Key Leadership Book

Key
Leadership
Christian Whamond
Know, Grow, Empower and Guide your people. Framework behind effective leadership.
C h r i s t i a n W h a m o n d 2 0 1 2
Key Leadership Christian Whamond 2012
Table of Contents
CHRISTIAN WHAMOND ACKNOWLEDGEMENTS. CHAPTER 1. INTRODUCTION. KEY PRINCIPLES: TRUST IS THE FOUNDATION OF LEADERSHIP. LEADERSHIP IS A CHOICE NOT. NOT A POSITION. TRUST. CHAPTER 2. LEADERSHIP. STOP CLINGING TO BAD BEHAVIORS THE LEADERS CHECKLIST FIFTEEN CORE PRINCIPLES CUSTOMIZING THE LEADERS CHECKLIST 1 11 12 13 14 15 16 19 19 19 20 21 22 7 LEADERSHIP MUST HAVE SKILLS. ~MARSHALL GOLDSMITH (GOLDSMITH, COACHING
FOR LEADERSHIP) (POWELL).
10 FUNDAMENTAL TRUTHS ABOUT LEADERSHIP AND BECOMING AN EFFECTIVE LEADER.
24 25 25 25 26 26 26 26 27
GENERAL COLIN POWELL'S 13 RULES ON LEADERSHIP IT AIN'T AS BAD AS YOU THINK. IT WILL LOOK BETTER IN THE MORNING. GET MAD, AND THEN GET OVER IT.
EGO GOES WITH IT.
AVOID HAVING YOUR EGO SO CLOSE TO YOUR POSITION THAT WHEN YOUR POSITION FALLS, YOUR IT CAN BE DONE. BE CAREFUL WHOM YOU CHOOSE. DON'T LET ADVERSE FACTS STAND IN THE WAY OF A GOOD DECISION.
YOU CAN'T MAKE SOMEONE ELSE'S DECISIONS. YOU SHOULDN'T LET SOMEONE ELSE MAKE YOURS. CHECK SMALL THINGS. SHARE CREDIT. REMAIN CALM. BE KIND. HAVE A VISION. BE DEMANDING. DON'T TAKE COUNSEL OF YOUR FEARS OR NAYSAYERS. 27 28 28 28 28
PERPETUAL OPTIMISM IS A FORCE MULTIPLIER. THIS ONE LEADERSHIP QUALITY WILL MAKE OR BREAK YOU MUST HAVE LEADERSHIP TRAITS INSPIRATION SELF-CONFIDENCE CONSISTENCY WILLINGNESS TO TAKE RISKS PERSISTENCE DECISIVENESS MULTIDIMENSIONALITY WILLINGNESS TO SACRIFICE ADAPTABILITY FIVE STEPS TO INCREASE YOUR INFLUENCE HERE ARE FIVE STEPS TO INCREASE YOUR INFLUENCE. LEADERS TOUCH A HEART BEFORE THEY ASK FOR A HAND THINGS THAT MOTIVATE EMPLOYEES MORE THAN MONEY
29 29 31 31 32 32 32 32 33 33 33 33 34 35 36 37 39
GIVE YOUR PEOPLE ROOM TO ACTIVELY PARTICIPATE IN THE ORGANIZATION'S SUCCESS PERSUASIVE OR MANIPULATIVE? TACTICS OF A MANIPULATIVE LEADER 1) THEY MISUSE OR ABUSE POWER 2) THEY FABRICATE OR WITHHOLD INFORMATION 3) THEY PREY ON THE EMOTIONS OF OTHERS TACTICS OF A PERSUASIVE LEADER 1) THEY LEVERAGE POWER TO SERVE AND EMPOWER OTHERS. 2) THEY SPEAK TRUTHFULLY, EVEN WHEN THE TRUTH HURTS. 3) THEY UNDER-PROMISE AND OVER-DELIVER. THOSE 20 KEY HABITS THAT HOLD YOU BACK. ~MARSHALL GOLDSMITH BECOME A FRIENDLIER PERSON WIN PEOPLE TO YOUR WAY OF THINKING BE A LEADER FUNDAMENTAL PRINCIPLES FOR OVERCOMING WORRY BASIC TECHNIQUES IN ANALYZING WORRY BREAK THE WORRY HABIT BEFORE IT BREAKS YOU CULTIVATE A MENTAL ATTITUDE THAT WILL BRING YOU PEACE AND HAPPINESS THE PERFECT WAY TO CONQUER WORRY 39 40 40 40 40 41 41 41 41 42 43 44 44 44 45 45 45 46
PRINCIPLES FROM HOW TO WIN FRIENDS AND INFLUENCE PEOPLE ~ DALE CARNEGIE 43
DON'T WORRY ABOUT CRITICISM PREVENT FATIGUE AND WORRY AND KEEP YOUR ENERGY AND SPIRITS HIGH THE 3 THINGS THAT STEVE JOBS TAUGHT US ABOUT CREATIVE LEADERSHIP STEVE JOBS BY WALTER ISAACSON. FINAL CHAPTER BE CAREFUL. HERE ARE SOME TIPS. PEOPLE NATURALLY FOLLOW LEADERS STRONGER THAN THEMSELVES TOP SIX WAYS THAT LEADERS GAIN OTHERS RESPECT GROW AN EFFECTIVE TEAM AND UPGRADE YOUR ORGANIZATIONS LEADERSHIP
CAPABILITIES.
46 46 47 48 52 53 54 55 55 55 55 55 55 55 56 57 57 58 58 59 60 63 66 67 69 70 71 76 76 77 80 80
SOCIAL MEDIA CAN BE A DOUBLE EDGE SWORD FOR LEADERS WITHIN AN ORGANIZATION.
POSITIVE LEADERSHIP LOOK TO THE FUTURE, NOT TO THE PAST; FOCUS ON ACTIONS, NOT ON ANALYSIS; SEE POSSIBILITIES, NOT JUST PROBLEMS; TAKE CONTROL VERSUS BEING CONTROLLED; CREATE OPTIONS VERSUS ACCEPT THE STATUS QUO. ARE YOU A LEADER OR JUST A BOSS? A LEADER EXERCISES TACT AND DIPLOMACY. EMPLOYMENT ENGAGEMENT YOU DONT HAVE TO BE RIGHT ALL THE TIME A LEADER HAS HUMILITY. ARE LEADERS BORN OR MADE? LEADERSHIP BEHAVIORS AND DEVELOPMENT OF LEADERSHIP STYLE AND SKILLS RESPECT IN LEADERSHIP LEADERS ARE GREAT SALES PEOPLE GOOD LEADERSHIP ALWAYS MAKES A DIFFERENCE! THE WORDS "THANK YOU" ARE TWO WORDS THAT SOME LEADERS NEGLECT TO SAY
ENOUGH
A LEADER HAS VISION. 21 IRREFUTABLE LAWS OF LEADERSHIP CHAPTER 3. ONE ON ONES ONE ON ONE'S ARE THE GREATEST MOST EFFECTIVE MANAGEMENT TOOL. ONE ON ONES ARE BUSINESS MEETINGS ABOUT PROFESSIONAL RELATIONSHIPS. CHAPTER 4 COACHING. COACHING STEPS
CREATE A "COACHING ENVIRONMENT" FOR BETTER ORGANIZATIONAL EFFECTIVENESS. 80 AN UNCONVENTIONAL GIFT LEADERSHIP DEVELOPS DAILY, NOT IN A DAY. HR. A COMPANY ASSET NOT JUST REFEREE WHAT IS COMPETENCE? LEADERSHIP TIPS - JACK WELCH STYLE. (WELCH, WINNING) COMMITMENT AND CHANGE A LEADER HAS WISDOM CHAPTER 5. FEEDBACK. GIVE FEEDBACK THAT WORKS 3 WAYS TO DEAL WITH A PASSIVE-AGGRESSIVE COLLEAGUE. EVERY LEADER SHOULD HAVE SOMEONE THEY FEEL COMFORTABLE WITH RECEIVING
HONEST AND FRANK FEEDBACK FROM.
87 89 90 91 91 93 100 102 103 104 104 105 105 107 109 109 110 111 111 113 113 114 116 117 118 119 120 121 122
DONT GET ANGRY. CONFLICT MANAGEMENT FEEDBACK. GOOD AND BAD CHAPTER 6. DELEGATION. STAFF MEETINGS TIPS FOR EFFICIENT SUCCESSION PLANNING KEEP IT SIMPLE. UPGRADE TALENT CHAPTER 7. COMMUNICATION. EFFECTIVE COMMUNICATION. 8 LAWS OF GREAT MANAGEMENT. BUILD RELATIONSHIPS MOTIVATE YOUR STAFF THE AVERAGE PERSON SUFFERS FROM 3 DILUTION'S: EFFECTIVE COMMUNICATION USING DISC RECOVERING AFTER A MISTAKE WHEN LEADERS SAY "SORRY" TRUST WITHIN A TEAM
COMMUNICATE TO YOUR PEOPLE IN THE LANGUAGE THEY UNDERSTAND USING DISC. 114
CHAPTER 8. PERFORMANCE. PARTNERING FOR PERFORMANCE. PERFORMANCE IMPROVEMENT PLAN HAVE YOU COACHED AND GIVEN FEEDBACK BEFORE MOVING TO A PIP MOTIVATION & PERFORMANCE STRESS WATCH OUT FOR BURN OUT. MANAGING STRESS.. PERSONAL STRATEGIES FOR MANAGING (AND CONTROLLING) JOB STRESS ARE: IS THE REWARD FOR HARD WORK IN YOUR ORGANIZATION MORE HARD WORK? PERFORMANCE IMPROVEMENT PLAN HOLD PEOPLE ACCOUNTABLE. CONFRONTING UNACCEPTABLE BEHAVIOR A LEADER HAS DISCIPLINE. 3 REASONS YOU SHOULDN'T LEAVE YOUR JOB. TAKE CONTROL OF YOUR TO-DO LIST. THE PEOPLE FACTORY JACK WELCH'S 4E'S AND ONE P CONCEPT. CHAPTER 9. DEVELOPMENT. DEVELOP A STRONG TEAM. BE AWARE OF DEVELOPMENTAL LEVELS. LEVEL 1: ENTHUSIASTIC BEGINNER. LEVEL 2: DISILLUSIONED LEARNER. LEVEL 3: CAPABLE BUT CAUTIOUS PERFORMER. LEVEL 4: SELF-RELIANT ACHIEVER. DOES YOUR JOB SUCK? IT'S PROBABLY YOU BUILD PERSONAL ACCOUNTABILITY IN YOUR STAFF S=SET EXPECTATIONS I=INVITE COMMITMENT M=MEASURE PROGRESS P=PROVIDE FEEDBACK L=LINK TO CONSEQUENCES E=EVALUATE EFFECTIVENESS
123 123 124 124 124 125 127 128 128 131 132 132 132 134 135 136 136 137 139 139 144 145 145 145 145 146 148 148 148 148 149 149 149 150
SETTING CLEAR, ACHIEVABLE, CHALLENGING, AND UNWAVERING MEASURES IS CRITICAL

TO EMPLOYEE SUCCESS
TOP 5 CAREER INVESTMENTS 1. SMALLER NETWORKS OF INFLUENTIAL PEOPLE 2. IMPROVE YOUR SPEAKING AND NEGOTIATION SKILLS 3. DEVELOP YOUR WEALTH IN RESOURCES 4. PLAY A MORE ACTIVE ROLE IN THE INDUSTRY YOU SERVE 5. EVALUATE YOUR INVESTMENT AND YOUR OWN PROGRESS EACH MONTH TOP TEN REASONS WHY LARGE COMPANIES FAIL TO KEEP THEIR BEST TALENT 6 PERSONAL TRAITS WILL ACCELERATE YOUR INFLUENCE AT WORK 1. YOUR GOALS AND ASPIRATIONS: 2. YOUR HERITAGE: 3. YOUR PASSION: 4. YOUR ADVERSITIES / STRUGGLES: 5. YOUR FAMILY/ CHILDHOOD: 6. YOUR HOBBIES A LEADER DEVELOPS FRIENDSHIP. MENTOR AND RETAIN PEOPLE LEARN FROM YOUR MISTAKES ENCOURAGE PUSH BACK. FOUR ELEMENTS OF TRUST. WORKING TO WIN WINNERS..... CREATE AN ENVIRONMENT OF GROWTH AROUND YOU. CHAPTER 10. GOALS. COACHING IS A MANAGERS WAY OF ASKING YOUR PEOPLE TO IMPROVE THEIR
PERFORMANCE.
151 152 152 153 153 153 154 156 157 158 158 158 159 159 159 160 161 161 161 162 163 164 164
165 165 165 166 167 168 170 170 170 172 172
WHEN A CHALLENGE SEEMS TOO GREAT, BREAK IT DOWN. ALL GOOD PERFORMANCE STARTS WITH CLEAR GOALS. HOW DOES ORGANIZATIONAL COMMITMENT BENEFIT THE ORGANIZATION? SETTING SMART GOALS AND OBJECTIVES. GOAL SETTING BY GOOGLE GOAL SETTING WITH GOSPA FOLLOW YOUR PASSION STEVE JOBS PRINCIPLES CHAPTER 11. MANAGEMENT. MANAGEMENT IS NOT SEXY, GET BACK TO BASICS.
WHAT YOUR PEOPLE WANT FROM THEIR MANAGER. TIME MANAGEMENT DON'T MAKE DECISIONS BASED ON SUNK COSTS DOERS AND FEELERS ENGAGED EMPLOYEES ARE ESSENTIAL TO A MANAGER'S SUCCESS. FUNDAMENTAL ASPECT OF MODERN MARKETING CODE OF ETHICS MANAGING EXPECTATIONS
AXE..
172 173 174 175 175 176 178 178 180 181 182 185 188 191 194 195 195 197 198 199 199 199 201 201 201 203 204 204 205 208
LEARNINGS FROM DRUCKER - ANSWERING THESE QUESTIONS BEFORE WIELDING THE 5 MANAGEMENT LESSONS FROM TV'S HOUSE BETTER WAYS TO BUILD A DATABASE AND GATHER CLIENTS. WHAT IS THE MOST COMMON REASON WHY SENIOR SALES PEOPLE FAIL? TIPS ON BEING A BETTER MANAGER. MANAGING UP. WORKING WITH SENIOR PERSONAL IN YOUR ORGANIZATION. KNOW WHERE MOTIVATION COMES FROM. POWER STEPS TO EFFECTIVE TEAM. THE BENEFITS OF A TEAM. A TEAM LEADER DYSFUNCTION TEAM WORKING WITHIN A TEAM. WHAT THIS CEO THING IS ALL ABOUT ~ JACK WELCH CHAPTER 12. CUSTOMERS. CUSTOMERS 10 TIPS TO HELP YOU SERVICE YOUR CLIENTS BETTER! THE BIG BOSS. THE CUSTOMER. TIPS FOR A SUCCESSFUL BUSINESS PITCH. GOING ABOVE AND BEYOND CUSTOMER NEEDS. CUSTOMER EXPERIENCE AND SOCIAL MEDIA. CHAPTER 13. PRODUCTS. ENCOURAGING EMPLOYEE CREATIVITY. ACKNOWLEDGE ALL IDEA'S WITH A "THANK
YOU" AS A MINIMUM.
LEVERAGE TECHNOLOGY TO SERVE CUSTOMERS AND KEEP EMPLOYEES PRODUCTIVE. 205
208 211
FIVE STEVE JOBS INNOVATIONS THAT CHANGED THE TECH INDUSTRY FOREVER.
1. THE MAC 2. THE IPOD 3. THE IPHONE 4. THE ITUNES/APP STORES 5. PIXAR CHAPTER 14. AXIOMS. FAVORITE QUOTES AND AXIOMS. WORK CITED. INDEX
211 212 212 213 214 223 223 228 230
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Acknowledgements.
Winston Churchill once said that writing a book goes through five phases. In phase one, its a novelty or a toy. But in phase five, it becomes a tyrant ruling your life. Without all the wonderful people who helped me through this process, giving me reason to sit down night after night pondering my days and weeks, putting my thoughts into words. For all the support and encouraging stories passed on about how my impact has changes peoples days and even lives. To all the great publishers who continue to produce these books which I devour and take quotations from. To all the CEOs of the world who take the time to put their experiences into writing and sharing their stories to the world, Thanks you. I special thank you to my wife Karen and two children Kyle and Jamie. This work has taken me away from the time I could have spent with you all, the sacrifices you have all made in support of my goals and dreams. To the people in my life who I have encountered through my working life that has left a mark on my life. These people are: Richard Austin Greg Nicolle. Steve Traplin Geoff Hoffman Cindy Clark Angela Torcha Andrew Thomson Richard Gordan
Lastly to my mentors who have guided me through the highs and lows of my career. The Drucker institute and John Maxwell.
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Chapter 1. Introduction.
The content from this book is a collaboration of ideas and information gathered over years as a manager and coach. I share these ideas to support you in your quest to become a better leader. Principles from top CEO such as Steve Jobs, Jack Welch & Richard Branson. Renown coaches like John Maxwell, Marshall Goldsmith and Peter Drucker. Book writers such as Patrick Lencioni, Dale Carnegie and Steven Covey. Even though you could read this book from start to finish that was not the though when I started writing it. You can pick up this b0ok and turn to a section of interest or an area of problem and work through the ideas. I encourage you to read through the first section Key Principles then jump to the area of interest. I hope you enjoy this as much as I have putting it together.
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Key principles:
Know your people. Regular One on Ones Grow your people. Weekly Coaching. Empower your People. Delegate tasks. Performance guidance. Regular feedback.
A key principle about human behavior is that one individual cannot motivate another, suggesting that leaders cannot actually motivate their people. Leaders are however responsible for creating an environment that will bring out the best in their people. How they do this is to build relationships with their team that are based on trust. This enables them to discover the needs that each individual wants satisfied. The leader can then take steps to ensure that, wherever possible, these needs are met. To do this effectively leaders will need to display superior levels of emotional intelligence, enabling them to manage their emotions so they behave appropriately regardless of their own emotional state. They will also need to be conscious of adapting their own behavior so that they behave in ways that are appropriate for the person and the circumstances that they are dealing with. When they do this they are more likely to develop much higher levels of trust with their team members, which in turn will lead to people being more open to sharing the most critical needs that they would like their leader to address. People's perception and thus experience of their environment plays a critical role in their motivation to perform their best. By developing these skills leaders can make a huge impact on the level of employee engagement in their workplace.
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Trust is the foundation of Leadership.

Trust is the foundation of leadership. It is the most important thing. Leaders cannot repeatedly break trust with people and continue to influence them.
Your people know when you make mistakes. The real question is whether youre going to fess up. If you do, you can often regain their trust.
How does a leader build trust? By consistently exemplifying competence, connection and character. People will forgive occasional mistakes on ability. And they will give you time to connect. But they wont trust someone who has slips in character. Character Communicates a persons character quickly communicates many things to others. Here are the most important ones: Character Communicates Consistency leaders without inner strength cant be counted on day after day because their ability to perform changes constantly. Character Communicates Potential weak character is limiting. Who do you think has the greater potential to achieve great dreams: someone who is honest, disciplined, and hardworking or someone who is deceitful, impulsive and lazy? Character Communicates Respect When you dont have character within, you cant earn respect without. How do leaders earn respect? By making sound decisions, by admitting their mistakes, and by putting whats best for their followers and the organization ahead of their personal agendas. No leader can break trust with his people and expect to keep influencing them. Trust is the foundation of leadership. Violate the Law of Solid Ground, and you diminish your influence as a leader.
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Leadership is a choice not. Not a position.

In my work I come across people in leadership positions that have never made the choice to lead. They act the part that the role expects from them, however leadership is not about position, leadership is not about authority, leadership is not about hierarchy, at its core leadership is a choice. Its a choice to do the work of leadership. To lead requires we respond to reality, that we accept responsibility to be the change we want to see in the world, that we inspire hope in others, that we motivate others to participate in a meaningful journey of change. Too many choose not to respond and therefore fail to lead. I neither started the project nor suggested it. I simply responded to the call of the people for a spokesman Martin Luther King, 1958 In the same way that Martin Luther King responded to the reality he found in his life experience. We too are confronted with life and challenged with situations that require us to make a choice. Everyday were faced with the a leadership choice. A choice to lead, to accept responsibility, to live authentically, to be an example to others, of the change we want to see in the world. Leadership is not about having a particular set of skills and traits, its about our personal decision to make a difference in the world and the lives of others. Its about making a meaningful difference in the world. Warren Bennis says it this way.. No leader sets out to be a leader. People set out to live their lives, expressing themselves fully. When that expression is of value, they become leaders. So the point is not to become a leader. The point is to become yourself, to use yourself completely all your skills, gifts and energies in order to make your vision manifest. You must withhold nothing. You, must, in sum, become the person you started out to be, and to enjoy the process of becoming. Warren Bennis, On Becoming a Leader And Steve Jobs put it this way For the past 33 years, I have looked in the mirror every morning and asked myself: Key Leadership Christian Whamond 2012 15
If today were the last day of my life, would I want to do what I am about to do today? And whenever the answer has been No for too many days in a row, I know I need to change something. Steve Jobs, Stanford University commencement speech, June 2005 Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do. If you havent found it yet, keep looking. Dont settle. As with all matters of the heart, youll know when you find it. And, like any great relationship, it just gets better and better as the years roll on. So keep looking until you find it. Dont settle. Steve Jobs, Stanford commencement speech, June 2005 Its the choice that leaders make about what to do with their lives, about what matters, about where to place their energy that separates leaders from the crowd. Today, leadership is scarce because few people are willing to go through the challenge, discomfort and to pay the price required to lead. Leadership is scare because it costs and not many are selfless enough to pay the price. All effective leaders have made a deliberate choice to lead, to do the work of leadership, to respond to our reality, to accept responsibility to be the change we want to see in the world, to inspire hope in others, to motivate others to participate in a meaningful journey of change. 1. How are you responding to the reality and challenges facing you? 2. Have you made the choice to lead? Were here to put a dent in the universe. Otherwise why else even be here? - Steve Jobs
Trust.
I recently was involved in a seminar where the core of the discussion was building trust with customers. This has made me think about the impact of trust, or lack of, and who is our Key Leadership Christian Whamond 2012 16
customers. For a leadership group within an organization their customers are their internal staff. We all have customers weather they are internal or external, we focus on building great relationships and harboring trust with these external customers but sometime forget about the more important customers to a organization, our internal customers. Trust is not automatically given when a person becomes a manager, trust from his/her pears and directs must be earned, it must be exhibited everyday with trust worthy behaviors and actions. This means removing bad habits like checking on everything people do, questioning their motives and looking to catch people out. I once hear a manager say inspect what you expect this comment in itself is saying I dont trust my staff and I need to check everything they do One of the greatest organizations I know whose complete business is based on trust is EBay. EBay have over one million transactions everyday go through their system. The model behind EBay allows a consumer to purchase goods from a total stranger from around the world, hand over their money and hope that the seller will post the goods and that they are as described. If I was to describe this model to someone today that had no idea who EBay are they would call this madness, they would say that it could never happen, it would open the flood gates form fraudulent transactions, yet EBay has less that 28 fraud transactions per day on average. This is an astonishing figure when you look at how many transactions take place everyday. This tryst is based on a feedback system thats in place within EBay. If the feedback model can be so successful at preventing fraudulent activities with EBay, could we use this same model within Business for our direct reports? Distrusting people this is called self-deception, we see people as objects and no longer as people. We then look to be right and look for confirmation of the deception, we no longer see the good in people we are always looking to "catch them" and confirm our own self-deception. This is called self-betrayal. Key Leadership Christian Whamond 2012 17
Self-betrayal is an act contrary to what we feel is right and what we should do for another person. When we betray ourselves we begin to see the world in a way that justifies our self-betrayal. When we see the world in a self-justifying way, our view of reality is distorted. Over time these self betrayal's become characteristics of me, and I carry them around with me, this then provokes others to do the same, an the cycle starts again. Break the cycle. We need to start to trust our people, we need to start to believe that the majority of our staff want an do the right things by the customer and the organization, giving people the freedom and empowering them with the trust needed to do their role will intern get a better result. To weed out the fraudulent activities we need to give regular feedback everyday about their performance to our direct reports. If you as a manager are not able to give feedback everyday because its too hard and you feel that inspect what you expect is the right methodology, then dont be surprised when your start to loose staff and moral drops overall. This distrust that you are passing onto your directs is then reflected onto your customers though your directs. (Arbinger)
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Chapter 2. Leadership.
To be a leader requires only one thing: followers. A follower is someone who volunteers to go in the direction of the leader who inspires them. The responsibility of leadership is not taken, it's given. Only when others choose to follow us can we truly lead. "People ask the difference between a leader and a boss.... The leader works in the open, and the boss in covert. The leader leads and the boss drives." (Theodore Roosevelt) A good character is the foundation for a great leader. Display and hold the four "H" Honesty, Humility, Honor, Humor. Management is doing things right; Leadership is doing the right thing. You cant motivate other if you are not doing the right thing.
Stop clinging to bad behaviors

One of the worst habits a leader can have is excusing his behavior with claims like, "That's just the way I am!" Stop clinging to bad behaviors because you believe they are essential to who you are. Instead of insisting that you can't change, think about how these behaviors may be impeding the success of those around you. Don't think of these behaviors as character traits, but as possibilities for improvement. You'll be surprised by how easily you can change when it helps you succeed.
The Leaders checklist

The Leaders Checklist comprises fifteen mission-critical, time-tested leadership principles that vary surprisingly little among companies or countries. Taken together, they constitute a playbook for leadership decisions whatever the challenge. Key Leadership Christian Whamond 2012 19
Effective leadership can be learned, and indeed should be learned, by those with responsibility for the performance of their enterprises and their employees. I have concluded that effective leadership can be learned and indeed should be learned, by those with responsibility for the performance of their enterprises and their employees. I have also found that leadership benefits from an approach built upon specific guiding principles that, taken together, create a clear road map for navigating any situation. The Leaders Checklist, a complete set of vital leadership principles that are tried, tested and true.
Fifteen Core Principles

The principles of the checklist should be applicable to most leaders, in most endeavors, in most circumstances, whether investment banking, high technology, or public service; whether good times or bad; and regardless of company or country. But a checklist is only as good as its underlying foundation, and the foundation is only as solid as the materials and engineering that go into it. Here are the fifteen essential principles that taken together, I believe, constitute an irreducible checklist for leadership action: 1. Articulate a Vision. Formulate a clear and persuasive vision and communicate it to all members of the enterprise. 2. Think and act strategically. Set forth a pragmatic strategy for achieving that vision both short- and long-term and ensure that it is widely understood; consider all the players and anticipate reactions and resistance before they are manifest. 3. Honor the room. Frequently express your confidence in and support for those who work with and for you. 4. Take charge. Embrace a bias for action, of taking responsibility even if it is not formally delegated, particularly if you are well positioned to make a difference. Act decisively. Make good and timely decisions and ensure that they are executed. 6. Communicate persuasively. Convey messages in a way that people will not forget; simplicity and clarity of expression help.
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7. Motivate the troops. Appreciate the distinctive intentions that people bring and then build on those diverse motives to draw the best from each. 8. Embrace the front line. Delegate authority except for strategic decisions and stay close to those most directly engaged with the work of the enterprise. 9. Build leadership in others. Develop leadership throughout the organization. 10. Manage relationships. Build enduring personal ties with those who look to you and work to harness the feelings and passions of the workplace. 11. Identify personal implications. Help everyone appreciate the impact that the vision and strategy are likely to have on their own work and future in the firm. 12. Convey your character. Through gesture, commentary and accounts, ensure that others appreciate that you are a person of integrity. 13. Dampen over-optimism. Counter the hubris of success, focus attention on latent treats and unresolved problems and protect against the tendency for managers to engage in unwarranted risk. 14. Build a diverse top team. Leaders need to take final responsibility but leadership is also a team sport best played with an able roster of those collectively capable of resolving all the key challenges. 15. Place common interest first. In setting strategy, communicate the vision and reaching decisions, common purpose comes first, personal self-interest last.
Customizing the Leaders Checklist

While the fifteen principles provide a solid template for action, suitable for most leadership moments at most organizations at most times, most is not always good enough. Customized checklists are required for distinct contexts, and among the most important divisions are those of company, role, and country. The Leaders Checklist for General Electric, according to those highly familiar with the company, would include, for instance, teaching others how to lead their divisions, making tough often wrenching personnel decisions around performance, and continually innovating. A checklist for Google, by contrast, would place greater emphasis on pursuing individual creative sparks, keeping teams small, and guiding Key Leadership Christian Whamond 2012 21
others in an even-keeled manner. A checklist for a major professional services firm might identify nearly a dozen special capacities that it holds to be vital for its managers, including seeing the world through its clients eyes, enthusiastically engaging with clients, and working with them to transcend conventional thinking. While the 15 principles provide a solid template for action, customized checklists are required for distinct contexts; most importantly the divisions of company, role, and country. Role. Distinct positions necessitate their own unique additions to the core Leaders Checklist. The customized principles for top executives are different from those for frontline managers. They, in turn, are different from those for company directors. Country. Specific principles are essential for varied national locations as well. What is required in Argentina or Great Britain is at least partially distinct from what is essential in America or France. Even the best checklist has no value unless it is routinely activated to guide a leaders behavior. Other examples exist within this book to help build your checklist. Organizational leadership has its greatest impact in times of uncertainty and change. It is when uncertainty becomes the norm that a Leaders Checklist becomes most valuable. When markets are predictable, when change is not in the offing, leaders can coast, at least for a while. It is when uncertainty becomes the norm and turbulence more commonplace that a Leaders Checklist becomes most consequential.
10 fundamental truths about leadership and becoming an effective leader.

There are fundamental principles that inform and support the practices of leadership that were true 30 years ago, are true today and will be true 30 years from now. They speak to what the newest and youngest leaders need to appreciate and understand, and they speak just as meaningfully to the oldest leaders, who are perhaps repurposing themselves as they transition from their lengthy careers to other pursuits in volunteer, community or public sectors. They are truths that address what is real about leadership. Key Leadership Christian Whamond 2012 22
Here are 10 fundamental truths about leadership and becoming an effective leader: 1. The first truth is that you make a difference. It is the most fundamental truth of all. Before you can lead, you have to believe that you can have a positive impact on others. You have to believe in yourself. Thats where it all begins. Leadership begins when you believe you can make a difference. 2. The second truth is that credibility Is the foundation of leadership. You have to believe in you, but others have to believe in you too. What does it take for others to believe in you? Short answer: credibility. If people dont believe in you, they wont willingly follow you. 3. The third truth is that values drive commitment. People want to know what you stand for and believe in. They want to know what you value. And leaders need to know what others value if they are going to be able to forge alignments between personal values and organizational demands. 4. The fourth truth is that focusing on the future sets leaders apart. The capacity to imagine and articulate exciting future possibilities is a defining competence of leaders. You have to take the long-term perspective. Gain insight from reviewing youre past and develop out-sight by looking around. 5. You cant do it alone is the fifth truth. Leadership is a team sport, and you need to engage others in the cause. What strengthens and sustains the relationship between leader and constituent is that leaders are obsessed with what is best for others, not what is best for themselves. 6. Trust rules is the sixth truth. Trust is the social glue that holds individuals and groups together. And the level of trust others have in you will determine the amount of influence you have. You have to earn your constituents trust before theyll be willing to trust you. That means you have to give trust before you can get trust. 7. The seventh truth is that challenge is the crucible for greatness. Exemplary leaders the kind of leaders people want to follow are always associated with changing the status quo. Great achievements dont happen when you keep things the same. Change invariably involves challenge, and challenge tests you. It introduces you to yourself.
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8. The eighth truth is that you either lead by example or you dont lead at all. Leaders have to keep their promises and become role models for the values and actions they espouse. You have to go first as a leader. You cant ask others to do something you arent willing to do yourself. 9. The ninth truth is that the best leaders are the best learners. Leaders are constant improvement fanatics, and learning is the master skill of leadership. Learning, however, takes time and attention, practice and feedback, along with good coaching. It also takes willingness on your part to ask for support. 10. The tenth truth is that leadership is an affair of the heart. Leaders make others feel important and are gracious in showing their appreciation. Love is the motivation that energizes leaders to give so much for others. You just wont work hard enough to become great if you arent doing what you love. These are enduring truths about leadership. You can gain mastery over the art and science of leadership by understanding them and attending to them in your workplace and everyday life.
7 Leadership must have skills. ~Marshall Goldsmith (Goldsmith,

Coaching for Leadership) (Powell).
1. Decide if you really want to be a leader. Many of the MBAs who report selfconfidence issues are brilliant technicians. They often find the uncertainty and ambiguity of leading people very unsettling. They are looking for the 'right answers' similar to the ones in engineering school. In some cases, brilliant technical experts should continue to be brilliant technical experts ... and not feel obligated to become managers. 2. Make peace with ambiguity in decision-making. There are usually no clear right answers when making complex business decisions. Even CEOs are guessing. 3. Gather a reasonable amount of data, involve people, then follow your gut and do what you think is right. 4. Accept the fact that you are going to fail on occasion. All humans do. 5. Have fun! Life is short. Why should you expect your staff to demonstrate positive enthusiasm, if they don't see it in you? Key Leadership Christian Whamond 2012 24
6. Once you make a decision, commit and go for it. Don't continually second guess yourself. If you have to change course, you have to change course. If you never commit, all you will ever do is change course. 7. And finally, demonstrate courage on the outside, even when you don't feel it on the inside. We are all afraid on occasion -- that is just part of being human. If you are going to lead people in tough times, you will need to show more courage than fear. When direct reports read worry and concern on the face of a leader, they begin to lose confidence in the leader's ability to lead.
General Colin Powell's 13 Rules on Leadership

RULE #1 It ain't as bad as you think. It will look better in the morning. Anyone who coaches young men and women is inevitably going to do a few things wrong, lose some games, make some bad decisions, and have a few unfortunate incidents. It may seem trite to say, but no matter how disappointing the loss, the morning light will usher in new opportunities and challenges. Our team is rarely as bad as we think in the moments immediately following a loss. The next morning will usually provide a more objective outlook and the confidence to make better choices.
RULE #2 Get mad, and then get over it. When we get upset, it is because we care about something. But we should not dwell on a negative experience too long. We are likely to find one loss turning into two or more... So, get upset, reprimand if need be. But then forget about it and move on, making sure to treat the young man or woman as we did before the errant incident.
RULE #3 Key Leadership Christian Whamond 2012 25
Avoid having your ego so close to your position that when your position falls, your ego goes with it. In order to be successful in the increasingly competitive world of sport, it is important to seriously question the old, comfortable ways of doing things. If we have been doing things simply because that is the way they have always been done, we should question ourselves. The old way may not be conducive to success. Young teams will not progress without change, and the ability to change will be stifled by clinging to overly familiar ground.
RULE #4 It can be done. Even when we cannot control the circumstances of a situation, we have the power to control our attitude. Exhibit a positive attitude, whether you are chasing that elusive conference championship or just trying to get your center to post up strong, and you will give your team a better chance to succeed.
RULE #5 Be careful whom you choose. This is especially true in choosing people for your program. Having a "Yes-man" for an assistant may make life a little easier, but it will also make one of you redundant. Athletes with great skill but no sense of discipline or leadership may (or may not) win games, but will likely produce few championships.
RULE #6 Don't let adverse facts stand in the way of a good decision. There is a scene in the basketball movie "Hoosiers" that dramatically illustrates this point. Coach Norman Dale sees one of his best players re-injure a bad cut on his shoulder during a playoff game. Key Leadership Christian Whamond 2012 26
The coach has almost no bench and is behind late in the game in a hostile gym. He starts to leave the player in the contest, but after a moment of self-questioning, calls a time-out and removes the player. There will always be adversity to face in the form of injuries, academic ineligibility, upset fans, etc. As professionals, we cannot allow them to distract us from making the right choices.
RULE #7 You can't make someone else's decisions. You shouldn't let someone else make yours. If you are operating within the rules and have the support of your administration, make your own decisions and stick to them. This does not mean that you cannot ask for help when needed, but it is your program to run. Nor does it mean that every decision affecting your basketball programs is within your power to control. Certainly, you are in a position to motivate, advise, influence, and even persuade, but the reality is that the responsibility for others' choices belongs to them and you cannot take it from them.
RULE #8 Check small things. The best coaches are masters of details. For example, Tara Vanderveer made her 1996 Olympic basketball team carry both home and road uniforms with them to every game just in case there was a discrepancy between the international team uniforms. Coaches understand that games often hinge on things that fans may not even notice, such as a poorly set screen or improper footwork. Coaches also know that a powerful motion offense attack will not work without proper spacing and cutting. These are small things that often make the difference in whether or not the big things happen.
RULE #9 Key Leadership Christian Whamond 2012 27
Share credit. Nothing will discourage a person more than working very hard, achieving a worthwhile goal, and then having someone else (especially the leader) take all the credit. Coaches who like to believe that "We won because I coached good," or "We lost because they (the athletes) played bad," will start losing their athletes quickly. While it may be true that head coaches get too much of the blame when things go wrong, all those connected with the program including players, assistant coaches, managers, and the administration deserve credit when things are going right.
RULE #10 Remain calm. Be kind. Basketball is a fast-moving game that requires anticipation. This can be very difficult for a coach to accomplish when he or she is excessively emotional or reactive. Coaches who stay calm will diminish their chances of saying or doing something they will regret.
RULE #11 Have a vision. Be demanding. Truly dedicated coaches spend a lot of time watching film, working summer camps, attending clinics, watching college practices, and studying the game in as many ways as possible. They learn what they want the game and, ultimately, their program to look like. Without this type of overall vision, coaches have nothing for which to strive.
RULE #12 Don't take counsel of your fears or naysayers. Coaches simply cannot please everyone. As the saying goes "Coaches who listen to the fans end up sitting beside them." In his book, The Fighting Spirit, Lou Holtz points out that in decision-making, leaders cannot let themselves flinch. Once a decision is Key Leadership Christian Whamond 2012 28
made, coaches have to commit to it. The time to worry, (says Holtz, is when you are placing the bet, not after the dice has been thrown).
RULE #13 Perpetual optimism is a force multiplier. Enthusiasm is contagious. A positive can-do attitude among all the players increases their strength and abilities. As coaches, we can never know how much we influence the people we lead. The ripple effect of either our optimism or our pessimism can be enormous. Joe Paterno believes that if you do not truly believe your team has a chance to win, you should not step into the locker room because the players will sense it. General Powell says he would almost always choose to follow the unrealistic aspirations of an optimist than the often-grim views of a realist. Both the seasoned veterans of the coaching profession and the beginner must have a solid, well-grounded foundation upon which to build. As basketball coaches, we have to determine what works for us and commit to it. These 13 rules, compliments of General Colin Powell, offer a great place to start. (Powell)
This one Leadership quality will make or break you

One of the most often overlooked aspects of leadership is the need for pursuit. Great leaders are never satisfied with traditional practice, static thinking, conventional wisdom, or common performance. In fact, the best leaders are simply uncomfortable with anything that embraces the status quo. Leadership is pursuit pursuit of excellence, of elegance, of truth, of whats next, of what if, of change, of value, of results, of relationships, of service, of knowledge, and of something bigger than themselves. In the text that follows Ill examine the value of being a pursuer Heres the thing pursuit leads to attainment. What you pursue will determine the paths you travel, the people you associate with, the character you Key Leadership Christian Whamond 2012 29
develop, and ultimately, what you do or dont achieve. Having a mindset focused on pursuit is so critical to leadership that lacking this one quality can sentence you to mediocrity or even obsolescence. The manner, method, and motivation behind any pursuit is what sets truly great leaders apart from the masses. If you want to become a great leader, become a great pursuer. A failure to embrace pursuit is to cede opportunity to others. A leaders failure to pursue clarity leaves them amidst the fog. Their failure to pursue creativity relegates them to the routine and mundane. Their failure to pursue talent sentences them to a world of isolation. Their failure to pursue change approves apathy. Their failure to pursue wisdom and discernment subjects them to distraction and folly. Their failure to pursue character leaves a question mark on their integrity. Let me put this as simply as I can you cannot attain what you do not pursue. Smart leaders understand its not just enough to pursue, but pursuit must be intentional, focused, consistent, aggressive, and unyielding. You must pursue the right things, for the right reasons, and at the right times. Perhaps most of all, the best forms of pursuit enlist others in the chase. Pursuit in its purest form is highly collaborative, very inclusive and easily transferable. Pursuit operates at greatest strength when it leverages velocity and scale. I also want to caution you against trivial pursuits dont confuse pursuit with simple goal setting. Outcomes are clearly important, but as a leader, its what happens after the outcome that you need to be in pursuit of. Pursue discovery, seek dissenting opinions, develop your ability unlearn by embracing how much you dont know, and find the kind of vision that truly does see around corners. Dont use your pursuits to shift paradigms, pursue breaking them. Knowing what not to pursue is just as important as knowing what to pursue. Its important to keep in mind that nothing tells the world more about a leader than what or who they pursue that which you pursue is that which you value. If you message to your organization you value talent, but dont treat people well and dont spend time developing the talent around you, then I would suggest you value rhetoric more than talent. Put simply, you can wax eloquent all you like, but your actions will ultimately reveal what you truly value.
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Lastly, the best leaders pursue being better leaders. They know to fail in this pursuit is nothing short of a guarantee theyll be replaced by those who dont. All leaders would be well served to go back to school on what I refer to as the science of pursuitology.
Must have leadership traits

You probably come across many people who think they have the skills to be leaders, but find very few who actually do. Leadership can be coached and it can be learned, but too many of us disregard it as a triviality and hold on to the ego-supported notion that we are born with leadership qualities. Thus, this crucial development stage is often skipped. Many people also have the TV-inspired view that all leaders are like heroes who are there to save the day; they ignore the fact that leaders are mere mortals who are prone to the same mistakes that befall us all. But there is something truly different about leaders: They bounce back. After failure, true leaders still have the poise and presence to convince us to follow them to the edge once again. The big question is: What are the traits that set these people apart and how does one go about developing those same qualities? Inspiration A leader is more than an individual; he is the head of the pack. He is the one who always seems to know what to do and the one people seek out for advice. He not only has a vision, but he also knows how to communicate it. A good leader must be able to convey his message both forcefully and convincingly, and so a certain mastery of oral communication is necessary. The result is that people are often bowled over by the clarity of his vision and the strength of his conviction, and they quickly fall in line. While people are often overawed by leaders abilities, the real source of inspiration comes from two practices that most anyone can do: planning and goal setting. A leader is someone who determines which goals are important and develops a plan to Key Leadership Christian Whamond 2012 31
meet them. He is the one who seemingly has solutions for every problem because he thought everything through before you even had a chance to begin. Self-confidence True leaders believe in themselves. They feel that they have a high capacity to rise above the norm and make things happen. Usually, this confidence stems from the fact that they are highly skilled individuals and have a broad knowledge of what it takes to get the job done. On the other hand, some successful leaders arent very skilled themselves, but they are able to identify those who are. Consistency A strong leader must show consistency in his stance on issues and should not be easily swayed by others opinions. However, this is not to be mistaken for stubbornness, which can be a fatal flaw. Rather, a leader should be able to make rational decisions that are devoid of bias. If you want to be the head honcho, youll also need to develop these characteristics Willingness to take risks Many people refuse to take risks because they are afraid of failing. But if you are an aspiring leader, you have to ask yourself this: Is the risk worth taking? A true leader must be willing to lead by example if he has determined that the benefits outweigh the potential dangers. But even so, many of us are not daring enough to take the plunge, and the people who take the most risks are often those who already have a good safety net in place. If you have analyzed the risk and decided it is worth taking, you need to overcome this mental barrier in your mind. If you find it difficult to do so, keep on planning; the more prepared you are, the less risky a situation will be. Persistence Leaders dont give up without a fight. Things do not always come easily, and leaders must set an example by trying and trying again until they succeed. That said, leaders Key Leadership Christian Whamond 2012 32
are also quick to see when they are fighting a losing battle and to resort to Plan B when that point is reached. Decisiveness As a leader, you are expected to make hard decisions when others shy away from them. Whether that means letting someone go or making dramatic changes that affect your company, you are the one who must push it through. A leader who is too soft often fails to get things done and has a tendency to be taken advantage of. Be merciless when the business requires you to be and stick to your decisions. Multidimensionality Leaders are generally familiar with all the aspects of their business and have a good understanding of how things work. They are aware of what goes on from the front lines to the top level. This wide perspective, combined with a meticulous attention to detail, allows them to recognize oddities where others cannot. Willingness to sacrifice Are you willing to do what it takes to get the job done? Being a good leader can be a demanding proposition because it requires a lot of face time and people management. This can eat into your personal life; you have to decide whether you are willing to make that sacrifice. Adaptability The business strategies that work well today might not tomorrow, and a leader must be quick to recognize this. Just as the company must adapt, so must the leader; he has to constantly learn new skills and find new approaches along the way. A leader must not lose sight of his purpose or the purpose of those under his charge; if he does, he risks becoming out-of-date and bringing others down with him. Thus, it is important for a leader to demonstrate the foresight to bring about change and steer others toward it.
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For aspiring leaders, the message is clear: Study the market and be critical of how you need to adjust.
Five steps to increase your influence

When was the last time you thought about how you influence others how you change minds, shape opinions, move others to act? The ability to influence is one of the essential skills for leaders at all levels. Its more art than science, and it can be tough to get your arms around. But the bottom line is that influence matters. And as we continue to morph (at breakneck speed) into an interconnected, interdependent, increasingly global workplace, it will matter more. In traditional hierarchical organizations, power is typically based on position. The higher you are on the organization chart, the more power you wield. There are clear, top-down rules where the person at the top calls the shots. The person with the power has the influence. Today, organizations are moving toward flatter, matrixed and team-based models. The theory is that with change and complexity comes the need to be more nimble, more inclusive of diverse thought, and more collaborative. In this model, power is more about ones ability to influence and get things done outside of traditional reporting lines. In other words, the person with the influence has the power. To be an effective influencer, you need both substance and style. Without a solid foundation of credibility, even the most interpersonally adept leaders will fall short. On the flip side, highly credible people can struggle with influence if they dont understand the interpersonal dynamics at play. Recent research to identify and measure influence styles created five categories: Asserting: you insist that your ideas are heard and you challenge the ideas of others Convincing: you put forward your ideas and offer logical, rational reasons to convince others of your point of view Negotiating: you look for compromises and make concessions to reach outcomes that satisfy your greater interest Key Leadership Christian Whamond 2012 34
Bridging: you build relationships and connect with others through listening understanding and building coalitions Inspiring: you advocate your position and encourage others with a sense of shared purpose and exciting possibilities Each of these styles can be effective, depending upon the situation and people involved. A common mistake is to use a one-size-fits-all approach. Remember that influencing is highly situational.
Here are five steps to increase your influence.

1) Understand your influencing style. It all begins with self-awareness. Whats your dominant style? Do you assert, convince, negotiate, bridge or inspire? Do you tend to apply the same approach to every situation and individual? Understanding your natural inclination is a good place to start. If youre not sure, consider taking a quick assessment. The DiSC profile is the most common used in today's business. 2) Take stock of your situation. Who are the critical stakeholders you need to win over to achieve an objective or overcome an obstacle? What influencing style might be more effective as you interact with them? For example, if youre dealing with a hard-nosed CFO, consider using a convincing approach, which is based in logic, data and expertise. If youre in a crisis situation where people are relying on you to be decisive and fast on your feet, an asserting style may be more effective. If youre working cross-functionally and need to win the support of a peer, a bridging or negotiating style may be the way to go. 3) Identify your gaps. Once you understand your natural orientation and the appropriate styles to influence those around you, figure out where youre on solid ground and where you need to shift gears and use a different approach to be more effective. 4) Develop. After identifying your gaps, find ways to develop in those areas. It might be a workshop, coach or internal role model who is particularly strong in the style youre trying to develop. For an added bonus, find a learning partner someone with whom you can role-play to gain confidence.
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5) Practice. Begin with small steps low-stakes situations where you can test out your new influencing approaches. Target a person or situation where youd like to achieve a certain outcome, think through the influencing style that will work best in that situation, and give it a try. See what works and what doesnt. As you build your capability and confidence, move on to higher-stakes scenarios. Whether you are leading, following, and/or collaborating, chances are you need to influence others to be successful. Influence strategies can range from reliance on position to education, encouragement and collaboration. The key is knowing which approach to use in a given situation.
Leaders touch a heart before they ask for a hand

For leaders to be effective, they need to connect with people. All great leaders recognize this truth and act on it almost instinctively. You cant move people to action unless you first move them with emotion. People dont care how much you know until they know how much you care. You develop credibility with people when you connect with them and show that you genuinely care and want to help them. And as a result, they usually respond in kind and want to help you. How do you connect with people? 1. Connect with Yourself If you dont believe in who you are and where you want to lead, work on that before doing anything else. 2. Communicate with Openness and Sincerity People can smell a phony a mile away. Authentic leaders connect. 3. Know Your Audience When you work with individuals, knowing your audience means learning peoples names, finding out their histories, asking about their dreams. When you communicate to an audience, you learn about the organization and its goals. You want to speak about what they care about. 4. Live Your Message Practice what you preach. Thats were credibility comes from. 5. Go to Where They Are Remove as many barriers to communication as possible. Try to be attuned to their culture, background, education, and so on. Adapt to others; dont expect them to adapt to me. Key Leadership Christian Whamond 2012 36
6. Focus on Them, Not Yourself Focus on others, not yourself. That is the number one problem of inexperienced speakers and ineffective leaders. 7. Believe in Them Its one thing to communicate to people because you believe you have something of value to say. Its another to communicate with people because you believe they have value. Peoples opinions of us have less to do with what they see in us than with what we can help them see in themselves. 8. Give Them Hope French general Napoleon Bonaparte said, Leaders are dealers in hope. When you give people hope, you give them a future. Successful leaders who obey the Law of Connection are always initiators. They take the first step with others and then make the effort to continue building relationships. Its not always easy, but its important to the success of the organization. A leader has to do it, no matter how many obstacles there might be. You connect with others when you learn their names, make yourself available to them, tell them how much you appreciate them, find out what they are doing, and most important, listen to them. Theres an old saying: To lead yourself, use your head; to lead others, use your heart. Thats the nature of the Law of Connection. Always touch a persons heart before you ask for a hand.
Things that motivate employees more than money

The ability to motivate employees is one of the greatest skills a manager can possess. Here are nine things you can do to motivate your people: 1. Be generous with praise. Everyone wants it and its one of the easiest things to give. Plus, praise from a manager goes a lot farther than you might think. Praise every improvement that you see your team members make. Once youre comfortable delivering praise one-on-one to an employee, try praising them in front of others. 2. Get rid of the managers. Projects without project managers? That doesnt seem right! Try it. Removing the project lead or supervisor and empowering your staff to work together as a team rather then everyone reporting to one individual can do wonders. Think about it. Whats worse than letting your supervisor down? Letting Key Leadership Christian Whamond 2012 37
your team down! Allowing people to work together as a team, on an equal level with their co-workers, will often produce better projects faster. People will come in early, stay late, and devote more of their energy to solving problems. 3. Make your ideas theirs. People hate being told what to do. Instead of telling people what you want done; ask them in a way that will make them feel like they came up with the idea. Id like you to do it this way turns into Do you think its a good idea if we do it this way? 4. Never criticize or correct. No one, and I mean no one, wants to hear that they did something wrong. If youre looking for a de-motivator, this is it. Try an indirect approach to get people to improve, learn from their mistakes, and fix them. Ask, Was that the best way to approach the problem? Why not? Have any ideas on what you could have done differently? Then youre having a conversation and talking through solutions, not pointing a finger. 5. Make everyone a leader. Highlight your top performers strengths and let them know that because of their excellence, you want them to be the example for others. Youll set the bar high and theyll be motivated to live up to their reputation as a leader. 6. Take an employee to lunch once a week. Surprise them. Dont make an announcement that youre establishing a new policy. Literally walk up to one of your employees, and invite them to lunch with you. Its an easy way to remind them that you notice and appreciate their work. 7. Give recognition and small rewards. These two things come in many forms: Give a shout out to someone in a company meeting for what she has accomplished. Run contests or internal games and keep track of the results on a whiteboard that everyone can see. Tangible awards that dont break the bank can work too. Try things like dinner, trophies, spa services, and plaques. 8. Throw company parties. Doing things as a group can go a long way. Have a company picnic. Organize birthday parties. Hold a happy hour. Dont just wait until the holidays to do a company activity; organize events throughout the year to remind your staff that youre all in it together. 9. Share the rewardsand the pain. When your company does well, celebrate. This is the best time to let everyone know that youre thankful for his or her hard Key Leadership Christian Whamond 2012 38
work. Go out of your way to show how far you will go when people help your company succeed. If there are disappointments, share those too. If you expect high performance, your team deserves to know where the company stands. Be honest and transparent.
Give your people room to actively participate in the organization's success

Leaders who insist on making all the decisions often find themselves with disengaged employees. If people aren't taking charge in your organization, your leadership style might be the problem. If you have an overly directive approach, take a step back. Acknowledge your failings with your team. Share your personal and organizational goals. Then, admit that you don't have all the answers and you need your team's help in reaching those goals. This will give your people room to actively participate in the organization's success. This act of humility is often seen as courageous and inspires others to follow suit.
Persuasive or Manipulative?
All leaders are salespersons. Though they may not be peddling a product, leaders are selling a picture of what the future could be and should be. They seek to persuade others to buy-in to a particular vision. Unfortunately, skepticism toward leadership abounds throughout society. Given how jaded people have become toward those in positions of authority, leaders face a stiff challenge in persuading others to link up with their vision. In todays climate people distrust the motives of leaders, disbelieve their promises, and are inclined to second-guess their decision-making. Increasingly, people perceive leaders as having the same detestable qualities as the stereotypical used car salesman: selfinterestedness, underhandedness, and manipulation. Leaders inevitably must convince others to support their vision and/or decisions, but how can they gain influence with followers who hold them in suspicion? In short, how can leaders be persuasive without being manipulative? Lets examine three primary Key Leadership Christian Whamond 2012 39
ways in which leaders behave manipulatively, and then look at three alternative means of persuasion. Tactics of a Manipulative Leader 1) They misuse or abuse power Leaders generally enjoy a positional advantage over their followers. That is, they have the authority to issue rewards or mete out punishments. Leaders abuse their power when they tilt the structure of incentives to secure personal advantages or to enhance their own prestige. For example, they may reward unethical behavior if it brings them financial gain, or they may leverage their power to sully the reputation of a subordinate who frequently disagrees with them. 2) They fabricate or withhold information Leaders manipulate people through misinformation. The past decade has witnessed corporate scandals in which executives have fudged numbers or completely cooked the books. Yet, most manipulation happens far more subtly than financial fraud. Leaders may simply mislead their constituents by accentuating the positives of an arrangement while hiding its drawbacks. For example, a used car salesman may not tell outright lies about the mileage or features of an automobile. However, he may cover up aspects of the vehicles history such as accidents or flood damage. Hence, the resonance of the advertising slogan Show me the Carfax! 3) They prey on the emotions of others Manipulative leaders generally are not blind to the needs of others. In fact, the most deceptive leaders are keenly aware of the wants and aspirations of their people, and they use this knowledge to control others. To increase their influence, they appeal to hopes and fears while downplaying reasoning and logic.
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Tactics of a Persuasive Leader 1) They leverage power to serve and empower others. All too often organizations treat their employees as if they should be thankful just to have a job. However, great leaders earn support by developing their people. Such leaders proactively serve as mentors, networkers, equippers, and coaches; they are always on the lookout for ways to empower employees to grow toward their potential. Application: With respect to those following your lead, ask yourself: Whats in it for them? That is, what do they stand to gain during the process of pursuing the vision of your team/organization? 2) They speak truthfully, even when the truth hurts. In the long run, people trust leaders who help them discover the truth, even if it is uncomfortable initially. Often, the shortest path to a trusting relationship crosses through some feelings of discomfort. The truth isnt always pleasant. Leaders help people to get past temporary discomfort and to move toward decisions that will benefit them long-term. Application: What unpleasant truths does your team presently face? Have you forthrightly informed your team about the unpleasant aspects of your current reality? 3) They under-promise and over-deliver. Eager to close a sale or secure a commitment, leaders have a bad habit of promising more than they can deliver. By over-promising, they create unrealistic expectations, set up others for disappointment, and ultimately lose respect. The best leaders have self-awareness of what they can offer, and they refuse to enter into agreements based solely on optimism or best-case scenarios. Leaders not only are dealers in hope; they also have the wherewithal to ensure that the hopes they engender are not disappointed. Application: Key Leadership Christian Whamond 2012 41
What promises has your organization made to its customers or clients? Are you meeting, exceeding, or failing to reach the expectations created as a result of those promises?
Those 20 key habits that hold you back. ~Marshall

Goldsmith What habits could you stop that are holding you back from getting to the top?: 1. Winning too much: the need to win at all costs and in all situations - when it matters, when it doesn't, and when it's totally beside the point. 2. Adding value: the overwhelming desires to add our two cents to every discussion. 3. Passing judgment: the need to rate others and impose our standards on them. 4. Making destructive comments: the needless sarcasms and cutting remarks that we think make us sound sharp and witty. 5. Starting with "No," "But," or "However": the overuse of these negative qualifiers which secretly say to everyone, "I'm right. You're wrong." 6. Telling the world how smart you are: the need to show people we're smarter than they think we are. 7. Speaking when angry: using emotional volatility as a management tool. 8. Negativity, or "Let me explain why that won't work": the need to share our negative thoughts even when we weren't asked. 9. Withholding information: the refusal to share information in order to maintain an advantage over others. 10. Failing to give proper recognition: the inability to praise and reward. 11. Claiming credit that we don't deserve: the most annoying way to overestimate our contribution to any success. 12. Making excuses: the need to reposition our annoying behavior as a permanent fixture so people excuse us for it. 13. Clinging to the past: the need to deflect blame away from ourselves and onto events and people from our past; a subset of blaming everyone else. Key Leadership Christian Whamond 2012 42
14. Playing favorites: failing to see that we are treating someone unfairly. 15. Refusing to express regret: the inability to take responsibility for our actions, admit we're wrong, or recognize how our actions affect others. 16. Not listening: the most passive-aggressive form of disrespect for colleagues. 17. Failing to express gratitude: the most basic form of bad manners. 18. Punishing the messenger: the misguided need to attack the innocent who are usually only trying to help us. 19. Passing the buck: the need to blame everyone but ourselves. 20. An excessive need to be "me": exalting our faults as virtues simply because they"re who we are. (Goldsmith, The art and practice of leadership coaching) Source: by Marshall Goldsmith, with Mark Reiter, "What Got You Here Won't Get You There",
Principles from how to win friends and Influence people ~ Dale Carnegie
Become a Friendlier Person 1. Dont criticize, condemn or complain. 2. Give honest, sincere appreciation. 3. Arouse in the other person an eager want. 4. Become genuinely interested in other people. 5. Smile. 6. Remember that a persons name is to that person the sweetest and most important sound in any language. 7. Be a good listener. Encourage others to talk about themselves. 8. Talk in terms of the other persons interests. 9. Make the other person feel important - and do it sincerely. Key Leadership Christian Whamond 2012 43
Win People to Your Way of Thinking 10. The only way to get the best of an argument is to avoid it. 11. Show respect for the other persons opinion. Never say, Youre wrong. 12. If you are wrong, admit it quickly and emphatically. 13. Begin in a friendly way. 14. Get the other person saying, yes, yes immediately. 15. Let the other person do a great deal of the talking. 16. Let the other person feel that the idea is his or hers. 17. Try honestly to see things from the other persons point of view. 18. Be sympathetic with the other persons ideas and desires. 19. Appeal to the nobler motives. 20. Dramatize your ideas. 21. Throw down a challenge. Be a Leader 22. Begin with praise and honest appreciation. 23. Call attention to peoples mistakes indirectly. 24. Talk about your own mistakes before criticizing the other person. 25. Ask questions instead of giving direct orders. 26. Let the other person save face. 27. Praise the slightest improvement and praise every improvement. Be hearty in your approbation and lavish in your praise. 28. Give the other person a fine reputation to live up to. 29. Use encouragement. Make the fault seem easy to correct. 30. Make the other person happy about doing the thing you suggest. Fundamental Principles for Overcoming Worry 1. Live in day-tight compartments. Key Leadership Christian Whamond 2012 44
2. How to face trouble: a. Ask yourself, What is the worst that can possibly happen? b. Prepare to accept the worst. c. Try to improve on the worst. 3. Remind yourself of the exorbitant price you can pay for worry in terms of your health. Basic Techniques in Analyzing Worry 1. Get all the facts. 2. Weigh all the facts then come to a decision. 3. Once a decision is reached, act! 4. Write out and answer the following questions: a. What is the problem? b. What are the causes of the problem? c. What are the possible solutions? d. What is the best possible solution? Break the Worry Habit Before It Breaks You 1. Keep busy. 2. Dont fuss about trifles. 3. Use the law of averages to outlaw your worries. 4. Cooperate with the inevitable. 5. Decide just how much anxiety a thing may be worth and refuse to give it more. 6. Dont worry about the past. Cultivate a Mental Attitude that will Bring You Peace and Happiness 1. Fill your mind with thoughts of peace, courage, health and hope. 2. Never try to get even with your enemies. 3. Expect ingratitude. Key Leadership Christian Whamond 2012 45
4. Count your blessings not your troubles. 5. Do not imitate others. 6. Try to profit from your losses. 7. Create happiness for others. The Perfect Way to Conquer Worry 1. Pray. Don't Worry about Criticism 1. Remember that unjust criticism is often a disguised compliment. 2. Do the very best you can. 3. Analyze your own mistakes and criticize yourself. Prevent Fatigue and Worry and Keep Your Energy and Spirits High 1. Rest before you get tired. 2. Learn to relax at your work. 3. Protect your health and appearance by relaxing at home. 4. Apply these four good working habits: a) Clear your desk of all papers except those relating to the immediate problem at hand. b) Do things in the order of their importance. c) When you face a problem, solve it then and there if you have the facts necessary to make a decision. d) Learn to organize, deputize and supervise. 5. Put enthusiasm into your work. 6. Dont worry about insomnia. (Carnigie)
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The 3 things that Steve Jobs taught us about creative leadership

Like many others, I have been devouring books and articles about Steve Jobs ever since he passed away. My fascination with his genius has less to do with technology than creativity. I have been involved in advertising most of my adult life. To my mind, in the past 25 years no other company, not even Nike or Disney, has been as brilliantly and consistently creative as Apple. And theres never been a better advertising mind than Steve Jobs. Jobs was different from many other corporate leaders in that he always knew what he wanted. When he returned to Apple after his decade-long banishment starting in the mid-80s, the company was on the verge of bankruptcy. He actually wrote some of the better lines of the famous Think Different manifesto ad that helped refocus the company and bring it back from the brink, and even got personally involved in the editing of the finished spot (see the rare Jobs-narrated tribute commercial, below). The bar was always raised very high for his team, almost preternaturally. This tyranny of unreasonableness in demanding of those around him to leap above and beyond what they assumed was only just possible, was a reflection of his complete belief, almost a religious devotion, in explosive inspiration over process. Jobs traveled around India in the mid-1970s for 7 months, and in the process discovered Zen. It influenced his thinking, and instilled in him a confidence to trust in his intuition when it comes to making decisions. He famously said, You cant ask customers what they want and then give it to them. By the time you get it built, theyll want something new. Creative leadership is also about anticipating needs, and the confidence to rely on intuition to complement market and consumer understanding Lastly, to Jobs, design was never for its own sake, but for something greater the shaping of experiences. He thought as marketer but also as a consumer. And, from that vantage point, he understood how to simplify design and make devices part of our everyday experience, thereby enabling people more enjoyment of their complicated lives. He believed in simplicity as a means of engaging people and letting them feel close to something as overwhelming as technology. In an interview to Business Week in 1998 he said, Thats been one of my mantras simplicity. Simple can be harder than complex: You have to work hard to get your thinking clean to Key Leadership Christian Whamond 2012 47
make it simple. But its worth it in the end because once you get there, you can move mountains. For Jobs creativity was about knowing what you want, applying intuition, and keeping it simple. And maybe his genius is in how deceptively uncomplicated it seems. Yet at the end his approach to creative leadership required raising the bar remarkably high, inspiring others to do the impossible, and an almost unwavering ability to focus.
Steve Jobs by Walter Isaacson. Final chapter

The Final chapter for the book. In the words of Steve Jobs a reflection on what he hoped his legacy would be. My passion has been to build an enduring company where people were motivated to make great products. Everything else was secondary. Sure, it was great to make a profit, because that was what allowed you to make great products. But the products, not the profits, were the motivation. Sculley flipped these priorities to where the goal was to make money. Its a subtle difference, but it ends up meaning everything: the people you hire, who get promoted, what you discuss in meetings. Some people say, Give the customers what they want. But thats not my approach. Our job is to figure out what theyre going to want before they do. I think Henry Ford once said, If Id asked customers what they wanted, they would have told me, A faster horse! People dont know what they want until you show it to them. Thats why I never rely on market research. Our task is to read things that are not yet on the page. Edwin Land of Polaroid talked about the intersection of the humanities and science. I like that intersection. Theres something magical about that place. There are a lot of people innovating, and thats not the main distinction of my career. The reason Apple resonates with people is that theres a deep current of humanity in our innovation. I think great artists and great engineers are similar, in that they both have a desire to express themselves. In fact some of the best people working on the original Mac were poets and musicians on the side. In the seventies computers became a way for people to express their creativity. Great artists like Leonardo da Vinci and Michelangelo were Key Leadership Christian Whamond 2012 48
also great at science. Michelangelo knew a lot about how to quarry stone, not just how to be a sculptor. People pay us to integrate things for them, because they dont have the time to think about this stuff 24/7. If you have an extreme passion for producing great products, it pushes you to be integrated, to connect your hardware and your software and content management. You want to break new ground, so you have to do it yourself. If you want to allow your products to be open to other hardware or software, you have to give up some of your vision. At different times in the past, there were companies that exemplified Silicon Valley. It was Hewlett- Packard for a long time. Then, in the semiconductor era, it was Fairchild and Intel. I think that it was Apple for a while, and then that faded. And then today, I think its Apple and Googleand a little more so Apple. I think Apple has stood the test of time. Its been around for a while, but its still at the cutting edge of whats going on. Its easy to throw stones at Microsoft. Theyve clearly fallen from their dominance. Theyve become mostly irrelevant. And yet I appreciate what they did and how hard it was. They were very good at the business side of things. They were never as ambitious product-wise as they should have been. Bill likes to portray himself as a man of the product, but hes really not. Hes a businessperson. Winning business was more important than making great products. He ended up the wealthiest guy around, and if that was his goal, then he achieved it. But its never been my goal, and I wonder, in the end, if it was his goal. I admire him for the company he builtits impressive and I enjoyed working with him. Hes bright and actually has a good sense of humor. But Microsoft never had the humanities and liberal arts in its DNA. Even when they saw the Mac, they couldnt copy it well. They totally didnt get it. I have my own theory about why decline happens at companies like IBM or Microsoft. The company does a great job, innovates and becomes a monopoly or close to it in some field, and then the quality of the product becomes less important. The company starts valuing the great salesmen, because theyre the ones who can move the needle on revenues, not the product engineers and designers. So the salespeople end up running the company. John Akers at IBM was a smart, eloquent, fantastic salesperson, but he didnt know anything about product. The same thing happened at Key Leadership Christian Whamond 2012 49
Xerox. When the sales guys run the company, the product guys dont matter so much, and a lot of them just turn off. It happened at Apple when Sculley came in, which was my fault, and it happened when Ballmer took over at Microsoft. Apple was lucky and it rebounded, but I dont think anything will change at Microsoft as long as Ballmer is running it. I hate it when people call themselves entrepreneurs when what theyre really trying to do is launch a startup and then sell or go public, so they can cash in and move on. Theyre unwilling to do the work it takes to build a real company, which is the hardest work in business. Thats how you really make a contribution and add to the legacy of those who went before. You build a company that will still stand for something a generation or two from now. Thats what Walt Disney did, and Hewlett and Packard, and the people who built Intel. They created a company to last, not just to make money. Thats what I want Apple to be. I dont think I run roughshod over people, but if something sucks, I tell people to their face. Its my job to be honest. I know what Im talking about, and I usually turn out to be right. Thats the culture I tried to create. We are brutally honest with each other, and anyone can tell me they think I am full of shit and I can tell them the same. And weve had some rip-roaring arguments, where we are yelling at each other, and its some of the best times Ive ever had. I feel totally comfortable saying Ron, that store looks like shit in front of everyone else. Or I might say God, we really fucked up the engineering on this in front of the person thats responsible. Thats the ante for being in the room: Youve got to be able to be super honest. Maybe theres a better way, a gentlemens club where we all wear ties and speak in this Brahmin language and velvet code-words, but I dont know that way, because I am middle class from California. I was hard on people sometimes, probably harder than I needed to be. I remember the time when Reed was six years old, coming home, and I had just fired somebody that day, and I imagined what it was like for that person to tell his family and his young son that he had lost his job. It was hard. But somebodys got to do it. I figured that it was always my job to make sure that the team was excellent, and if I didnt do it, nobody was going to do it.
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You always have to keep pushing to innovate. Dylan could have sung protest songs forever and probably made a lot of money, but he didnt. He had to move on, and when he did, by going electric in 1965, he alienated a lot of people. His 1966 Europe tour was his greatest. He would come on and do a set of acoustic guitar, and the audiences loved him. Then he brought out what became The Band, and they would all do an electric set, and the audience sometimes booed. There was one point where he was about to sing Like a Rolling Stone and someone from the audience yells Judas! And Dylan then says, Play it fucking loud! And they did. The Beatles were the same way. They kept evolving, moving and refining their art. Thats what Ive always tried to dokeep moving. Otherwise, as Dylan says, if youre not busy being born, youre busy dying. What drove me? I think most creative people want to express appreciation for being able to take advantage of the work thats been done by others before us. I didnt invent the language or mathematics I use. I make little of my own food, none of my own clothes. Everything I do depends on other members of our species and the shoulders that we stand on. And a lot of us want to contribute something back to our species and to add something to the flow. Its about trying to express something in the only way that most of us know howbecause we cant write Bob Dylan songs or Tom Stoppard plays. We try to use the talents we do have to express our deep feelings, to show our appreciation of all the contributions that came before us, and to add something to that flow. Thats what has driven me. Coda One sunny afternoon, when he wasnt feeling well, Jobs sat in the garden behind his house and reflected on death. He talked about his experiences in India almost four decades earlier, his study of Buddhism, and his views on reincarnation and spiritual transcendence. Im about fifty-fifty on believing in God, he said. For most of my life, Ive felt that there must be more to our existence than meets the eye. He admitted that, as he faced death, he might be overestimating the odds out of a desire to believe in an afterlife. I like to think that something survives after you die, he said. Its strange to think that you accumulate all this experience, and maybe a little wisdom, and it just goes away. So I really want to believe that something survives, that maybe your consciousness endures. Key Leadership Christian Whamond 2012 51
He fell silent for a very long time. But on the other hand, perhaps its like an on-off switch, he said. Click! And youre gone. Then he paused again and smiled slightly. Maybe thats why I never liked to put onoff switches on Apple devices. (Isaacson)
Social media can be a double edge sword for leaders within an organization. Be careful. Here are some tips.
Social media can be a potent way for Leaders within organizations to share personal perspectives. But without the right approach, it turns into a double-edged sword. Speak off-the-cuff and you risk hurting your reputation; dont participate socially and your companys voice is muted, leaving ample room for others to shape your story. Here are the top five must-dos for social media: Realize as a leader within a organization you shine bright in social mediums and you will bring attention. Social media participation is a public appearance where everything is on the record. Assume that comments will be picked up by the critiques as well as examined closely by your staff and others watching your company. Speak and act accordingly. Recognize your role as Chief Narrator. Social platforms like Twitter, Facebook and no even more so LinkedIn arent a sounding board for a CEOs innermost thoughts; theyre an extension of other modes of communication you use as the lead executive of your organization. Theres great opportunity to share thoughts on your company or industry issues that get amplified through networks that reach employees, investors, customers and staff. As with existing communications efforts have a plan in place as you engage. Anticipate social remarks being a part of a permanent public record. Avoid posting or tweeting on topics that you would never discuss aloud in a public forum. Badmouthing competitors, going too deep into personal affairs, commenting on staff or speaking about divisive issues is not the way to go. Dont be gun-shy when Key Leadership Christian Whamond 2012 52
engaging online, but anticipate that what you say will generate the same reaction as if it were published in a email to all staff members. Dont court controversy if you cant take the heat. Opinions on relevant industry issues and current events that affect your business are fine. But steer clear of statements that might be controversial unless you want to be at the center of the storm. Off the cuff remarks can have a massive ripple effect to be managed your staff, PR & HR team's and others tied to the issue after the fact. Pause for a moment in private before you go public. Despite the inherent risks embrace your humanity. Words of caution dont mean you cant let your personality shine through. In fact, this is one of the best ways Leaders can engage on a deeper, more human level with stakeholders. Personal insights into what its like to lead an organization show authenticity. Just remember that there are limits to whats appropriate to share. Any leader looking to engage through social media can harness the power, or suffer from the peril, of the medium. While it provides a forum for new interaction, new communications policies have similarities to traditional media guidelines. Keeping that in mind will help you participate in ways that adds value, not headaches, to your organization.
People naturally follow leaders stronger than themselves

People naturally follow leaders stronger than themselves. Thats how the Law of Respect works. People dont follow others by accident. People who are an 8 in leadership dont look for a 6 to follow they naturally follow a 9 or 10. The less skilled follow the more highly skilled and gifted. Occasionally, a strong leader may choose to follow someone weaker than himself. But when that happens, its for a reason. For example, the stronger leader my do it out of respect for the persons office or past accomplishments. Or he may be following the Key Leadership Christian Whamond 2012
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chain of command. In general though, followers are attracted to people who are better leaders than themselves. When people get together for the first time in a group, take a look at what happens. As they start interacting, the leaders in the group immediately take charge. But after the people get to know one another, it doesnt take long for them to recognize the strongest leaders and to start following them. In time, people in the group get on board and follow the strongest leaders. Either that or they leave the group to pursue their own agenda.
Top Six Ways That Leaders Gain Others Respect

1. Natural Leadership Ability if you possess it, people will want to follow you. They will become excited when you communicate vision. 2. Respect For Others when leaders show respect for others especially for people who have less power or a lower position than theirs they gain respect from others. If you continually respect others and consistently lead them well, you will continue to have followers. 3. Courage Good leaders do whats right, even at the risk of failure, in the face of great danger and under the brunt of relentless criticism. Can you think of one great leader from history who was without courage? A leaders courage gives his followers hope. 4. Success When leaders succeed in leading the team to victory, then followers believe they can do it again. As a result, followers follow them because they want to be part of success in the future. 5. Loyalty When leaders stick with the team until the job is done and look out for their followers best interests even when it hurts them personally, followers will in turn learn to respect them. 6. Value Added to Others Followers value leaders who add value to them and their respect for them carries on long after the relationship has ended.
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Grow an effective team and upgrade your organizations leadership capabilities.

My objective as a senior leader needed to be not only taking responsibility to increase my own level of effectiveness, but also support my team and continually increase each team members effectiveness. Constantly challenge your team to do their very best to raise their level through participating in leadership development and training. Train and embolden your staff members to grow their own leadership and then shoot high when someone needs to be added to your team.
Positive Leadership
Cynicism is everywhere is many organizations. There are many cynical Junior and middle managers that are going to stay that way: cynical and junior. The most effective leaders have a positive outlook on their work, themselves and their lives. Positive leadership is a frame of mind where leaders: Look to the future, not to the past; Focus on actions, not on analysis; See possibilities, not just problems; Take control versus being controlled; Create options versus accept the status quo. Some people behave like this naturally. For the rest of us, the good news is that these habits can be learned. The first steps to becoming a positive leader are to become a professional leader. Professionalism in today's business starts with respect. Respecting your people and other managers. Its important to figure out what the accepted standard for professionalism is in your organization and what falls below the line. Below are some typical traps that fall below the line: Key Leadership Christian Whamond 2012 55
Mobile phones use in meetings; Being ate for meetings Bad-mouthing customers or colleges. Talking about business or customers in public spaces. Failing to follow up on promises Ignoring dress code. Look within yourself and your team. What do you see that could be perceived as unprofessional? Run an exercise with your team and create a list of actions and behaviors that are regarded as unprofessional. Pick a number of areas for improvement and hold each other accountable. Don't make your list to large; this will become nightmare for you. Everyone can work on a few key area's to improve their professional behavior. Once you have established these new behaviors over a few months, you can move on to the next steps.
Are you a leader or just a boss?

I often find that many people confuse leadership with positional power. We tend to believe that a person in a position of authority or someone with a title has their position or title due to their leadership qualities. However, in many cases there is no correlation between someones position and their leadership ability. Just having a title does not make you a leader, leaderships is about influence. Title only buys you time to exercise true leadership, and in this time your leadership either increases or diminishes and eventually fails. There is a huge difference between being a boss and being a leader! Consider the following the boss drives group members; the leader coaches them. the boss depends upon authority; the leader on good will. the boss inspires fear; the leader inspires enthusiasm. the boss says I; the leader says we. the boss assigns the task, the leader sets the pace. the boss says, Get there on time; the leader gets there ahead of time. Key Leadership Christian Whamond 2012 56
the boss fixes the blame for the breakdown; the leader fixes the breakdown. the boss knows how it is done; the leader shows how. the boss makes work a drudgery; the leader makes it a game. the boss says, Go; the leader says, Lets go. People follow the boss because they have to if they want to keep their jobs. People follow leaders because of who they are and were they are going. Too many leaders today rely on their position to lead. How about you?
A leader exercises tact and diplomacy.

"What we have done for ourselves alone dies with us. What we have done for others and the world remains and is immortal." ~Albert Pine. Leadership not only involves knowing where you are going, but also how to work effectively with people. In working together with people, the leader needs warmth, enthusiasm and sensitivity. The loyalty of your people is priceless. It cannot be bought or secured with favours. It cannot be won overnight and is not everlasting. Loyalty is only given by your people if they think you are worth it. Effective leaders make their people feel good about themselves and their work. Help them be successful in their jobs and give and do everything you possibly can to help them achieve their goals.
Employment engagement
Lack of employee engagement is like a cancer, eating away at your organizations vital organs. It saps your organization's strength, directly affecting your organization's ability to achieve the levels of customer satisfaction, productivity and profitability you know you could achieve.
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You dont have to be right all the time

A motivated leader is one who doesn't have to be right about everything. It's powerful to say "now that I've listened to you, I've realized your right, I'm going to take some steps to get it done." Being right won't matter in the long run. What matters is achieving something. Focus on the objective. You can be wrong about everything and still be a great leader if you bring out the best in your people.
A leader has humility.

If I could see further than others, it was because I stood on the shoulder of Giants -Isaac Newton. Humility is such an important characteristic in the life of a leader. Most people dislike and distrust those who are full of themselves no matter what there successes. However, all appreciate true humility. So much of lifes frustration, pain and unhappiness comes because we make ourselves the centre of our lives. We insist on living motivated by a self-regard that throws life out of focus. One of the surest evidences of greatness is a humble spirit. A humble person can neither be put down or exalted they remain the same under all circumstances. Leadership requires that men and women recognize what they have to do and get on with the job. They dont expect recognition for every achievement. True leadership happens when people want to see the work done and they care little about who gets credit. There are those who humility and seek more praise for there accomplishments, which gives them a greater assurance for there worth. Leaders because of their nature, tend to have a blind spot. You may need a close advocate and trusted friend to give you feedback on how you are coming across to people. You are in a constant state of change, so leaders need constant appraisal.
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Are leaders born or made?

Is it possible to train people to be effective leaders -- or do you think that the best leaders are just born that way? For some people, the question of whether leaders are born or made is truly intellectual fodder for a good classroom or dinner party debate. But for people like you, in front-line positions to hire, promote, and fire, the question, Who has the right stuff to lead? definitely has more urgency. Getting the answer right can drive an organizations culture and performance to new levels. Getting it wrong can too -- downwards. So whats the answer? Of course, since were talking about real life here, it isnt neat or simple. The facts are, some leadership traits are inborn, and theyre big whoppers. They matter a lot. On the other hand, two key leadership traits can be developed with training and experience in fact, they need to be. Before going any farther, though, lets talk about our definition of leadership. Its comprised of five essential traits. These traits, by the way, do not include integrity, which is a requirement in any leadership position, or intelligence, which is likewise a ticket to the game in todays complex global marketplace. Nor do they include emotional maturity, another necessity. These three characteristics are baseline theyre givens. So lets go beyond them. From our experience, the first essential trait of leadership is positive energy the capacity to go-go-go with healthy vigor and an upbeat attitude through good times and bad. The second is the ability to energize others, releasing their positive energy, to take any hill. The third trait is edge the ability to make tough calls, to say yes or no, not maybe. The fourth trait is the talent to execute very simply, get things done. Fifth and finally, leaders have passion. They care deeply. They sweat; they believe. As you may have figured, positive energy and the ability to energize are pretty hardwired. Theyre basically personality. Similarly, passion feels inborn. Some people just seem to come fully loaded with intensity and curiosity; they naturally love people, life, and work. Its in them. It is them. Edge and the ability to execute are different. New hires rarely show up with them in polished form, and even middle managers benefit from training in both. But the best Key Leadership Christian Whamond 2012 59
teacher for these two traits is trench warfare. Thats because edge and execution are largely a function of self-confidence. You can say yes or no a heck of a lot better when youve done it a bunch of times and seen how well decisiveness works. Likewise, only in real world challenges can managers truly feel the power of moving quickly, demanding accountability, and rewarding results. They can also experience how damaging it is not to execute a mistake most effective leaders dont make twice. So are leaders born or made? The answer (perhaps not surprisingly) is both. Your best strategy, then, is to hire for energy, the ability to energize, and passion. Go full force in training and developing edge and execution. Promote the people who have a good dose of all five traits. Always remember, though, that not everyone was meant to be a leader. But as long as you are one yourself and you are -- its your job to find and build those who were (Welch, The GE Way).
Leadership behaviors and development of leadership style and skills

Leadership skills are based on leadership behavior. Skills alone do not make leaders style and behavior do. If you are interested in leadership training and development start with leadership behavior. The growing awareness and demand for idealist principles in leadership are increasing the emphasis (in terms of leadership characteristics) on business ethics, corporate responsibility, emotional maturity, personal integrity, and what is popularly now known as the 'triple bottom line' (abbreviated to TBL or 3BL, representing 'profit, people, planet'). For many people (staff, customers, suppliers, investors, commentators, visionaries, etc) these are becoming the most significant areas of attitude/behavior/appreciation required in modern business and organizational leaders. 3BL (triple bottom line - profit, people, planet) also provides an excellent multidimensional framework for explaining, developing and assessing leadership potential and capability, and also links strongly with psychology aspects if for instance psychometrics (personality testing) features in leadership selection and development methods: each of us is more naturally inclined to one or the other (profit, people, Key Leadership Christian Whamond 2012 60
planet) by virtue of our personality, which can be referenced to Jung, Myers Briggs, Etc. Much debate persists as to the validity of 'triple bottom line accounting', since standards and measures are some way from being clearly defined and agreed, but this does not reduce the relevance of the concept, nor the growing public awareness of it, which effectively and continuously re-shapes markets and therefore corporate behavior. Accordingly leaders need to understand and respond to such huge attitudinal trends, whether they can be reliably accounted for or not at the moment. Adaptability and vision - as might be demonstrated via project development scenarios or tasks - especially involving modern communications and knowledge technologies - are also critical for certain leadership roles, and provide unlimited scope for leadership development processes, methods and activities. Cultural diversity is another topical and very relevant area requiring leadership involvement, if not mastery. Large organisations particularly must recognise that the market-place, in terms of staff, customers and suppliers, is truly global now, and leaders must be able to function and appreciate and adapt to all aspects of cultural diversification. A leader who fails to relate culturally well and widely and openly inevitably condemns the entire organization to adopt the same narrow focus and bias exhibited by the leader. Bear in mind that different leadership jobs (and chairman) require different types of leaders - Churchill was fine for war but not good for peacetime re-building. There's a big difference between short-term return on investment versus long-term change. Each warrants a different type of leadership style, and actually very few leaders are able to adapt from one to the other. If it's not clear already, leadership is without doubt mostly about behavior, especially towards others. People who strive for these things generally come to be regarded and respected as a leader by their people: Integrity - the most important requirement; without it everything else is for nothing. Having an effective appreciation and approach towards corporate responsibility, (Triple Bottom Line, Fair Trade, etc), so that the need to make profit is balanced with wider social and environmental responsibilities. Key Leadership Christian Whamond 2012 61
Being very grown-up - never getting emotionally negative with people - no shouting or ranting, even if you feel very upset or angry. Leading by example - always be seen to be working harder and more determinedly than anyone else. Helping alongside your people when they need it. Fairness - treating everyone equally and on merit. Being firm and clear in dealing with bad or unethical behavior. Listening to and really understanding people, and show them that you understand (this doesn't mean you have to agree with everyone - understanding is different to agreeing). Always taking the responsibility and blame for your people's mistakes. Always giving your people the credit for your successes. Never self-promoting. Backing-up and supporting your people. Being decisive - even if the decision is to delegate or do nothing if appropriate - but be seen to be making fair and balanced decisions. Asking for people's views, but remain neutral and objective. Being honest but sensitive in the way that you give bad news or criticism. Always doing what you say you will do - keeping your promises. Working hard to become expert at what you do technically, and at understanding your people's technical abilities and challenges. Encouraging your people to grow, to learn and to take on as much as they want to, at a pace they can handle. Always accentuating the positive (say 'do it like this', not 'don't do it like that'). Smiling and encouraging others to be happy and enjoy themselves. Relaxing - breaking down the barriers and the leadership awe - and giving your people and yourself time to get to know and respect each other. Taking notes and keeping good records. Key Leadership Christian Whamond 2012 62
Planning and prioritizing. Managing your time well and helping others to do so too. Involving your people in your thinking and especially in managing change. Reading good books, and taking advice from good people, to help develop your own understanding of yourself, and particularly of other people's weaknesses (some of the best books for leadership are not about business at all - they are about people who triumph over adversity). Achieve the company tasks and objectives, while maintaining your integrity, the trust of your people, are a balancing the corporate aims with the needs of the world beyond.
Respect in leadership
Respect is one of the values that we hear talked about a lot. Respect is a word that always evokes a positive conversation. The problem has been that almost no one really thinks about or understands what it means to respect someone, create a culture of respect among people or for that matter what it means to be respected. Most of us believe that respect is an important value and that it is good. We do not normally think of respect as an action but as a feeling or judgment about other people. To understand and distinguish respect it is important to recognize that language is fundamental to how we see the world. Language both opens possibilities and empowers us, or it closes possibilities and limits us. If we say we respect someone, we are looking" at the other person in a particular way usually suggesting we are open to listen and honor each others views even if we disagree. If we say we dont respect someone, we are generally closed to certain possibilities and conversations with them. Likewise, if we have self-respect we are generally in a healthy internal conversation with ourselves. If we dont respect ourselves, we will typically be stuck in all sorts of unproductive and unsatisfying "self-talk". If we say that something is possible to someone we respect, we will more than likely have a productive and satisfying Key Leadership Christian Whamond 2012 63
dialogue. If we dont respect them then we will more than likely be closed, not listen or in some cases disregard and dismiss them and their views outright. Respect is just a word, but what it means and what it distinguishes for us can make all the difference in how we observe ourselves and others. If we can create a culture in which respect is universal and an expression of our commitment to each other as human beings and how we choose to "look at each other", then we have a foundation for designing ways for collaboration and mutual empowerment that are simply not possible in the absence of authentic respect. I believe that respect is the foundation for any serious discourse on coaching, leadership or building satisfying relationships with others. Without respect there are no possibilities for trust, sharing a vision, for empowerment or for creating powerful teams and organizations. Respect (or lack of it) is a core aspect of any recurring conflict situation as well as an integral factor in most labour-management disputes. Many times, we use the term and our feelings about respect to in effect say, You should agree with me and behave the way I want you to or it means you dont respect me (or justifies my not respecting you) and therefore I can rationalize doing just about anything I want without concern for you. In an organizational or social context our judgments and level of respect become the basis for how we relate to other people on a day-to-day basis. Respect is fundamental to human relationships (and relationship with self) is not a new idea. What is new is the inquiry into whether it is possible to respect people with whom we strongly disagree and whose actions and behavior are inconsistent with what we value. We all use respect (or lack of respect) to determine how open we are, how trusting we are and how we choose to relate to others. When we have negative judgments, our assessments become the justification to give or not give respect. In our everyday way of relating, we rarely notice that the judgments and assessments are one thing, and the conclusions and actions that follow are something else. Respect can be seen as an action and that it is possible to create a culture in which people naturally and authentically respect each other. To do this, however, we need to Key Leadership Christian Whamond 2012 64
consider how we are looking at people already. That is, we need to observe that we are normally judging others in terms of our own values and practices. Our baseline for assessing others is essentially what we happen to believe at a given moment. The implication of this has to do with whether we can take someone seriously if they dont meet or match our standards and beliefs. If we cant take someone seriously then we never have the conversations which could make a difference in how we relate or what is or isnt possible for us in the future. When this occurs we become trapped in a vicious cycle of judgment-lack of respectreaction, and more judgment that justifies more lack of respect. It is of course possible to partially finesse the issue by trying to separate the "human being" from his or her behavior I respect YOU, but dont respect your behavior. I am suggesting that we must respect everyone if the idea of respect is to make any sense other than as a tool for judging and manipulating behavior. The reason for this is that the simple act of judging whether someone (including ourselves) is worthy of our respect is to separate us from the other person as a human being and assume a "superior" relationship to them. As a coach, I am always relating to a person in two domains.one is who I say they are as a possibility, the other is who they are in a context of my judgments and their history. My choice is in which context I will relate to them. If I relate to another in a context of possibility then our work together is about their commitments, creating breakthroughs and producing unprecedented results. If I relate to them in a context of their past and my assessments then the game typically becomes about me analyzing their behavior and attempting to "fix" or control them. Creating a culture of respect begins with a commitment to seeing everyone as worthy of respect. In a culture of respect there will be more straight talk (especially of negative assessments) because we respect each other. In a culture of respect all sorts of relationship issues, differences and lack of alignment become positive forces for change, not justifications for the status quo. Human beings will always have judgments about themselves and others. It doesnt matter whether our judgments are positive or negative since no judgment is ever true or false anyway, no matter how many may agree or disagree with it. Key Leadership Christian Whamond 2012 65
Respect is one of many values we seek to "enculturate" in our organizations. Like all values it cannot be legislated or regulated into existence. It can be learned, it can be coached and leaders everywhere can demonstrate it. Creating a culture of respect doesnt solve problems or predict any particular behavior. It does, however, shift the context, our consciousness and the organizational paradigm in such a way as that we need not sacrifice our relationships in moments of conflict and fear. Moreover, when we respect others, we are able to consider our own responsibility for our disagreements and differences and most of all we can engage in dialogues to create a future in which everyone is included without perpetuating reactive cycles of distrust, resentment and acrimony.a future based on respect.
Leaders are great sales people

Great leaders and great sales people share a common secret: the have two ears and one mouth and they use them in that proportion. They listen twice as much as they talk. Let people listen to there favorite voice, there own, and they will think you are wonderful. As I have learned over my time, you will never get in trouble for listening. When you are selling a car, phone or an idea and concept, you follow the same system. Below is a classic seven step sales cycle. 1. Agree the problem/opportunity. 2. Preview the benefits of addressing the problem/opportunity. 3. Suggest the idea. 4. Explain how it works. 5. Pre-empt objections. 6. Reinforce the benefits. 7. Agree to move forward with a clear outcome (Close) Check reactions at each stage.
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The most important step is the first: agree the problem/opportunity from the other persons perspective. The process is conversational in which you let the other person communicate about what they are wanting to get out of this conversation. The idea or concept you are trying to sell will probably make sense to you and you are probably very enthused about your proposition, but not everyone will get excited about your idea. You need to get into their shoes and their head and see the world through their eyes. Tap into the personas dreams and core values. Try and avoid selling features, work out what the benefits are or ideally their dreams. Start with what the person wants, not what you have.
Good leadership always makes a difference!

Leadership is the willingness to put oneself a risk. Leadership is the passion to make a difference with others. Leadership is being dissatisfied with current reality. Leadership is taking responsibility while others are making excuses. Leadership is seeing the possibility in a situation while others are seeing limitations. Leadership is the readiness to stand out in the crowd. Leadership is an open minded and an open heart. Leadership is the ability to submerge your ego for the sake of what is best. Leadership is evoking in others the capacity to dream. Leadership is inspiring others with a vision of what they can contribute. Leadership is the power of one harnessing the power of many. Leadership is your heart speaking to the hearts of others. Leadership is the integration of heart, head and soul. Leadership is the capacity to care, and in caring, to liberate the ideas, energy, and capacity of others. Key Leadership Christian Whamond 2012 67
Leadership is above all, courageous. Lifting people to a new level is a requirement for effective leadership, the saying its lonely at the top is false in my opinion. Taking people to the top with them is what good leaders do. What kind of leader would leave everyone behind on their journey. If you separate yourself from your people you loose the feel for the pulse and feel on the floor. Few leaders are successful unless a lot of people want them to be. No one ever got to a leadership role alone. Everyone needs a helping hand now and then. Taking people with you is more for filling and pays dividends in time. A solo mountain climber has huge risk involved. Its much safer, enjoyable and likely for greater success if they have a guide supporting them by holding the rope below. If they slip or fall there is someone their to hold the rope. They work together as a team. The leader is finding and setting the path while his guide is supporting him along his journey. To help others up you must stoop down. To be successful you must be prepared to stoop. Leadership is relational as much as it is positional. An individual who takes a relationship approach to leadership will never be lonely. If you are in a leadership role, do not rely on your title to convince people to follow you. Build relationships. Win people over. Do that and you will never be a lonely leader. Consider your employees as teammates, partners in success. Work with your people and not enforce that they work for you, without them you cannot succeed. Without me they cannot succeed. We are a team. We reach our goals together. We need each other. People working together for a common vision is an incredible experience. I was once privileged to sit amongst an orchestra while they played. The conductor asked each individual to play at their individual best and not worry or listen about others around them. As good as each individual person in the team is at his or her own individual skills; it wasnt until they played as a team that the true experience was felt. Our focus is on what we are trying to achieve together, not on hierarchies or professional distance or the preservation of power.
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Never climb the mountain alone. Make sure that the team make it to the top together. Some people you invite along for the climb may overtake you and eventually climb higher that you do. If you where there to give them a hand in there journey someday they may return the favor and pull you up with them.
The words "Thank You" are two words that some leaders neglect to say enough
It's simple, but more powerful than you might realize. The words "Thank You" are two words that some leaders neglect to say enough. Have you ever had the unfortunate experience of doing something and not being thanked? How does it feel? Why do I say these two words are powerful? Because by neglecting to say thank you; you lose some respect. People will view you differently as a leader. You might even possibly lose the opportunity for someone to do something nice for you again. I would encourage all leaders to express gratitude often towards those they lead. Be genuine, specific and timely in your gratitude and watch what a difference it makes. Saying thank you can be as easy as verbally telling someone, writing a quick handwritten note and placing it on the keyboard of the person you are thanking before you leave for the night, making an unexpected phone call, sending a quick e-mail, giving a candy bar or single flower, baking some cookies or providing a favorite snack. There are a mulitude of ways to say thank you, just do it. People like grateful leaders. There are the leaders who have an attitude of taking people for granted, and there are leaders with and attitude of appreciation. I like peoplefor the most part.we all have those people who get under our skin or we dont really get on with, but no matter who it is I want to make sure that I appreciate people. People are our most valuable resource and we need to treat them as so. An attitude of appreciation is so much more than saying thank you to people, but that helps. Its more than having a volunteer appreciation day, but that could be cool. An attitude of appreciation is day in and day out cherishing the sacrifice people are making to help build the kingdom. When you have that mindset it will ooze out of you. The way you talk to people, the ora you give off, your accessibilitythese things show your appreciation. Key Leadership Christian Whamond 2012 69
A Leader has vision.

We grow by dreams. All big men are dreamers. Some of us let dreams die, but others nourish and protect them, nurse them through bad days..to the sunshine and light which always comes~Woodrow Wilson. Vision is the key to understanding leadership. A real leader have never lost the childlike ability to dream. The tragedy today is that we crush the ability of our children to dream by demanding they grow up to soon. The greatest tragedy to befall a person is to have sight but lack vision. ~Helen Keller. There is nothing that excites and motivates people like a vision to accomplish something special. Leadership is that unique ability to influence people to move toward goals that are beneficial and meet the groups best interest. Strong leadership of vision, coupled with faith in its efficacy, is a formidable combination. But confusion on leadership of the vision will result in diminished accomplishments. The vision, along with leadership, must be clear and concise. Vision is a comprehensive sense of where you are, where you are going, how you are going to get there and what you will do when you arrive. Its dreaming dreams about the future. I is seeing the big picture and personally painting a part of it. Vision is feeling challenged by the world and being compelled to make a mark on it through the force of your own ideas, personality, resources and desire. But vision must be focused and specific. If it is too broad you will flounder and become discouraged. Set specific, measurable, attainable, realistic and time bound (SMART) goals otherwise you will become discouraged and discourage others. Vision is blazing the campfire around which people will gather. It provides light, energy, warmth and unity. But too many people stand away in the shadows and refuse to come up to the fire and be part of the vision.
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Vision starts very much out of attitude. Forget the cynics and pessimists. Those who cant see beyond the first obstacle will always be around in abundance. But people of vision are not afraid to fail. Three Vital components of vision are: 1). Vision creates power. The enthusiasm that comes from vision results in dynamic power. This then leads to greater productivity and feelings of productivity increase your feelings of self-esteem. Enthusiasm is produced from vision and the power from enthusiasm is the energy that drives every successful idea. 2). Great vision comes from being quiet, still, learning and developing and often alone. Every leader needs to spend time in solitude, reflecting and increasing his knowledge. In a quite place will come your best ideas. 3). Never allow your vision to escape you. Just as a fire will die without fuel so too will your vision and dreams unless you keep them constantly alive. Your vision should be so much part of you that you are living it day by day.
Jack Welch, former chairman and CEO of General Electric Co., said, "Good business leaders create a vision, articulate the vision, passionately own the vision and relentlessly drive it to completion."
21 irrefutable laws of leadership

What I liked most about this book is that the leadership insights are practical and can be used daily to improve our leadership ability. I feel that this book should be the required reading for all of us who are striving to improve their leadership. I found the book to be easy to read and the examples provided were good. The book creates a great foundation from which to build your leadership knowledge and begin your personal leadership journey. The book provides insight and a detailed description of the following:
The Law of the Lid Leadership ability determines a persons level of Key Leadership Christian Whamond 2012
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effectiveness. Leadership ability is always the lid on personal and organisational effectiveness. Whatever you want to accomplish is restricted by your leadership ability. The Law of Influence The true measure of leadership is influence nothing more, nothing less. If you dont have influence you will never lead others. To change organisations you need influence. Leadership is not based upon holding position, leadership is about your ability to influence. The Law of Process Leadership develops daily, not in a day. Leadership is learnt over time, its the capability to develop and improve their skills that distinguishes leaders from their followers. Successful leaders are learners. The Law of Navigation Anyone can steer the ship, but it takes a leader to chart the course. Leaders have a vision for their destination, they understand what it will take to get there, they know who theyll need on the team to be successful, and they recognise the obstacles long before they appear on the horizon. The Law of E.F. Hutton When the real leader speaks, people listen. Dont listen to the claims of the person professing to be the leader. Instead, watch the reactions of the people around him. The proof of leadership is found in the followers. Being in power is like being a lady if you have to tell people you are, you arent. Margaret Thatcher The Law of Solid Ground Trust is the foundation of leadership. To build trust, a leader must exemplify these qualities: competence, connection, and character. Character makes trust possible. And trust makes leadership possible. The Law of Respect People naturally follow leaders stronger than themselves. People dont follow other by accident. They follow individuals whose leadership they respect. Followers are attracted to people who are better leaders than themselves. The Law of Intuition Leaders evaluate everything with a leadership bias. Leadership depends on more than just the facts. Leaders see trends, resources and 72 Key Leadership Christian Whamond 2012
problems, and can read people. The law of intuition is based on facts plus instinct and other intangible factors. A leader has to read the situation and know instinctively what play to call. Leadership is more art than science. The Law of Magnetism Who you are is who you attract. Leaders are always on the look out for good people. In most situations you draw people to you who possess the same qualities you do. The better leader you are, the better leaders you will attract. The Law of Connection Leaders touch a heart before they ask for a hand. Effective leaders know that you first have to touch peoples hearts before you ask them for a hand. The heart comes before the hand. People dont care how much you know until they know how much you care. To connect with people in a group relate to them as individuals. Its the leaders job to initiate connection with the people. The Law of the Inner Circle A leaders potential is determined by those closest to him. A leaders potential is determined by those closest to him. All great leaders have surrounded themselves with a strong inner circle. The Law of Empowerment Only secure leaders give power to others. The peoples capacity to achieve is determined by their leaders ability to empower. The best executive is the one who has the sense enough to pick good men to do what he wants done, and the self-restraint enough to keep from meddling with them while they do it Theodore Roosevelt. The Law of Reproduction It takes a leader to raise up a leader. More than four out of every five of all leaders that you ever meet will have emerged as leaders because of the impact made on them by established leaders who mentored them. People cannot give to others what they themselves do no possess. The potential of an organisation depends on the growth of its leadership. The Law of Buy-In People buy into the leader, then the vision. The leader finds the dream and then the people. The people find the leader, and then the dream. People dont first follow worthy causes. They follow worthy leaders who promote Key Leadership Christian Whamond 2012 73
worthwhile causes. The Law of Victory Leaders find a way for the team to win. Leaders believe that anything less than success is unacceptable. And they have no Plan B. That keeps them fighting. The Law of the Big Mo Momentum is a leaders best friend. You cant steer a ship that isnt moving forward. It takes a leader to create momentum. Followers catch it. And managers are able to continue once it has began. But creating it requires someone who can motivate others, not who needs to be motivated. Getting started is a struggle, but once youre moving forward, you can really start to do some amazing things. The Law of Priorities Leaders understand that activity is not necessarily accomplishment. Apply the Pareto Principle, If you focus your attention on the activities that rank in the top 20 percent in terms of importance, you will have as 80 percent return on your effort. As a leader, you should spend most of your time working in your areas of greatest strength. The Law of Sacrifice A leader must give up to go up. Sacrifice is a constant in leadership. When you become a leader, you lose the right to think about yourself. Gerald Brooks The Law of Timing When to lead is as important as what to do and where to go. Only the right action at the right time will bring success. If a leader repeatedly shows poor judgement, even in little things, people start to think that having him as the leader is the real mistake. The Law of Explosive Growth To add growth, lead followers to multiply, lead leaders. The key to growth is leadership. It is my job to build the people who are going to build the company. John Schnatter. To go to the highest level, you have to develop leaders of leaders. The Law of Legacy A leaders lasting value is measured by succession. Just as in 74 Key Leadership Christian Whamond 2012
sports a coach needs a team of good players to win, an organisation needs a team of good leaders to succeed. A legacy is created only when a person puts his organisation into the position to do great things without him. (Maxwell, 21 irrefutable laws of leadership)
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Chapter 3. One on ones

Creating great relationships is how careers, business and great teams are built. One of the best ways to motivate others is to give them interesting things to do, especially things that free up your time.
People who succeed in leadership and in sales transform the entire activity away from the concept of managing and selling into a day-to-day concept of building relationships.
Communication solves almost all problems. Avoidance worsens all problems. No leadership agreement was ever made outside of a conversation. Leadership is not a formula or program, it's a human activity that comes from the heart. The foundations for success is in one on one's, coaching, feedback and delegation.. "Know, Grow, Empower and Guide you people"
One on One's are the greatest most effective management tool.

The best manager have great relationships with the people and make a effort to get to know them well. One on one's are a way to Continually monitor development levels and progress on tasks. You can determine when adjustments in your leadership style needs adjustments to suit your people's knowledge and environment levels. In the one on one you should give directions and support as needed on achieving the goals and tasks determined. You have a opportunity to exchange information, give progress reports and help solve problems. It is also a place where you can strengthen your relationship with you and the people you lead. You build trust and credibility. Key Leadership Christian Whamond 2012 76
One on One's need to be schedules regularly. Establish a weekly time that suit both people involved. Communicate that the responsibility of the agenda lies with the individual using the matrix of 10/10/10. This is: First 10 minuets are for the direct to communicate. Second 10 minutes are for the coach/manager Third 10 minutes are to discuss progress on goals and tasks agreed upon and re set new goals and tasks if necessary.
One on Ones are business meetings about professional relationships.

To develop a better relationship with each of our directs we have regular one on ones. The reason we want better relationships is that the better our relationship the better the results and retention, the two keys to being an effective relationship. The way to a better relationship is by communicating regularly. To most managers I know, making sure we communicate enough with our directs to maintain a solid relationship requires us to schedule time to do so. That means a weekly one on one. Managers who are clinging to the idea that they talk to their people all the time and that gets you the relationship you need, its just not true. One on ones are a way of professionally addressing our desire to have a solid professional relationship with each of our directs. Make the one on one about the direct, help them be comfortable with a scheduled time to meet. The one on one is not a time for you to get a update on the projects their working on, this is a different meeting, its a time where you discuss there goals, dreams, fears, concerns and things that are important to them. Most directs will start to talk about the work as this is a large part of their life. This may take a few meetings but as you build trust and your relationship grows you will both get what you need from these meetings.
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Think of your directs as people, as individuals not as directs. They are not like you and shouldn't try and make them like you. Many managers continue to think of their directs as directs as its easier they can keep a distance, get their work done and relate to them as interchangeable parts, as directs as opposed to thinking about each one of them and getting the most out of each of them. We say to ourselves Theyre responsible for their motivation, not me, and they ought to give me their best regardless of weather I know them well or not In theory and in principle these manager are right, each of your directs should give you and the company their best regardless. But they don't. The reason they don't is their reasonable fear of your roles power, and their lack of relationship with you to mitigate that role power. Once we start thinking about having relationships with each of your team, rather than the whole team, we start needing to spend time with each of them. Some will cross their arms for a coupe of months, others will feed you what they believe they need to stay out of your way others will open and embrace the experience, either way persist with it and continue to create a great professional relationship. If your direct isn't one to share a lot of personal information about themselves, hobbies, personal life or family, thats okay. Its no required that they Share anything at all. I recommend starting all one on ones with the same questions. It doesn't matter what that questions is, as long as its an open ended questions and the same each week. This sends a clear message that the agenda is now with the direct. I would always record the reply in my notes. If one week the reply was very different from previous weeks this would become an alarm bell that something could be bothering them. Be patient, sometimes it takes time for a direct to open up. They are not doing anything wrong as its their agenda. Its your responsibility to allow them to discuss what ever topic they wish. If the directs feel that we are using the one on one to get what we want they will become guarded and it will become just another meeting
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about work and not a meeting about a professional relationship that leads to better results. Some directs will want to talk about work, Thats fine, good even. Some directs will immediately be personal, thats fine too. Some of your directs will share, share, share. One on ones are designed to improve communication with each of your directs. Thats each direct and its not to improve the results of the team - though that will happen. Focusing on individuals by communicating with individuals gets better team results because individuals perform better. If your focused on individuals you've got to talk to them in a way that makes sense to them and an environment that comfortable for them.
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Chapter 4 Coaching.
"When one door closes, another opens; but we often look so long and so regretfully upon the closed door that we do not see the one that has opened for us." ~Alexander Graham Bell Don't talk about what you're not. People are drawn to those who know who they are, where they're going and what they believe. It's better to endure the discomfort of the truth now than suffer the discomfort of the lie later.
Coaching steps
How many times have you trained a colleague in a task, only to have that person come knocking on your door every five minutes with a question? People learn by watching others, so instead of telling people how to solve a problem, show them. Take them through each step, explaining the reasons behind each. Then allow them to ask as many questions as needed. This will not only give them the foundation they need to do the task, but will prompt you to master the task more deeply as you provide a justification for each step.
Create a "Coaching environment" for better organizational effectiveness.

Coaching has been and still is a passion I hold close to me. Traditional management of "command and control" has serious limitations in a world that is changing rapidly. Organizational "culture" is becoming a central concern for leaders and managers and recognized it as the phenomenon that could either impede or facilitate the kinds of changes that are necessary to maintain progress and effectiveness in what is a global economy.
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The term "coaching" has become a catchall buzzword encompassing all kinds of consulting, counseling and management concepts and activities. Coaching is in fashion! Unfortunately, as with any idea that becomes popular, the underlying potential of "coaching" as a new paradigm of management and leadership can be diluted and become a distinction without a difference. Specifically, the word is often now used as a metaphor or sometimes synonymous with supervision, counseling, mentoring, and the traditional role of manager. Most of us know from personal experience that a relationship with a coach is not the same as a relationship with a traditional manager. We know from experience that we listen and respond differently to a coach and we are often empowered to accomplish more with a coach than we accomplish when relating to a traditional manager. It is not surprising that historically in virtually every field of human endeavor where performance is the objective, "coaching" has been an integral aspect of the design of the game and the more professional the players, the greater the demand for coaching. The need to create "coaching cultures" in our organizations is more pressing than ever. This is because a coaching culture is based on distinguishing, empowering and coordinating individual commitment and action. The need to clarify and integrate coaching competencies into our existing roles as leaders and managers is essential. The reason for this is that in most organizations today, leaders no longer have the luxury of time or the capability to maintain the illusion that they "control" the decision-making and actions of the people who work in the enterprise. Coaching is not a replacement for solid management skills, but a new context, a new way of observing and relating to people and action --- a different way of being. From a perspective of action, coaching and leadership are virtually synonymous. Both the coach and the leader are always engaged with other people, they work exclusively in a medium of relationship and conversations, and they are both working to create through others a "future" that is unpredictable and unprecedented. For coaches and leaders, the future isn't a goal, it is a reality NOW and their job is to bring forth what is missing or what needs to be eliminated so that their vision can be manifested in the world. Key Leadership Christian Whamond 2012 81
Learning to "be a coach" or "be a leader" requires more than appropriating new techniques or understanding a new model. It requires a fundamental shift in how one observes their world, themselves and other human beings. This shift begins when we consider that all human beings normally behave and act based on how our world "occurs" for us, not because of the "way it is". For example, we can all find situations in our own experience where our actions were inconsistent with what we "knew' to be the case such as in continuing to smoke, running away from something because we were afraid even though no real threat existed or making a decision which we knew to be wrong at the time, but rationalized or justified making it anyway. As a premise, we could say that coaching enables people to change the way the world "occurs" for them. When this happens, there are possibilities and actions available that are not available otherwise. We often hear organizational leaders speaking about the need to change people's "mindsets", to get "buy-in" to some radical new approach or to overcome historical ways of working. We can also see myriad examples of frustration and costs associated with trying to explain, justify, or rationally argue for change only to find that people are more often than not acting and behaving in the same ways they did previously. The key to creating a "coaching culture" or any new culture is in exploring the phenomenon of commitment. If our reality is a function of our actions and our actions are a function of our commitments and we only commit to what is reasonable and feasible, then we will obviously be generating more of the same. It is not possible to coach someone or for that matter to be coached in the absence of authentic commitment. I distinguish commitment here from wanting, wishing, trying, hoping or any other notion such as "what is realistic" that we sometimes substitute for commitment. It isn't practical or logical to coach someone who isn't committed to accomplishing something "unprecedented" in his or her experience. Coaching is inherently about achieving breakthroughs and a breakthrough is something that hasn't occurred before - a new level of competency or new action or unprecedented result. Commitment is a phenomenon that while clear in almost everyone's direct experience when it is present, is generally unexamined and somewhat mysterious in everyday living. Two basic premises in our work is the view that: Key Leadership Christian Whamond 2012 82
a) everyone is always committed to something whether they are aware of it or not and b) often our commitments are cultural in nature, that is we've become committed to interpretations and practices given us from the past and relate to them as "truths" without rigorous examination or choice. In a coaching culture, the commitments to the future come first and then the planning is about how to accomplish or deliver on those commitments. One must be willing to authentically commit to a breakthrough BEFORE there is evidence that it can be accomplished or it can never be accomplished except as a consequence of "good luck" or some other circumstantial explanation. Specifically, we might summarize the competencies of coaches (or leaders) as involving the following elements. A coach: Commits to and builds powerful, committed and trusting relationships Is grounded in an awareness of and responsibility for their own "blind spots" Grants total freedom, choice and power to those they coach --- is vulnerable Is more committed to the others commitments and results than the person being coached is --- an unreasonable stand FOR the other person Generates bigger possibilities for breakthroughs and accomplishment Is focused on listening for commitment and action Observes the others behavior and conversations for inconsistencies with the stated commitment or possibility, often revealing unexamined commitments and beliefs Formulates and offers interpretations and practices to align actions and commitment in a context of the organization's vision and values Manages conversations and moods of people involved in the game is able to "generate" new conversations to displace old ones and doesn't fix people, but allows them to be responsible for their own moods and interpretations. Uses breakdowns, constraints, adversity, mistakes or undesirable results as "positive" information and as "assets" for improving performance or as raw material for creative inquiry and design of new processes and practices
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"Comes from" the point of view that the results have already been accomplished and has a creative relationship with the future --- does not play the game to cope with circumstance or find out what will happen --- is inventing the future Operates with clarity and consistency of his or her own commitments and "walks the talk" at all times --- speaks and listens commitment Maintains an active relationship and dialogue with his or her own coach --- "pushes the envelope" of their own thinking, actions and accomplishment These practices aren't unique or limited to only a context of coaching. They tend to occur naturally in highly responsible leaders and people broadly in times of crisis. I believe they are present in many instances of great accomplishment and leadership. These are "contextual competencies" in that they all relate to distinguishing what is missing or what is occurring in the background of a situation. One question that has particular relevance to organizations, however, is "can they be systematically learned or are they simply natural qualities that one must be 'born with', acquire through fortuitous circumstances of life, or appear only when there is an organizational crisis?" The answer is clearly "yes". These competencies can be systematically learned and mastered. Qualities and abilities such as committed listening, having compassion, living as one's word, being responsible, generating trust, creating possibilities and so forth are obviously desirable and often attributable to others --- however, they can be elusive when we try to learn them ourselves or teach them to others. These kinds of qualities and abilities all have to do with our way of being, with who we are as committed human beings. Normally, when attempting to develop these qualities in others, we are often perceived as "preaching" them as virtues. Knowledge and pre-existing processes can be taught. Ways of Being or "contextual competencies" can be coached. Learning to be a coach is primarily to learn a different way of Being. When this occurs, the above competencies are obviously appropriate and with practice tend to develop quickly and naturally. If the focus shifts to "what are people's commitments" and "how are they 'seeing' their situation", it becomes obvious that many other interpretations are possible such as, "success depends on satisfying customers and other stakeholders including our Key Leadership Christian Whamond 2012 84
families". In this context there isn't a problem, just a commitment and other questions such as "how do I satisfy all my stakeholders in the time I am committed to working. This in turn will often reveal new strategies, missing competencies and networks of people who might help. A new context or cultural "opening" doesn't proscribe action or solve problems, but leads to new thinking and actions depending upon the commitments of those involved. Creating a "coaching culture" involves a multi-faceted strategy. Being Responsible for the "Box". This involves various methods for displaying or "showing" the existing culture. This is the "box" often referred to when challenging people to "get out of their box". This is more than simple description and is the result of questioning conventional wisdom and revealing AS CULTURE many of the hallway conversations and points of view that are widely shared within the organization but rarely addressed. For example, if we ask, "what does everybody know about the way things get done around here", people will begin to articulate this conventional wisdom such as "you must get the boss's permission before you do something or you will be punished". This kind of generalized belief can persist even when the boss has encouraged risktaking and independent action. The result of this step is the recognition that our culture is not a problem but is the phenomenon that blinds us to possibilities and actions that would allow us to create an "unpredictable" future. Creating a bigger Game. It is important for the leadership of the organization to undertake a serious learning process and open themselves to being coached with respect to "what is the future we are committed to creating?". This usually is in the form of an organizational vision, but not one created as a "picture of the future" but as a ground of being from which to organize and align actions on a day-to-day basis. The result of this step is the alignment of the top team on the "game we are playing" and an authentic commitment to learning and changing themselves as appropriate. They are committed to "walking the talk" and demonstrating new ways of being as models for the rest of the organization.
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Walking the Talk. To anchor the foundation and sustain "new ways of being" requires a company solidify its new culture through design of processes and practices consistent with this new worldview. Coaching isn't a onetime relationship or intervention. In most fields, the more competent and more professional a player, the more their demand for and reliance on coaching. In a coaching culture, coaching isn't a role, but the practicing of coaching competencies in every situation. Everyone is open to both giving and receiving coaching as appropriate to their abilities and concerns. My partner Karen is my coach in some domains and I am her coach in others. Coaching is a partnership between human beings in which one person can empower another to accomplish more than is possible on their own. When commitment and actions are aligned, the coach is able to assist in creating larger and larger possibilities and learning becomes an "upward creative spiral". Continuous Learning. Creating culture is to continuously transfer coaching capabilities and responsibilities through continuous learning and through the organization's practices for recruiting and for moving people between jobs, including transferring accountability when people retire. In a coaching culture, everything that everyone is doing comes down to: a) What am I committed to accomplishing. b) With whom am I coordinating commitments. c) What do I see is missing or in the way to fulfilling our commitments. d) What possibilities and actions am I committed to now? In a coaching culture the organization is seen as a network of people coordinating commitments for the sake of accomplishing a common future. The "coaching approach" allows an organization to get at what is beneath all the things that are traditionally in the way of becoming the organization that they want to be. It goes beyond addressing symptoms or problems or putting a band-aid on what is wrong. Coaching creates sustainable positive changes in "the way things are". The ontological underpinnings of this approach, which deals with the nature of being, allow people to Key Leadership Christian Whamond 2012 86
experience themselves and their world more directly and have a more responsible relationship with whatever they see is limiting them. In a coaching culture an environment is created in which context is just as important as content and becomes the main lever for creating a future that is not already constrained by the past. Coaches accomplish this by distinguishing all the background "conversations" that usually stop people and keep them trapped in their reasons for not having what they say they want. "Coaching competencies" are the practices that allow a person to be effective in the domain of context or culture. Coaching an organization's members to learn them in practice and move toward mastery in these areas leads to having an organizational culture where commitment to clarity and results in more important than the historical and unexamined attachment to reasons, justifications, control and predictable outcomes. Creating a coaching culture is the fastest and most sustainable strategy for an organization committed to continuously reinventing itself and for being successful in a complex and globally interconnected world characterized by constant and unpredictable change.
An Unconventional Gift
I think its fair to say that most managers like to do good things for the people who work for them, to make them feel more appreciated, productive and fulfilled. Unfortunately, many of them dont seem to know what their employees really want or need, and so they end up relying on the same traditional things: training classes, monetary bonuses, small office perks. Now, employees arent going to turn down a bonus or a perk, and in many cases, theyll be glad to attend a training class, but those things dont have the transformational affect on people that managers would like. And because they cost real money, theyre not always available for managers to use, especially during difficult times. I have an idea about how a manager can meaningfully impact an employees sense of esteem, enthusiasm and importance. It is completely free, and turns out to be almost Key Leadership Christian Whamond 2012 87
as beneficial for managers as it is for the people who work for them. But its a little counter-intuitive. Let me explain. Instead of doing something for the people who work for you, find a way to let them do something for you. I told you it was counter-intuitive. But it actually makes sense, and isnt at all selfish. The best way to endear yourself to someone is not to offer to do something for them, but rather to ask them to do something for you. The underlying logic is that people actually feel better about themselves and about someone else when they are in the position of being a helper, rather than a helpee. Thats because helpers receive a sense of contribution and confidence, while helpees often feel dependent and in debt to someone. As a college wants said to me, if you want a girl to like you, dont ask her if she wants help with her homework, ask her to help you with yours. Who would have thought? I realize that this might sound manipulative, and indeed, if used insincerely, it can be. But with the right intentions, with a genuine interest in helping employees grow in confidence and self-esteem, it can be transformational. Heres how it might work. Sit down and think about each of the people who work for you. Identify something about them that you admire, that you genuinely believe they do better than you. That shouldnt be hard, because every employee has skills or talents that exceed those of their bosses. Once youve identified those skills or talents, take a moment to tell each employee why you admire them. If you mean it and that is absolutely essential it will blow them away. Be sure to be specific about what you admire about them and state the fact you would like to learn from them. It doesnt have to be right then, and it doesnt have to come in one fell swoop. Over time, youd like them to coach you in that area. This does not diminished your authority as their leader at work, but rather made it abundantly clear that they have as much to offer me as I do them, in spite of the hierarchy at work. Now, Id be lying if I didnt admit that this is sometimes difficult for me, and probably for any manager, to do this. There are times when I dont want to acknowledge another persons superiority, and I know that, in my weaker moments, Ive Key Leadership Christian Whamond 2012 88
downplayed the talents of others out of pride. But overcoming that pride, and allowing my staff members to shine, is something that is good and right and liberating, and it will probably have a more lasting impact than any bonus, perk or training class ever could. During this Christmas season, as you remember that it is better to give than to receive, think about letting your people give you something. What youll be giving them is the gift of admiration and importance. Of course, you might want to buy them something too so they dont just think youre being cheap.
Leadership develops daily, not in a day.

Leaders require seasoning to be effective. If you continually invest in your leadership development, the inevitable is growth over time. The relationship between growth and leadership: Its the capacity to develop and improve ones skills that distinguishes leaders from their followers. Successful leaders are learners. And the learning process is ongoing, a result of selfdiscipline and perseverance. The Phases of Leadership Growth Phase 1: I Dont Know What I Dont Know few think of themselves as leaders and as long as a person doesnt know the importance of leadership he isnt going to grow. D1 Phase 2: I Know That I Need to Know at some point we discover we need to learn how to lead. D2 Phase 3: I Know What I Dont Know if we dont get better at leadership, our careers will eventually get bogged down. In this phase you develop a plan for personal growth on areas you need improvement. D2 Phase 4: I Know and Grow and It Starts to Show when you recognize your lack of skill and begin the daily discipline of personal growth, exciting things start to happen. You start becoming an effective leader but you have to think about every move you make. D3 Phase 5: I Simply Go Because of What I Know your ability to lead becomes almost automatic. You develop great instincts which results in incredible payoffs. But the only way to get there is to obey the Law of Process and pay the price. D4 Benjamin Disraeli asserted, The secret of success in life is for a man to be ready for his time when it comes. Key Leadership Christian Whamond 2012 89
There is an old saying: champions dont become champions in the ring they are merely recognized there. Thats true. If you want to see where someone develops into a champion, look at his daily routine.
HR. A company asset not just referee

Trust. HR managers must earn the trust of employees. They need to take care of those who do a good job, and tell it straight to those who are not performing well. Rigorous evaluations, noting that no employee should wonder where he or she stands in the company. Weak performers should be traded out of the team. That this does not necessarily mean they should be fired. Often a weak performer will be a better fit in a different position in the organization. HR also needs to create an atmosphere of growth and excitement, to make the organization vibrate so people feel the excitement of tomorrow instead of the pain of today. I urged HR professionals to make their companies more informal, less bureaucratic. This will help organizations retain their best performers when the economy recovers. Don't be a victim. Make it know to upper management that HR makes a difference and to get out of the picnic, birthday, and insurance form business. HR professionals can make their CEOs recognize their value to the company by overdelivering. HR professionals have to make their bosses smarter by giving them more than what they ask for. HR also has to insist on having a voice within upper management. Communicate. HR has to engage in reality-based communication. Recognize the uncertainties in the economy, and let employees know what is going on. HR can gain the trust of employees and of upper management through honest, consistent communication and by sending the same message to employees, upper management and the media.
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What Is Competence?
Competence is more than a skill. It is the ability to make and keep promises.... I believe we can teach a skill, but need to coach people to be competent. In my work with individual clients and organizations I stress the importance of having action match commitments and not becoming trapped in conventional wisdom which can block our capacity to create possibilities and produce results.
Leadership tips - Jack Welch style. (Welch, Winning)

Jack Welch, respected business leader and writer is quoted as proposing these fundamental leadership principles (notably these principles are expanded in his 2001 book 'Jack: Straight From The Gut'): 1. There is only one way - the straight way. It sets the tone of the organization. 2. Be open to the best of what everyone, everywhere, has to offer; transfer learning across your organization. 3. Get the right people in the right jobs - it is more important than developing a strategy. 4. An informal atmosphere is a competitive advantage. 5. Make sure everybody counts and everybody knows they count. 6. Legitimate self-confidence is a winner - the true test of self-confidence is the courage to be open. 7. Business has to be fun - celebrations energize and organization. 8. Never underestimate the other guy. 9. Understand where real value is added and put your best people there. 10. Know when to meddle and when to let go - this is pure instinct. As a leader, your main priority is to get the job done, whatever the job is. Leaders make things happen by: knowing your objectives and having a plan how to achieve them building a team committed to achieving the objectives Key Leadership Christian Whamond 2012 91
helping each team member to give their best efforts As a leader you must know yourself. Know your own strengths and weaknesses, so that you can build the best team around you. However - always remember the philosophical platform - this ethical platform is not a technique or a process - it's the foundation on which all the techniques and methodologies are based. Plan carefully, with your people where appropriate, how you will achieve your aims. You may have to redefine or develop your own new aims and priorities. Leadership can be daunting for many people simply because no-one else is issuing the aims leadership often means you have to create your own from a blank sheet of paper. Set and agree clear standards. Keep the right balance between 'doing' yourself and managing others 'to do'. Build teams. Ensure you look after people and that communications and relationships are good. Select good people and help them to develop. Develop people via training and experience, particularly by agreeing objectives and responsibilities that will interest and stretch them, and always support people while they strive to improve and take on extra tasks. Follow the rules about delegation closely - this process is crucial. Ensure that your managers are applying the same principles. Good leadership principles must cascade down through the whole organization. This means that if you are leading a large organization you must check that the processes for managing, communicating and developing people are in place and working properly. Communication is critical. Listen, consult, involve, explain why as well as what needs to be done. Some leaders lead by example and are very 'hands on'; others are more distanced and let their people do it. Whatever - your example is paramount - the way you work and conduct yourself will be the most you can possibly expect from your people. If you set low standards you are to blame for low standards in your people. "... Praise loudly, blame softly." (Catherine the Great). Follow this maxim. If you seek one single-most important behavior that will rapidly earn you respect and trust among your people, this is it: Always give your people the credit for your achievements and successes. Never take the credit yourself - even if it's all down to Key Leadership Christian Whamond 2012 92
you, which would be unlikely anyway. You must however take the blame and accept responsibility for any failings or mistakes that your people make. Never never never publicly blame another person for a failing. Their failing is your responsibility - true leadership offers is no hiding place for a true leader. Take time to listen to and really understand people. Walk the job. Ask and learn about what people do and think, and how they think improvements can be made. Accentuate the positive. Express things in terms of what should be done, not what should not be done. If you accentuate the negative, people are more likely to veer towards it. Like the mother who left her five-year-old for a minute unsupervised in the kitchen, saying as she left the room, "...don't you go putting those beans up your nose..." Have faith in people to do great things - given space and air and time, everyone can achieve more than they hope for. Provide people with relevant interesting opportunities, with proper measures and rewards and they will more than repay your faith. Take difficult decisions bravely, and be truthful and sensitive when you implement them. Constantly seek to learn from the people around you - they will teach you more about yourself than anything else. They will also tell you 90% of what you need to know to achieve your business goals. Embrace change, but not for change's sake. Begin to plan your own succession as soon as you take up your new post, and in this regard, ensure that the only promises you ever make are those that you can guarantee to deliver.
Commitment and Change

"Commitment is what transforms a promise into reality. It is the words that speak boldly of your intentions. And the actions which speak louder than the words. It is making the time when there is none. Coming through time after time after time, year after year after year. Commitment is the stuff character is made of: the power to change the face of things. It is the daily triumph of integrity over skepticism." -Shearson Lehman Key Leadership Christian Whamond 2012 93
Transforming organizational culture, building new competencies for leadership and communication, and coaching people to accomplish what they say they want to accomplish is a challenge to us all. At the center of this is the notion of commitmentnot just the word, the idea that commitment is a universal phenomenon and basic to all human coordination. Commitment is the foundation for any kind of intentional change. From my perspective, there are two kinds of change in our everyday experience of living: that which we make happen (such as starting a business, creating a new market, producing unprecedented results or building a new product) and the kinds of change which seem to happen around us in the course of life itself (such as climate change, various social problems and shifts in fashion). In the first instance, people are clearly committed to make something new happen. In the second instance, our choice is often to change ourselves in relationship to changes that we did not conceive or intendto cope with or adapt to a new reality. In both instances, however, the key to accomplishment is our capacity to commit ourselves to creating something that did not exist for us previouslyto invent new interpretations and practices for having our reality be consistent with our commitments. On one hand, it can be argued that without commitment nothing will change, at least that we have anything to do with. We must accept whatever the circumstances of our lives give us and learn to cope effectively. For many, this leads to a kind of resignation and passive acceptance without real possibility for changing our world or ourselves. On the other hand, if we only commit to what our common sense tells us is feasible and possible, we will, by definition, have more of the same because common sense is our collective understanding of the world based on past experience and practices. Yet, anyone can identify dozens of examples of realities today that were unimaginable or made no sense only a few years ago and yet are becoming ordinary now. Consider the internet, cell phones, cloning, fax machines, the collapse of the Soviet Union, expanding political awareness, terrorism and the global economy as examples. Most of the people I meet in technological fields say they are working on solutions to problems that will be obsolete by the time they are implemented. At the current rate of knowledge expansion, we are rapidly approaching a time when almost anything we learn will be obsolete before we learn it. Key Leadership Christian Whamond 2012 94
In such a world, to organize our thinking and our actions around what has worked in the pastour common senseis a formula for ever-increasing anxiety and failure to achieve our ambitions. I believe that some of the most pressing questions of our times relate to how to thrive and prosper in an increasingly unpredictable world. Questions we have about commitment: what is it? what does it mean to commit? how does our understanding of commitment shape our lives and possibilities? what are the consequences of making and keeping (or not keeping) commitments? what is our everyday relationship with commitments, our own and others? most importantly, how can our commitments enhance our satisfaction in living, our effectiveness in accomplishing our ambitions and our capacity to empower ourselves and other human beings. All human beings make commitments. Even the biggest procrastinator will recognize at some point he is committed to not making a decision. Sometimes we keep our commitments, and sometimes we don't. It has been argued that one of the things which distinguishes human beings from the rest of the animal kingdom is that we have the capacity to generate and act consistent with our commitments (while the behavior of animals is a function of instinct). Without commitment, we could not coordinate actions. We would not have institutions such as marriage; enterprises could not exist, even normal social interactions such as meeting someone for coffee would not occur. Life would be a random event. The future could never be more than a mechanistic extension of what has gone before and life, for the most part, would be circumstantially determined. The capacity to commit may be the most distinguishing and constitutive aspect of our existence as human beings. In spite of this, the term commitment' and what it refers to is transparent for most of us most of the time. Most of us agree that commitment is important, but live as though it is a mere convention and that outcomes are a function of forces and factors outside ourselves. Commitment is an action. To commit is to bring something into existence that wasn't there before. At the moment of its coming into existence, a commitment is a creative 95 Key Leadership Christian Whamond 2012
act, distinct from whatever reasons or rationale we might have for making the commitment. This action is being taken by and between human beings all the time. Whether we are committing to meeting a friend or paying a bill or going to school, we are always moving within a fabric of conscious and unconscious commitments. The action of committing is also always connected to the futureto another action, event or result. Commitment defines the relationship between a future that is entirely determined by historical circumstances and one that can be influenced, changed or created by human beings. When we don't consciously commit or commit conditionally, we are in effect committed anywayto the status quo. The power of commitment is that it is the only action of which human beings are capable in which the future and the present appear in the same moment. When I promise to meet you, I am evoking the future time and circumstances of our meeting in the same moment as I speak the promise. If we listen carefully to our own conversations and the conversations of others, we can notice that much of the time we are talking about our circumstances within the same perspective that we might observe a game or a movie. Our conversations are those of observers giving an account or telling a story about how we see or how we feel about our reality. We can often hear people speaking about the way we are in Australia, the problems of the economy or the society or within a particular company and why it is difficult to effect meaningful changes. What is transparent, however, is that these conversations rarely result in new commitments to action. In other words, our conversations about what needs to be done or what needs to change don't, in and of themselves, change anything! We live in a kind of cultural drift in which we must learn to cope with historically determined circumstances with very little power to effect change or create a future that is discontinuous with the past. An example of this can be seen when we speak with people in organizations and ask how much time is spent in meetings and how do people evaluate the value of meetings. Predictably, we will hear there are too many meetings and most of them are a waste of time. At the same time, most people are complaining that they lack the time to do many of the things which they say need to be done. The conclusion most Key Leadership Christian Whamond 2012 96
often reached is to have fewer meetings. This is, in turn, followed by all the reasons we can't really have fewer meetings or why we can't have our meetings be more productive. The general mood becomes one of resignation until we simply accept or put up with the status quo and go through the motions of meetings without concern for or expectation that they can ever change. Unfortunately, most of the work human beings doin fact most of our liveshappens in meetings with other people. Consider, for example, that a telephone or email conversation is a kind of meeting, a sales call is a kind of meeting, and most planning occurs in meetings. Even social events or having a romantic dinner can be viewed as meetings. Meetings are never a problem in and of themselves. We can all think of examples of meetings that were extraordinary, even life-changing. What people are saying is that they spend too much time in meetings that are unproductive or unsatisfying. To a large extent, this is because people are speaking without commitment or they lack competency in resolving differences and having effective dialogue. If we ask ourselves what we are committed to making happen in the meetingthen organize our conversations around that commitmentwe will begin to observe and experience a different meeting. Not only do we empower ourselves as actors in the meeting (as opposed to reacting to what is said), but we also begin to listen differently to what is occurring and have many options not normally apparent. The British writer George Bernard Shaw said, Reasonable people adapt themselves to the circumstances. Unreasonable people adapt the circumstances to themselves. Progress depends on unreasonable people. This quotation highlights the dilemma that confronts us when we seriously consider making fundamental changes in how we live, how we work, our business culture and our practices for coordination. It suggests that if we expect anything to change, we need to be UNREASONABLE. More specifically, we need to make unreasonable commitments. If we only commit to what we think is reasonable or feasible, we are, by definition, making commitments to more of the sameto living in the cultural drift. Reasons are, by definition, products of past experience and common understandings for why things happen and what is or is not possible. Key Leadership Christian Whamond 2012 97
Being unreasonable is not the same as being unrealistic. Being unreasonable means acting in a manner that is inconsistent with conventional wisdom and common sense. Any example of significant change began with someone making a commitment to a possibility that was viewed as unreasonable or impossible at the time. Commitment is the difference between living in a context of responsibility for creating the future versus living in a context of reasonableness in which we must cope with whatever the circumstances give us. One of the things I have learned is that people place a great deal of value on intelligence and knowledge. In a world that doesn't change or that changes very slowly, this value makes sense and is even practical since there is time to learn and apply what we know. In a world that is changing at exponential rates, however, conventional intelligence and knowledge are often obsolete before we have time to apply them. If we need proof or established acceptance of knowledge before we act, then it is often too late and our competitors have gone on to something else. We become intelligent and knowledgeable followers. Intelligence and knowledge may inform what we commit to, but in themselves change nothing. The only thing that changes anything is commitment and action intelligence and knowledge are not action. At best, they are a potential for action. At worst, they are a source of cognitive blindness and arrogance. In today's world, we must be willing and able to commit to possibility and action based on our vision and a view of what is needed to fulfil that vision. Knowledge must become a by-product of commitment rather than a prerequisite for making commitment. Intelligence is being redefined as something like having the capacity for change. Almost any discussion of how to effect changeseither personally or in an organizational context will provoke a degree of skepticism or even cynicism about pop psychology, management fashions, or self-help and consulting gurus. This cynical orientation usually results in either trivializing or discounting any possibility or the value of new proposals and approaches to change. In other words, the problems associated with effecting meaningful changes in our lives and in our organizations are aggravated by the culture's tendency to reject whatever might make a difference. Key Leadership Christian Whamond 2012 98
Our actions, in turn, will correlate with how the world occurs for us. Since our actions are producing whatever circumstances we have, we inevitably find ourselves in a selfreferential and self-fulfilling relationship with our view of our world. When people recognize this for themselves, they recover the capacity to be responsible for their point of view as just their point of view. When this occurs, people can interact with others in new ways, have different conversations, make authentic commitments, take new and unprecedented actions and thereby change or even transform their reality. Commitment is a phenomenon that can be experienced and observed. We can remember that when we are committed we have a different mood, we observe and listen differently, we feel different than we do when we aren't committed or are not aware of our commitments. We can hear someone speak a promise and listen to what they say as being a commitment. When we see a great performance or accomplishment we often say that the person is really committed to what they are doing. In this sense, we define commitment as a source of action and accomplishment. Commitment is also an action itself. Commitment doesn't occur until a human being expresses the commitment either by speaking or by doing something intentionally and directly. Commitment is choice. Commitment is the primary cause. Commitments don't refer to action; they are actions that transform one's relationship to the present and the past. Commitment is an action in language. I distinguish commitment as conscious action in the present moment. I cannot make a commitment yesterday and I cannot make a commitment tomorrow (until tomorrow comes). From the perspective of commitment as an action, we could conclude that the answer to creating change to living a more productive and satisfying life and being more responsible is captured in the Nike slogan, Just do it. Most will agree, however, that knowing what to do and doing it are not the same. Cultures are constituted to persist. The nature of this persistence can be heard in the rationale or conversations we have about why we don't just commit and then do whatever it takes to fulfill our commitments. If we have learned anything in the past 15 years of global competition, it is that we can no longer rely on a few leaders at the top of an organization to direct and control Key Leadership Christian Whamond 2012 99
the work of everyone else. The whole concept of empowerment is based in the practical recognition that an enterprise cannot survive without everyone involved self-generating results based in their own intelligence and commitments. Until one is committed there is hesitancy, the chance to draw back, always ineffectiveness. Concerning all acts of initiative (and creation), there is one elementary truth, the ignorance of which kills countless ideas and splendid plans: that the moment one definitely commits oneself, then Providence moves too. All sorts of things occur to help one that would never otherwise have occurred. A whole stream of events issues from the decision, raising in one's favor all manner of unforeseen incidents and meeting and material assistance, which no man could have dreamt would have come his way. I have learned a deep respect for one of Goethe's couplets: 'Whatever you can do, or dream you can, begin it. Boldness has genius, power, and magic in it.' W.H. Murray, the leader of the Scottish Expedition to Mt. Everest
A leader has wisdom

Wisdom consists not so much in knowing what to do in the ultimate as in knowing what to do next.~Herbert Hoover. Knowing can be memorized, wisdom is something that enables us to use knowledge correctly. Wisdom resists group pressures, thinks for itself and is reconciled to use its own judgment. It doesnt matter how much money you have or if you where handed a leadership role on a silver plate; everyone has to buy wisdom on a installment plan. The person who thinks he knows everything has a lot to learn! Wisdom is making the best use of knowledge. Develop the ability of discernment. The effective leader has an insight needed given for and given situation. Insight is penetration into character or circumstances with understanding. The leader must develop the power of insight. One of the tests of a leader is the ability to recognize a problem before it becomes an emergency. Key Leadership Christian Whamond 2012 100
The effective leader will develop a regular reading program. The more knowledge you obtain regarding your particular area if interest, the better you can apply wisdom as it is needed. Gaining knowledge will give you the facts you need so that you will not freeze in making decisions. Fear, doubt and worry will immobilize you from getting the job done. Reading and studying will help you overcome many problems and propel you to proceed.
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Chapter 5. Feedback.
Clear and constructive feedback is critical for improving performance, bolstering morale and ensuring staff retention. The failure to give appropriate and timely feedback is the most extreme cruelty that we can conflict on any human being. The managers who have the biggest trouble motivating their people are the one's who give the least feedback. If you cut of the feedback, people will manufacture their own feedback. Clear and constructive feedback is critical for improving performance, bolstering morale and ensuring staff retention. Give employees assistance in specific area's, such as developing networks, handling work/life balance, and attaining job and skill training. Feedback is a continual process. Give regular feedback on performance. Your job as a manager is to achieve results. Feedback encourages effective behavior. Reward effective behavior and change the ineffective with specific feedback on the behavior and the impact it has. Ask for change and observe. To many managers let personal preference stand in the way of organizational effectiveness The same way you want more feedback from your manager on your performance, your people are looking for feedback from you on how they are doing. Always describe the behavior. Don't guess at there motivation or intent. Describe the impact. Tell them what the result of their behavior are. Tailor the impact the the social style of the person you are delivering it to. Ask for future behavior.
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Give Feedback That Works

Delivering feedback is one of business lifes most underrated art forms. When you give effective feedback, youre offering either comfort (to good performers) or showing the path to improvement (for not-so-good ones). When you fail to deliver straightforward feedback or deliver it too infrequently, you institutionalize inadequacy. Chances are, youre doing more of the second than the first. Thats because of the way everyone is taught to give feedback. The usual advice is to serve it up like a cheese sandwich. Start by saying something encouraging (the bottom slice of bread), then move on to the behavior that needs to be improved (the cheese) and close with some heartening parting words (the top slice). What happens? Naturally, the recipient only tastes the corrective cheese, and forgets all the positive reinforcement. Thats why I prefer to take the gluten-free approach: Cut the bread and get to the point, in order to leave room for more. I prefer to deliver positive and negative feedback as separate courses, while maintaining that everyone can stomach some extra dessert. In other words, if you acknowledge good performance as often as possible, the occasional constructive feedback you offer will go down easier and will more likely be acted on. Remember, though, the quality of cheese affects how the message is digested. (Okay, I promise, this metaphor is reaching the end of its useful life.) When providing positive or negative advice, phrasing is crucial: Pronouns are the secret sauce. When you give a compliment, start the sentence with You. When youre criticizing, its all about I. As in I get the sense that your heart isnt in this task, Grimsley. Or I didnt understand the goal of your presentation, Smith. Grimsley and Smith cant argue with your own perceptions, and youve given a constructive perspective on their performance without backing them into a corner. Many years ago, as a fresh new supervisor, I was asked to improve the performance of the companys weakest group of remote field engineers. I quickly learned that the team felt alienated by scattershot criticism and a lack of recognition from the Head Office. Something had to change. The team and I designed a review system to evaluate each project on a 10-point scale. That transformed the feedback from random critiques to consistent, objective assessments. After three months on the new Key Leadership Christian Whamond 2012 103
system, 95% of the files from this team reached the highest standard of performance. In no time, the weakest group became the best engineering unit at the firm. In my own business, Ive noticed how my supervisors tend to say nothing about their team members good performance until they feel its time to correct a mistake. Then they serve the praise and criticism as a cheese sandwich that comes across as patronizing and insincerewith criticism that overwhelms the bland praise. The truth is, your employees (and suppliers) are hungry for feedback. You cant give enough. And if you serve it right, you will inspire better performance and a taste for even more.
3 Ways to Deal with a Passive-Aggressive Colleague.

t can be incredibly frustrating when a co-worker agrees with a plan of action, only to go off and do his own thing. This type of sabotage is all too common and can make it difficult to achieve your goals. When you have a co-worker who says one thing and does another, try this: Give feedback. Explain to your co-worker what you're seeing and experiencing. Describe the impact of his behavior on you and provide suggestions for how he might change. Focus on work, not the person. You need to get the work done despite your peer's style, so don't waste time wishing he would change. Concentrate on completing the work instead. Ask for commitment. At the end of a meeting ask everyone (not just the troublemaker) to reiterate what they are going to do and by when. Sometimes peer pressure can keep even the most passive-aggressive person on task.
Every leader should have someone they feel comfortable with receiving honest and frank feedback from.
What do you believe about leadership? How do your beliefs drive your attitudes and actions? How would people who know you answer these questions about you? What Key Leadership Christian Whamond 2012 104
do they know about servant leadership by observing your attitudes and actions toward them? If you want to know how you are doing in living out your beliefs, ask those around you. Consider this...who can you ask today for feedback? Every leader should have someone they feel comfortable with receiving honest and frank feedback from.
Dont get angry.

To be angry with a weak person is proof that you are not very strong. As a leader its your responsibility to give affirmative effective and adjusting feedback. Even if the person disagrees with the feedback, never get angry. Not getting angry does not mean you cant give feedback around your disappointment or disapproval. Always Smile. You cant get angry while you are smiling, you can give adjusting feedback on behavior while smiling. If you feel yourself no longer smiling, stop.
Conflict management
Organizations are set up for conflict. This is a surprise to people who think that organizations are meant to be as cooperative as bees in a beehive. Different functions, business units and geographic will have different priorities. Internal conflicts, be it nice or nasty, its how these conflicting priorities are resolved. Conflict is good, provided it is contained. Uncontainable conflict and open warfare are not good. The first principle of conflict management is: Do not take it personally; especially when it's meant to be personal. This is easy to say but hard to do. The natural reaction to conflict is to fight or flight: Punching a work colleague or running away is not good tactics but the fear is real. Fear stands for: Fight furiously Engage the enemy emotionally. Key Leadership Christian Whamond 2012 105
Argue against all-comers Retaliate, and repudiate reason. Remove the F from fear and we have ear. Empathize. Agree the problem Resolve the way forward. Empathize: Listen past the bluster and blame. Listen past the emotion. Let the person talk. Listen actively to show the person you understand. Do not try and put your own point of view forward or justify yourself, it will only cause more conflict. and my personal failing is to try to fight emotion with logic. Agree the problem: Try to focus on the actions, outcomes and benefits desired. This is where listening moves from paraphrasing to asking questions: - "So what we need to achieve is...?" -"So where do we need to get to by next week/Month?" -"What does the customer want as a solution?" Resolve the way forward: Once you have all calmed down and agreed the situation and the problem, then the way forward is often clear. Formally agree the next steps forward. If your in conflict it means that someone thinks you are wrong. In many organizations, the standard operating procedure at this point is: 1. Deny and wrongdoing: It has all been misinterpreted; that is not what happened. 2. Spread the blame: you where told to do it or you where let down by someone else. 3. Change the subject: in a superior way point really should be focusing on a more important issue. 4. Shoot the messenger: as usual, up to no good and poising the well of corporate well-being. Next time you feel yourself in conflict why not try this: apologize. This needs courage and strength that few people have and it needs to be done right. Key Leadership Christian Whamond 2012 106
The word "Sorry" hardly exists in the corporate language. Be aware that when people are angry they are incapable of listening. You will often need to repeat the apology several times. This can be increasingly frustration because it feels like your apologizes are been rejected. Be aware they may not be able to listen past there emotions. You will need to act fast. Get the apology out early: the longer things are left to fester, the worse they become. Two little words. Practice them. "I'm sorry" You can expand on them once you get the hang of these two little words. "I'm sorry, you where right, I was wrong" These 7 little words in the right situation could be the most powerful moments of your career.
Feedback. Good and Bad

People like to know that you notice what they do. Staff rated a simple thank-you for work well done as the most important non-financial reward. Think of yourself, do you want to receive feedback from your boss? Majority of staff perform at a higher level when they receive encouragement from their boss. The valuable role of positive feedback is a fundamental tenet of behavioral psychology. Staff also prefer receiving negative feedback to not being given any feedback at all. Furthermore, if you let people know that you have noticed and disapprove of their actions, they are far less likely to repeat that behavior. On the other hand, if you do not let them know that you have noticed and disapprove of what they did, expecting them to change is nothing more than wishful thinking. Done well, negative feedback shows that you care about what your staff are doing. Yet, leaders need to criticize with skill and finesse, and they need to know how to balance their negative feedback with genuine praise. Research shows that staff rank inept criticism by their boss as the number one cause of workplace conflict and stress
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You can learn to give negative feedback well. As with any skill, developing your ability to give negative feedback involves knowing what to do, lots of practice and ongoing adjustments in your approach. It is not something you master by reading alone.
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Chapter 6. Delegation.
When you delegate tasks you get things done. But when you delegate responsibility, others get done much more than you ever could "Success is nothing more than a few simple disciplines, practiced every day; while failure is simply a few errors in judgment, repeated every day. It is the accumulative weight of our disciplines and our judgments that leads us to either fortune or failure." ~Jim Rohn Genuinely treat employees with kindness, respect and dignity.
Staff meetings
The purpose of the staff meeting is efficient organizational and team communication. As a manager we have a responsibility to communicate with your team. To your team members, we are the company. If your team doesnt know something about the organization that they should we need to take responsibility as we are the ones who are meant to communicate to them about what youve heard, Seen, Read, know, Think, Believe or surmise about whats going on upstream. The most effective way to hold a staff meeting's is weekly. This is a time to catch up and discuss the past week and the weeks coming. If you dont do them weekly youre probably indulging a personal bias in tasks over people. Directive number one in the Effective Leadership Triangle is Stop putting personal preferences ahead of organizational effectiveness. Have an agenda to everyone in advance. An agenda must have a start time for each topic and the start times should be followed. Use a parking lot for items that need to be re addressed. Set ground rules in the first meeting and continue to refer to them through out the course of the meetings. Let you staff create and manage the ground rules. The staff meeting is for everyone to attend, no exception. If a person reports to you they are to attend the staff meeting. Key Leadership Christian Whamond 2012 109
Start the meeting with a welcome and go through the agenda which everyone should have. Touch on the ground rules again if necessary. Allow 15 minutes for a waterfall of information that has come from up stream and need to be passed onto your directs. You are not communicated to; you are communicated through. Include in the waterfall of topics This is what it means for us Schedule 15 minutes for special topics/reports/updates. This is a chance for you to delegate and coach one of your directs to deliver information on a special project they are working on, or to pass on new information to the team they have discovered that has helped them to be more effective. This time could be used for a brain storming session on a new project. Each direct gets 10 minutes to brief the team on their achievements and progress to goals and company objectives. Encourage each person to present using a flip chart and highlight numbers for which they are accountable. Use the traffic light signal for progress. Green light/Pen around a number means they are on track. Orange needs focus. Red is at a stop and full resources are needed to get back to orange and then green. Each team member will hold each other accountable. Intermittently ask for feedback from staff on the meeting. What's working well and what needs to be looked at for improvement.
Tips for Efficient Succession Planning

Many of the Manager express concern about the lack of bench strength in their companies. They are very worried that they lack sufficient "ready now" candidates to replace planned & unplanned losses of key leaders. As a result, the future continuity and performance of the business is at risk. Here are some practical ideas on how you can get more impact from your organization's succession planning efforts. Measure outcomes, not process This change of emphasis is important for several reasons. First, executives pay attention to what gets measured and what gets rewarded. If leadership development is not enough of a priority for the company to establish goals and track progress against those goals, it will be difficult to make any succession planning process work. Key Leadership Christian Whamond 2012 110
Second, the act of engaging with senior executives to establish these goals will build support for succession planning and ownership for leadership development. Third, these results will help guide future efforts and mid-course corrections. The metrics a company could establish for Succession Development might include goals like the percent of executive level vacancies that are actually filled with an internal promotion vs. an external hire, or the percent of promotions that actually come from the high-potential pool. Too often, companies measure only the percent of managers that had completed succession plans in place. Keep it simple. Companies sometimes ad excessively complex assessment criteria to the succession planning process in an effort to improve the quality of the assessment. Some of these criteria are challenging even for behavioral scientists to assess, much less the average line manager. Since the planning process is only a precursor to focus the development, it doesn't need to be perfect. More sophisticated assessments can be built into the development process and administered by a competent coach. Stay realistic. While development plans and succession charts aren't promises, they are often communicated as such and can lead to frustration if they aren't realistic. Bottom line; don't jerk around high performing leaders with unrealistic development expectations. Only give the promise of succession if there is a realistic chance of its happening!
Upgrade talent
Winners like to work with winners; losers like to work with winners; but winners don't like to work with losers. Who are the losers? Ironically, many times it's not those who are performing at a sub-par level; they often can be coached and supported in ways that help them improve their productivity. More frequently, it's those who violate the norms of the organization and can't manage by the values shared by others. In the context of the organization and its culture, they are regarded as "Jerks" (or similar more flavored descriptions) by their colleagues ... jerks who are tolerated because of the ability to "make the numbers." Key Leadership Christian Whamond 2012 111
But most often, the "losers" are simply those who are not inspired and excited about the business, who go about performing the necessary but not the extra. Now is the time to let go of the losers, thereby raising the average level of talent in the organization. That doesn't mean a freeze on hiring, however. Instead, it may be a great time to take advantage of a depressed talent market by making a few strategic hires of long-sought candidates from competitors or other organizations.
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Chapter 7. Communication.
Leadership isn't communicating what you need. Leadership is communicating what you can contribute. Communication is the source of trust and respect within a organization. Good leaders allow their people to see they are at the heart of things. If people feel that what they are doing can make a difference to the success of the organization they will feel centered and that gives their work meaning. When employees feel connected to the purpose and vision of an organization, they have a clear connection between what they do and the success of their organization in fulfilling its purpose.
Effective communication.
To be an effective manager these days we have to learn how to get things done. Delegating tasks and holding your people accountable is only the start of the process. How do we effectively achieve this? There are three types of power in most organizations. Each has different outcomes on your effectiveness as a manager. The first is role power. This is the power the organization formally grants you over those who report to you. Expertise power is the ability to influence others by being smarter or more knowledgeable than others. Finally there is relationship power, or the ability to influence others based on a personal/professional relationship usually developed over time. To many managers today rely on role power. This is the least effective of the three powers. This only works when you are seeking to avoid failure opposed to seeking success. In todays working environment this is a dangerous place for a manger or sales professional to be. Role power is best relegated to those places where processes specifically call for it.
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The greater your expertise power and/or relationship power, the greater the possibility of an effective outcome on a delegated task. Rather than telling, try asking. The persuasive part of asking is the ask itself. Its far more effective to ask your associate to do what you need them to do. Further to that, you ask when they can do it, rather than imposing your own deadline. The way to persuade others in not to convince them with data and tell them about your needs, but rather by asking them for their help. When asking for a commitment on a task, be nice. Dont get mad and imply threats, dont let your Role power creep into the discussion. Ask without stress or tension and smile. Once a commitment is agreed upon, say Thanks You and confirm the commitment and deadline.
Communicate to your people in the language they understand using DiSC.

Effective communication is so critical to every manager. Communication is not about you, the speaker, its about the person who you are communicating. the most effective way to communicate is to talk in a language that they are going to understand. Use DiSC model to achieve effective communication every day. We all have a natural communication style - how we "talk" when we are not thinking about it. We can be far more effective when we can tailor our style to be more like the listener's. Using DiSC for more effective communication with your people. Understand your social style and the perception people have of your profile. Assess each person and communicate to them using the language they will better understand.
8 Laws of great management.

Today, I would like to share the 8 Laws of Great Management defined by Mark Horstman. The laws are timeless and actionable, two characteristics that the Manager-Tools guys continually strive for in all their podcasts and other products. HORTSMANS LAWS Key Leadership Christian Whamond 2012 114
1. Its all about people- Its actually a hard-nosed scientific and financial reality. Any hour you spend on people is a better investment than an hour spent on systems, processes or policies. Great people can overcome average systems; average people wont live up to great systems. Action- Spend time with your folks every week. Learn their strengths and weaknesses. Learn their projects. Learn their childrens names. 2. More communication is better- No matter what the situation: work or home, professional or personal, boss or subordinate, it is always more communication that solves the problem or clinches the deal. And think about this: communication is what the listener does. Action- Pick up the phone. Provide an update. Admit your behind. Over communicate, and youre halfway there. 3. Youre not that smart; theyre not that dumb- You cant fool people. Ever. The fact is, people know when you mislead them. Yes, they might go along with you, but they know it doesnt feel right. That you dont feel right. After all, didnt you used to be them? Action- Tell the whole truth. Dont leave anything out. When in doubt tell everyone. Use candor as an advantage, rather than seeing it as a weakness. 4. Control is an illusion- There is no single person whom you think you control who would agree with you. If you really think youre so good as to control another, then who in your organization thinks that way about you? Stop trying to control. Youre wasting your time. Build relationships that allow you to influence. ActionBuild relationships based on trust. Say, I trust you. Let your team choose their path at times, even when you disagree. 5. The river is wide, the currents are messy, but all water ends up in the ocean- Watch water flow down river sometimes. It doesnt march in nice straight lines. It meanders. Its messy. Scientists say 20% of it is actually going up river. Your organization is organic its made up of people -just like a river. Your projects and timelines are going to be messy and defy control. Stop fighting it. Action- Dont worry about or punish every missed deadline-wait for a pattern. Think about a Chinese finger puzzle. Sometimes a light touch is the way out. Let go FLOW to get ahead. 6. There are no secrets- If you think you can keep something quiet in your organization, youre kidding yourself. What everybody is talking about is whats NOT being said. Everybody knows already. The one associate or friend you felt you could tell has already told someone else whom they trustedand so on. If you try to keep Key Leadership Christian Whamond 2012 115
secrets others lose respect for you, because you show you dont trust them. ActionTell everybody everything. Forward every e-mail you get to all of your teamautomatically. Dont go off the record. 7. How you feel is your fault- If you find yourself saying, that guy / situation / boss makes me mad, youre wrong. They did something and then you decided how to respond. Think about the word responsibility (Response-Ability) Youre able to choose your response. Action- Choose the right response. Choose not to get angry. Choose to understand why they behave the way they do. Your response will be more powerful. 8. The other way often works just fine- Theres someone else out there who has succeeded to the same level as you have with the exact opposite intuitions you have. (They wonder how you got where you are, too) Your idea that your way is the right way is routinely controverted. You just think its right because its yours. ActionTry the opposite every once in a while. After youre first thought, wait for a second different one. At first glance the laws appear to be common sense, and in fact they are. Much like the law of gravity these concepts just are. Its good, however, to remind ourselves of laws such as these from time to time to keep us from falling into the trap of believing that our current situation is somehow different and thus, immune to these facts.
Build relationships
People who succeed in leadership and in sales transform the entire activity away from the concept of managing and selling into a day-to-day concept of building relationships. Communication solves almost all problems. Avoidance worsens all problems. No leadership agreement was ever made outside of a conversation. Leadership is not a formula or program, it's a human activity that comes from the heart.
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Motivate Your Staff

Your core responsibility at work is to deliver the results that truly matter within your organization. However, as a leader, your ability to deliver these results is dependent upon your staff and the way they go about their work. It is therefore critical that you understand how to motivate people. 1. Clarify what you want. Staff need a crystal-clear knowledge of what results you truly care about as well as the actions and attitudes that you want them to display. How do you differentiate between exceptional, average and poor performers in your mind? If staff know the criteria you use to assess their performance, they are more likely to rise to the occasion. 2. Reward people who give you what you want. It is a fundamental tenet of behavioral psychology that people are motivated to repeat behaviors that bring them some form of reward. Not all managers control staff pay levels, but surely you have some degree of control over the distribution of plum assignments and workplace perks. You can also use zero- or low-cost gifts. Of course, not all rewards need to be tangible. People value anything that makes them feel appreciated; a simple thank you can work wonders. Regardless of which form of reward you choose, it is essential that you explicitly tie the reward to a specific behavior or achievement and that you only offer these extra rewards to people who deliver what you really want, the way you really want it. 3. Show care and compassion for your staff. Put simply, people like working with managers who care. Showing care and compassion is different than rewarding staff through appreciation in that it is not tied to their attitudes, actions and performance. Caring means making room mentally for taking a genuine interest in your staff and their lives. Caring leaders understand how other people feel and can see the world through others eyes. They therefore think to perform small acts of kindness because they aware of other peoples needs as well as their own. Compassionate leaders go even furtherby acting on that understanding. A common way for leaders to show compassion is through coaching their staffthat is, giving them one-on-one time when its requested, listening to their problems and then using questions to help them move forward. Key Leadership Christian Whamond 2012 117
4. Build connections and foster collaboration between staff. Human beings are innately social creatures. Not only do we belong to families, we actively forge a circle of friends and take pride in being a member of a broad range of social groups, from organizations to nations. People like to feel that they belong. You can foster a genuine desire to come to work amongst your staff by nurturing friendships between them and offering opportunities for truly collaborative work. You can use social events to help build a sense of belonging and boost morale. Easy-to-implement examples include: celebrating team members birthdays, a weekly tradition of ordering pizza on Fridays or Danish pastries on Wednesdays, attending special sporting or cultural events as a team, supporting a local charity as a team or organizing formal teambuilding programs. 5. Challenge staff to make a real difference. People like to be challenged to leave their mark on the people around them. Start by giving your staff interesting and challenging work. Increase their autonomy in their daily work, tap into their personal passions and specialist expertise, and delegate entire tasks in which they are responsible for all aspects of meeting a specified goal. 6. Make your decision-making transparent. We all have a natural instinct to protect ourselves from unfair treatment of any kind. As a decision maker, you face the potential pitfall of appearing capricious or preferential. While your decisions cannot always be popular with every party they affect, if your approach to making them is transparent, people will be far more likely to think them fair and reasonable. Over time, this leads to staff feeling safe and secure rather than worried and resentful.
The average person suffers from 3 dilution's:

1. They are a good driver. 2. They have a good sense of humor. 3. They are a good listener. Many people are terrible at hearing what is actually said. They think talking is more important that listening. Learn to listen first and talk later. Let others tell you what you need to hear and not what you want to hear. A deaf ear is the first symptom to a closed mind. Key Leadership Christian Whamond 2012 118
Effective communication using DiSC

DISC You will see the DISC model often represented as DiSC, which reflects the ownership of this particular logoform by the US Inscape Publishing company. Inscape has extensively researched and developed its own DISC systems, which according to the company's publicity have been used by over 40 million people since the early 1970s, which are used with the intention of enabling people to "...gain the insight they need to be more successful, productive, and fulfilled at work..." Inscape also say, "... DiSC instruments are based on a simple idea - that the foundation of personal and professional success lies in knowing yourself, understanding others, and realizing the impact of your actions and attitudes on other people..." The DISC model is attributed to Dr William Moulton Marston, whose book Emotions Of Normal People (1928) first explained the model using the DISC terminology, and which also provided the descriptive words on which the commonly used DISC personality assessment systems were built. Marston didn't create an assessment tool. This was done initially by researchers at the University of Minnesota, in 1972 according to Inscape. Inscape, and others, have continued to develop, test and validate DISC assessment systems, which are marketed with gusto to the corporate and organizational development communities. The dimensions of Behavior and Situation feature strongly in Marston's ideas. There are several slightly varying interpretations of this model. Here's a general outline. DISC basic personality types model There are different interpretations of this model, based on the same underpinning structure. This presentation of the DISC model borrows from various interpretations. The colors mainly emphasize the columns they are not part of the original DISC theory - but they also reflect the logical correlations to two of the Four Temperaments and Keirsey main types (D = Phlegmatic/Rational; I = Choleric/Idealist) and the Jungian Extravert-Introvert 'attitudes'. Other than this there is no attempt here to overlay the DISC model or personality traits directly onto any other personality model. There are overlaps and correlations between DISC and other personality systems but not a direct overlay. Logical comparisons and correlations between DISC types and the types contained in the theories of Jung, Benziger, etc, are shown lower in the grid below. Key Leadership Christian Whamond 2012 119
N.B. The closest equivalent types shown above from the models of Jung, Myers Briggs and Keirsey are just a guide, and have been arrived at by factoring in the typical DISC dimensions of extraversion-introversion and proactive-passive, which imply the obvious Extraverted or Introverted Jungian equivalents, and Judging (proactive) or Perceiving (reactive) Jungian equivalents. As we've seen, none of this is a perfect science, and the correlations are formed by logical extension rather than clear admissions of statements from the originating theorists. Benziger's correlations however are those stated by Katherine Benziger herself. Unlike testing systems such as Myers Briggs and Keirsey which typically match people to defined 'types', The DISC model instead presents a series of four main 'type' descriptions (titled above as Dominance, Influence, Steadiness and Compliance). The DISC testing instruments tend to identify people's dominant or preferred type and one or two supporting types from the four available, and this mixture is then represented by a graph or personality description based on the mixture of the types. In this respect no person is exclusively just one of the four DISC types. Most people have a dominant or preferred main type, plus one or two supporting types in different degrees depending on the person and the situation. DISC systems commonly not only assess the person but also the person's mix of dominant types from different perspectives. It is important to note again that the DISC system of personality assessment, like all personality models, provides a guide and a perspective of personality; it is not a 100% reliable or definitive measurement.
Recovering after a mistake

I have always been fascinated by mistakes. As human beings, we share several things in common; making mistakes is one of them. The vast majority of the time we blunder into mistakes innocently. Obviously, if we could see mistakes coming, we would take steps to avoid them. The mistake is usually like a mouse trap that is sprung on us while our focus was on something else. The interesting thing is how we react after a mistake.
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When you admit an error, it has an incredibly positive impact on trust because it is unexpected. Perhaps this is one of the differences between IQ and Emotional Intelligence. Intellectually, leaders know the best route to improve trust, but emotionally they are not mature or confident enough to take the risk. When you admit an error, it has a positive impact on trust because it is unexpected. As Warren Bennis in Old Dogs: New Tricks noted, All the successful leaders Ive met learned to embrace error and to learn from it. Respect is not always increased if a mistake is admitted. For example, here are three circumstances where admitting a mistake would reduce respect and trust: 1. If this was the third time you had made the same mistake 2. If the mistake was so stupid it reveals you as being clueless 3. If the mistake was made in an effort to hurt someone If you find yourself making these kinds of mistakes, it would be wise to reconsider if you are right for a leadership position at all. The vast majority or mistakes are honest lapses where something unexpected happened. For these so-called honest mistakes, it is far better to admit them and ask for forgiveness than to try to finesse the situation or blame others or circumstances. It is a tangible demonstration of your integrity, and that improves trust.
When leaders say "Sorry"

We all have breakdowns in our interactions with others. In those interactions where you are the perpetrator, how you recover will strengthen or weaken the relationship. And in business, relationships are essential to doing good work. Its vital for leaders to contribute to meaningful, trusting relationships. First, lets be clear on a few terms. Breakdown is when there is a momentary collapse in your integrity. You behave in a manner thats not you and is inappropriate. Perpetrator means you are the instigator of the breakdown. Recovering from the Breakdown
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The most effective way to recover from a breakdown you perpetrated is to say sorry to those involved. The apology must be face-to-face. It cannot be done through email. To be frank, thats meaningless and gutless. Take ownership of the breakdown. In other words, clean up your mess. Do not make excuses or explain rationales for your behavior. Get straight to the apology. I owe several apologies. My behavior was over the top Keep it short. Dont ramble. Leave room for others to respond. If they dont thats okay. More time may need to pass. It may be necessary to talk about next steps. It depends on the severity of the breakdown, however. A leader who can say, Im sorry sets a standard of interaction that deepens relationships. It also lets others know that its okay to be human. Sure we all have stuff going on in our lives, and sometimes we take out our stress on others. A sincere apology lets others know the importance of team and camaraderie. Its an act of humility. The leader who can say, Im sorry signals to the team that community trumps individuality
Trust within a team

Team members must start to trust one another and become comfortable engaging in open and passionate debate around important issues. Team members must open themselves up to each other and admit their weaknesses and mistakes. They must be willing to hold each other accountable. Never allow team members to put their individual needs for career development and recognition before the collective goals of the organization.
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Chapter 8. Performance.
Unconsciously, managers without leadership habits will ofter seek to be liked. Rather than holding people accountable, they let them of the hook. They give the feeling that everything's fine. They seek approval rather than success. This habit has a severe consequence. It leads to a lack of trust in the workplace. A true leader focuses on the practice and communications that lead to being respected. "Success is nothing more than a few simple disciplines, practiced every day; while failure is simply a few errors in judgment, repeated every day. It is the accumulative weight of our disciplines and our judgments that leads us to either fortune or failure." ~Jim Rohn
Partnering for performance.

Partnering for performance is the process of reaching agreements with people about their development level and the leadership style needed to help them achieve individual and organizational goals. Open up communication and work with the individual to develop their competence and communicate on specific tasks, -People can and want to develop. -Leadership is a partnership. -People value improvement and communication. Compliant people do what you say when you are with them. Committed people do what you say whether you are providing direction and support on a day-to-day basis or not. What's important as a leader is not what happens when you are there; its what happens when you are not there.
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Performance improvement plan

If your people feel that the pip (performance improvement program) is a smack and not a opportunity to improve, then your not using it correctly. You can motivate people to succeed with fear but you won't inspire them to be there best. Utilize your HR department to workout the most effective course to inspire when delivering the pip. Everyone in your team should be on some from of pip, it's not what you bring out as a last resort.
Have you coached and given feedback before moving to a PiP

Treat your staff like family. Moving them to a PIP (Performance improvement Plan) or even a Counseling warning without first giving weeks of daily feedback on their performance and ongoing CAP's (Coaching Action plans) with regular meetings is a slap in the face and a sign of lack of expertise on your behalf. Staff should understand the reasons why they are moving to a PIP, even embrace it and thank you for it. If this did not happen you need to take a look at your process before you delivered a PIP in the future. Don't use a PIP as a "Bully" tactic o get what you want or to stamp your authority, you loose credibility with the rest of your team and will soon find yourself in a fast spiral of destruction.
Motivation & Performance

It is necessary for managers to consider the importance of motivation because it stimulates employee behavior to achieve organisational goals. In many ways, employees motivation (and performance) provides the firms day-to-day support for competitive advantage. Motivation sustains our behavior; keeps it systematic; and it assembles and concentrates our intentions to achieve the goals we value. Managers who ignore established principles of motivation will foul up their operations because they will fail at the crucial task of linking the firms goals to the behavior of their employees.Work motivation is referred to as the direction, effort and persistence of 124 Key Leadership Christian Whamond 2012
employee behavior on the job. The direction of behavior reflects an employees actions which he thinks will result in task performance. Performance implies evaluation after it occurs and therefore it suggests the presence of some sort of measuring system. Motivation, on the other hand, is only one of several psychological (internal) states that influence performance. Motivation can be broken into five levels of need. Self-actualization - The need to reach ones fullest potential Esteem - The need to feel good about oneself and ones abilities; and to be respected by others and to receive their approval Belongingness - The need to experience social interaction, friendship and love Safety - Need for security, stability and a safe work environment Physiological - Food, water, shelter and clothing to ensure survival For lower-order needs, a satisfied need ceases to motivate behavior at that level. For instance, when an employee decides that he has sufficient insurance coverage for himself and his family, part of his security or safety need is met and he forgets about it unless his situation changes in some way. Unsatisfied employee needs at all levels lead to undesirable outcomes at work because they create experienced inequity for employees. In turn, this produces job dissatisfaction, absenteeism, quitting, sabotage, and ineffective work relationships. People have a need to grow and develop their full potential, and consequently, they believe that promotions lead to greater need satisfaction. Therefore, career management, mentoring programs and training and development all support selfactualization. Higher-order needs are never fully satisfied.
Stress
Their are two types of stress that we encounter everyday in. If we respond to a request from a superior at work (stressor) as an exciting challenge that can lead to more job responsibility then we are experiencing eustress (challenge Key Leadership Christian Whamond 2012 125
stress) a positive mental or physical reaction that energies and concentrates our effort to perform well. But if we experience the request as a threat to our job prospects, then we are experiencing distress a negative mental or physical reaction to stress that always involves a mix of anger or fear. Distress is the dysfunctional result of stress and its appearance usually means that the employee is unsuccessful in adapting to or removing the stressor from his work environment. When we experience challenge stress it is a reflection of our successful adaptation to and control of stress in the work setting. The key to coping indefinitely with the marauding nature of the resistance stage is to train for the long races in life and work. We must pace ourselves and optimist our work performance without depleting our capacities to take satisfaction from other important elements of our lives. It is a complex balancing act to be sure. Individuals who perform emergency rescue and medical work, direct and coordinate the flights of aircraft and perform police and military tasks all experience nearconstant alarm reactions in their work. It is therefore not surprising that these workers often experience the symptoms of the exhaustion stage more quickly than their counterparts in less taxing occupations. To keep people functioning in such stressful positions, leaders of such work teams and military units value the importance of rehearsal and emergency simulation. Constant practice and readiness remove the temporary performance obstacles (panic, freezing, paralysis in decision making) presented by the alarm reaction stage. Preparing people to be rational and effective under extreme emergency conditions requires teaching them how to suppress the alarm reaction through countless trials and practice runs. Behavioral symptoms related to stress include changes in performance, absenteeism, hopping from job to job, altered eating habits, exercise patterns, cigarette smoking, use of alcohol and drugs, rapid speech pattern, nervous fidgeting and withdrawal behaviors. The relationship between job stress and performance shown below. The logic of the graph is that low to moderate stress levels stimulate and challenge employees to increase their job efforts and thereby raise their performance as they become more capable of handling job-induced stress. However, chronically high stress levels create Key Leadership Christian Whamond 2012 126
unattainable demands which frustrate employees whose performance deteriorates rapidly. Likewise, if stress levels on the job are moderate, but long lasting, performance will also deteriorate due to the problem of cumulative stress. This last point explains why hospitals rotate medical personnel from emergency department duty and military units rotate personnel out of hostile fire zones. Watch out for Burn out. These questions help you assess your people on the job. Think about their job during the last six months and rate how often each questions symptom is true. Scale: 1, only rarely; 2, sometimes; 3, often; 4, frequently; 5, always.
1. They appear to have difficulties concentrating on the job. 2. You hear them communicate about the benefits of quitting or other jobs. 3. They appear to be more withdrawn 4. They are regularly late and "sleep in". This is possibly due to a fear and dread of going to work. 5. They have been missing a lot of work lately due to avoidance or absenteeism. 6. Their job is expanding into their leisure hours and they have lost control of "Work life balance". 7. They have become more irritable with some co-workers. 8. They dont feel refreshed after the weekend. 9. They are often bored at work even though their is lots of work to do. 10. They have been using excessive alcohol and drugs to unwind from the pressures of work. Key Leadership Christian Whamond 2012 127
Scoring: 1020: They are doing OK. 2130: Think about the value of preventive action and some life changes. 3140: They are showing signs of burnout and you must support them to take immediate action to achieve improved work-life balance. Over 40: You have burned out. Watch out for other signs of diseases of adaptation in the General Adaptation Syndrome. Managing Stress.. Employees are now much more aware of their personal responsibilities for coping with job stress and for maintaining healthy lifestyles. So much evidence of the importance of healthy life styles exists that we dont have to be convinced that we should take responsibility for our well-being. We naturally want to improve the quality of our lives and controlling our reactions to the stress we experience on the job is a crucial component of work-life satisfaction. Personal strategies for managing (and controlling) job stress are: 1. Exercise. Moderate, regular exercise is strongly correlated with personal well-being (peace of mind), weight control, rising levels of good cholesterol and falling levels of bad cholesterol, success in kicking the smoking habit, lowered alcohol consumption and other health risk factors. If you can make a pleasant form of moderate exercise part of your daily routine you will find yourself to be more at ease, less quick to anger, more accepting of others and a bit more resilient in your life and work. 2. Relaxation. Practitioners of meditation and relaxation exercises claim that it reduces their heart rates, blood pressure and other physiological indicators of stress. You can also strengthen your relaxation response at work by keeping your distance from work problems. For instance, when think you are in the middle of an intractable work crisis ask yourself: Will I be upset a month from now? When you ask this question you are substituting calming rational thinking for emotion-driven, catastrophic impulses. The more you practice this simple distancing technique the cooler you will become under pressure. 3. Diet. We are what we eat. Diet plays a significant, indirect role in stress management. Good eating habits (moderation comes to mind) contribute to our overall health, making us less vulnerable to diseases of resistance. Key Leadership Christian Whamond 2012 128
4. Differentiate guilt from shame. We all experience guilt or shame as a result of traumatic events in life. One aspect of wisdom is the ability to differentiate between guilt for your actions and shame for who you are and between what you are responsible for and what you cannot control. Guilt is a useful emotion when we resolve to make amends; e.g., it leads to a productive outcome such as reconciliation. People who experience guilt will alleviate it by becoming more empathetic and working harder to resolve conflicts. Individuals who feel shame isolate themselves (Im a bad person), become depressed (Im worthless) and alienate others (Its their fault). Shame is the more intractable problem on the job because its sufferers may be very indecisive (Im bad or worthless). When the sufferer is your boss, you will suffer too! An indecisive boss can be a real threat to your satisfaction on the job because there is no ready solution. 5. Build up your stress resistance. The key principle is learning to handle more stress while you resolve to experience less of it. If you are a high-achieving Type A manager, take more walks and dont eat lunch at your desk! In addition, accept the fact that you are not a weakling when you delegate some tasks to subordinates. The goal is to learn how to control your anxiety by adjusting your breathing, correcting your posture (drop your shoulders), and bringing your body back to a calm state. As a manager of people it is your responsibility to be aware of your individual team members stress. These are some of the things you can do to help reduce stress and tension. Reward performance and productivity, not face-time spent working. A employee who travelled 30 per cent of her time including weekends resented her boss who required her to be in the office by 8 a.m. on Mondays. While she kept up her performance, she told herself, OK Ill do the best I can, but youre not getting any more from me. Relieved when this boss left, she was much more productive and motivated by his replacement who had a very different management style. Her new boss said:, I trust you to get your job done. Im interested in results. The employee responded by thinking, I was completely loyal to her and much more enthusiastic about my work. Live by your values and encourage others to live by theirs. A top female manager and her female subordinate took very different approaches to handling work and Key Leadership Christian Whamond 2012 129
motherhood. After maternity leave, the subordinate was tormented by her jobinduced separation from her child while her boss joked, [Im] more of an ice queen. She cares for her two children without any guilt or sense of distraction at work. Despite the bosss different views, she helped her subordinate ease her concerns by designing a job-sharing programme that has delighted her subordinate, raised her loyalty and prevented the occurrence of a host of performance problems. Build respect based on trust and respect. A financial analyst did not expect time off when her toddler needed a tonsillectomy. To her surprise, her boss looked at her and said, Your daughter comes first. The gesture fostered intense loyalty in the employee. As she was preparing for a long-awaited vacation her bosss assistant called for help in preparing a pressing management report. Without hesitation she drove to work and helped get the report done. Points Alarm reaction is the fight or flight response that mobilizes the body and mind to defend against physical threat. Behavioral stress symptoms are consistent patterns of employees low performance, inattentiveness and lack of carefulness in work. These patterns in employees may suggest that they are nearing the exhaustion phase in General Adaptation Syndrome. Stressors mount up and their effects are cumulative. At some point an employees resources and capacities to cope with stress begin to deteriorate and diseases of resistance or adaptation ensue. Challenge stress (eustress) results in increased employee effort and performance. Environmental stress factors originate from economic, political or technological uncertainty and induce alarm reaction or press employees with limited stress-coping resources into exhaustion in General Adaptation Syndrome. Intermittent explosive disorder connotes angry outbursts that are inconsistent with the demands of the situation. Exhaustion is the final stage of General Adaptation Syndrome, and is the wear and tear on the body and mind created by chronic stress overload. Type A behavior is a set of actions and emotions characterize by competitiveness, impatience and sometimes hostility that is rooted in self-doubt. Key Leadership Christian Whamond 2012 130
Job burnout is prolonged psychological withdrawal from work by employees who suffer from chronic work overload. Organizational stress factors increase in number and intensity in firms that are contemplating downsizing or outsourcing to revitalize a flagging business model (deteriorating competitive advantage). Physiological stress symptoms are changes in a persons metabolism and bodily processes that can occur as headaches, high blood pressure and heart disease. Psychological stress symptoms are chronic negative emotional reactions to stress such as anxiety, irritability and depression. When these reactions are chronic in the employee, he or she is nearing the exhaustion phase of General Adaptation Syndrome. (Edinburgh)
Is the Reward for Hard Work in Your Organization More Hard Work?
There's a lot written about the traits of strong leaders, and yet there are some common traits among our organizations' worst managers, which are also worth noting, and which are particularly relevant at the present moment. Poor managers shift the bulk of the work to their highest performers while simultaneously doing little or nothing to develop or correct the performance of low performers. This approach can get the job done in the short run. In the long term it burns out your stars, rewards your low performers, and sends a demotivating message to the general population: there are no consequences for poor performance, and the reward for hard work is more hard work. This dynamic was not as toxic when the economy was booming, and there were more financial rewards for the highest performers. The economic downturn has left organizations leaner and flatter, with fewer financial rewards and fewer promotions to recognize our increasingly taxed star performers. Top talent is no longer waiting for the employment market to improve to take action.
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In April 2010 the number of employees voluntarily leaving their companies outnumbered those who were fired or laid off. This for the first time since the beginning of the recession. There is going to be a mass exodus of the top performers as the economy starts to turn around, Now more than ever, it is critical that your managers are managing: managing low performers--developing their skill sets, correcting poor performance and ongoing feedback, while supporting work-life balance for top talent, and boosting initiative among the entire staff.
Performance improvement plan

If your people feel that the pip (performance improvement program) is a smack and not a opportunity to improve, then your not using it correctly. You can motivate people to succeed with fear but you won't inspire them to be there best. Utilize your HR department to workout the most effective course to inspire when delivering the pip. Everyone in your team should be on some from of pip, it's not what you bring out as a last resort.
Hold people accountable.

Unconsciously, managers without leadership habits will ofter seek to be liked. Rather than holding people accountable, they let them of the hook. They give the feeling that everything's fine. They seek approval rather than success. This habit has a severe consequence. It leads to a lack of trust in the workplace. A true leader focuses on the practice and communications that lead to being respected.
Confronting Unacceptable Behavior

Few managers enjoy confronting staff about performance concerns or undesirable conduct. However, digging your head in the sand and just hoping that things will get Key Leadership Christian Whamond 2012 132
better on their own is both naive and irresponsible. So how should you go about confronting someone at work? The first step is to do your homework. There is nothing worse than having egg on your face because you didnt have all the facts. What have you seen and heard yourself? What have you heard from others? What do you need to check? Would your boss see this as something worth confronting head on? The second step is to decide what you are going to say. Right at the outset, you need to state the facts, how you came by them and how this falls short of your expectations. This part needs to be clear and concise, so spend some time rehearsing your opening statement. Then, you need to invite a response with a simple question such as, What happened? Other than the opening question, this part cannot be pre-planned. However, you can expect to spend some time listening to what they have to say and asking further questions that help you better understand the situation from their perspective. Finally, you need to remind them that their behavior needs to change and then work with them to come up with ways that they can make this change happen. The third step is the meeting itself. Make a time in advance where you can meet with them privately and then work through the stages in step two. During the meeting you may discover that some personal issues (divorce, drug addiction, etc.) are contributing to the problem. You should not discuss solutions to these sorts of problems other than to offer to refer the person to a counselor from your companys Employee Assistance Program or similar. You need to focus your efforts on helping the person change their attitudes and actions at work. This is essentially an openended problem-solving exercise sandwiched between a pre-planned opening and closing. I described the opening in step two (above). The closing is a simple restatement of what they have agreed to do as a result of the problem-solving you have just undertaken. The fourth step is making a written record of the meeting. The degree of detail needed in your notes will depend upon the seriousness of the issue being discussed. However, it would generally include information about: The meeting itself (when, where, who) The gap between their current behavior (factual) and your expectations Key Leadership Christian Whamond 2012 133
Any actions that you and they have agreed to take Notes about personal problems should be general and minimal (e.g., Fred talked about some personal problems that were contributing to this work issue and I told him that I could arrange for him to talk to Sarah, our employee counselor, if he wanted some help with these). The fifth and final step is following up after the meeting. At a minimum, this involves ensuring that you follow through on anything that you have agreed to do. However, I suggest you go further. Get out of your office and observe what they are doing. People are far more likely to do as they are told when they know that they are being watched. Use this ongoing insight to acknowledge any positive changes that you see, while also correcting any remaining undesirable behavior. Furthermore, you can set aside time for ongoing meetings. Use these meetings to check progress on their commitment to change, and if necessary, to work out solutions to any unexpected difficulties that they have encountered.
A leader has discipline.

Discipline is the basic set of tools we need to solve lifes problems. Without discipline we can solve nothing. With only some discipline we can solve only solve some problems. With Total Discipline we can solve all problems. ~Scott Peck. In this world we either discipline ourselves or we discipline others. Continual success cannot be achieved without discipline, persistence and determination. In sport its required to win the game, a captain needs discipline to run his ship and the student needs it to pass there exams and its mandatory for the leader to achieve their goals and dreams. One of the greatest failures of our generation has been to understand the importance of discipline. Very often people will reach a certain level of success and then plateau. They loose the will and fight. They need to go back to their roots, back to where they started, back to where it was really tough. They need the fight, the steel put back in their lives and the fire back into their bellies. Key Leadership Christian Whamond 2012 134
3 Reasons You Shouldn't Leave Your Job.

You may be unhappy, fed up, and ready to bolt from your job. Instead of running out the door, take a deep breath and consider these three reasons to stay where you are -at least for now: 1: Relationships matter more than money. You may think you can find a job that will pay you more, but you will be leaving behind a wealth of relationships. When weighing your options, don't forget the value of the network you have now. 2: It's less urgent than you think. Job seekers who are desperate to get out of a job tend to do less research about potential employers. Strategically plan your next career move instead of running away. 3: You're likely overestimating yourself. Research shows that most job seekers overestimate their skills and prospects. Before you leave, take the time to do a realistic assessment of what you have to offer.
The relationship between job performance and job satisfaction. Job satisfaction is an outcome of employee judgements about the fairness of rewards provided by the firm (extrinsic rewards) and by the task at hand (intrinsic rewards). The link is easily broken if employees believe that: (a) intrinsic or extrinsic rewards are inadequate; (b) performance is measured poorly; or (c) rewards are unfairly distributed. A supervisor can create motivation problems by believing that happy workers are productive workers. He may emphasise social and job security rewards over direct extrinsic rewards such as pay and bonuses. Also he may down play the importance of performance appraisal (PA) because he does not want to hurt anyones feelings. Achievement-oriented employees are motivated by challenging goals having regular and detailed feedback: they depend on it for their satisfaction. If it is unavailable their satisfaction may drop. Finally, the supervisor who emphasizes job satisfaction over performance forgets the significance of employee productivity and performance in sustaining competitive advantage Key Leadership Christian Whamond 2012 135
Take Control of Your To-Do List.

Having an unruly to-do list can be overwhelming. If you find yourself rushing around, but not actually getting anything done, try the following process: Write it all down. Put everything on one list. Determine which tasks are easy and which are more difficult. Do some easy things. Spend 15 minutes doing the easy tasks. Focus on speed: make the quick phone calls, shoot off the brief emails. Cross as many tasks off the list as you can. Turn to a bigger task. Turn off your phone, close all the open windows on your computer, and focus on one of the more challenging tasks. Do this for 35 minutes without distraction. Take a break. After 35 minutes, take a 10-minute break. Then return to step two.
The people Factory

GE is all about finding and building great people, in direct accordance with Jack Welchs passion for making people GEs core competency. The secret to GEs success in this regard is the system it employs to select and develop great people. In a company with over 300,000 employees and 4,000 senior managers, GE needed a structure and a logic, so that every employee knew and understood the rules of the game. The heart of this process is the human resources cycle full-day Session C human resources reviews at every major business location (held in April), two-hour video conference Session C follow-ups (held in July), and Session C-IIs, held in November, which confirm and finalize the actions committed to in April. And that is only the formal structure. At GE, there is an informal, unspoken personnel review in the lunch-room, the hallways and in every business meeting. That intense people focus testing everyone in a variety of environments defines managing at GE. Differentiating People Key Leadership Christian Whamond 2012 136
All these people-centric endeavors, both formal and informal, are done in an effort to differentiate GEs best employees and managers from the rest of the pack. Differentiation isnt easy; over the years, the company used many kinds of bell curves and block charts to differentiate talent, in an effort to rank performance and potential (high, medium and low). Eventually, Welch found a ranking tool he liked the Vitality Curve. Every year, the company asked each of its businesses to rank all of their top executives, in an effort to force these business leaders to differentiate their leadership. They had to identify the people in their organizations that they considered in the top 20 percent, the vital middle 70, and, finally, the bottom 10 by name, position and compensation. Those who did not perform to expectations generally had to go. While making these judgments is not easy, doing so is how great organizations are built, Welch felt. Year after year, differentiation raises the bar higher and higher, increasing the overall caliber of the organization in a dynamic process that makes everyone accountable for his or her performance. People (particularly those in the top echelon) must constantly demonstrate that they deserve to be there. (Welch, The GE Way)
Jack Welch's 4E's and one P concept.

To evaluate managers GE started a system of differentiating managers on performance but were hard pressed to identify the characteristics that differentiated managers on the "Vitality" curve which is essentially a grading curve or graph for managers. The word "vitality" is confusing because it refers more to being vital or essential to the organization rather than being "vital" in the "having high energy" sense. In fact, "Energy" is one of the 4 E's but let's go over the 4 E's of GE leadership briefly: 1. Energy: High personal energy of the manager is important. Reminds me of a boss who used to watch the speed at which you walked in the corridor! Sounds weird but someone who is mostly lethargic in walking up and down does give off a low energy vibe. Key Leadership Christian Whamond 2012 137
2. Energize others: Do you brighten up a co-workers mood? Or do co-workers feel down after interacting with you? 3. Edge: Are you able to take tough decisions that are Yes/No without fear of being disliked? Welch found that many managers have two or even three of the above Es and yet did not seem to click to be put in the top 20% of the curve. "Execution" was this missing 4th E which is this blog's favorite managerial and leadership ability: 4. Execution: Can you deliver ? Let us say that you are a supply chain manager who is responsible for engaging a few small high tech innovative suppliers for a new component development for a new product project. You asked one of your buyers to send out emails from the supplier data base and perhaps none of the suppliers responded. When you show up for the new product top team meeting you just say that suppliers are not responding. Well you are not executing. The execution focused manager would have figured out why suppliers were not responding ( perhaps small suppliers worried about volumes down the road before investing), then would have have put out a development financial advance proposal and discussed, offline, how much the new product team was willing to spend in supporting a new supplier. High ability to execute is the manger who actually walks in with the prototype of the component into the next meeting, no excuses. Such managers do not promise anything easily. Once they do, top management or the board knows that it can consider it done! 5. Passion: is the P in the 4 Es and one P. A manager who is passionate about her/his job goals normally has some of the first 3 Es and must focus a great deal on executing.Passion is what holds the 4 E's together for the top 20% performers. (Welch, From the Gut)
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Chapter 9. Development.
Rally people and they will come together. Lead people and they will come together to achieve something great. Your reputation is a point in time snap shot of how a selected group of people perceive you. Your character on the other hand is what will go to the grave with you... So be more concerned with your character than reputation for it lasts forever. ~ Richard Austin There's no such thing as overachievers; there are only under estimators. Stand for people. Not a product or service or metric or number. Stand for real, living, breathing people and you will change the world.
Develop a strong team.

If you could get all the people in the organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time. Even the most well-intentioned people will usually deviate towards dysfunction, unproductive behavior. This is because we are human. Because most leaders are not schooled in the art of building teams, small problems are left untreated and spiral further and further into ugliness and politics.. Open and honest trust must be established.. Team members must start to trust one another and become comfortable engaging in open and passionate debate around important issues. Team members must open themselves up to each other and admit their weaknesses and mistakes. They must be willing to hold each other accountable. Never allow team members to put their individual needs for career development and recognition before the collective goals of the organization. Ask yourself these simple questions: -Do team members openly and readily disclose their opinions? -Are team meetings compelling and productive? Key Leadership Christian Whamond 2012 139
-Does the team come to decisions quickly and avoid getting bogged down by consensus? -Do team members confront one another about their shortcomings? -Do team members sacrifice their own interests for the good of the team?
The five dysfunctions of a team: (Lencioni, The five dysfunctions of a team) Executives are not working together as a team? Is the team is struggling with their situation and are unable to come to agreement on an appropriate solution to their problems? Is the team dynamics erode into naming, blaming and shaming, no one is accepting responsibility, deadlines are being missed and moral is on the decline. The is know as a dysfunctional team. If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time. To get the people in a team aligned and rowing in the same direction requires the CEO and the executives to address the following five dysfunctions of their team Dysfunction 1: Absence of Trust The first dysfunction is the absence of trust amongst team members. The type of trust we are talking about here is the ability of group members to show their weaknesses, to be vulnerable and open with one another. Trust is never generated in teams when the team members are not prepared to be vulnerable. Instead they feel the need to be Key Leadership Christian Whamond 2012 140
right, to be strong and competent, so much that they are unable to be vulnerable and open with one another. Trust requires that team members have confidence in each other intentions, that they are good and therefore have no reason to be protective and careful in the team. The when I m vulnerable it will not be exploited and used against me by the team. The lack of trust amongst teams is a huge waste of time and energy as team members invest their time and energy in defensive behaviors, reluctant to ask for help and to assist others. The key to overcoming a lack of trust is shared experiences, multiple follow throughs and integrity. A Myers Briggs assessment or a 360 degree assessment is a good way to get the team talking about one anothers strengths and weaknesses and so become comfortable with one another. teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability. The primary role of the leader is to lead my example, be the first one to be vulnerable, and create an environment where its safe to be vulnerable. Building trust makes conflict possible! Dysfunction 2: Fear of Conflict Trust is the foundation of great teams and its trust that makes team conflict possible. Teams become dysfunctional when they are unable to productively deal with conflict. All meaningful relationships require productive conflict for them to grow. Healthy conflict occurs when people talk about the issue at hand avoiding personal attacks, looking for the best solution for the team. Teams tend to avoid conflict often replacing it with an artificial harmony. Harmony itself is good, I suppose, if it comes as a result of working through issues constantly and cycling through conflict. But if it comes only as a result of people holding back their opinions and honest concerns, then its a bad thing. Key Leadership Christian Whamond 2012 141
We wear masks and focus on being nice to everyone. however, productive conflict is required for teams to become functional. This allows for meaningful dialogue where people are open to share, without feeling fearful of reprisal or criticism. One of the worst team dysfunctions is when you have a team of yes men. Leaders need to encourage debate, support it and keep it productive. Teams who avoid conflict spend much time off-line never making decisions that the group can commit to. Healthy and productive teams accept that conflict is a normal part of being in a team to learn to deal with it productively. meetings and movies have a lot in commonA movie, on average, runs anywhere from ninety minutes to two hours in length. Staff meetings are about the sameAnd yet meetings are interactive, whereas movies are notAnd more importantly, movies have no real impact on our lives. [and]Every great movie has conflict. Without it, we just dont care what happens to the characters. When working with teams a leader needs to understand the importance of conflict in teams, being careful not to try and steer the team towards premature resolution of conflict with the intention of protecting people. Its important for leaders to help the team members to learn and develop positive conflict resolution skills. The beast way to do this is for leader to lead by example, modeling the appropriate behaviors, rather than trying to smooth over the conflict. Dysfunction 3: Lack of Commitment When teams engage in productive conflict they can confidently commit and buy-in to decisions. Commitment is a function of clarity and buy-in. Productive teams make clear decisions and are confident that they have the support from every team member. A lack of commitment usually arises from not hearing all the teams concerns before making a decision. There can be no commitment without debate. People will not buy into something when their opinions and thoughts on the matter were not included and discussed. If they dont weigh in, then they wont buy in. This is not as much about seeking consensus as it is about making sure that everyone is heard. Key Leadership Christian Whamond 2012 142
The point here is that most reasonable people dont have to get their way in a discussion. They just need to be heard, and to know that their input was considered and responded to. At the end of the day everyone needs to get to the point where they can say, I may not agree with your ideas but I understand them and can support them. When people dont unload their opinions and feel like theyve been listened to, they wont really get on board. Leaders can help to facilitate commitment by reviewing all key decisions made at the end of team meetings, making responsibility and deadlines clear. Dysfunction 4: Avoidance of Accountability Without team commitment you cannot have accountability. If the team is to be accountable, everyone must have a clear understanding of what is expected of them. People arent going to hold each other accountable if they havent clearly bought in to the same plan. At the end of the day its about each team member being accountable to the team. This means that a team member never lets the team down when is comes to meeting commitments. The team needs to hold their peers responsible for achieving results and working to high standards. Its the responsibility of each team member to hold one another accountable and accept it when others hold them accountable. Its often the case, that when teams are not holding one another accountable its usually because theyre not measuring their progress. Its important to make clear what the teams standards are, what needs to get done, by who and by when. Ambiguity is the enemy of accountability. Dysfunction 5: Inattention to Results When teams are not held accountable the team members tend to look out for their own interests, rather than the interests of the team. A healthy team places team Key Leadership Christian Whamond 2012 143
results as the most important goal. When all team members place the teams results first the team becomes results orientated. Our job is to make the results that we need to achieve so clear to everyone in this room that no one would even consider doing something purely to enhance his or her individual status or ego. Because that would diminish our ability to achieve our collective goals. We would all lose. Leaders need to make the teams results clear for all to see, rewarding the behaviors that contribute to the teams results. Its the responsibility of the leader to keep the teams focus on results. Cohesive Teams By addressing these dysfunctions, what results is a cohesive team. and imagine how members of truly cohesive teams behave: 1. They trust one another. 2. They engage in unfiltered conflict around ideas. 3. They commit to decisions and plans of action. 4. They hold one another accountable for delivering against those plans 5. They focus on the achievement of collective results. (Lencioni, The five dysfunctions of a team)
Be aware of developmental levels.

A individual going through coaching on a new task goes through four levels of development representing four different levels of competence and commitment.
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Level 1: Enthusiastic Beginner. The person has a high commitment to accomplish the goal or task yet doesn't know how to do so without direction. They don't know what they don't know but are eager and willing to learn and take direction. This is how a new employee feels. As a leader you must Teach this person Level 2: Disillusioned learner. Has more confidence but still does not know how to fully achieve the goal or task without direction. commitment drops as the goals seems harder than originally anticipated. The person becomes frustrated and discouraged. This person needs re assurance that mistakes are part of the learning process. This is the time of the learning where your person can get frustrated and lose motivation due to unmet expectations. They need clear goals, perspective and frequent feedback. Praise your direct for making progress and help in analyzing success and failures. Give the permission to make mistakes and learn from them. You need to regularly discuss concerns and share feelings. Most importantly give regular encouragement and advice on additional steps or alternatives. As a leader you must Coach this person. Level 3: Capable but cautious performer. Starts to display moderate to high competence but direction is still needed to compete the goal. Even though they may know how to achieve the goal they become hesitant, unsure and tentative due to lack of confidence. People can start to get board with the goal and the task seem uninteresting and loose focus. As a leader you must Mentor this person. Level 4: Self-reliant achiever. The person display high commitment and high competence to the task and goal. The person still needs recognition and mini goals with new challenges to maintain high level of performance. A self-reliant achiever can very quickly fall back to a Capable tot cautious performer if not careful. They only need low direction but this does not mean they need no Key Leadership Christian Whamond 2012 145
support. An individual at level 4 who's needs aren't met met is a risk of falling back to a Level 3, or worse, leaving the organization. They need Variety and challenge's. They want a leader who is more of a mentor or colleague than a manager. Ongoing acknowledgment and praise for contribution as well as autonomy and authority will give the person confidence. Give them the opportunity to share there knowledge and skills with others and most of all; Trust them. As a leader you must Support this person. A good leader observes his people and engages them in a dialogue to determine there development level on a specific goal or task before decided the best way to lead.
Does your job suck? It's probably you

Theres no way Im going to imply that every workplace is heaven, every boss is a saint, and each and every coworker is the salt of the earth. Thats a leap of faith I wouldnt ask anyone to take. However, if you think your company is hell, your boss is the devil, and your coworkers are political, backstabbing aholes who would sell their souls for a promotion, Ive got news for you. Theres a better than average chance its not them; its you. You see, nobody ever wants to believe they're the problem. Why do I think youre the problem and not everyone else youre always complaining about and stressing over? Well, I think Will Shakespeare, one of the great observers of the human condition, said it best in Hamlet, The lady doth protest too much, methinks. You see, there are those among us who are never, ever the problem. Its always someone or something else. The truth is that those who do all the complaining are the ones who give the rest of us so much to complain about. But we dont, because we know better. We know there are some things we just can't change. Since everyones a chief something or other these days, Ive created 10 new C-Level titles to identify those who keep dysfunctional workplaces flourishing and multiplying like amoebas in a Petri dish: Key Leadership Christian Whamond 2012 146
CWO - Chief Whining Officer. All good things happen to everyone but you. Everyone has a better job, a better boss, a better cubicle, better pay, better perks, blah, blah, blah. CNO - Chief Negatron Officer. Youre the self-designated dissenter, the perpetual fly in the ointment, always pointing out why it cant be done - never how it can be done. CSO - Chief Stress Officer. Your boss stresses you out. Her boss stresses you out. Your coworker stresses you out. Your job stresses you out. You couldnt be creating your own workplace stress. could you? CBO - Chief Blame Officer. Something goes wrong, its everyones fault but yours, and youre sure to be the one covering your ass, pointing the finger, heading the witch hunt. CVO - Chief Victim Officer. You have an abusive boss. The head of HR or IT hates you. Your peer makes life miserable for you. Theyre all driving you nuts. Maybe youre the one behind the wheel. CDO - Chief Disruptive Officer. Always acting out or trying to get attention, the drama queen, disrupting meetings and making everything about you. Its always about you. CPO - Chief Political Officer. The player, manipulator, man behind the curtain, puppet-master, destroyer of enemies. Too bad politics doesnt win business or keep customers. CCO - Chief Clueless Officer. Always running around like a chicken with your head cut off, asking everybody and his brother for help, never having a clue what to do, how to do it, or even how to start. CUO - Chief Unreliable Officer. When theres work to be done, finding you is like shooting darts at jello. And when you do get tagged with a task, the only thing we can count on is that it wont be done right. CGO - Chief Grass is Greener Officer. Your friend works for a better company or a better group. Everything is better there. Everything about this place sucks. Well, it would suck a lot less if you quit.
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Where would we be without all these wonderfully colorful and dysfunctional folks? You got it; wed be in a far more productive workplace with a lot fewer whiners and a whole lot less to whine about. Wed be in heaven on earth.
Build personal accountability in your staff

Here is a SIMPLE model that managers can use to build personal accountability with their staff: S=Set Expectations Your employees need to know what is expected of them before you can hold them accountable for anything. If you assume they know what is supposed to be done, when, and to what quality level, you will be disappointed. The more clearly you agree expectations and goals up front, the less time you will waste later clarifying or worse, arguing about what was really expected. I=Invite Commitment Just because your employees know what to do doesnt mean they will do it. But how do you get employees to commit after goals and expectations are set? Employees are more likely to commit when they understand: a) how the goals will benefit them personally, b) how the goals will help the department. Once this connection is made they are more likely to buy into the goals, and actually welcome you holding them accountable. M=Measure Progress What gets measured gets done. By measuring their ongoing performance you can gauge whether or not they are meeting the goals and expectations to which they have committed. Dont wait to the end to do this. Agree some goal posts during the project so you can both see if things are on track.
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P=Provide Feedback Feedback about the ongoing measurements will open the door for problem-solving discussions if required and will also give you an opportunity to tell them when they are doing a great job. Setting expectations followed by good feedback is the backbone of holding someone accountable for results. A note about the way in which you provide feedback: True feedback is a gift. To be effective, the feedback you offer must come from a sincere desire on your part to help or support your employee, not to merely fix him or her. If you cant come at it from this perspective, you may fail, no matter what words you choose or methods you use. Intent is more important than technique. L=Link to Consequences Consequences are not punishments. Punishments are inflicted on employees to make them pay for their shortcomings. They do not contribute to a solution. Consequences, however, can be good or bad and can excite or worry staff. If staff are clear about the consequences for themselves personally, it will help focus their behavior and encourage them to take their commitments more seriously. If the consequences (good or bad) are not important to staff, you are not focusing on powerful enough consequences. E=Evaluate Effectiveness Look at the quantifiable goals you both agreed and determine how successfully they have been reached and action the consequences, good or bad. Also, review how you and they, handled the process and find ways to be more effective. When you get into the habit of briefing properly at the start of a task, agree the goals and expectations and measurable, (and it may only take 5 minutes to do this) youll find that it becomes far easier to hold people accountable at the end. You will also find that staff begin to hold themselves accountable for the work that must get done.
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Setting clear, achievable, challenging, and unwavering measures is critical to employee success
Setting clear, achievable, challenging, and unwavering (as much as possible given todays rate of change) measures is critical to employee success. Appropriate measures are also strong motivators because most employees want to excel, and knowing the target helps them self-measure. 1. Involve your employees to enhance their involvement and ownership. Your direct reports are closest to the action and in the best position to provide information on what's possible in their work. 2. Focus on results and not activity unless the work to be accomplished has not been done before. 3. Drill down into the goal to determine the One Measure that clearly determines success. Set a single, discrete measure for each fundamental of the business that equates to success. For example In-bound Sales answering each call within 3 rings. 4. Set aspirational targets for Break-throughs. For example, reducing cost or time by 20% in a key business process. 5. Examine past data to establish a performance trend or baseline. Then, determine the extent to which the baseline must be altered to meet overall business targets. 6. Consider using a 3-point target. For example, Sears uses their quality measure of Good, Better, and Best. Can you establish levels of performance that will encourage achieving beyond the target? 7. Get your boss's input on metrics to ensure that you are all measuring the same outcomes with the same language, measures and expectations. Your boss may have some helpful suggestions based on his or her experience and understanding of unit and company goals. 8. Consider the employees or groups strengths and weaknesses. Determine what targets would encourage strength building that is directly linked to business goals and the individuals career development aspirations. 9. Examine customer or other stakeholders feedback to determine expectations that arent being met. Exercise caution here! Dont get caught in the trap of giving your Key Leadership Christian Whamond 2012 150
customers what they want while your competitors create innovation that the customers are going to need but dont yet realize. 10. Ensure that targets are clearly aligned with corporate measures and goals so effort is cumulatively productive. 11. Set the standard that employees measure their own progress against targets and report their progress or slippage to you on an agreed-upon time frame. Establish the up-front expectation that when slippage occurs the employee is to report results for the period with a workable and realistic plan to reach the target before the end of the performance period. 12. Provide routine opportunities for employees to review progress. Teach them how to brag about their good performance, results achievement, and help them feel a real sense of achievement as they are reporting progress that will enable target accomplishment. 13. Make the rewards worth it. That means you may have to push your boss to permit substantial rewards to be give for phenomenal performance and then dont cheap out but really deliver. You may have to provide rewards that are counter-culture for the organization. Be sure to determine the employees aspirations so you know what rewards will create a real enticement. For example, many employees want barriers to be removed so they can really produce. Others want better computers, a better desk chair. Too many organizations fail to see the value in giving high performers what they want for fear that the employees are going to want a million dollars each. And maybe an employee that gets enough business to produce a hundred million in profit should get that million!
Top 5 Career Investments

Its almost New Years, and its time to get serious about investing in yourself, your career and your immediate future. January is just around the corner and thats reason enough to take action and hold yourself accountable for a fresh beginning. As you reflect upon 2011 here are a few questions to get you started: 1. Did you get better at your work? 2. Did you help advance those around you? Are you a better leader? Key Leadership Christian Whamond 2012 151
3. Are you more influential? Did you advance your organizations goals? 4. Did you improve your skill set and your mindset? 5. Did your networking generate a positive ROI? 6. Did your perspectives change about what you should be doing for a living? 7. Did the industry you serve discover your unique talent? 8. Were you asked to give a keynote and/or contribute to a blog? 9. Did you package yourself (your brand) better for success? 10. Are you making more money? Do you feel more successful and significant? If you answered yes to 80% or more of these questions your momentum is strong and your 2012 looks bright. If not, hear are a few investments you must strongly consider to ensure that your 2012 gets started on the right track: 1. Smaller Networks of Influential People Invest in a smaller, more focused network of people that can add value to your career and help give you the insights you need to broaden your perspective. Making the right choices in people will save you time, money and frustration. Unlike the stock market, when people you invest in arent adding value, it is unlikely they will change. Remember your time is your most precious resource. Know that your network values your time and what you bring to the table. Avoid spending time with leeches and loafers. 2. Improve Your Speaking and Negotiation Skills Speaking and writing represent two of the most important skills for career success. Mastering the art of communication is more important than ever at a time when trust and relationship building is at a premium. One of the wisest investments Ive made is taking an improvisational course. Whether you are shy or not, this class makes you think on your feet and keeps you on your toes. Learning to talk about something you dont know much about is a powerful skill. This is a non-traditional approach of improving your speaking and negotiation abilities. Its also a great way to broaden your network. Key Leadership Christian Whamond 2012 152
3. Develop Your Wealth in Resources Entrepreneurship isnt just a business term anymore; its a way of life. You dont need to be an entrepreneur to be entrepreneurial. In fact, entrepreneurship isnt just about making money but rather about creating the wealth in resources that authentic relationships can bring. Resources can have just as much value as money if you know what you are looking for. 4. Play a more Active Role in the Industry You Serve If you want to advance in your career, give back to your industry. You may be a hero inside the corporate walls, but what do you mean to the industry that your company is serving? Do people know who you are because of the company you represent or because your talent is extraordinary and could help to develop the future generation of industry leaders? Make a mark and leave your legacy on your industry. Be active, contribute and earn respect from your peers. Down the road they may help your career. Also, use this opportunity to connect with the leaders in your industry. Know who they are, what they represent and get to know their back stories. Learn how the industry allowed them to succeed. 5. Evaluate Your Investment and Your Own Progress Each Month Always work to improve yourself by evaluating your own performance. Write your career goals down, and the steps needed to get there. Evaluate the outcomes each month and course-correct as needed. While getting feedback from your peers and your boss is extremely important, over time you must learn how to evaluate yourself. If you believe that you need to improve your self-discipline hire a coach. In the end, youll always know if you are making progress and if your investments are paying off. Others can have an opinion, but your gut will tell you if you are making the right investment decisions. Too often people focus on what others want them to be rather than following their own passions. 2012 will be your year if you focus, invest, and stick to your plan!
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Top ten reasons why large companies fail to keep their best talent
Whether its a high-profile tech company like Yahoo!, or a more established conglomerate like GE or Home Depot, large companies have a hard time keeping their best and brightest in house. Recently, GigaOM discussed the troubles at Yahoo! with a flat stock price, vested options for some of their best people, and the apparent free flow of VC dollars luring away some of their best people to do the start-up thing again. Yet, Yahoo!, GE, Coke, and other large established companies have a tremendous advantage in retaining their top talent and dont. Ive seen the good and the bad things that large companies do in relation to talent management. 1. Big Company Bureaucracy. This is probably the #1 reason we hear after the fact from disenchanted employees. However, its usually a reason that masks the real reason. No one likes rules that make no sense. But, when top talent is complaining along these lines, its usually a sign that they didnt feel as if they had a say in these rules. They were simply told to follow along and get with the program. No voice in the process and really talented people say check please. 2. Failing to Find a Project for the Talent that Ignites Their Passion. Big companies have many moving parts by definition. Therefore, they usually dont have people going around to their best and brightest asking them if theyre enjoying their current projects or if they want to work on something new that theyre really interested in which would help the company. HR people are usually too busy keeping up with other things to get into this. The bosses are also usually tapped out on time and this becomes a nice to have rather than must have conversation. However, unless you see it as a must have, say adios to some of your best people. Top talent isnt driven by money and power, but by the opportunity to be a part of something huge, that will change the world, and for which they are really passionate. Big companies usually never spend the time to figure this out with those people. 3. Poor Annual Performance Reviews. You would be amazed at how many companies do not do a very effective job at annual performance reviews. Or, if they have them, they are rushed through, with a form quickly filled out and sent off to HR, Key Leadership Christian Whamond 2012 154
and back to real work. The impression this leaves with the employee is that my boss and, therefore, the company isnt really interested in my long-term future here. If youre talented enough, why stay? This one leads into #4. 4. No Discussion around Career Development. Heres a secret for most bosses: most employees dont know what theyll be doing in 5 years. In our experience, about less than 5% of people could tell you if you asked. However, everyone wants to have a discussion with you about their future. Most bosses never engage with their employees about where they want to go in their careers even the top talent. This represents a huge opportunity for you and your organization if you do bring it up. Our best clients have separate annual discussions with their employees apart from their annual or bi-annual performance review meetings to discuss succession planning or career development. If your best people know that you think theres a path for them going forward, theyll be more likely to hang around. 5. Shifting Whims/Strategic Priorities. I applaud companies trying to build an incubator or brick house around their talent, by giving them new exciting projects to work on. The challenge for most organizations is not setting up a strategic priority, like establishing an incubator, but sticking with it a year or two from now. Top talent hates to be jerked around. If you commit to a project that they will be heading up, youve got to give them enough opportunity to deliver what theyve promised. 6. Lack of Accountability and/or telling them how to do their Jobs. Although you cant jerk around top talent, its a mistake to treat top talent leading a project as untouchable. Were not saying that you need to get into anyones business or telling them what to do. However, top talent demands accountability from others and doesnt mind being held accountable for their projects. Therefore, have regular touch points with your best people as they work through their projects. Theyll appreciate your insights/observations/suggestions as long as they dont spillover into preaching. 7. Top Talent likes other Top Talent. What are the rest of the people around your top talent like? Many organizations keep some people on the payroll that rationally shouldnt be there. Youll get a litany of rationales explaining why when you ask. Its too hard to find a replacement for him/her. Nows not the time. However, doing exit interviews with the best people leaving big companies you often Key Leadership Christian Whamond 2012 155
hear how they were turned off by some of their former team mates. If you want to keep your best people, make sure theyre surrounded by other great people. 8. The Missing Vision Thing. This might sound obvious, but is the future of your organization exciting? What strategy are you executing? What is the vision you want this talented person to fulfill? Did they have a say/input into this vision? If the answer is no, theres work to do and fast. 9. Lack of Open-Mindedness. The best people want to share their ideas and have them listened to. However, a lot of companies have a vision/strategy which they are trying to execute against and, often find opposing voices to this strategy as an annoyance and a sign that someones not a team player. If all the best people are leaving and disagreeing with the strategy, youre left with a bunch of yes people saying the same things to each other. Youve got to be able to listen to others points of view always incorporating the best parts of these new suggestions. 10. Whos the Boss? If a few people have recently quit at your company who report to the same boss, its likely not a coincidence. Well often get asked to come in and fix someone whos a great sales person, engineer, or is a founder, but who is driving everyone around them nuts. We can try, but unfortunately, executive coaching usually only works 33% of the time in these cases. Youre better off trying to find another spot for them in the organization or, at the very least, not overseeing your high-potential talent that you want to keep. Its never a one-way street. Top talent has to assume some responsibility as much as the organization. However, with the scarcity of talent which will only increase in the next 5 years Smart Organizations are ones who get out in front of these ten things, rather than wait for their people to come to them, asking to implement this list.
6 personal traits will accelerate your influence at work

They just dont understand me! This is one of the most popular excuses from employees that are having trouble creating impact and influence in the workplace. In fact, most employees who say that are just tired of a workplace culture that does not encourage them to share their individuality. Key Leadership Christian Whamond 2012 156
Todays employee wants to engage in a more meaningful and purposeful way. They want to throw titles and corporate speak out the door. They want a more genuine environment where people can share their concerns about the business, their personal struggles and ways to collectively solve problems. Workplace silos, the politics of leadership and the fight for recognition make it difficult for these employees to be productive. We all experience similar challenges in the workplace, just in different forms. Everyone is hurting, but most are scared to share it because they believe this will disrupt any momentum they have. The trick is to connect with your colleagues in ways that promote transparency and unity. People must learn how to feel comfortable about sharing more about themselves; their personal selves. I have learned that when people know your personal backstory they approach you more respectfully. Your colleagues become more aware of what really matters to you and will find ways to integrate your heart into your work. I have also learned that when this approach doesnt work, you wont fit into that culture. Everyone has a backstory. Unfortunately, most people feel that if they disclose it, it will weaken them. In fact, the reverse happens because all our stories overlap and those parts that we share connect us. Why do you think small groups and online communities have become so popular? In todays world, people want to connect with others in ways that matter equally to their hearts, and their heads. Here are (6) personal traits that will help you accelerate your influence at work: 1. Your Goals and Aspirations: Let others know about what you strive to become, where you are headed and / or what path you desire to take in your career. Its ok to be open about what you long for. Discussions about goal setting are always enlightening and create great dialogue. They connect people in profound ways that bring them closer together and that help people work more strategically with one another. Perhaps you are in middle management and your goal is to lead a business division in your organization. Not only can the right succession plan be put into place, but maybe you can be assigned as the next employee resource group (ERG) leader that
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will offer you the experiences and exposure that will be required to reach your ultimate goal. 2. Your Heritage: Dont ever assume that others know your cultural background based on your name alone. In fact, even if they can figure it out, they may not understand the nuances of your culture. Your heritage defines your customs, attitude and outlook. It represents your roots and most likely how you were raised. It helps others understand how you are wired as a leader, decision maker and individual. For example, if you are from South Korea and are actively involved in your community, you are well versed in the desires and market trends of your culture. Based on how you share this trait with others, there can be an opportunity to work with as an advisor to your organizations multicultural marketing department. 3. Your Passion: What excites you most? Share it with others. This cultivates an interesting dialogue because it touches the core of what fuelsyou and gets you going each day. Your passion defines the magnitude of the impact you seek to create. While you may surprise some people, it may get you closer to the next opportunity in your organization. Believe me, I always find ways to align the passion of my employees with their responsibilities. Coaches can be great mentors. I remember that one of my managers was passionate about being a high school baseball coach. After he invited me to a few games I realized that he would be a valuable asset to our organizations mentoring program. 4. Your Adversities / Struggles: This one is delicate, but necessary. We have all faced hurdles in life and it amazes me just how much we all have in common when adversities are shared. How you can contribute to your organization by utilizing the lessons learned from your experiences with adversity can make a big difference. Like many of us who have aging parents, caring for elderly is challenging. But over time you acquire patience and an aptitude and spirit of wanting to help others. This experience can help you serve as small group leader to others that share the same 158 Key Leadership Christian Whamond 2012
struggle in your organization; but also gives you the opportunity to support your companys corporate social responsibility (CSR) initiatives. 5. Your Family/ Childhood: Talking about your parents and/or siblings will give your colleagues a broader understanding of who you are and what you represent as an individual. Your family defines your fabric and materials that influenced your upbringing. That is why your childhood can help others learn a lot about your perspectives. For example, I grew up in a small town called Azusa, in Southern California. Because my father worked at the Miller Brewing Company just down the street he would come home for lunch every day and I was able to spend a lot of time with my Dad, especially during the summer, where he would share stories about the impact of his immigrant past and his experiences in Cuba before Castro. Perhaps now you know why I write about the immigrant perspective. 6. Your Hobbies What you do outside of work fuels your heart and soul. Whether its your desire to play an instrument or give back to your local community. Share what drives you in ways that others dont know about. I remember I had a boss that played the guitar. I also knew of (3) others in my work that played instruments and they formed a band that performed for the organization. These (6) personal stories represent the real you: why you think, act and innovate the way that you do. Open your mind to seeing beyond the obvious ways to create influence in your work. By sharing your personal stories, the impact that you can have on those around you will be greatly magnified.
A Leader develops friendship.

The world is so empty if one thinks only of mountains, rivers and cities; but to know someone who thinks and feels with me, and who, through distant, is close to me in spirit, this makes the earth for me a inhabited garden. -Goethe Key Leadership Christian Whamond 2012 159
Success in life depends on the help and support of other people. No-one makes it alone. Henry ford once said, My best friend is the one that brings out the best in me Work hard at building successful relationships because without friendship, one is doomed to loneliness. Value your friends and tell them you appreciate them. A friend is a island of safety where you feel secure and where communication is often without sound. Dont take a friend for granted. Remember a successful relationship is built on mutual trust and respect. To gain friends become interested in other people instead of trying to get them interested in you. Be a good listener and encourage others to talk about themselves. Smile often, it costs nothing but creates much Dale Carnegie The only way to have friends is to be one. Choose your friends for what they are and not what they have or what you can get from them. Friendship is not only doing something for someone, it is caring for someone, which is what everyone needs. Dedicated to Richard. A True friend.
Mentor and Retain people

Companies with mentoring opportunities are more likely to retain their people. To achieve this, offer a range of mentors for people at different career stages. Types of mentoring you should consider: Buddy or peer mentors. In the early stages of a person's career, a "buddy" can help speed up the learning curve. This relationship helps the protg understand how things work at the organization. Career mentors. After the initial period at a workplace, employees need to have a senior manager serve as a career advisor and advocate. Life mentors. A life mentor serves as a periodic sounding board when one is faced with a career challenge. Organizations can't necessarily offer a life mentor but they can encourage seeking one. Key Leadership Christian Whamond 2012 160
Learn from your mistakes

Never make the mistake of thinking you won't make a mistake. You can't improve if your to busy pretending your perfect. View your mistakes as a healthy inevitable part of the process in getting better. Learn from your mistakes, move on and do better next time. We are all human and make mistakes. Admit them and ask for forgiveness. Failure is inevitable, always act in a way that allows you to sleep at night. Put away pride and pretense. If you always do your best people will respect you, they will listen and give you a second chance.
Encourage push back.

Deference to authority is deeply engrained in most of us. As a leader you need to fight it in your direct reports. If people automatically defer to your judgment, you may miss out on critical feedback. Make it easy for people to speak up, and remember to actively ask for their opinions. When talking about projects give some initial thoughts, but then ask for help fleshing out ideas. Recognize people who speak up and reward those who challenge you. Most importantly, try not to react immediately if you start to feel threatened, or you risk shutting down the discussion.
Four Elements of Trust.

The Ken Blanchard Companies has an interesting workshop on trust. The Workshop model discovers the ABCD's of trust. It's highlights the following four elements of trust: Able: demonstrates competence, expertise, experience, and capability in getting the desired results accomplished
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Believable: walks the talk of a core set of values, demonstrates honesty, and uses fair, equitable practices Connected: interacts with staff, communicates and shares relevant information, provides praise, and gives recognition Dependable: is accountable, takes responsibility for own actions, and consistently follows up As we are all aware trust is the foundation of all effective leadership, however trust does not just happen. Its something that a leader must consciously and constantly work on developing. When it comes to developing trust, actions matter! people need to see trust in action more that they need to hear about it. Its only as leaders act in a trustworthy manner, by example that trust is developed. Without trust effective leadership is impossible. Consider the following: Consider the four elements of trust how do you and other leaders in your organization rate? What impact does this level of trust have on your ability to lead? What action can you take this week to improve the level of trust?
Working to Win
Athletes, like leaders, do not win by playing to their weaknesses and imagining failure. They win by building on their strengths and rehearsing, visualizing success in their minds. Leaders have a advantage over athletes: leaders can delegate other people to look after their weaknesses. Four simple principles of working to win: Play to your strengths.. Know what you are good at and in what context (occupation, company and projects) Visualize success.. Walk through the necessary steps to success and what success feels like, looks like, smells like and sounds like. Rehearse it as vividly as possible. then make it happen.
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Think like a winner.. Remember all the times you have done great things. Let your self get back into this frame of mind. When you believe you will success you will. Failure is a self-fulfilling prophecy. If you have no enthusiasm or confidence, no one else will be enthusiastic or confident for you. Create a team that compensates for your weaknesses.. If you are no good at accounting, rest assured there are thousands of accounts out there to help.
Winners.....
..Take chances. Like everyone else, they fear failing, but they refuse to let fear control the. ..Don't give up. When life gets rough, they hang in until the going gets better. ..Are Flexible. They relies there is more than one way and are willing to try others. ..Know they are not perfect. They respect their weaknesses while making the most of their strengths. ..Fall, but don't stay down. They stubbornly refuse to let a fall keep them from climbing. ..Don't blame fate for there failures not luck for their successes. ..Accept responsibility for their lives. ..Are positive thinkers who see good in all things. from the ordinary, they make extraordinary. ..Believe in the path they have chosen even when its hard, even when others cant see where they are going. ..Are patient. They know a goal is only as worthy as the effort that's required to achieve it.
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Create an environment of growth around you.

Just as the growth of tropical fish is limited by the size of the aquarium in which they live, our environment also affects us. If your current circumstances do nothing to help you grow, you're going to have a hard time enlarging yourself to reach your potential. That's why it's crucial that you create an environment of growth around you. That kind of place should look like this: 1. Others are ahead of you. 2. You are still challenged. 3. Your focus is forward. 4. The atmosphere is affirming. 5. You are out of your comfort zone. 6. Others are growing. 7. There is a willingness to change. 8. Growth is modeled and expected. A life of continual growth is never easy, but a good environment makes the swim upstream a little less difficult.
Chapter 10. Goals.

Today... RISK more than others think is safe. CARE more than others think is wise. DREAM more than others think is practical. EXPECT more than others think is possible! Once a goal is set, begin with the end in mind. Be proactive and not dwell on your past. Set a new direction and focus on the future. Be self aware - "Heart" Use your imagination - "Mind" Key Leadership Christian Whamond 2012 164
Have a strong conscience - "Spirit" Take control of your independent will - "Body"
Coaching is a managers way of asking your people to improve their performance.

Work with your staff to set a SMART goal. Use GOSPA as a plan to set a frame work for the goal. SMART Goals and GOSPA will be covered in more detail later in the book. Look for resources to help achieve the goal Plan the action steps to achieve the goal Act. Take action and monitor the progress towards the goal. As each Mini goal is achieved, celebrate! Give feedback throughout the coaching on adjusting or affirming behaviors to achieve the goal.
When a challenge seems too great, break it down.

Ive long been a proponent of breaking seemingly impossible goals down into achievable steps. Set SMART Goals with the main points been Measurable and time bound. Break them down in to manageable "mini" goals. Set a strategy on how to manage the goal and a plan on what you can do daily to increase the effeteness of achievement. then take action. This is the GOSPA.
All good performance starts with clear goals.

Agree on the individual's goals and the critical tasks. Agree on diagnosis of development level for each task. Agree on coaching and who will be involved with the coaching. Key Leadership Christian Whamond 2012 165
Revisit the goals and task weekly in One on One's
How does organizational commitment benefit the organization?

Committed employees are much less likely to leave their jobs and they are less likely to be absent from work. Once employees identify with the goals and values of the organization, they are less likely to leave, even when they experience periods of job dissatisfaction. More committed employees perform better and they usually expend more effort to find creative ways to be productive. They set more ambitious goals when they participate in goal setting. Finally, committed employees adopt the goals and values of the organization in personal terms. This means that committed employees are strong advocates for the products, services and policies of their employers. Clearly, many of these valuable outcomes are at risk in organizations that attempt to improve their competitiveness by downsizing rather than by making investments in training and development to deepen employees job skills. The questions many have is "How Can Managers Raise Organizational Commitment and Job Involvement?" 1. Demonstrate that they honestly care about their employees welfare. Often, managers are too busy to demonstrate much concern for employee welfare beyond creating safe working conditions. Both commitment and involvement depend on a durable strong, positive personal connection between the employee and the firms actions. If these actions address employee welfare in conjunction with challenging tasks and participation, commitment and involvement will both form. 2. Create opportunities for employees to achieve their personal goals. If a competent employee wants more responsibility, perhaps to increase his chances for promotion, the manager should redesign the employees job to make it more meaningful and challenging.
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3. Modify jobs so employees can experience more intrinsic rewards. Many employees want more personal control over their work. An effective manager provides opportunities for employees to participate in decision-making to fulfil these needs. 4. Find ways to reward and interact with employees regularly. If managers are unavailable when employees encounter task problems, then both work attitudes are less likely to form. Further, if managers only appear when problems surface, employees come to associate them with negative outcomes like punishment and criticism; neither of which obtains commitment and involvement. 5. Set goals with employees and be sure that some of them are personal development goals valued by the employees. Not only should managers explain the importance of goals, but they should actively encourage the development of managerial competence in their subordinates.
Setting SMART goals and objectives.

Setting effective objective to guide your team and organization is very important for leader to get right. Badly formulated objectives will steer an organization in the wrong direction. Below approach to achieving SMART Objectives and Goals. Sort out the difference between objectives and aims, goals and/or targets before you start. Aims and goals etc relate to your aspirations objectives are your battle-plan. Set as many objectives as you need for success. SMART stands for Specific, Measurable, Achievable, Results orientated and Time bound. Dont try to use that order M-A/R-S-T is often the best way to write objectives. Measurable is the most important consideration. You will know that youve achieved your objective, because here is the evidence. I will know too! Make sure you state how you will record your success. Achievable is linked to measurable. Usually, theres no point in starting a job you know you cant finish, or one where you cant tell if/when youve finished it. If its achievable, it may not be realistic. If it isnt realistic, its not achievable. Key Leadership Christian Whamond 2012 167
Realistic is about human resources/time/money/opportunity. The main reason its achievable but not realistic is that its not a high priority. Often something else needs to be done first, before youll succeed. If so, set up two (or more) objectives in priority order. The devil is in the specific detail. You will know your objective is specific enough if everyone whos involved knows that it includes them specifically. Everyone involved can understand it. your objective is free from jargon. Timely means setting deadlines. You must include one, otherwise your objective isnt measurable. But your deadlines must be realistic, or the task isnt achievable. T must be M, and R, and S without these your objective cant be top-priority. It is worth this effort! Youll know youve done your job well, and so will others. S: Specific M: Measurable A: Actionable R: Results orientated MT: Time bound The main points to consider are M.T. All goals should be Measurable and time bound. Example: "We will put a man on the moon this decade" JFK "Each team member will achieve 101% to the companies objective Christmas 2012" List the personal targets for each team member.
Goal setting by Google

Google sets impossible bodacious goals and then achieves them. The engineering mindset of solving the impossible problems is part of the culture instilled in every group at Google. -Don Douge, Developer advocate at Google. Key Leadership Christian Whamond 2012 168
The Google goal setting process happens in a 90 day cycle Every quarter every group at Google sets goals, called OKRs, for the next 90 days. Most big companies set annual goals like improving or growing something by x%, and then measure performance once a year. At Google a year is like a decade. Annual goals arent good enough. Set quarterly goals, set them at impossible levels, and then figure out how to achieve them. Measure progress every quarter and reward outstanding achievement. The following observations and insights with the goal-setting process at Google: OKRs are Objectives and Key Results. They expect to see stretch goals that seemed impossible to fully achieve. Most people ask, Why set unrealistic goals? Googles answer is Because you cant achieve amazing results by setting modest targets. We want amazing results. We want to tackle the impossible. Failure is not an option Taken the wrong way, that actually conditions people to set modest achievable goals that they are certain they can achieve. Because if they failthey are fired. Taking great risks, pushing innovation, and striving to achieve the impossible will never happen at companies like that. Googles culture is I havent failed, Ive just found lots of approaches that dont work, and I am closer to the solution. Achieving 65% of the impossible is better than 100% of the ordinary Setting impossible goals and achieving part of them sets you on a completely different path than the safe route. Sometimes you can achieve the impossible in a quarter, but even when you dont, you are on a fast track to achieving it soon. Measuring success every quarter allows for mid course corrections and setting higher goals for the next quarter. Rewards For Success The rewards for achieving the impossible are significant. Google attracts the best people in the industry for many reasons, maybe most importantly because they give people the resources and support they need to achieve the impossible. Financial rewards are significant, but they are not the primary motivator. Working with the best people in the world and achieving greatness is the ultimate reward. It seems to me this continually striving for breakthrough innovation, by setting BHAG (Big, Hairy, Audacious Goal) a clear objective is working for them. Too many 169 Key Leadership Christian Whamond 2012
organizations dont take this process seriously enough to commit the necessary time and resources to defining a limited set of clear outcomes and committing the necessary resources to ensure its achieved.
Goal setting with GOSPA

GOSPA is a business planning and performance management methodology that aligns actions within an organization. GOSPA represents: G: Goals O: Objectives S: Strategies P: Plans A: Actions GOSPA gives management a structure for business planning, change, restructuring, measurement and consistent communication.
Follow your passion

Find something you like to do so much you would gladly do it for nothing, then learn to do it so well people are happy to pay you for it. Following your passion us the key to finding your potential. Your passion will energize and motivate the people you lead. The power of passion can take a significant event and turn it into a unforgettable one. Talent is never enough to make your potential, you need passion.
Steve Jobs Principles

Here are some other Steve Jobs principles that served me well: Be passionate about each project you work on. Key Leadership Christian Whamond 2012 170
Be driven by an opportunity and create a product for it. Always be open to talent who can help. Do your best to make the product intuitive, so a users manual isnt needed. Be really honest with yourself about your products. Ensure that the products represent you and your traits as a person. Work through your people and celebrate as a unit with every success. Keep innovating to get closer and closer to your ideal, your vision of perfection that goes beyond the currently achievable reality. Dont listen to people who say it cant be done.
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Chapter 11. Management.

"Management means helping people to get the best out of themselves, not organizing things." ~Lauren Appley Leadership is not the ability to organize, it is the ability to communicate. Organizing is what happens after people know why they showed up. "Ability is what you're capable of doing. Motivation determines what you do. Attitude determines how well you do it." ~Lou Holtz
Management is not sexy, get back to basics.

It hard to motivate others if you don't talk with them. Managers who's teams are not performing well stop doing the right things and look for the quick fix. Their time is consumed with non effective activities rather than stopping and deciding "what is the right thing to do". Teams need to be lead from the front. Start regular One on One's, Coaching and feedback. Communicate to your people regularly about performance and give feedback around effective behaviors, coach for better performance and measure the steps. What gets measured gets done!..
What your people want from their manager.

Create a happy and positive team environment. Emphasize what I am doing right and de-emphasize what i do wrong. Make sure our scheduled meeting time is informative and constructive. Make sure when we schedule time together they keep the commitment.
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I like my manager to give me feedback by praising my strengths while offering suggestions on where I can improve as well. Celebrate the successes. Never promise anything to your team and not follow through. Give me feedback when its fresh after the call. I enjoy positive feedback in a team environment. I like my manager to give me constructive coaching by showing me how to do it. I want my manager to be knowledgeable, open and honest and remove barriers. I need constant feedback, direction and follow through. I want my manager to participate on the call, not take it over. I need honest feedback from every call I want my manager to have knowledge of the customer's industry, speak with authority and show respect for the customer. Please respect me and trust me like you would your customer. What I need most from my manager is support, trust and belief in me. I think the ideal manager is one who leads by example. Every week remind me of the things I need to do, to help me achieve my overall goal.
Time management
"Time is the scarcest resource of managers. If it is not managed, nothing else can be managed" ~ Peter Drucker The reality of todays world is that we have to do more, better, faster, and with less. Time, quality, and cost are in constant tension, especially during hard economic times and the speed in which the world is changing. Often times, one or two of these factors takes priority and plays a prominent role in our planning, setting priorities, decision-making, and other time management issues. Time escapes minute by minute and hour by hour. Nothing you do will stop or rewind a clock or calendar. You all have the same amount of time, 1,440 minutes per day. Key Leadership Christian Whamond 2012 173
There are no short-cuts to managing yourself more effectively. The key is to invest your time in the most productive way, not only for the sake of your organization but for your own peace of mind. Here are some quick tips to help you prioritize tasks so that you can work more efficiently. 1. Record All Activities: Write down all your multiple demands, competing priorities, tasks, and activities for the day or week 2. Determine Primary Goals: List your primary goals for the day or the week 3. Consider 80/20 Rule: Determine which 20% of activities will yield 80% the results, Bringing you nearer to your goals 4. Evaluate Important vs. Urgent: Decide which of these activities are the most important versus the most urgent. At this stage, take into account how certain items affect others and the consequences for not accomplishing certain tasks (for example, someone might need something from you in order to do their job) 5. Rank: Use a ranking system to begin planning. For example: A tasks have high priority and must be completed immediately B tasks are moderately important but can be done after the A tasks C tasks are of low-level importance and can be tackled in our spare time 6. Create a Schedule: Indicate deadlines for each task and estimate the time involved to complete the task. Create a schedule, keeping in mind any tasks that may be linked together to increase productivity. For example, can you couple something of lesser priority with something of greater importance? 7. Revisit Goals and Adjust: Review your goal(s) and the rewards of doing the task on time, and make any necessary adjustments. 8. Purge: Get rid of items on your list that remain at the bottom and will realistically not get Resource. Dale Carnegie Training.
Don't make decisions based on sunk costs

It's tempting to make choices that justify past choices. For example, you may refuse to end a suffering project because of the time and effort already put into it. But these Key Leadership Christian Whamond 2012 174
sunk costs are in the past. Here are three ways to make decisions that focus on the future: Get a second opinion. Listen carefully to people who were uninvolved with earlier decisions and unlikely to be as committed to them. Be easy on yourself. Even the best managers make mistakes and it's okay to reverse a previous decision. Don't encourage a fear of failure. When evaluating decisions, look at the quality of the process, not just the outcomes.
Doers and Feelers

Professional managers fall into two Categories: Doers and Feelers. Doers do what needs to be done to reach a goal they have set. Feelers do what they feel like doing. Your ability to motivate others increases exponentially as your reputation as a doer increases. You also get more clarity about who are the doers and feelers are in your team..
Engaged employees are essential to a manager's success.

Engaged employees are essential to a manager's success. Without subordinates who care about, participate in, and take ownership over the work, even the best boss will flounder. engagement: Be modest. Share both your mistakes and your successes. Subordinates will see that you're both human and don't have anything to prove.
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Show that you're listening. People tune in to body language. Manage where you look and what you do with your hands so that employees know you're paying attention. Don't have all the answers. Managers should catalyze problem solving. Be willing to admit that you don't know what the answer is and invite your team to toss around ideas.
Fundamental aspect of modern marketing

First, here's something that is fast becoming the most fundamental aspects of marketing to get right, especially if you want to build a truly sustainable high quality organization (of any size) in the modern age: Ensure the ethics and philosophy of your organization are good and sound. This might seem a bit tangential to marketing and business, and rather difficult to measure, nevertheless... Price is no longer the king, if it ever was. Value no longer rules, if ever it did. Quality of service and product is not the deciding factor. Today what truly matters is ethical and philosophical quality - from the bottom to the top - in every respect - across every dimension of the organization. Modern consumers, business buyers, staff and suppliers too, are today more interested than ever before in corporate integrity, which is defined by the organization's ethics and philosophy. Good sound ethics and philosophy enable and encourage people to make 'right and good' decisions, and to do right and good things. It's about humanity and morality; care and compassion; being good and fair. Profit is okay, but not greed; reward is fine, but not avarice; trade is obviously essential, but exploitation is not. Psychological Contract theory is helpful towards understanding and developing fair balanced philosophy, especially in meeting the complex needs of staff, customers and the organization.
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People naturally identify and align with these philosophical values. The best staff, suppliers, and customers naturally gravitate towards organizations with strong philosophical qualities. Putting a good clear ethical philosophy in place, and communicating it wide and far lets people know that your organization always strives to do the the right thing. It's powerful because it appeals to people's deepest feelings. Corporate integrity, based on right and good ethical philosophy, transcends all else. And so, strong ethics and good philosophy are the fundamentals on which all good organizations and businesses are now built. People might not ask or talk about this much: the terminology is after all not fashionable 'marketing-speak', nor does it correlate obviously to financial performance, but be assured; everyone is becoming more aware of the deeper responsibilities of corporations and businesses in relation to humanity, and morality, the natural world, the weak and the poor, and the future of the planet. Witness the antagonism growing towards certain multi-nationals. People don't rail against successful corporations - they rail against corporations which put profit ahead of people; growth ahead of of society and communities; technology and production ahead of the natural world; market domination ahead of compassion for humankind. None of this is right and good, and these organizations are on borrowed time. People increasingly prefer to buy from, deal with, and work for, ethical, right-minded organizations. And whether an organization is ethical and right-minded is becoming increasingly transparent for all to see. So be one. Aside from which - when you get your philosophy right, everything else naturally anchors to it. Strategies, processes, attitudes, relationships, trading arrangements, all sorts of difficult decisions - even directors salaries and share options dare we suggest. And it need not be complicated. The ultimate corporate reference point is: "Is it right and good?... How does this (idea, initiative, decision, etc) stack up against our ethical philosophy?"
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Organizations are complex things, and they become more and more complicated every day. A good ethical philosophy provides everyone with a natural, reliable reference point, for the tiniest detail up to the biggest strategic decision. So as you start to write your marketing plan, be it for a new start-up, a huge corporation, or a little department within one, make sure you put a 'right and good' ethical philosophy in place before you do anything else, and watch everything grow from there.
Code of ethics
Clearly defining and communicating a code of ethics and code of conduct for selling will help your business meet its ethical selling obligations. Demonstrating ethical sales practices is good business - it helps earn the trust and loyalty of your customers and strengthens your reputation. Developing a code of ethics for your business helps build a culture of ethical selling. Your code of ethics might simply be a statement of principles defining the way you operate, make decisions and treat your customers, suppliers and industry peers. For example, your code of ethics might include statements such as: *We recognize that what we do is more important than what we say. *We give our customers and suppliers honest, accurate information. *We make sure our customers' purchasing decisions are based on their preference, not our pressure. *We sell our customers products today that will encourage them to return to us tomorrow.
Managing expectations
The power of expectation settings is well established: Expect your people to succeed and they will do so. Expect them to fail and they will fulfill your expectations completely. They rise or fall to the standard of expectations.
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Effective expectations is about setting the right psychological contract between the leader and the team member. This agreement as various elements on the leaders side and on the team members side. The Leaders side of a agreement is: Deliver bonus and promotional promises if performance justifies it. Give political support for dealing with other departments. Be clear about what working style works best in the team. Demonstrate a interest in and commitment to the future of each team member. Delegate effectively: give interesting opportunities, not just administrative. Coach on there performance with effective feedback. Pride Coaching and a action plan. The team members side of the contract is: Deliver the results promised. Be 100 per cent loyal to and supportive of the leader. Work in an appropriate style for the current leader and team. Avoid surprises. Don't whine and undermine the moral of the team. Within these broad expectations there is a huge amount to be discussed. What are the right goals? What is the right working style? What is the best mix of assignments? Leaders cannot expect there team members to be telepathic. It helps to set these expectations explicit. The expectations need to be discussed, not mandated. If the team members feel involved in agreeing and setting expectations, they are much more likely to feel committed to them. Expectation setting should always be a two-way process.
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Learnings from Drucker - answering these questions before wielding the axe..
If youve got employees who are seemingly always part of problems instead of solutions, get rid of emand fast. Thats the word, anyway, from G. Michael Maddock and Raphael Louis Vitn of Maddock Douglas, a firm that consults with companies on innovation. You dont want the victims, nonbelievers, or know-it-alls, the author wrote in a recent piece for Bloomberg Businessweek titled Three Types of People to Fire Immediately. It is up to you to make sure they take their anti-innovative outlooks elsewhere. If Peter Drucker were looking to hand anybody the pink slip, however, my guess is that hed pick Maddock and Vitn. Drucker certainly believed in setting high standards, but he often took a dim view of terminations as a way of bringing this about. Thats because all sorts of managerial mistakes can take potentially good workers and turn them into bad ones. So its worth answering these questions before wielding the axe: 1. Are your employees buried by trivial meetings and paperwork? This is not job enrichment, Drucker warned in Managing For the Future. It is job impoverishment. It destroys productivity. It saps motivation and morale. 2. Do your employees feel they can go straight to the top, if need be? Every employee at IBM had the right to go directly to the companys chief executive officer, that is, to Thomas J. Watson, to complain, to suggest improvements, and to be heard, Drucker pointed out in The Frontiers of Management. 3. Do your employees understand how what they do fits into the bigger picture? Many fighter-plane factories during World War II had high turnover and bad morale. Then, at one factory, the boss arranged to have a completed plane brought to the plant. To his amazement, this visit created the most intense excitement among the workers and resulted in an almost unbelievable increase in morale and productive efficiency, Drucker recalled in Concept of the Corporation.
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4. Do your ambitious employees with leadership abilities get a chance to lead? Without opportunities for leadership in the work community the ability, energies, and ambitions within the work force may be directed against management and work community, Drucker wrote in Management: Tasks, Responsibilities, Practices. They will be negative, destructive, demagogic. 5. Have you made an honest effort to reassign someone who isnt panning out into a new role that better plays to his or her strengths? People who fail to perform must be removed from their jobs, Drucker wrote in The Practice of Management. Whether the man should stay in the companys employ, however, is a different matter. While the policy governing the first decision should be strict, the policy governing the second should be lenient. . . . A real jobnot made workconsonant with the persons capacities can almost always be found with effort and imagination.
5 management lessons from TV's House

Every manager - especially those who do a lot of troubleshooting and decisionmaking - should watch the TV show House. Sure, its entertaining, but Im referring to the shows extraordinary management lessons. Ive been managing for decades and Im not sure Ive ever seen such powerful management lessons demonstrated so effectively in a single forum, let alone a television show. Its surprising. Really. Yes, I know. Dr. House is dysfunctional; childish; addicted to Vicodin; and treats his employees, friends, even his boss and ex-girlfriend like pawns that exist solely for his amusement. But you have to look past all that and see the big picture. Thats not just a key point of the show, its also one of the 5 Management Lessons From TVs House Focus on the big picture and a handful of top priorities. This is precisely why micromanagers fail. Theyre not just annoying, irritating, and demotivating. Theres simply not enough time in the day to be a successful micromanaging control freak. Instead, good managers learn to see the big picture and focus on a handful of key priorities. Also, its important to remember that even the brightest stars have dark spots. Dont dwell on them.
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Its all about trouble-shooting. So much of management is troubleshooting and that calls for differential diagnosis. Its a process of elimination, starting with the most likely causes of the problem and then eliminating them one at a time while keeping everything else constant. Sometimes it means reproducing an intermittent problem in the same manner. Ive used the technique in engineering, marketing, sales, all kinds of management and organizational systems. Its a big part of management success. Everybody lies. Thats right; its a major premise of the show. Dont pretend to be surprised; we all do. We have our rationalizations and justifications but we all tell white lies, even if just to get out of doing something we dont want to do. According to surveys, roughly half of managers and employees lie or misstate facts for various reasons. Why is that important? Savvy business people know to look beneath the surface and do their due diligence before making big decisions or commitments. Sometimes, the ends do justify the means. Now, before I get dozens of nasty comments from all you holier than thou ethics experts out there, note that I said, sometimes. For example, in a life or death situation - human or corporate - its sometimes okay to break a few rules or sidestep a few niceties, as long as youre not breaking the law or doing anything amoral or unethical. And yes, that dilemma does come up a lot in management, which brings us to our next lesson Its often better to ask for forgiveness than permission. Rules and processes are there for a reason, to improve the overall effectiveness of an organization and create some semblance of order out of chaos. That said, successful managers and leaders are always willing to stick their necks out and take some risks when they feel its necessary to get things done and do the right thing. If theyre right, they rarely suffer for those indiscretions. Always question the status quo and people who say, Thats the way weve always done it.
Better ways to build a database and gather clients.

There are 6 reasons why cold calling doesnt work in todays world: 1. Even the most ardent fan of cold calling would admit its less effective than it used to be. Key Leadership Christian Whamond 2012 182
Everyones tolerance of being interrupted whether by phone or by email is falling theres too much of it because its so easy with all the new technologies. So there is too much interruption, but increasingly we have the ability to filter it out. And busy, successful people do just that. Filter it. 2. Cold calling positions you as a supplicant in B2B sales Anyone who sells anything knows one truth in their guts: You must come across as not needing their business and that you are ready to walk away at any time; that you have options. You will never win unless you are prepaired to loose. But when a prospect receives a cold call from you, you are demonstrating the complete opposite that you need their business. At the same time you convey that you are not busy; that you dont have anything more important to do than smile and dial. So are you calling random prospects? You come across as needy and desperate. And every time you make a call, you do a little damage to your brand, to your positioning as a successful expert. Heres something no-one can argue with: People with power cannot be reached by phone. Have you tried calling Gates or Obama or Winfrey recently? Gurus dont have their mobile numbers on their business cards. And if they mistakenly do, they certainly dont say call me anytime, day or night. Im there, just awaiting your call. 3. Cold calling wont find what we all want: Qualified leads How could it? It is not what cold calling is designed to do. Its a numbers game; a random numbers game. And a large and growing proportion of buyers are like me: we dont take unsolicited sales calls ever. Because its now so easy to do research, most of us know we can find what we need via Google when we need it, so we dont need to be interrupted. And, most importantly, we can dig out the sellers who are well regarded from our networks; who come well recommended with lots of (meaningful) testimonials. 4. It limits your results and wastes valuable time Key Leadership Christian Whamond 2012 183
In the Social Networking Age we all have the ability to leverage our time (our scarce and valuable B2B sales time) using all the amazing new connection and engagement tools. The problem is cold calling allows you to be in only one place at one time. Making one phone call or opening one door. So your results are strictly finite. There is no leverage in this one-by-one approach. On the other hand, leveraging Social Networks and other New Media allows you to be in many places at one time. Create the system and it can almost run itself if you have clear goals and a clear strategy. And the results are open ended, not finite. A good B2B sales system builds over time. Money spent is money invested, unlike cold calling where every day is a new day (and a day from hell!). A sales system stops you from spending time with people who: Have no need for your product Might buy your product at some future but undetermined date Have just bought from a competitor And, god forbid, are already a customer! It happens if your CRM is out of date, and whose isnt?? One of the benefits of Social Networking is that its your self updating CRM. And over 90% of cold calls clearly fall into one or more of these categories. A truly sad call could cover all four! 5. Cold calling puts you in a negative light as a time waster If theres one thing that always annoys a busy, successful person, its wasting their time. And it is precisely the busy and successful who are your best prospects. But given it is unashamedly a numbers game, it has to be a waste of time for over 90% of those you call, because the calls are unqualified and unfocused. Why risk starting on the bad side of 90% of your business prospects? People who otherwise might have bought from you? 6. Reason number 6, the big one: Sales people hate it!
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The biggest reason for why its time to think again. Now, I worked in HR and career guidance for many years. The following is well known, backed up by serious of research: Love what you do and success is likely Hate it, and failure or merely average performance is inevitable So why choose failure by executing activities that you hate? Activity that in some companies has come to dominate BDMs valuable time as they plan the calls, make them, record them and finally prepare to justify to their Manager what theyve done. And, at best, sales people regard cold calling as a necessary evil. Unfortunately they and their bosses dont know there is another way. In B2B sales it is a system that embeds LinkedIn amongst other online tools. Overall, these are 6 compelling reasons to find a different approach to B2B sales. But lets leave the last word to Albert Einstein one of his most famous quotes, and incredibly apt when it comes to the dinosaurs of cold calling: Insanity: doing the same thing over and over again and expecting different results.
What is the most common reason why senior sales people fail?
When taking to with a new client, I make it my business to understand theirs. As part of the brief, I have always asked, When you think about sales people that have come and gone within your organization, what is the most common reason why a sales person fails to meet expectation? Surprisingly, the single most common reason has very little to do with a persons inability to sell. A large majority of the time, its a lack of discipline that brings sales people undone. What do I mean by discipline? An ability to follow and stick to a process when it comes to building and maintaining a sufficient pipeline of opportunities. Its a simple case of; it doesnt matter how greater sales person you are if youre not selling to enough prospects. Weve all heard this from our sales managers and mentors in the past, especially early in our careers when we started in a more transactional sales environment. Now that Key Leadership Christian Whamond 2012 185
we are working in a strategic sales setting, with drawn out sales cycles, large deal sizes in a complex decision making process where multiple stakeholders need to be won over in order to get the deal across the line, how do you ensure youre building enough volume in your pipeline whilst managing quality relationships throughout? I believe the answer is in time management and goal setting. A few tips Ive learnt from quizzing many sales directors on what theyve seen from successful people: 1. Crunch your numbers when planning your territory. Work out how many deals its going to take to get to budget for the quarter? Whats your hit-rate of quality presentations, to deals won? How many new and / or existing client presentations does that mean you need to make in the quarter? Break it down to weekly targets. How much activity do you need to do in order to gain those appointments? Its back to the things we learned early in our career on this one, and its what many senior sales people lose sight of. 2. Plan your time. Set aside what Ive known some sales people to call Sacred BD Hours. This time is set aside in your diary and nothing else should impede on this time. Youve planned that this many hours will get you the result; if you dont spend the time, the outcome is almost inevitable. 3. Dont make excuses for not having the time. Youre only making excuses for what will be your failure. 4. Dont procrastinate; just do it. This is why the Sacred BD Hours should not be moved, rescheduled or put aside. Most of the time, its simple procrastination that will hold you back. Obviously you could write a book as many have on what makes a successful sales person. This is just one thing that when good sales people dont keep an eye on it, failure can sneak up on them. Ive found that its often not the best sales person that is the top performer in a team. Its often a good sales person who is motivated and disciplined with their time that tops the team.
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Im keen to hear from sales directors, and sales people alike; what do you do to stay on top of this in your role?
Managers & Coaches.. Get out from behind your desk! Today I see so many manager and coaches sitting behind their desk, Creating spread sheets and sending out emails that never get read. Get out from behind your desk and wandered around your department or organization and just talk with the members of your department or organization? There is a term for this activity MBWA, management by walking around. Presence Among Your Employees is Important The benefits of getting to know your people and letting them know you care about them will go a long way toward improving morale, communication, and employee performance. Time spent with them will have dramatic, indirect, positive rewards for you as a manager. You dont have time? You have too much on your plate already? Excuses, excuses! If you are stuck every day in meetings, conferences, research, doing paperwork, reading email its time to get you S#@t together, Review your priorities and make some commitments to work towards yours and the organizations goals. You cant manage and coach your staff from behind your desk. You can only coach, train, inspect, lead, and direct when you are in the presence of your employees. Being visible to your employees allows you to: 1. Catch people doing things right and recognize them. 2. Catch people doing things wrong and modify behaviour through coaching. 3. Keep in touch with the reality of your department or organization. 4. Be available for questions, concerns, or needs of your employees. 5. Find new creative ways to run your department. 6. Be a sounding board for your employees. 7. Send the message to your employees that you care and are interested in them and their jobs. 8. Fix things before they break. Key Leadership Christian Whamond 2012 187
9. Break things that need to be broken. 10. Determine common perceptions that people have about the business, their jobs, customers, and so on. Effective Managers and coaches are In Tune with Their Organization The most effective managers and leaders get to know their people. They know their frustrations, concerns, questions, beliefs, problems, dreams, goals, strengths, and weaknesses. You cant know any of this if you are barricaded behind piles of reports, non-stop meetings, and a heavy workload. The job of a manager is to manage it, not do it. The job of a coach is to coach not sit from a far and question. It is critical that managers be in tune with their organizations culture, perceptions, employee attitudes and frustrations, and not wait for these to filter up through the ranks as rumours or hearsay. Negative things are happening in your organization right now, and the sooner you identify them, the sooner you can reduce, eliminate, or neutralize them. If you just act as if everything is just fine, prepare for the consequences. Get your head around what your role and responsibilities are. Leadership, management and coaching are not easy, its not sexy its hard work. Its repetitive, doing the same thing day in day out, setting expectations, measuring result and adjusting with effective feedback. Coaching is ongoing, working with individuals to achieve there goals and the organizations expectations. Now get going. Get out from behind that computer and start talking to your people Now!!
Tips on being a better manager.

Always come to work as early as you want your staff to be in. Dress the way you want your staff to dress. Handle your problems on a one-to-one basis. Always show your boss respect in front of your sales staff. Spend a little time each day with individual staff members. Teach them what you do right. Key Leadership Christian Whamond 2012 188
Admit your errors as quickly as you want others to admit theirs. Go on at least one sales call with each sales person each week. Never assign a rookie to a major account. Never get drunk with your staff. Never get drunk with your boss. Never get drunk. If you blow up, apologize immediately upon calming down. Go for a walk around the block before you blow up. Never let programming organize a sales promotion. Go to two lunches per week with your biggest clients. Make your sales meetings informative and interesting. Make your sales meetings as short as possible. Schedule a weekly meeting with your boss to recap sales for the week. Work with the PD, Creative, or promotions department, not around them. Make all your staff live under the same rules.. Develop a creative program with cash bonuses to copy department program department or promotions department. Develop a master testimonial book. Keep the promotional sheets in the sales bins fresh and current. Go on as many national sales trips as possible. Understand the role of the reps they sell- you motivate and lead. Hire the best salespeople you can find. Hire your replacement. Don't answer a question with Because I said so. Learn your traffic system and inventory system so you can understand it. Demand 10 new sales contacts per week from your direct retail staff. Key Leadership Christian Whamond 2012 189
Have a quarterly sales meeting outside the office. Make sure you have a great assistant. Buy your own tape recorder and write your memos on it. Go to dinner with each staff member to get to know them. Develop a sales person of the month award. Invite your boss to sales meetings once a month. Go to lunch once a month with the boss. Never make your boss wait. Learn word processing, e-mail, and social media. Read the Wall Street Journal/Financial review every morning or other appropriate business publication. Assign political advertising to one person. Get rid of the negative force on your staff. Talk to your fellow sales managers in the market once a month. Badmouth competitors rather than your own medium. Never badmouth your boss or company to anyone. Never badmouth a sales person in your team to anyone. Get an order bell for the sales office. Always get excited about an order. Always get upset about a cancellation. Make budget making an event every month. Don't go home until your work is finished each day. Make sure you go home when you leave the office. Quit smoking. Exercise. Don't take your job home to your family. Key Leadership Christian Whamond 2012 190
Don't take your family to the job.
Managing up. Working with senior personal in your organization.

Managing Your Boss or a senior member of your organization is not something many of us expect to have to do or a skill we need to excel at when we first start a new job. Who hasn't started a new job, excited by the challenges ahead, the desire to prove our worth running strong and to create new relationships with our boss and co-workers. Then ... ... after a few months (often it's called the 100 day honeymoon) reality starts to kick in. The person you thought so wonderful turns into a tyrannical maniac, or an uninspiring indecisive wimp, or a good communicator with little substance or a ..... you get the picture! It is at this point that you are in danger of having your relationship with this person deteriorate beyond repair. Even the most inspiring of leaders can, at times, lead you into circumstances that are stressful, discouraging or that leaves you feeling that not only is your boat not being floated - you are on the wrong boat! So let's take a look at when you need to be managing up (and other difficult people in the workplace) and how to do it successfully. You aren't looking forward to going to work and interacting with your boss You feel the hairs on your body stand on end when s/he comes toward you You are starting to feel that you hardly ever get it done right You have a bigger work load than you have capacity for and things are starting to slip You are consistently working late into the night and on weekends What Not To Do When Managing Your Boss Here are some ways of managing your boss that are worth avoiding:
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Assigning 100% of the blame on your boss - you are probably contributing something to the situation. Accept responsibility and accountability. Complaining to everyone else except your boss - those you are complaining to generally can't fix the problem. If you are guilty of this type of workplace gossip then you must stop it if you want others to take you and your career seriously. Giving your boss a piece of your mind when you are in a high state of emotion - it will only escalate the situation. Convincing yourself that you should get another job - unless you are absolutely 100% sure that you aren't contributing at all to the situation (most unlikely) - you go with you and so does the problem. Not asking for his/her opinion of you (see below for what to do) Saying Yes to everything they ask of you - you'll probably end up under-delivering and then they'll jump more on your case Ignoring or not saying anything about their poor behavior - no denying it, this one's a challenge - see below for more details - but if you don't address their poor behavior you are asking for havoc Not making sure you understand the key home runs you need to hit in order for him/her to see you as successful. (Your job description and what the boss wants from you can be two distinctly different things) Jumping the Chain of Command This will probably only increase the conflict between you and your boss and you may even suffer some retribution. Only use it as a last resort. Trying to hide problems - you'll end up in deeper water and definitely with your boat sinking. Giving up after your first attempt at getting your boss to modify his/her behavior - Rome wasn't built in a day, the Titanic can't be turned on a dime: don't expect your boss (or anyone else, for that matter) to change from one conversation What To Do When Managing Your Boss Take a Good Long Hard Look At Yourself. What are you doing that is contributing to the problem. Are you asking good enough questions when being assigned tasks? Key Leadership Christian Whamond 2012 192
Are you communicating to your boss the workload you currently have? Have you avoided informing your boss when something s/he has done has had a negative impact on you. Change Your Behavior Try to identify what it is your manager wants more/less from you, then make some modifications. Then, and only then, ask for your boss' feedback and whether the changes you are making are in alignment with what s/he wants Get Clear About What You Want How much time have you spent thinking about and writing down the type of work situation you want. You attract to you that which you give focus to. So be deliberate and spend some time really thinking about how you would like to be treated at work, what you'd like to achieve, how you'd like to contribute, how you'd like to interact with others. Set Boundaries Decide what you are willing to accept and not accept. For example, you may decide "I'm okay with my boss making sarcastic comments, but I will not tolerate her shouting at me." Then get clear what you will do if your boss crosses that boundary. This can be challenging, but very freeing when done well. You can do anything from saying "Do you realize that you have (e.g. raised your voice?)" to "Please be advised that I will not tolerate (e.g. you raising your voice at me). I request that you stop right now". Done well this is often a show-stopper and the person may never repeat that behavior with you again. Set it on The Right Track When the Work is Being Assigned When your boss is assigning work to you make sure the discussion includes current workload you have, order of priorities and dates s/he wants things delivered by. In effect you are managing your boss by delegating up. Think Through Carefully the Conversation You need to have with your boss to rectify any situation which isn't going as well as you would like. Manage Your Emotional State Make sure that you mentally and emotionally prepare yourself before any interaction with your boss. Think about your Big Picture (taken from the Planning Sheet) to ensure that you stay aligned with what it is you do want, not just get caught up in the moment. Walk A Mile In Your Bosses Shoes Do you know the pressures your boss is facing? Have you asked him/her what stresses/problems/challenges s/he is up against. You may or may not be able to help him/her with any of it, if you can then terrific go Key Leadership Christian Whamond 2012 193
ahead and be part of his/her solution. S/he will love you for it. If you can't help, at least you'll be more understanding of why s/he is behaving the way they are Know Your Boss', Your Team's and Your Organization's Goals When you do, you can link the impact of his/her behavior, on you, your issue and on the goals. It also gives you a framework and context within which you can better understand why things are being asked of you Understand Your Boss' Preferred Communication Style Use a tool such as DISC to identify your own style of communication and then use it to assess your boss' preferred style. This one thing may be all you need to get your relationship humming if you are prepared to flex your style so that you can communicate in a way that s/he can 'get'. Let Your Boss Know About Your Successes This doesn't mean running into his/her office every time you do something, but do make sure that you accurately and regularly communicate with your boss hurdles you've overcome and solutions you've implemented. Let Your Boss Know When S/he Gets It Right This is often the most overlooked technique when managing your boss! You love it when you get positive feedback right? ... Don't you think your boss does too? You can do it in such a way that it doesn't feel like you are fawning. If you stick to communicating to your boss the specific behavior that you appreciated, it will come across as sincere and appropriate. Keep Work At Work This is probably a stressful time, so don't take it home and dump on your family and friends. If you've been shying away from managing your boss, you really don't need to. Yes, it can be challenging and can have some risk attached ... however how is it working out for you doing nothing? If you keep doing what you've always done, you'll keep getting what you've always got - right?!
Know where motivation comes from.

One of the first things you learn as a manager is that you cant control people. Motivation comes from within your employees, not from you. Key Leadership Christian Whamond 2012 194
The art is knowing how to get people to motivate themselves. You do this by managing agreements, not people. Nearly everyone believes we either have self-discipline or we don't. The truth is we can all have it. The question is weather or not we learn to develop it and use it..
Power
A manager with a socialized need for power motivates his subordinates by expressing confidence in their abilities, delegating authority to them and acknowledging their success with recognition and praise. He champions performance and he recognizes that his success depends on the productivity of his subordinates. If this manager thinks he is unappreciated by his employer he may resort to the tactics used by his coercive counterpart.
Steps to effective team.

Recruit team membersIn effective teams, members possess the talent, knowledge, and experience needed to get the job done. If a particular competency is missing among the members, or if one or more individuals have weaknesses that could threaten the team's performance, recruit for the missing competencies or identify ways to strengthen those weaknesses. Define a clear, common goal Members of a successful team can articulate a clear, shared purposein a concise way. Test for a clear, common goal with the elevator speech test. Take each team member aside and ask: "If you were traveling by elevator with our chief executive officer and she asked you what your team was working on, what would you say?Define metrics for the goalHelp your team specify its goal in terms of performance metrics. A good performance metric expresses how team members will know if they have achieved the team's goal and the time frame in which each objective will be achieved. Also consider setting up performance metrics for interim milestones that team members can strive to achieve on their way to the larger objective. Key Leadership Christian Whamond 2012 195
Foster commitment to successIn successful teams, members are committed to the goal. They feel motivated to do the necessary work and forge ahead even when the going gets tough. How can you tell if the members of your team are committed to the goal? They use language emphasizing the communal effort, such as, "We are making good progress, but each of us needs to pick up the pace" or "Where do we stand with respect to our schedule?" Commitment to a shared goal occurs more easily in small teams. Some team experts, therefore, recommend that teams have no more than ten membersand even fewer if the members demonstrate all the required competencies. You can also enhance commitment through rewards. If team members understand that promotions, bonuses, or other rewards will come with their success in achieving the team goal, their commitment will intensify. Ensure all members contribute and benefitFor a team to succeed, all its members including the leadermust contribute to and support the goal. Team members who simply show up at meetings to render their opinions but do no substantive work impair team performance and demoralize active team members. And just as each member must contribute to the team effort, each must also receive clear benefits. These may include: The emotional or psychological satisfaction of doing interesting, stimulating, and meaningful work A learning experience that will pay future career dividends A bonus or pay raise A title change through a promotion Public recognition and credit that will position the team member for more interesting and rewarding work in the future Cultivate a supportive environmentAll teams depend on larger groups, departments, divisions, and their entire organization for resources, information, and assistance. If these surrounding entities are supportive, the team stands a better chance of success. If they're indifferent or hostile to the team and its goals, team effectiveness may suffer. Key Leadership Christian Whamond 2012 196
Here's how to create a supportive environment for your team: Provide team protection: Protect your team from powerful managers and departments that, for whatever reason, don't back the team's effort. Maintain a nonhierarchical structure: Resist any urge to force your team members to conform to a rigid hierarchical structure. They'll be more willing to share information and collaborate across the company and will also feel a greater sense of empowerment if they are not constrained by stiff reporting structures. Encourage experience with team-based work: Facilitate team-based work whenever possible in your organization. Experience with such work generates insights into what works, how best to organize around a goal, and how to collaborate. Suggest that your company also provide training on team skills, such as listening, communicating with different kinds of people, and staying focused on common objectives. Align behavior through rewardsIn an aligned organization, everyone understands the enterprise's objectives and how his or her own operating unit or team supports that high-level objective. Everyone works in the same direction, toward the same end. In an aligned team, the team goals support the organization's goals, and each member's goals alignthrough the teamwith those high-level objectives. Equally important, rewards support this alignment. Compensation of the team leader and individual members should likewise be influenced by team outcomes. The figure below illustrates alignment in graphic terms.
The benefits of a team.

When teams work well, they generate valuable benefits for their companies. These include: Creative solutions to problems Improved communication and collaboration throughout the enterprise A motivating, collegial work environment Enhanced organizational performance Key Leadership Christian Whamond 2012 197
Effective sharing of information across the company But teams have costs as well. For example: Setting up a team with the right components of leadership, resources, and personnel takes time and requires care and skill. Team effort and collaboration demand continual tending. There's a risk that team members won't join together around a common goal, or that personal differences or self-interest will undermine the collaboration needed for success. Clearly, a team venture is alwaysto some extentan experiment; success is not preordained.
A Team leader
A team leader communicates team status and participates in project management activities with team members. The responsibility of a leader's role resembles are as follows: Keep the vision clear Provide a framework for the team's activities Coordinate activities Represent the team to others Negotiate with the team sponsor Identify needed resources Set milestones Mediate conflicts Ensure that everyone contributes to and benefits from the team effort and Keep work on track
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Dysfunction team
Even the most well-intentioned people will usually deviate towards dysfunction, unproductive behavior. This is because we are human. Because most leaders are not schooled in the art of building teams, small problems are left untreated and spiral further and further into ugliness and politics.. Open and honest trust must be established..
Working within a team.

Ask yourself these simple questions: Do team members openly and readily disclose their opinions? Are team meetings compelling and productive? Does the team come to decisions quickly and avoid getting bogged down by consensus? Do team members confront one another about their shortcomings? Do team members sacrifice their own interests for the good of the team?
What This CEO Thing Is All About ~ Jack Welch

There is no pat formula for being a CEO. Everyone does it differently, and theres no right or wrong way to go about it, no magic formula that is the right thing to do in all cases. Jack Welch has, however, found a number of things that have helped him lead GE over the years, among them the following: Maintain your integrity. Establish your integrity and never waver from it. People might not have agreed with Welch on every issue, but they always knew they were getting it straight and honest. He never had two agendas; there was only one way the straight way. Set the tone for your company. The organization takes its cue from the person on top. Welch always told GEs business leaders their personal intensity determined
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their organizations intensity how hard they worked and how many people they touched would be emulated a thousand times over. Maximize your organizations intellect. Getting every employees mind into the game is a huge part of what being a CEO is all about; taking their best ideas and transferring them to others is the secret. Be open to the best of what everyone, every where, has to offer, then transfer that learning across the organization. Put people first, strategy second. Getting the right people in the right jobs is a lot more important than developing a strategy this truth applies to all kinds of businesses. Without the right leaders in place, the best, most forward-thinking strategies in the world will amount to little. Stress informality. Bureaucracy strangles; informality liberates. Creating an informal atmosphere is a competitive advantage. It isnt about first names, unassigned parking spaces, or casual clothing; it is about making sure everybody counts, and everybody knows they count. Passion, chemistry and idea flow from any level at any place are what matter. Everybodys welcome and expected to go at it. Be self-confident. Arrogance is a killer, and wearing ambition on ones sleeve can have the same effect; legitimate self-confidence, however, is a winner. The true test of self-confidence is the courage to be open o welcome change and new ideas, regardless of their source. Self-confident people also are not afraid to have their views challenged; they relish the intellectual combat that enriches ideas. Appraise all the time. Whether you are handing out a stock option, giving a raise, or simply bumping into someone in the hallway, always let your people know where they stand. Mind your culture. If your company joins forces with another through merger or acquisition, establish the new entitys culture on day one, to minimize confusion and root out resistance to your goals. Recognize the benefits of speed. By acting decisively on people, plants and investments, Jack Welch was able to get out of the pile very early in his career at GE. Yet, upon his retirement 40 years later, one of his greatest regrets was that he hadnt acted fast enough on a number of occasions. He never regretted taking quick action.
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Forget the Zeros. The entrepreneurial benefits of being small agility, speed and ease of communication are often lost in a big company. Welchs experience in plastics enabled him to come to the job of CEO knowing that isolating small projects and keeping them out of the mainstream was a smart thing to do. By focusing on such projects as separate, smaller businesses, the people involved were more energized, adventurous and backed by the right resources. Jack Welch: Straight from the gut
Chapter 12. Customers.

Greek philosopher Aristotle said, Criticism is something you can avoid easilyby saying nothing, doing nothing, and being nothing. Obviously, that isnt an option for anyone who wants to be successful as a leader. Good leaders are active, and their actions often put them out front. That often draws criticism. Since criticism is a part of leadership, you need to learn how to handle it constructively.
Customers
Every business needs customers.. You grow your business by getting more customers, getting more from each customer and preventing customers from leaving. The Value of your products and/or service are persevered by its benefits minus the cost. If your not servicing a customer in your organization, the you should be servicing someone who is...
10 tips to help you service your clients better!

1. Let Your Clients Know They Can Trust You - Building trust is essential, you are the middle man or woman between your company and the clients office. They Key Leadership Christian Whamond 2012 201
must feel secure that the work can be accomplished on a period agreed upon and the requirements given must be translated. 2. Let clients know your limits Its a misconception for some account management teams to think that they must give everything to their client just to make them happy. There is such a thing as boundaries that i am sure your clients already know. What is essential here is that it is discussed at the beginning of the projects. What do i mean here. One is the work time. Of course, there are occasions where you need to do overtimes, but working 24/7 can really drain you, plus always consider the scope of work agreed upon again at the beginning of every project. You can be a more efficient worker, if you are happy and have sufficient amount of rest. 3. Never say I Dont know right away. Of course, we dont know all the answers to everything our clients asks us, but never use the words I dont know, you can always say, you will find out, or you are not sure and you would get back to them. Making them feel that you are open to their suggestions and you just need some time to figure things out will make them feel more at ease with you and assure them that you have their best interest at heart. 4. Write everything down Doing the minutes of any meeting is a must. Sometimes, people tend to forget what transpired after a meeting, so doing a call report is always beneficial both for your and your client. Make sure you send a copy of the minutes to your client and dont let 12 hours go by without you sending it. We often times get so busy and tend to forget ourselves. You can use the call reports as basis to any queries or issues that might arise as your projects progress. 5. Do Your Homework - Read up on topics, do your own research about the products that you are working on. It is always great to be well prepared before any presentation or meetings you have with your clients. 6. Be on Time - When you are on time for any meetings, this shows your clients that you value their time as well. Be at the meeting at least 20 minutes ahead of the agreed time. This also allows you to make the necessary preparation, meaning setting up your computer etc. Just in case you know that you will be late, it is always good practice to text or call your client and tell them that you are on your way. Most clients appreciate that.
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7. Dress Appropriately - Wear a business attire for client meetings or presentations. Being well groomed will tell others that you mean business. You dont need to be in designer wear, but being suitably dressed will earn you clients respect. 8. Always be prepared Never assume. If you need to make a big presentation, make sure that you have the right equipments or gadgets with you all the time. Check your presentation and see that it is working. Proof read your copy or letters and even your emails before sending them. 9. Call Back Right Away when You Missed their call - Some clients gets so dependent on you that they will always look for you when they have inquiries. Of course there will be times when you are busy and missed their call. Call back as soon as you can. They will appreciate that very much. What I usually do is i text them back and tell them that I shall call them asap. 10. Be a Good Listener. Only when you listen, will you be able to give them the best advise and recommendations possible. Experience will always be our greatest teachers. Always learn from your mistakes, its not an easy job but can be fulfilling once you have mastered the skills in handling your day to day dealings with your clients.
The big boss. The customer.

There is only one boss: the customer. Our customers are the originating source, of all the money we have and all the things we own. The customer has the power to fire everyone in the company simply by spending his money somewhere else. Motivate your people accordingly. Show our people the joy of treating that customer relationship as a real genuine friendship.
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Tips for a successful business pitch.

Before you make a pitch, remember that investors are more likely to support an entrepreneur who's professional, well prepared, and knows her numbers. Here are three tips to be just that: Prepare, prepare, prepare. Before you present, gather background information on prospective investors using Google and social media. If you know your audience you can engage them on a personal level. Tell your business's story. Start with a persistent problem and then show how your proposition will fix it. Make sure it's something the investor can relate to. Back up your pitch with data. Investors are primarily interested in facts. Be sure your numbers make sense. Be prepared for in-depth questions on turnover, sales figures, break-even points, and gross and net margins.
Going above and beyond customer needs.

The notion of going above and beyond customer needs is so entrenched that managers rarely question it. But delighting your customers may be a waste of time and energy. In fact, most customers just want a simple, quick solution to their problem. Here are three ways to give it to them: Prevent callbacks. Customers hate having to return when their issue isn't resolved. Focus on heading off future issues, not just addressing current ones. Make use of complaints. Use feedback from disgruntled customers to determine the biggest pain points. Reach out to unsatisfied customers and find out what you can do differently. Empower the front line. Don't reward speed over quality. Measures such as "average call time" encourage reps to get off the phone quickly rather than fully addressing customer concerns.
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Leverage technology to serve customers and keep employees productive.

To best leverage technology to serve customers and keep employees productive, IT needs to be a business partner not just a service provider. Make sure you work seamlessly with IT and build strong relationships. When problems arise, resist the temptation to place blame; work together to find a win-win solution. Give IT a seat at the table when making key decisions so they can advise you on how to best meet your goals. Most importantly, don't just do these things when you are working on a tech project; make sure IT is involved as a partner in all that you do. After all, what project doesn't involve technology these days?
Customer experience and Social Media.

Theres bad news and good news about the way consumers interact with brands on social media. The bad news? When customers complain on social media, those complaints can tarnish your brands name for a wide audience faster than ever. The good news? Just as complaints travel at light speed thanks to social media, so do compliments. If you think youre not on or doing social media, youre wrong. Your company may not be active, but I guarantee your fans and your non-supporters are there. Because of this, it is the brands responsibility to create a social media experience that can turn a dissatisfied customer into a raving fan. To help your brand do this, here are seven ways to create a memorable customer experience on social media. 1. Give Your Customers a Place to Talk Some companies are afraid to set up facebook pages because they allow customers to comment, which means someone might write something negative. It seems counterintuitive, but you should actually want customers to complain on your companys Facebook page. If your customers are Key Leadership Christian Whamond 2012 205
complaining about you on their personal, privacy-protected Facebook profiles, you have no way to know if theyre complaining, much less reach out to them and make it right. When customers complain on your brands Facebook page, you can respond and resolve issues. If you do it right (and get a little lucky), unhappy customers will turn their opinions around and recommend you to friends because of your fantastic customer service. 2. Integrate Social Media Into Your Customer Service Neglecting your social media properties when theyre full of customer complaints is suicide for your brand. Its like publishing a customer service hotline phone number that no one ever answers. (Except worse, because the whole Internet can see your negligence.) Dont open up the floor for complaints without a plan to handle them. Predict the complaints you may get and construct policies for replying to them. You should also plan on responding to fans who compliment you. At the very least, you should thank customers for the compliment. But if you really want to make customers happy, show happy customers your appreciation with coupons or other rewards. 3. Activate Your Existing Customer Base Most brands have more customers than they do Facebook fans and Twitter followers. Start building your social media fan base by reaching out to your current customers after all, they already like your brand in real life. Think about how you currently contact your customer base and how you can use those communication channels to draw customers to your social media properties. For example, you could run a contest or promotion on Facebook and then include that promotion on your products packaging, in your next email, and in any touch point you have with your customers. 4. Be Proactive Dont just wait for someone to post on your wall or tweet your account. Its especially easy on Twitter to monitor for mentions of your name and reach out when someone has a problem, even if they havent mentioned your account. Set your brand apart by proactively interacting with customers who are talking about your brand, whether youre thanking them for a compliment or helping them solve a problem. Key Leadership Christian Whamond 2012 206
Think about why your customers use social media sites like Twitter its because they want to connect and to have a voice out there. Make them happy that someone, most importantly your company, is listening to what they have to say. 5. Reward Influencers Find the social media influencers for your audience and give them extras. This could be as simple as giving them advance notice of a special promotion, or complex as giving them a free trip and tour of your facilities. For example, check out what Musselman's apple sause did for its blogger network. Making people feel special will help turn them into advocates for your brand. Reward your brand ambassadors when they least expect it and youll see some pretty phenomenal results. 6. Create Compelling Content Give your fans something of value on your page. For example, Nordstoms Beauty Central on Facebook provides a ton of relevant, useful content. You can do something similar to this in every industry. If youre a movie producer, post behind-the-scenes photos, and if youre a bank, write money saving tips. Its hard to get people to engage with your brand when you dont have anything interesting to say. Every brand can (and should) create quality content. Social media can be a channel to make customers or followers feel special, like theyre in an exclusive club with your brand because they follow you. Make them feel this exclusiveness whether you have ten social media fans or 100,000. 7. Stand Out From the Crowd Some of the most memorable social media experiences are created by going beyond text. This can be as complex as Starbuckss Pumpkin picture app, or simple as using voice applications to let your brands spokesperson actually speak to your fans. The more interactive and engaging your social media presence, the better. In part, social media is a little anti-social because there can be a lot lost in plain text. By giving your fans a true voice on social media, or encouraging participation through photos and videos, you humanize the experience that much more. Youll be doing so when most of the other companies out there arent really participating effectively this way. Has a brand ever given you a truly memorable social media experience? Let us know in the comments.
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Chapter 13. Products.

The ability to see order in chaos is called creativity.
Encouraging Employee Creativity. Acknowledge all idea's with a "thank you" as a minimum.
In todays competitive industries, we all need to be thinking about new and innovative ways to capture and retain our customers. As a leader within a organization we need to encourage everyone in the organization to be innovative. Some of the best ideas and products come from your front line staff but they dont have a clear channel to express these ideas, or if they do, they are ignored which is discouraging. Business leaders want to promote a more idea-receptive environment; but most dont know how to do it. More than ever, the need for continuous innovation in developing new products and services, re-designing work processes, communicating with external and internal customers, and more is seen as a key to survival. Though the stereotypic image of creativity is the lone inventor or artist dreaming up a new technology or masterpiece on canvas, most creative thinking is done in groups, where each individual can tap into both his/her own imagination, and that of others. Its what the term synergy really represents. But, as surely as the group dynamic can exponentially increase the creative energy and output, it also has the power to quash it. Those who roll their eyes when asked to participate in a brainstorming session have undoubtedly experienced this. Engaging in a true creative session can be exhilarating; however, when the session is filled with value judgments, selective acceptance of ideas and lack of open-mindedness to new thinking, it can be downright depressing. Here are ways in which executives and managers can actively support and encourage creative thinking and innovation: Give a genuine Thank you. Key Leadership Christian Whamond 2012 208
First and foremost, you must thank the person who is presenting the idea. It takes a person with passion and courage to come forward with idea's on how to help your organization, acknowledge there efforts and give them praise. Create a safe haven for new thinking. Use a safe haven to encourage a broad range of ideas, including those not immediately seen as feasible, or even sensible, for they are where the seeds of innovation can be found. Above all, people must feel safe in pushing the envelope. New or unfamiliar ideas are almost surely wrong in their first iteration. They should be considered starting points on which to build and encourage further thinking. An immediate negative evaluation of the idea (however warranted) will kill it, along with any desire on the employees part to offer another. Therefore, leaders should convey openness to ideas that are imprecise, untested or even fanciful. The key factor is an attitude by management that values the inherent creativity of employees and envisions the long-term strategic benefits of empowering them to exercise their imaginations. Cross-pollinate ideation groups. Idea generation works best when there are differences in perspective, knowledge and background. Ideally, a team attempting to come up with a fresh, new solution to a tough challenge should consist of both experts in the area being discussed, as well as so-called nave idea-contributors who may see the problem in ways the experts cannot. Also, because theyre not experts, they dont know what doesnt work! While bringing such outsiders into your sessions may pose problems of a practical or proprietary nature, there are still plenty of internal resources to draw upon. What does an account executive have to say about a technical subject? An engineer about marketing approaches? A line worker about company strategy? Creativity is a product of organizational diversity, and even the smallest companies have that. Use it to your advantage. Have a neutral facilitator conduct ideation sessions. There are a thousand different ways for people to put down each others ideas. Some are blatant (Itll never work, Been there, done that). Others are more subtle (a Key Leadership Christian Whamond 2012 209
roll of the eyes, refusal to acknowledge an idea), often committed without awareness or intent. Either way, the effects are the same: potentially groundbreaking ideas are lost, and so too are those offering the ideas. Creative thinking, in the context of a get it right corporate environment, is risky business. A good facilitator will not only keep the process moving along, but will also protect ideas and the people who offer them, two of your companys greatest assets. Support employees for engaging in the process. It is important to recognize the efforts of those who contribute to the process of generating and developing ideas, even if no applicable concept or solution is produced. Properly encouraged, these individuals are more likely to engage in the creative process again, perhaps coming up with the next big breakthrough! Supporting such involvement neednt be difficult nor complicated. It may only entail giving people the time (company time, not their own) to periodically take part in a two- to three-hour ideation session. Given a conducive climate most employees enjoy the opportunity to exercise their creative muscles. It is a side of them they may not often get to express, so it tends to be rewarding. Whats more, there is a definite practice effect; the more people do it, the more comfortable they become, and as a result, the greater the potential for coming up with innovative solutions. Assure follow-through. This is not to suggest that every concept developed will necessarily be implemented far from it. It does mean, however, that whatever steps are needed to take it to the next level of possible implementation be specifically stated along with assignments and timetables. If a group has come up with a potential innovation, you could lose it through failure to take immediate action. Another reason for rapid action is that it will overcome the common scenario in which somebody wonders, weeks or months later, Whatever happened to that idea we were working on ? Again, the entertainment value of pure creative thinking is short-lived; task groups want something to show for their efforts, even if the concept they were envisioning cannot be fully realized at the present time. It is easy in our digital age, where each new day seems to bring with it an eye-popping new technology, to lose sight of the organizational conditions that engender high 210 Key Leadership Christian Whamond 2012
levels of innovation. At times it seems as if technology, itself, is responsible for such progress, but this is not the case. Rather, it is people working together in highperforming collaboration who reach beyond current boundaries to come up with new ideas. Start putting these recommendations in place, and you too will begin to experience the power of employees imaginations!
Five Steve Jobs innovations that changed the tech industry forever.
Apple founder and former chief executive Steve Jobs has passed away after several years of battling against pancreatic cancer. Although Jobs had been on medical leave since earlier 2011, and resigned from his role several weeks ago, the news has shocked the tech industry. From introducing the original Mac to the latest iPhone, Jobs has been responsible for some of the biggest changes in the information technology industry changes that have informed how other companies and entire industries do business. But although Jobs himself has died, his impact on the tech world will never be forgotten. Here are five of his biggest innovations. 1. The Mac This is the device that changed how everyday consumers use personal computers. It cant be overstated how significant the release of the Mac was in the 1980s. That period in the information technology scene represents the transition from computers being mysterious objects used by universities and rocket scientists into something personable and useful. Jobs, (along with peers including Bill Gates), transformed the perception of computers being cold and aloof to a must-have household item. An early video of Jobs debuting the Mac to thunderous applause highlights its significance. The first powerful, useful personal computer that would set the trend for years to come.
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Jobs didnt do it alone, but the Mac transformed how we perceive and relate to desktop computers a consumer relationship that informs business decisions to this day. 2. The iPod Apple never takes the first step. When Jobs debuted the iPod in 2001, it wasnt the first MP3 player on the market and it technically wasnt even the best. But this device which has sold hundreds of millions of units in the past decade represents Jobs vision. By releasing the iPod, Jobs proved that consumers dont necessarily respond to technical specifications. Instead, they prefer stylish, well-designed objects that are as much of a fashion item as they are music player. Although Jobs obsession with design started in the 1990s, the first iPod represents the strengthening of the relationship between technology and industrial design. Until his resignation Jobs had always been obsessed with design how gadgets look and feel, rather than just whats inside. The iPod wasnt the best MP3 player on the market but Jobs proved that consumers dont really care. 3. The iPhone Before the 2007 release of the first iPhone, smartphones were barely breaking any ground. They werent good looking, they couldnt browse the internet very well, and they certainly couldnt operate any comprehensive software. Jobs vision for the iPhone changed not only how smartphones operate, but also how they appear nearly every major smartphone that is released now appears similar to the original version of the iPhone that launched just four years ago. The genius in Jobs vision isnt the phone itself, but in his recognition that the phone was slowly becoming more of a personal computer than just a calling device. Even now experts and analysts constantly comment on how the phone is now becoming a personal computing device with more power than some laptops currently on the market. Key Leadership Christian Whamond 2012 212
Foresight is everything in technology you need to be able to see where the market is heading. The iPhone was in production for years before it was actually launched, with Jobs at the helm. Vision is everything. Part of Jobs skill as an entrepreneur was being able to see where the market would be four, five or 10 years ahead of time. Its only now that smartphone makers are beginning to offer alternatives. 4. The iTunes/App Stores Having Macs and iPods is great, but devices are nothing without the content that fills them. Two of Jobs most underrated innovations are the iTunes and App Stores, both of which have changed how people interact with digital music and software forever. Think back to the year 2003. There was basically no easy way to buy music online, so most people pirated it from peer-to-peer networks. Music labels are in disarray, publishers are fretting over what to do next, and consumers see no reason why they should ever have to pay for music again. The creation of the iTunes Store represents a fundamental shift in how we consume content, and once again, highlights Jobs ability to not only see where markets are going, but create entirely new ones when none exist. Working with music labels to create an entirely new digital marketplace, Jobs created a perfectly simple way for users to buy music just click on a song. No mess, no fuss, just clicks. And most importantly, its cheap. Users were given an easy alternative to support artists and get high quality tracks. Although the App Store wasnt necessarily filling a gap in the market like the iTunes Store, it nevertheless represents Jobs ability to spot a future opportunity. Just as Jobs recognized smartphones were becoming more like computers, he also recognized these computers need software to fill them. Giving developers the freedom to create all different sorts of products and features, and then sell them, has not only created new revenue streams for Apple but put simply has created an entirely new industry out of thin air. Jobs had a great eye for design, and loved to create well-built devices. But content is king, and Jobs recognized that offering customers valuable material like music, television shows, films and apps is just as big a part of the entire Apple experience. 213 Key Leadership Christian Whamond 2012
5. Pixar Not a device, not a piece of content, but nevertheless technology that has changed filmmaking forever. In the 1980s Jobs bought a small graphics technology group from George Lucas that would later become Pixar, now renowned and celebrated for its high quality feature films, and for being the first company to produce a film entirely generated with computer graphics. Jobs vision is obvious here. Recognizing that technology would not only change consumer electronics forever, but also filmmaking, he set out on an opportunity to have a stake in that change. Pixars legacy is clear, and although Jobs has had less to do with the company as time has gone on, it is nevertheless a key point in his career and represents a significant leap forward for the use of technology in cinema. How Steve Jobs Built an army of entrepreneurs. For many Australian consumers, the first thing they think about when they consider the legacy of Apple founder Steve Jobs will be sitting in the palm of their hand the iPhone, the iPod and the iPad have become such powerful symbols of the genius of Jobs and Apple. But what has always struck me about Jobs is the fact that he didnt just create brilliant products. At least two of his greatest innovations could be considered to have created entire industries, or at least allowed struggling sectors to flourish. While the iPhone and iPad are brilliant products, I have always thought that the real genius of these devices was the way Jobs and Apple created content markets that sat behind them in the form of the iTunes Store and the App Store. Jobs realised that content is king in the digital world. It was no good building a sleek, beautifully designed device with the power of a small laptop if you couldnt listen, watch, play and use content on it. The way the iTunes and App Stores were set up such that Apple gained the right to approve what was sold in them and took a 30% cut of any items sold guaranteed the companys devices would continue producing revenue for Apple long after that initial sale. This closed ecosystem is hated by many users, but its hard to deny its very, very smart. Key Leadership Christian Whamond 2012 214
But while the Apple markets may have been closed in many ways, they did open up a range of entrepreneurial possibilities for businesses that saw the opportunity to sell products to a rapidly-growing marketplace. No more was this true than in the App Store, where hundreds of thousands of software developers particularly those developing games seized the chance. The bar, at least initially, was relatively low. Armed with a developers kit and time, games could be created over a weekend and generating revenue the next week. As well as the army of start-up app developers, the App Store allowed some genuinely huge businesses to be built, even here in Australia. Rob Murray, founder of games studio Firemint, enjoyed huge success with his games, most notably Real Racing. After a few years he was able to merge with another Australian games studio (Infinite Interactive) and in July he sold his business to US giant Electronic Arts for an estimated $40 million. A few weeks ago, Murray appeared on the BRW Young Rich list with a fortune of $24 million. Fellow app developer Andrew Lacy, who sold his development company Tapulous to Walt Disney, was valued at $20 million. Would this have been possible had Steve Jobs not created an ingenious platform for entrepreneurship? I am not sure. While the iPhone and the iPad will always carry Steve Jobs DNA, the pace of change at a company such as Apple means that updated models will arrive very quickly. Eventually, they may in fact become some other designer or CEOs products. But the impact of the App Store and iTunes Store will live on for much longer. Hundreds of thousands of developers have been given the chance to launch their own little businesses on this platform. Some have made huge businesses out of this opportunity. The vast majority havent. But the creation of this market has allowed so many people to get a taste of entrepreneurship who knows what great companies this could create in the future. Thats a pretty amazing legacy to leave behind. Seven Innovation lessons SMEs can learn from Steve Jobs Key Leadership Christian Whamond 2012 215
Steve Jobs will be remembered for creating some beautiful products, but no doubt he will also be revered as one of the greatest innovators of the past three decades. The secret to Jobs success lies not only in his keen eye for design and consumer electronics, but for being able to create a vision, innovate new products within that vision, and then do it again, and again. If nothing else, Apple under Jobs leadership was focused on innovation, by staying ahead of the pack and being focused on creating new ideas that no other company was working on. Its a legacy more entrepreneurs need to keep in mind. Last month SmartCompany hosted a webinar with Gallo Communications founder Carmine Gallo, author of the book The Innovation Secrets of Steve Jobs. Gallos webinar which can be viewed here took the several hundred attendees through some of the biggest innovations they should learn from Steve Jobs success. From getting more creative, to being in control of your companys vision, heres what SME should learn from Jobs impressive track record of innovation: Do what you love Last year when speaking with Bill Gates at an All Things Digital conference, Jobs responded to a question about how entrepreneurs can hope to have the same success he has with Apple. His response was simple you need to have a passion for what you do, otherwise any rational person would give up. Have the courage to follow your heart and intuition, he said in his famous commencement speech in 2005. They somehow already know what you truly want to become. Jobs was successful because he cared about his products. He was so hands-on that he finalized key details, including the exact weight of products, to the type of wood that was to be used in Apples retail stores. Only someone who cared about these products would go to such a high level of detail. But it is exactly this tendency to place such a high priority on seemingly unimportant bits and pieces that makes Jobs dedication to innovation a lesson all entrepreneurs must take to heart. Put a dent in the universe Key Leadership Christian Whamond 2012 216
There is a reason why the iPhone continues to sell millions of products while other smartphones fail to reach that same level of success Apples focus on creating something new. Part of Jobs skill was being able to see where a market would be two or three years ahead of time, and then creating products that suit the vision of the future. Jobs is famous for saying Apple would rather gamble on its own vision rather than make me-too products, and SMEs need to follow the same example. Creating something new is always better than being a copycat. If you have a good, different idea, then have the courage to follow it through. Your success will be greater than if you had created a slightly better version of something that already exists. Get creative Plenty of entrepreneurs are intelligent thinkers, but not many are creative. You need to have the ability to perceive information and then use it to create something totally different. Jobs once said that part of the reason the Mac was successful was that the people working on it were musicians, and poets, and artists, and zoologists, and historians, who also happened to be the best computer scientists in the world. Successful innovators need to be creative and foster creativity within their own businesses. Dont restrict your staff, or yourself, from bringing up new ideas some may even work. Sell dreams, not products One of the biggest fundamental mistakes marketers make is that they sell the actual product, without the reasons someone should buy it. Consider the tablet market. Plenty of Apples competitors have tried to sell alternatives to the iPad, including the Motorola Xoom, and the Galaxy Tab. They havent even come close to making a dent in Apples success, and heres why: they sell a product, rather than the benefits. Motorola, Samsung and Research In Motion praise their devices various bells and whistles, such as USB connectivity, a high definition screen, the ability to watch any video file you want, and so on. But none of these companies actually show you what you can do with it. Key Leadership Christian Whamond 2012 217
Consider Apples own marketing. Its advertisements show families connecting via FaceTime, children learning to write, and board members reading reports on the fly, backed by the comforting, simple sounds of an acoustic guitar or piano. The message is simple the iPad will help you be creative, work and connect with your family, and its easier than what youre doing now. Successful innovators identify problems, tell their customers how they can fix it, and then introduce a product. Sell the idea of your product and what it can do, not just the product itself. Say no to 1,000 things Jobs once said that having focus is the ability to say no. He made that comment in 1997, less than a year after he returned to the company to help straighten things out. He lamented that Apple was heading in too many directions without much focus. Innovators need to say no. They need to learn when a product isnt good enough, and when you can do better. Just as an editor eliminates the worst part of a news story, an innovators job is to cut the worst parts of a product, and then work on the promising parts. Create insanely great experiences Heres a secret Apples products arent the most technically capable. Most smartphones on the market can do more than the iPhone, and a Windows machine will let you do much, much more than a Mac running OS X. But Apple still outsells them all. It just works. Most people want simplicity and power. They want to be able to do all sorts of things with their computers, but dont want the hassle of figuring out how to do it. Apple products are powerful, yet simple. Their user interfaces are so easy to use that children can operate them. Innovators must not only create good products, but recognise the experience of using them is just as important. Your product might be powerful, but if it doesnt just work, then youve wasted your time. Be in control of your message Key Leadership Christian Whamond 2012 218
One of Apples biggest successes this past decade has been its ability to control a cohesive message and brand. Jobs has steered the company away from a complicated, unattractive mess, to a firm that is inherently tied with attractive, simplistic design. Less is more. And this branding reaches throughout the entire company. Consider the slides used at all of Apples presentations theyre clean. Free of complicated graphs, with rarely more than one graphic appearing on the screen at a time, they deliver the same message as Apples products. Controlling your companys message is critical to good innovation. Building a brand helps cement your company in the minds of your customers, and that message needs to permeate throughout the entire business and its values. Part of being able to innovate is also being able to create a cohesive message. Too many businesses fail because they dont have a singular vision. Build one, and then ensure it stays intact. The Real genius of Steve Jobs When Steve Jobs launched the iPad 2 in March 2011, I felt the biggest story out of the event other than the appearance by the ailing Jobs himself was a little revelation about the size of Apples customer base. Jobs revealed that Apple now has 200 million accounts with credit card numbers on its books, linked to its various online stores selling music, video, books and, of course, applications. Amazon doesnt publish their numbers. But its very likely that this is the most accounts with cards anywhere on the internet, Jobs said at the presentation. As I have argued in the past, the real genius of Apples product releases over the last decade has been the way it has rolled out marketplaces to accompany its products. Yes, the iPod was cool, but it worked at its best when you put all your music into your iTunes account and started buying new albums and songs from the iTunes store. Yes, the iPhone was great, but it worked at its best when you loaded your phone with applications from the App Store.
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Yes, the iPad was great, but it was at its best when combined with the App Store and the new iBooks store. The clever part is that by developing these markets, Apple was able to get multiple revenue streams. It sells its hardware once, but by creating these marketplaces and taking a cut of anything sold by publishing companies, music companies and app developers, it ensured customers would keep the money pouring in. The marketplaces also work as a brilliant barrier to competition. Even if you are tempted by a rival companys smartphone or tablet, transferring your music, contacts and other content from your Apple device isnt easy. And in the case of apps, if you switch to another phone brand, youve just taken a big loss. Those are the reasons why Apple has been able to build a database of 200 million credit cards. The question I have is this: What could they do with that database in the future? Clearly, Apple will expand into selling other forms of content newspaper subscriptions (as seen with Rupert Murdochs new publication The Daily) and other forms of micro-payments would seem to be obvious targets. But lets think bigger. The new iPhone 5 is rumored to include near field communications technology, which can allow for the phone to be used a payment device a lot like the cashless swipe and go technology Visa is rolling out with some retailers. Think about it. Before you head out for a day of shopping in the city, you log onto iTunes, transfer cash from your credit card to your Apple account and then head off. When you go to buy something in a retail store, you simply wave your phone at a stores terminal/chip reader and the money is transferred out of your Apple Account to the stores banks account. That might be a long way away. Apple might not want to go down that path at all. But its 200 million-strong customer database is just ripe for some serious monetising. Think like Steve: Making your business like apple There is much that can be learnt from the legacy of Steve Jobs.
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Like Henry Ford, Jobs was someone who had a profound effect not only on his own company and industry, but everyone elses. He took Apple from the brink of being dismantled in 1997, to Americas second-most valuable company. How did he do it? Of course, the iPod, iPhone, iPad and iTunes have all played a role, but what has really driven Apples success isnt any individual product, but its ethos. In Apples case, thats a brand of thinking that emphasizes perfection, innovation and detail. Here are a few thoughts on what can be learnt from Apples success that you might apply in your own business: Make it better MP3 players and smartphones were around before the iPod and the iPhone. Yet the iPod was an MP3 player so good it changed the face of the music industry, and, while the iPhone didnt do much that was new, everything it did, it did better. Think about whats wrong with the products in your industry why arent they as good as they could be? Apple have been adept at going back to the drawing board and asking, How should this product work? Build it how you saw it Steve Jobs made Apple a design-driven company, with creative people at the top and engineers underneath who push the envelope to execute their ideas. The process of moving from the design table to the production line is often one of compromise. Make as few concessions as possible when translating your ideas into products. Create a product ecosystem Whether its an iPad or a movie download, Apples products connect seamlessly. Think about the opportunities for your business to develop products that cater to customers needs while effortlessly connecting to each other. Focus on profitability
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Despite the fact that Netbook computers were becoming enormously popular, Apple refused to enter a space where profit margins were low. Instead, they created the MacBook Air a premium offering much more in keeping with Apples designs. Think carefully about what spaces to be in, and how each fits with your overall vision. Go global Designed by Apple in California. Assembled in China. Apple has taken full advantage of Chinas ability to manufacture goods for less. Theyve also sought to fully control the delivery of their products (through Apple stores) only where its most profitable, letting resellers do the work elsewhere. Be the last word Jobs was famous for his interest in ideas and his power to critique, and at Apple, his final word is gospel. Its this fact that from phones, to computers to content delivers Apple its vision and direction.
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Chapter 14. Axioms.

Favorite quotes and Axioms. 1. If it's stupid but it works, it's not stupid. 2. The things that get measured are the things that get done 3. You cant manage time! You can only manage priorities and behaviors. 4. Stop putting personal preferences ahead of organizational effectiveness. 5. If your not fired with Enthusiasm, then you will be fired; with enthusiasm. 6. Good judgment comes from experience; Experience comes from bad judgment. 7. Tell me and I'll forget, show me and I may remember, involve me and I'll understand. 8. No person can be a great leader unless he takes genuine interest in the successes of those under them. 9. The best leaders not only lead but also reflect on their leadership long enough to articulate what philosophies cause them to do so. They can pinpoint the rationale for their actions and decisions with ease. 10. Real time coaching: if you notice something going awry on your team members, try to figure out a way to question or coach someone right there on the spot. While this approach seems time consuming in the moment, it has long term payoffs that are hard to beat. 11. A manager is responsible for the application and performance of knowledge. Drucker quote. 12. Management is doing things right; leadership is doing the right things. Drucker quote 13. Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information. Druker Quote.
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14. Efficiency is doing things right; effectiveness is doing the right things. Drucker quote. 15. Executives owe it to the organization and to their fellow workers not to tolerate non performing individuals in important jobs. 16. Management by objective works - if you know the objectives. Ninety percent of the time you don't. 17. Rank does not confer privilege or give power. It imposes responsibility. Drucker quote. 18. The aim of marketing is to know and understand the customer so well the product or service fits him and sells itself. 19. The best way to predict the future is to create it. 20. The most important thing in communication is hearing what isn't said. 21. The only thing we know about the future is that it will be different. 22. The purpose of a business is to create a customer. 23. Unless commitment is made, there are only promises and hopes... but no plans. 24. Do more than is required. What is the distance between someone who achieves their goals consistently and those who spend their lives and careers merely following? The extra mile. 25. Happiness does not come from doing easy work but from the afterglow of satisfaction that comes after the achievement of a difficult task that demanded our best. 26. In the business world, everyone is paid in two coins: cash and experience. Take the experience first; the cash will come later. 27. One of the tests of leadership is the ability to recognize a problem before it becomes an emergency. 28. Leaders are failing to build trust with those who need their direction and guidance, and as a result, they don't follow. A high level of trust is critical to leadership success, and yet so many leaders fail to build trust, despite all the training they have been given. Key Leadership Christian Whamond 2012 224
29. Leaders are responsible for creating an environment that will bring out the best in their people. 30. It's difficult for passion to co-exist with discouragement. 31. Lack of employee engagement is like a cancer, eating away at your organizations vital organs. It saps your organizations strength, directly affecting your organizations ability to achieve the levels of customer satisfaction, productivity and profitability you know you could achieve. 32. When employees feel connected to the purpose and vision of the organization, they have a clear connection between what they do and the success of their organization in fulfilling its purpose.
45 lessons life taught. 1. Life isn't fair, but it's still good 2. When in doubt, just take the next small step. 3. Life is too short to waste time hating anyone. Change the way you think. 4. Your job won't take care of you when you are sick. Your friends and family will. Stay in touch. 5. Pay off your credit cards every month. 6. You don't have to win every argument. Agree to disagree. 7. Cry with someone. It's more healing than crying alone. 8. Release your children when they become adults, its their life now. 9. Save for retirement starting with your first paycheck. 10. When it comes to chocolate, resistance is futile. 11. Make peace with your past so it won't screw up the present. 12. It's OK to let your children see you cry.
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13. Don't compare your life to others. You have no idea what their journey is all about. 14.. If a relationship has to be a secret, you shouldn't be in it. 15. Everything can change in the blink of an eye 16. Take a deep breath It calms the mind. 17. Get rid of anything that isn't useful, beautiful or joyful. 18. Whatever doesn't kill you really does make you stronger. 19. It's never too late to have a happy childhood. But the second one is up to you and no one else. 20. When it comes to going after what you love in life, don't take no for an answer. 21. Burn the candles, use the nice sheets, wear the fancy lingerie. Don't save it for a special occasion. Today is special. 22 Just because you believe you are right, doesn't mean you are. Keep an open mind. 23. Be eccentric now. Don't wait for old age to wear purple. 24. The most important sex organ is the brain. 25. No one is in charge of your happiness but you. 26. Frame every so-called disaster with these words 'In five years, will this matter?' 27. Always choose life. 28. Forgive everyone everything. 29. What other people think of you is none of your business. 30. Time heals almost everything. Give time time. 31. However good or bad a situation is, it will change. 32. Don't take yourself so seriously. No one else does. 33. Believe in miracles. 34. Your job is to love your children, not choose who they should love. 35. Don't audit life. Show up and make the most of it now. 36. Growing old beats the alternative -- dying young. Key Leadership Christian Whamond 2012 226
37. Your children get only one childhood. 38. All that truly matters in the end is that you loved. 39. Get outside every day. Miracles are waiting everywhere. 40. If we all threw our problems in a pile and saw everyone else's, we'd grab ours back. 41. Envy is a waste of time. You already have all you need. 42. The best is yet to come... 43. No matter how you feel, get up, dress up and show up. 44. Yield... 45. Life isn't tied with a bow, but it's still a gift.
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Work Cited.
Barrett, Richard. Building a Value driven organization. n.d. Buffet, Warren. Management secrets. n.d. . The snow ball. n.d. Carnigie, Dale. How to win Friends and influance people. n.d. Cohen, William. A Class with Drucker. n.d. Cohen, William A. Drucker on Leadership. n.d. Collins, Jim. Build to last. n.d. Cotter, John. The heart of change. n.d. Covey, Steven MR. Smart Trust. n.d. . The speed of trust. USA, n.d. Covey, Steven. Seven habilts of effective people. n.d. Dailey, Professor Robert. Organisational Behaviour. n.d. Drucker, Peter. Managing tasks, Responsibilities, Practices. n.d. . The effective executive. n.d. . The five most important questions. n.d. Edinburgh, Business. "Strees." n.d. Elliot, Jay. The Steve Jobs way. n.d. Goldman, Daniel. Working with Emotional Intelligence. n.d. Goldsmith, Marshall. Coaching for Leadership. n.d. . The art and practice of leadership coaching. n.d. Gratton, Lynda. Glow. n.d. Horstman, Mark. Interview. Manager Tools. Mike Auzenne. Institute, The Arbinger. Leadership and Self Deseption. n.d. Isaacson, Robert. Steve Jobs. n.d. Jobs, Steve. Lessons from a legend. n.d. Johnson, Paul. Churchill. n.d. Lencioni, Patric. Gatting Naked. n.d. . The five dysfunctions of a team. n.d. Lyman, Amy. The trustworthy leader. n.d. Maxwell, John. 25 Ways to win with people. n.d. . Leadership Gold. n.d. Key Leadership Christian Whamond 2012 228
Newman, Bill. The 10 laws of leadership. n.d. Pande, Peter. The Six Sigma way. n.d. posner, James M Kouzes & Barry Z. The truth about leadership. n.d. Powell, Colin. Colin Powell. Schmincke, Chris Warner & Don. High Altitude leadership. n.d. Scott, Gini Graham. A survival guide for working with bad bosses. n.d. Sinek, Simon. Start with why. n.d. Slater, Robert. 29 Leadership secrets from Jack Welch. n.d. Tracey, Brian. How the best leaders lead. n.d. Wartzman, Rick. What would Drucker do now? n.d. Welch, Jack. From the Gut. n.d. . The GE Way. n.d. . Winning. n.d. (Horstman) (Cotter) (Barrett) (W. A. Cohen) (Gratton) (Schmincke) (Welch, From the Gut) (Welch, The GE Way) (Drucker, Managing tasks, Responsibilities, Practices) (Slater) (Jobs) (Scott) (Elliot) (posner) (Buffet, Management secrets)
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Index
business meetings 6, 82
3
360 degree assessment 150
business pitch 10, 218
C
Call 47, 217 capability 38, 64, 77, 86, 172 Capable but cautious performer 8, 155 Career 8, 161, 165, 171 Career Investments 8, 161 Catherine the Great 98 CEO 10, 13, 76, 149, 213, 214, 215, 231 challenge 9, 17, 21, 25, 36, 42, 47, 58, 100, 133, 134, 155, 165, 171, 172, 176, 205, 224 Challenge staff 124 challenging 8, 90, 117, 124, 144, 159, 169, 178, 206, 208 Change 6, 25, 99, 113, 206, 241 clients 10, 23, 44, 97, 165, 195, 202, 216, 217 Coaching 3, 6, 9, 14, 85, 86, 88, 91, 92, 131, 176, 184, 192, 201, 244 coaching culture 86, 87, 88, 90, 91, 92, 93 Commitment 6, 8, 9, 24, 44, 68, 70, 86, 87, 88, 89, 90, 91, 92, 99, 100, 101, 102, 103, 104, 105, 106, 111, 120, 142, 151, 154, 155, 158, 177, 178, 185, 191, 209, 240 Communicate 7, 22, 38, 82, 96, 120, 184 Communication 7, 33, 39, 56, 81, 84, 96, 98, 100, 115, 119, 120, 121, 123, 125, 130, 162, 171, 182, 200, 207, 211, 215, 220, 240 Competence 6, 96 Conflict 6, 112, 150 Conflict management 6, 112 Connected 173 Consequences 8, 159 Consistency 4, 15, 34 creative 5, 23, 50, 51, 54, 89, 91, 102, 177, 200, 202, 223, 224, 225, 226, 232, 233, 234, 237
4
4E's and one P 7, 146
A
Able 172 abuse power 4, 42 accountability 8, 63, 92, 152, 157, 166, 205 accountable 7, 59, 116, 119, 129, 130, 140, 146, 148, 152, 157, 158, 159, 161, 166, 173 achievable 8, 159, 176, 179, 181, 183 Actionable 179 Adaptability 4, 35, 65 angry 6, 45, 66, 111, 113, 122, 138 Apple 50, 52, 53, 55, 226, 227, 229, 230, 231, 232, 233, 234, 235, 236, 237, 238 Aspirations 8, 168 Attitude 5, 48, 184 Audience 39 Axioms 11, 239
B
basics 9, 184 Believable 173 boss 5, 10, 20, 60, 90, 114, 121, 122, 137, 138, 141, 146, 155, 156, 160, 161, 163, 165, 167, 170, 188, 193, 194, 202, 203, 204, 205, 206, 207, 208, 217 Bureaucracy 164, 214 Burn out 7, 134
230
Creativity 10, 223, 225 Criticism 5, 49, 215 criticize 40, 46, 49, 114 customer satisfaction 61, 241 Customers 10, 215, 218, 220
Encouraging 10, 66, 223 Energize 146 Energy 5, 49, 146 Engaged 9, 188 engagement 5, 15, 61, 188, 197, 241 Enthusiasm 31, 75, 239 Enthusiastic Beginner 8, 154 ethics 9, 64, 188, 189, 190, 191, 195 Execution 146 Expectations 8, 9, 44, 117, 141, 142, 145, 154, 157, 158, 159, 160, 191, 192, 201, 239 experience 10, 15, 16, 27, 51, 55, 63, 64, 73, 83, 86, 87, 88, 92, 98, 100, 103, 104, 132, 133, 135, 136, 137, 160, 165, 167, 169, 172, 177, 178, 209, 210, 211, 215, 219, 220, 222, 226, 229, 234, 239, 240 expertise 37, 120, 124, 131, 172
D
Dale Carnegie 4, 13, 46, 171, 187 database 10, 195, 236 Decisiveness 4, 35 Delegate tasks 14 Delegation 6, 115 Dependable 173 Develop 8, 22, 38, 98, 107, 148, 163, 202, 203 Development 8, 117, 148, 165 developmental levels 8, 154 develops 6, 9, 34, 77, 95, 170 dilution's 7, 125 diplomacy 5, 61 DiSC 7, 37, 120, 125, 126, 127, 207 discipline 7, 28, 95, 142, 143, 164, 198, 208 Disillusioned learner 8, 154 Doers 9, 187 Dress 202, 217 Drucker 10, 192, 193, 194, 239, 240, 244, 245 Dylan 54 dysfunctions of a team 8
F
fail 8, 10, 16, 26, 33, 75, 109, 132, 158, 161, 164, 181, 191, 194, 198, 232, 235, 241 Feedback 6, 7, 8, 14, 19, 25, 62, 81, 108, 109, 110, 111, 114, 116, 131, 140, 144, 154, 158, 160, 163, 172, 176, 184, 185, 191, 201, 206, 207, 218 Feelers 9, 187, 188 fired 54, 96, 140, 181, 239 Focus 5, 39, 59, 61, 110, 144, 160, 194, 218, 238 frontline managers 23
E G
E.F. Hutton 77 EBay 18 Edge 63, 146 Edwin Land 52 effective 3, 5, 6, 10, 17, 21, 24, 36, 37, 38, 58, 62, 64, 65, 72, 81, 82, 92, 95, 103, 107, 108, 109, 111, 115, 116, 119, 120, 128, 131, 134, 140, 158, 159, 165, 173, 178, 184, 191, 195, 201, 209, 244 Effectiveness 8, 159 employee success 8, 159 Empowerment 78 Encourage 9, 46, 116, 172, 211 gaps 37, 38 General Electric 23, 76 Goals 8, 9, 34, 39, 41, 61, 73, 74, 75, 81, 82, 83, 99, 110, 116, 117, 129, 130, 132, 143, 144, 147, 148, 153, 154, 155, 157, 158, 159, 160, 161, 162, 163, 168, 175, 176, 177, 178, 179, 180, 181, 186, 187, 192, 197, 200, 201, 207, 210, 211, 214, 219, 240 God 53, 55 good listener 46, 125, 171 Google 9, 23, 52, 180, 181, 196, 218 GOSPA 9, 176, 181, 182
great management 7, 121 growth 9, 78, 79, 95, 96, 175, 190
J
Jack Welch 6, 7, 10, 13, 76, 97, 145, 146, 213, 214,
H
Habit 5, 48 habits 4, 18, 20, 44, 49, 59, 130, 134, 136, 140 Hard Work 7, 139 Helen Keller 74 Henry Ford 51, 237 Herbert Hoover. 107 Heritage 8, 168 Hewlett- Packard 52 Hobbies 8, 170 Homework 216 honest 6, 15, 41, 46, 47, 53, 66, 96, 111, 128, 148, 151, 182, 185, 191, 193, 213 Honesty 20 Honor 20 HR 6, 56, 96, 131, 140, 156, 165, 198 humility 5, 20, 42, 62, 129 Humor 20, 52, 125
215, 245 Jim Rohn 115, 130 job satisfaction 143, 144 job suck 8, 155 John Maxwell 13 judgment 45, 67, 69, 70, 107, 115, 130, 172, 239
K
Key Principles 13
L
laws 6, 76, 121, 122, 245 Leader 3, 4, 6, 9, 17, 21, 23, 24, 42, 43, 47, 74, 170 leadership 3, 4, 5, 6, 15, 16, 18, 20, 21, 22, 23, 24, 25, 26, 28, 31, 32, 33, 41, 42, 50, 51, 57, 58, 60, 62, 63, 64, 65, 67, 68, 71, 72, 74, 75, 76, 81, 86, 89, 91, 95, 97, 98, 99, 100, 107, 111, 117, 123, 128, 130, 140, 145, 146, 167, 173, 193, 212, 215, 231, 239, 240, 241, 244, 245 Leave Your Job 7, 143 Legacy 79 Leonardo da Vinci 52 life 16, 26, 28, 35, 50, 55, 62, 63, 83, 89, 95, 100, 102, 103, 106, 108, 109, 133, 135, 136, 140, 142, 156, 163, 169, 170, 171, 174, 175, 195, 220, 241, 242, 243 Listener 217
I
IBM 53, 193 improve 9, 40, 48, 59, 76, 77, 84, 95, 98, 110, 117, 118, 127, 131, 135, 140, 162, 163, 172, 173, 176, 177, 185, 195, 240 influence 4, 8, 15, 16, 25, 29, 31, 36, 37, 38, 42, 43, 46, 60, 74, 76, 119, 121, 127, 132, 167, 168, 170 Influential People 8, 162 innovations 10, 226, 228, 230, 232 Inspiration 4, 33 Investment 8, 163 iPhone 11, 226, 227, 228, 230, 231, 232, 234, 235, 236, 237 iPod 11, 227, 230, 235, 237 iTunes 11, 228, 229, 230, 231, 235, 236, 237
M
Mac 10, 52, 53, 226, 227, 233, 234 Management 9, 20, 121, 184, 193, 194, 239, 240, 244 manager 9, 10, 13, 18, 40, 81, 82, 83, 86, 93, 94, 108, 115, 117, 119, 120, 137, 146, 147, 155, 171, 176, 178, 184, 185, 188, 194, 200, 201, 202, 206, 208, 239
managers 22, 23, 26, 30, 40, 58, 59, 63, 79, 82, 83, 85, 86, 93, 96, 98, 108, 117, 119, 123, 124, 130, 132, 139, 140, 141, 145, 146, 147, 157, 169, 177, 178, 186, 187, 194, 195, 199, 201, 203, 210, 218, 224 Managing up 10, 204 Manipulative 4, 42, 43 marketing 9, 169, 188, 189, 190, 195, 224, 233, 240 Marshall Goldsmith 3, 4, 13, 26, 44, 46 Martin Luther King 16 Measurable 176, 179, 180 Mentor 9, 155, 171 Michelangelo 52 Microsoft 52, 53 miracles 243 mistake 7, 37, 64, 79, 110, 127, 128, 166, 171 mistakes 9, 15, 33, 40, 47, 49, 66, 89, 99, 127, 128, 129, 148, 154, 171, 172, 187, 188, 193, 217, 233 motivate 4, 7, 14, 16, 20, 22, 29, 40, 79, 81, 123, 131, 132, 140, 182, 184, 188, 203, 208, 218 motivation 10, 15, 25, 32, 51, 83, 108, 132, 144, 154, 193, 208 Myers Briggs 64, 126, 150
Passion 8, 9, 51, 52, 63, 64, 71, 85, 145, 147, 164, 169, 182, 214, 224, 232, 241 Passive-Aggressive 6, 110 Patrick Lencioni 13 PEOPLE 121 people Factory 7, 145 Performance , 9, 14, 19, 21, 23, 31, 41, 63, 86, 89, 105, 108, 109, 110, 116, 123, 124, 130, 131, 132, 133, 134, 137, 138, 139, 140, 141, 143, 144, 145, 146, 155, 158, 160, 161, 163, 165, 176, 177, 180, 181, 184, 189, 191, 198, 200, 208, 209, 210, 211, 239 Persistence 4, 35 Persuasive 4, 42, 43 Peter Drucker 13, 186, 193 Pixar 11, 229 Positive Leadership 5, 58 power 4, 10, 28, 29, 36, 42, 43, 56, 57, 60, 63, 72, 73, 75, 77, 83, 88, 100, 102, 103, 106, 107, 119, 120, 165, 182, 191, 196, 208, 217, 223, 226, 228, 230, 234, 238, 240 Practice 38, 39, 113, 194 praise 40, 45, 47, 62, 110, 114, 155, 173, 208, 224, 233 prey on the emotions 4, 43 Priorities 79, 165 Products 10, 223 Progress 8, 104, 158, 163 Project 164 Projects 40 push back 9, 172
N
Navigation 77 neglect 5, 73 Negotiation Skills 8, 162
O
One on ones 6, 14, 81, 82, 84 Open-Mindedness 166
R
realities 101 recognition 41, 45, 62, 91, 106, 110, 129, 148, 155, 167, 173, 208, 210, 228 referee 6, 96 relationships 6, 7, 14, 18, 22, 31, 37, 39, 68, 70, 73, 81, 82, 83, 88, 98, 121, 123, 128, 129, 133, 143, 150, 163, 170, 190, 199, 204, 219 Reproduction 78
P
participate 4, 16, 41, 42, 55, 56, 177, 178, 185, 188, 223 Partnering 7, 130
Respect 5, 15, 57, 67, 68, 69, 70, 77, 127 responsibility 16, 20, 21, 22, 29, 45, 58, 64, 65, 66, 70, 71, 82, 84, 88, 99, 104, 111, 115, 122, 123, 133, 135, 137, 149, 167, 169, 173, 174, 178, 205, 212, 219, 240 Results 153, 179, 180 Reward 7, 108, 123, 137, 139, 221 rewards 41, 42, 99, 123, 139, 144, 161, 178, 181, 187, 200, 209, 211, 220 risks 4, 34, 35, 56, 181, 195
talent 6, 8, 32, 63, 118, 140, 145, 162, 163, 164, 165, 166, 167, 182, 209 team 5, 7, 8, 10, 14, 22, 25, 27, 28, 29, 31, 36, 40, 41, 43, 44, 50, 54, 56, 58, 59, 72, 73, 77, 83, 84, 91, 96, 97, 98, 110, 115, 116, 122, 124, 129, 131, 137, 140, 147, 148, 149, 166, 174, 178, 180, 184, 185, 188, 191, 192, 200, 203, 209, 210, 211, 212, 213, 224, 239, 244 Team leader 10, 212 teamwork 150 technology 10, 21, 50, 51, 190, 219, 223, 226, 227, 228, 229, 236 Thank You 5, 73 Time 9, 179, 180, 186, 200, 217, 242 Time bound 179, 180 Time management 9, 186 To-Do List 7, 144 Trust 3, 7, 9, 15, 16, 18, 25, 77, 96, 129, 149, 155, 172, 216, 244 truth 4, 24, 25, 31, 38, 44, 85, 106, 110, 121, 156, 196, 208, 214, 245 truthfully 4, 44 TV's House 10, 194
S
sacrifice 4, 35, 70, 74, 79, 149, 213 sales people 5, 10, 70, 198, 199, 200 Scott Peck 142 Self-betrayal 19 Self-confidence 4, 34 Self-reliant 8, 155 SMART 9, 75, 121, 176, 178, 179 Smile 46, 111, 171 Social media 5, 10, 55, 219, 220, 221 Sorry 7, 113, 128 Specific 23, 179 Staff meetings 6, 115, 151 Steve Jobs 5, 9, 10, 13, 17, 18, 50, 51, 182, 226, 229, 231, 232, 235, 237, 244 Steven Covey 13 strengths 40, 98, 121, 150, 160, 173, 174, 185, 193, 201, 239 Stress 7, 97, 114, 120, 129, 133, 134, 135, 136, 137, 138, 139, 156, 214 success 4, 9, 20, 22, 27, 39, 41, 42, 45, 58, 72, 73, 79, 81, 90, 95, 115, 119, 120, 125, 130, 136, 141, 143, 145, 154, 160, 162, 170, 173, 174, 179, 181, 183, 188, 195, 198, 208, 210, 212, 230, 231, 232, 233, 237, 241 Succession Planning 6, 116 sunk costs 9, 187
U
Unacceptable Behavior 141 Unacceptable Behaviour 7 under-promise 4, 44
V
Victory 78 Vision 21, 74, 75, 166, 228
W
Walter Isaacson 5, 51 Warren Bennis 16, 127 Win 4, 9, 46, 73, 173 winner 97, 174, 214 Winners 9, 118, 174
T
tact 5, 61
wisdom 6, 31, 32, 55, 90, 97, 104, 107, 136 withhold information 4, 43
Worry 4, 5, 47, 48, 49

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Key Leadership Christian Whamond 2012

10 FUNDAMENTAL TRUTHS ABOUT LEADERSHIP AND BECOMING AN EFFECTIVE LEADER.

Key Leadership Christian Whamond 2012

Key Leadership Christian Whamond 2012

Key Leadership Christian Whamond 2012

Key Leadership Christian Whamond 2012

SETTING CLEAR, ACHIEVABLE, CHALLENGING, AND UNWAVERING MEASURES IS CRITICAL

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Key Leadership Christian Whamond 2012

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Key Leadership Christian Whamond 2012

Key Leadership Christian Whamond 2012

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Leadership is a choice not. Not a position.

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7 Leadership must have skills. ~Marshall Goldsmith (Goldsmith,

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This one Leadership quality will make or break you

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Steve Jobs by Walter Isaacson. Final chapter

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People naturally follow leaders stronger than themselves

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Grow an effective team and upgrade your organizations leadership capabilities.

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