One group that absolutely lives the philosophy of THE SENSEI LEADER are the tremendous people in the credit union community …
Over the past three years I’ve had the honor of presenting at several credit union conferences and events. I do not teach them anything new––they already embody and live the principles of THE SENSEI LEADER.
I believe the only reason they invite me to their events is that they know how important is to keep the sword sharp!
Today is International Credit Union Day and their 2015 theme, People Helping People, reflects perfectly their passionate commitment to service in their communities.
Every time I meet credit union professionals, I am struck by their level of commitment and devotion to leadership through service. I just came back from a conference with the Cornerstone Credit Union League in Texas where one young woman’s story really made an impression.
At the Georgia Credit Union Affliates 2015 Conference, Savannah, Georgia.
She told me how she got involved in the credit union profession. Her family was a member of a community credit union since before she was born. When she was still a child, her parents enrolled her in a savings plan at their local branch.
Later, as she prepared for college, her credit union helped her with tuition financing. She told me about a number of ways the credit union helped her family throughout her life with savings, mortgage and personal finance.
When she graduated college with her degree in marketing, she wanted to help too. She called an executive at her credit union and insisted on a position. She said she would do any kind of internship––she’d even work for free to be part of the credit union mission.
She didn’t have to work for free. She was hired and now she’s a top executive in the marketing department.
With her degree and passion, I’m quite sure she could make a lot more money as a marketing executive in any number of industries. She chose credit union service because she wanted to help others achieve their dreams, as her credit union had helped her.
I hear these stories at every credit union event. I hear about credit union folks meeting members after hours, visiting them in the hospital, attending weddings, funerals and graduations. Credit union professionals consider themselves part of their members’ families.
Above all a credit union is a union of people. As their theme for this special day states so with such meaning and power––People Helping People.
I’d like to thank the credit union community for welcoming me into your family and for embracing and living the ideals of THE SENSEI LEADER. Congratulations––and Thank You for your service and commitment to our communities!
Is it just me? Or––are we all drowning in an endless whirlpool of crises, disaster and mayhem?
And every time something goes awry, political and community leaders trample one another to get to the microphones to sing the same old song …
“Something MUST be done!”
Well––you’re a leader. We chose you––DO SOMETHING!
Of course, part of the problem is that too many people wait around for “leaders” to do something, I’ll get to that in a minute, but at the same time, it’s time for leaders to lead––if something needs to be done, it’s time for them to get to it.
Focusing on leaders themselves, particularly political leaders, what we need to acknowledge is that they simply don’t have the power to do what we need done. We buy the political rhetoric when candidates promise to change the world, but then we’re sadly disappointed when they don’t do it.
It’s not always their fault. (Of course, they probably shouldn’t promise what they can’t deliver.)
Let’s go right to the top and consider some of the promises made by every presidential candidate over the past 50 years:
End war forever
Eradicate poverty
Create jobs
We could create a long list, but these three iconic pledges will prove the point.
Nobody has the power to fulfill these promises––and it’s rather childish for any of us to believe it’s possible. I’m not a pessimist, it’s just the reality of the situation.
What we can do is work together, continuously to improve conditions …
… emphasis on the words “work together,” and that means we don’t wait around for “leaders” to get everything done.
Take the recent events in Ferguson and Baltimore and look at both the response and the underlying causes. Then we can consider at viable resolutions.
People in these cities responded to what they perceived as injustice. On a case by case basis, you can argue the merits of that perception, but you cannot change the feelings.
The response by “leaders” was largely to take the platform and cry out for reform and change. I don’t know how many times I heard the exact words, “Something must be done!”
Unfortunately, all too often these same leaders hold a few meetings and press conferences before they hop on the plane to the next emergency and opportunity to again cry out, “Something must be done!”
Now genuine leaders––those on the front lines, do much more than hold meetings. These are the people who look at the root causes and determine what actionable steps can be taken, what additional resources must be cultivated to effect greater change and how to develop those resources.
In the cases of Ferguson and Baltimore, poverty and a feeling of injustice and disenfranchisement is cited as the root causes of tensions that result in crime, violence and an unhealthy relationship between citizens and law enforcement.
It is important to point out injustice when and where it legitimately persists, but that is not enough. What can politicians do?
They can pass laws––but if laws alone solved problems we should be in a much different place today.
They can spend money––and that’s one reason for the disappointment. We too often measure success in terms of how much money we spend instead of assessing the value of an investment based on outcomes. For example, success is not expanding welfare assistance––it’s helping people provide for themselves.
The leaders on the front lines do a little more …
I was inspired a few years ago when I heard about the problem of “food deserts.” This happens when retailers cannot operate profitably in an impoverished area. People then either need to travel far from home for groceries, which is often difficult, or they have to pay higher prices from smaller bodega style stores.
Many “leaders” proposed subsidizing retailers with public funds. Others proposed government operated stores. Still others suggested mandating that large retailers would have to provide services in these areas if they wanted permits to operate in more lucrative parts of the jurisdiction.
Some front line leaders recognized what they could do and formed food “co-ops.” They found unused space to operate, shopped for discounted food in bulk and organized volunteers to provide a low-cost shopping alternative.
We should expect our chosen leaders to do what they’re supposed to do––within the powers and parameters we allow. If they’re going to talk the talk, they should walk the walk.
We should also look for opportunities to lead from the front lines instead of depending on “leaders” to get the job done.
The most effective leaders are the people who do without being told, ask before being asked, teach and mentor those around them and most of all––model the behavior they expect from others.
That type of leader may be right in front of you––or right beside you.
Before the Baltimore riots reached their full crescendo on Monday afternoon, mayor Stephanie Rawlings-Blake made a critical leadership error––one that likely incited or at least exacerbated the mayhem.
In the relative calm following the “purging” riots, she compounded that mistake.
One of the most important strategies for effective leadership is clear and effective communication. From THE SENSEI LEADER:
The most effective leaders are effective communicators.
Who you are as a leader becomes reality in the minds and hearts of others through what you say, how you say it, and most importantly, how people hear you.
I keep singing this song, but a leader is someone with the ability to attract willing followers. Trust plays a big part in that ability and the key to trust is effective, clear communication consistent with your values and actions.
Mayor Rawlings-Blake’s first mistake was her now widely quoted statement made prior to Monday’s escalation and out of control rioting, looting and arson. As quoted by NBC News:
“It’s a very delicate balancing act because while we try to make sure that they were protected from the cars and the other things that were going on, we also gave those who wished to destroy space to do that as well, and we work very hard to keep that balance and to put ourselves in the best position to de-escalate.”
Don’t just read her words. Watch the following video …
Late Tuesday, in the wake of the destruction, she was asked directly if her words had incited the riots or worsened conditions. Her response was that “… the blatant mischaracterization of my words was not helpful.”
A leader must communicate clearly, especially in a time of crises and especially under pressure.
I admit that when I first heard the pre-riot press conference, my first reaction was that she certainly couldn’t have meant what she said. I gave her the benefit of the doubt and assumed that she meant what she is now claiming, that leaving space for “those who wished to destroy” was simply an inevitable by-product of giving legitimate protestors room to express themselves without an onerous police presence––which may have instigated more trouble.
I listened to that press conference at least a dozen times. If the mayor had not intended to give the impression that she was granting a license for destruction, she did a piss poor job of it. Her statement, if not her meaning, was perfectly clear––she would leave space, and “those who wished to destroy” took full advantage.
Now she’s walking back her statement and casting the blame on those who “mischaracterized” her remarks. Her first mistake would be forgivable under the circumstances, had she owned up to it. Her second mistake is reprehensible.
If you make a mistake––own it!
It’s not the responsibility of your followers or constituents to decipher the nuance of your meaning. It’s your responsibility to communicate clearly. Blaming your audience because they didn’t assume you didn’t mean what you said is simply petulant and not the mark of a great leader.
Mayor Rawlings-Blake could have simply said that she had chosen her words poorly. She could now clarify what she meant, but the appropriate response would be to apologize for her failure to clearly articulate her intended meaning.
Her attempt to shift blame does nothing but diminish her credibility. As I write this article, I’m following another communication problem centering on the mayor …
She claims she did not order police to stand-down as the riots escalated. According to police officials, someone gave that order. FOX News reports:
“Asked directly if the mayor was the one who gave that order, the source said: ‘You are God damn right it was.’”
People forgive mistakes. People can understand poor communication under pressure. They are not as tolerant when you blame them when you say the sun is shining and expect them to know you meant to tell them to bring umbrellas.
Dan Price, the CEO of Gravity Payments, shook up a lot of leaders when he announced that he would slash his 7 figure salary to just $70,000––and distribute the difference with his employees. According to the NY Times:
“Mr. Price surprised his 120-person staff by announcing that he planned over the next three years to raise the salary of even the lowest-paid clerk, customer service representative and salesman to a minimum of $70,000.”
Bold move? Publicity stunt? Calculated strategy?
There is a sound strategic basis for his move––and a healthy measure of compassionate leadership.
First of all, Price is acknowledging the people who helped him through his toughest times …
Dan Price came close to closing up shop himself in 2008 when the recession sent two of his biggest clients into bankruptcy, eliminating 20 percent of his revenue in the space of two weeks. He said the firm managed to struggle through without layoffs or raising prices. His staff, most of them young, stuck with him.
At the same time, he obviously sees the strategic wisdom of rewarding the people who made his business what it is today. On FOX Business News Price said:
I do think over the long term there is an upside. Actually what I think though, is the fact that we’re a values-based business and we make decisions based on what is right, has gotten us to where we are today and I think that will get us to where we’re going to be in 10, 20––30 years from where we are now.
Compassion is about understanding the people you serve as a leader.
Price listened to the people on the front lines …
From his friends, he heard stories of how tough it was to make ends meet even on salaries that were still well-above the federal minimum of $7.25 an hour … “They were walking me through the math of making 40 grand a year,” he said, then describing a surprise rent increase or nagging credit card debt. (NY Times)
He listened––and what he heard is that his people were having trouble making ends meet––the same people that helped him create a profitable company.
One of the key leadership strategies from THE SENSEI LEADER is: “Lead by sharing––not accumulating.”
Studies continually show that financial incentives like bonuses are less motivating than a sense of purpose, autonomy and trust. Don’t use that data to justify behaving like a Scrooge.
Money may not be the most important incentive, but it is still important. The flip side is how demotivating it is when the team pitches in to drive profits and the owner scoops up all the chips.
So yes … when efforts yield profits, share the wealth!
That’s exactly what Price is doing here––and it’s right.
Money is a motivator only to a point, and Price researched that point. Again from the Times:
The happiness research behind Mr. Price’s announcement on Monday came from Angus Deaton and Daniel Kahneman, a Nobel Prize-winning psychologist. They found that what they called emotional well-being — defined as “the emotional quality of an individual’s everyday experience, the frequency and intensity of experiences of joy, stress, sadness, anger, and affection that make one’s life pleasant or unpleasant” — rises with income, but only to a point. And that point turns out to be about $75,000 a year.
In THE SENSEI LEADER I wrote, “Money is a poor incentive only once a person’s basic material expectations are met. Until and unless a person feels he’s treated fairly, money matters—a lot.”
While it’s difficult to motivate people with money alone, it is certainly important to recognize the power of fairness in influencing productivity. That’s why the “wage gap” is getting so much attention. Continuing from THE SENSEI LEADER:
There is nothing more discouraging and de-motivating than to work hard to help the company produce a windfall only to see leadership reward themselves with bonuses while the people at the front lines are cut out of the bounty.
I’m rooting for Dan Price and his company. After hearing him talk, I’m convinced his is a sincere gesture of compassionate leadership.
A final thought from my book:
“… it’s simple; don’t over-complicate it. When the people who work for you help increase your wealth––share it.”
I believe that’s what Price is doing. Give the man a Black Belt!
More than 18 months of political attacks, petulance and meaningless rhetoric. Maybe––just maybe out of all this, a leader will emerge.
Do I sound a bit snarky? I suppose I am. This will be my 10th presidential election––and I’ve voted in all of them.
The shine is long gone for me. First of all, I don’t believe the President––or any other individual human being, has all the answers and all the solutions to all our problems. Our over-dependency on leaders as a big problem––and one that prevents more people from leading at all levels.
We’ve got to stop depending on leaders, in the sense of“others,” to fulfill every need, grant every wish and solve every problem.
Our founders had the courage to reject the notion of a paternal nation to lead and govern themselves. We’ve got to reject the entitlement culture that looks to others, especially in the form of government, to provide for every basic need, grant every wish and solve every problem.
After all, didn’t we once write a pretty impressive document that started with the words, “We the People”?
Fortunately, we do still choose our leaders from “We the People.” The problem is how we do it.
The leader vs. politician problem is very similar to the problem of a leader vs. a manager …
A manager may have authority, but may not have the ability to attract, inspire and lead a group of willing followers.
A politician may have the charisma to attract votes––or might say the things a critical mass of people want to hear at the time, but that does not mean that person has the qualities or character to be an effective leader. In the steroidal popularity contests we call elections, we often elevate people to leadership positions only to find that under fire, they lack the courage, compassion and wisdom to lead effectively.
These days we seldom rally around a leader with the courage to be honest when times are tough or the leader who calls on our ingenuity and grit when we’re faced with the most difficult challenges or choices. Instead, we flock to the leader that promises easy solutions or the charismatic leader who satisfies some misplaced and distorted yearning for paternal guidance and security.
It’s time to stop being a society of children and start building a culture of leadership again.
That starts with you––and me.
Each of us must embrace self-leadership. That means we do as much as possible for ourselves, and for one another. It means we shouldn’t expect elected leaders to keep us from eating too much fat or drinking too much soda––that’s what parents are for.
If we’re going to keep this grand experiment in self-government going, we’ve got to start doing for ourselves again. Every time we elect someone who guarantees equal benefits instead of equal opportunity, we’re in trouble.
Every one of us needs to be leader, at some level––at all levels, and “People who make the most effective leaders are usually people who don’t want and don’t need overbearing, paternalistic or authoritarian leadership.”
It’s simple, really.
For the first time in history, a nation was organized on the fundamental principle that the individual is superior to the state.
The United States was founded on the idea that you are endowed with “inalienable rights,” and that it is the purpose of the state to protect those rights, not the purpose of the individual to serve king and country.
I don’t care whether you’re a Republican, Democrat, Libertarian, Independent, Socialist or even Communist. I don’t need to agree with you and I don’t need you to agree with me.
What we all need to do, if we want to preserve this ideal of individual freedom, is to start taking care of ourselves again.
We’ve got to choose people with character.
We’ve got to elect competent leaders––not skilled entertainers.
“I don’t believe we’ve entirely lost the spirit of rugged individualism—but it’s sure as hell on life support!”
Are you sometimes so buried in your daily duties that you can’t even come up for air?
Is there absolutely no white space on your calendar?
STOP!
You need time to think…
One of the most important roles of a leader is to create and maintain a vision. You need time to contemplate, without interruption. You need space to clear your head and allow your brain to function as nature designed it.
Time for clear thinking and contemplation is not a luxury, and it’s not leisure time in the conventional sense. It’s an essential part of a leader’s routine- a discipline.
You’ve got plenty of options-
Einstein and Patton went for long walks. Franklin and FDR liked to swim. George Bush liked to clear land on his ranch and several presidents were/are avid golfers- which leads us to a problem…
…not everyone is going to understand what you’re doing!
Your brain simply does not function well under continual stress. From John Medina’s wonderful book, Brain Rules:
”Your brain is built to deal with stress that lasts about 30 seconds. The brain is not designed for long term stress…Stress damages virtually every kind of cognition that exists. It damages memory and executive function.”
Stress destroys all the brain functions that leaders need most!
You’ve got to turn off the noise once in a while and provide yourself with the time and space to reflect, gain perspective and most importantly, to imagine and create new ideas and solutions.
One of the best methods for turning off the noise, reducing stress and giving your brain to operate in it’s natural state is meditation.
You don’t need to shave your head, do weird chants or hide in a cave. You can learn the process easily and with a little practice, you can do it just about anywhere.
It involves three simple steps:
#1 Sit still
#2 Shut up!
#3 Breathe!
Watch this short video- I explain the whole thing…
It doesn’t matter how you do it, meditating, golf, walking, jogging, lifting weights- just sitting! But you must do it.
Find some way to give yourself some time and space to think, and make this a discipline. Don’t push this aside when you’re busy- it’s even more important then.
It’s quite simple really…
One of the things that makes you a leader is your ability to think- particularly when other people are unwilling or unable to. Make sure you take the time to do it.
From the introduction to Jim’s upcoming book: The Sensei Leader…
I don’t believe we’ve entirely lost the spirit of rugged individualism- but it’s sure as hell on life support!
For the first time in history, a nation was organized on the fundamental principle that the individual is superior to the state. The United States was founded on the idea that you are endowed with “inalienable rights,” and that it is the purpose of the state to protect those rights, not the purpose of the individual to serve king and country.
Has this experiment failed?
If we don’t want to be ruled by kings, czars or dictators, then we’ve got to accept responsibility for ourselves. If we want to be citizens instead of subjects, we’ve got to govern and lead ourselves.
Most of all, we’ve got to stop depending on leaders, in the sense of “others,” to fulfill every need, grant every wish and solve every problem. Our founders had the courage to reject the notion of a “mother” country to lead and govern themselves.
We’ve got reject the entitlement culture that looks to others, especially in the form of government, to provide for every basic need, grant every wish and solve every problem.
After all, didn’t we once write a pretty impressive document that started with the words; “We the People?”
People who make the most effective leaders are usually people who don’t want or need overbearing, paternalistic or authoritarian leadership.
These days we seldom rally around a leader with the courage to be honest when times are tough, or the leader who calls on our ingenuity and grit when we’re faced with the most difficult challenges or choices. Instead, we flock to the leader that promises easy solutions- or the charismatic leader who satisfies some misplaced and distorted yearning for paternal guidance and security.
It’s time to stop being a society of children and start building a culture of leadership again.
“Human progress is neither automatic nor inevitable. Every step toward the goal of justice requires sacrifice, suffering, and struggle; the tireless exertions and passionate concern of dedicated individuals. Without persistent effort, time itself becomes an ally of the insurgent and primitive forces of irrational emotionalism and social destruction. This is no time for apathy or complacency this is a time for vigorous and positive action.”
Leadership at all levels means actions at all levels. You don’t win the fight from ringside seats.
Apply Dr. King’s thoughts at any time, in any place:
There is NEVER a time for apathy or complacency
It is ALWAYS time for vigorous and positive action
This means in your community, in your home and on your job.
Too many people think that leadership is the responsibility of the elite; reserved for someone with special gifts or talents…
Leadership is a talent, but it’s certainly not an innate gift. Like any talent, leadership can be learned, developed and cultivated.
“Human beings are interconnected beings. The ultimate expression of sharing is leadership; not in the sense of dominance or control, but in the sense of expanding one’s presence in the world through teaching and living as an example for others.” From THINK Like a BLACK BELT
You might agree or disagree with Dr. Kings methods, cause, or tactics. You might be on one side or the other of any of a number of contentious issues today. The point is that whoever you are, and whatever you do, it’s your obligation to share your unique talents, skills, knowledge and experience with the people around you.
And that’s really what authentic leadership is all about.
The difference between a leader and a follower is really very simple…
When a follower sees a challenge, a problem or an opportunity, he asks who’s going to do something?
When a leader sees a challenge, a problem or an opportunity he steps up and does what needs to be done.
As Dr. King says, this process is “neither automatic nor inevitable.” Not only for the lofty goal of justice, any meaningful human endeavor requires “the tireless exertions and passionate concern of dedicated individuals.”
Leadership is not restricted by age, position, or even in many instances, by experience. Leadership is embodied in anyone who’s willing to apply themselves in a purposeful and meaningful way.
Whether you love or hate Hillary, her recent comments on empathy for one’s enemy struck a nerve…
This post is not a debate on politics. Let’s focus the process of understanding an adversary’s perspective and explore whether or not empathy has any value as a leadership tool.
If you love Hillary, it’s likely that her words appealed to your yearning for peaceful solutions to even the most violent conflicts affecting the world today. It’s likely that you see any violence as an escalating rather than a mitigating factor in any conflict.
If you hate Hillary, it’s likely that her words offended your sense of justice. You likely see her thoughts as naive and a sign of weakness we simply cannot afford in the face of violent aggression.
It’s sometimes your responsibility as a leader to resolve difficult ideological rifts, particularly when those rifts impede the orderly operation, growth and success of your organization or community.
You’re likely to face at least two major obstacles as you seek resolution- and note that I purposely use the term resolution rather than solution.
The first major hurdle, making sure everyone is debating on the same semantic ground…
Semantics are a great obstacle to resolution. The reason I carefully chose the word resolution here is that resolution is defined as the act of choosing a course of action. Solution is the act of solving a particular problem.
A resolution may not, by itself, solve a problem. You can just as easily resolve to ignore the problem, or to examine the situation further.
The semantic problem with Hillary’s remarks, and with the responses her words provoked, expose the semantic problem.
In most of the responses I listened to, both pro and con, responded as if she had used the word sympathy, rather than empathy.
Sympathy refers to agreement with, or a sense of harmony with the thoughts and feelings of someone else.
Empathy is nothing of the kind. Empathy can be sympathetic, but in it’s primary form, it is the act of understanding another person’s thoughts and feelings. Empathy refers to the proverbial act of walking a mile in someone else’s shoes before judging.
You may feel that in the face of a recognized enemy, empathy is unwarranted or inappropriate. That is a valid ideological stand, but it this is your position be sure that what you mean to argue is that it is inappropriate to understand the thoughts and feelings of your enemy.
If you mean to condemn sympathy- a feeling of harmony with or agreement with the feelings of the enemy, that’s an entirely different argument.
Next is the ethnocentric obstacle and our innate tendency to back fill our arguments with data that supports our own position and refutes the other guy’s…
In this regard, we’re prisoners of evolution. Research shows that we do tend to identify with a small group of like-minded people and that by and large, our ethnocentric view is strongly influenced by our culture of birth and later by our peer groups, which we also tend to choose based on our past cultural experiences.
In other words, we seek out the people who think and act most like us. We tend to look at other groups and other people’s perspectives through the lens of our own. It takes a conscious effort to do otherwise.
What’s important to this discussion is that by and large, we hear what we want to hear. If you’re part of the group that loves Hillary, she sounds rational and compassionate. If you’re part of the group that can’t stand her, she sounds naive and obtuse.
Now we can finally talk with some clarity about Sun Tzu and the value of empathy…
No one would accuse Sun Tzu of being a pacifist, yet In The Art of War he teaches us to become “one with the enemy.”
He’s talking about understanding the mind of the enemy- empathy…
“If you know the enemy and know yourself, you need not fear the result of a hundred battles.
“If you know yourself but not the enemy, for every victory gained you will also suffer a defeat.
“If you know neither the enemy nor yourself, you will succumb in every battle.”
Not sympathy! Sun Tzu is talking about knowing your enemy as completely as you can.
Empathy can be a very useful quality for a leader seeking resolution…
• Can you rise above the din of battle and listen to the argument from a detached, more objective vantage point?
• Can you put aside your personal feelings and emotions long enough to at least listen to different sides?
A more modern sage, Dr. Stephen Covey, put it this way; “Seek first to understand.”
Now don’t confuse my kindness for weakness! In fact, don’t even assume I’m being kind. My empathy may simply be a means to discover and exploit your weakness!
Conflict can stall or even cripple an organization- or a society. Of course, conflict is almost inevitable when you can least afford it, that is when you’re preparing for significant change or facing adversity.
Empathy streamlines resolution. When you understand the other perspective, your response is more informed and your chosen course of action usually more effective…
…whether you sympathize with the other guy’s perspective or not.
Love her or hate her, Hillary is right in one specific area- empathy is the key to peace. It’s also the key to victory should you choose to do battle. Either way, a thorough knowledge of the mind of your adversary is a tremendous advantage for any effective leader.
I’ll leave you with some more wisdom from Sun Tzu. Think about this:
“The opportunity to secure ourselves against defeat lies in our own hands, but the opportunity of defeating the enemy is provided by the enemy himself.”
AN EXPERIMENT…
Because you read this far, I’ll let you in on a secret. I chose to exploit this contentious topic to measure the natural tendency of people to respond to a controversial issue without empathy- without first seeking to understand.
Many people are likely to respond to just the headline. I know from past experience that they’ll either condemn me or support me without reading another word. Others will make assumptions about my individual political mindset. Many will not even realize that this article does not present a political opinion at all.
Some will read the article and will refute or validate specific portions based on their political perspective. Again- they may not see that this is not a political piece, but rather simply a commentary on issues facing today’s leader, no matter what your personal politics. Still, I anticipate responses that will attempt to turn this into a political debate.
Responses should indicate what percentage of readers are empathetic- that is seeking to know more before making a judgement as opposed to those who simply use this as a platform to express their predetermined point of view.
I’m going to track the specific responses to this post on social media. If the response is significant, I’ll do a follow-up post with the results.
Over the past three years I’ve had the honor of presenting at several credit union conferences and events. I do not teach them anything new––they already embody and live the principles of THE SENSEI LEADER.
thesenseileader.wordpress.com 