Leading with Trust

Want to Attract Top Talent? Tell The Story!

Enjoy this guest post by Mark Miller

When working on the research and the book, Talent Magnet, I was intrigued by the formula representing the strength of an actual magnet:

B2A

The B refers to the strength of the magnetic field and the A is the Area (size of the surface).

Although all of this is applicable, I think many organizations are missing out on the A, or size of their magnet. Let me explain…

For our purposes, let’s transform the A from area to Awareness. Just like a magnet with a small surface area has limited pull, an organization with little Awareness of the employee value proposition has little drawing power. The bottom line: assuming you have a message worth sharing (B), you must Tell the Story! The better you do, the larger the Awareness and awareness always precedes attraction!

Unless there is awareness of the organization’s most desirable attributes outside your current employees, there is little chance Top Talent will wander in the door hoping to find a job. Organizations who consistently attract Top Talent excel in their ability to Tell the Story.

Leaders sometimes are deceived into thinking orientation is the place to Tell the Story. Orientation is too late. By then you have a room full of people who may or may not qualify as Top Talent. If you truly want to attract great people, you must proactively spread the word your business is a place where leaders are engaged, there is a path for people to grow, and there is a compelling vision that reaches beyond the four walls of the workplace.

There are many ways and many places to Tell the Story. Leaders must identify where Top Talent is likely to be and make sure the story spreads to those places. No matter how good you are, without creating awareness of what is going on in your organization, you receive no credit for your efforts.

Make the promise Top Talent wants to hear, keep it, and then make sure the people you are looking for know what they will get if they join your team. A magnet with a small surface area is weak, and your ability to attract Top Talent will be also, unless you find new and creative ways to continually Tell the Story.

About Mark Miller

Mark Miller is the best-selling author of seven books, an in-demand speaker and the Vice President of High-Performance Leadership at Chick-fil-A. His latest book, Talent Magnet: How to Attract and Keep the Best People, unveils the three critical aspects of a true talent magnet, and explores the deeper meaning of each in a clever and entertaining business fable.

A Positive Culture Starts With One Uplifting Person. Will That Be You?

Enjoy this guest post by Marcella Bremer

Have you ever worked in a positive culture? If you frown, then you haven’t! A positive culture gives people wings and swings results into a positive spiral. It “broadens and builds” people and organizations as Barbara Fredrickson researched. When people feel positive, they become more open and resourceful and achieve better results which reinforces the positivity. A positive culture contributes to the bottom line as positive organizations are engaged, innovative, competitive, agile, collaborative, and productive.

Isn’t that too good to be true? Well, no! Scientifically validated research shows that positive leadership (of yourself, and others) is the key to a positive culture and quantifiable positive outcomes.

This is important because many people don’t believe that a positive culture is possible. Maybe you started your work life optimistically, then you turned realistic and, finally, you may feel pessimistic or cynical because your workplace is far from positive. Yet, this is what companies such as Ford, Kelly Services, Burt’s Bees, Griffin Hospital, and Zingerman’s have been doing. They prove that you can create positive change in your organization through simple actions and attitude shifts.

What is a Positive Culture?

Positive leaders can change what is “normal” and all positive cultures have four ingredients. Based on positive psychology, positive cultures cherish an “abundance mindset.” There’s trust that there will be enough for everyone and aims to enlarge the pie instead of dividing its parts resulting in winners and losers. This first ingredient, Positive Awareness, helps to see more solutions, the half-full glass, and positive potential that is waiting to be realized. We are often used to aim for the default baseline: “We fix a problem to go back to normal”. Positive cultures aim for “positive deviance” where people are performing beyond expectations but without exhausting anyone or pushing too hard.

A positive culture builds on what is already working well. It appreciates people for their unique contributions. This is the second ingredient: Connection and Collaboration. It includes leadership basics such as connecting with and caring for people, being authentic and honest, communicating continuously and coaching people as well as stimulating them with compliments.

The third is a meaningful Shared Purpose that people like to contribute to, and the fourth part of positive cultures is Learning and Autonomy. People are trusted to do their work and even excel. People have choices and enjoy autonomy—no micro-management needed, no detailed instructions. Learning is the norm, and developing ideas together, learning from mistakes, and trying out things is appreciated. There’s no need to be perfect and no fear to “lose face.”

There’s only one requirement: that you engage and commit. When you work in a positive culture, you go “all in.”

What Positive Culture is Not

The issue with positive culture is that it can sound corny. “Positive means fake smiles, slacking off, and dreaming.” Let’s quickly look at these three common objections.

A positive culture stimulates people to be authentic at work so they can give their best. That includes off-days and occasional bad tempers. No need to fake a smile. Just be you and solve what you can solve – knowing that it will pass. Slacking off is the opposite of achieving positive deviance with a team. Positive leaders (and co-workers) give candid feedback to anyone who doesn’t contribute to the team as expected – and they try to help them improve.

Positive people might also be more realistic than cynics. Yes, really. Research shows that we’re wired to focus on the negative because that helped us survive physical dangers. Nowadays, it’s helpful to be able to see the positive potential that’s hiding in plain sight. No dreaming needed: stay grounded and work toward the best possible outcome.

What Can You Do?

So, what could you do to develop a more positive organization? What is interesting, is that organizations operate as non-linear networks. This means that you can influence your workplace. My book Developing a Positive Culture shares many tools to develop a more positive culture, with Interaction Interventions and/or Change Circles.

Culture happens when people get together because they copy, coach, and correct each other all the time. Culture is sustained in every interaction so if you start changing interaction patterns, you start to influence the system.

Interaction Interventions are small interactions that you can do on a daily basis to influence your meetings, co-workers, and eventually the organizational network. They are small but not insignificant, especially if you team up with like-minded co-workers. Interactions in meetings matter to the culture, so I share ways to make meetings more interactive and positive. I also share tools for leaders to work with their teams on values, purpose, positive challenges, and trust.

Next, there are Change Circles if you want to enroll the whole organization in culture change. This is a larger-scale approach that works if there’s attention for personal interactions in small groups that influence the culture.

Start with Kindness

So, how positive is your current contribution? What would happen if you role-model kindness, whatever your position at work? You understand that everyone tries their best, and everyone can make mistakes. So, you show compassion. You don’t take things too personally. It is safe to share “failures” or doubts with you.

You are present for your coworkers and teams. You give genuine attention. You give compliments. It costs nothing. All it takes is you: the best version of you. You can start today, no matter how busy you are or how challenging it may be to see something good in your coworkers.

But What If It Is Not Easy?

But what if you work in a corporate environment that does not “do” kindness? You may be labeled as weak, or you may be mocked. How kindness is perceived, depends on the current culture. Yes, being kind sometimes takes courage! Yet, a positive culture can start with one person who interacts kindly and offers a positive perspective… Are you going to be that uplifting example?

My book Developing a Positive Culture focuses on what you can personally do to develop a positive culture. Based on both research and practice, you’ll see how to engage your co-workers with Interaction Interventions or Change Circles. If you influence one person, one interaction at a time, you contribute to a more positive organization.

About Marcella Bremer

Marcella Bremer, MScBA, is an author and culture consultant. She is the author of Developing a Positive Culture Where People and Performance Thrive and co-founder of the online Positive Culture Academy. You can receive weekly inspiration to energize and engage your workplace from her blog, Leadership & Change Magazine.

Improving Your Value to Your Customers

The following is a guess post from Nat Greene based on lessons and concepts in his new book Stop Guessing.

stopguessingbookcoverAs a business leader, one of your key responsibilities is ensuring that your customers see huge value in your offering. In the hyper-competitive landscape of 21st century business, you have the difficult tax of constantly increasing your customer value. Many businesses focus primarily on reducing their cost to customers: if a customer gets the same product for less money, they see greater value in the investment. But merely driving down costs makes for a low-margin future, and strategically locks you in an ongoing price war with your competitors.

A far more effective–and enjoyable–path is seeking to improve the value of your product, so your customers are getting more for the same price. Doing this creates greater customer loyalty, improves your margins, and improves the satisfaction of your team, knowing that they’re better serving your customers rather than simply trying to be the lowest-cost provider.

You have certainly already put significant thought into this, and realized there are many different options by which you can attempt to improve your value to your customers. If you have spent time on search engines looking for ideas, you have likely found pithy lists or tips that will give you even more ideas to try out than you already had. But you have limited resources, and you know that what works well for some will not necessarily apply to your unique business and unique customers’ needs. How can you choose what’s most effective?

Learn How to Improve Customer Value

As for any problem you’re trying to solve, approaching the problem with the right behaviors will help you find the most effective solution for your unique situation. Rather than trying out different ideas that others have tried before, you need to understand your problem by observing it thoroughly and learning as much about it as possible.

To do this, get close to your customers. Don’t just ask them what they want from you: they are not likely to be able to conjure up in their minds what you can do for them. And that’s not their job: it’s yours. Understand how your product or service interacts with their business, and what changes would make the most impact to them. Approach this investigation by starting with the following questions:

  • How do they use your product?
  • What about their business are they trying to improve with your product?
  • What resources do they deploy by working with your product?
  • What do they have to do internally in order to work with your product?
  • What is their experience trying to acquire your product?
  • What is your customer’s biggest pain point that your product interacts with?

By understanding the answers to these questions–and more that arise during your investigation–you will be able to understand what you can change about your product that will most improve your value to your customers, and you’ll find yourself not only holding on to customers you may have been losing, but you may also find yourself at a higher price point.

Case In Point

One business I was working with made high-performance coatings for products like ships, jet planes, and equipment that underwent lots of stress, such as heat. In order to improve their cost competitiveness, they were planning on moving their operation from Western Europe to Eastern Europe, where labor costs were lower. The operation would have taken years and of course entailed significant capital costs to implement.

When they instead found out what was most important to their customers, price did not rise to the top. Instead, they found that the biggest stress to their customers was their own supply chain: these customers wanted to get their jets, ships, and heavy equipment out to their own customers reliably on time. Each of these manufacturers had to buy dozens of parts to assemble at their own facilities, and they felt constant stress that any late delivery would impact their own production timeline.

The coatings business decided to instead focus on perfecting its in-full on-time (IFOT) delivery performance. We worked together to solve logistics problems that caused some of their shipments to arrive late, and they were able to quickly boast the best IFOT in the industry. Their customers were thrilled, as they could be confident that at least the coatings part of their sourcing operation was something they never had to worry about. They stayed in Western Europe in order to keep their lead times low, and were even able to increase the price of their own products, without a grumble from their customers.


Nathaniel Greene is the co-founder and current CEO of Stroud International, and author of Stop Guessing: The 9 Behaviors of Great Problem-Solvers. Nat has a Masters of Engineering from Oxford University and studied design, manufacturing and management at Cambridge University, in addition to executive education coursework in Harvard Business School’s Owner/President Management program.

Leading with Character – The Key to Servant Leadership

leading-jesus-wayThe following is a guest post by Mark Deterding, author of the newly released book “Leading Jesus’ Way: Become The Servant Leader God Created You To Be.

Ever wonder what makes a good leader great? The answer is character.

Character is what flows out of the heart. It is what defines us as a leader. People want to follow people they can look up to and trust. So to become an effective servant leader, we must get intentional about building character.

Personal character is the sum of all the qualities that define us as individuals and as leaders. Warren Bennis cited Harvard research that indicated as much as 85% of a leader’s performance depends on his or her character. My experience in 35 years in business tells me the same thing.

The personal character of leaders defines their depth and stability; it is what leaders are truly made of.

Recognizing Character

When you look at leaders, you see many things. You can tell easily if they are intelligent, whether they have good technical skills and how much they understand the business and the industry. What you don’t see, because it is below the surface in their heart, is their character. That’s what Dwight Moody meant when he said, “Character is what you are in the dark.”

Servant leaders are defined and recognizable by their character. Servant leaders know that people will follow them only if they are trusted and trust is only developed through virtuous character.

Servant Leadership Character Traits

Key aspects of a servant leader’s heart that will separate them from the pack include:

  • A desire to serve others, above and beyond oneself
  • A desire for never-ending development of one’s ability
  • A desire to achieve one’s very best
  • A willingness to always accept responsibility for one’s actions
  • A commitment to being humble and vulnerable
  • A desire to make a positive impact on society

Issues of the heart don’t change overnight. We must first get intentional about positively developing all the areas of our character to become better servant leaders.

On-Going Development

This is not a matter that is looked at only once. It is something we must check up on from time to time. This can be done by asking others (truth tellers) what they think. But don’t just stop with the feedback – work to implement changes so you can grow and have a greater impact as a servant leader.

We can also start improving in this area from where we are today by identifying someone whose character you greatly respect. Write down what that person says or does that you admire. This will help you frame up areas that you want to focus on to enhance your trust and build your personal character.

Make the Commitment

Remember, building character and trust is a process that takes time. Make the commitment to start where you are and pray for guidance and stamina through the journey. In time, you will be blessed for your efforts, so stay the course and allow God to work through you to make an impact in this world.

Mark

For the Lord sees not as man sees: man looks on the outward appearance, but the Lord looks on the heart. ~ 1 Samuel 16:7

3 Ways to Create Trust with Millennials in the Workplace Today

The following is a guest post by Dan Negroni, author of the newly released book Chasing Relevance: 6 Steps to Understand, Engage, and Maximize Next Generation Leaders in the Workplace.

Chasing RelevanceMillennials will be 75% of your workforce in the next 10 years. As a manager or leader, this might make you nervous. Millennials live and work much differently than you do. Handing over the reigns to Generation Y and establishing their trust will take real deal, no BS effort on your part. However, this is necessary. We must build trust with millennials if we want to bridge the generational gap and work effectively today. Here are 3 ways you can create trust with your millennial employees starting now.

Show that you care

As the saying goes, people don’t care about how much you know until they know how much you care. In order to establish trust, caring by itself isn’t enough—you must show that you care. You may genuinely care, but if you don’t show and express that you do, it does no good. They need to believe you are authentic and real. Ask your millennials questions to really understand them and build trust.  Questions like “How can I help you in any way?” and “What do you need from me to learn, grow and provide value?” are great, as long as you are being authentic. Make an effort to show up for them in this honest and direct way through all coaching opportunities daily. You can start by simply explaining how grateful you are to them for leaning in. Showing gratitude, even if it’s for something small, goes a long way…it shows that you care! And caring is critical for building trust… and it takes repeatable and consistent behavior, just like all of your relationships.

Check in regularly

A poll by Gallup revealed that only 19% of millennials routinely receive feedback and only 15% of millennials routinely ask for feedback.[i] This discrepancy offers you an incredible opportunity to build trust. Make yourself approachable so your millennials feel comfortable to want to ask you anything. Whether it’s physically coming in the office, sending regular texts or another form of communication, establish a relationship with your millennials on a regular, weekly basis. Act in a way that’s relevant to them, which lets them know you care. They will remain loyal and retention will go through the roof.

You need to lead the way and initiate a feedback loop by engaging with them and effectively communicating that they can and should come to you with questions, ideas and feedback. This results in how to connect and trust better.

Own your stuff and be responsible

As a manager or leader, you must be accountable for your actions—and show it. In order to establish respect and trust with millennials, be transparent. Own up to your mistakes. Take responsibility when you mess up. By doing so, you not only set a positive example for your millennial employees to follow, but you show authenticity and vulnerability. Vulnerability is key to connecting with millennials because it makes you more real and humanizes you. They will feel more comfortable approaching you and trusting you.  So own up and be transparent about your wins and losses!

Show that you care. Make yourself open and approachable. Check in regularly and engage with your millennial employees daily. Be authentic, be vulnerable and take responsibility for your actions. Start developing trust with your millennials today!

[i] Adkins, Amy, and Brandon J. Rigoni. “Managers: Millennials Want Feedback, but Won’t Ask for It.” Gallup. Gallup, Inc., n.d. Web.

9 Habits of Trustworthy Leaders

habitshabit [hab-it], noun — an acquired behavior pattern regularly followed until it has become almost involuntary

Habits…we all have them, don’t we? Some are good for us and help us live healthier and happier lives. Others aren’t so good and they cause us pain, guilt, and turmoil. Hopefully the good outweigh the bad.

As the definition above illustrates, habits are something that can be learned, and that’s important when it comes to being a trustworthy leader. Most people assume trust “just happens,” but that’s false. Trust is built through the use of very specific behaviors that anyone can learn and master over time. Trustworthiness can, and should, become a habit.

First we make our habits, and then our habits make us.

My fellow trust activist, John Blakey, has recently published The Trusted Executive—Nine leadership habits that inspire results, relationships, and reputation. His book is a road-map that can help anyone develop the habit of trustworthiness. Built around the three pillars of trust—ability, integrity, and benevolence—John outlines nine habits of trustworthiness.

The Habits of Ability

  • Choosing to deliver—People trust you when you have a track record of success. That means you follow through on your commitments and deliver results. Be sure you only make commitments you can keep and be careful of using the “P” word—promise. If you promise to do something, make sure you do it. Breaking a promise is one of the quickest ways to erode people’s trust.
  • Choosing to coach—The number one priority of a sports coach is to help players maximize their abilities and achieve success. When leaders develop the habit of acting like a coach they put the needs of their people ahead of their own. Your job as a leader is plain and simple—help your people succeed.
  • Choosing to be consistent—Predictable and consistent behavior is essential for being a trustworthy leader. Your people trust you when they can rely on you to act, and react, in a consistent manner. Wild swings of behavior lead people to be on edge and behaving inconsistently will cause your people to hold back on giving you their all because they aren’t sure how you’ll react when they encounter difficulties.

The Habits of Integrity

  • Choosing the be honest—Honesty is the foundation of integrity. It means you tell the truth, admit mistakes, and make ethical decisions. If people can’t trust your word they find it hard to trust anything else about you.
  • Choosing to be open—Trustworthy leaders share information in an open and transparent fashion. They keep their team members informed so they can make responsible decisions because without information people are shooting in the dark.
  • Choosing to be humble—Trustworthy leaders are humble leaders. Humbleness doesn’t mean meekness; humbleness is strength under control. Leading with humility means you consider the needs of your people more important than your own.

The Habits of Benevolence

  • Choosing to evangelize—Blakey advocates that leaders need to be evangelists who spread the good news of all the great things happening in their organizations. Bad news travels like wildfire and trustworthy leaders keep their people focused on the vision and goals of the organization.
  • Choosing to be brave—Leadership is not for the faint of heart. Leaders have to make tough decisions, often in uncertain conditions with sparse information. Trustworthy leaders demonstrate bravery by making decisions in alignment with their values and those of the organization.
  • Choosing to be kind—Kindness should not be underestimated when it comes to building trust. Extending common courtesies, praising and recognizing team members, and building personal rapport are all ways leaders demonstrate kindness.

Leaders don’t become trustworthy by accident. They learn the behaviors of trust and practice them over a period of time to the point where they become habits. Developing these nine habits will help you become the kind of leader your people not only desire but deserve.

Leadership Development Carnival – June 2016

leadership_carnival logoIt’s my pleasure to host the June 2016 edition of the Leadership Development Carnival. This month’s collection of articles is a treasure trove of wisdom from many of the world’s premier leadership, management, and coaching thought leaders and practitioners. Enjoy!

Do Your Motivations Undermine Your Ability to Lead? by MarySchaefer — Certain leaders are disconnected from the motivations of the human beings who happen to be employees. Successful leaders are aware that when you make decisions that affect their lives, employees need to know you understand what keeps them engaged, or you risk compromising their trust.

The Power of Almost Perfect Practice by Jennifer V. Miller — Jennifer’s preteen daughter is learning to play the trumpet and that’s providing opportunity for how to encourage someone who’s learning a new skill. Read Jennifer’s thoughts on how to catch someone doing something (almost) right.

May The Force Be With You: An InPower Guide to Real Superpowers by Dana Theus — The reason media superheroes are so popular is because we all yearn to unlock our secret inner talents, the ones we instinctively know we have by virtue of being human. For most of us, navigating the trials and tribulations of a day at the office, a light saber seems like overkill. But the ability to steer someone’s thinking or read their true intent? Now that would come in handy!

Feel Unappreciated? Improve Your Working Relationships by Joel Garfinkle — I just don’t get it! I know I’m doing good work, but nobody seems to notice. I put in the hours, I bring in the clients, I get the job done. If you feel unappreciated, apply these three action steps to improve your working relationships.

How’s Cubicle Life Going for You? by Jim Taggart — In this post Jim looks at how the modern cubicle was initially created and its evolution in the ensuing years, noting the effects on people.

Bubbily Boo’ by Bill Treasurer — While on an epic vacation to Spain a few summers ago, Bill learned a valuable leadership lesson from his kids.It was the first time he realized that Dad Dad and Business Dad were two different people.

Tactical To-Dos for First-Time Leaders by Jon Mertz — Given the opportunity, how would you help someone prepare for their first leadership position? Jon Mertz shares five slices of advice to provide a solid foundation for anyone walking into a new leadership role.

Why You Need to Learn to Coach People by Mary Jo Asmus — There are lots of things that are called coaching, but aren’t. Real coaching uses a special type of two-way conversation that can help leaders to help others. This article describes what coaching isn’t and why it’s important for leaders to (really) coach others.

Give ‘Em Some Space (for Possibilities) by Julie Winkle Giuloni — There’s one  thing that best-in-class coaches do that frequently goes unnoticed to the casual observer. It’s invisible but perhaps the most invaluable contribution a coach can make: Exceptional coaches hold the space for possibilities.

The Problem With Motivating People by David M. Dye — A recent audience member asked David: When it comes to motivating people, are the carrot and stick dead? David suggests that they’re not dead, but they rarely get you what you want.

Deliver on the Promise of Servant Leadership by Chris Edmonds — Two friends – in completely different industries – were excited to join a vibrant boss & company. Within months the bubble burst – their great boss left due to values conflicts and worse. How can we help leaders serve others – not themselves? This post explains how.

3 Practices to Protect Your People from Toxic Stress and Burnout by Michael Stallard — Burnout is on the rise in healthcare and is taking its toll on healthcare workers. Michael Lee Stallard explains steps that leaders can take to protect their people from toxic stress and burnout.

Leading Employees Who Struggle with Self Doubt by Art Petty — The biggest barrier to remarkable achievements in our workplaces is not a lack of resources or a shortage of great ideas. Rather, it is a distinct shortage of a very personal attribute: self-confidence. This article offers six ideas to help you strengthen your support of these individuals on your team.

6 Tips for Becoming a Compelling Conversationalist by Willy Steiner — Willy shares why a good conversation is like playing catch and 6 things that a great conversationalist will do to make the dialogue good for both sides.

Make Communication Personal To Establish Greater Connection by Paul LaRue — With all a of our electronic communication – emails, texts, and even social media – we still have opportunities to connect and build personal engagement.

Talent Management Strategy Lessons Learned from T-Ball by Mary Ila Ward — If you have ever had a son or daughter play t-ball there is only one word that can describe it…chaos. In this guest post from Dave, Mary’s husband, he shares that a couple of weeks into the season he realized he would be utilizing many of the management skills he uses at work.

Managers and Musicians: Leading by Being Present by Marcella Bremer — Marcella says, “I attended a music workshop that helps leaders discover the ‘note you cannot hear’. What stood out for me is that action speaks louder than words, or better phrased: presence speaks louder than words.” Check out Marcella’s article to learn more.

Everybody Matters: The Extraordinary Power of Caring for Your People Like Family by Paula Kiger — This post is a review of the book by the same title. The book encourages leaders (as well as employees throughout all layers of corporate hierarchy) to recognize and nurture “the power of everybody.”

Acting Without Theory Often Results in Wasted Effort by John Hunter — If you don’t understand why you take action you will find yourself wasting effort. You must have a theory that you can test in order to test what is working and what changes actually lead to improvement and learning.

Turn Relentless Focus into Attentiveness by Jill Malleck — As leaders take on more responsibility they sometimes become adept at compartmentalizing to avoid distraction. This relentless focus may be seen by others as rigidity or disinterest. Here’s how to ensure an ability to focus remains a strength.

Developing Your Own Management Career Plan by Lexie Martin — Lexie says, “Proactively motivating and managing yourself, including your career development, is part of your responsibility as a manager.” This easy-to-follow guide provides simple steps to help you take control of your development, from identifying where you what to head as a leader to planning the actions you need to take to get there.

It’s Time to Take a Stand for a #TrueLeaderCreed by Jesse Lyn Stoner — Jesse’s post features the True Leader Creed, created by by Aspen BakerEileen McDargh, and Charlotte Ashlock as a vehicle to take a stand for positive leadership. Read the post and sign the creed!

Are You Giving The Right Message With Your Leadership? by Tanveer Naseer — When it comes to praise, it’s not just how often leaders give it, but also what kind. Discover how this difference can help to empower your employees.

Don’t Worry About Being Humble, Just Do It by Wally Bock — Humility is a virtue. You acquire it be acting humble. Here’s how to start.

Creativity’s Role in High-Performance Organizations by Neal Burgis — Being creative helps high-performance organizations stay ahead of the competition by doing things differently and they do it better. Most organizations don’t realize how to thrive, but here are some ways they can move forward.

Avoiding the Big Mistake New Leaders Make by Robyn McLeod — Robyn shares essential steps for avoiding the deadly traps organizations fall into when bringing in an external hire for a leadership role.

What to Do (and Not to Do!) to Get Your Presentation Off on the Right Foot by David Grossman — It’s not uncommon to hear leaders say they need to tell a joke to get the audience’s attention, but what many don’t know is it’s not a helpful strategy for the majority of us. It’s risky. Read on to get proven tips to ensure your presentation gets off to a strong start.

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