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Several years back I managed a group of very high-energy, spirited, vocal managers. One of the managers was particularly vocal on just about every issue. This manager, who I'll call "Vox", frequently complained to me about other managers, about how Vox's organization wasn't being rewarded appropriately, and how Vox's organization needed more people than Vox's peers. I did a lot of discussing with Vox about the issues that Vox faced but found that I would frequently give in to Vox's demands. Vox's peers became very frustrated not only with Vox but also with me because I was showing preferential treatment to Vox. We would be in meetings and Vox would start complaining about something which would lead into how Vox's team was more important than peer teams, and how Vox's team should be given more in compensation because they were more talented than the rest of the team. Vox was the squeaky wheel, and I would grease it just to stop it from squeaking. I not only allowed Vox to be the squeaky wheel, but unwittingly encouraged it because I gave Vox what Vox wanted. Everyone was frustrated with me. Bad on me
One-Minute Video Trailers on the Cheap - How to Create a One-Minute Video Trailer in PowerPoint7/11/2016
I've adopted video as a key component of my communication strategy to my subscribers and customers. In doing so, though, I've decided on the following guiding principles:
After I wrote my first book I decided to work with a PR firm to help publicize both my book and me. A friend of mine hooked me up with a firm which I worked with for a year. The people there were very nice and they got me a lot of interviews, including a few in some very prominent publications. I also wrote articles which were published in a number of magazines. I got along great with the folks at the PR firm and genuinely enjoyed them on both a personal and professional level. While so many things were going well, and I to this day respect the folks there, I decided to part ways because after a year I didn't see the financial results I had hoped to see.
Pride. Envy. Gluttony. Lust. Anger. Greed. Sloth. You either recognize these as the seven deadly sins or as themes for prime-time television. Nonetheless, you were probably taught as a child that these are bad and you shouldn’t do them. For purposes of this article, do as you were taught and think bad when you commit these similar sins in the workplace.
As leaders, we are continually being introduced to new techniques and theories. Hammer & Champy’s Business Process Re-engineering Model, McKinsey’s 7-S Framework, and Kenichi Ohmae’s 3C’s Strategic Triangle are all examples of strategic models designed to help leaders think about their business in different and innovative ways. What sits on top of all of the models and frameworks, though, are a series of foundational attributes that every leader should possess if he or she is going to have demonstrated, sustained success as a leader.
Think back to some great communicators like Reagan, Martin Luther King Jr., or John F. Kennedy. What made them great communicators? It wasn’t that they were great orators, had flashy teeth, sported perfect hair, or demonstrated a flawless writing style. They had courage, conviction, wisdom, clarity, and credibility; five attributes that build the foundation of all great communicators.
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May 2024
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