Navigating Imposter Syndrome: Meditations for Young Chief Executives

/0 Comments/in , , , , , /by

woman in suit thinking

Here are 5 top tips to conquer imposter syndrome and lead with confidence as a young entrepreneur.

Today’s guest post is by Sofie Roux, Founder — BloomBox Design Labs

When I started college at a school I had dreamed of attending since I was six, I was awestruck. This feeling was rapidly followed by the thought, “How will I ever measure up to this amazing place?”

I threw myself into my classes and work and clubs, but I often wondered if I was doing anything right. I soon learned that almost every college student experiences some form of imposter syndrome, “the persistent inability to believe that one’s success is deserved.” I want to tell you what I learned about imposter syndrome this year — and especially how it can deeply affect young leaders.

After an amazing freshman year, I decided not to return for the fall quarter, but instead to focus my energy on leading my newly formed public benefit company to bring solar-powered, off-grid science, technology, and design labs to schools around the world, to help close disparities in access to high-quality education. This was extremely daunting, but the decision to go was largely guided by the values of fearless innovation and the pursuit of truth and beauty I had observed at college.

Now, I work full-time on my startup, BloomBox Design Labs. Being a young female founder can come with next-level imposter syndrome. Though I am far from an expert, and I can’t comment on running a big company, here’s what I’ve learned in the very early stages of my enterprise.

In moments of doubt, I have found inspiration from innovators that I admire, and from my current favorite dog-eared book, “Meditations” by the stoic Marcus Aurelius. Before I dispense this bit of advice, I’ll just say, if you have imposter syndrome right now, good! It means you are ambitious, sensitive, and ready to grow — a powerful combination for any young CEO.

1. Start with why: “To what use then, am I now putting my soul?”

Think of a problem that you are passionate about and then start forming your strategy. Even the most complex or seemingly impossible challenges can be deconstructed, and pursued one determined step at a time. It can be a tough journey, but if your idea reflects the passion of your soul, the journey itself will be a source of fascination and fun.

Make every decision in service of this idea, and keep that mission at the core of your work. Putting soul into the company is a powerful antidote for all forms of doubt.

2. Always keep learning: “The directing mind adapts itself.”

Being a CEO or innovator of any kind is like constantly being a student in subjects that matter, so soak up every bit of information you can. As a young CEO, you should know that you will never have all the answers, and that is the way it should be.

The journey of the company is to solve problems that may never have been solved. Remember to listen more than you talk. Have the humility to ask questions and learn — the best ideas and breakthroughs can come from the most unexpected sources.

Seek out and welcome diverse opinions, and lean into your weaknesses by practicing. Leaders that show some vulnerability create cultures of learning, exchange of ideas, and growth. The problems and people that challenge you to rethink and adapt will make your whole company stronger. Ask for help, be real, and keep learning.

3. Surround yourself with people who share your values: “Do not let the special quality of anything pass you by.”

The founding idea of your company is second only to a shared purpose with your team. These values will keep your organization in flight, even in the roughest weather of a startup.

Build your team from people who care about your company’s values and mission as much as you do. They will show up for you and your work when you feel that all hope is lost, as you will for them. When disagreements break out, the shared sense of purpose will transform them into creative discourse, and will keep you together and on track.

Those kinds of people are to be treasured. Keep them close.

4. Failure is a signpost: “All that exists will soon change.”

When you are in school — or on any track that has been run millions of times before — there are clear guideposts for success. You go to the next grade, go to college, and get a promotion. These established pathways are so important, but, by definition, when you are truly innovating, you embark on a journey without a guide or even a trail. When you do what has never been done before, the only indicator that you are making any progress at all is the next failure.

Thomas Edison wrote: “I have not failed. I’ve just found 10,000 ways that won’t work.” Be resilient.

5. You are on your own path: “Make the best move you can.”

At the end of the day, what matters is that you live every day with integrity, and that you do the very best you can. If, on a hard day, all you can achieve is treating people with respect and kindness, and making decisions based on your values, that is enough.

Young people and outsiders may wonder how they can make a difference in a world of established order, tradition, and precedent, but the truth is young people are so well-positioned to see and feel the opportunities that challenge the status quo — those that change the world. Keep going.

I write this on a Friday night, as the clock approaches midnight. I am sitting at the kitchen table, with my running checklist more incomplete than I had planned for, and Marcus Aurelius staring disappointedly at me from the cover of “Meditations” on my desk. Imposter syndrome is still present! I have so much left to learn about being a good leader. All I can do is return to step one and go from there — with faith in our company’s ideals, and unwavering belief that we will make it.

sofie headshotSofie Roux is a sophomore at Stanford studying architecture and engineering, and is the Founder and CEO of BloomBox Design Labs which designs and builds innovative educational spaces for girls in Malawi.

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!

This Hidden Enemy is Making Your Job Harder than Necessary

/0 Comments/in , , , , /by

woman with laptop

We can be victims of our own thoughts holding us back. False equivalencies limit our beliefs and can turn our greatest strengths into barriers and limitations.

Today’s post is by Elizabeth B. Crook, author of Live Large: The Achiever’s Guide to What’s Next (CLICK HERE to get your copy).

As a business leader, you know the challenges of managing cash flow, dealing with personal issues or handling a customer who is dissatisfied – all problems we sign up for as leaders. Yet in my work as a business strategist for twenty-five years, there is an issue more common and potentially disabling to leaders than any of the above – limiting beliefs.

Back in the 50s Walt Kelly, creator of the comic strip character Pogo, expressed it best, “We have met the enemy and he is us.”

 One way limiting beliefs show up in our lives is in the form of false equivalencies. False equivalencies are defined by the belief that doing something or not doing something will make us “good” or “bad.”

Here are three common ones – you might recognize in yourself – I know I did!

Abandoning a project/goal/position = being a quitter

Tolerating unacceptable conditions = being patient

Taking time off/resting = being lazy

False equivalencies can keep us trapped in situations, limiting our options.

Mark, a CEO of a rapidly growing manufacturing company, came to me for some “next step” work when his company was going through a growing phase. He had a loyal team who had been with him since the company’s formative years, yet he was resisting trimming out the staffers who weren’t able to grow with the company and adding more experienced management to his team.

Puzzled at first, I recalled Mark’s telling me about the early years. “We had an investor, who was wise and eager for us to succeed. During his lifetime he supported us and mentored me to become the leader I am today. Not only that,” Mark continued, “but my father also gave me lots of runway to learn and grow. Even when I messed up, he cheered me on. Their loyalty and belief in me changed my life.”

Because of Mark’s positive experience with loyalty, he had an unwavering belief that if you cared about people, you stick with them, mentoring and training them into being the executives they needed to be.

Read more

How to Deal with Brilliant Jerks

/1 Comment/in , , , , /by

two laptop users

Brilliant jerks are great to have around because they’re brilliant but they’re equally painful to have because they’re jerks. As a leader, the way you treat these brilliant jerks tells your organization a lot about what you value… and what you don’t.

Today’s post is by Chris Laping, author of People Before Things: Change Isn’t an End-User Problem (CLICK HERE to get your copy).

“We don’t devote enough scientific research to finding a cure for jerks.” —Bill Waterson

I came across a meme this week that really got my attention. Admittedly, I usually ignore stuff like this, but I opened up LinkedIn and there it was—staring me in the face and practically begging me to read it. Perhaps you’ve seen it, too. It’s a photo of Reed Hastings, CEO of Netflix, with the quote, “Do not tolerate brilliant jerks. The cost is too high.”

Before I go much further, I don’t personally know Reed nor have I ever worked at Netflix. You see, this is the reason I don’t usually care about memes—it’s hard to confirm they’re true. As I researched the quote on Google, I realized there was quite a negative stir in the marketplace regarding Reed’s term. The truth is, I don’t care. And I don’t care if I’m late to the party on this conversation. I love the phrase, and I think it’s 100% true.

It was 2006, and I was new to consulting. The company I worked for attracted a high-tech startup as a client. My role as a Principal was to manage delivery, keep our customer happy, and provide leadership to the project team. The client’s chief executive, TJ, was my point-of-contact, and I was to collaborate with him on an important initiative. Talk about a brilliant jerk!

From the day we walked into his office, he treated us like trash. He never once made eye contact. Frequently, when any of us asked him a question, he would flip his hand in the air while saying, “I don’t see why that’s important. This is what I think is important…” To make matters worse, he made a clicking noise between sentences that was meant to be audible punctuation. As it related to the clicking, he once told me, “People can’t keep up with me so I help them understand when I am shifting to another idea.” Apparently we were all dipsticks and lucky to have someone as sensitive as him worrying about whether we were keeping up!

Read more

Setting High Goals & Crafting Visions that Resonate for Entrepreneurs

/0 Comments/in , , , , , /by

climbing mountain

Explore setting high goals, crafting visions, and leadership for entrepreneurial empowerment through collaboration and networking to leave a lasting legacy.

Today’s guest post is by Craig Goodliffe, Founder & CEO — Cyberbacker

The path to success demands more than mere goal setting — it beckons the creation of visionary aspirations that ignite the flames of passion and purpose. Entrepreneurs are the architects of their destinies, charting courses that not only lead to success but also leave indelible marks on industries and communities.

In this transformative journey, the ability to set high goals and craft visions that resonate becomes the compass that guides the way.

The importance of continuously setting high goals

Within the dynamic world of entrepreneurship, the quest for greatness is an ever-evolving journey, anchored in the fundamental and consistent pursuit of high goals. These aren’t ordinary objectives; they are audacious aspirations that stretch the limits of what’s considered achievable.

Elevating your aspirations is the cornerstone of setting high goals. It compels entrepreneurs to reach beyond their comfort zones, challenging the status quo and daring to dream beyond the horizon. High goals create an environment where mediocrity is simply not an option, pushing individuals and organizations to strive for greatness.

Furthermore, these ambitious objectives fuel the fires of passion and purpose. Setting high goals infuses every action with meaning, transforming the ordinary into the extraordinary. It’s this fervor that propels entrepreneurs forward, driving them to overcome obstacles and achieve remarkable outcomes.

Moreover, embracing a growth mindset is a hallmark of those who continuously pursue high goals, one rooted in the unwavering belief in one’s capacity for learning and development. Entrepreneurs who adopt it view challenges as opportunities and setbacks as stepping stones toward their vision. They understand that in aiming higher, they also ascend in wisdom and capability.

Crafting visions that resonate

At its core, vision creation is an art form that combines elements of creativity, foresight, and strategic thinking. It entails painting a vivid and inspiring picture of the future that not only showcases the destination, but also infuses the journey with purpose and passion.

Moreover, a resonant vision is not conceived in isolation. It finds its roots in core values, aligning closely with the deeply held beliefs that drive entrepreneurs. When vision and values are in perfect harmony, they create an authentic resonance that resonates with stakeholders — be it employees, customers, or partners.

Furthermore, crafting a vision that truly resonates demands not only clarity, but also unwavering conviction. Entrepreneurs must possess the ability to communicate their vision in a way that inspires others to wholeheartedly embrace it. A compelling vision should be crystal clear, offering a guiding light even in the face of uncertainty.

Navigating the realistic-ambitious spectrum

While visionary goals should be audacious and profoundly inspiring, they must also maintain a connection to practicality. Entrepreneurs should assess the feasibility of their goals, taking into account the available resources and potential obstacles. In essence, it’s about dreaming big while also ensuring that at least one foot remains firmly grounded.

To bring these lofty aspirations into reality, entrepreneurs must break them down into tangible milestones and measurable objectives. These checkpoints along the journey provide clarity and direction, making the path toward the ultimate goal more manageable. Milestones not only serve as markers of progress but also allow for course corrections if circumstances demand it.

Embracing the inherent risks of pursuing visionary goals is also part of this journey. Entrepreneurs should be prepared to accept calculated risks and acknowledge that setbacks may occur, as it is through these challenges that resilience is forged. When confronted with obstacles, entrepreneurs must pivot, adapt, and persevere, unwavering in their commitment to realizing their vision.

Building a culture of vision: Inspiring teams and partners

Central to building a culture of vision is the role of leadership in driving vision implementation. Entrepreneurs must set the standard for the entire organization by exemplifying unwavering dedication to the crafted vision.

Consistent commitment from the leadership serves as a beacon, inspiring teams and partners to wholeheartedly embrace and embody the vision. True leadership isn’t merely about charting the course — it’s about living and breathing the vision, becoming a living manifestation of its ideals.

Furthermore, the ability of visionary entrepreneurs to communicate their vision effectively is paramount. Entrepreneurs should master the art of storytelling, employing narratives that establish a personal connection, rendering the vision not only relatable but also profoundly compelling.

To truly cultivate a culture of vision, entrepreneurs must infuse it into the very fabric of their organizations. This entails creating an environment in which every team member feels a deep alignment with the vision and is empowered to actively contribute to its realization. In such a culture, innovation is not just encouraged but expected, and every challenge is seen as an opportunity for growth and progress.

Collaboration and networking: Expanding your vision’s reach

The canvas of collaboration extends far beyond the confines of your organization. It includes the realm of partnerships and alliances with like-minded individuals and entities.

Entrepreneurs should proactively seek out partnerships aligned with their vision, recognizing that these alliances can provide the essential resources, expertise, and expansive reach necessary to magnify their impact. Strategic partnerships have the potential to catalyze growth, fuel innovation, and unlock new vistas of opportunity.

Networking is another potent tool for entrepreneurs who aim to broaden the reach of their vision by connecting with kindred spirits who share similar values and aspirations. These connections create fertile ground for knowledge exchange, mutual support, and the possibility of collaborative ventures. In a network of visionary thinkers, synergies naturally emerge, propelling collective progress and amplifying the reach of individual visions.

The entrepreneurial journey toward greatness is marked by the interplay of high goals, resonant visions, a careful balancing act between realism and ambition, the cultivation of a vision-driven culture, and the power of collaboration through networking. It signifies unwavering dedication, boundless creativity, and the courage to dream beyond the ordinary.

These principles stand as pillars guiding your path to success, shaping destinies, redefining industries, and positively impacting communities. As you embark on your own entrepreneurial journey, may these principles illuminate your way, leaving a legacy that resonates for generations to come.

craig headshotCraig Goodliffe is an entrepreneur, job creator, and CEO/Founder of Cyberbacker, the leading provider of world-class administrative support and virtual assistant services from anywhere in the world to anyone in the world. Goodliffe is an expert on business development and shares his insight as a MAPS coach who helps clients earn seven-figure incomes.

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!

Failures Are Experiments, Not Failures

/0 Comments/in , , , , /by

fail tiles

There’s a difference between experiencing failure and being a failure. Some of the greatest lessons come from failing – but only if you’re willing to learn them.

Today’s post is by Shawn Hunter, author of Small Acts of Leadership (CLICK HERE to get your copy).

On March 2, 1962, Wilt “the Stilt” Chamberlain had the highest scoring NBA basketball game of all time. He scored 100 points in that game, a feat likely never to be repeated. Chamberlain was the number two highest average scoring player in history, behind Michael Jordan. He would have easily been number one, had it not been for his free throws.

Wilt Chamberlain was terrible at free throws. Terrible. He was so bad that the coach wouldn’t play him at the end of a close game, since the opposing team only needed to foul him, and send him to the free throw line, where he would surely miss.

Meanwhile, Chamberlain’s teammate on the Golden State Warriors, Rick Barry, was the most accurate free throw shooter in the league. By the time he retired, Barry was the most accurate free-throw shooter in NBA history, averaging 90.0 percent of his free-throw attempts. In his final season, Barry hit over 94% of his free throws. Rick Barry shot all of his free throws underhanded. That’s right, Barry shot “granny style.”

You might think since both Chamberlain and Barry were on the same team, Chamberlain would learn a thing or two about shooting free throws. Well, sort of. For a short period, Barry convinced, and taught, Chamberlain to shoot underhanded also. He improved his free throws remarkably. But it didn’t stick. Chamberlain said he couldn’t do it. He said he felt “like a sissy” shooting underhanded.

What other people think of us – or what we think other people think of us – means so much that we would often rather fall back on old habits, or abandon new thinking and new ideas, in favor of simply fitting in.

Read more

Why Making Great Decisions Matters Now More than Ever

/0 Comments/in , , , , , , /by

yellow door

How can leaders consistently make great decisions, particularly during times of considerable change and uncertainty?

Today’s guest post is by Jack P. Flaherty, author of The Decision Switch: 7 Principles of Successful Decision-Making (CLICK HERE to get your copy).

We are experiencing one of the greatest revolutions the business world has ever seen and unlike any other we have experienced in our lifetimes.

Are we ready for this?

In 1965, Gordon Moore saw it coming. He posited that the computing power of microchips would double every two years. A prediction he confirmed a decade later, concluding it would likely continue. “Moore’s Law” has since been used to describe the ever-increasing speed of technological innovation. But Mr. Moore and his Law could not have predicted the impact the latest technological developments, such as automation and artificial intelligence (AI), would have on virtually every industry and aspect of business.

Let’s take a moment and define some important terms. Automation is our ability to use software scripts to perform what were historically human tasks in a fraction of the time, reducing the need for manual labor and ostensibly increasing efficiency. Artificial Intelligence (AI) is our ability to use new technology platforms for processing data, recognizing patterns, and making decisions, all while constantly learning and improving their effectiveness, very much like humans.

What jobs and industries will be impacted by automation, if not displaced? What about AI and the ripple effect it already has had on creativity and informed decision-making? How will automation and AI continue to drive the current wave of digital disruption, and will we even need accountants or fast-food restaurant order-takers, after they become ubiquitous and widely adopted? Conversely, what jobs and industries will be created as a result? Who will be the winners and the losers?

Now, more than ever before, it is essential for today’s leaders and their organizations to adopt a decisive and agile mindset; one which can monitor the horizon, identify opportunities and threats, and make the types of productive decisions required to achieve their objectives and goals. I assure you that those who are decisive and agile, able to quickly pivot and pursue new opportunities will come out on top.

So, how do we do this and do it consistently?

First, we have to realize that decision-making is a process, not an event. It is the ability to assess and identify when you are being prompted by a change of any kind. The current big change is a technological change of the first magnitude. But the truth is, change of one kind or another is happening all the time in organizations. Those changes may create less urgency than what the current wave of digital disruption is creating, but they need to be successfully managed, nonetheless.

Over the past two decades, I have worked with and in top organizations. It was clear to me that some were far better at making decisions than others. Several years ago, I began to develop a decision-making framework that I call ‘The Decision Switch’, based on proven principles I have myself adopted. I have used it extensively and taught it to my teams with remarkable results. Seeing a growing need, created by an increasingly complex and less forgiving business climate, I sought to address a critical development need for leaders and authored my new book, The Decision Switch: 7 Principles of Successful Decision-Making.

The framework for The Decision Switch:

  1. Triage First: Increase your productivity by assessing and prioritizing before taking action
  2. Follow Your North Star: Defining a clear objective serves to align all subsequent decisions
  3. Collaborate with Others: The power of numbers helps to achieve your goals
  4. Recognize Cognitive Bias: Eliminating mental blinders creates more productive outcomes
  5. Establish a Champion: Visionary leaders are able to provide credibility and influence others
  6. Manage Fallout: Integrity and legacy start with awareness, empathy, and: helping others
  7. Practice Self-Reflection: An acute sense of self-awareness empowers personal growth

A framework built on the validated premise, decision-making is a process and not an event. While not necessary to follow it in the exact order, all the steps are important in whatever order they are taken. Following it will keep leaders from making knee-jerk or uninformed decisions and ultimately, mistakes. It will help identify potential risks and impediments and enable you to establish a clear path forward. Allowing you to move forward confidently, knowing you have asked the right questions and made the most optimal choice available.

While digital disruption is creating tremendous opportunities for those able to catch and ride the wave of change, it is sure to wreak havoc on those paralyzed by fear and anxiety, due to a lack of understanding and heightened uncertainty about the future of their business or career.

The decisions that will be made around these new and quickly evolving technologies and yet-to-be-developed innovations, will need to be continually assessed to determine whether you or your organization is ready for what’s next, and how to proceed with confidence in your choices and actions.

At the end of the day, it’s a simple equation: Better Decisions = Better Outcomes. It’s completely possible and that’s good for everyone involved.

I wish you all the best.

the decision switch bookConsultant and speaker, Jack Flaherty, is the author of The Decision Switch: 7 Principles of Successful Decision-Making.

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!

Best Practices for Building a World Class Strategic Growth Plan  

/0 Comments/in , , , , , , /by

 

man using tablet

Learn ten best practices for creating a strategic growth plan for your organization.

Today’s guest post is by Mike Fata, author of Grow: 12 Unconventional Lessons for Becoming an Unstoppable Entrepreneur (CLICK HERE to get your copy).

A strategic growth plan is a crucial component of a company’s long-term success. It serves as a roadmap, guiding a business towards its goals by outlining objectives, strategies, and tactics. A well-constructed strategic growth plan enables businesses to navigate through market shifts, adapt to new trends, and capitalize on emerging opportunities.

This article will discuss the best practices for writing an effective business strategic growth plan, focusing on ten key points that will ensure your organization is set up for success.

Define your vision and mission

The first step in creating a strategic growth plan is to clearly define your company’s vision and mission. The vision statement should describe your long-term aspirations, while the mission statement should communicate the purpose of your business. These two elements will serve as the foundation for all subsequent decisions and actions.

Set SMART goals

Establish specific, measurable, achievable, relevant, and time-bound (SMART) goals to ensure your growth plan is realistic and effective. SMART goals are more likely to be reached and can be easily tracked and evaluated. Prioritize your goals based on their impact on the business and their alignment with your vision and mission.

Conduct a SWOT analysis

A SWOT analysis is an essential tool for identifying your company’s strengths, weaknesses, opportunities, and threats. By examining these factors, you can better understand your competitive landscape and capitalize on your strengths, while addressing your weaknesses. This will enable you to uncover new growth opportunities and create strategies to mitigate potential risks.

Identify your target market and segmentation

Knowing your target market is crucial to creating a tailored growth strategy. Identify the specific customer segments you want to focus on and analyze their needs, preferences, and pain points. This will allow you to develop products, services, and marketing strategies that resonate with your target audience, ultimately driving growth.

Analyze your competition

Understanding your competition is essential to maintaining a competitive edge. Assess their strengths, weaknesses, market positioning, and target audience. This information will allow you to identify gaps in the market, opportunities for differentiation, and potential threats that you need to address.

Develop a unique value proposition

A unique value proposition (UVP) is a clear and concise statement that communicates the benefits of your products or services, setting you apart from your competitors. Your UVP should address your target audience’s needs and preferences and showcase your company’s competitive advantages. Developing a strong UVP is critical to attracting and retaining customers, ultimately driving growth.

Create a marketing and sales strategy

Your marketing and sales strategy should outline the tactics you will employ to attract and convert customers, focusing on channels and messages that resonate with your target audience. Consider a mix of online and offline channels, such as social media, email marketing, content marketing, and events, to reach a wider audience. Align your sales and marketing efforts to ensure a seamless customer experience, and set performance metrics to track your progress.

Establish a financial plan

A robust financial plan is a cornerstone of a successful growth strategy. Outline your expected revenue streams, expenses, and investment requirements, and create financial projections for the next 3-5 years. This will enable you to identify potential financial risks and ensure your growth strategy is financially viable.

Implement an operational plan

Your operational plan should outline the processes, systems, and resources required to execute your growth strategy. This includes hiring and training new employees, implementing new technologies, and streamlining processes to improve efficiency. Regularly review and adjust your operational plan to ensure it remains aligned with your strategic objectives.

Monitor progress and make adjustments

Finally, it’s essential to continuously monitor your progress against your SMART goals and KPIs, adapting your strategies and tactics as needed. A properly scheduled cadence of formal review meetings (weekly, monthly and quarterly), along with standardized meeting agendas and reporting structure, will set you up for success.

mike fata book

Mike Fata is the Chief Executive Officer of Fata & Associates and the author of Grow: 12 Unconventional Lessons for Becoming an Unstoppable Entrepreneur. He is the co-Founder of Manitoba Harvest Hemp Foods and hosts the Founder to Mentor podcast. As a 9-figure entrepreneur, certified holistic health coach, and growth coach, he motivates and inspires people to discover their authentic business passions and live their best life every day.

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!

Sisters, Service, and Sales

/0 Comments/in , , , , , , , /by

customer

Customer service that is focused on customer relationships will impact your ability to make sales and to improve your business.

Today’s post is by Kate Edwards, author of Hello! And Every Little Thing That Matters (CLICK HERE to get your copy).

There is a scene in the Tina Fey/Amy Pohler film “Sisters” that is hilarious. The scene takes place in the dressing room of a trendy shop where the eponymous sisters go shopping for dresses for a party they are hosting that night. They go to a boutique and try on a number of party dresses, but they are clearly clueless. Each dress the sisters put on is completely unflattering as they wear the dresses in all sorts of inappropriate ways.

The shop clerk watches them in deadpan horror and her face expresses what we are all thinking: each dress is worse than the next. The clerk, however, doesn’t help them put the dresses on correctly or offer them sizes that fit; rather, she says “that looks amaaaazing” in a completely flat tone. This character is the epitome of the lackluster clerk who clearly has been told to compliment the customers. No. Matter. What.

Service that is inauthentic, unhelpful or pushy is the stuff of horrible Yelp reviews and comedic movie scenes. But service doesn’t have to be like that. Businesses that take time to connect authentically to their customers will build a client for life. And businesses that ignore service in the sales moment are doing themselves great harm as sales are based on a human connection. Here are some easy ways to connect with your customers that will make the sisters of your business – service and sales – shine.

Establish Customer Quotas, Not Sales Quotas

Too many businesses focus on the number of sales rather than the number of customers. You must remember that customers make sales. Ask your salespeople to create relationships with every type of customer – not just the ones they already know.

Read more

3 Pitfalls to Avoid When Developing Your Team

/0 Comments/in , , , /by

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 as issues come up?

Once you recognize these tendencies in yourself, you can be more thoughtful about how and where you spend your time with your team members. This means you’ll get better results from that time with them in a more efficient use of that time.

Want to learn more about developing your team? How about taking an entire course on it? Check out the video below to learn more about the course and get started. Or you can go directly to the course and start learning how to assess and improve your strategic plans. The entire course is available at LinkedIn Learning. Enjoy!

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!

Question Everything Always

/0 Comments/in , , , , /by

pile of question marks

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?”

Read more

Developing Your Team Members

/0 Comments/in , , , /by

fist bumps

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.

Read more

Understanding Opportunity Cost

/0 Comments/in , , , , , /by

 

time and money

Understanding the concept of opportunity cost will help you prioritize your team’s most important tasks. Learn to say no to low-value work.

Do you know what your team’s time is worth? Lack of focus consumes time. That’s the one resource you can never get back. When you look at activities in terms of their time cost, it becomes easier to say no to distractions.

Don’t just ask, “What task am I going to do next?” Instead, ask, “What task am I not going to do so I can work on the new request?” When requests come in to your team, assess what other work isn’t going to get done by the team if you take on the new request. If you can explain the tradeoff to the person who’s asking you to do the work, they’re probably going to be more open to you saying no and deprioritizing that new task if it’s not as important as other work you should be working on.

I work with one attorney at a large corporation who has a team of lawyers. People come to his team all the time and ask for legal work to be done even if his team shouldn’t be doing that work. He always says yes even though it’s not necessarily something an attorney has to look at. He was complaining one day about how much work was on his team’s plate. I asked him, “Hey, would you pay an outside attorney 400 dollars an hour to work on that new project that just came in?” His eyes got big and he said, “Absolutely not.” That’s when the lightbulb went off for him. He realized by taking on that project, it meant his team wasn’t working on higher priority work. He was sending that high-priority work to outside counsel and paying 400 dollars an hour. The thing is, taking on the low-value work was essentially costing him that 400 dollars. That’s when he started saying no to those distractions so his team could focus on the most important work.

When you understand these tradeoffs in terms of time cost, it’s easier to say no to low-priority or low-value work. This is going to make the work your team does the highest priority work that’s on their plate.

Want to learn more about strategic focus for managers? How about taking an entire course on it? Check out the video below to learn more about the course and get started. Or you can go directly to the course and start learning how to assess and improve your critical thinking. The entire course is available at LinkedIn Learning. Enjoy!

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!

Our Course Offerings

Leadership Skills

Creating Your Leadership Maxims
Leading Inside the Box
Leading With Influence
Leading Through Change
Structured Problem Solving
Deliberate Decision Making
High Performing Teams
Simplified Strategic Planning
Strategic Business Planning
Coaching for Impact: Foundations
Coaching for Impact: Applications
Building Leadership Resilience
Engagement Management
Project Management Reality

Communication Skills

Communications: Foundations
Communications: Applications
Principles of Chart Design
Strategic Client Engagement
Storytelling for Leaders
Storytelling for Salespeople
Compelling Executive Presence
Advanced Facilitation Skills

Individual Skills

Conflict Resolution
Everything is Negotiable
thoughtLEADERSHIP: Innovation
Building Personal Resilience
Time Management Mastery

Coaching & Consulting