Do you get sweaty palms, a dry mouth, and butterflies in your stomach when you have to get up and make a presentation? Well, you’re not alone. It’s well known that public speaking or presenting is one of the scariest activities for businesspeople. In fact, surveys over the years have regularly put fear of public […]
https://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.png00StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2010-11-26 06:06:572016-02-01 14:08:59Conquer Your Nerves with Eye-Brain Control To Make a Strong, Fearless Presentation
The classic Harvard Business School case “Otisline (A)”1 begins with the quote, “… our objective is to go unnoticed.” Bob Smith (not his real name), source of the quote and Chief Operating Officer at Otis Elevator, knows that elevators tend to remain well under the radar screen until they break. In the elevator business, you […]
StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag articles on the StrategyDriven website. Special Edition 52b – An Interview with Ken Ball and Gina Gotsill, co-authors of Surviving […]
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Transparency motivates. Transparency shapes. Transparency drives. Decisions made in full view of those who would provide critical judgment – shareholders, regulators, employees, and the public – provides a powerfully strong guiding force that demands decision-makers fully vet the business and ethical implications of each option and soundly support their ultimate selection. Not every decision can or should be made in the public view. However, every decision-maker can challenge their team and themselves with the question, How would this decision read as a New York Times front page headline?
https://www.strategydriven.com/wp-content/uploads/Headline.jpg282425StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2010-11-23 06:15:142018-12-25 07:57:42Decision-Making Best Practice 11 – Evaluate the Front Page Headline
In the fourth couplet of his poem ‘If-,’ Rudyard Kipling wrote: Or being hated, don’t give way to hating,And yet don’t look too good, nor talk too wise; Kipling is telling us that as leaders, we must be willing to put our cause or beliefs ahead of our personal gain. He is reminding […]
https://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.png00StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2010-11-22 06:06:332016-02-01 14:22:42Selfless Leadership: Putting Our Cause First
“To improve communications, work not on the utterer, but the recipient.” Peter Drucker (1909 – 2005) ‘Father of Modern Management’ and recipient of the Presidential Medal of Freedom, 2002
Have you ever listened to a presentation and thought, “What does this have to do with me?” If you have, the chances are the presenter didn’t spend enough time thinking about you, the audience member, as he created his message. It’s the responsibility of the presenter to make the message clear to the audience. Therefore, […]
https://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.png00StrategyDrivenhttps://www.strategydriven.com/wp-content/uploads/SDELogo5-300x70-300x70.pngStrategyDriven2010-11-19 06:06:382016-02-01 14:50:22Here’s Why Successful Presentations Planning Must Begin with an Analysis of the Audience
StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag articles on the StrategyDriven website. Special Edition 52a – An Interview with Ken Ball and Gina Gotsill, co-authors of Surviving […]
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Now that you’ve looked at your workforce (in The Boomers are Leaving! – How to Create and Implement a Knowledge Transfer Program, part 1), you’re ready to design and develop a program that retains Baby Boomers’ knowledge. But your program should do more than just capture and transfer valuable knowledge – it should also sow […]
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Direct management observation and immediate feedback is the best tool for reinforcing performance expectations among employees. And while such reinforcement is optimally effective at maintaining high performance levels when given consistently over time, some management observation programs become a checklist task for executives, managers, and supervisors; resulting in the majority of observations being performed at the end of the observation cycle or in clusters during a narrow time frame within the cycle. Workers learn that standard adhering performance reinforcement only occurs during a very brief period within the cycle and that substandard work will typically not be observed and behaviors corrected the rest of the time. Work behavior quickly aligns with the pattern of expectation reinforcement; sub-optimizing overall performance and adversely impacting the observation program’s effectiveness.
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Business Programs
Conquer Your Nerves with Eye-Brain Control To Make a Strong, Fearless Presentation
/in Business Communications/by Bill RosenthalDo you get sweaty palms, a dry mouth, and butterflies in your stomach when you have to get up and make a presentation? Well, you’re not alone. It’s well known that public speaking or presenting is one of the scariest activities for businesspeople. In fact, surveys over the years have regularly put fear of public […]
The Unnoticed Analyst: Can analytics succeed while going unnoticed?
/in Organizational Performance Measures/by Thornton MayThe classic Harvard Business School case “Otisline (A)”1 begins with the quote, “… our objective is to go unnoticed.” Bob Smith (not his real name), source of the quote and Chief Operating Officer at Otis Elevator, knows that elevators tend to remain well under the radar screen until they break. In the elevator business, you […]
StrategyDriven Podcast Special Edition 52b – An Interview with Ken Ball and Gina Gotsill, co-authors of Surviving the Baby Boomer Exodus, part 2 of 2
/in Diversity & Inclusion, StrategyDriven Podcast, Succession & Succession Planning/by StrategyDrivenStrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag articles on the StrategyDriven website. Special Edition 52b – An Interview with Ken Ball and Gina Gotsill, co-authors of Surviving […]
Podcast: Play in new window | Download (Duration: 23:53 — 32.8MB)
Subscribe: RSS
Decision-Making Best Practice 11 – Evaluate the Front Page Headline
/in Decision-Making, Premium/by StrategyDrivenTransparency motivates. Transparency shapes. Transparency drives. Decisions made in full view of those who would provide critical judgment – shareholders, regulators, employees, and the public – provides a powerfully strong guiding force that demands decision-makers fully vet the business and ethical implications of each option and soundly support their ultimate selection. Not every decision can or should be made in the public view. However, every decision-maker can challenge their team and themselves with the question, How would this decision read as a New York Times front page headline?
Selfless Leadership: Putting Our Cause First
/in Management & Leadership/by Doug MoranIn the fourth couplet of his poem ‘If-,’ Rudyard Kipling wrote: Or being hated, don’t give way to hating,And yet don’t look too good, nor talk too wise; Kipling is telling us that as leaders, we must be willing to put our cause or beliefs ahead of our personal gain. He is reminding […]
Leadership Inspirations – Communications Excellence
/in Leadership Inspirations/by StrategyDriven“To improve communications, work not on the utterer, but the recipient.” Peter Drucker (1909 – 2005) ‘Father of Modern Management’ and recipient of the Presidential Medal of Freedom, 2002
Here’s Why Successful Presentations Planning Must Begin with an Analysis of the Audience
/in Business Communications/by Bill RosenthalHave you ever listened to a presentation and thought, “What does this have to do with me?” If you have, the chances are the presenter didn’t spend enough time thinking about you, the audience member, as he created his message. It’s the responsibility of the presenter to make the message clear to the audience. Therefore, […]
StrategyDriven Podcast Special Edition 52a – An Interview with Ken Ball and Gina Gotsill, co-authors of Surviving the Baby Boomer Exodus, part 1 of 2
/in Diversity & Inclusion, StrategyDriven Podcast, Succession & Succession Planning/by StrategyDrivenStrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag articles on the StrategyDriven website. Special Edition 52a – An Interview with Ken Ball and Gina Gotsill, co-authors of Surviving […]
Podcast: Play in new window | Download (Duration: 28:17 — 38.9MB)
Subscribe: RSS
The Boomers are Leaving! – How to Create and Implement a Knowledge Transfer Program, part 2
/in Diversity & Inclusion, Succession & Succession Planning/by Ken Ball and Gina GotsillNow that you’ve looked at your workforce (in The Boomers are Leaving! – How to Create and Implement a Knowledge Transfer Program, part 1), you’re ready to design and develop a program that retains Baby Boomers’ knowledge. But your program should do more than just capture and transfer valuable knowledge – it should also sow […]
Management Observation Program Warning Flag 1 – End of Period and Clustered Observations
/in Management Observation Program, Premium/by StrategyDrivenDirect management observation and immediate feedback is the best tool for reinforcing performance expectations among employees. And while such reinforcement is optimally effective at maintaining high performance levels when given consistently over time, some management observation programs become a checklist task for executives, managers, and supervisors; resulting in the majority of observations being performed at the end of the observation cycle or in clusters during a narrow time frame within the cycle. Workers learn that standard adhering performance reinforcement only occurs during a very brief period within the cycle and that substandard work will typically not be observed and behaviors corrected the rest of the time. Work behavior quickly aligns with the pattern of expectation reinforcement; sub-optimizing overall performance and adversely impacting the observation program’s effectiveness.