I give value first. Evidence of the value I give can be found in things that I do and the examples I set. Whether it is in my personal or professional life.
I help other people. To the ability that I am able, I provide help for other people. I provide help for people the same way others have provided it for me. I can't help everyone, but I help as many as I can.
I strive to be the best at what I love to do. This statement is as much an affirmation as it is a philosophical expression. Striving to be my best means I never quite achieve it, and I am always trying to do better. In essence, it says that so long as I am alive, I will be a student.
I establish long-term relationships with people. This means in every decision that I make, I am thinking long term. When you think long term, it's more likely that you will make better decisions, especially as relates to fairness and ethics.
I have fun and I do that every day. The daily dose of fun is as important a dose as you could ever find, or ever find time to do. By having fun every day, it means you're smiling every day. And if you need a deeper definition of this, it probably means you're not having enough fun. I found out a secret. If you LOVE what you do, all of your days are the same -- they're holidays -- and I wish the same for you.
Thursday, November 19, 2009
Don't Just Communicate, Explain
Good communicators know they need to use energy and enthusiasm to persuade their audience. Great communicators know they also need to explain what all the excitement is about. Next time you need to share something important, be sure you convey enthusiasm, but also clearly explain what is at stake and answer the question "What does it mean?" Lay out what the issue, initiative, or problem is — and be clear about what it isn't. Use metaphors only if they are helpful to your point and share details that support your claims. Then, define what you want people to do by establishing clear expectations. Don't lose or confuse your audience with too many details, though — save those for written communications
How to Ask for Advise Without Looking Stupid
Jodi Glickman Brown
Last week, more evidence emerged in the Securities and Exchange Commission's debacle over the mishandling of the Bernie Madoff über-fraud. While the SEC failed repeatedly to uncover the greatest Ponzi scheme in our country's history ($50 billion and counting), the New York Times revealed a tale of "unseasoned people uncertain about what to do and unwilling to ask for help."
But learning how to ask for help — and how to do it right — is critical to doing your job well and setting yourself up for success.
You may be afraid of looking dumb, but to be afraid to ask for and get the help you need is inexcusable, especially when the stakes are high. Asking for help in the workplace is a good thing. In fact, asking for help the right way can show how smart you are: it demonstrates that you've got good judgment and shows that you know what you know and what you don't know. Moreover, getting help up front saves endless time, energy and resources on the back end; in the Madoff case, it could have saved billions of dollars and immeasurable heartache.
Of course, it's not just asking for help — it's asking the right way. I recently coached a young man in commercial real-estate who relayed a conversation he had with his boss about starting a new regional initiative for his firm's brokers. Several times he asked, "How should I do this?" or "How should I think about this?" I cringed every time.
Instead, think about the following strategy to get the best answer — and show how smart you are — the next time you ask for help:
1. Start your question with what you know. Do your homework first. Get enough background information to put your issue or problem in context. Give the other person an idea of what you've completed to date or what you know already and then proceed to explain what's outstanding, where or how you're struggling, or what you need help with.
2. Then, state the direction you want to take and ask for feedback, thoughts or clarification. Form an opinion on what you think the answer should be. Don't just ask, "How should I reach out to the brokers?" Instead propose a course of action and get your boss's feedback: "I'm thinking of sending out a mass email to the brokers but I'm not sure if that's the most effective format...what do you think of that approach?"
3. If you don't know the direction to take, ask for tangible guidance. Instead of asking "What should I do?" ask specifically for the tools you'll need to make that decision yourself, such as a recent example of a similar analysis or a template for a given task. Or, ask for a referral to someone who has worked on a similar initiative or project in the past.
In the vast majority of cases, you'll get a lot further in your career by asking the tough, smart questions. Had the SEC junior staffers pressed senior management for more guidance and help, Bernie might have been stopped long ago.
Last week, more evidence emerged in the Securities and Exchange Commission's debacle over the mishandling of the Bernie Madoff über-fraud. While the SEC failed repeatedly to uncover the greatest Ponzi scheme in our country's history ($50 billion and counting), the New York Times revealed a tale of "unseasoned people uncertain about what to do and unwilling to ask for help."
But learning how to ask for help — and how to do it right — is critical to doing your job well and setting yourself up for success.
You may be afraid of looking dumb, but to be afraid to ask for and get the help you need is inexcusable, especially when the stakes are high. Asking for help in the workplace is a good thing. In fact, asking for help the right way can show how smart you are: it demonstrates that you've got good judgment and shows that you know what you know and what you don't know. Moreover, getting help up front saves endless time, energy and resources on the back end; in the Madoff case, it could have saved billions of dollars and immeasurable heartache.
Of course, it's not just asking for help — it's asking the right way. I recently coached a young man in commercial real-estate who relayed a conversation he had with his boss about starting a new regional initiative for his firm's brokers. Several times he asked, "How should I do this?" or "How should I think about this?" I cringed every time.
Instead, think about the following strategy to get the best answer — and show how smart you are — the next time you ask for help:
1. Start your question with what you know. Do your homework first. Get enough background information to put your issue or problem in context. Give the other person an idea of what you've completed to date or what you know already and then proceed to explain what's outstanding, where or how you're struggling, or what you need help with.
2. Then, state the direction you want to take and ask for feedback, thoughts or clarification. Form an opinion on what you think the answer should be. Don't just ask, "How should I reach out to the brokers?" Instead propose a course of action and get your boss's feedback: "I'm thinking of sending out a mass email to the brokers but I'm not sure if that's the most effective format...what do you think of that approach?"
3. If you don't know the direction to take, ask for tangible guidance. Instead of asking "What should I do?" ask specifically for the tools you'll need to make that decision yourself, such as a recent example of a similar analysis or a template for a given task. Or, ask for a referral to someone who has worked on a similar initiative or project in the past.
In the vast majority of cases, you'll get a lot further in your career by asking the tough, smart questions. Had the SEC junior staffers pressed senior management for more guidance and help, Bernie might have been stopped long ago.
Wednesday, October 21, 2009
5 Traits of the New Creative Leader
Yesterday's leadership skills will not work in today's fast-moving and evolving world. Only creative leaders who are visionary and empathetic will succeed. Here are five things you can do to succeed as a creative leader:
1. Instead of commanding, coach your team and organization toward success.
2.Don't manage people, empower them. The know-how, experience, and solutions are often out there; it's a matter of helping people discover them.
3.Cultivate respect by giving it, instead of demanding it.
4.Know how to manage both success and failure.
5.Show graciousness in your management rather than greediness. Be humble about your successes and whenever possible, give someone else the opportunity to shine.
Today's Management Tip was adapted from "Why Are Creative Leaders So Rare?" by Navi Radjou.
1. Instead of commanding, coach your team and organization toward success.
2.Don't manage people, empower them. The know-how, experience, and solutions are often out there; it's a matter of helping people discover them.
3.Cultivate respect by giving it, instead of demanding it.
4.Know how to manage both success and failure.
5.Show graciousness in your management rather than greediness. Be humble about your successes and whenever possible, give someone else the opportunity to shine.
Today's Management Tip was adapted from "Why Are Creative Leaders So Rare?" by Navi Radjou.
Wednesday, October 14, 2009
3 Tips to Making Sustainability a Core Part of Your Business
Sustainability is here to stay. Yet too many organizations treat sustainability as a temporary compliance issue. Use these three tips to make sustainability central to your business:
1. Elevate responsibility for sustainability to the C-suite. Everyone at the top of the organization should be focused on sustainability, but ultimately, responsibility should lie with one person. Establish a Chief Sustainability Officer and fill the position with someone who has the expertise and power to make it an influential role.
2. Treat sustainability like a product or service. Incorporate the "triple bottom line" into the company lexicon. Ask people to think about economic, ecological, and social returns.
3. Establish permanent partnerships with the sustainability community. Identify the NGOs who have influence in your field. Treat them like critical customer accounts and cultivate relationships that allow you to identify win-win solutions to problems
Written by Bob Lurie
1. Elevate responsibility for sustainability to the C-suite. Everyone at the top of the organization should be focused on sustainability, but ultimately, responsibility should lie with one person. Establish a Chief Sustainability Officer and fill the position with someone who has the expertise and power to make it an influential role.
2. Treat sustainability like a product or service. Incorporate the "triple bottom line" into the company lexicon. Ask people to think about economic, ecological, and social returns.
3. Establish permanent partnerships with the sustainability community. Identify the NGOs who have influence in your field. Treat them like critical customer accounts and cultivate relationships that allow you to identify win-win solutions to problems
Written by Bob Lurie
How do you "Out Do" the Competition
Out think. Whatever big companies are thinking, it isn’t enough. You don’t have to go very far to beat them in this department. In most cases just think “for the customer” rather that yourself, your job, or your shareholders. Think “invest,” not “cut.” Think “value,” not “price.” Think “be your best.”
Out hustle. This is easy. Most big companies are about as agile as the Queen Mary. And their employees have a sense of urgency about them that’s somewhere between zero and minus zero. Employees of large companies typically have an attitude of “someone else will do it.” This is your game plan: Get up early. Stay up late. Talk to every customer you have ever had. Schedule breakfasts and lunches six weeks in advance. Let your customers know your new hours start before they get there and end after they leave.
Out sell. Be there for the business, and be there when your customer is ready to do business. This means you also have to be there when they are NOT ready to do business. You can’t just hang around for orders. You have to be a consistent value provider in order to be able to earn the business when the time is right and the time is ripe.
Out serve. Now is the time for all good companies to come to the aid of their customer. (With homage to typing teachers.)Now is the time to INCREASE service and service offerings, not cut back.IDEA: Next time a customer calls and asks for help or a favor, before they can say a word, you interrupt and say, “Whatever you want, the answer is yes!” This will make them smile, and feel great about asking. Set the tone for positive action with your words, and follow it up with your deeds.
Out deliver. Cut your delivery times in half. No longer is the excuse “The trucks are already loaded” a valid one. Do whatever it takes to deliver what they need, when they need it.
Out humanize. Throw away your computerized answering service before and after hours. And throw away your voicemail. When the phone rings, answer it. This will put you ahead of 99% of all other businesses in the world. Big businesses answer their phones with a computer and say, “In order to serve you better…” Who the hell are they kidding? (Answer: themselves.)
Out communicate. Throw away the “policy manual” and your “corporate speak.” It’s no longer valid in these times. Any fool quoting “policy” or avoiding direct answers in times of economic chaos is certain to lose now and into the future.
Out truth. One day the bank says they’re in great shape. The next day they lay off 30,000 people. All truths are eventually revealed. Why not just start with it? The more truth you tell your customers BOTH external and internal, the more they will respect you, and remain loyal to you.
Out Google. This is the easiest one of all. When your customers go shopping for whatever it is you sell, make certain you’re number one in your name, and at or near the top in your product or service. This is solely dependent on your “Googlejuice” – not your size. When your customer needs an answer or a resource, they Google it – just like you do.
Out surprise. Even in these times you can still be memorable. Create a budget to surprise customers. Anything from a pizza, to lending an employee for a day or two, will be appreciated. And remembered.
Written by Jeffery Gitomer
Out hustle. This is easy. Most big companies are about as agile as the Queen Mary. And their employees have a sense of urgency about them that’s somewhere between zero and minus zero. Employees of large companies typically have an attitude of “someone else will do it.” This is your game plan: Get up early. Stay up late. Talk to every customer you have ever had. Schedule breakfasts and lunches six weeks in advance. Let your customers know your new hours start before they get there and end after they leave.
Out sell. Be there for the business, and be there when your customer is ready to do business. This means you also have to be there when they are NOT ready to do business. You can’t just hang around for orders. You have to be a consistent value provider in order to be able to earn the business when the time is right and the time is ripe.
Out serve. Now is the time for all good companies to come to the aid of their customer. (With homage to typing teachers.)Now is the time to INCREASE service and service offerings, not cut back.IDEA: Next time a customer calls and asks for help or a favor, before they can say a word, you interrupt and say, “Whatever you want, the answer is yes!” This will make them smile, and feel great about asking. Set the tone for positive action with your words, and follow it up with your deeds.
Out deliver. Cut your delivery times in half. No longer is the excuse “The trucks are already loaded” a valid one. Do whatever it takes to deliver what they need, when they need it.
Out humanize. Throw away your computerized answering service before and after hours. And throw away your voicemail. When the phone rings, answer it. This will put you ahead of 99% of all other businesses in the world. Big businesses answer their phones with a computer and say, “In order to serve you better…” Who the hell are they kidding? (Answer: themselves.)
Out communicate. Throw away the “policy manual” and your “corporate speak.” It’s no longer valid in these times. Any fool quoting “policy” or avoiding direct answers in times of economic chaos is certain to lose now and into the future.
Out truth. One day the bank says they’re in great shape. The next day they lay off 30,000 people. All truths are eventually revealed. Why not just start with it? The more truth you tell your customers BOTH external and internal, the more they will respect you, and remain loyal to you.
Out Google. This is the easiest one of all. When your customers go shopping for whatever it is you sell, make certain you’re number one in your name, and at or near the top in your product or service. This is solely dependent on your “Googlejuice” – not your size. When your customer needs an answer or a resource, they Google it – just like you do.
Out surprise. Even in these times you can still be memorable. Create a budget to surprise customers. Anything from a pizza, to lending an employee for a day or two, will be appreciated. And remembered.
Written by Jeffery Gitomer
Monday, October 12, 2009
The Truth
The bitter taste of poor quality lingers far longer then the initial sweatness of a cheap price
Anonymous
Anonymous
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