A New Way of Thinking

So often, we are limited by our own perspective, our own way of looking at business and life. It is no small challenge to break out of this narrow mindset in order to gain the perspective of our colleagues, employees and customers – but it can mean the difference between success and failure.

We have invited two authors to join us next week to help us break through the limitations of our thinking. On August 4th Ann Herrmann-Nehdi will introduce the concept of whole-brain thinking, and then on August 6th Bernard Mayer will provide a new perspective on conflict resolution.

Unlock the Power of Whole Brain Thinking – Ann Herrmann-Nehdi

Filled with real-world examples and essential charts, exercises, action steps, and strategies, this Soundview Live webinar shows you how to rethink your business, prepare for the future, realign your goals, and reinvigorate your team — by putting your whole brain to work.

Taking Conflict to a More Productive Place – Bernard Mayer

In this Soundview Live webinar Bernard Mayer outlines seven major dilemmas that conflict practitioners face every day. Participants will find expert guidance toward getting to the heart of the conflict and will be challenged to adopt a new way to think about the choices disputants face.  They will also be offered practical tools and techniques for more successful intervention. Using stories, experiences, and reflective exercises to bring these concepts to life, Mayer provides actionable advice for overcoming roadblocks to effective conflict work.

As always, these webinar are free for subscribers. And if you’re not yet a subscriber, you can Subscribe to our Online Edition for what it would cost for just these two events, and receive our summaries and a year of weekly webinars.

How Managers Can Motivate by Creating Meaning

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Are your people giving in instead of giving their all? Have they quit, but stayed? Probably. According to a shocking Gallup poll, more than seven out of 10 American workers are disengaged, which hurts productivity, products and personal satisfaction. In fact, one in five are more committed to not doing their jobs than doing them.

In Make It Matter, Scott Mautz shows that the key to winning back the disengaged (and keeping the engaged, engaged) is by fostering meaning at work, that is, by giving work a greater sense of personal significance and, thus, making work matter. Distilling reams of research, case studies, stories and interviews with managers at great companies to work for, he unveils seven essential “Markers of Meaning” that can be triggered to create meaning in and at work.

He offers dozens of tools and specific plans to get your people to better commit and enjoy work as part of their lives, not an eight-hour departure from them. He also demonstrates how meaning starts with managers because if you’re not committed, no one else will be either. Most important, he draws a solid line from elevated meaning to higher profits, revenue growth and retention.

IN THIS SUMMARY, YOU WILL LEARN

• Direction: Reframe work to add meaning and motivation, and help people discover a sense of significance and purpose in what they do.

• Discovery: Craft the richest kind of opportunities to learn, grow and influence, while helping people feel valued and valuable.

• Devotion: Cultivate an authentic, caring culture, master meaning-making leadership behaviors and drive out corrosive behaviors that can quietly and unknowingly drain meaning at work.

Not a Soundview Executive Book Summaries subscriber? Then click on the title to purchase and download it right now to begin learning these critical business skills.

 

The New One Minute Manager

BEST-SELLER DEFIES ITS AGE

Thirty-five years after the publication of the original book, Ken Blanchard and Spencer Johnson have published an updated edition of their phenomenal bestseller, The One Minute Manager. Much has changed in the past three-and-a-half decades, notably the near-unanimous agreement that top-down command-and-control management is counterproductive and that work is no longer just a paycheck for employees but must, instead, be a source of fulfillment and purpose. Yet, despite the overstated promise of a “new” third secret, readers will finish this updated edition, called The New One Minute Manager, with a renewed appreciation of the foresight and modernity of the original book. For despite radical changes of attitudes and priorities in the workplace, the core ideas of The One Minute Manager still hold true.

As in the original edition, the new edition tells the story of a young man who seeks out a great manager of whom he has heard. This great manager introduces him to his core managing philosophy that “people who feel good about themselves produce good results.”

The young man then goes on to talk with three lower-level managers on the great manager’s team who explain the three secrets of one-minute management. The first manager describes the first secret, which is the setting of one-minute goals — three to five succinctly formulated goals (readable in one minute) tied to the key areas of responsibility. The second manager describes one-minute praises, the second secret of one-minute management. The concept of one-minute praises is encapsulated in the highlighted phrase, unchanged from the first edition, “Help people reach their full potential. Catch them doing something right.” One-minute praises must be immediate and specific, followed by an encouragement to do more of the same.

The new edition diverges slightly from the original edition with the third secret of one-minute management. In the original edition, the third secret was a one-minute reprimand. The manager would tell employees who made a mistake exactly what mistake they made and how disappointed he was with them for making the mistake. At the same time, the one-minute manager would explain that he had a problem with the specific mistake, not with them, and that he still valued them.

In the new edition, the one-minute reprimand has become the one-minute redirect. The third secret still concerns responding to a mistake and follows a similar path: The manager confirms with the employee the facts of the mistake, expresses how he or she feels about the mistake and then pauses to give time for the employee to think about the mistake. In the original edition, the purpose of the pause was to create “a few seconds of uncomfortable silence to let them feel how you feel.” In the new edition, the pause’s purpose is “to allow people time to feel concerned about what they’ve done.” Both the reprimand and redirect end with the same expression of concern about the specific mistake and not the person, and the manager reaffirming his or her trust in that person.

The true value in this new edition is found in the stylistic changes that help the book shake its age. The characters are no longer Mr. Trenell and Ms. Brown, but Paul and Teresa. The secretary, Ms. Metcalfe is now the assistant Courtney, and she does not bring in a list of names to her boss at his intercom’d request; he prints out the list himself from his computer.

While these changes may seem cosmetic, they are important in conveying the relevance of Blanchard’s and Johnson’s classic propositions to today’s workplace. For example, the one-minute manager’s aggressiveness toward the visitor in the original would be shocking today; the new one-minute manager is firm but not impolite. In the original conversation, the one-minute manager tells the visitor, “You have asked me not once but twice to make a simple decision for you. Frankly, young man, I find that annoying. Do not ask me to repeat myself. Either pick a name and get started, or take your search for effective management elsewhere.” This entire quote is deleted from the conversation in the new edition, and for good reason.

The original ideas in The One Minute Manager stand up to time, a tribute to their value. The New One Minute Manager offers these ideas without the distraction of dated terms and social conventions, thus ensuring that they will resonate with a new generation of fans.

The Principles of Decision-Making

Next week will be all about decision-making at Soundview Live. Our two speakers will be talking about very different issues within the decision-making process.

Mark Hefner – The Advantage Strategy Paradigm: July 28th

In this Soundview Live webinar Mark Hefner explains the principles that can guide all executives in the decisions and actions they take related to developing, planning, and executing strategy. Principles provide a broad context for strategic action and guidelines that can be communicated and taught at all levels of the organization, eventually becoming part of the organization’s culture.

Marlene Chism – How to Increase Leadership Effectiveness: July 30th

In this Soundview Live webinar Marlene Chism introduces just the model the corporate world needs in decision making. Using case studies, checklists, and examples from various levels of hierarchy in leadership and from a variety of industries, Chism introduces the mindset shifts and practical skills needed to develop enlightened leaders, whose decision making flows from a much more grounded and aligned place.

If you want to strengthen your decision-making skills, or would like to host a decision training time with your staff, then register for these two events over the lunch-hour.

As always, these webinar are free for subscribers. And if you’re not yet a subscriber, you can Subscribe to our Online Edition for what it would cost for just these two events, and receive our summaries and a year of weekly webinars.

 

More of the Best Business Books of 2015

Leading a business is difficult. We’re in an era when technological breakthroughs are changing whole markets overnight, and where the expectations of employees are much different than in past decades.

Our summaries for this month speak to the challenges of leading in this ever-changing environment.

thehighspeedcompany

The High-Speed Company

Creating Urgency and Growth in a Nanosecond Culture

by Jason Jennings & Laurence Haughton

Jason Jennings shares strategies and practices demonstrated by businesses with proven records of creating cultures with strong purpose, trust and follow-through. Jennings details the key traits of these high-speed companies and how they outperform others, ultimately showing how to build and sustain one of your own.

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Make It Matter

How Managers Can Motivate by Creating Meaning

by Scott Mautz

Scott Mautz reveals that fostering meaning at work by giving workers a greater sense of significance is the key to motivation and engagement. By making work matter, people become more committed to their jobs, which positively influences productivity, products and personal satisfaction. Mautz offers tools and plans to create meaning in and at work.

thehardthing

The Hard Thing About Hard Things

Building a Business When There Are No Easy Answers

by Ben Horowitz

Ben Horowitz tells it straight as he shares insights gained from developing, managing, selling, buying investing in and supervising technology companies. He offers techniques for navigating the struggle of being a leader and explains why you should take care of the people, the products and the profits, in that order.

If you’re a Soundview subscriber, check out your new titles in your online library today. And if not, click on a title to purchase it; or perhaps now is the time to Subscribe and get these great titles and much more to strengthen your leader skills.

 

 

 

 

The Start-Up Plan for Starting Now

STOP TALKING AND START DOING

“If you want to sell a product, just make it. If you want to sell a service, just deliver it. If you want to create a company, just create one.” The opening words to the first chapter of Fail Fast or Win Big encapsulate author Bernhard Schroeder’s “just do it” philosophy. Entrepreneurs should stop planning and instead get into the market as quickly as possible. Schroeder, the Director of the Lavin Entrepreneurship Center at San Diego State University, is especially dismissive of business plans, “an anachronistic waste of time,” he writes. “However long you think it will take you to write a solid business plan, you have to double or triple that time and effort to include the myriad details and the research data you need to provide.”

While acknowledging some of the value of a business plan in terms of making entrepreneurs think about their markets or budgeting and cash flow, Schroeder argues that much of the research and scenarios developed in business plans become obsolete by the time the plan is finished. Markets move, and the only way to know what works is to be in the marketplace — not squirreled away creating projections. Once in the marketplace, you not only see what works, but you also make the corrections necessary to succeed.

To help entrepreneurs go “as fast as you need to go,” Schroeder offers in Fail Fast or Win Big a new “LeanModel Framework” composed of four elements:

  1. Lean Resources. “Lean resources” is a mentality of launching the company with the fewest resources possible. “Less is more,” Schroeder writes. “Look to get your company started in the leanest way possible by leveraging everything you can.” Today’s technology helps. It’s now possible to build a prototype for very little using 3-D printers; crowdfunding (to which Schroeder dedicates a full chapter) is a truly revolutionary way to get funding for any venture.
  2. Business Model. While rejecting the major writing project of a business plan, Schroeder urges entrepreneurs to “take the time to understand your marketplace, current trends and your target customer segment, then craft a business model that not only makes common sense but it makes money.”
  3. Rapid Prototyping. The core of Schroeder’s philosophy is to stop talking or planning and start doing, and doing means creating a product or service to sell in the marketplace. This product can be minimally viable — it is in essence a test product for sale. There are Internet tools, online platforms and new technologies that make rapid prototyping more feasible than ever before. There are even “rent by the hour” manufacturing and engineering facilities available. It all starts with a mentality, however, that is not only focused on speed but also focused on success, not failure. “Most people fear failure, and therefore they move too slowly when they should be creating a rapid prototype of their product or service,” Schroeder writes.
  4. Customer Truth. Speed to market is only a first step. The goal is to get to the market fast so that you can start to receive customer feedback as quickly as possible and make the necessary changes sooner rather than later.

Schroeder, who for several years led Amazon’s marketing efforts and has helped numerous small companies succeed in the marketplace, offers an inspirational guide designed for a world in which nothing is too fast — and failure is a positive sign of action.

Leading with Character

What kind of character strengths must leaders develop in themselves and others to create and sustain extraordinary organizational growth and performance?

In Leading with Character, John Sosik summarizes a wealth of leadership knowledge in a unique collection of captivating stories about 25 famous leaders from business, history and pop culture. Sosik includes dozens of interesting examples, vivid anecdotes, and clear guidelines to offer listeners an in-depth look at how character and virtue forms the moral fiber of authentic transformational leadership.

The leaders Sosik observes run the gamut of society, including Condoleezza Rice, John F. Kennedy, Maya Angelou, Bill Gates, Brian Wilson, Rosa Parks, Martin Luther King, Jr., Joe Namath, Pat Tillman, Mother Teresa, Lady Diana, Pope John Paul II, Shirley Chisholm, Governor James Hunt, Andy Griffith, Margaret Thatcher, Oprah Winfrey, Nelson Mandela, Warren Buffet, Andy Grove, Eleanor Roosevelt, Herb Kelleher, Anita Roddick, Johnny Cash, and Fred Rogers.

From his analysis of these leaders, Sosik developed a list of character traits that all leaders should develop:

  1. Wisdom and Knowledge – strengths for stimulating visions and ideas.
  2. Courage – strengths for weaving moral fiber.
  3. Humanity – strengths for developing others.
  4. Justice – strengths for role modeling.
  5. Temperance – strengths for keeping the ego in check.
  6. Transcendence – strengths for inspiring greatness.

To learn more about these character traits and how they can be developed, you can hear directly form the author at our Soundview Live webinar, How to Lead with Character. Individuals currently in leadership positions as well as aspiring leaders will find Sosik’s conversational style, fascinating stories, and practical guidelines both useful and inspiring.

2 Billion Under 20

When does a movement become a book become a movement?

This is exactly what is happening with 2 Billion Under 20 through two young entrepreneurs, Stacey Ferreira and Jared Kleinert.

Stacey Ferriera is currently the 22 year old co-founder of 2 Billion Under 20, and CEO of AdMoar, an online marketplace that matches brands with YouTubers for product placement opportunities on their channels. Jared Kleinert is currently the 19 year old co-founder of 2 Billion Under 20, Founder of Kleinert Ventures, a marketing consulting firm whose clients include #1 NYT Bestselling authors, Olympians, start-ups, and Fortune 500s.

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Ferreira and Kleinert founded 2 Billion Under 20 a year ago and since then have collected the stories of 75 young people from across the globe as they share their stories of starting up, failing, succeeding and overcoming. The collection of stories will be published as a book to be released on July 28th, entitled of course, 2 Billion Under 20.

Among those included are ambitious young people like Paige McKenzie, who started her own YouTube channel at sixteen that now has more than 55 million views; Sam Mikulak, who’s represented Team USA in the Olympics and is a seven-time NCAA champion in Men’s Gymnastics; Jack Andraka, who developed an early detection test for pancreatic cancer at fifteen; Tallia Storm, a Scottish singer who was discovered by and opened a concert for Elton John, on her way to signing a record deal with Virgin Records; Dau Jok, who escaped civil war in South Sudan to become captain of the University of Pennsylvania’s Division 1 basketball team and founder of a nonprofit to help youth in his native country, and many other accomplished and inspiring Millennials from all walks of life.

The authors and co-founders of 2 Billion Under 20 are now booking a book tour across the globe, with 35 cities booked and a goal of 300. Through this tour, plus their speaking engagements with TEDx, World Future Society, John Maxwell Foundation and many more, they hope to inspire Millennials to better understand themselves and their unique potential, and show how they can all act on their passions and make a difference at any age.

Their motto of “Join the Movement and Change the World” should be an inspiration to not only their own generation, but for previous and future generations as well.

Concentrate on the First 90 Days to Avoid Mentoring Missteps

Today’s guest bloggers are Lois Zachary and Lory Fischler, authors of Starting Strong: A Mentoring Fable.

Mentoring Missteps:

  • Mentors start off a mentoring relationship by drilling down on workplace issues before sufficiently establishing trust and build a solid relationship.
  • Mentoring pairs avoid difficult conversations.
  • Mentoring pairs automatically assume they each understand the need for discretion.
  • Mentees feel compelled to accept mentor recommendations, even though other issues might be more pressing.
  • Mentee goals are not be worthy of a mentor’s time and effort.
  • Goals are too easily accomplished or become a punch list of tasks and to-dos.
  • Goals are beyond the mentee’s capability or position or they don’t align with organizational priorities.

These missteps can be easily avoided if you take the time to lay a solid foundation at the beginning of a mentoring relationship, specifically during its first 90 days.

Engage in conversation. During the first 90 days mentoring partners build a trusting relationship, settle into agreements about how to work together, and focus on creating and working on SMART goals. If trust isn’t established early on, a mentee won’t be real and honest.  She may “posture” and try to look successful.  When this happens it masks a mentee’s real challenges and problems. Conversation will remain on the surface.

  • What questions can you ask your mentee to get her to feel comfortable?

 

Embed structure. Even when trust is established, partners need to put some structured agreements in place to ensure they stay on track and are productive.  Planning, agendas, timelines, confidentiality, deciding how often, where and when to meet all need to be addressed up front.  How do you handle a cancelled meeting?  How do you make the most of your time?  What are the hot buttons each person wants to avoid?  Talking about these at the beginning of a relationship increases the likelihood of mentoring success.

  • What agreements will you and your mentee need to put it place before you get started?

 

Create smart goals. Learning is the central focus of the relationship and the mentee’s goals drive that learning. If the goals aren’t specific, conversations never have a focus.  If goals are measurable, mentoring partners don’t know if they are actually making progress.  Both the mentor and mentee need to be invested in the goals. And not all goals are right for mentoring; they need to be stretch goals, they need to be worthy of the mentor’s time and effort and the energy and commitment of the mentee.  The goals need to make a difference ultimately to the mentee’s career success.

  • How will the goals your mentee wants to work on contribute to his growth and development?

 

The first 90 days are critical to mentoring success. What structures do you need to put in place to make the most of your first 90 days?

To learn more about the mentoring process, watch our recent webinar with Zachary and Fischler, titled The First 90 Days of a Mentoring Relationship.

People Are Not Widgets

“Your people are not your greatest asset. They’re not yours, and they’re not assets.”

Rodd Wagner

In his book Widgets, Wagner refers to the many terms used to codify people for business purposes, like “full-time equivalents,” “headcount,” “talent,” “human capital,” “overhead,” “inventory,” or “aprons.”

“Once people are seen as widgets – as “human resources” – it’s much easier to apply to them the kinds of Operationspeak that should be reserved for raw materials. They are “downsized,” attributed,” “onboarded,” “blended,” “change-managed,” “diversity-trained,” “e-taught,” “force-ranked,” “matrixed,” “requisitioned,” or “made redundant.”

Wagner and his researchers developed the 12 new rules of engagement to counteract this dehumanizing influence:

  1. Get inside their heads
  2. Make them fearless
  3. Make money a non-issue
  4. Help them thrive
  5. Be cool
  6. Be boldly transparent
  7. Don’t kill the meaning
  8. See their future
  9. Magnify their success
  10. Unite them
  11. Let them lead
  12. Take it to extremes

To learn more about how these new rules of engagement work in business, join us for our Soundview Live webinar with Rodd Wagner called Managing Employees As If They’re Real People. Wagner provides a guide to better understanding human nature on the job and to understanding each of the New Rules that emerged from the team’s extensive research. It’s a guide for ferreting out and fixing all the ways your company treats its people like widgets.