Just been rereading the 'The evolution of cooperation' by Robert Axelrod,
Out of many strategies for playing the game 'The Prisoners Dilemma' – which is about how people interact and negotiate, one very simple approach succeeded more any other. It was called 'Tit for Tat'. It has been tested over time, competing with many other strategies and consistently produces top or near top results.
While it was designed as an approach for the ‘prisoners dilemma’ I think there are useful reminders for anyone working towards material success – particularly when negotiating.
It has two main two rules. In any interaction with another person always start positive and then reciprocate how they behave back to you.
That is if they're positive to you be positive back, if they're negative to you be negative back. However you may choose to break a ‘spiral’ of negativity by starting the interaction again – and being positive, then still follow reciprocation rule.
In addition research from the results of the Prisoners Dilemma showed
The chances of cooperation are increased if:
The participants have an interest in working together in the future
Participants have a lot to loose if they don’t work together
There is a ‘caring’ culture
Reciprocity is taught – In this case reciprocity to both helpful and unhelpful behaviour
People recognise and respond quickly – and people are aware and don’t fudge it. If you partner does something unhelpful, react!
However participants generally encourage each other to cooperate
The chances of cooperation are reduced if:
(Which leads to some suggested don’ts)
Don’t be envious – you won’t start positive and reciprocate positive behaviour
Don’t be the first to be unhelpful – you could start an ’unhelpfulness’ spiral
Don’t be too clever – people won’t understand you
Michael
PPI Business NLP
01908 506563
Sunday, July 22, 2007
Wednesday, April 18, 2007
Corporate Connectivity – A Social Networking Revolution
Corporate Connectivity – A Social Networking Revolution by Andy Lopata
“Mention the word ‘networking’ to CEOs and other business leaders in large organisations and they will turn their back on you. They just won’t be interested.”
A leading CEO said this to me no more than three months ago.
For many large organisations networking is perceived as an activity for small businesses. It’s just not something that corporates are interested in. Is it possible though, that times are changing? Every week I hear that this attitude is not as prevalent as before. ‘Networking’ may still be a dirty word in some spheres but an increasing number of large organisations are embracing its techniques to help them work more effectively.
Following strong recent activity by Cisco systems, who have made a number of social networking acquisitions, and the launch of BT’s own small business network ‘BT Tradespace’, I was very interested to hear that IBM are the latest giant to enter into the Social Networking arena. Later this year, they are launching ‘Lotus Connections’, software based on their own internal systems.
I spoke with Jeff Schick, the vice president of social computing software for IBM Corporation in New York, to find out more about how IBM sees the relevance of networking to larger companies. While the BT site is very much ‘external’, linking different businesses together online, as are some of Cisco’s acquisitions, one thing that was very clear from the conversation with Jeff was the importance of networking technology for internal efficiency.
Jeff’s primary focus is very much on being able to ensure that IBM employees worldwide have easy access to a range of expertise across their organisation, and they primarily use social networking to achieve this. There are over 400,000 IBM employees and business partners worldwide who use their ‘Blue Pages’ internal network, where they can post a personal profile that anyone within the organisation can access and blog about their area of expertise.
I believe that networking is the sharing of resources to help individuals to achieve a greater potential than we could do on our own. The approach that Jeff Schick and IBM take reflects this philosophy.
Jeff described the management of IBM’s human capital as one of their greatest challenges today.
Networking technology enables the organisation to facilitate consultation and idea sharing and is a key tool in overcoming that challenge. One of the biggest problems businesses suffer as they grow is competition rather than cooperation between different parts of the organisation and a lack of knowledge of how other departments operate. This leads to complaints that ‘the left hand doesn’t know what the right hand is doing’.
For multinationals, the problem becomes even more pronounced, with people spread across the world often facing the same challenges. Social Networking systems are key to managing these issues efficiently, although they shouldn’t be seen as a complete replacement for bringing employees together where they possibly can.
“We maintain a culture that is both capable of working in a distributed, highly decentralised fashion” said Jeff, “but at the same time take advantage of the opportunity to come together and make useful interactions when we see each other in person”.
Recently IBM recognised the problem of organisational silos within their own organisation. The company saw that sales groups within its $15 billion dollar software group were only focusing on their own brand or location rather than customers’ needs. To overcome this, they reorganised the structure of the organisation, changing their focus to finding the right solution from across the broad range of products on offer.According to Jeff, “it’s getting the right people over the right business problem. Breaking down those barriers of communication and knowledge is an important objective of the way we approach going to market.”
Additionally, there is a focus on solving issues and making the most of new ideas by stimulating a wide debate by all of the people involved in the process. In order to bring together as many ideas and experiences as possible to business problems, IBM use ‘Jams’, where they employ collaborative technology to encourage people both within and outside of the organisation to work together to find solutions to those problems. Through Blue Pages and elsewhere, IBM encourages people with similar interests to work closely together, through community interest groups or “birds of a feather type activities”.
In the UK, BT operates similar forums, with a number of internal networks to promote people working together and supporting each other. Such networks are becoming more commonplace in business. According to the US industry analyst firm Forrester, social networking tools will become “so much a part of the fabric of an enterprise’s collaborative environment that it will be like air – enterprises won’t be able to manage life without it.”
Indications are that we are going to see a shift in how companies encourage their staff to interact. It may surprise you to hear that most of the senior leadership of IBM are frequent users of Social Networking software. Perhaps IBM are embracing such technology because of the nature of the business and their understanding of the technology involved. Surely this won’t be as easy a transition for less IT-based organisations? Not according to Jeff.“I see it in other organisations as well. I look every place and see organisations that have adopted blogging, whether it be internal or external.
I look everywhere and see people utilising Wiki technology to do dynamic self publishing. No matter where I look, I see companies deploying technology that support communities and the interests that community serves, and the goals that community has.”Perhaps ‘networking’ is not such a dirty word after all.
Copyright Andy Lopata 2007
Michael
01908 506563
PPI Business NLP
“Mention the word ‘networking’ to CEOs and other business leaders in large organisations and they will turn their back on you. They just won’t be interested.”
A leading CEO said this to me no more than three months ago.
For many large organisations networking is perceived as an activity for small businesses. It’s just not something that corporates are interested in. Is it possible though, that times are changing? Every week I hear that this attitude is not as prevalent as before. ‘Networking’ may still be a dirty word in some spheres but an increasing number of large organisations are embracing its techniques to help them work more effectively.
Following strong recent activity by Cisco systems, who have made a number of social networking acquisitions, and the launch of BT’s own small business network ‘BT Tradespace’, I was very interested to hear that IBM are the latest giant to enter into the Social Networking arena. Later this year, they are launching ‘Lotus Connections’, software based on their own internal systems.
I spoke with Jeff Schick, the vice president of social computing software for IBM Corporation in New York, to find out more about how IBM sees the relevance of networking to larger companies. While the BT site is very much ‘external’, linking different businesses together online, as are some of Cisco’s acquisitions, one thing that was very clear from the conversation with Jeff was the importance of networking technology for internal efficiency.
Jeff’s primary focus is very much on being able to ensure that IBM employees worldwide have easy access to a range of expertise across their organisation, and they primarily use social networking to achieve this. There are over 400,000 IBM employees and business partners worldwide who use their ‘Blue Pages’ internal network, where they can post a personal profile that anyone within the organisation can access and blog about their area of expertise.
I believe that networking is the sharing of resources to help individuals to achieve a greater potential than we could do on our own. The approach that Jeff Schick and IBM take reflects this philosophy.
Jeff described the management of IBM’s human capital as one of their greatest challenges today.
Networking technology enables the organisation to facilitate consultation and idea sharing and is a key tool in overcoming that challenge. One of the biggest problems businesses suffer as they grow is competition rather than cooperation between different parts of the organisation and a lack of knowledge of how other departments operate. This leads to complaints that ‘the left hand doesn’t know what the right hand is doing’.
For multinationals, the problem becomes even more pronounced, with people spread across the world often facing the same challenges. Social Networking systems are key to managing these issues efficiently, although they shouldn’t be seen as a complete replacement for bringing employees together where they possibly can.
“We maintain a culture that is both capable of working in a distributed, highly decentralised fashion” said Jeff, “but at the same time take advantage of the opportunity to come together and make useful interactions when we see each other in person”.
Recently IBM recognised the problem of organisational silos within their own organisation. The company saw that sales groups within its $15 billion dollar software group were only focusing on their own brand or location rather than customers’ needs. To overcome this, they reorganised the structure of the organisation, changing their focus to finding the right solution from across the broad range of products on offer.According to Jeff, “it’s getting the right people over the right business problem. Breaking down those barriers of communication and knowledge is an important objective of the way we approach going to market.”
Additionally, there is a focus on solving issues and making the most of new ideas by stimulating a wide debate by all of the people involved in the process. In order to bring together as many ideas and experiences as possible to business problems, IBM use ‘Jams’, where they employ collaborative technology to encourage people both within and outside of the organisation to work together to find solutions to those problems. Through Blue Pages and elsewhere, IBM encourages people with similar interests to work closely together, through community interest groups or “birds of a feather type activities”.
In the UK, BT operates similar forums, with a number of internal networks to promote people working together and supporting each other. Such networks are becoming more commonplace in business. According to the US industry analyst firm Forrester, social networking tools will become “so much a part of the fabric of an enterprise’s collaborative environment that it will be like air – enterprises won’t be able to manage life without it.”
Indications are that we are going to see a shift in how companies encourage their staff to interact. It may surprise you to hear that most of the senior leadership of IBM are frequent users of Social Networking software. Perhaps IBM are embracing such technology because of the nature of the business and their understanding of the technology involved. Surely this won’t be as easy a transition for less IT-based organisations? Not according to Jeff.“I see it in other organisations as well. I look every place and see organisations that have adopted blogging, whether it be internal or external.
I look everywhere and see people utilising Wiki technology to do dynamic self publishing. No matter where I look, I see companies deploying technology that support communities and the interests that community serves, and the goals that community has.”Perhaps ‘networking’ is not such a dirty word after all.
Copyright Andy Lopata 2007
Michael
01908 506563
PPI Business NLP
Friday, March 30, 2007
Becoming a ‘FIT’ Networker
Becoming a ‘FIT’ Networker by Andy Lopata
The world is changing and business is changing with it. As more and more small companies and consultancies spring up, the focus in marketing is shifting from the purely traditional approach, and increasing numbers of businesses are realising the importance of word of mouth marketing and networking.
Networking has been around since the first caveman realised that he would find it much easier to slay the woolly mammoth with his neighbour’s help. However, as a concept designed to generate more business, we Brits have been more inclined to wait for things to happen and for people to refer us.
That is now changing. Whilst they still have a role to play in the marketing mix, the traditional routes to market, such as advertising, PR and direct marketing (eg. cold calling and direct mail), are becoming less and less relevant and more and more expensive for many of today’s small business owners.
Although these forms of marketing let people know we are there, networking and word of mouth marketing are far more effective in targeting prospective customers at the time they are in the market for our goods and services. Why would someone be talking about you if neither party has a need for your expertise?
Mark Tomblin of the global advertising agency Publicis was recently quoted in Real Business magazine saying “If someone you respect says ‘you should go to this place’ or ‘you should try this thing’ that is worth millions and millions of pounds of advertising”. This from a Director of a major advertising agency! We like to be referred to providers of services we want to buy, so when it happens we are far more likely to become their customers.
Bearing this in mind, how do businesses strategise their word of mouth marketing? The answer lies in the generation of ‘Champions’ for your business, people who will shout your name from the rooftops and recommend or refer you whenever the opportunity arises.
This doesn’t just happen. To be effective you need to take a cool, focused approach to your word of mouth marketing strategy, ensuring that your business can develop and retain its Champions, building more and more referral business each year.
The first step is to find your Champions. Identify who knows the most about your business, who has faith and trust in you, and who wants you to succeed. Your clients may be the obvious first choice, people who know how you work, what you can do and who have shown themselves to be happy to come back again. But you do not have to stop there.
Many people miss the opportunity that their suppliers offer them as prospective Champions. If they have built up a strong relationship with you, it is quite probable that they have done so with other clients as well. And they certainly have a vested interest in your success – since as you grow, your needs will grow, as will your ability to pay their bills!
Your friends and family also make strong potential Champions. People who want you to succeed and don’t expect anything in return for the help they can offer. How many people do they know who might be in the market for what you can offer, and how often do they recognise that connection?
Business contacts can also be key Champions. From business associates and fellow members of networking groups, even to your competitors who may refer you because of where you are based or where in the business you specialise.
And don’t forget your employees. If they are proud of their place of work and feel part of a team they will also feel a vested interest in your success. And they may then work hard to help to build on that success.
It is not enough though to simply identify the people who can champion you. They need to want to do so, with enthusiasm. So your next step is to find ways to inspire your Champions.
A key way in which to do this is to champion them first. People will feel more inclined to seek out opportunities for you if you have introduced new business to them. Look for other opportunities in which you can help them as well, introducing them to colleagues or offering free professional advice are two typical examples.
In terms of your existing clients, try to go the extra mile, substantially exceeding their expectations when it matters most to them. Most people are more likely to talk about poor service than bad because they make good stories, so you really have to make that extra service count at the right time.
If you want to inspire people to be passionate about your business, it is important that you are passionate yourself. Such passion can be infectious and if people see that you love what you do and truly believe in it they will feel both more comfortable and more motivated to go out and talk about you.
A lot of businesses consider commission agreements when looking at ways to inspire people to refer them. While these have an undeniable place in business, a lot of people feel uncomfortable with being paid a commission. If you are going to use them, make it clear what you are paying and when you are paying it. Does the percentage you offer reflect the value of the transaction or the value of the profit? When is it payable, when a contract is signed or as and when the monies are received? There are a lot of pitfalls to avoid.
The simplest way to inspire Champions is to ask. As the old saying goes, “if you don’t ask, you don’t get” and many opportunities for referrals and introductions are lost because people don’t ask. You need to focus your prospective Champions’ minds on your needs because they have enough issues to preoccupy their thoughts.
Once you have found and inspired your Champions, it is important that they feel that their efforts have been appreciated and that they haven’t gone unnoticed. So make sure, as part of your word of mouth marketing strategy, you thank your Champions. In its own way, doing this acts as another inspiration to champion you further.
The most important thing about saying thank you is that it has the personal touch. Too many bottles of whisky and wine are given out to business contacts who don’t drink. If you are going to treat someone to a meal out or other forms of corporate entertainment, find out what they like to eat or where they would like to go, rather than what you like.
Reciprocating is a great way to thank somebody for a referral or recommendation. Looking out for opportunities for them will often lead to a positive cycle of mutual referral, benefiting both businesses.
But sometimes it is enough to simply say ‘Thank You’ whether it is by telephone, card, letter, email, or in person.
So there you have your word of mouth marketing strategy. Find, Inspire and Thank your Champions – and be a FIT networker.
About the Author
Andy Lopata is one of the UK’s leading Business Networking Strategists. He is the former Managing Director of BRE Networking and co-author of the Amazon.co.uk Bestseller ‘…and Death Came Third! The Definitive Guide to Networking and Speaking in Public.’
You can read more of Andy’s thoughts at ‘Connecting People’ - http://www.networkingandreferrals.blogspot.com/
The world is changing and business is changing with it. As more and more small companies and consultancies spring up, the focus in marketing is shifting from the purely traditional approach, and increasing numbers of businesses are realising the importance of word of mouth marketing and networking.Networking has been around since the first caveman realised that he would find it much easier to slay the woolly mammoth with his neighbour’s help. However, as a concept designed to generate more business, we Brits have been more inclined to wait for things to happen and for people to refer us.
That is now changing. Whilst they still have a role to play in the marketing mix, the traditional routes to market, such as advertising, PR and direct marketing (eg. cold calling and direct mail), are becoming less and less relevant and more and more expensive for many of today’s small business owners.
Although these forms of marketing let people know we are there, networking and word of mouth marketing are far more effective in targeting prospective customers at the time they are in the market for our goods and services. Why would someone be talking about you if neither party has a need for your expertise?
Mark Tomblin of the global advertising agency Publicis was recently quoted in Real Business magazine saying “If someone you respect says ‘you should go to this place’ or ‘you should try this thing’ that is worth millions and millions of pounds of advertising”. This from a Director of a major advertising agency! We like to be referred to providers of services we want to buy, so when it happens we are far more likely to become their customers.
Bearing this in mind, how do businesses strategise their word of mouth marketing? The answer lies in the generation of ‘Champions’ for your business, people who will shout your name from the rooftops and recommend or refer you whenever the opportunity arises.
This doesn’t just happen. To be effective you need to take a cool, focused approach to your word of mouth marketing strategy, ensuring that your business can develop and retain its Champions, building more and more referral business each year.
The first step is to find your Champions. Identify who knows the most about your business, who has faith and trust in you, and who wants you to succeed. Your clients may be the obvious first choice, people who know how you work, what you can do and who have shown themselves to be happy to come back again. But you do not have to stop there.
Many people miss the opportunity that their suppliers offer them as prospective Champions. If they have built up a strong relationship with you, it is quite probable that they have done so with other clients as well. And they certainly have a vested interest in your success – since as you grow, your needs will grow, as will your ability to pay their bills!
Your friends and family also make strong potential Champions. People who want you to succeed and don’t expect anything in return for the help they can offer. How many people do they know who might be in the market for what you can offer, and how often do they recognise that connection?
Business contacts can also be key Champions. From business associates and fellow members of networking groups, even to your competitors who may refer you because of where you are based or where in the business you specialise.
And don’t forget your employees. If they are proud of their place of work and feel part of a team they will also feel a vested interest in your success. And they may then work hard to help to build on that success.
It is not enough though to simply identify the people who can champion you. They need to want to do so, with enthusiasm. So your next step is to find ways to inspire your Champions.
A key way in which to do this is to champion them first. People will feel more inclined to seek out opportunities for you if you have introduced new business to them. Look for other opportunities in which you can help them as well, introducing them to colleagues or offering free professional advice are two typical examples.
In terms of your existing clients, try to go the extra mile, substantially exceeding their expectations when it matters most to them. Most people are more likely to talk about poor service than bad because they make good stories, so you really have to make that extra service count at the right time.
If you want to inspire people to be passionate about your business, it is important that you are passionate yourself. Such passion can be infectious and if people see that you love what you do and truly believe in it they will feel both more comfortable and more motivated to go out and talk about you.
A lot of businesses consider commission agreements when looking at ways to inspire people to refer them. While these have an undeniable place in business, a lot of people feel uncomfortable with being paid a commission. If you are going to use them, make it clear what you are paying and when you are paying it. Does the percentage you offer reflect the value of the transaction or the value of the profit? When is it payable, when a contract is signed or as and when the monies are received? There are a lot of pitfalls to avoid.
The simplest way to inspire Champions is to ask. As the old saying goes, “if you don’t ask, you don’t get” and many opportunities for referrals and introductions are lost because people don’t ask. You need to focus your prospective Champions’ minds on your needs because they have enough issues to preoccupy their thoughts.
Once you have found and inspired your Champions, it is important that they feel that their efforts have been appreciated and that they haven’t gone unnoticed. So make sure, as part of your word of mouth marketing strategy, you thank your Champions. In its own way, doing this acts as another inspiration to champion you further.
The most important thing about saying thank you is that it has the personal touch. Too many bottles of whisky and wine are given out to business contacts who don’t drink. If you are going to treat someone to a meal out or other forms of corporate entertainment, find out what they like to eat or where they would like to go, rather than what you like.
Reciprocating is a great way to thank somebody for a referral or recommendation. Looking out for opportunities for them will often lead to a positive cycle of mutual referral, benefiting both businesses.
But sometimes it is enough to simply say ‘Thank You’ whether it is by telephone, card, letter, email, or in person.
So there you have your word of mouth marketing strategy. Find, Inspire and Thank your Champions – and be a FIT networker.
About the Author
Andy Lopata is one of the UK’s leading Business Networking Strategists. He is the former Managing Director of BRE Networking and co-author of the Amazon.co.uk Bestseller ‘…and Death Came Third! The Definitive Guide to Networking and Speaking in Public.’
You can read more of Andy’s thoughts at ‘Connecting People’ - http://www.networkingandreferrals.blogspot.com/
Does networking really work?
Does networking really work by Andy Lopata
‘Networking’ has become a buzzword in British business in recent years but many people are still confused by, or sceptical of, anything carrying the tag. Yet we all network. Talking with people we know; exchanging stories; expressing ideas; asking questions and offering our support.
Everyone has their own personal ‘network’, a sphere of influence which, according to American author and sales guru Joe Girard, extends to around 250 people. These are the people who help us to succeed, providing the benefit of support, advice, experience and expertise as and when we need it.
As Bob Burg says, in his book ‘Endless Referrals’,
“We are not dependent on each other; nor are we independent of each other; we are all interdependent with each other.”
Networking operates on this foundation with everyone looking to support and connect others within their sphere of influence.
In its formal manifestation, networking can be a successful part of your marketing approach but only with an effective strategy. You need to establish what you want to achieve and how and where you can realise these ambitions.
Networking where it is local, convenient or because you have been invited is not enough. Look at the opportunities available to you and how much time you can commit to them.
Most networks can be categorised into one of two types - network-building or referral-building. Network-building opportunities, such as monthly Chamber of Commerce evenings and internet-based networks, are about making new contacts and expanding your network. Referral-building groups, such as BRE, meet more frequently, aiming to build stronger levels of trust and understanding between members, thereby enhancing the quality of referrals passed.
Don’t expect an immediate return from networking. Understand the commitment needed to make it work; both at meetings, online and in building relationships with the people you meet through effective follow up. Sometimes less really is more! It may be better to commit regularly to one or two organisations rather than trying to get to every gathering in town.
Successful networkers don’t concentrate on trying to sell to people; they understand that they probably won’t meet their prospective customers in these forums. Even if they do, those prospects are probably not there looking for suppliers. Instead, they focus on building strong relationships and helping others. Many have found that the more they help people in their network; the more people want to help them.
When you have a network of people who trust you, like you and are ready to refer you, make sure you have a clear, focused message to make it easier for people to help you.
Many businesses struggle to gain results from networking because they are not able to express clearly what they need and how people can help them. By having a memorable and repeatable message, you make it simple for others to connect you to people in their network. Bear in mind that you may not be addressing your ideal contact but you may only be one or two steps away from them.
Don’t be afraid to identify ideal connections for your business and then ask for them. At a recent BRE meeting in Fylde in Lancashire, Bill McKenzie of Quay Imports asked for an introduction to Blackpool Zoo for a product imported from China. As a result, not only did Quay Imports do business with Blackpool Zoo, but through those meetings they were able to target the sector as a whole and now do business with a number of other, larger zoos, including London Zoo.
There are countless other examples like this from other companies for whom networking is a key part of their marketing strategy. Plan your strategy. Focus on what you want to achieve. Know what steps you need to take. Do this and then networking really can work for you.
About the Author
Andy Lopata is one of the UK’s leading Business Networking Strategists. He is the former Managing Director of BRE Networking and co-author of the Amazon.co.uk Bestseller ‘…and Death Came Third! The Definitive Guide to Networking and Speaking in Public.’
You can read more of Andy’s thoughts at ‘Connecting People’ - http://www.networkingandreferrals.blogspot.com/
Saturday, March 03, 2007
Discipline - Are you going for the long haul?
Are you going for the long haul? by Paul Lemberg
Are you in it for the short term, or the long haul?
I’m going to go a little bit out on a limb here. I’m going to suggest that very little which is worth leading a group to accomplish is going to be accomplished without discipline.
Not in the trivial things. I’m talking about the things that matter. The things that take the concerted effort of a team working together.
What kind of discipline? How about a working definition:
Doing what you know you need to do, for as long as you need to do it.
The kind of discipline which lets people hone their skills and become proficient at their jobs. The kind of discipline which enables us to adhere to standards even when it might be uncomfortable.
The kind of discipline which enables us as leaders to hold our people to account. No matter what.
There’s an alternative to discipline, and it’s not pretty.
It’s called regret.
Regret is what you get when you knew what needed to be done and you didn’t do it. Regret is what’s left when you look back on your unfulfilled intentions and know you just didn’t have the nerve or the commitment to bring them to life.
So there’s a choice.
You can have the pain of discipline – because discipline isn’t easy (that’s why it’s called discipline) and sometimes it hurts.
Or you can have the pain of regret, which never hurts in the present, but sure will feel terrible later. And you have it for the rest of your life.
Copyright Paul Lemberg
Are you in it for the short term, or the long haul?
I’m going to go a little bit out on a limb here. I’m going to suggest that very little which is worth leading a group to accomplish is going to be accomplished without discipline.
Not in the trivial things. I’m talking about the things that matter. The things that take the concerted effort of a team working together.
What kind of discipline? How about a working definition:
Doing what you know you need to do, for as long as you need to do it.
The kind of discipline which lets people hone their skills and become proficient at their jobs. The kind of discipline which enables us to adhere to standards even when it might be uncomfortable.
The kind of discipline which enables us as leaders to hold our people to account. No matter what.
There’s an alternative to discipline, and it’s not pretty.
It’s called regret.
Regret is what you get when you knew what needed to be done and you didn’t do it. Regret is what’s left when you look back on your unfulfilled intentions and know you just didn’t have the nerve or the commitment to bring them to life.
So there’s a choice.
You can have the pain of discipline – because discipline isn’t easy (that’s why it’s called discipline) and sometimes it hurts.
Or you can have the pain of regret, which never hurts in the present, but sure will feel terrible later. And you have it for the rest of your life.
Copyright Paul Lemberg
Sunday, February 11, 2007
Fast Preparation - and a quiz!
FAST PREPARATION by Paul Lemberg
Do you still think going faster means working harder
and doing more and working harder
and doing more and...?
What if it meant something else entirely?
What if it meant having a vision of startling clarity,
maintaining a laser-like focus, and staying relentlessly on purpose?
What if it meant only doing the things which mattered to you,
and turning on a dime if your current direction isn’t taking
you where you want to go?
How fast do you want to go?
1. QUICK QUIZ
Rank each statement 1, 2, 3 or 4 where a 1 means this statement is totally false, and a 4 means it is totally true.
The purpose of this venture is unbelievably powerful to me.
I have crystal clear objectives I intend to see accomplished.
I believe runaway success is possible and I can describe it.
Wherever things are right now, I know where to start next.
The challenge excites me.
I do what is necessary to realize to reach my purpose.
I have written specific, measurable, up-to-date objectives.
I continually take action to realize my goals and my purpose.
I am comfortable with uncertainty and ambiguity.
I spend most of my time on the most important things.
I have a definite, written action plan.
I am acting on that plan.
I track the results of my actions.
I ask people for big things.
People respond to my requests with promises and action.
I begin each day with a clear intention for that day.
I spend part of my time just thinking.
I make commitments without knowing how to fulfill them.
My business has a strategy to get through the next mission.
I know there is a chance I will fail.
I make the rules.
Quitting is not an option.
I love the game I am playing.
I can’t know everything about my venture.
People around me are as inspired as I am.
If you ranked every statement “4”, you would have 100 points. How did you do? What do you think it means?
Do you still think going faster means working harder
and doing more and working harder
and doing more and...?
What if it meant something else entirely?
What if it meant having a vision of startling clarity,
maintaining a laser-like focus, and staying relentlessly on purpose?
What if it meant only doing the things which mattered to you,
and turning on a dime if your current direction isn’t taking
you where you want to go?
How fast do you want to go?
1. QUICK QUIZ
Rank each statement 1, 2, 3 or 4 where a 1 means this statement is totally false, and a 4 means it is totally true.
The purpose of this venture is unbelievably powerful to me.
I have crystal clear objectives I intend to see accomplished.
I believe runaway success is possible and I can describe it.
Wherever things are right now, I know where to start next.
The challenge excites me.
I do what is necessary to realize to reach my purpose.
I have written specific, measurable, up-to-date objectives.
I continually take action to realize my goals and my purpose.
I am comfortable with uncertainty and ambiguity.
I spend most of my time on the most important things.
I have a definite, written action plan.
I am acting on that plan.
I track the results of my actions.
I ask people for big things.
People respond to my requests with promises and action.
I begin each day with a clear intention for that day.
I spend part of my time just thinking.
I make commitments without knowing how to fulfill them.
My business has a strategy to get through the next mission.
I know there is a chance I will fail.
I make the rules.
Quitting is not an option.
I love the game I am playing.
I can’t know everything about my venture.
People around me are as inspired as I am.
If you ranked every statement “4”, you would have 100 points. How did you do? What do you think it means?
Sunday, December 31, 2006
Give it away - Delegate!
Give it away - Delegate by Paul Lemberg
The harder you hold on to things, the faster they can get away from you.
If you want to extend your reach beyond your ability to do everything at once, you must delegate some things to other people.
Delegation is frightening for many people. First of all, you might enjoy doing the thing you have to delegate. You may think you do it better than anyone else. You imagine it won’t get done properly. And you know it won’t get done your way. You might even believe if you don’t do that thing, you won’t have enough to do.
Know this: whatever you keep to yourself instead of delegating will get shorter shrift than it deserves. Usually that thing becomes a bottleneck in the continued success of your venture.
There are four keys to effective delegating.
1 Give the job to someone who can get it done – someone who either has, or has access to, the skills, knowledge and resources needed. Also, give the job to someone who has time for it. Don’t dump your projects onto someone who has neither the wherewithal nor the availability.
If you do that you are simply setting them up to fail and setting yourself up for disappointment. Don’t just hand your task to the next warm body. Get buy-in from the delegate. Are they okay with this thing? Are they enrolled, or is this just more work for someone who is already overburdened?
2 Communicate your conditions of satisfaction. Have you ever asked someone to do something, and when they came back you said, “Oh. That’s not what I wanted at all”? Be sure you have mutual agreement on the critical requirements that define how this job must be handled, and what the outcome will look like.
3 Use SMART goals to clarify the desired outcome along with a timeline for its realization. Also, if necessary, set up a measurement system that will help you and your delegate know whether things are on or off track.
Work out a plan. Depending on the complexity of the delegated task, you may ask that the first step be a plan for how to get the rest done. In other cases, the request may be simple and a plan not necessary. But think this through.
If you are uncertain as to how something needs to get done, but want to make sure it will occur according to some guidelines – get a plan.
4 Finally, you need a communications protocol – how are you going to get updates and give feedback or advice? When are you going to speak or meet? How frequently? Will they send you an email, or a formal progress report? Create some pre-defined mechanism to keep you informed, and to give them an opportunity to seek guidance if appropriate.
There is a big difference between delegating and abdicating. When you abdicate you are saying – I’m neither responsible nor accountable for the results. When you delegate, you are still accountable. You are asking your delegate to do the work, and therefore be accountable to you.
“Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.” General George S. Patton
by Paul Lemberg.
Copyright Paul Lemberg and reprinted wth his express permission,
Any questions give me a call,
Michael
PPI Business NLP
01908 506563
Technorati Tags Business Development Business Executive coaching
The harder you hold on to things, the faster they can get away from you.
If you want to extend your reach beyond your ability to do everything at once, you must delegate some things to other people.
Delegation is frightening for many people. First of all, you might enjoy doing the thing you have to delegate. You may think you do it better than anyone else. You imagine it won’t get done properly. And you know it won’t get done your way. You might even believe if you don’t do that thing, you won’t have enough to do.
Know this: whatever you keep to yourself instead of delegating will get shorter shrift than it deserves. Usually that thing becomes a bottleneck in the continued success of your venture.
There are four keys to effective delegating.
1 Give the job to someone who can get it done – someone who either has, or has access to, the skills, knowledge and resources needed. Also, give the job to someone who has time for it. Don’t dump your projects onto someone who has neither the wherewithal nor the availability.
If you do that you are simply setting them up to fail and setting yourself up for disappointment. Don’t just hand your task to the next warm body. Get buy-in from the delegate. Are they okay with this thing? Are they enrolled, or is this just more work for someone who is already overburdened?
2 Communicate your conditions of satisfaction. Have you ever asked someone to do something, and when they came back you said, “Oh. That’s not what I wanted at all”? Be sure you have mutual agreement on the critical requirements that define how this job must be handled, and what the outcome will look like.
3 Use SMART goals to clarify the desired outcome along with a timeline for its realization. Also, if necessary, set up a measurement system that will help you and your delegate know whether things are on or off track.
Work out a plan. Depending on the complexity of the delegated task, you may ask that the first step be a plan for how to get the rest done. In other cases, the request may be simple and a plan not necessary. But think this through.
If you are uncertain as to how something needs to get done, but want to make sure it will occur according to some guidelines – get a plan.
4 Finally, you need a communications protocol – how are you going to get updates and give feedback or advice? When are you going to speak or meet? How frequently? Will they send you an email, or a formal progress report? Create some pre-defined mechanism to keep you informed, and to give them an opportunity to seek guidance if appropriate.
There is a big difference between delegating and abdicating. When you abdicate you are saying – I’m neither responsible nor accountable for the results. When you delegate, you are still accountable. You are asking your delegate to do the work, and therefore be accountable to you.
“Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.” General George S. Patton
by Paul Lemberg.
Copyright Paul Lemberg and reprinted wth his express permission,
Any questions give me a call,
Michael
PPI Business NLP
01908 506563
Technorati Tags Business Development Business Executive coaching
Sunday, December 03, 2006
Runaway success by Paul Lemberg
Runaway success by Paul Lemberg.
To move faster than the speed of change requires a commitment to extraordinary things.
Most people, when asked for the particulars of runaway, blockbuster, or breakthrough success can’t say what that means to them with enough clarity to do anything about it.
Can you?
One way to increase the pace is to consider your venture from the perspective of “runaway success,” and only take actions consistent with achieving just that. Before you can do that, you have to define your terms.
Take a few moments to specify , what you would consider “runaway success” in your current venture. (As always, there’s the question of scope or context. You could say – “Well, my current venture is my life.” OK – use that. If you asked me, I would suggest you narrow your scope – but it’s your choice.)
Write out your definition. You must write it out – type it – whatever. You can’t simply “think” this and expect the same result. Get it out of your head and onto the page. It must reflect back to you so you can evaluate it “in the cold light of day.”
Write it, in all its glory. Make sure this is a statement of “runaway success,” not plain, old ordinary success.
Keep your definition in a notebook. Print it large and post it on your bulletin board. Tape it to the dashboard of your car.
Slip it under your desk mat. Scatter it about your environment. Put it in your wallet where you can refer to it easily.
by Paul Lemberg.
Copyright Paul Lemberg and reprinted wth his express permission,
Any questions give me a call,
Michael
PPI Business NLP
01908 506563
Technorati Tags Business Development Business Executive coaching
To move faster than the speed of change requires a commitment to extraordinary things.
Most people, when asked for the particulars of runaway, blockbuster, or breakthrough success can’t say what that means to them with enough clarity to do anything about it.
Can you?
One way to increase the pace is to consider your venture from the perspective of “runaway success,” and only take actions consistent with achieving just that. Before you can do that, you have to define your terms.
Take a few moments to specify , what you would consider “runaway success” in your current venture. (As always, there’s the question of scope or context. You could say – “Well, my current venture is my life.” OK – use that. If you asked me, I would suggest you narrow your scope – but it’s your choice.)
Write out your definition. You must write it out – type it – whatever. You can’t simply “think” this and expect the same result. Get it out of your head and onto the page. It must reflect back to you so you can evaluate it “in the cold light of day.”
Write it, in all its glory. Make sure this is a statement of “runaway success,” not plain, old ordinary success.
Keep your definition in a notebook. Print it large and post it on your bulletin board. Tape it to the dashboard of your car.
Slip it under your desk mat. Scatter it about your environment. Put it in your wallet where you can refer to it easily.
by Paul Lemberg.
Copyright Paul Lemberg and reprinted wth his express permission,
Any questions give me a call,
Michael
PPI Business NLP
01908 506563
Technorati Tags Business Development Business Executive coaching
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