“To Learn you have to Listen...

…To Improve you have to Try.” Earlier this month we proudly launched the third in a series of business alignment books specifically addressing the unique leadership challenges of corporate leaders as they strive to create sustainable value for their stakeholders. In nearly all of my coaching engagements, speeches and workshops, the question of value, which I also use synonymously with relevance, comes up in the discussion. It is an issue all leaders grapple with and is complex in that it means something different to just about everyone! So, what does creating sustainable value entail in order to create desired results? To learn you have to listen ~ Whenever we do sales-related coaching, we spend time early in the discussion with the concept of helping others buy, not selling to them. This requires effective listening to understand what is valuable to the prospect or client. In similar fashion, leaders of teams must...
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“No matter how thin the pancake...

...it always has two sides.” By the end of 2017, I will have given multiple versions of our popular “Generational Diversity in the Workplace” presentation to over a dozen different audiences. While each audience is unique, a common question usually arises along the lines of, “I fit the generational demographics, but I don’t think like my generation.” Each time, this question, and subsequent conversation, brings me back to the wisdom from my Aunt in the title as it frames for me the value of understanding psycho-graphics to be an effective leader in the today’s dynamic business environment. Psycho-graphics are quantitative methodologies based on people’s attitudes and values. Most of us are used to demographics that are the tried and true “labels” to help us organize what is going on around us. If all we focused on was demographics, the best we could hope to gain would be effective management. However, we...
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“Remember, language was the first form of virtual reality.”

Last month in this forum we talked about the difference between knowing how to think and only knowing what to think. This month, we acknowledge the connection between how we think as leaders and its impact on how we behave as leaders. Specifically, we are looking at the behavior of effective communications. It is important that leaders know how to communicate effectively beyond just knowing what to say. It is, in my experience, the single biggest challenge for 21 st Century Leaders to manage as they strive for sustainable success! So, what that means is: Leave the echo chamber ~ Sure, it’s safe to hear that things are going well within the organization from your team. But if that is all you hear, as a leader, you are in trouble and may not even realize it! When is the last time someone on your team disagreed with you? Can't remember that...
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“A mind that knows how to think is more empowered...

...than a mind that only knows what to think.” Through the course of the summer, I kept bumping into this uneasy feeling as I experienced what was happening around me.  I kept asking myself with each new situation, “What were they thinking?” As it turns out, after coming across Neil deGrasse Tyson’s words in the title of this article, I was asking the wrong question. I should have asked, “How were they thinking?” as I now believe that answer has far greater ramifications in our leadership-challenged world of today! Let’s break down his words further to see what we can learn relative to 21 st Century Leadership. Only knowing what to think ~ If we define thinking as “…concentrating on one thing long enough to develop an idea about it . ” as William Deresiewicz does in his October 2009 lecture to the plebe (freshman) class at the United States Military...
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“Sir, I do not understand”

This month’s title comes from my days as a cadet at the United States Military Academy at West Point and was one of the only four answers we could give as plebes (freshmen) when questioned by upper-classman.  As I do a fair share of key note team presentations and workshops on Effective Communications, I thought it appropriate to the subject.  Effective communications, or the lack thereof is, in my experience, the number one issue in business today. An issue because we are communicating more, yet listening less.  We are blitzed with content and yet struggle to put the content into a reliable context of our leadership situation.  The result is a too often occurrence of unmet expectations. The purpose of all communications is to elicit some degree of behavioral response.  Any change effort, no matter the scope and scale, begins with understanding expectations.  Sustainable success, the ability to repeatedly achieve desired...
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