If you find accountability, collaboration, and communication to be issues in your organization, the underlying cause may be a culture of distrust. Trust is the missing ingredient for true employee engagement within an organization.

  Gary Quehl and William Bergquist [For the complete report on this project see The Sages Among Us: Harnessing the Power of Civic Engagement, available as a link through the LPC Bookstore.] In the four essays provided in this eighth issue of Sage we continue the exploration (that we began in Issue Three, Four, Five, Six and Seven) of the …

What about the senior sage leaders? With more years and a greater diversity of experience, do they see even greater change in their leadership patterns and styles than the emerging sage leaders?

The phenomenon of on-going personal changes especially applies to leadership. Behaviors and practices once considered core to our leadership shift or fall away when we no longer find them effective or desirable.

Given their long experience in leading, senior sages are readily able to identify the qualities they most and least admire in other leaders.

In this essay, emerging sage leaders reflect on the qualities they most admire in other leaders. They also identify what they least admire in other leaders and what the implications are for leadership when the admired qualities are missing.

Being genuinely empathetic to the issues the team is grappling with and providing direct yet respectful feedback is as useful with a group as it is in our individual coaching work.

The bulk of what a coach does is asking. It’s asking in the service of creating a new awareness.

Practiced consistently, the method will show you where your strengths lie and will also show what you are doing or failing to do that deprives you of the full benefits of your strengths.

You have been identified by friends and colleagues as one of our community’s 50 top senior sage leaders.