Eric Jacobson On Management And Leadership

In the new book, The Upper Hand , human behavioral scientist Dr. Abbie Maroño shows you how to influence people and situations in your favor with skill and integrity—and without the need for leverage or coercion.  “You will learn how to get what you want from others and build stronger relationships by replacing coercive tactics with a social science-backed playbook for winning trust,” says Maroño.  She explains that “The Upper Hand” is a framework for using influence through ethical, mutually beneficial means. And more specifically, she shows you how to build and maintain trust by gaining an understanding of the psychological mechanisms underpinning human decision making.  The book presents five key truths about the complexity of human behavior that you can count on one hand to give you the upper hand: We are our brains. We are driven to survive (by any means necessary). We want to connect and cooperate. We have a mind-body feedback loop. We want to protect our ...

“How you show up, what you stand for, and what actions you take to that end—as an individual and as a leader in your organization—are now gating factors to lasting success,” explains   Frank Calderoni   in his book,   UPSTANDING:  How Company Character Catalyzes Loyalty, Agility, and Hypergrowth .  Calderoni explains that leaders must put character at the center of everything they do, and he explains that  company culture is distinct from company character . He explains that:   Company culture  is the system of beliefs, values, goals, behaviors, and the way employees feel working in the organization—from leadership style, decision-making norms, customer experience, and company policies—officially and unofficially. Essentially, it’s the personality of the organization.   Company character  is the integrity, respect, and fortitude residing at the core of your culture. It is the basis of trust and emotional connection people have with your ...

“By understanding how their own mind works and training it for the most essential qualities, leaders can lead themselves effectively first, in order to better lead their people and tap into their human need for meaning, fulfillment and human connectedness,” explain  Rasmus Hougaard  and  Jacqueline Carter , authors of the book,  The Mind Of The Leader . Their book is based on extensive research, including  assessments of more than 35,000 leaders and interviews with 250 C-level executives. The authors found that  three mental qualities are essential to becoming effective leaders . Leaders must be: Mindful  – being present and attentive to their employees’ needs. Being focused versus distracted. Being aware versus being on autopilot. Selfless  – to model cultures based on growth and learning instead of ego. Being selfless versus ego-centered. Being confident versus diffident. Compassionate  – to show their employees they have their backs. Being...

  One of the best ways to determine if your service/business/organization is providing excellent customer service is for you, as a manager, to pretend you are the customer. Try it today. Contact your business via the phone, mail, email, and via the web. Use all four methods! Make a different contact each day for the next week. During those different instances, ask to reach a person where you only know their first name. Next time, ask for a person who no longer works at the business. Another time, complain about the service/product. Ask how to return a product. Or you can pretend you want to talk to someone to learn more about the business. Try different scenarios that would be typical for your customers when they contact your business. Then, observe what happens. I bet you'll be surprised. Hopefully,  pleasantly  surprised. But you may be shocked. In addition to likely getting helpful assistance, you may experience people being rude or unhelpful. You may get bounced from ...

Here are ten questions (or bundles of questions) you should ask yourself to ensure you are thinking and acting like a  superboss . These are from  Sydney Finkelstein 's book,  Superbosses . Do you have a specific vision for your work that energizes you, and that you use to energize and inspire your team? How often do people leave your team to accept a bigger offer elsewhere? What's that like when it happens? Do you push your reports to meet only the formal goals set for the team, or are there other goals that employees sometimes also strive to achieve? How do you go about questioning your own assumptions about the business? How do you get your team to do the same about their own assumptions? How do you balance the need to delegate responsibilities to team members with the need to provide hands-on coaching to them? How much time do you usually spend coaching employees? When promoting employees, do you ever put them into challenging jobs where they potentially might fail? ...

The book,  Decisions , by   Robert L. Dilenschneider , features vignettes on 23 individuals who made decisions that shaped the world. Each chapter offers practical thinking on how these women and men made decisions. You can use their decision-making skills as guidance at work, in your leadership role, and in your daily life. You’ll learn decision making tips from  Harry Truman ,  Margaret Thatcher ,  Mohammed Ali ,  Rachel Carson ,  Pablo Picasso  and others who made decisions during war and peace, and in fields of science, commerce and invention. Author Dilenschneider suggests takeaways about decision-making from each featured historical figure. Some of my favorite decision-making lessons from history and from the book include these:   Own your decisions . Be responsible for them and for their implications. Do not be reactionary—that is, making decisions to spite others or because of outside pressure—but do be respectful of their effect on o...