Jack Dunigan

Author, consultant, and trainer of leaders

For more than four decades, Jack Dunigan has been leading, consulting, training, and writing. His experience is varied and comprehensive. His training and consulting clients are as varied as the Chief Justice of the Navajo Supreme Court to a top-rated campsite management company. But his advice is not merely academic. His blog, www.ThePracticalLeader.com, is focused on practical advice for leaders and managers of businesses, corporations, nonprofit agencies, families, organizations, departments, anywhere and anytime a person leads others. His latest book is Three Absolutely Necessary, Always Present Skills of an Effective, Successful Leader (CreateSpace Independent Publishing, 2012).

Wed, 01/16/2013 - 09:37
Do You Sanction Incompetence? Six questions that will reveal if you do
Thu, 04/04/2013 - 10:24
Twenty six! Twenty six employees came… and went. They didn’t quit. I let them go. Most quietly, some not so quietly, but they left. It took some time as I hired, fired, gleaned, and screened until eventually I assembled a crew that could think,…
Beware the Naked Man Who Wants to Give Fashion Advice Life’s experiences: the real institution of higher learning
Wed, 03/27/2013 - 16:50
“Well, you have your degree. Now you’re going to get an education.” One of my professors said that to me the night I graduated. She was correct. A few weeks later I had moved with my new bride (who is now my not-so-new bride but exciting…
Motivators Who Don’t Motivate Five ways to kill ambition and lose employees
Tue, 03/19/2013 - 12:39
Motivation is a very personal thing, so when you find it alive and well within a co-worker, it’s in your best interest (and theirs) to do everything you can to keep it vibrant. The challenge with those who would be motivators is they easily…
The All-In School of Management Why it doesn’t work
Fri, 02/22/2013 - 11:30

Ok, we have to admit it. We are busy—too busy. There are meetings to prepare for and participate in. There are reports to write, read, review, comment upon, and process. The day’s schedule is often controlled by someone else or at the very…
How to Light a Fire Under Almost Anyone Without Getting Burned, Part 2 Four reasons why we work alone, but shouldn’t
Thu, 01/31/2013 - 11:00
In part one of this column, we learned about Robert, who seemed to succeed at everything the business world could throw at him. His responsibilities became greater than one person could manage, yet he mostly worked alone, by choice, except for…
How to Light a Fire Under Almost Anyone Without Getting Burned, Part 1 When your circle of concern is greater than your circle of ability
Wed, 01/30/2013 - 17:10
Robert’s second-floor offices are crowded with papers, files, memos, phone messages, charts, and project plans. On his belt hangs a smart phone. A secretary in a front office handles the business telephone, which rang a dozen times in the few…
A Smooth Operation Demands Your Attention to Four Laws Whether you push or pull, just pay attention
Wed, 01/23/2013 - 10:27

For centuries inventors have dreamed of a perpetual motion machine, one that will run unattended forever. It doesn’t exist. Leaders have dreamed of a perpetual motion company, too, one that will run without ever needing attention. If there is…
Helping Your Associates Grow Monitor and measure employees’ competence and confidence
Wed, 01/16/2013 - 09:37
I want a staff entirely populated by trusted associates; everyone does. But hardly anyone has a staff who functions at that level all the time. At some time, somewhere, someone is unaware—that is to say, they are unconsciously incompetent. Louis…