tag:blogger.com,1999:blog-22586440574105417262024-03-13T02:28:15.074-07:00EducationBasic simple lessons, ideas or thoughts that everyone should know or be reminded of.Waynehttp://www.blogger.com/profile/04457679038203122022noreply@blogger.comBlogger8125tag:blogger.com,1999:blog-2258644057410541726.post-11397140873155476542013-12-24T13:10:00.003-08:002013-12-24T13:10:47.604-08:00Sustainable LeadershipTo help you achieve sustainable success as a leader who puts people
first, here are five ways to earn respect from your employees:<br />
<ol>
<li><b>Consistently Strong Work Ethic; Set The Standard</b></li>
</ol>
Actions are stronger than words, and this is personified by the
respected leader. Great leaders despise false promises and people that
create lots of unnecessary noise to get attention. There are many
leaders that play the part on the outside, but have very little
substance on the inside. Respected leaders are those who consistently
prove through their work ethic that they are reliable and trustworthy on
the inside and out.<br />
<br />
These leaders set the tone and are great role models. The tangible
and measureable results of their consistent work ethic influence new
best practices and cultivate innovation. Ultimately, their leadership
defines the performance culture for the organization. They set the
standard and leave behind an indelible impact.<br />
<ol start="2">
<li><b>Not Afraid to Take Risks; Admit Wrong Doing</b></li>
</ol>
Respected leaders are those who are not afraid to take risks. They
are bold enough to change the conversation and seamlessly challenge the
status quo for the betterment of the organization and their competitive
advantage. They can anticipate when a paradigm shift is in order and are
courageous enough to act on it.<br />
<br />
The other side of this admirable quality is the ability to admit
wrong doing. Respected leaders do not hesitate to make the most
difficult decisions and will put themselves out on the frontline to lead
by example. They gravitate towards what many view as a “leap of faith”
and willingly accept the challenge – knowing very well that the odds may
not be in their favor given the personalities and inherent obstacles
that surround them.<br />
<ol start="3">
<li><b>Sponsor High-Potential Employees; Serve Others Rightly</b></li>
</ol>
Respected leaders think about making others better. They don’t leach, they lead.
They are mindful of those that give a 100% effort to their
responsibilities. Respected leaders find ways to discover the best in
people and enable their full potential. When they detect high-potential
talent they impart upon them their wisdom and provide a path for
long-term success.<br /><br />
Leaders that “sponsor” their employees put their own reputation at
risk for the betterment of the individuals they are serving. This is an
admirable quality and one that is highly respected amongst a leader’s
peers. For example, my career was shaped and defined by one of my bosses
in the early stages of my professional development. He witnessed my raw
talent and saw that it needed refinement. He wasn’t afraid to take
risks and exposed me to environments in the workplace that were too
advanced for my experience to-date.<br />
<br />
This challenged me to make decisions, and tested my ability to think
and use my instincts. He lifted me up and guided me rightly each time I
failed along the way. My boss taught me all of his tricks and trusted me
to use them in ways that represented my personality, natural style and
approach. Others noticed and didn’t always think that I was worthy of
his sponsorship, but in the end I proved the doubters wrong and
eventually became their supervisor.<br />
<br />
<ol start="4">
<li><b>Powerful Executive Presence; Long-Lasting Impact</b></li>
</ol>
The most respected leaders are the most authentic people. Their executive presence
is genuine and true. They make those around them feel that they matter
and they welcome constructive dialogue regardless of hierarchy or rank.
Respected leaders trust themselves enough to live their personal brand
and serve as powerful role models to others. Their presence creates
long-lasting impact that leaves a positive mark on the organization and
the people they serve.<br />
Respected leaders are passionate, impact-driven people. Their
presence is felt when they walk into the room; their reputation and
their track-record precede them.<br />
<ol start="5">
<li><b>Have Their Employees’ Backs; Deflect Their Own Recognition</b></li>
</ol>
Too many leaders are recognition addicts and want all of the credit.
They spend too much time breaking-down rather than building-up their
teams. They don’t take the time to genuinely learn about other’s needs.
Leadership is ultimately about knowing the people you serve and giving
them the guidance, inspiration and navigational tools to make their
lives better and enable more opportunities.<br /><br />
Leaders earn respect when they reward and recognize their employees
and colleagues. They take the time to appreciate and understand the
unique ways they each think, act and innovate – and are always on the
lookout to enable their talent. They are trusted, admired and respected
because they make it more about the advancement of others, rather than
themselves. They share the harvest of the momentum they build with
others.<br />
<br />
Earning respect is a journey and requires leaders to focus on how
they can “deliver beyond what is expected” of their role and
responsibilities. It’s about always being on the look-out for ways to
step up your game and being mindful of ways to make the workplace better
and the organization and its people more competitive and relevant.<br />
<br />What will you do as a leader today that you haven’t done in the past to be more respected?<br />
<br />
Waynehttp://www.blogger.com/profile/04457679038203122022noreply@blogger.com0tag:blogger.com,1999:blog-2258644057410541726.post-54354672798072075682013-12-08T12:46:00.001-08:002013-12-08T12:46:32.315-08:00Making Mistakes: The 6 A's<!--[if gte mso 9]><xml>
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<br />
<div style="margin-bottom: .0001pt; margin: 0in;">
<span style="font-family: "Calibri","sans-serif";">Great
leaders allow their people the freedom to make mistakes. But good employees are
those who when mistakes are made 1. Learn from them, 2. Own them, 3. Fix them,
and 4. Put safeguards in place to ensure the same mistake will never be
repeated again.</span></div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<br /></div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<span style="font-family: "Calibri","sans-serif";">1.
Learn from them: Good employees recognize that they have, in fact, made
an honest mistake. They do not get defensive about it, rather they are
willing to look objectively at their mistake, recognize what they did wrong,
and understand why their choice or actions were the wrong thing to do.</span></div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<br /></div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<span style="font-family: "Calibri","sans-serif";">2.
Own them: Good employees take accountability for their mistakes. They
admit them readily. They don’t make excuses for their mistake, rather
they acknowledge that yes, they made a mistake and they express openly what
lesson they have learned from that mistake. They go on to express steps 3 and 4
below.</span></div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<br /></div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<span style="font-family: "Calibri","sans-serif";">3.
Fix them: Good employees do what it takes to rectify their wrongs. They are
willing to do whatever they can to fix the problem and make it right. Certainly
there are times when the damage is done and recompense cannot be made, but good
employees do their very best to repair whatever damage has been done to the
best of their ability. They always establish a timeline with follow up for when
the problem will be fixed and make sure that progress is communicated
throughout the process so everyone feels the urgency and care with which they
are correcting the problem.</span></div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<br /></div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<span style="font-family: "Calibri","sans-serif";">4.
Put safeguards in place to ensure the same mistake will never be repeated
again: This is the most critical step in the learning process. When a mistake
has clearly been made, the most important thing anyone can do is figure out
what safety nets and roadblocks can be carefully established to ensure that
this same mistake will never take place again. Document this step so the
lessons learned and the safeguards setup can always go beyond you. Do
everything in your power to help others learn from your mistake so they don’t
have to experience them on their own to gain the lesson you’ve learned.</span></div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<br /></div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<span style="font-family: "Calibri","sans-serif";">The
steps to correcting mistakes apply to any area of life. Whether it’s business
life or home life or personal life, the principles of apologizing remain the
same. Good employees make a lot of mistakes, and truly great employees are
those have mastered the art of apologizing for those mistakes:</span></div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<br /></div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<span style="font-family: "Calibri","sans-serif";">Great
People Practice The Six A’s of a Proper Apology:</span></div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<br /></div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<span style="font-family: "Calibri","sans-serif";">•Admit
- I made a mistake.</span></div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<span style="font-family: "Calibri","sans-serif";">•Apologize
- I am sorry for making the mistake.</span></div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<span style="font-family: "Calibri","sans-serif";">•Acknowledge
- I recognize where I went wrong that caused my mistake to occur.</span></div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<span style="font-family: "Calibri","sans-serif";">•Attest
- I plan to do the following to fix the mistake on this specific timeline.</span></div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<span style="font-family: "Calibri","sans-serif";">•Assure
- I will put these protections in place to ensure
the same mistake will not happen again.</span></div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<span style="font-family: "Calibri","sans-serif";">•Abstain
– Never repeat that same mistake twice.</span></div>
Waynehttp://www.blogger.com/profile/04457679038203122022noreply@blogger.com0tag:blogger.com,1999:blog-2258644057410541726.post-71553265295610978482013-11-07T08:03:00.001-08:002013-11-07T08:03:27.951-08:00Better Presentations<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">When
delivering presentations to a general audience, senior management in
your company, or even a venture capitalist, a successful presentation isn't about the PowerPoint slides you create, it’s about much more than
that. These nine points will help you deliver a powerful presentation:</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">1. Establish Your Credibility Right Up Front</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">Let’s
face it; your audience is more likely to listen to what you have to say
if they know you are credible. And it’s not about a lengthy intro with
your career highlights. Instead, whether giving a public presentation or
an internal presentation, start your presentation by establishing
credibility before you give them information.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">You
can use a short story about your background related to the topic, share
an experience that shaped the presentation or conclusion, or even reveal
the legwork or other references that support your information and is
directly related to what you are about to tell them.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">Make a point about establishing credibility, don’t just hope it happens.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">2. Include a Goal Early in the Presentation</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">If
your audience knows the purpose or goal of the presentation from the
start, they are more likely to relate what you have to say with that
purpose as you present your material. This makes it easier at the end to
get the action you want, whether it’s funding, approval to proceed with
an initiative, to change their minds, or simply get agreement and
understanding.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">It will also help you shape your presentation by focusing you on that goal rather than straying from the primary purpose.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">3. Use Supporting Material Liberally</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">Even
if you establish your credibility, you also need to establish the
credibility of what you say during your presentation. Instead of just
presenting the material, accompany it with information that supports it
and gives it credibility. You don’t have to include it in your slides,
but make sure it is in your speaking notes.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">For
instance, you can tell a story, give statistics, reference research, or
even provide quotes from well-respected figures that support your
message. And don’t be shy about addressing credibility. You can even say
“you may be skeptical about this, but …” or “I know this is surprising,
but …”</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">4. Begin Separate Ideas with Powerful Quotations or Images</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">For
more impact, introduce each separate topic or idea with a relevant
quotation or full-screen image that evokes the topic instead of using a
stock title slide. Add a word or two about the topic if you have to, or
simply say it out loud and let the quote or image support it.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">This
gives your topic more impact since a strong quote or image will stick in
their minds as they listen to the related material. It also breaks up
the presentation, particularly if you have no choice but to include dry
material like sales graphs or bullet points in your PowerPoint
presentation.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">5. Ask Thought-Provoking or Rhetorical Questions</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">An
effective way to convey information is to ask a question first instead
of launching into the presentation material. This will get them thinking
about the material in the context you want. For instance, you could say
“You might wonder why …”; “When I started to look at this issue, I
asked myself …”; or “How much longer should we …?”</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">Be
sure to consider your audience and the things they would wonder about,
and phrase your questions so you answer those things for them, while at
the same time advancing your message and your goals for the
presentation.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">6. Make Startling Statements</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">Sometimes
the best way to get attention about information you are presenting is
to make startling statements. It gets their attention and if you can
back it up with your information, you will drive home your point. If
necessary, you can pull one fact out and use it, even if it isn't your
main point. It is simply a catalyst for your message.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">7. Be Prepared for Difficult Questions</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">Questions
may come up during your presentation or even at the Q&A session, so
you need to be prepared for the most difficult ones, particularly ones
that may derail your presentation or subvert your goal. Since you should
know your topic and your audience, you should plan for these kinds of
questions.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">Consider
all the objections the audience might have or questions they may raise
about your points and information. Include the most critical ones within
your presentation to sideline objections, or be prepared to answer them
when they come up. This can be as simple as being able to justify
statements or address concerns about an approach from subject matter
experts like finance, IT, HR, etc., who may be part of your audience.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">8. Have Your Own Questions Ready in Case Nobody Asks One</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">Regardless
of whether you are doing a public presentation or a focused business
presentation, you should leave time for questions and answers at the
end. If nobody asks a question, be prepared with your own questions that
you can then answer. Ease into them by saying something like “I’m
usually asked…” or “One thing you might still be wondering about is …”</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">Of
course, your questions should be directly related to getting your
message across and achieving your goal, so use them strategically. Even
if you get questions, you can still use yours at the end of the Q&A.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">9. Have a Second (Short) Closing After the Q&A</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">Just
like an encore or a curtain call, you should include a short closing
after the questions. This is the time to summarize (again) and drive
home your key messages and points, including your call to action. If you
need to, you can prepare a slide for this, but you should be able to do
the final closing without a slide to support you.</span></span></div>
Waynehttp://www.blogger.com/profile/04457679038203122022noreply@blogger.com0tag:blogger.com,1999:blog-2258644057410541726.post-49031573340369624822013-11-04T20:21:00.000-08:002013-11-04T20:23:40.589-08:00Problem Solving<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">With
as many problems as we are all faced with in our work and life, it seems
as if there is never enough time to solve each one without dealing with
some adversity along the way. Problems keep mounting so
fast that we find ourselves taking short-cuts to temporarily alleviate
the tension points, so we can move onto the next problem. In the
process, we fail to solve the core of each problem we are dealt; thus we
continuously get caught in the trap of a never-ending cycle that makes
it difficult to find any real resolutions. Sound familiar?</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">Problem solving is the essence of what leaders exist to do. As
leaders, the goal is to minimize the occurrence of problems, which
means we must be courageous enough to tackle them head-on before
circumstances force our hand. We must be resilient in our
quest to create and sustain momentum for the organization and people we
serve. But the reality of the workplace finds us dealing
with people that complicate matters with their corporate politicking,
self-promotion, power-plays and ploys, and envy. Silos, lack of budgets
and resources, and many other random acts or circumstances also make it
harder for people to be productive.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">Competitors
equally create problems for us when they unexpectedly convert a
long-standing client, establish a new industry relationship, or launch a
new product, brand or corporate strategy. Mergers & acquisitions keep us on our toes and further distract us from solving existing problems by creating new ones.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">“All
life is problem solving” - Karl Popper. I’ve often contended that the
best leaders are the best problem solvers. They have the patience to
step back and see the problem at-hand through broadened observation;
circular vision. They see around, beneath and beyond the problem itself.
They see well-beyond the obvious. The most effective leaders approach
problems through a lens of opportunity.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">Leaders
who lack this wisdom approach problems with linear vision, thus only
seeing the problem that lies directly in front of them and blocking the
possibilities that lie within the problem. As such, they never see the
totality of what the problem represents; that it can actually serve as
an enabler to improve existing best practices, protocols and standard
operating procedures for growing and competing in the marketplace. They
never realize that, in the end, all problems are the same, just packaged
differently.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">A
leader must never view a problem as a distraction, but rather as a
strategic enabler for continuous improvement and opportunities
previously unseen. Whether
you are a leader for a large corporation or a small business owner,
here are the four most effective ways to solve problems:</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">1. Transparent Communication</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">Problem
solving requires transparent communication where everyone’s concerns
and points of view are freely expressed. I’ve seen one too many times
how difficult it is to get to the root of the matter in a timely manner
when people do not speak-up.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">Yes,
communication is a fundamental necessity. That is why when those
involved in the problem would rather not express themselves, fearing
they may threaten their job and/or expose their own or someone else’s
wrong-doing, the problem solving process becomes a treasure hunt.
Effective communication towards problem solving happens because of a
leader’s ability to facilitate an open dialogue between people who trust
her intentions and feel that they are in a safe environment to share
why they believe the problem happened as well as specific solutions.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">Once
all voices have been heard and all points of view accounted for, the
leader can collectively map-out a path toward a viable and sustainable
solution. As fundamental as communication may sound, don’t
ever assume that people are comfortable sharing what they really think.
This is where a leader must trust herself and her intuition enough to
challenge the team until accountability can be fairly enforced and a
solution can be reached.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">2. Break Down Silos</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">Transparent
communication requires you to break down silos and enable a
boundary-less organization whose culture is focused on the betterment of
a healthier whole. Unnecessary silos invite hidden agendas rather than welcome efficient cross-functional collaboration and problem solving.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">Organizational
silos are the root cause of most workplace problems and are why many of
them never get resolved. This is why today’s new workplace must embrace
an entrepreneurial spirit where employees can freely navigate and
cross-collaborate to connect the problem solving dots; where everyone
can be a passionate explorer who knows their own workplace dot and its
intersections. When you know your workplace dot, you have a
much greater sense of your sphere of influence. This is almost
impossible to gauge when you operate in silos that potentially keep you
from having any influence at all.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">In a workplace where silos exist, problem solving is more difficult because you are more likely dealing with self-promoters, rather than team players fostered by a cross functional environment.. When
you operate in a siloed environment where everyone wants to be a star,
it becomes increasingly difficult to help make anything or anyone
better. This is when problem solving becomes a discouraging task.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">Breaking
down silos allows a leader to more easily engage their employees to get
their hands dirty and solve problems together. It becomes less about
corporate politicking and more about finding resolutions and making the
organization stronger.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">3. Open-minded People</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">Breaking down silos and communication barriers requires people to be open-minded. In
the end, problem solving is about people working together to make the
organization and the people it serves better. Therefore, if you are
stuck working with people that are closed-minded, effective problem
solving becomes a long and winding road of misery.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">There
are many people in the workplace that enjoy creating unnecessary chaos
so that their inefficiencies are never exposed. These are the types of
people (loafers and leeches) that make it difficult for problems to get
solved because they slow the process down while trying to make
themselves look more important. Discover the lifters and
high-potential leaders within the organization and you will see examples
of the benefits of being open-minded and how this eventually leads to
more innovation and initiative.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">Open-minded
people see beyond the obvious details before them and view risk as
their best friend. They tackle problems head-on and get on with the
business of driving growth and innovation. Close-minded
employees turn things around to make it more about themselves and less
about what is required to convert a problem into a new opportunity.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">With this explanation in mind, carefully observe the actions of others the next time you are dealt a real problem.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">4. A Solid Foundational Strategy</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">Without strategy, change is merely substitution, not evolution. A solid strategy must be implemented in order to solve any problem. Many leaders attempt to dissect a problem rather than identify the strategy for change that lies within the problem itself.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">Effective
leaders that are comfortable with problem solving always know how to
gather the right people, resources, budget and knowledge from past
experiences. They inspire people to lift their game by making the
problem solving process highly collaborative; for them, it’s an
opportunity to bring people closer together. I’ve always believed that
you don’t know the true potential and character of a person until you
see the way they solve problems.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">Effective
leaders connect the dots and map-out a realistic plan of action in
advance. They have a strategy that serves as the foundation for how the
problem will be approached and managed. They anticipate the unexpected
and utilize the strengths of their people to assure the strategy leads
to a sustainable solution.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">Never
shoot from the hip when problem solving. Avoid guessing. Take enough
time to step back and assess the situation and the opportunities that
each problem represents. Make the problem solving process more efficient
by recognizing that each problem has its own nuances that may require a
distinct strategy towards a viable resolution.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">You
know that you have great leadership in your organization when problem
solving becomes a seamless process that enables the people and the
organization to grow and get better. If problem solving creates chaos, you may have a serious leadership deficiency.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
<div style="margin: 0in 0in 0pt;">
<span style="font-size: small;"><span style="font-family: Calibri;">Problem
solving is the greatest enabler for growth and opportunity. This is why
they say failure serves as the greatest lesson in business and in life. Be the leader that shows maturity, acts courageously, and requires accountability. Applying
each of these lessons can help you become a master problem solver. Each
experience teaches us all new things. Embrace problem solving and the
many unseen treasures it represents.</span></span></div>
<div style="margin: 0in 0in 0pt;">
<br /></div>
Waynehttp://www.blogger.com/profile/04457679038203122022noreply@blogger.com0tag:blogger.com,1999:blog-2258644057410541726.post-57988257528261357952013-10-31T16:57:00.001-07:002013-10-31T16:59:55.372-07:00Writing<!--[if gte mso 9]><xml>
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<span lang="EN" style="mso-ansi-language: EN;">Writing has
always been a happy experience for me. I have only two secret secrets/suggestions. First, I read constantly whether it be magazines, news articles,
or novels. Second, I have a two-step writing process. Let me
explain.</span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN" style="mso-ansi-language: EN;">First, the
reading. Just as you would not expect to be an expert baker or cook without seeing others in their natural habitat, you need to read if you
want to be a writer. In this way, you expand your options, your
resources, your ways of getting from point A to point B.</span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN" style="mso-ansi-language: EN;">Our era is a
visual one. We all spent huge amounts of time taking information in
visually, whether it’s TV, the movies, PowerPoint slides, or the
Internet. Just in my professional lifetime, the pace of the visual
information feed has increased enormously. We’ve learned to speed up our
visual inputs and become more sophisticated in the visual genres and styles
that we can absorb.</span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN" style="mso-ansi-language: EN;">I believe this
increase has come at a price. We don’t read as much, and we struggle more
when we do. Is it any wonder that writing, then, is difficult for people
who have spent thousands of hours learning visual information techniques, but
comparatively little time in written word?</span></div>
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<br /></div>
<div class="MsoNormal">
<span lang="EN" style="mso-ansi-language: EN;">You want to write
easily, then? You’ve got to study the craft. Read daily. I
read about 3 books per week, periodicals, newspapers and oceans of email.
I often talk to people who say that they read one or two books <span style="mso-bidi-font-style: italic;">per year at most.</span></span></div>
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<br /></div>
<div class="MsoNormal">
<span lang="EN" style="mso-ansi-language: EN;">Second, the
writing process. This is essential. First write, without
self-criticism, then edit. It’s as simple as that and as profound.
If you can’t silence the inner critic, then writing is incredible slow, painful
and unrewarding. You must write first, then fix. First the creator,
then the editor. And don’t be meticulous about your writing. Just get on
with it. Talk to yourself, and write that down. The more
conversational your prose, the better it usually is.</span></div>
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<br /></div>
<div class="MsoNormal">
<span lang="EN" style="mso-ansi-language: EN;">Write on planes,
in waiting rooms, while waiting for paint to dry, <span style="mso-spacerun: yes;"> </span>whenever you can. It’s nice if you can
have the luxury of a dedicated writing space, with all your pictures, music,
and trinkets around you like little good-luck charms. But don’t wait for the
perfect place or space. Start writing. Write anywhere, anytime, on
anything. Write daily. Write about stuff you care about.
Write about the topic you’ve got going at the moment, but if you suddenly get
inspired, write about that. You can fix it later. In fact, you
should fix it later. That’s the whole point. Create first, edit second.</span></div>
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<br /></div>
<div class="MsoNormal">
<span lang="EN" style="mso-ansi-language: EN;">If you’ve crafted
a good outline, then writing is just a matter of filling in the buckets. It’s a
craft, like building a brick wall or throwing a clay pot. With practice
you get better at it. If you think about it like the romantic poets
talked about it, as a inspired, artistic, creative process, then you’ll never
get done. Writing is a dirty lengthy process.</span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN" style="mso-ansi-language: EN;">I suspect that
you’ll find that some of the stuff you write when inspired is good, and some of
it isn’t. Just as some of the writing you produce when you’re just
putting one word in front of another will surprise you with its brilliance <span style="mso-spacerun: yes;"> </span>and some other times it won’t.</span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
So get to it, start writing.</div>
Waynehttp://www.blogger.com/profile/04457679038203122022noreply@blogger.com0tag:blogger.com,1999:blog-2258644057410541726.post-12251107398209569172013-09-03T18:44:00.002-07:002013-09-23T12:32:38.975-07:00Leadership Lessons<span style="font-family: "Trebuchet MS",sans-serif;"><span style="font-size: small;">I thoroughly enjoy re-posting from Forbes authors; here is an article on listening and leadership from <a href="http://www.forbes.com/sites/erikaandersen/" target="_blank">Erica Andersen</a>. Enjoy!</span></span><br />
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh8X0sWeIpKqyTOjmVyYKmNQenMSpYx2mM-00ff1_AU92b5jGVBiYCvTpSQA-IGvwFuTpg3kEI02-ozjALQt08XsyZyA7OJFzPesKsnImzFgLT_XsVJbny5UyPcgCBxXK9YOhtlm2Kuq4k/s1600/leadership.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh8X0sWeIpKqyTOjmVyYKmNQenMSpYx2mM-00ff1_AU92b5jGVBiYCvTpSQA-IGvwFuTpg3kEI02-ozjALQt08XsyZyA7OJFzPesKsnImzFgLT_XsVJbny5UyPcgCBxXK9YOhtlm2Kuq4k/s1600/leadership.jpg" height="426" width="640" /></a></div>
<br />
<br />
<span style="font-family: "Trebuchet MS",sans-serif;"><span style="font-size: small;">I just read a very <a href="http://www.forbes.com/sites/johnkotter/2013/08/23/a-win-is-a-win-no-buts-about-it/">succinct and useful pos</a>t here on Forbes about how to support employees who have done something great. The author, <a href="http://www.kotterinternational.com/aboutus/bios/shaun-spearmon">Shaun Spearmon</a>,basically advises that you congratulate the ‘record-setting employee’ and <i>then stop talking</i>.
He points out that the additional things leaders tend to throw in at
that point, how we can do even better next time, or could have worked
even more effectively as a team, etc. are simply demoralizing, and
likely to ruin the moment.</span></span><br />
<br />
<span style="font-family: "Trebuchet MS",sans-serif;"><span style="font-size: small;">
</span></span><span style="font-family: "Trebuchet MS",sans-serif;"><span style="font-size: small;">And it got me thinking how often just keeping your mouth closed is
the best possible thing you can do as a leader. For example, I was on a
call last week with colleagues: it was our monthly coaching call,
facilitated by the practice director of our coaching business, and
attended by those of our nine executive coaches who could make it.
During the call, there were at least half a dozen times when I started
to say something and then stopped myself and then listened as the
point I was going to make was made by someone else, or as the conversation went in a whole new and
enriching direction that it wouldn’t have gone if I had spoken up.</span></span><br />
<br />
<span style="font-family: "Trebuchet MS",sans-serif;"><span style="font-size: small;">
</span></span><span style="font-family: "Trebuchet MS",sans-serif;"><span style="font-size: small;">I fairly often advise CEOs and other senior leaders not to talk so
much, and what I often hear in response is “If I don’t talk, nobody
will.” If that’s really accurate (that is, no one speaks up when you’re
not talking), what that says to me is that you’ve very effectively
trained your folks to wait for you to talk, rather than risking sharing
their own opinions.</span></span><br />
<br />
<span style="font-family: "Trebuchet MS",sans-serif;"><span style="font-size: small;">
</span></span><span style="font-family: "Trebuchet MS",sans-serif;"><span style="font-size: small;">So here’s my perspective on how to stop talking in a way that will
actually encourage and allow your team to step into the space that’s
created:</span></span><br />
<br />
<span style="font-family: "Trebuchet MS",sans-serif;"><span style="font-size: small;">
</span></span><span style="font-family: "Trebuchet MS",sans-serif;"><span style="font-size: small;"><b><i>Give people a heads-up</i></b>. If your folks
aren’t used to being asked for their perspective, give them some lead
time to prepare. Think about it: if meetings have been your bully
pulpit, and then you just suddenly stop talking…people are going to be
caught off-balance. Most are unlikely to speak up – they’re waiting to
see what’s going on. </span></span><br />
<br />
<span style="font-family: "Trebuchet MS",sans-serif;"><span style="font-size: small;"> Instead, send out a simple email before the
meeting, saying something like, “We’ll be talking about project X during
tomorrow’s meeting, and I’d like to hear how you all think it’s going.
If you could come prepared to share your sense of what’s going well and
what we could be doing differently, that would be great.”</span></span><br />
<br />
<span style="font-family: "Trebuchet MS",sans-serif;"><span style="font-size: small;">
</span></span><span style="font-family: "Trebuchet MS",sans-serif;"><span style="font-size: small;"><b><i>Invite conversation</i></b>. Once people are in
the meeting, don’t just clam up and wait for somebody else to start.
That’s like daring people to suddenly behave differently without any
help from you. (If you’re somehow trying to prove that no one will talk
if you don’t, this is a good way to fulfill that expectation.) Instead,
reiterate your request for input, and <i>then</i> stop talking. At
this point you need to be comfortable with a little silence. If you have
respectfully invited your folks’ point of view ahead of time about a
topic that’s interesting to them and with which they’re familiar,
someone will eventually say something, as long as you don’t fill in the
gap out of habit or nervousness.</span></span><br />
<br />
<span style="font-family: "Trebuchet MS",sans-serif;"><span style="font-size: small;">
</span></span><span style="font-family: "Trebuchet MS",sans-serif;"><span style="font-size: small;"><b><i>Welcome what they say</i></b>. Once people start
talking, what you do next can encourage them to continue – or shut them
down immediately. I once coached a CEO who complained about his people
not “stepping up with good ideas.” Shortly after that I observed a
meeting he had with his direct reports. I noticed that when someone was
brave enough to make a suggestion or venture an opinion, the CEO
generally disagreed, dismissed it as impractical, or belittled the
person for not having thought through it sufficiently before bringing it
up. Yikes. I was amazed that some people were still trying. </span></span><br />
<br />
<span style="font-family: "Trebuchet MS",sans-serif;"><span style="font-size: small;">So: if
someone offers a great idea of insight, simply acknowledge it as such –
and figure out what to do with it. If someone shares an idea you think
isn’t totally great, an excellent technique for not killing the idea
(and the person’s motivation) is “LCS” – likes, concerns, and
suggestions. Start by saying what you genuinely like about the idea,
then note your one or two key concerns, and then offer or ask for suggestions for
addressing the concerns. This approach keeps the idea in play, helps
your people think more strategically and logically about the merits and
costs of an idea, and – most important – feels deeply collaborative.</span></span><br />
<br />
<span style="font-family: "Trebuchet MS",sans-serif;"><span style="font-size: small;">
</span></span><span style="font-family: "Trebuchet MS",sans-serif;"><span style="font-size: small;"><b><i>Make it happen</i></b>. When people see their
ideas put into practice, that’s when they really know you value their
contributions. Especially if you give them public credit.</span></span><br />
<br />
<span style="font-family: "Trebuchet MS",sans-serif;"><span style="font-size: small;">
</span></span><span style="font-family: "Trebuchet MS",sans-serif;"><span style="font-size: small;"><b><i>When you’ve made your point, stop</i></b>. Even if
you do all the things I’ve recommended above, you still may have to
teach yourself how to stop talking once you’ve started. I’ve observed
that when leaders over-talk, it’s generally for one of four reasons: 1)
they’re not clear about what they wanted to say, so they riff, 2) they
like the sound of their own voice and/or speaking to a captive audience,
3) they’re nervous about the message, or 4) they think this is what
leaders are supposed to do. You’ll notice that all four reasons are
internal vs. external, they exist inside your own mind. So if you’re
guilty of running off at the mouth, I’d suggest you do a little
self-reflection to find out why you, personally, are talking too much.
Then <a href="http://www.forbes.com/sites/erikaandersen/2012/06/07/how-to-stop-being-your-own-worst-enemy/">change your self-talk</a> to support changing your behavior.</span></span><br />
<br />
<span style="font-family: "Trebuchet MS",sans-serif;"><span style="font-size: small;">
</span></span><span style="font-family: "Trebuchet MS",sans-serif;"><span style="font-size: small;"><b><i>Listen!!!</i></b> I can’t stress this enough. If
you’re listening, you’re not talking, and you’re also finding out
critical stuff, building relationships, and creating a culture of
respect and transparency. If you only do one thing from this post, do
this. Real listening is almost magically potent. If you’re truly
listening, getting fully engaged and interested in what the other
person is saying, asking questions for understanding, and restating
important points to make sure you’re getting it, people will talk to
you. Period.</span></span><br />
<br />
<span style="font-family: "Trebuchet MS",sans-serif;"><span style="font-size: small;">
</span></span><span style="font-family: "Trebuchet MS",sans-serif;"><span style="font-size: small;">Do these things, and I suspect you’ll discover that your folks have a
lot of great things to say, and that you can often lead better by
listening than by talking.</span></span>Waynehttp://www.blogger.com/profile/04457679038203122022noreply@blogger.com0tag:blogger.com,1999:blog-2258644057410541726.post-60755574762681160812013-08-14T08:49:00.003-07:002013-08-14T09:13:21.025-07:00Less Is More<!--[if gte mso 9]><xml>
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<br />
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; mso-outline-level: 1;">
<span style="font-family: Georgia,"Times New Roman",serif;"><b><span style="font-family: "Times New Roman","serif"; font-size: 24.0pt; mso-fareast-font-family: "Times New Roman"; mso-font-kerning: 18.0pt;">In Public Speaking, Less Is More from <a href="https://twitter.com/DrNickMorgan" target="_blank">Nick Morgan</a></span></b></span></div>
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<span style="font-family: Georgia,"Times New Roman",serif;"><br /></span></div>
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<span style="font-family: Georgia,"Times New Roman",serif; font-size: small;"><span style="font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">Less is more.</span></span></div>
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<span style="font-family: Georgia,"Times New Roman",serif; font-size: small;"><br /></span></div>
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<span style="font-family: Georgia,"Times New Roman",serif; font-size: small;"><span style="font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">That’s the single most important
public speaking rule of thumb. When speakers make mistakes, it’s most
often because they try to cram too much data into their talks, because they try
to make too many points about the subject, or because they try to tell the
audience everything they know about the issue at hand.</span></span></div>
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<span style="font-family: Georgia,"Times New Roman",serif; font-size: small;"><br /></span></div>
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<span style="font-family: Georgia,"Times New Roman",serif; font-size: small;"><span style="font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">In delivery, speakers don’t pause
enough, typically. They want to fill that apparently awkward silence with
noise, so they keep talking, and add fillers words and “ums” when they should
just be quiet. Pausing allows time for your point to land, for the
audience to understand what you’re saying, and for the puzzled to ask questions.</span></span></div>
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<span style="font-family: Georgia,"Times New Roman",serif; font-size: small;"><br /></span></div>
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<span style="font-family: Georgia,"Times New Roman",serif; font-size: small;"><span style="font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">When you’re connecting with an
audience, you must connect with them on an emotional level as well as an
intellectual one. That means simplifying and reducing your emotions to
the two or three that are most important to the arc of the talk and focusing on
those. Get rid of the extraneous emotions the nerves, the anxiety, the
fight-or-flight worries, the stuff that’s on your mind and instead focus on
the one, two, or three emotions that matter the most to the story you’re
telling and to the audience. Take the audience on a simple emotional
journey as well as an intellectual one.</span></span></div>
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<span style="font-family: Georgia,"Times New Roman",serif; font-size: small;"><br /></span></div>
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<span style="font-family: Georgia,"Times New Roman",serif; font-size: small;"><span style="font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">I’ve been working with a client on a
three-minute speech for a speaking contest, and when we began we were both
struggling with how little you can say in three minutes. But as we worked
on refining the point of the talk, and reducing the story to its essential,
cutting out all the excess detail, we found that you can say a surprising
amount in that time.</span></span></div>
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<span style="font-family: Georgia,"Times New Roman",serif; font-size: small;"><br /></span></div>
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<span style="font-family: Georgia,"Times New Roman",serif; font-size: small;"><span style="font-family: "Times New Roman","serif"; font-size: 12.0pt; mso-fareast-font-family: "Times New Roman";">It’s about 400 hundred words, and
while that doesn’t allow time for much detail, it does allow time for a story
arc, a problem and a solution, and a life-changing insight to share with the
audience. Many studies show that people don’t
remember much of what they hear in speeches. So less is more. Less
detail, less extraneous emotion, fewer words, more silence.</span></span></div>
<div class="MsoNormal" style="line-height: normal; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto;">
<br /></div>
Waynehttp://www.blogger.com/profile/04457679038203122022noreply@blogger.com0tag:blogger.com,1999:blog-2258644057410541726.post-6021558625650725052013-07-06T16:30:00.000-07:002013-11-10T21:58:25.975-08:00Lessons Learned<p dir=ltr>Here's some general lessons learned from discussions with friends:</p>
<p dir=ltr><b>1. The world is trying to keep you stupid.</b> From bank fees to interest rates to miracle diets, people who are not educated are easier to get money from and easier to lead. Educate yourself as much as possible for wealth, independence, and happiness.</p>
<p dir=ltr><b>2. Do not have faith in institutions to educate you.</b> By the time they build the curriculum, it’s likely that the system is outdated– sometimes utterly broken. You both learn and get respect from people worth getting it from by leading and doing, not by following.</p>
<p dir=ltr><b>3. Read as much as you can.</b> Learn to speed read with high retention.</p>
<p dir=ltr><b>4. Connect with everyone, all the time.</b> Be genuine about it. Learn to find something you like in each person, and then speak to that thing.</p>
<p dir=ltr><b>5. Don’t waste time being shy.</b> Shyness is the belief that your emotions should be the arbitrators of your decision making process when the opposite is actually true.</p>
<p dir=ltr><b>6. If you feel weird about something during a relationship, that’s usually what you end up breaking up over.</b></p>
<p dir=ltr><b>7. Have as much contact as possible with older people.</b> The reason this is so valuable is because people your age don’t usually have the decision-making ability to help you very much. Also they know almost everything you will learn later, so ask them.</p>
<p dir=ltr><b>8. Find people that are cooler than you</b> and hang out with them too. This and the corollary are both important: “don’t attempt to be average inside your group. Continuously attempt to be cooler than them (by doing cooler things, being more laid back, accepting, ambitious, etc.).”</p>
<p dir=ltr><b>9. You will become more conservative over time.</b> This is just a fact. Those you surround yourself with create a kind of “bubble” that pushes you to support the status quo. For this reason, you need to do your craziest stuff NOW. Later on, you’ll become too afraid. </p>
<p dir=ltr><b>10. Reduce all expenses as much as possible.</b> I mean it. This creates a safety net that will allow you to do the crazier shit I mentioned above.</p>
<p dir=ltr><b>11. Instead of getting status through objects</b> (which provide only temporary boosts), <b>do it through experiences</b>. In other words, a trip to Paris is a better choice than a new wardrobe. Studies show this also boosts happiness.</p>
<p dir=ltr><b>12. While you are living on the cheap, solve the money problem.</b> Use the internet, because it’s like a cool little machine that helps you do your bidding. If you are currently living paycheck to paycheck, extend that to three weeks instead of two. Then, as you get better, you can think a month ahead, then three months, then six, and finally a year ahead. (The goal is to get to a point where you are thinking 5 years ahead.)</p>
<p dir=ltr><b>13. Learn to program.</b></p>
<p dir=ltr><b>14. Get a six-pack</b> (or get thin, whatever your goal is) <b>while you are young</b>. Your hormones are in a better place to help you do this at a younger age. Don’t waste this opportunity.</p>
<p dir=ltr><b>15. Learn to cook.</b> This will make everything much easier and it turns food from a chore + expensive habit into a pleasant + frugal one. I’m a big Jamie Oliver fan, but whatever you like is fine.</p>
<p dir=ltr><b>16. Sleep well.</b> This and cooking will help with the six pack. If you think “I can sleep when I’m dead” or “I have too much to do to sleep,” I have news for you: you are INEFFICIENT, and sleep deprivation isn’t helping.</p>
<p dir=ltr><b>17. Get a reminder app for everything.</b> Do not trust your own brain for your memory. Do not trust it for what you “feel like” you should be doing.</p>
<p dir=ltr><b>18. Choose something huge to do</b>, as well as allowing the waves of opportunity to help you along. If you don’t set goals, some stuff may happen, but if you do choose, lots more will.</p>
<p dir=ltr><b>19. Get known for one thing.</b> Spend like 5 years doing it instead of flopping around all over the place. If you want to shift afterwards, go ahead. Like I said, choose something.</p>
<p dir=ltr><b>20. Don’t try to “fix” anyone.</b> Instead, look for someone who isn’t broken.</p>
Waynehttp://www.blogger.com/profile/04457679038203122022noreply@blogger.com0