Remarkable Leadership with Kevin

Kevin Eikenberry is a world renowned leadership expert, a two-time bestselling author, speaker, consultant, trainer, coach, leader, learner, husband and father (not necessarily in that order).

Kevin is the Chief Potential Officer of The Kevin Eikenberry Group, a leadership and learning consulting company that has been helping organizations, teams and individuals reach their potential since 1993. Kevin's specialties include leadership, teams and teamwork, organizational culture, facilitating change, organizational learning and more.

Kevin's philosophy in business and in life is that every person and every organization have extraordinary potential. Investments of time, energy, focus and money are required for that potential to be realized. He believes learning is an active, ongoing process, not a passive, one-time event. Learning, work and life should be fun; and, if we are doing it right, work (and learning) is play.

He has worked with Fortune 500 companies, small firms, universities, government agencies, hospitals, and more. His client list includes the American Red Cross, A & W Canada, Chevron Phillips Chemical Company, John Deere, Purdue University, Sears Canada, Shell, Southwest Airlines, the U.S. Marine Corps, U.S. Mint, Verizon and many more.

Kevin is the creator and content developer of The Remarkable Leadership Learning System, a continual leadership development process focused on developing the 13 competencies of remarkable leaders with virtually delivered content to leaders worldwide. He is also the developer of the Leadership Training Camp, the Coaching Training Camp and the co-developer of the Bud to Boss and Ultimate Communicator Workshops – all offered in both public and in-house versions across North America.

He is the bestselling author of Remarkable Leadership: Unleashing Your Leadership Potential One Skill at a Time; Vantagepoints on Learning and Life; LeadershipTweet: 140 Bite Sized Ideas to Help You Become the Leader You Were Born to Be; and the co-author of From Bud to Boss: Secrets to a Successful Transition to Remarkable Leadership. Kevin also has been a contributor to thirteen Training and Development Sourcebooks since 1997.

Kevin also writes two email-based publications: Unleashing Your Remarkable Potential, a weekly publication read by more than 22,000 worldwide, to assist organizations and individuals in turning their potential into desired results; and Leadership Updates, sent several times each week. In addition, his Leadership and Learning Blog has been recognized on several occasions as one of the best leadership blogs in the world.

Kevin and his family live in Indianapolis, Indiana. Growing up on a Michigan farm, Kevin says he learned some of his most important leadership lessons working with his father. Kevin earned a B.S. with honors from Purdue University, collects antique John Deere tractors, is an avid reader, and loves his family and his Boilermakers!

A Picture of Professionalism

September 27, 2012
Some time ago I was delivering two workshops in Toronto. During the first, there were a couple of comments about professionalism, along the lines of, “I want my people to act like professionals.” Others in the room nodded their heads, and while I considered asking a follow-up, clarifying question, I opted to move on with the workshop. The question I could have asked would have been something like, “And what does professionalism look like?” While I didn’t ask it, I think it is a good question and one that I received an emphatic answer to later that evening.

The Most Misused Tool in Meetings

September 18, 2012
There are plenty of things that can go wrong with meetings, and the litany of complaints about them is long. In my 25 years of attending, observing and facilitating meetings, one of the biggest challenges I’ve seen is groups staying on topic. The problem is a natural one – if you put a group of intelligent, interested people in a room, they are going to have thoughts that aren’t completely in line with the current topic, and when they get voiced they can put the group off task or topic.

Seven Keys to Leading Teams More Effectively

September 11, 2012
Maybe you find yourself in a new team environment and leading a team for the first time, or maybe you have been working with and leading teams forever. Either way, the keys in this article – whether as new information or a fresh reminder – can make a world of difference in morale, productivity and results from teams.

How to Keep the NFL From Punting Your Productivity

September 5, 2012
There is little doubt that the National Football League is the national pastime of our country. And while it is an enjoyable pastime, it can also be a massive productivity sucker. So how can you balance being a football fan and being productive for the next 20+ weeks?

Creating Greater Success Through Reflection

September 4, 2012
If I could give you a tool or resource that would change your life in positive ways, change your results, create more happiness in your life and help you get better at anything you desired . . .  And if I could promise you that this tool would cost you nothing, require only yourself and could be used at any time . . . Would you be interested? I bet you would.

Love or Respect?

August 30, 2012
During this week’s Republican National Convention, New Jersey Governor Chris Christie gave the keynote address. During his speech, he made a point worthy of our consideration as leaders.

To team or not to team?

August 27, 2012

Everyone thinks teams are a good thing.  Leaders like to form teams.  People, for the most part, believe in the value and purpose of teams . . .

“All of us are smarter than each of us.”   “1 + 1 = 3.” These are just two common phrases that reinforce and prove how pervasive our belief is in teams.

To Team or Not to Team?

August 27, 2012

Everyone thinks teams are a good thing.  Leaders like to form teams.  People, for the most part believe in the value and purpose of teams . . . “All of us are smarter than each of us.” and  “1 + 1 = 3” . . . are just two common phrases that reinforce and prove how pervasive our belief in teams is. And that belief is justified . . . sometimes. The fact is, sometimes we would be better off without a team – with individuals contributing as individuals. What? No team? At least not the type of team you probably think of when you think of a team.