business Archives - Page 3 of 12

Building and Managing Trust

8 May 2013May 8, 2013Eric

In one of the new ventures I'm working on, I've been brought on to help on multiple fronts. The company is a startup and that implies variety. The biggest job for me, however, is building and managing trust.

I never take this for granted. You shouldn't forget this either.

Building trust comes from a desire to show that you're worth trusting. It can be manifested in your words, but as the saying goes, actions speak louder than words. If you have a relationship with a smart, actively engaged person, then you should expect that your words and actions will be observed for the purposes of building trust. I highly recommend you pay as much attention as possible here because more than likely the person observing you has been burned before.

Everyone been burned before.

Managing trust is the art of gratitude toward the one who has given the trust. When trust is given don't feel like you've arrived and begin to think autopilot is the order of the day. Complacency is sure way to lose everything you've built. I practice on purpose management. For example, what actions am I taking today that enhance or hinder. Ask these questions everyday.

Think of building and managing trust as a form of gardening. Build something beautiful and then keep the weeds out.

Education Revolution From Sir Ken Robinson

19 April 2013April 19, 2013Eric

This post is from a few years back and just as relevant. Thanks goes out to my friend Andy for prompting me.

There is no doubt in my mind that Sir Ken Robinson get's "it" when it pertains to our education system. He does an excellent job in the below speech exposing many lies. Tough road ahead for change.

Humans Being Themselves-2013

22 March 2013March 22, 2013Eric

A repost of sorts.

Does your organization (workplace, church, association) ask you to check your authentic self at the door? If you’re like many, the answer would be yes. Why do organizations value duplication and conformity? More than likely it’s because of insecurities gone wild.

Think about it, if you encounter someone who is different thinking or different looking, what is your fist inclination? Feel threatened? Humanly we feel better around those we think are like us. We look at it as a strange type of validation. Now look at the leaders of the corporations, churches and associations. More than likely these people suffer from the disease of insecurity…times ten.

I was that way.

The “story” has already been told regarding the impact of poor leadership, but now we’re getting the harvest from decades of bad influence. That harvest is manifesting itself in the form of a counter-genuine lifeforce. You know them, there the people who wear masks and “position” themselves in every conversation. These people really don’t know who they are. After years of working and living, it’s not surprising.

Lost and not sure of what to do.

Make your choice now, authenticity or a life of positioning. Remember, if you’re not authentic, you’re a fake. Long live the authentic.

The Week That Was

16 March 2013March 16, 2013Eric

This past week was definitely the week that was. It started with a call from my mom needing to be taken to a emergency care facility. It turned out to be nothing major, but I'll confess I saw ghosts. Ghosts from four years ago, when my deceased father was making seemingly "no big deal" visits to the ER.

As I'm sitting the waiting area for my mom, my wife calls and tells me company has filed Chapter 7 bankruptcy and the entire company shutdown. To add measure to this, no severance, ho healthcare (the company disbanded the group health plan prior to entering the bankruptcy), no job.

Ok, I was a little disappointed!

The irony is on two fronts for me:

I went though a similar experience in mid-December of last year. One of my entrepreneur pursuits was negatively impacted when a contract was terminated without warning. Again, game over! I have since regained footing with a local tech startup. You're probably thinking; "why take on more risk?" Part of my DNA.
I have experienced sudden change/loss in such a way that when I got my wife's news, it didn't cause me to drive off the road. I think the magical formula set in after my second goodbye encounter with corporate America. I am thankful for this and it has made me a better man, husband and dad.

Just so you know, we're (my family and I) are taking a hit from this situation. Don't want you thinking I'm Superman. There are things we've got to figure out and adjust to. Here's a few of the issues we're working through:

Thankfully, my wife got 2 job offers (in writing) in a matter of 48 hours. She'll be starting a new venture in the next week or so. The drawback is around healthcare. I've got to go without insurance for approx. 90 days, until the benefits kick-in again. As someone with Type I diabetes, I'm not thrilled, but I was able to secure coverage for my wife and kids during this interim period.
Change. Enough said.
Getting back money owed from a poster child organization for why sociopaths should only live in North Korea.

Stay tuned.

Learning How to Get Shot

25 January 2013January 25, 2013Eric

Note: I'm conscious of all the talk around guns in the U.S. As you will see, guns in this post are used as a metaphor.

Learning how to get shot has been one of the best things to ever happen to me.

I was chatting with an entrepreneur a couple of weeks ago and we got into the subject of failed ventures/experiments. I told him that after a few failures, you begin to learn how to try again with better information and understanding. We agreed and smiled as if we both were remembering the "one" that should have gotten traction.

He went onto tell me about a conference he attended, where he met a man in the training business. He was no ordinary trainer. This man trained soldiers in multiple areas, but the one that leaped out at me was the area of combat. Specifically, teaching soldiers how to get shot. Teaching them how to get shot? How about not getting shot?

Here's the deal. This entrepreneur was a part of the British Special Forces and had been shot multiple times in the line of duty. Where things happen lightening quick, you can understand the importance of this art. He retold the story of how he was wounded, but the very interesting part was around how humans respond to trauma.

When harmed we go into shock.

Going into shock hinders our ability to heal and keep going. This entrepreneur teaches soldiers how to keep going if for some reason they're shot. The mission doesn't end because of a wound. The mission continues and should. See the connection? Like soldiers, we need to keep going.

As our conversation came to a close I reviewed my own history and I thought about how many times I've been "shot." Many times, as many of you know. I felt good. Not because I enjoyed the failed experiment or that wanted to see if I could take the hit, but because these events have shaped me and prepared me for what's to come-good and bad. This is truly when life is like Hebrew (have to read it backwards to understand it).

Who Would Follow You, the Leader?

26 December 2012December 26, 2012Eric

Celebrating the best of the Epic Living Blog, 2012. Enjoy!

I've been thinking a lot these last few weeks about what's the best measurement of quality leadership-in the business world and out. There's so much flowing out there about defining quality leadership, it can be a bit overwhelming. Did I mention burdensome?

I will attempt to set a context you can use to measure leadership in a way that you can pull out in virtually any situation. Maybe it's a question you ask a prospective manager or the HR recruiter who wants to know if you have any further questions.

The question comes down to this; "who follows you even though they don't have to?"

The answer to the above question is so important because anyone can follow when there is a stick and carrot involved. But what about when you're not in charge or some other circumstance changes the order of things? Every time I've met someone who has followed a leader without the force of position, I've encountered someone whose life has been impacted. Impacted in way that you can feel deep in your gut as the observer. Sort of like being in the audience when a great singer sings "that" song.

This all should make us remember that how we influence people (every day) is what builds true followers. And if we do it right, they will stay.

5 Questions with John Baldoni, Author of The Leader’s Pocket Guide

19 December 2012December 19, 2012Eric

The Leader's Pocket Guide

I had the pleasure of doing this interview with leadership expert, John Baldoni, who is the author of the new book The Leader's Pocket Guide a few weeks ago. I've always admired his wisdom and energy. Enjoy!

In
your book you note the importance of what people think, but in a way that
builds a solid reputation. What’s at stake in doing this?

Thinking
is good because it points us in the right direction. But when it comes to
leadership, action counts. Leaders put their thinking into gear when they lead
by example.

How
important is critical thinking to the growth of a leader?

Leaders
must often choose between two good alternatives. Critical thinking teaches
leaders how to balance alternatives as well as to put things into context.

What
role does hubris or arrogance play in hindering a leader from impacting their
organization in a positive way?

Hubris,
a Greek word, is the condition by which a leader is blind to his or her faults
and often leads to living in a bubble, surrounded by yes people. This is never
a good thing.

One
of the last tips in the book mentions the importance of finding interests
outside of work. What keeps leaders from doing this?

Time.
time. time… Anyone in a leadership position needs to recharge themselves. A
hobby, a trip or close associations with family and friends can do this.

In your mind, what
organizations are doing the best job of developing and growing leaders?

Rather
than focus on names of companies I focus on the many capable leaders in
organizations large and small who are making a positive difference in the lives
of their customers, employees and customers. They are legion.

JOHN BALDONI, president of Baldoni Consulting LLC, is an internationally recognized executive coach, speaker, and author. In 2011, Leadership Gurus International ranked John No. 11 on its list of the world’s top 30 leadership experts. He is a regular online contributor to CBS MoneyWatch, Inc, and Harvard Business Review.

What Management Doesn’t Know Will Hurt Them

30 November 2012November 30, 2012Eric

Does your manager operate on assumptions? It's kind of a turn on my saying, what management does know will hurt them. The following are some examples:

We hit our numbers (cutting costs, revenue goals, quarterly profit), therefore we've earned the right to proceed with the next phase of growth.
The last employee survey was better than the last, so we don't need to dig any deeper into past complaints of favoritism.
We all have sacrificed, so morale isn't as bad as it may appear. Besides, we're a team.

Obviously, you and I could think of many other examples. My point is to illustrate the two different worlds management and employees live in. The most dangerous part is the inevitable collision to come. In America those collisions are happening on a regular basis. For example, our fiscal cliff is causing many publically traded companies to pay out one-time dividends at a lightening pace to beat what they see as the inevitble in 2013. The hike in tax consequences on dividend income. This is happening while many employees, and potential employees, are wondering when will the hiring will start again. The money is there for a dividend, why not for hiring someone.

Human beings are complex creatures. The DNA is fixed and we are who we are. Survival instincts, the need for affirmation and a desire for clarity are just a few to consider. How can this be missed. Lower quality leaders just don't know any better. Call it a leadership deficit that's difficult to remedy.

We're doing battle with culture here. A culture that staked everything, or so it seems, on some false-growth model. There needs to be some cleaning out to the rot. I'm not advocating we toss the entire system out, but I am advocating that we add some serious leadership development that is NOT based on giving the appearance of change. Way too many programs conform to keeping the status quo alive and well. We need to find courage now because we are far into the second-half. Expecting an epic comeback is a very dangerous outlook.

Management is toying with grave consequences when it forgets this.

The Essential Element

29 November 2012November 29, 2012Eric

Until organizations realize that people are the essential elements of what make things work, we will forever have a win-lose proposition. Meaning, the organization thinks they've won and people are always on the losing end of the stick. Paying lip-service to this will only further deepen the hole.

I admire any leader that has the courage to speak up and act. These types of leaders are willing to pay a steep price, in-order to fight for something worth fighting for. This is rare. Far too many people of influence are looking the other way.

The absence of leaders willing to raise their hands is the rot we have on our hands.

Are You Ready?

27 November 2012November 27, 2012Eric

These days many young leaders are promoted to greater positions of power quicker than ever. It is not unusual for someone in their early forties to hold a senior leadership post in a major organization. I've often wondered can they truly be ready for so much power. Though some are, sadly many are not. Why? More than likely they've never had a constellation of advisers/mentors, and/or they've never had someone whose walked a few miles teach them about power, ethics and courage.

As I've evaluated my own path, I've tried to remember that you must handle the small before you can handle the big. In my past I once had an HR representative declare that they would teach a series of leadership classes (more management than anything). I found that somewhat ironic since she couldn't handle returning phone calls in a timely manner.

And so it goes, we crave power and all the trimmings, but we forget about the span and the impact.