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Creating Successful Leaders

Tag Archives: Inc Magazine


What’s the secret behind great leadership? There’s no “right” response to the question; All of us will answer differently because there are a multitude of different leadership styles.

Recently, INC MAGAZINE published an article outlining 13 DIFFERENT WAYS TO LOOK AT A LEADER. Before you inspect the list below, take a moment to consider an exemplary leader who you’ve experienced personally. What were the things that made this person strong and valuable?
Click Here to Read More!

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By Margaret Smith, UXL:


I was fascinated by a recent article, titled A Powerful (Mission) Statement, I read in Inc Magazine about a previously unknown company in New York that went viral due to its—yep—mission statement.

The article explains:

“Most mission statements contain words like value and service but often fail to explain what the founders truly care about, much less inspire anyone else to care, Holstee’s mission statement is an exception. The Brooklyn, New York-based company, which sells eco-friendly clothing and accessories, rose from obscurity last year after its statement, dubbed the Holstee Manifesto, went viral. The document has been viewed online more than 50 million times and translated into 12 languages.”

The Holstee Manifesto:

The story above really got me to thinking about mission statements and how important it is that your mission statement aligns with the essence of all that you do. It’s not only important that your mission statement means something to you, but it also needs to mean something to your customers and employees, and should differentiate you from the masses.

Creative Ideas for a Better Mission Statement

Start with a question (or 5!):

Does your mission statement…

add value to your company?

explain why you exist?

inspire and encourage employees?

seem realistic/plausible?

get specific and relevant to your reality?

Your mission statement should be 1-2 sentences maximum. Don’t hesitate to revise or renew your statement according to the natural evolution of your business, your priorities, and the needs of your customers.

As a final piece of food for thought, consider whether or not your statement quantifies your goal, such as Microsoft’s well-known goal:

“A computer on every desk and in every home, all running on Microsoft software.”

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By Margaret Smith, UXL:

We have all experienced a work life under the tyranny of a thankless and critical boss. Not very much fun, right? Similarly, we have all probably been guilty of being less nice than we could be at work. With these things in mind, I thought it might be useful to share with you the following interesting tidbits from Inc Magazine’s October 2011 issue.

Here’s an Idea: Stop Being a Jerk

1.  Don’t ban the water cooler. “It used to drive me crazy to see people talking about other things at work. Now, I’m glad they’re doing it,” says Jay Steinfeld, founder and CEO of Houston-based As he reminds readers, “you can’t be paranoid and creative at the same time; it’s impossible.” It’s important that people have an opportunity to interact like human beings!

2.  Don’t discount community service. Being an active participant in charity and community service “trains people’s minds to think about improving other people’s lives,” explains Steinfeld. And I couldn’t agree more! What better way to find a place to reinforce your contribution, self-esteem, and sense of worth?

3.  Don’t Ignore the good tries. Responding to the failed attempts of others with anger, disappointment, or lectures often discourages others to avoid trying new things and taking risks (both of which are essential to fostering a spirit of innovation). “Years ago, I would ream out people when they failed,” says Steinfeld. “Now I tell them, ‘Hey, it didn’t work, but I’m pleased you gave it a shot.’ And say it in front of others. I want people to experiment without fear of failure.”

4.  Don’t leave it up to HR. Instead of wiping your hands clean of your contribution to the company culture, realize that it’s completely up to you. “Nothing happens if the top doesn’t agree or even personally care about it,” reminds Steinfeld.

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