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It's that time of year - students graduating, entering the workforce, and interviewing for jobs. I've had my own experience with hiring as I added a new position to my small business. It was an interesting experience - probably blog worthy in and of itself. I'll just say that I witnessed both the good and the bad - no-shows, the ball cap with sunglasses perched on top, the interviewee confessing they were just looking for a paycheck, to those who arrived presentable and prepared. I'm happy to say I found a man of character and talent for the position. After my interview I asked him to return and be interviewed by my teammates. I wanted them to have a say as they would work with him day in and day out.

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Here is your answer to that subject line. Yes. It can be both. Indeed, if you are a leader you are seen in a hierarchical sense to be on top. People view organizations like they do organizational charts. The manager, coach, president, or CEO is at the top, employees or team members are down below. A leader cannot avoid, nor should they, being above or on top. Those who see themselves too much as one of the folks marginalize the position they hold and the requirements and duties of it. I do not subscribe to the leaderless organization. While residing on top, there is a way to be with them.

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My dad was a gifted salesman. He sold commercial insurance for years and raised a family of four doing it. His charisma, knowledge of product, and focus on relationships won him many a sale. He passed those talents down to me. I'm not one to brag but I can sell snowballs to the Eskimos. It has helped me as a leader because, after all, leadership is influence and in selling, you are influencing others to buy something. Here are my thoughts.

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Wouldn't you love to be a mind reader? Wouldn't it help you navigate your days interacting with and influencing others? Unfortunately we are not. We do not possess crystal balls, therefore we have to apply empathy, active listening, and know our people on a deeper level. Knowing a person is a journey. It is one every leader must travel if they desire to lead their people to the best of their ability. I always start with questions like, "What would you want me to know about you if we were to work together?" or "What are the things which set you off, push your buttons as they say?" I'll also use the Forte Institute's Communication Style Report to help me 'see' a person deeper, helping me understand their level of dominance, patience, and conformity, among other aspects of their communication and decision making. All of this (and more) helps me apply anticipative leadership.

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"We lost the game because Roger missed those free throws," said no true teammate ever. The game was lost (or won) as a team. Roger should never have been placed in that position - the game resting completely on his shoulders. Does your team speak team? Team language oozes with selflessness and ownership. It sounds like people confessing how they could have done better for the greater cause, in the name of their organization, and for their teammates. It sounds like teammates challenging and assisting each other. It looks like people reacting to mistakes, and losses personally as if they let down their organization, boss (coach), and most importantly their teammates. Get this happening in your organization and you have struck gold.

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I was having breakfast with an old friend the other day and we were commiserating about work. He was complaining about some people he works with who have all these big ideas yet fail to understand they will require plans and resources. "The Ends are easy," I stated. We both had a laugh. Both of us served well over 20 years in uniform and we understand strategy - Ends, Ways, and Means, very well.

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The U.S. Army is an institution rich with leaders. From a Team Leader who leads two soldiers to a General who leads thousands, there are individuals at several echelons who carry the title of leader and or the rank which gives them authority. Even those who are not in leadership positions are expected to step up should their leader be killed on the battlefield. You're a leader or a leader in training. A former boss and mentor of mine would say this to promote a spirit of growth, responsibility, and influence. It reminded us of our duty to grow our people. While military stair-step advancement is not replicated in many companies, this concept and spirit of growth is still relevant.

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There is a dangerous phenomenon which occurs in organizations, especially in small, cohesive teams. It can be labeled as cockiness, complacency, and or shortsightedness. As teams evolve and become very good at what they do, members take short cuts, communicate less, and may grow resentful of external organizations and people such as the 'headquarters' and its leaders. In a business, as members become proficient with the service or product they sell, they may grow impatient with, or even resentful of a customer who asks many questions, especially in a mistrustful manner. But they, in this case the customers, have the right to ask.

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I was teaching recently to a group of very busy executives. I had a lot of important topics and concepts to cover but I ensured that I stopped on time to offer breaks to the class. They needed 10-15 minutes to use the bathroom, stretch, and or grab a drink or snack to refuel themselves. There was something else at play and I could sense it. They were a group of employees in a hybrid work environment - interacting often but not always together in person. They needed some interpersonal bonding time.

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I'm known as an empathetic leader - one who cares deeply about people and who supports them when they encounter challenges in their personal life. I operate off a set of priorities such as people first and family first which guide my actions and decisions. When one of my employees or teammates is ill, I'm concerned first with his or her wellbeing. When they have family issues, I want them to focus on those issues and not their role in the company. I believe this to be the best approach to leadership - loyalty, love, and empathy begets engaged, dedicated people. Unfortunately the business gets a vote and it, on the other hand, does not care.

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Who are the true members of your organization? Many leaders only consider those who work full-time near them each day, such as W2 employees. Are they leaving people out? Indeed, contractor and consultant has a bad ring. What comes to mind is a consultant who appears at the most inconvenient time to sprinkle some advice on you before they disappear leaving you with extra work or a contractor who performs a task or offers a service but does not really understand what is happening inside an organization. While many contractors and consultants earn this bad rap, part of if it is born of bad leadership.

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I was in New Jersey this week delivering some leadership lessons to a large group of hungry leaders seeking to invest in their people. The CEO, who kicked off the event and gave a great opening presentation which highlighted those critical things employees are looking for - where are we headed, what's the strategy, our priorities, and what is the path to success? He did all of this on a foundation of vision, values, culture and priorities. In his pitch he described the guidance he received from his boss on day one - "achieve excellence and plan for your successor." Well put. In the Army I was given similar advice to 'build the team, build excellence, plan for transition.' Commanders in the Army were only in position for about two years. Succession was part of the plan. I believe the same holds true for business.

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The military has this long-standing tradition of inspecting the readiness of the troops for battle. It is seen today on parade fields when commanders escort senior commanders in front of and behind a formation of service members. In less formal yet important ways, it happens as a junior leader inspects his or her troops' equipment, knowledge, and level of physical fitness. War demands the absolute most from individuals. Individuals makeup the collective team which ultimately wins or loses battles. Lives and the defense of a nation are at stake. The same applies for a business.

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Fractional, part-time, or interim Human Resources (HR) generally means getting the benefits of human resources for your organization without having to hire a full-time HR professional. Indeed, as a small business I cannot afford a full-time HR professional. I'm forced to outsource or perform those functions myself. I have concerns with term and concept of fractional HR.

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For every assignment I had in the Army I had a sergeant or non-commissioned officer. Sergeants, the envy of every military across the world, are known for telling it like it is. They kept all of us - officers and enlisted trained and ready for war. They are, as my former boss liked to say, the lifeblood of the Army. With each new posting, I would seek this person out. They would be my right hand, my battle buddy, and I would ask something of them; to call me out.

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As April speeds to a close, we enter the season of commencement. I offer this blog for the few, I hope, who may choose not to attend their own graduation, especially from a college or university. For so many reasons they should don the cap and gown and participate in this time honored, symbolic ceremony - a milestone in their life. People should formally celebrate their accomplishments surrounded by those who love and support them. Why wouldn't they?

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"When you're out of Schlitz, you're out of beer," so stated the 1971 commercial from the Joseph Schlitz Brewing Company. I came to know this phrase in the Army when we were planning military operations and we discovered the point where supplies or available troops ran out. "We're out of Schlitz!" I heard this phrase from subordinates when they reached their peak capacity or were short of resources - "boss, I'm out of Schlitz." Of course it was my job to know that before issuing orders otherwise I would be ordering the impossible. However, I had more in my toolbox than my subordinates. My boss did as well and I always kept this in mind.

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We've all seen the game musical chairs - people walking in a circle around a group of chairs on high alert waiting for the music to stop so they can claim a chair. The one left standing is out and the game continues until the last person is seated. Those seated are awarded the status of being in the group. The last one seated is crowned with the status of winner. Here I'll use the musical chairs concept in relation to how status revolves - or should revolve around a group of people.

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This is the worst subject but, unfortunately, a real one. Over the weekend I learned of the death of the husband of one of my former soldiers Melissa. I didn't know him personally - she married years after I left that unit, but the news was still terrible. I can't imagine losing a loved one. Nobody wants to imagine that, let alone experience it, but as leaders, we must be ready for when it happens. We trained for this in the Army as we knew it was inevitable. Here are some tips. Perhaps you store this away for use should it happen in your organization.

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I write this morning from Fayetteville, North Carolina, the home of Fort Bragg, soon to be Fort Liberty, and the Army's 82nd Airborne Division. My family and I spent five years of my Army journey here - many fond memories amidst the hardship of serving as a paratrooper in a time of war. As I drive around, that nervous feeling returns to my gut. This was a hard, demanding chapter of my Army career. Today however, I arrive in a casual suit, with facial hair basking in my glory for having conquered all Fort Bragg and the 82nd threw at me and to receive a gift of leadership.

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