Tag Archive for ‘Business’ at DrivenLeaders.com

Tag Archive for 'Business'

Tips For Getting Promoted in Down Economy

Published

on July 9, 2009

. 1 Comment

With unemployement numbers higher than they’ve been in years (9.5% as of June 2009), it sounds odd to be talking about promotions. When businesses large and small laying off employees, the natural inclination is for us worry about holding on to our jobs. Who wouldn’t! Yet for some, these challenging times may present an opportunity to differentiate yourself, get noticed, and position yourself for a step up the ladder.

Even admist restructuring, when there are fewer employees in an organization, those who survive often have increased opportunities to move up. Speaking to this, renowned career coach Marty Nemko presents an interesting video for U.S. News & World Report with advice on how to position yourself for a promotion in a down economy.

Video - “Getting Ahead in a Down Economy“

1. Hitch youself to a star.
2. Get involved in the companies core.
3. Get involved in professional associations.
4. Utilize online tools to brand yourself.

5 Attributes of Inspirational Leaders

Published

Anthony

on April 19, 2009

in Leadership, Motivation and Vision

. 0 Comments

inspirational leadership1 5 Attributes of Inspirational Leaders

Have you ever wondered, “How do some leaders seem to excel at inspiring their people, while others continually have trouble rallying their troops?”

It’s a question that adds to the debate as to whether the ability to lead and inspire is innate or developed. While that discussion is continually defended by both sides, few will disagree with the power and presence of inspirational leaders provide. The amount of influence they hold and the results they routinely achieve are the envy of aspiring leaders at every level. Interestingly enough, it’s not just other leaders that long for this skill; studies continue to show that employees crave it as well.

“In a survey of more than one and a half thousand managers, people were asked what they would most like to see in their leaders. The most popular answer, mentioned by 55% of people, was ‘inspiration’. When asked if they would describe their current leader as ‘inspiring’, only 11% said yes.” – Source: UK Dept. for Business Enterprise and Regulatory Reform

Inspirational leadership is the purest expression of leadership because it creates a sense of intrinsic motivation within the follower; a vital concept that Jack Hayhow spoke to in our interview earlier this year. Benchmarking successful leaders across business shows that the stereotype of the inspirational leader as someone extroverted and charismatic tends to be the exception rather than the rule. Looking at their best practices, some inspirational leaders certainly do fit this mould, however a large number are just the opposite. Many are quiet, almost introverted in their approach. This leads to the conclusion that being inspirational is more than just a vision, speech, or event. It’s more of an attitude, a mindset, and a process that needs to be honed and committed to with everything you do.

In developing your own approach to inspiring your employees, one place to start is with the teachings of John C. Maxwell. Maxwell, a renowned leadership guru, has published his thoughts on the 5 Attributes of Inspirational Leaders. I have found these to be an excellent self-check and framework for personal development in this area.

5 Attributes of an Inspirational Leader by John C. Maxwell

1. Attitude of Service

To be an inspirational leader, you must adopt an attitude of service toward those you lead. This requires laying aside selfish interests to add value to another person. In the words of Martin Luther King, Jr., “An individual has not started living until he can rise above the narrow confines of his individualistic concerns to the broader concerns of all humanity.” When you serve, you awaken something magnetic inside of you. People are drawn to follow you because they know you’ll find ways to make them better.

2. Affirmation

To inspire means to have a positive view of others. If we’re not careful, we become fault-finders, magnifying the flaws in everyone around us. Instead, leaders should emulate gold prospectors - always on the lookout for potential gold mines. When they find traces of ore, prospectors assume there’s a rich vein to unearth, and they start digging. In the same fashion, leaders ought to search for the best traits within a person and commit to uncovering them.

One of the best applications of this idea is expressed in what I call the 101 percent principle: Find the one thing that you believe is a person’s greatest asset, and then give 100 percent encouragement in that area. Focusing on a person’s strengths inspires them by promoting confidence, growth, and success.

3. Attentiveness

Great inspirers know the desires of those they lead. As much as people respect the knowledge and ability of their leaders, these are secondary concerns for them. They don’t care how much their leaders know until they know how much their leaders care. When leaders attend to the deeply felt needs of their team, the determination and commitment of each team member skyrockets.

4. Availability

Leaders inspire by intentionally investing time in the people they lead. They make themselves available. People cannot be nurtured from a distance or by infrequent spurts of attention. They need a leader to spend time with them - planned time, not just a conversation in passing.

In our fast-paced and demanding world, time is a leader’s most precious commodity. While it feels costly to give up, nothing communicates that you value a person more than the gift of your time. In addition, investing time to develop others has a way of reaping dividends. As Ralph Waldo Emerson remarked, “It is one of the most beautiful compensations of this life that no man can sincerely try to help another without helping himself.”

5. Authenticity

To inspire, leaders have to be genuine. More than anything else, followers want to believe in and trust their leaders. However, when leaders break promises or fail to honor commitments, they reveal themselves as being inauthentic, and they lose credibility. Trust rests upon a foundation of authenticity. To gain trust, a leader must consistently align words and deeds, while showing a degree of transparency.

What do you think are the keys to being an inspiring leader?

Should a Leader Be Tech Savvy?

Published

Anthony

on October 24, 2008

in Leadership and Technology

. 2 Comments

I originally published this article at Hard Knox Life as a guest post a little while back. After receiveing a few emails debating the topic, I thought I would post it here to get your opinion…

leadership keyboard1 Should a Leader Be Tech Savvy? When we think of great business leaders, many things may come to mind; the ability to inspire, to motivate, to be a visionary, or perhaps to radically challenge the status quo. Each attribute demonstrates a cornerstone of strong leadership, but this being known, the question facing many in leadership positions today is - Do we need to include the “being tech savvy” to the list?

Is it necessary? Some argue yes, with the advancements in software and the impact technology has had in developing new markets and business opportunities, how can one not? Others dispute that good leaders need to keep abreast of current technological trends, but not necessarily have extensive knowledge of them to be successful. Maintaining that in the big picture it’s about leadership, not technical prowess.

The question can be argued from both points of view, each one having multiple real world examples with varying levels of success. Regardless, one overarching point remains clear. Business as we know it continues to evolve and leaders who are slow to embrace technology in any capacity are sure to fall behind the pack. Emerging technologies will continue to be a source of competitive advantage, drive new market opportunities and redesign our current organizational models.

I think Mark Somers, PhD and professor at the NJIT School of Management, said it best with the statement,

“There is only one certainty in the current business environment — continual, rapid, unpredictable change. Much of that change will be technological in nature and the future will belong to business leaders who can leverage technology to capitalize on the opportunities that arise in this fast-evolving competitive arena.”

So the question remains, does a leader need to be tech savvy? Perhaps it may not as simple as a yes or no answer… My belief follows that of Mr. Somers. I think it is vital for those in leadership positions to understand the true impact that technology has on their position, not only on a macro-level to their market or industry, but also on the micro-level with the effect it has on how people interact and how it impacts daily work flow. At the very least, I believe leaders need to surround themselves with people who do have a firm grasp on the impact of technology. With that knowledge, one would have the information nessesary to manage through the ever changing dynamics of business.

So what do you think? Should a leader need to be tech savvy?

Conflict Management 101

Published

Anthony

on August 7, 2008

in Classroom 101, Communication, Gen-Y, Leadership and Managing

. 2 Comments

Conflict Management 101

Last week, I was asked to give a presentation to a group of emerging leaders at J&J, focusing around the topic of managing conflict. Without a doubt a crucial skill to develop on the road to being an effective leader. The funny thing is, we understand how important it is yet we spend so little time devoted to development this area. Why? “It’s uncomfortable, it’s difficult, it’s hard to simulate.” These excuses may be true; but it doesn’t diminish the importance for us to develop ourselves in this area.

As I began, I asked the group to give me the first word that came to their mind when I said the word “conflict” and to no surprise, I received quick and varied responses: “argument, disagreement, confrontation, loss of productivity” to name a few. Interestingly enough every single response had a negative connotation. In actuality, conflict is often the driving force to address problems or recognize different points of view. - all very positive.

Despite the fact that many of us see conflict as something negative, and don’t like dealing with it, there are techniques that you can implement that will help you better handle difficult situations.

Conflict isn’t the problem - it’s when conflict is managed poorly that it becomes a problem.

Below are some ideas from my presentation, a logical approach to understand and effectively manage through conflict, aptly named “The Ladder of Thinking.”

Conflict Management 101

In conflict situations we are most often working from our own perception of the situation - from our own “story” so to speak. Conflict occurs when we don’t have a clear understanding of the other “story” and we believe that we are right and the other person is wrong.

So, to be able to take the first steps to resolve conflict, we need to be able to understand how the other person has reached their conclusion - which makes perfect sense to them but not to us! We also need to help them understand how we reached our conclusion and why.

First, we each have a puddle of “information” that we are experiencing - these are our observations of the situation:

Sometimes we have information that is known only to us
Sometimes the other person has information that is not known to us
Sometimes we have information that is overlapping with the other person

Secondly, we take this information, our observations - what we are seeing, hearing and feeling - and interpret it to give it meaning.

Conflict Management 101

Finally, we formulate conclusions about what is happening. It is important to note, though, at each step in the process, there is an opportunity for our “stories” to differ. This is because we each process information differently and then interpret this information in our own individual way.

When we have conflict, it is often because we are only focusing on the conclusion, and sharing that with each other. To explain it in more detail:

Rung 1 - Information/observations:

We notice different things - what we pay attention to is influenced by what we care about and who we are.

Rung 2 - Interpretations

Even if we have the same information to work from, we often interpret it differently, we have differing perceptions - I see the glass as half full, you see it as half empty; same ocean same time - to me the water is warm, to you it’s cool - and we make assumptions based on our interpretation. The ladders can pull further apart as you go up.

Two factors influence how we interpret our observations of a situation and begin making assumptions:

Prior Experiences
- Our past experiences impact how we view the present - understanding where someone is coming from in terms of their stance is very helpful
- Sometimes we are not aware of how much our experiences in the past are impacting us now
We live by our “rules”
- These past experiences develop into “rules” by which we live our lives.
- These rules dictate how we think we should behave, what is “right” and “wrong” or how things should be.
- Not everyone lives by the same set of “rules” e.g. I think it’s OK to be late for an appointment, it’s not a big deal, don’t worry about it - you are very punctual and always believe you should be on time otherwise it is disrespectful to the other person.

When these “rules” clash - conflict occurs

Rung 3 - Self-Bias

It’s human nature to form conclusions based on our own interests. When we observe and gather information, we are paying attention to what matters to us - This leads us to the conclusion that we are, of course, right!

Final Thoughts: Keys to Success for Managing Conflict

When you are in a conflict situation it is important to ensure that you make your “rules” known to the other person, and encourage them to articulate their “rules” so that you have a clearer understanding of each other’s interpretation of the information
Don’t fall into the trap of making assumptions that the other person understands how you reached your conclusion:
Don’t assume other people perceive the world the way you do
Don’t assume that others attach the same meanings to things that you do
Don’t assume that everyone will react the same way that you do

How do we stop ourselves making assumptions and gain greater insight into the other person’s story?

Show interest in their viewpoint
Be inquisitive
Work to understand why they feel or act the way they do
Don’t make judgments
Do not assume that either one of you has to be “right” and/or “wrong”
Be prepared to fully explore both sides of the story and accept that neither of you has to “give in” - you need to learn how to work through the differences to come to agreement

Accept that others may have a differing viewpoint and then understand that each of you see/feel/observe things that matter to you each individually - to work through the conflict you need to uncover what this is and how you feel about it. Remember, Conflict can be a positive thing if handled appropriately and if you embrace the Ladder of Thinking, you will be well on you way to productive conflict management. Just try it out a few times before you attempt to win over your boss…

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90 Days to Prove Yourself…

Published

Anthony

on August 3, 2008

in Book Reviews, Leadership and Managing

. 0 Comments

Or else… At first glance I thought this book had been given to me being that the author, Michael Watkins, had based it on his work with J&J. I soon came to find out that there was a much bigger reason. Anyone who has recently been promoted or is expecting to be in the near future, should add this to the must read list. The First 90 Days is geared towards new leaders (or soon to be leaders) at all levels and is easily identifiable to anyone making a transition up the ladder. first90days 90 Days to Prove Yourself...

In the author’s words, “The actions you take during you first three months in a new job will largely determine if you succeed or fail.” Anyone experiencing this will attest to this period being a time of great opportunity, yet also extreme vulnerability. Watkins’ concept revolves around the “breakeven point,” essentially the point at which you begin contributing as much value to your organization as you have consumed from it. The faster you reach that point, the faster you will build your business.

To do this, he outlines ten strategies that are critical when making the transition into your new role…

1. PROMOTE YOURSELF - Make a mental break from your old job and prepare to take charge in the new one. Never assume that what has made you successful in thus far in your career will continue to do so. The dangers of sticking with what you know, working hard at doing it, and failing miserably are very real.

2. ACCELERATE YOUR LEARNING - Climb the learning curve as fast as you can in your new organization. Understand the markets, products, technologies, systems, and structures, as well as its culture and politics. It feels like drinking from a fire hose. So you have to be systematic and focused about deciding what you need to learn.

3. MATCH STRATEGY TO SITUATION - There are no universal rules for success in transitions. You need to diagnose the business situation accurately and clarify its challenges and opportunities. Watkins identifies four very different situations that you could walk into: launching a start-up, leading a turnaround, devising a realignment, or sustaining a high-performing unit. It is critical to know what your situation looks like before you develop your action plan.

4. SECURE EARLY WINS – Each win builds your credibility and create momentum. They create virtuous cycles that leverage organizational energy. In the first few weeks, you need to identify opportunities to build personal credibility. In the first 90 days, you need to identify ways to create value and improve business results.

5. NEGOTIATE SUCCESS - You need to figure out how to build a productive working relationship with your new boss and manage his or her expectations. No other relationship is more important. This means carefully planning a series of critical talks about the situation, expectations, style, resources, and your personal development. Crucially, it means developing and gaining consensus on your 90-day plan.

6. ACHIEVE ALIGNMENT - The higher you rise in an organization, the more you have to play the role of organizational architect. This means figuring out whether the organization’s strategy is sound, bringing its structure into alignment with its strategy, and developing the systems and skills bases necessary to realize you strategy.

7. BUILD YOUR TEAM - If you are inheriting a team, you will need to evaluate its members. Perhaps you need to restructure it to better meet demands of the situation. Your willingness to make tough early personnel calls and your capacity to select the right people for the right positions are among the most important drivers of success during your transition.

8. CREATE COALITIONS - Your success will depend on your ability to influence people outside your direct line of control. Supportive alliances, both internal and external, will be necessary to achieve your goals. Start immediately.

9. KEEP YOUR BALANCE - The risks of losing perspective, getting isolated, and making bad calls are ever present during transitions. The right advice-and-counsel network is an indispensable resource.

10. EXPEDITE EVERYONE - Finally, you need to help everyone in your organization - direct reports, bosses, and peers - accelerate their own transitions. The quicker you can get your new direct reports up to speed, the more you will help your own performance.

Overall, I would highly encourage any aspiring new leader to pick up a copy of this book. It’s a short read that can have lasting impact on your future success. Besides, who wants to really be part of that “or else” anyway? That was motivation enough for me…