The document provides advice for aspiring executives on how to advance their careers faster. It discusses three key points:
1) Prioritizing the team and business results over oneself is important for building trust and loyalty, which leads to better results and faster career advancement.
2) Authentic leadership where one is true to their personality while also adapting their style to different situations builds respect and trust with the team.
3) Developing agreed upon working approaches and ground rules with the team establishes expectations and allows the team to work more efficiently and get results 80% faster. Setting clear priorities, building trust through authenticity and collaboration, and achieving results are keys to advancing to executive roles.
This is the biggest change to Buffer's core values since they were first written down in 2013. For more about our values head over to www.buffer.com/values and read more about our approach to business at open.buffer.com.
At Asana, we put a lot of time, energy, money, and most importantly, heart, into our company culture. That's why we recently updated our 2014 Culture Code deck.
ATTOLLO Culture Deck - Creating the future together. ATTOLLO
ATTOLLO's culture is in all that we do – our interactions, our relationships, what we expect from our company and what the company expects from us. Cementing this our culture deck and helps to keep us on track. #ateam #attollo #culture #culturedeck
The document outlines the culture and values of a company called PlaySav. It emphasizes that culture is central to the company's success. The core values include integrity, service, excellence, commitment, and doing right. The company aims to hire exceptional people, promote work-life balance, and value logic, transparency, communication and honesty. It expects all employees to treat the company as their own.
This document outlines the culture and values of Acceleration Partners, a performance marketing company. It describes AP's culture as being world-class, with employees who are team players, curious, resilient, innovative, strategic, and results-driven. It highlights AP's core values of owning it, embracing relationships, and excelling/improving continuously. The document also discusses AP's operating principles, which include having a bias towards action, bringing solutions, working smarter, being present, encouraging autonomy and transparency, being genuine partners, having a growth mindset, being fanatical about feedback, enjoying competing, keeping moving forward, being resilient, and bringing purpose.
Ingaged Leadership- A New Way to Build Employee Satisfaction and Organization...Evan Hackel
The document discusses a new leadership approach called "Ingaged Leadership" that focuses on engaging employees and inviting their ideas, ambitions and commitment. It contrasts two executives, one who took a top-down directive approach and had high turnover, while the other practiced Ingaged Leadership and saw faster growth, higher satisfaction and loyalty. Key aspects of Ingaged Leadership outlined include acknowledging others' ideas, allowing people to try their own ideas, sharing company information, asking for and providing help, truly listening to employees, conducting 360 reviews, and inviting everyone to contribute to the company vision. The approach aims to optimize performance through engagement rather than directives.
We help indoor growers succeed and genuinely care about them. We default to curiosity when disagreeing to understand others' perspectives. We are solutions-focused and think consciously about decisions' implications. We prioritize alignment over agreement and respect each other as a team, not a family, with clear boundaries and diversity. We believe in trust, transparency, and constructive feedback to do high-quality work toward shared goals. As a data company, we want to help growers thrive using data to augment, not replace, jobs.
The Socious Way Culture Code: How We Work & What We ValueSocious
Get a peek into the culture and beliefs at online community software company, Socious. Learn about the words we live by and aspire to as we serve our customers businesses, association, & user groups) and each other.
These slides are a living document. They contain the values conveyed by a company’s people and their actions.We created The Socious Way because we want to work for a company that we love. We are sharing our values to stand behind our brand, attract the best people to join our team (and keep them), and share our values with our customers and partners.
This code in only the beginning. It is the way that we live out these values in our leadership, words, and actions that make this document meaningful.
About Socious
Socious provide online community software and services that help organizations strengthen relationships with customers, members, partners, and employees.
Learn more at www.socious.com and follow us on Twitter at @SociousSoftware or @SociousSuccess (nonprofits).
Being a part of GENEWIZ means contributing to making a difference in the pursuit of scientific discoveries, better medicines, a greener environment, and abundant healthy food supplies.
At GENEWIZ, we are passionate about genomics and we strive to do our part to make the world a better place. The services we offer support research scientists within academia, pharmaceutical companies, research institutions, and government organizations who are making advancements within the life sciences.
Amazon leadership principles and key conceptsGina Debogovich
Amazon's leadership principles guide ever decision the company makes. This presentation provides an overview of them as well as the other essential processes/concepts such the Working Backwards, Tenets, and Raising the Bar, that contributed to this company's success. These principles and concepts can be applied to any organization to increase its success.
This document outlines the 10 principles that drive the for-impact culture at Possible, a global health organization. The principles emphasize putting patients first, embracing challenges with grit, treating efficiency as important, thinking big but executing focused, building simple systems, challenging conventional thinking with data, prioritizing design for dignity, being transparent, balancing intensity with support, and believing in proving what is possible. The culture aims to get remarkable results for patients by attracting remarkable people through these principles.
Leadership is critical for the success of quality programs but is often overlooked. True leadership is influence, not just a title or management position. To effectively influence others and lead from any position, one must develop strong character through integrity and trustworthiness, make genuine connections with others by listening and understanding their perspectives, and gain buy-in by demonstrating how the vision will benefit others and building credibility over time. Developing leadership skills at all levels is necessary for organizations to achieve quality goals and engagement.
ID.me's vision is to be the leading digital identity network empowering people to control their own information and prove their credentials online, by phone, and in person. Their mission is to make the world more trusted by delivering high security with minimal friction at the lowest possible cost. The document discusses why culture is important, outlining ID.me's cultural values of trust, results, and behaving like a special forces unit. It provides guidance on screening candidates and emphasizes the importance of stars in every position to achieve excellence.
Redesign Your Career With (Business Model You)Mohamed Yasser
Replace your career plan with the personal business model, whether you want to improve in your career, change jobs, or start your own business. This methodology teaches you step-by-step how to define and redesign your Personal Business Model "the logic by which you create and deliver value". Business model you Book founded by Dr. Tim Clark.
Making Waves: 3 Secrets to Becoming a Highly Paid Executive Faster - Part 2The Management Coach
The document provides guidance on identifying a "BIG GAME" or key opportunity area that can help an executive get noticed through achieving significant business results. It recommends gathering feedback from employees and internal customers to uncover pain points, then analyzing metrics around the main responsibilities of one's role to select a BIG GAME that can be measured and has the potential for a major positive impact. Choosing the right BIG GAME involves collecting data to determine where the greatest opportunities exist to improve focus, efficiency or business outcomes.
The document discusses three characteristics - Authenticity, Belief, and Credibility - that are essential for aspiring executives to possess in order to advance their careers. It defines each characteristic and provides tools and strategies to develop them. Authenticity involves understanding one's inherent personality and flexibly adapting behaviors to different situations without compromising values. Belief centers around having self-worth and certainty in one's abilities. Credibility is earned through consistent results and strong relationships that lead to endorsements from key supporters. The document advises developing these three ABCs to climb the career ladder successfully.
3 Simple Steps to Take Away the Stress from Mid-year Performance EvaluationsThe Management Coach
This document provides a 3-step process for conducting painless performance feedback meetings:
1. Show Up Strong by preparing your energy and using the Situation-Behavior-Impact formula to structure observations.
2. Prioritize Your Messages by focusing on 1-3 key messages tailored to the employee's role. Meetings should take no more than 15 minutes.
3. Save Your Time by having the employee prepare most of the materials in advance and limiting your own preparation to 3-4 brief observation forms. This reduces the time investment on your part to just 15 minutes per employee.
Performance Evaluation PowerPoint PPT Content Modern SampleAndrew Schwartz
136 slides include: 4 benefits and 11 additional values of performance appraisals, performance interviews, ground rules for performance evaluation, building performance contracts, developing work plans, setting the stage for a performance appraisal meeting, opening and closing your appraisal session, handling poor performance, conducting a feedback meeting, how to conduct a performance appraisal discussion, how to's and more.
Performance Evaluation PowerPoint Slides include topics such as: 4 benefits and 11 additional values of performance appraisals, performance interviews, ground rules for performance evaluation, building performance contracts, developing work plans, setting the stage for a performance appraisal meeting, opening and closing your appraisal session, handling poor performance, conducting a feedback meeting, how to conduct a performance appraisal discussion, how to's and more. Slides can easily be tailored to your specific needs (make handouts, create overheads and use them with an LCD projector) and are available for license. 100+ PowerPoint presentation content slides. Each slide includes slide transitions, clipart and animation. System & Software Requirements: IBM or MAC and PowerPoint 97 or higher. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
The document discusses performance appraisals, including their definition, purpose, methods, and best practices. It defines performance appraisal as the systematic evaluation of an employee's job performance and potential. Some key points include: performance appraisals aim to provide feedback, identify training needs, and form a basis for personnel decisions. Effective methods include setting goals/objectives, collecting data on performance, conducting interviews, and providing follow-up. Common errors to avoid are rater biases like the halo effect.
This document provides leadership lessons drawn from history's greatest leaders. It discusses the importance of aligning employee expectations with the employment contract to avoid issues like presenteeism. Developing leaders within the organization is key, with managers taking a parental approach to find employees' talents, give regular feedback, empower decision making, and recognize contributions. Determination is a crucial quality for managers to have in order to convince others of their leadership and achieve goals. Living fully for the job and working fearlessly are emphasized.
The document discusses various challenges faced by entrepreneurs including depression, separating personal and business identity, managing cashflow, clients, employees, and more. It provides tips for staying motivated through ups and downs such as focusing on long-term goals, remembering why the business started, and relying on a strong team. When business is up, entrepreneurs are advised to network, develop new revenue streams, and continue marketing and business development. When business is down, entrepreneurs should check in with clients, partner with others, develop systems, polish marketing materials, learn new skills, and network.
Top 10 tips for becoming a successful managerlifesecrets247
The document provides 10 tips for becoming a successful manager. The tips include using existing strengths to meet new expectations as a manager, being transparent with your team about company information and strategic plans, and establishing strong relationships with team members by getting to know them personally. Other tips are recognizing employees for good work, finding your own leadership style, thinking of lasting solutions rather than just quick fixes, making the workplace fun but also taking responsibilities seriously, encouraging creativity in your team, admitting mistakes, and knowing how to delegate leadership responsibilities to develop staff while still retaining overall accountability.
The document provides tips for business leaders on how to achieve excellence through effective management practices. It discusses using scorecards to track key business metrics, performing external research to stay aware of trends, reviewing financial statements regularly, establishing clear authorities and responsibilities for decisions, seeking feedback and conducting audits, articulating expected behaviors and values, setting common definitions of success, leveraging top performers to improve others, periodically increasing minimum performance standards, clarifying roles to avoid conflicts, and providing forums to resolve disagreements. The overall message is that celebrating successes, having objective data-driven approaches, clear communication, and continuous improvement can help organizations excel.
Learn How To Get An Authority Domain & Create An Effective Site For Amazon Affiliate Marketing
This course is specially designed by KC Tan who has been a Amazon Affiliate for the past 10+ years. If you are looking or exploring how to generate an income using the Amazon Associate Program, then this course is ideal for you to start! <br>
The highlights of this course covers:
* Mistakes to avoid when selecting and promoting Amazon products!
* How to identify a niche that you can promote!
* How to analyze if a niche is profitable before you create the website!
* Getting an authority domain name to accelerate your organic rankings!
* How to create a simple buy yet effective website for affiliate marketing!
* What are the types of content you must create to attract visitors!
* Where to outsource if you do not want to write the content yourself!
* How to optimize your website for search engine rankings!
ONE-TIME ENROLLMENT FOR LIFETIME LEARNING!
This course will be regularly updated with fresh content to bring you the most up-to-date knowledge and information.
Once you are enrolled as a student, you will receive all future updates and new content additions automatically at no extra cost.
Yes! You get lifetime updates – and it's free. That's lots of real money saved!
If you are ready, just click on the Sign Up button on this page and I will see you inside!
ORDER NOW.
Canny Bites Book 4 - successfully scale up or exit your business - A BLUEPR...The Pathway Group
Canny Bites books by Safaraz Ali
In the 4th Canny Bites book: successfully scale up or exit your business, Safaraz shares with you a blueprint for sytemising, productising and scaling your business and helping you go past that "next level".
We introduce Clarity and Accelerator Programme under the name of "Scaleezee" to successfully scale up or exit your business
The document provides advice for advancing one's career, including taking stock of your current position, deciding whether to move up to a higher level of management, modifying habits and attitudes to focus more on strategy and people management rather than details, negotiating effectively by making your value visible, self-promoting your accomplishments, developing leadership skills through taking on projects, setting goals and milestones, expanding your skills and network through public speaking and maintaining contacts.
To succeed in business and become a figure ,you have to develop business mindset.
In this book learn how to change your mentality from an employees mind to enterprenuer mind to level up your business & personal styles.
This document discusses values-based leadership and how to identify your personal values. It emphasizes that values give leadership meaning and guide leaders' professional and personal lives. The document provides worksheets to help readers identify the values that are most important to them by sorting potential values into categories of "always," "often," "sometimes," "seldom," and "never" valued. It encourages readers to reflect on how aligned their lives and work are with their identified values in order to enhance motivation and leadership.
The document discusses the benefits and responsibilities of becoming a Vistage Chair. It notes that as a successful business leader, you have the experience and skills to mentor other executives as a Chair. As a Chair, you would join an elite group and be able to make a profound impact while also earning a stable income and maintaining a flexible schedule. The document outlines that Vistage will provide comprehensive training and ongoing support to help you build a successful practice as a Chair.
The document discusses the benefits and responsibilities of becoming a Vistage Chair. It outlines 7 key points: 1) As a successful business leader, you have the experience to coach other executives. 2) As a Chair, you will join a prestigious group of leaders and have the opportunity to make a profound impact. 3) You will find deep satisfaction in helping others succeed and will develop excellent executive coaching skills. 4) Vistage will provide extensive support to help you build a successful practice and earn a stable income with flexibility. 5) As a Chair, your impact will extend beyond your group to the employees, customers, and others influenced by the executives you coach.
Here are some answers to your questions about job references:
- References are used by potential employers to verify information on your resume, such as your previous job titles, dates of employment, job duties, and your work performance and qualifications. Good references are former managers, supervisors or coworkers who can speak positively about your skills and accomplishments.
- Past employers are commonly contacted to confirm your dates of employment, job title(s), and whether you are eligible for rehire. They may be asked about your job performance, work ethic, strengths/weaknesses, reasons for leaving, etc.
- Yes, employers do often contact references, either by phone or email. They want to hear firsthand from people who have direct
INFLUENCE: A Brain-based Approach for Stand-out LeadershipDan Beverly
Great leadership is nowhere better marked than by the ability to improve another person's thinking. In this series, get the brain-based approach to 3 key leadership traits, starting here with: INFLUENCE.
This document provides 35 tips for coaches to build rapport with new clients. Some key tips include being authentic, focusing on the client by actively listening and asking open-ended questions, finding common ground, using the client's name, and treating them as if you've known them for years to help the client feel immediately comfortable. Building rapport is essential for developing trust and getting clients to open up in coaching sessions.
This document discusses why employees leave organizations and offers strategies for improving retention. The main points are:
1) Employees often leave their jobs due to poor management rather than issues with the company itself. Bad managers can negatively impact performance and inspire disloyalty.
2) Other reasons for employee turnover include constant reorganization that creates uncertainty, a culture of negative competition between departments, and lack of support and appreciation for employees.
3) To improve retention, managers should identify key employees, understand their career goals, offer growth opportunities, ensure fair compensation, build strong relationships, and develop a formal retention plan with accountability. Regular communication and showing trust in employees are also important.
1,304,019 views Jun 4, 2012, 901 amThe Top 9 Things Tha.docxjeremylockett77
1,304,019 views | Jun 4, 2012, 9:01 am
The Top 9 Things That Ultimately Motivate Employees to
Achieve
More From Forbes
Glenn Llopis Contributor
Leadership Strategy
I help organization build high-performance leaders, teams and cultures focused on inclusion and the power of
individuality. Leadership in the Age of Personalization.
12/10/19, 9:31 PM
Page 1 of 8
When you wake up in the morning, what is the passion that fuels you to start your day?
Are you living this in your work? If others asked you what drives you to achieve, would the
answer be obvious? The triggers that motivate people to achieve are unique for everyone.
Many would say its money; more people are starting to claim that they are driven to make
a difference. Regardless of what motivates you and drives you to reach peak performance
– it must be managed and balanced. Too much motivation in one area will weaken other
parts of your game.
Motivation has been studied for decades and leaders in the workplace have used
assessments like DISC and Myers-Briggs to determine their employee’s personality types
to better anticipate behaviors and tendencies. Additionally, motivational books are used
as tools to get employees to increase their performance and / or get them back on track.
While assessments, books and other tools can help project and inspire short and long
12/10/19, 9:31 PM
Page 2 of 8
performance, the factors that motivate employees to achieve evolve as they mature and
begin to truly understand what matters most to them. Therefore, as leaders we must hold
ourselves accountable to build meaningful and purposeful relationships that matter with
our employees. This allows us to better understand those we are serving, just as much as
ourselves.
As a leader, don’t just read the assessment scores, get to know those whom you are leading
and be specific about how you help each of them achieve their goals, desires and
aspirations. The objective should be to help one another and to accomplish this each of
you must identify those things that motivate you both to work together.
To help you get the most from your employee relationships, here are the nine (9) things
that ultimately motivate employees to achieve. As you read this, think of how you associate
with each of them. Share your story and perspectives – and comment about it. This is a
hot topic and the more we can discuss it, we can help one another become better leaders.
1. Trustworthy Leadership
Leaders that have your back and that are looking out for your best interests – will win the
trust of their employees who in turn will be more motivated to achieve. I once had a
department manager that always looked out for me. He was upfront in communicating his
performance expectations and his feedback was direct. He never treated me like a
subordinate and looked for ways to include me in senior management meetings. This
opened my eyes to what lied ahead in my career and thus motivated me to re ...
What makes some people achieve their goals at work consistently and without faltering? Is it that they are different? No. Read on to find out what sets successful people apart from the rest of the folks..
This document provides questions to help leaders reflect on how to shift from traditional top-down leadership approaches to more modern leadership styles that empower employees. It touches on topics such as letting go of micromanaging, getting buy-in for new approaches, identifying pain points, balancing structure with autonomy, building trust, and focusing on long-term goals. The questions are meant to prompt introspection and discussion around shifting organizational culture and leadership practices.
Similar to Making Waves: 3 Secrets to Becoming a Highly Paid Executive Faster (20)
How Do Flange Adapters Work and Why Are They Essential?Texas Flange
Discover how flange adapters work and why they are essential for seamless pipe connections. Enhance efficiency and ensure leak-free operations with top-quality flange adapters.
1. **Team Strength**:
- Seasoned discoverers with mineral finds of >$1Bn (silver), >42Mozs (gold), >12Blbs (copper)
- $8.75M recently raised for aggressive exploration
- 30% management ownership aligns interests
2. **High-Grade Discovery**:
- 2021 re-discovery: 75Moz at 980g/t AgEq (silver-zinc-lead)
- Objective: Prove continuity between high-grade discovery and existing gold-silver mine
- Potential for a gigantic, continuous deposit
3. **Proven Production Area**:
- Site of one of Alaska's first open-pit gold mines
- Existing 43-101 resource: ~500,000 oz AuEq, mostly indicated
4. **Carbonate Replacement Deposit (CRD) Advantages**:
- High grades, low mining costs
- Metallurgically simple, minimal environmental impact
- Strategic metals (Zn, Ga) could expedite permitting
5. **Massive Potential**:
- Two polymetallic deposits potentially linked
- Extensive mineralization corridor to be confirmed by drilling
Key Takeaway: High-grade discovery with potential for a giant, continuous CRD deposit, backed by a proven team and existing resources in a mining-friendly jurisdiction.
Apparel Resources is back with a bang with the fourth edition of its flagship Annual International Show 'Apparel Sourcing Week 2024' to be held on 28th-29th August 2024 at Sheraton Grand, Whitefield, Bengaluru.
Apparel Sourcing Week is a Premium Sourcing Expo and Conference comprising 200+ exhibitors from around the globe showcasing their latest developments to the 10K visiting designers, retailers and manufacturers of the world and 25+ Conference Sessions on retail, manufacturing, tech, sustainability and sourcing with the event's major focus being on Sourcing, Knowledge, Inspiration and Networking.
Test Bank For Principles Of Cost Accounting, 17th Edition Edward J. Vander...kevinkariuki227
Test Bank For Principles Of Cost Accounting, 17th Edition Edward J. Vanderbeck Chapters 1 - 10, Complete
Test Bank For Principles Of Cost Accounting, 17th Edition Edward J. Vanderbeck Chapters 1 - 10, Complete
Organisational success today hinges on effectively understanding and responding to customer needs across diverse segments with varying expectations and preferences. Indeed, with consumers becoming increasingly demanding, it is more important than ever to prioritise customer experience excellence at every touchpoint.
Ensuring exceptional customer experiences at every level of your organisation is crucial. While customer needs might be different, you must build deep customer experience skills and knowledge to accurately identify, address, and enhance the various grey areas in your customer value journey.
Failing to do this can lead to customer attrition and lost opportunities. A few key considerations can ensure your organisation is on the right track to deliver outstanding experiences.
In this deck, you'll learn the secrets to improving your organisation's customer experience.
You'll also learn:
• How you can measure Customer Experience
• What is means to manage your Customer Experience (CX) and the key components for effective implementation
• Tested strategies to elevate your Customer Experience
• And lastly, the difference between Customer Experience and Customer Service.
Movers near me in Dubai , Best Packers and Movers In Dubaiimranmalik114455
Movers near me in Dubai offer services to facilitate seamless relocations for individuals and businesses within and across the UAE. Finding reliable movers near you in Dubai is essential for a smooth relocation experience. Whether you're moving within the city or to another emirate, professional movers offer a range of solutions, from transport and packing to de-packing and settling in.
Dubai is home to professional moving companies known for their efficiency and reliability in handling relocations across the city and beyond. Movers near me in Dubai facilitate smooth relocations for individuals and businesses alike. Their commitment to quality service and reliability makes them indispensable partners in navigating Dubai's vibrant real estate landscape and fast-paced lifestyle.
They specialize in managing the moving process from planning and packing up through transportation to unpacking and re-packing the destination. Dubai's movers are known for their efficiency, reliability, and customer-centric approach, making them integral partners in the city's dynamic environment where relocation is common.
Many companies also provide tailored solutions for international moves, making them a valuable resource for expatriates and residents alike.
Qatar Airways Kuwait Office serves as a crucial hub for travelers in Kuwait seeking premium air travel services. Located conveniently in the heart of Kuwait City, the office offers a range of services including flight bookings, ticketing, and assistance with itinerary planning. Dedicated staff are available to provide personalized support, ensuring a seamless travel experience. The office also offers information on Qatar Airways' extensive network, luxury amenities, and special offers. Known for its exceptional customer service, the Qatar Airways Kuwait Office is committed to delivering a high standard of service and addressing any travel-related inquiries promptly. For business and leisure travelers alike, it’s the gateway to exploring global destinations with ease.
Why is Structural Engineering Critical in Disaster Preparedness and Resilienc...grouphirani24
Structural engineering forms the bedrock of resilient communities, especially in the face of natural disasters and unforeseen crises. At Hirani Group, our commitment to excellence in structural engineering services is rooted in the belief that robust infrastructure is fundamental to disaster preparedness and long-term resilience. Our team of dedicated professionals specializes in both residential and commercial structural engineering services, ensuring that every project is fortified against potential hazards and stands the test of time. In today’s unpredictable world, the role of structural engineering in disaster preparedness cannot be overstated.
The Power of Digital Marketing in the Modern Age.pdfDavid Thomson
Digital marketing involves promoting products or services through digital channels such as search engines, social media, email, and websites. It leverages data analytics to target specific audiences and measure the effectiveness of campaigns. Techniques include SEO, content marketing, PPC advertising, and influencer partnerships.
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Editi...kevinkariuki227
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Edition By William Messier Jr, Steven Glover, Verified
TEST BANK For Auditing & Assurance Services A Systematic Approach, 12th Edition By William Messier Jr, Steven Glover, Verified
This case study underscores upGrad's role in reshaping education through internet-driven innovation, illustrating its commitment to empowering learners and fostering career growth in the digital age.
#Digital Transformation
#Global Reach
#Industry-Relevant Programs
Making Waves: 3 Secrets to Becoming a Highly Paid Executive Faster
1. Making Waves:<br />3 Secrets to Becoming a<br />Highly Paid Executive Faster<br />Chapters 1 and 2<br />www.managementcoach.caTM<br />Mary Legakis<br />Helping leaders and aspiring executives get personal, professional and organizational results – faster.<br />260350-3175<br />Setting the Foundation<br />Aspiring executives are around every corner. Look in every office and cubicle around you, and chances are you will find someone who has ambition and aspiration to make it to the top. The sad news is, not all of you will make it. Only those who know how others got there will even stand a chance.<br />For the past six years I have worked closely with hundreds of management teams and executives to improve their managerial effectiveness. I have seen everything that has worked, and everything that hasn’t. The secrets I am about to share with you have come directly from the real world of organizational politics and hierarchy in large, medium and small businesses in the US and Canada. I can tell you undoubtedly that these secrets will work no matter what kind of situation you are in, provided your values are aligned to the culture of the organization.<br />Before we get to the secrets, we need to build your foundation. Note this point:<br />Your success depends on deliberate planning on your part. These three secrets will not produce results unless you hold yourself solely responsible for the actions and the results. There is no room for victims in the C-suite of your organization. There is no room for excuses when you are an executive officer of your company. Victim mentality and excuses must exit your system now. Here are a few things you can do to prepare yourself mentally and emotionally for the career change you are about to embark on: <br />Set a clear intention for who you want to be, and what you want to create for yourself.
2. Write down your intention somewhere that you can refer to it daily. Let this be your guidepost for your journey. Your beacon for your voyage.
3. Answer “why” five times. Really understand how this intention matters to you, and its true meaning in your life. This will help keep you focused when you feel you might be straying.
4. Get off the fence. Decide what you want, and go after it whole-heartedly. Don’t get paralyzed by conflicting desires. Read “The Fence Sitter” on my blog at www.managementcoach.ca/index/the-fence-sitter
6. Identify up to five things that must happen for you to achieve your intention.
7. Identify the people in your life who will be part of your team to achieve your plan. These are the people you will lean on for Advice, Support and Advantage (ASA).
8. Set out the actions you will take to make things happen, and do them.
10. Recognize that for every win we create in our lives, there was a price to pay or a challenge to overcome. The price we pay or the size of the challenge is always equal and opposite to the benefit gained. Don’t be discouraged by the challenges you will face. They are the source of your future wealth.“Scepticism, disappointment and resistance are measures of success; clues that you’re on the right path. If everyone’s happy, then you’re not doing great work.” (Michael Bungay Stanier, author of “Find Your Great Work”)<br />Know your fuel
11. Identify where you get your energy from so that you know how to tap into it when it is needed the most. Read my blog article “What’s Your Fuel?” at www.managementcoach.ca/index/what-s-your-fuel-Take the time to prepare, but don’t take too much time. Execution is about getting things done. It is futile to wait for perfection when everyone else around you is moving up despite their imperfection. Start right away, and accept imperfection as a blessing that will pay high dividends when you get to the corner office first.<br />Now let’s get you to the secrets that will change the trajectory of your career!<br />Secret #1: Tied for First<br />You, Your Team and the Business<br />“The bigger the dream, the more important your team.”<br />Robin Sharma, Leadership Advisor<br />All successful executives know:<br />Business results matter
13. Teamwork is therefore the fastest way to get business resultsManagers know they want to be executives. <br />But most managers still place themselves higher on the importance scale than the team’s they lead and the business. Consider your impression of most of the bosses you have had since your career started. How many of them:<br />Didn’t know what they were doing. You definitely could have done their job better than them, right?
14. Didn’t help promote you to new roles or pay scales. Those greedy monkeys. All they ever thought about was themselves!
15. Didn’t care about the business. All they wanted was self-gratification.What most of us don’t realize is that we have most likely become the bosses we hated. This is because we have forgotten that we are tied for first with our direct reports and the business. <br />“What we do not love, we either attract, become or create.”<br />Dr. Lise Janelle, Life Coach<br />Our typical order of priority as managers looks like this:<br />Me
20. The BusinessHere is why.<br />When you prioritize your team at your level, you create a relationship of mutual support. Mutual support creates loyalty and motivation. Loyalty and motivation create focus. They eliminate distraction. Focus creates results. Results are what the business wants.<br />When you prioritize the business at your level, you create focus on the right results.<br />Well-run businesses are guaranteed to follow one important rule: <br />Recognition and Reward in exchange for Results<br />I call these “The 3 Rs”. If you produce results for the business, you will produce recognition and reward for yourself and your team. That in turn increases the strength of loyalty and motivation around you. The more fans you have in all directions, the quicker you will reach executive status.<br />You are the key to the prioritization process. You are the CEO of Me Inc., and your job is to get to your dream job. That means you have to figure out how to create mutual support between you and your team, so that you can produce business results for the organization. Nobody will do this for you. You are the CEO.<br />916940116205<br />We’ll talk in detail about defining and finding Business Results in Secrets #2 and #3. I’d like to use this space to help you connect with your team.<br />Stephen Covey wrote a book called “The Speed of Trust”. When you create trust in your work environment, speed of execution increases, cost and inefficiency decreases, and performance improves. Trust is the basis for creating mutual support between you and your team. So how do you create trust?<br />The key factors in creating trust are these:<br />Authenticity
22. Selfless interest in developing and recognizing your teamAuthenticity<br />Be unabashedly who you are, and be prepared to behave as who you’re not.<br />Effective managers and executives have two key characteristics behind their authenticity:<br />Their inherent personality that drives their preferred behaviours.
23. The ability to choose from and demonstrate, at the right times, an array of behaviours outside their inherent personality that make them effective no matter what the situation. The people who make it to the top are authentic and unapologetic about their inherent personality. Their team members can always count on them to behave exactly how they are. Their team members are never surprised, and this helps to build trust. Even if they are cranky and bossy at heart, their teams love them.<br />However, the people who make it to the top also realize that different situations call for different styles of behaviour. Not all situations will call for your most natural work style. Therefore your most natural work style won’t produce results in all situations. <br />Being directive in a brainstorming session doesn’t generate the same result as being participative. Being participative when a deadline is looming doesn’t offer the best opportunity for meeting the deadline. A project manager needs to manage budgets, timelines, and checklists – all are bureaucratic tasks. However, he also has to manage change, which is fraught with human dynamics that require compassion, interest in others’ opinions and influence. <br />Managers who are authentic about who they are can, and should, flex their behaviour to meet the demands of the situation so that the right results are produced. If you are a horrible listener, you have to learn to be a good listener when the alternative won’t produce the right results. If you are a subdued and quiet manager, speaking up once in a while with authority and resilience may be the order of the day – if it is going to get you a better result than staying quiet.<br />“Management of others is self-management”. Dr. Bill Reddin, Behavioural Scientist and Management Guru<br />Managers who navigate different styles of behaviour with kindness and confidence, while staying true to who they really are, gain respect – of their teams and their peers. Respect breeds trust. Trust creates mutual support between you and your team. Mutual support gets you results. Results move you to the top faster.<br />Agreed Upon Work Approach<br />The Agreed Upon Work Approach is one of the most underestimated, and yet easiest modes of building trust. Teams that talk about operating principles and ground rules for their behaviour get results 80% faster than the teams who don’t. Sadly, 80% of teams never bother to have the conversation. This explains why 80% of exceptional results only come from 20% of the organization… everyone else is just filling space to maintain the status quo. It is pretty sick when you think about the amount of value and opportunity being left on the table!<br />Putting yourself into that elite 20% is not difficult. The Agreed Upon Work Approach, simply put, means getting your whole team on the same page about acceptable and unacceptable work behaviours for the team. These can be interpersonal in nature, or business oriented. It will depend on the type of people you have on your team. The key is to remove inefficiency in your team process before it gets in the way of results and your ultimate career success.<br />“Talent wins games, but teamwork and intelligence wins championships.” Michael Jordan, Athlete<br />Here are the three critical pieces of advice for creating an Agreed Upon Work Approach for your team:<br />1. Set Ground Rules<br />2. Do a team Start-Stop-Continue exercise every 3-6 months<br />3. Create action plans together<br />Setting Ground Rules<br />First of all, if you aren’t holding team meetings, start. Have one a month or one a week. I don’t care. At least have ONE! Make the purpose of your next meeting to set some team ground rules. Send an email to your team asking each of them to think about ground rules they would like to set for each of the following themes:<br />Communication
29. Decision-makingMake sure everyone attends the meeting, and give them each a piece of flipchart paper to tape to the wall. Have them write up the ground rules they want to propose. Then have each one present while the rest of the team sits in silence. The only speaking allowed from non-presenters is to ask a clarifying question.<br />Once everyone has presented, ask the group to narrow the list down to five or six ground rules that you’ll all agree to start living by right away.<br />Do a team Start-Stop-Continue exercise every 3-6 months<br />Within 3-6 months of setting the ground rules, call the team back together. For those of you already having regular meetings, include this in one of your existing meetings. Before the meeting, send an email to your team asking them to reflect on the ground rules, and come to the meeting prepared to give ideas about:<br />What the team should stop doing – it is making the team ineffective
30. What the team should start doing – this may be a new ground rule or activity
31. What the team should continue doing – it doesn’t hurt to celebrate your successes!Set up your meeting room so that there are three sheets of flipchart already up on the wall labelled “Start”, “Stop” and “Continue”. When the team arrives, give them each a marker and have them post their thoughts under each category.<br />Next, have everyone present what they wrote to the group, while the rest of the team sits quietly only asking questions for clarification. Finally, have your team narrow down the list to a few key changes you will make together.<br />Repeat every 3-6 months.<br />Create Action Plans Together<br />The first two exercises under Agreed Upon Working Approach were behaviourally focused. Creating trust by acknowledging behaviours that are acceptable and not-acceptable to the team. They basically speak to staying out of each others’ way and not annoying each other.<br />Creating action plans together has a bit of a different feel. Action plans are task focused. They speak to the rational or logical approach you will take to getting a job done. The importance of this is also underestimated. Everyone thinks there is only one logical approach to executing any given solution – theirs.<br />Developing action plans together does a few critically important things:<br />It makes certain that the person assigned the task knows what it is and has confirmed they are capable of doing it.
32. It makes certain everyone else on the team knows what everyone else is up to so that they are not surprised by anyone’s activities, therefore discouraging gossip and counter-productive whining.
33. It leverages the creativity and intelligence of the team to find the most efficient and effective means possible of getting to the end of game.“Individual commitment to a group effort - that is what makes a team work, a company work, a society work, a civilization work.” Vince Lombardi, famous American football coach<br />Getting every individual committed to the team’s effort is at the crux of why creating action plans together builds trust. When everyone knows what the play is, their own role in the play, and everyone else’s role (or non-role), it clears up a lot of confusion and breeds trust and accountability. Trust and accountability creates efficiency. Efficiency helps keep focus. Focus creates results. Results means career success for you.<br />Selfless interest in developing and recognizing your team<br />We end this chapter on the one part of trust-building that your team members are most interested in: “What’s in it for me!?”<br />If you place your team as tied for first with you and the business, then selfless interest in their development and work satisfaction will be a natural byproduct. Their interests and aspirations have to be as important to you as your own interests and aspirations.<br />As the CEO of Me Inc., your team will look to you the way you look to the CEO of your company: “If I give you results, will you give me recognition and reward?”<br />You are the source of your team’s recognition and rewards. Deliver on this unspoken commitment to them, and they will deliver for you. <br />First, know their interests and aspirations. Not everyone is motivated by the same things as you. I know it’s hard to believe, but it’s true. Some people on your team don’t have the desire to be an executive. They might just want a good income, with reasonable hours, so they can spend time with their families and send their kids to university. So ask them! Most organizations have Personal or Employee Development Planning processes that are designed to get this information out of the employee’s head and heart, and into your hands. Find out if your organization has such a process. If you don’t find one there, download the sample I have provided at:<br /> www.managementcoach.ca/tools. <br />Next, you give them what they want in exchange for results. Every time one of your players makes a good move, your job is to recognize or reward in the way that they find valuable. Did they email you a high quality presentation on time? Send them home early the next day so they can have dinner with their children. Did they solve a problem that was plaguing the business? Recognize them publicly, and get them a Starbucks card if coffee is their vice. If you’re employees are as important as you (tied for first), then their interests and desires should be as important to you as your own. <br />Be thoughtful, and reward your team members in a way they will appreciate.<br />“What about members of my team that are incompetent? I can’t reward them, can I?”
34. Absolutely. Remember the 3 Rs. Recognition and Reward in exchange for Results. Even incompetent people can be successful if you give them tasks they are actually capable of.
35. However, if the only tasks they are capable of do not satisfy their role in the organization, it’s time to find a new employee. Work with Human Resources to get your paperwork in order and plan their exit. They are not serving you, your team or the business. And those three things are tied for first, so everything else has to get dealt with.“All my players are not created equal. How do I reward some and not others when it comes to monetary recognition and promotions?”<br />As the CEO of Me Inc., you have great power. And with great power comes great responsibility. Life gets tougher when you’re an executive so making tough calls with your players now is all about practicing for the big leagues. Tough decisions include removing bad players, and playing favourites. Choosing favourites should be based on one thing: Performance.<br />Performance Players are the ones who produce the right results consistently, while role-modelling the values of the organization. These people deserve monetary recognition and the opportunities to progress. Especially if you know these are important to them (because you talked to them about it, right?). Some of these players might be happy with non-monetary recognition. For example, they might just want a work-from-home arrangement, or flex hours instead of money and progression. The key is to know what motivates them.<br />High Performance Players are Performance Players who consistently exceed the results expectations of their role. Your focus in life is to be the High Performance Player. That’s what gets you into the C-suite. To be the High Performance Player (HPP) you need to know who the HPPs are on your team, and make them your biggest fans. Be consistent in your support of HPPs, and let it be known to everyone else that these are the people who earned their rewards. High Performance Players are your successors. Having them in place means you have succession – one less excuse to not give you the next top job.<br />“What about the people in the middle? How do I show selfless interest in developing and recognizing them?”<br />Some of the people in the middle are your next Performance Players, just as some of your Performance Players are your next High Performance Players. Your job is to coach and mentor them the way this book is trying to coach and mentor you. Help them learn how to get results, and then reward them when they do.<br />“Effectiveness can be learned, and must be earned.”<br />Peter Drucker, Management Master<br />Learning how to become a Performance Player involves challenge. When Drucker says it “must be earned”, that means helping your team member understand that putting in some blood, sweat and tears is essential to moving them to the next level of their game. Michael Jordan didn’t make it to the top of his sport by sitting comfortably in his cubicle getting average results. He practiced harder and failed more times than most other players combined.<br />“I've missed more than 9000 shots in my career. I've lost almost 300 games. 26 times, I've been trusted to take the game winning shot and missed. I've failed over and over and over again in my life and that is why I succeed.” <br />Michael Jordan<br />If you are authentic in your approach to selecting your favourite players, people will understand. Everyone knows who the stars are and who sits in the middle. Do not try to hide this fact for fear of hurting someone’s feelings. Trying to protect your players only weakens them. Hurt is the fuel that motivates change. Honesty is the value that earns you respect. Respect leads to trust. Trust gets you mutual support from your team. Mutual support from your team gets you business results, and that gets you the next promotion.<br />What to Remember<br />Tied for First – You, Your Team and The Business<br />Business results matter. Teamwork is the most efficient way to get business results.
36. Mutual support between you and your team is essential for moving you to the next level of your career. Trust is the basis for mutual support. It creates respect, supporters and business results, all of which are key ingredients to moving up the ranks.
37. Authenticity: Be unabashedly who you are, and be prepared to behave as who you’re not. Use styles appropriate to each situation.
38. Put yourself in the elite 20% who get 80% of the organization’s exceptional results by having an Agreed Upon Work Approach with your team that creates efficiency and productivity:
42. Prioritize your team’s interests and aspirations as high as your own to create mutual support. Having a team that respects you helps to build your case for earning an executive role.