There is no shortage of change models being pushed by authors and consultants. Each claims their supporters and detractors. I have one as well. It is the latest iteration of a model I developed and [...]
From Mark Sanborn: The worst enemy of business? Indifference. Indifference is a lack of concern, interest or sympathy and it hurts business in two areas: people & process. A lack of concern for your employees/colleagues [...]
Your business, and your life are perfectly situated, organized, and operated to achieve the results you are achieving today. In short, you are exactly where you have earned the right to be. Don’t you hate [...]
From Scott McKain: Customer service is bad at most places, because evidently that is what CEO’s and managers want. What other reason could there be for them to accept such miserable performance? Most care more [...]
From Larry Winget: A leaders most important job: To lead. Duh. How do you lead? Not from behind, that’s for sure. Leaders have to get out in front with their ideas, vision, energy and presence. [...]
I saw the movie Lucy this weekend. If you like a good sci-fi action movie combination put this one on your list. It isn’t amazing, but it will make you think. At one point, Lucy [...]
The first two parts of this blog series dealt with what went wrong when the National Speakers Association announced a name change and re-branding effort at its annual convention on July 2. Today we look at what went right.
Napoleon said, “A leader is a dealer in hope.” When it comes to change, that responsibility extends to creating the context of why and how the current reality should and could be different.
The majority of the world spent the last five days living their life. A small slice of the universe who make their living selling ideas, however, were agitating themselves into a frenzy. In case you missed it, the National Speakers Association, an association of which I am a member, decided to re-brand itself and change its name to PLATFORM. This is a first world problem. In the context of all of the turmoil in the world, the re-naming of this 41-year old association ranks right up there with … well almost nothing. And yet, people on all sides of the argument lit up the blogosphere and social media channels supporting their positions … even if it meant refusing to consider that others might be equally right in their own stance (see my blog on “Is It Always Right to be Right” for more on that phenomenon.)
The walls of The Loomis Agency are adorned with pictures of dogs. There are so many photos and references to our beloved canine companions that conspiracy theorists might wonder if the company is secretly reviving [...]
The lack of confidence in the institutions that define our collective culture is threatening the civility, economic prosperity, and standing of the United States as a world leader. Let’s start with the government. The President’s [...]
There’s a quote about leaders and followers that suggests “If you’re not the lead dog, the view never changes.” For many brands, that’s certainly true. We all understand there are a limited number of spots at the top and that in each category, there can only be one market leader. It’s also true that most brands will never even sniff the position at the front of their respective pack. But that doesn’t mean you have to resign yourself, or your brand to follower status. Whether you’re in second place, third place, or last place, by adopting a challenger brand mentality and embracing three distinct “states,” you can step out of your role of follower and start creating a whole new view.
This would have been the message if the speaker at your last business meeting presented in nursery rhymes: Jack be nimble. Jack be quick. Jack jump over The candle stick. You feel better, right? You now know what is expected of you and the definition of success. And, you have no real context for why it is important or idea about how to move forward.
We taught mice and pigeons to do all sorts of interesting things during my graduate school class in behavioral psychology. The principle is simple: provide a stimulus and elicit a response. The stimulus-response cycle still plays an important role in animal training today. And, it is evident in virtually every routine action we take. You don’t think about your response; you just make it. And at some point, it becomes automatic. On most days, those automatic responses are benign routines that allow you to effectively navigate. Unfortunately, they can also become anchors that prevent you from making a change that will transform your business and your life.
My presentations about leading change usually include a story about Double Stuf Oreos and Brussels Sprouts. You can view the story here, but the basic principle is simple: A child will willingly change what they are doing to reach a jar of cookies on top of your refrigerator. You seldom see them act with the same sense of urgency to acquire Brussels sprouts. With that in mind, leaders generate creative tension when the vision they create for change is compelling – like cookies – rather than boring like vegetables.