Showing posts from October, 2019

How To Identify Emerging Talent

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 initiate and lead change?

The Art Of Change Leadership

The Art of Change Leadershipdemystifies 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 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 Leader does the following: Provides a project …

11 Ground Rules For Meeting Behaviors

While recently reading C. Elliott Haverlack's book, Unbundle It, I found his 11 ground rules for meeting behaviors to be particularly helpful:
Arrive on time.Be respectful of other attendees.No phones or computers if at all possible.No leaving the meeting or getting up to walk around until scheduled breaks.No eating unless during working meal meetings (consuming beverages as appropriate is acceptable).No side conversations.Good posture.Listen intently (even if you don't want to).Ask questions at the appropriate time.No filibustering.Take notes.

Seven Elements For Telling A Good Story

According to Kristi Hedges, author of the book, The Power of Presence, a good story includes these seven elements:
Has a clear moral or purposeHas a personal connection to the storyteller and/or the audienceIncludes common reference points the audience can understandInvolves detailed characters and imageryReveals conflict, vulnerability, or achievement others can relate toHas pacing (a beginning, ending, and a segue back to the topic)Serves to strategically underscore your intention (it's not randomly told)

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 order for evaluating the…

10 Ways To Be A Better Listener

Being a good listener is absolutely essential to being an effective leader.

When you really listen, you:
Remember names and facts correctly.Hear "between the lines."Show respect.Learn more about what's going on within your workplace.Here are 10 tips on how to be a better listener:
Look at the person who's speaking to you. Maintain eye contact.Watch for non-verbal clues, body language, gestures and facial expressions.Eliminate all distractions. Don't multi-task.Ask questions that let the other person know you have heard them, and that you want to learn more.Don't interrupt.Don't finish the other person's sentences.Avoid using words, such as "no," "but," and "however," when you respond.Don't prejudge.Display a friendly, open attitude and body language.Ask questions to clarify what you heard.

How To Discover Your True North

In his book, True North, Bill George shows you how to discover your true north - your internal compass that guides you successfully through life. "Only when you discover your true north can you unlock your full potential as a leader and human being," explains George.

In the book, published a couple weeks ago, George shares with you how to:
Cultivate self-awarenessDefine your valuesFind the "sweet spots": of your motivated capabilitiesBuild your support team and lead an integrated lifeMake the journey from "I' to "We" as an empowering leaderBecome a global leader

Bill George
George shares profiles and stories from more than 100 leaders who in their own words explain how they discovered their true north. 
He also explains the characteristics differences needed to be a leader in the Twenty-First Century versus the Twentieth-Century. Today's leaders, he says need to be: Purpose-drive versus charismaticGlobally focused versus U. S.-centricThinking l…

How To Put People First In Your Workplace

According to a survey as reported in John Baldoni’s book, Lead with Purpose, more than 80 percent of those surveyed say that leaders can best demonstrate that they truly do put people first by:
Delivering intrinsic awards (comp time, bonuses, etc.) Offering developmental opportunities Providing timely recognition Promoting from within

How To Be Humble Leader

From John Blakey's book, The Trusted Executive, here are these four tips from Jim Collins for how to be a humble leader:
Demonstrate a compelling modesty, shunning public adulation and never be boastful.Act with quiet, calm determination and motivate others through inspired standards, not inspiring charisma.Channel ambition into the company, not the self, and set up successors for even more greatness in the next generation.Look in the mirror, not out of the window, when apportioning responsibility for poor performance.

Embrace Change To Grow

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 book, Change-friendly Leadership -- How to Transform Good Intentions into  Great Performance: The kind of behavior 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 Darwin).Nobody can go back and …

High Performing Teams Have These 10 Characteristics

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…

One Minute Mentoring

Fortunately, I've benefited from having great mentors throughout my career. And, I've have the honor and good fortune to be a mentor, both formally and informally, for various individuals the past few decades.

Mentoring is powerful. Both being a mentor. And, being mentored. That's why I became an instant fan of the book, One Minute Mentoring: How to Find and Work With a Mentor -- and Why You'll Benefit from Being One.

The book presents a fictional parable about the power of finding, or being, a mentor. In what is about a one- to two-hour read, you'll gain knowledge and easy-to-use tools for how to find and leverage mentoring relationships.

Ken Blanchard
You'll also learn why developing effective communication and relationships across generations through mentoring can be a tremendous opportunity for companies and individuals alike.

Bestselling author, Ken Blanchard, Ph.D. teamed up with Claire Diaz-Ortiz to write One Minute Mentoring. Blanchard coauthored the le…

The Better Way For Discussing Performance With An Employee

Here is some great advice about the emerging practices for performance and development dialogue with an employee from the new book, Reinventing TheOrganization.
Authors Arthur Yeung and Dave Ulrich recommend your conversations switch from:  Having a conversation about performance at one point in time TO having performance conversations in real time (ongoing).Focusing on ability TO focusing on effort to help create a growth mindset in the employee. Praise efforts as well as results.Looking back TO looking forward to see opportunity and to create learning.Emphasizing what is wrong TO focusing on what is right (keep a five-to-one positive-to-negative ratio).Focusing on actions TO focusing on the sustainability of actions.Talking about what has happened and what should happen TO listening and engaging in affirmative conversation about what could happen next.  To learn more ways your company can deliver radically greater value in today’s fast changing marketplace, read Reinventing The Orga…

Five Leadership Books To Read This Fall

Stumped for what business books to add to your fall reading list?  Here are five must-read books for leaders well worth adding to your list:
Lead With A Story -- A Guide To Crafting Business Narratives That Captivate, Convince, and Inspire.  Author Paul Smith explains why storytelling has emerged as a vital skill for every leader and manager.  In the book, you'll find over 100 ready-made stories you can use as templates to tell your stories.  Stories are so powerful because they are simple, timeless, demographic-proof, contagious, easy to remember and inspiring.  Most important, they put the listener in a mental learning mode.What's The Future Of Business? (WTF?) -- Changing The Way Businesses Create Experiences.  This book, by Brian Solis, details the incredible transformation happening in business today, driven by new social and mobile technologies.  And, he explains how experience design helps your business and how you can harness its power for business growth.  This book i…

Size And Stability Are Trumped By Quickness And Agility

“The bottom line is that in today’s world, your organization must respond to change and adopt new ways of doing things, even if you fail in the short term so that you can learn and grow,” explain the authors of the new book, Reinventing the Organization.

“Size and stability are trumped by quickness and agility,” add authors Arthur Yeung and Dave Ulrich. And, “the most dangerous place to be today and going forward is to believe yourself to be utterly competent and confident in a business you do not recognize as outdated.”

Arthur Yeung
Dave Ulrich
The book will teach you that reinvented organizations not only examine what goes on inside their organization, but also look to what is outside: their networks, their partners, and the marketplace they want to dominate. Reinventing is hard work, though, because it is much easier to start a new organization than it is to reinvent a legacy organization.
Yeung and Ulrich recommend leaders ask themselves the following questions when embarking on re…

How To Coach With Compassion For Lifelong Learning

“Helping others is a good thing, but even the most well-intentioned attempts can be undermined by a simple truth: We almost always focus on “fixing” people – correcting problems or filling the gaps between where they are and where we think they should be. Unfortunately, this doesn’t inspire sustained learning or positive change. Even when people do respond, they often do so out of obligation rather than motivation,” explain the authors of the new book, Helping People Change: Coaching With Compassion For Lifelong Learning AndGrowth.
The authors, Richard Boyatzis, Melvin Smith and Ellen Van Oosten, teach that the most effective way to help people learn and change is to connect to a positive vision of themselves, or to an inspiring dream they’ve long held. Having a personal vision is one of the most powerful ways to engage neurologically and emotionally. Plus, great coaches know that people draw energy from their visions and dreams, and that same energy sustains their efforts to change, …

10 Most Common Sales Manager Mistakes

You'll find the following list of the ten most common mistakes made by sales managers toward the very end of Kevin Davis' book, Slow Down, Sell Faster!, about how to sync your sales approach with your customer's buying process:
Failing to shift from "super salesperson" mode to managerial mindset.Fighting fires continually.Leaving your staff to sink or swim on their own.Ignoring the importance of performance standards/getting blind-sided by poor performance.Failing to leverage the strengths and resources of your team's top producers.Spending too much time working with the bottom 20 percent.Allowing senior salespeople to get stuck in an unmotivated rut.Being inconsistent in your recruiting and hiring process.Assuming your sales reps will figure things out the same way you did.Hanging on to low-producing salespeople for far too long. The chapter on coaching for sales success is well worth the price of the book by itself, but fortunately, the rest of the 250-page…