Leaders often identify the people problems within their organizations with common “tags,” such as lack of productivity, burnout, indecisiveness, lack of creativity, lack of motivation, etc. Those leaders, however, usually are not aware of the fact that those “tags” are only symptoms. Focusing on symptoms exclusively often leads an organization on a wild goose chase, fixing symptoms but never solving the real problem.

The word “apathy” is an unfriendly and threatening word to most people, and that is probably the reason you never hear leaders use the word to describe problems within their organizations. Instead, you hear the listing of symptoms that may sound more professional, academic, clinical, or forgiving. Effective leaders, however, must focus on the real problem, and not just the symptoms. David Byrd, president of Leadership Management®, Inc., in his new book, The Tripping Point in Leadership : Overcoming Organizational Apathy (Slight Edge® Publishing, Feb. 2008), shares what leaders must do to overcome the natural forces of apathy that affect every organization.

Byrd defines apathy as a natural, human instinct, and as a natural instinct, how it affects the organization through its common denominator… people.

“Apathy is at work at every level of every organization in the world,” Byrd explains. “This book is a common-sense guide to help leaders recognize the declining affects of apathy and how to counterbalance those forces of apathy within the organization.”

The Tripping Point in Leadership also includes Byrd’s personal experiences in leadership, along with real case examples that demonstrate the declining affects of organizational apathy. The book explains how certain, inherent, creative, human powers were strategically included in our human design and that those powers hold the key to counterbalancing the natural forces of apathy.

Those creative powers which are available to every leader include:

• The Power of Choice
• The Power of Vision
• The Power of Attraction
• The Power of Courage

In addition, Byrd’s new book includes a description of the effective leader model and the six characteristics of the effective leader which are based on statistically, validated research. Byrd says, “The Tripping Point in Leadership is a common-sense guide to effective leadership and should serve as a wake up call for aspiring and existing leaders in all walks of life. I have learned from experience that there are only two options for organizations and their leaders, grow or decline. There are no other options for an organization in planning its future. When an organization’s leaders choose growth, that growth must come from enhanced overall performance. That enhanced performance can only come from the development of untapped potential. Doing more of the same only delivers similar results. Effective leaders are aware of this vital necessity.” Every now and then a book comes out that really nails an issue with common sense answers to practical, everyday issues. The Tripping Point in Leadership is such a book.

The book shows both aspiring and existing leaders that without an awareness of the natural forces of apathy, people become stuck in ineffective and unproductive comfort zones of their own design, while ineffective leaders focus on the symptoms of their people problems. Obviously, the problems are never “fixed” because the organizations are only working on the symptoms, never the real problem. The only true measure of leadership quality is “effectiveness.” Effective leaders foster positive and creative work environments, deliver measurable and sustainable results, and maintain the ethical integrity of the workplace. When asked “What is the most significant message in your new book?” Byrd said, “You may be an aspiring leader, a seasoned veteran leader, or somewhere in-between… it makes no difference. The ideal of the perfect leader is a myth. As a leader you must choose the appropriate, effective actions to continue to grow regardless of your level of tenure or degree of success. There are no in-between positions in life where growth is no longer necessary.”

With over 28 years of experience in working with top leaders and their organizations, Byrd credits his work in the field of leadership development to the influence of Paul J. Meyer, the founder of LMI and a pioneer in the leadership development field. Mr. Meyer comments about the book, “This is no cotton-candy, pat-you-onthe- fanny approach to leadership. Before you finish the first chapter, it will hit you in the gut!” Byrd completed both his undergraduate and graduate work at the University of South Carolina in 1969. He currently resides in Waco, Texas with his wife Mary. He has two daughters and five grandchildren.