'Seasoned Leader,’ E. David Spong, met Debbie Collard, co-founder of Seasons Leadership, when they worked together at Boeing. After their successes leading teams using the Baldrige Framework, they co-wrote a book called "The Making of a World-Class Organization." Recently, David joined the Seasons Leadership community as a guest on the Seasons Leadership Podcast. He has committed to continue to share his “Lessons in Leadership” in this exclusive column.
When taking over leadership of an organization, the new leader has much more control in how they assume responsibility for the organization. In this Lessons in Leadership, our resident Seasoned Leader David Spong shares an example of his leadership style when taking on a new role.Read More
A leader’s values show up in their actions. It is important for leaders to “walk the talk” and live their own and the organization’s values. Our resident Seasoned Leader David Spong illustrates that principle in this "Lessons in Leadership."Read More
You’ve probably heard the phrase, “the customer is always right.” While that may be a good customer satisfaction mantra, it isn’t always easy to keep the customer happy and follow the rules of the company at the same time. Our resident Seasoned Leader David Spong describes how he found that balance in four separate examples in today’s Lesson in Leadership.Read More
Building trust with a team and a way of operating that reinforces trust is critical for a leader. An operating rhythm helps to establish and cement the culture of the organization more quickly. Our resident Seasoned Leader David Spong provides a compelling example in this Lessons in Leadership column.Read More
Peter Drucker is reputed to have said, “culture eats strategy for breakfast!” Today’s lesson in leadership is focused on two leadership and culture principles: treating people well and motivation.Read More
Although on paper my background reads remarkably well, in truth my journey to leadership was in fits and starts at best. As I reflect, I made steady, but slow progress up the management ranks. Others rose much faster, and although I was well respected for the results I achieved and by the teams that I led, it took quite some time to “get the big step-up.”Read More