Great Leadership Requires Industry-Leading Thought

Everything we know at RLSI has come to us through our work with individual leaders and teams, and our sythesis of best practices that others write about.

We recognized in 2000 that employees could be more engaged in their work, so we published Vital Truths: the secret to living and leading wholeheartedly (2002). This book provides the foundation of a workshop that helps participants reconnect to their energy and purpose, as well as what gets in the way of their wholehearted engagement.

Through our executive coaching, we noticed that the subtle nuances in a leader behaviors were more likely to derail them than their intellect, technical experience, or other factors. We identified a set of fundamental irrational fears and faulty beliefs that block their high performance behaviors, and developed a six-step process for breaking through the barriers. Our book, Fearless Leadership (2006) uses the stories of 40 different leaders to illustrate the major concepts.

 Then, in 2016, we decided to highlight the importance of leaders functioning confidently from the core of who they are, including their key personality attributes, signature abilities, primary motivators, and foundational beliefs.  We identified ways that people begin to feel like a fraud in their work and suggested a series of steps to take to “get real again.” This latest book is entitled, The Fraud Factor.