Over my 35 years of providing speaking coaching to business executives, I’ve taught an extremely simple process for dealing with challenging questions that I call the ABC approach. What’s great about my approach is that it helps you manage the pausing, panicking, and jumbled thoughts you experience in the face of a tough question. By implementing ABC, you will be able to deliver a strong, coherent answer with ease and impact.
So, how exactly does it work?
Alignment has two parts: First, you have to recognize what the questioner has said, and then you have to explain why you feel her perspective has merit. Begin with “I understand…” and briefly repeat her concern, letting her know you are hearing her.
Thirty years after leaving McKinsey, the prolific author returns to discuss tomorrow’s management challenges and the keys to organizational change and transformative leadership in any age. A McKinsey Quarterly article.
Here’s a cultural change checklist for leaders: a quick list of what is required if you want to guide your company culture to a high and sustainable level of customer-centricity and customer experience excellence.
Whether the strategic focus is to respond swiftly to customer needs or to achieve manufacturing excellence, organisational culture is an important enabler in achieving business success. There is little consensus, however, on what culture actually means. In our view, culture is what beliefs and values people share. It is the glue which holds people together and determines how they respond or behave. Culture serves as a source of competitive advantage because of this perspective.
There is a great amount of definitions and theories about effective leadership. Each leader chooses their unique formula of success, but still there are keys to authentic leadership that can't be ignored. Here are 10 important principles each leader ...
How do you take a presentation from good to great?
Preparation, confidence, and the ability to relax, Ken Robinson told Business Insider in an interview at this week’s World Business Forum in New York. Eight years ago, Robinson gave a TED Talk on how schools stifle creativity. It has since been watched more than 28 million times, making it the most popular TED Talk ever.
We asked Robinson to share his top secrets for giving a compelling speech. Here’s what he said.
To see who was right, we designed a study. Working with Dane Barnes of Optimize Hire, we gave hundreds of salespeople two validated tests of emotional intelligence that measured their abilities to perceive, understand, and regulate emotions. We also gave them a five-minute test of their cognitive ability, where they had to solve a few logic problems. Then, we tracked their sales revenue over several months. Cognitive ability was more than five times more powerful than emotional intelligence.
Professors Joseph Raffiee and Jie Feng at the University of Wisconsin-Madison found that “hybrid” entrepreneurs – people who maintain their regular gig and while launching their new ventures in stages – are a third less likely to fail than those who jump in sans safety net.
Additionally, they maintain that hybrid business owners who transition to full-time self-employment “have much higher rates of survival relative” to those who quit their job and then directly start a new company. There is always a factor of risk when launching a new venture, but the study purports that you don’t need to thrive on risk in order to be effective.
It can be easy to trust too quickly, especially when a leader is affable, has an impressive résumé, and tells you what you want to hear. In 30 years of surveying senior executives, social psychologist Roderick Kramer has found that 8 out of 10 report being burned at least once because they trusted too much or put their faith in the wrong person at some point in their careers.
It’s important for an organization to build trust among workers for several reasons, says Kramer. Employees who know they can trust their leaders are happy workers who believe in what they are doing. Creating this trust from within can also lead to public trust. “A lot of leaders talk about public trust, then they focus on the impression-management side of things,” says Kramer, “it’s much more important to establish genuine trust within your organization, which leads to trustworthy performance, which then builds over time into a public reputation of being trustworthy.”
The reality is that true culture change is hard and it requires sustained effort to have any chance of success.
Most efforts will fail and will not include work that covers the four insights about how cultures evolve. It’s typically due to broad-based action versus initial focus on a specific business priority, challenge, or goal in order to deliver results.
"Warren Buffett looks for three things in a person: Intelligence, energy, and integrity.These qualities are choices people make. People decide whether or not to be generous, they decide whether or not to take credit for things they didn’t do."
However a majority of employees don't realize the importance of these skills and most employers don't train for this. The question is why? In my book "the prosperous leader" I look at the research regarding soft skills training and how we can help our employees succeed in these important attributes.
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