Today, many companies are struggling with trying to find the right people to take the firm to the next level in many industries. Stockholders are demanding this happen with Senior Leaders but so often they don’t offer any solutions nor do they have any idea of what defines the “Right People”. Sometimes they try to use psychometric testing to fill this void, with limited results. So how can a company find authentic and effective leaders for the future? Here are six tips that may help with this process:
If we could do one thing to improve our probability for success in work and families, it would be to follow this long offered advice: “Know Thyself”. James Allen discussed this topic at length in “As a Man Thinketh” written in 1903, yet today it is still a much-discussed fear for most executives.
We have seen professionals look bewildered and squirm when asked a very simple, albeit not necessarily easy to answer) questions:
- What are your values?
- What do you want to accomplish with your life?
- What do you want for yourself?
- What do you fear?
- What is getting in the way of your acting or feeling your best?
- What do you think the perception of others is of you?
You don’t have to be a monk to answer these questions but I believe each of us could benefit by asking ourselves these questions on a regular basis. What happens if you don’t ask them of yourself?
It is frustrating to have to read minds
For instance, many employees are frustrated because they feel like they have to read their manager’s mind. They don’t know how they are doing and how they can do better. The annual performance review is sometimes their only chance to find out, and that event is so stressful and formal that the environment is not conducive for improvements.
Most of successful professionals use a series of information based ads that build emotion and a call to action. These are much more effective than a standard company branding advertisements. The same principles that go into putting together a high impact (and, often, high priced) ad campaign can be adapted to fit your needs with similar results.
The only way to build and maintain a strong team is through strong, consistent, communication. This is often an overlooked or neglected aspect of business management, and is easily forgotten during periods of high stress or heavy workload.
Avoid letting communication fall on the back burner by creating a regular meeting schedule – and sticking to it. Depending on the size and type of your business, daily, weekly, or monthly team meetings are an important cornerstone of a strong team.
Regularly scheduled team meetings are like Sunday dinners with a busy family. They give you – the owner – a regular forum with your staff to inform and garner support for company-wide training initiatives, announce results, establish goals and targets, or share new visions or directions. They also give your staff a forum to share feedback and air grievances. Give your staff permission to be open and honest in their discussions.
Early in Ben’s career, somewhere in his late twenties, he determined that he needed to continuously work on improving his attitudes and service to those around him. He penned the 13 virtues at that time and proceeded to work at improving himself of at least one virtue per week.
He sets an example for us by taking control of his life and continually setting a higher standard for himself, developing a plan to achieve it and developing a method of measurement to indicate growth. He began by examining his life and determining what vices he partook in and what virtues he felt could best serve to better himself and the community. He understood the importance of self-awareness in being successful, understanding the motivations that drive us, which are positive, and which were negatives. This should be a prime example of how one can improve their circumstances by developing personal integrity and authenticity.
There are three key areas of public relations you can use to boost your advertising results ten-fold over your paid advertising.
The keys to public relations lie in:
- Public relation or publicity
With a solid plan in place that encompasses all these areas, you’ll have a great approach to use public relations in the best way possible.
If you have participated in a few bad meetings, you must have experienced at least one of the following attitudes. Here they are and how to fix them.
1) Many leaders think they are meeting experts.
Many tell me that they know how to hold a meeting. Actually, all they do is host a party. They invite guests, provide treats, and preside over a conversation. People talk. People eat. Moreover, nothing happens. Alternatively, if they somehow manage to reach an agreement, no one implements it.
> What to do: Learn how to lead a real meeting. Schedule a workshop or buy a book. When results really matter, hire a facilitator. Recognize that there are modern tools that help people make methodical progress toward results. These tools are practical and easy to use. Of course, you have to know what they are in order to use them. Contact us at Transformative Leadership Group for more details of our “Dynamic Meeting Process”.
2) Many leaders think they are inspiring.
Many people believe that long-winded announcements impress others. Actually, it’s the opposite. A long lecture quickly becomes a boring (and sometimes offensive) harangue. Why? Most employees want an active role in contributing to the business, and thus listening to a speech feels like a waste of time. If you don’t get feedback from a trusted source afterwards you are prone to recreate the issue time and again.
> What to do: Design meetings that give the attendees opportunities to contribute. Listen intently and make notes. Plan & ask questions that help direct thinking & discussion towards a goal or specific results, when necessary. Use activities that help people make decisions. Distribute announcements in letters, memos, or E-mails. On the other hand, if you must use a meeting, keep announcements brief (less than a few minutes). Trust the feedback you receive from others and make changes.
3) Many Leaders think others agree with them.
Many people rely on nods, smiles, and eye contact to measure acceptance. Actually, some employees will do anything to appease a boss. In addition, if the boss seems to be upset, the employees will become even more agreeable. Then, once the meeting ends, the employees will do one of three things: 1) forget the lecture, 2) ignore the message, or 3) sabotage the idea.
> What to do: Conduct meetings by a process that everyone considers fair. Use consensus to reach agreements and make decisions, where appropriate. If the decision must be centralized, be transparent and explain the logic and outcome. People will accept decisions that they helped make.
4) Many leaders think others are clairvoyant.
Many people call meetings without an agenda expecting that everyone will arrive expecting them to share their vision for what needs to be done. Actually, everyone brings his or her private hopes, fears, and vision to the meeting. Generally, without a clear agenda, the result is something between chitchat and chaos, depending upon the complexity of the issue. An agenda should be liberating not restrictive. We believe that it is possible to collaborate without an agenda but that may not be so with a scheduled meeting. The ability of the facilitator to manage the conversation will help drive the agenda decision.
> What to do: Determine the need for the meeting. Write out your goal for the meeting. If necessary, prepare an agenda that is so complete someone else could use it to run the meeting without you. Specify each step and provide a time budget. Send the agenda at least two days before the meeting so that the attendees can use it to prepare. Call key participants before the meeting to check if they have questions or want to talk about the agenda.
5) Many leaders think meetings are necessary.
Many people respond to every emergency, surprise, or twitch by calling a meeting. Actually, a meeting is a special (and expensive) process. It should be used only to obtain results that require the efforts of a group of normally unrelated people working as a team. A meeting is NOT a universal cure for everything. Meetings held for the wrong reasons waste everyone’s time.
> What to do: Challenge every meeting for its ability to earn a profit for your business. That is, make sure the value of the results is greater than the cost of holding a meeting. If any other activity can accomplish the same result, use that other activity.
If you challenge every meeting based on cost versus benefit, you are on the way to greater engagement and profitability, assuming other valid communication methods are used to support the reduction in actual meetings. We can help you develop a new meeting strategy. Just contact us at Transformative Leadership Group.
It’s extremely important to build relationships with your vendors and those around you can bring in new customers/clients and increase awareness of your company branding.
The people you work directly with on your products and services are really the ones with the most to gain when you find success. By taking the time to get to know them, you’ll find a whole host of opportunities you didn’t realize were there.
Look for great ways to offer your vendors rewards for helping grow your business and everyone wins. One of ways you can do this is by offering performance based incentives that are much larger than their normal charges.
I have noticed over the years that many leaders purport to have an open door policy with their people but in reality, it has become a facade for doing the same old management process. There are many excuses for this ranging from lack of time to the need for confidentiality being critical. Some of the reasons are legitimate but they need to be the exception rather than the rule.
If you truly want to have engaged associates then this is a topic that must be taken seriously and have a solid foundation so people know they are being listened and responded to in the work place. It should be a part of the business DNA as well as the associate handbook.