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How to be an Effective Manager

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Effectively managing people, processes, or both is in many ways a balancing act. Some would even describe it as an art form. There are many variables in play simultaneously which determine if somebody will ultimately be successful in a leadership role.

Before a manager begins to understand all of these nuances they must learn one of the major underlying principles if they are going to recognize their full potential as leaders. They must learn to walk the tightrope between being personal and professional at the same time. It is important to be personal and on good terms with your team members because this is the only way to ensure teamwork and peak performance, but you must also be professional to be respected and trusted. Be too friendly and you may be taken advantage of or not taken seriously, be too buttoned up and ‘professional’ and you risk coming across as uncaring and stubborn.

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About the Author

Gabriel Bristol, president and CEO of Intelicare Direct, is one of today’s most versatile CEOs, having led remarkable turnarounds for several large corporations as well as helping establish rapidly growing start-ups. Gabriel’s success has been well documented, with features in Forbes and other publications throughout the country. To read Gabriel’s complete biography, click here.

Communication Skills Can Increase Your Leadership Credibility

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StrategyDriven Practices for Professionals ArticleIn today’s global marketplace, leaders must possess strong communication skills. The sound of someone’s voice matters twice as much as the content of his or her message, according to recent findings as reported in the Wall Street Journal. Studies have shown that a person’s speech patterns, including the quality of their voice, strongly influences how others perceive him or her.

Last year, research published at Duke University’s Fuqua School of Business revealed that the resonance of a male executives voice strongly correlated to their earning power. A smaller study of female business leaders suggested that this pattern did not hold true for women. The leading criteria for female leaders were the use of ‘vocal energy’ or variations in their volume. What many don’t realize is that you can change the way you sound. For those who speak too quickly or in a soft voice, the message can be lost.

Open and clear communication is a critical part of strong leadership. In today’s global marketplace, a successful professional must be able to deliver their message in a clear and concise manner and to use their speaking skills to lead and inspire others. The proper tone and the proper delivery will make the difference in an audience that listens to what is being said or chooses to remain fixed on the messages on their Smartphone. Public speaking and presentations are no longer just confined to the conference room and the PowerPoint slides.

The truth is, as Patricia Fripp recently stated, “public speaking is everything we do when we leave our home in the morning.” With that in mind, there are several steps one can take to improve their professional speaking skills and deliver every message like a leader. By practicing these techniques you will be able to transform your communication skills into those of a dynamic and engaging speaker. You will consistently be able to establish credibility as soon as you begin to speak, and you will be able to persuade your audience with powerful authority and clarity.

Here are three steps one can take to improve their professional speaking skills and deliver every message like a leader.

  1. Power up Your Voice: Speaking in a strong voice conveys confidence and leadership. Learning to project from the diaphragm will create a strong, confident and dynamic voice. Take a breath and feel the control.
  2. Master the Strategic Pause: Simply slowing down your rate of speech will add impact to your message and will significantly improve your speech quality and delivery. Speak in sound bites. It shows you are in control of what you are saying, and it gives the listener time to process what is being said.
  3. Communicate with Eloquence: Avoid using filler words such as “uh,” “um,” “like,” and “you know.” Even seasoned professionals often use these words more often than then realize. Make an effort to avoid any words, syllables and phrases that detract from your message and make you look unprofessional.

By practicing these techniques you will be able to transform your communication skills into those of a dynamic and engaging speaker, and you will be able to persuade your audience with powerful authority.

Lee Iacooca stated, “You can have brilliant ideas, but if you can’t get them across, your ideas won’t get you anywhere.” Mastering the communication skills of a leader is more important than ever.

There are more tips to follow in the next edition of this article from Jayne Latz, Founder and President of Corporate Speech Solutions.

In the meantime visit, www.corporatespeechsolutions.com, to learn more.

About the Author

Jayne LatzJayne Latz is an expert in communication and CEO of Corporate Speech Solutions, LLC. She has worked as a speech trainer, coach, professional speaker, and has co-authored two books titled, Talking Business: A Guide to Professional Communication and Talking Business: When English is Your Second Language. She was recently featured in The Wall Street Journal and on The TODAY Show.

Jayne can be reached by email at: [email protected]. Follow Jayne at: @JayneCSS.

Finding the elusive decision maker. Then what?

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Question from a reader:

Jeffrey, I speak with many people in organizations that want you to think they are the decision maker when in fact they are not. I have wasted too many emails and follow up on people that can’t help. How do you ask without hurting the relationship you may have built? How do you determine the real decision maker? Steve

Finding the real decision maker may be one of the largest barriers to a sale in existence. It’s second to one other barrier: “Once I find the decision maker, what do I say?”

Finding the decision maker and speaking with that decision maker intelligently are not just critical, they’re also skills that can be career building or career ending.

I’m about to give you insight that will help you find and communicate with the all-important decider. But I caution you, it is not a be-all end-all. Rather, it’s the beginning of your true understanding about decision makers, and decision making.

There are several parts to the decision-making process. Finding the decision maker is only one of them and it may be the smallest one.

Early in my career, I created a question that helped me find decision makers without ever asking anyone who the decision maker was. Whoever I was talking to, as I was making the sales presentation, I asked the question, “Who pulls the trigger?”

That was a direct question that didn’t insult the person I was talking to. If you ask, “Are you the decision-maker?” or worse, “Who is the decision-maker?” you both embarrass the prospect, and pressure them for an answer. To the person you’re talking to it gives the impression you’re sales hungry instead of customer friendly.

By asking, “Who pulls the trigger?” you don’t hurt anyone’s feelings. You’re merely asking for distant information. Vital, but distant.

After I asked the “who pulls the trigger” question, I followed up with an equally powerful, but still pressure-less question. I simply asked, “How will the decision be made?” And whatever my prospective customer said, I followed up with yet another question about the decision-making process, “Then what?”

The words “then what” lead you through the decision-making process. Especially if you continue to ask it. Then what? Then what? Then what? Until finally you come back to the trigger puller. It sounds pretty easy, doesn’t it?
Well, over the years I found that it wasn’t quite that easy. I had to have a greater understanding of the total process especially what happened after the purchase was completed. In other words, what happens after ownership and what are the expected outcomes.

You may think what happens after ownership and expected outcomes have little or nothing to do with the decision maker. And you would be totally, completely incorrect.

After ownership comes value of purchase. Often erroneously referred to as ROI, it’s what happens after the customer takes possession, and what they’re hoping to achieve as a result of it. REALITY: That’s the only thing decision makers want to know. And once you know it, you’ll be able to find every decision maker. That’s pretty powerful.

There are additional questions you MUST ask during a sales meeting in order to find out the total purchasing and use of product or service situation. Keep in mind, you’re going to be selling for about an hour, but they’re going to be using your product or service for years. Once you understand that, you understand the significance of obtaining that information.

Here are the critical decision-making questions:

  • Who do you collaborate with?
  • Who will be the main user of…?
  • Who calls and asks for service?
  • When a service person arrives, who do they meet with?
  • How did the last purchase happen?
  • Who will be responsible for the outcome of this purchase?

HERE’S THE SECRET: Once you have the names of these people, you ask the person you’re meeting with to introduce you. And talk to these people about what really happens. Even if you’re meeting with the CEO, you can still ask for meetings with his or her people.

Once you have this information and meet the people involved…
Look at the insight you’ve gained.
Look at the understanding you have about their business process.
Look at the expertise you put into your experience base.
And even more important, you’re now charged with the responsibility of making certain every person involved in use and decision making are aware of your value.

“Jeffrey,” you say, “it’s a pretty complicated process. In fact, it changes my whole strategy of selling.”

That’s correct, your way was a fight to get to the decision maker. People lied to you, and people led you down a rosy path that completely wasted your time. Oh, and you lost the order. My way is a little bit more difficult to learn and implement, but a heck of a lot more productive in terms of not just finding the decision maker, but actually making the sale – and gaining experience and expertise for the next sale.

Now you have to make a decision.
Decide to try it my way!

Reprinted with permission from Jeffrey H. Gitomer and Buy Gitomer.

About the Author

Jeffrey GitomerJeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally at [email protected].

Napoleon Hill’s Think and Grow Rich is full of timeless lessons.

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“Thoughts are things” is the title and the first words of the first chapter of the book.

When I first read those words, I didn’t really understand what they meant – even when I read the first chapter and the examples offered in Napoleon Hill’s classic Think and Grow Rich. It didn’t resonate until I got to the end of the chapter and read, “Whatever the mind of man can conceive, and believe, it can achieve.” Then I started to get it. That was 1972.

By coincidence, it was only a few days later that I heard the late, great Earl Nightingale say, “You become what you think about.” At that moment, I got it. It clicked. And it has clicked ever since then.

More reading and studying about thinking and the thought process revealed that neither Hill nor Nightingale had the original thought.

From Socrates to Samuel Smiles, to Orison Swett Marden, to Elbert Hubbard, to Dale Carnegie, to Napoleon Hill, to Earl Nightingale, to Jim Rohn – they all had their own way of saying THE SAME thing.

Your thinking becomes your actions. And it’s those dedicated, well-planned, and directed actions that lead to your outcomes. Your reality. Better stated, your success.

All of these legendary scholars can’t be wrong.

All of them told me in their writings – the same way I’m telling you – that positive thought leads to positive actions and positive results, if the aim and the purpose are passionately believed.

Orison Swett Marden’s book, He Who Thinks He Can, written in 1908, says it in the title. It’s plain as day right on the cover of his book. It was Marden, by the way, that FOUNDED Success Magazine in 1888.

Hill’s title THINK and GROW RICH tells you first you gotta THINK! Your thinking will affect your BELIEF, your belief will help you create your MAJOR PURPOSE, your major purpose will clarify your DIRECTED ACTIONS, and your actions, combined with your DESIRE, your DEDICATION, and your DETERMINATION will determine your WEALTH.
First THINK, then GROW RICH.

Got it? Sure you do. Getting it, that’s the easy part. First you get it, you understand it THEN you agree with it. Easy so far. THEN the harder part, you have to believe you can do it. You have to THINK YOU CAN. Finally, the HARDEST part is you have to be willing to TAKE ACTION! Do it! That’s chapter one. Read it lately?

The rest of Think and Grow Rich contains the ideas, the definitions, and the clarifications that provide the ANSWERS. Hill describes it as the roadmap to riches. I’m telling you, it’s the most important success thinking you’ll ever be exposed to – as long as you repeat it until it becomes your reality.

But I have to stop here and clarify the book. Think and Grow Rich, and Hill’s writing, is not written in today’s language. There are no references to computers, email, the web, Facebook, social media, credit cards, or even television. Because none of those things existed when Hill penned this classic self-help book. Yet somehow the book has managed to sell more than 100 MILLION copies over the past seven decades.

To receive all the wealth in the book, you have to get over the fact Think and Grow Rich was written 70 years ago. As a country, we were fresh out of the Depression and the stock market crash of 1929. World War II was in full swing, the mood of the country was nervous, and Napoleon Hill – and his colleague Dale Carnegie – were screaming, “Make friends, be positive, believe in yourself, be influential, develop a goal and a plan, articulate yourself clearly, dedicate yourself to excellence, take directed action, and encourage others to do the same.” Pretty cool, eh?

These books aren’t 70 years old, rather they were 70 years ahead of their time. Maybe that’s why Hill’s Think and Grow Rich and Carnegie’s How to Win Friends & Influence People have been on bestseller lists for 70 years.

The first chapter ends the same way it began. With one sentence of immortal wisdom. “Whatever the mind of man can conceive, and believe, it can achieve.”

I’m sharing this information today in the hopes you will read or re-read this timeless classic. Rededicate yourself to YOUR best thinking (first), so you can do your best for others (second).

That’s the secret! Please tell everyone.

Reprinted with permission from Jeffrey H. Gitomer and Buy Gitomer.

About the Author

Jeffrey GitomerJeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally at [email protected].

Management Observation Program Best Practice 11 – Anyone Can Write an Observation

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StrategyDriven Management Observation Program Best Practice ArticleThe name, Management Observation Program, suggests that authorship of these documented performance assessments are or should be limited to those who supervise work. Yet, in a healthy organization, workers are encouraged to provide upward feedback and report conditions adverse to quality. All organizations should embrace a safety culture within which individuals are responsible for both their safety and the safety of their coworkers. (See StrategyDriven whitepaper, Preventing Catastrophic Industrial Accidents) So why not allow everyone within the organization to submit management observations?

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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.