It doesn't cost anything to meet us
This online 'summit' is a series of 10 free teleseminars being broadcast 2 a day for 5 days from some of the world's leading experts in selling to corporate clients.
We think many of our clients would be interested in attending, so we thought we'd spread the word some more:
Here's a very thorough review of yet another new book on Leadership - Why Are We Bad at Picking Good Leaders? The authors (Jeffrey Cohn and Jay Moran) argue that are seven criteria that prove to be most vital for effective leadership:
Read the full review from the Globe and Mail.
As reported by CNN Money/Fortune, this article talks about the rise of coaching for executives, and the change in perception from a "last step" measure, to a proactive way to enhance peoples' skills.
Although Client Breakthrough is being retired, they are still keeping their videos!
There 6, which provide very good quick advice for selling consulting services.
Read the article but even better read the book. Ignore the Goldman Sacks examples that are out of date. Get into the meat of the book. It is thoughtful and well researched and will change the way you approach work. It will also change the way you look at coaching.
In my last blog, I suggested that leaders not ask for input on a change plan when they are not flexible on that change plan. I suggested a "tell, explain, and gain buy-in to how the stake holder can help implement the change" approach.
Now what if you are the CEO and the stake holder is the Board? Chances are the board gets to veto your decision. If that is your situation -- your stake holder holds veto power -- you need their buy-in. Soooo..... How do you get it?
Do NOT start by building a fancy power point presentation. In my experience many people start here. They feel comfortable when they have a glossy presentation or document ready for presentation. However, glossy presentations rarely get you buy-in. This approach creates an effect similar to my neighbor experience outlined in the last blog. People listen and think about why they don't agree. You have to work hard to get them onside and with this approach, you risk blowing your only shot.
Instead, start by spending some time on stake holder analysis. Answer four questions:
Once you have the answers, develop a plan. Implement that plan. After all this work, you can start your power point presentation.
Or are you just talking? A neighbour came to me a few weeks ago to ask my input on an issue that affected both of us. After speaking for several minutes, it became obvious to me that he was less interested in my opinion than he was in convincing me that his opinion was the right one. As you have probably guessed, our opinions on the matter were different.
So now what? I am annoyed. My feeling is "why ask if you have already decided?" I think less of him now than I would have if he had not asked and gone ahead with what he wanted to do. I see him as insensitive and insincere.
All this got me thinking about leadership. (Something I do a lot!) Leaders today understand that the best way to implement any major change is to get buy- in from key stake holders in the decision.
Here's a little lesson in buy-in courtesy of my neighbour. If you go into a discussion unprepared to change your opinion, you are better off not asking and just going ahead with the decision. When clients ask me about obtaining buy-in around change I usually ask, "Are you OK if they say "No" to your proposed change?" If the answer to that question is "No", then I suggest that they don't ask for opinions on the change. Instead I suggest they tell the stake holder what the change is and why it is important. The leader should ask for the stake holder's support and make it clear that the decision has been made. The leader can obtain input on how the stake holder can help but not on the decision itself. Asking for input when you are not prepared to change your approach reflects poorly on you and creates greater resistance to change. You are better off not asking and going ahead.
One caveat to this..... If the stake holder can quash your decision you need a different approach! If that's the case read my next blog.
A great set of tips from Heidi Grant Halvorson from the Huffington Post:
How to navigate today’s complex career paths. “Practical Tips for Professional Success.”
http://www.kornferryinstitute.com/files/pdf1/Career_Playbook_single_page1.pdf
From the Korn/Ferry Institute.
Interesting website... all about leadership theories.
I particularly like the the “portable guide to management” and the “portable guide to leadership”. They are short guides that outline all of the major theories on management and leadership. Good, quick reads.
I recently employed two different people in the same contract job.
I followed the same orientation process with both young women. I spent a couple of days orienting them to their new job and to their new surroundings. I shadowed them for the first few days making sure I was available for questions and then I let them run with their new roles.
One employee was beyond our expectations. She did everything she was asked and more. If she thought something should be done, she did it. If she had a suggestion, she made it. When her term was over we knew we missed her but it took a few weeks before we realized how much she added. She was the perfect employee for us and honestly I was lucky.
The other employee was also good. She did mostly what she was asked and yet did it well. She didn't do much extra. We had a few issues, nothing major but each time we had to have one of "those" conversations. We liked her and certainly missed her after she left. After all she did her job and she was a lovely young girl. She made less of an impact. I was not as lucky.
Our third contract employee is coming next week. I have learned from the first two the importance of setting expectations both on the expected job duties and on how we want the nature of employment relationship to be. You cannot leave this to chance. When you do, it forces many more negative conversations then are necessary and those conversations are not fun for either party.
This year I have added to my orientation process. I have put my expectations clearly in writing.(People who know me will be shocked by the detail. I hate process and detail. So when I take the time to be detailed, it is because I think it is really important!)
Our new employee will now have a document to refer to when she is unsure. I will also have something to refer back to so there is no confusion if we need to have a tough conversation.
(By the way, I will not just hand her the document. We will sit down over a leisurely coffee and go through it together discussing details and clarifying all points.)
I used my experiences from the first two contract positions to build this written document. I have been refining it over the past week or so. I am happy that is clear on duties and on the nature of the relationship. The nature of the relationship is important because it tells her things like "we like initiative" or "we expect you to become part of our team". Understanding both the duties and the nature of the relationship helps her better understand how to approach her role.
I will let you know how it goes but I am convinced that spending the extra time on writing out my expectations will mean that our third contract employee will start more effectively than she would have without the extra work. I am determined to rely less on luck this time. I think she will also appreciate the clarity. After all, new jobs are tough sometimes.
Don't visualize success — visualize the steps you will take in order to make success happen.
Here's a very cool site on Leadership... 30 second videos from a variety of leading thinkers – from business people to sports figures to celebrities.
Very interesting! The more you give to others, the more you get promoted!
Good, practical presentation tips...
From All Things Workplace
