Eric Jacobson On Management And Leadership

You can't lead if your employees, team or followers don't trust you. Building trust takes  energy, effort and constant attention  to how you act. To help build trust, follow these 16 tips , recommended by author Susan H. Shearouse: Be honest Keep commitments and keep your word Avoid surprises Be consistent with your mood Be your best Demonstrate respect Listen Communicate Speak with a positive intent Admit mistakes Be willing to hear feedback Maintain confidences Get to know others Practice empathy Seek input from others Say "thank you"

Insecure managers hog the credit for a job well done. Or, they hide the credit and don't give credit where credit is due. These managers are afraid to let their employees be in the limelight. Secure and successful managers talk up their employees, highlighting the good performance they've done, and are eager to give credit where credit is due. They promote their staff to their supervisor and to others within their organization. Successful managers know that they look good when their employees look good. Giving credit where credit is due is a sign of a manager who is wise and confident. It's a sign of a manager who  demonstrates  good leadership skills. So, when your employees excel, allow them to take the spotlight.

As a leader, if you are not already volunteering, what a great time to start. Make a commitment to yourself to start volunteering before next week starts! And, if you are a workplace leader who supports a volunteer program at your business, you already know that by encouraging employees to give back to your community you are: building teamwork motivating employees attracting new hires In fact, job seekers much prefer companies that have a strong volunteer program. And, a growing number of businesses are rewarding employees who volunteer by giving them extra vacation time and other incentives. Fortunately, throughout the U.S. there are hundreds of volunteer opportunities where employees can contribute individually, or where leaders can organize teams of employees to volunteer together on a routine and scheduled basis. To find organizations in need of volunteers, go to  Volunteer Match  and type in your zip code. You'll be presented a list of nearby volunteer ...

To help you bring out the best in your team, you need to get close and understand their skills, abilities, and motivations. So, the authors of the book,  Your First Leadership Job , recommend you hold  getting-to-know-you conversations  with each of your direct reports. Ask these  open-ended questions . Let each team member know the purpose of the meeting in advance. And, don't cheat by adding in work-specific questions. What do you enjoy doing most as part of your work? Why? What do you miss most about the jobs you've had in the past? Why? What things about your current job do you enjoy the least? Why? How do you cope with or relieve stress? To help you do your job, what could I change about: Your work environment? The content of your work? How you get your work done? What form of recognition do you prefer or not prefer?

With 2020 fast approaching, it's time to identify your New Year's Resolutions for next year. To get you started, how about selecting one or more of these 70 New Year's resolutions for leaders? Perhaps write down five to ten and then between now and January 1, think about which couple you want to work on during 2020. Don't micromanage Don't be a bottleneck Focus on outcomes, not minutiae Build trust with your colleagues before a crisis comes Assess your company's strengths and weaknesses at all times Conduct annual risk reviews Be courageous, quick and fair Talk more about values more than rules Reward how a performance is achieved and not only the performance Constantly challenge your team to do better Celebrate your employees' successes, not your own Err on the side of taking action Communicate clearly and often Be visible Eliminate the cause of a mistake View every problem as an opportunity to grow Summarize group consensus after...

Author  Harvey MacKay  wrote the following spot-on advice years ago in a column in the  Kansas City Business Journal .  He wisely points out that all employees at every level should  never  use these four words in front of a client/customer for both obvious and perhaps not so obvious reasons: Can't --  As in, "We can't do that."  "We can't meet that deadline."  Unless you honestly cannot produce and then be honest and help them find another vendor. Busy  -- As in, "I'll call you when I'm not so busy."  "I'm really busy right now." The word "busy" gives your customer the impression they are a low priority. Safe  -- As in, "Let's play it safe."  Customers typically want to engage in calculated risks versus playing it safe. Fear  -- As in, "I fear that we may be moving too fast."  That tells your customer you haven't done your homework. MacKay writes, "Common sense, thorough ...

One of the reasons you want to  interview people in three different places  is that candidates will usually be at their very best in the first interview (likely  in your office ). After that, if they are pretending, the veneer will come off in subsequent meetings in out-of-the office locations. Also, because most employees can only be successful in their jobs in different locations as well, it makes sense to witness your candidates in different settings. So, consider interviewing the candidate  over a lunch  at a nearby restaurant. And, finally, consider interviewing them  in a group setting  where you invite a variety of your employees to be part of the group. If you do this, be sure to let each employee voice their "vote" regarding the candidate after the meeting. There are lots more great tips like this one in Thompson's and Tracy's book,  Now...Build a Great Business!

Despite the temptation to hire someone like yourself, hire someone to complement your skills --not to duplicate your skills. Managers often find it easier, more comfortable, or less threatening to hire someone with similar skills and work habits. But, to build a well-balanced team and to achieve maximum success, you need to have employees who can fill in your weaker areas. So, if you are a great idea person, but a poor communicator, hire someone with strong communications skills.  Similarly , if your team  excels  in sales but lacks  organization , add an employee who leads in organization skills. This may all seem like common sense. And you obviously need to hire someone to meet certain/minimum skill sets and who will be a good overall fit. However, do what you can to avoid the trap or temptation to hire someone just like you.

Julian Birkinshaw  shares the  three drivers of discretionary effort  (motivation) from employees in his book,  Becoming a Better Boss : Material drivers , including salary, bonuses, promotion, and prizes Social drivers , including recognition for achievement, status, and having good colleagues Personal drivers , including freedom to act, the opportunity to build expertise, and working for a worthwhile cause Take a moment now to reflect on where your business excels and where it falls short.

Each year, after reading and reviewing dozens of new leadership books, I select my pick for the year's best new leadership book . For 2019, that book is Paul Smith's, The 10 Stories Great Leaders Tell , released this past summer. I selected this book as best for its innovative format, timely and pertinent content, and how easy it is to put what Paul teaches to immediate use as a leader. All of Paul Smith’s three books on storytelling are must-reads for business leaders, salespeople and parents. And, The 10 Stories Great Leaders Tell , is yet another required read for leaders – managers, CEOs and team leaders. “ Every great leader is a great storyteller. And, the first and most important part of being a great storyteller is knowing what stories to tell ,” explains Paul. In fact, “ What stories you tell is more important than how you tell them ,” he adds. Part of an innovative book format from  IgniteReads , Paul’s new book features a bold design and expertly guid...

These quotes truly inspire me and hopefully they will inspire you as well : “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 ...

On December 31, the new book, Decisions , hits the market. As seen on Public Television, the book 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 ...

When you want to improve your competence and how others view your competence, the book,  Convinced: How To Prove Your Competence And Win People Over , by Jack Nasher, is your go-to resource. With the advice in the book you will be able to exhibit your abilities in front of customers, colleagues, and superiors – whether in meetings, presentations, or crucial conversations. Chapter 1 shows you why competence is the most important single factor for your professional success, according to Nasher. Chapter 3 shows you how to present good and bad news in the way that is most beneficial to you. Chapter 5 synthesizes research on the role of speech in projecting an image of expertise and provides tips for speaking like an expert. Chapter 6 emphasizes the importance of body language that demonstrate competence. My favorite verbal communication tips for displaying competence that Nasher shares in his book are:   Speak a little faster than usual, but clearl...

Earlier this year brought Jim Collin’s monograph to his iconic bestseller,  Good to Great  book. Titled,  Turning the Flywheel , Collins explains why some companies build momentum and some don’t. Eighteen years after writing  Good to Great , Collins delves deep into the flywheel approach and how successful flywheels grow through four key stages – Through: Disciplined People Disciplined Thought Disciplined Action Building to Last “One you get your flywheel right, you want to renew and extend that flywheel for years to decades – decision upon decision, action upon action, turn by turn – each loop adding to the cumulative effect,” explains Collins. One good flywheel example is Amazon’s, discovered in 2001: lower prices led to more customer visits, which increased sales volume, which attracted more third-party sellers, which boosted efficiency . “Look closely at any truly sustained great enterprise and you’ll likely find a flywheel at work, thoug...

Inspiring, humbling, motivating and instructional is how I describe the leadership book by  Ron Williams , called,  Learning To Lead: The Journey To Leading Yourself, Leading Others, And, Leading An Organization . Williams tells his career journey from washing cars to reviving one of the nation’s largest health insurers, where as the former CEO he transformed Aetna from a $292 million operating loss into $2 billion in annual earnings. Throughout the book, Williams provides detailed perspectives, tips, tools and practical advice to overcome the most typical challenges people encounter during the course of a career. He reminds us that introverts can be successful leaders, you don’t need to always know exactly where you’re going when you start, and a degree in business is not necessarily a requirement for success. By learning Williams’s approach to leadership, readers will discover how to: Manage or adjust their career quest Avoid professional pitfalls, wro...

Be sure to check out the book,  The Decision Makeoever , by  Mike Whitaker . It's a fascinating look at decision making and the importance of  decision size and timing . As you read the book, you'll gain a better understanding of: The power of decisions Why we make bad decisions How to deal with bad decisions How to deal with regret How to take control of decision making How goals and decisions can help each other Perhaps the most significant part of the book is the author's perspective on goals. " Knowing your goals is the key to making good decisions ," says Whitaker. "Because goals and decision-making are so intimately intertwined." Therefore, he advises that you: Keep a few key goals close : Choice five prime goals and stay focused on them. Decide which goal is top priority and always give it favorable treatment  when making decisions. Know that when a decision overlaps a prime goal, it becomes a prime decision . And, prime de...

From the book,  Mastering the Challenges of Leading Change , comes this useful checklist from author H. James Dallas for how to  identify and develop emerging talent  in your company/organization. Dallas recommends that each question should be graded on a scale of 1 to 3, with 3 being the best. Use the questions and the scoring for you and your employee to work together toward the highest ratings across the board. Has the person demonstrated a "getting lost with confidence" mind-set? Does the person communicate with authenticity? Has the person created a strong personal brand that is recognized by colleagues of all levels? Does the person know his or her blind spots and have people watching to prevent him or her from crashing? Is the person getting exposure to executive management? Does the person seek out and seriously consider advice? Is the person building an inclusive team and sponsoring others? Is the person proactive in finding opportunities to initiat...

Today's leadership thought comes from the new book,  Trap Tales , by  David M. R. Covey  and  Stephan M. Mardyks . " Rejoice and celebrate in the effort, the journey, and the process as much as in the end result. Mistakes are instructive. Learn from them instead of hiding them. "

Here are some great insights about  leading versus managing  from  Bob Kulhan  and his book,  Getting To Yes And . He says, "Leading is not managing. Managing is not leading." "Managing is taking care of logistical and practical details. Every team-related task needs to be managed to some extent, and the quality of managing can fall anywhere on a spectrum that runs from well-oiled machine to gear-grinding nightmare." "The real problem arises when anyone confuses the managing of job-specific details with actual leadership. One does not need to be a visionary to qualify as a leader, but leadership does imply vision from a position of oversight." "Managing is a part of leading, and a great leader can and should be an excellent manager. While a good manager needs to effectively communicate data and details, a good leader communicates on a broader, higher level. A leader drives for results, leads by example, and develops talent." Finally,...

Today's leadership thought comes from the new book,  Trap Tales , by  David M. R. Covey  and  Stephan M. Mardyks . "True happiness does not come from possessions. It comes from  serving others and making meaningful contributions that benefit other people long after we are gone . It is prioritizing experiences over possessions."

There is lots of good advice in  Bob Kulhan 's book,  Getting To Yes And , One of my favorites is his tips for  making a presentation . Kulhan recommends you follow these  five tips : Warm Up . It's not enough to review your notecards and double-check your PowerPoint. Give yourself time to get your body and mind ready for peak performance. Relax . You've done all the prep work and you know what you're talking about, so give yourself permission to adapt to changes in your presentation as they occur. Adapt . You cannot plan for every question, and no matter how much you prepare there will always be uncontrollable surprises that pop up and potentially undermine your presentation. Don't try to control them. Try to adapt to them. Focus on Engaging . Put your energy into making sure that you are communicating your points clearly and effectively. You are not talking to a group; you are talking to individuals within the group. Be Yourself . You are not bound by s...

I really appreciate author  Valerie M. Grubb 's broader than typical definition of  work ethic for leaders , as she details it in her book,  Clash of the Generations . Here is what she says defines  work ethic for leaders : Honest . Be truthful in your dealings with employees, vendors, customers, and anyone else with whom you come in contact on behalf of the company. Full of Integrity . Maintain high-quality standards despite schedule pressures. Demonstrate and uphold values and principles that create a climate of trust. Law-abiding . Act within the statutes of the law and the company's rules and regulations. Trustworthy . Speak the truth even when no one else does. Be candid and forthcoming. Give credit freely for others' accomplishments. Stand by your commitments and own up to your mistakes.  Fair . Be fair and just in dealings with employees. Value and support diversity and inclusion across the board. Respectful of others . Display grace under pre...

According to a 2015 Microsoft study, the average attention span for us ever-scattered humans is now shorter that a goldfish's;  eight seconds . So, how do you stand out? How do you communicate effectively? How do you not waste time? Paul Hellman  answers these questions and gives you 100 fast and actionable tactics to make your eights seconds meaningful. It's all in his new book,  You've Got 00:00:08 Seconds . He teaches you three key ingredients: Focus : How to say less with more meaning. Variety : How to stand out as  slightly  different. Presence . How to be notable and boost your reputation. Paul Hellman His tactics will serve you well in all these types of situations : Making presentations Interviewing Emailing Networking Storytelling Leaving voice mail Here are some of my favorite takeaways from Hellman's book: In one-to-one conversations , talk less than the other person. Ask at least one thought-provoking question per conv...