Eric Jacobson On Management And Leadership

Exit Rich, The 6 P Method To Sell Your Business For High Profit is the new book   by  Michelle Seiler Tucker  and  Sharon Lechter .  Read this invaluable book if you are an entrepreneur or business owner preparing to sell your business.  Read this book even if you don’t plan to sell your business but want to learn how to operate at peak performance.  You’ll find  answers to your critical questions and issues , including:  When and how do I plan my exit strategy? What’s the best time to sell my business? What are the key factors in valuating businesses? How do I maximize the profits of my business? How can I optimize my customer and client base? How do I create an emotional connection between a buyer and my business? What are the mistakes that sellers make, and how can I avoid them?  Tucker and Lechter explain that buyers will pay top dollar for  businesses that operate on the 6 Ps :  People  – leadership, team, relationships Product  - deliverable Process  – business systems, communic

Here is some great advice from the book,  Anticipate, the Art of Leading by Looking Ahead ,  by  Rob-Jan De Jong . Use these 13 energizing verbs more often when communicating: Discover  (instead of See) Explore  (instead of Discuss) Radiate  (instead of Display) Uncover  (instead of Show) Transform  (instead of Change) Engage  (instead of Involve) Mobilize  (instead of Gather) Stretch  (instead of Develop) Boost  (instead of Increase) Propel  (instead of Move) Deliver  (instead of Give) Grasp  (instead of Understand) Connect  (instead of Join)

" Perceptive listening requires you to be totally focused, completely mindful, and perceptive of the conversation -- about what is spoken and what remains unspoken," explains  John Jantsch , author of the book,  Duct Tape Selling . He adds, "Perceptive listening reveals things that a distracted or even mostly active conversation can't reveal." To be a  perceptive listener , ensure you hear and interpret the words as they're said, and also consider what the person isn't saying. What they might really be thinking, and how they are acting as they speak.

  These  eight decision-making tactics  from  David Lahey ’s book,  Predicting Success , are helpful to me and hopefully useful to you as well: Deep breathing , to clear your mind. Researching , to feel confident that you have all the information in front of you. Listing your options , in either verbal or written form, to keep the whole picture front of mind. Following through on the possible outcomes , complete with likely predictions and acknowledgement of whether they’re negative or positive (or design yourself a decision tree, that lays out every possible consequence visually). Testing your intuition , by imagining a committed decision and then gauging the corresponding feeling it inspires in your gut. Taking the time you need , so long as it doesn’t become an overly indulgent distraction. Evaluating your decision , an after-the-fact exercise that engages a conscious inventory of the lessons learned. Coming to terms with your pick , always cognizant of the reality that no decision

  Author  Melissa Greenwell  interviewed many top business executives while doing research for her book,  Money on the Table . When she asked them to list characteristics of their best leaders, those who work well as a team,  collaborative  was almost always first and foremost. The full list is: Collaborative Good listener Asks thorough questions and seeks new information or is curious and innovative Risk taker Sense of urgency or takes action Subject matter experts Not afraid to challenge Participatory Intuitive Wants or seeks feedback Empathetic Respectful

Prepare to be inspired and then to work hard as you read  Bo Eason ’s book on how to be the best in the world at what you do. The book is called,  There’s No Plan B For Your A-Game . Former NFL All-Pro and now one of the most in-demand motivational speakers and trainers, Eason provides you the four-step, real-world, game plan to help you reach your goals (declarations) and to play your A-game. Packed with uplifting personal stories, action steps and writing exercises, you’ll learn how to be accountable for developing your character, integrity, and commitment to reaching your goals. Plus, you’ll learn: Why obstacles are a good thing. The value of a “Never Do Again” list. How to leave behind those who don’t help you move forward. Why writing your success story in reverse is the best approach.  Bo Eason Recently, Eason shares the following great advice: Question: How can a person stay focused and not let distractions take her/him off course? Eason : When you hear people say, “We live in t

The book,  Step Up , shows readers how to step up to the plate during  six critical leadership moments . Readers learn how to: Use anger intelligently in the workplace. Recognize and deal with terminal politeness. Make decisions when no one else is making them. Take ownership when others are externalizing a problem. Identify and leverage pessimism. Inspire others to take action. And, before you start to read the book, you can take (via a QR code in the book) a  fifteen-minute online Step Up Leadership Assessment , which will give you instant feedback on your  leadership readiness  and point you to the most relevant chapters in the book. The book's two authors awhile back shared these insights with me: A Conversation with Henry Evans and Colm Foster, authors of  Step Up What is a “leadership moment”? These are moments when leadership is required in order to see a problem solved, opportunity seized, momentum changed, relationship(s) built, or when the intelligent expression of emotio

  In his highly authentic, sincere and personal new book, Balancing Act , author Dr. Andrew Temte, CFA , shares candid insights and timely lessons about the balance needed to succeed as a leader. “I wrote this book in the hope that others will learn from my triumphs and failures. Those who can recover more rapidly from periods of imbalance will have an advantage over those cannot,” says Temte. He firmly believes that leaders who strive toward balance can more readily identify and curtail organizational entropy, facilitate a culture of trust, and foster diverse organizations and cultures that inspire everyone to bring their “whole sell” to work . “Success without balance is often more disastrous than failure with balance,” explains Temte. “When the unbalanced achieve victory, it often serves to further destructive habits. When the balanced suffer defeat, resilience and perseverance grow.” Tempte further explains that leaders today often struggle for balance between : Strength

One of my favorite books about leadership is  The Leadership Test  by Timothy R. Clark . You can read it in an hour and its message will guide you through your entire career. Here are some important points from the book that are particularly powerful: Leadership is the process of influencing volunteers to accomplish good things. The spectrum of influence ranges from manipulation to persuasion to coercion. Only persuasion is leadership.  Manipulation exploits.  Coercion controls.  Neither manipulation nor coercion can produce lasting results or consistent good results. Leadership is based on the influence-through-persuasion at the front end, combined with accountability at the back end. Clark further points out that: Leaders qualify themselves based on the manner of their influence and the nature of their intent. If you haven't read this gem of a book, pick up a copy today.

  In their book,  Rapid Realignment , authors George Labovitz and Victor Rosansky , reveal the most common responses from  thousands of managers and workers  when they were asked to think of the best boss they ever had, and then answer the question: " What did that person do to qualify as your best boss ?" And,  those most common responses were : My best boss listened! My best boss backed me up. My best boss trusted me and respected me. My best boss gave me feedback. My best boss left me alone. What else would you add to this list?

According to  Bob Rosen , author of the book,  Grounded: How Leaders Stay Rooted In An Uncertain World , there are  six universal desires  about what employees want from work, regardless of their age:  A sense of purpose and meaning. Belief that they are making a contribution. An opportunity to use their skills and talents. An opportunity to learn and grow. A significant amount of autonomy. Respect. 

Fortunately, most of my career I’ve worked in effective company/corporate cultures. If I put together the best of each, here is what made those environments effective: Leaders led by example on a consistent basis  and were willing to roll up their sleeves, particularly during tight deadlines or challenging times. Employees clearly understood how what they did made a difference  and how their contributions made the organization more profitable and/or more effective. The workforce included a blend of  long-term  employees  with a rich company, product/service and customer history; employees who had been at the company for five to seven years; and then new hires with a fresh perspective and keen sense of new technologies and techniques. That blend worked best when the mix included virtually all A-players. Top managers had a clear, realistic and strategic vision  for how the company would grow and compete in the marketplace. Employees were challenged and rewarded  through growth opportunit