Influence really is “the ability to cause a change in thought OR behavior through non-coercive and transparent means where the influencees voluntarily want the changes even without monetary compensation.”
...My definition of influence is: the ability to cause a change in thought OR behavior under the following four conditions:
No carrot – means that do not involve monetary compensationNo stick – means that are non-coerciveNo annoyance – means that are voluntaryNo tricks – means that are completely transparent
Courageous leadership. You hear that term a lot these days. It is a call to commit and act; to make hard choices and take risks; and to do what’s unpopular and right. Language can be a funny thing though.
Business management magazine, blogs, case studies, articles, books, and webinars from Harvard Business Review, addressing today's topics and challenges in business management.
Amy Melendez's insight:
From the article: "The first hundred years of management education focused on building strategies and tools that formalized execution and efficiency for existing businesses. Now, we have the first set of tools for searching for new business models as we launch start-up ventures. It also happens to have arrived just in time to help existing companies deal with the forces of continual disruption. In the 21st century those forces will make people in every kind of organization—start-ups, small businesses, corporations, and government—feel the pressure of rapid change. The lean start-up approach will help them meet it head-on, innovate rapidly, and transform business as we know it."
Some of the response to yesterday's post (and just about every time I talk about 'picking yourself') is predictable, sad and frustrated/frustrating. I'd have a lot easier time if I was in the business of telling people how to get...
Amy Melendez's insight:
From the article: "The problem isn't that it's impossible to pick yourself. The problem is that it's frightening to pick yourself. It's far easier to put your future into someone else's hands than it is to slog your way forward, owning the results as you go."
"Why FIRST: Communication and the Golden Circle: Why, How, What? Inspire where others do not. Profit is JUST a result NOT a reason for existing."
Simon's examples include Apple (why so innovative?), Martin Luther King (lead major change, Civil Rights movement), and the Wright brothers (controlled powered manned flight that others did not achieve, tho' were working on.)
"The goal is to do business with people who believe what YOU believe." ~ Simon Sinek
Apple: NOT, What we do, great computers. Want to buy one?
RATHER: Everything we do, we believe in challenging the status quo, we believe thinking differently. The way we challenge the status quo is making products that are beautifully designed, simple to use & user friendly. We happen to make computers. Want to buy one?
Counterpoint Tivo, which (until a recent court victory that tripled its stock price) appeared to be struggling.
http://www.ted.com Simon Sinek presents a simple but powerful model for how leaders inspire action, starting with a golden circle and the question "Why?"
More about Deb's world is here: Planning & Strategy Retreats
Presentation Videos - Change Results Deb's mothership: The REVELN website
With 5-year-old twin boys in the house, things get pretty interesting. Their constant interaction reminds me of my childhood growing up with a brother 18 months older than I. For the first 14 years, we fought five times a day, every day.
Host: Al Gonzalez Whether you are the head of a household or a Fortune 500 company, Leading Beyond the Status Quo helps you to improve the quality of your leadership with proven strategies and insight from seasoned leadership expert Al Gonzalez.
History provides us with many examples of leadership. Whether you talk about Churchill, Steve Jobs or Abraham Lincoln, one thing they have in common is the ability and wisdom to adapt to the circumstances while still keeping their eye on the goal. History is also filled with rigid and inflexible types who might not bend, but almost invariably break. However, history doesn’t always tell the full story. This article will show three unlikely people who demonstrated the theory of flexibility in leadership.
From the article: "Individuals who aren't convinced they know all the answers tend to look harder for them. Executives who appreciate that there are others in the world who are better, smarter, sharper than they are may be, as leaders, more appreciative and better able to draw in the complementary talents they need."