Learning from those that came before us is one of the best ways not repeat the mistakes of the past and make the best decisions for the future. Today’s post is by Marc Demetriou, author of the book, Lessons From My Grandfather (CLICK HERE to get your copy). Many people, including those in leadership positions, tend to overthink things. Haralambos “Charlie” Pistis, the archetypical self-made man and my grandfather, fortunately was not one of them. He travelled as an immigrant from Cyprus to the U.S. at the age of 16 to make a new life for himself, and retired at 60 a millionaire. The secret to his success was not that complicated, as you’ll see below. In my book, Lessons From My Grandfather: Wisdom for Success in Business and Life, I’ve codified the wisdom Grandpa Charlie passed down to me; and a glimpse of this knowledge here. It’s a set of strategies leaders should remind themselves of from time to time.
About Ryan Shaw
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Entries by Ryan Shaw
Our reader poll today asks: How do you handle embarrassing situations where you accidentally cc someone on a message not intended for them? I ignore it and hope they never see the message: 5% I try to recall the message full well knowing that might trigger them to read it: 10% I send another message asking them to disregard the errant one: 21% I own up to it and apologize for the situation I’ve created: 64% Mess up, fess up. We’ll all do it at some point — inadvertently “reply all” or add someone we didn’t intend to add to an email thread. While many of you hope no one notices, the majority (85%) either ask someone to disregard the note or go as far as apologizing for the issue. By ignoring it when you know about it, you could be creating either ill will or at least an air of incompetence. People are generally understanding of email blunders. A genuine apology can go a long way toward mending feelings that might have been hurt or restoring good will between you and the recipient. Be vigilant in maintaining good email habits and, when you do eventually mess up, be quick to fess up and move on. Do you agree with these poll results? Let us know in the comments below! – Mike Figliuolo at thoughtLEADERS, LLC Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!
Have you ever found yourself in the midst of a business problem that you’re not sure how to solve? This five step problem solving process is a great place to begin working through any business issue. At one point I worked with a financial services firm and we had this really cool program that when we first launched it was doing really well, both from a customer stand point and from a financial stand point. The problem came up when all of a sudden all the financial numbers started tanking and everybody started freaking out. We didn’t know what was going on. And it was pretty important for me to solve it, because it was a program I was responsible for. So given the complexity of that problem, I used the five-step problem-solving process. And the steps of the process are really simple and straightforward. In the first step, you pin the problem. You define what the issue is, what the goals of the stakeholders are, what previous efforts looked like, and you come out of that first step with a really clear definition of what the problem is. You can’t just rush ahead into solving a problem if you don’t know what the issue is. Next, is identifying all the issues that could be contributing to that problem, because a lot of times at first glance you may say, “That’s the issue,” but you’ll find you go through the process from there, you’re really solving a symptom. So this step of creating a logic map helps you expand what all the possible issues are that are contributing to the problem from the first step, and what that will enable you to do is find the real root cause that you’re going to solve for.
Creating a vibrant company culture requires an investment in people. Live events company productionglue has implemented a program that has driven loyalty, innovation and profitability. Today’s post is by Eric Tetuan, Co-founder and chief innovation officer at productionglue. Creating a winning company culture begins with an investment in people. Maintaining this kind of atmosphere takes intentional respect, empathy, and an emphasis on human connection. Investing in people goes beyond employees to clients, partners, and the community at large. Implementing this kind of culture can do great things for growth, achieving new goals, and seeing successful results. More than the innovation and skills we bring to each project, these values are why our clients come back time and time again and entrust us with their most important moments. Every company has a unique set of priorities and challenges, but always keeping a high priority on investing in people will attract quality candidates. These candidates will go on to adopt those values and implement them in relationship with their clients, contributing to the cycle of caring and quality business relationships that lead to the best outcomes. It inspires everyone to be team players and frees them to focus on the needs of the project; knowing they’re in an environment that their own needs as a staff member are heard and respected. Staff members who feel appreciated tend to be more productive, adaptable, and willing to go above and beyond for a client or team member. Collaboration becomes second nature as staff members share their knowledge to help their colleagues; making continual professional development the standard. At productionglue these values inspire five initiatives that are integrated into everything we do. They were devised to encourage experimentation, progressive thinking among our team, and to challenge us to advance what’s possible. Their platforms not only […]
Our reader poll today asks: How effectively does your organization say “no” to work that is “off strategy?” Very: if it’s not on strategy, we don’t do it. Ever: 8% Mostly: we say “no” to most distractions but not all: 33% Kind of: a fair number of distractions get worked on: 22% Not very: we find it difficult to say “no” to many things: 31% Not at all: we work on every idea that comes our way: 7% Focus is challenging. 60% of you report challenges with focus resulting in a fair number of distractions getting your time and energy. The most powerful word you need to learn is “no” if you want to keep things on track. A great technique for saying no to distractions is to highlight the opportunity cost of working on that project or task. When people see that a higher priority item won’t get worked on, they tend to be more receptive to not working on a task. In isolation, every task is important. It’s only when you compare it to more important work that people can see it’s a distraction from achieving your critical objectives. Do you agree with these poll results? Let us know in the comments below! – Mike Figliuolo at thoughtLEADERS, LLC Did you enjoy this post? If so, I highly encourage you to take about 30 seconds to become a regular subscriber to this blog. It’s free, fun, practical, and only a few emails a week (I promise!). SIGN UP HERE to get the thoughtLEADERS blog conveniently delivered right to your inbox!
If efforts to increase employee engagement in your organization have been a bust, you’re not alone. Over the last two decades, most organizations have launched engagement initiatives or programs at their worksites with minimal success. What those efforts focused on depended primarily upon how the organization measured the concept of employee engagement to begin with, often using the dimensions advocated by the Human Resources consulting firm they were working with at the time. Today’s post is by Bob Nelson, Ph.D., author of 1,001 WAYS TO ENGAGE EMPLOYEES (CLICK HERE to get your copy) If efforts to increase employee engagement in your organization have been a bust, you’re not alone. Over the last two decades, most organizations have launched engagement initiatives or programs at their worksites with minimal success. What those efforts focused on depended primarily upon how the organization measured the concept of employee engagement to begin with, often using the dimensions advocated by the Human Resources consulting firm they were working with at the time. In fact, what companies have historically been shown to be especially good at is measuring employee engagement. Improving employee engagement? Not so much. How else could you explain the fact that there has been very little overall change in the number of engaged and disengaged employees in the workplace over the last 20 years? Only three of every ten workers today are “engaged,” giving full discretionary effort on his or her jobs today—a statistic that, according to The Gallup Organization, pretty much hasn’t changed over the past two decades. About half of all employees are “disengaged” at work, that is, “going through the motions,” but not committed to giving their best effort in their jobs, and the remainder of employees (18%) are “actively disengaged,” even to the point of being counterproductive to the goals […]