Posts Tagged ‘Sales Training Seminars’

Leadership Development: How To Know You Are A Great Leader

Friday, March 16th, 2012

Are you a Legacy Leader or a Doer Leader?  You might be wondering, what is the difference?

A doer leader is one who is great at building programs, rallying troops and making things happen.  In other words, they seem to be exactly what you need because they get things done.  The problem is that once they lead everything slides back to the way it was.  They were really a leader that gathered a tactical team of workers around them to make things happen but they DIDN’T build leaders that could SUSTAIN the projects once the Doer Leader left.

Most family wealth has a Doer Leader at the head.  It is why that by the fifth generation most wealth acquired by the first generation is lost.  The first generation forgets to TEACH and build LEADERS under them so that the legacy continues on.

Here are two things you can do to ensure you are a Legacy Leader:

1. When you start projects create some champions that carry it on WITHOUT you.  Help them develop the leadership traits they need to build a competent team that can run things smoothly.

2. Start teaching your High Potential Leaders THINKING, not doing lessons.  The big mistake that I see most SLT groups make is they stop teaching the THINKING and instead start evaluating only on the doing.  Essentially this creates a big chasm between those at the top and the next level of leaders because the next level of leaders is always trying to “please” the SLT rather than learn, grow and stretch with the SLT.

Take Action:  Next time someone steps in to your office, stop yourself from telling them what to do and instead teach them the “why” behind what you say so they can start to catch on and build on your thinking pattern.  This moves them from being a parrot.

Register to watch the Strategic Presentation Video Series, it’s free…

Presentation Skills -Tweet Success: How Do You Know You Are A Powerful Speaker

Wednesday, March 14th, 2012

During the Grammy’s tweeting peaked at 10,901 Tweets per second according to Twitter.  So is that success or is success when your audience is so absorbed with what you are saying that tweets STOP until after you are done speaking?  That is what happened when Jennifer Hudson did her tribute to Whitney Houston- not one tweet, peep or even chirp was done until AFTER she finished.

Tweeting is a great example of what how important it is for your audience to feel a part of the action of the presentationUnfortunately PowerPoint has gotten so prevalent that your audience can become bored while you are speaking.

As a speaker you need to think about your audience so that each time you talk YOU are the one INSERTING them in to your presentation.  Make it about why what you are saying is relevant to them and their lives.

To truly speak from your audience’s perspective requires  FOUR  things:

1. You must leave your ego outside the room.  The point of your presentation is not to validate your point.  You are not the primary point. You are given the privilege of speaking because the audience is expecting that what you say will help them in some way.  Make sure you honor that.

2. You must first think about them- how will what your sharing make a difference for them and what do they need to know in order to put it in action?

3. You  must be succinct.  Weed out all the extraneous information and points that aren’t relevant for your audience.  Now often these points are what excite you the most, give your group the most recognition or that you have spent the most time on.  They are irrelevant if they don’t help the audience to do what they need to do.

4. Think in terms of 3- 3 points anchored by 3 stories or examples that bring the points to life.

When you capture your audience so fully that they come alive during your presentation and feel you are speaking to just them, that is when the tweets stop.  They no longer need to INSERT themselves in to the presentation but rather just absorb it.  After you are done is when they will start wildly tweeting about you!

Register to watch the Strategic Presentation Video Series, it’s free…

Leadership Development: How to Take On More Work And Still Get Home By Six

Wednesday, February 29th, 2012

Bill told me he got to work at 6:30 or 7 am every morning and most nights he got home at 8 pm.  He was frustrated that his wife and he would fight as anger erupted easily for him in conversations.

He said he is constantly in meetings and that since his team is virtual he has meetings at all hours to accommodate all their different schedules.  He often ate lunch at his desk. In three years he hadn’t taken more than a week off at a time and he always had his cell phone with him.  People constantly were getting a hold of him during his vacations.

This is often typical of what I hear from top executives we coach around the world.  Their time becomes every one else s and they suddenly feel tied to the desk, exhausted, and frustrated.  Ironically at the same time they tell me their ability to be strategic is gone and they are putting out crisis’s.

So is there hope or a better solution?

When I gave the following suggestions to Bill his first response was “it won’t work.  I need to be available at all times.”  Within two months of implementing the changes Bill was able to take three weeks off without checking email or voice mail!  He is home at 6 pm nightly and his team is operating at a higher level.

1. Build in strategic think time on your calendar.  Don’t let others invade this time.  Once your brain knows it has time to do what it needs to do, it relaxes and the anger often goes away.

2. Talk to your team and let them know about this change and how it will benefit them.  We have a formula we share with those we coach that shows the people on their team how they will benefit as a result of this change.   It is important that you phrase this correctly.

3. S tick to it. Don’t allow someone to bump your time, move it around or just drop in.  Be firm about this or you will never truly have time free.

4. Keep big projects for these select time blocks, turn off email, and don’t answer the phone.  You will probably be able to crank out 6 hours of work in under two hours of time.

5. Try to keep the same time block cleared.  For me, this is mornings from 8-10 am as that is when I am the most creative.  Once your team knows what is the time block that is sacred then it will be easier for them to stay clear of it.  If your “time block” moves each day it becomes a burden for your team to support.

Start with 2-3 days of week with blocked off time and gradually move to almost daily.

Learn more about the Outcome Focus® Leadership Development Training by contacting Paul Cummings at 952-921-9421

Leadership Development: The Great Trust Hoax…

Wednesday, February 15th, 2012

Is trust given or earned?

When ever I ask that question, the most common answer I hear is, “it is earned.”  But when I ask that leader, when you first held your new born baby did you think, “earn my trust” or did you just “give the trust” and hold yourself accountable to teach trust.

Every time the answer is, “I gave my trust.”  By nature we give trust easier to kids and babies then we do to adults.  My position is give trust but validate.

So as a leader it is your responsibility to build and uphold a trustworthy team. If you don’t have a trustworthy team, you need to look at what you are doing that is allowing the team to operate on a lower standard.

Here are some things you can do to help your team be high in the trust and accountability department:

  1. What you tell one is what you tell all.  If the team hears mixed messages they begin to doubt both the message and the messenger.  This starts to create a divide in your team as to how they view each person on the team AND that person’s position with you.
  2. Help people let go of the past.  If you have negative emotions or situations in the group you need to address them immediately and help others to overcome those.  Andy Andrews says, “Forgiveness is a decision not an emotion. One you decide to forge, your emotions will follow your decisions.”
  3. Once emotions/situations have been cleansed as a team, do not let ONE incident or comment about them pass.  If you do you have just allowed all the good work to go down the drain and the wound is now reopened.
  4. Find out from the team if there are other things you are doing that erodes trust.  Many of these I find are happening for logical reasons with no malicious intent.  For example, one executive we worked with constantly went to Paul in his company whenever a new project came up.  Well, resentment built that Paul always got to work on the plum projects.  What the leader failed to tell the group was the Paul’s forte was in seeing and creating a clear flow of project alignment so that more could get done by the team with less time being taken by everyone.  He had actually increased the productivity of the team by over 20% with his methods but that never got shared with the team.

So as a leader, I encourage you to give trust and then help people live up to that trust by executing at a high level.

Learn more about the Outcome Focus® Leadership Development Training by contacting Paul Cummings at 952-921-9421


How to deal with a person that says one thing to your face and another behind your back? Or the person that says yes but then runs when things get tough

Friday, December 9th, 2011

First, get rid of the idea that the other person is doing this to attack you. Most likely it has nothing to do with you, but instead is driven by their own fear. So instead, try to think about what they might be so scared of losing that they would fight to protect it.

Apply Outcome Thinking® and try to think about the situation from the other person’s perspective. Why may they not feel safe telling you up front what they’re really thinking? Your job is to make it a safe environment for them to share their thoughts with you.

If the person is a Connector, this means you need to reassure them that you would like to hear their true thoughts even if they feel they are ones you might not want to hear right now. It also means you cannot blow up or get angry on the spot. Either of those reactions will immediately shut a Connector down.

If the person is actually being devious (and you would know this because what they are saying behind your back is malicious), you need to address them with what you heard. Make sure that you do it in a straightforward manner, sticking only with the facts, and that you do not jeopardize anyone that confided in you.

The discussion may go something like this: Jane, when you and I met on Friday, we agreed that all account information would be put into the database. I am now hearing that you feel that putting that information in is ridiculous and that you have no intention of doing it. I wanted to talk directly with you so we could sort this out and make sure that we are in agreement. Jane, I will always do you the courtesy of speaking directly to you, and I expect the same from you. So let’s talk this through.” At that point keep your mouth shut and let the other person talk so you can find out the reasoning behind what they are saying. By adding the line that you will “always give the courtesy of speaking directly” with Jane, and that you expect the same in return, it lets her know you will not tolerate her going behind your back.

Register to watch the Strategic Presentation Video Series, it’s free…