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Showing posts from June, 2018

How To Be A Trusted Executive

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Perhaps now more than ever it's time for the 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: DeliverCoachBe ConsistentBe HonestBe OpenBe HumbleEvangelizeBe BraveBe Kind
Awhile back, Blakey kindly answer…

How To Convey Emotion When You Speak

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"When you convey your vision, you must show your passion for it and commitment to it," explains Bart Egnal in his book, Leading Through Language.
And, use words that show how you and your listeners should feel about what you are saying whether that be about your vision or the vision of your organization.
For example, here are two examples from Egnal that demonstrate how to take a generic vision and then deliver it with language that shows the speaker's emotions:
Emotionless: "To become Florida's industry leader in caring for seniors in their retirement by 2020."
With excitement: "I believe that together we can take this company to a place where we are the industry leader in Florida by 2020 - and we'll do it by becoming the first choice for seniors who are looking for a place to retire comfortably."
Emotionless: "To become a truly global fertilizer products business that serves clients on all continents."
With urgency, passion: "We'…

How To Say I'm Sorry

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One of the most difficult words for anyone, leaders included, to say is, "sorry."
Yet, the time will likely come when that's the word you need to say. Research shows that apologizing in a heartfelt way can help you reduce stress and alleviate guilt.
In the position of needing to apologize?  Do this: Apologize immediately. Say you are sorry.Take responsibility for the situation.Acknowledge the offense.Ask forgiveness with a promise that it won't happen again.Offer restitution whenever possible.And, should your apology go unaccepted, most experts say forgive yourself and move on.
Note: Thanks to St. Joseph Medical Center in Kansas City, MO for this sound advice.

How To Be A Stronger Career Mentor And Coach

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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 view and to share additional insi…

How To Be An Active Listener

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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 to 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.

How To Help Your Employees Embrace Change

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Change is inevitable. Change is good.  Help your employees and team learn to embrace change.
Here are some solid insights from Dr. Rodger Dean Duncan's (Liberty, Missouri) book, Change-friendly Leadership -- How to Transform Good Intentions into  Great Performance: The kind of behavior change that results in lasting (sustainable) change must accommodate people's feelings--feelings that involve trust, confidence, passion, and all those other intangible but very real things that make us human.It's often the stress that people resist, not the change itself.Continuity gives us roots; change gives us branches, letting us stretch and grow and reach new heights (Pauline R. Kezer).A transformational leader focuses primarily on initiating and "managing" change.  He/she influences people to improve, to stretch, and to redefine what's possible.It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change (Charles Darw…

Wisdom Versus Integrity

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How To Recruit Your Dream Team

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Hiring Greatness is the book by David E. Perry and Mark J. Haluska, who combined have closed more than 1,800 hiring search projects.
In their book, the authors share their guide for how to attract, recruit and retain star executives.
They advise that it is far more important that a leadership candidate possess specific intangible core attributes, than just decades of industry experience. And, these core attributes go far beyond mere technical skills. For Perry and Haluska, there are 28 core attributes they always look for in a candidate.
Those 28 fit within five pillars of success: CharacterIntellectBusiness IntelligenceLeadershipEmotional IntelligenceThey also recommend that when interviewing a candidate you particularly like that you take a healthy step back to figure out why you feel so strongly about that person. So, that you ensure you are not being biased by the following prejudices: Charm - Outward personality is never an accurate predictor of success in any role.Industry Experience

Six Principles For Creating A Leader's Mindset

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Communication expert Bart Egnal reveals why jargon is so prevalent in the workplace, and why it usually undermines those who use it, in his new book, Leading Through Language.
Step by step, Egnal demonstrates how effective leaders reject fuzzy terminology in favor of the language of leadership. And, by language of leadership, he means using language that clearly and powerfully brings ideas to life for the audience.
The book has two parts. The first part examines why jargon exists and discusses its implications for leaders.The second part teaches how to use language that conveys ideas with energy, clarity, and conviction.
Egnal also explains that before you think about language you need to adopt a leader's mindset using these six principles:
Begin with vision. You must define the vision as a possibility that others can embrace or aspire to fulfill.Yet, it must be concrete enough that people can grasp it as something clear and achievable.Define your own conviction. When you speak from a…

Advisory Leadership

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Flashback to three years ago...because this book is so, so good!
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…

Nine Times When You Should Thank Your Customers

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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 suggestionsWhen they try one of your new products or servicesWhen they recommend you to a friendWhen they are patient...and even when they are not so patientWhen they help you to serve them betterWhen they complain to youWhen they make you smileYou and your team members can say "Thank You": VerballyIn writing (and don't underestimate the power of personal notes via snail mail)With a small, tastefu…

The Things Employees Say Managers Don't Do

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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.

Read Good To Great

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If you haven't read, Good To Greatby Jim Collins, do so.

Near the top of virtually every list you'll see of the best leadership books, you'll find Good To Great.
The book, five years in the making, and published in 2001, addresses the all-important question of: Can a good company become a great company, and if so, how?
Some of the lessons from the book are: "Leadership is equally about creating a climate where the truth is heard and the brutal facts confronted.""Leading from good to great does not mean coming up with the answers and then motivating everyone to follow your messianic vision. It means having the humility to grasp the fact that you do not yet understand enough to have the answers and then to ask the questions that will lead to the best possible insights.""Good-to-great companies use technology as an accelerator of momentum, not a creator of it.""Engage in dialogue and debate."Good-to-great companies are those who have the …