Leadership

Overcoming Job Insecurity: 5 Strategies to Create Job Security

/ Denis Baker / Leave a comment

“Oh man, I am so insecure in my job that I am going to look for another one.”

Well, that has been the story of my career more times than I’d like to admit. I would give myself fully to a role. I showed up early and stayed late, pouring my energy into the work. Then, one day, I found myself packing a box and walking out the door. It wasn’t because of my performance. It was because of circumstances beyond my control. Each time it happened, it left a mark.

Most recently, I was laid off yet again. I sat in the quiet of my living room. I stared at the walls and let the questions flood in. How many more times can I start over? What will it take to finally land somewhere I can stay long enough to feel at peace? How can I make sure that the next job brings me happiness? How do I find a job that carries me all the way to retirement?

Those thoughts weighed on me heavily than before. I realized that time slips by when you’re constantly starting over. I wasn’t just thinking about a paycheck anymore. I was thinking about stability. I thought about meaning. I was considering a career that felt like home.

And for the first time, I began to see that the search wasn’t only for a job. It was for something more profound. It was a place where I could bring the best of myself and be valued for it. It was a place where I could stop bracing for the next layoff and start building a legacy.

Whether you’re managing a team, starting a business, or simply aiming to grow personally, insecurity can affect you. It can quietly undermine your ability to lead. It manifests as hesitation, overthinking, or a reluctance to seize opportunities. But here’s the truth: you don’t need to eliminate to lead—you need tools to rise above it.

Explaining Why Job Insecurity Happens

If your goal is to help people understand the reality of job insecurity, you can frame it like this:

The Changing Economy: Companies restructure, merge, or cut costs. Even good employees can lose jobs due to forces beyond their control.

Shifting Skill Demands: Technology changes fast. Skills that were valuable yesterday may not be tomorrow.

Shorter Job Tenures: Unlike past generations, staying with one company for 20 years or more is rare. Layoffs, contract work, and career shifts are common.

Job insecurity isn’t always about you—it’s about the system we work in. – Denis Baker

I sat and thought deeply. I came up with five powerful strategies to help you lead with greater confidence. These strategies are useful even when self-doubt lingers in the background. Let me share these with you.

1. Know Your Strengths

One of the fastest ways to combat insecurity is to recognize your value. Too often, we focus on what we lack instead of what we bring to the table. Shift your perspective.

  • Take inventory of your past wins—big or small.
  • Ask yourself, What do people consistently thank me for?
  • Identify your unique combination of talents, experiences, and insights.

Keep this list visible. Read it often. Confidence is easier to access when you remember who you are.

“You have been criticizing yourself for years, and it hasn’t worked. Try approving of yourself and see what happens.” – Louise Hay

2. Re-frame Negative Thoughts

Our inner critic often speaks in absolutes:

“You’re not good enough.” “You’re going to fail.” “They’ll see right through you.”

It’s time to challenge that voice.

  • Replace “I’m not good at this” with “I’m still learning.”
  • Instead of “What if I fail?”, ask “What if this works out better than I imagined?”

Cognitive re-framing is a mental muscle. The more you practice, the more naturally you’ll shift from self-doubt to self-support.

3. Take Decisive Action

Insecurity loves delay. It thrives on overthinking, perfectionism, and procrastination. But leadership isn’t about being perfect—it’s about showing up and making progress.

  • Make decisions, even if you’re unsure.
  • Take one small action instead of waiting for the “perfect” time.
  • Trust your ability to adjust along the way.

Action builds confidence because it gives you evidence that you’re capable.

4. Seek Constructive Feedback

Many leaders avoid feedback out of fear that it will confirm their worst doubts. But when approached with curiosity—not ego—feedback becomes a tool for growth, not judgment.

  • Ask for feedback from trusted sources who want to see you succeed.
  • Frame your ask: “What’s one thing I could improve to be more effective?”
  • Accept it with an open mind, not defensiveness.

When you learn from feedback instead of fearing it, insecurity loses its grip.

5. Lead with Authenticity

You don’t need to be the loudest, most extroverted, or most flawless person in the room to lead effectively. You need to be you—fully and unapologetically.

  • Share your values, your story, and your vision.
  • Own your imperfections without shame.
  • Be the kind of leader who connects, not just directs.

Authenticity is magnetic. When you lead with vulnerability and honesty, you allow others to do the same—and that creates real impact.

Don’t chase “security” in a job—create it within yourself by always being ready for change. – Denis Baker

Final Thoughts: Confidence is Built, Not Born 🌱

Insecurity doesn’t mean you’re unqualified. It means you care. The key is not to eliminate insecurity, but to lead anyway—with tools, self-awareness, and the courage to keep showing up. We don’t become confident overnight. Day by day, you can become the kind of leader who trusts their own voice. Choice by choice, you empower others to do the same.

“Confidence comes not from always being right but from not fearing to be wrong.” – Peter T. McIntyre.

Looking back now, I see that every layoff and every uncertain moment were shaping me for a bigger truth. The only absolute security comes from within. Titles change. Companies downsize. Circumstances shift. What remains is the character you build, the skills you carry, and the resilience you refuse to let go of.

I may never be able to guarantee a job that lasts until retirement. But I can guarantee the way I show up. I can guarantee the way I adapt and the way I continue to grow. And maybe that’s the kind of security I was meant to find all along.

I hope that all of you who read this blog understand what was shared. I also hope you know how to think and act accordingly. Enjoy your career and be positive and successful!

Denis Baker is an accomplished leadership professional with more than twenty-five years of experience. Known for his adaptability in diverse industries and cultures, he builds sustainable systems. He does this by influencing employee behavior and transforming organizational culture. He is an Executive certified consultant, coach, trainer, and keynote speaker. He works with the John Maxwell organization. Additionally, he is a certified DISC Behavioral Coach. As an author, Denis shares practical frameworks for leading with character. He creates a lasting impact, most notably through his work on the five stages of leader influence.
Contact: dbaker@leaderinfluence.net

Effective Communication and Open Culture: Keys to Successful Change Management

/ Denis Baker / Leave a comment

I recently conducted a workshop with a company on Successfully Growing a Strong and Sustainable Safety Culture. One of the things I like to focus on is their feedback in a conversation during and after the workshop. Conferences have feedback forms, but I encourage discussions when conducting workshops, training, etc. This also allows me to provide additional practicals. After the workshop, I received many comments asking how to maintain momentum and keep employees motivated during the change process. These were great and informative conversations, questions and comments. It got me thinking about what was said and the questions asked. I returned to my hotel room and started assembling items that would add value to the change process and increase continuous improvement with the employees and leaders.

Here are the 10 key I came up wiith for successfully implementing change and maintaining momentum. Please read each value and mentally consider how to succeed going forward.

Remember to clearly communicate the reasons for the changes you are implementing in the business. Effective communication is crucial in a changing business environment. Make every effort to ensure that all employees understand the difficult decisions you’ve had to make and how challenging it has been for you personally.

This will earn their respect.Discuss your competitive strategy and the changes you want to make with the employees, making them feel part of the process and allowing them a degree of ownership in the situation. Ask for their ideas and input to involve them in the decision-making process.

    Communicate your goals and direction to every level of the company using sincere language. For example: “I understand that things are going to be different from what they have been in the past, but I am committed to ensuring that we make it through these tough times, and I am counting on you to help me make it happen. “Here’s what I need from you…” Then, communicate your needs to them. Every business leader has their own communication style, but here are a few examples of effective communication:

    “We need everyone to fully support our sales team. Without increased sales, we cannot move forward.” Then, ask the sales team to come forward and have an open conversation about how everyone can help them win new sales and keep loyal customers.

    “We need everyone to show initiative beyond their job description. I understand this means doing more, but I believe you can do it, and we’ll do our best to support and help each other.”

    “We need to be accountable to each other, not only for our performance and the level of service we provide to customers and each other, but also for the attitude we bring to work every day.” Then, facilitate a discussion and ask them to be specific as they write down ways they will agree to be accountable.

    “We need to stay positive and maintain high morale. I know it’s been tough, but together, we’ll see progress.”

    Establishing an atmosphere and culture of open communication is crucial. In addition to your current methods of sharing information with your employees, consider developing a concurrent communication strategy to remind people about the nature of organizational changes, expectations, and progress. In today’s uncertain business environment, employees quickly lose motivation if they’re not involved and informed about changes. Lack of information can negatively impact their performance, and silence may be misinterpreted as secrecy about significant changes, particularly related to job security.

    Open communication builds trust and is essential for maintaining a positive relationship with your team. Communicate what you know and even what you don’t know. Honest communication, even when uncomfortable, is crucial. Encourage employees to voice their concerns and ideas without fear of repercussions. Establishing a culture of open communication ensures that any issues hindering the organization can be openly addressed. Encourage employees to identify service flaws and wasteful spending and provide suggestions to streamline operations.

    Ensure your entire management team is involved in creating your competitive strategy and on board with the changes you want to implement. Clearly communicate the role you expect them to have and provide a detailed set of actions. Emphasize that they are the coaches who will motivate and align the team with the competitive strategy. Encourage them to act as dynamic leaders who inspire and encourage the entire workforce.

    Consider establishing a “change” team, similar to a significant construction equipment manufacturer who has a “change center” in its headquarters. Appoint top performers to lead the change management process. Acknowledge their current heavy workload but express confidence in their ability to make a difference in the company. Select individuals with high credibility and provide them with direct access to customers. Set the expectation for the team to identify problems and focus on offering solutions, with the motto, “For every problem, there is a solution.” Encourage them to anticipate and solve problems as they arise during the change implementation.

    Involve your management team in strategic planning and develop them as change coaches. Your entire management team needs to be involved in creating your competitive strategy and on board with the changes you want to implement. Share the role you expect them to have and provide a detailed set of actions. Ensure they understand that they are the coaches who will spur the team forward, and their job is to make sure your entire team is aligned with your competitive strategy. Remind them to think and act as dynamic leaders who will inspire and encourage your entire workforce.

    Establish a “change” team. Follow the example of a significant construction equipment manufacturer that has established a “change center” in its headquarters. Appoint top performers on your “change” team to lead the way in deploying the change management process. Let them know you understand they already have a heavy workload, but you are confident they can make a difference in your company. Choose people with high levels of credibility in the company and give them direct access to customers. Let the team know that they are expected to help identify problems and focus on offering solutions. Use the motto: “For every problem, there is a solution” with your team and throughout the company. As problems occur during the onset of change implementation, ask the team to help. New ways of doing things rarely happen without glitches, so ask them to brainstorm ways to identify and solve problems even before they arise.

    Please introduce changes gradually whenever possible. Moving too quickly can cause chaos for your organization. Even if you feel that your team is ready for change, they may need to be able to adapt faster than you would like. Learning new information, systems, and procedures takes time. Allow your staff to understand the initial changes before implementing more. Some managers prefer making a single significant change instead of several small ones, as they believe it helps everyone to learn the new game plan at once. They think disruption during the change process is inevitable, regardless of the size of the changes. However, the reality is that most people are shocked by significant changes.

    The larger the change, the greater the shock. If a substantial change is necessary, anticipate the reaction and prepare your staff as best as possible. This empathetic approach will benefit everyone in the long run. Consider what would be best for your team, as they may have needed more time to recognize the problem or understand the need for the changes. You must ensure that they understand your needs and expectations. Whenever possible, introduce changes gradually. Remember, balancing achieving your business goals and allowing your team to process the changes at their own pace is crucial.

    Introduce change gradually whenever possible. Rushing into changes too quickly can create chaos for your organization. Even if you feel your team is ready to respond to change, they may need more time to absorb the changes. It takes time to assimilate new information, learn new systems or procedures, and adapt to doing things differently. Give your staff time to understand the initial wave of changes before introducing more. While some managers prefer a single significant change rather than several smaller ones, it’s essential to recognize that most people are often shocked by any substantial change. If a significant change is necessary, anticipate the reaction and prepare your staff to the best of your ability.

    This empathetic approach will benefit everyone in the long run. It’s essential to remember that while you may be committed to the changes, others may not have had the time to recognize the problem and understand the need for the changes. You must ensure they understand your needs and expectations. Try to introduce changes incrementally. Remember, it’s crucial to move at a pace that allows you to achieve your business goals while allowing your people to process the changes for themselves.

    Be mindful of the challenges that some individuals may be facing. Understand that everyone responds differently to change, and some may find adapting more difficult. While some people quickly embrace change and step out of their comfort zone, others may feel overwhelmed. Let them know that you recognize the difficulties they are going through and that you are there to support them. It is essential to maintain open communication and create a welcoming environment where people feel comfortable discussing their concerns.

    Address resistance. People prefer routines and may resist change, hindering team and company progress. Engage with those who seem resistant and ask them to reconsider their approach. Encourage a positive atmosphere and emphasize the importance of working together as a team. Find out how you can support them through the changes.

    Lead by example. As a leader, it’s crucial to uphold employee morale during change. Set a positive example for others to follow. Remember that your team will look to you for guidance and observe how you handle challenging situations. Maintain a positive attitude despite difficult circumstances.

    Take the time to invest in training to reduce the loss of productivity during change. Ensure your employees have the necessary skills to succeed. Training should be a top priority, as the time and money invested will eventually lead to increased profits and service quality. Determine the level of competence needed to support the changes in our company and help us navigate these challenging times. Identify the training required to bring the staff to that level of competence, especially for new products, procedures, and product support. Training is essential for generating profit in this environment and should not be treated lightly. It is the vaccine that helps to eliminate stress common during change, demonstrating appreciation for your employees and their efforts. Training gives your employees a “shot in the arm.”

    It’s important to alleviate job pressure by managing it for yourself and others. Despite the seriousness of what’s happening in the construction industry, job pressure can be reduced by maintaining high morale. For example, one dealer holds an annual customer event that includes employees, their families, and customers’ families. This dealer recognizes the importance of continuing this management/employee and customer relationship-building activity, even in a tough economy. Finding simple ways to celebrate even the most minor successes can also help alleviate job pressure in a big way.

    SO WHAT, NOW WHAT

    Finally, let’s address the issue of making tough decisions, confronting challenges, and embracing new business ways to adapt to change. Will you emulate the chameleon, which can swiftly adapt to a shifting environment? Or will you end up like the once powerful Tyrannosaurus Rex, which went extinct because it couldn’t adjust to a changing environment? When put this way, the answer seems obvious. No one wants to become extinct. However, at times, we unknowingly create barriers to success. We wait for things to change, complain loudly, refuse to take on challenges, and cannot adapt. The stark reality is that the business environment has transformed – it’s no longer business as usual. We need to acknowledge this and move forward.

    Denis Baker's avatar

    Denis has over twenty-five years of experience in Environmental, Health, and Safety (EH&S) and Risk Management, ISO 45001, and Security. He has worked in various sectors and cultures, showing adaptability and a broad understanding of different working environments. His focus is on developing sustainable systems by influencing employee behavior and transforming organizational culture.

    Currently, Denis is the Director of Environmental, Health, and Safety at the Blue Bird Bus Body Company. He is passionate about leadership and is committed to sharing his knowledge with others. In addition to his role at Blue Bird, Denis is an Executive Director, certified consultant, coach, trainer, and keynote speaker for the John Maxwell Group. His dedication to professional growth is evident, and he is also a certified DISC Behavioral Coach.

    You can contact Dennis by sending an email to dbaker@leaderinfluence.net

    Denis Baker

    I FAILED! Failure is Not the Enemy: How to Bounce Back and Grow Stronge

    / Denis Baker / Leave a comment

    Failure………. Maybe Mom and Dad should have changed my name to “Denis The Failure.” I’ve had my fair share of stumbles in life. Stupid Denis didn’t get many things right growing up, and I have failed many times in my career. But let me ask you, “When was the last time you failed at something?” Was it a minor setback, like spilling coffee on your shirt, or something bigger, like criminal issues, divorce, or not getting the desired job or even losing it? Failure is an inevitable part of life, but our culture often treats it like a taboo subject. From a young age, we’re taught that failure is wrong, something to be feared and avoided at all costs.

    Think about it. When a role gets scrapped or a relationship ends, do you let frustration and disappointment take over? Do you beat yourself up over “wasted” time or feel like a total failure? But the key is not to let those reactions hold you back. Because the truth is that how we respond to failure ultimately determines our path forward. As John Maxwell said, “Failure is Not the Enemy, but How to Bounce Back and Grow Stronger.” It’s about resilience, bouncing back stronger than before, and not letting failure define us.  

    I’ve seen this play out time and again – the people who can navigate failure with grace and resilience are the ones who ultimately achieve their goals and find true fulfillment. Their stories are not just inspiring, but they also serve as a reminder that success is often just a few failures away. It’s not about the number of times you fall but how you rise each time. It’s about resilience, it’s about growth, and it’s about the journey towards your goals. Remember, every failure is a stepping stone to success, and every setback is an opportunity for growth.

    But what if we could change our mindset around failure? What if, instead of seeing it as the enemy, we could view failure as a teacher, a stepping stone to success, and a catalyst for growth? Imagine the possibilities if we could harness the power of failure to propel us forward. The potential for growth after failure is immense, and we should all be excited about it. It’s not the end, but a new beginning, a chance to learn and grow. There’s always a silver lining, an opportunity for growth, and a brighter future.

    As I work with the John Maxwell Group and read leadership books, I am looking for information that will help me succeed, and I want to share it with you.

    I have identified six strategies to consider in your life and career to learn how to effectively manage your frustration and what you need to understand to succeed. I came up with these by reading John Maxwell’s book Failing Forward: Turning Mistakes Into Stepping Stones for Success.” The keys are not from John’s book but rather from my experience and mental knowledge from reading his book. Let me encourage you all to read his book and understand why I came up with these six strategies.

    So, how can you learn to deal with failure in a way that propels you forward?

    Here are six strategies to get you started

    Embracing Failure as a Stepping Stone

    Thomas Edison, the inventor of the light bulb, is famously quoted as saying, “I have not failed. I’ve just found 10,000 ways that won’t work.” Edison didn’t see his failed attempts as failures; he saw them as steps on the path to success. Each “failure” brought him closer to his goal by teaching him what didn’t work.

    We can adopt a similar mindset. Instead of beating ourselves up over mistakes, we can ask ourselves, “What can I learn from this?” “What would I do differently next time?” Failure is not the opposite of success; it’s a part of the journey to success.

    The Power of Resilience

    Resilience is the ability to bounce back from adversity, and it’s a key component of achieving long-term success. When we face setbacks and failures, we have two choices: let them defeat us or use them as opportunities to grow stronger.

    People with grit don’t give up when they encounter obstacles. They keep going, even when things get tough.

    We can build our resilience by practicing grit. When we fail, instead of giving up, we can choose to keep going. We can ask for help, learn from our mistakes, and try again. Over time, we’ll get better at bouncing back from setbacks, we’ll develop the strength and perseverance to achieve our goals.

    Evaluate, Don’t Obsess

    It’s natural to want to understand what happens when things go wrong. Take the time to reflect on the situation – what missteps were made, and what went right? Don’t be afraid to learn from your mistakes, but don’t get stuck in them. Use that insight to refine your approach next time around. Remember, every “failure” is a step closer to success.

    It’s Not About You

    It’s easy to take things personally and feel like failure reflects our worth. But most of the time, it’s just not true. Business setbacks and relationship endings often have far more to do with circumstances than with any failure on your part. Practice taking a step back, gaining some perspective, and reminding yourself that failure is a universal human experience. It’s how we grow.

    Failing Forward

    The concept of “failing forward” comes from the tech industry, where companies like Google and Amazon encourage experimentation and view failures as opportunities for growth. They know that the only way to innovate and stay ahead of the competition is to take risks, and sometimes those risks won’t pay off.

    We can apply this same mindset to our own lives. Instead of playing it safe and sticking with what we know, we can take risks and try new things. We can embrace the idea that failures are inevitable and necessary for growth and progress.

    When we fail, instead of getting discouraged, we can view it as a sign that we’re pushing ourselves outside our comfort zones and trying to grow. We can ask ourselves, “What can I learn from this experience?” and “How can I apply those lessons to move forward?”

    You’re in Good Company

    We tend to put successful people on a pedestal, forgetting that setbacks likely preceded every triumph. Henry Ford’s early car companies went bankrupt. Steve Jobs was once fired from Apple. J.K. Rowling was a single mom struggling to get by before Harry Potter took off. Martin Luther King Jr. got mediocre grades as a public speaking student. And Dr. Seuss faced rejection after rejection before his books became beloved classics.

    So, when you hit a bump in the road, draw on the strength of those who have been there before you. Let their stories inspire you to keep going, to trust that this too shall pass. Because the only way to guarantee you won’t succeed is to give up. And I know that’s not you.

    So What, Now What

    Failure is not the enemy. It’s a teacher, a stepping stone, and a catalyst for growth. By changing our mindset around failure, we can turn setbacks into opportunities and use them to become stronger and more resilient. We can build the grit to achieve our goals and learn to “fail forward” with curiosity and openness.

    So the next time you fail, don’t beat yourself up. Instead, ask yourself what you can learn, how to grow, and what to do to move forward. Remember, every successful person has experienced failure along the way. It’s not if you fail but how you respond that matters.

    Will you let failure defeat you or use it as a stepping stone to success?

    MY BIOGRAPHY

    I have become a passionate leader within many companies, organizations, and associations. In addition, I am a passionate influencer committed to teaching and communicating practical and relevant influencing techniques to create strong, effective leaders. I gained my passionate, influential leadership style through many experiences with good and bad leaders. My goal is to provide insights to influence that are practical and relevant to your daily personal and professional lives. With over 25 years of relevant and practical leadership experience in various industries, including oil and gas, chemical, petrochemical, construction, and multiple manufacturing settings, I have developed a unique teaching and speaking style that resonates with participants and attendees. Denis is a Certified Executive/Business Coach, Trainer, and Keynote Speaker through the John Maxwell. He holds a BS in Fire Protection and Safety Engineering Technology from Oklahoma State University and is a Certified Safety Professional (CSP).

    ARE YOU A MESSY LEADER, If You Are, Just Fix It

    / Denis Baker / Leave a comment

    A leader is one who knows the way, goes the way, and shows the way.” This timeless quote by John C. Maxwell beautifully encapsulates the essence of leadership. But another facet of leadership isn’t often discussed: the transformative power of positive and encouraging leadership.

    Let’s consider a situation that many of us can relate to. You’re at work, and you notice an employee on their phone. Your initial reaction might be reprimanding them, but what if the call is from a family member informing you of a loved one’s passing? This is a classic example of messy leadership. Was it the employee’s fault for being on their phone, or did the leader’s lack of communication lead to the situation?

    Leadership isn’t always black and white. Every decision carries potential consequences, and not everyone will agree with your choices. Timing also plays a crucial role. Acting hastily could lead to pushback while delaying action could give the opposition time to grow.

    To illustrate this, let’s revisit a personal anecdote. My wife and I were planning a trip to Europe for our anniversary. We were torn between Italy, Germany, Greece, Spain, and Scotland. I chose Scotland, believing it to be Europe’s most beautiful and calm place. However, I made a grave error: I didn’t check the validity of my passport.

    As our departure date neared, my wife called to inform me that my passport was about to expire. I tried to assure her I would get a new one, but she was adamant that it wouldn’t arrive in time. The result was a canceled trip, and I lost the money I had paid upfront for the flights and hotel. The mistake was mine, and the consequences were severe.

    This incident made me realize the importance of effective communication and attention to detail in leadership. These qualities apply not just in professional settings but also in personal relationships.

    After this incident, I observed and evaluated leaders in action, particularly those who exhibited messy leadership. I identified six common characteristics of such leaders:

    1. Lack of credit for employees’ work
    2. Lack of trust in employees
    3. Overworking employees
    4. Blaming employees in disputes
    5. Micromanagement
    6. Focusing on employees’ weaknesses over their strengths

    Each of these characteristics can lead to a toxic work environment and decreased productivity. By contrast, focusing on employees’ strengths can lead to a positive and productive work environment.

    In conclusion, while leadership isn’t always straightforward, it’s crucial to avoid the pitfalls of messy leadership. By prioritizing communication, trust, and recognition, leaders can foster a positive and productive work environment. Remember, leadership is not just about giving orders; it’s about inspiring and encouraging others to reach their full potential.”

    Some of you may be SHOCKED with this information. If so, then you are a MESSY leader. It’s ok, chill out. Because now you have the information and opportunity to become a SUCCESSFUL LEADER!

    If you are struggling with this article, GET OVER IT! YESTERDAY ENDED LAST NIGHT; move forward, making sure you are a successful MESSY leader by ensuring you treat your employees in a very positive, influential way.

    EVERYTHING RISES AND FALL ON YOU!

    Denis is an Executive Director for the John Maxwell Group and is a certified leadership coach, trainer, keynote speaker, and DISC Behaviorial Consultant. Denis is a senior safety professional and a strong, passionate influential person. He is committed to teaching and communicating practical and relevant influencing techniques.  His unique, passionate, and emotionally driven style resonates with many, creating a desire to become an effective leader. 

    You can contact Denis at dbaker@leaderinfluence.net for information on coaching, leadership, team and culture training, DISC Behavioral consulting, or to be an inspirational speaker at your next event.

    INFLUENTIAL LEADERS ARE EFFECTIVE COMMUNICATORS

    / Denis Baker / Leave a comment

    10 Principles to Becoming a Better Communicator

    “In many ways, effective communication begins with mutual respect, communication that inspires, encourages others to do thier best.” – Zig Zigler

    The way we interact with people impacts the results we achieve. This is a lesson I’ve learned from my own experiences. It’s an area I’ve been working hard on.

    When I think about influence, I imagine the initial interaction, the subsequent communication, and the outcome. Over time, I’ve realized that influential people and those with excellent interpersonal skills can quickly adjust their approach to suit the situation, leading to practical outcomes.

    To become an influential leader, you must learn to anticipate people’s reactions and use the right tone and inflection to motivate them to respond appropriately. Remember, leadership is all about influence.

    So, we must develop a communication style that drives influence.

    We all communicate, right? But what does it mean to communicate effectively? It’s more than just talking. It’s about connecting.

    In his book Everyone Communicates, But Few Connect, John Maxwell emphasizes that communication goes beyond words. A study by UCLA Professor Albert Mehrabian found that face-to-face communication consists of three key components: words, tone of voice, and body language.

    To become an effective communicator, you must maximize the use of these three components. Adhering to these leads to positive interaction and a more remarkable ability to influence.

    How can you become a better communicator and an influential leader? Here are ten principles to help you improve:

    1. KNOW AND UNDERSTAND YOUR AUDIENCE. Effective leaders understand that they are responsible for their reactions and strive to create a non-threatening atmosphere. They focus on the message they need to deliver and how to have it effectively.
    2. BODY LANGUAGE MATTERS. Great leaders pay attention to people’s reactions to their message. They are adept at recognizing changes in body language, including facial expressions and body stances.
    3. HONESTY IS THE KEY. Influential leaders are honest and factual in their communication. They don’t exaggerate or lie to make their point or look good to others. They value transparency and admit
    4. BE GUNUINE. Don’t try to be someone you’re not! People will see through it. Your position or prestige doesn’t change who you are. Stay true to yourself.
    5. SPEAK WITH CONFIDENCE. If you believe in something, say it with conviction! Don’t use words you don’t understand or can’t define. Influential leaders speak with authority, especially when discussing their expectations.
    6. TREAT GROUPS AS INDIVDUAL. Leaders often have to address groups. Influential leaders know how to make every individual feel special, as if they speak to them directly.
    7. LISTEN ACTIVELY. Great communicators listen to understand, not to respond. They focus on the speaker and absorb their message fully.
    8. SPEAK CLEARLY AND CONCISELY. Avoid unnecessary jargon and keep your message simple.
    9. SHOW EMPATHY. Understand and share the feelings of others. This shows that you care and build trust.
    10. PRACTICE, PRACTICE, PRACTICE. Effective communication takes practice, like any skill. Keep refining your style and improving your skills.

    By following these principles, you can become a better communicator and, ultimately, an influential leader.

    I have become a passionate leader within many companies, organizations, and associations. In addition, I am a passionate influencer committed to teaching and communicating practical and relevant influencing techniques to create strong, effective leaders. I gained my passionate, influential leadership style through many experiences with good and bad leaders. My goal is to provide insights to influence that are practical and relevant to your daily personal and professional lives. With over 25 years of relevant and practical leadership experience in various industries, including oil and gas, chemical, petrochemical, construction, and multiple manufacturing settings, I have developed a unique teaching and speaking style that resonates with participants and attendees. Denis is a Certified Executive/Business Coach, Trainer, and Keynote Speaker through the John Maxwell. He holds a BS in Fire Protection and Safety Engineering Technology from Oklahoma State University and is a Certified Safety Professional (CSP).

    LEADERS HAVE TO FOCUS ON THEMSELVES BEFORE THEY FOCUS ON THEIR TEAM

    / Denis Baker / Leave a comment

    “Efforts and courage are not enough without purpose and direction.” – John F. Kennedy.

    Denis Baker's avatar

    Denis Baker

    THE REAL LEADERSHIP WORLD

    I have had many conversations with workers who complained about their supervisors, managers, and even high-level leaders about the lack of and the gaps in their leadership. If a worker complains about the lack of leadership, then it becomes a perception that it is TRUTH. I intend to provide realistic information on why leaders don’t focus on themselves but on how to focus on themselves.

    I have witnessed this a lot lately. I have experienced and interacted with many low-based leaders in high-level positions in the last few years. These people believe that they are leaders simply because of their jobs. With companies providing training and book discussions, they do not think they have to attend but force their team to follow.

    Here is a good example: I recently conducted a leadership training class titled “How to Build an Effective Safety Culture.” This class was developed for all locational leaders to attend to create a strong safety culture. Most departmental managers and line supervisors participated in the course when the training began. However, what I noticed was that not all senior-level leaders participated. This was a large manufacturing site where the location had a President, Vice-President, and several Directors. NOT ONE person in these roles participated in the training! When I interacted with a senior-level person, I asked why they didn’t attend, and most of their comments were, “I was busy,” I don’t need that information.”, and “That is for our supervisors and managers; why would I need to attend that class?” I replied, “Hmmm, that provides me your leadership capability.”

    Take Jim, a Director of Plant Operations at a large manufacturing facility, for an example. He was handpicked to lead the plant to create and support extensive changes to significantly increase the quality, lower the budget, and reduce injuries. His approach was to start holding people accountable. However, no leadership training or coaching was available for those promoted from production to leadership roles. People became frustrated and annoyed with Jim and began leaving and looking for other opportunities. When I asked him, “Why,” he said he didn’t feel we should develop leaders through training and coaching. “Because they got their role because they were good leaders.” Hmm, well, that is different from how it works.

    LEADERS HAVE TO DEVELOP THEMSELVES FIRST

    Why do leaders fail so much these days? The problem is that it is easier to identify the faults and weaknesses of others without seeing your own, even when they are apparent. Here are four reasons Leaders fail.

    They Lack Self-Leadership Qualities. They are poor self-leaders. They need self-awareness, motivation, empathy, and accountability to succeed at the executive level.

    Confidence Turns to Arrogance. When a person is promoted or hired, they often want to prove they are strong leaders. Their pressure is real. Leaders must produce results. They forget that they are there to serve others. 

    They Can’t Build a Team. One thing a leader must build is a high-performance team. Without a high-performing team, the leader will struggle. I often say, “You can’t be a successful leader if you can’t build a team.”

    They Fail to Communicate Effectively. Leaders must communicate effectively. Why? Workers want to hear the truth, even if it is hard to hear. Leaders fail when they aren’t transparent and don’t share the “why.” Leaders must articulate the vision, set direction, and repeatedly share the message to maintain respect.

    Leadership is a journey; your path will build your skills through experience, coaching, and mentoring. You improve by being self-aware, improving your communication styles, paying attention to details, and showing humility.

    “Successful people become great leaders when they learn to shift the focus from themselves to others.” – Marshall Goldsmith

    CONCLUSION

    I’ll share this story with you because it illustrates this information.  

    A group of suppliers was once given a tour of a mental hospital. One of the visitors in the group had made some very insensitive and insulting remarks about the patients.

    After the tour, the visitors were introduced to and met with various members of the mental hospital staff in the cafeteria. The unkind visitor chatted with one of the security staff, Bill, a kind and wise ex-policeman.

    “Are they all sick and crazy loonies in here then?” the insensitive and rude visitor asked.

    “Only the ones who fail the test,” replied Bill.

    “What is the test?” asked the man.

    Bill replied, “Well, we show them a bath filled with water, a large bucket, a cup, and a spoon. We then ask them what the quickest way to empty the water in the bath would be.”

    The man said, “Oh, I see… that is pretty simple – the ‘normal one’ knows it’s the bucket, right?”

    “No, actually,” replied Bill. “The normal ones say pull out the plug. Should I see if there is a bed free for you?”

    It is easy for leaders to get so caught up in seeing the weaknesses of others that they lose sight of their own development needs. However, before we look to develop others, it is wise to do our inventory. 

    So, as you progress in your assessment to eliminate the four reasons leaders fail, assess your leadership style and capabilities and identify, “What personal leadership development gaps should you be filling?” Just remember, Leadership development is as much about you as it is about them!

    I create sustainable injury-free cultures by proactively influencing leadership and engaging employees with technical resources, prolific communication, training, and robust engagement-centered programs. I am a diverse, passionate, and influential leader in multiple industries focusing on behavior change coaching. I have experience with the union and non-union workforces. Each career progression has resulted in personal and professional growth. I am a strategic and visionary influencer, from the field or manufacturing employees to the boardroom. I am a results-oriented leader committed to building relationships and trust by adding value.

    You can contact Denis at dbaker@leaderinfluence.net for information on coaching, leadership, team and culture training, DISC Behavioral consulting, or to be an inspirational speaker at your next event.

    AS A SAFETY PROFESSIONAL, CAN YOU BECOME A SERVANT LEADER

    / Denis Baker / Leave a comment

    I have been in the Safety Profession for many years. But when I was new in the profession, I focused more on people meeting my expectations, needs, and wants rather than me meeting their needs and wants. I focused on doing big things and getting ahead of EVERYONE! 

    All my initial training and education focused on compliance. I was expected to walk the facility and identify compliance issues and look for people not following company policies. Back in my world, the model of leadership was all top-down. Sometimes I ended successfully, but most times, I was unsuccessful because my thoughts were based on the numbers and bonus. That wasn’t the successful method of being a safety professional.

    When I started to research leadership and ultimately became a certified executive coach, trainer, and keynote speaker for the Maxwell Leadership Group, I ended up reading a quote by Zig Ziglar that says this, 

    “If you help people get what they want, they will help you.”

    He was talking about leaders serving others, which rocked my head! When I kept reading, the term “servant leadership” came up. I did not know what that meant. However, I figured it out as my wife, and I served in the children’s church. We were serving the children to understand the bible and how to live a successful life and help others to succeed. 

    So, let’s get into the information about servant leadership. 

    What is a Servant Leader?

    I believe the best description and definition is how John Maxwell defined what a servant leader is.

    A servant leader is someone “whose actions and motivations reflect a selfless commitment to a cause, an organization, or their teammates” (Kouzes & Posner). Compare this to a traditional leader, whose actions and motivations focus more on driving results and growing the organization.

    The great thing about true servant leaders is that they also get results and grow the organization. John Maxwell calls it the Law of Addition, from his book, The 21 Irrefutable Laws of Leadership—leaders add value by serving others.

    Now my question to anyone reading this blog is this. 

    Can a Safety Professional Become a Successful Servant Leader?

    Well, my answer is…………………………… YES!

    With everything I’ve learned and keep learning about leadership, I have changed how I approach being a safety professional. I focus on building solid relationships with all people within the organization. I began to focus on this quote by John Maxwell.

    “People don’t care how much you know until they know how much you care.”

    John’s quote got me thinking about changing my approach to the leadership group and the hourly workforce.

    I began focusing on the hourly workforce because they determined the company’s success. To be successful, I should spend a lot of time on the ground and build relationships with all of them. I tell safety professionals that we should spend at least 70% or more (depending on your role) with the workforce. 

    With my career in new roles and jobs, I started focusing on the workforce by spending much time on the floor and learning how they work. I focused on six components to generate my servant-leader mindset.

    6 Components of How I Became a Servant Leader within My Safety Profession

    To develop yourself as a servant leader, consider these six components to embrace your philosophy. 

    1. I Don’t Rely on My Position or Title: I’m grateful for my accomplishments, but I don’t rely on them to build me as a leader. Instead, I work to earn respect by following up on what people have asked for and by serving others to achieve their success. Leadership is not about a title; it’s about your passion for people.
    2. I Believe in People and Their Potential: As a passionate safety professional, I care about people. That is the right thing to do. But there are also practical reasons for believing in people. The more I support people and help them achieve success, the more I serve them, and the more their potential safe activities increase. That creates a secure win for everyone.
    3. I Try to See Things from the Workers’ Perspective: It’s possible to lead and serve others only when you know their behaviors, minds, and desires. Therefore, I intentionally connect with people and try to see from their point of view to serve them better. This creates a situation of helping solve problems and building more confidence in performing their jobs safely.
    4. I Actively Work to Create an Atmosphere of Encouragement: When you are willing to serve people, a culture of cooperation emerges where it’s “one for all and all for one.” That makes the environment positive and develops a sense of value and trust.
    5. I want to Listen and Take Action to Meet their Expectations: I focus on what they say, need, and desire when interacting with others. Listening is much more complicated than talking. I struggle to listen to people because I know all the answers thoroughly. But I’ve learned that I can succeed when I listen and act. With actions, you will gain respect and trust.
    6. I Determine My Success by How Much Value I Add to Others: When you decide to serve others, the team’s safety and success will become your success. I remember when I changed my approach and thought process. It felt like my world immediately expanded, and I began achieving success through the increased safe behaviors and commitments from the workforce.

    I believe this is true—The degree to which you serve as a leader will determine your effectiveness.

    I have met many safety leaders who exhaust themselves, day and night, looking for ways to get ahead and make it to the top. And to be clear, I don’t see anything wrong with desiring to progress in your career and achieve more success. However, you will only succeed if you focus on others.

    John Maxwell says, “You’ve got to love your people more than your position.” That’s what servanthood is all about—putting the needs of your people before your aspirations.

    Considering how you can become a person focused on others and not yourself will build your ability to become a servant leader. I am still consistently building servant leadership by working to serve others specifically on what they need and want. Sometimes I get frustrated and struggle with my want to serve them. However, I learned that being a strong, successful leader requires strong influence through your relationships. 

    Please consider the six components and make all the necessary changes or improvements to your character. Ultimately, I want all Safety Professionals to become strong Servant Leaders, and we will succeed in reducing risk and preventing injuries!

    “The best place for a leader isn’t always the top position. It isn’t the most prominent or powerful place. Instead, it’s where they can serve the best and add the most value to other people.” – John C. Maxwell.

    Denis is an Executive Director for the John Maxwell Group and is a certified leadership coach, trainer, keynote speaker, and DISC Behaviorial Consultant. Denis is a senior safety professional and a strong, passionate influential person. He is committed to teaching and communicating practical and relevant influencing techniques.  His unique, passionate, and emotionally driven style resonates with many, creating a desire to become an effective leader. 

    You can contact Denis at dbaker@leaderinfluence.net for information on coaching, leadership, team and culture training, DISC Behavioral consulting, or to be an inspirational speaker at your next event.

    YOUR ATTITUDE DETERMINES YOUR RISE AND FALL TO SUCCESS

    / Denis Baker / Leave a comment

    I’ll never forget the story my daughter told me one day. She heard this from a speaker in elementary school when she was a teacher. Although the account is likely invalid, it nevertheless paints a picture of what “attitude” is and its impact on people.

    “A man finds himself accidentally locked in a refrigerated boxcar. Unable to get out, he uses a knife to etch words and phrases onto the wooden floor, such as….” It’s so cold, my body is numb,” and “I don’t have much longer….” As the hours go by, the man slowly succumbs to death. The next day, the man’s body is discovered.

    His written records indicate death due to hypothermia, but the physical evidence shows that the temperature never dropped below 50 degrees. So if it wasn’t hypothermia that caused his death, then what was i

    ATTITUDE, plain and simple. He was going to die, and there were no other options.

    This story shows how powerful our attitude can be and how it can dramatically alter the outcome of any situation.

     As safety professionals, a big part of what we do involves behavior change. Whether from behavior observation, one-on-one conversations, investigations, or even training. Throughout my career, I’ve noticed companies focus a lot on numbers. I know many safety professionals spend much time reviewing and evaluating statistical results and KPIs. This is important and relevant information, but why are the numbers where they are? The numbers reflect the total workforce behaviors and commitment based on their attitude!

    My experience, observations, and research have shown that a person’s attitude determines their behaviors resulting from their actions.

    So, what happens when a person’s attitude interferes with and affects their behavior? Can a person’s attitude be changed? It can be. I have long taught that behaviors can be changed and modified through face-to-face interactions and by engaging the workforce in solving problems through expected communication, providing adequate training, and identifying their responsibility and resulting accountability. However, each person truly does control their attitude. It’s their choice.

    Webster’s dictionary defines attitude as; “a feeling or a way of thinking that affects a person’s behavior.” Of course, individuals will bring their thoughts, feelings, and ways of thinking with them. But as Safety Professionals, if we can influence people to perform their tasks safely, we can generate a positive attitude.

    If we dissect this definition, we discover that a person’s attitude is “the way of Thinking.” So, if I change their “way of thinking,” I can change their attitude and behaviors. If we change their behavior, then we can reduce risk and potential injuries.

    YOUR ATTITUDE

    In thinking about the work forces’ attitudes and behaviors, one of the biggest focuses has to be your attitude. Attitude is more important than anything else; it is more important than money than your circumstances, failures, or successes. It is more important than your appearance, talent, or skills. YOUR attitude indicates who you are and results in your RISE AND FALL!

    I heard Chuck Swindoll say this,

    “Life is 10% of what happens to me and 90% how I react to it.”

    There is a direct correlation between attitude and behavior. As leaders, our most effective approach to success or failure is our attitude. A person’s behavior is genuinely affected by their attitude. A person’s behavior doesn’t dictate their attitude, but their attitude can dictate their behavior.

    As a safety professional, YOUR attitude will determine your success or failure and your workforce’s success, loss, and safety. Winston Churchill said,” Attitude is a little thing that makes a big difference.” In addition, YOUR attitude will reflect the behaviors of YOUR workforce because YOUR attitude is contagious to YOUR workforce!

    How does attitude affect your work and the safety of your workforce? The first question to ask yourself is, “What is your attitude today?” We all have days where our overall attitude could improve, but how is yours towards your workforce, your boss, or your commitment to the current expectations? Some of us have constant negative and negative attitudes, and some have mixed attitudes.

    YOUR negative attitude will lead to carelessness, complacency, taking shortcuts, or even serving as a distraction from a work task. In addition, a negative attitude towards safety will generate unsafe behaviors. The National Safety Council has identified that over 98% of injuries result from dangerous behaviors. So if you have a negative attitude, you will FALL because of the incidents and injuries within your workforce and assigned areas.

    THINGS TO THINK ABOUT

    To determine your attitude, consider the answers to these three questions and follow the five steps below to improve YOUR attitude.

    • Do you think your attitude negatively or positively affects your workforce?
    • Think about “why” your employee left with a negative perspective.
    • How can I improve my attitude tomorrow?

    Our attitude can even contribute to or detract from our achievements. A positive attitude and an overall sense of optimism are building blocks to RISE for success.

    5 STEPS TO IMPROVE YOUR ATTITUDE

    1. IDENTIFY. Ask yourself your attitude and why it is in that condition.
    2. IT’S IN YOUR HEAD. Henry Ford said, “Whether you think you can do a thing or you can’t, you’re right.” How we think about ourselves, life, work, or other circumstances can drastically affect our attitude.
    3. THAT IS WHAT I DID. My whole mental and physical world crumbled when my mom and dad died recently. First, I told myself their quick deaths reflected my negative attitude toward people. Then, finally, it hit me. I wasn’t just grieving or upset; I was actively choosing to be negative. I had given up responsibility for my actions and surrendered my freedom to choose my way.
    4. TAKING BACK MY CONTROL. After losing my strong leadership approaches and ultimately losing a favorite job, I realized everything could be taken from us. Still, one thing: the freedom to choose MY attitude in any given circumstance determines my opportunity to RISE AND FALL!
    5. BE CONSTANTLY AWARE. It is essential to do a daily self-check. An excellent way to do this is to monitor your thoughts or conversations with others. If you are having more negative conversations than positive ones, it is a good indicator that you must improve your attitude. It is easy for your attitude to tip towards the negative side as stressors pile back on in your personal and professional life. There will always be issues in your life, but it is essential not to let them negatively affect you and ultimately affect your workforce.

    CONCLUSION

    Please take responsibility for your attitude, recognizing that it can change how you live and lead. You manage it daily, cultivating and developing positive actions, thoughts, conversations, and habits. You can make your attitude your greatest asset. It can become the difference maker in your success.

    I understand this is much information, and some feel this needs to be more work to focus on. However, this was created due to my attitude failure, which has declined my ability to be a successful leader. I will admit it was hard to think through. But I know this information will support a positive change in your attitude and, ultimately, your leadership success. Just remember the choice of YOUR attitude determines……………. YOUR RISE AND FALL!

    Denis is an Executive Director for the John Maxwell Group and is a certified leadership coach, trainer, keynote speaker, and DISC Behaviorial Consultant. Denis is a senior safety professional and a strong, passionate influential person. He is committed to teaching and communicating practical and relevant influencing techniques.  His unique, passionate, and emotionally driven style resonates with many, creating a desire to become an effective leader. 

    You can contact Denis at dbaker@leaderinfluence.net for information on coaching, leadership, team and culture training, DISC Behavioral consulting, or to be an inspirational speaker at your next event.

    WE DIDN’T QUIT OUR JOBS; OUR JOBS QUIT US

    / Denis Baker / 1 Comment

    I recently quit a job. No, I didn’t quit the job; the job quit me. For years, I never really understood why I left so many jobs. During my most recent departure, I struggled to understand why I left. I was making an excellent salary, so why would I leave? I started thinking about the “why” and asking myself many questions. After spending a lot of time researching my answers and determining which ones I could drive a long career with my next role, I identified these three questions that helped me recover and consider making the next right decision.

    Who can help me? 

    “Plans fail for lack of counsel, but with many advisors, they succeed.” Additionally, there’s another principle that is helpful to keep in mind. “Your network often determines your net worth.” The adage is true – who you know is often more important than what you know. Therefore, meeting people and asking for their advice is one of the best strategies you can implement while thinking of leaving a job, feeling the potential to lose your job, or even considering a career change. I have asked many people – “What would you do if you were me?”  The answers were all very up and down, so I often moved to make my own decision.

    What is my most significant risk?

    Often, losing or leaving your job or considering a career change will create a significant risk of losing money, followed closely by insurance, retirement, or family needs. This NEVER entered my head. I also felt I was making more money and getting significant responsibilities. However, the lack of clarity is an important breeding ground for fear. It’s why I know so many people hang on to their certainty while allowing their souls to be crushed at a job they hate. The first step is to identify the risk reality. For me, money was the big issue. Instead, I needed to be more transparent about the company’s culture, what they did wrong, identify their strengths, or what role my dream job was. All of this is under the banner of reducing and managing the risk of our careers.

    Am I moving toward something or away from something?

    I know many people who will return to a job they left because they were running from something versus moving to a new, compelling vision. I have done that also. However, when they discover problems in the new job, they often return to familiar, even dysfunctional, roles. I found the way to distinguish between the two is by thinking about which emotion you’re experiencing more: frustration or excitement. Are you more frustrated over your current situation?

    Or are you more excited about the potential of what’s next? This takes some honest self-reflection, but whatever you find, the best next step is to keep moving. So how can you reduce the frustration and ramp up the excitement? Do your research and prepare for the next chapter. We all are in a branch of our novel. Preparing for that next chapter is one of the best gifts you can give yourself.

    Take a step forward by answering these three questions. It will strongly influence you to consider what is right and achieve A successful effort ahead.

    YOUR LEADERSHIP BOUNDNARIES DETERMINE THE OUTCOME

    / Denis Baker / Leave a comment

    Leaders lead people, and managers manage things. Why? Because leading people determine the outcome. 

    Leadership boundaries. What are they, and why do leaders need to have boundaries? Several aspects of a leader’s behavior make everything work, one of which is his or her “boundaries.” A boundary is a structure that determines what will exist and what will not…The leaders determine what will exist and what will not. 

    I have struggled with this information and have always taught and communicated that leaders should NEVER set boundaries. I have always believed that leaders must expand their influence, expectations, and requirements. However, I recently engaged in a conversation about leadership boundaries with a group of leading experts. Through the discussions (I listened a lot more than I talked), I realized that highly successful leaders must set boundaries. I learned that boundaries would set limits, expectations, and standards and increase your influence.

    What do leader boundaries look like at work? In my research and review of a book executive summary from “Boundaries for Leaders” written by Dr. Henry Cloud, I agree with his two most essential boundaries;

    • what you create 
    • what you allow

    Let me share my interpretation of each boundary.

    What you create

    I consider a boundary as someone taking a stick and creating a line. It defines what our leadership is committed to and how it begins and ends. Think about this…….If you have people crossing the line, they support you based on your boundaries through your influential ways. 

    Leaders create visions and strategic plans. Goals and objectives are built to support the vision, techniques, and strategies. Your team is invited to achieve their expected accomplishments when fully communicated successfully. Success is achieved through behaviors, interactions, and activities. 

    What you allow

    We all know leaders build the culture and allow the desired culture to exist. I’ve learned in my career that we all own the outcome. Dr. Henry Cloud stated, “the leaders’ boundaries define and shape what will be and what isn’t.” 

    Our boundaries are personal and professional. What we allow ourselves to do and how we respond and react determines the outcome. In addition, the boundaries we set with our team will initially assess their commitment and if the goals and objectives are met.

    What are the Results

    By applying essential boundaries for leaders, we ensure certain things happen, prevent other things from happening, and keep it all going in the right direction. Leaders are a positive force for good and an opposing force against bad. You know what they are for and what they are against.

    Boundary Quotes

    “I set boundaries, not to offend but to respect myself”- Unknown

    “Boundary setting helps you prioritize your needs over people’s wants” – Loren Kensen

    “Opportunities become threats when we don’t have boundaries” – Dr. Henry Cloud

    “A lack of boundaries invites a lack of respect” – Unknown

    “The only people who get upset about you setting boundaries, are the ones who benefitted from having none” – Unknown

    Denis is an Executive Director for the John Maxwell Group and is a certified leadership coach, trainer, keynote speaker, and DISC Behaviorial Consultant. Denis is a senior safety professional and a strong, passionate influential person. He is committed to teaching and communicating practical and relevant influencing techniques.  His unique, passionate, and emotionally driven style resonates with many, creating a desire to become an effective leader. 

    You can contact Denis at dbaker@leaderinfluence.net for information on coaching, leadership, team and culture training, DISC Behavioral consulting, or to be an inspirational speaker at your next event.