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Showing posts from May, 2019

8 Steps To High Performance

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“Higher performance comes from doing many things well—but some of those things are not in your power to change,” says author Marc Effron. Therefore, he recommends in his book, 8 Steps to High Performance, that you focus on what you can change and ignore the rest. Effron reveals in his book the eight key factors you do control and provides practical advice for improving yourself on each one. “A high performer is someone who consistently delivers better results and behaviors, on an absolute and relative basis, than 75 percent of their peers,” explains Effron. Key words in the previous sentence are “consistently” and “relative,” where relative means that your performance must be better than others’, not just better than the goal. You’ll want to read the book to fully learn the eight steps, however in short, they are:
1.Set big goals
2.Behave to perform.
3.Grow yourself faster.
4.Connect.
5.Maximize your fit.
6.Fake it (this is a particularly interesting step and chapter in the book)
7.Commit your …

Inspiring Leadership Quotes

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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 learn anything by being told, they have to…

How To Be A Leader Who Gets Things Done

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If you want to be a leader who can get things done, be sure you:
Engender trust.Instill confidence.Earn respect.

How To Hire Top Talent In An Instant

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The following statements from author Scott Wintrip convinced me to read his book, High Velocity Hiring: How To Hire Top Talent In An Instant:
"Hiring is broken. There's a new way to hire that's faster, efficient, and effective. Instead of waiting for the right person to show up, the new way to hire is to wait for the right job to show up. Instead of waiting until a seat is empty to search for talent, the new way of hiring starts the talent search before that job opens."
Wintrip explains how companies across the globe have applied the principles of the on-demand economy to hiring. And, perhaps counter-intuitively, he demonstrates how hiring faster creates better employees and improved working relationships.
The book takes you through a five-step process: Create Hire-Right ProfilesImprove Candidate GravityMaximize Hiring StylesConduct Experiential InterviewsMaintain a Talent InventoryMost interesting to me is Wintrip's Talent Inventory concept -- creating a pool or ros…

How To Be An Optimist

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Every leader experiences periods of ups and downs. Hopefully, more up periods.

If you struggle with too many down periods, it might be because you have perfectionist tendencies.

Transform yourself into an optimist by:
Viewing failure as an opportunity to learn and understand that failure is part of a fulfilling life.Making room for pain. Don't deny yourself permission to feel painful emotions.Setting standards that are attainable because they are grounded in reality. Don't set goals and standards that are essentially impossible to meet. You can learn more about being an optimist by reading the book, The Pursuit Of The Perfect: How To Stop Chasing Perfection And Start Living A Richer, Happier Life, by Tal Ben-Shahar

How To Be A Manager With Class

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AMACOM's (of the American Management Association) sixth edition of the best-selling book, The First-Time Manager -- originally published in 1981 is a must-read for new managers and leaders in business.
One of my favorite sections of the book is the one about class in a manager: Class is treating people with dignity.Class does not have to be the center of attention.Class does not lose its cool.Class does not rationalize mistakes.Class is good manners.Class means loyalty to one's staff.Class recognizes the best way to build oneself is to first build others.Class leads by example.Class does not take action when angry.Class is authentic and works hard at making actions consistent with words.

Allow Employees To Learn From Their Mistakes

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Mistakes happen. The best thing you can do as a manager and leader is to help your employee learn from his (or her) mistake.

If your employee is afraid of ever making a mistake, he will be paralyzed from taking action or taking even calculated risks. If he knows that mistakes happen in the course of doing business and that one learns from making mistakes, you will have a more productive employee.

Most important, be sure your employee knows that if he makes a mistake, he should let you know as soon as possible.

As soon as he does, quickly rectify the situation.

Then, discuss with him how the mistake happened. Find out what he did or didn't do. Ask him what he thinks he can do in the future to avoid the mistake from happening again. Chances are he has already figured this out. If not, teach him what he needs to do differently to avoid the mistake from reoccurring.

Finally, you may discover that the mistake happened because policies, procedures or your assignment instructions were confusi…

70 Ways To Be A Better Leader

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Back by popular demand...
The 70 tips below make for a good list for learning how to become a better leader when you don't have a lot of time to read books about leadership.
And, if you've been a leader for a long time, how about taking a few minutes to run through the list and scoring yourself on how well you carry out each leadership skill?
1. Don't micromanage 2. Don't be a bottleneck 3. Focus on outcomes, not minutiae 4. Build trust with your colleagues before a crisis comes 5. Assess your company's strengths and weaknesses at all times 6. Conduct annual risk reviews 7. Be courageous, quick and fair 8. Talk more about values more than rules 9. Reward how a performance is achieved and not only the performance 10. Constantly challenge your team to do better 11. Celebrate your employees' successes, not your own 12. Err on the side of taking action 13. Communicate clearly and often 14. Be visible 15. Eliminate the cause of a mistake 16. View every problem as an opportunity to gr…

How To Be A Modern Day Legacy Builder

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Legacy in the Making is the fascinating book where authors Mark Miller and Lucas Conley provide readers a toolkit for how to be a modern day legacy builder for your company/brand.
The toolkit provides the roadmap for leaders who can harness the power of long-term thinking in a short-term world; the skill needed to create a modern day legacy.
The fascinating part of the book is the stories from the authors’ exclusive interviews with modern legacy thinkers who are transforming business as we know it – stories from The Honest CompanyGrey GooseTaylor GuitarsGirls Who Code, and the San Diego Zoo.
“These are the legacy builders that are out-performing rivals, attracting and keeping the best talent, and changing the way others engage with their work and think about their own legacies in the making,” explain the authors.
Modern day legacy building is a new kind of legacy creation that simultaneously encompasses what was and what will be. Modern day legacy building leaders bridge the past, t…

13 Life Factors That Fuel Your Everyday Success

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Jack H. Llewellyn, PhD is a sports psychology consultant who has helped a major league baseball pitcher become a Cy Young Award winner, A NASCAR driver go from number six overall to number one and with the Winston Cup Series Championship, and countless leaders at Fortune 500 companies. Now, he’s written the book, Commonsense Leadership: No-Nonsense Rules for Improving Your MentalGame and Increasing Your Team’s Performance.
This is an excellent book for leaders at any stage in their leadership career. It’s a results-driven guidebook that teaches you how to recover quickly from adversity, thrive on stress, preform on the emotional edge, and create a motivating environment (instead of trying to motivate people).
My favorite chapter is the one titled, Winning versus Surviving. In it, Llewellyn outlines the life factors that can fuel your everyday success. Some of those factors include:
No. 1 – Winners expect to win every day. Your plan as a leader should be based on what you expect to gain i…

Use TIPS When Giving Feedback

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Eric Harvey and Al Lucia wrote a booklet called, 144 Ways To Walk The Talk. They provide the following great advice about giving feedback:
1. Make it Timely -- give your feedback as soon as possible to the performance.
2. Make it Individualized -- tailor your feedback to the feedback receiver.
3. Make it Productive -- focus your feedback on the performance and not the performer.
4. Make is Specific -- pinpoint for the receiver observable actions and behaviors.

High Performing Teams Have These 10 Characteristics

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According to Ron Ricci and Carl Wiese, authors of the book, The Collaboration Imperative, high-performing teams have the following characteristics: People have solid and deep trust in each other and in the team's purpose--they feel free to express feelings and ideas.Everybody is working toward the same goals.Team members are clear on how to work together and how to accomplish tasks.Everyone understands both team and individual performance goals and knows what is expected.Team members actively diffuse tension and friction in a relaxed and informal atmosphere.The team engages in extensive discussion, and everyone gets a chance to contribute--even the introverts.Disagreement is viewed as a good thing and conflicts are managed.  Criticism is constructive and is oriented toward problem solving and removing obstacles.The team makes decisions when there is natural agreement--in the cases where agreement is elusive, a decision is made by the team lead or executive sponsor, after which litt…

Transforming Prospects Into Donors For Your Nonprofit

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If you serve on a nonprofit Board, are the executive director for a nonprofit, or are responsible for raising funds for your nonprofit, The Nonprofit Fundraising Solution, book by Laurence A. Pagnoni is a must-read for you.
Pagnoni bridges the gap between theory and practical methods and shows you (often via real-life case studies) how to: increase your access to wealthy donorsraise your community profilestretch giftsoperate major campaignsavoid revenue plateauscreate a fundraising culture within your organizationtake specific actions if your Board's core strength isn't fundraisingconduct challenge gift campaignsintegrate social media into your existing fundraising methodscreate a planned giving programWhen it comes to transforming prospects into donors, Pagnoni suggests you follow these basic five steps: Get to know your prospectGet your prospect involvedAsk for a small gift of financial supportAsk them to open their network of contactsAsk for a major giftAnd, during those conve…

How To Be A Good Coach

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Former Verizon Wireless CEO, Denny F. Strigl offers these tips for how to be a good coach to an employee. He explains that good coaches help performers by: Keeping them focused.Giving them objective, helpful feedback.Acting as a sounding board for new approaches.Identifying blind spots that may be holding the performer back.Reinforcing key values, principles, and behaviors that improve performance.Recognizing positive behavior and performance.Providing encouragement after setbacks and failuresSetting "stretch" goals.Acting as an accountability partner.Strigl believes that some managers fail in their coaching roles because they: View coaching as babysitting.See coaching as only correcting performance.Don't spend enough time with their employees.Are reluctant to criticize.Have social relationships with their employees.Have a "sink-or-swim" philosophy.Believe coaching is not helpful or meaningful."Coaching may actually save time by preventing extensive retraini…

Listen Up Or Lose Out

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Although people generally spend about 50 percent more time listening than speaking, the average listener misses more than he or she takes in – about two-thirds of any spoken message. That’s the unnerving findings of Robert Bolton, PH. D. and Dorothy Grover Bolton, ED.M., authors of the book, Listen Up or Lose Out
“Listening is not only the skill that lets you into the other person’s world; it is also the single most powerful move you can make to keep the conversation constructive” – Douglas StoneBruce Patton and Sheila Heen
Equally important, listening well has been found to distinguish the best managers, teachers, and leaders, according to Daniel Goleman, author of, Social Intelligence: The New Science of Human Relationships.
Presented within 22 chapters within five parts, the Bolton’s book teaches you: Why you should improve your listening The do’s and don’ts of great listeningHow to properly reflect content you’ve heardReading and reflecting other people’s feelingsListen Up or Los…