As we move into future, we are going to be experiencing both changes and opportunities in the business world that are going to challenge us in ways we have never experienced in the past. As business, community and political leaders, we are going to be called to step up to the plate and embrace our employees, constituents and customers as our most valuable assets, because more than ever before, they are going to hold the secret to our success. I know that we hear this every day, yet many people honestly don’t know how to build a sustainable company through people. In this article, I share five of the most important skills leaders and teams will need to embrace in order to thrive in tomorrow’s world.

1. Radical Innovation

Is your business or organization really designed for innovation? Are you sure? Every day I speak to leaders who swear that their businesses are designed for innovation, but in my opinion, this is usually not the case. Why? Because they are stifling open debate, shooting the messenger and making it unsafe for people to voice their opinions.

If your business or company is truly an innovative one, your doors will be open for debate, and your culture will be designed to make it psychologically safe for both employees and customers to voice not only their suggestions, dreams and goals but their concerns, complaints and frustrations. A recent article in Harvard Business Review: The Customer-Centered Innovation Map is a must read for any business that wants to thrive in the future. The article comes from the perspective that when a customer buys a product or service from your company, they are actually hiring you to get a job done. This “job to be done” could be to make more money, look more beautiful, live a more healthy life, move into a dream home, become more credible or build a better relationship. At each step of the process of the job getting done, both your employees and customers are going to experience both successes and struggle points (and some people will struggle more than others.) By carefully mapping the job a customer is trying to get done, you can find golden opportunities to innovate as you help the customer through your process. Along the way, you will want to ask questions such as “How can we do this much more efficiently?” and “What struggles and inconveniences are our customers experiencing?” and “How are trends affecting the way the job gets done?” and “What causes execution to go off track?” As you move through the life cycle of working with a client, looking at each and every compliment, complaint and challenge can open the door for your company to provide a new product, offering or level of customer service that will set you apart from your competition.

2. Intellectual Horsepower

It is going to become more and more difficult in the future to stay ahead of your competition if your team is not the best and the brightest in your industry. Intellectual horsepower includes not only IQ (many people believe that an IQ of 130 is needed today to be a top player) but includes transferable skills, the ability to understand and break a complex situation into logical steps and being super sharp, agile and a quick study. Intellectual horsepower also includes being able to embrace paradox and ambiguity and being adept at functioning effectively in the midst of opposing ideas or forces.

If you go back and consider the above topic about mapping the job the customer needs to get done, you will be able to identify the skill deficits in your organization. Each time a customer voices a success, ask yourself “Who worked with this client, and what skills were at play to make this customer experience outstanding?” On the same note, if a customer’s job is not getting done, it’s time to step back and ask “What skills are missing from this process that we need in place?” From there, you can provide your team with the training and development needed to create outstanding customer experiences. Once you have trained your employees, if you have someone on your team who just doesn’t “get it”, then it’s time to replace that player with someone who can “get it” and get it quickly.

3. Employee Development

There are two scenarios that I often see in the work I do as a leadership coach:

Both of these scenarios probably mean that your company is failing, that your service is lousy and it’s time for some rigorous employee development, and I don’t mean putting your team in a training room hoping they will get what they need in order to do a great job. As a leader, your job is to build a true learning organization, one which provides your employees with ongoing customized training and coaching so that they can step in and run your company at a moment’s notice. This process begins with a very thorough examination of what’s really going on in your company (this is time for you to become your biggest critic), making a list of every asset and shortcoming and each employee’s key strengths, weaknesses, opportunities and threats. Your next steps will be to design and implement a customized program which includes an on-the-job training and development program for each employee in the company.

After six months (12 months max) of on-the-job training, if someone in your company cannot be “trained to move up”, then as harsh as it may sound, that person will more than likely become obsolete in the next few years. As technology advances and our global economy become more and more competitive, it is going to be critical to have a rock solid employee development system in place, and that development program should be designed so that an employee can advance in your company. If an employee cannot develop the skills needed to move up in your company, that position will become a financial and productivity strain on your company. Simply because you are not addressing training and development does not mean that your competitors aren’t, and those that do will have one leg up in the future. It’s that simple.

4. Strategic Agility

In today’s world, your customers may know what they want, but in most cases, they don’t have a clue what’s possible and what creative offerings you can bring to the table. One of the reasons Apple is so successful is because Steve Jobs has an uncanny ability to know what customers need and want before they request it. None of us knew that we wanted a white ear bud and 10,000 songs in a tiny device that could easily slip in a shirt pocket or the palm of a hand, but boy did we ever eat it up! By fine tuning your strategic thinking, you will be able to anticipate future consequences and trends, create competitive breakthroughs a

This article was authored by Bea Fields. Fields is an Executive Coach, Speaker and Author and the President of Bea Fields Companies, Inc.. She specializes in Leadership and Team Coaching for high growth companies, non-profit organizations and medium-sized businesses. Fields is the co-author of Millennial Leaders: Success Stories From Today’s Most Brilliant Generation Y Leaders and EDGE: A Leadership Story.

Brand Yourself: Your Billboard

By Nancy Ancowitz, Business Communication Coach and Author of Self-Promotion for Introverts®

Imagine driving along the NJ-495 roadway, which dramatically scoops around and dips down the cliffs of Weehawken, New Jersey, into a huge industrial no-man’s land before you enter the Lincoln Tunnel to the legendary city of Broadway, big business, and billionaire dreams. As you navigate your way through this sea of gray, peppered with smokestacks and billboards, your eyes jump from ads for SmartWater to iPhones to one about you.

Now imagine what your billboard would say, how it would look, and what image it would convey. How do you want to be seen by the outside world? Which of your magnificent qualities could you display? How can you summarize your offerings in a snapshot that will grab drivers going 60 miles per hour and hold the attention of commuters stuck in traffic as well?

There’s no room for lots of words or complicated images. And there’s no room for anything that’s less than sparkling about you. While, of course, I’m not suggesting that you actually buy a billboard ad (although it might be a novel approach), this mental excursion will remind you to make your message quick and clear—whether you’re applying for a job or building your business—or else you’ll pay more than the toll!

If you’re an introvert, the thought of your personal brand plastered on a billboard might seem overwhelming. However, it can also be liberating to take the time to think of a message that would matter to the people you want to target—rather than dreaming it up on the spot at a social event or important meeting. Focus on spreading the word to those who can benefit from whatever you’ve got instead of foisting your offerings on those who aren’t interested.

My client Madeline Abel-Kerns, who is an opera singer, actress, and voice teacher, shares what her billboard would look like: “White, puffy clouds with a beautiful sky—the type of clouds you would want to sit and watch drift by, changing shapes. In black letters there would be two words: ‘Be moved.’ And my name and the date of my next performance.”

Now it’s your turn. If you’re inspired to do so, take out a blank sheet of paper and write down a concise headline for your billboard and draft an image (or find one from a magazine). Also write any other brief message you’d like to add, possibly to get members of your target audience who are driving by to take a desired action. Here is a recap of the information you’ll need to capture:

What Does Your Billboard Say?

Headline:

Image:

Brief message and/or action:

Once you’ve mocked up your billboard, consider how you can apply the concept you’ve created consistently across your self-promotional activities—whether you’re writing a cover letter for a job, designing a Web site for your business, or presenting yourself at a sales meeting.

I’ve adapted this billboard exercise from my book, Self-Promotion for Introverts®: The Quiet Guide to Getting Ahead. The book also includes many other exercises and offers gentle guidance to help you get the recognition you seek to get where you want to go in your career.

REFERENCE:
Adapted from Nancy Ancowitz, Self-Promotion for Introverts®, McGraw-Hill, 2009, pp. 37, 51-52.

©Copyright 2010 Nancy Ancowitz

By Michelle Tillis Lederman, author of The 11 Laws of Likability

People of all ages want to be liked, whether you are 12 or 72. Likewise, people of all ages want to be happy. When you build the relationships you want, based on simply being yourself and liking them, you will enjoy your connections and be happier in your interactions.  The foundation of likability is authenticity which is the subject of the first chapter of The11Laws of Likability.

We need authenticity in our lives, our relationships and in our jobs. Just as we often don’t work to our fullest potential when a job isn’t the right fit, our relationships don’t develop when we don’t feel a real connection.

Ensuring authenticity in all aspects of your relationships helps to forge stronger, more substantial relationships then those that are based on falsity. Think of it this way: If you are not yourself from the very start of a relationship, you will constantly tiptoe around and try to act as you “should.” After a while, putting on a mask becomes very uncomfortable and exhausting. If you begin a relationship by showing your true self, you are able to relax and enjoy the friendship.

Ensure authenticity in your relationships:

1.      Be true to yourself. It is important not to force yourself into situations that you don’t want to be in. If you are exhausted and cranky at a meeting with a friend, your crankiness automatically sets a negative tone. Sometimes when you are not feeling like your best self it is okay to opt out and reschedule.

Don’t let yourself completely off the hook, however. It is important to stretch yourself and gain comfort with things that may not come naturally. You may not like going to networking events for your company but you certainly can’t avoid all of them. Ease yourself into uncomfortable situations. You’ll find that you become better and better at handling them.

2.      Make the connections you want to make. Networking is so much easier when the connections are genuine and when both people enjoy the relationship. Ignore your instinct to befriend who you “should” network with. Developing friendships with people that you enjoy allows for friendships that will sustain you in life and business.
On the other hand, don’t rule out people that you don’t have an immediate connection with. Let the relationship develop gradually. Sometimes you find yourself in a close friendship with someone that you seemed to have nothing in common with at first. Remember, Rome wasn’t built in a day and neither are friendships.

3.      Don’t force it. There is no one correct way to be. Although you may feel like you “should” act a certain way, any actions out of the ordinary for your personality will come across as forced. You will feel uncomfortable and so will the people around you. If you are usually serious and reserved, don’t try to make everyone laugh. If you are usually a jokester, don’t try to stay quiet. Simply be yourself. The real you is the best you.

If you are interested in learning more about how to make business connections that stick, check out my book The 11 Laws of Likability and visit my Facebook page.

Corporations that offer sabbaticals don’t do it as a nicety. They do it because it’s downright good for bottom-line business results, employees, the company and customers.

I’ve been on all three sides. I’ve taken four sabbaticals, and each time I came back to work as a better contributor, employee and leader. I have granted sabbaticals to my employees, and I have seen the rise in creativity and benefits for customers and the corporation. Most of us have worked since we were in our late teens or early 20s, so, of course, it’s natural to crave some time off.

Gary had been contemplating quitting and trying something new. After talking it over with his wife, he decided that since he was only one year away from his sabbatical, which his company grants after seven years, he should wait. Gary’s wife shared that Gary used to moan about work, but since returning from his sabbatical, God forbid anyone say anything negative about Intel now. He realized his itching wasn’t the company or the work. He simply needed a reboot break.

What happens on the other side to the person who has to step in for the sabbatical-taker? I spoke with Tami Graham, director of Global Benefits Design. When her peer for HR delivery took a sabbatical, Tami stepped out of her job completely to run the delivery group. She explained that she can create the most wonderful programs in the world, but if they can’t be rolled out in the field or easily implemented, they are for naught. Doing the delivery job gave Tami first-hand experience of what it was like to receive programs from her team and the challenges of implementing them. It made her a better leader, as it did the person who stepped in to do her job during those three months.

Why are more companies implementing formal sabbatical programs?
Employees return rejuvenated: More than 100 companies that offer formal sabbatical programs have close to 100 percent of the sabbatical-takers returning to the company with a higher level of engagement, loyalty, motivation and appreciation for their employer. Follow-up research shows a high percentage of promotion and improved performance levels of those sabbatical-takers. Companies that provided sabbaticals on an informal or exception basis had more sabbatical takers who did not return to work or remain employed with the company.

Clients will allow it: Some companies, especially from law firms, say, “You don’t understand; we’re different. We have a very intense one-on-one relationship with our clients.” The reality is many law firms — small to ones with more than 900 partners — offer sabbaticals.

It can be cost-efficient: This is another one that is especially hard for lawyers or firms who share their profits. But, if everyone takes a sabbatical, then at one time or another you will each be covering for another, and the profit washes out. Some companies offer only partial pay for sabbatical leavers, but for even those who offer full pay, a sabbatical program shouldn’t cost you. Maybe at a clerical level you might have to hire a temp once in a while, but with some careful preparation and juggling, work can be covered by existing employees.

Implementation is essential: It’s all in the preparation. The companies I spoke to have a very simple and effective system. Upon approaching the sabbatical year, an employee writes a memo to their boss requesting the specific time off. They then meet and outline coverage.

The bottom line: Our nation will lose its innovation and creativity if we don’t invest in our most important asset: our employees. We tune up our PCs, cars and home heaters. Why not encourage our people to give their minds and spirits a tuneup? Time and time again, sabbatical-takers return as more interested and engaged employees, more loyal and more creative. Sabbaticals broaden a company by bringing in new ideas.

Loyalty alone should be enough to justify implementing a program. The cost of hiring and training a new employee can be 1.5 times a departing worker’s salary. Sharon Allen, Deloitte’s chairwoman, said her firm’s sabbaticals and flexibility policies had saved more than $45 million a year by reducing turnover.  Companies gain because offering a sabbatical program is a wonderful tool for checking and building an organization’s depth and breadth.

Sabbatical programs force managers to proactively focus on developing their staff, complete succession planning and provide training and exposure to teams, thus encouraging “readiness” in terms of bench strength. It is a chance to evaluate the potential of employees who stand in for others in a real, not hypothetical, situation. Sabbaticals promote teamwork and better decision-making. Twenty percent of the “Fortune 100 Best Companies to Work For” offer fully paid sabbaticals. Since the inception of its program in 1979, Intel has granted more than 64,000 sabbaticals. Intel had $661 million in revenue in 1979. Last time I checked, this $43 billion company wasn’t doing too badly.

Plan forward. Imagine 3 projects you’d like to accomplish by July 2011. Outline them and determine in your network might be able to help? What specific kind of help will you ask for?

Express appreciation. Choose 5 people who made an impact on your life and business in 2010. Say, “I want to thank you for . . . ” Be specific, enthusiastic and grateful.

Help others. Someone in your circle would benefit from your knowledge. Offer to share without expecting anything in return.

1. Own the room. Stand tall and walk in with confidence.
2. Be the first to reach out. Extend your hand and give a firm handshake.
3. Look directly into someone’s eyes. Do not scan the room while talking to one person.
4. Ask questions about them instead of talking about yourself.
5. Mirror the other person. Match their speaking rate, volume level, and words. If they speak fast, quicken your pace. If they are soft-spoken, lower your volume. People like people who are most like them.
6. Speak clearly and pause. Sloppy or hurried speech is perceived as negative. Eliminate slang.
7. Be fully present. Focus on the person and listen non-verbally with body language and with words.
8. Find common ground quickly. This will build instant rapport.
9. Give compliments.
10. Paraphrase. It’s a form of acknowledging people. This skill makes you very attractive. It communicates you’re listening.
11. Have something interesting to say. Comment on the other person’s interests.
12. Be a giver. Offer a tip or an introduction to others. Give without expecting anything in return.
13. Smile. You’ll appear more approachable and confident.

By Laura Hill http://www.careersinmotionllc.com

I attend a lot of business events that include networking. When meeting someone new, one of the first things we ask each other is “what do you do [for a living]?” It’s an easy question, right? Providing a clear, direct answer is SO important to build our personal brand, help us find jobs, and facilitate new business. And yet I almost never get a good answer to this basic query.

Common Elevator Pitch Mistakes

1. Humor: “I help push drugs” instead of “I do product marketing for a pharmaceutical company”, just isn’t funny and makes a bad first impression.
2. Too broad: “I work in technology” or “I’m a consultant” is useless. “I work for XYZ Company where I manage the help-desk group” is good. “I’m an independent marketing consultant – I specialize in developing sales promotion and direct marketing programs” is good.
3. Underselling: “I’m just an order-taker on the fixed income trading desk”. Way better to just say “I work on the fixed income trading desk”.
4. Too vague: “I help companies unleash hidden value”. What the heck does that mean?!
5. Life story: Your pitch is not the time or place to give the chronology of your career or explain your career decisions. Monologues are bad.
6. Jargon: beware of company/industry jargon until you know your audience.
7. Uptalk: that’s when you’re making a statement but with rising inflection so that it sounds like a question. “I work in finance?” makes you sound weak and flighty – like a Valley Girl?

Best Practices for Your Elevator Pitch

Here are my rules for a good elevator pitch – which by the way is nothing more than your self-introduction or answer to “what do you do?”

1. Say what you do at the present time. You may also want to mention what you want to do next. If your job is hard to explain, keep working on it till you find an easy way to convey key information that is consistent with your networking and branding objectives.
2. If you are in transition, be clear about your target job/employers and mention your recent and noteworthy former employers (or clients). Example: “I work in pharmaceutical marketing, most recently as VP for a startup biotech company and previously for Bristol Myers-Squibb. I’m in transition; my search is focused on mid-sized biotechs, including late-stage startups.
3. Build your brand. Be thoughtful about what makes you distinctive and for what you want to be known. This should be reflected in your pitch.
4. Test your pitch. If your pitch generates appropriate questions and relevant conversations, it’s a good one. If your listener’s eyes glaze over or silence ensues, you missed your mark.
5. Always reciprocate. “And what do you do, Mark”? Even better: ask what he does first, so that you can optimize your returning pitch.

Laura Hill is a founder of Careers in Motion LLC (www.careersinmotionllc.com). She works with professionals and executives on career strategy & planning, personal branding, and all aspects of job search including resumes, interviewing, networking and salary negotiations.

When is John going to get me that report?”
“What is going on with the marketing report? When are they going to finish that thing?”
“I can’t believe Mary is so late in making those phone calls.”
“Okay…who dropped the ball this time?”
“Hey…that’s not MY job.”
Does this sound familiar? If so, your small business team may be faced with a big challenge with accountability, which results in finger pointing, frustration and broken trust…both with your employees and your customers. Personal responsibility and accountability can put an end to the blame game, saving your business thousands if not millions of dollars by increasing productivity and overall job satisfaction, which results in very satisfied customers. These five basic approaches can support you in increasing accountability, which are simple, yet they require actually building a culture of accountability for your business.

1. Communicate the big picture – Accountability stands a better chance of succeeding if everyone in your business embraces a larger responsibility for the success of the entire company. Spend time talking individually with team members about how his or her project affects the vision and mission of the business. With this communication, people can make wiser decisions from the context of the “big picture” rather than from the perspective of what may seem to be a detailed and boring task.

2. State clear expectations – If one person on your team does not meet your expectations, the entire team can fail. It is important from the very beginning of any new project to state the expectations clearly and repeat them over and over again until your team really “gets it.” These expectations need to be crystal clear, including dates, who is responsible for what, the details of the task and how you want the finished product delivered. If your expectations are fuzzy or confusing in any way, your team can break down, and the fine and very important details can fall through the cracks.

3. Accountability work groups – One of the best ways to achieve accountability is to develop shared accountability among team members. Accountability within the team can be accomplished by what Morris R. Shechtman calls “accountability groups,” groups which give team members the permission to speak and listen in a way which is frank and open. This accountability group can include 2-5 people and can then serve as a small unit of people working together to confide in with struggles, weaknesses and insecurities. They can then find creative strategies to work together in the direction of the growth the team intends to achieve.

4. Move to action – In order for accountability to work, people have to know that failure of completion will come with certain consequences, including written warnings, loss of a bonus or extra hours served on a week-end to complete the project on the table. Without consequences, your employees won’t take you seriously. They will think that they can use blame, justification and rationalization as a way to deviate from being responsible, because you have not followed through on what you said you will do if the tasks are not achieved.

5. Reward and recognition program – Employees need to know in a tangible way their efforts are indeed driving the company forward, and it is important for them to share in the fruits of their hard work. The offer of increased pay and benefits (vacations, time off and other perks) can keep accountability and morale high and can motivate employees to continue to strive for high levels of performance.

1) Women who want to move up must take professional risks before they feel ready for them. The day when you can say “Now I feel ready” is usually too late – others have claimed the opportunity you wanted. Get in the habit of asking yourself, “What do I need to be comfortable enough to do this?” Perhaps the answer is a mentor, an advisory council, family support, or training.

2) Use emotional intelligence to read people and situations, but don’t use emotions to make a case for something. When building your argument or making a case, keep things fact based ― not innuendo or hearsay based ― using phrases like “The data shows…” and “The facts are…,” rather than “I feel…”

3) Those women that make it to the top continually ask for what they want at work, rather than waiting to be noticed, rewarded, or promoted. They’re not afraid their requests will inconvenience someone or that they will look pushy for asking. When making requests, figure out where you have leverage ― the value you bring to your employer and the extent to which you’re relied upon for your skills.

4) Don’t be naïve about the extent to which politics govern the workplace. Find ways to proactively learn the culture and political climate of your organization, learning how people like to be communicated with, and how and when people have launched initiatives that have been successful. Solicit information from several parties as you accumulate information, never just one. Play in the politics or perish!

When I was writing my book, Self-Promotion for Introverts®, Warren Buffett shared with me that he was terrified of public speaking as a young man. He said that he “got physically ill even thinking about speaking.” So he took a Dale Carnegie class where he joined 30 people who had trouble saying their names. Isn’t it comforting to learn that even Buffett, who now speaks eloquently off the cuff about everything from investing to the price of ethanol, has his own turnaround story as a public speaker?

Does the thought of giving a speech feel scarier than death to you? If so, you’re not alone—that fear is widespread among introverts and extroverts alike. However, since you die only once but you can give many presentations in your lifetime, why not make public speaking not only less frightful but actually enjoyable?

Public speaking is just a skill that anyone can learn, and it doesn’t typically take long to do so. If you’re an introvert, you’re probably more comfortable deep in thought behind the scenes than pontificating in front of a crowd under the spotlight. However, the beauty of public speaking for introverts is that it’s a highly efficient use of your limited social energy. When you get up in front of an audience, you can reach many people at once rather than having to ramp yourself up for meeting after meeting.

Whether or not you’re an introvert, if you’re afraid of public speaking, I recommend getting the support that you need to help manage your fear and to build your oratorical skills. Consider taking a workshop, hiring a coach, and/or joining Toastmasters International. Meanwhile, here are a few tips to help make your next speech easier, particularly if you’re an introvert.

1. If you typically find one-on-one interactions not so intimidating, consider relating to your presentation as a one-on-one interaction with each of the individuals in your audience (rather than as a scary blob of humanity!).
2. Remember why you’re there and what your audience will gain by hearing you speak. Focus on that rather than how they might judge you.
3. It’s particularly important for introverts to arrive well rested and to leave sufficient time between social interactions.
4. Prepare a few key points that target your audience’s interests.
5. Getting started is often the hardest part. So memorize your opening line. Use a quote, a statistic, a piece of news, or something else that your audience will find compelling.
6. Practice out loud, ask someone to videotape you, and then see what you do well and what you need to improve on.
7. Prepare something to do if you get thrown off, lose your place, or get a case of the shakes. My favorite technique is to focus on breathing.
8. Have a punchy closing line ready.

Check out her new book on www.amazon.com

Nancy Ancowitz, Self-Promotion for Introverts®: The Quiet Guide to Getting Ahead, McGraw-Hill, 2009.