Would You Sign This Declaration?
by Steve Farber - Oct, 2011
A Declaration of Extreme Leadership We, the undersigned, have devoted ourselves–personally and professionally–to changing the world, in some way, for the better. We strive to use what we have–passion, talent, desire, resources, imagination, time–to make a difference, to expand the rightness of things. We don’t consider ourselves to be naive or idealistic–although others certainly may. We are pragmatists of the highes...
10 Dollars and A Laptop
by Steve Farber - May, 2011
Last weekend at the always inspiring SobCon event in Chicago, I had the opportunity to meet Greg Hartle, the itinerate business consultant and philosopher. He’s on a mission to visit 50 states, collect 501 stories, and demonstrate that it’s possible to make a living starting from scratch–even in this new, challenging (to say the least) economy. He started his journey with ten dollars, a laptop, and the clothes on his bac...
Dick Nettell, Extreme Leader
by Steve Farber - Apr, 2011
Yesterday, I had a long talk with my old friend (and constant source of leadership inspiration), Dick Nettell. Dick had a long and storied career at Bank of America where his results and style were legendary. I mentioned in an earlier post that he’s in the process of writing a book, and he’s told me that I’ll be getting the rough draft, soon. But in the meantime… …Since I wrote about Dick as a semi-anonymous example in The Ra...
The Trust Voucher
by Steve Farber - Mar, 2011
Unfortunately, the word “empowerment” has, for many, become nothing more than a tired, old cliche–something that I’ve been teasing people about for years. Even though the value of empowerment is, ostensibly, conventional wisdom by now, it’s still the rare leader that does it and does it well. Most get caught up in a faulty, self-sabotaging thought process that goes something like this: Empowerment = I give them control =...
How Do You Get Back Up? A Counterintuitive Approach to Thriving in Challenging Times
by Steve Farber - Apr, 2009
A while back, I received a distressed email from Ken, a young manager at a high-tech company. Ken and I had never met, but he had read my first two books and had done his best to apply the ideas and practices of Extreme Leadership to the way he'd led his team. To their culture, their work ethic, their camaraderie. When necessary, Ken told me, they would band together and work hard -- 10 to 20 hours a day at times -- to so...
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