Leaders need to constantly develop themselves as human beings. There is so much external change for them to adapt to that the need to be intentional about personal development is essential. The best leaders I know are staying current and agile through change by developing themselves.
A checklist of “to dos” is fine, but it isn’t enough anymore. Your ability to respond to change and sustain your leadership over time requires you to persistently “become” a better leader through improving the behaviors that allow you to lead at your best.
So what you really need is a list of “to becomes.” Consider the aspects of your leadership you need to ramp up to become the best you can be. For the record, I’m not advocating that you change who you are. I’m suggesting that you keep yourself whole and genuine while changing your behavior to become more effective.
Your behavior affects those around you. (read more…)
Networking is the preferred job-searching method, as about 80% of positions are never advertised. The best way to access the hidden or unadvertised job market is having an internal champion and being on hiring authorities’ radar before an opening is posted.
Unlike other techniques, networking purposefully generates consistent results: qualified new job leads plus continuous access to future opportunities. Making contacts randomly or pursuing convenient connections produces fewer, less effective referrals. Today, it is not just what you know or even who you know, but who with hiring authority knows, likes and remembers (to recommend you for appropriate opportunities.)
Not all contacts are equally valuable. Not every interaction is immediately rewarding. Increasing the value of each networking interaction for both parties improves campaign efficiency and effectiveness. Focusing networking efforts where you have shared goals increases results. With the right positioning, if you can clearly and compellingly communicate your solution to specific needs, it is more likely that networking conversations will be productive. (read more…)
This post is an excerpt from “Unlimited Sales Success: 12 Simple Steps for Selling More Than You Ever Thought Possible,” by Brian Tracy and Michael Tracy (AMACOM Books, 2014). For more on the book, visit AMACOM Books, and follow Brian Tracy on Facebook and Twitter.
Perhaps the biggest single obstacle to your contacting and talking to all the prospects you need to fill your sales pipeline is the fear of rejection — also known as call reluctance. This is the fear of hearing the word “no” when you call on people. It is the fear of disapproval, dissatisfaction, rudeness, or negativity from other people.
When we were children, our favorite word was “yes.” Can we have some candy? Yes. Can we go out to play? Yes. Can I have a toy? Yes. Can I stay up later? Yes. We loved the word “yes.”
Simultaneously, we learned to hate the word “no.” It always stood for denial or deprivation of some kind. (read more…)
A Department of Labor report on the glass ceiling noted that “what’s important [in organizations] is comfort, chemistry, and collaboration.”
Chris Argyris, business theorist and professor, says there’s a universal human tendency to organize our lives around remaining in control and winning.
Might these hidden needs be the reason most companies have failed at incorporating diversity as a normal business practice despite all the research that demonstrates its positive impacts on the bottom line?
- 49% of Fortune 1000 companies have one or no women in their C-suite
- People of color comprise 36% of the workforce but hold only 4.5% of Fortune 500 CEO positions
- 46% of people surveyed by Workplace Options believe that diversity makes a company better
Diverse voices and opinions introduce discomfort. Practicing inclusion challenges who is in control. Making diversity a business-as-usual practice requires moving beyond a culture based solely on numbers and economics to creating a workplace where both the bottom line and inclusion are equally valued, measured and rewarded. (read more…)
For those who don’t know the story of Sal Khan and the Khan Academy, a look at the back story and growth rate of the online education portal can be startling. What began as a one-on-one tutoring sessions between Khan and his cousin in 2004 has grown into a platform that touches 200 countries, includes 150,000 educators and welcomes 10 million unique users every month.
Khan’s made a dynamic presentation at CME Group’s annual Global Financial Leadership Conference this week and shared his keen insights on the current and future landscape for education:
On the rising costs of higher education in the U.S.: Khan said an education system where costs grow 5% faster than inflation is not sustainable, adding that the return on investment current students are getting is not good. “The ecosystem is right for alternatives.” Khan says the de-coupling of knowledge and credentials might help solve structural unemployment. (read more…)