Eric Jacobson On Management And Leadership

Paul Smith , author of the best-seller book,   Lead With A Story , is a true believer in telling stories.       “ Today, many of the most successful organizations on the planet intentionally use storytelling as a key leadership tool ,” explains Smith.      Several companies, such as  Kimberly-Clark , actively teach storytelling skills to their leaders.  And, some forward-thinking business schools such as  Notre Dame  and  De Paul University  have even  added storytelling courses to their management curriculum .   “As a leader or a manger, if you’re not using storytelling as a method to  rally your troops and convince others of your ideas , you’re missing out on one of the most powerful tools you have at your disposal,” says Smith.   Lead With A Story  explains why storytelling is so powerful and why it's back in favor within the business world.  The book ...

While recently reading C. Elliott Haverlack's new 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.

I'm a big fan of best-selling author  Harvey Mackay .  He writes about business, sales and leadership and typically ends his articles with a moral of the story. Culled from his writings of the past three and half years, here are some of my favorites of his  moral of the story  endings: Change your thinking, change your life. It's not enough to know how to do things - you must know why you do them. If you live in the past, you won't have much of a future. If you want to outsmart the competition, you have to outthink the competition. Don't be afraid to make a decision.  Be afraid not make a decision. What you learn on your first job will last through your last job. Minds are like parachutes - not much good unless they are open. If you can't be an expert, hire one. People have a way of becoming what you encourage them to be. It only takes a little spark to ignite a great fire. Doing the right thing is never the wrong thing to do.

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!

When you communicate change to your team, explain the  logical and the rational reasons  for the change: 1. Explain  how the change will make employees feel  before, during and after the implementation. 2. Explain the  tactical plan and goals . 3.  Answer questions  from your team.

Having your employees learn more about what their fellow employees do is invaluable. When everyone knows how each job/position on your team fits together, your team can accomplish so much more. Plus, the new-found knowledge drives a better appreciation for what everyone does, and proves to the team, that  success comes only when all the pieces fit together like a well-oiled machine . So, plan a half day where you pair up employees. Once paired, one employee explains to his (or her) partner what he does in a "typical" day. Allow enough time for sharing samples of his work and for Q&A. Then, it's the second person's turn to share about their " typical " day. If your half day is a morning, suggest the pairs of employees have lunch together, where they can finish by incorporating more discussion about away-from-work hobbies and interests. Schedule your job learning days for once a month and have your employees meet with different partners each tim...

A lot has happened since 1997 when  Robert L. Dilenschneider  wrote,  The Critical First Years of your Professional Life .  That's why, 17 years later he released a new edition of his best-seller. "The book contains  all the lessons you'll need to learn about functioning at work ," explains Dilenschneider.   His lessons are based on his four decades of experience in the work world, along with research and dozens of interviews with business experts. The new edition of the book is  particularly relevant today , because, shares Dilenscheider: Not knowing the ropes puts you at a competitive disadvantage. Times have changed, and there are fewer people in today's workplace willing to help you understand how the world of work operations. Lessons in the book include : You and Your Bosses Working the Grapevine Networking Making Allies of Your Elders Image Having Influence at Any Level Your Work and Your Personal Life After a Setback Me...