Recently I asked several executive coaches I know – Tony Hutti, Pat Frazier, and Bruce Gobdel – what traits they observed in the very best leaders. I was curious if the top executives shared some common qualities.

As I put this post together, I began to see it as a leadership check-up of sorts. It also became apparent to me that I need a little work done myself. As you read it, I challenge you to perform your own diagnostic check and commit to making the necessary repairs.

Key values can propel you or your organization to success. They span time, companies, and industry. Here are seven that have served me well.

Recently I connected with Tony Hutti, Bruce Gobdel, and Linda Stowell to get their thoughts on the next generation of leaders. After long and successful careers in management and public accounting, Tony and Bruce now facilitate executive roundtable groups. Many of their forum members are leading high growth organizations and are newer to the CEO role. Stowell was a turnaround consultant and came home to run her family business in LaPorte several years ago.

"You have a brand whether you like it or not", said my friend Larry Linne, co-author, along with Patrick Sitkins, of the new book Brand Damage: It's Personal.

"We live in a world today where you can't hide", he continued. "The way people think of you is being broadcast everyday. You can manage it or just let it happen."

Patrick and Larry have been working together for a number of years teaching classes and running seminars on branding. Larry will tell you they share a passion for this subject. "We've seen too many people at the extremes. Some do it really well and create an environment where people want to help them. The other extreme is some of the really stupid things people do to destroy their brand. The world doesn't think much of them and they usually don't even know it."

So what is a personal brand? "Simply put, it's what people think of you", said Patrick. Said another way, it's really just someone's "gut feel" about you.

“If you set limits you will only get there. You have to be unconditional.” says my friend Don Wood, Founder of 80/20 Inc.

Besides isn’t it a little arrogant to think you can’t do something? As author A.L. Kennedy writes, “Have more humility. Remember you don't know the limits of your own abilities.”

So what does it mean to be unconditional? I decided to consult a couple of online dictionaries for unconditional and found “without limitations” and “free from constraint”. Glancing at a list of synonyms, I noted words such as: all-out, complete, total and unqualified. As I thought about it, to be unconditional is really 

Stop and reflect on that for a minute. What should we be applying that to? Worse yet, what areas of your life and career are you not applying it to? Imagine a world of being doubtful, qualified, and restricted. Unfortunately, I suspect this will sound all too familiar.to have no limits.

Our community "produces thousands and thousands of kids who aren't prepared for higher education or the workforce," said Bruce Greenberg, former CEO for Family & Children's Center, a not-for-profit umbrella organization that includes the Boys & Girls Club of St. Joseph County among it's affiliates. Bruce and new CEO Jory Kelly know the difference an organization like the Boys & Girls Club can make in the community. This letter says it all!

And with so much demand for services, they couldn't do it without great community support. "Since many not-for-profits begin every year with an amount 'to be found', receipt of unplanned funding helps provide services without the risk of cancelling due to funding shortfalls", commented Greenberg.

Ron Johnson, the former Apple executive, was hired as CEO in 2011 by struggling retailer JC Penney to revive the organization. He embarked on an aggressive vision - something he labeled a "transformation" - that ultimately ended with his recent firing.

What happened? Danielle Sacks provides her thoughts in an online Fast Company article I read recently during some down time between flights. It got me thinking about some of my own experiences with change management.

In late 2005 I joined Gibson, in part because of its private and independent ownership structure. I had been collecting a mental notebook of ideas and strategies during my time at the national firms and was just itching to put them into practice. As one of my clients said when I told him I was going to buy in to a smaller firm, "Tim, there's nothing like owning a piece of the rock!"

With Mother's Day on Sunday, I feel compelled to devote this post to our Moms. A short blog won't do them justice, but it would be worse to miss them all together.

My three favorite Moms are my lovely wife Kimra, my mother Ruth, and my mother-in-law Marilyn. I have, of course, listed them no particular order. Obviously if you're my favorite you know who you are so really no need to spell that out here, right?

I'm not perfect and I've learned a lot from these ladies. What I've realized is that the more I handle situations the way they would, the better off I am. They make it look effortless, but for me, it's real work.

“I need to know whether you’re going to be part of the 20% out there that actually gets things done?”, said Don Wood as he paused and looked me directly in the eyes. It was 2007 and Don had just finished telling me his previous experiences with salespeople – specifically insurance salespeople.

I knew Don had named his company “80/20” with a nod to the Pareto Principle, but I didn’t know, until that very moment, exactly how he applied it. Turns out Don’s been in sales himself for most of his life and has definitely been on the side of “getting it done”.

History Of Success

"Well the simplest answer is that we are constantly trying to manage our role as a key contributor", answered David Findlay, President & CFO at Lake City Bank, as we discussed why his organization is so involved in the communities it serves. Findlay continued, "The only way to survive is by helping our clients and communities be successful too. We believe that we have a depth of commitment that is stronger than any of our competitors. We serve the community in every market we’re in and have committed our people and resources to our clients and communities to support their success.”

Lake City Bank was founded in 1872 in Warsaw, Indiana. It serves Indiana with 45 branches located in northern Indiana and now in Indianapolis as well. The holding company, Lakeland Financial Corporation, has over $3 billion in assets. That's over 140 years of continuous service under the same name.

This long term record of success got me thinking. Are you and your organization committed for the long haul? A few years ago a joint study by researchers at Thunderbird School of Global Management, ASU and, Penn found that when leaders balance the concerns of customers, employees, and community their employees see their organization as more visionary and participatory. Employees report being more willing to put in extra effort. The engagement drives better corporate results.