Bud was one of the most brilliant people in his organization. Only in his mid-thirties, Bud amazed his senior managers with his ability to grasp problems and develop innovative and effective solutions to those problems. He was highly sought after as a "go-to" guy and would consistently come up with creative approaches. His management decided to give him a thorny project with a team of over 100 professionals. "This is my chance to really prove I can deliver", Bud thought as he willingly accepted the project.
Bud wasted no time in coming up with some great solutions which his management thought were brilliant. Expectations were sky-high and Bud was on a project high. Then the problems started.
I have a very good friend who is several years older than me. Aside from being a close friend, he also refers to me as his mentor. I used to cringe a bit every time he said it. I am younger than him and felt that our relative overall life experience didn’t earn me my mentor status.
I took some time to reflect on some of our discussions. I realized that there were some topical areas where I had a significant amount of experience where he had gaps. He understood that my experience filled his gaps, and didn’t consider age to be a barrier to helping him in those areas.
While neither of us were seeking a mentoring relationship, our friendship has morphed to include his mentoring of me in some areas, while I mentor him in others. We are situational mentors to each other based on experience and need.
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In my four decades as a professional, I’ve delivered many presentations and keynotes. Some went well, others totally bombed. Through my learnings about both the good and bad, I’ve identified key success factors necessary to create and deliver compelling presentations. The factors, which I call the “4 C’s of Compelling Presentations,” have helped me more effectively get my point across. Let’s dig right in…
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A number of years back I was in a meeting with two HR representatives at my company.They were explaining to me how the HR organization wanted to be more “strategic” with its clients and how they wanted to help us with annual resource planning. At the time, our biggest problem was filling open positions with qualified candidates; a number of key positions had been open for months with no qualified candidates in the hiring pipeline. When I asked the HR reps about how they were going to help with this problem, they both told me that they didn’t have time to address the hiring issues because they were tasked with being more “strategic”. Needless to say, the meeting went downhill in a hurry because the HR reps were more interested in fulfilling the HR organization’s “be strategic” mandate than they were in helping me with my real-life problem.
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