C-Suite Network™

Menu

Category: Personal Development

Categories
Best Practices Entrepreneurship Leadership Personal Development

How to Motivate Your Team

Have you ever felt that if you could just motivate your team everything would be better? Why aren’t they motivated? Why don’t they want to do what needs to be done?

One of the reasons your team might not be as motivated as you would like is because people are not completely motivated by external factors, or at least they are not motivated by them for very long. A leader can inspire someone to action, but true, long-lasting motivation can only come from within the individual.

Think about something you have done that did not come from you, but had external forces behind it. Maybe it was where you went to school, what you majored in, a project at work, chores around the house, exercise, etc.

Now don’t get me wrong there are lots of projects and chores that come from external sources, but what I’m talking about for these has to do with being told what to do, when to do it, and how to do it.

I bet you can come up with several situations where you excelled at tasks that you were given control over doing a way that felt good for you and other situations where you dreaded what you had to do because the motivation was not from within. When you get to create the path you are going to take it is much more motivating than when someone else tries to create it for you.

Since long lasting motivation must come from within you probably want to know how to create motivation in others, like your team or your employees. The following are three ways you can tap into key motivators to create engagement, which is one of the pieces of a high performance team.

 

First – Alignment

You want to align people with the work they do in a way that allows them to contribute who they are to a task. That means if someone loves creating systems and complex problems don’t ask them to do simple spreadsheet work and if someone else loves working in a group and brainstorming don’t put them at a desk where they have to work for hours alone with no input from others.

These of course are simplified examples, but the point I’m getting at is that when people are able to contribute in a way that lights them up there is little they won’t do to contribute. They will work with more focus, more dedication, more consistency, and they will go above and beyond.

 

Second – The Big Picture

People want to know how they fit into the big picture. How does their work help the organizations goals? What is it that they do that helps the corporate mission? People are truly motivated by purpose and in many cases more motivated by purpose than money. But they have to know the purpose and they have to also believe in it. This is especially true if you want to tap into the powerful energy that Millennials will bring to your workforce.

 

Third – Continued Growth

Once you have people in the right role who understand and believe in the team’s purpose, you must encourage their development. Learning new things that interest them and continued growth motivates people. They want to know they have opportunities within the team or organization to move up and grow. I don’t know very many people who say, “I’m good where I am, and I don’t want to do anything more, learn anything new, or make more money.” While the initial driver may or may not be long-term financial growth, people want to know they have somewhere to go with you or they will go somewhere else.

Take some time to reflect on what motivates you and start to look at what motivates those around you. Remember, just because something motivates you does not mean it will do the same for the rest of your team. If you want to learn more about the tools I use to help individuals and teams clarify their direction and understand who they are better visit www.c-suiteresults.com and check out the Core Value Index.

One of your jobs as a leader is to inspire those around you so that they are motivated to contribute fully, which will result in improved engagement, higher employee retention, and better overall results for them and of course for you. See how you can use these tips to amplify their motivation and help create better results for everyone on your team.

Categories
Entrepreneurship Leadership Personal Development

How to Build True Friendships in the Business World

Heshie Segal is my friend. I don’t mean that as a disclaimer, but as a prime example of what you’re about to learn from her.

British anthropologist Robin Dunbar famously estimated that humans can maintain a social circle of no more than 150 people, with no more than five people in our “closest layer” of friends.

For entrepreneurs who depend on networks of relationships, that might seem a bit discouraging, if not downright depressing. Take heart. The way it is doesn’t have to be the way it stays. Just ask Segal, whose passion for building truly meaningful friendships was born in a period of crushing loneliness.

Segal, a speaker, business leader, and self-described “children’s champion,” once sat alone in a wheelchair and contemplated the stark reality of her life: An intense focus on financial success had left her with thousands of acquaintances, but woefully short of real friends.

“Other than the person I was dating and my daughter,” she said, “I had no one to buy food for me, no one to take me to the doctor.”

At 52 years old, she had gone into the hospital on Sept. 12, 1996 for what she thought was routine foot surgery. She ended up in a wheelchair for more than 10 months, which gave her plenty of time to contemplate why nobody was calling to offer help.

“Well, it was my fault,” she said, “because I had been there for other people but only on my terms. Now I was suffering.”

Fast forward to today. Segal has “several hundred” people she considers “real friends” – people she could call at any time if she needed help and thousands more who are something more than mere acquaintances. Of her 5,000 personal friends on Facebook (the max allowed), she knows roughly 4,500 well enough to call them up and visit. And more than 700,000 people follow her inspirational news site, So Share This, on its Facebook page.

So, let’s be clear about this: she went from zero friends to hundreds of friends and hundreds of thousands of people in her network in just 10 years.

When we talked about how other entrepreneurs can blow Dunbar’s estimates out of the water, I realized there are at least four key questions we can work through to build the type of meaningful networks Segal has developed.

  1. HOW CAN I BE ME WITH YOU?

Segal’s number one rule is to “be yourself.” If you model authenticity and vulnerability, others will open up with you. It gives them permission to tell you when something is wrong and to ask for help. And when you willingly tell people about your life, it gives them an opportunity to offer their help.

  1. HOW CAN I HELP YOU?

Many entrepreneurs begin with a mindset that says, “How can you help me? A few ask, “How can we help each other?” Segal focuses on how she can help others. Once the relationship develops, she’s not afraid to ask for something if she needs it. But that’s not on her agenda in the beginning. Even when an introduction is made based on the belief that two people can contribute to each other, her focus is still on getting to know the other person and helping them, regardless of any reciprocity.

  1. WHAT RESONATES?

One reason Segal develops so many deep relationships is because so many of her relationships are built on the “who” not the “what.” In other words, it’s about building relationship based on “who you are,” not “what you do.” As she put it, “It’s not just that I want to help you – I want to resonate with you.”

To make these relationships happen, she regularly goes to conferences with a proactive agenda of deepening her relationship with one or two specific people. She seeks them out and tells them something like, “I don’t know if we will ever work together or not, but you are the person at this event that I want to know better.”

“If your heart is out there leading you,” she said, “then there is something synergistic that will come back to you. You’re not leading from, ‘Oh, I can get something from them.’ You’re leading with, ‘This could be a beautiful relationship.’”

  1. WHAT ARE OUR SHARED INTERESTS?

Some of Segal’s closest friendships are built around common interests – a love for going on safari, for collecting art, for helping serve the needs of children. Common interests open the doors to building a lasting rapport that leads to additional steps in a relationship.

What’s interesting is that she doesn’t just look for those shared interests among people who are just like her – she seeks them in people who are very different in age, ethnicity, nationality, culture, backgrounds, and experiences.

This approach, which she calls “jetnetting,” has helped her build a network that is deep, broad, authentic, and extremely diverse. All of that diversity and all of those friends help her grow, personally and professionally. And if she’s ever in need, this much she knows:

She’s got a friend in me.

Categories
Best Practices Growth Human Resources Management Skills Women In Business

Reframing the Perception of Conflict

 

At some point or other, we’ve all taken leadership style or personality “tests,” whether the DISC assessment, the Myers-Briggs Type Indicator, or one of myriad others on the market. But one scale I haven’t seen explicitly identified on any commercially available tools is how people perceive conflict.

 

Notice I did not say how they handle conflict. In my experience, a critical factor is whether and how people perceive conflict in the first place, as that is the catalyst that triggers the response. Once you start to see how differently people experience the concept of “conflict,” it becomes remarkably clear why they engage in it or avoid it the way that they do, and how you need to handle a situation in order to get the results you want in a way that is both collaborative and effective.

 

First, think about conflict not as a yes-or-no issue, but on a gray scale, with “peace” and “war” at the opposite extremes, separated by a wide range of degrees of intensity, which might look something like this:

Because of the range of degrees of this scale, the issue becomes one of personal tolerance, kind of like your personal tolerance for spicy food. These different degrees of conversational intensity, such as disagreement, debate and fight, always exist. At that point, the question then becomes at what point you start to feel a sense of genuine anxiety, and when that anxiety reaches a level that is intolerable, which makes you want (or need) to end the conversation – whether through fight or flight.

 

For people who tend to have a lower tolerance for conflict-related anxiety, they may view the scale like this:

 

From their perspective, they can only have a conversation comfortably as long as they know that they will not have to discuss anything that will make either or both people unhappy, because unhappiness reflects conflict, and conflict triggers anxiety, which is not tolerable. This is why people who are highly conflict-averse may tend to avoid engaging in some important conversations. Peace/Agreement Discussion Disagreement Debate Argument Fight Battle War Tolerable Anxiety Intolerable Anxiety Peace/Agreement Discussion Disagreement Debate Argument Fight Battle War 2 Ironically, it is often through the efforts and extents people go through in attempt to avoid conflict that they end up making a bad situation worse, as problems are allowed to fester

 

On the other hand, people who have a higher tolerance for conflict-based anxiety may view the scale more like this:

To these people, a good intellectual debate is just that: a debate, to explore the differences in ideas, whether for the purposes of trying to learn from each other, or to persuade the other person to change their view. As long as the discourse doesn’t get personal, most commentary is fair game.

 

Often people with much higher tolerance conflate being blunt with being efficient. Needless to say, this is also not a particularly good way to lead, if your goal is to build loyal and effective teams and customer relationships.

 

I strongly encourage you to share the models with your team and have an open discussion to compare where people identify their own tolerance levels. Once you understand how you perceive conflict and at what point that conflict puts you in a state of intolerable anxiety, especially relative to someone else’s tolerance, you’ll be better able to understand why your response to conflict defaults a certain way. Only then will it be possible to discover what you need to do to promote open discussion in a way that creates trust, and increases productivity and overall success.

 

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? 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
Growth Personal Development Women In Business

What a 5-Year-Old Can Teach Us About Leadership

 

Sometimes you find yourself learning valuable lessons about leadership in the most unexpected places. We go to seminars, read books, and listen to motivational speakers, which is great. All of those things can contribute to your success. Then there are times that we learn the best lessons in places we would probably never think to look. Children. That’s right, you read that right. Believe it or not, a five-year-old child can teach a lot of valuable lessons about personal development and leadership skills. Here are four lessons that can be learned whether you are a parent, or not.

 

Nothing Beats a Childs Ambition

You may not have realized it until now, but children are some of the most ambitious creatures on this planet. Think about it. If a five year old child scrapes their knee trying to jump over something, does that mean they will never do it again? Probably not! They’ll probably keep trying until they do it, and then giggle as they make that same jump over and over again. As adults we find things like that silly because we can’t understand why someone would continue to do something that made them fall. But the truth is, that’s an extremely great quality for anyone in a leadership position to have.

 

They Came, They Saw, They Conquered

When a five-year-old child sees something, they want, they tell you they want it without thinking twice. Then they will probably stop at nothing to get what they want. This can be ground breaking for your personal development and enhancing your leadership skills, and here’s why. For adults, asking for something we want is a lot easier said than done. This is because adults fear rejection, and what it will do to our ego. A five year old doesn’t think about possible rejection. They just know that they want it, and know what they have to do to get it. Leading by this example has the capability of opening endless doors to success.

 

Children Are Masters of Creativity

Five year olds have the biggest imaginations, and the most creative personalities. No army man suit? No problem. To a five year old kid, a bucket, rain boots, and a belt can be the perfect army outfit. In a child’s mind, there is always a way to do what they want, as long as they have their imagination, and a little creativity. While you’re working on your personal development, practice opening your mind and your imagination. If you learn how to use your imagination, coming up with new creative ideas will suddenly seem a lot easier.

 

Patience Is a Virtue

When it comes to taking care of small children, patience is something you have to have. Dealing with children forces you to take a step back and find an alternative solution. For example, if a child refuses to take their medicine or clean up their toys, can you just walk away and say forget this? Absolutely not! You are then forced to breath, and think about what other method you can use that will work for both you and the child. Don’t do it for them, find a way to motivate them to want to do it for themselves. Learning how to calmly find an alternative solution to leadership and getting your team to want to do more is the true mark of someone that is thriving in a leadership position.

 

Be Unstoppable Together,

Connie Pheiff, Unstoppable DIVA

 

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

Categories
Marketing Personal Development Women In Business

She-Conomy: A Power to be Reckoned With

 

Women executives may have a slight upper hand when it comes to marketing. Did you know that women make 85% of all brand purchases, and 70 to 80% of all consumer purchases as a whole? Unless you are marketing a product or service that is specifically geared towards men, you should always market towards the female consumer. Most women make purchasing decisions for themselves, as well as their families.

 

In 2012, studies showed that women were responsible for $7 trillion dollars of all business and consumer purchases. However, a whopping 91% of these women said that they felt advertisers didn’t truly understand them as women. This is why women executives may have an easier time understanding how to market to the female demographic. If you’re marketing to a demographic that is mostly female, having a considerable amount of women in leadership positions throughout your company will boost your success rate as well.

 

Studies have also shown that women will earn more money than men by 2028, and most family purchases aren’t finalized until they are okayed by the woman of the house. In fact, 75% of women consider themselves to be in charge of all household spending. Both women executives and male executives need to familiarize themselves with certain statistics so that your business and your brand can grow to be unstoppable together. For instance, did you know that almost 37% of all women would rather purchase a product that is environmentally friendly, while 50% wish they had more environmentally friendly purchasing choices. That’s something that can truly help market your sales to female consumers.

 

In 2012, 55% of female mother consumers said that if a certain brand or product is recommended in a review blog, they will buy it. Since 2012 the number of moms taking to blogging and social media has, of course, increased. So blogging is definitely something that will help boost and promote the sales of your brand and/or product. Most women truly value good customer service, so make sure you have an outstanding customer service team, as well as policies that cater to the consumer. If you take consumer opinion into consideration and offer great customer service, your brand and your demographic will be unstoppable together.

 

Although brands like Louis Vuitton, Gucci, Nike, and Prada are popular among people that have a very padded bank account, the average women’s list of top brands looks more like this:

 

Walmart Target
Verizon EBay
AT&T Ford
Amazon.com Pepsi
McDonalds Sprint

 

When you are in a position of leadership and you are marketing your brand to women, you also have to take the average financial situation of your consumers into consideration. This is something executive women have to keep in mind. If you’re trying to market to the “soccer mom” type, an ad that is reminiscent of a Louis Vuitton advertisement isn’t going to make them feel like you understand them.

 

For example; as a woman I’ve always looked at a certain cleaning product commercial, and thought, “Oh please! Who cleans in heels?!” I was immediately turned off by that brand because I felt they didn’t really know what they were talking about. So how could I trust their product?

 

The recent presidential election in the U.S. has sparked a lot of controversy between female consumers and certain brands. Ivanka Trump is now the first daughter and she has always been a successful designer. Recently, certain stores have been refusing to sell her brand because of her father’s presidency, while others are being boycotted because they openly chose to continue carrying her line in their stores. Women have every right to refuse purchases based on a political standpoint, but how does that affect business for women in leadership?

 

If you have been thinking that making your political stance known to your consumers is a good idea as a woman in leadership, my honest opinion would be to keep business and politics separate. The problem here is no matter how you look at it you’re going to lose a percentage of your customers. Some of these brands and companies may be trying to send a different message, but the truth is the message is already clear.

 

When Macy’s boycotted Ivanka Trumps clothing line, their democratic customers were proud and overjoyed. However, they also lost a lot of customers that support the president. In fact, women all over the U.S. were canceling their Macy cards live on social media. So, the best thing to do in a leadership position is to keep politics completely out of your marketing approach. Besides, women executives should be thinking of ways that we can Be Unstoppable Together, not apart.

 

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 Leadership Skills

Quickly Increase your Performance

You have likely lost sleep at some point in your career trying to figure out what you could do to increase your performance at work or the performance of your team. If you are a leader with high ambition and big goals, it makes sense that you have given this a lot of thought.

I want to talk about one key skill that you can apply immediately to increase your own performance or help your team apply it for maximum results. You don’t need to buy anything, log onto anything, or spend time reading technical manuals. All you need to do is listen.

That’s right I’m talking about improving your listening skill as a way to increase your performance.

Ineffective listening is the cause of many breakdowns between co-workers, teams, and companies as well as the cause of many accidents. With ineffective listening instructions get missed, production decreases, sales and customers are lost, and personality clashes create poor morale.

When you are in a conversation are you more focused on talking or listening? We often forget that there are two parts of communicating, one is talking and the other is listening and in all actuality listening is the more important of the two components.

Poor listening habits can often be attributed to a lack of training and like any skill, listening can be learned, practiced, and mastered.

When you communicate through focused listening you build better relationships that will help take you personally and professionally to the next level of your success. When you want to make an important sale you have to know your client or customer, what their problems are and then communicate how you can solve their problem. Without listening you are going to miss out on the key facts you need to build that relationship and make the sale. Your client does not want to hear you talk about you and how great you are, they want you to listen to them and tell them how you can fix their problems.

The same is true for listening to your co-workers and team members; you have to know who they are in order to help motivate them to work the long hours on the priority project or to go above and beyond for the client. When you listen to those you work with you understand what drives them and that allows you to create stronger teams and more loyal employees. You know that turnover is very costly and this is one aspect of retaining employees, letting them know you are listening and that you care about them through your actions, which start with listening.

When your intent in communicating is all about what you are going to say next, you are not truly listening. I know you are conscious of how rude it is to interrupt another person while having a conversation and if you are thinking to yourself during the same conversation “what am I going to say next,” you are in effect doing the same thing. You did interrupt them because you were not listening, so what they just said may as well not been said since you didn’t hear it.

This makes listening the key step to a good conversation and even more importantly a tough conversation. You want to listen to understand, listen to gather information, and listen with no interruption (audibly or in your head.)

Once you have listened and heard what the other person is telling you, then you have the opportunity to talk. But your turn to talk means clarifying what they have said, making sure they know you heard them, and confirming what they want and need.

The goal of most communication should be to have the other person do more of the talking while you guide the conversation with open-ended questions that are meant to be clarifying and compassionate. When you have clarified everything you can then ask them “do you mind if I share with you my thoughts on this situation?” Most likely they are ready to hear your thoughts because you took the time to listen and they felt heard. At this point they really do want to know what you think.

You can also let them feel heard by saying “I hear that this is stressful for you and that makes sense based on what you told me…..” Get their confirmation that you hard them correctly and ask if you can share some ideas that might help. They are ready to hear what you have to share because they appreciate the time you took to really hear them even if what you have to share is not good news.

The other thing to remember is that what you say is important, but how you say it is just as important if not more important. People will remember how you made them feel long after they have forgotten what you actually said. If you can remain calm and compassionate they are going to feel it and appreciate you.

Next time someone comes to you with a problem or an idea make sure you are ready to fully listen and if it’s not a time where you can give them your undivided attention tell them that. Say “now is not a good time for me to be fully present, can we schedule some time later today or tomorrow?” Let them know what they have to say is important and you want to be sure you are fully present to hear them. Remember people want to be heard and they will appreciate this, which goes a long way with clients and employees.

Not only will this help improve your performance as you start to hear more ideas around you, it will create bonds with those who need and want your services.

 

For more resources visit www.c-suiteresults.com

Categories
Best Practices Culture Growth Health and Wellness Human Resources Management Women In Business

Dads: Raise Your Daughters to be CEOS

Father’s Day is coming up, so in the spirit of honoring the male role models in our lives, I’d like to share a special note with all the dads and other men (and women) out there about how to raise your daughters to be a successful, confident and happy future executive.

Over the years, I’ve spoken in front of myriad professional women’s groups, and coached women at every level and in every industry imaginable, and one factor regularly surfaces as having a major influence on their current levels of confidence and self-efficacy: their relationship with their fathers.

I often get asked how I’ve developed my confidence and sense of self, and more and more I realize how much of the credit goes to my father (and mother) for setting this foundation in me in all these ways and more.

Dad (a music teacher) encouraged me to audition for all-state band (I played the alto sax), which I did all four years of high school, even though I only made it once. After each audition, we’d talk about what went right and wrong and how to do better next time.

He pushed me to take honors classes but didn’t flinch when I agreed to take AP history and Spanish but not calculus (thank goodness!)

(I’ll probably get flack for this, but I’m going to mention it anyway.) He also always told me I was pretty, even when my ever-fluctuating adolescent weight was on the top end of the yo-yo curve. To a teenage girl’s self-esteem, it mattered. A lot.

When I decided to go for my PhD instead of getting a “regular job” he asked probing questions so we could discuss the pros and cons and the best way to make it work.

And he never once gave me a guilt trip about my biological clock or his (undeniable) desire for grandchildren even though I was 40 before I finally met my husband.

He let me know that he recognized my efforts and intentions, trusted my judgment and respected my decision, even when we didn’t see eye to eye.

Most importantly, even when I had genuinely messed up, even though he was really upset with me in the moment, he never belittled me or called me names, and he made it clear that he still loved me.

So for all you parents, here are four strategies for how to communicate with your daughters in a way that builds her confidence and empowers her with the skills and perspective to be a successful leader:

  • Talk to your daughter. Don’t be afraid to initiate conversations, and ask tough and sometimes personal questions to help her think through things, then be prepared to listen. Listen to truly understand her motivations rather than to identify the holes in her argument and formulate your rebuttal.
  • Challenge her to try new things, and set ambitious but attainable goals. Celebrate victories, acknowledge and praise progress and efforts. Recognize the difference between when to say, “it’s okay, you can’t win ‘em all” and “I don’t think you really gave it your best. What happened?”
  • Invite her to initiate difficult conversations with you instead of hiding her true feelings.
  • Even when she does make a mistake or otherwise does something you don’t approve of, make it clear that the you think the decision or action was dumb, not that she is stupid. Then – possibly an hour or so later after you’ve cooled off – remind her that you love her and are proud of her no matter what.

If you can fine-tune your objectivity regarding this aspect of your relationship with your daughters now – no matter what their age or family or professional status – that sets a foundation for success that no fancy MBA can match!

 

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
Entrepreneurship Leadership Personal Development

Beware the Shifty Shades of Gray

Author Dan Veitkus

The important distinction between embellishment and intellectual honesty – a domain where relevant facts and information are not omitted, nor are they presented with an intention to mislead – has resurfaced in the public consciousness. Always relevant, this distinction should serve as a reminder to all leaders that trustworthy communication is dependent on accurate facts.

Disciples of servant leadership share a common allergic reaction to the “gray zone”, with preference towards trustworthy and consistent communication. Stephen M.R. Covey promotes the “trust tax” appellation to accurately describe the withdrawal made against our credibility and our productivity when we fail to speak, act and operate truthfully and ethically. The gray area that may surface for debate in business, politics or science should not be confused with the essential requirement to be intellectually honest in our communications.

 Consider the implications of a study by Mercer Management Consulting that revealed 60 percent of employees surveyed did not trust that management was communicating with them honestly.

 What does this say about the environment we live and work in? Can we really expect to make progress on business priorities such as growth, employee engagement, customer retention and breakthrough innovation when leadership fails the fundamental premise of trust? When a leader ventures into the gray zone, their credibility and trust with constituents will only decline. And the option for recovery? Not guaranteed.

Consistent intellectual honesty is essential to establish credibility as a leader. Why is this consistency such a critical requirement for leaders? For starters, auditors look for it. Shareholders demand it. Athletes practice it. Consistency is an essential part of the formula for sustainable success. Consistency guides organizations when they set policies and guidelines. Consistency allows leaders to manage difficult situations fairly and effectively. And the practice of consistent communication creates an environment of trust among colleagues and stakeholders – even when they have good reason to disagree – that is essential in order to deliver sustainable results.

Successful leaders know that repeatable success on the field of play, in the boardroom or at home depends on consistent execution of the fundamentals. They also embrace this truth: The credibility of their leadership demands intellectual honesty.

“Trust is equal parts character and competence,” asserts Stephen M.R. Covey. “You can look at any leadership failure and it’s always a failure of one or the other.”

Let’s look at three straightforward commitments that can effectively guide every leader to stay the course and avoid the Shifty Shades of Gray:

  • Get comfortable with the expression “I don’t know.” There are times when genuine vulnerability is appropriate and, “I don’t know” may be the best and most truthful answer.
  • Slow down our jaws and our thumbs. When we take time to think about our comments and commitments – even a moment or two before expressing them – we often save ourselves from the temptation to exaggerate, embellish or re-write history to suit our personal agenda.
  • Take an inventory of the trust taxes and trust dividends you are generating each day and avoid the trap of excusing yourself for playing in the gray zone. Too many folks find themselves justifying the drift into gray to avoid conflict, to advance an agenda or to shape a narrative, which may be detached from reality. The sooner you pull back the better. The gray zone can lead to the dark side, the place completely void of all trust.

And when trust is broken, the game is over — even if you don’t realize it.

The commitment to practice the discipline of intellectual honesty will require effort and practice. But the effort invested will be far less than the tax extracted by your superior, your partner, your friends and even your hitherto adoring followers and constituents if you choose to operate in the gray zone.

Categories
Entrepreneurship Leadership Personal Development

E=mc2 – The Formula for Detecting Exceptional Servant Leadership

In my chosen profession, I meet, interview, screen or coach more than 1200 executives and business leaders, annually. With a continuously expanding sample size that would be the envy of any statistical research project, I’ve observed some patterns that have been shared in prior posts.

One pattern has emerged that can be summarized in the most elegant of equations, authored by Albert Einstein but for this illustration adapted with a deliberate replacement value for the variables: E=mc2

(E)xceptional leadership points to the presence of (M)indfulness and (C)haracter, squared, to the second power. That second power, in practice, is Consistency.

Mindfulness, unquestionable Character and Consistency are the core attributes held sacred and deliberately practiced by servant leaders. They are devoted to these maxims of self-discipline to sharpen their skills for the purposeful intention of driving consistent outcomes for themselves and the organizations they lead. The presence of these consistent outcomes allows us to measure the value of their practice.

I recently met with a newly appointed CEO who was quick to throw the prior regime under the bus, suggesting, “they took that servant leadership thing too far.” Further discussion revealed his bias towards an autocratic leadership dogma. With a bit of research and reflection and a touch of mindfulness for good measure, this CEO may have recognized the consistency of positive results that generally flows from the stewardship of servant leaders. The origin of this pattern of positive results and the exceptional potential generated under such leaders can be traced back to the formula: E=mc2

The practice of Mindfulness offers a leader the clarity required to consume, assess and prioritize enormous levels of input – data, feedback, reports, trends and more – necessary to distill that which is most relevant for a team’s mission. When teams witness depth of Character that is authentic, never compromised by situation or context, they are more likely to put their trust and their full commitment into the collective cause towards organizational achievement. The leader that demonstrates Consistency of behavior and action, through both highs and lows, is the one that earns unwavering confidence and loyalty from their subordinates and constituents. Consistency, in a special way, is the purest measurement of trust. When we trust how, what and why a leader will act in any given situation, we are more likely to follow with conviction and give our very best towards the pursuit of achieving the vision set forth by that leader. Quite simply, a calm conviction develops in the presence of Consistency and this conviction often converts latent potential into measurable performance.

Whether you’re meeting a candidate for the first time, developing a new business partnership or considering an investment in a promising entrepreneur, consider the formula for detecting exceptional servant leadership and seek to understand deeply the value the other party assigns to each variable:

    • Do they value Mindfulness? Ask them to describe their practice of Mindfulness.

    • Ask them to provide an example of a time when their Character was put to the test and how they responded.

    • Prompt them to explain their routines and provide examples that allow you to assess for Consistency in their personal and professional cadence.

You will find these questions are equally effective when performing reference checks. Solicit from references their impressions of Mindfulness, Character and Consistency in candidates, entrepreneurs or leaders they may be sponsoring.

You can discard the clever questions you’ve learned or heard and effectively evaluate exceptional leadership potential with E=mc2. If you confirm these variables to your personal satisfaction, the foundation is present for exceptional leadership and the pursuit of exceptional results.

Categories
Best Practices Growth Personal Development Women In Business

What Makes a Personal Brand

What Makes a Personal Brand… Be Desired, Envied and BuzzWorthy

 

There are a lot of things that can define a person’s businesses and personal brand. It could be a picture, someone’s face, a logo, their reputation, or even an emotion. A brand is something that defines who you are personally and professionally. More importantly, it’s what pops into the public’s mind when the thought of you, or your business comes up. A good brand should be able to stand out, so it can be well known and recognized. You also want your brand to represent you. The way you portray your personal brand will be how people become familiar with you. For example, if you represent your brand to be fun loving and laid back. That’s what people will know you for, an easy going, and fun type of company or business. If you portray your business to be professional and strict, people will come to know your brand to be a “no nonsense” type of business, etc. Although there are a lot of things that can affect how your brand is portrayed, there are also a lot of things that can determine your brands sustainability.

 

One quality that everyone wants in their brand is sustainability. It’s great to have a business that sticks in a person’s head for the moment, but the trick is to sustain that. One of the most important things to remember when building your own brand is how you, your business, or your company behaves will directly affects your brands image and sustainability. For example, a media personality is judged by how they present themselves both through the media and their own personal life. So if they are portraying themselves to be one thing, but the public witnesses those people acting another way, it will greatly affect the way the public eye sees them as a genuine media personality.

 

As the leader of Girl Scouts, I would have to remind my staff that although they’re off the clock on weekends pole dancing is not acceptable. You are always representing the organization and your personal brand.

 

It’s the same way with personal branding. If you portray your brand to be a picture of happiness and structure, but when someone walks into your office it’s cluttered and unorganized, that will reflect badly on your brands image. It will also affect sustainability. Your brand will not last if you or your business does not come off as genuine. You have to maintain the image you are looking to portray within your brand. A lot of people will always stick with a certain brand because the brand is genuine, authentic, or even because it seems like a family brand, which takes emotion into consideration. My grandmother would say, “If your name was on the front-page news… the media was buzzing, what do you want them to say about you?”  

 

When building your own personal brand, think about what your business or company is about, think about what the main focus of your business or company is. Do you want your brand to portray an understanding, people friendly sort of environment?  Emotional engagement is a big part of learning to create a brand that is long lasting, and memorable. People choose brands based on a certain emotion that prompted them to choose one, over another. Learning how to use emotional engagement to connect with consumers or clients will build a brand that is personal, trusting, and understanding. It will build a brand that people will trust over any other for years to come, regardless of what another brand may be offering. Unfortunately, there is no guaranteed perfect formula for creating a brand that will last and become successful. However, there are certain tips and tricks that can help you to understand what it will take for your specific brand to be successful, and long lasting. This takes creating a strong action plan.

 

If you’re in the process of building your own personal brand and have hit a few bumps in the road, you may want to implement a little change management and organizational happiness to help improve the success rate of your brand. Learn more about emotional engagement and incorporate that into the building process of your brand. Remember that how the people and the business operate behind closed doors will define how people look at your personal brand. Be organized… be transparent! Personal happiness is something every brand should portray. No matter how much you use change management to improve the path of your personal brand, if you don’t have an organized plan or idea just like in business, it will be quite hard to do things in a way that look professional. And there always has to be a certain level of professionalism, at least a perception of professionalism. The most important thing is to figure out what will work best for your specific situation, and always practice being your authentic self. Be desired, envied by others, and buzz worthy in a good way.

 

Be Unstoppable

 

 

Our program can help you do just that. We offer the tools and strategies so you too can Be Unstoppable Together.   

 

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.

 

By Connie Pheiff, Unstoppable DIVA

Pheiffgroup.com * unstoppablespeaker.la