Sunday, March 17, 2013
Leaders as Learners
In an age of equal opportunity, leadership is continuously challenged with cultural and social dynamics that are acutely embedded in our belief systems. These sociocultural dynamics frame a system of power and control that subliminally dictate thought, decisions and behavior. No one is immune to the impact of this hegemonic structure designed to govern every field of human endeavor. Elements of these two pivotal perspectives that are extremely important to consider include: gender, race, class, nation, sexual orientation, age, religion, language and physical ability. Whether personal or professional it is our responsibility, as leaders, to strengthen our influence through effective communication strategies while building bridges of mutual benefit and benevolence to gain buy-in.
In most imaginable categorizations, our society can be divided into dominant and subordinate groups. Think about the aforementioned elements that contribute to sociocultural tenants, from each of these viewpoints there are obvious disparities between dominant and subordinate groups that assign power and status illustrating a distinct social order. Because of our societal construct, dominant agents experience privilege while subjugated targets are in turn oppressed. For every social category that is privileged, one or more other categories are oppressed in relation to it. We all are shaped by individual characteristics, family dynamics, historical factors, and social and political contexts. Who am I? The answer depends in large part on who the world around me says I am. As a generalization, we unconsciously acquire our belief system from these external authorities and express them as if conceived by us alone. This is important because consideration must be given to origin of family dynamics, historical factors, and social and political contexts; Who and what contributed to their construction and validity? These belief systems are deeply rooted in every aspect of lives and play major roles in how we see ourselves and others, how we treat ourselves and others. As we look at the complexities of privilege and oppression through the eyes of targets and agents, we see education as a backdrop to cascades showered across every other industry. It is education that constructs these bridges connecting inquiry and advocacy for efficacious leading and learning. Observing education as the central ingredient that connects us, our ideas and our convictions to others, we see the process of learning as a catalyst to individual and organizational growth. Learning, in this context, is not only acquiring more information, but also perfecting and polishing existing intelligence to frame and articulate our argument(s). So, the questions become, how, why and what are we as Leaders doing about it? Great Selling!
Saturday, December 8, 2012
Principled
We, ideally, admire and respect Principals who stand on an unwavering set of Principles; a foundational formula through which all of their decisions are made. This execution of organized thought illustrates confidence, security, and Leadership. These individuals exhibit an eminent character that emits an undeniable light compelling compliance, particularly when it’s not coerced. Think about the person you reverence most, now picture all of the qualities that make that individual so special. Write them down so they are tangible and animate. Next to each trait, list corresponding behaviors that immediately come to mind. This exercise should demonstrate how comprehensive and obligatory a defined set of values are for everyone.
Mark was a Senior Loan Officer at one of the largest Financial Institutions on the East Coast. One Monday morning in The Loan Review Committee Meeting, the Chairman of the Board’s loan was up for review. Although the Chairman met all economic qualifications of Character, Capacity, Collateral, Conditions, and Capital, he had significant investments that were controversial to Mark’s belief system. While there was unanimous confirmation from all other Committee members, Mark elected to abstain. Without viable reason to oppose, he chose not to vote based on personal principle. When asked why, Mark clearly articulated his thoughts and held his position to abstain. According to Mark, the Chairman of the Board came to his office immediately following the meeting, asked for his explanation again, and out of respect this is where Mark's ascension into Leadership began.
By no means am I suggesting any kind of conflict with Management, however, there is something to be said about standing on what you believe and being able to intelligently express your view with a sober openness to discussion. We all experience those pivotal moments when we are faced with decisions that contest our moral convictions, that delicate balance between getting ahead and doing what’s right. The question is; can we synchronistically dance with profitability and principle? Is it reasonable to believe that, as Leaders, we can do what's best for business while sustaining an acceptable degree of moral responsibility. Understanding that 'Best for Business' and 'Acceptable Degree of Moral Responsibility' is relative, do we have an innate algorithm that can serve as rule and guide to humanity? Leaders who are able to find harmony in benefit and benevolence are those Principals standing on an unwavering set of Principles. Although most of us are not there yet, we should always be aiming for our personal equilibrium of prosperity and fulfillment. Great Selling!
Mark was a Senior Loan Officer at one of the largest Financial Institutions on the East Coast. One Monday morning in The Loan Review Committee Meeting, the Chairman of the Board’s loan was up for review. Although the Chairman met all economic qualifications of Character, Capacity, Collateral, Conditions, and Capital, he had significant investments that were controversial to Mark’s belief system. While there was unanimous confirmation from all other Committee members, Mark elected to abstain. Without viable reason to oppose, he chose not to vote based on personal principle. When asked why, Mark clearly articulated his thoughts and held his position to abstain. According to Mark, the Chairman of the Board came to his office immediately following the meeting, asked for his explanation again, and out of respect this is where Mark's ascension into Leadership began.
By no means am I suggesting any kind of conflict with Management, however, there is something to be said about standing on what you believe and being able to intelligently express your view with a sober openness to discussion. We all experience those pivotal moments when we are faced with decisions that contest our moral convictions, that delicate balance between getting ahead and doing what’s right. The question is; can we synchronistically dance with profitability and principle? Is it reasonable to believe that, as Leaders, we can do what's best for business while sustaining an acceptable degree of moral responsibility. Understanding that 'Best for Business' and 'Acceptable Degree of Moral Responsibility' is relative, do we have an innate algorithm that can serve as rule and guide to humanity? Leaders who are able to find harmony in benefit and benevolence are those Principals standing on an unwavering set of Principles. Although most of us are not there yet, we should always be aiming for our personal equilibrium of prosperity and fulfillment. Great Selling!
Friday, October 26, 2012
The Dichotomy of LEADERSHIP
As a generalization, Leadership is the most essential ability that make organizations successful. The faculty to have regions, districts, and departments follow a vision is sought after by many but owned by few. Your most prominent organizations have large groups with varied talents, cooperate and perform due to influence. Leadership is as much of an institution as it is an individual; we not only follow people, we follow purpose. When there is structure, strategy, and an established culture it is easier to buy-in and execute. Often times, employees never meet or get to know Executive Leadership but function because of Organizational Design. In these cases company initiatives penetrate, are conveyed, and fulfilled with faithful flawlessness. However, there is a degree of incompetence that appears to be exponentially increasing in all levels of Leadership.
There is a dichotomy of Leadership that represents cognitive and creative components; one absolutely needs the intellectual capacity to lead, and also the inspirational aptness to sustain any standard of success. These two elements are not mutually exclusive; they must co-exist and manifest simultaneously to ensure healthy oversight. Leaders must be as concerned about people as they are tasks. This requires an exceptional tolerance to tension and an opportunistic approach to ‘Teachable Moments’. We, as Leaders, must absorb push-back, directly address concerns, and seamlessly regulate the realization of objectives. Too many Leaders are simply order takers operating solely on positional authority. Today’s Leadership literature encourages challenging the status quo and confronting inept traditions to elevate effectiveness. This thought process eludes us when Managers behave and perform only because of what they are told to do, and not because of who they are. When this happens subordinates recognize inadequacies, calculate individual contributions, and consequently underperform because respect, guidance, nor influence exists. When we appoint people to manage what’s measured without developing the fundamentals, strategies, and techniques that deliver desired outcomes, we deteriorate the motivation needed to win.
Leadership is a process that requires buy-in, in order to appropriately drive performance we must exhibit empathy with our expectations. Imagine a workplace where most of the heavy lifting is done by a select few in the absence of development and direction. Management spends most of its time meeting, conferencing, and analyzing reports without directly contributing to daily, weekly, or quarterly objectives. Belief, Ability, and Inspiration are artificial at best; those in position bathe in their Power instead of fueling purpose. This ‘need to control’ without contributing severs the binary alignment needed to optimize achievement. Leadership and its accountability directly reflect results and, subsequently, shoulder penalty as well as it does prize. Power is not Leadership, however, He who has the most Power, has the most responsibility, especially to Leadership. Great Selling!
There is a dichotomy of Leadership that represents cognitive and creative components; one absolutely needs the intellectual capacity to lead, and also the inspirational aptness to sustain any standard of success. These two elements are not mutually exclusive; they must co-exist and manifest simultaneously to ensure healthy oversight. Leaders must be as concerned about people as they are tasks. This requires an exceptional tolerance to tension and an opportunistic approach to ‘Teachable Moments’. We, as Leaders, must absorb push-back, directly address concerns, and seamlessly regulate the realization of objectives. Too many Leaders are simply order takers operating solely on positional authority. Today’s Leadership literature encourages challenging the status quo and confronting inept traditions to elevate effectiveness. This thought process eludes us when Managers behave and perform only because of what they are told to do, and not because of who they are. When this happens subordinates recognize inadequacies, calculate individual contributions, and consequently underperform because respect, guidance, nor influence exists. When we appoint people to manage what’s measured without developing the fundamentals, strategies, and techniques that deliver desired outcomes, we deteriorate the motivation needed to win.
Leadership is a process that requires buy-in, in order to appropriately drive performance we must exhibit empathy with our expectations. Imagine a workplace where most of the heavy lifting is done by a select few in the absence of development and direction. Management spends most of its time meeting, conferencing, and analyzing reports without directly contributing to daily, weekly, or quarterly objectives. Belief, Ability, and Inspiration are artificial at best; those in position bathe in their Power instead of fueling purpose. This ‘need to control’ without contributing severs the binary alignment needed to optimize achievement. Leadership and its accountability directly reflect results and, subsequently, shoulder penalty as well as it does prize. Power is not Leadership, however, He who has the most Power, has the most responsibility, especially to Leadership. Great Selling!
www.rudyjamison.com | www.eback9.com | rudyjamison@eback9.com
Monday, August 13, 2012
Experience
Experience may be the most critical element to triumph. Many believe
that skill would supersede, a valid argument, though skill doesn't
encompass the intangibles that experience does. Experience gives you
awareness of those subtle nuances specific to an established process. It
allows you to more easily navigate from where you are to where you want
to be and grants you an intimate understanding of the if/then's among
other mastery:
- A cognitive clarity that amplifies insight
- An acute acumen granting direction and discernment
- An ability to articulate thoughts methodically to maximize impact
- A patient and sophisticated delivery that drives a point with succinct simplicity
- Familiarity with struggle and success that enables you to sustain elevated performance
- A sense of security and emotional competence that profoundly poises your behavior
- A trusted technique that allows you to operate more efficiently and effectively than your competitor
- The comfort and confidence to actualize theory to practice while producing favorable results.
Experience, in and of itself, is a skill set of its own. In order to get experience you have to get experience.
I
can remember my efforts getting into the Pharmaceutical Sales Industry
without knowing anyone who could vouch for my ability. The consistent
push-back I received was I didn't have any experience. Exactly, 'How am I
suppose to get experience when you won't give me an opportunity to get
experience'? The interview that propelled me into 'Pharma' was conducted
with a consensus concept; meaning, every interviewer had to agree, and
there were five, in order for me to move forward. I met with an aspiring
young manager who made it apparent that he was not familiar with the
interviewing nor hiring process. While flipping through the pages of
questions that he was instructed to ask, I maneuvered to commandeer the
interview and queried, 'What is the most important attribute you have to
see in the candidate that you will hire today for this position?'. He
immediately said 'They have to be able to sell'. To my surprise, this
was working better than I expected. You see, Pharma's traditional
interview process was that they ask you to 'describe a situation
where... '. This series of questioning allowed them to assess
circumstances you had been in, various tasks that you had been faced
with, what your actions were, and what results followed. All of this was
to reveal the different qualities they were looking for in prospective
sales representatives; work ethic, decision making ability, integrity,
intellectual aptitude, communication skills, just to name a few. I then
anxiously asked 'Let me sell you something, anything, you name it and I
will sell it to you right here and now. Fortunately, he asked me to
sell him my Motorola Two-Way Pager, the most sophisticated and popular
communication device at its time. OK, I know how old I am, no comments
please. The way I saw it was, what could they tell me that I hadn't
already heard. Thankfully, I appealed to his appreciation for the sales
craft while making an exemplary connection that would serve us both
well. After successfully selling him the device he became my advocate,
defending why I should be hired over the other interviewees. That day, I
got the position and had finally infiltrated the Pharma Industry. This
made it immensely clear to me that, in order to 'get in', I had to show
value in their Return on Investment; Magnify their 'Line 49'. In order to get experience, you have to get experience. Great Selling!
www.rudyjamison.com | www.eback9.com | rudyjamison@eback9.com
Monday, April 2, 2012
Growth Hurts
Growth can be defined as the process of developing or maturing physically, mentally, or spiritually. In most cases, true growth, is a turbulent and violent experience that magnifies tolerability and control or the lack thereof. As traumatic, malignant, and scary as this process is, endurance warrants a transformational, reconstructive, and more powerful net you. Whether it’s personal, professional, or spiritual, no one is immune to this pivotal opportunity to flourish or flounder. We often see growth as an isolated transaction rather than a cyclical lifestyle. In order for us to continuously benefit from these inevitable circumstances, we have to acknowledge and envelop the lessons while applying them in LIFE.
Growth is often disguised as adversity, woe, or even failure. As diverse as growth can be, there is a universal axis on which it spins; Change. The willingness to see, think about, and do things differently is the single, most critical dynamic that catalyzes the evolution of a new you. Be it personally, professionally, or spiritually, it is extremely difficult to move away from the comfort of familiarity. Whether it is a new diet, leader, or spiritual regimen, we tend to obliviously rely on routine. Change is especially arduous because of its compulsory call for us to lose control; to let go of all that we know and are secure with to develop and progress. There is a methodical metamorphosis that has to take place under the most conscious conditions. In order for this expansion to occur, we understand and embrace its purpose while sustaining its suffering.
I firmly believe that we all want to be better at whatever it is that we decide to do. If this is the case, growth is a celestial certainty. As Julia Roberts had to learn in Eat, Pray, Love; “In order to get to the castle, you are going to have to swim the moat”. True growth is a violent and turbulent process worthy of its intoxicating outcome. The requisite change is a chance; our chance to make ‘The Turn’. Whether it’s personally, professionally, or spiritually, we want to exhibit a rudimentary posture where we perform because of who we are, not what we have been told to do. Be sure to identify your objective, exercise the willingness to change, and endure the gap of where you are and where you want to be. Great Selling!
Growth is often disguised as adversity, woe, or even failure. As diverse as growth can be, there is a universal axis on which it spins; Change. The willingness to see, think about, and do things differently is the single, most critical dynamic that catalyzes the evolution of a new you. Be it personally, professionally, or spiritually, it is extremely difficult to move away from the comfort of familiarity. Whether it is a new diet, leader, or spiritual regimen, we tend to obliviously rely on routine. Change is especially arduous because of its compulsory call for us to lose control; to let go of all that we know and are secure with to develop and progress. There is a methodical metamorphosis that has to take place under the most conscious conditions. In order for this expansion to occur, we understand and embrace its purpose while sustaining its suffering.
I firmly believe that we all want to be better at whatever it is that we decide to do. If this is the case, growth is a celestial certainty. As Julia Roberts had to learn in Eat, Pray, Love; “In order to get to the castle, you are going to have to swim the moat”. True growth is a violent and turbulent process worthy of its intoxicating outcome. The requisite change is a chance; our chance to make ‘The Turn’. Whether it’s personally, professionally, or spiritually, we want to exhibit a rudimentary posture where we perform because of who we are, not what we have been told to do. Be sure to identify your objective, exercise the willingness to change, and endure the gap of where you are and where you want to be. Great Selling!
Saturday, December 24, 2011
Does Culture Trump Strategy?
All organizations have an unwritten pattern of habits that are representative of their ideals and beliefs; their culture. This culture directly influences attitude, activity, and consequently performance. I am a firm believer that culture is one of the most important dynamics that determine success of an organization and a significant strand of culture’s DNA is communication. How an organizations guiding principles and values are conveyed and consumed ordains the character of its culture. Although there are many qualities that yield organizational success, leadership must impute influential appeal that drives behavior.
Throughout my professional career I have had the fortunate experience of working in different industries and under diverse leadership. A common quality that has been extremely clear to me is profound loyalty to a set of governing principles. The three components that, I would imagine, should define these foundational cornerstones are:
In order for a workplace to exude this compelling allure, there has to be analyzation of how decisions are made, processes developed to directionalize thought, and buy-in to assure that definitive intellection is embedded into the company’s culture. Then and only then will you find required routine reactions to your everyday challenges that ultimately craft the architecture of an organization. At the end of the day we all want to become better at whatever it is that we decide to do and we all want to win. Organizations that establish this atmosphere tend to attract, develop, and retain top talent, which afford them longterm success.
Does culture trump strategy? If I had to prioritize the two, I would absolute place culture before strategy. However, I personally believe that Culture is a Strategy; A plan of action that roots comprehensive and communicative standards to guide everyone’s decisions and behavior. This commonality connects all organizational entities to one communal denominator; A categorical style, and character of a company. As leaders, it is our responsibility to infect a perpetual protocol that defines and edifies our Culture. Great Selling!
Throughout my professional career I have had the fortunate experience of working in different industries and under diverse leadership. A common quality that has been extremely clear to me is profound loyalty to a set of governing principles. The three components that, I would imagine, should define these foundational cornerstones are:
- Thought- A methodical structure of thought the directs decisions.
- Processes- Strategic systems that assure quality control
- Nexus- A matrix through which information is consistently and concurrently disseminated
- Clarity- Concise simplification of desired outcomes
In order for a workplace to exude this compelling allure, there has to be analyzation of how decisions are made, processes developed to directionalize thought, and buy-in to assure that definitive intellection is embedded into the company’s culture. Then and only then will you find required routine reactions to your everyday challenges that ultimately craft the architecture of an organization. At the end of the day we all want to become better at whatever it is that we decide to do and we all want to win. Organizations that establish this atmosphere tend to attract, develop, and retain top talent, which afford them longterm success.
Does culture trump strategy? If I had to prioritize the two, I would absolute place culture before strategy. However, I personally believe that Culture is a Strategy; A plan of action that roots comprehensive and communicative standards to guide everyone’s decisions and behavior. This commonality connects all organizational entities to one communal denominator; A categorical style, and character of a company. As leaders, it is our responsibility to infect a perpetual protocol that defines and edifies our Culture. Great Selling!
Friday, December 9, 2011
2012 GOP Presidential Candidates
eBack9, Inc. exists on the philosophy that ‘Everyone is Selling Something’, with Sales being defined as ‘Communication Strategies that Gain Buy-In’. We believe that no industry, company, department, or position is immune to relationships or buy-in, if an exchange exist there is sales. Although the term sales typically carries a negative connotation, the truth of the matter is that everyone does it everyday. The better we are at communicating thoughts, and understanding others’, the more we increase the probability of converting opportunity into favorable outcomes.
Communication strategies are critical success factors to any profession, particularly Politics. Elected Officials are constantly positioning themselves to strengthen their constituent base, their value increases as their support structure grows. The 2012 Republican Candidates are flaunting their political prowess while assaulting others’ to establish themselves as contenders for the office of Commander and Chief. At the end of the day the favorite will have to show themselves approved and gain the public’s ‘buy-in‘ in order to campaign against President Barack Obama. Here are brief overviews of each candidate’s educational background, professional expertise, and political proficiency:
Michele Bachmann | www.michelebachmann.com
The first Republican woman to be elected to the U.S. House of Representatives from Minnesota and Congressional Tea Party Chair is standing on her ‘American Jobs Right Now’ Blueprint. A well educated and passionate politician who received her J.D. at the O.W. Coburn School of Law at Oral Roberts University and an L.L.M. in Tax Law at the College of William and Mary is conveying a polished message for constituents to support.
Herman Cain | www.hermancain.com (Terminated Candidacy)
Coming from humble beginnings in Atlanta, Ga, Herman Cain has acquired significant skill sets form Corporate brands like Coca-Cola, Pillsbury (Burger King), and Godfather’s Pizza. Cain’s educational background boasts of a B.S. in Mathematics for Morehouse College and a Masters in Computer Science from Purdue University. He is running primarily on his trademarked ‘999’ Vision for Economic Growth which includes a Business Flat Tax, Individual Flat Tax, and a National Sales Tax. With his energetic, entertaining, and expressive approach, Cain is garnering support that demands your attention.
Newt Gingrich | www.newt.org
The consummate politician has served in a parliamentary capacity for 30+ years is also an Author and College Professor. Receiving his B.A. in History from Emory University and M.A. and PhD in Modern European History from Tulane University, he is promoting his distinctly designed ‘Contract with America’ as proclamation for Presidency.
John Huntsman | www.jon2012.com
A Governor (Utah), Ambassador (Current US Ambassador to China), and Entrepreneur (CEO Huntsman Family Holdings- a global manufacturer and marketer of differentiated chemicals) has also served under both Reagan and Bush Administrations. The G.E.D. recipient started post-secondary studies at the University of Utah and finished his Bachelor’s Degree in International Business at University of Pennsylvania. Huntsman is hopeful that his ‘American Jobs Plan’ (Endorsed by The Wall Street Journal) and his Foreign Policy Prowess will propel him to Presidency.
Gary Johnson | www.garyjohnson2012.com
The former Governor and native of New Mexico has a more practical, common-sense, business approach to governing the nation. His business experience comes from founding and growing a door-to-door handyman operation to a multi-million dollar construction company (Big J. Enterprises) with over 1000 employees. He has a B.S. from The University of New Mexico and is relying on his track record to earn him the Presidential honor.
Fred Karger | www.fredkarger.com
The first openly gay presidential candidate from a major political party in American history has served on 9 presidential campaigns and as a senior consultant to Ford, H.W. Bush, and Reagan. Karger spent most of his professional career with The Dolphin Group, and retired after 27 years as Executive Vice President and Chief Financial Officer. He earned his BA in Speech Communications from University of Denver in Political Science.
Andy Martin | www.andymartinforpresident.com
Andy has run for various political offices in Florida, Connecticut, and Illinois as a Democrat, Republican, and Independent. He is most notably know for Internet Newspaper ContrarianCommentary.com, his book “Obama: The Man Behind The Mask”, and his efforts to expose corruption. Andy received his BA and JD from The University of Illinois and has spent 41+ years as a public interest lawyer at the national and state levels.
Jimmy McMillan | www.jimmymcmillan.org
A retired Postal worker and United States Army - Vietnam Veteran who is currently a Rent Activist and Founder of the ‘Rent Is Too Damn High’ Movement and Political Party. He holds a degree in Private Security Investigations, resides in New York, and hopes that his ‘Rent Is Too Damn High’ concept is enough to give him the Presidency.
Tom Miller | www.millerforpresident.com
a career flight attendant for over 23+ years from Kansas with no prior political experience feels as though as a common citizen he has the courage to represent the will of the people. Tom’s platform ‘The Original Recipe to Restore the American Dream’ opposes politics but embraces the Constitution and the American People.
Ron Paul | www.ronpaul2012.com
This Republican Congressman of Texas has his B.S. Degree in Biology from Gettysburg College, Doctor of Medicine Degree from The Duke University School of Medicine, is trained in and Privately Practiced Obstetrics and Gynecology, and additionally served as a Flight Surgeon in the United States Air Force and Air National Guard. Paul, a prominent and well respected Politician is running on his plan to 'Restore America Now’ which is based on United States of America founding principles of Liberty, Free Markets, and Constitutional Government. Paul is also Author of 9 Books including Liberty Defined and The Revolution: Manifesto.
Rick Perry | www.rickperry.org
The 47th Governor of Texas (longest serving governor in Texas state history), A Commissioned Officer, and Pilot in The United States Air Force, earned his B.S. in Animal Science from Texas A&M. Although Perry was once elected to the Texas House of Representatives as a Democrat, he is counting on his Republican Based ‘Cut, Balance, and Grow’ Platform, that boasts of limited government and individual freedom, to propel him to Presidency.
The 47th Governor of Texas (longest serving governor in Texas state history), A Commissioned Officer, and Pilot in The United States Air Force, earned his B.S. in Animal Science from Texas A&M. Although Perry was once elected to the Texas House of Representatives as a Democrat, he is counting on his Republican Based ‘Cut, Balance, and Grow’ Platform, that boasts of limited government and individual freedom, to propel him to Presidency.
Buddy Roemer | www.buddyroemer.com
Charles Elson "Buddy" Roemer III was a member of The United States House of Representatives, served as The 52nd Governor of Louisiana as a Democrat switching to Republican during the latter part of his tenure. Buddy received his undergraduate degree from Harvard College and his MBA from Harvard Business School. His professional career began with his father’s computer business and he later founded two banks including CEO, and President of Business First Bank. He is relying on his extensive executive, legislative, and private sector experience to secure the Office of President of The United States of America.
Mitt Romney | www.mittromney.com
The son of Michigan Governor, George Romney, was elected Governor of Massachusetts in 2002 after serving as CEO of Bain & Company (A Management Consulting Firm) and co-founding Bain Capital (A Private Equity Investment Firm), one of the nation’s largest such firms. Romney received his BA from Brigham Young University and a dual JD/MBA form Harvard Law and Harvard Business School, respectively. Romney is a devout follower of The Church of Jesus Christ of Latter-day Saints (Mormon) and runs for Presidency of The United States of America on the belief that “the foundations of our nation’s strength are love of liberty and a pioneering spirit of innovation and creativity.”
Rick Santorum | www.ricksantorum.com
Rick is an attorney who served in the United States Senate and House of Representatives. He practiced with the affluent Eckert Seamans Cherin & Mellott, LLC. Rick earned his B.A. in Political Science from Pennsylvania State University, his MBA from The University of Pittsburgh, and a Law Degree from Dickinson School of Law at Pennsylvania State University. Santorum is confident that his Faith, Family, and Freedom tour will yield him the Republican Candidacy and ultimately the Presidency.
Matt Snyder | mattsnyderforpresident.com
Snyder is currently unemployed and has been since 2010, was educated at The University of Arizona, and is depending on the ‘Common People’ to embrace his ‘Constitution First’ Campaign to grant him the opportunity for run for President of The United States of America.
Vern Wuensche | voteforvern.com
An Entrepreneur of Woodmark Homes, Inc. and Woodmark Kitchen and Bath who is a former auditor and tax consultant received his BBA in Accounting and his MBA in Management, both from The University of Texas in Austin. He is counting on his FaST Tax Plan, Creation of Jobs, and Spending to warrant him the privilege to represent The Republican Party in the 2012 Presidential Election.
Here is a look at Barack Obama’s accomplishments as well as perceived failures for comparative analysis:
President Barack Obama’s Accomplishments during his first 2 years in office (As of May 2011): (http://thepoliticalcarnival.net/2010/03/30/president-obamas-accomplishments/)
- Ordered all federal agencies to undertake a study and make recommendations for ways to cut spending
- Ordered a review of all federal operations to identify and cut wasteful spending and practices
- Instituted enforcement for equal pay for women
- Beginning the withdrawal of US troops from Iraq
- Families of fallen soldiers have expenses covered to be on hand when the body arrives at Dover AFB
- Ended media blackout on war casualties; reporting full information
- Ended media blackout on covering the return of fallen soldiers to Dover AFB; the media is now permitted to do so pending adherence to respectful rules and approval of fallen soldier’s family
- The White House and federal government are respecting the Freedom of Information Act
- Instructed all federal agencies to promote openness and transparency as much as possible
- Limits on lobbyist’s access to the White House
- Limits on White House aides working for lobbyists after their tenure in the administration
- Ended the previous stop-loss policy that kept soldiers in Iraq/Afghanistan longer than their enlistment date
- Phasing out the expensive F-22 war plane and other outdated weapons systems, which weren’t even used or needed in Iraq/Afghanistan
- Removed restrictions on embryonic stem-cell research
- Federal support for stem-cell and new biomedical research
- New federal funding for science and research labs
- States are permitted to enact federal fuel efficiency standards above federal standards
- Increased infrastructure spending (roads, bridges, power plants) after years of neglect
- Funds for high-speed, broadband Internet access to K-12 schools
- New funds for school construction
- The prison at Guantanamo Bay is being phased out
- US Auto industry rescue plan
- Housing rescue plan
- $789 billion economic stimulus plan
- The public can meet with federal housing insurers to refinance (the new plan can be completed in one day) a mortgage if they are having trouble paying
- US financial and banking rescue plan
- The secret detention facilities in Eastern Europe and elsewhere are being closed
- Ended the previous policy; the US now has a no torture policy and is in compliance with the Geneva Convention standards
- Better body armor is now being provided to our troops
- The missile defense program is being cut by $1.4 billion in 2010
- Restarted the nuclear nonproliferation talks and building back up the nuclear inspection infrastructure/protocols
- Reengaged in the treaties/agreements to protect the Antarctic
- Reengaged in the agreements/talks on global warming and greenhouse gas emissions
- Visited more countries and met with more world leaders than any president in his first six months in office
- Successful release of US captain held by Somali pirates; authorized the SEALS to do their job
- US Navy increasing patrols off Somali coast
- Attractive tax write-offs for those who buy hybrid automobiles
- Cash for clunkers program offers vouchers to trade in fuel inefficient, polluting old cars for new cars; stimulated auto sales
- Announced plans to purchase fuel efficient American-made fleet for the federal government
- Expanded the SCHIP program to cover health care for 4 million more children
- Signed national service legislation; expanded national youth service program
- Instituted a new policy on Cuba, allowing Cuban families to return home to visit loved ones
- Ended the previous policy of not regulating and labeling carbon dioxide emissions
- Expanding vaccination programs
- Immediate and efficient response to the floods in North Dakota and other natural disasters
- Closed offshore tax safe havens
- Negotiated deal with Swiss banks to permit US government to gain access to records of tax evaders and criminals
- Ended the previous policy of offering tax benefits to corporations who outsource American jobs; the new policy is to promote in-sourcing to bring jobs back
- Ended the previous practice of protecting credit card companies; in place of it are new consumer protections from credit card industry’s predatory practices
- Energy producing plants must begin preparing to produce 15% of their energy from renewable sources
- Lower drug costs for seniors
- Ended the previous practice of forbidding Medicare from negotiating with drug manufacturers for cheaper drugs; the federal government is now realizing hundreds of millions in savings
- Increasing pay and benefits for military personnel
- Improved housing for military personnel
- Initiating a new policy to promote federal hiring of military spouses
- Improved conditions at Walter Reed Military Hospital and other military hospitals
- Increasing student loans
- Increasing opportunities in AmeriCorps program
- Sent envoys to Middle East and other parts of the world that had been neglected for years; reengaging in multilateral and bilateral talks and diplomacy
- Established a new cyber security office
- Beginning the process of reforming and restructuring the military 20 years after the Cold War to a more modern fighting force; this includes new procurement policies, increasing size of military, new technology and cyber units and operations, etc.
- Ended previous policy of awarding no-bid defense contracts
- Ordered a review of hurricane and natural disaster preparedness
- Established a National Performance Officer charged with saving the federal government money and making federal operations more efficient
- Students struggling to make college loan payments can have their loans refinanced
- Improving benefits for veterans
- Many more press conferences and town halls and much more media access than previous administration
- Instituted a new focus on mortgage fraud
- The FDA is now regulating tobacco
- Ended previous policy of cutting the FDA and circumventing FDA rules
- Ended previous practice of having White House aides rewrite scientific and environmental rules, regulations, and reports
- Authorized discussions with North Korea and private mission by Pres. Bill Clinton to secure the release of two Americans held in prisons
- Authorized discussions with Myanmar and mission by Sen. Jim Web to secure the release of an American held captive
- Making more loans available to small businesses
- Established independent commission to make recommendations on slowing the costs of Medicare
- Appointment of first Latina to the Supreme Court
- Authorized construction/opening of additional health centers to care for veterans
- Limited salaries of senior White House aides; cut to $100,000
- Renewed loan guarantees for Israel
- Changed the failing/status quo military command in Afghanistan
- Deployed additional troops to Afghanistan
- New Afghan War policy that limits aerial bombing and prioritizes aid, development of infrastructure, diplomacy, and good government practices by Afghans
- Announced the long-term development of a national energy grid with renewable sources and cleaner, efficient energy production
- Returned money authorized for refurbishment of White House offices and private living quarters
- Paid for redecoration of White House living quarters out of his own pocket
- Held first Seder in White House
- Attempting to reform the nation’s health care system which is the most expensive in the world yet leaves almost 50 million without health insurance and millions more under insured
- Has put the ball in play for comprehensive immigration reform
- Has announced his intention to push for energy reform
- Has announced his intention to push for education reform
- The Matthew Shepard Act, officially the Matthew Shepard and James Byrd, Jr. Hate Crimes Prevention Act, is an Act of Congress, passed on October 22, 2009
- May 1, 2011- Killed Osama bin Laden
President Barack Obama’s Failures during his first 2 years in office: (http://obamalies.net/list-of-obamas-failures)
- Touts a Green Energy Company as exemplary that fails a year later
- Using the Gulf Oil Spill to promote Green Energy – instead of cleaning it up.
- Thinking the Tea Party is a passing fad – or that they are racists.
- Pulling out of Iraq with no clear victory over insurgent forces.
- Trying to re-write history through speeches – with inaccurate information (i.e. Statue of Liberty)
- Getting a Nobel Prize for being the most ineffective President in the history of the United States, though some say it was for his pigment.
- Putting all legislation on the Internet for five days before it comes to a vote.
- Returning the bust of Churchill to the Brits.
- Giving a collection of DVDs to the British PM.
- Denying the notion of American Exceptionalism.
- Promising to close Gitmo — failing to do so.
- Securing the Olympics for Chicago in 2016.
- Naming numerous Communists/Socialists/Progressives to his various Czar positions and then watching them scurry for cover when Beck begins to call them out, forcing them to resign.
- Government races for NJ, VA and the Senate Seat in Mass.
- The midterm elections, which Obama himself called a shellacking.
- Prediction that stimulus would ensure that unemployment doesn’t exceed 8%.
- Bowing to just about everybody.
- Proposing amnesty for illegal aliens to increase the population of voters for Democrat elections
Your thoughts?
Monday, March 28, 2011
Results Without Technique are DEAD!
We often look at results as the end-all-be-all to performance when that is the last thing that dictates accomplishment. Let’s first agree that satisfactory performance is the accomplishment of set objectives. With that said, I would argue that results are merely consequences of activity; outcomes that occur because of the series of events preceding them. If you concur with this notion, why is it that we continuously magnify and harp on results rather than the behaviors that are responsible for them? I believe that if we, as leaders, concentrate on skill development, technique, and execution we directly influence our desired outcome without mentioning results at all. This may seem like an intuitive concept, but rarely do you find teaching, coaching, and leading without a results driven approach.
In the game of sales, there are obvious quotas, goals, and objectives to be met. However, results are usually the topic of discussion while the route to getting there is routinely ignored. I’m not sure if it is conventional leadership or an inability to transfer knowledge that keeps leaders from adequately training, but we can do a much better job at developing the rudimentary techniques that improve execution ultimately yielding desired results. Consider your Monday morning sales meeting or conference call where Managers submit their weekly reports. Instead of Directors addressing communication strategies that gain buy-in to improve behaviors, they generally focus on the conversion ratios of appointments set, number of new clients, and revenue generated. The same can be said for the Monday morning sales meeting that Managers have with their sales representatives. At the end of the day, honing skills that strengthen the probability of execution (i.e. targeting, initial interaction, needs assessment, and partnership/positioning) is always better than driving arbitrary activity that may or may not translate into preferred outcomes.
This theory of technique over results was recently illustrated in a dialogue with a Tennis Pro. He was stressing his attempt to show his students different tactical scenarios through simulation. His challenge was that, regardless of how long they practiced these situations the student could not satisfactorily execute the strategy. My question to him was, ‘What determines satisfactory execution?’. His answer was ‘Ball placement’. There was his problem, if he had his students pay more attention to their technique (i.e. footwork, racquet grip and positioning, posture, stroke, and follow-through), ball placement would be the least of his worries. Although it is difficult, thinking about the elements of your technique during the process instead of the outcome, creates habitual behaviors that dramatically increases execution and results.
While working with an industry leading Advertising and Publishing Company I found, that because of top-down management focusing on results rather than technique, not only were their employees underdeveloped they were frustrated with resentment and low morale. I am a firm believer that we all want to be better at whatever it is we decide to do. We are hungry for legitimate guidance and new information that makes our work more valuable and more meaningful. It is Leaders‘ responsibility to improve outcomes by strengthening techniques that facilitate execution and propel results. It is the ownership of fundamentals that enable us to perform, in any given situation, because of who we are and not what we have been told to do. In order to ‘control‘ your results, perfect your technique. Great Selling!
In the game of sales, there are obvious quotas, goals, and objectives to be met. However, results are usually the topic of discussion while the route to getting there is routinely ignored. I’m not sure if it is conventional leadership or an inability to transfer knowledge that keeps leaders from adequately training, but we can do a much better job at developing the rudimentary techniques that improve execution ultimately yielding desired results. Consider your Monday morning sales meeting or conference call where Managers submit their weekly reports. Instead of Directors addressing communication strategies that gain buy-in to improve behaviors, they generally focus on the conversion ratios of appointments set, number of new clients, and revenue generated. The same can be said for the Monday morning sales meeting that Managers have with their sales representatives. At the end of the day, honing skills that strengthen the probability of execution (i.e. targeting, initial interaction, needs assessment, and partnership/positioning) is always better than driving arbitrary activity that may or may not translate into preferred outcomes.
This theory of technique over results was recently illustrated in a dialogue with a Tennis Pro. He was stressing his attempt to show his students different tactical scenarios through simulation. His challenge was that, regardless of how long they practiced these situations the student could not satisfactorily execute the strategy. My question to him was, ‘What determines satisfactory execution?’. His answer was ‘Ball placement’. There was his problem, if he had his students pay more attention to their technique (i.e. footwork, racquet grip and positioning, posture, stroke, and follow-through), ball placement would be the least of his worries. Although it is difficult, thinking about the elements of your technique during the process instead of the outcome, creates habitual behaviors that dramatically increases execution and results.
While working with an industry leading Advertising and Publishing Company I found, that because of top-down management focusing on results rather than technique, not only were their employees underdeveloped they were frustrated with resentment and low morale. I am a firm believer that we all want to be better at whatever it is we decide to do. We are hungry for legitimate guidance and new information that makes our work more valuable and more meaningful. It is Leaders‘ responsibility to improve outcomes by strengthening techniques that facilitate execution and propel results. It is the ownership of fundamentals that enable us to perform, in any given situation, because of who we are and not what we have been told to do. In order to ‘control‘ your results, perfect your technique. Great Selling!
Wednesday, December 22, 2010
Organizational Learning
Organizational learning depends upon a variety of factors, including: organizational strategy, culture, absorptive capacity, problem solving ability, and employee participation. These factors are incorporated in the six organizational learning focuses: collectivity of individual learning, process or system, culture or metaphor, knowledge management, continuous improvement, and possibly creativity and innovation as a sixth competency.
- Collectivity of Individual learning- Organizational learning takes place as a result of individuals experiencing a problematic situation and manifesting themselves as organizational behavior. A learning organization, therefore, cultivates and encourages individual improvement that contributes to the whole and seeks solutions on the organization’s behalf. Learning organizations are thereby classified based on the sum of their individuals’ edification.
- Process or system learning- Organizational learning is the process by which organizations follow and govern their experiences. This process is often illustrated in the five disciplines: personal mastery, mental models, shared vision, team learning, and systems thinking.
- Culture and metaphor- A learning organization should be seen as a metaphor and not as a building where participants learn in order to improve organizational performance.
- Knowledge management- Organizational learning is the changes in the conditions in which knowledge exists. It encompasses the consumption, processing, improvement, and conveyance of information with organizational involvement. It also includes executing experiences, understanding, and acumen in future activities.
- Continuous Improvement- A perpetual pledge to train and develop individuals in order to improve the organization.
- Creativity and Innovation- is encouraged and believed to be necessary for companies to, not only continuously improve, but to competitively gain market share in today’s accelerated climate.
Organizational strategy is imperative if organizational learning is going to take place and is the route organizations take to get from where they are to where they need to be. Some essential strategic considerations are: relationships, skills and proficiency, business operations, talent management practices, and accountability. It is important for organizations to understanding and internalized that strategy is only theory that has to be translated into practice. This critical conversion may be the single, most difficult, reason that organizations fail to successfully implement strategies. We typically design, decorate, and display strategies that don’t get buy-in from those ultimately responsible for their actualization. More attention, appreciation, and resources have to be invested in the execution of strategies and in those who are charged with the task. Too often organizations engineer attractive strategies that are used as insurance mechanisms and go no further than the standard operating procedures manual. In today’s business community, over 70% of most companies’ value is comprised of intangibles (knowledge, abilities, and/or relationships), which are all linked directly or indirectly to human capital. This statistic supports the fact that serious scrutiny should be spent on the translation of strategy from theory to practice.
An organization’s culture is pivotal to whether it becomes a true learning organization or just models the academic posture as a pseudo-intellectual environment. Organizational culture is a communal attitude or personality and consists of the behaviors, values, ethics, complexions, and character of organizational members. Culture is difficult to distinctly define, but everyone knows it when they sense it. It expresses itself as an identifiable atmosphere that, whether good or bad, is representative of the organization and its parts.
An organization’s absorptive capacity reflects the organization’s ability to recognize new and relevant information, adequately acquire it, transfer it to personnel, and implement it in an impactful way. Absorptive capacity is often distorted and fragmented due to a lack of commitment and resilience or an inability to execute effectively. Many organizations, for a variety of reasons, fail to convert theory to practice, thereby inhibiting transformational results. Organizational learning requires a practical process that ensures intellectual ownership so that participants perform because of who they are not what they have been told to do.
Organizations as well as individuals make changes for one of three reasons: pain, force of circumstance, and/or humility. Therefore, a prerequisite for change is a perceived problem; an uncomfortable situation that prevents profitability, productivity, or progression. Because of this reality, organizations must possess the ability to problem solve through critical thought. They cannot be afraid to look in the mirror, honestly and objectively evaluate themselves, accurately diagnose the problem, and effectuate resolve that yields results.
None of the above factors mean anything without employee participation. Organizations’ initial responsibility is to gain buy-in from its internal customers. If an organization is to undergo any kind of change, the individuals who are assigned the task and charged with fulfillment have to internalize directives and carry them out as if they were their own. Imagine a Director having to implement a new sales strategy. The sales force is ultimately going to be the ones conveying this to the end user or consumer. However, the sales strategy has to travel through the organizational structure and be translated with authentic consistency. This means that the Director is sold on the strategy, he in turn sells it to Management, who then sell it to the sales force, who use it to convince customers to use one product over another. At the end of the day, organizations have to have willing and able participants at every level of the spectrum.
There is an abundance of investigative literature that supports the theory of organizational learning. In addition to the organizational learning ideologies, there must also be a way to assure intellectual ownership so that there is on-demand execution. Desired behaviors must ultimately occur because of who one is not because of what they have been told to do. We all want to be better at whatever it is that we decide to do, and, under optimal circumstances, we become self-motivated rather than having to be coerced. Learning then becomes life, which translates into an environment where critical thinking and problem solving benefit the organization through the employee. Another prerequisite that must occur is how knowledge is transferred, which determines the quality and quantity of organizational learning taking place. Conclusively, organizational learning is more than just the sum of individual cognition, it is the interaction of experiences in a critical thinking and problem solving environment that combines the six focuses of organizational learning in a way where individuals altruistically learn, share, and implement while embracing the organization as a whole. 
Wednesday, September 15, 2010
Recollection of Being a Leader
My conceptualization of a leader has been formed through many experiences, teachings, and readings. Throughout my life I have had the fortunate pleasure of associating with commanders who epitomize the principles, virtues, and values of leadership. It is interesting that individuals, in very different arenas, share common attributes that garner them the respect, loyalty, and compliance required to lead effectively.
Although I have been in numerous leadership roles, my earliest recollection of ‘Being A Leader’ has to be when I was a 6th grader at Richard L. Brown, then a kindergarten and 6th grade center. I don’t remember how many students there were or the exact classes, but I do remember my teacher, Mrs. Frazier. She was a beautiful young lady who was very encouraging and caring. The most anticipated event of the year next to ‘Play Day’ was Student Government Day, when students became teachers and administrators. Those students who were privileged enough to participate, dressed like their faculty member and performed the required duties of that position. I am not sure how these substitutions were selected; however, I was the Principal for that day. I would be Mr. Ken Manuel, a handsome black man who wore a full beard and was very respected in the educational community. I say respected because he would always have noteworthy people appear to speak with us and they all spoke very highly of him.
I remember the day I went home from school and that evening telling my mother that I would be representing Mr. Manuel on Student Government Day. My mother was extremely proud and excited, probably more than I was. My sister overheard the conversation and immediately asked “Why do you think, of all those students, that you should be the principal?” I wasn’t sure and didn’t really give it much thought, before I knew it I blurted out “Who else would or could be Mr. Manuel”. After thinking more about what she said, I realized that I should be the principal based on all of the other students that I was unconsciously comparing myself to. Not only did I feel this way but other students automatically assumed that I would be Mr. Manuel as well.
The morning of Student Government Day I woke up earlier than normal excited about the experience. I wore a dark blue suit, red tie, and black shoes because that’s what came to mind when I thought of Mr. Manuel. I lived down the street and walked to school earlier than I usually do to show off my professional attire. When I got there, approximately 45 minutes before school started, Mr. Manuel was already there and appeared to have been for a while. He was walking around the school and when I finally caught up with him, we hurried to greet the students that were getting off of the buses. Afterwards we went to the main office where he sat me down to discuss how we would approach the day. He had an itinerary printed out for me to follow; it was very detailed down to the minute. At first glance I was amazed at how many things he was responsible for throughout the day. The first item was morning announcements. I loved to talk but wasn’t very keen on speaking in front of people, especially the entire school. He recognized this and suggested that we rehearse a little before my big debut. We did and I even surprised myself with the performance.
The entire day was filled with frequent and different circumstances dealing with faculty, students, parents, staff, and even administrators from the district. I immediately gained an elevated level of respect for Mr. Manuel and now understood why everyone always reveled in his presence. It was as if he were omniscient, every situation that we encountered he was able to easily navigate to a resolve as if the exact incident had happened before. He was a smart and articulate professional who had a knack for communicating with others. Mr. Manuel truly exemplified the principles, virtues, and values of the ultimate leader. Being principal for the day helped structure my ideology of leadership in two ways: 1) It helped me realize that not only did I think I was a leader, but my peers did as well. 2) It gave me a direct view of leadership from the top down; a perception of the expertise, obligation, and responsibility that comes with leadership.
I often think about Mr. Manuel and that Student Government Day experience as it relates to my professional career. Having spent 10 years in education, 4 of those as a Vice Principal, I directly attribute my leadership style to Mr. Manuel. During my transition out of education and into Corporate America, I realized that the same behaviors apply to learning and leading. I have worked with start-ups, Fortune 50 companies, and now am an Entrepreneur and the common denominator in leadership has been behavior that encompasses a distinct skill set and mind set. My earliest recollection of ‘Being a Leader’ continues to affect my view of what a leader is. And does. Thank you Mr. Manuel.
Although I have been in numerous leadership roles, my earliest recollection of ‘Being A Leader’ has to be when I was a 6th grader at Richard L. Brown, then a kindergarten and 6th grade center. I don’t remember how many students there were or the exact classes, but I do remember my teacher, Mrs. Frazier. She was a beautiful young lady who was very encouraging and caring. The most anticipated event of the year next to ‘Play Day’ was Student Government Day, when students became teachers and administrators. Those students who were privileged enough to participate, dressed like their faculty member and performed the required duties of that position. I am not sure how these substitutions were selected; however, I was the Principal for that day. I would be Mr. Ken Manuel, a handsome black man who wore a full beard and was very respected in the educational community. I say respected because he would always have noteworthy people appear to speak with us and they all spoke very highly of him.
I remember the day I went home from school and that evening telling my mother that I would be representing Mr. Manuel on Student Government Day. My mother was extremely proud and excited, probably more than I was. My sister overheard the conversation and immediately asked “Why do you think, of all those students, that you should be the principal?” I wasn’t sure and didn’t really give it much thought, before I knew it I blurted out “Who else would or could be Mr. Manuel”. After thinking more about what she said, I realized that I should be the principal based on all of the other students that I was unconsciously comparing myself to. Not only did I feel this way but other students automatically assumed that I would be Mr. Manuel as well.
The morning of Student Government Day I woke up earlier than normal excited about the experience. I wore a dark blue suit, red tie, and black shoes because that’s what came to mind when I thought of Mr. Manuel. I lived down the street and walked to school earlier than I usually do to show off my professional attire. When I got there, approximately 45 minutes before school started, Mr. Manuel was already there and appeared to have been for a while. He was walking around the school and when I finally caught up with him, we hurried to greet the students that were getting off of the buses. Afterwards we went to the main office where he sat me down to discuss how we would approach the day. He had an itinerary printed out for me to follow; it was very detailed down to the minute. At first glance I was amazed at how many things he was responsible for throughout the day. The first item was morning announcements. I loved to talk but wasn’t very keen on speaking in front of people, especially the entire school. He recognized this and suggested that we rehearse a little before my big debut. We did and I even surprised myself with the performance.
The entire day was filled with frequent and different circumstances dealing with faculty, students, parents, staff, and even administrators from the district. I immediately gained an elevated level of respect for Mr. Manuel and now understood why everyone always reveled in his presence. It was as if he were omniscient, every situation that we encountered he was able to easily navigate to a resolve as if the exact incident had happened before. He was a smart and articulate professional who had a knack for communicating with others. Mr. Manuel truly exemplified the principles, virtues, and values of the ultimate leader. Being principal for the day helped structure my ideology of leadership in two ways: 1) It helped me realize that not only did I think I was a leader, but my peers did as well. 2) It gave me a direct view of leadership from the top down; a perception of the expertise, obligation, and responsibility that comes with leadership.
I often think about Mr. Manuel and that Student Government Day experience as it relates to my professional career. Having spent 10 years in education, 4 of those as a Vice Principal, I directly attribute my leadership style to Mr. Manuel. During my transition out of education and into Corporate America, I realized that the same behaviors apply to learning and leading. I have worked with start-ups, Fortune 50 companies, and now am an Entrepreneur and the common denominator in leadership has been behavior that encompasses a distinct skill set and mind set. My earliest recollection of ‘Being a Leader’ continues to affect my view of what a leader is. And does. Thank you Mr. Manuel.
(Inspired by Dr. Joyce Jones & EDA 7190 The Evolving Idea of the Educational Leader)
Tuesday, August 24, 2010
Built to Last; A Relationship Continuum
The term relationship denotes connection, some type of attachment that warrants time and communication. As it relates to people, many unconsciously feel as though once a relationship is established, there is little or no maintenance needed to sustain it. Be it professional, personal, marital, spiritual, etc., there is a degree of sustenance required to support a healthy relationship. Change is a universal inevitability and relationships don’t garner any immunity. Regardless of how deep or shallow the relationship there is a level of up-keep necessary to preserve and grow. As a generalization, relationships will give you exactly what you give them.
In business, strong relationships are paramount to the success of every component of every company. As leaders, it is critical that we see ourselves as the vehicles that drive the behaviors within our relational sphere(s); if there is a problem, we are it. The better we are able to optimize targeting, initiating, and developing the right relationships, the more manageable they are.
The term relationship should probably be a verb, illustrating the continuous energy that must be expended in order to make it work. This concept is often thought to be linear when in actuality it is a cyclical continuum. The relational process is essentially sales, an endless interview where effective communication strategies and gaining buy-in is imperative. Two critical success factors with relationships are mind set and skill set. An understanding that desired outcomes are within our control; we can and should be able to dictate the level and quality of relationships that we have. By honing our selling skills, we are better able to posture favorable parameters in which we work. Please be advised that this is all done with the Responsibility Hierarchy in mind. Relationships are similar to vehicles, in that the better they are built the less maintenance they require to last. However, they must be driven responsibly, serviced regularly, and consistently cared for. When we want our cars to last and relationships to work, we consciously pay the price to purchase and preserve them. Great Selling!
In business, strong relationships are paramount to the success of every component of every company. As leaders, it is critical that we see ourselves as the vehicles that drive the behaviors within our relational sphere(s); if there is a problem, we are it. The better we are able to optimize targeting, initiating, and developing the right relationships, the more manageable they are.
- We must strategically select candidates based on the most important criteria for which they are chosen.
- We must effectively connect under ethical circumstances and on common ground.
- We must perpetually evolve in mutually beneficial directions.
The term relationship should probably be a verb, illustrating the continuous energy that must be expended in order to make it work. This concept is often thought to be linear when in actuality it is a cyclical continuum. The relational process is essentially sales, an endless interview where effective communication strategies and gaining buy-in is imperative. Two critical success factors with relationships are mind set and skill set. An understanding that desired outcomes are within our control; we can and should be able to dictate the level and quality of relationships that we have. By honing our selling skills, we are better able to posture favorable parameters in which we work. Please be advised that this is all done with the Responsibility Hierarchy in mind. Relationships are similar to vehicles, in that the better they are built the less maintenance they require to last. However, they must be driven responsibly, serviced regularly, and consistently cared for. When we want our cars to last and relationships to work, we consciously pay the price to purchase and preserve them. Great Selling!
Thursday, August 12, 2010
Stay Off The Solution; Incomplete Inquiry
There is remarkable worth in the presence of victory when defeat is still a threat. At that moment when, just prior to triumph, we are overcome with a sense of superiority; a euphoric emotional authority that borders on a deity ego. The interesting thing about this instance is that our ambition can function as an advantage or a detriment. Depending on how we respond to the pressure, we either elevate or descend. The more we familiarize ourselves with this moment, the better we perform in its presence. In sales, this condition shows its face as an opportunity. It is our responsibility to control the impulse of pouncing at the first sight of success and abuse its attendance.
Imagine cold calling a prospect after pre-call planning to find that your presumed problem is actually accurate and interest in your solution is expressed at the beginning of the interview. Now isolate that feeling, are you spontaneously going in for the close? Are you mathematically concluding the call? Have you calculated how this account contributes to your quota? All of these thoughts indicate that you have deprived your prospect of an effective needs analysis. Instead, you should be clover leafing that solution; looking for adjacent obstacles that your client may be experiencing. Too often we get so excited about a sale that we close the window of potential. Concerned sales people capitalize on more opportunities to do what is best for the client by ‘Staying Off The Solution’; Strategically inquiring for additional problems that could possibly be addressed.
It was a mid-sized mortgage processing company that I was calling on, whom I presumed needed sales training. Fortunately, I was able to secure a meeting with a Sr. Vice President who was the decision maker regarding sales training and professional development. During the interview he immediately bit on the need to provide his team with objective sales strategies, if for no other reason than intellectual exposure. I was so thrilled to have acquired a new client that I went for the close, co-developed training criteria, and set a date for instruction. If I had been more concerned about my prospect’s needs, I would have probed a little more to find out that not only were they in need of training. They were looking to restructure their entire training department, including CRM processes and management team as well. Although this eventually became a mutually prosperous relationship, we could have gotten to the good part much sooner if I had gained a better understanding up front.
I say all of this to say, ‘Stay Off The Solution’ until you are sure that you have uncovered all of your prospect's problems that you are able to confidently confront. Great Selling!
Imagine cold calling a prospect after pre-call planning to find that your presumed problem is actually accurate and interest in your solution is expressed at the beginning of the interview. Now isolate that feeling, are you spontaneously going in for the close? Are you mathematically concluding the call? Have you calculated how this account contributes to your quota? All of these thoughts indicate that you have deprived your prospect of an effective needs analysis. Instead, you should be clover leafing that solution; looking for adjacent obstacles that your client may be experiencing. Too often we get so excited about a sale that we close the window of potential. Concerned sales people capitalize on more opportunities to do what is best for the client by ‘Staying Off The Solution’; Strategically inquiring for additional problems that could possibly be addressed.
It was a mid-sized mortgage processing company that I was calling on, whom I presumed needed sales training. Fortunately, I was able to secure a meeting with a Sr. Vice President who was the decision maker regarding sales training and professional development. During the interview he immediately bit on the need to provide his team with objective sales strategies, if for no other reason than intellectual exposure. I was so thrilled to have acquired a new client that I went for the close, co-developed training criteria, and set a date for instruction. If I had been more concerned about my prospect’s needs, I would have probed a little more to find out that not only were they in need of training. They were looking to restructure their entire training department, including CRM processes and management team as well. Although this eventually became a mutually prosperous relationship, we could have gotten to the good part much sooner if I had gained a better understanding up front.
I say all of this to say, ‘Stay Off The Solution’ until you are sure that you have uncovered all of your prospect's problems that you are able to confidently confront. Great Selling!
Monday, August 2, 2010
Activity: Sentence Yourself
Most organizations operate by way of visions, mission statements, goals, and objectives. While all of these are extremely important, the foundation of actualizing these governing principles are behavior and activity. It is the everyday execution of owned competencies that translate theory into revenue. Deliberate and difinitive activity is an imperative prerequisite to achievement. In business we frequently utilize lofty quotas as motivation to increase activity. Consequently, we often get the activity that we encourage without the results we desire. This is because we too routinely overlook and take for granted the accurate, efficient, and methodical behaviors required to produce favorable outcomes.
eBack9 defines activity as deliberate and definitive work. As it relates to sales, work is prospecting, meeting, or following-up. If you are not engaging in one of these three, then you are not working. The most valuable quality regarding activity is, arguably, discipline. It takes focus, control, and will to do all of the things necessary for exceeding goals and objectives. Picture a day in your work life, what percentage of time do you spend prospecting (researching, preparing, telemarketing, cold-calling, networking, or referrals), meeting, and following-up. Let’s be sure to include electronic communication and internet surfing as well. The timeless ‘Always Be Closing’ philosophy is still applicable today, defining ‘Closing’ as continually getting closer to mutually beneficial relationships. A perpetual hunger to connect through a thoughtful pursuit is essential in increasing relevant activity.
Another prevalent scenario regarding activity is knowledge of what one should actually be doing and how they should be doing it, or the lack thereof. Not many organizations clarify and carry out roles and responsibilities like The United States Military. In the immortal words of Col. Nathan R. Jessep in A Few Good Men, “We follow orders or people die”. The interesting thing about this quote is the deceptively simplistic implication of flawless execution. Just because orders are given doesn’t guarantee accurate implementation, it takes the right instruction and application to assure favorable finales.
Outcomes follow results which come from meeting goals and objectives. These are met through precise activity targeted at the proper possibilities. Always understand who your target market is, what you have to offer that market, and how to penetrate that market appropriately. As companies and sales people we must sentence ourselves to the daily grind of developing win-win relationships. Activity is deliberate and definitive work, show me your outcomes and I will define your activity. Great Selling!
eBack9 defines activity as deliberate and definitive work. As it relates to sales, work is prospecting, meeting, or following-up. If you are not engaging in one of these three, then you are not working. The most valuable quality regarding activity is, arguably, discipline. It takes focus, control, and will to do all of the things necessary for exceeding goals and objectives. Picture a day in your work life, what percentage of time do you spend prospecting (researching, preparing, telemarketing, cold-calling, networking, or referrals), meeting, and following-up. Let’s be sure to include electronic communication and internet surfing as well. The timeless ‘Always Be Closing’ philosophy is still applicable today, defining ‘Closing’ as continually getting closer to mutually beneficial relationships. A perpetual hunger to connect through a thoughtful pursuit is essential in increasing relevant activity.
Another prevalent scenario regarding activity is knowledge of what one should actually be doing and how they should be doing it, or the lack thereof. Not many organizations clarify and carry out roles and responsibilities like The United States Military. In the immortal words of Col. Nathan R. Jessep in A Few Good Men, “We follow orders or people die”. The interesting thing about this quote is the deceptively simplistic implication of flawless execution. Just because orders are given doesn’t guarantee accurate implementation, it takes the right instruction and application to assure favorable finales.
Outcomes follow results which come from meeting goals and objectives. These are met through precise activity targeted at the proper possibilities. Always understand who your target market is, what you have to offer that market, and how to penetrate that market appropriately. As companies and sales people we must sentence ourselves to the daily grind of developing win-win relationships. Activity is deliberate and definitive work, show me your outcomes and I will define your activity. Great Selling!
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RFJJr.
- Rudy F. Jamison Jr.
- Intellectual Ownership and On-Demand Execution; Performance because of who you are not what you have been told to do.
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