Mike Figliuolo – Page 62 – thoughtLEADERS, LLC: Leadership Training for the Real World

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Entries by Mike Figliuolo

Where do you most frequently turn for leadership inspiration?

May 1, 2014 /0 Comments/in Leadership, Poll /by Mike Figliuolo

Our reader poll today asks: Where do you most frequently turn for leadership inspiration? – Books about leadership: 38% – Business leaders/executives from other companies: 27% – Leaders in my organization: 19% – Public figures (sports, politics, academia): 8% – My team: 8% More than two-thirds of you are looking outside your company for leadership inspiration. Authors or prominent executives can help you find inspiration and teach leadership techniques. You must realize your team might look outside for inspiration as well. Think about what you can do as its leader to serve as inspiration within your organization. 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!

How to Deal with the 8 Worst Kinds of Bosses

April 30, 2014 /3 Comments/in Career, Communications, Leadership /by Mike Figliuolo

We’ve all had them – those bosses we can’t stand. They drive us nuts with their micromanaging, bullying, insecurity, or incompetence. But there’s good news – all of them can be managed and made bearable with a little effort on your part. This post complements the perspectives in 10 Reasons Your Team Hates You and 9 Valid Reasons for Killing a Coworker (yes, this blog gets edgy at times). Since those put us in countdown mode, allow me to share eight keys to taming a terrible boss. What I’ll do is lay out the archetypical terrible boss, describe some of their symptoms so you can accurately identify them, then offer a tip for managing them and getting them to make your life a little less miserable. The boss types I’ll cover are the micromanager, the bully, the incompetent, the politician, the credit-stealer, the know-it-all, the marshmallow, and the loafer. Some bosses exhibit multiple symptoms of the above types so understand you might have to employ several of the following techniques to make your life more bearable. So here they are in no particular order – let’s bring on those bad bosses! The Micromanager Symptoms: they follow your every move, demand status updates every 38 seconds, and tell you how to perform every single task they’ve assigned you including how to sharpen your pencils and staple a presentation together. Tip to Tame: don’t avoid them – you’ll make it worse. Instead, proactively inform them of status regularly until they get comfortable with your work. Ask their suggestions on how they want things done before you do them. Once they know they’ll have input and they’ll be in the loop, they should back off (assuming you don’t screw up your deliverables in which case they’ll be in your shorts even worse). You […]

How Boomers Can Boomerang to Greater Heights

April 28, 2014 /1 Comment/in Career, Entrepreneur, Guest Blogger /by Mike Figliuolo

Today’s post is by Jeff Mariola, CEO of DigitalBrandWorks (No, that’s not him at left… Jeff’s photo is at the end of the post). A study by the Ewing Marion Kauffman Foundation reports that the highest rate of entrepreneurial activity over the last few years is not Gen-Y young upstarts, but Baby Boomers in the 55-64 year age group. In fact, according to this study, these Boomers are actually driving a new entrepreneurship boom. Upstart companies are finding wisdom and expert guidance with boomer employees. According to the U.S. Bureau of Labor Statistics, 60 percent of the country’s work force is made up of senior employees. “You can’t help getting older, but you don’t have to get old,” opined George Burns, the famed comedian who continued to work until shortly before his death at the age of 100. I believe part of feeling young is continuing to nurture new dreams, broadening one’s social and business circles and taking calculated risks. At age 59, after over 28 years spent working for various division of a global company, I honored a personal goal I’d made to myself which was to own a company. After attempting a management buyout with my previous employer which was stymied by the recession, I remained true to my pledge. I left the comfort of the corporate world and assessed entrepreneurial opportunities. Today, I’m CEO of an Internet start-up. I’m frequently asked, by other “Boomers,” as well as Generation Y, X and even Millennials, for advice on how to successfully take the plunge toward entrepreneurship. Here are some of the primary life lessons I share:

Does your organization have a formal mission statement?

April 24, 2014 /0 Comments/in Communications, Poll, Strategy /by Mike Figliuolo

Our reader poll today asks: Does your organization have a formal mission statement? – Yes, and I’m proud of it: 56% – Yes, but it’s pretty blah: 29% – No, but I wish we did: 8% – No, and I don’t really want one: 6% Mission matters: People want to be part of something bigger than themselves. Clearly, many of you are — or if you don’t have a mission statement, you wish you did. For those of you belonging to blah organizations, try leading a mission statement shake-up. Find other like-minded folks who want to revitalize the organization’s mission and set about to taking a crack at defining one that’s less blah. Things won’t change unless someone takes on the mantle of leadership. Why shouldn’t that someone be you? 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!

You Can’t Lead if You’re Dead: 4 Keys to Living Well

April 23, 2014 /1 Comment/in Balanced Lifestyle, Leadership /by Mike Figliuolo

I’m 43 and I’ve skipped annual physicals for years because “I feel fine.” I’m not unhealthy, but I haven’t always made my physical well-being a top priority since leaving the Army for the private sector. For years, I justified the drive-thru burgers and lack of exercise by saying, “I’m too busy to eat right.” Or “there simply aren’t enough hours in the day to work out, too.” Then I had a heart attack. Now I have a couple of stents in my right coronary artery, and a new-found sense of responsibility. I have to take care of myself. This is not a game; this is life or death. 1. Put Yourself First The financial notion of “pay yourself first” dictates that you sock away retirement savings before spending on other things. The same principle applies to your health and well-being as a leader. Take a look at your calendar. Now schedule appointments with yourself to work out – and don’t break them. All it takes is 30 minutes of exercise plus a quick shower. Make it a routine. Hold the time as inviolable except in the case of an emergency. Then build the rest of your schedule around those dedicated times. Do the same for meals. Don’t fall prey to grabbing a burger or burrito as you rush between meetings. Carve out 30 minutes for breakfast and 30 minutes for lunch. Pack something healthy to eat at your desk if you’ve got a busy day. Bottom line – if you don’t carve out the time, change won’t magically happen. Self-care has got to become routine because the greatest benefits are derived only from consistency. 2. Review Your Metrics

Using Emotions to Craft a Memorable Speech

April 21, 2014 /3 Comments/in Communications, Entrepreneur, Guest Blogger, Leadership, Sales /by Mike Figliuolo

Today’s post is by Dr. Vikas Jhingran, author of EMOTE: Using Emotions to Make Your Message Memorable (CLICK HERE to get your copy). More than decade ago, my wife and I witnessed a stunning incident near the Pier 39 waterfront in San Francisco. On a balmy day, with sea lions and seals soaking sun all around the pier, we noticed a man sitting quietly in a corner with a leafy branch in his hand. When an unsuspecting tourist walked by, he would jump up and shout “Boo!” The reactions of the surprised tourists were incredibly funny and being enjoyed by a vociferous crowd. This went on for a while until the prankster tried his trick on a tall, strong man with muscles bulging everywhere. The prank worked to perfection and this giant got the jolt of his life, spilled half his popcorn on the floor, and looked remarkably funny for a few seconds. The laughs from the crowd were loud and exaggerated. This did not sit well with the huge man who went after the prankster. Seeing this hulk tower over the prankster, my wife and I were sure that the seals around the pier were going to get something different to eat that day. It took a lot of people and some time to calm our huge friend down but the prankster had learned his lesson and made his way out of there. It has been over ten years since that trip, but my wife and I still remember the story and have talked about it with our friends. It intrigues us that we remember this event after such a long time. The question is what makes this and a few other events more memorable? Years later I found the answer in the phenomenon called Emotional Memory Enhancement (EME).

What is your organization’s approach to metrics?

April 17, 2014 /1 Comment/in Poll /by Mike Figliuolo

Our reader poll today asks: What is your organization’s approach to metrics? – We measure everything and anything, but we lack focus: 28% – We measure a handful of key metrics to achieve some degree of focus: 48% – We measure one or two key metrics rigorously and in a focused way: 10% – We don’t measure anything rigorously — it’s all ad hoc or not measured: 14% The old adage “you can’t manage what you can’t measure” cuts both ways. It seems 60% of you have a good balance between rigorous management and focus. You’re achieving this by measuring the most important metrics and not worrying about the rest. For those who don’t measure at all, pick two to four key metrics and track them consistently. You might learn something from the results. For those of you in analysis paralysis, take a long, hard look at that plethora of metrics and ask yourself which ones really matter. Keep measuring those and ditch the rest. Spend your new-found free time managing the business instead of measuring it. 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!

Building Individual and Organizational Resilience

April 16, 2014 /1 Comment/in Balanced Lifestyle, Entrepreneur, Leadership /by Mike Figliuolo

Today’s post is by Maureen Metcalf – a thoughtLEADERS instructor and author of The Innovative Leadership Fieldbook. and the newly-released Innovative Leaders Guide to Transforming Organizations (CLICK HERE to get your copy). Here’s Maureen: In leadership terms, we define resilience as the ability to adapt in the face of multiple changes while continuing to persevere toward strategic goals. In the current environment where change is the norm and time to bounce back between stressors is minimal at best, we, as leaders, need to think about how we manage our personal resilience and also how we support our organization in adapting to the changes it is facing. We break resilience into four primary categories: 1. Maintain physical well-being 2. Manage thinking 3. Fulfill life purpose using emotional intelligence 4. Harness the power of human connection Each of these categories is interlinked with the others and has a domino effect. It’s hard to think clearly if you are physically exhausted and so on. Resilience is an essential element of leadership that becomes increasingly important during times of change when uncertainty can cause high-performing people to become distracted and uncertain.

Why Your Resident Loudmouth is a Big Asset

April 14, 2014 /8 Comments/in Communications, Guest Blogger, Leadership /by Mike Figliuolo

Today’s post is by Rod Miller, Head of New Program Development of Corporate Award Source. All groups have at least one so-called “loudmouth” among them; the person who can be counted on to ask questions, raise concerns and share their opinions on everything, every time. These people tend to get a bad rap, from both peers and leaders. Their comments often cause meetings to go on longer than planned, and they sometimes make others a bit squirmy with their frequent boat-rocking. But, are they actually detrimental to a workplace? On the contrary, I’d say that they are assets. Instead of trying to squelch your opinionated employees’ expression, you should harness their power and appreciate their potential influence on morale and productivity. A Forum for Expression In my experience, the group’s resident loudmouths tends to become even louder when they are not given a forum for expression. Companies that are run like monarchies are much more susceptible to mutiny than ones that seek and value everyone’s voices. Regularly scheduled open forums are a great place to start. Not only do open forums communicate that you want to hear your team’s voices, but they are an ideal way to brainstorm creative solutions to tough problems. Great ideas often come from unexpected sources, and good leaders know that.

How rigid is your organization’s decision-making hierarchy?

April 10, 2014 /2 Comments/in Leadership, Poll /by Mike Figliuolo

Our reader poll today asks: How rigid is your organization’s decision-making hierarchy? – Most power is consolidated at the top but some occurs at lower levels: 44% – Power is distributed evenly according to capability and responsibility: 30% – We have true command-and-control — all decisions come from the top: 24% – Our hierarchy is very flat and decision-making power is broadly distributed: 3% Consolidating decision-making power at the top cuts both ways. It can reduce risk for your organization by vesting that power with more senior and experienced people. It can also frustrate junior members of the team and slow down your decision-making process because everyone has to wait for a few people to make decisions. To achieve a better balance, evaluate decisions based on their size and risk. Push that decision-making authority as low in the organization as you can without increasing risk too much. You’ll be nimbler with less frustration and not as much risk as you might initially think. 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!

How Pope Francis Could Save Obama’s Approval Rating

April 9, 2014 /3 Comments/in Leadership /by Mike Figliuolo

The Pope and the President walk into a bar. The President says, “Forgive me, Father, for I have sinned. My approval rating is 41 percent.” To which the Pope says… Oh to be a fly on the Vatican wall at last week’s historic meeting between Pope Francis and President Obama. On their agenda was reportedly global economic inequality, but I wonder if President Obama shouldn’t have used the opportunity to get some leadership pearls of wisdom from His Holiness. Based on the Pope’s beliefs and leadership style, here’s how I think his guidance could help the President fix his troubled approval ratings — and the bigger issues lingering beneath. 1. Obamacare From a broken web site to broken promises to much higher premiums for millions of Americans, the Obamacare launch has no doubt damaged the President’s image. Pope Francis — who’s received accolades and criticism for washing the feet of prisoners among others — might offer President Obama guidance on walking the talk. I could imagine him saying this: “Require all government employees (including Senators and Congressmen) to enroll in the program. No loopholes or exceptions. “Setting a standard for you and your team that is different than the standard you set for those you serve sends the wrong message. It tells them you are in a separate class. They resent your privilege and the perception that you ask of them something you would not do yourself. Witness my refusal to live in the papal residence or drive a fancy car. The message those actions send tells Catholics around the world that I am no better than they are. I am their equal and they are mine. Go use the website you built and register for the very programs you mandated millions of people to sign up for.” 2. Russia […]

Collateral Value is the Key to Your Business’ Success

April 7, 2014 /0 Comments/in Business Toolkit, Entrepreneur, Guest Blogger, Sales /by Mike Figliuolo

Today’s post is by John Cameron, author of ROCK SOLID – How to Strengthen Your Company (CLICK HERE to get your copy). What is collateral value and more to the point, why is it important? It’s easier to understand this concept by contrasting it with direct value. Direct value is what your customers actually pay for. Collateral value is what happens around the transaction. When you get new tires on your vehicle you pay for the tires and the technician’s time to install them. That’s direct value. What you don’t directly pay for is the expert advice or the friendliness of the staff. You also don’t directly pay for the nicely laid out showroom with a good selection of tires on display. That’s an example of collateral value. It’s important to define the concept because the small business world is naturally competitive on the direct value front. There is always somebody, somewhere who does what you do. To compete and win business on direct value alone you have to provide more for less. That erodes your profits – unless you have a structural cost advantage over your competition. I know a real estate agent who has built a very profitable career. He makes everyone he meets feel important by giving them his full attention. It doesn’t matter where it’s at, a restaurant, a golf course or at a community meeting. That’s his collateral value. He rarely talks about real estate unless you bring it up, but when people need real estate advice they regularly go to him first. It works.