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Trevor Jones

About Trevor Jones

This author has not written his bio yet.
But we are proud to say that Trevor Jones contributed 251 entries already.

Entries by Trevor Jones

How to Identify Squeaky Wheels on Your Team

December 21, 2022 /0 Comments/in Business Toolkit, Leadership, Project Management, Strategy /by Trevor Jones

When you have a squeaky wheel on your team, your biggest challenge as a leader is going to be pulling back on the investment you’re making in them. One type of high-cost producer you might deal with is a squeaky wheel. They’re in the upper left corner of the Leadership Matrix because they deliver great results, but they take up a lot of your time and energy. Squeaky wheels are very effective at getting their work done. They just consume a lot of a leader’s time in the process of completing their work. Many times they’re consuming this energy because of their own lack of confidence. They come to their leader frequently with questions they can answer for themselves. They go to the leader for decisions that they’re capable of making on their own. They drive great results, but they demand a lot of leadership capital because of their constant interruptions or because they’re outsourcing decisions to their leader. Here are some easy ways to spot a squeaky wheel. First, they have strong skills and they produce great results, but they can seem to lack confidence. A lot of times they’re asking for help too frequently. They may come to you for permission on a decision that they can make. They may make decisions and ask for your affirmation of the choice they made. They frequently drop by or send you emails or requests for immediate help. They seek out a lot of time with you in terms of meetings or other interactions. I had one squeaky wheel on my team who I loved to work with. He was high-energy and drove awesome results. He was also in my office all the time. He was always popping by and saying, “Hey, boss man, I have a question for you.” And I’d let him in and I’d talk to him because he was seeking my advice and guidance, which […]

The Human Dimension – The Forgotten Element of Performance Measurement (PM)

December 19, 2022 /0 Comments/in Books, Business Toolkit, Guest Blogger, Innovation, Leadership, Project Management, Strategy /by Trevor Jones

The Leadership Driven Method to Performance Management can help senior leaders in the public and not-for-profit sectors make informed decisions and meet their strategic goals.  Today’s post is by Bryan Shane and Patricia Lafferty, authors of THE LEADERSHIP-DRIVEN METHOD TO PERFORMANCE MEASUREMENT: The How-To Book on Improving Performance Measurement In The Public And Not-For-Profit Sectors (CLICK HERE to get your copy). While many articles and approaches focus on the science of Performance Measurement, meaning the step-by-step methodology, and the business processes required to analyze, interpret, report, and the quality of performance measures, this article will focus on the human side or the art of performance measurement. What are the requirements for employees to fully participate and effectively use the PM System? The first requirement is to understand the context of performance measurement. In other words what is a Business Plan and why is it important to performance measurement. Well, the answer is easy. The Business Plan provides the strategic direction of the organization in terms of its vision, mission, and objectives. It also provides a framework for decision making so that all decisions support the achievement of the strategic direction of the organization. But, in order to be effective each employee needs to know where they fit and how they contribute to the organization in terms of their function and daily work. Also, the Business Plan provides the standards against which the performance is measured. Without understanding the purpose and their fit within the business plan, the staff member has no context to understand the need or benefits of PM. So, what is PM? The next requirement is to understand performance measurement. The most frequent misunderstanding is that it is performance appraisal. It is Not. Many people confuse performance appraisal at the individual level with performance measurement at the organizational level. […]

What is your organization’s biggest source of competitive advantage?

December 15, 2022 /0 Comments/in Business Toolkit, Career, Leadership, Poll /by Trevor Jones

Our reader poll today asks: What is your organization’s biggest source of competitive advantage? Our people — we have the best team out there 49.54% Our product/service — no other products/services come close 21.97% Our prices — you can’t beat our deals 5.61% Our placement — we own the market we’re in 6.54% Our promotion — we’re amazing marketers and salespeople 0.46% Something else 7.47% We don’t have a competitive advantage 8.41% People are our edge. Half of you reported that your people are what give you your competitive advantage in the market. So ask yourself – if that’s the case, are you doing everything you can to develop and retain them? Do they have the tools and resources to get their work done to compete effectively or are there processes and gaps in your organization that make things harder for them? Are your compensation decisions focused on keeping them happy or do you focus more on “hitting your numbers” even if it comes at the expense of your team members’ happiness and satisfaction? The mantra of “people are our most important asset” gets trotted out frequently. Spend some time asking yourself if you’re living up to that belief. If not, make the required changes or face losing your competitive advantage to an organization that backs this saying with actions. – 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 Grow Your Team’s Rising Stars

December 14, 2022 /0 Comments/in Business Toolkit, Leadership, Project Management, Strategy /by Trevor Jones

  To grow your team’s rising stars, make sure you step back, give them room to grow, and reward their performance accordingly.  Your rising stars are in that upper right quadrant of the leadership matrix. You don’t put in a lot of time and energy, but you get great results out of them. The issue with rising stars is they want to advance and they can get bored along the way if they don’t have opportunities to grow. Growing rising stars means promoting them internally. Keep them in your organization, even if it means losing them as a member of your team to go work for another team in your company. Give your rising stars increasing levels of responsibility. Provide them visibility opportunities across the organization and be sure to reward their outstanding performance accordingly. I was managing a rising star a while back and it was very clear that he was going to do great work. From day one I gave him full responsibility for the profit and loss of his organization. I got him publicity across the entire organization for some great work he did on an internal audit. I also made sure he got the highest rating possible at the end of the year and a raise and a bonus to go along with it. I wanted to keep him in the organization really badly and I made sure that he knew how valuable he was. Some of the benefits of effectively leading a rising star include getting credit for retaining those people in your organization and building your reputation as someone who develops their people. You have an easier time attracting other rising stars to your team to develop them because people know you’re going to give them the room to grow. And, your rising stars who leave your team can become valuable connections […]

Creativity Does Not Make Innovation Happen. Execution and Leadership Does.

December 12, 2022 /0 Comments/in Books, Business Toolkit, Guest Blogger, Innovation, Leadership, Strategy /by Trevor Jones

  When it comes to innovation, focus is way more important than creativity. Today’s post is by Alex Goryachev, author of FEARLESS INNOVATION: Going Beyond The Buzzword To Continuously Drive Growth, Improve The Bottom Line, And Enact Change (CLICK HERE to get your copy). I often hear that innovation is primarily about ideas and creativity. With over 20 years of speaking with top innovators around the globe, I am biased to disagree. I believe that when it comes down to it, innovation is about leadership, communication and execution. Without strong, informed leadership, there is no strategy, and without strategy, there is no innovation. And communication and execution is what separates ideas from results. To be truly innovative, it’s not enough to proclaim weak platitudes like “Be creative,” “Spark your imagination,” or “Think Bold”—let’s not confuse corporate propaganda with actual strategy. To keep their organization innovative, leaders across levels and functions must hold themselves responsible for clearly defined pathways, actions, and measurable outcomes. Remember, innovation doesn’t happen naturally—so an environment for innovation must be incentivized and supported. As I write in Fearless Innovation, when helping others shape their innovation strategy, I often think about the work of Abraham Maslow. If you’re not familiar with Maslow, he was a  brilliant twentieth-century American psychologist, best known for developing the concept of Maslow’s hierarchy of needs, typically depicted as a pyramid consisting of five levels that address our material and immaterial human needs. At the bottom level, we have our most basic physiological needs, such as food, shelter, and clothing. The next level up is safety, covering aspects like personal safety and financial security. Level three is that of friendship, family, and a sense of connection, known as the love and belonging level. The fourth level is esteem, including self-esteem, status, and the feeling of accomplishment. […]

Which type of team member do you find to be the most challenging to lead?

December 8, 2022 /0 Comments/in Business Toolkit, Career, Leadership, Poll /by Trevor Jones

Our reader poll today asks: Which type of team member do you find to be the most challenging to lead? Someone with the skill but not the will to do the work 82.83% Someone with the will but not the skill to do the work 17.17% Motivating is harder than training. The vast majority of respondents (83%) are more challenged by a team member who can do the work but simply chooses not to versus the person who wants to but doesn’t have the ability. The key to getting these skilled but unmotivated associates to perform is engaging them. Have the honest conversation about how their performance is not meeting expectations, especially since you believe they’re fully capable of doing the work. Then ask why this is happening. Are their obstacles to doing the work? Do they not have the resources or authority they need? Are their interpersonal conflicts that are causing difficulty? Is something happening outside of work that’s distracting them? Are they not excited or challenged by the work? Do they feel unappreciated or not appropriately compensated? Instead of guessing why they’re not performing, go right to the source. Create a candid environment where they can share and you can really listen. Once you understand the barriers or factors that cause the lack of motivation, you can take the appropriate action. – 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!

Identify Rising Stars on Your Team

December 7, 2022 /0 Comments/in Business Toolkit, Leadership, Project Management, Strategy /by Trevor Jones

Rising stars are quick to understand their roles, they deliver outstanding results, and they require very little guidance. Your team members who are in the upper right quadrant of the leadership matrix are your exemplars. One type of exemplar is your rising star. Rising stars are your future leaders. They’re eventually going to be taking over your role. These people require very little leadership capital investment, and they deliver great results. They’re typically quick to understand their roles, they deliver outstanding results, and they require very little guidance or assistance from you as they do their work. They actively seek out new growth opportunities. There are some pretty easy ways to spot a rising star. First, they make a strong early impression. You put them in the role and they’re on their way. They’re dedicated, they have a strong sense of pride of ownership in their work. They quickly master their role and deliver high-quality results. They’re always seeking out new ways to improve their role, as well as pursuing growth opportunities to improve themselves. They volunteer and help out other people, and a lot of times people from other organizations are going to try and recruit these people away from your team. I was very fortunate to have a rising star on my team at one point. I brought him in to run one of my business units. One of the first things he did was say, “Mike, give me a couple of weeks. I’m going to come back to you with the strategic plan.” Two weeks later, he came back with a very buttoned-up strategic plan that laid out the next three years, the major initiatives he was going to pursue, and the resource allocation for how he was going to get it done. He then went on to build very strong relationships with every member of his team, as well as the external business […]

Watch Out for Silver Bullets!

December 5, 2022 /0 Comments/in Books, Business Toolkit, Guest Blogger, Innovation, Leadership, Strategy /by Trevor Jones

Jim Everhart explains why every marketing program needs strategic messaging. Today’s post is by Jim Everhart, author of BRAND VISION: The Clear Line Of Sight Aligning Business Strategy and Marketing Tactics (CLICK HERE to get your copy). If you and your company are involved at all in marketing (and who isn’t?), you’re constantly being bombarded by sales reps, each claiming their marketing tactics or services are the silver bullets that will put you over the edge, into viral heaven. Everything from search ads to email to analytics programs to social media influencers are being promoted as the next big thing. In all fairness, many of these tactics play important roles in effective marketing campaigns. They wouldn’t exist if they didn’t. The problem is with the tactics-first approach they seem to be advocating. Let me explain. Too many companies begin marketing campaigns these days by diving right into tactical execution. Like choosing between Facebook and Twitter. Search marketing or email. They’re casting the TV spot, worried about the media buy. Arguing over product placement. Unleashing PR people, web developers, search marketing experts, email specialists and front-end designers on the world to do their own thing. They churn out tons of material. Take up gigabits of storage space. Burn through a lot of cash. But those tactics-first approaches almost always fail. Oh sure, maybe they get some likes. Or some heart emojis. But sales and leads? Not so much. So while Marshall McLuhan proclaimed decades ago that the medium is the message, I’m guessing he didn’t mean that the medium should create the message. And maybe what he meant was that you should choose the medium based on the message you want to deliver. Not the other way around. The way all too many marketers do – picking a medium and letting that […]

3 Pitfalls to Avoid When Developing Your Team

November 30, 2022 /0 Comments/in Business Toolkit, Entrepreneur, Leadership, Strategy /by Trevor Jones

Avoid these three common pitfalls when developing your team members. Some common pitfalls I see leaders fall into revolve around not taking a personalized approach to developing their team members. This includes spreading your time and energy equally across all your team members. I call this the peanut butter approach. Leaders give everyone exactly the same amount of time and energy. They do this because it feels fair to everyone. What’s wrong with this approach is, not everyone needs the same amount of your time. It’s not fair to people who need less of your time. It can feel like micromanagement. It’s also not fair to people who need more of your time. They’re getting slighted on how much attention they’re getting. Another mistake I see leaders make is using a reactive approach and dealing with issues as they arise. Leaders give people attention whenever they ask, in the order they ask for it. This happens because the approach requires little thought. What’s wrong with this approach is it fails to prioritize the leader’s time and allocate that time and energy to the most important issues. It also encourages team members to constantly take up the leader’s time rather than solving issues on their own. The final pitfall I often see is leaders taking the path of least resistance, where they only deal with people who are performing well. They spend more time with people who are easiest or the most fun to work with. They avoid team members who give them trouble. Leaders do this because this approach is easy—it avoids conflict. The problem with this approach includes not resolving big issues. You’re dedicating time to low-return efforts. Excessive time with high performers doesn’t contribute a great deal to improving results. To see if you’re demonstrating these behaviors, ask yourself the following questions. Are you spreading your time equally across all team members? Are you only working with high performers? Are you reacting to people […]

Question Everything Always

November 28, 2022 /0 Comments/in Communications, Entrepreneur, Guest Blogger, Innovation, Leadership /by Trevor Jones

There are no stupid questions. There are only stupid people who don’t ask questions. Today’s post is by Gary Douglas, the founder of Access Consciousness®. People have always told me that the way I do business is different. I may indeed have a slightly different point of view about most things in life – and I’ll change my point of view on a dime. I question everything all the time. Innovation occurs when you are willing to be in the question and to ask a question always. Whatever conclusions we come to become the limitation of what we can actually achieve and receive. Don’t assume: “We’ve got this part of the business right,” which is what Kodak did. They assumed: “We’ve got it right. There will always be film.” They didn’t get innovative. They knew about digital and electronic imaging. Did Kodak look at that and ask: “Which is the direction we need to go? What do we need to create here?” Or did they go to the conclusion that they would always have the answer? Once you decide that you have the answer, nothing that doesn’t match your conclusion can come into your awareness. You’ve got to be willing to see what kind of awareness you could have if you were willing to question. The purpose of a question is to gain awareness. With increased awareness, different possibilities become available to you. When you become aware of the possibilities, you can make choices. Choice creates. With each choice, you can look at: “If I choose this, what will this create?”

What do you do when you find your passion for your work waning?

November 24, 2022 /0 Comments/in Business Toolkit, Career, Leadership, Poll /by Trevor Jones

Our reader poll today asks: What do you do when you find your passion for your work waning? I find new ways to reengage with the work to make it exciting again 35.98% I take a break from it because I’m probably burned out 30.58% I look for a new type of work that will excite me once again 16.54% I’ve never had a passion for my work 7.55% I’ve never lost my passion for the work I do 9.35% A fresh set of eyes. When you lose interest and passion for your work, many of you (67%) try to look at it with a fresh set of eyes to reignite that passion. That can be in the form of taking a break because you might be burned out (31%) or coming at the work from a different perspective and finding something new and exciting about it (36%). This can be in the form of new developmental challenges, figuring out ways to improve your results, or appreciating a different aspect of the work itself. A significant number of you (17%) look for new work that will excite you. For leaders reading these results, think about how these approaches apply to your team members. Sometimes you need to force them to take a break. Others, you’ll have to help them see their work from a different angle to reenergize them. And for that 17% looking somewhere else, consider role changes they can make within your organization and facilitate those changes because if you don’t change their situation, they’ll take their talents elsewhere. – 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 […]

Developing Your Team Members

November 23, 2022 /0 Comments/in Business Toolkit, Entrepreneur, Leadership, Strategy /by Trevor Jones

It’s never a great idea to work in a silo. You have make sure you’re working with a strong team.  Learn how you can strengthen your team and your leadership. Today’s post is by Mike Figliuolo, Managing Director of thoughtLEADERS. Personalizing Your Leadership Approach Do you feel like you’re investing a ton of time in your people and not getting the results you expect? Do you have team members who are performing well, but you just can’t get them to improve? Are some of your team members disengaged and you worry about them leaving your organization?  I’ve dealt with all of these situations, and I’ve taught countless leaders how to overcome these challenges. As a result, I developed a framework called the Leadership Matrix to help deal with these issues. I’ve also written a book that explains this matrix in depth.  Here, I’ll cover how to assess how you’re spending your time and energy. How to reward and inspire your high performers. How to get results out of team members who aren’t contributing. How to train and motivate your low performers. And how to reclaim your time from team members who tend to waste it. By using this approach, you can generate better results by being more efficient in how you lead your team members.

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