People are persuaded to say yes to your product, service, idea, initiative, approach etc based on the quality of your proposition AND a positive impression about you. But how does one ensure this positive impression and enhance personal credibility?…
Category: Management and Leadership (Page 9 of 11)
Ask one of your colleagues or a fellow manager or this person trapped inside your body how they make decisions and the answer is usually a considered and sensible one. “I think through all the available information and facts and look at all the alternatives and possibilities then decide”. Oh yeah? Not likely! The reality is that ninety times out of hundred, we make lazy, uninformed and emotional decisions that are based on the way we think about the world and the people around us…
What do employees really want from their management, from the organization they work for? We ask this question of hundreds of people we meet in training programs my organization conducts, in consultancy or organizational development work we do with organizations of all shades and sizes, across various industries and sectors whether for profit, government or not-for-profit. We get some key messages that show that irrespective of status, function, organization, industry, or circumstance, most employees have surprisingly common expectations…
Here are some wonderful insights by truly wise people that can change the way organizations and businesses operate:
1- Advertising’s five golden rules (from the audience’s viewpoint)
• what’s
• in
• it
• for
• me
This is true not just in advertising but also in communications, where your communications need to be audience-centered – the audience should be able to work out QUICKLY what’s in it for them
Based on the dynamics of change as formulated by Ken Blanchard in 1992 and still as valid now as then. There are seven typical ways how people react to change. In the current times of economic challenges and organizational downsizing, it is important to summarize these and remember…
Whatever the kinds of change that people encounter, there are certain patterns of response that occur and re-occur. It is important that change leaders understand some of these patterns, since they are normal outcomes of the change process. Understanding these allows leaders to avoid over-reacting to the behaviors of people. It also helps change agents to appreciate why and how people react to change adversely and with resistance…
Lot’s of people these days are familiar with SMART goals – S for specific, M for Measurable, A for Achievable, R for Realistic and T for Timebound. In fact, entire training sessions lasting for days revolve around how to make SMART objectives. Gee whiz! Now that we are all familiar with the acronym, it would seem we can all go ahead and set goals more effectively. But the reality as we have all experienced is very different. Many goals we set are never realized (like the New Year fantasies on personal change) because we focus too much on the outcome, not the process . Ninety times out of a hundred, this is a setup for failure…
In one of his famous books called the Ultimate Sales Machine, author/entrepreneur/salesman Chet Holmes uses a quote (no one knows who said this originally)
“Maturity is when all of your mirrors turn into windows”.
Mr. Holmes goes on to say in his book:
“Most people live their lives surrounded by mirrors, focusing on themselves. They see their feelings, their needs. They think about how they come across to other people and whether or not they will get what they want…”
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