Uncommon Wisdom: Why Great Leaders Don’t Reward Results

In today’s economic environment—where most of us, even those who are succeeding—face pressure and uncertainty in our business, there’s an increasing emphasis on rewarding results. And why shouldn’t there be? Why shouldn’t we disproportionately direct praise, resources, and rewards to those who produce bottom line results? The answer is that—in the long run—doing so may empower lesser-valued employees, punish our future stars, and undermine the … [ Read more ]

The Failure to Engage: Understanding the Mechanism that Determines Employee Engagement and Micro-Innovation

Micro-innovation is the Holy Grail of modern management. Micro-innovation (incremental improvement) that is driven by employees is the secret to transforming the customer experience, accelerating revenue growth, and reducing costs.

Yet, the level of employee engagement required for micro-innovation remains one of the most elusive outcomes in modern organizational life. Research shows in aggregate that employee engagement continues a 25-year decline.

In our real-time economy, the most … [ Read more ]

The How Manifesto: Why How Business Gets Done Around the World is the New Competitive Advantage, and New Metrics for a New Reality

‘How?’ is not just a question. HOW is the answer.

HOW. We’ll see that word a lot in this manifesto. Simply stated, HOW is the belief that in our more interconnected and interdependent world, we rise and fall together. The way to forge a better, more sustainable path of growth and progress lies in the realm of human behavior—HOW we do what we do. The days … [ Read more ]

The Secret to Self-Discipline

Today’s work environment has been dubbed everything from the Age of Distraction and the Age of Inattention to The Multitasking Generation. The bottom line is this: regardless of your job title, we are all trying to accomplish increasingly more with increasingly less resources—whether those resources are money, time, focus, or energy. How can we achieve success—however you define it—given these constraints?

I study successful people for … [ Read more ]

Selling, Art or Science?

Having been in the sales training business for more than 30 years, we have seen all manner of sellers; strong performers, average sellers, and those who just don’t make the grade. But behind all of this has always been the debate as to whether sales is an art or a science, almost to suggest that for some, sellers are born and not made.

The intent of … [ Read more ]

Five Rules for Pricing Excellence: Getting the Most for Your Services

Pricing is critical, and short-changing your pricing strategy is the fastest way to leave cash on the table—money that will be lost forever and never recovered.

So after that initial spark of innovation and the completion of the design, development and marketing phases that follow, don’t screw up the process by treating price as an afterthought. Have you spent as much time and resources on price … [ Read more ]

How Habits Work (and How They Change)

Most of the choices we make each day may feel like the products of well-considered decision making, but they’re not.

They’re habits. […]

Countless people, from Aristotle to Oprah, have tried to understand why habits exist. But only in the past two decades have neurologists, psychologists, sociologists, and marketers really begun understanding how habits work—and more important, how they change.

Make Social Media Sell – Now

The ‘social media revolution’ is over-hyped nonsense. The real business opportunity is to become more relevant and meaningful to customers in ways that create sales.

Few will question the impact social media is having on people’s lives. From assisting political revolutions to simply reconnecting us with old friends, social media is touching our lives in meaningful ways every day. But with all the stories you’re hearing … [ Read more ]

Dov Seidman

In business, it is often said that you manage what you measure. But it is also true that what we measure is a window into what we value—and into our values. Since most leaders remain comfortable managing only what they can measure, in a more interdependent world it has become important to develop a new framework for analyzing, and an independently confirmable method for measuring, … [ Read more ]

Larry Ackerman

The myth of personal freedom—the idea that you are at liberty to pick whatever path in life you want—is the unspoken agony of the modern person. It ignores the fact that life has order, and that order bears heavily upon your choices—on what makes sense to do with the time you have.

Rory Vaden

The most important skill for the next generation of knowledge worker is not learning what to do but rather determining what not to do, and instead focusing on key objectives. It’s only as we embrace the incredible volume of noise in our work and our lives that we can silence it—or at least reduce it to a dull roar. Ignore the noise. Conquer the critical. … [ Read more ]

Rory Vaden

People who are struggling with inaction invariably have one of the following three deep-rooted attitudes:
Fear: “I’m scared to do it.”
Entitlement: “I shouldn’t have to do it.”
Perfectionism: “I won’t try to do it if I can’t do it right.”
These all-too-common problems affect people across all professions, ages, and endeavors. You show me a person who is not achieving life at the level they … [ Read more ]

Dick Cross

There is not a business school I know about that teaches a course called, “How to Run a Business.” We study tangential parts of the job in great detail—like accounting, production, management and leadership—but not the whole of it.

Jason L. Baptiste

Success as an entrepreneur isn’t being great at one specifc thing, but being able to weave together unrelenting determination through multiple areas of discipline such as formulating an idea, hiring a team, getting press, building a product, and raising money.

Bryce G. Hoffman, Alan Mulally

A Japanese executive once told me, “Your country has invented so many things, then failed to improve upon them. My country has invented nothing. But once we embrace something, we never cease to make it better.” Adopt the same approach to your enterprise. Always be working on your better plan.

Transcendent Leadership: How to Lead Anyone, Anywhere, Anytime

What distinguishes the calm-yet-focused, balanced leader from the hyper-active, over-scheduled, less effective leader?

Superficially, it often appears to be a matter of underlying skills, with the calm, focused, consistently high-performing leader simply having more tools in their leadership toolkit than intermittently successful, high-stress leader. And although so-called “leadership skills” do have a place, on deeper inspection the root cause is much more foundational. With the … [ Read more ]

Putting a Signature on Customer Experience

To reach it’s full impact, customer experience needs to be thought of as a strategic agenda item on par with and actually integrated with corporate strategy, managing the brand, and new product development. Customer experience should not be confused with existing efforts to focus on customer service or touch-point management. These efforts are focused more on delivering tactical reengineering of customer-facing processes.

As a customer experience … [ Read more ]

It Really is As Simple As ABC: What Leaders Can Learn from Masterful Orators of the Past

Millions of meetings and presentations occur daily. Each of these presentations is meant to drive ‘someone’ to do ‘something.’ And what do the vast majority of these presentations have in common? Unfortunately, they usually fail to get anyone to do anything.

There are so many noble causes led by charismatic, effective leaders, yet it is still difficult for many of these leaders to establish a clear … [ Read more ]

Les McKeown

I’ve noticed over the years that all leaders exhibit one of three natural leadership styles—what I’ve come to term the “Visionary,” “Operator” and “Processor” styles—and that the most common source of leadership stress occurs when there is a mismatch between an individual’s personal style and the leadership role they’re being asked to perform. For example: a Visionary leader who has been placed in an Operator … [ Read more ]