This past week I had a very scary and potentially life-threatening situation in my car. The service I experienced was nothing short of exemplary from one of the best service organizations I have ever known. This particular scenario is one deserving of recognition and from which we can all learn.

Recently I stumbled across an article in the New York Times which I loved as much for its brevity as I did for its wisdom. Adam Bryant, of The New York Times, recently wrote a book which analyzes the broader lessons that emerge from his interviews with more than 70 leaders. So, from his perspective and research, what does it take to lead an organization — whether it’s a sports team, a nonprofit, a start-up or a multinational corporation? What are the X factors of strong leaders?

Recently I ran across an article touting Marc Benioff’s top leadership secrets in Forbes, which offered incredibly insightful perspectives. I have tried to highlight a few bullets, in my words, from the article referenced above. I have actually watched Marc, his team, and his culture in admiration for years. Their holistic approach to their work and the way in which they contribute has been studied with equal measures of skepticism, reverance, and disdain.

This past weekend we watched the acclaimed performance of Meryl Streep in The Iron Lady, the movie depicting Margaret Thatcher’s life. As most of you probably know, the movie is a series of flashbacks from the Prime Minister’ life and her impact on history. Her life story is remarkable on many levels. I took away four quotations from the movie, which I believe to be applicable to each of our lives today, and wanted to share with my readers.

A few years ago I wrote a piece entitled: ‘Truth, Trust and Transparency – where is the line for you?” This post was extremely popular amongst my clients. Not surprisingly, the topic of transparency in leadership continues to be in the forefront of business leaders’ minds. What are we talking about?

With all the everyday pressures of our careers, some wonder why even hire a leadership coach? It may appear to be ‘just more thing’ on a long list of ‘to do’s. In fact, not too long ago, executives who hired an executive or leadership coach were looked down upon as ones that were on their way out.

That was, and still is, obsolete thinking.

There are many reasons that have helped raise the profile of the leadership development industry. Yet, what can a person really hope to gain from work with a leadership consultant or coach?

I believe in the power of stories. In fact, as many of you know, my first book is a compilation of stories of the people I have met along my journey who have taught me so much just through living their lives and how they intersected with mine. Each and every one of us haev the opportunity to learn and teach through our lives. It was incredible to read in The New York Times, the perspective of a world-class CEO and his integration of stories into day to day business.

Trust can often been an illusive component in business. We have all been privvy to empty conversations, vapid meetings, and glad-handing all void of true trust in the other person/persons in the room. From what many of my clients share, the pervasiveness of social media and technology in business can help or hinder trust in an organization. So, what can we as leaders do to foster a culture of trust in our organizations and between our teams?

Being ‘in the zone’. You know exactly what I am talking about. Being in the ‘zone’ or in the ‘flow’ could be described as a state of being where our attentions, our motivation, and our situation intersect creating a state of productive harmony. We are at our peak – in every way. It is a state…

We can learn something from everyone – of this I am certain. Many of you know how diligently I follow the New York Times column, “The Corner Office”. Recently, Amy Astley, editor-in-chief of Teen Vogue, was his executive interview. Her philosophy is interesting and current. What are folks looking for from today’s workforce and budding executive ranks?