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Best Practices Economics Entrepreneurship Management Personal Development Women In Business

Conscious Capitalism…Is It Possible?

Headline Speaker | Independent Leadership Advisor to the UN | Expert to 150 C-Suite Advisors | Inc Mag Top100 Speaker

After a presidential year, where candidates get to speak about what they stand for it’s become clear that the people are sick and tired of politics as usual. I think you’d agree that there is a flagrant mistrust of those in power. Much of that mistrust comes out of the belief that those in power don’t care about the other 99%.

The system at the very least seems to have been perverted. In my conversations with other leaders we often speak about whether the system can recover and be repaired, or do we need a brand new system.

Expansive Question:

As leaders we are all aware that there is a clear backlash on the “1%”… Without debating whether that is right or wrong, just or unjust…

The question I would like to put forward to you is this: Do you believe that we could now choose to lead from a place of “Conscious Capitalism”? If so, (or not) what would that look like to you, specifically in the context of leadership?

I trust that you found this question valuable, if so, feel free to send this to your friends. I eagerly anticipate your feedback and comments.

Please share, like and comment below!

I created the Authentic Leadership Matrix after a lot of experience and research. One of the questions I’m asked often is what authentic leadership is and how do we define it. As a result, I created the matrix. It splits what leadership is into five separate categories. So, that you can take a clear look at how you perform in each of the five main areas that are required for you to become a world class authentic leader. The process takes you through each category simply with yes or no questions.http://matrix.fullmontyleadership.com/

With gratitude, Dõv Baron

I also write for Entrepreneur.com:

● Is There Life After Success(ion)?

● Why 47 Percent of Your Best People Are Ready to Leave — and What You Can Do About It

● The 11 Questions Emotionally Intelligent Leaders Ask Themselves

● Why Being a Self-Aware Leader Is Not Enough
● Unlocking ‘the 4 Cs’ to Create a Fiercely Loyal Corporate Culture

“In 2015, Dov Baron was cited by Inc Magazine as one of the Top 100 Leadership Speaker to book for your next conference! He speaks internationally and is The Leading Authority on Next-Gen Authentic Leadership and creating a Culture of Fiercely Loyal Leaders. FullMontyLeadership.com

Dov on Twitter | Dov on Facebook | Dov on Youtube

P.S. To get your hands on Dov Baron’s new book “Fiercely Loyal” How High Performing Companies Develop and Retain Top Talent, go take a look here http://fiercelyloyalbook.com and get your FREE: How to instantly bond any team infographic”

To contact: Dov Baron International, and Authentic Paragon Alliance INC. Contact Authentic Paragon Alliance at +1 778 397 7717 http://FullMontyLeadership.com

Categories
Best Practices Entrepreneurship Human Resources Management Skills Women In Business

Be The Speaker You Want To Listen To

Do You Really Know Your Audience?

 

One rule of thumb that applies to almost every aspect of life is that just because something is simple, that doesn’t mean it’s necessarily easy.

 

When I was faculty at the University of Pennsylvania for a decade or so, teaching in a master’s program for educators, one of the rules of thumb I constantly reiterated was, “be the teacher you wish you’d had.”

 

That seems simple enough, doesn’t it? Yet so many of my students seemed to find it surprisingly difficult to apply in practice.

 

We can all recall boring lectures given by teachers and professors who seemed to be burnt out after years of teaching the same content day in and day out. For many, sadly, this seemed to be the rule rather than the exception.

 

But we can also recall those instructors who stood out, who made their subjects come to life, and lit a fire of curiosity and genuine interest in us that we never would have imagined possible in that subject.

 

This dichotomy is no different from what happens in corporate life.

 

When speaking to a group, whether in front of a camera, on stage or in the conference room, the seemingly simple rule of thumb is: be the speaker you’d actually want to listen to.

 

So why is it so difficult?

 

Whether professor or executive, it’s unlikely that most speakers aspire to be boring. Nobody actually wants to be remembered as the worst example of anything. But somewhere along the way, something gets lost in translation.

 

When you give a speech or presentation, facilitate a meeting, or even have a one-to-one conversation, what impression do you leave? Do you project confidence, approachability, authority, leadership, enthusiasm, and overall positive energy?

 

But what if you were sitting in the audience? Put yourself in their shoes (or seat, as the case may be.) What kind of speaker would you want to listen to? You’d probably use words like “inspiring,” “passionate,” “open” or “relatable.”

 

But in the vast majority of the meetings I’ve sat through, presentations I’ve seen and talks I’ve attended, the speaker comes across as under- or over-emotional, intense and unapproachable or bored (and boring), or like they’re just going through the motions to get the discussion over with and go back to whatever they’d rather be doing.

 

So what happens that creates such a gap between how you come across when you speak and how you want to come across?

 

First and foremost, you forgot the rule of thumb: to be the kind of speaker you’d want to listen to if you were in their seat.

 

Here’s video #1 from my mini-video series, “Capturing your Confidence on Camera,” with tips on how to connect with your audience:

 

It gives you ideas for how to frame your content and your delivery in a way that will help you connect with the audience.

 

Because when people walk into the room, subconsciously they are hoping you will answer one single question: “What’s in it for me?”

 

You can’t just run through your material with the sole purpose of checking off all the topics you think you need to cover. While this is the default approach most people take, that makes it all about you, and it comes across like a laundry list.

 

You have to think about who is in the audience, what matters to them, and what would make them leave feeling like their time spent with you was the best possible investment of their time, when there are so many other competing priorities.

 

Then, you not only need to consider the value of the content from their perspective, which gives people a reason to listen, you have to be mindful of how you deliver that information.

 

That’s where the experience shifts from one where your audience appreciates your content, to one in which your audience connects with you.

 

And that’s where the magic begins.

Categories
Culture Entrepreneurship Personal Development

4 Ways Leaders Create a Culture that Learns and Grows

By Marcia Reynolds, PsyD, MCC

People don’t remember things just because you told them it was important to remember. Even if they remember, they won’t change their behavior just because they were told it is the right and best thing to do. The most inefficient way of teaching is telling. In order for people to learn, and to create a work culture that learns and grows, people have to be emotionally engaged in the topic.

The two worst ways to teach

When you tell people what to do, your words go into their short-term memory. This container is limited in capacity. Your words compete with worries about current projects, the list of tasks and phone calls to be made, the scores of emails that just popped up, Internet articles, interoffice mail, family matters and what they judge you mean even when you didn’t use those words.

When you scare people into learning, they will remember but the information becomes permanent so they can act without thinking. This keeps people from adapting new behaviors in the future.

For example, when you give people an ultimatum or indicate there will be negative consequences if they don’t do something, anytime they face a similar situation they react in the same way. They behave the way they learned. There is no analysis. There is no considering possibilities. They focus and perform by repeating what they learned under duress.

This is why people resist change – they learned to do things under pressure and fear. They learned to do something one way and now it is difficult if not impossible to change their minds. It is easier to learn new behavior than to try to rewire the brain to do things differently if you learned something through fear.

The best way to teach people to learn and grow

If you want people to be able to act thoughtfully, creatively or strategically, activate emotions in your conversation that trigger neurotransmitters to store information in long-term memory. When people experience pride, dignity, laughter, compassion, gratitude, joy, achievement, contribution, and personal wins, the experience is stored in long-term memory where it is accessible to new ideas and experiences. This leads to agile learning and creative. People are able to build on and adapt what they learn to new situations.

Tips for creating a culture of learning and growing

  1. Teach people by sharing inspiring and humorous stories, relevant cartoons, identifiable and meaningful metaphors, and compelling examples. Information delivered with pleasurable and heartfelt emotions is quickly transferred into long-term memory. The facts may be lost, but the stories and the messages live on.
  2. Make sure they know your intent is to help them achieve one of their desired goals. People listen to leaders who care about them and their futures. The most memorable leaders are those that helped us see we could do more than we thought was possible to achieve our goals.
  3. Use a coaching approach. Be curious and ask questions as if you are learning too. Let them explain how they see their situations. As they tell their stories, ask about the desires, disappointments, and fears you sense they are feeling. Ask them what else could be true or possible. When you help them think for themselves, their blind spots come to light. The pleasure that goes along with discovery triggers a wave of brain activity.
  4. Encourage trials and experiments. Praise effort as well as results. Learning is enhanced by practice, then they need praise to go the distance. Adults need approval and acknowledgment as much as children do. They also need a little room to learn from their mistakes.

If you want people to change and grow, be inspirational. Show you care about their future. Listen, and allow for mistakes. A learning culture produces smart, productive employees.