I don’t like conflict. In fact, sometimes I think I am conflictaphobic. (I just made that word up.) I will do almost anything to avoid it.
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As a result, especially early in my career, I would keep my real opinions to myself. I didn’t want to get in trouble. I thought that if I just complied with the system and kept my mouth shut, I would get ahead.
We live in a very externally-focused culture. However, there is an internal issue which is largely ignored: the condition of your heart.
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The corporate world is increasingly aware of the fact that you can’t improve productivity without increasing engagement. In other words, people have to show up at work with more than their education, experience, and skills. They have to come with their heart.
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We’ve all experienced it: the large bureaucracy where the employees seem to be just punching the clock.
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A while back I had to get my drivers license renewed. This meant a trip to the Department of Safety’s Driver Service Center. While the process was quicker and more efficient than I expected, the people working the counter seemed lifeless.
A while back, Gail and I went to the Nashville Symphony with our daughter, Mary, and her husband, Chris. Mary had bought tickets for Gail’s birthday. It was a magnificent evening.
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The orchestra was conducted by the renowned Hugh Wolff. He and the orchestra performed Beethoven’s Concerto No. 4 in G major for Piano and Orchestra. Horacio Guitiérrez played the piano. After the intermission, the orchestra performed Rachmaninoff’s Symphonic Dances, Op. 45.
In my last post, I wrote about how to prepare to make a presentation to your boss. To get him to say, “yes,” I encouraged you to prepare a brief, written proposal. I even provided a template.
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Once you’ve done that, it’s time to anticipate objections and formulate talking points for each one. Don’t risk getting a “no” because you haven’t carefully thought through the questions and your responses.
In my last post, I wrote about the importance of seeing your boss as the customer. To get him to say, “yes,” you have to first understand his needs. Moreover, you have to frame your proposal in terms of how it will help him accomplish his goals.
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Then, you have to commit to success. You must be determined to get to “yes,” because your reputation depends on it—first with your boss and second with the people you lead. Once you have taken these first two steps, you are ready for step three.
When I was in corporate management, I spent a great deal of time listening to proposals. Those doing the pitching usually needed my approval to proceed with their project. Frankly, I was amazed at how poorly most people do in these kinds of situations.
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In fairness, most of us never received any formal training in this important skill. As a result, we flounder about, not knowing why it seems so difficult to get to “yes.”
We live in turbulent times. If you and I are to overcome the obstacles in our way, we’re going to need a strong mind.
No matter the circumstances around us, we will need to rely upon the mental toughness we normally look for in our heroes, not in ourselves.
In 2003, I was named President of Thomas Nelson. It was an extremely busy time. I made some major changes to my executive team and had two vacant positions. As a result, I essentially had three jobs.
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One morning on my way to work, I grabbed my computer case in my right hand, a fresh cup of coffee in my left, and headed downstairs to the garage to leave to work.
Presentation software can be a wonderful tool if used correctly. It can also be a dangerous distraction that interferes with communication rather than facilitating it. The line between the two is thin.
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Over the course of my career, I have sat through hundreds of presentations. Most of them were done with PowerPoint. Most of them are done poorly.
Many people have written on what it means to be a leader. Almost everyone identifies influence as the primary characteristic. By definition, this means that leadership and position are two different things. You can have a title, and a position of power, but this does not mean that you are a leader. Even people without these things can exert influence and thus leadership.
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But leadership is more than influence. It certainly includes influence, but it is more. I believe it includes at least five characteristics. When I speak on this topic, I call these “the five marks of authentic leadership”: