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Entrepreneurship Personal Development Women In Business

The 2 Things You Must Look For in a Mentor

I was at a crossroads. My social media agency was just a couple years old and I was struggling on what steps to take next. Should I double down on my investments and expand? Should I slow down and take time to learn. How should I handle the issues in my marriage and parenting that the business growth was causing. I decided to look for a mentor. But, I had no idea how to find one and what type of person to look for. In the end, I found two incredible mentors, both of which I’ve had meaningful relationships with for the past 6 years and I learned there are two things you must look for in a mentor.

First, find a mentor who works the way you want to work.

I found my first mentor, Tom Niesen, in my Vistage group. Vistage is an amazing group for CEO’s where you are surrounded by your peers to discuss your success, failure and needed learnings both personally and professionally. Over the months, I couldn’t help but be impressed. Tom is the CEO of Acuity Systems and often talked about how he groomed his employees and ways to bonus them in that truly meant something to them personally. Tom owns Acuity as well as a few other companies (including a coffee company in Hawaii, because he loves coffee). He takes 8 weeks of vacation a year and actually unplugs from work to enjoy them. Tom has been married forever and has an amazing and loving family. When I saw Tom speak, I thought he was captivating and engaging. I realized I wanted to work more like Tom. I don’t think I ever asked Tom to be my official mentor but over the years I’ve watched him and modeled some of my behaviors after him. When I have questions or want an opinion I respect, I ask to see him and he always guides me in the most honest way he can. Plus, the guy is just hilarious. One of my proudest moments is when my administrative specialist, Brisa Castillo, outgrew the opportunities at my company and left to pursue other options. She later went on to work for Tom, where she is flourishing.

Second, find someone who lives the way you want to live.

When I began to search for my next mentor, I decided I wanted to find a woman CEO/Owner who was married had children. I used LinkedIn and struck gold. When I found Lois Melbourne, the the CEO/Owner of Aquire, I was a bit awestruck. She was doing what I was doing, but on a much larger scale! I reached out to her through LinkedIn and Lois could not have been more kind. She agreed to meet me for lunch to see if we would be compatible for a mentorship. We got along famously and scheduled regular lunches where I was able to pick her brain for an incredibly valuable hour. Lois has mentored me for years and still does today. I’ve watched her navigate the sale of her company, successfully working with her husband, raising her son who is now a teenager, building the most beautiful house I’ve even seen, publishing her first children’s books and now starting a nonprofit. Lois is an incredibly busy woman who never turns me away when I need help or advice about divorce, work, parenting, being a woman executive, selling a company and searching for what fulfills me.

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Entrepreneurship Personal Development Women In Business

Be The Boss of You

Be The Boss of You

Before you are truly ready for a position of leadership, you must first learn to be the boss of yourself. Now that may sound silly to some people, but how can you be the boss of anyone or anything, if you don’t even know how to be a good leader to yourself? Being a good, successful leader is something that starts with you. Passive people that have no discipline are usually never successful, and if they do get a taste of success, it won’t last very long.

You have to be bold enough to be persistent, even when others are trying to stop you, and you have to be strong enough to pick yourself back up when you fail. Arianna Huffington once said, “We need to accept that we won’t always make the right decisions, that we’ll screw up royally sometimes… Understanding that failure is not the opposite of success, it’s part of success.” Does her name sound familiar to you? That’s because Arianna Huffington is the editor-in-chief of the AOL/Huffington Post. She is also the President of a company called the Huffington Post Media Group, which has 12 international editions.

Although this unstoppable DIVA is now one of the most successful businesswomen in the U.S., it wasn’t always like this. Arianna has had many failures and ups and downs on her road to success. She stayed committed and found the strength to learn from her failures. She used her failures as a tool to learn, grow, and achieve success. Do you think Arianna Huffington would be where she is now, if she had no discipline, and allowed her failures to hinder her? Absolutely not! Through personal development, she acquired the demeanor of an unstoppable boss, picked herself up, and carried on.

Pamela Nicholson is the CEO and President of the largest car rental company in the United States called, Enterprise. She is one of the most powerful business women in the U.S. Pamela was only a management trainee when she first began her career with Enterprise Rent-A-Car in 1981. Through hard work and dedication, Pamela climbed her way to the top. She stayed persistent, which enabled her to keep climbing the corporate ladder until she became the first CEO and President that is not related to the founding family of the company. She is also the first female CEO and President that Enterprise has ever had.

What do these women have in common? They both have fought their way to the top, and never doubted their ability to succeed. It takes a lot of personal development to climb the corporate ladder all the way to leadership. To become a high-ranking leader, you have to have discipline. You have to be able to take constructive criticism, accept occasional failure along the way, and grow from it. The truth is, you have to have the mindset of a leader first, before you can truly lead others. Personal growth should be continuous on your road to success.

You have to learn to be the boss of you, before you can be the boss of others. The best way to start acquiring the mindset of someone who is ready for leadership is to listen to the advice of others that have already achieved success in their careers. Up or Out with Connie is an inspirational podcast show that can help you on your path to success. Connie Pheiff is an unstoppable DIVA. She is a best-selling author, a successful motivational speaker, the chair of “The Pheiff Group”, and she is also the host of the popular podcast show Up or Out with Connie. This show is a breeding ground for personal development, and will help you understand that you are the boss of your own destiny.

 

Do you have questions or comments about the issues in today’s post? Want to know how to apply them, or how to help others with them? If so, contact me at connie@pheiffgroup.com or CLICK HERE to schedule a 20-minute discovery call to discuss with you personally.

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Best Practices Growth Human Resources Leadership Personal Development

Bell(e)’s World – Balance

How do you define BALANCE in your life?

We hear about work life balance, all the time.  Balance is defined, as a condition, in which different elements are equal or in the correct proportions. Life is very hard to have all the elements be equal.  We are messaged throughout our lives that work and life proportions should be balanced.  Let’s look at the averages based on The Labor Bureau of Statistics.  Fact – There are 168 hours in every week! (Some people think that’s not enough).  The most amount of time is spent on personal care1 which includes sleep – 67.06 hours / week.  Almost less than half on work or work related activities 2 – 25.27 hours / week. This gives us almost 75.67 hours/ week to do something other than “sleep” and “work.”  Yet our focus in life is centered around work and getting the financial gains from “working”, being successful, having a title, having power etc.  Just looking at the numbers, balance, is not a game, we should strive to win.  You are struggling every day to achieve something that is not truly possible and shouldn’t be the same for everyone.  Each of us is an individual, on their own life journey.

Work can be enjoyable to many people.  When I am doing things that mostly make my brain tick and generates income, I am very focused and enjoy what I am doing.  Many of the closest people, in my life, tell me I constantly work.  Yet it doesn’t look like I am working to the outside world.  It looks like I am enjoying life and being a free spirit because I am around people I enjoy interacting with and I travel a lot.  There are many executives who are driven by the work they do because they are good at it, they enjoy it and are getting paid to do it.  This does mean that sometimes their personal lives are affected by the amount of time they spend on work.

However, they need to find the balance on the expectations of them by the people in their life.  There is nothing wrong in being motivated by the work you do and spending a lot of time on it.  The problem becomes when you have situations where others have expectations on your time and they don’t receive it.  As everything on a Bell curve there is a large group of people that truly enjoy the work they do.  However, the media is constantly providing articles on how to achieve balance and makes people feel that they are not normal or fulfilled in their journey because they are always working.   The media and our culture shapes our way of thinking from the moment our brains start learning to process information.  We are taught what is the right behavior (eg. etiquette) to how we should think.  Yet, each individual, in the universe will have a slightly different way of thinking and will be wired a little different.

Life is not just about balance but is a key component to going through the life journey.  Prior to understanding balance in your own life, you need to go through the process of understanding your core self. The core self, answers the questions of what makes you tick to what journey do you want to lead. The list is extensive and the time is takes to process this self-evaluation can be a lifetime.  As you start peeling the layers, you find confidence on making decisions based on your individual journey.  Balance does not mean our work and play will be even and its definitely not the same for everyone. Balance is about understanding how we want to go through the journey of life and feel fulfilled at the end.

How do you want to bring BALANCE into your Journey of Life?

1Average weekly hours worked https://www.bls.gov/web/empsit/ceseesummary.htm
2Average daily hours on activities https://www.bls.gov/charts/american-time-use/activity-by-sex.htm

Welcome to Bell(e)’s world. Everything in this world is based on a bell curve. Our media concentrates on giving advice to make everyone be a part of the masses. This is a weekly series of Urvi’s insights on her perception of the world. They say perception is reality and she lives in her own fantasy world. This allows her to delve into the human element of our lives, helping individuals look into their own souls to understand who they are and what they want out of their journey of life.  Bell(e)’s world explores the extremes and goes beyond the surface. Ready to read about some of the “elephants in the room?”  Contact urvi if you want to build your emotional wealth and enhance your life based on your inner core. #thehumanelement

Categories
Growth Leadership Personal Development

How to Illuminate and Eliminate the Problems Haunting Your Company

Johnny Mercer and The Pied Pipers first recorded the song “Ac-Cent-Tchu-Ate the Positive” in 1944, and many stars have covered the tune–Bing Crosby, Ella Fitzgerald, Paul McCartney, Barry Manilow, and, for you punk fans, The Vindictives, just to name a few. But for David Corbin, it was a version by a dancing bear that stood out.

Corbin, a friend I’ve grown to respect as a fellow professional speaker and mentor of mentors, was watching the video with his daughter. The dancing bear was happily advising his audience to accentuate the positive and eliminate the negative. It’s the power of positive thinking set to music, right?

But it dawned on Corbin that his most productive and profitable clients don’t eliminate the negative–they illuminate the negative. The next thing you know, Corbin had written a best-selling book about this idea.

“I reverse engineered a lot of the work I’d done with clients,” Corbin told me. “I found that the people who were really productive were the ones who were willing to take a look at the issues, the challenges, the problems, and the conundrums.”

Corbin’s diverse background in psychotherapy, sales, and consulting, not to mention his quest to lose weight and live a healthy lifestyle, all helped him create a simple formula: Face It. Follow It. Fix it.

Here’s a quick overview of what I learned during a recent conversation with him about uncovering and fixing organizational problems:

FACE IT

When Corbin was 50 pounds overweight, he worked hard to avoid mirrors. No need to look at the problem, right? But facing the negative begins with an honest inventory.

He challenges us to stop and look at our business reflection too. And then answer these questions with brutal honesty:

  • What does your enterprise require?
  • What can you deliver?
  • Where are you efficient and effective?
  • Where are you mediocre?
  • Where are you awful?

This type of audit often requires feedback from others–a 360 review is helpful–but it begins with a look in the mirror.

FOLLOW IT

Crime dramas have always been popular on television, because we all like to play the role of the detective, follow the clues, and figure out who-done-it. It’s much more fun to do that when it involves someone else, however, than when our own mess is the scene of the crime. But Corbin suggests that we can’t address our negatives without sleuthing the root issues.

Ask yourself these questions–again, with unrelenting truthfulness:

  • How did we get here?
  • What’s keeping us here?
  • If nothing changes, what can we expect?

That last question, I’ve found, can be extremely motivating. Envision your life 5 years from now, for instance, if you continue eating pizza three times a week (or day). Not a pretty picture for your family holiday newsletter.

Now project the future state of your business if you continue to live with high employee turnover, or shrinking market share.

In the first case you grow fat, and in the other you go broke. Neither is healthy.

FIX IT

This isn’t necessarily a third step, because the solution to any problem actually begins when you face it and follow it. “Daylight is the greatest disinfectant,” Corbin told me. “So the fix begins when you take the problem out from under the carpet and put it into the daylight.”

Too many managers and leaders don’t want to hear about a problem unless you’re also bringing a solution. That line of thinking discourages people from pointing out problems. If someone smells smoke, you don’t want them to wait until they have a fire extinguisher to tell you there might be a fire ablaze.

Even when there’s no immediate remedy, putting the problem out in the light encourages engagement and ultimately prompts action toward a solution. And in my experience, it’s always better for employees to openly talk about the problems they face than to privately whine about them.

Corbin is a fan of the late, great novelist and playwright James Baldwin, who summed up Corbin’s mantra this way: “Not everything that is faced can be changed, but nothing can be changed until it is faced.”

I totally agree, because we can never fully accentuate the positive or eliminate the negative if we’re sitting alone in the dark.

 

[This post was originally published on my weekly column at Inc.com]

Categories
Growth Human Resources Leadership Personal Development

Avoid Triangulation: How to Save Time and Money in a Conflict

Avoid Triangulation: How to Save Time and Money in a Conflict

Have you ever been pulled into a conflict between two employees?  Two employees have an emotionally charged discussion, they fail to resolve the conflict and one of them comes to you, “Joseph is refusing to do his work.  I am sick of it.”  What do you do? Do you get in the middle?  Do you call together both employees to discuss the issue?  Don’t do it. It’s a trap.  It will likely waste your time and damage profitability too.  What can you do instead?

We learn this triangulation technique at an early age.  Triangulation is when a third party (neutral) is brought into a conflict for the purpose of reaching a resolution.  Here is a typical example.  Two children are playing and one does something the other doesn’t like.  Before you know it, “Mom!!!  Joseph took my toy!!”  Triangulation is a demonstration of either laziness or a lack of skill in resolving conflict.  It’s understandable in childhood. Children don’t know any better.  It is dysfunctional in the workplace and needs to be avoided.

There are three reasons why you should avoid being pulled into the middle.  It will likely waste your time.  It will rarely create a lasting resolution.  It will teach dependence.

Wasting Your Time

According to an Accountemps Survey in 2011, “Managers who were interviewed said they spend, on average, 18 percent of their time — intervening in employee disputes.” (Keeping the Peace: Accountemps Survey: Managers Spend Nearly a Full Day Each Week Dealing with Staff Conflicts, 2011)  Imagine you could save nearly 1-1/2 hours a day (seven hours a week or nine weeks per year), how much more could you accomplish?

Unlikely a Long-Term Resolution

When you are pulled into the middle, staying neutral is a big challenge.  Your biases will get in the way of appearing neutral to both employees.  One or both will likely see you on one side or the other.  This will prevent a solution from sticking.  Any perception of bias will create a perception of weakness in the quality of whatever solution is reached.

Teaching Dependency

If you insist on stepping in the middle of a conflict, what is the likelihood the employees will get you in the middle next time too?   It’s highly likely and, if employees depend on you for conflict resolution, innovation, productivity, and profit will suffer.

Correct Strategy

If getting in the middle should be avoided, then what is the correct strategy when employees can’t resolve their own conflict?  If you are being dragged into the middle, there are 3 key actions you can take to reverse the trend. First, identify the type of conflict.  Second, provide the correct tools.  Third, facilitate a discussion with the employees to resolve their own conflicts.

Identify the type of conflict

There are two sources of conflict, interests and positionsConflicts of interests are serious and very difficult to resolve. It means that the two people (or organizations) have totally different foundational priorities.  The Palestinians and Israelis have conflicts of interests.  Israelis desire to live in peace practicing their faith, living in a democracy and operating in a capitalist economy.  Many Palestinians want the destruction of Israel.  In organization, the existence of conflicts of interests are likely an indicator of a leadership failure.

Conflicts of positions are much easier to resolve and offer the best opportunity to innovate.  Imagine a couple want to take a trip to New York City.  The husband wants to drive.  The wife wants to take the train.  They both share the same interest, i.e. a trip to NYC.  They disagree on how, the position.

Conflicts of position offer an opportunity to talk and possibly negotiate.  Organization should have a very high percentage of conflicts of position. Any conflicts of interest are a failure of leadership skill and/or communication.  These types of conflict indicate a lack of clarity of the context.

Provide the tools

If it is a conflict of interest then, as a leader, you must get to work!  Clarify the vision, mission, values, strategy, and leadership model.  The lack of clarity has trickled down through into the minds of the employees.  You must ask, “Have we clarified the vision, mission, values, strategy, and leadership model for the organization?”  Any confusion about these five key cornerstones will likely create unnecessary conflicts.

If it is a conflict of position, it is a perfect time ask, “Do the employees have negotiation skills and/or experimentation tools and do they have permission to use them?”  The learning cycle is a perfect tool to take ideas and test them.  The learning cycle (Plan-Do-Check-Act) gives employees empowerment to test their positions.   A position is a theory. For example, in my NYC example, the husband might say, “Honey, if we drive we will have a better time because we can relax and leave whenever we want.  Can we try it this time, and perhaps take the train next time?”

Conflicts of position require emotional intelligence and specialized tools to lead emotional discussions.  Providing these tools enables employees to resolve their own conflicts.  Providing these tools is a leadership responsibility.

When you prepare the context and provide the tools, you can transform children into adults.  You will create an environment where you no longer have to be in the middle and you will observe employees independently resolve issues and create innovative solutions that the “middle-person” never could.   Facilitate a discussion to encourage employees to use the tools and create their own solutions.  Let them do it. Prepare them and turn them loose.  It will save you time and make you more money.

Wally Hauck, PhD has a cure for the “deadly disease” known as the typical performance appraisal.  Wally holds a doctorate in organizational leadership from Warren National University, a Master of Business Administration in finance from Iona College, and a bachelor’s degree in philosophy from the University of Pennsylvania.   Wally is a Certified Speaking Professional or CSP.  Wally has a passion for helping leaders let go of the old and embrace new thinking to improve leadership skills, employee engagement, and performance.

Keeping the Peace: Accountemps Survey: Managers Spend Nearly a Full Day Each Week Dealing with Staff Conflicts. (2011, March 15). Retrieved from http://accountemps.rhi.mediaroom.com: http://accountemps.rhi.mediaroom.com

Categories
Growth Leadership Skills

4 Presentation Tips to Manage Space to Control the Room and Influence Results

4 Presentation Tips to Manage Space to Control the Room and Influence Results

Gender research will tell you that men take up more space than women. Physically, when a man and a woman sit next to each other in public transportation, it’s common to see what’s called “manspreading. Manspreading is a sitting position with legs spread apart that encroaches on the space of the adjacent passenger. So, what does this have to do with public speaking?

Public speaking demands the mastery of space.

One way to identify a seasoned presenter is to observe how they manage their space. Top public speakers master the use of space because:

  • it gives them greater rapport with the audience
  • allows them to manage the room and control group dynamics
  • and ultimately influence results.

It takes more than crafting a good speech. The presenter must coordinate and use space strategically to lead the audience. The importance of space is often overlooked.

Dianne Budion Devitt, renowned event designer speaks about space in meetings and events experiences. She states, “Awareness is increased when you relate it to all aspects of space, whether, it’s physical, digital, inner or outer space”.

Here are 4 areas to address when you are a public speaker or presenter.

Physical Space –How often does a speaker arrive at a venue with little or no knowledge of the space and room set-up? Yet, space is a communication. By asking the right questions and arriving early presenters can take charge of a venue to maximize the space.

Is the platform too high? One presenter gave a talk to a sales group. The setting was a bandshell type stage. The audience sat at tables away from the platform. The challenge was that the platform was too high and far away making it difficult to create intimacy. The choice here would be to step down and speak from the floor to be closer to eye level with the audience. You don’t have to use the stage just because it’s there.

Is the room too long or narrow? I once spoke at a lunch meeting. The room was narrow and very long. People were crowded together at a lengthy board table for 50 people. The lectern was in the front of the room. With this lack of physical space, the people sitting in the middle and back of the table were at an extreme disadvantage. Instead of remaining in front, I chose to move to the middle. And then I moved to another spot. This created more of a relationship, improved sound quality, and the entire audience felt included.

Is the room too large?  This is often the case when a training room that can accommodate 40 people is reserved for a group of eight. The space then becomes overwhelming. The best bet is to move the tables and chairs close to the front. Otherwise, there is too much distance from the audience when the instructor is near the screen.

Personal Space– Body space, or Proxemics, is the study of the space between the sender and receiver. This space influences how a message is interpreted and can vary according to cultures. According to Edward T. Hall, there are four zones:

  • Intimate-this space is up to 10 inches and reserved for friends and family
  • Casual-18 inches to four feet is for informal conversations
  • Social-Four to 12 feet is appropriate for more formal communication
  • Public-12-25 feet

When speaking one-on-one, the presenter may choose a casual or social distance. The intimate space may seem intrusive unless you are friendly colleagues. The listener doesn’t want their space invaded, so use good judgement and respect personal space.

Where are you positioned? When giving a one-on-one sales presentation do you want to be across a table or side-by-side? This is a strategic decision. A table or desk can be a barrier. To create intimacy in an interview, it’s better to leave the desk and sit on the sofa or on two chairs facing each other. If the intention is to convey authority, sitting across a large desk will communicate dominance.

When we were dealing with a difficult real estate developer, my husband called a meeting with their attorney. We arrived early and he decided we would each sit on opposite sides of the table forcing the attorney into the less powerful position between us. When the attorney walked into the room, he took one look and quickly sat down beside me. He was no fool. He knew that space is power.

How you enter a room communicates leadership. Do you confidently walk to the center of the room, plant yourself and look directly at the audience? Or do you stand off to the side? Do you move toward or away from the audience? How close you position yourself to the audience will communicate intimacy or formality.

Do you work the room?  Public speakers who stand behind a lectern communicate formality. The most confident speakers use space by walking to different sections of the platform and talking to a section of the audience.

What do your hands say about space? Gestures add or detract from a presentation depending on the amount of space used. When speaking on a large stage, more expansive gestures denote confidence because the speaker is taking up space.

Recently, one man in my presentation skills seminar seemed to gesture with his elbows glued to his side. He started to refer to his “raptor arms” when he realized he wasn’t using the space effectively.

More commonly, presenters violate space by gesturing too widely. This was the issue with Bill Clinton in his early political career. His wide, sweeping gestures didn’t communicate trust. He learned to stay in the box between his waist and face. More contained gestures communicate the speaker is confident and in control.

White Space-A huge challenge for many presenters is the absence of space. Imagine reading a newspaper without any punctuation. It’s confusing and takes longer to read. That’s how an audience experiences a presentation without space or “white noise.” The brain needs time to process. Without delivering a few beats of silence between the words, the speaker loses the audience and the message doesn’t get through. There is power in silence. Master the pause.

Pianist, Arthur Schnabel once said, “The notes I handle no better than many pianists. But the pauses between the notes – ah, that is where the art resides.”

Mental Space– What are you saying to yourself? Do you create space in your head to listen and receive the audience?  Leadership requires a clear mind. Most presenters fill their minds with negative chatter, focusing on their nerves or what could go wrong. When presenters are thinking about nervousness they are living in the future. Instead, focus on the breath. Come into the present moment to clear the mind and create a space of openness.

There is no greater gift than to be fully present.

Diane DiResta, CSP, is Founder and CEO of DiResta Communications, Inc., a New York City consultancy serving business leaders who deliver high stakes presentations— whether one-to-one, in front of a crowd or from an electronic platform.   DiResta is the author of Knockout Presentations: How to Deliver Your Message with Power, Punch, and Pizzazz, an Amazon.com category best-seller and widely-used text in college business communication courses. DiResta Communication Inc. Diane is a Certified Speaking Professional, a designation held by less than 12% of speakers nationwide. And her blog, Knockout Presentations, made the Top 50 Pubic Speaking blogs

Categories
Human Resources Management Marketing Personal Development Women In Business

What Does Your Personal Brand Sound Like?

I just read a great article from Entrepreneur, as shared here, called “7 Signs Your Personal Brand Needs Work.” All seven signs, and the suggestions offered to resolve each, are insightful and important – read them for yourself. But as is common in such analyses, there is one critical factor for establishing your ideal personal brand that is once again missing from the discussion.

It’s one thing to have consistent branding when you’re writing a blog, Facebook update or tweet, but what happens to that brand messaging when you’re talking to someone, real-time, maybe even face to face? On a very literal level, what does it sound like when you share your idea, insight and suggestion? Is it as compelling to hear as it is to read?

So many people have terrific ideas and masterful skill sets, but their ability to persuade, compel, and inspire someone just by talking with them simply falls flat. There’s something “missing” in the delivery, which can translate to something missing from their personal brand

This is the foundation of what I call alignment. Your words and your delivery must be equally strong and compelling, because your words convey your content, and your delivery conveys your intent behind the message. When both parts are reinforcing the same message at the same time, there is credibility to the whole message, and as a result, the credibility reflects back to you.

Lots of people claim that they can speak well when they have to give a big presentation or are otherwise in the spotlight, and this shows what they are capable of when they believe the stakes are high enough to warrant that kind of focus and effort. But as far as I’m concerned, your reputation is what happens in the moments when you’re NOT trying; all those little moments when you’re not in the spotlight.

For example, when you look at your own participation in generic weekly meetings, what does your participation soundlike? Ask yourself the following:

  • Do you always speak loudly enough to ensure that all people can hear?
  • Do you inflect lots of up-speak when you talk where it sounds like you’re constantly implying lots of questions and requests for validation into your speech even when you’re not?
  • Do you speak so quickly that you tend to slur some words together or mumble, making people have to ask you to repeat what you’ve said?
  • Do you give and receive constructive feedback in an antagonistic or defensive manner, or shy away from it completely?
  • Do you speak in an unnecessarily low voice without enough breath support so that your voice sounds gravelly or creaky, and you seem disinterested, tired, or not confident?

The challenge is that most of us are painfully unaware of our default speech style. We may know how we think we come across, but often the brand and reputation that we think we are building for ourselves is very different from the reality of the brand reputation we’re becoming known for.

This is why it’s critical to gain an awareness of what your “default” speech style is like in these contexts: because for the most part, that’s what people will remember and what they’ll use to form their evaluation of your credibility and leadership, not what you can do in the rare instances when you absolutely have to. After all, what’s more likely: that they frame their opinions based on the exception, or the “rule”?

When in doubt, remember: That “rule” is at the foundation of your brand.

********

Do you have questions or comments about the issues in today’s post, want to know how to apply them, or how to help others with them? If so, contact me at laura@vocalimpactproductions.com or click here to schedule a 20-minute focus call to discuss them with me personally!

Categories
Best Practices Growth Management Skills

Motivation and Alignment

 

In the previous article on motivation we explored how to motivate your team. This article takes you deeper on the topic of alignment, which is aligning the people on your team with their gifts, contributions, and brilliance.

We have discussed internal vs. external motivators and how people are motivated in the long-term intrinsically, from within. In this article we are going to look at how you can help your employees tap into their intrinsic motivations for better results and higher performance.

To do this you will start by learning who your team members are so you can help them contribute in a way that is meaningful for them. One of the topics I discuss with clients is identifying your unique brilliance and the brilliance of each person on your team. When you know your brilliance and theirs it becomes much easier to align each team member with the tasks and projects where they will have the most impact and provide the best results.

For example (a simple example), do you have a team member who loves working on complex problems? Don’t ask them to do simple spreadsheet work or have them finalize the PowerPoint deck or at least don’t ask them to do it for very long. You want to find the team member who thrives on repetitive tasks and processes to pick up the phone and make cold calls or format the spreadsheet.

Of course it goes much deeper than that and there are lots of ways to learn about who your people are. The easiest way to start is to spend time talking to people and asking them what lights them up, but there are also some terrific assessments you can use. I use the Core Values Index (CVI) Assessment by Taylor Protocols with my clients in addition to discussing their unique brilliance with them through an exercise I’ve developed on this topic, creatively named the Unique Brilliance tool.

The reason I also use the CVI assessment is because it easy to use, quick to take, and the insights each individual receives along with the discussion on what lights them up provides invaluable information on how they prefer to contribute.

If you want a copy of the Unique Brilliance tool you can find it along with other resources at www.c-suiteresults.com and you can also email me at sharon@c-suiteresults.com and ask for a copy. It’s important for you to not only understand your gifts and brilliance, but also help your team understand theirs. You can also take the CVI for free from the C-Suite Results Website to get a glimpse of the type of information it provides.

Once you truly know who is on your team and how they are motivated to contribute you can align more of their tasks and responsibilities with the way they are wired to contribute. Of course no one can always do the fun tasks and avoid the boring or difficult ones, but the more you can provide your team with opportunities to truly contribute in a meaningful way, the more they will go above and beyond and really show you how they shine.

This is a key step in creating high performance teams, reducing turnover, and getting better results.  I encourage you to start exploring this idea on your own or with help from others. If I can be of assistance you can reach me via email at sharon@c-suiteresults.com

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Categories
Growth Leadership Personal Development

Good News, It’s Okay to Fail

If you look closely, most overnight successes really took a long time. Most of us have the fear of failure, a fear that’s crippling to many of us. I spent the last few years studying some of the most influential people in business. I came to the realization that failure in business is okay. As an entrepreneur myself, I’ve come to embrace failure and appreciate failure as a critical element of growth. Are you struggling with fear of failure? Fear not, here are three reasons why it’s okay to fail.

Lets examine some of the great failures. Sorry I mean entrepreneurs.

  • Steve Jobs, Apple Computers
  • Walt Disney, Disney World
  • Thomas Edison, electricity
  • Bill Gates, Microsoft
  • Henry Ford, Ford Motor Company
  • Richard Branson, Virgin Airlines, Virgin Records, Virgin Vodka
  1. Successful people become robust. They stick to it; I call this stick-a-bility. “What doesn’t kill you will make you stronger.” When you fail, it builds up your character. You need todevelop thick skin and have unwavering faith you will succeed. If you fail, get back up, dust yourself off, and keep moving forward.
  2. Successful people will develop. Successful entrepreneurs are always growing, learning, and looking for new ways to grow through their diverse experiences. When you make mistakes and you will learn best practices for next time. It’s time to drive your success.

“Everyone wants to live on top of the mountain, but all the

happiness and growth occurs while you’re climbing it.”

~Andy Rooney

 

Be Unstoppable Together

Connie Pheiff, Unstoppable DIVA

Do you have questions or comments about the issues in today’s post, want to know how to apply them, or how to help others with them? If so, contact me at connie@pheiffgroup.com or click here to schedule a 20-minute discovery call to discuss with you personally.

Categories
Best Practices Growth Management Personal Development Technology

Is Your Marketing a Business or a Religion?

That might seem like an odd question to pose, but I have run into one too many B2B clients lately who have convinced themselves over the years that marketing is just a waste of money. Often, these executives cut their teeth in the 1980s and 1990s when B2B Marketing was truly not terribly important. No B2B companies had CMOs back then because there was nothing C-level about the job. It doesn’t take a high executive to decide what the brochure should say that we bring to our booth at the trade show. And that’s all that B2B marketing was.

Fast forward to today. Those same executives that grew up in the era of unimportant B2B marketing have not realized that times have changed. Digital marketing has made B2B marketing expenditures hugely important. Prospects don’t even have you on the list if they can’t find you. And even if you were referred to them, they check out your website before they even call.

But I have run into a spate of B2B execs over the last few weeks that look me in the eye and say, “Yeah, well. I just don’t believe that more marketing will bring us any more sales.” Folks, that is a religious statement. Nobody is asking you to believe. We’re asking you to experiment. We’re asking you to give it a try. Make a bet. See what happens. We’re asking you to treat marketing the same way you treat every other decision. You don’t invest in new products because you believe in them. You know that most of them will fail. You invest in them because you know you have no choice because you won’t find the ones that work if you don’t invest in all of them. That’s business, not religion.

 The problem is that you can’t teach anyone something that they think they already know. And if you take the attitude that you already know that marketing is a waste of money, then you can’t learn how digital marketing is a new way to play. So, you can stick to your religion and operate like it’s still the 1980s. Or you can recognize that the browser on your computer and the phone in your pocket and the iPad by your bed are the new way to reach your audience in an efficient and effective way, and if you are missing in action, they will just find your competitors.

You don’t need to believe in it. You just have to give it a chance to prove it to you. Just like you do with the rest of your business.

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