Tag Archives: business

Maintaining a Leadership EDGE in Turbulent Times

By Jill J. Johnson 

Jill Johnson

Why is it that some people seem to weather any business storm or crisis without appearing to break into a sweat? How is it that they always seem able to recover from a stumble and move on to even greater success? Are they immune to failure because they have won the Success Lottery? No. Those who achieve success during turbulent times do so because they have an EDGE to their approach to leadership: They understand the value of external information. They establish a framework for their decision-making. They develop goals to provide a focus on accountability. They also take advantage of outside experts to provide them with additional insight. 

External Information is Essential

Leaders who have an EDGE in achieving success no matter the situation understand the value of using external information. They know it is vital to understanding what is going on with the target markets they serve, especially when they are in a distressed situation. These leaders continually reassess their assumptions about their circumstances and they look for deeper insights to help them understand the complexity of the distressing situation.

EDGE leaders focus their time and energy on asking the hard questions that help them go deeper into understanding the alternatives available for resolving their situation. They do not hide in their office with the door closed when they are working through a challenging situation. They get out of their day-to-day bubble and look outward to gain new ideas.

EDGE leaders leverage abundant external information to provide them with insights to use for reviewing their own situation. This external information is often the catalyst for a new beginning. They adapt and take advantage of evolving circumstances and emerging opportunities to provide a foundation for even greater future success.

Leaders who have an EDGE use outside advisors to augment their understanding of their options and to serve as an objective sounding board. Click To Tweet

Decisions Use a Framework of Critical Criteria

Leaders who have an EDGE always develop a solid framework for making critical decisions. They understand that this framework will help them manage their emotions as they deal with the anxiety and pressure brought on by a business crisis. A solid decision framework provides the focus on the criteria that they will use to evaluate their options. They also use their decision framework to consider the implications of each choice available to them.

Leaders with an EDGE use the questions they asked during the information gathering phase to ensure they consider a wide range of alternative solutions. Yet they drive their decision-making by using their decision criteria to help them establish a framework for their priorities. They are attentive to the nuances each option provides. They prioritize the value of each element of their decision criteria. They use their decision framework to determine what they need to do to reclaim their success as they sort through their various decision options. Knowing the boundaries for their decision-making gives them a more objective sense of how to evaluate their options. It moves them to a more detached and impartial view as they go through their evaluation process.

These leaders do not avoid making decisions. They use decision criteria to control their emotions and stay focused on the most critical decisions that need to be made. They consider the consequences of implementing each option and are laser-focused on the elements that matter the most to resolving the critical issues.

Goals Focus on Daily Accountability

Leaders who have an EDGE set high goals for themselves. When circumstances collide to put up barriers to their achievements, they reassess their goals and then create new ones. Their goals stretch their leadership capability and provide them with clarity for their on-going learning to expand their excellence. They establish metrics to measure their goal achievement. They use data and information to measure their performance.

Everything they do is focused on moving through the tough time to seek out options for resolving the situation. Yet these leaders take it further by pushing themselves to achieve even more. They view a difficult time as something that tests their abilities. They embrace the challenge this provides and they trust themselves to succeed by using thoughtful processes. They know they have the tenacity and focus to reach their goals each day and throughout their careers.

EDGE leaders view their role as one in which they need all hands-on deck to solve the problem.  They share accountability with other members of their team which helps to deepen team bonds while creating stretch challenges for them too. The best EDGE leaders hold their teams accountable but they never abandon their team or the challenge. They work collaboratively to resolve it.

Experts Provide Additional Insight

Leaders who have an EDGE use outside advisors to augment their understanding of their options and to serve as an objective sounding board. The best advisors are the ones that challenge the leader’s thinking and help move them beyond the status quo. Seasoned advisors have seen challenging situations like this countless times. These leaders take advantage of outside expertise to gain deeper insight and move more quickly to understand and implement their available options.

Outside advisors may bring forward alternatives that had previously been dismissed because they were not fully understood or how to tweak them for effective implementation. Once the array of options is on the table, working with outside advisors helps EDGE leaders assess the real benefits of each alternative while supporting them as they deal with the overload and pressure of a distressing situation. These leaders don’t feel so alone or isolated from deeper insights. Outside experts also provide a buffer so they can maintain their leadership authority in front of their employees.

Final Thoughts

Using the leadership EDGE to achieve success in turbulent times is not easy. It requires discipline, laser focus and daily effort. Those who continue to achieve success even after surviving a crisis recognize that they have to change and adjust to the evolving situation. When they do, they create opportunities to develop a real strategy for enduring success. When you thoughtfully look at your own circumstances, you can develop your own leadership EDGE to evaluate your situation and chart a course for ongoing success.

Jill J. Johnson is the President and Founder of Johnson Consulting Services, a highly accomplished speaker, an award-winning management consultant, and author of the bestselling book Compounding Your Confidence. Jill helps her clients make critical business decisions and develop market-based strategic plans for turnarounds or growth. Her consulting work has impacted more than 4 billion dollars worth of decisions. She has a proven track record of dealing with complex business issues and getting results. For more information on Jill J. Johnson, please visit www.jcs-usa.com.

Make Kindness the Cornerstone of Your Business

By Dana Morgan-Barnes

Dana Morgan-Barnes: being kind

Business is no longer a “dog eat dog” proposition. Instead, we are seeing how being kind, even in our business dealings, can make you “Top Dog.”

Ok, animal metaphors aside, why is being kind so good for business? It’s a known fact that we like to do business with people we know, like and trust. Kindness is a huge piece of that puzzle. 

When you look at your business, who is responsible for being kind? Customer Service? Of course! The receptionist or office admin? Sure. Do you manufacture widgets, sell a product or a service; are you a brick and mortar or an online presence; employ two or 2,000…kindness is everyone’s job. 

When you are the CEO or the business owner, your example will lead your employees in the right direction. Kindness does not mean having to be best friends with each and every employee. It means a “hello”, a smile and if you can, remembering their names. Be sure your employees know how to be kind to your clients. Often times, being kind is perceived as a waste of time. There are parameters and training will help them know what is expected and reasonable.

Many years ago Penny worked in the Accounts Receivable Department of a small manufacturing company. They had plenty of receivables but very little information on the companies. Name, address and phone number and sometimes the name of their accounts payable. As Penny started contacting each company, she wrote notes. Basic information at first: who was she speaking to, were they stressed or pleasant. As time passed, Penny knew their spouses and children’s names, vacation spots, illnesses and celebrations.

Imagine how you would feel if you received a call from “collections” and the first question is: how’s your son’s baseball season going? Or, did you pass that big test in your evening class? Getting to know your clients will help both of you build trust. 

This habit served Penny well when she stepped into outside sells. Being able to build rapport and be sincerely interested in her clients brought countless referrals and opened many doors. What would happen to your sells if you just asked a few more questions about the person before offering your product?

Who is responsible for being kind? Customer Service? Of course! Click To Tweet

Kindness can be translated into friendly, honest, reliable, solutions and service.

Be friendly: Being friendly builds rapport

You build rapport when you develop mutual trust, friendship and affinity with someone. Building rapport can be beneficial to your business when done with sincerity You establish good interpersonal relationships and this can open many doors for you. Being friendly goes beyond the obligatory smile and “how are you?” This may take a little time, but will pay off in having a loyal customer. Be friendly to your employees. Ask them questions, remember their names. It’s been said that an appreciated person will do more than expected. As the CEO or business owner, you lead by example.

Be honest: You want to be that person your clients know they can trust.

People would rather hear “I don’t know, let me find out for you”, than something made up. Offer what you can deliver, when you can deliver it. Never paint a “rosy” picture just to get the business. Charge a fair price. A client will find out soon enough if you over charged them. Advise your employees when a sale is coming, so they can pass that information along to the customers. Ensure that customer may wait until the sale to buy and they will spread the word about your good customer service.

Be reliable: You can become your client’s best vendor just by following through.

Always return emails and voice mails. Communicating with your client should be your priority. When a promised ship/delivery date cannot be fulfilled, reach out to the client to give them an update. You being proactive can turn around a disappointed client. Give your client ample notice of sales or office closures for holidays. Once a client knows they can count on you, they will return. Under-promise and over-deliver. This is what referrals are made of.

Be a Problem Solver: Customer confidence is built every time you solve their problem.

Make sure these solutions are in your customer’s best interest. An honest answer, even if it sends your customer elsewhere, can save a business relationship. Give your customers options. Often our client’s think they know what they want, but are unaware of what else may be available. When your client comes to you with an idea and is not sure what they need to fulfill it, show them how your company will go the extra mile to help them.

Be of service: Service shows you care

Go a step beyond what your client is expecting. Providing service is about the customer, it is not about you. When a customer has an issue and needs you to find a solution, do not let them down. Do your best to find a workable solution for them. This may mean bringing someone else from your company to help out. The majority of clients will tell others about receiving great customer service. Make sure they are talking about you! A loyal customer feels valued. Service equals value.

Dana Morgan-Barnes is a speaker, trainer, author, and coach. As the owner of Dana Inspires, she spends her career adding value to others. Her new book You Have the Power of Kindness is a collection of kindness stories aimed to inspire and help you discover how to be kind. For more information, please visit: coachdanainspires.com.

The 5 Myths of Business Strategy

By Rich Horwath

Rich Horwatch

Consider some of the most popular myths: Lightning never strikes the same place twice—it does. There is no gravity in space—there is, just less. Humans only use 10 percent of their brains—actually, a lot more—yes, even men. Pigeons blow up if fed uncooked rice—they don’t.

Which myths or half-truths have permeated your organization and what effect have they had on your business? Running a business on myths, flawed business principles, and baseless assumptions creates needless confusion and a lack of strategic direction.

A study of 10,000 senior executives showed that the most important leadership behavior critical to company success is strategic thinking at 97 percent. As a good strategy is at the core of any organization’s success, it’s important to understand the strategy myths that may be holding back your team from reaching greater levels of success.

Arm your team with the strategy myth busters and your business will soar higher. Click To Tweet

Strategy Myth 1: Strategy comes from somebody else.

“We get our strategy from the brand team/upper management.” This is a common refrain when managers in other functional areas are asked who develops a strategy. It’s also wrong. The strategy that you execute should be your own strategy. Why? Because each group’s resources are going to be different. For instance, the sales team has different resources—time, talent, and budget—than the marketing team or the IT team or the HR team. How they allocate those resources determines their real-world strategy. It’s important to understand the company, product and other functional group strategies to ensure that your strategies are in alignment. However, their strategies are not a replacement for your strategies.

Myth Buster: Identify the corporate strategies, product strategies, functional group strategies and your strategies and seek alignment.

Strategy Myth 2: Strategy is a once-a-year process.

In a recent webinar presented to more than 300 CEOs entitled, “Is Your Organization Strategic?,” the question was posed: “How often do you and your team meet to update your strategies?” The percentage of CEOs that meet with their teams to assess and calibrate strategies more frequently than four times a year is only 16.9 percent, with nearly 50 percent saying once-a-year or “we don’t meet at all to discuss strategy.”

A study of more than 200 large companies showed that the number one driver of revenue growth is the reallocation of resources throughout the year from underperforming areas to areas with greater potential. Strategy is the primary vehicle for making these vital resource reallocation decisions, but as the survey showed, most leaders aren’t putting themselves or their teams in a position to succeed. If strategy in your organization is an annual event, you will not achieve sustained success.

Myth Buster: Conduct a monthly strategy tune-up where groups at all levels meet for 1-2 hours to review and calibrate their strategies.

Strategy Myth 3: Execution of strategy is more important than the strategy itself.

A landmark twenty-five years study of 750 bankruptcies showed that the number one cause of bankruptcy was flawed strategy, not poor execution. You can have the most skilled driver and highest performance Ferrari in the world (great execution) but if you’re driving that Ferrari on a road headed over a cliff (poor strategic direction)—you’re finished.

A sure sign of a needlessly myopic view is that everything is an “either or,” rather than allowing for “and.” Strategy and execution are both important, but make no mistake that all great businesses begin with an insightful strategy. 

Myth Buster: Take time to create differentiated strategy built on insights that lead to unique customer value and then shape an execution plan that includes roles, responsibilities, communication vehicles, time frames and metrics.

Strategy Myth 4: Strategy is about being better than the competition.

Your products and services are not better than your competitors. Why? Because “better” is subjective. Is blueberry pie better than banana cream pie? It depends who you ask. “Is our product better than the competitor’s product?” is the wrong question. The real question is, “How is our product different than the competitor’s product in ways that customers value?”

Attempting to be better than the competition leads to a race of “best practices,” which results in competitive convergence. Doing the same things in the same ways as competitors, only trying to do them a little faster or better, blurs the line of value between your company and competitors. Remember that competitive advantage is defined as “providing superior value to customers”—it’s not “beating the competition by being better.”

Myth Buster: Identify your differentiated value to specific customer groups by writing out your value proposition in one sentence.

Strategy Myth 5: Strategy is the same as mission, vision, or goals.

Since strategy is an abstract concept, it is often interchanged with the terms vision, mission and goals. How many times have you seen or heard a strategy that is “to be no. 1,” “to be the market leader,” or “to become the premier provider of…?” Mission is your current purpose and vision is your future purpose, or aspirational end game. Goals are what you are trying to achieve and strategy is how you will allocate resources to achieve your goals.

Misusing business terms on a regular basis is like a physicist randomly interchanging element’s chemical structures from the Periodic Table. You can say that the chemical structure of hydrogen is the chemical structure for gold, but that doesn’t mean it’s correct. Starting with an inexact statement of strategy will derail all of the other aspects of your planning and turn your business into the equivalent of the grammar school volcano science project with red-dyed vinegar and too much baking soda.

Myth Buster: Clearly distinguish your goals, strategies, mission and vision from one another.

If left unchecked, strategy myths can cause you and your business to fail. A ten years study of 103 companies showed that the number one cause of business failure is bad strategy. Arm your team with the strategy myth busters and your business will soar.

Rich Horwath is a New York Times bestselling author on strategy, including his most recent book, StrategyMan vs. The Anti-Strategy Squad: Using Strategic Thinking to Defeat Bad Strategy and Save Your Plan. As CEO of the Strategic Thinking Institute, he has helped more than 100,000 managers develop their strategy skills through live workshops and virtual training programs. Rich is a strategy facilitator, keynote speaker, and creator of more than 200 resources on strategic thinking. To sign up for the free monthly newsletter Strategic Thinker, visit: www.StrategySkills.com.

Engaging the Power of Your Informal Networks

By Michele Wierzgac, MSEd

Michele Wierzgac-informal network

Networking is recognized as a major influence on one’s ability to achieve great success. The most successful people in the world possess the capability to influence and shape the opinions of others. However, there is a greater emphasis on the type of network one participates in.

Much has been written about successful executives and leaders and how they participate in formal networks, but very little is known about the substantial amount of time they spend within their informal networks.

What is known is that the impact is vast. It is imprudent for you to underestimate the power of informal networks by saying they are merely “nice-to-have.” These types of networks are increasingly having a major impact on organizational effectiveness.

More importantly, these types of networks provide major business advantages for the participants and thus are known to advance many careers.

Defining the Networks

The main difference between informal and formal networks is the effort of the individuals to create and maintain them. The formal network often has an organizational culture attached to it, such as a formal philosophy, mission, structure, leadership, membership, eligibility, and funding. 

These networks are easily identifiable—board of directors, economic clubs, affinity groups set up by corporations, executive talent pools, online discussion groups, management groups, professional conferences, and associations.

Informal networks are based on the objective of achieving a reciprocal exchange of information and favors—no rules—share advice freely, expand the network at will, inspire each other, achieve personal goals, and help each other obtain business and career advantages.  The “old boys network” is based on the informal network system, hence the phrase, “it’s a man’s world.”  Again, the emphasis is on a one-to-one networking effort, as opposed to an organizational system that characterizes the formal network.

People have always had the need to build and maintain a network that involves trust and respect for others. Click To Tweet

Informal Networks Are Hidden

The informal network may be a group of industry colleagues with a common interest or a shared philosophy getting together for a casual gathering away from the office.  Other networks may be created through people you meet while traveling, attending church functions, or simply completing errands.

The most effective informal network contains high-functioning people who are extremely skilled, knowledgeable, powerful, and who have strong personal networks. Research indicates that extroverts are the element that drives a successful network. People who are friendly, courteous, tolerant of differences, and respectful of cultures and different perspectives achieve the most success. The informal network without the hierarchy and bureaucracy encourages the most interaction and achieves the most positive results.

On the other hand, there are many skills one must possess before being invited to an informal network. The most important skill to acquire is not to treat everyone like a mass market, a machine, or a cold call. The success of this most prized network depends on respecting the commonality among one another and to help each other achieve their goals.

Reflecting On Your Informal Networks

Here are strategies for polishing your informal networking skills. What do you need to work on?

  • Do not treat your informal network like a mass market, machine, or cold call.  Be a genuine networker.
  • Do you have a great attitude? Are you positive?  Do you see the big picture?  The successful networker has a strong belief in themselves and in what they are pursuing.
  • Who makes up the network? What are their needs, company, and interests? Leaders listen to the needs of the network.
  • Who makes up your network? How can you connect your network with this network? Triumphant leaders are strategic—always thinking ahead.
  • Do not be a name-dropper unless you have permission. Be an honest networker.
  • How much have you given to your network?  Successful people have the ability to give back. Share information and opportunities with one another.
  • Does your informal network share the same philosophy about career, business, friendship, or family? Identify key people you can relate to otherwise move to another network.
  • Do you know your goals, strengths, and career direction backward and forwards? Educate the network on exactly what you do and what you are looking for—people cannot read your mind.
  • What is your personal brand? Are you unique? How will people remember you? Remember that generic brands encourage generic attention.  Write a 30-word brand statement of how you want to be described. A personal brand statement is a method of controlling what others are saying about you.
  • Are you believable and credible? Leaders are passionate about who they are and what they do.
  • What are your gifts? Leaders share their talents within the network without reciprocity.
  • Write and call on a regular basis each person within the network and exchange information. Successful leaders are organized.
  • Are you brave enough to ask questions? Leaders do not have all the answers—ask for directions, opinions, and ways to get around obstacles.
  • Develop the ability to ask the right questions—do not ask a lot of questions.
  • Do you have the ability to self-correct? Leaders ask for honest feedback and take criticism from those they respect as an opportunity to improve.
  • Communicate, communicate, communicate; be proactive in initiating conversation—do not give the perception of being in a clique or an exclusive group; be sure to mix and mingle.
  • Training in and respect for etiquette, protocol, and cultural awareness is mandatory—poor manners and ignorance immediately damage your personal brand and reputation.
  • Do you write handwritten notes? Thank you notes remain a critical ingredient for maintaining a genuine reputation.

Networking has always been an essential social skill founded on the interdependence of people. We all rely on the support and cooperation of others to achieve our goals. Informal networking involves bonding, sharing expertise, and investing time and effort into others.

People have always had the need to build and maintain a network that involves trust and respect for others; the informal network connects people who perhaps otherwise would not have met.

Informal networks are hidden and filled with rich resources to drive you to your next destination.

Michele Wierzgac is a leadership expert, keynote speaker, and author of the forthcoming book, Ass-Kicking Women: How They Leverage Their Informal Networks For Success. With her high energy presentations, Michele conveys sound leadership solutions and promotes audience engagement and on-your-feet participation. Michele is also a certified Business Enterprise through the LGBT Chamber of Commerce. She promises her audience that they will leave her solution-driven keynotes and workshops with at least one passionate, life-transforming leadership tool. For more information on bringing in Michele Wierzgac for your next event, please visit https://micheleandco.com .

What if Your Office HVAC System was SMART?

By Mike Bivins

Mike Heat-smart system

“Self-Monitoring Analysis and Reporting Technology,” better known as SMART Technology, monitors and analyzes computerized equipment and lets you know when a problem arises. SMART Technology now exists in Heating, Ventilation, and Air Conditioning (HVAC) systems and it’s emerging as an extremely efficient way of saving energy (and money) for business owners.

Consider the case of a 2,500-square-foot commercial business in rural Florida built in the 1980s. The owners don’t like their AC bill, but they don’t believe the HVAC system needs an upgrade, despite spending a bundle last month when the AC cut out unexpectedly and the HVAC professional has to be called to repair the system. In the meantime, employees sweltered in Florida heat and humidity for two days until the HVAC was fixed. What could convince the owners that investing in a new system—even if a little at a time—is smart?

Self-Diagnostics

As the acronym suggests, one of the key features of SMART Technology lies in the ability to quickly self-diagnose a problem and then assist you to address it. A SMART system either would have taken care of the above issue or, at the very least, would have notified the owner earlier that service was needed—possibly even placing a call to the HVAC professional for you!

SMART systems are revolutionizing the HVAC industry, controlling and monitoringequipment for maximum efficiency, as well as increased IAQ. Click To Tweet

Change the Filter

Many business owners replace their AC filter annually and then forget about it for another year. But just because a filter isn’t clogged, doesn’t mean it’s efficient. A SMART system, on the other hand, informs you that your AC system is not running optimally.  The SMART system can identify problems as complex as compressor malfunction but also alert you to simpler problems, like a dirty air filter.

In fact, air conditioning filters should be changed every month no matter how often (or how little) you run the AC. The fan causes air to move throughout your business, regardless of whether the air is on or not.  Moving air eventually becomes dirty air, so replacing it each month is always a good idea.

Does the AC Need to Turn On?

Programmable thermostats save energy and money by allowing the temperature to rise in your office while you are away and then lower the temperature to maximize comfort during the peak hours when everyone is at work.

SMART HVAC systems, though, take this concept even further. A SMART system can circulate less air to an unoccupied room than would a traditional HVAC system. This conserves energy, which saves you and your business money.

Are you at work? Are you coming in early or staying late? A SMART system can be programmed to adjust HVAC usage in conjunction with your alarm system.  For example, if your HVAC system was a SMART system, it could be set up to know when you are on your way to the office. Then, say 20 minutes before arrival, it could adjust the temperature (up or down) in the office to just the way you and your employees like it.  

SMART systems have added functionality, allowing for special programming and/or linking to occupancy sensors.  Your HVAC system can be programmed to detect your presence and keep wherever you roam in your preferred comfort zone. This type of SMART functionality also can adjust the thermostat schedule to accommodate a change in business hours, such as holidays or extended/shortened hours.  The ever-growing number and type of new sensors can adjust airflow and temperature as you and your staff work rush around the office late at night, trying to meet a deadline.

Find Better Air

The newest SMART ventilation controllers address perhaps the most overlooked aspect of HVAC—Indoor Air Quality (IAQ). Let’s say an employee is microwaving some popcorn for a late-afternoon snack but accidentally leaves it in too long and it burns. Your SMART system would draw in air from outside, and only in the amount needed, to remove the odor for you—better than opening a window!

Outdoor air quality (OAQ), though, may not be the ideal solution every day. That is why the SMART system filters the air. Balance between IAQ and OAQ is key.  Without proper ventilation—defined as the exchange of outdoor air and indoor air—contaminants such as radon, formaldehyde, volatile organic compounds (VOCs) and other pollutants can build up, leading to potentially serious health problems.

Business owners should be aware of this cause and effect between ventilation and IAQ. And with an HVAC that is SMART, you are protecting your staff and your bottom line at the same time.

In Closing

SMART systems are revolutionizing the HVAC industry, controlling and monitoring equipment for maximum efficiency, as well as increased IAQ.  And the more efficient your HVAC system is, the more energy—and money—your business will save.

Mike Bivins is an engineer with the Lake Wales, FL-based Natural Air E-Controls, LLC.  Natural Air E-Controls, LLC designs and builds HVAC control systems that enable the building’s HVAC equipment to provide fresh air and remove pollutants by taking in outdoor air in amounts needed to improve indoor air quality while saving on heating and cooling bills.