Leadership notes¶

The Secret of Teams by Mark Miller¶

• Superior teams have three core elements in common: talented individuals with proven skills who share a strong sense of community
• Team members must treat each other as family to maintain their motivation
• You need just the right people with solid abilities to make a quality team.
• team members need to develop and refine their capabilities
• members must truly care about each others
• Take your time; don’t force community down people’s throats.
• Help others on your team.
• Make the team’s goals more important than any individual’s.
• Form a bond with your teammates

Talent – Your team members think “holistically” about your business operations. Each person strives to be a consummate team player while exercising individual dedication to the company and to professional and personal development. Each team member works in a capacity that is ideally suited to his or her special abilities.Skills – The team is an obedient, focused problem-solving force. It expertly employs reliable data, holds timely and effective meetings, and successfully eliminates internal conflict. Each team member has developed the skills to perform his or her job well.Community – Team members know one another’s professional and personal stories and sincerely care about each other. When someone achieves something special, the other team members celebrate. Each team member serves and supports the others at all times, inside and outside the office.

Monday morning leadership¶

if you want to be extraordinary, the first thing you have to do is stop being ordinary. As a leader respect, you for the right reasons. “If they like you because you’re fair, consistent, empathetic, or a positive person The opposite of accepting responsibility is to find someone or something to blame for the issues you’re facing. Of course, there is always someone or something to blame, but a real leader spends his time fixing the problem instead of finding who to blame.

Be a driver.¶

• Until you take total responsibility you will not be able to put plans in place to accomplish your goals
• Transforming from manager to leader requires that you take different decisions

Keep the main thing the main thing¶

Take the time to manage your boss the same way you manage your subordinates. Find out specifically what she needs from you and tell her specifically what you need from her. - People have different perceptions of what the main thing is - People quit people before the quit companies

Escape from management land¶

• First hire good employees
• coach every member of the team to become better. Give adequate feedbacks. Listen to their needs
• de-hire the people who aren’t carrying their share of the load. Performance issue impacts other.

In management land, simple things often become complex and people easily lose perspective. Managers begin to think the games others play are what are most important. People are rewarded for saying only the things managers want to hear. Egos are big and it’s difficult to discover the truth. To get out of the management land, you need

• To get in touch with your people
• Award superstar
• Do not lower the bottom by adjusting and accommodating the falling stars

You must guard your integrity as if it’s your most precious leadership possession, because that is what it is. Develop your action plan before the crisis, as a pilot has procedures for anything that can happen in a plane.

Hire tough¶

• The most important asset in a company is to have the right person in the team
• The highest liabilities is to have the wrong person on a team.

The most important thing you do as a leader is to hire the right people. You cannot have a strong and effective team with weak and ineffective people. Take your time on the front end so that you can enjoy having the RIGHT PEOPLE on your team. Be prepared for the interview.

• The Three Rules of Three in hiring are: interview at least three qualified candidates for every position; interview the candidates three times; and have three people evaluate the candidates.

Do less or work faster¶

• Your time is your responsibility. Take control of your time to take control of your life.
• Look for small increments of time by prioritizing, limiting interruption and effectively managing meeting.

Buckets and dippers¶

• Your scorecard as a leader is the result of your team. You are needed; you are important. But you get paid for what your subordinates do, not necessarily what you do.
• You need your team more than your team needs you. Don’t get me wrong — you need each other, but cumulatively, the 17 people on your team accomplish much more than you do.

They have entrusted a portion of their life to you, and it’s your job to help them grow, personally and professionally. Every person has a bucket of motivation. That bucket can be filled to overflowing, or it can be empty and desperately need filling. Each person have dippers that represent cynicism, negativism, confusion, stress, doubt, fear, anxiety, and any other thing that can drain someone’s desire and motivation.

Four things to do to keep the buckets filled¶

1. a full bucket requires knowing what are the main things that are important to doing a good job
2. to keep buckets filled, you need to provide the bucket holders with feedback on how they’re doing. People needs to know how they are performing all time.
3. Show you care about them and the job they do.
   • Involve people in major decisions. Listen to them — they often have the best ideas anyway.
   • Memorize facts about the bucket holder and their family. People enjoy sharing what’s happening in their families.
   • Send thank you notes to team members at home. A positive note of recognition goes a long way to filling a bucket.
   • Thanks giving card
   • Ask your superstars — if they’re interested — to become mentors for middle stars or falling stars. This is a win/win — everyone’s buckets get filled.
   • Treat people the way they wish to be treated.
4. Make sure team members consistently know whether the team is accomplishing its objectives or not.

When giving feedbacks¶

• Be sincere
• Be precise to be understood
• Be timely. The more time you wait to fill the bucket, the more other people’s dippers will get into the bucket.
• Feedback must be aligned with the receiver’s value system.

Branding¶

LinkedIn profile the power of the network the update on what you do tune your profile - reflect your personality - photo: be sure to it reflects who you are, on first meeting try to dress close to you photo - write an attention grabbing headline. what it is you do, show your passion and value - draft a compelling summary focus on career accomplishments and aspirations - 40 words or more - include keywords not buzzwords. write as first person. Could be bullet list if you are bullet versus prose person - detail your past work experience. 12x more profile views than those without. keep 5 to 7 years update. just list the companies after that - post example of your work in photos presentations & videos- share projects - give your work experience real life - skill, niche skills and get endorsements - you can reorder the skill list, and you can remove endorsement - include volunteer experiences & causes 6x more profile views than those without - use background to add present kristin graham example stayed connected - content pages receive 7x more page than - use slide share - pulse - influencer & publishing - topic you are passion about - finding and joining groups participate in discussion related to your industry - build your knowledge - using pulse. the more activities you do on linkedIn, the more you will be visible and found gain insights from industry expert leaders share links, articles images, quotes or anything else you followers might be interested in publishing explore topics that matter to you share to demonstrate your knowledge and professional skill - once a day ! publishing on linkedin: reaches the largest group of professional 400 M people. Publish a post / a blog.

thinking network as an inventory of people you could benefit - what is the value for them and for me

sales ssi social selling index

Negotiation¶

PREPARE TO NEGOTIATE

• 1. Decide Whether to Negotiate
  2. Do you feel comfortable to negotiate?
  3. Do you really want to spend your time negotiating over items that are trivial when compared with the more important issues in life? Assess time to prepare for negotiation versus potential gain.
  4. Do the rewards justify the risks, such as losing a job offer?
• 1. Determine the Type of Negotiation
  2. Is this a position-based or interest-based negotiation? Even when you think it is a position-based negotiation, you should attempt to search for underlying interests. If you are unable to find those interests your negotiation is positional. But even if you identify underlying interests and build a larger pie, your negotiation still becomes positional—though now there is an opportunity for both sides to obtain larger pieces because the pie is bigger.
  3. Does the negotiation involve doing a deal or resolving a dispute?
  4. And is this a cross-cultural negotiation?
• 1. Conduct a Negotiation Analysis
• 1. Decide How to Answer Ethical Questions

Five rules to change your future¶

Simon Sinek

1. Do what you want but do not deny anyone else to go after what they want: there are two ways to see the world: see the things that I want, or see the things that block me to get what I want.
2. Sometime you are the problem: take accountability for your actions, successes. Take credibility for your success as long as you take responsibility for your errors. Ex: Black death of child birth during the renaissance.
3. Take care of each others. You could not make things alone. Ask for help, people think you do not need help.
4. Learn to be the last to speak, hold the opinion until everyone has spoken. Ask questions what they mean, why they have those opinions. Listen other.
5. As you get more senior, fortunate, in higher position, the people will help you, but those are meant for the position you hold, not for you. You deserve the cardboard cup of coffee, not the ceramic one. Be humble and be grateful for what you get at the time you get them.

You have to be confident before being able to help other.

Do more with what you have. Management takes under the wing, and help to realize our confidence, our strength, our own values. Trust will come from giving to others. I love because people care of me. Give little time, and little energy...you will feel so good at the end of the day.

True vision for a company, give work meaning. Vision is to see the finish line, but do not know how far it is, and how to get there. Every milestone brings you closer to the vision, and this is what motivates people.

Success is a feeling, define as finish line. Feeling of contribution. When success is only by ourself then we will not be happy and feel successful. Success and leadership are about helping, serving others.

Passion is not an actionable word. Where is passion coming from? Passion is a result, passion is an energy, it is the feeling you have when you do something you love. You can do it for free. Find the excitement on the thing you do.

You have to see the mountains and not just expect to go to the summit in one shot. This is long. Nothing happen instantly.

Trusted Advisor¶

five attitudes that provide the foundation for building trust:

1. Principles over process
   • Processes are very important but exceptions may become challenging.
   • Know When not to follow the process
   • a role that is defined by gaps, questions, and risks is a role that requires flexibility. Principles are tools of maximum flexibility.
   • Always use principles on all decisions
2. You Are More Connected than You Think
   • you are connected to everyone
   • The number of connection is infinite
   • focus on an agenda greater than your own
3. It is not about you
   • All humans are self-oriented: self obsession, self-preoccupation, self-absorption
   • to get your advice accepted, you should think it is not about you, not everything we hear, that is said, that happens is about you
     • in difficult meeting, think to check your ego at the door, and simply be there to help others as best you can
4. Curiosity trumps knowing
   • be constantly curious about your customers, prospects, peers, leaders, suppliers, even your competitors.
   • Always want to learn, create connection, and positively influence others
   • Curiosity also requires that you be open and aware.
   • That combination of planning for and acting on curiosity dramatically improves your relationships.
5. Times works for you
   • time-based thinking should be used to measure reality and not to control reality
   • treat time as a share journey with your customers

Assess if those attitudes are aligned with your acts, in day to day interactions with others.

how your actions align not align Principles over process

more connected

not about you

curiosity trumps knowing

time works for you

The dynamics of influence - Advisor serves a critical business function: fulfilling the promise of providing expertise in a way that makes a difference. - How we listen to others matters much more than what we say. This paradoxically has the result of making others more likely to listen to us. - The act of listening itself creates relationship and trust. - Trust and influence go hand in hand. The more someone trusts you, the more likely he is to be influenced by you. The less someone trusts you, the less likely he is to be influenced by you. - In the business of advice-giving, it is not enough to be right—you have to earn the right to be right. - Fundamentally, you earn the right to be right by listening first.

Three steps: 1. Change the way you think about how people think. - decisions are not just rational: people buy with their hearts and then rationalize their choices with their minds. The data / facts matter ... secondarily - to influence effectively , redirect your effort to winning other person's heart 2. Understand an important driver of influence: reciprocity. - reciprocity is the tendency of human beings to want to return a favor done for them. - In business, reciprocity plays out in the form of listening. 3. Do a better job of listening, not a better job of making your case. - reciprocity leads to a willingness and openness to ideas - let the others know that you understand and empathize: "they have to get that you get them". - In business, reciprocity plays out in the form of listening. - your ability to listen with empathy directly drives your ability to be influential

Five Point Checklist for being more influential in meetings: 1. prepare your mind - detach your self from the outcomes - the ultimate objective is to improve your partner's situation, as well as the relationship between you. - be willing to be influenced by the process. 2. State your point of view crisply and simply: keep it simple and to the point 3. spend majority of the time listening: Cultivate an attitude of curiosity about what is being said and what is coming next. 4. when is your turn to talk, be sure to build on what has been said. Use "Yes and ...", link on what you liked about what you heard. If you have concerns, express them separately and with curiosity. 5. When the conversation begins to conclude, summarize the outcome with your partner.

Opportunity: <>

• What will help you detach from the outcome and remind yourself that the ultimate objective is to improve your partner’s situation, as well as the relationship between you?
• What point of view are you bringing to the interaction? State it crisply and simply.
• What are you curious about?
• What questions might you ask to thoroughly understand and appreciate the perspectives of the other(s) with whom you will be in conversation?
• In what ways can and will you be open to be influenced in the process?
• What might you learn?
• What could you discover that might alter your feelings or your point of view?
• As a result of this preparation, how will you approach this opportunity differently from the way you have in the past?
• Three trusts models The three trust models provide a powerful framework for creating personal and organizational trust. The first model, the trust equation, divides trustworthiness into four components: credibility, reliability, intimacy, and self-orientation.

T = (C + R + I)/S

The second model, the trust creation process, describes how trust is built in conversations.

The third model, the trust principles, provides a set of values to guide organizational decisions and individual action.

Credibility is derived from what you know, as well as how you communicate. Reliability is actions. It is rooted in consistency, predictability, and a feeling of familiarity. State expectations up front and report on them regularly. Make lots of small promises and consistently follow through on them. Be on time (as culturally appropriate). Communicate if you fall behind, and take responsibility for it. Use others’ language, templates, dress code, and so on, respecting their norms and environment. Intimacy refers to the safety that you feel when entrusting someone with something. Self orientation, is about who you care about.