How to Turn Around Nearly Anything

By Rosabeth Moss Kanter via Harvard Business Review

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The Boston Red Sox 2013 World Series championship will long be remembered as proof that you can turn around nearly anything. The team ended last season at the bottom of the standings (Las Vegas odds were 28 to 1 that they’d make it to the World Series), but rallied this year. With renewed solidarity and determination, the beard-wearing Sox went on to win the division, the playoffs, and the big prize.

Their game is baseball, my game is change. I’ve been involved with turnarounds for years, including observing and writing about the Red Sox 2004 World Series win that reversed many decades of being almost-rans. In turbulent times, turnarounds are increasingly a fact of life. Some companies need to be rescued from the brink of extinction (BlackBerry), but that’s not the only kind of turnaround. Others need a course correction while still  profitable (Microsoft), or a momentum shift because of disruptive new technologies (newspaper companies). Red Sox owner John Henry recently purchased one of those newspapers needing a momentum shift, the Boston Globe. For the Globe and its counterparts, the competition is not one rival or game at a time, like baseball; it is multiple digital media offerings and others-to-be-named-later. Henry, like any leader seeking strategic change, can benefit from these turnaround lessons.

Be prepared for bad news; the situation is always worse than you think. One symptom of decline is withholding information. Inconvenient facts are papered over. Decisions are made behind closed doors. Accusations and blame abound. So it is almost impossible to know the full extent of problems. When Avon Products CEO Sheri McCoy took the helm in April 2012, she acknowledged that resolving a bribery crisis in China would be a slow process, but she had no idea how slow — it’s proving to take longer and cost more, she told analysts, while also mounting multiple initiatives. Facing the facts squarely is a turnaround imperative. Open dialogue encourages everyone to see their role in the fix-up.

Identify the core assets that create value for customers, and refurbish them. For newspaper companies, that’s the news rather than the paper. For The Weather Channel Company, that’s the weather rather than the TV channel; to unlock growth opportunities, new CEO David Kenny returned science to the center and took out channel in the name — it’s now just The Weather Company. At the British Broadcasting Corporation, a turnaround leader reallocated resources from corporate staff to program producers. A bankrupt community health center repaired leaky ceilings in medical examination rooms. Forget bureaucrats, fancy lobbies, and marketing expense! They first restored the assets determining whether people use a health center.

Find a meaningful unifying purpose. Teams and companies with negative momentum are characterized by fragmentation — a drift into many activities that get tacked on and stay, becoming ends in themselves. Territories get hardened, and people seem to be out for themselves. It is too easy to lose sight of the larger purpose of being together. Why does this company/team/relationship matter? What is a common definition of success? For airlines, it is on-time performance. For consumer products company Procter & Gamble, it is improving lives, translated in the baby care group into helping babies thrive.

Invest in teambuilding – a cliché but still true. Convene strategy retreats and mountain-climbing excursions, as Shinhan, a South Korean company did. This was a vital step in healing old wounds and going on to stellar performance at the top of the Korean stock market. Red Sox CEO Larry Lucchino echoes this winning strategy: “I used to believe in biology, not chemistry. Give me big and strong and fast,” he said. “I’m a big believer now in team chemistry. You almost always have it when you win, and oftentimes it is team chemistry that leads to winning.” His quote stood for every other turnaround examined in my book Confidence.

Give voice to people who haven’t been heard. Every company/community/school is full of buried treasure. Find the ideas that might have been suppressed and bring them into the open or into action. Think small as well as big. Turnarounds operate on several time frames. There are big strategies and systems that take a long time to shift — think IT, which almost never works the first time, as Americans see in the hasty failed implementation of the Affordable Care Act website. Meanwhile, there are numerous small wins if everyone is engaged. While Verizon worked on shifting the momentum from landlines and voice to smartphones, FiOS (fiber-optic communication systems), and cloud services, mini-innovators created software and streamlined processes.

These lessons work in companies, communities, countries, sports teams, and even families. The key is to spot symptoms of decline before they accumulate, and then shift toward the actions that build positive momentum.

Rosabeth Moss Kanter is a professor at Harvard Business School and the author of Confidence and SuperCorp. Her 2011 HBR article, "How Great Companies Think Differently," won a McKinsey Award for best article. Connect with her on Facebook or atTwitter.com/RosabethKanter.

New Leaders Should Act Fast

A McKinsey study shows that new CEOs should let their vision set in quickly in order to see the best return.  

Whenever a company brings on a new CEO, the big question always concern what kinds of changes are forthcoming, and how quickly. The findings of a newly-published McKinsey study suggest that the answer to the second part of the question should be, "As soon as possible."

The study was based on 20 years of data from 1,500 public U.S. companies, and it sought to determine the effects of how newly-onboarded CEOs reallocate corporate resources.

The faster a new leader moves in this regard, the study found, the greater the return for shareholders--and the longer the CEO's tenure.

Companies saw both the best returns to the shareholders and longer 

Three quarters of CEOs who moved quickly in changing how resources were deployed lasted more than six years in the position, compared to 65 percent of "slow" CEOs. Shareholders saw more than a 2 percent return from "fast" leaders compared to their slow counterparts.

The study also found that CEOs brought from the outside of a company find it easier to shift gears while those promoted internally to the executive chair struggle to make the change. And the data show that executives who make changes in their top management teams early on also see a stronger return in the long run.

The study suggests that that new leaders should take the reins and give their vision prudence. Stephen Hill and Conor Kehoe, the report's authors, suggest four keys to making it happen.

1. Explain the reallocation strategy clearly. 
Be upfront with stakeholders, the authors instruct, that reallocation may lead to short-term hits, but let them know the long-term benefits.

2. Be bold.
The study turned up no indications that reallocating too much would ultimately wind up hurting shareholders.

3. "Own" the careers of senior corporate talent.
"CEOs must ensure that they are free to deploy good people to manage new or expanded activities across the corporate portfolio," Hill and Kehoe write.

4. Enlist board support.
A new leader is probably going to have the backing of the board. As such, the CEO should ask their help in implementing his or her vision. 

by Adam Vaccaro

The Power of Listening

"Every employee needs to be noticed. Sure, you're busy,
but taking the time for a conversation can pay off."

By Vanessa Merit Nornberg

As business owners, we always have too little time and too many tasks on our to-do list. As we prioritize all of those tasks, we sometimes lose sight of the very important need to notice how our employees

 are doing and the specific ways in which they are working. While this may seem to be a non-urgent issue that can get shuffled down the list in lieu of a more pressing fire to put out, it is actually very crucial to keeping the business running smoothly. Here is what I learned from conversations with my staff over the past few weeks.

Sometimes you just need to be a sounding board. I recently stopped by a salesperson’s desk because I heard her sighing in frustration as I passed by. When I asked what was happening, she began to complain about a problem she had encountered. Immediately, I began to listen as a business owner and manager. I quickly asked some questions about the solutions she had tried and started suggesting additional ways to address the issue. To my surprise, the staff member in question looked annoyed rather than receptive to my comments. Rather than be put off by her attitude, I asked why she seemed unhappy with the solutions I offered. She told me that she did not need solutions. She had just wanted me to understand what she was up against and provide her with a few words of empathy.

This reminder to listen without always trying to fix things was valuable to me. Smart people are usually able to work out their own solutions, but they still need a sounding board from time to time, so they can vent a little and perform their own self-check before re-finding the path to productivity.

A closer look is always worth the time. A new recruit seemed to be doing well at first, but overhearing one of her calls recently set off alarm bells for me. The call ended too quickly and as I stopped what I was doing and began listening to more calls, I realized she was missing some important tools in helping our customers the best she could. I made time to ask her about her calls, and in the process, discovered that she had some organizational issues that we could easily address as well as some sales questions she had been timid about asking. Together we re-organized her call calendar, created a weekly contact plan, and re-visited some of the training lessons with additional examples so she felt confident about her conversations with customers.

Then I began checking in with her for five minutes each morning to discuss her roadmap for the day. I also allocated 30 minutes during each afternoon to hear her calls and help her tweak her dialogue as it unfolded. She saw the results in her sales immediately, and because I was directly interacting with her regularly, she added extra initiatives to accelerate her progress even further. My noticing her struggle gave her the chance to voice her weaknesses without making her feel stupid and gave way to great improvements in a short period of time.

Even rock stars require encouragement. My best employees are self-motivated, require little supervision, and move the company forward much like I do, basing their decisions on a combination of intuition and analysis with a healthy dose of willpower. Because I know they are highly operational without any intervention from me, if I don’t get time to catch-up with them in a given week, I don’t worry too much. When my highest earner didn’t seem to be making some of the secondary goals we had set for her recently, I began to check in more regularly again. As I did, I realized that there was a marked difference in both her focus and work output.

Even though she can do her job smashingly without my guidance, showing her I was paying attention gave her a new drive to push the bar higher. Merchandising got even better, samples went out more frequently and her problem-solving got more creative. All of which made me understand that checking in proactively, and not just when something was amiss, was vital for the strongest as well as the weaker players on my team.

The bottom line is this: Noticing needs to happen all the time, not just when we decide we have the time.

3 Ways to Set Goals You'll Actually Achieve

Much of 2013 has already passed. Are you happy with what you have accomplished over the last several months? What goals still have to be completed? Can you identify a new goal you have now because your business shifted since the beginning of the year? Taking time to reflect is important to move your business forward.

So, how do you set goals you will actually meet? Here are three powerful steps:

1. Identify what works for you.
Everyone has strengths and weaknesses. In school we are expected to get high grades in everything we do. But the fact is everyone excels at some things and is less effective at others. Take a personal inventory. Discover your strengths and structure your goals to play to those strengths. For example, perhaps you want to be healthier but hate most exercise and are too busy to find time. However, you love biking. Setting a goal to bike to the office twice a week allows you to move forward in getting healthier, is achievable and integrates an existing strength. (If biking isn't your thing, leave a comment below and I'll drop in with another idea for you!)

2. Figure out what isn't working.
Everyone has weaknesses. By acknowledging our weaknesses we can minimize them. For example, perhaps you struggle with staying on top of business trends. In the past, I spent significant time reviewing the Wall Street Journal and other papers to look for news that affected my clients. When I determined how much time I was spending reading these papers I realized there had to be a better way.

I have programmed Google Alerts to send me notices when articles about topics I care about appear online, in magazines or in the paper, or when authors I follow have published something new. I still get the news I need, but in significantly less time. By identifying what was NOT working as well as I'd like, I was able to identify other systems to get the results I wanted more effectively.

3. Begin where you are.
Have you ever ended a day and thought "Where did all my time go?" There always seems to be more to do than time to do it. Figuring out how you currently use your time is an important step to making your time use more effective.

Right now, figure out where your time goes. Get a piece of paper and write down everything you do from when you wake up until 10 in the morning. Everything. Keep this list with you over the next week and add to it.

Why is this important? When we know what is competing for our time, energy and focus, we can make informed decisions. Once you know what you are currently doing you have the opportunity to "create time." Change what you do and you change what you get.

As you look back on to the start of the year and ahead to its end, remember that by identifying your strengths and reworking your areas of weakness, you can create goals that will not only motivate you, but that you will achieve.

By Jason W. Womack, founder of The Womack Company, a productivity-training firm based in Ojai, Calif. He is author of Your Best Just Got Better: Work Smarter, Think Bigger, Make More (Wiley, 2012).

7 Thoughts for the Start Up CEO

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Fairly often, I am asked to chat with entrepreneurs about their start ups. I enjoy this immensely and find their excitement contagious!  I had such a call today and thought I'd post some of the feedback I shared.

1. Find your voice - at some point, something you do will resonate with customers.  Find that "sore tooth" and sell to solve.  Keep digging by asking a lot of questions.
2. Don't explain what you do - I say this 100 times a week, "It's not what you do, it's what. what you do, does for your customers".  Find an analogy, catch phrase, illustration or imagery that makes the benefit easy to understand and remember.
3.  Partner up - Finding allies for a young company is critical.  Map out the eco-system and find those with common interests and enemies.  Look for ways to work together, refer to each other and brainstorm.
4.  Leverage your investors - Money is overrated.  The value in an investor is the experience and relationships they bring to the party.  Ask them for help, introductions and referrals.  Put both their time and their money to work for you.
5. Disrupt - Find a way to leverage your data, your solution, your service... to disrupt.  Change things, challenge the status quo and push out messages that hit at the heart of the problem.   Find a way to make waves, become known and valued.
6. Stop emailing  - Email is our enemy, not our friend.  Pick up the phone, invite to coffee or camp on their doorstep.  Nothing replaces a conversation.  Get out to conferences, events and go "old school"... face to face.
7. Zip it and listen - Ask  10 questions for every statement you make.   Find people that have been there, outside your industry and your comfort zone.  Perspective is valuable and you won't get it if you don't listen.  Join a peer advisory group, get a coach or mentor and learn to zip your lip!

I'm always happy (as time allows) to talk to those at the beginning of the journey.  Let me know if I can help.

Tom Cuthbert

The Culture Is Only As Good As The Leader

Has your company culture got a bad case of the Mondays? Is store-bought birthday cake the highlight of your employees’ workday? Do you have company leaders doing the Bill Lumbergh shuffle, strolling amongst the cubicles, coffee cup in hand, looking for missing TPS reports? If so, it might be time to rethink the culture in your office space.

Which Came First: the Leader or the Culture?

A company’s culture is palpable from the moment you step through the front door. Whether it’s a polished establishment, a disruptive startup or an ailing Initech, you get an immediate sense of its energy and style.

There’s a misconception that employees create a company’s culture — how they dress, conduct business and communicate represents the company. If you observed a company’s employees, it would be easy to think they’re both the byproduct of the atmosphere and its creators.

But peel back the layers. You’ll discover that a company’s culture grows, in many ways, from the top down. Leadership is the real root of any organization — the vital source from which all energy, vision, values and style manifest themselves. It’s a direct reflection of a company’s culture. And when leaders forget they’re the ones running the internal machinery, it can lead to a real paper jam.

What You See is What You Get

A company’s culture establishes unwritten rules and norms for how business should be done and how people should interact. So how are you, as a leader, a direct reflection of this culture?

• You’re the visionary. You set the direction and tone for the company’s personality. Employees want to “fit in” so they take behavioral cues from you. The priorities you set and the way you foster relationships in the office establishes the mindset and guides the behavior of everyone working for you.

• You’re the gatekeeper. You create internal culture via the people you hire, the information you disseminate and the resources you make available. Externally, you control employee satisfaction, products and services. What you reward and punish sends clear messages about the behaviors you expect from your team.

Leaders who remain aware of their role in shaping the company’s culture to support business objectives will be positioned for success. Costcounderstands this and works hard not to forget it. Founders who don’t acknowledge this often find themselves wondering why they’re stuck in the basement without a paycheck.

Symptoms of a Toxic Culture

As a business owner, certain symptoms in your company’s culture will signal that it’s time to reevaluate your leaders and implement change.

• Disinterest: Look for declining performance in financials, production or compliance. When you see that once-successful behaviors are no longer working, it’s time to reevaluate what you’re doing and how you’re doing it.

• Resistance to Change: Getting leadership and employees to change the way they work can be tough. You can have a beautiful strategy for growth that goes nowhere because people can’t — or won’t — adapt to a changing environment.

• Bad Habits: A toxic company culture evolves out of a leadership holding onto the “right” way of doing business, even though that way no longer serves the company strategy. Stuck management is a recipe for unhappy, unmotivated and disengaged employees.

Healthy Leaders, Healthy Culture

Leadership ultimately determines the culture of a company. You develop it, foster it and maintain it — good or bad. But if you’re the creator of an unhealthy culture, you can also be its cure.

If management is the source of toxic culture, work with your leaders both in groups and individually to intervene and get things back on track. Provide both leaders and employees with a safe space to share their thoughts about company culture and strategy. It’s important to remember that you’re dealing with ingrained beliefs, values and assumptions about how business should be conducted. These must be challenged in order to transition to a new cultural mindset.

Be an honest advocate for the change effort. Bring in an objective expert. Engage all members of the company in open dialogue and talk about culture and how it affects performance. Model the behaviors you want to see in your leadership and employees. Reward those behaviors that align with your vision and the company’s success, and remove the ones that don’t.

Be the visionary, and while you’re at it, ditch the TPS reports.

By: Chris Cancialosi, Managing Partner and Founder at gothamCulture

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Activity Does Not Always Equal Productivity

By Tony Schwartz

In all likelihood, you get more done today than you ever have before. That’s mostly because you can do so much more, so much faster, wherever you are, through e-mail, texting, instant-messaging, tweeting and posting.

The real issue is whether you’re getting the right things done. That was the most frequent complaint I heard during the three days I spent this week with 200 chief executives at the Conscious Capitalism C.E.O. Summit — more on that in a coming column — and in the conversations I’ve had with leaders over the last year.

So what stands in the way of your being truly productive? By that, I mean finding the right balance between attending to what’s truly urgent and focusing on what’s less pressing but will most likely add the most enduring value.

You need more sleep than you think, and maybe much more

We live by a persistent myth: that one hour less of sleep will give you one more hour of productivity. Instead, what it gives you is one more hour awake, and you are less rested. The near guarantee is that you’ll be progressively less productive over the course of the day.

Even small amounts of sleep deprivation take a powerful toll on our cognitive capacity. A vast trove of research suggests that 95 percent of us need at least seven to eight hours of sleep to feel fully rested. Two and a half percent need more than eight hours, and the final 2.5 percent — or about one out of 40 people — require less than seven hours.

In other words, you’re not likely one of them, even though you may well think you are. According to a sleep researcher, Tom Roth, for example, the percentage of people who require five or fewer hours of sleep to feel fully rested, rounded to a whole number, is zero.

If you get sufficient sleep, the strong likelihood is that you will accomplish more, in less time, at a higher level of quality. It’s the last thing you ought to be sacrificing, not the first.

Do the most important thing first

The pull to e-mail is powerful and Pavlovian. That’s especially so after a night’s worth of new messages have filled your in-box (assuming you weren’t sleeping with your smartphone, and sneaking a peek in the middle of the night).

The vast majority of the messages that accumulate don’t truly demand your immediate attention. Instead, they take up your time and consume your attention at precisely the time of day that most of us have the most energy and the fewest distractions.

By checking your e-mail first, you effectively turn over your agenda to others. It is far better to decide what your agenda ought to be the night before and make that the first thing you focus on at work, without interruption, for up to 90 minutes.

If you must check e-mail when you get up because there are urgent messages, scan quickly for anything that truly cannot wait an hour. Answer those, ignore the rest, and then do what’s truly most important.

Stop pushing through

Human beings are designed to operate in 90-minute cycles. At night, we move through the five stages of sleep in that time — the Basic Rest Activity Cycle. During the day, we’re guided by our ultradian rhythms, and we move from high physiological alertness toward physiological fatigue in 90-minute intervals.

The consequence is that we operate best when we take intermittent breaks to renew and refuel. Here’s a simple way to think about it: Imagine you’re challenged to do the maximum number of situps you can over 30 minutes. You’re given the choice of doing them continuously until you’re exhausted, or doing them in sets of 5 or 10 with a short period of rest between each one. Do the latter and you’ll generate more situps done, keep better form along the way and feel less tired at the end.

Work in the same way and you’ll be able to focus more intensely for the same reason a sprinter can go all out: you have a finish line in sight. By focusing more intensely for shorter periods, you’ll get more done, in less time, at a higher level of quality, more sustainably.

Get it off your mind

With so much coming at us all the time, it’s hardly surprising that our instinctive default is to do whatever feels most urgent and easiest to address. The consequence, of course, is that we often keep putting off what’s most challenging and then lack the energy to do it by the time we finally get to it.

I believe in lists, first and foremost as a means of downloading everything that’s on your mind to get it off your mind. We each have relatively small working memories and they’re easily overloaded. The less you try to keep straight in your head, the more space there is for you to think clearly and deeply about any given subject that demands your attention.

With that in mind, I keep all my lists in one place. They include what I want to do that day, over the next week, and in the longer term. I also keep a list of e-mails I need to send; calls I intend to make; ideas I want to explore further; issues I want to discuss with specific colleagues; and even things that are making me feel anxious. Once I’ve written something down, I know it will be there when I need it, and so it usually stops preoccupying me. Many times it ends up taking care of itself.

The other value I derive from detailed lists is that they help clarify what I ought not to be focused on. By having everything in one place, I can much more easily decide what’s truly important and what’s not. Half the value of having a list is to make it more obvious what not to do. I might have 50 to 100 items on my lists, but I typically give explicit priority to three or fewer in any given day.

Make it matter

Finally, and simply, ask yourself a simple question before you begin any activity: “Is this the best way I could be spending my time?” If the answer is no, don’t do it.

Reprinted from The New York Times DealBook

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Why Your HR Exec Should Be Your Most Trusted Advisor

As captain of the organization, your role is to make bets on strategy as well as bigger bets on people to carry out that strategy. This is the understood dynamic, but the problem is with the reality of the people/strategy matrix.

On paper, that all makes sense. To grow it you need a strategy, to realize it you need the people. So here’s the question: Where is HR in this dynamic formula?

Price of Admission

If, as so many companies are prone to say, “People are our greatest asset,” then the assumption would seem to be that HR is the guider of that asset. So taking it a step further, knowing that this is what’s needed for organizational success, why are HR executives (or the CHROs) not invited into the inner sanctum? What is the price of admission? Finance, marketing, IT surely have a ticket, but in a lot of companies HR is on the outside looking in.

According to two recent studies by the Conference Board as well as PWC CEO Surveys, human capital was shown as either No. 1 or No. 2 for CEO’s concerns. (Small note: The Conference Board survey showed human capital as No. 2 with innovation being No. 1. — so how can we innovate without that most important asset?)

Again, why is the CHRO not one of the CEO’s most trusted advisors? It’s kind of like having a specific medical problem and turning to the family doctor. Normally in those circumstances your family doctor will refer you to a specialist who deals with your disorder every day — a specialist steeped in the knowledge of your ailment.

People-Driven Strategy

So if human capital/talent is the major determinate in reaching organizational goals, then the role of your top HR executive should be as the main trusted advisor to the CEO. And being the main trusted advisor does not mean having to go through the CFO or CAO — it means reporting directly to the CEO.

Talent has taken on such an importance in organizational life today. “A” talent will be the differentiator of great organizations in the future. Innovation, the elephant in the room, is driven by talent and not the other way around.

The lifeblood of successful organizations is going to be centered on attracting and retaining talent. For organizations to be winners in their market there must be a high level of talent within all levels of the organization.

Talent Determines Trajectory

When I worked at Martha Stewart as VP of HR during its infancy, we had an extraordinary level of talent within the organization. Recipes, design ideas, magazine stories, etc. were all created by an amazing group of talented individuals. Sure, Martha had the final say, but those ideas came through the stable of talent that we assembled.

The offshoot of having top talent is that when your organization becomes known as a talent marketplace, prospective employees are clamoring to get in. I noticed an article the other day about Yahoo getting 12,000 resumes per week. This is because they have taken a company that was on the ropes and made it hot again. With heat comes talent.

Sure, Yahoo has the strategy in place, but it is the people and the culture that will drive this company back to both profitability and stature. Out of that treasure trove of resumes will be game changers who could drive the disruptive innovation that all companies are thirsting for. Bringing in or nurturing top talent and creating a culture that thrives on challenges will always produce innovative ideas. Talent will be the key to the kingdom.

Let the Experts Be Experts

The CHRO’s domain of expertise is people, culture and the dynamics for building optimized workforces. We have distinctive knowledge and insight about the importance of an organization’s human capital, and how to situate that capital in a way that allows for the success of that organization’s strategy.

The human capital/talent dynamic is not only a critical business function in itself, but it is also directly connected with innovation, operational excellence and other challenges within the organization. People-driven strategies will create value for years to come, enabling your company to create a garden of talent within the confines of your own office that will yield a bountiful harvest over the long term.

But you have to let the gardener into the garden.

By Ron Thomas, a Chief Human Resource & Administrative Officer currently based in Riyadh, Saudi Arabia. 

3 Beliefs That Transformed My Work-Life Balance

By ERIN GREENAWALD for The Daily Muse

It was probably about my third month living New York City when I realized that I had lost control. I was working long days while also trying to stay fit, build rapport in the media community and have a vivacious social life (and maybe get some shut-eye). My schedule would be booked for weeks in advance, but still I wouldn’t want to turn down requests to do anything, and would instead try to puzzle-piece them in. At the end of each day, I would come home drained at 10 p.m. or later, feeling like I didn’t do half of the things I’d meant to.

But what was worse than the exhaustion was the frustrating realization that my calendar was controlling me — not the other way around.

So, after an especially hectic week, I decided it was time to take a step back and re-evaluate how I was filling my all-too-limited time (seriously, when will they figure out how to add more hours into the day?). And I realized it was going to take some serious mindset changes to live the healthy, balanced life I was hoping for.

Read, below, for the new beliefs I’ve adopted that have given me much more control over my time — and a much more balanced life.

1. Free Time Doesn’t Have to Be Available Time

I’m sure we’ve all been in this situation: A colleague asks you to attend an event with her next Thursday evening. You peek at your calendar to see if it would work, and sure enough, that block of time is free of any obligations. “Sure, I’d love to do it!” you answer, before really thinking about it. But as the words come out of your mouth and you scan the rest of your week, you realize that block of time is the only one that isn’t filled — the only time you would’ve had to yourself to run errands, cook dinner or watch your favorite trashy TV show.

Until now.

Especially during my first couple of months in NYC, when I was trying to take advantage of every social opportunity possible, I found myself doing this far too often. And then I found myself getting to that Thursday evening, and secretly hoping that the event would get cancelled just so I could have a hot second of down time.

Maybe you’re the type of person who can keep going and going without needing a break (and if you are, please share your secrets). But if you’re like me and need time to recharge, saying yes to anything that happens to fit into your schedule is not sustainable. It’s important to remind yourself that you can turn invitations down for no other reason than you want that time to yourself, and that your free time can be just that: free.

If keeping this idea in the back of your mind doesn’t help you get a few moments to breathe, try the strategy, below.

2. If it’s Not on the Calendar, it Won’t Happen

I’m sure you’ve heard this refrain — most often in reference to actually exercising during the week. But I’ve started applying it to almost everything in my life after realizing that there were important tasks that were just never getting done because other things were butting them out. These things include planning my upcoming vacation or cleaning my apartment.

I used to operate under the mindset of “I’ll get to it when I have time,” or vaguely promise myself that I’d tackle my life maintenance “sometime this weekend” — until it dawned on me that I will never have that time unless I make it.

If you feel like basic things are starting to slide off your schedule, try this: Sit down and make a list of things that need to get done every day, every week and every month, and determine how much time they take; this can include everything from activities you need for basic living — an hour a week for personal administrative tasks (e.g. buying plane tickets, paying bills), 15 minutes every day for tidying up — to personal non-negotiables like an hour twice a week to cook, or a few hours of “you” time every week.

Then, put blocks of time on your calendar for all these things for the next three months. It may sound super militant to schedule your life like that, but the times you schedule now don’t actually have to be set in stone. As events come up that conflict with your personal tasks, feel free to move them around; just make sure you move them somewhere else on your schedule — not remove them altogether.

3. Sometimes My Time is More Valuable Than My Money

I attended a panel a few weeks ago where journalist Jean Chatzky shared how she had recently allowed herself to hire a car service to drive her daughter around because doing it herself was preventing her from having time to focus on other important things.

I’m generally a do-it-myself kind of person — especially when doing it myself can save me money — but hearing her say that gave me pause to think about places in my own life where it would be worth spending extra to save time. For me, that meant finally coughing up the cash to have someone else do my laundry, giving me a few extra hours every couple of weeks to focus on side projects.

Think about the regular tasks that suck time away from you, and then look at your budget to see if you might be able to pay a little more for them, so you’re able to do more valuable things. If it’s cooking, look into meal-delivery services. If it’s cleaning or home maintenance that you feel is holding you back, try a service like Handybook to have someone do it for you. You could even consider hiring a virtual assistant.

Whatever it is, if you have room in your budget, do it without guilt and don’t look back.

Like many of you, I will continue to be busy, and continue to say yes to too many things. But by adopting these new beliefs, I have a little more control over my time.

Charisma isn't something you have. It's something you earn.

By Jeff Haden

Some people instantly make us feel important. Some people instantly make us feel special. Some people light up a room just by walking in.

We can't always define it, but some people have it: They're naturally charismatic.

Unfortunately, natural charisma quickly loses its impact. Familiarity breeds, well, familiarity.

But some people are remarkably charismatic: They build and maintain great relationships, consistently influence (in a good way) the people around them, consistently make people feel better about themselves--they're the kind of people everyone wants to be around...and wants to be.

Fortunately we can, because being remarkably charismatic isn't about our level of success or our presentation skills or how we dress or the image we project--it's about what we do.

Here are the 10 habits of remarkably charismatic people:

1. They listen way more than they talk.

Ask questions. Maintain eye contact. Smile. Frown. Nod. Respond--not so much verbally, but nonverbally.

That's all it takes to show the other person they're important.

Then when you do speak, don't offer advice unless you're asked. Listening shows you care a lot more than offering advice, because when you offer advice in most cases you make the conversation about you, not them.

Don't believe me? Who is "Here's what I would do..." about: you or the other person?

Only speak when you have something important to say--and always define important as what matters to the other person, not to you.

2. They don't practice selective hearing.

Some people--I guarantee you know people like this--are incapable of hearing anything said by the people they feel are somehow beneath them.

Sure, you speak to them, but that particular falling tree doesn't make a sound in the forest, because there's no one actually listening.

Remarkably charismatic people listen closely to everyone, and they make all of us, regardless of our position or social status or "level," feel like we have something in common with them.

Because we do: We're all people.

3. They put their stuff away.

Don't check your phone. Don't glance at your monitor. Don't focus on anything else, even for a moment.

You can never connect with others if you're busy connecting with your stuff, too.

Give the gift of your full attention. That's a gift few people give. That gift alone will make others want to be around you and remember you.

4. They give before they receive--and often they never receive.

Never think about what you can get. Focus on what you can provide. Giving is the only way to establish a real connection and relationship.

Focus, even in part and even for a moment, on what you can get out of the other person, and you show that the only person who really matters is you.

5. They don't act self-important…

The only people who are impressed by your stuffy, pretentious, self-important self are other stuffy, pretentious, self-important people.

The rest of us aren't impressed. We're irritated, put off, and uncomfortable.

And we hate when you walk in the room.

6. …Because they realize other people are more important.

You already know what you know. You know your opinions. You know your perspectives and points of view.

That stuff isn't important, because it's already yours. You can't learn anything from yourself.

But you don't know what other people know, and everyone, no matter who they are, knows things you don't know.

That makes them a lot more important than you--because they're people you can learn from.

7. They shine the spotlight on others.

No one receives enough praise. No one. Tell people what they did well.

Wait, you say you don't know what they did well?

Shame on you--it's your job to know. It's your job to find out ahead of time.

Not only will people appreciate your praise, they'll appreciate the fact you care enough to pay attention to what they're doing.

Then they'll feel a little more accomplished and a lot more important.

8. They choose their words.

The words you use impact the attitude of others.

For example, you don't have to go to a meeting; you get to go meet with other people. You don't have to create a presentation for a new client; you get to share cool stuff with other people. You don't have to go to the gym; you get to work out and improve your health and fitness.

You don't have to interview job candidates; you get to select a great person to join your team.

We all want to associate with happy, enthusiastic, fulfilled people. The words you choose can help other people feel better about themselves--and make you feel better about yourself, too.

9. They don't discuss the failings of others...

Granted, we all like hearing a little gossip. We all like hearing a little dirt.

The problem is, we don't necessarily like--and we definitely don't respect--the people who dish that dirt.

Don't laugh at other people. When you do, the people around you wonder if you sometimes laugh at them.

10. ...But they readily admit their failings.

Incredibly successful people are often assumed to have charisma simply because they're successful. Their success seems to create a halo effect, almost like a glow.

Keyword is seem.

You don't have to be incredibly successful to be remarkably charismatic. Scratch the shiny surface, and many successful people have all the charisma of a rock.

But you do have to be incredibly genuine to be remarkably charismatic.

Be humble. Share your screwups. Admit your mistakes. Be the cautionary tale. And laugh at yourself.

While you should never laugh at other people, you should always laugh at yourself.

People won't laugh at you. People will laugh laugh with you.

They'll like you better for it--and they'll want to be around you a lot more.

5 Reasons Employee Engagement Programs Fail

The latest State of the American Workplace report from Gallup tells us once again that only about 30% of Americans are engaged at work. The number of disengaged workers costs the U.S. $450 billion to $550 billion per year.

This engagement crisis is the same story we’ve been hearing for over a decade, yet most organizations still fail in their efforts to increase the commitment of their workers. Why?

Based on my own journey from bad boss to Best Place to Work award winner, and on my reviews of hundreds of case studies, these are the most common reasons executives’ employee engagement efforts fail:

1. They confuse engagement with happy.

Often engagement initiatives crater in the C-suite because senior executives don’t know what employee engagement is. They may confuse it with nice but “soft” efforts to make employees “happy.”

Engagement is the emotional commitment one feels to their organization, and to the organization’s goals. When engaged, employees give discretionary effort—the secret sauce to gains in productivity, sales and ultimately profits.

2. They don’t think engagement can be measured.

Even some notable business gurus were quoted recently as saying, “Don’t try to measure engagement or you’ll kill it.” Or you can’t measure engagement, but you know it when you see it.

To the contrary, HR consultancies from Gallup to Kenexa have found ways to measures proxies of engagement. Measurement is the first step in managing better outcomes.

3. They measure it but don’t share results.

Typically, when an engagement survey is completed, the results are scrutinized by the C-level executives and the HR professionals. Rarely are all the results shared throughout the company. Only when individual managers get their own team scores can transformation occur.

4. All the ideas for improvement come from the top.

Related to No. 3 above, senior execs often work as a council of wise men and women, brainstorming better benefits or new award programs for the whole company. The secret to engagement is that it comes from the relationships front line managers have with their direct reports. Only action planning at the individual team level will generate the ideas that will move the needle.

5. They think it’s about picnics and parties.

Unfortunately, top-down ideas typically include things like summer picnics, dress down Fridays and Employee of the Month awards. The true drivers of engagement are growth, recognition, trust andcommunication. While people might feel “happier” during the time of a party, only a true change in their daily and weekly work experience will make them feel emotionally connected to their organization.

The employee engagement crisis has gone on long enough. All organizations that strive for excellence should implement an annual measurement survey, share the results down to the front-line managers, and insist on team-level action planning to move the scores in the right direction.

—
Kevin Kruse is a NY Times bestselling author, speaker and serial entrepreneur. His latest book is Employee Engagement for Everyone.

Please Stop Complaining About How Busy You Are

This post really hit home with me.  Over the past few years, I have focused intensely on managing time.  I suffered from the misconception that busyness meant business.  It doesn't.  If you are too busy for your work, your family, your faith, yourself... then something is wrong.  

Take time to read the article below then find resources to help you get control of your time. There is no more valuable asset.  It is irreplaceable, limited and manageable.  Don't fall victim to the belief that being busy means you are getting the right things done in your life and your business.

by Meredith Fineman

We're all just so "busy" these days. "Slammed" in fact. "Buried." Desperately "trying to keep our heads above water." While these common responses to "How are you?" seem like they're lifted from the Worst Case Scenario Handbook, there seems to be a constant exchange, even a a one-upping, of just how much we have on our plates when we communicate about our work. 

My favorite "busy" humble-brag was that of a potential client who apologized for lack of communication due to a "week-long fire drill." What does that even mean? Does this mean there were fake fires, but not real ones, all week? Does calling it a "drill" mean that everything is okay? Is your business in flames? Should I call someone?

Then there was the date I had with a fellow who was so busy "crashing on deadlines" that he asked me to "just make a reservation somewhere" for him. I was floored. 

So much of this is about out-doing each other. To say that "I'm busier than you are" means I'm more important, or that my time is more valuable, or that I am "winning" at some never-finished rat race to Inbox Zero. (Inbox Zero is another absurd contest to tackle at another time.) What you're trying to say with these responses is: I'm busier, more in-demand, more successful. 

Here's the thing: it's harming how we communicate, connect, and interact. Everyone is busy, in different sorts of ways. Maybe you have lots of clients, or are starting a new business, or are taking care of a newborn. The point is this: with limited time and unlimited demands on that time, it's easy to fill your plate with activities constantly. But this doesn't mean that you should. 

To assume that being "busy" (at this point it has totally lost its meaning) is cool, or brag-worthy, or tweetable, is ridiculous. By lobbing these brags, endlessly puffing our shoulders about how "up to my neck" we are, we're missing out on important connections with family and friends, as well as personal time. In addition to having entire conversations about how busy we are, we fail to share feelings with friends and family, ask about important matters, and realize that the "busy" is something that can be put on hold for a little while.

I am not trying to belittle anyone's work-load in the slightest. But in using it as a one-upping mechanism, we're failing to connect in a very substantial way. And we're making the problem worse: When everyone around us is "slammed," it's easy to feel guilty if we're not slaving away on a never-ending treadmill of toil. By trying to compete about it, we're only adding to that pool of water everyone seems to be constantly "treading" in. And all this complaining is having serious effects on our mental health. 

And yet we continue to use long hours as a sort of macho badge of honor.

We need to work smart, not (just) hard.

Just because you clocked 15 hours at your office, with likely dry eyeballs and a complete lack of focus, doesn't mean you've accomplished things in a smart way. Many people have written or spoken about this. Typically, you have 90-120 minutes before you devolve into internet fodder or social media. If you're putting in 15 straight hours at your desk, without breaks, how good is your output? How much time are you wasting?

The distinction between working hard versus smart has hit me as an entrepreneur. In high school and college I was always that girl who read all the assigned reading (and no, I was not giving you my study guide). I created outlines, outlines of outlines, and then flashcards. One of my greatest lessons as a businessperson has been to throw out that skill set. This isn't to say you shouldn't be diligent or that you should half-heartedly execute, but rather, that it's crucial to know what you have to do as opposed to everything you could do. It's about being strategic. 

For once, I'd like to hear someone brag about their excellent time management skills, rather than complain about how much they can't get done. Maybe we could learn something from each other.

In fact, I'll start — here are three tactics I've been using to work smarter:

Constrain the time. The more I constrain my time, the more focused and productive I feel, and the less I waste time on low-priority work. If you can only afford to spend 45 minutes on a certain project, then only spend 45 minutes on it — and move on, even if it isn't perfect.

Use a scheduler. If you're really up to your neck, it's very easy to find a scheduler, virtual or otherwise, to help put things on your calendar. Sometimes it's a matter of freeing up that time used for coordinating plans to actually doing them. Zirtual is a great answer to this. As is the DIY scheduler Doodle.

Cut the fat. Once I cut out superfluous meetings that were not: fun, productive, leading to new business, or really had something wonderful in it for me professional or otherwise, that plate emptied a little bit. (Here's a tool for figuring out what to cut.)

Yes, we all have some strange need to out-misery each other. Acknowledging that is a first step. But next time you speak to a friend and want to lament about how busy you are, ask yourself why. Try steering the conversation away from a complain-off. With some practice you might find yourself actually feeling less "buried" (or at least feeling less of a need to say it all the time).

And maybe that's something worth bragging about.

MEREDITH FINEMAN

Meredith Fineman is a publicist and writer living in Washington, DC. She is the founder and principal of FinePoint Digital PR. 

Be Happier: 10 Things to Stop Doing Right Now

Sometimes the route to happiness depends more on what you don't do.

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Happiness--in your business life and your personal life--is often a matter of subtraction, not addition.

Consider, for example, what happens when you stop doing the following 10 things:

1. Blaming.

People make mistakes. Employees don't meet your expectations. Vendors don't deliver on time.

So you blame them for your problems.

But you're also to blame. Maybe you didn't provide enough training. Maybe you didn't build in enough of a buffer. Maybe you asked too much, too soon.

Taking responsibility when things go wrong instead of blaming others isn't masochistic, it's empowering--because then you focus on doing things better or smarter next time.

And when you get better or smarter, you also get happier.

2. Impressing.

No one likes you for your clothes, your car, your possessions, your title, or your accomplishments. Those are all "things." People may like your things--but that doesn't mean they like you.

Sure, superficially they might seem to, but superficial is also insubstantial, and a relationship that is not based on substance is not a real relationship.

Genuine relationships make you happier, and you'll only form genuine relationships when you stop trying to impress and start trying to just be yourself.

3. Clinging.

When you're afraid or insecure, you hold on tightly to what you know, even if what you know isn't particularly good for you.

An absence of fear or insecurity isn't happiness: It's just an absence of fear or insecurity.

Holding on to what you think you need won't make you happier; letting go so you can reach for and try to earn what you want will.

Even if you don't succeed in earning what you want, the act of trying alone will make you feel better about yourself.

4. Interrupting.

Interrupting isn't just rude. When you interrupt someone, what you're really saying is, "I'm not listening to you so I can understand what you're saying; I'm listening to you so I can decide what I want to say."

Want people to like you? Listen to what they say. Focus on what they say. Ask questions to make sure you understand what they say.

They'll love you for it--and you'll love how that makes you feel.

5. Whining.

Your words have power, especially over you. Whining about your problems makes you feel worse, not better.

If something is wrong, don't waste time complaining. Put that effort into making the situation better. Unless you want to whine about it forever, eventually you'll have to do that. So why waste time? Fix it now.

Don't talk about what's wrong. Talk about how you'll make things better, even if that conversation is only with yourself.

And do the same with your friends or colleagues. Don't just be the shoulder they cry on.

Friends don't let friends whine--friends help friends make their lives better.

6. Controlling.

Yeah, you're the boss. Yeah, you're the titan of industry. Yeah, you're the small tail that wags a huge dog.

Still, the only thing you really control is you. If you find yourself trying hard to control other people, you've decided that you, your goals, your dreams, or even just your opinions are more important than theirs.

Plus, control is short term at best, because it often requires force, or fear, or authority, or some form of pressure--none of those let you feel good about yourself.

Find people who want to go where you're going. They'll work harder, have more fun, and create better business and personal relationships.

And all of you will be happier.

7. Criticizing.

Yeah, you're more educated. Yeah, you're more experienced. Yeah, you've been around more blocks and climbed more mountains and slayed more dragons.

That doesn't make you smarter, or better, or more insightful.

That just makes you you: unique, matchless, one of a kind, but in the end, just you.

Just like everyone else--including your employees.

Everyone is different: not better, not worse, just different. Appreciate the differences instead of the shortcomings and you'll see people--and yourself--in a better light.

8. Preaching.

Criticizing has a brother. His name is Preaching. They share the same father: Judging.

The higher you rise and the more you accomplish, the more likely you are to think you know everything--and to tell people everything you think you know.

When you speak with more finality than foundation, people may hear you but they don't listen. Few things are sadder and leave you feeling less happy.

9. Dwelling.

The past is valuable. Learn from your mistakes. Learn from the mistakes of others.

Then let it go.

Easier said than done? It depends on your focus. When something bad happens to you, see that as a chance to learn something you didn't know. When another person makes a mistake, see that as an opportunity to be kind, forgiving, and understanding.

The past is just training; it doesn't define you. Think about what went wrong, but only in terms of how you will make sure that, next time, you and the people around you will know how to make sure it goes right.

10. Fearing.

We're all afraid: of what might or might not happen, of what we can't change, or what we won't be able to do, or how other people might perceive us.

So it's easier to hesitate, to wait for the right moment, to decide we need to think a little longer or do some more research or explore a few more alternatives.

Meanwhile days, weeks, months, and even years pass us by.

And so do our dreams.

Don't let your fears hold you back. Whatever you've been planning, whatever you've imagined, whatever you've dreamed of, get started on it today.

If you want to start a business, take the first step. If you want to change careers, take the first step. If you want to expand or enter a new market or offer new products or services, take the first step.

Put your fears aside and get started. Do something. Do anything.

Otherwise, today is gone. Once tomorrow comes, today is lost forever.

Today is the most precious asset you own--and is the one thing you should truly fear wasting.

JEFF HADEN learned much of what he knows about business and technology as he worked his way up in the manufacturing industry. Everything else he picks up fromghostwriting books for some of the smartest leaders he knows in business.
@jeff_haden

Flat Out, The Best Show on TV: The Profit

I love business.  I've enjoyed a 30 year career of working in, starting and growing companies.   So it shouldn't be any surprise that I am a fan of the new CNBC show, "The Profit" with Marcus Lemonis.  But how do you explain my 17 year old son loving it?!

The Apprentice began a trend of glamorizing and dramatically over simplifying business for entertainment sake.  Shark Tank (a show I enjoy) has made venture capital cool and more easily understood by the masses. But the difference between being a successful entrepreneur and a successful business person is one word... execution.  The Profit aligns the two in an entertaining and educational way and the result is a great show!

I recently connected with Marcus on LinkedIn and sent the following note, "Congrats on the success of the show.  More importantly, thanks for presenting a business reality show that is "real world".  My 17 year old son finally understands what I do with Vistage!  The episodes have fostered discussions around business principles, turnaround strategy and why people come first.  Your show is about executing as an entrepreneur, not just the more glamorous idea aspect!  Great work."

I recommend you check out The Profit on CNBC Tuesday nights.  Be sure when you do, you plop your kid down next to you.  They will complain at first, it's not sports or a sitcom.  But perhaps after a few minutes, the challenges, fun and importance of running a business will resonate with them as well.  It's a great conversation starter that could lead to developing a future leader.

10 Things You Must Give Up to Move Forward

BY: MARC CHERNOFF

If you want to fly and move on to better things, you have to give up the things that weigh you down – which is not always as obvious and easy as it sounds.

Starting today, give up…

1. Letting the opinions of others control your life. – People know your name, not your story.  They’ve heard what you’ve done, but not what you’ve been through.  So take their opinions of you with a grain of salt.  In the end, it’s not what others think, it’s what you think about yourself that counts.  Sometimes you have to do exactly what’s best for you and your life, not what’s best for everyone else.
2. The shame of past failures. – You will fail sometimes, and that’s okay.  The faster you accept this, the faster you can get on with being brilliant.  Your past does not equal your future.  Just because you failed yesterday; or all day today; or a moment ago; or for the last six months; or for the last sixteen years, doesn’t have any impact on the current moment.  All that matters is what you do right now.  Read Awaken the Giant Within.
3. Being indecisive about what you want. – You will never leave where you are until you decide where you would rather be.  It’s all about findingand pursuing your passion.  Neglecting passion blocks creative flow.  When you’re passionate, you’re energized.  Likewise, when you lack passion, your energy is low and unproductive.  Energy is everything when it comes to being successful.  Make a decision to figure out what you want, and then pursue it passionately.
4. Procrastinating on the goals that matter to you. – There are two primary choices in life: to accept conditions as they exist, or accept the responsibility for changing them.  Follow your intuition.  Don’t give up trying to do what you really want to do.  When there is love and inspiration, you can’t go wrong.  And whatever it is you want to do, do it now.  There are only so many tomorrows.  Trust me, in a year from now, you will wish you had started today.
5. Choosing to do nothing. – You don’t get to choose how you are going to die, or when.  You can only decide how you are going to live, right now.  Every day is a new chance to choose.  Choose to change your perspective.  Choose to flip the switch in your mind from negative to positive.  Choose to turn on the light and stop fretting about with insecurity and doubt.  Choose to do work that you are proud of.  Choose to see the best in others, and to show your best to others.  Choose to truly LIVE, right now.
6. Your need to be right. – If you keep on saying you’re right, even if you are right now, eventually you will be wrong.  Aim for success, but never give up your right to be wrong.  Because when you do, you will also lose your ability to learn new things and move forward with your life.  ReadThe 7 Habits of Highly Effective People.
7. Running from problems that should be fixed. – We make lifeharder than it has to be.  The difficulties started when… conversations became texting, feelings became subliminal, sex became a game, the word ‘love’ fell out of context, trust faded as honesty waned, insecurities became a way of living, jealously became a habit, being hurt started to feel natural, and running away from it all became our solution.  Stop running!  Face these issues, fix the problems, communicate, appreciate, forgive and LOVE the people in your life who deserve it.
8. Making excuses rather than decisions. – Life is a continuous exercise in creative problem solving.  A mistake doesn’t become a failure until you refuse to correct it. Thus, most long-term failures are the outcome of people who make excuses instead of decisions.
9. Overlooking the positive points in your life. – What you see often depends entirely on what you’re looking for.  Do your best and surrender the rest.  When you stay stuck in regret of the life you think you should have had, you end up missing the beauty of what you do have.  You will have a hard time ever being happy if you aren’t thankful for the good things in your life right now.  Read The Happiness Project.
10. Not appreciating the present moment. – We do not remember days, we remember moments.  Too often we try to accomplish something big without realizing that the greatest part of life is made up of the little things.  Live authentically and cherish each precious moment of your journey.  Because when you finally arrive at your desired destination, I guarantee you, another journey will begin.

4 Questions That Keep Things Simple

Although it doesn’t show up explicitly in any personality test, some people seem to be more prone to creating complexity than others. Instead of cutting to the heart of an issue, they tangle it further; rather than narrowing down projects, they allow the scope to keep expanding; and instead of making decisions, they defer until there is more data and better analysis.

These behaviors are characteristics of people that I call “complexifiers.” Like Pig-Pen, the Peanuts character who carries around his own cloud of dust, complexifiers seem to leave complexity in their wake, making it more difficult for subordinates, colleagues, customers, and even family members to get things done. Here’s a brief (disguised) example:

Due to changing market conditions, price compression, and the slow introduction of new products, a billion-dollar consumer products unit was starting to see erosion in market share and profitability. To turn things around, senior management brought in a new general manager, an industry expert named Phillip who had previously run the consumer products practice for a large consulting firm.

Phillip turned out to be a classic complexifier. At every meeting with his team he asked for additional data and berated his people for not knowing the answers to every detailed question he could think of. And although he seemed to be dissatisfied with some members of his team, he kept telling HR that he wanted more time to evaluate them, so no changes were made. Eventually he reorganized the unit into a functional/geographic matrix that he explained through an intricate series of slides that most of his people didn’t fully understand. He also created additional metrics that required people to spend more time on reporting. The net result of all this work was that people in the unit were busier and under more pressure than ever before — but market share and profitability continued to decline.

Obviously Phillip represents an extreme example of a complexifier with his insatiable hunger for additional data and inability to make fast decisions. But all of us fall into this category from time to time. If this kind of pattern seems all too familiar to you, and you want to learn how to think more like a “simplifier,” here are four questions that you can ask yourself and/or discuss with your team:

How much data is enough?

Complexifiers always want more information, with the hope (or fantasy) that the next bit or byte will answer all questions and hold the key to success. Simplifiers understand that there will never be complete data and that it’s necessary to create hypotheses and action plans based on an intuitive sense of how much is enough.

Have we agreed on the key priorities?

Complexifiers like to hedge their bets and not commit to a definitive course of action, particularly since some new information might surface that will change the plan. So rather than get locked in to a few things, complexifiers ask their people to keep multiple balls in the air. Simplifiers on the other hand narrow the focus to a few key things and give their people permission to stop doing things that don’t make the cut.

Do we have an efficient process for rapid review and course correction?

Complexifiers like to spend their time in long meetings, sorting through reports and analyses, and trying to manage lots of disparate and unfocused work streams. Simplifiers have focused reviews of the key priorities and hold people accountable for their commitments and results. They also learn as they go, continually testing their hypotheses about what should be done against the reality of what’s working and what is not. This allows them to shift course whenever it seems appropriate or necessary.

Can we explain our plan to others?

Complexifiers have a hard time communicating their plans to colleagues and customers, relying on intricate charts and diagrams and convoluted slides rather than simple, straightforward messages. One of the key characteristics of a simplifier is the ability to tell stories that convey the situation, the goals, and the plans — in a way that helps people understand what they need to do and how their work fits with everything else.

Some people are naturals at simplification. But for the rest of us, asking these questions can help keep us honest about whether we are slicing through complexity, or creating it.

Reprinted from HBR.org

7 Things Really Persuasive People Do

by Kevin Daum

While many people don't like to sell, most find themselves having to persuade someone at some point. Persuasion is not just for salespeople and their prospects. You may try to persuade an employee to perform better, or perhaps you want to persuade your boss to take on your brilliant idea. Often the most effective persuaders are your kids. Somehow they come by it naturally while you, the adult, has to work hard to find the persuasive path to success.

Whatever your persuasive need, here are 7 things that the most persuasive people consistently do:

1. They Are Purposeful

Truly persuasive people understand their power and use it sparingly and knowingly.  They understand that most conversations do not require trying to get someone to do or accept something. Aggressive pushers are a turn-off and will put most people on the defensive. It's the person who rarely asks or argues that ultimately gets consideration when they strongly advocate an idea, especially when they do it with power and persistence.  Simply put, they pick their battles. Want to persuade more? Argue and advocate less often.

2. They Listen ... and Listen ... Then Listen Some More

People who know how to persuade also know that just pushing your own argument will get you nowhere. They certainly are able to articulate their position in a convincing way, but that is only half the equation. They are actively listening when in persuasion mode. First, they are listening to assess how receptive you are to their point of view. Second, they are listening for your specific objections, which they know they'll have to resolve. Last, they are listening for moments of agreement so they can capitalize on consensus. Amazingly persuasive people are constantly listening to you and not themselves.  They already know what they are saying. You can't persuade effectively if you don't know the other side of the argument.

3. They Create a Connection

It's easy to dismiss people who are trying to persuade you if you have no emotional stake in them or their argument. Really persuasive people know this, so they will be likeableand look for common ground to help establish emotional bonds and shared objectives.They show empathy for your position and make it known that they are on your side. They manage their impatience and wait for you to give them permission to advocate their approach. You'll persuade people much more easily if they are open and aligned with your desires.

4. They Acknowledge Credibility

Really persuasive people understand that there is no sense wasting time arguing facts. Most of the world does not function in black and white. They value strong opinions and will make sure that you are entitled to yours. In fact, they will make sure they give you full credit for every argument of yours that has some validity. This makes it harder for you to fully dismiss their point of view. When you are persuading people, reinforce their credibility on facts and opinions rather than dismissing them outright. Then they'll be more likely to pay you equal respect in the exchange and be more open to the merits of your opposing view.

5. They Offer Satisfaction

Smart persuaders know that they don't have to win every little battle to win the war. They are more than willing to sacrifice when it helps the overall cause. They are ready to find the easiest path to yes. Often that is simply to give you what you want whenever possible. In my old lending days, we would often deal with busy underwriters who asked for items we knew they already had. Instead of arguing the point, we would just resend the documents and save our energy for issues that were not so easily resolved. Give ground where you can and hold your ground only where it matters. Choose being successful over being right.

6. They Know When to Shut Up

Successful persuaders get that you don't win the battle by constantly berating people with an unending verbal barrage. Wearing people down is not an effective strategy. They carefully support their arguments and check in with questions that will help to close the conversation. Then they step back. The great sales trainer Tom Hopkins still today teaches these decades-old techniques of his mentor J. Douglas Edwards. His most important lesson is "Whenever you ask a closing question, shut up. The first person who speaks, loses."

7. They Know When to Back Away

Urgency and immediacy are often the enemies of real persuasion. It's possible to close a less significant sale through urgency, but deep ideas require time and thought to take root. Great persuaders bring you along in your own time. And they give you the space and time to carefully consider their position. They know that nothing is more powerful than your persuading yourself on their behalf. That almost never occurs in the presence of the persuader. The next time you want to persuade someone of something truly important, follow the tips above, make your case, and walk away. If they don't come around, you were probably wasting your effort in the first place.

7 Tactics For Fostering Work-Life Balance

Via CEO.com

Moderation in all things, they say, but sometimes all things don’t cooperate. As a result, today’s demands on the average employee can easily strain one of the most important factors contributing to their overall satisfaction—a healthy work-life balance.

Fortunately, many of America’s largest corporations have taken measures to offer accommodating benefits that help employees maintain a lifestyle that adequately balances personal, work and family needs. These companies were recently recognized by Glassdoor.com, an online career community where employees can offer feedback on their workplaces, in its third annual list of the Top 25 Companies for Work-Life Balance (based on the past year).

Atop this year’s list sits SAS Institute, an analytics software company that received high marks in past years as well. According to Glassdoorspokesperson Samantha Zupan, SAS employees “speak favorably about the flexible work schedules, thirty-five-hour work weeks, and the understanding managers.”

We continued to comb Glasdoor’s results to reveal seven specific tactics employers can take to bolster work-life balance for employees:

1. Supportive management

No one likes bureaucracy or politics in the office. The “underlings” end up feeling stressed and unappreciated, begrudging their workload and taking their frustration home with them. Instead, surprise employees with understanding and collaborative senior leadership that goes out of its way to encourage work-life balance.

2. Strong core values

Whether old school or trendy, firm or free-reign, workplace culture often determines how well employees enjoy their time in the office. Take the time to reinforce foundational ideals such as honesty, respect and dedication. These values will help employees feel rooted on both a personal and professional level.

3. Performance-based rewards

Everyone likes to be recognized for their hard work—especially when it comes from management. Encourage opportunities for growth by recognizing individual excellence and rewarding appropriately. Your employees will feel like they’re part of something more than just the work on their desk.

4. Employee-focus

Caring about employees on a professional level through training, mentoring and professional networks should be complimented by caring about them on a personal level as well, through consideration of family time and individual circumstances.

5. Innovation

The best workers—those you hope will stick around—thrive on constant learning, cutting-edge opportunities and a stimulating, but manageable, work environment. Throw these workers a few challenging assignments and watch them flourish.

6. Fun Perks

A beautiful campus, full fridge and nice array of benefits never hurt anyone, and employees are more likely to feel like they’ve snagged the lottery. Small as some of them may seem, benefits that go above and beyond simply providing a cubicle make employees feel important on a personal level, as well as a professional one.

7. Flexibility

While work-life balance can be subjective, all employees are drawn to one major factor—flexibility. In addition to a manageable schedule, offer perks such as telecommuting, paid time off, compressed workweeks, and family-friendly environments.

Take it from the Top 25—with all or some of these elements in place, you’ll be one step closer to helping employees stay happy—and stay, period.

 

7 Ways to Make the Rest of 2013 Amazing

By Kevin Daum, via @inc

The year is halfway done. Are you on track to meet your year end goals? Here are some ways to make sure you blow through the finish line by December 31st

The older I get, the faster time flies. A month seems to go by like a day. It's hard to fathom that half the year is gone and I am already busy helping clients assess their Q1 and Q2 accomplishments. Some of my clients are ahead of schedule; others are a little behind. Of course, I know of many companies that believe they are neither, simply because they don't plan for the year in the first place. (I would argue these companies are very much behind.)

What's past is past, and the coming July holiday is a good time to take stock of your situation so you can set an action plan to make the rest of the year as productive as possible. Regardless of your position or status, there are actions you can take to drive forward your company, division or even your own career.  Here are seven actions to take immediately.

1. Solve at Least One Communication Issue

Nothing gets in the way of accomplishment more than poor communication. No one has perfect communication. Figure out where yours is falling short. It might be ineffective meetings, how you deal with conflict or how you manage criticism. Ask around and self assess. Chances are you'll find several breakdown issues from which to choose. Pick the one that is the biggest obstacle to your end-of-year goals.

2. Eliminate at Least One Useless Practice or Policy

Nearly everyone has daily activities that are inefficient or even unnecessary. These practices often go unnoticed due to habit. Sit with a colleague and list out the actions in your day or in a company process. Brainstorm together how to eliminate or refine the process for efficiency. The more bureaucracy you remove, the more you'll wonder why you were foolishly doing things that way in the first place.

3. Remove at Least One Useless Item From Your Budget

This is a great time to trim the fat. Take a day and go through your entire budget line item by line item. You're bound to find some left-handed smoke shifting or baconstretching service you really don't need. At the very least, figure out how to finally empty out that storage facility that no one has touched for five years. Then you can reapportion the funds toward something that is truly useful and appreciated.

4. Commit to at Least One New Experiment

Once you complete tips #2 and #3 you'll have some extra resources. You might use these to take some new risk that could propel things forward in a big way.  Experimentation is necessary for exponential advancement. It might turn out to be a wasted effort but even failure can be valuable for learning. At the very least, you'll learn what doesn't work.

5.  Make at Least One New Major Connection

It doesn't matter whether you are focused on sales, operations or development. Adding smart people to your circle can help you grow faster. Bring on the employee you have been coveting or go engage the mentor or advisor you have always wanted. Build the team that will take you beyond your expectations.

6. Add at Least One New Competency

There is always some skill you crave to help you advance. If you don't start getting good at it now, you may never get there. According to Malcolm Gladwell you'll need 10,000 hours to master it; if you are pushing 50 like me that doesn't leave much time. (Actually, a company can achieve the requisite hours before the end of the year by assigning 10 people full time for the next 6 months.)

7. Inspire at Least One Colleague

You can accomplish far more with support from others. Find people who are floundering and help get them on track. By unlocking the key to inspiring them you'll inspire yourself more in the process. You'll feel good about moving them from a place of mediocrity and together you can take pride in accomplishment.

An Inc. 500 entrepreneur with a more than $1 billion sales and marketing track record, Kevin Daum is the best-selling author of Video Marketing for Dummies. @awesomeroar