Case Study: Three young idealists, who blew away their competition: Gandhi, Obama And Walt Disney
I often wonder about the difference between great idealism, great ambition, and great stupidity. It is a fine line indeed. Idealism has always been scoffed at. But where would we be without it?? Failed idealism is often termed as stupidity. But is it really??
I like the quote "Aim for the moon; if you miss it, you will still land among the stars." It is only when you aim high that you can soar high.
George Bernard Shaw once famously said, "The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man."
And indeed so. Its very easy to forget that the people who have been the greatest visionaries were also termed as idiots and idealists. While everyone now might laugh at the thought, Americans have been quick to forget that the president they now adore would not have been but for a healthy dose of idealism on his part. Barack Obama for all given purposes had no business even thinking he would be President. He was of mixed parentage, with a white mother and African (different from African American) father; grew up in Hawaii (a state that has produced zero presidents before this one) with no proper religious background; had a muslim middle name sandwiched between strong Kenyan names; had a Harvard degree, no military service, very little public service, and was of modest means. Add onto that, that he was running against a Clinton. Yet he ran, and he won. And hopefully, he will be the change we all want to see among leaders of our world.
Speaking of "be the change," think of Gandhi, a softspoken, slight Indian man who thought that he could take down the mighty British empire, with a grand total of, well, no weapons. Even fist fights weren't allowed!! If he had told you in the early 1900's that the non-violence movement would not only encompass India and topple the British empire, but bring civil rights to African Americans in the US, reverse apartheid in one of the most racist regimes in the world - South Africa, bring the Chinese military to its knees in Tianenman Square, and become the mainstay of EVERY modern demonstration in the world, you would have laughed!! Many did; yet all those things happened and the movement still endures.
A few days ago, I found myself in another mecca of idealism - Disneyland. Riding some of the rides I had loved as a kid, I was struck by how timeless they were. Disney was SO ahead of his time. To think that much of Disneyland and Disney World's layouts have scarcely changed since they were built, inspite of the massive changes in technology in the recent past; that the most popular rides then still endure, and they continue to "make dreams come true" everyday is mindboggling. I'm sure if Disney had told you in the 30's that people would pay an-arm-and-a-leg to watch talking robot animals in the 21st century, we would have laughed. Yet here we are, years later doing exactly that.
Probably the biggest and powerful idealists are parents and teachers - moms, especially.
I think we need more idealism. Balanced with pragmatism, an unrelenting idealist with clear vision is capable of great change. Rather than laughing at them, maybe we should support them with our pragmatism. That while they soar high, we can be the tails on their kites to guide them, while also enjoying the ride.
Here's to the idealists amongst us!!
Courtesy: http://tworque.blogspot.com/
Showing posts with label Leadership. Show all posts
Showing posts with label Leadership. Show all posts
Friday, July 10, 2009
Friday, June 19, 2009
Life Skills For Success
There are a number of skills that you will need to develop in life if you wish to be successful with anything, and the bad news is that most of these skills are not taught in colleges and universities. One skill that is extremely valuable is public speaking.
If you have the ability to speak in a persuasive manner, and convey your ideas to an audience, then you have the potential to achieve an enormous amount of success.
Those who are good with public speaking tend to be those that have confidence in themselves, and they tend to be people who are a delight to be around.
If you are good at speaking, this means that you are a skilled salesperson, and are capable of selling practically anything, whether it be products or ideas.
Public speaking is also a powerful way to market yourself because you never know who is sitting in your audience.
If you are giving a speech about an investment idea you have which needs capital in order to take off, for all you know, the wealthy investor may be sitting in the audience, and if you speak well, you may meet them after you're done speaking.
Another skill, one which is closely related to public speaking, is the ability to write. When you are a good writer, you can easily sell products and ideas, and you will convey your thoughts much more effectively than someone who writes poorly. However, being a good writer requires you to do more than just learn grammar.
Being a truly good writer requires you to be masterful at controlling your thoughts. When you're able to organize your thoughts in a manner which will allow you to communicate ideas to your audience in an effective way, then this is a sign that you're an effective writer.
The ability to write and communicate with the written word is a timeless skill that is just as valid today as it always has been, and if you are able to write persuasive books, papers, and articles, you will find yourself developing a following within a short period of time.
In addition to public speaking and writing, the ability to manage yourself is absolutely critical.
The ability to manage yourself
Many people are failures in life simply because of an inability to manage themselves. The hallmark of self management is to have lots of self discipline.
If you have a problem waking up on time, or doing what you know you need to be doing when you should be doing it, then your success in life is doubtful.
Another life skill which is indispensable is an ability to work with and recognize authority. No matter how high you rise in life, there will always be someone you answer to. If you're the type of person who has a problem with authority, you're not going to go very far.
As I always like to say: someone is going to tell you what to do, one way or another. It could be your boss or client, or it could be a prison guard, but someone is going to tell you what to do.
Individuals who are argumentative, or who always think their way is the right way, are people who won't go far, because they will make so many enemies and burn so many bridges that no one will want to deal with them.
Even when your client or boss is wrong, and you know they are, it is better to let them find out for themselves as opposed to arguing with them about it. Arguing with others is never a sign of power, and is in fact a sign of weakness.
As the old saying does, "the truth is seen, rarely heard." Talk is cheap, people talk about doing things all the time. To become successful in life, you have to be a man or woman or action, not words. In the long run, actions are the only things that really count.
The Power of Networking
Networking is one of the most powerful tools that you can have at your disposal. No matter how smart or talented you are, if you're incapable of networking with others, you will not go very far. The most successful people in the world are those who know how to build a network. The purpose of building a network is to use the energy and resources of others as opposed to using your own.
Your energy and resources are very finite, it is easy to exhaust and wipe yourself out. However, by working together with a team, you suddenly partition your work load and can complete various tasks within a short period of time.
If you have the ability to speak in a persuasive manner, and convey your ideas to an audience, then you have the potential to achieve an enormous amount of success.
Those who are good with public speaking tend to be those that have confidence in themselves, and they tend to be people who are a delight to be around.
If you are good at speaking, this means that you are a skilled salesperson, and are capable of selling practically anything, whether it be products or ideas.
Public speaking is also a powerful way to market yourself because you never know who is sitting in your audience.
If you are giving a speech about an investment idea you have which needs capital in order to take off, for all you know, the wealthy investor may be sitting in the audience, and if you speak well, you may meet them after you're done speaking.
Another skill, one which is closely related to public speaking, is the ability to write. When you are a good writer, you can easily sell products and ideas, and you will convey your thoughts much more effectively than someone who writes poorly. However, being a good writer requires you to do more than just learn grammar.
Being a truly good writer requires you to be masterful at controlling your thoughts. When you're able to organize your thoughts in a manner which will allow you to communicate ideas to your audience in an effective way, then this is a sign that you're an effective writer.
The ability to write and communicate with the written word is a timeless skill that is just as valid today as it always has been, and if you are able to write persuasive books, papers, and articles, you will find yourself developing a following within a short period of time.
In addition to public speaking and writing, the ability to manage yourself is absolutely critical.
The ability to manage yourself
Many people are failures in life simply because of an inability to manage themselves. The hallmark of self management is to have lots of self discipline.
If you have a problem waking up on time, or doing what you know you need to be doing when you should be doing it, then your success in life is doubtful.
Another life skill which is indispensable is an ability to work with and recognize authority. No matter how high you rise in life, there will always be someone you answer to. If you're the type of person who has a problem with authority, you're not going to go very far.
As I always like to say: someone is going to tell you what to do, one way or another. It could be your boss or client, or it could be a prison guard, but someone is going to tell you what to do.
Individuals who are argumentative, or who always think their way is the right way, are people who won't go far, because they will make so many enemies and burn so many bridges that no one will want to deal with them.
Even when your client or boss is wrong, and you know they are, it is better to let them find out for themselves as opposed to arguing with them about it. Arguing with others is never a sign of power, and is in fact a sign of weakness.
As the old saying does, "the truth is seen, rarely heard." Talk is cheap, people talk about doing things all the time. To become successful in life, you have to be a man or woman or action, not words. In the long run, actions are the only things that really count.
The Power of Networking
Networking is one of the most powerful tools that you can have at your disposal. No matter how smart or talented you are, if you're incapable of networking with others, you will not go very far. The most successful people in the world are those who know how to build a network. The purpose of building a network is to use the energy and resources of others as opposed to using your own.
Your energy and resources are very finite, it is easy to exhaust and wipe yourself out. However, by working together with a team, you suddenly partition your work load and can complete various tasks within a short period of time.
Friday, March 13, 2009
Managers Beware—Your Employees Are Watching You By Debra J. Schmidt
Is “walking the talk” a tired old cliché or a bold new concept? Very few managers today are receiving formal management training. As a result, many are poor communicators and weak in their delegation and leadership skills.
According to a Gallup poll, 25% of U.S. employees would fire their bosses if they could. Why? Because many managers set high service standards for their employees, yet fail to abide by those same standards.
If you are a manager, you are in an excellent position to lead by example. Your employees will only respect your authority if they observe your excellent customer service skills on a daily basis. Customer loyalty must be a top-down initiative.
Here are five ways you can earn greater respect and increase employee loyalty:
1.
Always give performance reviews and salary increases on the promised dates. Employees have those dates memorized. They won’t feel valued and will resent you if their review dates are postponed or forgotten.
2.
Have empathy for your employees. Show compassion by being flexible with hours and time off so they can tend to family emergencies or illnesses.
3.
Be a mentor and coach by sharing your knowledge and experience. Explain to them how business decisions were made, especially when it involves them.
4.
Trust your employees and be willing to delegate projects based on their strengths. If you tend to be a control freak, learn to let go and get out of the habit of micro-managing people.
5.
Let your employees know they’re valued. Smile at them, be approachable, remember the names of their family members and sincerely thank them every chance you get.
The only times that employees can successfully challenge your authority is when they see that you are not practicing what you preach.
Keep in mind that your employees are your primary customers. Treat them with the same respect and caring service that you deliver to your external customers. Remember that you set the tone for your entire department. Your employees are watching you!
Debra J. Schmidt, a.k.a. the Loyalty Leader®, is a professional speaker, corporate trainer and author. She helps companies boost their profits by leading them to greater customer, employee and brand loyalty. You can subscribe to Debra’s free email newsletter packed with loyalty building tips at: www.TheLoyaltyLeader.com
According to a Gallup poll, 25% of U.S. employees would fire their bosses if they could. Why? Because many managers set high service standards for their employees, yet fail to abide by those same standards.
If you are a manager, you are in an excellent position to lead by example. Your employees will only respect your authority if they observe your excellent customer service skills on a daily basis. Customer loyalty must be a top-down initiative.
Here are five ways you can earn greater respect and increase employee loyalty:
1.
Always give performance reviews and salary increases on the promised dates. Employees have those dates memorized. They won’t feel valued and will resent you if their review dates are postponed or forgotten.
2.
Have empathy for your employees. Show compassion by being flexible with hours and time off so they can tend to family emergencies or illnesses.
3.
Be a mentor and coach by sharing your knowledge and experience. Explain to them how business decisions were made, especially when it involves them.
4.
Trust your employees and be willing to delegate projects based on their strengths. If you tend to be a control freak, learn to let go and get out of the habit of micro-managing people.
5.
Let your employees know they’re valued. Smile at them, be approachable, remember the names of their family members and sincerely thank them every chance you get.
The only times that employees can successfully challenge your authority is when they see that you are not practicing what you preach.
Keep in mind that your employees are your primary customers. Treat them with the same respect and caring service that you deliver to your external customers. Remember that you set the tone for your entire department. Your employees are watching you!
Debra J. Schmidt, a.k.a. the Loyalty Leader®, is a professional speaker, corporate trainer and author. She helps companies boost their profits by leading them to greater customer, employee and brand loyalty. You can subscribe to Debra’s free email newsletter packed with loyalty building tips at: www.TheLoyaltyLeader.com
Tuesday, February 24, 2009
Top 10 Qualities of a Project Manager By Timothy R. Barry Project Manager Arms Folded
What qualities are most important for a project leader to be effective? Over the past few years, the people at ESI International, world leaders in Project Management Training, have looked in to what makes an effective project leader. With the unique opportunity to ask some of the most talented project leaders in the world on their Project Leadership courses ESI have managed to collect a running tally on their responses. Below are the top 10 in rank order according to frequency listed.
Inspires a Shared Vision
An effective project leader is often described as having a vision of where to go and the ability to articulate it. Visionaries thrive on change and being able to draw new boundaries. It was once said that a leader is someone who "lifts us up, gives us a reason for being and gives the vision and spirit to change." Visionary leaders enable people to feel they have a real stake in the project. They empower people to experience the vision on their own. According to Bennis "They offer people opportunities to create their own vision, to explore what the vision will mean to their jobs and lives, and to envision their future as part of the vision for the organisation." (Bennis, 1997)
Good Communicator
The ability to communicate with people at all levels is almost always named as the second most important skill by project managers and team members. Project leadership calls for clear communication about goals, responsibility, performance, expectations and feedback.
There is a great deal of value placed on openness and directness. The project leader is also the team's link to the larger organisation. The leader must have the ability to effectively negotiate and use persuasion when necessary to ensure the success of the team and project. Through effective communication, project leaders support individual and team achievements by creating explicit guidelines for accomplishing results and for the career advancement of team members.
Integrity
One of the most important things a project leader must remember is that his or her actions, and not words, set the modus operandi for the team. Good leadership demands commitment to, and demonstration of, ethical practices. Creating standards for ethical behaviour for oneself and living by these standards, as well as rewarding those who exemplify these practices, are responsibilities of project leaders. Leadership motivated by self-interest does not serve the well being of the team. Leadership based on integrity represents nothing less than a set of values others share, behaviour consistent with values and dedication to honesty with self and team members. In other words the leader "walks the talk" and in the process earns trust.
Enthusiasm
Plain and simple, we don't like leaders who are negative - they bring us down. We want leaders with enthusiasm, with a bounce in their step, with a can-do attitude. We want to believe that we are part of an invigorating journey - we want to feel alive. We tend to follow people with a can-do attitude, not those who give us 200 reasons why something can't be done. Enthusiastic leaders are committed to their goals and express this commitment through optimism. Leadership emerges as someone expresses such confident commitment to a project that others want to share his or her optimistic expectations. Enthusiasm is contagious and effective leaders know it.
Empathy
What is the difference between empathy and sympathy? Although the words are similar, they are, in fact, mutually exclusive. According to Norman Paul, in sympathy the subject is principally absorbed in his or her own feelings as they are projected into the object and has little concern for the reality and validity of the object's special experience. Empathy, on the other hand, presupposes the existence of the object as a separate individual, entitled to his or her own feelings, ideas and emotional history (Paul, 1970). As one student so eloquently put it, "It's nice when a project leader acknowledges that we all have a life outside of work."
Competence
Simply put, to enlist in another's cause, we must believe that that person knows what he or she is doing. Leadership competence does not however necessarily refer to the project leader's technical abilities in the core technology of the business. As project management continues to be recognised as a field in and of itself, project leaders will be chosen based on their ability to successfully lead others rather than on technical expertise, as in the past. Having a winning track record is the surest way to be considered competent. Expertise in leadership skills is another dimension in competence. The ability to challenge, inspire, enable, model and encourage must be demonstrated if leaders are to be seen as capable and competent.
Ability to Delegate Tasks
Trust is an essential element in the relationship of a project leader and his or her team. You demonstrate your trust in others through your actions - how much you check and control their work, how much you delegate and how much you allow people to participate. Individuals who are unable to trust other people often fail as leaders and forever remain little more that micro-managers, or end up doing all of the work themselves. As one project management student put it, "A good leader is a little lazy." An interesting perspective!
Cool Under Pressure
In a perfect world, projects would be delivered on time, under budget and with no major problems or obstacles to overcome. But we don't live in a perfect world - projects have problems. A leader with a hardy attitude will take these problems in stride. When leaders encounter a stressful event, they consider it interesting, they feel they can influence the outcome and they see it as an opportunity. "Out of the uncertainty and chaos of change, leaders rise up and articulate a new image of the future that pulls the project together." (Bennis 1997) And remember - never let them see you sweat.
Team-Building Skills
A team builder can best be defined as a strong person who provides the substance that holds the team together in common purpose toward the right objective. In order for a team to progress from a group of strangers to a single cohesive unit, the leader must understand the process and dynamics required for this transformation. He or she must also know the appropriate leadership style to use during each stage of team development. The leader must also have an understanding of the different team players styles and how to capitalise on each at the proper time, for the problem at hand.
Problem Solving Skills
Although an effective leader is said to share problem-solving responsibilities with the team, we expect our project leaders to have excellent problem-solving skills themselves. They have a "fresh, creative response to here-and-now opportunities," and not much concern with how others have performed them. (Kouzes 1987)
References
* Bennis, W., 1997. "Learning to Lead," Addison-Wesley, MA.
* Kouzes, J. M: "The Leadership Challenge," Jossey-Bass Publishers, CA.
* Norman: Parental Empathy. Parenthood, Little, Brown, NY.
Timothy R. Barry is a trainer and consultant for ESI International with more than 20 years of experience in project management. He has worked with over 40 major organisations worldwide.
With over 20 years experience, ESI International is the world's largest Project Management Training and Consulting provider. A comprehensive mix of project management, E-training, tailored corporate courses, consulting, assessment and mentoring means they are able to provide their clients with proven methods that enable them to achieve their goals. To put ESI International's Project Management Solutions to work for your company, or for more information, call +44 (0)20 7915 5099 or visit the website at www.esi-intl.co.uk External Link
Inspires a Shared Vision
An effective project leader is often described as having a vision of where to go and the ability to articulate it. Visionaries thrive on change and being able to draw new boundaries. It was once said that a leader is someone who "lifts us up, gives us a reason for being and gives the vision and spirit to change." Visionary leaders enable people to feel they have a real stake in the project. They empower people to experience the vision on their own. According to Bennis "They offer people opportunities to create their own vision, to explore what the vision will mean to their jobs and lives, and to envision their future as part of the vision for the organisation." (Bennis, 1997)
Good Communicator
The ability to communicate with people at all levels is almost always named as the second most important skill by project managers and team members. Project leadership calls for clear communication about goals, responsibility, performance, expectations and feedback.
There is a great deal of value placed on openness and directness. The project leader is also the team's link to the larger organisation. The leader must have the ability to effectively negotiate and use persuasion when necessary to ensure the success of the team and project. Through effective communication, project leaders support individual and team achievements by creating explicit guidelines for accomplishing results and for the career advancement of team members.
Integrity
One of the most important things a project leader must remember is that his or her actions, and not words, set the modus operandi for the team. Good leadership demands commitment to, and demonstration of, ethical practices. Creating standards for ethical behaviour for oneself and living by these standards, as well as rewarding those who exemplify these practices, are responsibilities of project leaders. Leadership motivated by self-interest does not serve the well being of the team. Leadership based on integrity represents nothing less than a set of values others share, behaviour consistent with values and dedication to honesty with self and team members. In other words the leader "walks the talk" and in the process earns trust.
Enthusiasm
Plain and simple, we don't like leaders who are negative - they bring us down. We want leaders with enthusiasm, with a bounce in their step, with a can-do attitude. We want to believe that we are part of an invigorating journey - we want to feel alive. We tend to follow people with a can-do attitude, not those who give us 200 reasons why something can't be done. Enthusiastic leaders are committed to their goals and express this commitment through optimism. Leadership emerges as someone expresses such confident commitment to a project that others want to share his or her optimistic expectations. Enthusiasm is contagious and effective leaders know it.
Empathy
What is the difference between empathy and sympathy? Although the words are similar, they are, in fact, mutually exclusive. According to Norman Paul, in sympathy the subject is principally absorbed in his or her own feelings as they are projected into the object and has little concern for the reality and validity of the object's special experience. Empathy, on the other hand, presupposes the existence of the object as a separate individual, entitled to his or her own feelings, ideas and emotional history (Paul, 1970). As one student so eloquently put it, "It's nice when a project leader acknowledges that we all have a life outside of work."
Competence
Simply put, to enlist in another's cause, we must believe that that person knows what he or she is doing. Leadership competence does not however necessarily refer to the project leader's technical abilities in the core technology of the business. As project management continues to be recognised as a field in and of itself, project leaders will be chosen based on their ability to successfully lead others rather than on technical expertise, as in the past. Having a winning track record is the surest way to be considered competent. Expertise in leadership skills is another dimension in competence. The ability to challenge, inspire, enable, model and encourage must be demonstrated if leaders are to be seen as capable and competent.
Ability to Delegate Tasks
Trust is an essential element in the relationship of a project leader and his or her team. You demonstrate your trust in others through your actions - how much you check and control their work, how much you delegate and how much you allow people to participate. Individuals who are unable to trust other people often fail as leaders and forever remain little more that micro-managers, or end up doing all of the work themselves. As one project management student put it, "A good leader is a little lazy." An interesting perspective!
Cool Under Pressure
In a perfect world, projects would be delivered on time, under budget and with no major problems or obstacles to overcome. But we don't live in a perfect world - projects have problems. A leader with a hardy attitude will take these problems in stride. When leaders encounter a stressful event, they consider it interesting, they feel they can influence the outcome and they see it as an opportunity. "Out of the uncertainty and chaos of change, leaders rise up and articulate a new image of the future that pulls the project together." (Bennis 1997) And remember - never let them see you sweat.
Team-Building Skills
A team builder can best be defined as a strong person who provides the substance that holds the team together in common purpose toward the right objective. In order for a team to progress from a group of strangers to a single cohesive unit, the leader must understand the process and dynamics required for this transformation. He or she must also know the appropriate leadership style to use during each stage of team development. The leader must also have an understanding of the different team players styles and how to capitalise on each at the proper time, for the problem at hand.
Problem Solving Skills
Although an effective leader is said to share problem-solving responsibilities with the team, we expect our project leaders to have excellent problem-solving skills themselves. They have a "fresh, creative response to here-and-now opportunities," and not much concern with how others have performed them. (Kouzes 1987)
References
* Bennis, W., 1997. "Learning to Lead," Addison-Wesley, MA.
* Kouzes, J. M: "The Leadership Challenge," Jossey-Bass Publishers, CA.
* Norman: Parental Empathy. Parenthood, Little, Brown, NY.
Timothy R. Barry is a trainer and consultant for ESI International with more than 20 years of experience in project management. He has worked with over 40 major organisations worldwide.
With over 20 years experience, ESI International is the world's largest Project Management Training and Consulting provider. A comprehensive mix of project management, E-training, tailored corporate courses, consulting, assessment and mentoring means they are able to provide their clients with proven methods that enable them to achieve their goals. To put ESI International's Project Management Solutions to work for your company, or for more information, call +44 (0)20 7915 5099 or visit the website at www.esi-intl.co.uk External Link
Tuesday, February 17, 2009
How to Disagree and Persuade without Offending persuasion
Disagreeing with someone without making him mad is an art form. So let’s talk about how to get your point across without getting into a fight.
The 6 strategies of persuasion below are best utilized when you want to be heard, understood, and considered, when you seek productive exchange, when your goals involve truth and clarity, and when you want to change someone’s mind without landing yourself in a heated argument.
Strategy #1: Be a good listener. Your ears will never get you in trouble.
Kenneth A. Wells once said, “A good listener tries to understand what the other person is saying. In the end he may disagree sharply, but because he disagrees, he wants to know exactly what it is he is disagreeing with.”
If I had to reduce this list down to just one piece of advice to help you persuade without offending, it would be this: Ask questions until you understand your opponent’s point of view.
I’ve seen far too many silly arguments that played like shadowboxing because a person wasted time attacking his own misunderstandings.
Whenever someone shows us new information (a news report, an online article, a spoken opinion), we immediately interpret that information in light of our experiences. In other words, half of what we’re hearing comes from inside our own heads!
Only by asking questions and truly listening can we escape our presuppositions and understand another’s viewpoint, and we must understand a viewpoint before we have any hope of changing it.
Strategy #2: An open mind leaves a chance for someone to drop a worthwhile idea in it.
If you’re trying to persuade someone, there’s a good chance your mind has already closed around the conviction of your argument. Therein lies the danger –- a closed mind is great at action, but not at listening. And listening is essential to pursuasion!
I would never tell you to discard your convictions, but do remain open to suggestion, and do seek clarity. If your opponent knows you’re open to his ideas, he may entertain yours.
Strategy #3: If the world were a logical place, men would ride sidesaddle.
Use phrases like “In my opinion,” “I believe that,” or ”In my experience,” to make it clear when you’re expressing a matter of personal belief instead of a quantifiable scientific fact because this will show your opponent that you understand the difference and are open to its ramifications.
If you appear reasonable, your opponent may reciprocate.
Strategy #4: Speak two languages, one of them Body.
Effective non-verbal communication sets the stage for your persuasive argument, so it’s worth paying attention to; it’s more than window dressing, even in intimate relationships where your partner knows what you’re like behind the mask.
* Smile to communicate friendliness and acceptance.
* Sit up straight to project confidence.
* Keep an open body posture (no crossed arms or legs) to communicate openness.
* Speak in a relaxed manner (mind the tone of your voice!) to project calm and clarity of thought.
* Make appropriate eye contact.
* Nod when the other person speaks – this communicates understanding, not necessarily agreement.
* Another trick to communicate understanding without compliance is to periodically say, “I understand,” or, “I hear what you’re saying.”
* Unless your opponent possesses a difficult personality that forces you to interrupt to get in a word in edgewise, let him finish his thoughts before offering yours.
Strategy #5: Just the facts, ma’am.
At one particular Internet forum, I was constantly impressed by a member who had an amazing talent for communicating complicated (sometimes controversial) ideas without making anyone angry. So what did this Zen master of persuasion do that most of us do not? Simple: He stuck to the facts and kept his ego out of it.
The block-quote immediately below is a hypothetical example of how not to foster a persuasive conversation, intended to contrast the genius of the real-life forum example from our Zen master, further down the page:
TV-Forum Newbie: Hey guys, I think all televisions are the same. I can’t understand why some of you would pay 5 grand for a TV when the one for 500 bucks is just as good. Could someone explain this to me?
Mr. Ego: I completely disagree with you. All televisions are not the same. Why don’t you read some product reviews so you’ll be able to tell the difference? You will find differences in black level, brightness, video processing, colorimetry, geometry, contrast, and other variables. Again, all televisions are not the same, and I completely disagree with the premise of this question.
Okay, so what’s wrong with the way Mr. Ego responded? At first glance, his response seems fine. I mean, it certainly could have been worse! But only one sentence in his response focuses on the facts. The rest could easily be interpreted as a selfish assertion of ego, a quest for distinction and superiority, whether intentional or not.
So how did the Zen master handle this particular exchange? He used that one sentence I’m referring to, the one sentence that answered the question and stuck to the facts (see below):
Newbie: Hey guys, I think all televisions are the same. I can’t understand why some of you would pay 5 grand for a TV when the one for 500 bucks is just as good. Could someone explain this to me?
Zen Master: You will find differences in black level, brightness, video processing, colorimetry, geometry, contrast, and other variables.
Not very interesting, is it? But the thread from which I copied this text proceeded smoothly, with the newbie asking questions and the expert responding with simple, uncolored facts. The expert was eventually recognized for his expertise, the newbie left with newfound understanding, and no one became upset. In short, a mind had been changed.
All because the Zen master stuck to the facts.
Strategy #6: Sometimes, it’s what you don’t say that counts.
The preceding example was important not merely for what was said, but for what wasn’t. We’ve already mentioned the benefits of avoiding ego driven statements, but here’s a more comprehensive list of statements that derail persuasion more often than not:
* Assertions of Superiority: I do it the right way; This is unacceptable; My way is better; Why can’t you do it like so-and-so; Your way of thinking is flawed.
* Assertions of Independence: I disagree; We don’t see eye to eye; We’re not on the same page; My position is different than yours.
* Personal Attacks: Your thinking is stupid; I can’t believe how dumb you are; Hearing you say that makes me question your morality.
Aside from the personal attacks, many of the preceding statements have their place. The key is knowing when to use them. Usually, the person seeking to persuade is better off letting the strength of his argument establish both his superiority and independence without explicitly claiming them.
These 6 simple strategies of persuasion cannot make the logic of your argument more appealing or change the nature of the person you’re trying to convince, but they can increase your odds of success. These strategies have worked for me, and I am hopeful they will work for you.
By honing your persuasive talents, you too can discover the influence inside you — an influence waiting to break free, influence others, and change the world.
The 6 strategies of persuasion below are best utilized when you want to be heard, understood, and considered, when you seek productive exchange, when your goals involve truth and clarity, and when you want to change someone’s mind without landing yourself in a heated argument.
Strategy #1: Be a good listener. Your ears will never get you in trouble.
Kenneth A. Wells once said, “A good listener tries to understand what the other person is saying. In the end he may disagree sharply, but because he disagrees, he wants to know exactly what it is he is disagreeing with.”
If I had to reduce this list down to just one piece of advice to help you persuade without offending, it would be this: Ask questions until you understand your opponent’s point of view.
I’ve seen far too many silly arguments that played like shadowboxing because a person wasted time attacking his own misunderstandings.
Whenever someone shows us new information (a news report, an online article, a spoken opinion), we immediately interpret that information in light of our experiences. In other words, half of what we’re hearing comes from inside our own heads!
Only by asking questions and truly listening can we escape our presuppositions and understand another’s viewpoint, and we must understand a viewpoint before we have any hope of changing it.
Strategy #2: An open mind leaves a chance for someone to drop a worthwhile idea in it.
If you’re trying to persuade someone, there’s a good chance your mind has already closed around the conviction of your argument. Therein lies the danger –- a closed mind is great at action, but not at listening. And listening is essential to pursuasion!
I would never tell you to discard your convictions, but do remain open to suggestion, and do seek clarity. If your opponent knows you’re open to his ideas, he may entertain yours.
Strategy #3: If the world were a logical place, men would ride sidesaddle.
Use phrases like “In my opinion,” “I believe that,” or ”In my experience,” to make it clear when you’re expressing a matter of personal belief instead of a quantifiable scientific fact because this will show your opponent that you understand the difference and are open to its ramifications.
If you appear reasonable, your opponent may reciprocate.
Strategy #4: Speak two languages, one of them Body.
Effective non-verbal communication sets the stage for your persuasive argument, so it’s worth paying attention to; it’s more than window dressing, even in intimate relationships where your partner knows what you’re like behind the mask.
* Smile to communicate friendliness and acceptance.
* Sit up straight to project confidence.
* Keep an open body posture (no crossed arms or legs) to communicate openness.
* Speak in a relaxed manner (mind the tone of your voice!) to project calm and clarity of thought.
* Make appropriate eye contact.
* Nod when the other person speaks – this communicates understanding, not necessarily agreement.
* Another trick to communicate understanding without compliance is to periodically say, “I understand,” or, “I hear what you’re saying.”
* Unless your opponent possesses a difficult personality that forces you to interrupt to get in a word in edgewise, let him finish his thoughts before offering yours.
Strategy #5: Just the facts, ma’am.
At one particular Internet forum, I was constantly impressed by a member who had an amazing talent for communicating complicated (sometimes controversial) ideas without making anyone angry. So what did this Zen master of persuasion do that most of us do not? Simple: He stuck to the facts and kept his ego out of it.
The block-quote immediately below is a hypothetical example of how not to foster a persuasive conversation, intended to contrast the genius of the real-life forum example from our Zen master, further down the page:
TV-Forum Newbie: Hey guys, I think all televisions are the same. I can’t understand why some of you would pay 5 grand for a TV when the one for 500 bucks is just as good. Could someone explain this to me?
Mr. Ego: I completely disagree with you. All televisions are not the same. Why don’t you read some product reviews so you’ll be able to tell the difference? You will find differences in black level, brightness, video processing, colorimetry, geometry, contrast, and other variables. Again, all televisions are not the same, and I completely disagree with the premise of this question.
Okay, so what’s wrong with the way Mr. Ego responded? At first glance, his response seems fine. I mean, it certainly could have been worse! But only one sentence in his response focuses on the facts. The rest could easily be interpreted as a selfish assertion of ego, a quest for distinction and superiority, whether intentional or not.
So how did the Zen master handle this particular exchange? He used that one sentence I’m referring to, the one sentence that answered the question and stuck to the facts (see below):
Newbie: Hey guys, I think all televisions are the same. I can’t understand why some of you would pay 5 grand for a TV when the one for 500 bucks is just as good. Could someone explain this to me?
Zen Master: You will find differences in black level, brightness, video processing, colorimetry, geometry, contrast, and other variables.
Not very interesting, is it? But the thread from which I copied this text proceeded smoothly, with the newbie asking questions and the expert responding with simple, uncolored facts. The expert was eventually recognized for his expertise, the newbie left with newfound understanding, and no one became upset. In short, a mind had been changed.
All because the Zen master stuck to the facts.
Strategy #6: Sometimes, it’s what you don’t say that counts.
The preceding example was important not merely for what was said, but for what wasn’t. We’ve already mentioned the benefits of avoiding ego driven statements, but here’s a more comprehensive list of statements that derail persuasion more often than not:
* Assertions of Superiority: I do it the right way; This is unacceptable; My way is better; Why can’t you do it like so-and-so; Your way of thinking is flawed.
* Assertions of Independence: I disagree; We don’t see eye to eye; We’re not on the same page; My position is different than yours.
* Personal Attacks: Your thinking is stupid; I can’t believe how dumb you are; Hearing you say that makes me question your morality.
Aside from the personal attacks, many of the preceding statements have their place. The key is knowing when to use them. Usually, the person seeking to persuade is better off letting the strength of his argument establish both his superiority and independence without explicitly claiming them.
These 6 simple strategies of persuasion cannot make the logic of your argument more appealing or change the nature of the person you’re trying to convince, but they can increase your odds of success. These strategies have worked for me, and I am hopeful they will work for you.
By honing your persuasive talents, you too can discover the influence inside you — an influence waiting to break free, influence others, and change the world.
Thursday, January 22, 2009
From Blame To Responsibility
From Blame To Responsibility
by Edward E. Morler
A powerful exercise is to look at what and how we blame. The faults we find in others are often indicators of what we need to look at in ourselves. If we are willing, we can use what we are upset about as a reflection to help us identify and own some aspect of ourselves that we are denying or have not recognized before.
We are responsible for our impact. Others are responsible for their impact. The more of our impact we recognize and take responsibility for, the more empowered we become. When we realize we are blaming and/or defending (symptoms of an unwillingness to confront something), we need to find and own what responsibility we’ve been avoiding and/or denying. If we are willing to use what upsets us as a mirror to look deeper and to take more responsibility for our impact, we open the door to expanded awareness, growth and empowerment.
We need to recognize and own our piece of a situation—no more, no less. Denying any of our impact, no matter how large or small, positive or negative, is disempowering to ourselves. Our willingness to observe, confront and own our part is where the opportunities for growth, maturity and personal empowerment lie.
The Gulp Stage
If we are upset and are, in effect, judging what some person did or did not do, we need to ask how we have done some form of that ourselves. There is something of a similar nature, or mirror image, that we have not recognized or owned before. When we are misemotional about someone else’s behavior, inevitably we are hiding something from ourselves. For example, if we find ourselves feeling upset with and blaming someone because he or she did not follow through as promised, it is an opportunity to look closer at how we have not been fully responsible for our own promised or implied follow-through. This is often the “gulp” stage, for it is here that we finally recognize how irresponsible we have been.
It may very well be true that another person was irresponsible and didn’t deliver as promised—and that may need to be dealt with—but the opportunity and the empowering aspect is our increased willingness to recognize and take more ownership of the impact of our own behavior.
When we shift our attention from how the other person is upsetting us (placing responsibility out there) to how we are doing something similar and have been denying it (placing respon-sibility within), three things immediately occur:
1) We are less upset (our attention has shifted from blame to being more responsible)
2) We have more positive control—we shifted our focus and intention from where we had little control (the other person) to where we have greater control (ourselves)
3) We feel lighter and more empowered (the inevitable result of taking increased responsibility for our own behavior)
Going deeper is an opportunity not only to observe an aspect of our impact for which we have not been taking responsibility, but also to recognize the pattern of how we have been irresponsible—of how we keep hidden from ourselves our real power and greatness. Only when able and willing to recognize and own that pattern can we drop the victim attitude. Only then are we willing to be personally responsible, own our inherent power, expand our options and choices and empower ourselves to manifest constructive change.
The elegance of this process is that it is not dependent on the rightness or wrongness of either party. It is dependent solely on our willingness to observe and take responsibility for our own part in creating or allowing the upsetting situation to occur.
Author's Bio
ABOUT THE AUTHOR
Dr. Morler is president of Morler International, a management training and development firm specializing in integrity-based interpersonal effectiveness. His focus is the custom design and delivery of bottom-line, functional skill enhancement programs that simultaneously integrate the principles and dynamics of integrity, emotional maturity, motivation, and leadership. Examples are negotiation, client relations, and leadership development. Dr. Morler conducts trainings for corporations and government agencies worldwide.
Integrity - Don't Fake it!
Integrity - Don't Fake It!
by Gregory Covey
I had heard a story regarding integrity several years ago when I was in the Marine Corps. I had spent twelve years as a Marine - and it will never leave me. You know what they say - once a Marine - always a Marine.
Now I don’t know if the story that I’m about to tell is true - but it - it gives a perfect illustration of what integrity is.
There was a General that used to love to take his Marines on forced marches every so often. There was just something about it that he loved.
Now if you do not know what a forced march is - it is where the Marines get into full combat gear - which includes their rifles - wearing their helmets - sometimes flak jackets - full pack - and then you would march out over rough terrain to a predetermined destination - and then back. Sound easy doesn’t it - yeah right!
Now I will tell you that I have been on several force marches and they are just a blast - almost as much fun as having a tooth pulled.
Well the General heard a rumor that some of his officers might be cutting a few corners - when it came to filling their packs with the required items - such as change of uniform - an extra pair of socks - extra boots - and other assorted items. He heard that they were taking empty card board boxes and putting them into the pack so that it looked full.
This of course would make their load quite a bit lighter.
So - not knowing for sure if this was true or not - the General decided that it was time to go on another forced march - but this time he decided that they should take a route that was even rougher terrain than any other he had ever taken before.
So the day of the forced march came - and they all marched out - and it was a very rough terrain - over rocks - thorny bushes - and more hills and valleys than they cared to mention.
As the story was told to me - they marched out about ten miles.
When they reached the half way point to turn around to march back - there were vehicles waiting for them.
The General then ordered everyone to remove their boots and socks and place them into the vehicles.
As you can imagine this was very confusing to the Marines - but when a General orders you to do something - you don’t question it.
Once they all placed their boots and socks into the vehicle - the General then ordered them to get into their packs - and get out the extra pair of socks and boots that they had packed - and then put them on for the return trip.
Well - it did not take long at all to determine which officers had integrity - and which ones were about to end their careers with the Marine Corps.
Don’t ever be the type of leader that fills their pack with an empty box.
Author's Bio
The information I provide on my website is designed to help leaders with leadership and management skills in all areas. I have been in a leadership position almost my entire adult life starting at the age of 16. Please visit my website at leadership-skills-for-life.com.
Three Ways Managers Prove Their Incompetence
Leadership
Three Ways Managers Prove Their Incompetence
By Dr. Monica Burns-Capers, Ph.D
Managers are individuals who delegate, direct, monitor and expect to achieve certain results through others. However, the tasks that these managers are expecting others to achieve through the direction of their delegating efforts, never can be attained by poor direction and unclear objectives.
Managers supposedly earn their positions based on their interpersonal and technical skills....at least that's what we hope....right? While most managers have no problems displaying people skills, there are the remaining few who would just prefer to just delegate and never interact with their subordinates. You also have the managers who possess exceptional people skills, but lack the expertise necessary to perform their roles in leadership. Here are three ways that can prevent success in a leadership role.
Lack of Knowledge – If you are in a leadership position, whatever the title, you should at all costs learn the business in which you are employed. Managers must cross-train into other departments, interact with their employees, and always possess thorough knowledge of their product and service offerings. There should be no excuses as to why you can't resolve simple customer service issues or why you can't perform your job effectively. Most managers just pass the problems to the next: ”Oh that's not my department....let me transfer you to the manager in that department.”
Are you even attempting to at least find out the issue with this customer? Have you even considered how many actual times this customer has been transferred already? This is definitely one way to obtain, retain, or lose your customers. Organizations must invest in the proper training of all their employees if they expect to keep customers, or if you expect your businesses to survive. Without the customers...it can't and it won't! No one enjoys contacting a company regarding a customer service issue, and talking to a manager who lacks the knowledge of their own products and services. That's incompetence at its best people! The manager can't talk intelligently or articulate with accuracy to the customer, their product or service offerings! These are the same customers that are keeping the managers employed. There are no excuses for lack of knowledge!
No Self-Confidence – There is no way possible that you'll succeed in a position as a manager, if YOU don't believe that YOU can perform the requirements of the job. If you have a timid character trait, you'll need to take steps to find ways to build your confidence if you expect others to respect you and your abilities; and if you expect to have a career in management. Delegating becomes an issue for you, caring whether your subordinates will like you or not becomes an issue for you; which ultimately lowers the respect level and morale for you amongst your subordinates.
If you know that you can't handle the responsibilities of a position in management, do not put yourself in the situation. When you take on a role in leadership, you are expected to effectively, confidently and efficiently lead others! There is no room for a follower in a leadership role. It requires confidence and competence. It requires effectiveness and efficiency. Most of all, it requires your ability to lead!
Utilizing Intimidation – If you are a manager who enjoys instilling fear in your employees, you are an Insecure Individual. Fear is the only tool you have and you mistake this as respect. These types of managers utilize methods that threatens their employees jobs. They can't just politely and firmly delegate a task. And why? Their employees do not respect them! Utilizing intimidation with your employees displays the incompetence in your people skills as a manager. A productive employee is one who feels appreciated, not fearful. When you invoke feelings of fear into your employees, this causes all sorts of stress and missed time from work. They worry about losing their jobs and can't perform at their best.
In a customer service position, how can you expect your employees to perform above and beyond, when you as their leader, can't give them any respect. Your employees, in turn, are then mean and rude to the customers! You may think your methods of intimidation are working for you now, but just wait and observe. What you put out you get back...that includes your behavior! If you can't improve your interpersonal skills as a manager, leadership is clearly not the role for you. You are only planning your trip to your own failure. If you get no respect at home from your family or spouse.....you make up for this by bullying your employees at work.
You must deal with whatever personal issues you have, so you don't involve them in your professional communications; especially in a position of leadership! One thing I've learned from observing others......”You can always teach someone how to perform the tasks of their jobs; however, you can never teach someone how to have a “good attitude!”
Projecting Effectiveness, Efficiency, Confidence, and Competence in your leadership abilities is what earns you respect. If you are utilizing caring and genuine interpersonal skills, getting your employees to perform their assigned tasks should never be a problem for you as a manager. If you are knowledgeable of your products and services, and project the confidence to communicate and articulate this to your customers, you'll keep them. This ensures your continued employment.
Copyright © 2009 Dr. Monica Burns-Capers, Ph.D. All Rights Reserved.
Author's Bio
Dr. Monica Burns-Capers, Ph.D Is An Expert Author, Organizational Management & Behavior Consultant and President-CEO of Monica Mi'Chelle Communications: A Professional Writing and Management Consulting Practice. For more information visit her at: drmonicaburnscapers.mfbiz or mmcommunications.mfbiz.com.
Three Ways Managers Prove Their Incompetence
By Dr. Monica Burns-Capers, Ph.D
Managers are individuals who delegate, direct, monitor and expect to achieve certain results through others. However, the tasks that these managers are expecting others to achieve through the direction of their delegating efforts, never can be attained by poor direction and unclear objectives.
Managers supposedly earn their positions based on their interpersonal and technical skills....at least that's what we hope....right? While most managers have no problems displaying people skills, there are the remaining few who would just prefer to just delegate and never interact with their subordinates. You also have the managers who possess exceptional people skills, but lack the expertise necessary to perform their roles in leadership. Here are three ways that can prevent success in a leadership role.
Lack of Knowledge – If you are in a leadership position, whatever the title, you should at all costs learn the business in which you are employed. Managers must cross-train into other departments, interact with their employees, and always possess thorough knowledge of their product and service offerings. There should be no excuses as to why you can't resolve simple customer service issues or why you can't perform your job effectively. Most managers just pass the problems to the next: ”Oh that's not my department....let me transfer you to the manager in that department.”
Are you even attempting to at least find out the issue with this customer? Have you even considered how many actual times this customer has been transferred already? This is definitely one way to obtain, retain, or lose your customers. Organizations must invest in the proper training of all their employees if they expect to keep customers, or if you expect your businesses to survive. Without the customers...it can't and it won't! No one enjoys contacting a company regarding a customer service issue, and talking to a manager who lacks the knowledge of their own products and services. That's incompetence at its best people! The manager can't talk intelligently or articulate with accuracy to the customer, their product or service offerings! These are the same customers that are keeping the managers employed. There are no excuses for lack of knowledge!
No Self-Confidence – There is no way possible that you'll succeed in a position as a manager, if YOU don't believe that YOU can perform the requirements of the job. If you have a timid character trait, you'll need to take steps to find ways to build your confidence if you expect others to respect you and your abilities; and if you expect to have a career in management. Delegating becomes an issue for you, caring whether your subordinates will like you or not becomes an issue for you; which ultimately lowers the respect level and morale for you amongst your subordinates.
If you know that you can't handle the responsibilities of a position in management, do not put yourself in the situation. When you take on a role in leadership, you are expected to effectively, confidently and efficiently lead others! There is no room for a follower in a leadership role. It requires confidence and competence. It requires effectiveness and efficiency. Most of all, it requires your ability to lead!
Utilizing Intimidation – If you are a manager who enjoys instilling fear in your employees, you are an Insecure Individual. Fear is the only tool you have and you mistake this as respect. These types of managers utilize methods that threatens their employees jobs. They can't just politely and firmly delegate a task. And why? Their employees do not respect them! Utilizing intimidation with your employees displays the incompetence in your people skills as a manager. A productive employee is one who feels appreciated, not fearful. When you invoke feelings of fear into your employees, this causes all sorts of stress and missed time from work. They worry about losing their jobs and can't perform at their best.
In a customer service position, how can you expect your employees to perform above and beyond, when you as their leader, can't give them any respect. Your employees, in turn, are then mean and rude to the customers! You may think your methods of intimidation are working for you now, but just wait and observe. What you put out you get back...that includes your behavior! If you can't improve your interpersonal skills as a manager, leadership is clearly not the role for you. You are only planning your trip to your own failure. If you get no respect at home from your family or spouse.....you make up for this by bullying your employees at work.
You must deal with whatever personal issues you have, so you don't involve them in your professional communications; especially in a position of leadership! One thing I've learned from observing others......”You can always teach someone how to perform the tasks of their jobs; however, you can never teach someone how to have a “good attitude!”
Projecting Effectiveness, Efficiency, Confidence, and Competence in your leadership abilities is what earns you respect. If you are utilizing caring and genuine interpersonal skills, getting your employees to perform their assigned tasks should never be a problem for you as a manager. If you are knowledgeable of your products and services, and project the confidence to communicate and articulate this to your customers, you'll keep them. This ensures your continued employment.
Copyright © 2009 Dr. Monica Burns-Capers, Ph.D. All Rights Reserved.
Author's Bio
Dr. Monica Burns-Capers, Ph.D Is An Expert Author, Organizational Management & Behavior Consultant and President-CEO of Monica Mi'Chelle Communications: A Professional Writing and Management Consulting Practice. For more information visit her at: drmonicaburnscapers.mfbiz or mmcommunications.mfbiz.com.
Manager's Corner - Accountability Allows Leadership
Manager's Corner - Accountability Allows Leadership
by Liz Weber
A senior manager recently asked what the difference was between a manager and a leader. I told her. A manager is responsible for taking care of the here and now. A manager ensures the resources are used efficiently, and plans for maximum utilization of staff, equipment, materials, and capital. A manager knows how to multi- task and deal with ever-shifting priorities. A leader focuses on "What's coming next and how to take advantage of it?" Given that definition, she said, "I'm definitely not a leader. I don't have time to think about what's next. I'm overwhelmed trying to keep the here and now under control. How do I find the time to lead?"
For most people, you can't lead until you've taught others how to manage. Until you free up time and your mental capacity to focus on "What's next?" it's terribly difficult to become an effective leader. Many people try to do both and end up being stressed out managers with limited effectiveness planning for the future. They weaken themselves in both arenas. So, how can this senior manager become a leader? She needs to start holding her managers accountable to do the tough things good managers do: have the difficult conversations with staff who are not performing well, deal with the unhappy customers to resolve company-created problems, make difficult and risky decisions concerning resources, and track their departmental goals with their staffs to ensure the entire organization continues to move towards its vision. Until her managers are held accountable to do their jobs and manage effectively, this senior manager won't be able to free herself up enough to lead effectively. Until she's ready to be a solid manager herself (and have those difficult conversations with her own staff), she won't be positioned to move to the next phase of professional growth and become a leader.
If you're faced with the same dilemma as this senior manager and don't have time to plan for the future, ask yourself, "What do I spend most of my time doing now?" If you spend the bulk of your time doing the work your managers or supervisors should be doing, you may need to start holding yourself and others accountable.
Copyright 2008,2007 - Liz Weber, CMC - Weber Business Services, LLC.
WBS is a team of Strategic Planning and Leadership Development Consultants, Trainers, and Speakers. Liz can be reached at liz@wbsllc.com or (717)597-8890.
Additional FREE articles can be found at http://www.wbsllc.com/leadership.shtml
Liz can be reached at mailto:liz@liz-weber.com
Permission to reprint this article is granted as long as you use the complete attribution above - including live website link and e-mail address - and you send me an email at liz@wbsllc.com to let me know where the article will be published.
Author's Bio
In the words of one client, "Liz Weber will help you see opportunities you never knew existed."
A sought-after consultant, speaker, and seminar/workshop presenter, Liz is known for her candor, insights, and her ability to make the complex "easy." She creates clarity for her audiences during her results-oriented presentations and training sessions.
Participants walk away from her sessions knowing how to implement the ideas she's shared not just once, but over and over to ensure continuous improvement and management growth and development.
This former Dragon Lady has been there, done it, and learned from it. Whether speaking to corporate executives or government agency personnel, Liz's comments and insights ring true.
As the President of Weber Business Services, LLC, a management consulting, training, and speaking firm headquartered near Harrisburg, PA, Liz and her team of consultants provide strategic and succession planning, management policy & systems development, employee training, as well as marketing and media outreach services.
Liz has supervised business activities in 139 countries and has consulted with organizations in over 20 countries. She has designed and facilitated conferences from Bangkok to Bonn and Tokyo to Tunis. Liz has taught for the Johns Hopkins University's Graduate School of Continuing Studies and currently teaches with the Georgetown University's Senior Executive Leadership Program.
Liz is the author of 'Leading From the Manager's Corner', and 'Don't Let 'Em Treat You Like a Girl - A Woman's Guide to Leadership Success (Tips from the Guys)'. Her 'Manager's Corner' column appears monthly in several trade publications and association newsletters.
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