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Active Wording Attracts Active Readers

Passive sentence construction can drain the power and focus of your writing.

In general terms, passive voice means a combination of a verb with “was,” “is,” “were,” “will be,” or any other form of the verb, “to be.” The accompanying verb will usually end in “ed.”

Here is an example.

Passive: The first day of my new position will always be remembered by me with terror.

Active: I will always remember the first day of my new position with terror.

In this instance, be remembered and remembered are, respectively, the passive and active forms.

The meaning of this sentence has a lot of potential power. “Terror” activates strong emotion. However, “be remembered” distances the emotional impact. “Remember” in its active form makes it more immediate.

Sometimes Passive Voice is Appropriate

Writing has its rules, but none of them are ironclad.

The most common use of passive voice is in situations where either we don’t know or don’t care who caused a situation.

“In the resulting shootout, three people were killed.”

We don’t know who killed them, and to say, “In the resulting shootout, three people died” doesn’t specify the violent nature of their deaths.

“She was robbed.” Again, we don’t know who did it. Rewriting the sentence to say, “An unknown person robbed her” would subtract from the impact of the act. People might focus on wondering who this person was, but the important fact is that she was robbed.

“Her teeth were shaped like daggers.” We don’t care who shaped them, and we don’t want to meet her.

“The meat was overcooked, but we were hungry and ate it.” We don’t care who overcooked it. Hunger is the point of this sentence.

Why People Often Use the Passive Voice

People usually write technical or business pieces in passive voice. That, I suppose, gives them a distant and impersonal tone that someone decided long ago was appropriate to such writing.

Unless you are writing such a piece, you don’t want a distant and impersonal tone. You want to communicate with your reader. You want them to feel that you are writing for them. Active verb forms convey this.

Author Stephen King believes that passive form suggests a kind of timidity about direct assertion. He suggests that cautious, unassertive authors take refuge in the tone of technical writing.

If you come from a technical writing background, I recommend that you pay special attention to searching your writing for use of passive voice, as it will be automatic for you. You’ll see how much more alive your writing becomes with the increased use of active voice.

Authorities generally recommend that no more than ten percent of your verb constructions be passive. That doesn’t mean you need to eliminate this form entirely.

Use it deliberately to vary your sentence construction.

No rules in writing are ironclad. What matters is whether you’re breaking one out of ignorance or on purpose. In other words, know the rules and break them only when it improves your writing.

Pat Iyer is one of the founding members of the C-Suite Network Advisors. She is an editor, ghostwriter and online course creator. Connect with her on patiyer.com.

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Best Practices Culture Entrepreneurship Industries Management Personal Development Technology

Shaping the Future of A.I.

One of the biggest news subjects in the past few years has been artificial intelligence. We have read about how Google’s DeepMind beat the world’s best player at Go, which is thought of as the most complex game humans have created; witnessed how IBM’s Watson beat humans in a debate; and taken part in a wide-ranging discussion of how A.I. applications will replace most of today’s human jobs in the years ahead.

Way back in 1983, I identified A.I. as one of 20 exponential technologies that would increasingly drive economic growth for decades to come. Early rule-based A.I. applications were used by financial institutions for loan applications, but once the exponential growth of processing power reached an A.I. tipping point, and we all started using the Internet and social media, A.I. had enough power and data (the fuel of A.I.) to enable smartphones, chatbots, autonomous vehicles and far more.

As I advise the leadership of many leading companies, governments and institutions around the world, I have found we all have different definitions of and understandings about A.I., machine learning and other related topics. If we don’t have common definitions for and understanding of what we are talking about, it’s likely we will create an increasing number of problems going forward. With that in mind, I will try to add some clarity to this complex subject.

Artificial intelligence applies to computing systems designed to perform tasks usually reserved for human intelligence using logic, if-then rules, decision trees and machine learning to recognize patterns from vast amounts of data, provide insights, predict outcomes and make complex decisions. A.I. can be applied to pattern recognition, object classification, language translation, data translation, logistical modeling and predictive modeling, to name a few. It’s important to understand that all A.I. relies on vast amounts of quality data and advanced analytics technology. The quality of the data used will determine the reliability of the A.I. output.

Machine learning is a subset of A.I. that utilizes advanced statistical techniques to enable computing systems to improve at tasks with experience over time. Chatbots like Amazon’s Alexa, Apple’s Siri, or any of the others from companies like Google and Microsoft all get better every year thanks to all of the use we give them and the machine learning that takes place in the background.

Deep learning is a subset of machine learning that uses advanced algorithms to enable an A.I. system to train itself to perform tasks by exposing multi-layered neural networks to vast amounts of data, then using what has been learned to recognize new patterns contained in the data. Learning can be Human Supervised Learning, Unsupervised Learning and/or Reinforcement Learning like Google used with DeepMind to learn how to beat humans at the complex game Go. Reinforcement learning will drive some of the biggest breakthroughs.

Autonomous computing uses advanced A.I. tools such as deep learning to enable systems to be self-governing and capable of acting according to situational data without human command. A.I. autonomy includes perception, high-speed analytics, machine-to-machine communications and movement.  For example, autonomous vehicles use all of these in real time to successfully pilot a vehicle without a human driver.

Augmented thinking: Over the next five years and beyond, A.I. will become increasingly embedded at the chip level into objects, processes, products and services, and humans will augment their personal problem-solving and decision-making abilities with the insights A.I. provides to get to a better answer faster.

A.I. advances represent a Hard Trend that will happen and continue to unfold in the years ahead. The benefits of A.I. are too big to ignore and include:

  1. Increasing speed
  2. Increasing accuracy
  3. 24/7 functionality
  4. High economic benefit
  5. Ability to be applied to a large and growing number of tasks
  6. Ability to make invisible patterns and opportunities visible

Technology is not good or evil, it is how we as humans apply it. Since we can’t stop the increasing power of A.I., I want us to direct its future, putting it to the best possible use for humans. Yes, A.I. — like all technology — will take the place of many current jobs. But A.I. will also create many jobs if we are willing to learn new things. There is an old saying “You can’t teach an old dog new tricks.” With that said, it’s a good thing we aren’t dogs!

Start off The New Year by Anticipating disruption and change by reading my latest book The Anticipatory Organization. Click here to claim your copy!

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Best Practices Entrepreneurship Management Marketing Negotiations Sales Skills Women In Business

How to Unlock Your Imagination and Win More Negotiations

“To enhance your imagination, don’t shackle it.” -Greg Williams, The Master Negotiator & Body Language Expert

To win more negotiations, you must know how to unlock your imagination. It’s your imagination that will determine how well you do in the negotiation.

As a child, your imagination was limitless and boundless. You could obtain and achieve anything that your imagination could conceive. No matter what it was, all you had to do was imagine it and it became your reality.

You can capture that same sensation when negotiating by using the following insights to heighten your imagination. The heightening of those senses will lead to more winning negotiations.

Know how you think:

When addressing your reasoning skills, do you note if it’s sequential or random; a person with high sequential reasoning skills is better equipped to create a systematic series of actions directed to a specific outcome. You should be aware of the thought process you engage in to maximize your efforts. Doing so will allow you to see the gaps in your imagination, which in turn can lead to heightening your thought process.

Know your senses:

Are you more visual, kinesthetic, or auditory? The answer is dependent on the environment and circumstances. So, how does the environment impact your thoughts? And, in what situations are you guided by one sense versus another? Again, to engage your imagination more effectively, you need to be aware of what and how to ignite it. Having that information will be the key that brings your imagination to life.

Before you can explore the depths of your imagination, you must know how to reach it. Knowing the answers to the questions above will be the conductor that directs you on the path to that opening.

To enhance your imagination process:

Don’t be restrictive with your thoughts. That means, be willing to consider the inconceivable.

Mix elements of your thoughts that may appear not to be related. Even when thinking disparate thoughts, there may be connecting threads that lead to deeper contemplation. Your imagination will reside in that place.

Converse with selected people in your circle that can help you delve deeper in thought.

Heighten your emotional sense of awareness. The more you’re aware of your emotions, the greater the opportunity to control them. Controlling them allows you to alter your perspective, which can lead to an enhanced imagination.

Meditate – Sometimes, your mind becomes so encircled by negative thoughts that you can’t think succinctly. During such times, if you’re at the negotiation table, call a timeout, remove yourself from the table and meditate. Meditation will slow your thought process and allow you to relieve the stress that comes from negative thoughts. Once you feel a sense of serenity, consider sublimating the sublime where your thought process is concerned.

Watch the meaning you assign to an outcome. If you suspect that it will be negative, your thoughts will flow in that direction. Your mind will enter a different thought process than if you’d considered the outcome to be positive. When you’re not sure of an outcome, consider the possibility of it turning out negatively or positively. Prepare for the worse, but don’t dwell on it. Think about the way you think.

When you sense you’re in a negotiation position that generates angst, use the strategies above to unlock your imagination. By unleashing that inner power, you’ll begin to think in a manner that’s more progressive towards winning the negotiation … and everything will be right with the world.

Remember, you’re always negotiating! 

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

To receive Greg’s free “Negotiation Tip of the Week” and the “Sunday Negotiation Insight” click here http://www.TheMasterNegotiator.com/greg-williams/

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Best Practices Entrepreneurship Management Personal Development Women In Business

A Servant Heart Dressed in 5” Heels

How important is a servant heart to a successful business? I was reminded of its power on a cloudy September Wednesday.

I had been preparing to visit a particular dealership for months, and had the pleasure of speaking to the owner’s assistant several times to organize logistics. My first impression was that she was capable, well-spoken and kind, and I was looking forward to meeting her.

On the day of my visit, I tried entering through the front, but it was before 8:00 a.m. and the locked door wouldn’t budge. I started to walk around the building and caught the eye of a woman headed toward the side door. She walked quickly in her 5” inch heels to greet me with a smile, a bear hug and a, “Nice to meet you! I’m the owner of the dealership.” I instantly knew I was in for a fun day.

Positive first impressions were confirmed throughout my visit. The assistant I’d been communicating with also greeted me with a warm smile and hug, as well as a binder filled with the day’s agenda. When the owner and I became engaged in a winding conversation that put us behind schedule, she jokingly said she would have to manage the “two of you.”

As we toured the dealership, the owner smiled and greeted her team everywhere we went. When she asked about her employees’ weekends and introduced me, she was met with smiles, hugs and laughter in return—even at 8:00 in the morning.

We both clearly had a lot of practice in stilettos, and when we dashed over to service, she bent down to pick up a loose piece of paper on the driveway and throw it into the trash. Her actions consistently reflected that she was all in as a leader and walked the talk. We went into the lobby and she chatted with a customer about his morning and asked if the coffee was hot enough.

As we continued, I learned about the many unusual strategies she employed to make her dealership a standout. For example, her sales team members are called Life Improvement Specialists and they adhere to a no commission / no negotiation model designed to take fear and frustration out of the car-buying process. Their whole motivation is to improve the lives of their customers.

In addition, “The Go Giver” is required reading for her employees, and they live and breathe the Bob Burg and John David Mann ideal that states, “Success is the result of specific habits of action: creating value, touching people’s lives, putting others’ interests first, being real, and having the humility to stay open to receiving.”

That ideal is expressed in an annual holiday event where employees serve hot food, offer gently used clothing to families in need, and give presents to children. Last year, they served over 2,000 underprivileged adults and children in their community.

This amazing leader received some of that goodwill in return when her team gifted her with a spin certification to help in her fight against diabetes. She kind of has her hands full running a multi-million-dollar business! Once certified she opted not to take a second job and instead revamped the store’s upstairs, purchased several spin bikes and started teaching spin three times a week to her employees. As a result, one staff member has lost over 100 pounds and improved his health. On occasion, a customer will even join class because word on the street is that she has an amazing playlist.

While I’m trying to illustrate how this leader’s servant heart affects her employees, community and business, it doesn’t even scratch the surface of this collective group of amazing human beings (a.k.a. angels on earth). This leader truly embodies the conscious-based mindset I write and talk about, and it was amazing to witness firsthand how making conscious decisions results in happier employees as well as happier customers.

For this business owner, leadership is not an option—it is a responsibility. She models the actions she expects from her team with every step she takes—which enables a supportive and profitable place to work. In return, her actions inspire her people to hold space for their customers to enjoy the experience of purchasing or servicing their vehicle. Throughout my day with her, I was in awe. Just when I thought I couldn’t be any more surprised about this team, they would share another jaw-dropping example of how they were changing the automotive industry.

As a professional who lives to espouse consciousness in business, I have dreamt about this kind of dealership environment. This leader has fallen in love with her employees and customers. She has found a way around the fears and frustrations of her people and removed them. Her ability to innovate through conscious-based decision-making positively affects all of her stakeholders and puts her far ahead of the competition.

The lesson here is that innovation is no longer just in the form of high tech, but in high touch. Tapping into emotion is a game-changing super power that few leaders know about yet. However, I believe that education will yield more conscious-based automotive brands that change the way employees and customers experience our industry.

Five-inch heels are encouraged, but purely optional.

Jacqueline Jasionowski is the founder of Shift Awake Group. Her “soul” mission is to help others connect with their purpose through a higher level of consciousness that will both drive results and enable innovation along the way. Please contact 614.403.6540 for info.

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Growth Management Personal Development

Massively Big Ideas for Creating Massively Better Franchise Agreements

You’re a franchising industry veteran. You understand franchise agreements like you do the back of your hand. But is it possible that you still have a lot to learn? That there are revolutionary new ideas out there?  I suspect yes, and I would like to tell you about them in this article.  So please read with an open mind.

What’s Wrong with Franchise Agreements?

Chances are you will agree with me when I say that there are plenty of things wrong with the binding documents that you sign with your franchisees, AKA franchise agreements. The biggest of the problems are tied to the fact that franchise agreements typically are binding for five years, or often 10.

There’s security in that, you might say. But what if some great new idea comes along during that time? Let’s say, for example, that you realize that there is a huge opportunity if you begin to sell products online, if you introduce a new line of products, or introduce some other big new idea?

You can’t just announce it and expect the change to automatically happen across all your franchise locations. Your feet are stuck in clay. How can you get all your franchisees to agree?

How can you retroactively change the franchise agreement? You have to change your franchise agreement, but it’s binding for those five or 10 years, and your franchisees are under no obligation to change. You need to write a new agreement and get everyone to sign it. What if they don’t want to? Do you really want to wait five or 10 years before you can issue a new agreement – before you can make the changes you want? Of course you don’t.

Massively Big Idea #1

This isn’t a theoretical problem, I have had many franchises ask me about it over the years. My solution? When you write new franchise agreements, include a procedure for implementing change. Here is what I recommend.

Write a provision in your franchise agreements that states that if management proposes new changes, all franchisees will get to vote on them. If 60 percent of all franchisees vote in favor of the change, it is binding on everyone. One vote per franchisee.

Of course, this new clause will not be included in the franchise agreements that are already in force. But here’s a suggestion – start including it in all the new agreements you create.  Isn’t it better to start including this provision in all the new agreements you write, starting today? In time, your old agreements will cycle out and you can replace them with new ones that include this clause . . . along with your big new business idea. This is a massively big idea

Massively Big Idea #2

Franchise agreements explain activities that franchisees are required to engage in. Your agreements might say that franchisees are expected to attend your annual convention, to take part in the training you provide, to use your signage and display systems – to refrain from selling certain products, or products made by your competitors.

Okay, your franchisees have agreed to adhere to your requirements. But what if they don’t? What if they don’t play by your rules? Are you really going to terminate franchisees who decide not to attend your convention , even though they are required to? Are you going to terminate them if they start to create their own substandard advertisements instead of those that come from you? In most cases no, you are not.

But here’s my solution. Instead of writing franchise agreements that threaten franchisees with termination, your franchise agreement should specify penalties, with specific dollar amounts that franchisees will pay for violations. With a termination option still available, if needed.

For example, the fee could be $1,000 for brand standard violations, for the first month that a franchise is in violation. If the franchise is still in violation after that, the fee increases by $1,000 a month. And it continues to increase by $1000 every month, until the franchisee complies. Plus, you back up those requirements with a clause that says you still have the option to terminate franchisees that don’t comply. Because these requirements are spelled out in the agreement that franchisees sign, you are building in a big incentive for them to adhere to the standards that build your success and your brand.

The penalties you put forth should not be punitive, but they should be rational and motivational. Let’s say, for example, that the typical airfare and hotel costs that franchisees will pay to attend your annual convention will be about $1,500. The penalty for not attending should exceed that amount. If you only penalize them $500, some of them are going to say, “I’ll skip the convention, because the penalty is less than what it will cost me to attend.”  So a $2,500 penalty would be rational.

All penalty dollars should go to the national advertising fund. That way, franchisees will not see your fines as a way enrich the company.  You will gain more support from your franchisees if the funds go to the national advertising fund – a source of funding that benefits them all.

Your franchise agreement should also include a process that franchisees can use to request a variance.  Let’s say, for example, that one of them gets into a major car accident on the way to the airport, went to the hospital, and was unable to attend your convention. Variance requests should be heard by a group of franchisees, not by  management. Franchisees are tougher than management about the behavior of their fellow franchisees.

You should look at every violation you have in your franchise agreement and attach a dollar amount to it. Of course review this process and the fine amounts with your franchise council and get their buy-in, and vet the concept with the entire system so you have the support of the franchisees before implementing this change.

Don’t wait for all your agreements to rollover.  If you have gotten support from your franchisees, implement changes now. By  offering your current franchisees a fine in lieu of termination, you can’t require the fine, but most franchisee would choose it over termination.

This will massively change for the positive how you handle violations.

Hopefully these were two ideas you never have heard of and that you can implement in your franchise system.  These ideas are game changers.

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Growth Leadership Personal Development

Successful Introverted CEOs

As a new CEO, your employees expect you to be an extrovert with an outgoing, gregarious personality. Most people have the perception of a successful CEO as being an extrovert. But, in reality, you are a successful introvert who has mastered the ability to act like an extrovert.

There are many ingredients to success and many entrepreneurs who are introverts have their own challenges to deal with when it comes to business success. Introverts typically find several traditional situations too exhausting and draining.

According to research, about 70 percent of CEO’s describe themselves as “introverts”. The list of well-known “Who’s Who” of corporate introverted CEOs includes: Bill Gates, Warren Buffet, movie magnate Steven Spielberg, and Sara Lee’s Brenda Barnes. Introverts make up 40 percent of the population. Considered as introverts, these CEO’s, at times, are able to move far enough towards “extrovert status” to be considered ambiverts. Ambiverts are those who fall in the middle between extroverts and introverts. At times, they can function well in many different situations.

Thriving in corporate America as a shy/introverted executive, you may find yourself moving up the corporate ladder in your organization. Take into consideration the characteristics possessed by introverts. Introverts value privacy, need quiet time alone to recharge, feel more comfortable being alone than being with others, prefer to know a few people well (this fits for many CEOs who are “lonely at the top” and confide in a small circle of friends), like to work independently or with one or two other people, prefer to focus on one thing at a time, communicate best one-to-one, and prefer to communicate in writing instead of through talking. Before speaking, introverts think first then act on what they think about. They prefer listening more than talking, rehearse things before saying them, and are perceived as “great listeners”.

One common trait of highly successful executives is that of being creative. Since introverts spend a lot of their time alone, they are among the most creative individuals in business. Introverts, who are highly effective in completing tasks, can usually get away with saying little, but when they do speak, it is meaningful.

Introverts are also considered self-sufficient, confident, hardworking, having firm goals, reserved, being educated to overcompensate for the lack of social skills, and being Rhodes Scholars. Among people with PhDs, there are three introverts to every one extrovert.

On the other hand, extroverts typically have lots of friends; feel drained when they are bored and alone; are energized when they are with other people; are motivated to action; tend to be sociable with others, talkative, and assertive; prefer face-to-face verbal communication rather than written communication; are ready to share personal information easily to others; and respond to situations quickly. Jonathan Rauch, a self-proclaimed introverted correspondent for The Atlantic and a senior writer for National Journal, wrote a short article on introverted CEO’s that states: “Leave an extrovert alone for two minutes and s/he will reach for his/her cell phone.” Rauch also said that “In contrast, introverts need to turn off and recharge.”

Introverts are among the most successful people in the world. As an introvert, you need to find your own ingredients to success. For as an introvert, while you may not appear as if you have mastered the ability to act like an extrovert, you have the ability to demonstrate that you can be just as successful as other people. Introverts have to train themselves well enough to work through their reserved characteristics and know what they want to do with their career. As an introverted entrepreneur, you have a lot to offer the business world, but you still prefer to grab as little of the spotlight as possible. Do not let being an introvert stop you from reaching your goals − you have the ability and skills to get the job done!

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Best Practices Marketing Personal Development Technology

Your Response to AI Is Actually a Personality Test

I am working with large companies on their use of Artificial Intelligence all the time, and it is possibly the most polarizing technology I have ever been involved with. Some people believe that AI will give us all a life of leisure, with machines doing more of the work so we don’t need to slave away for 40 hours a week. Others are spooked because they think that AI is coming for our jobs. What seems hard for each of those groups is that they are both essentially projecting the same thing–it’s just a question of whether they are optimistic or pessimistic personalities.

I see the same thing with my own clients–AI is equally polarizing, but this time it is around its effectiveness. Some are AI skeptics, talking about how the technology is over-hyped. Others believe it is magic, and will buy anything with those two magic letters. Both views are right–and wrong. AI just isn’t very simple.

Businesses should always be looking to improve their return on investment, which means choosing the simplest technique that solves the problem. Sometimes that’s AI, but often it’s something simpler, cheaper, and lower risk, so we should start there. Many folks are surprised when I say that, because they expect me to be pushing AI for everything, but I don’t see how that makes any sense. I spoke with a potential new client who was so taken aback that as we were leaving, they said to us, “Gee, we speak to a lot of vendors, but thanks for surprising us.”

If you are listening to vendors blathering on about that 5G blockchain kind of AI, it’s time to stop listening to buzzwords and start looking for competence. If it sounds too good to be true, it is. If your spidey sense starts to tingle every time they start talking about neural networks, listen to that inner voice. AI is no different from every other kind of approach out there. Used appropriately, it can be a huge benefit to your business. But you should be asking questions if your vendors wave their hands and can’t really explain why AI is needed and exactly why it works better. Don’t pay surge pricing for the flavor of the month.

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Best Practices Entrepreneurship Personal Development Women In Business

Human Connection Wins Every Time

I started my entrepreneurial journey three years ago. After spending a few decades as a corporate worker bee, I realized that I wanted more for myself and my family. Clearly the obvious choice would be to quit my high paying, secure job to go back to school and start a business being a life coach. Several people thought I was crazy and others were supportive. I knew in my gut that I was making the right decision. But because I had no idea how to actually launch a business, my learning curve was – let’s just say – extended.

Starting a business is no joke. You need a lot of hutzpah to do it. You have to believe in yourself and your mission so completely, you’re basically willing to lay everything you have on the line to succeed. And if you’re like me, working out of your living room, well then, you have to figure out how to network the right way. In the beginning, I was spending a lot of time networking online, because everyone was talking about how easy it was to make money over the interwebs. I made “friends” from all over the world in networking groups and cultivated my own following on social media. It garnered me a few clients and semi-successful product launches. It wasn’t bringing in the big bucks that’s for sure.

In order to get my business moving and working in my favor, I had to get out of my lonely living room and start meeting people. So I attended conferences, set up coffee dates with other entrepreneurs, and created initiatives that encouraged human connection. It only took about a million mistakes to realized that I am more productive and much happier when I’m connecting and collaborating with real life people.

To say I’ve learned more in the last three years about myself and my abilities would be an understatement. You truly have no idea what you’re capable of until you have no choice but to confront your fears and failures in order to turn them into success. I also learned that my seemingly extroverted self is also a bit of an introvert. I don’t love walking into a room full of strangers and making small talk. But with the help of a daily mindset practice, I’ve been able to change that view. Now I veiw walking into a room as a clean slate so to speak. A chance to learn about people I may not have ever had the opportunity to meet if it wasn’t for my current situation. An opportunity to connect and collaborate with like minded individuals, a way to make my brand more visible and to help others do the same with theirs.

We’ve become a society dependent on technology, which is great in some cases. In others, not so much. For a while we let human connection fall by the wayside. We stayed glued to our phones, worried that we might miss something important. Meanwhile something more important was sitting right in front of us the whole time. Human Connection is the most important aspect in building a business. It allows you to maintain focus, get feedback and exchange ideas. So get out there! And if you’re feeling trepidation about promoting yourself and your business, give me a call. I’ll be your wing-woman, because Human Connection wins every time.

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Best Practices Entrepreneurship Human Resources Management Marketing Negotiations Sales Skills Women In Business

How Do You View Your Time?

“The agency of time is an equal factor for everyone. To maximize time, be wise about how you view and use it.” -Greg Williams, The Master Negotiator & Body Language Expert

What’s your experience with time? How do you view it? Why is it that time appears to move slowly and at other times it appears to move much faster? There’s no secret about the answer. It’s what you do with your time and the perspective you have of it that makes it appear to pulsate.

This will take forever:

Have you observed how long a task takes when you think it’s going to take a longtime? Sometimes, it doesn’t take as long as you expected. When completed, you feel good and think, that didn’t take that long after all. More then likely, you feel good about your accomplishment and the perspective you have of time.

At other times, the task takes significantly longer than anticipated. You encounter impediments that you’d not considered. You become frustrated! In some cases, you pursue the task to completion. At other times, you surrender to what you perceive to be inevitable and throw in the towel.

What’s the end differences? The differences lie in the perception you had before you engaged in the task, what you experienced while addressing it and its outcome. Be mindful of that because it’ll shape your outlook when assessing future task.

I’m stuck:

Do You find yourself doing the same things repeatedly because you’re constantly relearning the same lessons? Do you see your goals moving further away as you attempt to achieve them? For you, time may seem to be a whirling mass that’s sucking you into a vortex. You’re in a rut!

Consider how you might improve your plight and develop a plan to do so. Then, engage your plan and observe the benefits derived from it. If they don’t meet your expectations, modify the plan. Be mindful of how you’re viewing the time spent when doing so. That will impact the view you have about your degree of success.

In the zone:

When you experience happiness, you experience the sensation of euphoria. When you experience prolonged happiness, that transcends into a higher sense of euphoria. It’s likened to being ‘in the zone’, a mental place that eclipses the limits of thought and time. What do you do to experience that sensation? Note what it is and when it occurs, because the more you replicate it, the more improved you’ll become. And, you’ll have a better perspective of what you’re doing with your time.

As you engage in your endeavors, consider how you view the usage of your time. If you note what makes you feel better, versus worse about its usage, you will begin to summit to the pinnacle of utilizing your time better, while feeling better about its usage. That will lead you to experience a higher sense of fulfillment … and everything will be right with the world.

What does this have to do with negotiations?

How you view the usage of time in a negotiation will impact the strategies you employ and how those strategies are rebutted by the opposing negotiator. If you view time to be short, you’ll take more drastic measures to get to the end point. That could cause the other negotiator to heighten his sense of time and both of you could find yourselves in a rushed position. That could lead to a calamitous negotiation.

Always be aware of how you view your time and maximize its usage to perceive it as being most beneficial to your cause.

Remember, you’re always negotiating!

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

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

#Time #Success #Emotion #Business #Progress #SmallBusiness #Negotiation #NegotiatingWithABully #Power #Perception #emotionalcontrol #relationships #liars #HowToNegotiateBetter #CSuite #TheMasterNegotiator #ControlEmotions #negotiator

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Best Practices Growth Leadership Personal Development

8 Necessary Steps to Make Your Mistakes WRITE!

One of our favorite topics is making mistakes write. Yes, WRITE, like W-R-I-T-E, not just RIGHT. When we started Barefoot Wine, we made so many mistakes that we became experts at it. It then felt natural to create a process for making mistakes.

Our company was a success, but it was built on a foundation of mistakes. Our contracts were just three pages long when we started our business, but 20 years later, when we sold it, they were 37 pages long! We made 34 pages of mistakes along the way.

And that isn’t even the half of it! Our mistakes actually made all of our company’s documentation even better, beyond contract clauses. How? Well, we never put a good mistake to waste!

Here’s our guide to making mistakes write:

  1. Permission

Make sure you and your people have permission to make mistakes, as long as they do so in a way that betters your company. Many new hires come from environments that frown upon mistakes, whether that be their school, family, or a previous employer. They could’ve been embarrassed, punished, or even worse—fired—for making a mistake. You can’t blame them for not wanting to admit to their mistakes! And you can’t blame them for quick fixes, throwing a patch on the problem, saying, “Yeah, there was an issue, but it’s fine now.” That attitude must be changed with a culture of permission. Of course, if they are simply incompetent, they have to go. But sometimes, even the most competent person is afraid to admit to a mistake.

  1. Admission

Yes, you must admit when a mistake is made. Avoid exacerbation and cover yourself. It’s always better when you own up, apologize, and develop a plan to prevent the mistake from happening again. We refer to this as, “Aim, don’t blame!” Blame makes you a victim and it’s disempowering. Take ownership and aim your energy on preventing the mistake in the future. To put it simply, be responsible and clean up your own mess.

  1. Cause

All mistakes are caused by a misconception, misrepresentation, or miscommunication. Identifying these factors is your first step in making a mistake write. We’re all guilty of assuming something about the other person’s actions, and when we’re wrong, things don’t go well. As someone once said, “A-s-s-u-m-e: It makes an ASS out of U and ME!” When you can nail down the cause, you’re already on your way to improvement.

  1. Documentation

Identify any documents that need to be created, fixed, or improved in order to prevent future mistakes. Yes—documents! It could be a checklist, a job description, a signoff sheet, a procedure, a label, or even a clause in a contract. Maybe it’s a big sign above a low ledge that reads, “DUCK!”

  1. Write!

Write everything down. The mistake, the causes, and all revised documents that must be incorporated into your company. Get others involved in this process. Ask your people for suggestions and opinions, and ask other companies as well. Then, you can create new policies and procedures that will prevent the mistake from reoccurring as often. Just one mistake can improve several documents at the same time.

  1. Approval

If your revised documents get lost in the shuffle and are just filed and forgotten, you’ve wasted all your time. You need to get everyone involved. Distribute the new policy and make sure everyone signs off on it. Think about those outside of your company that need to give their approval, too. This is a great way to dissolve hard feelings and to prevent putting others at fault. Create a log where all of these signoffs are kept—this is a useful training tool for new hires. They can see proof of mistakes made and how the new policies and procedures will prevent them in the future.

  1. Acknowledgement

If someone on your team makes a mistake, but makes it “write”, publicly acknowledge them. People thrive on a higher authority’s validation, and on their peers’ approval. Simply write a memo and distribute it to the whole team: “Susan noticed an ongoing problem and improved our procedures to prevent it from happening again.” Now, you’ll notice three things will happen. First, everyone will know who Susan is, what she does for the company, and how she made the company better. Then, they’ll know that they’ll also be appreciated when they resolve an issue. Lastly, Susan is motivated to continue improving the company.

 

  1. And repeat!

One of our senior execs didn’t exactly appreciate this policy—“You’re trying to idiot-proof everything!” We quickly responded, “Not exactly. We’re making things idiot-resistant!” He said, “That could be true, but at this very moment, they’re building a better idiot!” And he was right! The target is always moving. So we added clause after clause to our contracts until they were 37 pages long.

You will make mistakes. Your people will make mistakes. So why not make them write?

For more, read on: http://c-suitenetworkadvisors.com/advisor/michael-houlihan-and-bonnie-harvey/