What to Do When Your Managers Don't Trust Each Other

culled from:.inc.com

For smooth execution, people on your team--from upper management to those who toil on the most mundane tasks--need to have confidence in one another. Without trust, people at best second guess those they deal with. At worst, they won't make necessary efforts because, why bother? Other people will only screw things up.
Such is the stuff of office intrigue and backbiting. But it can get worse when the people who aren't inspiring trust are the people on your management team. News flash: That's the situation in many companies, according to a new survey of "200 C-suite executives, senior leaders, and managers" conducted by the Economist Intelligence Unit on behalf of management consulting firm BTS. And, sadly, you, too, may distrust many of the managers working for you.
Here are some figures on the percentage of people who are "'highly confident' in their managers' ability to lead successful execution" and that leaders are "hands-on":

Focus on the left-hand side and consider that CEOs have more faith in managers working for them than the managers themselves. The most cynical are C-level executives. Chances are disturbingly good that, at many companies, most managers don't trust one another. Not exactly the formula for effective action, eh?
There are two major scenarios, both of which can be at work in the same company. One is that employees don't trust some managers for a good reason. The other is that employees perceive managers as being ineffective even if they actually are effective. Here's what you should do:

Take a reality check.

To understand the situation in your company, it is important to learn who is and isn't trusted and why. Don't even try to do this on your own. When you start asking people (and consider talking to all employees, not just managers) about who is effective and who is not, you'll generate immense fear and get many answers calculated to be what people think you want to hear. This is a situation where you need a neutral third party who can respect confidentiality, knows how to put people at their ease, sort out reality, and can report results in a way that still provides useful data. Having been one of the people interviewed in my professional past, I can't stress enough the importance of the professionalism and believability of the people involved. If you try to undertake the question with people who work at your company, don't even start. You'll waste everyone's time.

Verify with data.

Next, you need to understand whether the personal opinions match other measures of effectiveness. Don't assume that someone who receives a poor rating is necessarily ineffective. Review basic metrics of the function for which a given manager is responsible. Now you'll get a sense of whether a manager actually seems ineffective or has a reputation of being so. (You might find the opposite problem as well: Someone with a great rep whose department doesn't get things done.)

Analyze the results.

If someone has a good reputation and is apparently effective, breathe a sigh of relief. If performance is poor, consider whether the problem is the manager or if imposed business processes or corporate culture could be the cause. It may be, however, that the manager is the problem. If so, work up the chain from the person to the appropriate person in upper management and consider whether the management may need more seasoning, some specific training, or if there may be a misfit for that particular position. It may be that you will have to replace someone, but then again, that might not be necessary. Determine what will serve the company and morale best in the long run. A "dump the chump" attitude could do damage.
Many entrepreneurs are fond of saying that the company's most important asset is the people who work there. Moving beyond rhetoric into action can significantly improve your fortunes.

Read More

Why Your Management Team Isn't As Important As You Think

culled from:inc.com
Personally, I found that having a management team of senior leaders helped me to run my last company. When it comes to getting an offer, however, companies with a management team are only slightly more likely to get an unsolicited acquisition offer than those without one (17 percent vs. 16 percent). What's more, when we analyzed multiples offered, having a management team in place did not increase the value of offers received.
Keep in mind that most of the factors we measured had a significant impact on offer multiples, so the absence of any lift among companies with a management team is surprising and noteworthy. For example, having a monopoly on your product or service increases offer multiples by an average of 43 percent, while growing your top line revenue by 30 percent or more juices your likely offer multiple by 33 percent. So it came as a surprise to us how little having a management team matters when it comes to either getting an offer or the offer's value.
Please don't misinterpret my comments here. I'm not saying don't build a management team. I am, however, saying a management team on its own has no statistical relationship either to getting an acquisition offer or to the multiple being offered.

The C-Suite Liability
One possible explanation for this apparent disconnect can be found in the way acquirers deal with managers after an acquisition. When a big company buys a little one in the same industry, most acquirers are keen to integrate the new division in order to realize the strategic benefits of the acquisition.
When you integrate, you get duplication among management roles, which means the acquiring company needs to run with two people doing one job or let go the weaker of the two managers. Under either scenario, the duplication of managers is a liability to the acquiring company that they have to deal with post-acquisition.
This duplication is most pronounced in the finance department, which the acquiring company will typically integrate within weeks of an acquisition.

The Alternative To a C-Suite Team
So what should you do as a business owner keen to increase the value of your company and have a life outside of the office? You may want to consider hiring a Second-in-Command (2iC). In a survey of M&A professionals we did back in 2012, we found that having a 2iC made a company more attractive to an acquirer than any other management position.
Part of the reason 2iCs are so attractive to acquirers is that they see a 2iC as someone who will stick around post-sale and help them run the business they have just bought. Unlike a functional executive (e.g., CFO, VP Marketing) where duplication almost always exists, a 2iC is a general manager with enough knowledge to help the acquirer realize the benefits of their purchase. What's more, most acquirers know that you, the owner, will be a flight risk once their check clears, and that they are more likely to be able to put an attractive compensation plan in place for a 2iC who did not benefit financially from the sale as much as the owner.
If you're keen to build a great company over the coming decades, by all means hire a management team. If your goal, however, is to sell your business in the next couple of years, focus your resources on a solid 2iC that the acquirer can retain after an acquisition.

Read More

Manage Yourself First, Then You Can Effectively Manage Others

culled from:.inc.com

Time Exploitation

Morning person or night owl? Which type are you? Managing life at 10:30 in the morning may be a breeze for you, while you have trouble remembering if you kissed the kid goodnight or not by 10:30 at night. Take a serious look at how well you manage your life through different periods of the day to get a better understanding of the reality that everybody's biological clock is set to a different time zone. Managing others will become easier and more effective if you make the effort to find out when the people you are counting on to do their best work...do their best work. For instance, if you've got two people who do their best work early in the day and two people who do their best work in the afternoon, project management begins by assigning the introductory elements to the morning people and the secondary elements to those who are just coming into their own after lunch.

Setting Goals

The value of setting goals that are strictly defined cannot be overestimated when it comes to managing a team. Do you set goals for yourself? You're running a business, right? So, yeah, of course you do. If you manage goals for yourself effectively, then you intuitively know that effective management of others is based on ensuring that everybody is aware of the strictly defined overall goal as well as the strictly defined goal for their individual part in the process. If people know the goal and the mission and given the tools to success your success will skyrocket. The key is setting goals for everyone in your organization that are tough but achievable.

Rewards

Think about the way you manage your personal life. You clearly set goals for yourself, right? When you achieve those goals, you make a point of not rewarding yourself, right? Of course not! Who does that? But what you probably don't do is reward yourself monetarily every time you achieve a goal. Setting rewards for accomplishing strictly defined goals doesn't have to mean actual cash payment. Rewards can range from a new desk chair where all the wheels work, to a day off from work, to tickets for a ballgame. Be creative in organizing your reward system and you will find that managing other people becomes much easier. There is more to life than money. More business owners need to understand this.

Meetings

You know what? You hate meetings. The people you manage hate meetings. Everybody hates meetings. That is one of the two absolute truths in America. Unfortunately, you can't manage a business of more than one person without holding meetings. What you can do is take a tip from the way you manage your life away from the office. Do you hold a meeting to discuss who will take out the garbage? Do you hold a meeting to discuss what to have for dinner? Maybe, but probably not. The point being that you don't need to call an official meeting when you can just easily provide all the particular information in the form of a report or e-mail or conference call or just, you know, dropping in on people and talking. People pay more attention to their e-mails than they do at meetings. This is second absolute truth in America.  When it comes to business management tips, maybe you've been looking in the wrong places. Just find the nearest mirror and look at your own life. The way you manage it probably says a lot about how you should manage others.

Read More

Forget Time Management. Try Attention Management

culled from:.inc.com

No matter what you do, time marches on at its own pace--tick, tick, tick. There's nothing you can do to change that (unless you can travel close to the speed of light). Time is a great equalizer; it runs at the same speed for everybody, rich or poor, jet pilot or snail farmer. You can't manufacture time, you can't reproduce time, you can't slow time down, or turn it around and make it run in the other direction. You can't trade bad hours for good ones either.

What you can manage, however, is your attention. Attention is a resource we all possess. Your attention reflects your conscious decisions about which activities will occupy your time. You are where your attention is, not necessarily where your body is.

The first step is to precisely understand your priorities. There's a big difference between managing your attention to accomplish priorities and checking off items on your to-do list. Your natural tendency is to do what is fun, convenient, or absolutely necessary at any given time--but your true priorities may not fit into any of those categories. So, ask yourself, "If I could accomplish only one thing right now, what would that one thing be?" Your answer will quickly identify your top priority, which is where you should be directing your attention.

Dwight D. Eisenhower, the World War II general who went on to become a popular President of the United States, used what is now called the Eisenhower Method for managing attention. After identifying the tasks confronting him, he drew a square and divided it into four quadrants. Each task was then designated to one of the four quadrants, according to which of the 4 D's was the most appropriate: Do it, dump it, delegate it, or defer it.
Be sure to distinguish between "urgent" and "important" activities. Important activities are beneficial and should be accomplished, if not right away, then eventually. Urgent activities are time sensitive, but not necessarily crucial to your bigger goals.
As you identify priorities, be realistic about what you can accomplish. Be honest with yourself about what you truly want to achieve in your life and work. Where do you want to invest your attention? Although important tasks are your top priorities, most of the time these are not the things that appear to be urgent. Don't be fooled into thinking that whatever seems urgent is worth taking your attention from your most important goal. Eisenhower's mantra was "What's important is seldom urgent, and what's urgent is seldom important." Less important priorities should not receive more attention than more important priorities.

Read More

7 Things Great Leaders Always Do (But Mere Managers Always Fear)

culled from:.inc.com

1. A great leader connects daily work with great goals. A mere manager focuses only on the short-term.

It's easy to get caught focusing on things that are urgent, rather than important. A mere manager spends most energy on the daily grind, and harangues his people for not achieving short-term goals, regardless of their long-term importance.
A truly great leader on the other hand, could hardly care less about TPS reports, or whatever the equivalent is in his or her workplace (and probably has to work to hide his or her contempt for such bureaucratic goofiness). What matters most to him or her--it is what truly matters most.

2. A great leader thinks of people as people. A mere manager sees only titles or organizational charts.

If you catch yourself referring to people on your team by their job titles as often as by their names, beware--you're on the road to becoming more of a manager than a leader. A real leader thinks of people individually and holistically, and tries hard to understand strengths and weaknesses, goals and interests.
I saw this all too often in the military, for example, where great leaders grew to know their soldiers, and lesser leaders referred to them generically, either by their ranks or occupational specialties. There might be nothing less humanizing than to hear an officer refer to his troops as a bunch of "11-Bang-Bangs" (slang for "11-Bravo," which is in turn the bureaucratic designation for an infantry soldier).

3. A great leader wants to earn respect. A mere manager wants to be liked.

Great leaders aren't always the most likable people. In the long run, great leaders recognize that their job is to get people to do things the might not want to do, in order to achieve goals they want to achieve.
Contrast that with "mere managers," who either want to be liked or try to convince themselves that they don't care. Great leaders know that cordiality is necessary, but also that they might sometimes have to sacrifice short-term likability in favor of long-term respect.

4. A real leader is thrilled when team members achieve great things. A mere manager is threatened.

In the grand scheme of things, a mere manager doesn't have much. He or she hasn't aspired to enough in life, and has taken on a bureaucratic role. Yet that's all he or she has, and as a result, the fear of losing it can be overwhelming. Thus, when a team member outgrows her role, a manager worries first about being outshone.
A true leader, on the other hand, takes his or her team members' accomplishments as a point of pride, and recognizes that the mark of a great leader isn't creating followers--but instead developing other leaders.

5. A great leader empowers people with honesty and transparency. A mere manager parcels out information as if it costs him personally.

We've all seen likely this issue firsthand. A great leader understand that all else being equal, transparency shows respect for your team and helps them do good work.
A mere manager, however, fears that sharing information can be tantamount to giving up leverage. So he or she holds cards close to the vest--and undermines the team's performance in the process.

6. A great leader understands that if the team falls short, he is responsible. A mere manager blames the team.

Once more, it all comes down to fear. A mere manager hasn't actually earned anyone's respect, and so he or she is constantly afraid of losing power. If the team doesn't accomplish its goals, the mere manager is primarily concerned about losing his or her role on an organizational chart.
A true leader, on the other hand, recognizes that no matter why the team falls short, he or she is to blame. Even if he or she believes that a specific team member might have been the cause, the true leaders shoulders the blame and spurs the team to do better.

7. A great leader cares mainly about results. A mere manager is more concerned with process.

To be fair, some organizations' management positions are designed to protect processes, not to empower people. Still, if you're reading this, I'm going to assume that we have something in common, and that this kind of role holds little appeal for you. Seriously, who cares about process when the results are positive?
You might also realize that this puts you in the minority of leaders. Regardless, the main rule that a true leader lives by is that it's better to be resourceful, and that it's always easier to get forgiveness than permission.

Read More

20 Time-Management Lessons Everyone Should Learn in Their 20s

culled from:.inc.com

1. There's always time. Time is priorities.

You never run out of time. If you didn't finish something by the time it was due, it's because you didn't consider it urgent or enjoyable enough to prioritize ahead of whatever else you were doing.

2. Days always fill up faster than you'd expect.

Build in some buffer time. As the founder of Ruby on Rails and Basecamp, David Heinemeier Hansson, said, "Only plan on four to five hours of real work per day."

3. Work more when you're in the zone. Relax when you're not.

Some days, you'll be off your game, and other times, you'll be able to maintain your focus for 12 hours straight. Take advantage of those days.

4. Stop multitasking. It kills your focus.

There have been academic studies that found the brain expends energy as it readjusts its focus from one item to the next. If you're spending your day multitasking, you're exhausting your brain.

5. We're always more focused and productive with limited time.

Work always seems to find a way of filling the space allotted for it, so set shorter time limits for each task.

6. Work is the best way to get working. Start with small tasks to get the ball rolling.

The business plan you need to finish may be intimidating at 8 in the morning. Get your mind on the right path with easy tasks, such as answering important work emails.

7. Work iteratively. Expectations to do things perfectly are stifling.

General George S. Patton once said, "A good plan executed now is better than a perfect plan executed next week."

8. More work hours doesn't mean more productivity. Use constraints as opportunities.

Don't kid yourself into thinking that sitting at your desk will somehow extract work from you. Do whatever you can to finish your current task by the end of regular work hours instead of working into the night.

9. Separate brainless and strategic tasks to become more productive.

Ideally, you can brainstorm your ideas and then execute them. If you're constantly stopping your flow of work to rethink something, you're slowing yourself down.

10. Organize important meetings early in the day. Time leading up to an event is often wasted.

If you have an important meeting scheduled for 4 p.m., it's easy for anxiety to set in and keep that meeting at the front of your mind. Try to get big meetings over with early so you can work without worrying about them.

11. Schedule meetings and communication by email or phone back-to-back to create blocks of uninterrupted work.

You'll disrupt your flow if you're reaching out to people throughout the day.

12. Work around procrastination. Procrastinate between intense sprints of work.

Try Francesco Cirillo's Pomodoro Technique. Pomodoro is Italian for tomato, and the technique's name refers to the tomato-shaped cooking timer Cirillo used to break his work into 25-minute increments with five-minute breaks in between. You can use the same idea with your own increments, as long as they inspire bursts of hard work.

13. Break down a massive task into manageable blocks.

Alabama football coach Nick Saban follows a similar philosophy he calls the Process. Instead of having his players focus on winning the championship, he trains them to focus on only what is directly in front of them--each block, pass, and field goal.

14. No two tasks ever hold the same importance. Always prioritize. Be really careful with to-do lists.

Daily to-do lists are effective ways of scheduling your day. Just do what you can to keep bullet points from making "clean desk" on par with "file taxes."

15. Always know the one thing you really need to get done during the day.

To help prioritize, determine which task in front of you is most important, and focus your energy on getting that done as soon as possible.

16. Delegate, and learn to make use of other people.

To be truly efficient, get over the fear of handing off work to someone else. "If something can be done 80 percent as well by someone else, delegate!" says John C. Maxwell, author of How Successful People Think: Change Your Thinking, Change Your Life.

17. Turn the page on yesterday. Only ever think about today and tomorrow.

Don't distract yourself with either the successes or failures of the past. Focus instead on what's in front of you.

18. Set deadlines for everything. Don't let tasks go on indefinitely.

Spending too much time on a project or keeping it on the backburner for too long will lead to stagnation. Get things done and move on.

19. Always take notes.

Don't assume you'll remember every good idea that comes into your head during the day. It doesn't matter if it's a notebook, whiteboard, or an app like Evernote--just write stuff down.

20. Write down any unrelated thoughts that pop up when you're in the zone, so that they don't linger as distractions.

Read More

11 Habits of Highly Ineffective Managers

culled from:.inc.com

1. Being a Know-It-All

Weak bosses quash discussions that might reveal their ignorance, belittle the true expertise in the group, and then (often without being aware of it) recruit and retain second-rate "stupider than moi" employees.
Strong bosses surround themselves with the smartest and most talented people they can hire. Rather competing to see who's a bigger brainiac, they draw on the expertise of the entire group in order to make better-informed decisions.

2. Managing Numbers, Not People

Weak bosses spend more time with their spreadsheets than with their employees. While they give lip service to employee morale, they're all about the bottom line--even if it means making everybody miserable.
Strong bosses see the numbers not as a reason for for managing employees but as a measure of how well those employees are managed. These bosses consider coaching to be top priority and trust that investing in people will cause the numbers to improve.

3. Embracing the Status Quo

Weak bosses feel the need to control employee behavior. They consequently monitor web traffic, social networking, emails and messages, all the while expecting to discover disloyal behavior. Some even use GPS to track employee movements.
Strong bosses realize that corporate snooping is not only pointless (because any half-wit can avoid it) but creates an atmosphere of paranoia that drives employees to become even more secretive.

 

 

 

4. Spying on Employees

Weak bosses secretly believe that "the only people who like change are wet babies." Since the status quo put them in power, the status quo (by definition) must be the best of all possible worlds. After all, "if ain't broke, don't fix it."
Strong bosses don't value change for its own sake, but they do recognize that both teams and individuals must swiftly adapt when the situation changes. While this might sometimes put the boss's power base at risk, it's a risk that they're willing to take.

 

 

 

 

5. Believing the Technology Myth

Weak bosses swallow the malarkey (endlessly promoted in high-tech ads) that computer technology automatically makes employees more productive. They're thus ready to shell out big bucks ... even when the last three IT projects died on the vine.
Strong bosses are well aware that new technology can eat up resources without providing much benefit. They are skeptical about which technologies to embrace, and they encourage their employees to be selective when deciding what to use

6. 'Divide & Conquer'

Weak bosses pit individuals and teams against one another other, hoping that competition will spur everyone on. These internal conflicts tend to create work environments that are seething swamps of resentment and pique.
Strong bosses discourage internal competition in favor of external competition. They encourage employees to see rival firms, not the guys down the hall, as the ones that deserve a good drubbing

7. Refusing to Delegate

Weak bosses believe that delegating makes them less important. They therefore cling to their authority, relinquish it with great reluctance, and then micromanage the results, hoping (secretly) that the employees will conclude that the boss is essential.
Strong bosses know that delegating makes them more important. They realize that there's a limited amount of time in each day and every hour spent doing something an employee could do is just an hour wasted.

8. Expecting Employees to Read Your Mind

Weak bosses believe employees will stay on their toes if they never know exactly what the boss is thinking. When such bosses provide feedback, its something like: "Nope, that's not it!" or "Back to the drawing board!"
Strong bosses are explicit and specific about what they want and what needs to happen. They explain exactly how every project will be measured, and intervene only when those measurements show the project is going awry.

 

9. Refusing to Commit

Weak bosses are afraid to take a stand. If asked for an opinion, they'll say: "That depends." If asked for a decision, they'll say "I have it under consideration" or (if they're feeling frisky) "I have it under active consideration."
Strong bosses realize that delaying a decision is, in itself, a decision—and usually it's the decision to fail. They therefore make decisions quickly, without expecting or requiring exhaustive analysis and debate.
 

 

10. Ignoring Non-Performers

Weak bosses hope against hope that an employee who can't do the job will somehow manage to soldier through. Meanwhile, as everyone else on the team has to pull a little harder to drag the deadweight along, resentment builds and morale suffers.
Strong bosses understand that when a job isn't right for a particular individual, and it's clear that further training or coaching won't change things, it's better to cut that employee loose, so that he or she can find a better match.
 

 

11. Stealing Credit

Weak bosses find a parade and get out in front of it. They jump in at the end of a project, add a little bit of "management input," and then stick their name at the top of the victory presentation. If the project fails, though, the team "acted without my knowledge."
Strong bosses give their employees the credit for doing the actual work, secure in the knowledge that bosses contribute in subtle but essential ways: resolving conflicts, coaching individuals, and providing perspective. And they take the heat when things go wrong.

 

 

Read More

6 Tips for Productive Time Management

culled from:inc.com

1. Keep a time log. Intention is the key to being more productive. I have to focus my time on the highest manner of productivity. That means not leaving things to chance. In order to remove inefficiencies, I first have to know where they are. I'm keeping a log of time spent on my calendar in order to identify inefficient tasks I can delegate or improve. This past year, I logged my writing time with my column and improved my writing efficiency from 3.5 hours per column to less than 2 hours.

2. Add music to solo tasks. One of the ways I reduced my column-writing time was with a specific music playlist. I grouped songs into 30-minute increments. Now when I write, I set my pace to that specific play list.
The music acts as a metronome keeping me in a rhythm. It also lets me know by which song is playing how far ahead or behind I am on the pace without having to clock watch. Lastly, the earphones keep me tethered to the computer, so I'm less inclined to get up for distractions. I'm now adding this to other reading, writing, and thinking tasks.

3. Schedule related tasks together. Lately, I have been in a high volume work mode. Between producing a weekly live radio show, writing three columns a week, and managing a large marketing project, I'm moving fast and furiously to make sure everything and everybody gets deserved attention.
Instead of moving back and forth between different projects in small increments, I'm setting large blocks of time or even a full day for related tasks. This reduces physical and mental prep time, as well as the effort and distraction of having to remind myself of all the detail surrounding the projects.

4. Add pre and post times to meetings. So often I stack several meetings on the phone or in person.  Then, later, I have to go back and decipher my notes to set everything in motion. My new approach is to schedule two minutes before each meeting to prep an action list. I modify the list during the meeting and then I take three minutes afterward to put those items into action. When possible, I apply the recent tip from my Inc. colleague Dave Kerpen of setting those action steps in motion during the meeting itself.

5. Improve punctuality. I used to pride myself on being a very punctual person. I hate being late for anything and am annoyed at others who keep me waiting. So I was shocked when recently a good friend and client told me that she always assumes I will be 15 to 30 minutes late, due to my past behavior.
I thought about how much time is lost in being late, from rushing, rescheduling, apologies, etc. Upon reflection, I identified the culprit. I constantly try to squeeze in one more task, call, or email before I leave for a meeting. No more. I'm now scheduling a set time to leave, with a five-minute buffer to each meeting.  I can always add in a simple task while waiting if I'm early.
6. Add a planned work break. Flipping back and forth from project to project can create distraction and tire my brain. So I have added a 15-minute head-clearing exercise in the middle of the day. Then I do a quick two-minute download of my thoughts so I can assess the remaining day. This combined activity sort of defrags my brain, allowing me to operate at peak efficiency.

Read More

How Successful People Deal With Stress

culled from:entrepreneur.com

They practice gratitude for what they have.

It may sound a little Oprah to you, but developing a gratitude practice is a psychologically proven way to reduce stress and maintain a more positive outlook on life. When you have a more positive outlook (and less of the stress hormone cortisol) you are happier and more productive, too.

They stay positive.

Easier said than done? Sometimes. But successful people tend to be those who see opportunities for growth masquerading as failure, and who look for the lessons learned when something goes awry, instead of wallowing in what could’ve/should’ve been. Maintaining a positive outlook. It’s a popular and proven stress management tool. If affirmations aren’t exactly your thing, try reframing negative thoughts. If you find yourself dwelling on something negative, try adding, “But what I can learn from this is…” Even just noticing that you’re stuck in a negative thought can help you move away from it.

They focus on progress, not perfection.

No one is perfect. Not even the most successful people on the planet are perfect - and they would almost certainly tell you the same. Richard Branson, for example, has had some well known failures in his time, yet has always been blunt about his belief that you fail quickly, fail big, learn from it, and move on. Many of us worship the cult of perfection, but letting it go may release us from a heavy burden of undue stress.

They practice self-care.

Successful people often have the presence of mind to realize that they must care for their most important asset - themselves - in order to continue to be successful. They prioritize healthy habits like getting enough sleep, limiting caffeine and alcohol, getting proper exercise, and switching off from technology periodically. Being overly tired, hopped up on chemicals (like caffeine and alcohol) and constantly monitoring our digital lives puts our adrenal glands into overdrive, and our stress levels through the roof. A truly successful person will strive to find balance to help moderate his stress.

They rely on routines.

One major cause of stress is the number of decisions we have to make in a day. Every decision from whether to have the sandwich or the salad all the way up to hiring and firing decisions weighs on us and causes us stress. Relying on simple routines like having the same lunch every day, answering emails at the same time, or even simplifying your wardrobe can help save your stress and sanity for the bigger decisions that really matter. President Obama (who undoubtedly knows a great deal about stress) mentioned this in an interview with Vanity Fair:

"You need to remove from your life the day-to-day problems that absorb most people for meaningful parts of their day… You’ll see I wear only grey or blue suits. I’m trying to pare down decisions. I don’t want to make decisions about what I’m eating or wearing. Because I have too many other decisions to make. You need to focus your decision-making energy. You need to routinize yourself. You can’t be going through the day distracted by trivia."

They keep the big picture in view.

Finally, successful people are able to keep the bigger picture in view, rather than focusing on minutiae. This is about focusing more on the “why” behind what you do than the “how.” For example, you might feel yourself getting stressed out about the fact that you have to work out every day for an hour (the how), but if you focus on the reason you want to work out - to be healthy and live longer - you may find the actual task less stressful.

Read More

4 Secrets to Multichannel Success

culled from:entrepreneur.com

1. Be strategic. Having your own independent site can be great at connecting you directly with customers. As Dave Huckabay, an e-commerce veteran with more than two decades of ecommerce experience explains, “When you sell on your own platform you have control. When you use other platforms you always have to give them a cut.”
But even Huckabay, who sells industrial and scientific equipment, does a healthy chunk of his business on Amazon and eBay in addition to his five e-commerce sites. Says Huckabay, at the end of the day, the most important thing is to make the sale, even if it means sacrificing some profit margin.
Some secrets to making it work? Huckabay doesn’t list everything from his independent site on Amazon or eBay. He also modifies product descriptions from marketplace to marketplace to better suit that customer. Having something different from your own site can also help the item perform better in search results, Huckabay explains. He suggests you study competitors with the same or similar product to see who is beating you on price and who is offering free shipping so you can adjust where it makes sense for your business.

2. Capture customer information. While established marketplaces are great ways to complement your own online store, many don’t share customer data or contact information outside of basic shipping information, says Terry Lin, the founder fashion accessories company Baller Leather. Lin says, “This makes it difficult to build your customer list and communicate with them in the future about marketing campaigns or promotions.”
To combat this, Lin suggests adding custom inserts when shipping a product. “Ask them to visit your online store for a freebie giveaway in exchange for an email address,” says Lin, who actually got his e-commerce start by selling used college textbooks on Amazon. “This freebie could be a guide, short e-book, audiobook, or content of similar nature.”

3. Be distinct. Since eBay and Amazon make money off transaction fees, it’s in their interest to put your competitors’ similar or even identical products right next to yours so make sure to differentiate your offerings.
“You can no longer just slap a product up and hope it will do well,” says entrepreneur and e-commerce educator Ezra Firestone. “You have to be willing to invest time and energy … You have to have a face, a name a brand and content around what you’re selling.”
Huckabay says he bundles items to create a unique package of products. In one example, he says he bundled a Mantis microscope, which has many uses, with a lens kit designed for circuit board repair. He branded it as the Mantis Rework kit. In other instances Huckabay offers his own replacement warranty when he thinks added value can move the needle.

4. Be selective. Have a reason for each marketplace you use and re-evaluate it seasonally. Not every channel makes sense for every business. For instance, certain luxury retailers who don’t sell in volume such as Gucci, Louis Vuitton and Chanel, never officially list their products an Amazon, eBay or Etsy because it dilutes their brand’s image, Lin explains.
“While marketplaces offer a large number of eyeballs, it isn’t always the right customer,” Lin says. “Utilizing platforms in the right context is the job of the business owner.”

Read More

Good Customer Service Leadership Tips

culled from:http://smallbusiness.chron.com

Clear Goals

A customer service leader should spend time reviewing the job description of each service employee. The job description is the foundation of expectations for an employee. Using the job description as the starting point, a customer service leader can clearly communicate what the baseline expectations are for each employee and build on higher quality standards.

Involve Employees

No one likes to be judged yet it is imperative to evaluate employee performance. One way to reduce the strain of employee evaluations is to involve each employee in the process. Provide everyone with a self-evaluation form that has each employee review his own strengths and weaknesses. Good employees have honest self-perceptions and are more willing to take criticism and training in areas of weakness. Of course, it is imperative to note all strengths as well to let the employees know what is being done well. Let employees know how you rate yourself and your personal goals for improvement. This puts everyone on track to performing at a higher standard.

Understand Every Job

A service manager that doesn't understand everything required in an employee's position runs the risk of giving job demands that don't fit the scenario. A manager who can perform the employee's job is better able to empathize and recognize structural issues that affect customer service performance. For example, a hotel manager who is complaining that his valet's are not bringing cars up faster can see that the service elevator is the culprit, not the employees, if he spends a day on the line. This information allows the manager to take proper action to rectify the problem rather than constantly berate employees for slow service.

Empower Employees

Allow employees to provide feedback and suggestions about goals and issues affecting goal achievement. Conduct meetings and training sessions that not only help service representative improve within their position but also provides opportunities for growth and promotion. Don't be afraid to explain to employees the reasoning behind doing something a specific way or why learning something outside the job description may be helpful. Sometimes an establishment may provide a service in a way that takes too long and seems archaic, but if employees are told that the reason is a long-standing tradition, employees can take pride in the history of what they do. Doing so makes them a part of the history and may increase service performance.

Read More

Tips for communicating better with your employees

culled from:washingtonpost.com

Make communication a consistent priority. Establishing effective leadership communication requires a long-term focus, not just short-lived initiatives. There are multiple venues where employees can receive information from senior leaders, ranging from quarterly call-ins to in-person and virtual town hall meetings. NASA, for example, hosts a virtual executive summit that allows Administrator Charlie Bolden to connect with employees in diverse geographic locations using online tools. NASA’s managers also actively seek employee feedback through focus groups and surveys, customizing questions based on their immediate relevance to the agency.

Communicate through multiple platforms. In order to effectively communicate with all staff, agency leaders should use multiple platforms. From more conventional means of leadership communication, such as one-on-one discussions and emails, to more innovative communication methods, such as video conferencing and social media, leaders should leverage a range of platforms to communicate with employees.

Maintain open lines between leaders and employees. Effective communication is only possible when those in top positions maintain open, direct lines with employees. Agencies can foster such communication by hosting office hours where employees meet directly with leaders, and by organizing webinars that allow leaders to overcome geographical hurdles and engage employees located outside agency headquarters.

Implement employee suggestions. Soliciting employees’ opinions is an initial step toward improving agency communication. Simply collecting these ideas, though, does little to improve satisfaction if employees believe agency leadership does not use their feedback. When leaders implement ideas generated by agency staff, employees receive a clear message that their voice is both heard and valued. The Department of Transportation (DOT) launched an online community, IdeaHub, where agency employees can submit and collaborate on ideas to drive innovation and change. Once these ideas are refined, they are communicated online to everyone at the agency and to the individual who originally submitted the idea. By doing so, DOT’s leadership demonstrates that communication with employees is taken seriously.

Read More

4 leadership tips that will make people adore you

culled from:http://smartblogs.com

In our leadership development training, we like to start out by asking people to list as many characteristics about their former leaders that they abhorred or adored. This tends to start out as a fun exercise, but takes a more serious turn as people then start to look at themselves and their own leadership skills and behaviors.
10 leadership traits that people adore

1. Has a clear vision of how people’s work meets the leader’s expectations.
2. Provides timely, clear, constructive feedback.
3. Expresses appreciation and gives credit where credit is due.
4. Actively listens and answers questions.
5. Treats others with respect and kindness.
6. Consistently fair in their treatment of others.
7. Trains, develops, and grows their people.
8. Willing to jump in and help out when things become difficult.
9. Has an open door policy and is available.
10. Supportive and protective of their people when things go wrong.

Obviously, this list is not comprehensive. There are many great leadership traits we could add.
One of the primary skills of strong leaders is excellent communication. Look closely at the list. How many of these items are directly related to good communication? Every item on the list above is affected by one’s ability to communicate. Indeed, the definition of “conversation” encompasses not only what we say, but also everything we do and how we treat others.
In spite of some people’s best efforts to avoid it, conversations play a large part in a leader’s success. Leaders are often promoted because they possess a high degree of skill and expertise in a given area. That doesn’t necessarily mean that they are good with people or know how to be an effective leader.
Here are a few questions you can ask yourself to improve your leadership skills and help you get the results you want:

How do you treat your people?
To help answer this question, you might ask yourself, “How do my people treat me?” For example, if you are warm and friendly, your people will probably be warm and friendly in return. On the other hand, if you are cold and blunt or if your demeanor is unpredictable, shifting between Mother Teresa and Attila the Hun, for example, your people will likely go to great lengths to avoid you. Be approachable and consistent in dealing with others and they will reciprocate.

Do your people understand how what they do contributes to the success of the organization?
Don’t assume they know, even if the answer may be obvious to you. Recent research indicates that somewhere between 70% and 95% of people do not know how what they do contributes to their organization’s success. If most individuals lack this understanding and you haven’t conveyed it to them, then you are missing the opportunity to increase their motivation, and the likelihood that they will be as productive as they could be. Ask them if they know their impact on the organization’s success, listen to their response, and be prepared to fill in the gaps.

Do you express appreciation for a job well done to each person on your team at least once a week?
I once had a woman in class who had worked for a major telecommunications company for 19 years tell me that, in all that time, no one had ever told her “thank you.” Unfortunately, this example is not uncommon. People need to know they add value and make a difference to the organization, and they need to be acknowledged for their efforts. It takes so little effort to say, “I noticed you did ________ and the impact of that was _______. Thank you.” Leaders often don’t realize how doing this regularly can positively impact their organization, so they don’t. Good leaders do.
A number of years ago, I decided I needed to express more appreciation at home. I determined that I would try to say one positive thing to each member of my family each day. That evening, my wife fixed a wonderful meal. After we finished, I told her that I greatly appreciated her efforts that evening in making sure we had such a wonderful dinner. Stunned, she looked at me and said, “Are you sick or something?!” I knew right then that I was in trouble. Obviously this was something I wasn’t doing often enough! Look for opportunities to catch people doing the right thing, then tell them privately and specifically what they did well and the positive impact it made. Then thank them and walk away. You’ll make their day.

Are you getting the results you want?
If you are not, take a look at yourself and review the clarity and specifics of the directions you are giving. If you are vague, then you are leaving the interpretation of your instructions up to your listener. If you didn’t get what you wanted and you were clear, the next step is to sit down with the individual and discuss why they got the results they did and what they could do next time to improve the outcome.
You can become an effective leader! As in anything else you do, awareness of what is working and what is not is the first step. Then make a plan of action to correct or improve what’s needed. Ask yourself what you adore and abhor in a leader and them ask yourself if what you are doing is worthy of adoration. Being deliberate about your leadership development will improve your results!

Read More

5 Tips on What Employees Want from You as a Leader

culled from:entrepreneur.com

Employees want to trust you and you to trust them. Begin by being trustworthy and extending trust.



Employees want good two-way communication. Begin by being a good listener.


Employees want to be challenged. Set forth your vision and goals clearly and then let your workers exercise their creativity and authority in meeting your goals.


Employees want accountability. Not only should you hold them accountable for their own performance but you should measure your own performance as well.


Employees want recognition. Offer praise and express appreciation at every opportunity.

Read More

5 Tips on Teaching Employees to "Own" Their Work

culled from:entrepreneur.com

1.Include them in long- and short-term planning efforts.


2.Ask for their input on projects for which they're held responsible.


3.Include them on top-level discussions, conferences and meetings when appropriate.


4.Allow them to byline the work they wrote or to speak at the presentation they helped prepare.


5.Help them to become more vested in the work by asking for their opinion. Ask what, if anything, should be done to make the next project easier.

Read More

5 Tips on Managing Yourself

culled from:entrepreneur.com

1.Recognize when you've outrun your abilities. When one entrepreneur saw that her skills weren't adequate to manage her company, she hired a president to handle day-to-day operations.


2.Get a CEO coach. Skilled consultants can help you learn how to take your company to the next level. SCORE can help.


3.Open yourself to being transformed. Listen, really listen, to employees. Let go of old notions of leadership (managing by fear, for example).


4.Be self-aware. Many business owners say self-awareness is essential to understanding what leadership style works for you.

5.Be a servant leader. Consider it your responsibility to serve employees and customers.

Read More

5 Tips on Knowing When You're Getting Stale

 

culled from:entrepreneur.com

1.If you've been running your business 10 years or more, it's probably time for fresh leadership. Consider bumping yourself up to chairman and getting a new CEO.


2.Recognize that fatigue and boredom are signs you've been at the helm too long.


3.Answer honestly: Are you resistant to new ideas and risks? It so, you may be impeding your company's progress.


4.Ask yourself if you're still growing and learning. If not, that's another sign of personal stagnation as a leader.


5.If you think you're becoming too set in your views, surround yourself with people who challenge your thinking.

Read More

5 Tips on Empowering Your Employees

culled from:entrepreneur.com

1.Organize an orientation session; answer the most frequently asked questions and walk employees through solving problems common to your business.


2.Provide employees with the history behind procedures and policies. Background is essential for good decision making.


3.Furnish the necessary resources. Whether it's a list of your contacts or where to find appropriate forms, give your employees the opportunity to succeed.


4.Teach employees where to turn when they can't solve a problem; always going to the president shouldn't be the solution.
Learn to delegate. Delegating tasks will build confidence and teach employees the necessary steps to follow in your business.

Read More

5 Tips on Creating an Innovative Environment

culled from:entrepreneur.com

1.Show your employees you think of innovation as an ongoing process. Some ideas will work and many won't. Keep experimenting.


2.Listen, listen, listen. Innovation is a collaborative process.


3.Be open to "accidents," the unexpected connections that spark new ideas. Inspiration comes from everywhere--often from outside your own field.


4.Draw on your own employees--they know the company's problems and goals best. This is probably one time you don't need outside consultants.

5.Be patient. Creativity can't be hurried.

Read More

5 Tips on Exemplary Leadership

culled from:entrepreneur.com

1.Give employees their freedom. Communicate the goals and let them figure out how to reach those goals. They want control over their working lives.


2.Create an environment that encourages energy and spirit. That leads to happy customers.


3Strive to help employees feel that when they have accomplished the business's goals, they have also accomplished their own personal goals.


4.Create a sense of meaningful purpose. Most workers want to feel they're engaged in something "larger than themselves."


5.Recognize that leadership means responsibility and stewardship. "Leadership isn't rank, privileges, titles or money," says management thinker Peter F. Drucker.

Read More

5 Tips on Effective Leadership

culled from:.entrepreneur.com

1.Communicate clearly and routinely. Lay out your company goals and principles in a mission statement and keep sharing your vision with your employees.


2.Involve employees in setting objectives. Give them feedback on how they're progressing toward meeting those targets.


3.Give your people authority, then hold them accountable. But don't go after them personally when things go wrong. Find out first if the process is at fault.


4.Be accountable yourself. Install an advisory board or executive team to help you make good strategic decisions and give you feedback on your own performance.


5.Be trustworthy and extend trust to your employees. That'll help you earn their loyalty and strengthen your company.

Read More

5 Tips on Cultivating Confident Employees

culled from:entrepreneur.com

1.Ask them to be responsible for progressively larger projects.


2.Use them as examples (in their presence) when describing to others how to do something.


3.Give them feedback at various times during a project--not just at its completion.


4.Send a note of praise to them or better still, to their direct boss.


5.Ask for their opinions and advice on matters not necessarily related to their normal duties.

Read More

5 Tips for Renewing Yourself as a Leader

culled from:entrepreneur.com

1.Take a time-out each day. Put a "Gone Thinking" sign on your door and don't let anyone disturb you.


2.Pursue hobbies and interests outside your business. They'll provide relaxation and may inspire creative ideas you can feed back into the business.


3.Take a vacation or a sabbatical. (But first, make sure you leave the company in good hands!)


4.Spend time with your family. Kids provide a refreshing perspective.


5.Do something you've always wanted to do but never did--learn to build a house, or take a course in acting.

Read More

5 Tips for Hands-On Leadership

culled from:entrepreneur.com

1. Be there. Entrepreneurs warn that a successful business can slip when an owner isn't there at least part of every day, keeping in touch with how things are going.
2. Set an example for working hard. One wholesale bakery owner sometimes sleeps on the couch in his office so he can be there when the early shift comes in at 4 a.m.
3. Don't confuse "hands on" managing with micro-management. Set objectives and offer guidance, but don't make employees do every little thing your way. Gauge what they do by the results.
4. Understand your business down to the last detail. The founder of a toy-store chain visits the stores and spends time doing each job (selling, clerking, etc.) and observing customers' reactions.
5. Stay in touch with "stakeholders"--including customers, employees and suppliers.

Read More

5 Leadership Tips From A Man With A Beard

culled from:http://rhinoden.rangerup.com

By Marty Skovlund, Jr.

Due to the comments on the American (lack of) strategy for dealing with ISIS the other day, there has been a flurry of activity on the news as well as social media questioning our government’s ability to handle foreign policy and national defense responsibilities. I couldn’t help but be instantly reminded of leadership lessons that I learned while serving in the Army, and how many in our nations leadership – whether they be Congressmen, Generals, or the Executive Branch – seem to not know or just willfully ignore some or all of these fairly simple leadership tenets. I don’t know if they have time in their schedule to step away from their spa treatments, golf outings, or partisan arguments to read these five simple leadership strategies, but I hope they do. It should be noted that I am not an executive leadership strategist, life coach, or Obi Wan Kenobi – I am just a guy with a beard on his face and a coffee (black) in his hand relaying to you what I was taught once upon a time:
When in charge, be in charge. It doesn’t matter what your position is, what your experience is, the rank on your chest or the certificates on your wall – if you are put in charge of something you damn well better take charge. Don’t try to please everyone (there are always going to be critics), and sure as hell don’t jerk the proverbial car off the road just because you had to take the wheel. It doesn’t matter who you are put in charge of, if they are actually better suited for the position than you, or how prepared you are for the task(s) at hand. A good leader doesn’t let those things deter him or her, because leadership skills are transferable to any situation or mission.
I was in Baghdad on my first deployment in 2006, and Mike, a former college basketball player-turned-Tab Spec-4 in my squad, told me to go round up the other new guys and get our compound cleaned up because someone important was coming to visit. I honestly don’t remember who the VIP in question was, I just remember the coin he gave to a few guys in our platoon had a bottle opener built into it. Anyway… Mike put me in charge of this detail and I had absolutely no rank or time in service over the guys I was now in charge of, if only briefly. Now, I was a freaking idiot as a new guy. I mean, a team leaders worst nightmare… like… drive-a-Stryker-down-the-street-with-the-ramp-down bad. He knew this, and knew that I would probably hesitate to lead guys who would more than likely laugh at someone like me telling them what to do. Regardless, he looked me square in the eyes and said, “Skovlund, when in charge, be in charge. If you fail to accomplish the task or properly motivate the other guys to work to standard – it’s your ass not theirs.”
Roger, Specialist.
I had (and still have) a lot of respect for Mike, so I didn’t want to fail him – even if it was just making sure the water was stocked and the toilets cleaned. That night, I believe I stepped up to the plate and accomplished the task. We received no complaints about our AO being dirty or unkempt, and I was smoked for a completely different reason so I was successful as far as that task was concerned. I took the lesson to heart though, and it’s something that I think anyone in charge of anything should remind themselves of periodically – especially when thrust into a situation your not prepared for.
Everything that happens or fails to happen is on you. If you are in charge, you can bask in the glory of accomplishment, or the humiliation of failure. A good leader will give credit to the team when there is success though, and shoulder all of the blame when there is failure – even if it wasn’t “technically your fault.” This is why I don’t mind when the Bin Laden raid is put on the resume of accomplishments for our nations leadership, even if they weren’t actually on the ground – they were ultimately responsible. There is, of course, a flip side to that coin and responsibility must be taken even if it would be easier or more convenient to pass the buck.
It was 2009 and I was attending the Army’s physically demanding and prestigious Warrior Leader Course at Ft. Stewart, Georgia. It was my turn to be a squad leader in our small group, and during the middle of one of our classes the First Sergeant came in and handed an unsecured canteen (I think?) to our SGL NCO. It was left outside unattended, clearly bearing the roster number of the guilty party. He was in my squad.
So, the SGL brought him as well as myself (since I was the squad leader) into the office and asked why it was left unsecured and who should receive a negative counseling statement. The soldier who left it, who literally had over twice the amount of time in service that I did, began to stutter something about how his CSM would kill him for not making the Commandants List, but I just thought to myself how many times I had Everything that happens or fails to happen is on youground into me. I spoke up and said, “Sergeant, I was in charge and failed to check that all sensitive items were secured. It’s not his fault, just give me the counseling statement.” The NCO was taken aback by this, as I was basically volunteering to be taken out of the running for Commandants List, as well as a phone call to my Battalion CSM. But with other Rangers in the room with me, I sure as fuck was not going to look like a weak leader in front of them.
The NCO ended up letting both of us off the hook, as well as telling me he was impressed with my intestinal fortitude. Cool. Does that mean I don’t have to memorize the Dog Faced Soldier song now? Kidding, of course. Moral of the story, I would rather take the blame and hope for the best, then pass the blame and look weak. Also, I’m going to go smoke myself now for telling a WLC story – which is worse then telling a basic training story (which I have also done…).

Hesitation is for the weak. Hesitation can get you or your men killed in combat, you into a car accident, or an opportunity to be missed by your company. There is no place for hesitation in leadership. It should also be noted that there is a difference between doing your due diligence and hesitation. Researching and brain storming in a timely and efficient fashion to arrive at a well thought out decision is good – especially when time is available to do such a thing. Wallowing in indecision and refusing to make tough calls because you’re afraid of the potential outcomes is a bad thing. Be decisive or hand the reins over to someone with a pair of brass ones that can be.
I don’t think there is a whole lot to this principle. Just don’t hesitate. It doesn’t require a personal example. When a decision needs to be made, and all the eyes are on you – make it, stand by it, and if you turn out to be wrong – admit it. After you made a decision, hope for the best and begin planning for the worst. I would personally rather follow a leader who was decisive and occasionally wrong, then a leader who hesitated at every turn and may never suffer embarrassing defeats, but also never basked in glorious victory.

Learn from your mistakes, but never make excuses for them. You will make mistakes. I have made mistakes. An embarrassingly numerous amount of them in fact. But, I learned from every single one of them, and tried to apply those lessons in future situations. Nobody likes a leader who spits off a string of excuses every time they mess up, it just makes you look weak. A few lessons I have learned the hard way:

• Always remember to rack a round into your rifle when you leave the FOB.
• Don’t A.D. your white light right outside of the building you are about to clear with armed men inside who don’t appreciate late night visits.
• Take the magazine out of your Springfield XD .45 before disassembling it, especially when at your girlfriend’s house, especially when her roommates are home, and especially when her roommates are dating NCO’s from your company.
• Don’t bring the wrong size boots to Afghanistan just because you think, “They’ll stretch out.” Pro tip: They don’t.

Although mistakes can be embarrassing, and often are, you should never make excuses for them. Own up to them, make a mental note, and hope for the opportunity to make up for it. Don’t be that guy with the excuses though. Just don’t. It’s embarrassing, and everyone in your charge can see right through it. Own it, try to laugh it off (if appropriate), and move on.

The best leaders are never the smartest person in the room. Surround yourself with really smart people, and then empower them to make decisions, take charge, and above all – heed their advice. Yes, as the leader, the buck stops with you. But do not be so arrogant to think you have all the answers. If you are the smartest person on your staff or in whatever piece of the pie you are in charge of, then you are not doing a good job of attracting great talent, and if you aren’t attracting great talent – it’s probably because you have a reputation of being a bad leader.
As a recruiter I went out of my way to find people that I thought had the potential to be a better soldier then I was or ever could be. I tried to find people with amazing athleticism, unwavering motivation, and a thirst for education and learning. I was successful in that endeavor in most instances. As a small business owner today, I pride myself on the fact that I am the least educated and generally least impressive person that is affiliated with my company. I’m not trying to toot my own horn here, but I have a freaking Ivy League professor and a professional athlete on board. I don’t know what they see in a yahoo like myself, but I am glad to have them and take their words very seriously. For that same reason, I believe my company will be very successful some day.
Talent drives innovation, innovation drives success. A President is only as good as his Cabinet, and a business owner is only as good as his employees. Every leader needs to ask him or herself two things; Am I hiring talented people, and am I utilizing them to their fullest potential? If the answer is “No” to either of those – then you need to check yo self before you wreck yo self. Our government needs to look at this one closely, because… John Kerry? Really? Really? Don’t be the one who is responsible for bringing a “John Kerry” on board.

Look, I don’t have all the answers, and I certainly don’t claim to be God’s gift to leadership. I’m just a guy with a beard and a cup of coffee. I have been privileged to serve under or work for some really inspirational leaders, and have tried to apply their lessons in my own life as best as possible. I can only hope to get better and to improve as time passes. My hope is that our nations leaders realize their deficiencies and work expeditiously to correct them before any more lives are lost or national embarrassments are suffered.

Read More

10 Leadership Tips for Young Entrepreneurs

culled from:businessnewsdaily.com
Work hard to get ahead. "I have learned that success may come as a result of two things. One is luck and one is hard work. I chose the latter. Hard work and self-discipline are a common denominator between most business leaders, which proves that when you think you are working too hard, you are probably right, but it is also the reason you are where you are." – Amit Kleinberger, CEO of Menchie's frozen yogurt franchise

Strive for success, but remain humble. "First and foremost, any young founder must have an insatiable hunger for success and winning — and be resolutely prepared to work your a** off, as your competition most certainly will. Most importantly, stay humble and listen. Your team absolutely needs to understand that you're predictably calm and composed for them to flourish." – Jon Sebastiani, founder and CEO of Krave Jerky [5 Simple Ways to Become a Better Leader]

Allow your "great idea" to evolve and change. "Your idea is a great one, but on the road to fruition, understand that it will look very different eventually. It won't resemble your first concept, nor the second version, but the third, after tons of listening and learning — that's where success will come." – Shawn Mendel, founder of Funley's Delicious healthy snack line

Acknowledge your own shortcomings. "Know what your weakness is and hire people around it. The best trait in any leader is to be able to admit their weakest points and build a team to complement it." – Ashley Morris, CEO of Capriotti's Sandwich Shop franchise

Hire (and promote) the right people. "Hire the best, most talented, most knowledgeable people you can get to be a part of your senior management team early as you can. Give them equity to keep them motivated. Steve Jobs mentions something about a small team of A+ players being able to run circles around a large team of B and C players. I see that every day. The entrepreneurs [who] hire A players early and get rid of C players early, move faster and more profitably than anyone else." – Scott Jensen, co-founder of Rhythm Superfoods

Ask for help when you need it. "When you're young you have boundless energy and want to do everything yourself, but don't let your early success turn into an early burn out. Sometimes you will have to hire people older than you with more experience and take their advice, because there are times that you may not know best. And there are times you will. Know how to tell the difference, and know when it's time to ask for help." – Jeff Platt, founder and CEO of Sky Zone indoor trampoline park

Seek out a mentor. "As entrepreneurs we allow our ideas to rule our decision making and often throw analysis and planning out the window. A good mentor will help you think about things you have no experience with." – Jeff Salter, founder of Caring Senior Service franchise

Don't make promises you can't keep. "Your word is everything. If you say you are going to do something, do it. Whether it is a volunteer opportunity or your job, always follow through. [But] it is important to know when to say no. Say, 'I can't do that, but this is what I can do.' Offer what you can, without committing to something you are going to drop the ball on." – Lais Pontes, president and founder of The Pontes Group PR and marketing firm 

Always challenge and encourage yourself. "Young leaders must aspire to continually challenge themselves and focus efforts on improving their strengths as much as their weaknesses. You can be supported by the biggest team and staff, but sometimes as a leader it can be lonely. Those are the times you should find the drive and encouragement within yourself." – David Norsoph, owner and founder of Norsoph, Alcalay & Orner LLP (NAO Law)

Earn your team's respect. "Being a leader means being in command of yourself and your peers. Without either there is no balance. Show compassion and earn the respect of others. Learn to listen and guide." – Michael Kuang, owner and founder of Syphon Fitness
 

Read More

5 Simple and Effective Leadership Tips for Introverts

culled from:lifehack.org

1. Listen first, talk second.

This is something that comes naturally to introverts, and it’s an oft-underutilized skill in the business world. One key to being viewed as a respected leader is to actively listen to your friends/clients/followers and then provide guidance and answers. According to Susan Cain, “There’s zero correlation between being the best talker and having the best ideas.”

2. Step up during times of crisis.

Crises, both at home and at work, are a part of life. It’s how you respond to these moments of adversity that matter. So step up and be the “voice of reason” when bad stuff happens. Where others might see a crisis, introverted leaders see an opportunity.

3. Get out of your comfort zone.

As an introvert, you are likely more comfortable working alone than with people. You may not like to speak in front of groups. But the reality is, these are things that all great leaders need to do sometimes. So force yourself to participate in “small talk” once in a while, even if you think it’s useless. Take a public speaking class. Volunteer to take the lead on a new project at work that you may not know much about. Work on getting a little better at the things you’re not particularly great at each week.

4. Get into your comfort zone.

Introverts spend a lot of time in their own heads. And we need this time. It’s how we recharge, reflect, and come up with great ideas. So set time aside every single day. Even if it’s 15 minutes. Find somewhere quiet to sit down and just breathe. Let the thoughts flow through your head like clouds. And when you’re done, jot down any new ideas that came to mind, which leads to our next tip.

5. Write it down.

Introverts tend to be better at writing than speaking. That’s why you should put your ideas down on paper before you speak about them. And here’s a tip for making your key points “stick”, whether it’s during a business meeting or after speaking at a conference: leave them with something. Create a simple 1- or 2-page document summing up your salient points, answering anticipated questions and objections, and offering to answer any additional questions.

Read More

18 Tips To Be a More Successful Young Leader

culled from:huffingtonpost.com
The entirety of this post are personal insights that I have had as a young leader in the form of tips. This is for anyone aspiring to become a young leader or just a more effective one. I have also included pointers from close friends who are leaders in their area.
1. Be confident, but be careful to not confuse confidence with arrogance. To do this, you need to fully know what you are talking about. When you do speak, speak with conviction.
2. "Leadership is about vision. It's about giving new or original perspectives to things. One who has his own understanding and interpretation of things will distinguish himself from others. Thinking for yourself implies not taking anything for a fact. Always look for a personal explanation or interpretation. In order to gain that personal distance and understanding, one should never rely on others knowledge, work or judgment." Felix Winckler, COO and cofounder of Poutsch.
3. "Inspire others to take action by showing your own action, commitment and good work for a better world. Make it easy for people to step in and join forces if they want to help." Ralien Bekkers, Dutch UN Youth Representative on Sustainable Development.
4. "Be ambitious and do not be afraid to take risks." Jared Costanzo, president and founder of the Student Voice Project. Do not be afraid to be idealistic. If you happen to fail, you will recognize your strengths and limitations and be better to adapt in the future. Only by knowing your limit can you fully maximize your potential. Of course, the scope of your limit will lessen over time through experience.
5. Never let someone tell you that you cannot do something. If something isn't out there, go create it.
6. Be organized. In order to work effectively, you will need to be organized. If you are disorganized, you will tend to forget certain things.
7. Be able to articulate your thoughts and speech thoroughly and efficiently (a.k.a. communication skills). This also includes being able to delegate tasks and being clear of your expectations.
8. Be able to establish your goals and commit to your plan. "Sometimes structure, deadlines, and plans aren't the best way to lead. At times, it is more effective to go with the flow, take it as it comes and explore each new opportunity. But, despite this, you always need to keep in mind your end game, your objective." Prasanth Ramakrishna, President and Founder of Unheard Voices. Kevin Phan, a Commitment Mentor at the Clinton Global Initiative, also advises young people to, "Be patient with your goals. Go on your own timeline."
9. "Make sure your project, campaign or endeavor solves a problem and you that have clearly defined what the problem is and how you are going to solve it." Alex Wirth, chair and founder of the Campaign for a Presidential Youth Council.
10. Know the strengths and weaknesses of yourself and your team. Being a leader does not always mean that you are the most intelligent or capable person within a group. It just means that you have an ability to organize people and are able to utilize each person's skill set. "Leading isn't an easy task -- not everyone can do it. I believe if you are truly passionate about the area you are leading in, not only will you be a successful leader, but there is no end to what you can do. Nothing material can slow you down, only your passion will drive you." Jai Kumar Mediratta, Camp Kesem Executive Board of UNL
11. Be fair. To gain the trust and respect of your followers, you need to be fair. If an opportunity comes up, do not automatically look to your close friends or colleagues. Let everyone know and have the same chance to get whatever it is.
12. Be clever. If something does not work out, try an alternative method. If you do not have enough resources for a project, look in your community to see if it can be easily donated or lent to you. For instance, if I need to use a conference room at the University of Nebraska -- Lincoln to hold an event, it will cost around $200 for a day. However, certified student organizations of the college can reserve one room for free for a specific day. Being clever, in this case, means that you go partner with a student organization and have them reserve a room for you.
13. Be optimistic. After all, optimism is what is needed to change the way this world works. "What you expect tends to happen." Gary Dees, president of Leadership Messenger Academy.
14. Remember that you are young. Be energetic! Personally, I try not to act so serious all the time. Recognize that you are still young and embrace all that your prime has to offer for you.
15. Connect! Strive to make a vast and diverse network of friends and colleagues. You will never know when a person will become handy. I have created a support system through my peers and colleagues. Everyone benefits from a big network. If you want to network with someone you do not know, just introduce yourself through a message and add them anyway.
16. Know when to give "the talk," and do give it when it is necessary. If a member of your team volunteers for a task or have accepted a task delegated by you, they are making a commitment to execute it. Sometimes there are valid reasons that prevent a person from completing their duties and in those cases, you have to accept it when they happen. I do not hesitate to be frank with someone if I had already made my expectations clear or if their failure to complete a task will (or have) hinder the entire team.
17. Have a right-hand man (or woman). This is a go-to person that you trust. My Program Director, Tanvir Faisal, is basically my other arm. I ask that all inquiries sent to me are cc'ed to him as well. He will catch whatever I miss, and at times, advise me on what should be done for all sorts of things.
18. "Know when to listen to others, and when to listen only to yourself." Mark & Ismini Svensson, Founders of StayUNITED

Read More