Category Archives: Leadership

Great Leader Chris Ruisi

Intending to be a Great Leader is nice, but…

Intentions are things you “plan” to do. From time-to-time each of us set intentions to do certain things or to accomplish specific goals. In many cases, your actions, if you take any at all, fall woefully short of your desired outcome.

Just intending on doing something very rarely gets it done. Some get so caught up in the intention that it distorts their reality to the point where they believe that they are taking action. Yet, all they are doing is talking about it and allowing the opportunity to slip away.

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Book Review: Leadership Lessons From Chris Ruisi, Author Of Step Up And Play Big

Rob Wright

By Rob Wright, Chief Editor, Life Science Leader

 

The following is an excerpt from a recent review of my book, “Step Up and Play Big – Unlock Your Potential to be Exceptional in 8 Simple Steps“, by Bob Wright, Chief Editor at Life Science Leader. His words are more than kind: they provide some additional insight into the message and teachings of my book. 

We’ve all probably encountered the frustrations related to flight delays and cancellations. I recently experienced the latter while on my way to the 35th Annual J. P. Morgan Healthcare Conference (commonly referred to as JPM) in San Francisco. Although, one positive did come out of my unplanned delay — it afforded me the opportunity to get through a leadership book I had been meaning to read, Step Up And Play Big by Chris Ruisi.

As I began my review I found myself highlighting concepts in the book, putting stars next to comments I found insightful, as well as bending over page corners I might want to revisit. In his book, Ruisi provides a quick common-sense approach to some best leadership practices. And while I’d encourage you to read the book, I’d like to share a few of his thoughts. Continue reading

Delegating Chris Ruisi

Effective Delegation Made Easy in 6 Simple Steps

Wikipedia tells us that, “Delegation is the assignment of authority and responsibility to another person to carry out specific activities. The person who delegated the work still remains accountable for the outcome of that work. Delegation is supposed to empower a subordinate to learn and to make decisions.”

Poor delegation causes frustration and confusion to all of the parties involved. Or, to say it another way: When done poorly, “It can be a living hell!” It also cheats your team out of opportunities to develop their skills, which ultimately hurts you, your team and your organization.

So how do you get started on the road to becoming an effective delegator?  First and foremost, you’re going to have to break out of your comfort zone and be willing to change. After that, following these simple 6 steps will get you going in the right direction: Continue reading

Making Tough Decisions Chris Ruisi

Making Tough Decisions: 6 Proven Steps

To be successful, especially in a leadership role, there will be times when you will be faced with making tough or difficult decisions that will, in many instances, also be seen as unpopular.

Some often delay making tough critical decisions on a timely basis because they fear the outcome. So, to avoid this “perceived” result, we either make a series of small and less effective decisions or we take no action hoping the matter will take care of itself. When we do this we actually do more harm because we are prolonging a bad situation and, in many cases, making it worse. This approach can be a fatal error for a business leader in situations where success sometimes hangs in the balance based on their ability to make tough decisions using not-so-perfect information.

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Chris Ruisi Leadership

Having Fun is a Key Leadership Role

All of us in a leadership position get to carry the brunt of the problems and challenges we face every day. We sometimes cause these problems. And in other cases, we must clean up the mess made by someone else.

In most cases, we serve as the “buffer” between the problems and our teams. Then once we have confronted the problem we have to sift through the emotion and clutter that comes with it to determine what caused it and more importantly how to solve it—while still doing everything else you’re supposed to do!

Working through and managing bad days comes with the territory if you are a leader. But, when the number of those bad days starts to take place on an ever increasing basis and the severity intensifies, you’re then experiencing days that “you don’t want to go to work.”

However, as a good leader you pick yourself up and go to work on those days you really don’t want to be there. You fool yourself into thinking that “it’s what you have to do” but, you’re not having any fun

When you reach this state, it’s time to come to a complete stop and put yourself in time out! You need to give yourself some time to catch your breath and think about what you’re doing versus what you “should” be doing. Why? Because if you don’t stop the madness, you’ll “burn out physically and emotionally, and run yourself and your business into the ground—permanently.

With the possibility of the demise of your business staring you in the face, you should consider taking all of these key steps: Continue reading

Chris Ruisi Giving Constructive Feedback

Giving Constructive Feedback

The other day, while I was conducting a leadership workshop for entrepreneurs, one of the attendees asked the best way to give constructive feedback—especially when negative performance issues are being addressed.

In responding to the question, I counseled the person that first they needed to be clear on their purpose for giving the feedback. What the consequences were to them, their company and the employee if the issues were not addressed; and what specific actions they wanted to address and/or correct.

With that information shared as a backdrop, I suggested that the person take these specific actions when they met with their employee/team member: Continue reading

Chris Ruisi Managing Fear and Risk

Running with the Bulls

I learned recently that a good friend of mine has, on several occasions, travelled to Spain to “run with the bulls”. If there was ever a good example of evaluating risk and managing fear, running with a bunch of angry and powerful bulls down a narrow street with people shouting and cheering would be it!

What my friend did first was assess the risk versus the goal that he wanted to achieve: to test the limits of his capabilities and bring them to a higher level. This in turn would give him the self-esteem and confidence to tackle bigger challenges in his career or personal life. Or in other words, build his self-belief.

In evaluating the risk, fear and reward factors, he concluded that if he prepared appropriately and studied what needed to be done, he could bring the risk and the fear down to an acceptable level to achieve his goal. Continue reading

Chris Ruisi Meetings

Meetings! I’d Rather Catch Bowling Balls in My Teeth!!!

Ouch!!! Catching a bowling ball in your teeth! What could be more painful than that? Simple – going to meetings. This week, the stuff that I’m thinking about – and what you need to think about – is how to make meetings less painful and more effective. Here’s some “stuff” I want you to consider and act on:

  • When organizing meetings, start with the end in mind – think in terms of the outcome you want to achieve as a result of the meeting.
  • When organizing meetings, adhere to a meeting agenda that focuses on moving the organization forward to achieve the stated outcome.
  • When organizing meetings, distribute the agenda at least one day in advance so all of the attendees walk in prepared.
  • When organizing meetings, invite only the people who can contribute to the achievement of your desired outcome.
  • When organizing meetings, conclude the meeting by agreeing to what steps will be taken, who will do what and by when. Establish post meeting interim checkpoints to make certain that the next steps are actually completed.
  • When organizing meetings, distribute the summary of minutes/next steps to all attendees. This way everyone is on the same page.