? Jeff Compton | The REAL DEAL in Leadership Development™ INCLUDE_DATA

The Purpose of Wishful Thinking

I have always seen the glass “Half-Full”. I’ve gone farther in proclaiming that the glass is always full! Positive thoughts have been proven to bring positive results.  Just ask Rismond Exantus, he was the Haitian recently pulled from the rubble of a hotel destroyed by the devastating earthquake in Haiti. Rismond had been buried alive under 20 feet of wood and concrete for 11 days. Experts agree that after 72 hours the chances of survival begins to quickly diminish, yet Rismond Exantus told The Associated Press from his hospital bed soon after the rescue. “But every night I thought about the revelation that I would survive.”

Is positive thinking and wishful thinking the same? The answer is no. Positive thinking denotes an optimistic and healthy outlook on whatever life brings your way. This is good to have. Wishful thinking, on the other hand, is the process used by many, including myself; to gently pacify our minds as we wait for “someday” to come and give us our hopes and dreams. THIS IS NOT GOOD.

Wishful thinking robs us of our goals. I know this first hand. Many times I have implored the art of wishful thinking.  Using it like a heady drug to sooth my mind while I sit and do nothing to achieve my goals in life. As long as “someday” was coming, there was no need to do anything today. The regrets I have concerning my past always contained one common denominator, the element of wishful thinking.

Many of you have goals. There are things we all want to achieve in life. Motivational speakers are famous for saying that all you have to do is think positive thoughts and your goals will be achieved. They use the words positive thinking, but many of us have been caught in the trap of actually using wishful thinking instead. The fact is, no amount of positive or wishful thinking will achieve your goals. Achievement comes from action.

Action is the antithesis of wishful thinking. The act of writing down a goal and an action plan to achieve that goal is only the first step to success. The second step you take is the most important.  That is putting your plan into action! However, most skip the second step altogether, instead they rest on their laurels of having a good plan and goal, thus hoping the universe will deliver their dreams to them. This, by the way, is nothing more than wishful thinking. Action trumps wishful thinking! Taking massive action will give you massive results, but taking no action will give you NO RESULTS. It is one thing to be a dreamer, but an entirely different thing to be a daydreamer.

It is important to have positive thoughts but that alone will not achieve your goals. Rismond Exantus knew to think positive but he also took action. He said he survived initially by diving under a desk when the rubble started to fall around him. Trapped in such a small space, he had to lie on his back the entire time and survived by drinking cola, beer and cookies. “I would eat anything I found.”

The purpose of wishful thinking is to create regrets. The purpose of taking action is to create results. Next time you are sitting there cooing over your goals, ask yourself this question. “What have I done today to get me closer to achieving my goals?” If your answer is nothing… then that’s wishful thinking.

Jeff Compton, The REAL DEAL Speaker™

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24

01 2010

The Sacrifice of Leadership

How do you become a STRATEGIC LEADER?  Strategic Leadership is using the right techniques and tools to change the perception of others in a way that they follow you.

Sacrifice

Sacrifice is a tool of every strategic leader. A true leader will know that every sacrifice and brings larger benefits in the future.
Prime Minister Winston Churchill, addressing the House of Commons on May 13, 1940, described the Nazi threat to Britain:

“I would say to the House, as I said to those who have joined this government: ‘I have nothing to offer but blood, toil, tears, and sweat. We have before us an ordeal of the most grievous kind. We have before us many, many months of struggle and suffering. You ask, what is our policy? I will say: It is to wage war by sea, land and air with all our might and with all the strength God can give us . . . That is our policy. You ask what is our aim? I can answer in one word. It is victory-victory at all costs, victory in spite of all terror-victory, however long and hard the road may be, for without victory there is no survival”

(William Manchester, The Caged Lion, Michael Joseph, London, 1988, pp. 682-683).

Many have acknowledged the leadership of Winston Churchill. Sir Winston didn’t become a great leader overnight, but it was strategic. Churchill’s leadership, like that of many great leaders, was built on sacrifice-great ambition occasionally set back, risky decisions gone awry and jealousy from political opponents.

Sacrifice plays a role in providing an aspiring leader the opportunity to guide willing followers to success. Great leadership isn’t easy or cheap. Of himself and his call to lead his country, Churchill said:

“I felt as if I were walking with destiny, and that all my past life had been but a preparation for this hour and for this trial”

Jeff Compton

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07

01 2010

Strategic Leadership: Time Management ~ New Years Resolution

Strategic Leadership: Time Management ~ New Years Resolution

Everyone has 24 hours to each and every day, so how come some manage to do more with their time than others?

The secret is simpler than you realize. Eliminating distractions that is the greatest challenge. The truth is that everyone is challenged by managing their time. It isn’t easy to juggle all your commitments. Everyone has their own challenges, be it business, or personal. Simply make an effort to change, and follow these simple tips, and you will immediately see a difference in your productivity!

Your priorities are in two areas; business and personal. Unfortunately, your personal priorities can change at a moments notice and impact your daily plans, so expect this, and if possible make allowances and plan ahead. It also helps your stress levels.

You will find that your priorities fall into two distinct zones, immediate and accumulating. Anything outside this is not a priority. These other tasks are adaptable, in that you can fit them in around your priorities whenever it suits them.

Don’t rely on your memory. It’s too easy, again, to be distracted and forget. Carry a small hardback notebook, or Personal Digital Assistance, and make notes of any ideas or thoughts of importance before you forget. How many times have you said, “I remember thinking I had to … but it slipped my mind.”

Each evening before you go to bed, empty your mind and spend a few minutes writing down and going over what you put in your notebook.

Now here’s the secret – prioritize everything, and do your absolute best to dispose of your top priorities the following day. Identify your accumulating priorities, and try to do something with them the following day, even if it is only a small amount of time. For example, if you are a one person operation, spend 5 minutes updating your accounts, rather than leaving them to turn into a top priority which requires days of addressing. Do this each night, and I guarantee you will sleep easier.

If you can, break down your tasks into areas, or modules, and delegate, or out-source if you can.

Schedule at least one 30 – 45 minute break somewhere in your daily schedule, above and beyond timeout for meals. Use this space for emergency rescheduling of appointments, working on your flexi-tasks, or as a stress buster break if you need it. If your child is unwell going to school, perhaps that emergency break should be before noon that day.

1. Eliminate distractions,

2. Prioritize everything, and

3. Plan for the unexpected. Time management is not easy, but it is relatively simple to take steps to make your day more enjoyable and productive.

I hope these tips will help you be a more “Strategic Leader”

Jeff Compton | The REAL DEAL in Leadership Development

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01

01 2010

The REAL DEAL Speaker™

Leadership is nothing more than perception. It’s not the morals, character, bravery or knowledge of a person that makes them a leader. These are all good qualities, but it doesn’t make you a leader. The REAL DEAL is that you become a leader when others perceive you as a leader. A leader is someone who can change the perceptions of other to see them as a leader. Leaders are not born they are made; they are made through act of performing techniques designed to change perception.

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27

12 2009

Goal Setting

Goal Setting

Just wanted to take a moment and post this wonderful article from Rick Crain on setting goals. Enjoy.

Goal Setting involves establishing specific, measurable and time-targeted objectives. On a personal level, setting goals is a process that allows people to specify then work towards their own objectives -which range from financial or career-based goals to personal development goals. When setting goals, there are a series of 12 mistakes commonly made that can hinder the goal setting process:

Mistake #1: Not focusing on Your Most Important and Audacious Goal


While it may be comforting to set small, easily-achievable goals instead of big audacious ones, this will work against you in the end. This is because setting large, seemingly impossible goals spurs your mind to think differently.

Mistake #2: Not having a clear timeframe or deadline

Deadlines are a great way to focus the mind and force yourself to make things happen.

Mistake #3: Not defining a clear measurement for achieving your goal

If you don’t measure how well you’re progressing toward your goal, you may never know how well you’re doing.

Mistake #4: Not defining your Compelling Reasons for wanting to achieve your goal

A common mistake people make when forming their goals is to never ask themselves why they really want to achieve it. This is vital, because once you put your subconscious motivations into words, it often sheds new light onto which approaches are best for achieving it.

Mistake #5: Not defining the Benefits You Expect to Gain

Mistake #6: Not defining the Consequences of Not Achieving Your Goal

In addition to making a list of the good things you’ll get from achieving your goals, also write down a list of the bad things you envision if you never achieve it.

Mistake #7: Not pre-defining the Obstacles to Achieving Your Goal

Obstacles are unavoidable. If there aren’t any obstacles to reaching your goal, it’s probably not a goal worth having. But you can get around these obstacles if you plan for them in advance.

Mistake #8: Not enough focus on the Solutions to Overcoming Your Obstacles

If you have defined the possible obstacles to your goal, your mind will suddenly perceive solutions where none existed before.

Mistake #9: Trying to do it all alone

Most goals we have are social goals that involve other people. Call upon family, friends, professionals, and anyone you think can help you reach your goal.

Mistake #10: Not setting clear milestones on your path to success

Break up large goals into a series of milestones. Otherwise, you may have problems assessing your goal, determining your progress, and taking corrective action.

Mistake #11: Not sharing your goal widely

If you keep your goal to yourself, then you’ve only got one person motivating and cheering you on to victory.

Mistake #12: Not visualizing with clarity what Your Goal will Look Like, Feel Like, and Sound Like

You will find that visualizing success as vividly as you can is a vital step to achieving and exceeding your biggest goals.

Question of the day:
What is your one, big, audacious goal in life? Share it below and reply back to me.

Rick Crain

Business Leader and Executive Coach

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14

12 2009

Decoding Leadership

Here’s another great article on Leadership

by Norm Smallwood

The world doesn’t need another leadership theory. On Amazon, there are 480,881 books today that have to do with leaders as the topic. If you ask 30 leadership development experts to define leadership, you get 31 different answers. No wonder we’re confused.

This is a problem when trying to develop effective leaders- everyone has a different opinion and there’s no right answer. Progress can only be made when there’s agreement about what we’re trying to develop leaders to do.

I was in a meeting recently with a group of senior executives from the same company and started with the question: “What are qualities of effective leaders?” Here’s a partial list of their responses:

• Authentic
• Transparent
• Emotional intelligence
• Interpersonal effectiveness
• Servant-leader
• Humility
• Leaders not managers
• Know contingency theory by mapping response to situation
• Live the 7 Habits
• Build a vision
• Ensure customer centricity

And so on.

In other words, they had no clue. They could make a list but they did not have a point of view.

Dave Ulrich and I (along with our colleague Kate Sweetman) determined to synthesize this morass of ideas. We turned to recognized experts in the field who had already spent years sifting through the evidence and asked two simple but elusive questions:

1. What percentage of effective leadership traits are basically the same?
2. If there are common rules that all leaders must master, what are they?

Our respondents agreed that 60-70% of leadership is common for any effective leaders – from a bootstrapping entrepreneur to a leader at a large organization. By synthesizing their work we identified five rules to decode leadership:

Rule 1: Shape the future. This rule is embodied in the strategist dimension of the leader. Strategists answer the question “where are we going?” and make sure that those around them understand the direction as well.

Rule 2: Make things happen. Turn what you know into what you do. The Executor dimension of the leader focuses on the question “How will we make sure we get to where we are going?”

Rule 3: Engage today’s talent. Leaders who optimize talent today answer the question “Who goes with us on our business journey?” Talent managers know how to identify, build and engage talent to get results now.

Rule 4: Build the next generation. Leaders who develop the next generation answer the question, “who stays and sustains the organization for the next generation?” Talent Managers ensure shorter-term results through people while Next Generation Developers ensure that the organization has the longer-term competencies required for future strategic success.

Rule 5: Invest in yourself. At the heart of this Leadership Code – literally and figuratively – is Personal Proficiency. Effective leaders cannot be reduced to what they know and do. Who they are as human beings has everything to do with how much they can accomplish with and through other people.

This “Leadership Code” allows leadership development people to stop circling the drain by reinventing competency models that are essentially the same. It provides a grounded point of view about the fundamentals. Future time, energy and attention can be applied to figuring out the other 30% about what makes our leaders unique and how to build a deeper bench of qualified leaders at every level.

Norm Smallwood is the cofounder of The RBL Group and coauthor of The Leadership Code

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22

10 2009

The 21 Irrefutable Laws of Leadership

The “The 21 Irrefutable Laws of Leadership” by John Maxwell has become a leadership classic, found on every leaders bookshelf. John Maxwell is the founder and chairman of The INJOY and a world renown author of more than 30 books, with more than 7 million copies sold. Some of his best titles include:

Many of his titles have landed on the best seller list in publications such as the New York Times, Business Week, Wall Street Journal, USA Today, and CBA Marketplace. The 21 Irrefutable Laws of Leadership surpassed the 1,000,000 shipped/sold mark early in 2003.

Overview

  1. The Law of the LidLeadership ability determines a person’s level of effectiveness. Leadership ability is always the lib on personal and organizational effectiveness. Whatever you want to accomplish is restricted by your leadership ability.
  2. The Law of InfluenceThe true measure of leadership is influence – nothing more, nothing less. If you don’t have influence you will never lead others. To change organizations you need influence. Leadership is not based upon holding position, leadership is about your ability to influence.
  3. The Law of ProcessLeadership develops daily, not in a day.Leadership is learnt over time, it’s the capability to develop and improve their skills that distinguishes leaders from their followers. Successful leaders are learners.
  4. The Law of NavigationAnyone can steer the ship, but it takes a leader to chart the course. Leaders have a vision for their destination, they understand what it will take to get there, they know who they’ll need on the team to be successful, and they recognise the obstacles long before they appear on the horizon.
  5. The Law of E.F. HuttonWhen the real leader speaks, people listen. Don’t listen to the claims of the person professing to be the leader. Instead, watch the reactions of the people around him. The proof of leadership is found in the followers. “Being in power is like being a lady – if you have to tell people you are, you aren’t.” – Margaret Thatcher
  6. The Law of Solid GroundTrust is the foundation of leadership. To build trust, a leader must exemplify these qualities: competence, connection, and character. Character makes trust possible. And trust makes leadership possible.
  7. The Law of RespectPeople naturally follow leaders stronger than themselves. People don’t follow other by accident. They follow individuals whose leadership they respect. Followers are attracted to people who are better leaders than themselves.
  8. The Law of IntuitionLeaders evaluate everything with a leadership bias. Leadership depends on more than just the facts. Leaders see trends, resources and problems, and can read people. The law of intuition is based on facts plus instinct and other intangible factors. A leader has to read the situation and know instinctively what play to call. Leadership is more art than science.
  9. The Law of MagnetismWho you are is who you attract. Leaders are always on the look out for good people. In most situations you draw people to you who possess the same qualities you do. The better leader you are, the better leaders you will attract.
  10. The Law of ConnectionLeaders touch a heart before they ask for a hand. Effective leaders know that you first have to touch people’s hearts before you ask them for a hand. The heart comes before the hand. People don’t care how much you know until they know how much you care. To connect with people in a group relate to them as individuals. It’s the leader’s job to initiate connection with the people.
  11. The Law of the Inner CircleA leader’s potential is determined by those closest to him. A leader’s potential is determined by those closest to him. All great leaders have surrounded themselves with a strong inner circle.
  12. The Law of EmpowermentOnly secure leaders give power to others. The people’s capacity to achieve is determined by their leader’s ability to empower. “The best executive is the one who has the sense enough to pick good men to do what he wants done, and the self-restraint enough to keep from meddling with them while they do it” – Theodore Roosevelt.
  13. The Law of ReproductionIt takes a leader to raise up a leader. More than four out of every five of all leaders that you ever meet will have emerged as leaders because of the impact made on them by established leaders who mentored them. People cannot give to others what they themselves do no possess. The potential of an organisation depends on the growth of its leadership.
  14. The Law of Buy-InPeople buy into the leader, then the vision. The leader finds the dream and then the people. The people find the leader, and then the dream. People don’t first follow worthy causes. They follow worthy leaders who promote worthwhile causes.
  15. The Law of VictoryLeaders find a way for the team to win. Leaders believe that anything less than success is unacceptable. And they have no Plan B. That keeps them fighting.
  16. The Law of the Big MoMomentum is a leader’s best friend. You can’t steer a ship that isn’t moving forward. It takes a leader to create momentum. Followers catch it. And managers are able to continue once it has began. But creating it requires someone who can motivate others, not who needs to be motivated. Getting started is a struggle, but once you’re moving forward, you can really start to do some amazing things.
  17. The Law of PrioritiesLeaders understand that activity is not necessarily accomplishment. Apply the Pareto Principle, If you focus your attention on the activities that rank in the top 20 percent in terms of importance, you will have as 80 percent return on your effort. As a leader, you should spend most of your time working in your areas of greatest strength.
  18. The Law of SacrificeA leader must give up to go up. Sacrifice is a constant in leadership. “When you become a leader, you lose the right to think about yourself.” – Gerald Brooks
  19. The Law of TimingWhen to lead is as important as what to do and where to go. Only the right action at the right time will bring success. If a leader repeatedly shows poor judgement, even in little things, people start to think that having him as the leader is the real mistake.
  20. The Law of Explosive GrowthTo add growth, lead followers – to multiply, lead leaders. The key to growth is leadership. “It is my job to build the people who are going to build the company.” – John Schnatter. To go to the highest level, you have to develop leaders of leaders.
  21. The Law of LegacyA leader’s lasting value is measured by succession. Just as in sports a coach needs a team of good players to win, an organisation needs a team of good leaders to succeed. A legacy is created only when a person puts his organisation into the position to do great things without him.

Recommendation

What I liked most about this book is that the leadership insights are practical and can be used daily to improve our leadership ability. I feel that this book should be the required reading for all of us who are striving to become practicing leaders. I found the book to be easy to read and the examples provided were good. I strongly recommend this book be read by leaders at all levels. The book creates a great foundation from which to build your leadership knowledge and begin your personal leadership journey.

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19

08 2009

Influence: How And Why People Agree To Things

  • One of the most illuminating books I have read in a long time! JC

Influence: How And Why People Agree To Things

by Robert Cialdini

Influence: How and Why People Agree To Things by Robert Cialdini teaches us the basics of how people are influenced. It breaks influence into six key factors:

  1. Reciprocation
  2. Consistency and Commitment
  3. Social Proof
  4. Authority
  5. Liking (the person who is trying to influence us)
  6. Scarcity

Each of the above points is detailed in a chapter. Academic studies and examples are given in a very engaging fashion. Some of the studies are for the birds. For example, mother turkeys, who are known to be caring parents (as far as birds go), tend to respond only to the “cheep-cheep” sound of their chicks.

Hearing the cheep-cheep, the mother turkey coddles and cares for the young turkey chick. It is a short-cut response that nature has given turkeys to know how to behave. It tends to work well in nature. But, tricky scientists recorded the cheep-cheep sound and placed the recording into a stuffed Polecat, the natural enemy of the turkey, and found that the mother turkeys adopted the stuffed polecat. Coddled it and cared for it.

That was quite amazing, as the usual response of a mother turkey to a stuffed Polecat without the cheep-cheep recording is an outright assault on the Polecat. This reflexive behavior tends to work most of the time, but sometimes is inappropriate. The mother turkey is responding in what Cialdini refers to as a “click, whir” method. Once some reactor sets off a signal (click), the mother turkey plays its own internal tape (whir) which signifies the appropriate response.

Only, sometimes, the response is not appropriate. And, some predators have learned the mimic strategy to trick their prey. Now, this may be useful if your goal is to be adopted by a turkey (or maybe its something that could protect you from a wild turkey attack!), you say, but how does this apply to me?

The answer is that people themselves have “click, whir” behavior. Because people wish to avoid the work of making decisions, they have internal tapes they run which tell them how to respond under various conditions. Most of the time our internal tapes are appropriate. But, sometimes, they are not. And some human predators have learned to exploit our “click, whir” behavior. Often, these predators come in the form of salespeople.

Cialdini discusses how to say “No” to each of these six influence factors by being aware of how influence works and reading your internal gut feeling.

This book is excellent reading for anyone who wants to learn how to influence others. Job hunters, managers, and marketers will benefit from reading this book. Although we do not suggest you try to use this knowledge in a devious way, knowing how to approach asking for a request is useful. Investors can benefit also.

For example, “social proof” states that we often look to others to determine what is correct behavior in a situation. We most look to others to deem what is correct in times of uncertainty. This can lead to “pluralistic ignorance.” Everyone is assuming that the other guy knows what he is doing and we follow. Manias and gross overvaluation of publicly-traded stocks come to mind.

In an attempt to avoid the hard work of thinking, we follow the herd off the cliff, blindly assuming where everyone else is going must be safe. As stated in Influence 95% of people are followers and only 5% of people are leaders.

Often, we are most likely to follow “experts.” This is the authority factor above. We tend to believe and follow anyone who we assume is an expert. However, following experts can also lead to problems.

Influence points out that about 10% of medication administered by hospitals may be in error. This is a serious problem and can obviously lead to death.

Why is it that hospitals have such a problem with errors in medication? Despite the training and knowledge of R.N.’s, they tend to unquestioningly follow the instructions of the doctors. Even if the instructions don’t make sense.

Cialdini tells the story of a man who complained of an earache. He had an ear infection and the doctor prescribed eardrops for him. On the prescription, the doctor wrote, “Place drops in R ear.” As the doctor was in a hurry, he abbreviated “Right” with R.

Sure enough, the trained nurse obediently followed the instructions and placed the required number of drops in the patient’s anus. Neither the patient nor the nurse questioned the instructions, as they came from an authority.

Read Cialdini’s Influence: How And Why People Agree To Things. Even if you never feel the need to be adopted by a mother turkey, maybe it will keep eardrops out of your anus, help keep you from buying things you later regret, and help you understand how influence works. We highly recommend this book.

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09

08 2009

7 Tips for Effective Listening

7 tips for effective listening: productive listening does not occur naturally. It requires hard work and practice – Back To Basics – effective listening is a crucial skill for internal auditors

by Tom D. Lewis & Gerald Graham

I know this article is for auditors but the 7 tips can be used by anyone in business. If  you want to be successful. The you better learn how to listen.

TO BE SUCCESSFUL AT THEIR job, internal auditors must be able to write, speak, and listen effectively. Of these three skills, effective listening may be the most crucial because auditors are required to do it so often. Unfortunately, listening also may be the most difficult skill to master.

Effective listening is challenging, in part, because people often are more focused on what they’re saying than on what they’re hearing in return. According to a recent study by the Harvard Business Review, people think the voice mail they send is more important than the voice mail they receive. Generally, senders think that their message is more helpful and urgent than do the people who receive it.

Additionally, listening is difficult because people don’t work as hard at it as they should. Listening seems to occur so naturally that putting a lot of effort into it doesn’t seem necessary. However, hard work and effort is exactly what effective listening requires.

Internal auditors must listen to explanations, rationales, and defenses of financial practices and procedures. They are constantly communicating with fellow employees whose backgrounds range from accounting to finance to marketing to information systems. In addition, explanations by fellow employees of any “unusual” practices often pose a significant challenge to an internal auditor’s listening skills. Auditors can use the following techniques to improve these skills.

1. CONCENTRATE ON WHAT OTHERS ARE SAYING. When listening to someone, do you often find yourself thinking about a job or task that is nearing deadline or an important family matter? In the middle of a conversation, do you sometimes realize that you haven’t heard a word the other person has said? Most individuals speak at the rate of 175 to 200 words per minute. However, research suggests that we are very capable of listening and processing words at the rate of 600 to 1,000 words per minute. An internal auditor’s job today is very fast and complex, and because the brain does not use all of its capacity when listening, an auditor’s mind may drift to thinking of further questions or explanations rather than listening to the message at hand. This unused brainpower can be a barrier to effective listening, causing the auditor to miss or misinterpret what others are saying. It is important for internal auditors to actively concentrate on what others are saying so that effective communication can occur.

2. SEND THE NONVERBAL MESSAGE THAT YOU ARE LISTENING. When someone is talking to you, do you maintain eye contact with that person? Do you show the speaker you are listening by nodding your head? Does your body language transmit the message that you are listening? Are you leaning forward and not using your hands to play with things? Most communication experts agree that nonverbal messages can be three times as powerful as verbal messages. Effective communication becomes difficult anytime you send a nonverbal message that you’re not really listening.

3. AVOID EARLY EVALUATIONS. When listening, do you often make immediate judgments about what the speaker is saying? Do you assume or guess what the speaker is going to say next? Do you sometimes discover later that you failed to interpret correctly what the speaker was telling you? Because a listener can listen at a faster rate than most speakers talk, there is a tendency to evaluate too quickly. That tendency is perhaps the greatest barrier to effective listening. It is especially important to avoid early evaluations when listening to a person with whom you disagree. When listeners begin to disagree with a sender’s message, they tend to misinterpret the remaining information and distort its intended meaning so that it is consistent with their own beliefs.

4. AVOID GETTING DEFENSIVE. Do you ever take what another person says personally when what her or she is saying is not meant to be personal? Do you ever become angry at what another person says? Careful listening does not mean that you will always agree with the other party’s point of view, but it does mean that you will try to listen to what the other person is saying without becoming overly defensive. Too much time spent explaining, elaborating, and defending your decision or position is a sure sign that you are not listening. This is because your role has changed from one of listening to a role of convincing others they are wrong. After listening to a position or suggestion with which you disagree, simply respond with something like, “I understand your point. We just disagree on this one.” Effective listeners can listen calmly to another person even when that person is offering unjust criticism.

5. PRACTICE PARAPHRASING. Paraphrasing is the art of putting into your own words what you thought you heard and saying it back to the sender. For example, a subordinate might say: “You have been unfair to rate me so low on my performance appraisal. You have rated me lower than Jim. I can do the job better than him, and I’ve been here longer.” A paraphrased response might be: “I can see that you are upset about your rating. You think it was unfair for me to rate you as I did.” Paraphrasing is a great technique for improving your listening and problem-solving skills. First, you have to listen very carefully if you are going to accurately paraphrase what you heard. Second, the paraphrasing response will clarify for the sender that his or her message was correctly received and encourage the sender to expand on what he or she is trying to communicate.

6. LISTEN (AND OBSERVE) FOR FEELINGS. When listening, do you concentrate just on the words that are being said, or do you also concentrate on the way they are being said? The way a speaker is standing, the tone of voice and inflection he or she is using, and what the speaker is doing with his or her hands are all part of the message that is being sent. A person who raises his or her voice is probably either angry or frustrated. A person looking down while speaking is probably either embarrassed or shy. Interruptions may suggest fear or lack of confidence. Persons who make eye contact and lean forward are likely exhibiting confidence. Arguments may reflect worry. Inappropriate silence may be a sign of aggression and be intended as punishment.

7. ASK QUESTIONS. Do you usually ask questions when listening to a message? Do you try to clarify what a person has said to you? Effective listeners make certain they have correctly heard the message that is being sent. Ask questions to clarify points or to obtain additional information. Open-ended questions are the best. They require the speaker to convey more information. Form your questions in a way that makes it clear you have not yet drawn any conclusions. This will assure the message sender that you are only interested in obtaining more and better information. And the more information that you as a listener have, the better you can respond to the sender’s communication.

LISTEN ACTIVELY

Not everyone has to possess the same style of listening, but internal auditors who use “active” listening will likely become much better listeners. Active listening demands that the receiver of a message put aside the belief that listening is easy and that it happens naturally and realize that effective listening is hard work. The result of active listening is more efficient and effective communication.

The Listening Quiz

Are you an effective listener? Ask a peer that you communicate with regularly and who you know will answer honestly to respond “yes” or “no” to these 10 questions. Do not answer the questions yourself. We often view ourselves as great listeners when, in fact, others know that we are not.

1. During the past two weeks, can you recall an incident where you thought I was not listening to you?

2. When you are talking to me, do you feel relaxed at least 90 percent of the time?

3. When you are talking to me, do I maintain eye contact with you most of the time?

4. Do I get defensive when you tell me things with which I disagree?

5. When talking to me, do I often ask questions to clarify what you are saying?

6. In a conversation, do I sometimes overreact to information?

7. Do I ever jump in and finish what you are saying?

8. Do I often change my opinion after talking something over with you?

9. When you are trying to communicate something to me, do I often do too much of the talking?

10. When you are talking to me, do I often play with a pen, pencil, my keys, or something else on my desk?

Use your peer’s answers to grade your listening skills. If you received nine or 10 correct answers, you are an excellent listener; seven or eight correct answers indicates a good listener; five or six correct answers means you possess average listening skills; and less than five correct answers is reflective of a poor listener.]

The answers most often given for effective listeners are: 1. no, 2. yes, 3. yes, 4. no, 5. yes, 6. no, 7. no, 8. yes, 9. no, 10. no.

TOM D. LEWIS, PHD, is an associate professor of accounting in the College of Business at Creighton University in Omaha, Neb.

GERALD GRAHAM, PHD, is the Clinton Distinguished Professor of Management in the Barton School of Business at Wichita State University in Witchita, Kan.

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18

07 2009

Business Motivation by Nancy Wurtzel

Here’s a great article by Nancy, enjoy…

Business Motivation

Motivation. It’s a complicated subject that is studied by many and understood by few. Virtually every aspect of human life — from the mundane to the life-changing — is guided, swayed and altered by motivating factors.

For instance, what to have for dinner may be motivated by a desire to lose or gain weight. Whether or not to attend a business seminar may be motivated by the speakers, location and cost. When and where to buy new clothing may be motivated by a long list of personal preferences as well as the changing seasons and weather conditions.

Even reading this article is a motivated behavior. Do you like the style of writing? Are you curious about the subject matter? Do you have a desire to learn new information? Do you have enough time to finish reading? If the answers are no, you probably won’t continue reading!

But since you have continued, you are obviously motivated. You want to learn more about how to get and stay motivated, and how this motivation can help you become a better business owner.

THE BUSINESS OF MOTIVATION
Motivation is one of the most powerful driving forces in the workplace. It can mean the difference between tremendous success and failure.

Motivation stems from two sources. The first part of motivation is external or extrinsic (outside the person) sources. Other motivating factors come from internal forces, which are mainly your thoughts, patterns and collective experiences.

However, humans are unique, so what motivates Jack will not necessarily motivate Jill. You — and only you — will be able to determine what works.

Take the time to examine what internal and external factors are motivating you as a business owner. What can you do to enhance and refine your motivation to make yourself more productive and more fulfilled?

Here are seven keys to motivation that may prove helpful.

1. INSPIRATION
Inspiration is critical to getting and staying motivated. If you are not interested in your business, your motivation level will never be high and you won’t be able to sustain interest for very long.

On the flip side, if you are energized and excited about the work you are doing, you will have more persistence, energy and intensity.

Take an honest look at your inspiration level. Are you excited about going to work or is it an obligation? You would be surprised at the number of people who choose a business that looks good on paper, but in reality does not interest them in the least. These individuals will grow weary and uninterested pretty quickly because they have no inspiration or passion to sustain them during the difficult times they will encounter as a small business owner.

If you don’t really enjoy your work, then think how you can re-focus your small business to better match your needs. Or consider making a change entirely. That’s pretty drastic advice, but inspiration is that important.

2. SETTING GOALS
Short and long-term goal setting is vital for any business owner. If you didn’t set goals, you would be adrift with nothing to strive for and no charted course to follow.

How could you possibly be motivated if you were unsure about the direction of your company?

Take the time to put your goals in writing. A business plan may sound daunting, but it is really nothing more than goals, strategies, implementation and a budget. Write your own business plan and update it at least annually. Include “mini-goals” that can be accomplished in a matter of hours, days or weeks as well as the more ambitious “grand-goals” that may take years to complete. Refer to this plan throughout the year.

But can a business plan really help motivate you? Yes! Written goals will make you feel more professional and certainly more connected to your business. It will also free you from having to reinvent your business goals every single day.

3. NETWORKING
Another key factor in getting and staying motivated is networking with other small business owners. One person can’t move huge mountains. However, when a number of people begin working together the mountains are suddenly only small hills — simply challenges waiting to be surmounted.

In fact, the isolation of working alone is of one the most difficult parts of being an entrepreneur. Mutual support is motivating. So, make it easier on yourself by connecting with others either in your community or online. Even when businesses are not related, you will often find common ground and ways to work together.

Many successful entrepreneurs report that finding the right networking group was a turning point in the growth of the business. Working together, a networking group can help its members generate more qualified sales leads and solve problems faster and more efficiently. Sharing ideas, expertise and experience is also an invaluable aspect of networking groups. And, don’t forget about sharing costs, possibly by buying in bulk or with joint marketing projects.

Your own personal team of business owners will help re-energize you when the burdens of running your own business seem too much. With your networking team to rely on, you can accomplish more in less time and probably have more fun in the process. Certainly, you will feel less alone.

4. REWARD YOURSELF
Small business owners will always have to work hard, but all work and no play is a huge mistake. Your motivation will soon begin to fall if you never take any time away from the demands of running the business.

So, plan frequent rewards for yourself. No, it doesn’t need to be a trip to Hawaii (although this is a great idea). Your reward can be as simple as a lunch out with an old friend, a matinee with your significant other, an afternoon of shopping or a relaxing massage.

If your budget and time will allow, take a few days off for a short trip or simply schedule a vacation from work for a few days. Make it a real vacation — even if you don’t leave town — so no checking email, voice mail or the fax machine. You need to get away, unwind and renew yourself. This “down” time to regenerate will help improve your attitude and perspective. It sounds corny, but you will come back to your business with a new sense of motivation.

5. EXERCISE
While it isn’t always immediately apparent, there is a powerful connection between the mind and the body. It is vital for every small business owner to take breaks and exercise — everyday. If your body isn’t healthy, your motivation will certainly suffer.

These exercise breaks don’t have to be huge blocks of time, and you needn’t spend money joining a gym or hiring a personal trainer. Start by walking briskly for 30 minutes before, during or after work. After you have incorporated a walk each day, then try doubling the time or doing two walks each day.

Whatever works for you is best, but the important thing is to start. You will begin to feel better.

After the walking is part of your routine, add some basic light weights. Buy a tape or go online to find out how to properly use the weights so you won’t injure yourself.

You can keep the weights under your desk, and use them for just a few minutes at a time. Buy a timer the next time you are at the grocery store. Set the timer for for three minutes to start and then add a minute or two until you’re up to 10 or 15 minutes each day.

Some small business owners have a television at work and they schedule a CNN break along with their weights. This way, they are catching up with world and local news while simultaneously getting some moderate exercise.

8. ORGANIZE
Organization is critical to motivation. How can you feel good about your work, when you can’t find important papers or you are constantly late returning messages? Your business will falter and your motivation will suffer.

Some people just can’t get organized. If you are one of them, then consider bringing in someone — a business friend, family member or professional — to help you get the clutter and mess cleaned up. You will be amazed at how this one important step will help you get back on the organizational track. Don’t stop there. Now really get organized by creating business systems that will help you streamline your operations.

The real challenge will be keeping yourself on track by maintaining these systems. For many, it is a daily challenge, but if you use your organizational systems you’ll be free to think about other important issues.

7. MOTIVATIONAL SPEAKERS AND AUTHORS
As small business owners, it seems we are bombarded with motivational ideas and materials– tapes, books, CD’s, seminars, workbooks, videos and more. Why are there so many different motivational products, authors and speakers? Because people are buying these materials. Used effectively, they are effective and therefore they sell!

However, there are so many different motivational gurus that it is often difficult to see through the clutter to find someone that makes sense for you — someone who can get you “fired up” about working and improving your business.

Try talking to your mentor or networking group members to see who they might recommend. Start being aware of the motivational industry and how it might help you become more enthused and positive about your business. Do some light research of your own to find some authors and speakers that interest you.

Before you invest in motivational materials, you can probably find some inexpensive ways to obtain the materials. Check out your local library, tune into your local PBS station, buy materials with a networking friend, visit used bookstores or buy used materials online. Don’t make a huge investment, because you will probably want to sample many different viewpoints.

But do these materials really work? Yes, but only if you make the effort. Just like exercise, you have to work the muscles — in this case your mind muscles.

It is up to you to take that information and apply it to your own life and business. Really use the motivational ideas over a period of time and you will begin to see results.

KEEP THE MOMENTUM GOING
Motivation is what moves us forward in our daily and business lives. Take the time to examine your motivating factors and use some of these keys to improve your focus and renew your enthusiasm. If you keep on track, the motivation momentum can’t help but carry you forward.

Nancy Wurtzel is the founder and owner of All About Baby, an online store located at www.allbaby.com. All About Baby offers more than 300 personalized and memorable baby gifts for young children. The site also features interesting and helpful child-related content. Ms. Wurtzel has over 25 years of marketing and communications experience. She consults with small businesses seeking to enter the marketplace or grow their existing e-commerce business.

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15

07 2009


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