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“This Is How To Make The Best Negotiation Decisions” – Negotiation Tip of the Week

“The mystery to a better life hides inside of making better decisions.” -Greg Williams, The Master Negotiator & Body Language Expert (Click to Tweet)

 

Click here to get the book!

 

“This Is How To Make The Best Negotiation Decisions”

 

People don’t realize; they’re always negotiating.

“I wish I’d thought the whole thing through before I made my decision and gave my response.” So, why didn’t you, was the question posed? “I don’t know. My mind was not right,” was the reply. That should have been all the more reason not to reply, let alone continue in the negotiation, was the response.

In a negotiation, you must maintain a focused perspective for the best outcome – you can’t be diddling around, less you place the negotiation outcome in jeopardy. If you lack focus, your reasoning will become skewed. And that could lead to bad decisions that can leave you in unwanted positions.

Since you make countless decisions every day, wouldn’t you like to know how to make the best decisions in your negotiation and your life? Discover how to do that in this article!

 

Click here to continue!

 

Remember, you’re always negotiating!

 

Listen to Greg’s podcast at https://c-suitenetwork.com/radio/shows/greg-williams-the-master-negotiator-and-body-language-expert-podcast/

 

After reading this article, what are you thinking? I’d like to know. Reach me at Greg@TheMasterNegotiator.com

 

To receive Greg’s free “Negotiation Tip of the Week” and the “Negotiation Insight,” click here https://themasternegotiator.com/greg-williams/

 

 

 

 

Categories
Growth Personal Development

Alchemy in a Glass – Business Lessons From Napa Valley

“The title winemaker connotes no gender.” – Cathy Corison, Winemaker, founding partner of Corison Winery.

With all the emphasis lately on gender roles and preferred pronouns, I had never thought about roles with gender-neutral names until Cathy Corison pointed it out during a recent C-Suite Network Digital Discussion. I had the pleasure of hosting Cathy and we talked about the business of fine wine. She is an accomplished winemaker and, since 1987, has been producing some of the best Cabernet Sauvignon in Napa Valley.

Even though her job title may not inherently have a gender attached to it, making wine is still a male-dominated field. When she graduated from college in the late 1970s with a master’s degree in Enology (the science of winemaking), she had no idea what she was up against.

“I grew up the eldest of four daughters, and I was always my father’s only son. So, growing up and then all the way through college, I didn’t know I was a second-class citizen,” Cathy said. “My major professor as I left the University of California-Davis with my master’s degree in winemaking sat me down, I think he meant well, but he sat me down to tell me I would never be able to work in the Napa Valley. There was something already inside of me, there’s this little voice on my shoulder, I didn’t say anything out loud, but it said, ‘watch me.’”

While women are making inroads into the wine business, it’s still male-dominated, even in forward-thinking California.

“Ten percent of full control winemakers in California are women,” Cathy said. “Napa Valley has done a little better than that. It’s 12% or 13%. We’ve got a long way to go, but we’ve come a long way as well.”

So, how did Cathy get interested in winemaking in the first place? It truly began as a whim and became a passion.

“It was a long time ago. I was 19 years old, a sophomore studying biology at Pomona (CA) College when, on a complete whim, I took a wine appreciation class,” Cathy said. “I think in today’s world, they would not have let me take that class as a 19-year-old. Wine grabbed me by the neck and ran with me. I loved it for all the usual reasons. It’s delicious, and you share it with friends and family. It makes food taste better and vice versa.”

Even with this love of wine, she didn’t intend to turn it into a business. Cathy was interested in the science and mystery of fine wine.

“But for me, it was a whole series of living systems that conspired to what is alchemy in the glass, which we don’t really understand it as well as we might want you to think we do. It’s magic.” Cathy said.

“To a certain extent, wine is alive on so many levels. It grows on a plant, and a living organism turns it from grape juice into wine. We age it in the wood of an oak tree, and we even but the bark of another oak tree in the bottle as a stopper.”

While most think of vineyards and wineries as businesses first, but Cathy looks at it from a different perspective.

“We are a small family farm. It doesn’t matter how you slice and dice it. We are a small family farm at the foundation,” Cathy said.

It looks a lot different from the family farms I’m used to in my home state of South Dakota, a farm is a farm. While a vineyard may not be thousands of acres, like Midwesterners are used to, they are just as vital to their region’s economy.

Family plays a huge role for all farmers, and Corison Winery is no exception. Over the last decades, the whole operation has become a family affair.

“My husband and I were married five years after I founded the business, and he stood too close to a very needy little business,” Cathy said. “There’s this audible sucking sound, and he was sucked right into it. That was 27 years ago. He has very different strengths. He’s a designer. He designed the winery. He’s the IT department. He keeps everything running.”

Because of COVID, even Cathy’s daughters now find themselves working in the family business. They were both in New York but returned to Napa Valley in March and are doing what they can around the farm.

“Quite frankly, when something happens to us, they’re going to have to worry about this place whether they like it or not,” Cathy said.

Besides changing family plans, the pandemic has Corison Wines tweaking its business model. With some distribution channels drying up, Corison found new opportunities.

“Mostly, we’ve taken advantage of the years of developing and a mailing list and a (wine) club that is very active. We’ve found that they’ve stepped up, and our sales are actually up,” Cathy said. “For 34 years, we’ve been taking care of people. We host people, and that tends to make people very loyal.”

You can only grow that loyalty through creating a brand a product people want, and Corison Wines have done just that.

I’d like to thank Cathy for the eye-opening conversation, and now we have something new to think about the next time we raise a glass.

If you’d like to listen to my full conversation with Cathy and an insightful Q&A with our executive community, click here.

Categories
Best Practices Investing Marketing Personal Development

NPS surveys are a failure!

Net Promoter Score (NPS) surveys are a staple of customer satisfaction surveys. We have all had exposure to them. When we buy something or interact with a company, consequently, we get a message from the company asking us to rate how likely we would recommend the company itself, or the product or service we recently bought for a friend or colleague. We fill in our answer on a 10-point scale. A score of 10 means that it is incredibly likely that we will recommend the product or service, and a lowly 1 means that it is extremely unlikely any recommendation will be forthcoming.

Those who select a 9 or 10 are called “Promoters” as they are likely to talk about the product, service, or company in favorable terms. Those who choose a 7 or 8 are called “Passives,” and those who select a 6 or less are called “Detractors.” Promoters are loyal to the company, Detractors are not, and Passives can go either way.

Fred Reichheld of Bain & Company invented NPS in 2003, and implementation has soared rapidly since its first introduction. NPS’s output is a single number from -100 to +100, and the calculation to get to the NPS score is relatively straightforward: the percent of Promoters minus the percent of Detractors. The aim is to have as high a number as possible. So, if the percent of the Promoters and Detractors are the same, the NPS becomes 0. An NPS score below 0 means a general dissatisfaction, between 0 to 30 means the company is doing average, and above 30 means customers, in general, are satisfied with the company’s product or service.

NPS’s goal is to provide an easy to understand snapshot of how satisfied, or not, a company’s customers are. Unfortunately, that is a promise that NPS does not deliver. In fact, the whole premise of NPS is flawed. While the question: “Would you recommend?” means that a buyer can sum up the complex mix of feelings and assessments related to a purchase or interaction with a company, into a single number is brilliant, as that is how actual decision-making works. Still, the rest of NPS simply does not work. And here is why! Take a look at the following:

1. Survey respondents’ bias.

In a statistically significant consumer survey conducted by my company Atenga Inc., during September 2020, we found that the majority (58 percent) of the population will only fill in an NPS survey if they are already fans of a company or a product or service, while a smaller portion (32 percent) say they may or may not fill in an NPS survey. (See charts at the end of this document).

Only a very small percent of those who are directly dissatisfied with a product or service (6 percent) will fill in the survey. This means that the reported NPS is not even a close approximation of the satisfaction profile of a company’s customers; the resulting NPS score will be much more positive than the actual customer satisfaction really is. This by itself will render NPS virtually useless for almost all purposes.

2. The dangerous Passives

While Detractors are unlikely to buy from your company again, Passives may. And the way that NPS is calculated, Passives are totally ignored; they are not part of the calculation. This is a big problem because if a company has a large number of Passives, NPS may indicate they are doing well. Yet, they will have few returning customers or a significant “churn” rate if what the company sells is a subscription. And this leads to the next issues with NPS.

3. Actions resulting from the NPS

The next issue is, what should a company “do” as a result of its NPS score? Well, if the score is high, the CEO of the company can “waltz” into the boardroom and joyfully proclaim to the board of directors: “We are doing really well.” Good for him or her, but that’s about all that it will do.

If the NPS is not so good, it does not tell the company why the score is not good. It does not tell the company what to do to improve the score. It does not say if customers are dissatisfied with the experience of dealing with the company and what part of that experience needs to improve. Also, it does not say which aspects of the company’s product or service might need to be improved. Again, making NPS pretty useless.

Furthermore, as a company’s NPS score typically is separated from its competitors’ NPS score it is seen in a vacuum. But NPS cannot be considered by itself, simply because no marketplace is a vacuum with only one choice for the buyers. There are always alternatives, and a company that does not know how it compares in satisfaction among those who make choices other than buying from the company are at a great disadvantage to those who are in the “know.”

So while the very basis for NPS is solid, that of a customer who sums up the complex mix of emotions, preferences, and perception that leads up to a single decision, buy or not to buy, the implementation of NPS is not. What then is the remedy?

  • NPS surveys should not be conducted by the company itself but by an independent agency to greatly reduce survey respondents’ bias.
  • The survey should include NPS for both the company and its key competitors.
  • The survey should also include details of the company’s product and/or services and the interaction with the company.
  • All the data then captured in the NPS survey will then need to be segmented. For the company itself and each of the competitors covered in the study. 
    • For NPS to “work” it becomes crucial to know what drives those who are Detractors to become Detractors. To understand exactly what aspects of the product, service, or interaction that makes them unhappy. Only when companies are aware of what drives customers to become Detractors can they take actions to remedy the situation and to minimize the number of Detractors.  
    • Furthermore, it is important to understand precisely what makes Passives to become Passives. Understand what they are missing with a company’s product or service. Understand why they are not enthusiastic about the interaction with the company. In short, why they are lukewarm. And then, of course, take corrective action. Alter products or service, or the way customers interact with the company, to make Passives into Promoters.  
    • It is also essential to know why Promoters are Promoters so that the company does not remove a feature, function, or benefit that Promoters particularly appreciate. Because only with this knowledge can a company view itself from the buyer’s perspective and get to know what aspects of its product or services or customer interactions or activities will affect customer satisfaction to reduce the number of Detractors and Passives.

So now, what will you do? Continue regular NPS surveys or take these to a whole new level of practicality and value for your company? I know what I would do.

Per Sjöfors
Founder
Sjöfors & Partners
www.sjofors.com

Categories
Marketing Personal Development

The 25 percent Rule: for Experimental Media, a tip from Jeanniey Walden

Many CMOs struggle with how to try our new things within their overall marketing plan. Things are moving more quickly than ever and the pandemic has further accelerated change in what “works.” The optimal paid and earned media mix now and in 2021 is clearly going to be quite different than previous plans. I had the pleasure of catching up with Jeanniey Walden the CMO of DailyPay, a BtoBtoE (E is employees) business/platform that makes cash easily available to employees of companies that use the platform. Jeanniey has also lead marketing for several consumer and business brands.

The full interview is available as well, and highly recommended.

Categories
Growth Health and Wellness Human Resources Leadership

SelfCare for HealthCare®; The Best Way to Improve the Quality of HealthCare and Reduce Costs

In these challenging times, healthcare leaders struggle with work compression, doing the same amount of work in fewer hours. Nurses and healthcare leaders are experiencing stress, burnout, and health issues at ever-increasing rates. The Covid-19 pandemic has increased the physical and fiscal strain on hospitals and healthcare organizations and companies. They expect their staff to deliver comprehensive, compassionate patient care to improve outcomes, satisfaction and engagement scores, and reimbursements. Yet, wise leaders know that caregivers cannot meet those expectations if they are physically, mentally, or spiritually exhausted.

With increasing demands on time, energy, and resources, health care professionals are experiencing burnout at increasingly higher rates, and staff turnover continues to rise. Burnout leads to lower levels of staff engagement, patient experience, and productivity, and an increased risk of workplace accidents. Lower levels of staff engagement are linked with lower-quality patient care, including safety. Burnout also limits a providers’ empathy, a crucial component of effective person-centered care. (1) Yet barely one-third (35%) of U.S. hospital workers said that current wellness programs encourage a healthier lifestyle. (2)

As leaders work long hours, tirelessly meeting the needs of their staff, they frequently neglect their own. To be fortified to manage effectively, we must nurture our own bodies, minds, and spirits every day.

The need for these practices is evidenced in the following table, identifying symptoms of stress and compassion fatigue:

Symptoms of Stress and Compassion Fatigue
PHYSICAL

Appetite changes

Headaches

Fatigue

Poor sleeping

Frequent illnesses

Digestive problems

Pounding heart

Teeth grinding

Rash

Restlessness

Foot-tapping

Finger drumming

Nail biting

Smoking

Increased alcohol intake

 

 

MENTAL

Forgetfulness

Poor concentration

Dull senses

Lethargy

Boredom

Low productivity

Negative attitude

Anxiety

The “blues”

Mood swings

Anger

Bad dreams

Irritability

Crying spells

Nervous laughter

Loss of loving feeling

 

SPIRITUAL

Emptiness

Loss of meaning

Doubt

Martyrdom

Loss of direction

Cynicism

Apathy

Abandonment

Worry

Isolation

Distrust

“No one cares”

 

 

 

 

 

Copyright LeAnn Thieman, SelfCare for HealthCare ® 2012 Permission granted

Numerous studies suggest that work-related stress fuels burnout and job dissatisfaction among healthcare professionals. (3)

Drawing from my decades of work with healthcare leaders, I offer easily implemented tools for restorative self-care. This article will share strategies for balance of body, mind, and spirit, offering self-care for healthcare.

Physical Balance (Body)

Diet

We would never deprive nutrition or fluids to someone we care for, yet we often unconsciously rob ourselves. Keeping a dietary log for a week alerts us to our current eating patterns and allows us to change our diets accordingly.

Although evidence proves the importance of drinking 5-6 glasses of water a day, we too rarely consume that quantity. Seventy-five percent of Americans are chronically dehydrated, causing daytime fatigue, memory impairment, difficulty focusing, headaches, nausea, and poor metabolism. (4)

To get the recommended amount of water daily, fill a water container to consume throughout the day. Think about fluid balance, just as we do for patients. Applying what we know about fluid input and output for patients to our own bodies seems simple, but it is often ignored or under prioritized by us due to workload, inattentiveness, and even our own beliefs about self-sacrifice.

Sleep

Healthcare givers and leaders are becoming more and more sleep-deprived, yet studies prove the human body requires 7-9 hours of sleep in a twenty-four-hour period. (5)

Adequate sleep is important for mental focus, reaction time, attitude, learning, memory, decision-making, prioritizing, accuracy, conflict resolution, and communication, all key qualities healthcare givers need to deliver safe, compassionate patient care. Geiger-Brown & Trinkoff, who studied the impact of 12-hour shifts, reported that nurses sleep only 5.5 hours on average between 12-hour tours, even though a minimum of 7 hours is recommended for full engagement. (6)

Insufficient sleep has been associated with cognitive problems, reduced job performance, decreased motivation, and increased safety risks. Several studies have shown that failure to get adequate sleep contributes to medical errors. (7)

When sleep is inadequate, health deteriorates, resulting in lowered glucose tolerance, impaired thyroid function, fatigue, increased heart rate, decreased strength, increased blood pressure, stomach and bowel problems, pain, depleted immune systems, and increased fatty deposits. Sleep problems contribute to obesity, and obesity contributes to sleep problems. (8)

In today’s world of 24/7 connectedness, new issues have emerged that lure people away from sleep. Television, computers, and electronic devices have shifted from the family room and office into the bedroom, encouraging people to watch one more late-night show, or respond to another text or two. In my experience, many healthcare leaders report checking email after midnight in fear of missing something and feeling compelled to respond immediately.

Adequate sleep is an investment in our wellbeing. It’s a choice. Turn off technology, turn off the electricity, and get the recommended 7-9 hours of slumber.

Exercise

In our over-scheduled lives, it’s often challenging to set aside time for exercise. Yet research is showing that we don’t necessarily need a personal trainer or gym membership. A study of 334,161 European men and women showed that as little as 20 minutes of brisk walking a day could prevent us from dying prematurely. (9)

Exercise not only lowers the risk of heart attacks, diabetes, bone cancer, osteoporosis, arthritis, backaches, high blood pressure, depression, and stress, (10) but it releases endorphins in our brains and increases happiness too.

Be creative in finding ways to incorporate exercise into your daily activities. Park in the farthest corner of the parking lot. Make time to take the stairs. Have walking meetings. Take advantage of the exercise opportunities your employer provides.

Mental Balance (Mind)

Most self-care programs focus on nurturing our bodies with less attention to our minds and spirits, yet our physical wellbeing is dependent on our mental wellbeing.

Eighteen percent of nurses, twice the rate of the general adult U.S. population, have elevated depression symptoms. (11)  Suicide rates of physicians exceeds the national average. To care for our minds, it’s crucial to take time throughout the day for mental rest.  One of the best and easiest tools is simply breathing.

Breathing and Relaxation

Deep relaxation breathing is one of the most effective mental balance tools. This breathing technique relieves stress and tension and releases endorphins.

As a childbirth educator for thirteen years, I taught moms to breathe slowly, deeply, and easily to reduce stress and pain in labor. The same principles apply as we “labor” through life.

When laboring women get too stressed, they experience increased adrenaline, which shuts down the release of oxytocin and delays the delivery. Too much adrenaline results in longer harder labors for moms…and for us. Breathing and relaxing decreases adrenaline output and allows all our organs and body parts to work at their best.

For three minutes, several times a day, during stressful times or otherwise, breathe slowly in through your nose 1-2-3-4, then out through your mouth 1-2-3-4, repeatedly.

We schedule so many activities into our days, we must also schedule relaxation. Close your door. Take a break. Breathe deeply, and relax.

Laughter

A proverb that says, “Laughter is good medicine, but a broken spirit dries the bones.”  Sometimes the demands of working in healthcare can nearly dry our bones.

I’ve been privileged to read thousands of true stories from healthcare givers when I authored three editions of the Chicken Soup for the Soul for Nurses series. Time and time again they shared how laughter helped them through their toughest times.

Humor is one of the most effective selfcare strategies. Laughter lowers blood pressure and heart rate, improves lung capacity, massages internal organs, increases memory and alertness, reduces pain, improves digestion, and lowers the stress hormones. (12)

Loma Linda University proved that laughter decreases the stress hormones, epinephrine, norepinephrine, and cortisol and improves immune function (13) Laughter has also been proven to reduce pain. (14) It offers psychological benefits, brings us into the moment, helps us transcend our problems, connects us closer to people, and helps us think more clearly.

Even smiling releases endorphins and serotonin, which boosts our immune systems and lowers blood pressure. (15)

Add humor to every agenda. Create laughter bulletin boards at work. Bring joy to your workplace.

Positive Thinking

There is tremendous power in positive thinking. Dr. Norman Vincent Peale wrote a book by that title (16) proving that we get what we expect in life. We bring to fruition our thoughts and visualization. We see this in our workplaces every day. Negative thinkers have negative contagious behaviors, resulting in negative outcomes.

It’s said that the average person has forty-thousand thoughts per day, of which 80% are negative. Every time we have a negative thought, our brains releases negative chemicals that make our bodies feel bad. When we combine positive thinking with positive visualization, remarkable changes occur.

Our bodies and minds don’t distinguish the difference between visualization and experience; they react as if both are real. Most of us have awoken from nightmares, sweating, our hearts racing. Although the scary event didn’t happen physically, our bodies responded as though it had. This phenomenon can work to our benefit, too. Recall your most successful moment and live it out again, visualizing it with all five senses. You can reclaim the same feelings again as your body releases the same chemicals as when you experienced it.

The growing field of psychoneuroimmunology proves that our brains can literally be “rewired” with positive thinking. Some neurological connections are strengthened while others are replaced. New thoughts and images stimulate new pathways and, when constantly repeated, have a great impact on behavior.

Our minds are like computers; we have sovereign control over the input.

Write a list of your personal positive affirmations. Create a vision board with words and pictures of things you want to achieve… personal goals, career plans, family desires, things to nurture your mind, body, and spirit. Post these where you can see them… and achieve them, improving your health, happiness, and workplace.

Forgiveness

After my presentations, audience members whisper two things to me consistently. “Thank you for talking about faith,” and, “Thank you for teaching the power of forgiveness.”

Forgiveness seems to be a universal chord in the hearts of people. There is an innate hunger to let go of the suffering and to learn how to release it.

We waste a lot of our energy, our health, and even our lives when we fail to forgive. People who won’t forgive have more illnesses, lower immune system function, and increased heart disease. (17) Those suffering from chronic low back pain found that anger, affective pain, and sensory pain were all lower after forgiving. (18)

A widely accepted definition of forgiveness is to pardon, to release from further punishment. Ourselves included.

The first step in healing is to forgive ourselves, for any past mistakes, indiscretions, or regretted decisions. What we did then was based on who we were and what we knew then. It’s not who we are today.

Next, we must forgive somebody else, no matter how horrific the offense. Refusing to forgive doesn’t hurt the offender, it only hurts us. Why would we give someone who wounded us so deeply the power to continue to harm us with sleepless nights, upset stomachs, high blood pressure, and headaches? We must forgive them, whether we think they deserve it or not, we do.

Forgiveness is an empowering choice. So, starting today, besides yourself, who are you going to forgive?

Spiritual Balance (Spirit)

Creating a spiritual balance is as crucial as mental and physical. Most medical schools today are tapping into ancient theories of holistic medicine, a healing of mind, body, and spirit. The American Medical Association requires medical schools to teach students to inquire about a patient’s religion. Ninety-percent have courses on spirituality and health. No wonder; 92% of patients say that spirituality is important in their coping and healing. (19)

Studies describing the association between prayer, faith, spirituality, and medicine are increasing. (20) Yet a study examining healthcare leaders’ perception of competence in providing spiritual care showed that while communication had the most favorable perception, improving the quality of spiritual care had the least favorable. (21)

In delivering care, healthcare leaders must recognize the importance of spirituality in the lives of patients, families, and loved ones, as well as in their own lives. All undergo tremendous stress and suffering. Spirituality offers a way to understand suffering and to cope with illness. By addressing spiritual issues of patients, loved ones, and ourselves, we can create more holistic and compassionate systems of care.

To nurture our patients’ spiritual health, we must first nurture our own. Polls estimate that over 92% of Americans believe in God. (22) If you are among that majority, I encourage you to be in touch with the Higher Power you believe in every day. Even if it is just for 15 minutes, take time for prayer, meditation, or reflection. So often we choose a way of life that best suits our bodies; let’s create one that also nurtures our spirits.

Summary

Selfcare is no longer a “soft” skill, but a culture shift, critical for transforming patient care and outcomes today. Hospitals that have implemented the year-long Selfcare for HealthCare® program have noted not only a 13% increase in retention, but 16% decrease in sick days, a 20% increase in engagement, 39% decrease in those considering leaving their positions, and 42% increase in agreeing their leadership cares about them.

A recent scientific research study with the Social Science Department at the University of Northern Colorado provides the evidence-based impact of Self-care for Healthcare. A partial list of those findings include: (the complete report available on request)

  • A main finding that emerged from the pre- and post-test evaluation was a positive shift in workplace engagement
  • A higher growth in resiliency and positivity.
  • A positive impact on participants, specifically with identifying stress, building healthy habits, creating resiliency and positivity
  • Identifying stress and creating healthy habits had the highest amount of positive growth.
  • Participants agreed 13% more that they would recommend this organization as a good place to work, post-test.
  • Participants agreed 14% more that their organization has a healthy workplace culture, post-test.
  • Participants agreed 14% more that their organization has a healthy workplace culture, post-test.
  • Participants were 11% more satisfied with the balance between my work and home life.

Evidence of the importance of caring for mind, body, and spirit was proven in a descriptive study exploring the self-care practices of healthcare leaders in a rural hospital setting. In the findings, the most prevalent self-care practices were humor, laughter, music, spirituality, prayer, healthy nutrition, walking, and healthy sleep habits. (23)

The duty of healthcare leaders is to be proactive, rather than reactive, to the stress they are facing. There are clear links between staff wellbeing and the three dimensions of service quality: patient safety, patient experience, and the effectiveness of patient care. When staff support services were proactive and prioritized, staff health, wellbeing, and performance were enhanced, patient care improved, staff retention was higher, and sickness absence was lower. Leaders are fundamental to creating a workplace climate that enhances staff wellbeing and delivers quality patient care. (24)

When staff participate together in wellness programs, engagement increases. Employees who feel they are personally cared for by their organization and that managers have higher levels of commitment, are more conscious about responsibilities, have greater involvement in the organization, and are more innovative. (25)

Every 1 percent increase in hospital employee engagement correlates with a 0.33-point increase in the facility’s Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS) overall hospital rating. HCAHPS scores lead to a boost or reduction in a hospital’s Medicare reimbursement and can sway patients’ decisions in selecting a provider.

Also, a 1 percent increase in hospital employee engagement is tied to a 0.41-point increase in inpatient safety grades. Engaged employees are three times as likely as disengaged employees to earn top performance marks. Disengaged staff are twice as likely to leave their organization within 12 months of an engagement survey. (26)

Clearly, self-care is the best way to improve the quality of healthcare and reduce costs, by caring for healthcare workers, their patients…and ourselves.

As leaders, we are always role modeling. By nurturing our own bodies, minds, and spirits we will create cultures of caring for ourselves and those we lead and serve.

                                                                                                                     # # #

LeAnn Thieman, LPN, CSP, CPAE is author of the Chicken Soup for the Soul for Nurses series and President and Founder of SelfCare for HealthCare, Fort Collins, CO. She can be reached at LeAnn@LeAnnThieman.com.

Categories
Best Practices Growth Personal Development

HOW DO I DISTRIBUTE MY PODCAST TO APPLE PODCASTS, SPOTIFY, AND OTHER PODCAST DIRECTORIES?

 

If you are creating content and not making it available where people are listening to podcasts, you’re not maximizing your efforts – in other words, you need to fish where the fish are.

Distributing your podcast where podcasts are being consumed is a vital part to building an audience. In order to be found in podcast directories, you need to establish a relationship between the podcast hosting platform and the podcast directory via your RSS Feed – once the relationship is established, your podcast episodes will automatically update on the given directory as you publish new episodes in your hosting platform.

Some directories have a unique submission process, we have outlined the steps below. Prior to submitting the podcast, it is vital you have your podcast assets in place – note that it may take up to 4 weeks for approval, depending on the directory.

Apple Podcasts is the most popular – and the most important – place to make your podcast available. In fact, many other podcast directories not listed in this article actually search Apple Podcasts to add new podcasts to their own directory. To submit your podcast to Apple Podcasts, you need an Apple ID and password – follow the steps and submit your RSS Feed here.

Spotify has a submission portal where you can access an analytics dashboard – follow the steps and submit your RSS Feed here.

iHeart creates stations for your podcast that are accessible online or in their app – follow the steps and submit your RSS Feed here.

TuneIn – follow the steps and submit your RSS Feed here.

Amazon Music establish a direct connection with your podcast and Alexa – follow the steps and submit your RSS Feed here.

Google Podcasts was released mid 2018 and already includes many podcasts – follow the steps and submit your RSS Feed here.

If you had a podcast prior to mid 2018 and are unsure if your podcast is on Google Podcasts – follow the steps and submit your RSS Feed here.

For those hosting their podcast with C-Suite Radio, your next steps would be to set up the subscription options outlined in Video 12 and submit the podcast to MTM.

Categories
Growth Leadership Personal Development

Ever had a bad boss?

Ever had a bad boss?

Or has your good boss gone bad during Covid?

As I’ve always said, “Challenging times do not make a leader, they define a leader.”  We can agree that 2020 is definitely challenging times, to say the least.  

Do you believe that you have been a good leader during the pandemic?  Have you taken into consideration the current landscape and the toll it is taking on your team from both a physical and emotional standpoint? 

Perhaps as a team member, you have seen your boss go from being a good boss to a bad one, or even a bad boss to a horrible one (extreme stress can do that). Unfortunately, having a bad boss is not uncommon, even during the best of times. 

The article below was published in Professional Performance Magazine in May 2020.  As this pandemic continues, the need to develop leaders increases every day.  Read on and learn how a holistic, inside-out approach to leadership development can accomplish this.  Enjoy!

Have YOU ever had a bad boss?  Most people have and THAT is unfortunate, especially since it is preventable! 

Bad bosses are destructive, often making their staff feel frustrated and insignificant.  We frequently hear, “You are NOT going to believe what my boss did THIS time! (stated with disgust).”  Consequently, it is no surprise that research indicates over 80% of employees who leave organizations, do so because of the boss.

Bad bosses signify a deeper problem.  They indicate a lack of leadership development within organizations.  For example, we would never hand a scalpel to someone on the street and ask her to remove an appendix that is inflamed.  That’s ridiculous, the patient may not survive.  And yet, it is common for untrained, undeveloped bosses to be handed the ‘scalpel of responsibility’ to lead and manage teams, departments or divisions.  In this case, however, it’s the employees that don’t survive…remember, over 80% leave because of the boss.  

Truth is, bad bosses aren’t bad because they want to be bad (well, mostly).  Bad bosses are bad because they haven’t been developed to be good bosses and potentially great leaders.   Most bosses learn solely from experience, and not only is experience alone very limiting, it is a horrible teacher.  In addition, because of undeveloped leadership skills, bad bosses set poor examples, passing on their undesirable behaviors to those who are unfortunately modeling them, thus creating more bad bosses! Unless this cycle is broken through proper leadership development, the destruction continues.

Breaking this cycle may sound like quite an undertaking, however, it does not have to be. Let me explain.

During my 40-year career, I served as a Captain and commanding officer in the US Army, operations manager in fortune 500 manufacturing companies and VP of Sales in multiple technology organizations. I saw MANY bad bosses lacking leadership skills, and this did not sit well with me. Consistently, these bosses were either focused solely on results and outcomes, creating cultures of high accountability without concern for people; OR they were focused on being the ‘nice guy’, the cheerleader who avoided the potential conflict of holding direct reports accountable.  Research shows both myopic styles to be equally as ineffective. Both accountability and compassion ARE necessary.  The challenge is apportioning them to lead effectively.

For years, I consulted with and studied leadership under some of the nation’s most influential leaders. It was then that the solution of how to get rid of bad bosses began to take shape…bad bosses require leadership development employing a holistic, inside-out approach. That approach was developed into a program that I have used with my clients for many years yielding a 95% retention rate. That is to say, 95% of program participants are still with the employers who adopted this leadership development process.  In addition, approximately half of the participants have been promoted.

So, you may ask, how exactly does this work?

First, the boss must be humble and vulnerable enough to acknowledge his/her limitations and the need to be better.  In other words, the boss needs to have a human side.

Second, is the adoption and application of an inside-out practice of leadership development. This is one that takes a holistic approach to development. This is more important today under the stressful conditions of the pandemic.  Regardless of how this all plays out, having a stronger leadership team will help you survive then thrive as we get through these challenging times. 

To be most effective, it must include the following process delivered over time within one’s native environment: 

Assess & Select:

Identify potential candidates across the entire organization and assess their LEADERSHIP potential by testing for emotional intelligence, determining their level of humility and identifying those who have demonstrated a desire to serve.

candidates

Train:

Typically, there are many areas of functional, management, and leadership competencies that individuals must master to satisfy their organization’s needs. These include relationship building, effective decision making, organizing, and execution. All training, regardless of subject matter should be tied to the organization’s vision, mission, and values.

Coach & Mentor:

Learning to coach others is the number one skill of a leader.  With the goal of developing others, this is taught as a practice of asking questions, rather than answering questions. Having a coach and a mentor is integral to applying what is learned and reaching one’s full potential. 

Team Support:  

Real, long-term behavioral changes are most prevalent when people have the support of others within the organization who are going through the same experience.  Cohorts are necessary to provide support AND maximize accountability during this process. 

Contextual Application:

Leadership development must consider the cultural context of the organization.  Newly acquired leadership skills must be applied within each individual’s role to align with the culture, mission and values of the organization. 

As you can see, leadership development is NOT solely comprised of training leaders, it is DEVELOPING leaders.   All components of the process are vital, interactive, and interwoven much like a jigsaw puzzle whereby all the pieces are dependent on the others to create the final picture…in this case, effective leadership development! If they are not all present, the process is incomplete and is destined to fail!  

Third, rinse and repeat.  Develop leadership capabilities across, up, and down the organization resulting in a sustainable, leadership-based culture. 

And finally, as we say at Statarius, “Trust the process!”  

This is a brief description of the essential elements of an effective leadership development program. It is taken from a comprehensive program, titled LeaderStep, which has the foundation of the Seven Steps of Intentional Leadership outlined in my latest book, A CEO’s Journey. Interested persons may visit my website at Statarius.com to download a free copy. Listen to Dr. Gary on his weekly podcast LEADING from the FRONT on C-SuiteNetwork.com, iPodcast/iTunes, Spotify or other popular outlets.

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Categories
Growth Leadership Personal Development

Advice for Company Leaders on Reversing the Cycle of Disengagement at Every Level 

Ingaged leadership is a new way of leading, founded on the belief that if leaders create an organization where everyone works together in open partnership, that organization becomes vastly more successful.  

Instead of telling people what to do, Ingaged leaders unlock the power of people’s minds, creativity and emotions. Some of the key skills of Ingaged leaders include: 

  • Asking for help, because doing so is a sign of strength, not weakness.  
  • Listening constantly and actively for nuggets of high value in what other people are saying and supporting the best of them.  
  • Setting aside personal opinions about what will work and letting people try their most prized ideas.  

How Can You Apply Ingaged Leadership throughout Your Organization? 

Leading and supervising are two very different things. In fact, there are opportunities to practice Ingaged leadership at every level. 

Ingaging with Trustees 

When boards convene, many organizational leaders give them a report of company finances, introduce a few new hires, talk about new products – and that’s about it. Those practices represent disingagement, not Ingagement. Remember that members of your board were appointed because of extensive leadership experience, so invite them to share in open-ended discussions about long-term mission, marketplace trends, competitive issues, and more.  One way to start that discussion is to talk openly about the long-term issues you and your company is facing. The more you share openly, the more you encourage board members to do the same.   

Ingaging with Your Top Executive Team 

To be honest, I have observed that top leadership teams in many companies are hindered by internal fissures and factions that are never discovered until someone quits or a major problem arises. Those problems often happen because executives have ambitions and plans that are being stifled by the company leaders, or because the rejection of their ideas in the past has caused them to self-censor.  

The solution is to build a top management team that is positively disruptive. That means resisting the temptation to surround yourself with “yes people,” “people who are just like me” and people who prefer “group think” to shaking things up. Also, have the courage to recruit people who are genuinely better than you at doing certain things, and let them. Their efforts will free you and results will soar.  

Ingaging with Middle Managers 

The leaders of many organizations overlook the fact that middle managers possess the kind of reality-based, realistic and valuable intelligence that cannot be found anywhere else in house. Instead of hearing directly from middle managers, those company leaders hear about them from divisional heads or other upper-tier executives. That kind of filtering is a crippling mistake. In contrast, Ingaged leaders interact directly with members of middle management. Even in very large organizations like franchises, they create – and visit – advisory boards made up of mid-level managers, leadership councils and other forums where managers can speak and be heard. 

Ingaging with Front-Line and Entry-Level Staff 

Too many companies seem to apply classic “mushroom management” to employees at this level. (“Keep them in the dark and hope they grow.”) What a loss, since front-line employees have critical knowledge and ideas that should be captured and reinforced. In smaller organizations, instituting an open-door policy or visiting hours can help. In larger companies, virtual suggestion boxes on the company intranet have worked well. So have general meetings where employees brainstorm and suggest ideas that can be captured, responded to, and utilized.  

Remember too that your company’s training programs offer a setting to invite and acknowledge new ideas from front-line staff. If you encourage your trainers to explore bigger company issues and invite ideas, you can begin to build high levels of Ingagement, literally from the bottom up.  

Ingaging with Your Sales Team 

Your salespeople know more than anyone else does about customers’ concerns, motivations to buy, opinions of your products, and much more. Yet many companies focus only on sales quotas and incentives, never soliciting salespeople’s insights. To tap this critical intelligence, invite salespeople to attend your top management meetings, listen actively to what they say, and then implement their solutions and new ideas. Another solution is to conduct brainstorming sessions during larger sales meetings, invite people to offer their best ideas, and then let them try them in the real world.  

Still More Opportunities to Benefit from Ingagement 

Ingaged leadership can be used to build more beneficial relationships with job applicants, clients, vendors, top executives at other companies, and many more people. The more you Ingage at every level, the greater you and your organization will become.  

 

Categories
Culture Growth Health and Wellness Human Resources Leadership

You Had The Power All Along

 

By Mary Ann Faremouth,

 

This year, in the midst of the challenging times of COVID-19, we would all like to imagine a job market where there is hope and rebirth for the many people who find themselves unemployed or furloughed at this time.  As the festive time of Halloween is approaching, I am reminded of the Good Witch of the North in “The Wizard of Oz” who told Dorothy that she had the power all along.  If we take strategically designed steps to do it right, we, too, have the power to change our own personal world as we search for employment, transformation, and rebirth.  We can create our own magical approach by recognizing our own power within to get where we want to go with the right mindset and plan.

 

The Second Step of the Faremouth Method, Ask Better Questions, inspires me to wonder what might be learned from the pretend world of costumes and trick-or-treating.  As a Career Consultant, I imagine what wisdom or lessons I can impart to job seekers that might establish some valuable analogies to help us all become more successful in our employment seeking efforts. This is a time where we need to be more imaginative and creative in how we assess our skillset to match the ever-changing job market and not limit ourselves to what we have known in the past. We have to change with the times now being presented to us.

 

Halloween, as we know it today in the United States, began after World War II and became widespread to dress up as superheroes, princesses, or whatever character was popularized that year.  We were given permission for that one day to pretend we had the power to be something else.  While kids go to neighborhoods to “Trick-or-Treat,” many offices allow employees to come to work that one day a year in costume.

 

Let’s look at some of the analogies we can glean from the “Trick or Treaters” that might also be applied to finding a job in these unusual and challenging times.  I do believe, sitting on my side of the desk and hearing employers telling me what works and what doesn’t, there might be some “tricks” to consider to get the “treats” of finding a job in our current market situation.

 

1. Stand out among the Competition – In many costume contests, it’s the best costume that will get the prize or be noticed.  Our attire, even on a Zoom interview, can make us stand out among the competition.  Wear professional clothing that demonstrates your seriousness in finding employment.  Being too casual in the online interviewing process has ruled many of my “best on paper” candidates out.

 

2. Be engaging and deliberate in the interview to express how your skillset applies to the job. I have heard from my clients that focused dialogue with good eye contact makes the candidate more impressive to them.  Think about how, at Halloween, when the child at your door engages you in conversation, you gain a more favorable feeling about them than when they just grab the candies and take off.  Just the other day I had a client reject a candidate with the exact background because they did not try to bond with the interviewer to start, and right away asking for salary information and how many weeks of vacation they would get the first year.

 

3. Be grateful for whatever amount of candy is offered to you.  These days, with so many people taking salary cuts, the Halloween treats might be much more restricted.  The same applies to the job offers I am seeing these days. Salaries are on an average about 25% less than before the pandemic hit.  Candidates must still be grateful for the opportunity to have a job with benefits with a stable company in these uncertain times.  Having an attitude of unrealistic salary expectations at this time might really cost you a good job offer where, even if the salary may be less to start, it would allow one to learn, grow and increase the salary with experience and time on the job.

 

4. Make sure you say “Thank You” – No matter what is offered to you, be grateful and always say “Thank You.”  The same goes for an interview with a prospective employer.  Even if you don’t get the job offer, make sure you send a “thank you” note within the first 24 hours. If you get a rejection letter, always respond with gratitude for the opportunity to interview with them.  I had a situation where my client hired a candidate from another source instead of the candidate I presented. Because my candidate sent a thank you note immediately and also responded to the rejection letter, when another opening came up in a different department, the client called me back asking for my candidate.  The way the applicant handled the situation made an impression and stayed fresh in the mind of the HR Director.  Your job search does not have to necessarily be a scary practice or situation.  Stay positive and demonstrate yourself in a manner that will allow you to get offers in this challenging market.

 

Let Halloween and its long history of “rebirth” and transformation allow you to view your career plan with the same zest and enthusiasm as that Trick-or-Treater on a hunt for their own treats in life.  With the right attitude, you, too, can make your job hunt sweeter and enjoy the benefits of conducting yourself in a manner that allows you to gain the job and career you imagine yourself to have!  You might just find a job that is better suited for you than the one you had before.  You are in control of how you conduct yourself and how you seek what you are looking for.  Attitude is the biggest game-changer in your job search. With the right attitude and presentation, you are in control.  Just like that five-year-old trick-or-treater who appears on your doorstep on Halloween night who says “yes ma’am” and “no ma’am,” “please” and “thank you,” while making eye contact in the cutest costume you have ever seen, will always be rewarded with that extra piece of candy given with a smile.  Take control of your outcome by recognizing that you had the power all along.

Categories
Body Language Entrepreneurship Management Negotiations Operations Sales Skills Women In Business

“This Is How To Combat Aggression Through Body Language” – Negotiation Insight

“Aggression can be the expression displayed when reasoning fails to communicate.” -Greg Williams, The Master Negotiator & Body Language Expert (Click to Tweet)    Click here to get the book!

 

“This Is How To Combat Aggression Through Body Language”

 

People don’t realize; they’re always negotiating.

“… Up until that point, the first negotiator thought everything was fine. Then, he noticed his counterpart’s lips pursed, followed by a few moments of silence before the second negotiator’s voice escalated. And that was followed by negotiator number two’s furrowed brow, jutting jaw, and clenching fists, first the left, and then his right one. The second negotiator was displaying aggression and preparing for mental combat, if not an outright physical confrontation. Negotiator number one asked, “are you getting upset?” To which the second negotiator said, “yes, I am because you’re not fair!” The first negotiator said, “why do you think I’m not fair?” From there, the two negotiators discussed their perception of what ‘fair’ meant. In so doing, they averted what might have become an ugly situation.”

When was the last time you were in a situation that became troublesome, and you weren’t sure when it got on that path? When such occurred, most likely, you failed to recognize the body language gestures early, indicating that trouble lay ahead. And that was the real cause of the situation’s escalation. That won’t be the case in the future if you observe a few of the following warning signals that foretell possible aggression – aggression signs, which might lead to combat.

 

Click here to continue!

 

Remember, you’re always negotiating!

 

Listen to Greg’s podcast at https://c-suitenetwork.com/radio/shows/greg-williams-the-master-negotiator-and-body-language-expert-podcast/

 

After reading this article, what are you thinking? I’d like to know. Reach me at Greg@TheMasterNegotiator.com

 

To receive Greg’s free “Negotiation Tip of the Week” and the “Negotiation Insight,” click here https://themasternegotiator.com/greg-williams/

 

 

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