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Showing posts from May, 2016

How To Be A Stronger Career Mentor And Coach

Author  Paul Falcone  offers the following great advice for how to become a  stronger career mentor and coach  by helping your subordinates grow and develop in their own careers. Encourage others to engage in random acts of kindness. Find creative ways of surprising your customers. Focus on making bad relationships good and good relationships better. Look for new ways of reinventing the workflow in light of your company's changing needs. Think relationship first, transaction second. Realize that people can tell more about you by the depth of your questions than by the quality of your statements. Separate the people from the problem. Always provide two solutions for each question you ask or suggestion you raise. Employ right-brain imagination, artistry, and intuition plus left-brain logic and planning. And, one of my favorite pieces of advice from Falcone: Convert "yes...but:" to "yes...and" statements to acknowledge the speaker's point of v

Ten Important Questions For Business Leaders

Here are  10 important questions  business leaders should ask, according to Ken Blanchard and Garry Ridge , authors of  Helping People Win At Work : Does my business have a clear, meaningful, and easily understood vision/mission? Do I have the right people in the right seats on the bus? Do I have a BHAG (big hairy audacious goal), and have I communicated it to my employees? Are my values driving the behavior I want in my organization? Am I creating a culture that increases employee engagement? Am I cultivating a spirit of internal and external learning? Do my employees know what an A looks like, and am I supporting them to get that A? Are our products/services creating lasting, positive memories for our customers? Do I have the best, most timely data and information to help my business make good decisions? Are our key performance indicators the right ones, and are we measuring what matters? And, one more questions to ask is: Do we celebrate success ?

Wisdom Versus Integrity

Five Elements Of A Good Goal

"The more specific you can be about your goal, the greater your level of success will be," explain authors  Tom Pandola  and  James W. Bird , in their book,  Light A Fire Under Your Business . "This is because once we have visualized something that doesn't yet exist, it causes our subconscious mind to make the decisions necessary to make that visualized goal a reality." The authors explain that all goals must have these  five elements : Goals must clarify a specific action or outcome. Goals must be measureable by being able to quantify the benefits of achieving them. Goals should be achievable with the resources available (or at least you should know that the necessary resources are in reserve and can be acquired). Goals must also be realistic for achieving based on your particular situation. Goals must also include the time period in which you want to achieve them. With a date or time period specified for completion, planning can be established in

Six Universal Drivers That Maximize Employee Engagement

Overland Park, Kansas-based author  Leigh Branham , along with Mark Hirschfeld, awhile back completed a survey of 10,000 employees in 43 states to better understand what separates a "best places to work" company from other companies. What Branham and Hirschfeld discovered is that the best companies use six "universal drivers" that maximize employee engagement: Caring, Competent, and Engaging Senior Leaders Effective Managers Who Keep Employees Aligned and Engaged Effective Teamwork at All Levels Job Enrichment and Professional Growth Valuing Employee Contributions Concern for Employee Well-Being Branham also explains that to get the best from your employees you need to re-engage them. You can learn more about how to do that in his book,  Re-Engage .

Eight-Point Plan For Building A Powerful Team

Take some quality time to read the book by  C. Elliott Haverlack ,  Unbunde It , because it explores the issues you face as a leader with a twist that is different from many other leadership books.  Throughout, the book offers suggestions on how to  overcome the burden that complexity creates in our lives and businesses . Most intriguing for me is Haverlack's straight-forward, unbundled insights on  teams .  "The healthiest teams trust each other," explains the author.  "When we trust, we tend to be more transparent and are more likely to share the hurdles we need to leap.  And, once trust becomes a competency, accountability comes much more easily."  And, accountability is the key to delivering results. Haverlack's eight-point plan for a powerful team is : Engage a group that shares your core values. Set aspirational yet achievable goals for the company and every individual. Create an environment that encourages and rewards trust. Empower every i

How To Lead With Purpose

“Purpose is the why behind everything within an organization,” says author John Baldoni, of the book,  Lead With  Purpose . Baldoni also believes that  it is up to leaders to make certain that organizational purpose is understood  and acted upon. And, to harness the talents of their employees, leaders must recognize their responsibility to instill purpose in the workplace. Other recommendations include: Make purpose a central focus Instill purpose in others Make employees comfortable with ambiguity Turn good intentions into great results Make it safe to fail (as well as prevail) Develop the next generation According to Baldoni, purpose forms the backbone of what an organization exists to do; upon which you can build vision and mission. To define an organization’s purpose, you must ask three questions: 1.  What is our vision  — that is, what do we want to become? 2.  What is our mission  — that is, what do we do now? 3.  What are our values –that is, what are th

Questions To Ask When You Want To Move Your Company Forward

The April 2014  issue of  Inc .  magazine  featured a fascinating list of  35 questions  from business owners, entrepreneurs and management thinkers. Each offered  the one question  they would ask to move a company forward . From the list,  my favorites are : Are we relevant?  Will we be relevant five years from now? Ten? What prevents me from making the changes I know will make me a more effective leader? Are we changing as fast as the world around us? Who, on the executive team or the board, has spoken to a customer recently? And, my most favorite is : How can we become the company that would put us out of business? What question do you ask to help move your company forward?

How Companies Succeed By Engaging Radically With Society

"Organizations will pay significant consequences if they don't work openly, honestly and proactively with government and society. In order to survive over the long term and gain competitive advantage, companies must learn how to connect profoundly with the world around them -- not only with customers and stakeholders, but also with employees, local communities, politicians, and the environment itself." This is the advice from the authors of the new book, Connect: How Companies Succeed By Engaging Radically With Society . The book is all about redefining three discredited words: Corporate Social Responsibility . The authors want to put these at the center of business -- both because it's right and because success in business is inextricably linked to sustainability. To achieve " connected leadership " you must: Map your world -- Analyze stakeholders as precisely as your customers, understand trends and discontinuitites, and quantify the valu

Driving Transformation In A Fast-Paced World

The Art of Change Leadership demystifies the psychology behind our reactions to change and offers a powerful collection of tools to inspire individual and collective transformation quickly and more effectively, explains author of the new book, Cheryl Cran . The book teaches you how to: Leverage your current technical knowledge to increase the rate of innovation. Use the cycle of change to foresee and handle change-related issues affecting yourself, others, and business. Raise your emotional intelligence to match your IQ. Guide "change" initiatives with repeatable success by using the reliable three-step change model. Cran also explains the differences between a Change Manager and a Change Leader . For example: A Change Manager creates a plan, directs projects and people to achieve a goal. In contrast, a Change Leader sets the compelling vision; tells a story that includes the hero's journey for each person involved . In addition, a Change Leade

Ten Ways Leaders Make The Hard Work Harder

In the book, The Leadership Contract , author Vince Molianro shares that not only is leadership hard work, but also a lot of us inadvertently make the hard work harder . Therefore, Molianro recommends you: Don't get in over your head -- where you are in situations where you are unable to take your performance to a higher level. Where you are creating risk to yourself and your organization. Confuse rough with tough -- Mistreating, disrespecting and insulting others is rough, not tough. Mistake effort for results -- Keeping yourself busy by toiling away at drudgery is very different from tackling real hard work of leadership. Feel like the victim -- Everybody gets frustrated at work. That's normal. But leaders need to be able to move through the frustration. Be insecure -- The key to overcoming insecurities begins by admitting that you have them. Need good news -- Your job as a leader is not to avoid, ignore, or deny bad news. It's to find out the bad news as

How To Be A Superboss

"Superbosses embrace certain practices that good bosses don't, and they do even more of the productive things that good bosses do," says Syney Finkelstein , author of the new book, Superbosses: How Exceptional Leaders Master the Flow of Talent . What's more, according to Finkelstein's findings from ten years of research and two hundred interviews, superbosses focus on identifying promising newcomers, inspiring their best work, and launching them into highly successful careers, while also expanding their own networks and building stronger companies. Most important, " regenerating the talent pool is the single most important thing any leader can do to survive and prosper ," adds Finkelstein. Sydney Finkelstein Superbosses also do this : Create master-apprentice relationships Rely on the cohort effect Say good-bye on good terms Adapt the job or organization to fit the talent Take chances on unconventional talent Look for new talent

Today's Leadership Quote

"We make a living by what we get, but we make a life by what we give." -- Winston Churchill

My Favorite Leadership Quotes

These quotes truly inspire me : “The three common characteristics of best companies -- they care, they have fun, they have high performance expectations.” -- Brad Hams “The one thing that's common to all successful people: They make a habit of doing things that unsuccessful people don't like to do.” -- Michael Phelps “It is amazing what you can accomplish if you do not care who gets the credit." -- Harry S. Truman “The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask.” -- Peter Drucker “Leadership: The art of getting someone else to do something you want done because he wants to do it.” -- Dwight D. Eisenhower “Good leadership isn't about advancing yourself.  It's about advancing your team.” -- John C. Maxwell "People buy into the leader, then the vision.” -- John C. Maxwell “Great leaders have courage, tenacity and patience.” -- Bill McBean "People never lea

Eight Things Employees Say Managers Don't Do

According to  David Grossman , author of the popular book,  You Can't Not Communicate-2 , here are eight things employees say managers don't do: Don't keep employees informed. Don't explain the "why" behind decisions. Don't communicate frequently enough and in a timely way. Don't update employees on changes happening in the business. Don't share regular business updates and how the team is performing. Don't ask for feedback. Don't ask for or listen to concerns. Don't act on feedback (or at least close the loop as to why feedback wasn't incorporated into a decision) This is a great reminder for leaders of what  not  to do. And, perhaps number 8 on the list is the one where most managers fall short -- not explaining why they didn't incorporate feedback into their final decision.

Nine Times When You Should Thank Your Customers

In your leadership role, it's vital that your team members know how to deliver excellent customer service. " Knock Your Socks Off " type service as book editor  Ann Thomas  and  Jill Applegate  would say. Part of delivering excellent customer service is saying "Thank You" to your customers and knowing when to say "Thank You." Thomas and Applegate recommend  telling your customers "Thank You" during at least these nine situations : When they do business with you...every time. When they compliment you (or your company) When they offer you comments or suggestions When they try one of your new products or services When they recommend you to a friend When they are patient...and even when they are not so patient When they help you to serve them better When they complain to you When they make you smile You and your team members can say "Thank You" : Verbally In writing  (and don't underestimate the power of  perso

10 Tips For Projecting An Effective Professional Image

From Jay Miletsky's book,  101 Ways to Successfully Market Yourself , here  10 tips for projecting an effective professional image : Discipline yourself to be positive and enthusiastic. In tense situations choose positive responses by maintaining perspective and getting along well with others. Acknowledge mistakes and shortcomings and learn how to correct them. Develop a reputation for being a resourceful problems solver. Leverage your strengths and expertise to have maximum impact on the decisions you make. Be organized, efficient, flexible, and self-motivated. Master your tasks and fully expand your area of expertise so that you can boost your output. Keep up with the latest developments in your company and in your field. Cultivate unique talents that give you a definite edge. Gain visibility by taking the kind of action that will propel you into the right sights of management personnel.

Eight Focus Areas For Achieving Continual Improvement

In addition to your 2016 New Year's resolution and the goal that you've either accomplished so far or are still working on, add reading The  School of Greatness  to your "to do" list. It's a highly uplifting and motivational book on how to strive for greatness in your everyday life. Specifically, author  Lewis Howes , shares his progression of a series of lessons --  eight areas  that help you focus on continual improvement: Create a vision. Turn adversity into advantage. Cultivate a champion's mindset. Develop hustle. Master your body. Practice positive habits. Build a winning team. Be of service to others. Packed with exercises, tools, tips and examples, the book makes for a perfect read at the start of the new year.

Nine Steps To Drive Breakthrough Change

David S. Pottruck 's book,  Stacking the Deck , teaches readers a  nine-step  course of action leaders can follow from the first realization that change is needed through all the steps of implementation, including assembling the right team of close advisors and getting the word out to the wider group. This book tells the in-the-trenches stories of individuals who led bold, sweeping change. Stories that walk you through the social and emotional reality of leading others -- many of whom are fearful of change. Stories from eBay President and CEO John Donahoe; Wells Fargo former CEO and Chairman Dick Kovacevich; Starbucks Chairman, President and CEO Howard Schultz; San Francisco Giants President and CEO Larry Baer; and Pinkberry CEO Ron Graves. Part one of the book outlines the  Stacking the Deck process  -- the nine steps through which nearly every breakthrough change inevitably goes: Establishing the need to change and creating a sense of urgency. Recruiting and unifying

A Look Back At The Best Leadership Book Of 2015

After reading nearly 30 new books about leadership this year, my pick for  2015's best new leadership book  is,  Advisory Leadership , by  Greg Friedman , Although the book is authored by an award-winning financial advisor and primarily written for professionals in the financial services industry, this book is a must read for any leader who wants to create a nurturing  heart culture  that hinges on the human-centric values the next generation of employees hold in high regard. And, what exactly is  heart culture ? Friedman says, "At its core, heart culture symbolizes how a company values more than just an employee's output. It's not about the work, but rather, the  people  who do the work." He further explains that leaders can no longer afford to ignore the shift toward a people-first culture and its direct influence on a healthy, effective work environment. Friedman teaches that there are  seven steps , based on human virtues we all strive to achi

Six Steps For How To Discuss Poor Performance

As a leader, the time will come when you will have to speak with an employee about his or her poor performance. Here are  six steps  that will guide you through that process: Tell him what performance is in need of change and be specific. Tell him how his actions negatively affect the team. Let the discussion sink in. Set expectations of performance improvement and time frame, and get his agreement on the desired outcome. Remind him that he is a valuable part of the team and that you have confidence his performance will improve. Don't rehash the discussion later. You made your point. Give him to make his improvement.

Six Ways To Stimulate Your Creative Thinking

From the book,  Leading With Strategic Thinking , by  Aaron K. Olson  and  B. Keith Simerson ,   here are six ways the authors suggest for  stimulating your creative thinking : Engage in communities, conferences, or reading outside your typical area of expertise. Set aside time in your week that doesn't involve completing routine tasks. Visit places where you will encounter unfamiliar people, cultures, or ideas. Spend time with coworkers in your organization with different roles. Debate commonly held ideas or question assumptions about your work or business. Imagine a situation in which you (or your organization) could no longer work the same way -- what would you do?

How To Lead Others By Following The 10 Essential Elements Of Dignity

In their book,  Millennials Who Manage , authors  Chip Espinoza  and  Joel Schwarzbart , quote  Donna Hicks 's explanation about how  dignity is different from respect . Dignity is different from respect in that it is not based on how people perform, what they can do for us, or their likability. Dignity is a feeling of inherent value and worth. Therefore, Espinoza and Schwarzbart recommend that leaders treat those they are leading with dignity and follow Hick's  10 Essential Elements of Dignity : Acceptance of Identity  - Approach people as being neither inferior nor superior to you. Assume that others have integrity. Inclusion  - Make others feel that they belong, whatever the relationship. Safety  - Put people at ease at two levels: physically, so they feel safe from bodily harm, and psychologically, so they feel safe from being humiliated. Acknowledgment  - Give people your full attention by listening, hearing, validating, and responding to their concerns, feelin

The Trusted Executive

Perhaps now more than ever it's time for the new book by John Blakey called, The Trusted Executive: Nine Leadership Habits That Inspire Results, Relationships, and Reputation . The book is divided into three parts: Part One : Blakey explores how trust in executive leadership has been lost so that we can understand the scale and depth of the problem. Part Two : Here, Blakey shifts from exploring the theory of trustworthiness to studying its practice. Specifically, you'll learn a three pillar approach to building trustworthiness: Habits of Ability; Habits of Integrity; Habits of Benevolence . Part Three : Finally, Blakey reviews the impact of the three pillars and discusses governance, remuneration, corporate social responsibility, reporting, scale, regulation and structure. By the time you finish the book, you will also have learned about the nine habits that inspire trust . Choosing to: Deliver Coach Be Consistent Be Honest Be Open Be Humble Evangelize

Stragility Is The Key To Competitive Advantage That Lasts

" Stragility is the term for strategic, agile, people-powered change that enables organizations to thrive amidst relentless turbulence and uncertainty," explain Ellen R. Auster and Lisa Hillenbrand , authors of the new book, Stragility: Excelling At Strategic Changes . "Achieving Stragility is the key to competitive advantage that lasts," they add. The book provides lots of examples, concrete tips, action steps and tools. You'll learn that as a leader you must constantly adjust both strategies and execution to achieve winning goals. That agility is a key part of Stragility. Without ongoing agility, even good strategies will fail. You can read the entire book, or focus on the sections that address your pain points, bad habits within your organization, and/or on your Stragility goals. For example, the authors present these common pain points that derail making changes, and show you how to transform this pain into successful change: Political inf

How To Be An Active Listener

Today's leadership tip on how to be an  active listener  comes from the book,  Stronger . The authors explain that perhaps the best single technique t o convey effective listening  requires you to be an  active listener . When someone has finished making a point, use that person's name and then paraphrase in your words the essence of what you understood that person to say. Then ask a follow-question. Frame your question to keep the focus on the person speaking.