ARTICLES
Written By Rich For You.
Learn How To Better Communicate With Your Audience.
Communication is a critical component of almost any day-to-day activity. Your audience might be a group of clients, a customer in your store, your team, or just the most significant prospect you’ll ever land.
Communication is a critical component of almost any day-to-day activity. Your audience might be a group of clients, a customer in your store, your team, or just the most significant prospect you’ll ever land.
1. Know Who You're Speaking To.
Too many people wing it. They think they know their audience - but they find out they’re WRONG. It’s happened to me.
Be prepared. Learn their background, where they’re coming from, and what they really want.
Times are changing rapidly – people’s attitudes and beliefs have radically changed in the past two years – you can’t just speak to them like you always have.
2. What Is Their REAL Problem? Burning Issue?
Understand your audience's issue, not your issue. What are they struggling with, what is their pain point, where do they need help?
Collect your thoughts in shorthand as they talk. They will be all over the place, but soon you’ll hear a pattern; they’ll keep circling back to the same issue. Now stop right there. That's probably NOT the issue. It would help if you asked probing questions to get to the real issue. Don’t jump to the solution; you are in the ‘problem collecting’ phase.
Leave time to reflect on your conversation. Go back to what they think the problem is, but more importantly, what is going on based on your vast experience. Now you can work on the solution and develop a positive path to success.
3. Speak Their Language.
Stop with the acronyms and fancy industry terms. It doesn’t make you sound intelligent. Just the opposite – your audience will shut down.
Keep it simple – talk in their language – especially when you're trying to move them to your way of thinking.
When you're selling, negotiations, significant changes in business strategy, or selling an expensive item/package – ensuring your audience UNDERSTANDS is paramount.
4. Next Steps.
You've listened and communicated; now, you need to communicate as clearly as possible.
Make your next steps SMART – Specific, Measurable, Attainable, Relevant, Time-Bound. This will be great for you and your client.
5. Listen to our podcast on this topic here.
6. Learn More:
Building A Story Brand by Donald Miller.
Knowing When To Quit Is Essential.
We’ve all done it — staying too long at a company and then getting laid off.
“All successful people have quit. Some, often. Knowing when to quit is essential.”
— Scott Galloway
We’ve all done it — staying too long at a company and then getting laid off.
We get complacent — the high pay, knowing precisely what to do, having a lot of friends, getting into a comfortable routine, etc.
We get LAZY. And then management comes along with an org change or a reduction in force and next thing you know, you’re updating your resume.
You need to be ahead of the curve and anticipate these changes. If you aren’t a linchpin in your company, you’re just a cog that can be easily replaced (or even worse, eliminated permanently).
I run into many executives who thought they had it made:
15-20+ years at the same company
Moving slightly up, but more left-right-zig-zaggy to other departments and projects
Ever growing salary bumps into the mid-six figures
And then it all goes away with one early morning meeting with your boss and an HR rep. You suddenly find out that your ‘linchpin status’ evaporated years ago and you’ve been wearing the ‘cog’ pin for years.
This is probably THE BEST TIME in the last 40 years to make your move to another company. I’ve had clients get interviews, offers, and new jobs within a few weeks. But it won’t last forever.
So if your company isn’t doing great, if you feel an org change/layoff in your future, or if you’re seeing many of the best people at your company leave . . .
It’s time to get out.
The Secret For Running Great Meetings.
How do we make our meetings better? Get more accomplished in less time? Shut down the gabbers and get the smart people talking? I have three actions that make my meetings fun, collaborative, and powerful.
Meetings suck.
I know — we've all attended those 2-3 hour status meetings that drone on forever, stray WAY off course, and never get anything accomplished.
And the personalities — the boss who thinks they're so important, the empty suit who has ‘great’ ideas and yet never acts on them, and the quiet triumvirate in the corner who never says anything.
Now move that into a virtual world which makes it SO MUCH WORSE.
How do we make our meetings better? Get more accomplished in less time? Shut down the gabbers and get the smart people talking? I have three actions that make my meetings fun, collaborative, and powerful:
ACTION 1: Flip it up.
Most meetings try to do these four things: communicate, collaborate, build trust, and motivate. I want you to flip that around — when you hold your next meeting, focus on how you will motivate your team, build trust, collaborate, and communicate.
Don’t just host a meeting — make it powerful. Figure out how the meeting should motivate your team, build trust between you and them, deliver a platform for healthy collaboration, and finally, host a two-way communication platform so everyone participates equally.
Whenever you schedule a meeting, you are taking people away from the real work that matters. So make sure this time is important, powerful, and motivational — so when they head back to their desk, they are focused and excited about what they do.
ACTION 2: Make them shorter — way shorter.
Outlook has corrupted our meetings. When you schedule a meeting, Outlook naturally blocks out a one-hour segment. Meetings don’t have to be an hour! How many times have you attended a meeting and within 15 minutes, you solved the problem, and now you veer off into uncharted territory for the next 45 minutes?
Schedule half-hour meetings or even better, 15-minute meetings. Get in, state the issue, and get out. Don’t be afraid of hosting a 5-minute status meeting — everyone chimes in and know what they have to do — say goodbye and leave the Zoom meeting. The shorter, the better. I used to hold 5-minute project status meetings while everyone stood. My team LOVED them — get in-get out.
ACTION 3: Have an agenda.
Structure is the enemy of a bad meeting. If you send out a quick, short agenda of what you’d like to accomplish and discuss, attendees can come prepared and you can run a faster, more efficient meeting.
How many meetings do you attend without an agenda? How many of them are awful? A short, 3-5 point agenda can cut down on side conversations, eliminate irrelevant diversions, and shut down the Tommy-Talk-A-Lot’s who always attend.
Try one action (or all three) this week. You’ll thank me.
Do Not Hit That Snooze Bar!
We all love our sleep. It’s the only time we have to ourselves, and rightly so, we should be selfish when it comes to healthy, restful sleep.
We all love our sleep. It’s the only time we have to ourselves, and rightly so, we should be selfish when it comes to healthy, restful sleep.
Getting a good night’s sleep is incredibly important for your health. It’s just as important as eating a balanced, nutritious diet and exercising.
Sleep helps your body and brain function properly. A good night’s sleep can help improve your learning, memory, and decision-making — in addition, it supports a healthy immune system. What’s more, getting insufficient sleep has been linked to a higher risk of conditions such as heart disease, diabetes, and obesity.
Before digital clocks, engineers were restricted to nine-minute snooze periods by the gears in a standard bedside clock — and because the consensus was that 10 minutes was too long and could allow people to fall back into a “deep” sleep, clockmakers decided on the nine-minute gear.
But then we keep hitting the snooze bar. Again and again and again. Most sleep researchers say snoozing won’t make you any more rested. If anything, it can make it harder for you to wake up.
That grogginess and disorientation that we experience upon the first few waking moments are called sleep inertia. Hitting the snooze button repeatedly disorients your body, raising the chances of this sleep inertia extending two to four hours into your morning.
What’s happening? You’re disrupting that REM sleep or dream sleep. If a person feels the need to hit snooze repeatedly, it could indicate that they’re either not getting enough sleep or might have an underlying sleep disorder.
What can you do?
Figure out the perfect amount of sleep you need. Most people need 7-8 hours of sleep to feel well-rested. I found out I need 7 hours of sleep and no more than 8 hours. After 8 hours, I feel groggy and disoriented, like a slight hangover. So I make sure that I get exactly 7 hours during the week and 8 hours on the weekends.
Set up times to go to bed in relation to when you will get up. I go to bed most weeknights at 10 PM and plan to get up by 5 AM. This allows me to get a jump on the day and start coaching my executive and business clients at 6 AM. Make it a habit, and you’ll find it gets easier after a few weeks.
Stop using your clock to wake you up. For over five years, I’ve been using an app on my phone called Sleep Cycle — it tracks and analyzes my sleep, waking me up at the perfect time, feeling rested. It tracks your sleep cycles by listening to your sounds and wakes you up at the ideal time by slowly increasing the volume on beautiful music alarms when you come out of REM sleep.
IMPORTANT: Here comes legal stuff: I am not a doctor, nor do I have the ability to give medical advice. Please consult your doctor if you feel you might have a sleep/health issue. In addition, Sleep Cycle is not a sponsor — I’m just spotlighting an excellent tool for my readers. Use at your own risk. End of legal stuff.
How Leadership REALLY Works (and why your team isn’t crushing it every day).
You’re a good manager. You listen to your people. You help them with obstacles. You try your best to be a better leader.
But for some reason, your department is stagnant. You aren’t getting the ‘hot’ projects. Your team comes to work defeated and war-torn. And worst of all, you see other teams all moving up.
What’s going on? Your team isn’t effectively growing and developing to allow all ships to rise. Many managers complain about team infighting, missed deadlines, focusing on emergencies rather than priorities, and a general malaise of new work, ideas, and solutions.
You’re a good manager. You listen to your people. You help them with obstacles. You try your best to be a better leader.
But for some reason, your department is stagnant. You aren’t getting the ‘hot’ projects. Your team comes to work defeated and war-torn. And worst of all, you see other teams all moving up.
What’s going on? Your team isn’t effectively growing and developing to allow all ships to rise. Many managers complain about team infighting, missed deadlines, focusing on emergencies rather than priorities, and a general malaise of new work, ideas, and solutions.
High Action people focus on getting things done. They are deadline-oriented and come to work with a full tank of gas — they don’t sit around and wait for something to happen — they make it happen.
Low Action people are what I call ‘just jobbers’ — they are not assertive in their work. They watch the clock and try to stretch simple responsibilities into day-long extravaganzas.
Low Attitude people bring an opposing viewpoint to everything they do. They’re the complainers, the obstacles, the ‘can’t-do’s.’ You’ll spend an inordinate amount of time handling their daily drama and try to motivate them to make it through their weekly tasks.
High Attitude people understand work is a part of their life. They are engaged in the process and take on challenges with aplomb. They energize their people with a ‘can-do’ attitude and bring new ideas, solutions, and insights to everything they touch. And they do it with a smile.
There are four types of people on your team:
Right-Hand Rory (high action, high attitude) - Rory is a keeper — someone who will probably take your place someday. She will get her work done (and then some), she consistently asks for more challenging work, and she does it with a positive, infectious attitude. She reminds you of YOU.
Happy Hannah (low action, high attitude) - Hannah is a bright light for your team, but she can only accomplish her essential duties each day. Anything new is highly challenging for her, and she frequently hits obstacles and misses deadlines because of her abilities. But she still brings a positive view to work and everyone she works with.
Lost Lucas (high action, low attitude) - Lucas attacks work with vigor; he dives into any project or task with excitement. But his attitude is tripped up with indecision and barriers, which ultimately trips up his action and brings it to a hard stop.
Deadbeat Danny (low action, low attitude) - he is an anathema to your people. Not only does he not take action on his current duties, but his poor attitude is infectious and damaging to others on your team.
You will have gradations of people that span low/high action and low/high attitude. But it is imperative that you measure them on the matrix to understand where they are now and what you must do to move them up (and to the right).
ACTION STEPS:
High Action/High Attitude Quadrant — (Right-Hand Rory) Consistently point to their work and give them accolades in front of your team. They are the shining beacon your team should aspire to and ensure that you give them frequent acknowledgment, focus, more challenging work, and most of all, increased pay and bonuses to keep them happy and engaged.
Low Action/High Attitude Quadrant — (Happy Hannah) Give them tightly-controlled task lists weekly so they know exactly what is required of them and when you’d like to see it. They are engaged mentally, but they are impacted by external forces that trip them up. So your job is to grow their confidence, their knowledge base, and their relationships to the Rorys on your team to mimic.
High Action/Low Attitude Quadrant — (Lost Lucas) Don’t interrupt Lucas’ momentum with projects and tasks; they get things done. They need an attitude adjustment — find out what the real problem is — it might be some people around them, acknowledgment from you, or even a personal issue. The faster you find out why their attitude sucks and how it’s affecting their career (and the team), the quicker you can both change it for, the better.
Low Action/Low Attitude Quadrant — (Deadbeat Danny) If you have any people that consistently live in this quadrant, you need to give Danny a sharp action/attitude adjustment. They need to be closely monitored on all their activities and ensure they understand that their poor attitude makes you re-think their future at the company. They need to know that you will be taking severe next steps if they don’t change their ways quickly.
How Corporate REALLY Works (and why you’re not moving up as fast as you should be).
You work hard. You come in early, stay late. You're good friends with everyone. If asked, you jump for your boss.
But for some reason, you’re not moving up. You don’t get that promotion. You get paltry bonuses. And worst of all, people whom you’d never expect to move up, do.
What’s going on? You’re not playing the game by the same rules that THEY do.
You work hard. You come in early, stay late. You are good friends with everyone. If asked, you jump.
But for some reason, you’re not moving up. You don’t get that promotion. You get paltry bonuses. And worst of all, people whom you’d never expect to move up, do.
What’s going on? You’re not playing the game by the same rules that THEY do.
High Exposure people focus on projects, activities, and areas that have a high potential for visibility and exposure to the people that matter.
Low Exposure people do their job (and they do it well) - but they do low-visibility, fundamental work that is important, but not sexy.
Low Ethics people are focused on one goal — themselves. Each decision, each move, every relationship is solely based on moving up, even at the expense of others. Now we all are a bit self-centered — we need that to stay alive in the corporate jungle. But true low ethics people will do anything to move up (and to sometimes make others look bad). In addition, low ethics people don’t care about the company or their work product.
High Ethics people are focused on the quality of work in your organization. Is this good for the company? Is this good for the team? How can we stay ahead of the competition? I almost named this section ’selfless’, but in reality, no one is selfless in a corporate atmosphere.
Now there are gradations of Low/High Exposure and Low/High Ethics people. And here is where the magic comes in. You do not need to be a High-Climber Holly to make it big. You probably know a few Hollys right now (and they're awful people).
These people are easily seen by highly perceptive leaders and kept in their place because they are ultimately anathema to the organization. High-Climber Holly cuts corners, hides mistakes, blames others, does legally hinky things that would scare a normal person. You can find many of these usual suspects in typical places (Wall Street, Government, and Prison).
What you need to keep your eye on and fight against is becoming a Low-Exposure who also has High Ethics. You get your work done, but no one notices. You complain about how rigged the system is and how no one will help you. And you take the same pay 2% pay increase and paltry bonus each year because it’s the ‘safe’ thing to do.
When I first meet with clients, I tell them about Life’s Three Choices:
Stay — keep doing what you’re doing.
Stay — change the dynamic to change your situation.
Leave — go elsewhere for a better opportunity.
No one chooses #1 but for some reason, many people live in this world right now. “I don’t take chances, I don’t upset the apple-cart, life is good and I do make $$$ (not great, but good).”
Many people are afraid of #3 — but once they become quite fed up with their situation, boss, pay — they decide it’s time to venture out into the unknown. And guess what? They do find that new job — for much more money — with a better boss — and different work! BTW — I can help you with this.
So it’s the New Year and I want you to pick #2 (or #3) — change the dynamic, change your situation.
ACTION STEPS:
Do your homework — look around your organization to better understand the high-potential opportunities (key projects, up-and-coming people, hot areas receiving funding/attention).
Go to your boss — say you’d like to work on more high-profile, interesting projects/work. See what they say. If they say: “Okay, here you go!” — You’re in! Grab it and do your best. If they say: “I have to think about it” — Ask them to reconvene this Friday. If they say: "I really don't know, you need to focus on your current duties." It’s time to look for greener pastures.
My Gift To You 2021
I believe that staying abreast of new ideas, trends, and information is essential to a high-performing career and business. My job is to help YOU cut through the noise and find resources that are worth consuming and energize your spirit. This is my gift to you. Enjoy!
I believe that staying abreast of new ideas, trends, and information is essential to a high-performing career and business. My job is to help YOU cut through the noise and find resources that are worth consuming and energize your spirit.
This is my gift to you. Enjoy!
Stand Out Authors in 2021:
By James Clear
I've read a lot of books on changing behavior and building habits -- this book is different from others in the way it covers an enormous amount of ground in the larger area of self-improvement while seamlessly tying all these ideas back into the central theme of habits.
By Gino Wickman & Marc Winters
You cannot do better than reading this book if you want to get a real handle on what you need to do to get your business in order. You can either have a business that meets your needs and makes your dreams come true; or, you can be part of a day-to-day nightmare.
3. Harvard Business Review's 10 Must Reads Boxed Set (6 Books)
HBR has combed through hundreds of articles on strategy, change leadership, managing people, and managing yourself and selected the most important ones to help you maximize your performance.
Stand Out Podcasters in 2021:
With Chamath Palihapitya, Jason Calacanis, David Sacks, & David Friedberg
Industry millionaire/billionaire veterans and besties cover all things economic, tech, political, & social.
With Tim Ferriss
Self-experimenter and bestselling author, Tim interviews and deconstructs world-class performers, digging deep to find the tools, tactics, and tricks you can use to mimic their success.
With Guy Raz
Guy dives into the stories behind some of the world's best known companies. How I Built This weaves a narrative journey about innovators, entrepreneurs and idealists—and the movements they built. I especially love the story of Sara Blakely starting Spanx.
4. The Best Small Business Podcast
With BJ Flagg & Rich Gee
This should be #1 on your smartphone! Every Tuesday, BJ & I consistently deliver new insights, ideas, and solutions to your business and career problems (4+ years and going strong!).
Stand Out YouTubers in 2021:
Warren Buffett at his best! Watch this video first.
Extra Credit: Sara Blakely & Robert Herjavec are THE BEST.
Paul's mission is to help his audience understand and embrace the future of technology that focuses on Crypto and Blockchain, Electric Vehicles (EV), Autonomy, AI, Robotics, and Consumer Tech.
2. The Google Small Business Channel
This channel blends the big business resources of Google with tons of small businesses in action.
And some of my fun (pleasure) YouTubers you might enjoy:
Silver Cymbal - DIY - to help you do more yourself at home.
GardenFork - eclectic how to's on urban homesteading, home improvement, cooking, gardening, home repair and more.
Now You Know - educational technology channel on everything from Tesla and other electric cars, to vermicomposting and banana ice cream.
Polyphonic - Some of the best-produced docs on music.
Rick Beato - Everything music - he deconstructs great music that I love.
Nerdwriter - A weekly video essay series that puts ideas to work.
What's your Q-SCORE?
How much do the important movers and shakers know you, like you, and find you valuable? Because if you’re one of those employees who think if they just do their job — and they will be rewarded with more money, a promotion, and various accolades — you are sorely mistaken.
A Q-Score is a measurement . . .
It's the familiarity and appeal of a brand, celebrity, company, or entertainment product (e.g., television show). The higher the Q-Score, the more highly regarded the item or person is, among those who are aware of the subject. Q-Scores and other variants are primarily used by the advertising, marketing, media, and public relations industries.
What is YOUR Q-Score at your organization? In your industry?
How much do the important movers and shakers know you, like you, and find you valuable? Because if you’re one of those employees who think if they just do their job — and they will be rewarded with more money, a promotion, and various accolades — you are sorely mistaken.
It’s all about VALUE.
It’s all about your BRAND. How valuable are you to your boss, your organization, your industry? Are you a cog in the machine or a linchpin, once removed, makes the entire engine fall apart? We all wish we were key linchpins, but most of the time, we are plain-ol'cogs.
The higher your Q-Score is, the more in-demand you are in and outside your organization. The more calls from recruiters. The more accolades, bonuses, raises, and promotions you’ll receive. The more you’ll be asked to work on top projects, lead strategic teams, and drive change in your organization and industry.
Learn Your Q-Score
That’s where your Q-Score comes in. By the way, no one is scoring you — you have to score yourself. One point for each ‘YES’. Zero points for ’NO’. ½ point for ‘MAYBE’. (if you'd like, score yourself pre-pandemic):
I work on and deliver key initiatives that drive the future of my organization.
I work with the BEST people in my company — people who are energetic, positive and enjoy what they do.
I frequently interact with upper management (boss’ bosses, leadership team - possibly the board).
Upper management knows my name, my accomplishments, and what I’m working on (they say ‘HI’ to you).
I win major awards for my accomplishments.
I regularly attend industry conferences and meet people outside of my organization.
I speak at conferences or write articles to promote my ideas, my area, and my brand.
I regularly have coffee, lunch, zoom calls with key people outside of my company.
I travel to other divisions, departments, or acquisitions to learn about what they do and spread my brand.
I belong to (and possibly hold office in) industry organizations to contribute knowledge and time regularly.
I’ve been interviewed by industry reporters, been on TV, or highlighted on the web for my ideas and/or accomplishments.
If I left my position tomorrow, my boss (and their boss and upper management) would freak out and try to keep me with major incentives.
How did you score?
12 to 9 points = Industry Mover & Shaker: You take the right actions.
8½ to 5 points = Up & Coming: You’re moving up — keep going!
4½ to 0 points = Transparent/Invisible: Work to build up your Q-Score.
Action Step
Grow your score by actively embracing one or more of the 12 areas I’ve highlighted. Even just one will deliver better job security, more exposure to the right people, and possibly an offer from a dream organization.
No EXCUSES — make it HAPPEN.
Hybrid Work — Do What's Best For You.
HR departments are starting to communicate parameters of hybrid schedules to the employee population. I have one thing to say to everyone in this situation . . .
It’s been a long 22 months . . .
The accelerated effects of the pandemic on workplace life have, in fact, delivered a much-needed surprise — working from home.
Many companies and organizations are finding it advantageous to let their employees work from home because they have stumbled into many added benefits — productivity gains, reduced facility costs, and happier employees (who don’t have that long commute and can stay closer to their families).
As 2022 is almost upon us, management and HR are devising novel plans to embrace hybrid work so it benefits their needs and keeps their best people happy, engaged, and distant from the idea of fleeing the coop for another company.
HR departments are starting to communicate parameters of hybrid schedules to the employee population. I have one thing to say to everyone in this situation:
Do What’s Best For YOU.
Because, in the end, hybrid work is for YOU — your happiness and your productivity. So ensure your hybrid schedule benefits your situation, your productivity, your home life. It will not only ensure that you can continue with this new situation, but you can also enjoy and grow with it.
We all know that we rarely worked a full and productive 8-hour day. We filled the gaps with boring meetings, longer-than-needed phone calls, chatting with cubical colleagues, taking long lunches, etc. Just read Tim Ferriss’ first book, The Four-Hour Workweek (btw, he has an incredible podcast — catch it here).
Figure out what days are best for you to commute to the office and what days are best for you to work from home — when you’re most productive, engaged, and when it’s best for your home life, interests, and growth opportunities. Then communicate your needs (requirements) to your manager ASAP.
Again, hybrid work is for YOU — so take advantage of this new normal and make it work for you.
And maybe someday, hopefully in the near future, we might see the advent of a four-day workweek (it’s starting to happen).
We've just launched a new program: The Four Elements of Transformational Leadership where we engage managers on how to effectively communicate, motivate, educate, and delegate their teams.
It’s a series of customized timely workshops for your team to focus on growing their leadership skills over a series of months. Why months?
People learn by doing, not just attending a single 8-hour offsite — our program ensures that each candidate learns, understands, and takes action after each 60-90 minute live session.
In addition, we include one-on-one coaching sessions for each candidate to follow up on their progress, answer any questions they might have, and reinforce the right behaviors so they apply what they've learned in their day-to-day interactions.
Motivate Your Team So They Stick Around.
Successful leaders figure out how to strategically motivate their team every day. The more they inject enthusiasm, energy, and excitement into a typical workday, the more loyal and engaged each associate will be.
"They should motivate themselves — I've got too much to do!"
And suddenly, your best people give their notice and leave.
It's a FACT: Successful leaders figure out how to strategically motivate their team every day. The more they inject enthusiasm, energy, and excitement into a typical workday, the more loyal and engaged each associate will be.
Here are 5 simple actions to motivate more like a leader:
Start with your attitude.
SMILE! You are the beacon of motivation for your team — if you aren't presenting your best self every day, nothing else will motivate your team. Set the example — make sure you start every day on a positive note and carry it through all eight hours. Don't let momentary issues drag you down — present to your team that the right attitude can conquer all problems, "We'll figure it out.". Unfortunately, you can't fake it — they will see it a mile away — be sincere and honest.
Ensure a healthy working environment.
Protect your team from malicious 'external forces' — we all know them, the over-zealous, competitive peer or over-bearing boss that brings the whole department down with their fears or insinuations. Your job as their leader is to let them know NOT to listen to these characters and get them back on track. Everyone loves to pick on success (look at Tesla, Apple) — your job is to insulate your team from their drama and re-focus them on their goals.
Find the right fuel to energize each associate.
This is the big kahuna — most managers have a 'managing script' they use to keep their people in line. Great leaders figure out what specific actions and communication patterns to use with each direct report to elevate their mindset and take action daily. Find out each 'fuel' and make sure their tank is filled up daily. Don't be that manager who drains their team's gas tank with unreasonable requests or out-of-the-blue critiques on their progress. It does the exact opposite of what you want — an engaged team that willingly supports you.
Be unpredictable with your motivation.
Mix it up — don't do the same things each week to the same people — it gets obsolete quickly. Think of new ideas and strategies to motivate your team members. I had a great manager many years ago who was an incredible motivator — right out of the blue, he grabbed us in the early afternoon and said he had 3 tickets to the tennis open, would we like to go? We all hopped in his car and had a wonderful time. The more you mix it up with your team, the more motivated they will become.
Embrace those who thrive; eject the problem children.
Get rid of the gossip, the behind-the-scenes drama — some people will bring the energy of the group down with just one well-placed juicy tidbit, "I hear they're reorganizing". You need to stamp out that type of behavior where it starts by compartmentalizing and re-directing that person or figuring out how to separate them from your team. These people are insidious and will counteract anything you try to do with their constant criticism and negative sarcasm. Fix or eject them ASAP.
Action Step:
Come into the office (physical or virtual) tomorrow and show them your energized and positive attitude. Follow the steps over the next week and see what transpires — you might be surprised how quickly your team embraces it.
We can go so much deeper into Motivation — but we wanted to give you a few quick, actionable steps to take away and use this week.
This is part four of our 4-part series on Leadership.
We've just launched a new program: The Four Elements of Transformational Leadership where we engage managers on how to effectively communicate, motivate, educate, and delegate their teams.
It’s a series of customized timely workshops for your team to focus on growing their leadership skills over a series of months. Why months?
People learn by doing, not just attending a single 8-hour offsite — our program ensures that each candidate learns, understands, and takes action after each 60-90 minute live session.
In addition, we include one-on-one coaching sessions for each candidate to follow up on their progress, answer any questions they might have, and reinforce the right behaviors so they apply what they've learned in their day-to-day interactions.
Educate Your People To Build A Solid Team.
Great leaders build a learning journey for every team member who reports to them. Success relies on the consistent growth of your team, expanding their knowledge base and experience.
"You know your job — just do it!"
Most managers forget that educating your troops is an ongoing process.
Great leaders build a learning journey for every team member who reports to them. Success relies on the consistent growth of your team, expanding their knowledge base and experience. That approach is what keeps everyone happy and engaged (and not leaving for another firm).
Here are 5 simple actions to educate more like a leader:
Use an assessment to uncover their strengths.
Before you start making assumptions — use an established assessment tool to help you target what areas need work. A great tool I use is Strengthsfinder 2.0 by Tom Rath - it presents hundreds of strategies for applying your team member's strengths and also change the way they look at work forever.
Expose them to new opportunities.
Work gets boring after a while — especially when you've mastered many of the areas where you are responsible. A good leader recognizes that the associate is at the end of their learning runway and they need to pull back the curtain. Expose them to something totally new — a new project, process, group, especially if it significantly takes them out of their comfort zone.
Coach them and teach them to be coaches.
Coaching is the cornerstone of professional growth — if you share your coaching skills with your team (most managers keep them tightly hidden), you'll see them grow exponentially. And it's a virus — it will spread from your team to other departments and the higher-ups will see the positive effects with increased productivity and fewer personnel issues.
Implement job rotation to mix it up.
Move your people around frequently — ensure that they're learning a broad spectrum of abilities, communication skills, and talents. If you just exercise one muscle, the others will atrophy. Make sure that you move your people into areas that test and strengthen their weaker business muscles. This also helps with those tedious tasks no one wants - share.
Give them purpose.
I've saved to best for last — don't just teach them checkers, give them the space to learn complex chess moves. For every educational growth level you present, show them the powerful purpose of it's effects and how it makes all ships rise in the organization. That will ensure a bright future for your people by exposing them to the rest of the company, frequently.
Action Step:
Over this holiday season, implement a strengths assessment. It will guide you on how to educate your team to a higher knowledge and experience base in 2022.
We can go so much deeper into Education — but we wanted to give you a few quick, actionable steps to take away and use this week.
This is part three of a 4-part series on Leadership.
We've just launched a new program: The Four Elements of Transformational Leadership where we engage managers on how to effectively communicate, motivate, educate, and delegate their teams.
It’s a series of customized timely workshops for your team to focus on growing their leadership skills over a series of months. Why months?
People learn by doing, not just attending a single 8-hour offsite — our program ensures that each candidate learns, understands, and takes action after each 60-90 minute live session.
In addition, we include one-on-one coaching sessions for each candidate to follow up on their progress, answer any questions they might have, and reinforce the right behaviors so they apply what they've learned in their day-to-day interactions.
Do You Need To Delegate More To Be Successful?
Leaders build a delegation strategy in everything they do. The more they delegate lower-level tasks, the more time they have to spend planning, leading, communicating, and growing their team.
"I hate to delegate — it's easier if I just do it myself."
That's a recipe for a management disaster.
Leaders build a delegation strategy in everything they do. The more they delegate lower-level tasks, the more time they have to spend planning, leading, communicating, and growing their team.
Here are 5 simple actions to delegate more like a leader:
What will you delegate?
Effective delegation begins with defining your critical/difficult and non-critical/easy responsibilities. Make a quick list and then target the less critical and easier to accomplish items for your team members. We usually do the easier ones because we like them or they distract us from the more difficult ones. Be honest with yourself: what can you give away?
Who will you delegate to?
Andrew Carnegie once said, “The secret to success lies not in doing your own work, but in recognizing the right person to do it.” The key to finding the right person to delegate an assignment to is to match their skills and attitude to the task at hand. Sometimes you might have to stretch someone's abilities to fit the responsibility - go for it.
Clarify the result.
Show them what to do, how to do it, who to interact with, and most importantly, the deadline. The more clear you are with your team member, the more effective they will be in solving your problem. In addition, they might come up with an innovative way of solving it!
Make them accountable.
They own the activity. Make sure they understand the ramifications of dropping the ball or doing an incomplete delivery (this is one of the enemies of delegation). They can enlist others to be responsible for discrete areas of the activity, but in the end, they are accountable.
Follow up.
Monitor their progress during the span of the project — schedule touch-base meetings to review what they've accomplished and if they are floundering. Pick them up, reorient them, and ensure they are back on track. Always have them deliver first thing in the morning, so if they miss something, they have the rest of the day to fix it.
Action Step:
Take a lower-level task and delegate it this morning. Follow the steps and see what transpires — you might be surprised how easy it is.
We can go so much deeper into Delegation — but we wanted to give you a few quick, actionable steps to take away and use this week.
This is part two of a 4-part series on Leadership.
We've just launched a new program: The Four Elements of Transformational Leadership where we engage managers on how to effectively communicate, motivate, educate, and delegate their teams.
It’s a series of customized timely workshops for your team to focus on growing their leadership skills over a series of months. Why months?
People learn by doing, not just attending a single 8-hour offsite — our program ensures that each candidate learns, understands, and takes action after each 60-90 minute live session.
In addition, we include one-on-one coaching sessions for each candidate to follow up on their progress, answer any questions they might have, and reinforce the right behaviors so they apply what they've learned in their day-to-day interactions.
Do You Need To Communicate More To Be Successful?
You have to communicate strategically to your team, peers, and key people above you to be a great leader.
"Yeah, yeah . . . I have to communicate more."
NO, not 'more'.
You have to communicate strategically to your team, peers, and key people above you to be a great leader. It's not MORE communication, it's how, when, what, and why you're communicating.
Too many managers blather on, micromanage, pick on weaknesses, and worst of all, give faint praise at the worst time.
You do not want to be this person. You want to say the right things, at the right time, to the right people.
Here are 3 simple actions to communicate more like a leader:
PLAN AHEAD
Take time to see the big picture — who are your key connections — team members, peers, and superiors. Develop a plan on why you will communicate with them and how you will deliver that communication.
Every morning, take a few minutes and architect who you will interact with that day, what message you will use, and what it will accomplish. This should only take 3-5 minutes if you do it daily.
BE AUTHENTIC
Weak managers hurry their communication (bad status meetings, faint praise, etc.). You have to be visible and approachable.
Powerful leaders exude messages from the heart, target their statements with precision and ensure the recipient not only understands the meaning but reacts in an expected fashion. And they add a bit of fun too.
COMMUNICATE IN THE MOMENT
You can’t plan for everything — sometimes leaders are called upon to make a snap decision, ask for resources from their boss, or help a peer with a problem.
This only comes with experience and practice. Bad managers shy away from these opportunities, leaders dive right in and practice their craft.
At first, you will not be perfect, but as you hone your ability, you will find authentic, spot-on communication will flow right off your tongue.
We can go so much deeper into Communication — but we wanted to give you a few quick, actionable steps to take away and use this week.
This is part one of a 4-part series on Leadership.
We've just launched a new program: The Four Elements of Transformational Leadership where we engage managers on how to effectively communicate, motivate, educate, and delegate their teams.
It’s a series of customized timely workshops for your team to focus on growing their leadership skills over a series of months. Why months?
People learn by doing, not just attending a single 8-hour offsite — our program ensures that each candidate learns, understands, and takes action after each 60-90 minute live session.
In addition, we include one-on-one coaching sessions for each candidate to follow up on their progress, answer any questions they might have, and reinforce the right behaviors so they apply what they've learned in their day-to-day interactions.
Eliminate Your Problem Child.
If you manage a team, you probably have a problem child (or two). Here are the warning signs . . .
If you manage a team, you probably have a problem child (or two).
They forget to do things, miss deadlines, push back frequently, and overall do not fit in with the other high-performing members of your team.
Many of my clients have had problem children - here are the warning signs:
You spend a lot of time talking/worrying/frustrated about their actions.
Your team complains about their behavior and are angry they ‘get away with things’.
You spend more time directing/assisting/reprimanding them than other members of your team.
If this continues, is this a good thing for the health and productivity of you and your team? NO.
You have three choices:
1. Do nothing. Keep the same dynamic in place.
2. Change the dynamic, address the dysfunction, and hope for the best.
3. Fire them. Lay them off. Transfer them to another group.
Do nothing.
Many managers take this route. They act as if nothing is going on and pray that it will change. In over 15 years coaching clients and 20 years managing teams, it’s never happened. It gets worse until it begins to infect your staff — they observe that bad behavior will get your attention and lazy shortcuts are allowed.
Change the dynamic.
I coach most of my clients to go this route first. Sit down and explicitly illustrate how their bad behaviors are not only hurting them but also the team. Provide alternative actions and show them the way to work effectively on your team. If they’re new (less than 6 months), it usually works – if they’re 6-12 months in, they are set in their ways, and it usually doesn’t. Coaching/360° assessments are great next steps.
Eliminate them.
This is where we usually end up — the employee will not change and most of the time, they will increase their misconduct where it evolves into insubordination. “We’ve been talking too much about Steve” is my usual coaching response when it’s time to eliminate an employee. The manager realizes that they have been spending TOO much time, effort, and energy trying to corral Steve.
I know it will be hard. But in the end, this will not only impact you and your leadership, but it will also re-direct your team towards positive actions and behaviors. Many members of your team might even say to you, “It’s about time you did something about Steve.”
Looking for leadership development for your team? Let's chat.
Make Your Own Luck.
We hear of those superstars who ‘bucked’ the system and made billions. Here’s a little secret: they were extremely lucky or they were in the right place, at the right time, with the right people, doing the right things.
Most people expect certain things to happen (cause and effect):
"I send out resumes and I'll get interviews/job offers."
"I promote massively on social media and I'll get lots of clients."
"I set the goals for my team and they will perform perfectly."
And we are frequently disappointed — we don’t get the interview, clients don’t bang on our doors, and our employees are watching cute dog videos instead of working.
Our Reality — The world usually doesn’t work the way you want it to (or more harshly, the world doesn’t owe you anything for your efforts).
We know the rules. We know how to play the game. But we like to bend the rules frequently and leave out difficult steps to cut corners.
We hear of those superstars who ‘bucked’ the system and made billions. Here’s a little secret: they were extremely lucky or they were in the right place, at the right time, with the right people, doing the right things.
Now you can hold out for luck — a lot of people do — that’s why millions of people play lotto every week. But even they are frequently disappointed.
You need to leverage the FOUR R’s: Right Place, Right Time, Right People, & Right Things.
Right Place - Are you picking the optimal location to reach out? Are you doing what is easy or what other people tell you what to do? And when it doesn’t work, do you give up?
Right Time - Are you frequently communicating on a regular basis or is it just a series of jumbled messages and one-offs praying and hoping someone will listen?
Right People - Are you targeting the correct people with a strong argument or just broadcasting to anyone with a weak message?
Right Things - A difficult one to decipher, but you know what you really have to do. Most of the time we are too scared or lazy to do what needs to be done. We procrastinate or distract ourselves not to feel pain.
Most people notice that the Four R’s tend to intertwine with one another to make a tight knot that is impossible to untie. Actually, it’s easy — if you structure the four R’s, the how will magically appear:
Step back and get REAL about your situation. You know what to do — you have to just DO IT.
Break out your issue/problem and clearly list what you have to do, when you have to do it, who you will be targeting, and where it will happen.
And then DO IT. No ‘planning’. No ‘procrastinating’. No ‘distractions’. No mercy.
And then DO IT AGAIN. AND AGAIN. AND AGAIN. Until you are successful.
The funny thing is, we all know what we need to do, we just don’t DO IT.
If you'd like to learn more, reach out.
Be A Better Leader - 20 Leadership Hacks For Managers.
I managed large teams for over 15 years in corporate and have been coaching C-Level clients for 15 more. During this time, I've probably run into every scenario a manager can experience. Here are my top 20 hacks to make you a better leader (in no special order):
I managed large teams for over 15 years in corporate and have been coaching C-Level clients for 15 more. During this time, I've probably run into every scenario a manager can experience.
Here are my top 20 hacks to make you a better leader (in no special order):
1. Motivate people, don't command them. It's a lot harder, but you will like the results a lot more. Find the fuel that energizes them.
2. Identify your key employees and reward them so they know they're valued. Don't worry about losing poor talent.
3. Translate upper management's vague directives into things your team can understand and take action on.
4. Never bullshit your staff. If something requires secrecy for the good of the company, just be clear on 'I cannot discuss that’.
5. When things go well, don't tout yourself to upper management, tout your team. You'll get the credit as well.
6. Don't worry about losing poor talent. In addition, the best thing you can do for your best people is to get rid of the worst people.
7. Elevate the individual and team as a whole when someone does great work. Let them take the limelight.
8. When someone on my team screws up, be the responsible "buck stops here" person as the manager. Act as the umbrella to ensure the wrath of senior management does not rain down from above, and it's your responsibility to discipline them after you catch shit from on high. In addition to that, any discipline effort should be an opportunity to learn from mistakes. Help them to help themselves when they need to recover from a mistake.
9. Don’t be their friend. It's not worth it. You are no longer "One of the guys/girls" You can have fun, don't be a jerk, but you will never be one of them again. Don't try to be. Be cool, but not that cool, otherwise you will get walked on.
10. The more you make your employees feel like they're working with you, and not for you, the smoother the sailing. That being said, make sure boundaries are clear.
11. Always remain calm. The way you react to and handle situations will have a profound and lasting effect on your staff.
12. Criticize in private, praise in public. Praise often, punish seldom.
13. Figure out the intricacies of discipline and HR at your organization.Any serious disciplinary actions need to be absolutely by-the-book. Get help and a buddy in HR.
14. Learn to listen. Especially to the new hires. And the quiet ones.
15. Be loyal to your employees and they will be 10X loyal right back.
16. Learn to delegate. It creates frustration in the short term, but saves you huge amounts of time and makes people feel more important in the long term.
17. Create an environment that people want to work in. I find people work harder and are more motivated if they're happy. Don't micromanage, treat people with respect, and create a sense of joining a team rather than a top-down approach.
18. Always be fair. Everyone talks to each other and compares the slightest things whether you like it or not. If you have favorites or treat someone differently, eventually people will find out. This will definitely effect how they see you.
19. Create an open door policy. My favorite policy is that I never mind when people ask questions about the situation or what they need to do. I'd rather someone mess up rather than doing noting. Of course, I'd rather someone ask me questions so they can figure out how to do things on their own, effectively, and efficiently too. Similarly, this also helps with building respect, creating a sense of team, and having more motivated and happy people.
20. MOST IMPORTANT: Take care of your people and they'll take care of you.
The Key To Charisma.
"You can have a conversation with anyone — provided you actually care about what them and what they say."
"You can have a conversation with anyone — provided you actually care about what they say."
I'm genuinely curious about people.
So when I go out, I am intentional about being genuinely curious about people I run into.
I'll chat with the check-out people at my supermarket. I’ll interact with servers at a restaurant. I strike up conversations with people in waiting rooms.
People often question why I do this. To which my response is always; "you can always learn something new from a person. Even if it's just their name."
I've made it a long-standing habit to memorize someone's name upon meeting them. It’s hard to do — but if you focus, you will remember it.
So when I took my kids to their friend's birthday parties, I'm on a first-name basis with most of the parents. Even if I've only met them once. I'll introduce them to one another. Or re-acquaint us all together. A simple skill but socially fundamental.
Think about your own life — pick someone you barely know. Like a friend of a friend. Or your usual cashier or barista. After their names — what else do you know?
Relationships are built on rapport. That familiarity builds rapport. Being genuinely curious only helps reinforce it. It's also a master hack for charisma-building.
So once you've mastered the skill of charisma — it’ll open a lot of doors.
Additionally, another hack once you're good at memorizing names is to re-introduce yourself, when using someone's name; and give context: “Hey Molly — Rich, Chris’ dad. How've you been?"
It’s simple and frames the conversation towards familiarity — towards rapport.
It's such a subtle skill, yet can be pivotal. In how an interaction, conversation, and possibly a relationship, is framed.
You don't get a second chance at a first impression. So start honing that skill. It's easy to start with a name. Then continue to master being genuinely curious. Not just with people you're interested in — but to also find the interesting in people.
Go out and make it happen!
Be Like Jack LaLanne.
I grew up with Jack LaLanne. I used to watch him, his wife Elaine, and his dog every morning on TV. Jack taught me a lot of things about life — especially to stay positive all the time. Why be like Jack? You might know him from his juicer — but he was so much more.
I grew up with Jack LaLanne. I used to watch him, his wife Elaine (yes, Elaine LaLanne), and his German shepherd Happy every morning on TV. Jack taught me a lot of things about life — especially to stay positive all the time.
Why be like Jack? You might know him from his juicer — but he was so much more.
1. Make a bold change.
At 15, he was a wreck — sickly, skinny, and eating all the wrong foods. He realized it was a dead-end and radically changed his diet, behavior, and focus. Where can you make a bold change in your life?
2. Break the mold.
Up until Jack LaLanne, gyms were for men who wanted to box or wrestle. Jack opened the prototype for the fitness spas to come — a gym, juice bar, and health food store. What antiquated molds need breaking?
3. Keep true to your vision (and yourself).
Jack said, “People thought I was a charlatan and a nut. The doctors were against me — they said that working out with weights would give people heart attacks and they would lose their sex drive.” Never ask permission - get out and do it.
4. Think BIG.
Jack then took his idea national — “The Jack LaLanne Show” made its debut in 1951 as a local program in the San Francisco area, then went nationwide on daytime television in 1959. Pick a big dream and take one step closer to it today.
5. Speak to your audience — all the time.
“My show was so personal, I made it feel like you and I were the only ones there. And I’d say: ‘Boys and girls, come here. Uncle Jack wants to tell you something. You go get Mother or Daddy, Grandmother, Grandfather, whoever is in the house. You go get them, and you make sure they exercise with me.’ ” Learn how to better communicate to key people.
6. Keep it simple.
Most of his exercises on TV were done with a chair or broomstick. Don’t over-complexify your life - simplify!
7. Keep fresh with new ideas and offerings.
He invented the forerunners of modern exercise machines like leg extension and pulley devices. He marketed a Power Juicer to blend raw vegetables and fruits and a Glamour Stretcher cord, and he sold exercise videos and fitness books. When was the last time you read a good book?
8. Know when to get out.
Expanding on his television popularity, he opened dozens of fitness studios under his name, later licensing them to Bally. If it isn’t working for you - run away.
9. Be a showoff.
At 60 he swam from Alcatraz Island to Fisherman’s Wharf handcuffed, shackled, and towing a 1,000-pound boat. At 70, handcuffed and shackled again, he towed 70 boats, carrying a total of 70 people, a mile and a half through Long Beach Harbor. Be assertive in all that you do.
10. Walk the talk.
He ate two meals a day and shunned snacks. Breakfast, following his morning workout, usually included several hard-boiled egg whites, a cup of broth, oatmeal with soy milk, and seasonal fruit. For dinner, a salad with raw vegetables and egg whites along with fish — often salmon — and a mixture of red and white wine. He never drank coffee. Be authentic to everyone you meet.
11. Stay positive — all the time.
He brimmed with optimism and restated a host of aphorisms for an active and fit life. “I can’t die,” he most famously liked to say. “It would ruin my image.” SMILE!
Jack passed away 10 years ago at the ripe old age of 96. He brought a lot of energy, motivation, and happiness to millions of people. I hope someday, I can do that too.
Returning To Work & How To Acclimate Your Employees.
How does a company neatly resume regular or new operations without losing a portion of their workforce to the change?
Businesses and employees are at a critical juncture right now.
As the pandemic hopefully recedes and business gets back to a 'new' normal, companies are running into a recalcitrant employee who might not want to come back and work in the office.
Not everyone. But there are three types of workers out there now:
Essential Employees - these are the people who have always worked through the epidemic - and we all salute you for your fortitude during these difficult times. BTW - give them a bonus and extra time off for helping you during this time - it's the least you can do.
Work@Home Lovers - these are the people who have outrageous commutes or awful office conditions who work better at home. They might have a big home with an office, family life, great location, etc.
Work@Office Lovers - these are the people who have been stuck at home and absolutely want to get back into the office ASAP. They might be living all alone, in a one-room apartment, and want to interact with lots of people every day.
The Problem: How does a company neatly resume regular or new operations without losing a portion of their workforce to the change?
REQUIRED - If everyone HAS to come back (like schools, etc.) - you have to set a date, put standards in place (cleaning, vaccinations, etc.), and treat everyone the same. If there are recalcitrant workers, deal with them on a one-off basis. Make coming to work more fun, like a party that everyone wants to attend - serve food, etc.
FLEXIBLE WORK - Develop a system to allow workers to have flex time in the office AND working at home. For many positions, this might be the best option for many companies. It shows that you care about their work-life balance AND you satisfy all three types of workers.
TOTAL WORK@HOME - Some companies have embraced the work@home concept and have offered total work at home for many of their employees. It cuts down on office cost, commute time lost, and increases work/life balance for many employees. But some workers might want the 'in-person experience' - and many of these companies might have to develop alternatives to embrace it - get-togethers, lunches, off-sites, etc.
Whatever you choose, be cognizant and balance the needs of your customers and your employees. Many companies might be taking the track of 'everyone back in the office' because of bad management & leadership skills, antiquated work philosophy, or just because "we've always done it this way" thinking. Do what's best for your customers and employees - not just the bottom line.
How To Lead Effective Virtual Teams.
As we slowly emerge from our country’s pandemic, there will be many current and future adjustments to how we work.
As we slowly emerge from our country’s pandemic, there will be many current and future adjustments to how we work.
The impact to our teams and how we manage them will be a major concern for all leaders moving forward.
Yes — we’ve been managing from afar for the last year, but — we were in crisis mode and everyone had to adapt quickly.
Moving forward, successful virtual leadership must be based in solid planning, consistent communication, and regular status checks.
I’ve developed a powerful 5-part strategy to help you move forward with your virtual teams and lead them to even greater success in the years to come:
1. Build a plan and design processes for virtual work.
You can’t rely on the structures built during the pandemic, you need to revisit what worked and build a solid strategy to move forward.
2. Making key decisions in a virtual environment.
Consider how to best structure various decision-making processes within your virtual team(s).
3. Working effectively with global virtual teams.
Capitalize on the new options of working with teams separated by culture, time, and space.
4. Anticipating the growing power dynamics within your team.
Improve the productivity, efficacy, and mutual trust within your virtual team by redefining how you lead your team and how they interact with one another.
5. Dealing with the hidden problems and pitfalls of virtual work.
Understand and anticipate the social and emotional challenges that impact individuals when working virtually.
If you’re interested in leadership development training that delves deeper into each of my five areas (coupled with individualized coaching for your managers), let’s chat.
The best thing you can do is start them off right with a solid roadmap rather than a patchwork of band-aids hopefully delivering the future success of your company. Learn more.