Meeting success tip

 
If you want everyone's opinion, take note of those who have said nothing.  When everyone is quiet, ask those people for their ideas. 

Communication upwards

The Inside Advantage
Have an important decision to make? Your employees know more than you think. Open the lines of communication and get valuable advice from those who understand your company best.
The biggest challenge in communicating with employees today is not coping with a culturally diverse work force, overcoming the impersonalization of e-mail or battling information overload to get your message across. Instead, it's getting employees to trust you and offer ideas for improving the business.
Read On: >>>

Negotiating confidence

 

Negotiating can be a challenge. Sometimes we watch successful negotiators at work and wonder if it is an ability they were born with. But with a little time, information and preparation you can head for the negotiating table with confidence. Ten Steps to Win-Win Negotiating.1. Be prepared. Define your objectives and use lateral thinking to brainstorm possible ways they can be achieved.2. Research the other party’s objectives and brainstorm the methods they may use. “Find the edge” – any pressure points or hidden agendas. “Information is power.”3. Prepare yourself and the way you use the venue. Choose your seating for power, your clothes and your attitude. 4. Establish a cordial relationship on opening the meeting. Specify the aims of the meeting.5. Raise less contentious issues first.6. Promote harmony, minimise the negatives and articulate areas of commonality. 7. “Win-win” means compromises on both sides, so be prepared to bargain. Start with two lists – your must-haves and your might-haves, and start with a higher level than you expect to obtain. Highlight the contribution of your concession to the other person’s objectives. 8. Be prepared to release information at times beneficial to your cause. Use silence. 9. Listen for surprises.10. Articulate the agreed outcomes and any timelines, or they may collapse. Use detailed preparation and the win-win method and you have the tools to approach negotiation with confidence.

Follow a Leader to Become a leader

Follow a Leader to Become a Leader
When it comes to managing your employees, your leadership style directly affects your success. Put your business on top by following these proven HR strategies.
One of the best ways to become a great manager is to follow the example of another great manager. Adapting a "best practices" approach to managing your employees may be one of the best ways to excel in your market or industry. By studying what the top 10 percent of U.S. companies have in common, researchers have identified five HR practices these companies consistently use that make them successful. And each process, system or approach is a practice your company can easily adapt.
Read On: >>>

Murphys Law 6

Murphy's Law # 6

A meeting is an event atwhich minutes are kept and hours are lost.

The dead elephant in the middle of the room

The dead elephant in the middle of the room

"Many times in the corporate world, you will find yourself facing the "dead elephant in the middle of the room."This is the issue that everyone is aware of, but somehow nobody mentions. It could be emotionally charged; it could feel too big to confront; it could be that nobody is comfortable bringing it up. If you are a manager, it might very well be that you are the only one who doesn't see it."

Dave Grey has written a very useful article on that dead elephant.

His communication bias is very welcome.

I also found the idea of calling it a dead elephant or in the case of the comment by Dennis Arter, a "dead moose" and dealing with it as such, a very applicable strategy. Maybe here in Australia, we should call it a dead kangaroo!

Leadership Success Tip

Delegation helps to channel more of the latent strengths in other people. So if you can delegate, you will help the growth of both the individuals concerned and the organisation for which you all work.

Publicity - UGRs

From Just about Retail

Examine Your UGR's
(Reading time - 30 seconds)
The Chief Executive Officer of McDonald’s, Charles Bell, has produced some fascinating figures to revive the McDonald’s business.
In a recent address, he mentioned that if each McDonald’s store served one more hamburger every two hours, the profits for American stores would rise by a total of US$250m and each store would save US$20,000 in labour costs.
It makes you think how important it is to be proactive with the customer and have clear team and individual targets.
How many times have you been a customer and ignored by a team member or found a team member not interested in the add on sale.
Companies spend huge amounts on advertising to grow their business, but then team members fail to pick up on the opportunities …… why?
In my experience as a consultant and trainer, most individuals have the skills, but do not do it. Because of the business culture, they are not encouraged to do it, or they are not rewarded and if they do so, their feelings are “why should I bother”.
I recently attended an excellent talk by Steve Simpson on business culture and he discussed the importance of U.G.R.’s (Unwritten Ground Rules) and how they affect the performance levels in your business.
If you want to know more about U.G.R.’s do get his book - UGRs™ - Creating a Culture of Service
How many people could you serve your “french fries” to in the next week and what impact would that have on your bottom line and influence in your organisation?

Developing leadership skills by modelling

Follow a Leader to Become a Leader
When it comes to managing your employees, your leadership style directly affects your success. Put your business on top by following these proven HR strategies.
One of the best ways to become a great manager is to follow the example of another great manager. Adapting a "best practices" approach to managing your employees may be one of the best ways to excel in your market or industry. By studying what the top 10 percent of U.S. companies have in common, researchers have identified five HR practices these companies consistently use that make them successful. And each process, system or approach is a practice your company can easily adapt.
Article continues

Meeting success tip

It is in the interests of everyone concerned to take minutes of your meetings – whether they are a diary entry recording a meeting of two people, or the formal set of minutes of a Board meeting. It means that a record is kept of decisions made and agreed to.... and that you have details you can use to plan future meetings.

Publicity - using testimonials

Publicity
========================================
Article: Is There Too Much Sugar In Your Testimonials?
Read online at: http://www.psychotactics.com/artsugar.htm
========================================

Take a cup of hot, steaming coffee.
Add one spoon of sugar.
Add another spoon of sugar.
Then just for good measure, add three more spoons (yes, of sugar)

Now drink the coffee
Now, now, no 'yuck' from you. We both know the coffee is sickeningly
sweet. And ja, that coffee is headed straight for the drain in a few
seconds.

Nothing that sweet should be allowed to exist, right?

===============================================
Ahem...have you looked at your testimonials recently?
===============================================
Let's look at them testimonials, shall we, pardner?

==========
Example 1:
==========
"I loved your product. I bought it just yesterday, and your content
has been the most enlightening I've ever read. Thanks so much for
putting out this information. I don't know how I managed without it."

==========
Example 2:
==========
"Believe me, I'm so grateful to you for all your invaluable help.
I absolutely want you to know that your consulting made a big
difference to my life. You deserve all the good things that come
your way."

===============================================
Ooh, suddenly you can see the five teaspoons of sugar, can't you?
===============================================
The testimonials on your website, brochure and the rest of your
marketing material is starting to look
like...eyewwww...yuck...aren't they?

===============================================
Except, you're in a dilemma
===============================================
You didn't write the testimonials. You can't control what customers
say.

Or can you?

If you're getting icky, sugary-sweet testimonials, it's not the
client's fault. No sireeee, it's not!

It's your fault. You see, you've been asking the wrong quest*ions.

===============================================
Questions*? Were you supposed to ask questions*?
===============================================
If your question has been limited to: "Can you give me a
testimonial?", then go wash your mouth with Dove.

Because you're literally setting yourself up for a testimonial
that's coming zinging out from left field.

===============================================
You see, the client is not in the business of giving testimonials
===============================================
They haven't a clue in the world what to say or write, when you ask
for your testimonial. So to prevent you from looking bad, they
write something sweet and sugary.

===============================================
How to cut out the sweet and sugary stuff right away
===============================================
Ask the client three questions*:

1) What were your perceptions before you bought our product/service
and were you reluctant in any way?

2) How did you feel as a result of using the product/service?

3) What specific results did you get as a result of using the
product/service?

===============================================
So let's take apart the psychology behind each question
===============================================
1) The 'Perception' Question: The first question usually brings out
the bad stuff. Like "I thought you were too expensive." or "I
thought this product was just for the geeks" and other assorted
perceptions.

2) The 'What did you Find' Question: The second question is pure
emotion. Notice how it uses the word 'feel?' That trigger word
'feel' gets you a response that's based on feeling. The client
feels 'confident', 'reassured', 'ecstatic', etc. The feeling is a
response that other customers respond to as well, so emotion is a
vital part of your testimonial.

3) The 'Specific Results' Question: This clearly demonstrates that
we're past the touchy-feely stage. It's alright to feel good,
but hey, show me the buckeroos! A specific answer will have: '25%
growth', '$12,000', etc.

===============================================
There's a nice side-effect to this questioning method
===============================================
Suddenly, the testimonials you receive, won't be one measly line.
They'll be several paragraphs long. Some will exceed a page.

When customers are asked specific questions, they give long, detailed
answers. These answers not only enable you to post some real
testimonials in your marketing material, but also enable you to see
what your customer is thinking.

If you stop to read between the lines, you'll quickly see how you
can change your copy, graphics,etc., based on Question 1. Because
if the customer was reluctant for any reason, you can bet your
pink booties that you've got other customers who feel the same
reluctance. So, by asking the right questions, not only do you
get an insight, but you also get a darned good testimonial as well!

Leadership - Delegation

Leadership – Delegation - Part 3


In Part 2 of this series of posts, we looked at Preparation and Matching the Job to the Person.
Communicating the Vision
If the project is to succeed, everyone needs to see the broader aims of the whole project and the vision involved.  Information is vital, but so is communicating the enthusiasm and value of the vision.  Communicate the value of the project’s success – its value to the organisation and to the people taking on the various tasks. It is also necessary to make the members feel that the vision is theirs as well, that they can contribute to it, and feed it with their own creativity, enthusiasm and hard work.
Motivation 
Communicating the vision involves the use of positive, encouraging language.  Use words like believe, confidence in abilities, success.  The language needs to communicate strength and positivity both in the enthusiasm for the project and in the faith in the people involved and their ability to achieve their goals.
 
Each person needs to be given the responsibility to achieve the task delegated to them.  It will encourage them to contribute wholeheartedly to the job and its success.  If the person does not want the responsibility, then perhaps it was not a good decision to delegate to them.
And those who are happy to work with responsibility, will also be motivated by the knowledge that you have the faith that they can achieve the job they have been given.
 
Expect high standards.
 
Make sure each person has the resources and the moral support to achieve their tasks.
 
Albert Schweitzer said, “Example is not the main thing in influencing others. It is the only thing.  So lead by example.  Take your place on the ground floor and “at the coal face.”  And if you have middle level managers, give them direct experience of the work and the workplace.      

Leadership Success Tip

A leader must be willing to accept responsibility for the success of the project, for the actions of the members of the team and the goals selected. The leader is responsible to contribute. A leader must get things done, which means organizing others, setting goals, establishing procedures, and monitoring progress.

Leadership and Change

Good Managers Focus on Employees' Strengths, Not Weaknesses

Marcus Buckingham knows enough about good management to know he's not a good manager. The author of First, Break All The Rules: What the World's Greatest Managers Do Differently and The One Thing You Need to Know, Buckingham says the best managers share one talent -- the ability to find, and then capitalize upon, their employees' unique traits. "The guiding principle is, 'How can I take this person's talent and turn it into performance?'" he asked during a presentation at the Wharton Leadership Conference on June 9. Buckingham talked about good vs. poor managers, and the need for leaders to display optimism, clarity, and an ego big enough that they can "build a future for their companies." Read the whole article

Free publicity space

Continuing the message

You probably get at least one of these among your monthly credit card bills. We're talking about a remittance envelope that offers you things you may or may not want to order.

But have you ever considered borrowing that same idea and adding helpful information to your own reply envelope?

Because on most fundraising packages, the back (and back flap) of the BRE is as bare as a baby's . . . well, you get the idea. So why not utilize that valuable — and empty — space to promote your group and its mission? Article continues

Meeting success tip

Choose clothes that say you are competent and successful. A rule of thumb: dress like the people you work with. If there is wide variation, dress like the decision-makers. People tend to trust, include, and help others who look like them.

Virtual teams roadmap

Virtual Teams Roadmap To High-Performance Collaboration: The Bioteaming Manifesto
 
Today’s virtual business teams don’t appear to be able to fully leverage the much touted opportunities offered by always-on interconnectedness, easy access to unlimited information sources and real-time communication and collaboration tools.  Post continues

Leadership - Delegation series Part 2

Be prepared before you Delegate

Ensure that you have your vision articulated very precisely. This is the vision that you will use to motivate and enthuse your members. Be very familiar with the place of this particular job in the organisation's plans and objectives.

Run the idea past other members of the Board, or trusted friends, so that they can find any difficulties or flaws. They can refine the idea for you, until it is stronger and more authentic than your original.

Check out the resources available for the job to be delegated.

Understand the whole scenario. Look for the fears that your members may feel, anticipate the problems that might occur, and think through how you will deal with those, what you will say. Look for flaws that might exist in the way you will communicate your plan, and the ways you might be misunderstood. Then you will be prepared enough to present a confident persona when you are motivating those who will share the work.

Match the Job to the Person

How many people will you need?
What kind of history does that person have on previous jobs?
Does this person show enthusiasm and interest in this appointment?
Does this person have the basic intelligence, knowledge and willingness to learn, necessary for the job?
Look for latent skills, strengths, and especially enthusiasm and willingness to learn.
________________________________________

Keeping Criticism Helpful

By Fred Smith

Keep criticism positive. Recently, I tried to analyze the reasons I criticize. Three of them were negative and one was positive.

If before 10 a.m. I have been critical of everybody, I stop and say: "Fred, what's wrong with you? What are you mad at yourself about?" And generally I have to go and make a call to apologize to somebody. But my environment won't straighten out that day until I quit being mad at myself. If I criticize too many, I'm just passing the buck on a self-grudge.

The second reason: To show superior knowledge. How often does someone show you a great idea and you are showing enthusiasm when you suddenly say to yourself, "I can't be too enthusiastic because he may feel he is as smart as I am." So you say, "This is a great idea, but . . . . " Many "yes-buts" come from the desire to show your superior knowledge.

The third root of negative criticism is usually a performer who didn't make the grade. Those who start well but don't make the A list usually become critics. You can't put a failed executive back into the ranks--he will become a critic.

Positive criticism is simply: A genuine desire to bring improvement. It can be done quietly. True positive criticism is not done in the earshot of others, unlike the three negative types that generally are done in public. Really strong positive criticism is specific and directed only to the point that needs work.

When you can positively criticize you are demonstrating emotional stability as a leader.

This week, review a circumstance in which you negatively criticized--at work or at home. Then think about what was really going on. Next,
think about an example of positive constructive criticism and how effectively it worked.

Leadership success tip

Leadership Success Tip:
 
Successful leadership is often a result of self-motivation.  Motivation is the instinct, desire or idea which moves you to action... Aristotle said:  "We learn by doing."  The beginning of success is when you are inspired to make the effort.  Each time you act, you will become more competent and productive.  The act will retype the motivation message and give you more confidence in your leadership abilities.