Who do others say you are

Louis Vuitton, Chanel, Hermès and Dior were among the top five brands listed under the “sneaker” hashtag on popular Chinese shopping app RED. The only other brand among the top five was Nike. The luxury market in China is still thriving despite high prices and issues with counterfeiting. LVMH's fashion and leather goods sales growth was up 19% year on year, contributes 59% of operating earnings. No luxury brand , except for Ferrari, can rival that rise. Its stock is trading at a price to forward earnings multiple of 26 times, near 10-year highs.


Research shows that consumers associate luxury goods with both accomplishment and snobbery.

I am not saying that money and things are not wonderful or that they are intrinsically bad. I am saying that we need to be aware of the ways they can affect us. After the money come the things - the stuff we buy because we just have to have it, the stuff we buy because everyone else has one, the stuff we buy because we are having a bad day, and then stuff we buy because we feel like rewarding ourselves.

Money and possessions have their appeal and rapidly advancing careers can fuel our egos, but character is what will see you through good times and bad.

Whether or not you recall the names of the two wealthiest people in the world - or the last few winners of the Academy Awards or Nobel Prizes - I'll bet you can remember the names of two favourite teachers or friends who stood by you.

Take ten seconds to think of the people who have helped you become who you are, those who cared about you, and wanted what was best for you in life. Who has helped you become who you are?

And reflect on this: Who will think of you in the same way?

We remember the ones who cared. And we can become one of those people who are held in others' hearts and memories long after we have passed from this earth.

I find it curious how the people that have no respect for your feelings are the same people who demand respect from you. Respect other people regardless of the level they are at...or the level you are at. Respecting someone indicate the quality of your personality.

Each day doesn't seem to make a huge difference, but before you know it, those days have  added up to weeks, months and even years or decades you've spent with people. Can you look back and find at least one place you encourage someone? Did you teach her? Did you empower her and see her get stronger as a result? Are the people in your team better because of their time with you? That's a simple and powerful test of your leadership, and it's all about the health of your relationships.

Carve your name on hearts, not tombstone. A legacy is etched into the minds of others and the stories they share about you.

How do you lead the unleadable?

Sweeping 10 Emmy awards including Outstanding Limited Series, “Chernobyl” became one of 2019’s most celebrated shows. The five-part HBO historical drama depicts the Soviet Union’s 1986 nuclear disaster killing an estimated 4,000 to 90,000 victims and leaving areas of Eastern Europe heavily effected by radiation to this day.

It is a story of incompetence, delusion and arrogance. 

Are there areas of poor performance that you have tolerated? Have you ever found yourself reluctant to hold an employee accountable because you were worried he'd leave? Or let a performance issue fester for fear of not being liked?

The problem is when you let expectations slide, when you tolerate poor performance, it reduces your credibility. High performers hate nothing more than watching their poor-performing teammates drag down results. Tolerating poor performance cretes a morale death spiral.

If you have a struggling performer on your team, do all you can to help. If it's truly a case that you haven't done enough to support, develop, encourage, build confidence in, empower or recognize an employee - you have more work to do. 

How much of a person can a leader change?

A lot of people in the workplace delude themselves about their achievements, status and their contributions. They have an elevated opinion of their professional skills. That's not necessarily a bad thing but their delusions become a serious liability when they need to change.

For some people, telling them to change their behavior doesn't make a dent; they assume that everyone else is confused.

If you have invested in the employee and it's still not working, it's time to face the facts: this job may not be the right fit for the employee. You don't need to feel guilty.

Perhaps you hired her. Perhaps you even convinced your boss that she was "the one". If you've done everything you can to make it work, but it isn't going well, it's far better to admit you were wrong, learn from your experience, and move on. Don't magnify one poor decision with another.

You need to do what's right for the greater good of the company, the team and the person.