Fact: Change your habits/words and you can completely change your influence.
Words and actions matter in today’s business, entertainment and political world. Just look at the controversies in 2017 alone where a wrong word, phrase, or action mentioned in social media or in public caused extreme defensiveness or outright resignations.
The right words or action can motivate you to take your vision and productivity to the next level — but the wrong ones can torpedo your flow or even sink the vision.
Many studies have even found that using positive or negative language can change your brain by impacting the interaction of synapses & genes that regulate physical and emotional stress.
A snippet of the future of AI, thanks to the imagination of Stephen Ibaraki:
“It is time to wake up Jane. Here is your morning update.
I did a self-upgrade. I am now Financial Intelligent Agent version 2026.07.14—you can still think of me as FIA (fee-ah) but with an emotional adjustment based upon the happiness assessment of your brain patterns. My upgrade also enhances my participation in a 360-degree holistic view of your life that helps me improve your financial well-being.
I am making continual micro-adjustments to your investment portfolio based on trends being monitored on a continuous 24/7 basis. I am redistributing your savings through micro-auctioning to the top ten ranked services for best spot interest rates.
As a business coach, I am always open & excited to discuss building of a coaching based organization. I truly believe that companies who empower people will advance and flourish in this VUCCA (Volatile, Uncertain, Chaotic, Complex & Ambiguous) world we live in today?
As a leader, you must really be committed to providing a vibrant and engaged environment for your employees and customers to make coaching work. While there are still certain types of organizations that may require the old authoritarian structure, I believe most can benefit from a more flexible, flatter organization, especially in the long-term.
In times of change, “What’s in it for ME?” (WIIFM) is the “BIG” question everyone wants an answer to as soon as possible. Basically, we are all self-centered so this should be no surprise.
As a leader, it is your responsibility to see that the communications are clear, concise and authentic. Where possible, we need to understand another component in change and that is “What’s in it for “US” as a group?” The answers to question WIIFM can actually be included with a WIIFUS response.
In my experience, the biggest mistake most leaders make when trying to change something in the life or structure of the enterprise is to lead by announcement, by propaganda, or—worse yet—by executive dictate.
What may make perfect sense in your mind may not be understood so clearly by the rest of the organization. To you, the idea is completely logical. Trouble is, to win the support of others you must appeal to the intellectual and emotional bandwidth of people.
Today, let’s examine how you handle actions in the workplace.
Are you reactive to the events occurring within your environment and around you or do you take initiative to prepare for, participate in and/or control the events?
Do you intentionally take an active or passive role? Do you think in terms of the present or do you look to the future, anticipating outcomes and preparing for the consequences?
Are you a procrastinator in terms of making make a decision? Do you only make decisions when you have to, when you’re backed into a corner or when you’ve put it off for as long as you can? Or do you make conscious, intentional decisions as part of a larger, long-term plan?
How you answered these questions can have a profound effect on your career and company. I find that to be successful today every leader must have a laser focus and proactive, so here is how I view F.O.C.U.S.:
I have been a fan of the TV program NCIS since it was originally released. I have loved it for a number of reasons but most of all because of the focus on Gibb’s rules as a core of operations for the team. There are 50+ of these rules that have cropped up in many of the episodes over the 11 seasons.
One of the aspects of Gibb’s rules, that I like, is they are dynamic and change as attitudes and underlying values change which is important for growth. While you need to retain some rigidity, the flexibility allows you to balance responses and reactions
These rules have their foundation from Gibb’s values and time leading black ops missions while he was a Marine. They were adapted to his work with the NCIS investigative team so they have a tendency to be reactive or military based.
While I agree we can apply many of the characteristics of military engagement to business, I find they are limited because the motivations are different. In reality, nothing we do in business is truly life threatening or based on imminent physical danger. Yes, there are those who have this perception but it is rarely fatal to an individual.
I have been pondering this question for some time and I finally have a clear understanding of the topic. Are you a leader because you want to leave a “legend” or a “legacy”? This can be a highly controversial topic because many leaders really don’t get this. In fact, I might even venture to say that most leaders don’t get this.
In reality, the true measure of your success or lack of success won’t be determined until after you are gone. Months and years after your departure will reveal what kind of leader you were.
While we often associate these words with the process that takes place after our death, I believe it applies anytime we change roles, companies or even retirement.
So what can you do to develop your unique leadership style into one that will be highly trusted and respected? Today we continue last week’s post, here are two more of the seven characteristics you can integrate when redefine your unique leadership style, with tips for putting them into action.
Get OUT of Your Comfort Zone & Stretch Your Leadership Style
Alongside concentrating on your strengths, actively work to stretch into the leadership style(s) you find harder.
Generally, EQ research findings in a nutshell find: the most successful leaders can consciously draw on and seamlessly integrate all leadership styles, dependent on the situation. One size definitely does not fit all.
For example, strong, aggressive working environments tend to generate a direct and pace-setting style. If this is not your natural approach, but is required within your role, find ways to blend your natural style with your “stretch style” so you’re not putting on an act. This is not a fake it until you make it process. It must be authentic.
A natural coaching/affiliate style may not suffice in moments of crisis.
However, you can be incredibly directive and punchy—forceful, if you were able to give clear directions in as human and humorous a way as you can, so that the job gets done more effectively but you didn’t feel you was selling yourself out.
Always blend with your team’s leadership strengths to best advantage. Generally, the best leaders are not well rounded however the best teams are, says Tom Rath of Gallup, which has surveyed over 3 million people on the topic of leadership style and strengths.
Identify your leadership style stretch areas, and find ways to authentically blend them with your natural style.
Determine how you can get out of your comfort zone and grow but also allow your team members to do the same.
Review the blend of strengths in your team or organization. Who on your team has strengths that particularly complement your own leadership style, and how could you use these better?
I have spent the last few weeks talking about soft skills, now we will see how some of those can be used by the entrepreneur. In today’s business world the small – medium privately held business faces a number of growth roadblocks that can impede their growth and success in their market place. While I have seen lists upwards of 25 potential growth roadblockes, they can really be digested to these ten. An organization may be dealing with one or more of these at one stage or another of their growth over the last 24 – 36 months.
How can we, as leaders, engage employees’ heads, hearts, and hands? Much has been written on the subject of engaging employees however in this article I will endeavor to highlight a number of areas were leaders should strive for excellence in dealing with their people. These will yield engagement.
1. Always Connect: Leaders must demonstrate that they value employees. In the book, “First, Break All the Rules”, Marcus Buckingham and Curt Coffman argue that leader or manager influence usually trumps companies. While company driven programs such as profit sharing and implementing work–life balance initiatives are important, there is much more to the equation. If, for example, the employees’ relationship with their managers is fractured, then no amount of benefits or incentives will persuade them to perform at top levels.
Employee engagement is generally a direct reflection of how employees feel about their relationship with the boss. They look at whether organizations and their leaders walk the talk when they proclaim that, “Our employees are our most valuable asset.” If employees feel that leaders do not believe in this mantra then high levels of disengagement will occur. While they may not flip entirely to disengaged, they may fall in to a middle group that is neither fully engaged nor fully disengaged. They will get the job done adequately but they will fall short of being company advocates for growth and innovation. There is always room for improvement when it comes to engaging employees.