It happens all the time. People get promoted, get excited about their new job, and then realize they have a lot to learn. Organizations often promote people based on their performance in their current job, and of course expect them to succeed in the next role too. And because of habit, and those best hopes; often training for you in your new job - especially if it is a leadership role - is often delayed for far too long (if training happens at all).

While all of these things are often true, they don't have to be true for you. You might not be able to change when (or if) you get training or other learning opportunities from your employer, but you have complete control over how you prepare now to lead more effectively in your next role.

Note - These suggestions focus on moving to a role of leadership, whether you are in a leadership role now or not. These suggestions will work regardless of the role you currently are in or the role you are seeking, but they're especially important in a leadership role.

Five Ways to Prepare Today

Here are five practical, though maybe not conventional, ways to prepare today for greater success tomorrow:

• Choose to Believe. The single, most fundamental choice you must make is the choice to believe that you are both capable and worthy of the role you aspire to. Just because you can't do it all, or even know what is involved today, doesn't mean you can't. Just because you may not think you will ever be as good a leader as your role models, doesn't mean you can't be successful (and perhaps in different ways, even more effective than your role model).

Until you truly believe you won't take the other steps below, or you will take them half way. You were born with amazing potential. It matters not how much of that potential you have realized to this point, how old you are or what others believe. The truth is that you have the innate tools to soar. Choose to believe this completely.

• Identify (and Live) Your Values. The source of your strength, consistency and credibility as a leader comes from your values. It is more effective and appropriate to spend time working on your values now, so that the clarity that comes from that will be your guide and aid forevermore. Spend time in reflection and thought about your most important values. Write them down, prioritize them and keep the list relatively short. Carry them with you and use them to guide your behavior and decision making more consciously than perhaps you have in the past. If you would like a list of values to help you in your identification process, go to http://RLBonus.com and use the keyword "values."
  

• Assess Your Skills. In order to know which skills you want to develop, you must determine which skills are gaps and which skills are strengths. You can do this by self-assessment, by asking close colleagues or your boss for some face to face feedback, or you can use a 360 assessment process where you receive anonymous feedback from your boss, your peers and colleagues and those who work for you. Whichever approach you take your assessment goal is to determine both your greatest strengths and skill gaps so you can work on both (focusing on your strengths will help you improve at least as much as working on weaknesses will).
  

• Ask for Help. Once you understand your strengths and weaknesses, build an action plan. While that plan might include books or training, consider having a coach or mentor help you as well. When identifying a coach or mentor, look for people who are strong in your areas of weakness, or are even stronger in your strength areas than you are. In either case, that coach or mentor will be able to provide credibility and insights that you need on your improvement path. How do you get mentors to work with you? Ask them. When you ask people for help, and explain why you specifically want their help, the odds of getting that help are drastically in your favor.

• Stick to It. Preparing for your next job proactively isn't a short term project. Reading one book might help, but it won't do it all. The best way to prepare for the challenges of your future roles is by being a continual learner today. As you build the habit of learning continually, not only will you build your skills, but you will be seen as a more attractive candidate for the job you are preparing for. What more reasons do you need that that?

These steps might not be what you expected. Some are more reflective while some others seem more immediately practical. Don't be fooled by these appearances. All of these steps work together to provide you base for learning and preparing for your next job, and the one after that.

I commend you for considering these steps, but will applaud you when you are doing them. My applause won't matter though, because as you proactively prepare for your next job, you will succeed and make a bigger difference for your organization, yourself and the lives of others -that's recognition far better than my applause could ever be!

Potential Pointer: It is in your control to continue to learn and prepare for the jobs or roles you want in the future. The best way to get and be successful in those roles is to begin preparation now. Focus on yourself, your skills, and build a plan to improve them with an eye towards your goal. Starting with yourself is the best place to begin - and you can begin right now.

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I've been a fan of Seth Godin's writing, both in blog and book for a long time. See my recommendations of Free Prize Inside, and The Big Moo as just two examples.

I've been looking forward to this book for several months because it shifts from his normal marketing focus to a focus on leadership. I agree with his basic premises for the book (in my words):

1. We can all be leaders.
2. Leaders can change the world.
3. Leading can be exciting.
4. Leading isn't always easy.
   

I've written about, and will continue to write about, these ideas for a long time. For these reasons, and because I like Seth's approach, I heartily recommend this book. I do not, however, believe it is his best book. While he shares many great ideas, and uses great examples to get his points across, the book feels at times a bit disjointed, and I found myself wanting more context and detail on many of his examples.

Even so, I recommend you pick up and read this book. It's small and short; and it won't take long to read. (The ideas may bounce in your head for much longer). And if you like what you read, consider reading more of his wonderful, thought-provoking work.

Learn More and Purchuse.

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Happy Halloween!

While this has never been my favorite holiday (that is the subject of a different post), I realize it has become one of the most popular of all holidays - for children and adults.

In the spirit of the day, I believe there are some lessons for all of us as leaders that we can take from Halloween - and largely they come from the opposites of Halloween traditions. Let me explain.

To be a more effective leader, and continue your development as a successful leader, there are three things you can do reverse Halloween and become a more effective leader at the same time.

1. Take off your mask. Want to be a more effective leader? Take off your mask. Be yourself. Be more real, be authentic. And while you are at it, recognize that you are not serving anyone by overly trying to emulate another leader either. Should we aspire to be as effective as our role models? Should we try to learn from them? Of course. But when we try to be like them, we lose the credibility and value that comes from being ourselves.


2. Stop trying to be scary. Halloween is in some ways about darkness, ghosts and scaring people. Too many leaders think they will be more successful and lead more with more influence when they rely on scare tactics. Stop trying to sneak up behind people to catch them "in the act." Stop trying to scare people into action. Great leaders find more effective ways to motivate and inspire. See points 1 above and read point 3 next for two great ideas.


3. Focus more on Treats, and less on tricks. Do you give enough positive feedback? Do you let people know that you care for them? do you let them know you appreciate their efforts and results? All of these are the treats that we all need to be more successful. If you aren't providing these things as a leader, who is going to? And if not now, when?

These are just three "reverse lessons" that you can take from Halloween to create great results as a leader.

While you enjoy Halloween today, think about the lessons you can take from these activities to help you in your personal (and organizational) leadership development efforts.

Also posted in Leadership.

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All of us can be leaders. You can be a (Remarkable) leader. I've said it, and written it, but I'm not the first (and I won't be the last - Seth Godin talks about this idea extensively in his new book Tribes).

It doesn't matter what I write, what Seth writes or what we believe. It only matters what you believe.

Are there people that you know that seem to have some leadership skills you don't have? Of course. We all can look at others and envy or look up to them. But what is missing in this mis-placed jealousy, is that we are blind to the natural gifts that we bring to the table.

You have, in the unique bundle of DNA that makes you who you are, the potential to become a Remarkable leader. You job is to believe in that potential, recognize it when you find it, affirm it, and grow it.

Growing it can happen with a mentor, with coaching, from reading, from taking a workshop, and many other ways. But in the end, growing your unique leadership gifts comes from practice. Practice the right things with the right guidance, and you will become a great leader.

This doesn't mean you will become like your leadership model; be that John F. Kennedy, Gandhi, Mother Teresa, or your father. You cannot be them, but just as importantly, they can't be you.

If you buy my idea, do these two things right now (do them even if you don't agree with me):

1. Look in the mirror today and begin to believe that you can be a highly effective leader.
2. Go watch this quick video by Gary Vaynerchuk as he talks about being you - it is well worth the 2:37 time investment.

After all, you are worth it.

Also posted in Leadership.

Labels: leadership

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I see it everywhere; in business, in the news, and on the street. People make a decision and hold to it, almost stubbornly. When asked why they made that decision, or did something, they reply in a matter-of-fact way that they acted or decided based on their principles. This statement is made sometimes almost as a challenge.

Don't question or judge me; I decided on principle.

I believe in principles. I also believe there are potential dangers in the situation I just described. These dangers include: maintaining the status quo, creating unneeded confrontation, thwarting learning for ourselves and others and reducing our overall effectiveness. Because of these risks, I believe in principled flexibility.

Principled flexibility.

Sound like an oxymoron?

Does it mean you should be flexible in your principles? Not at all. Does it mean flexibility is more important than principles? Not necessarily.

Most would agree that principles - your core beliefs and values - are important. To be most clear and effective, you must understand your core values, beliefs and principles, and then use that clarity to help guide your behavior and decision making.

When you are in clear alignment between principles and behavior, your life will be easier, you will be clearer, and you will experience less stress. In other words, when you are steadfast on principles, you will be more successful.

And yet, being steadfast in your principles can get in your way - not because of the principles themselves, but because you can make an honest mental mistake precisely because you want to hold firm to your principles.

The Trap

The mental trap is mistaking approaches for principles.

Let me give you an example. . .

John feels strongly about Customer Service. When budgets are announced after the merger, he reacts strongly because the huge reduction in staff in his mind means that Customer Service is no longer a priority for the company. His disappointment becomes cynicism and anger. These emotions impact his job performance and reputation, but he feels justified because the decisions made aren't in alignment with his principle of Customer Service.

That may be true, but maybe not.

John believes budget and bodies are the only ways (approach) to deliver great Customer Service (principle). While most would agree people and money help, there also are plenty of organizations that added staff and resources and didn't provide any better Customer Service than they did before.

This is just one example of the mental dilemma. In these situations, in the name of principles, we feel justified in our reactions and responses. Paradoxically, adopting this rigid mindset can sacrifice opportunities for real progress on principles!

The Solutions

Here are some solutions - some ways you can apply principled flexibility and help yourself ultimately make more principle-driven decisions and live a more principled life.

• Focus on the goal. When looking at a situation, keep the goal at the forefront. When you focus on achieving the goal, rather than defending your principles, you may be surprised at the options that appear.
• Have an open mind. This is a principle in itself! When you operate from the belief that there are a variety of ways to solve a problem that are in alignment with your principles, you give yourself a chance to find options! If you don't, you are falling right back into the trap of thinking that approaches are principles. Remember, looking for all options doesn't mean you will ultimately pick a solution that isn't in line with your principles.
• Let go of your preferred answer. Once you let go of your preferred answer you can explore options. Often people will state their opinion or preferred course of action and defend it on the basis of principle. While you absolutely should stand up for your principles, make sure you aren't hiding behind them.
• Apply the criteria of principles later in the process. I hope you understand, I am not suggesting that you should compromise or create a justification for behavior or decisions that aren't in alignment with your principles. Rather, I am suggesting you rigorously apply the criteria of your principles after you have explored options, but before you have implemented them.
• Help others do the same. You can lead by example in doing the actions on this list, and you also can encourage others to suspend their believe long enough to search for additional options that perhaps can create a better result and remain principle driven.
  

This conversation may seem like a slippery slope - being too flexible can lead to compromising principles and beliefs. This concern should be your balancing factor and warning sign, not a red light.

Being worried about compromising your values may keep you from being open to options - options that when examined closely may still be in alignment with your principles and possibly create better results.

Potential Pointer: Principles are important, but sometimes we make decisions and behave in ways that are counterproductive to our goals in the name of our principles. To reach peak effectiveness you must be clear on your principles and live by your principles, but not assume there is only one way to align those principles with your behavior and decisions.

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A few months ago I recommended the Summer Ebook from Top Sales Experts.

When I shared it, several people told me that they appreciate when I recommend resources that don't cost anything. While I appreciate that feedback, "fr'ee" isn't reason enough to recommend something!'

This Fall Edition of this e-book is worth recommending; and it's fr'ee.

It shares ideas and techniques from 49 experts, and they aren't all specifically related to sales. Of course if you are in sales or sales management the title alone should raise your interest. The topic areas covered include:

• Business Development
• General Sales
• Leadership
• Marketing
• Presentations
• Public Speaking
• Sales Management
• Self Growth
  

Clearly there is something for everyone here, and you can't beat the price!

49 experts, sharing some of their top ideas in important subject areas. That is what this e-book is.


I am one of the 49 experts included, with an article/chapter I wrote here first, but I would recommend the full e-book even if I wasn't a co-author - it is an excellent resource!

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Jim Canterucci a friend, colleague and collaborator of mine sent me a note yesterday while I was at a Conference. It mentioned that I might like his latest blog post, entitled, Teaching and Learning Technology - Process or Tools? He was right.

This post, as the title suggests, talks about how we learn, and equally importantly, how we can teach new technology. While I hope you read the post (hint, hint), one of the key points is that it isn't about the tool or the software, but the process of learning it. In other words we don't want to learn the technology, we want the benefits that can be derived from using the tool.

This is true for technology, and true for learning and teaching anything else as well. When we focus on the benefits, the "why" we are will far more motivated, dedicated and even disciplined in learning anything.

...

Jim's post uses Twitter as an example of a technology, so I wanted to comment briefly on that as well. The learning I received from reading Jim's post came from Twitter.

Why?

Because the note Jim sent me about it, came from Twitter. I read Jim's blog but I doubt I read every post. Being connected there allowed me to think about and learn something great - and do it much sooner than I might have otherwise. I am sure he sent me the message in part because of a brief conversation we had on a related topic recently.. on Twitter. It continues to build my relationship with Jim. Because the post mentions another speaker and writer, Mike Figliuolo, I have now read his blog and connected with him on Twitter.

My hope is that the "Twitter part" of this post is an example of one of the principles in Jim's post - that it shows, through a story process, some of the benefits of Twitter. If you are on Twitter, or if this post intrigues you enough to check it out and gain the benefits I am gainig, make @Figliuolo, @Canterucci and @Kevineikenberry three of the first people you follow.

Also posted in Learning and Training.

Labels: learning, twitter

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This may seem like a fairly simple question. As an author who has written, trained and spoken on leadership for a number of years, I know there are nearly as many definitions as there are people to define it.

If you are, or aspire to be, a leader your personal answer to this question is important; it will, knowingly or not, inform and guide many of the decisions you make and the tasks that you perform while leading.

My goal in this article is to share some things that leadership is, and some things that it is not. I hope my insights will cause you to think and - whether you agree or not - to use these ideas to help you form a clearer definition of what leadership is.

What Leadership Is

• Complex. In visiting with an experienced aerospace engineer (a.k.a. a rocket scientist), I asked him which was more complex - rocket science or leadership. His response was swift and simple. "Leadership is much more complex. In my world we can come up with the right answer. We know the equations and formulas. If we put the right numbers into them, and do the right things, we will get guaranteed results. But as a leader you are dealing with people - and people are inherently more complex. And the issues, while perhaps not as dramatic as sending a rocket into orbit, are far more dynamic and contain tremendous amounts of gray area." I couldn't have said it better. Leadership isn't easy or simple. And, like rocket science, it is something that requires lots of study and practice to become skilled.
• Action. Leadership is often considered a thing, i.e. "She is the leader." From a dictionary perspective leadership is a noun, but it also is a verb. Leadership is not really something to have or possess; it is something to do. When you think about leadership, think actions; think behaviors. It is with better actions and behavior that you will gain better results.
• Responsibility. If you are placed in or accept a formal (or informal) role of leadership, you have taken on a responsibility. It is easy to think about that if you are President, a C.E.O. or a business owner. The fact is that every leadership action carries responsibility - no matter your "title" or job description. People are looking to you. If you are leading, people are following you. You have a responsibility therefore for more than yourself and your own results.
• Opportunity. As a leader you have an opportunity to make a difference: for Customers, for the organization, for those you lead, for the world at large. When you exhibit the behaviors of leadership you are actively trying to create new results that will make a difference in the world. Few things hold greater opportunity than this.

What Leadership Isn't

• Management. The skills of management are focused on things, processes and procedures. The skills of leadership focus on people, vision and development. Both are valuable skill sets and in many cases we need to exhibit both, but great leaders aren't necessarily great managers and vice versa.
• A title or position. You are a leader when people follow you. That action of others isn't guaranteed by a job title, the color of your desk or the size of your office. A title that proclaims you a leader doesn't make you a leader any more than calling a lion a zebra creates black stripes.
• A power grab. Others giving you power as a leader is different than people who want power. True leadership comes from your relentless focus on serving others, not wanting to be powerful. Leaders inherently have a great deal of influence, and therefore a certain amount of power, but that isn't a true leaders focus.
• A gift from birth. Leadership skills aren't doled out in the genetics of some while others are left wanting. Everyone is given a unique bundle of DNA that can allow some to become highly effective, even remarkable, leaders. Do some people have innate strengths that help them as leaders? Of course, but so do you - even if they are different strengths. None of that matters though if you don't do the things to use those strengths and do the things to improve in areas that are harder for you. Few things are sadder than unfulfilled potential. Leadership success isn't nearly as much about genetics as it is learning and improvement.

This isn't a complete list in either case - creating some sort of compendium wasn't my goal. My goal, as stated earlier, was to give you food for thought. I've set the table, now I hope you sit down and eat at this table of ideas to help you build your own definition of leadership.

Potential Pointer: Your definition of leadership will have a huge impact on how you behave and perform as a leader. Time spent thinking about the role and your beliefs about it will have a drastic influence on the results you see as a leader. Because of this, time spent thinking about and answering the question, "What is leadership?" is time well spent.

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Popular wisdom says everyone in the world is separated from everyone else by just six degrees of separation.

In his latest book, Ivan Misner purports that this popular idea is a myth and that only 29% of people are this well connected. This assertion which forms the title and premise for the book are found in the introduction.

The introduction includes this highlighted snippet which outlines the goal of this book:

"With reading, training and coaching people can develop their networking skills, increase their connections, and become part of the roughly 29 percent of people who are, in fact, separated from the rest of the world by just six degrees."

The book then takes a systematic approach to the training and tasks that can help anyone reach this 29%. As the subtitle suggests, the book outlines one approach, skill or task to perform each week to enhance and build your connectedness. These weekly success strategies are well written and close with suggested actions to help you get the intended results.

Misner is one of the top minds on networking today and this book will add to that credential.

Not all of the strategies are new, but all will help you build your network. Plus, the way the book is written can help anyone apply those lessons. The ideas and strategies are there; all that is left is to take action.

Learn More and Purchase

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The other day my son commented that his mother and I were being judgemental. this came after I made a comment about something as we drove down the road.

My immediate response was that I wasn't judging, but making an observation. This led to a spirited conversation in our car about the differences between observation and judgement. The differences are huge and we see them every day. Here are a couple of examples.

"His hair is long." - observation

"His hair is too long." or "His hair needs to be cut." - judgements


"The table is black." - observation

"The table is ugly." - judgement


"She is very skilled." - observation, if based on truly observing the skills being discussed

"She is better than I am." judgement, unless there is factual measurement on a criteria that all agree defines "better."

The conversation we had in our car was more than wordplay or a dictionary challenge. It defines an important concept that we often lose sight of or miss by not thinking clearly. As a leader when developing others, giving feedback or making decisions, we need to be crystal clear on our judgements vs. our observations.

Are you passing judgement on people and their behavior? Whether positive or negative, spoken or unspoken those judgements will have an impact on people's performance (so if you are going to judge, make it a positive one!)

When giving feedback are your statements largely observational or judgmental? If you try to pass judgement off as fact you risk being wrong and setting a stage for defensiveness, resistance or worse.

While we all need to make judgements, when making decisions, especially important ones, it is again important to separate observation from assumption and judgement. doing so will help you make better decisions.


No where right now is it clearer than in the campaign for the U.S. Presidency.

Both Senator Obama and Senator McCain (and in many more cases their spokespeople, surrogates and fans) make statements meant to be interpreted as observations or statements of fact, when in effect they are merely judgements or personal interpretations. Use the time you watch or listen to campaign related activities over the next couple of days to help you identify and sort out observations from judgements. This practice will help you in your life, and perhaps help you sort out the truth from the massive spin that is employed by both campaigns as well as their supporters.

Also posted in Leadership.

Labels: decision making, feedback, presidential candidates, presidential leadership

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Here's the question:

Are you managing your projects, or are your projects managing you?

This question is much more than a play on words or a time management query.

The question is about planning and focus. It is a question which begs us to put our projects in the proper big picture perspective.

Perhaps most of all this question encourages you to think about whether you are proactive or reactive.

While I could write much about these answers, it is the questions and how you answer them that are most important. Your answers will have a significant impact on your levels of stress and success.

If your answers show you that you could use some guidance, consider signing up for my next teleseminar -Remarkable Leaders Manage Remarkable Projects.

Also posted in Leadership, Learning and Training.

Labels: project leadership, project management

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I've long been a proponent of aiding your creative process by reading from a variety of sources, and have on many occasions purchased a random magazine to read. This excellent awareness post from my friend Jim Canterucci takes this idea further.

By subscribing to magazines rather than reading a single issue you immerse yourself into a new perspective and I believe more, and perhaps better new ideas will flow.

After reading Jim's post, what do you think?

I look forward to hearing your ideas!

Also posted in Creativity.

Labels: ideas, ideation

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Project management as a profession is well researched and has been written about extensively. In fact, the Project Management Institute's highly regarded Project Management Body of Knowledge (PMBOK) identifies 5 project stages and 9 knowledge areas.

With all that is written and understood about project management, why do so many projects run too long, over budget or never meet their initial goals?

When you think about it, in that vast array of skills and tools it isn't hard to believe that things will get overlooked. Plus, most people reading this aren't project managers by profession, but manage projects as just one part of their job. So what can you do - today - to be a more efficient and effective project manager?

What follows are five key steps that are often forgotten or moved past too quickly in the zeal to get the project completed. Taking action on these five ideas will help you make any project large or small more successful and less stressful.

Scope setting. What is part of the project and what isn't? At some point most any project will bump up against tasks and ideas that seem like a part of the project, but in reality expand it. Perhaps the expansion seems small and obvious, but all of those small additions inevitably add up to a significantly larger project. One way to drastically improve the success of your project is to determine upfront what defines success for that project. Get the appropriate people involved in setting the scope, and make sure everyone involved knows the scope from the beginning.

Context understanding. Too often people move from one project to the next, and the steps from one seem to run together with the next. Ultimate success can't come from people who see this as "just another project." Provide and create a context for this project. Help people see the big picture and purpose for the work. When people understand why the project matters and how it will change the future, they will work with greater dedication and energy.

Time assigning. All projects need to include estimations on how long a task will take. As a project manager you must recognize the balance that is put into these estimates. Sometimes estimates are full of excess, so people can feel assured they can reach the timelines. Other times overly ambitious people will set time estimates that may not be realistic in the real word. You must create communication that discusses this balance and help to create timelines that are challenging and realistic.

People engaging. Many projects are large and long. They can sap energy and determination. As the manager of the project it is your role to keep people inspired and on task. You must do the things to keep people's energy up and focus clear. Sometimes these things fall to the wayside when we are busy. Just remember that no project can be done without people, and as a manager and leader it is your responsibility to take care of your people. When you do, they will take even better care of the work.

Progress updating. You get busy and tell yourself that everyone knows what is going on. You tell yourself that doing the work is more important than reporting on it. Both of these thoughts are tempting. Both are fallacies. Communication within the project team creates new synergy, reduces rework and time loss, and is one way to keep engagement higher. Communication within your organization but outside the team maintains support and understanding for the project, creates new ideas and improves the likelihood of additional resources being available as needed. It also reduces the impact of surprises, especially less than pleasant ones.

Within all five of these keys you will find one overriding activity - communication.

When you are managing any project, remember that your prime responsibility is to communicate and create conversation on the purpose, plans and progress of your project. Creating time, space and opportunity for communication will help you address the five keys above and overcome most other major challenges you will face along the way.

Potential Pointer: Successful project management is a complex series of skills and tasks that have been studied and codified. Without downplaying the importance of all the tools and processes available, the single most important tool for successful project management is clear, consistent and cooperative communication.

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Take two inquisitive smart people who are interested in an important topic (decision making), have them interview 21 respected and accomplished leaders in a variety of fields (here's that list of leaders, and then condense and analyze what they learned in a compact and highly readable book.

That's a recipe for a valuable and helpful book, and a description of How the Wise Decide. The authors create six key actions from their study and interviews with those 21 leaders. These actions are:

1. Go to the Source
2. Fill a Room With Barbarians
3. Conquer the Fear of Risk
4. Make Vision Your Daily Guide
5. Listen With Purpose
6. Be Transparent
   

These six chapters/actions are filled with examples and stories and are supplemented by a seventh chapter titled Practicing the Principles. This closing chapter helps make all the suggestions and anecdotes more real and applicable.

As a friend of mine said, "I don't have trouble with decisions; it's the wise part I need to work on." This book will help you work on both.

Learn more and Purchase

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Want to keep your organization out of recession? Consider these thoughts about the Six Cancers of Customer Care and how to overcome them.



Also posted in Customer Service.

Labels: customer relationships, customer service, recession, relationships

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In this election season, I decided to share a few quotations from U.S. Presidents about leadership itself.

Here's the one I shared with our Powerquotes list today:

"I would rather try to persuade a man to go along, because
once I have persuaded him he will stick. If I scare him, he
will stay as long as he is scared and then he is gone."

-- Dwight D. Eisenhower

And here are a couple more . . .

"Change is the law of life. And those who look only obstacles vanish." 

-- John Quincy Adams

Make sure you vote for the best Leader among the Presidential candidates, and add your favorite Presidential quotation on leadership in the comments section. Thanks!

Also posted in Leadership.

Labels: Best Leadership Blogs, presidential candidates, presidential leadership, Presidential survey, quotations

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There are many criteria we can use to vote for a particular candidate. I'm most interested in one of those criteria - which candidate, Barack Obama or John McCain, do you feel has the strongest leadership skills?

Please share your ideas by voting on our Presidential Leadership survey. You will have the chance to compare each candidate on 12 leadership competencies from my book Remarkable Leadership. Cast your vote and request the results which we will share in a Special Report on October 16th, invite everyone else you know to vote as well!

I'll be providing updates and additional information over the next few days.

Also posted in Leadership.

Labels: Barack Obama, John McCain, leadership, presidential candidates, presidential leadership

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As our election grows ever closer, I continue to watch the candidates, watching for lessons that we can apply as leaders everyday. In conversations recently with friends and colleagues I have mentioned that I believe both candidates would be better served by talking straight, even if it means acknowledging the similarities between their positions.

While we as leaders don't find ourselves under the intense scrutiny of millions, I believe the same is true for us.

Talk to people. Tell them what you are thinking. Tell them if you aren't sure on something. Tell them the future is complex. Let them know that you care. Acknowledge other opinions. Create opportunities for understanding.

I believe that if one of the candidates would really do this, they would gain many votes. Much more importantly for all of us as leaders is that we can and must do this.

Talking straight builds trust, confidence and understanding. We do not need to talk only in sound bites - we can explain things clearly. Talking straight - honestly and authentically is one way to communicate more powerfully.

And communicating powerfully is a hallmark skill of Remarkable Leaders.

Also posted in Leadership.

Labels: communication, leadership, Remarkable Leadership

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Goal setting is one thing we all recognize is important, both personally and professionally (even though the vast majority of people don't set any). Setting goals is one thing, achieving them is something else. If goal setting is the first step in success, persistence is a very close second.

Too many people set a goal and feel like the hard work is done. For all of the value of the Law of Attraction, the part that is often overlooked is the Law of Action. Yes, we set the goal and begin to attract it, but attraction comes much faster by taking action.

Persistent, regular, consistent action.

Here is your recipe for goal achievement.

1. Review your goal(s).
2. Take at least one step towards achieving them each day.

Like the stonemason who carves away at the rock with his hammer and chisel, one blow, one chip at a time.

Like the Salesman who makes one more sales call each day.

Like the athlete who practices everyday.

If you want to reach your goals, you must take action towards them. Don't just ponder and think about hitting a home run when you actually go to bat; go to bat. When you keep swinging you will hit some home rums, but more importantly you will hit singles and doubles.

You can achieve many goals with daily singles and doubles.

If you want to achieve your goals, be persistent. Take actions everyday that will lead towards the achievement of your goals.

If you can accelerate the effort to take many steps each day, your goals will come faster. But if you take consistent, persistent action in the direction of your goals, you will achieve more than you ever imagined to be possible.

Be persistent today.

Labels: goal setting, goals

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The news blares about Wall Street and the latest corporate dramas. A celebrity's story or woe captures the attention of everyone in the 24-hour news cycle. Coverage of floods or hurricanes dominates the airwaves. Your company is rumored to be merging or down-sizing, and you wonder about your job. Or good news – your local team advances in the playoffs or is preparing for the big game.

All of these stories can also crowd our minds and conversations.

While not all are negative, all are, in the end, distractions from the goals you have for yourself and your organization.

Here are some ideas and suggestions to help you deny the allure of the distraction, both personally and as a leader, and move toward the results you truly want.

Your Sphere of Control

At the heart of this advice is that it makes no sense to spend too much time or effort on things outside of our control.

Concerned about Wall Street? Move your investments or call your Representative. Those things are in your control.

Feel for the victims of a flood or other natural disaster? Organize a fund drive, make a donation or go and lend a hand. Those things are in your control.

In both of these cases (and a hundred others) watching the coverage for hours while fretting and worrying is of no value - to you or the situation.

The goal is to keep your focus on things that are inside of your control. When you operate within your sphere of control you will reduce your worry and stress and almost automatically re-focus yourself away from external distractions.

Things You Can Do

Beyond focusing on your sphere of control, there are a number of specific things you can do to help you deny the distraction. Not surprisingly, all of them are in your control . . .

• Limit your exposure. First and foremost, limit your exposure to the distraction. You may love your home team, but do you really need to watch two hours of coverage and read every message board for days before the big game? Does your television really need to be on CNN, or CNBC or the Weather Channel all of the time (or on at all)?
• Focus on a goal. Think about why you want to achieve the goal. Reminding yourself of your why is a great way to re-engage and re-ignite your passion for that goal. That passion and excitement is a great distraction-deterrant.
• Remember your purpose. Above your goals is your purpose. What are you trying to accomplish? How do you want to make a difference? (And will watching the news for 30 more minutes, or standing around the water cooler for 10 more minutes, serve that purpose?)
• Focus on serving others within your sphere. Even if you don't know your purpose, and haven't considered your goals, a fast track to denying distraction is to focus on others within your sphere of control. How can you help them be less distracted? How can you lend a hand? As a leader, how can you best help them?
  

Things You Can Do as a Leader

The last bullet point was a great lead in here. Being a good example of denying the distraction is a great start, but beyond that there is more you can specifically do as a leader, including:

• Acknowledge the distraction. No need to be in denial - people care about the distraction and/or it has captured their attention. Let people know that you understand their concern or worry, but that you have resolved not to dwell on it – and you want to help them make the same choice.
• Change the focus. Put the focus on the team or organizational goal or latest project. Their minds will focus on something. Give people an alternative to the latest distraction.
• Change the conversation. Once you have acknowledged it, you can purposely tell people you won't be talking about the distraction. Pick a new topic - like your goals or anything more positive and inside the team's control.
• Create development opportunities. Times of distraction are great times to help develop the skills of others. Delegate a task, process, or responsibility; provide people with a chance to try something new. Done well, they will grow and their focus will naturally shift to the new challenge.
• Engage people in goal setting and goal achievement. Perhaps it's time for new goals or challenges. Don't just provide people with a goal; get them involved in the goal setting and goal achievement process.
  

This advice will help you and your team work through any type of distraction large or small. The next time you sense your mind and focus wandering, consider these approaches to get yourself - and your team - back on track and on your way to your goals.

Potential Pointer: External distractions will always exist, but you have control over how much they distract you. When you re-focus your attention to what is in your control to change and re-adjust your gaze on your goals, the distractions will diminish, and your success will accelerate.

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We each make hundreds of decisions every day. And while most of us know that we use both logic and emotions to make decisions, I'm guessing most of us believe that most of the time, we make our decisions logically and rationally.

In this book, Dan Ariely offers example after example where we clearly do not.

The proof cited isn't based on the author's personal views or moral compass but on research - tons of research by him and colleagues around the world studying decision making.

This book will cause you to think about many of the premises our economic policies and assumptions are based on. It also gives you a glimpse into our own minds. The book includes chapters on Social Norms (including a story about a Thanksgiving Day meal I will never forget), Pricing, Supply and Demand, Procrastination and much more.

I find the book fascinating and immediately applicable. (I'm glad it is one I didn't purchase for my Kindle because I have notes in the margins, along with questions and even ideas we are going to try in our business because of what I read.)

Beyond the book, I highly recommend the Predictably Irrational website, where you can read excerpts (a try before you buy option) and follow Ariel's interesting blog on current events and decision making.

Lastly, while I almost always link you to Amazon to help you make your purchase, there are even more reasons this time. On the Amazon, you can watch video, follow the author's blog and download a sample.

On both a personal and professional level I found this book a great read, full of interesting ideas and usable concepts. I am confident you will find the same value for yourself.

Learn More and Purchase

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You are entering a no politics zone...

So if you want political commentary or biased spin, you are in the wrong place. :)

I watched the Vice Presidential Debate last night from two perspectives. As a voter I wanted to hear what both had to say. But I also wanted to see what I could glean from it from a leadership development and learning perspective.

To be Remarkable Leaders, we must communicate powerfully. The debate provided a wonderful learning laboratory to examine speaking prowess and persuasion approaches. Here are the lessons I learned, and how you can use them as a leader.

- Be yourself. Governor Palin was warm and down to earth. I must believe this is really her. She smiled talked normally - mispronunications, verbal habits (i.e. "also") and all. Senator Biden got emotional at one point when speaking about his family, and shared from his extensive experience in the Senate.

When speaking to a group, be yourself. Don't try to be "like" someone else as a speaker. Find your own voice and be authentic.

- Play to your strengths. Both candidates played to their relative strengths and it helped them communication more successfully.

Know what your strengths are and use them as a communicator. Talk to your experience and speak from your unique perspective and you will be more persuasive.

- Make eye contact. Governor Palin was exceptional at at looking into the camera - the closest thing she could do to looking viewers in the eye. Eye contact matters. Both candidates looked at their notes at different times, but not often while they were speaking.

In groups of 1 or 100,000, make eye contact - it builds connection, understanding and trust.

- Be clear on your core message. Both candidates had specific things they wanted to emphasize, and they made sure that they made those points.

A clear purpose coupled with repetition will help you communicate more effectively and efficiently.

- Answer the question. On this count, neither candidate did exceptionally well, but candidates seldom do in these sorts of events. In general, audience perception either or both would have one better if they had answered the questions they were asked directly.

People ask questions because they want to know the answer. As a speaker or leader we must make sure we understand the question, answer it, and make sure people understand our answer. To do less reduces our effectiveness and ability to persuade.

These are five lessons from the vice presidential debate. I encourage you to think about how you can apply these lessons,and to watch the remaining Presidential debates, looking for lessons and ways to become a more effective communicator yourself.


Also posted in Leadership.

Labels: Biden, communication, Palin, persuasion, Vice Presidential Debate

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Enough about bailouts, that is what I say! Actually, you can see and hear what I say... right here:



If you would like to get better at the skills I suggest: delegation, engagement, sharing responsbility and more, you might want to register for my Remarkable Leaders Share Responsbility teleseminar for October 7 at 2 pm.

What suggestions would you add to mine?

Also posted in Leadership and Learning.

Labels: delegation, shared responsibility, teleseminar

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