[FREE WEBINAR] What Makes the Great Teams Great

soundview webinar speakerWhat Makes the Great Teams Great

Date: Thursday, September 29
Time: 12:00 PM ET
Speaker: Don Yaeger

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There is nothing more magical than watching a team come together, to manage adversity as a group, selflessly give to others, to find common purpose. Inspiring that to happen year-in and year-out is what keeps us in leadership.

In this FREE Soundview Live webinar, What Makes the Great Teams Great, Don Yaeger identifies what allows some teams to play at a championship level year after year and how to apply these characteristics in your organization.

What You’ll Learn:

  • What makes a team truly great
  • How to grow a winning culture within your organization
  • How to manage dysfunction, friction, and strong personalities

Creating Memorable Content to Influence Decisions

Image result for impossible to ignoreAudiences forget up to 90 percent of what you communicate. How can your employees and customers decide to act on your message if they only remember a tenth of it? How do you know which tenth they’ll remember? How will you stay on their minds long enough to spark the action you need? Many experts have offered techniques on how to improve your own memory but not how to influence other people’s memory –– and impact their decisions. Drawing on the latest research in neuroscience and cognitive psychology, Carmen Simon, Ph.D., reveals how to avoid the hazards of random recall and deliver just the right amount of content. In Impossible to Ignore, she shows you how to execute a proven three-step plan for persuasion: create cues that attract attention and connect with your audience’s needs; use memory-influencing variables to control what your audience remembers; and turn today’s intentions into tomorrow’s actions. Whether you’re giving a presentation, conducting a meeting, delivering training, making a sales pitch or creating a marketing campaign, these field-tested techniques will help you develop content that speaks to people’s hearts, stays in their heads and influences their decisions. It’s not just memorable –– it’s Impossible to Ignore.

• To view memory from the angle of the future, which is more practical when influencing behavior.
• To use three key steps to influence memory and decisions.
• To create distinct, repeatable messages that your customers won’t forget.
• How to differentiate between expectation and anticipation and why it matters for memorable content.
• How to retrieve memories through narrative techniques.

Review: The Founder’s Mentality By Chris Zook and James Allen

Image result for The Founder’s Mentality By Chris Zook and James AllenNew companies are notoriously fragile. Yet, as any company grows, moving past its tumultuous beginnings, it runs into three crises, write veteran Bain consultants Chris Zook and James Allen in their book, The Founder’s Mentality. The first crisis is overload: the company fails to scale its business successfully, succumbing instead to internal dysfunction. The second crisis is stall-out: bureaucracy and organizational complexity sap the energy and agility of the company’s younger days. The third predictable crisis is free fall: saddled with an obsolete business model, the company watches its market share dissipate.

According to the authors’ research, the reason for companies inevitably facing (and often being defeated) by these crises can be traced to the loss of what they call “the founder’s mentality.”

The founder’s mentality consists of three defining traits.

The first is, according to the authors, “the insurgent mission” — the belief that the company is not simply selling products but is at “war” with an industry stuck in the past or underserving customers.

The second defining trait of the founder’s mentality is “the front-line obsession,” which is more than an intense focus on customers and the front-line employees who serve them. Founders tend to obsess about every detail in the customer-company interface.

Finally, the third defining trait is “the owner’s mindset.” When people work for a small company fighting for its survival, they see themselves as owners of the company. They are completely invested in its success.

These founder’s mentality traits give a company its edge and its energy. But over time, as the company grows and becomes more hierarchical and more entrenched, as executives are further and further removed from the front lines, and as a dedicated bunch of committed “owners” becomes a large mass of employees, this edge and energy dissipate.

In order to overcome the inevitable crises that companies will face in their history, they must keep or restore the founder’s mentality.

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Guest Blog: Displaying Worthy Intent by Ed Wallace


Image result for the relationship engine ed wallaceI call this principle The Relationship Engine because when we “put the other person’s best interest ahead of our own” we continuously drive outstanding business relationships. As you can attest from your own experience, we are willing to invest in a relationship when we are confident that the other person not only means us no harm but wishes to actively do good for us and has no hidden agenda. According to Chris Malone, managing partner of Fidelum Partners and coauthor with Susan T. Fiske from Princeton University of the groundbreaking book The Human Brand, “intent” is the underlying psychology and dominant factor that drives our behavior.

Malone explains that we have been hardwired by evolution to try to determine other people’s intentions toward us based on body language, facial expressions, tone of voice and so on. Back when we were primitive, correctly judging someone’s intentions meant life or death and was more predictive of your survival than judging someone’s competence or ability. This core instinct is still baked into us and it has not changed in thousands of years. These conclusions have been validated over the past twenty years across forty countries with Dr. Fiske as the leading authority on this concept.

Malone cites that every year there seems to be some new theory of how the business and leadership world works. He asked me rhetorically, “How can all of these leadership ideas and theories all be true? What is the common thread?” He believes that Worthy Intent is the underlying psychology that allows all of the models to work.

Once this foundation of Displaying Worthy Intent is established, there is almost no limit to what can be accomplished through a business or even a personal relationship. Start driving your great intentions today!

Join Ed Wallace for a Soundview Live webinar next Tuesday, 9/20! He’ll be discussing how to connect with people who power your business.
Click here to register

The Three-Box Solution by Vijay Govindarajan

Speed Review: The Three-Box SolutionIt’s an age-old problem for business: succeeding today while preparing for the future. One might think that today’s success lays the foundation for the future, but in business such thinking is a guaranteed path to failure. Just ask Kodak. Or Blockbuster. Each dominated their categories only to find themselves in bankruptcy court. While they were winning in the present, they were laying the groundwork for failure. In sum, what you do today to succeed has less relevance on what you’ll need to do tomorrow than you might think.

From Linear to Non-Linear

Hindsight is always 20/20, especially in strategy and innovation. In real-time, however, how to allocate attention and resources to maintain the present while building the future is far from obvious. Enter Vijay Govindarajan, a professor at Tuck School of Business with a number of best-sellers on strategy and innovation to his name. In his new book, The Three-Box Solution, Govindarajan offers a framework, based on three boxes, that is both methodology and mindset for attacking the dual and often conflicting imperatives of succeeding today and preparing to succeed tomorrow.

Box 1, according to Govindarajan, is about managing the present — implementing the strategies, tactics and approaches required to operate at “peak efficiency.”

Box 2 is about forgetting the past — divesting businesses and letting go of practices and assumptions that are becoming obsolete.

Box 3 is about creating the future — developing new business models to ensure long-term success.

Companies must pay attention to all three boxes at once, which means, Govindarajan explains, focusing on both linear and non-linear innovation. Linear innovation is extrapolated from a company’s current activities. Non-linear innovation doesn’t build on current activities but, instead, targets new and old customers with new business models and products. Linear innovation is vital for success in Box 1; non-linear innovation is at the heart of Box 3.

It is perhaps Box 2, however, that holds the key to the entire framework. In order to transition from present to future, Govindarajan explains, you have to deal with the past. Toy- and game-maker Hasbro offers one example of how the three-box solution works. Launched in the 1920s by three brothers, Hasbro was known for its traditional products such as the Monopoly game. Its distribution model was simple: toy stores. With the arrival of the Internet, it’s distribution expanded to the web.

To keep customers coming back for more, Hasbro maintained its Box 1 linear innovations — for example, developing Star Wars-themed versions of its classic Monopoly and Mr. Potato Head.

However, it is Hasbro’s Box 3 non-linear innovations that have positioned the company for long-term success.

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Combat Work Overload

Image result for recharge your mind

It is not that we want to run people over, and yet we often do as we are consumed by schedules and agendas, Jeremie Kubicek and Steve Cockram point out in 5 Gears. When someone feels the pressure of a deadline or fears the roar of a boss’s voice, it is natural to shift focus to alleviating the immediate concern rather than focus on our long-term relationships.

But this tends to steal, kill and destroy our presence to those we are closest to most of the time. People run over other people when they are not present or focused on the person or people they are with in the moment. This is where most influence is undermined as people get tired of getting run over. Eventually, people move away from those who are not present toward others who have more life and less drama. People don’t mean to run each other over, but the truth is that we can all have moments when we are in a different gear than the other person.

Our minds can easily get stuck in work mode or kid stories or random thoughts, and we can, unknowingly, run others over with our chatter and self-absorption. Whether it is speaking directly to us or ignoring the most obvious social hints, unawareness is pandemic. It usually gets worse in the office environment. Some leaders become different people the moment they walk into an office setting. For some, they shift into the “dominator” mode as they bark orders, forget about an employee’s birthday or send emails that would make their mother blush.

Do you have an intentional recharge zone or a routine you have disciplined yourself to follow that helps you downshift to rest, refuel and renew your energy? When you are not recharged or fully rested, it is almost impossible to be present with someone else, let alone add value to his or her life. When you are charged up and rested well, then you have the ability to impact those around you, which will simultaneously impact your influence.

Recharging does not happen the same way for everyone, though, and it is important to note that your natural personality and wiring will influence how you need to recharge. Introverts recharge internally, like a battery pack. They need to plug into an energy source directly and recharge on their own from within. Extroverts, on the other hand, are like solar panels: Their recharge happens from external power sources like ideas or people or experiences. Some recharge sources for introverts are sleeping, reading novels or biographies; taking long runs or walks alone. Introverts are normally more disciplined with their personal time and take time to pursue individual hobbies like art, gardening, cooking, woodworking, etc. Some typical recharges for extroverts are time with a mentor, discussing ideas, being with people, going to a concert or movie, speaking, reading and exercise.

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Strategies to Combat Gender Bias

Image result for breaking through biasWomen continue to face unconscious biases in the workplace that undermine their success, according to Andrea Kramer and Alton Harris, authors of the new book Breaking Through Bias. Although written by long-time activists working to break down barriers to women in the workplace, Breaking Through Bias is not an indictment of gender discrimination but, rather, a straightforward guide on how women can achieve success in spite of the discrimination.

For Kramer and Harris, a husband-and-wife team of attorneys, the secret to overcoming the gender bias, deliberate or unconscious, that pervades today’s workplace is to develop an effective communication style through which women can display their competence and experience while neither encouraging nor buying into gender stereotypes. The authors call this attuned gender communication.

The general message of the book, however, is twofold. First, while women are not to blame for gender stereotypes, they sometimes undermine their own efforts to overcome such stereotypes. The second message is that many women do not even attempt to battle stereotypes; instead they buy into them.

For example, a study of men and women who had graduated from an elite international MBA program revealed that women were far less likely to apply for jobs in finance and consulting and far more likely to apply for general management jobs — no doubt because of the unconscious bias of the women that men are better at math or handling the pressure of consulting, while women are better at the soft skills needed to successfully manage people.

The focus of their book, however, is to help women who refuse to buy into the biases but understand that they have a responsibility to help themselves. The challenge of this “help yourself” message is illustrated in the story of a leader that Kramer was coaching remotely. Ellen was constantly passed over for promotions because, according to her superiors, she was a “sloppy thinker.” When Kramer finally met Ellen, she discovered a leader who dressed so casually “it was hard for me to tell if she was wearing her pajamas or a sweat suit.” At Kramer’s suggestions, Ellen started dressing “like a banker” and never heard the “sloppy thinker” comment again.

The story does not end there, however. Kramer recounted Ellen’s experience in a workshop and learned later that many of the women criticized Kramer’s actions. “These women said that I had advised Ellen to be inauthentic and to buy into traditional stereotypes,” Kramer writes. Although disappointed that she had failed to get her message across, Kramer was also sad. “I realized that the women who had criticized me were unlikely to get as far as they wanted to in their own careers if they really thought that a woman would lose her authenticity if she didn’t go to important meetings dressed in her pajamas,” she writes.

The fact of the matter is that impressions count, and indeed, the importance of managing impressions is one of the key lessons in the book. As the authors explain, “…..

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How to Make Powerful and Positive Changes in Your Organization

Date: Wednesday, September 7th
Time: 12:00 PM ET
Speaker: Steven D. Goldstein

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Dysfunction within large organizations is so prevalent that most people either accept it as an inevitable fact of corporate life or assume someone else will deal with it. But must it be this way? Steven D. Goldstein answers this question with a resounding, “No!”

In this Soundview Live webinar, How to Make Powerful and Positive Changes in Your Organization, Steven Goldstein explains the nature of dysfunction present in most companies and other organizations, why it occurs, and most importantly, what leaders, at all levels, can do to tackle these issues and improve performance.

What You’ll Learn:

  • Proven techniques for solving problems and improving performance
  • How to understand and utilize the Five Principles of Engagement
  • How top leaders can improve the way they interact with their teams, employees, and customers

How to Recognize and Cultivate the Three Essential Virtues

Image result for the ideal team playerIn his classic book, The Five Dysfunctions of a Team, Patrick Lencioni laid out a groundbreaking approach for tackling the perilous group behaviors that destroy teamwork. Here he turns his focus to the individual, revealing the three indispensable virtues of an ideal team player. In The Ideal Team Player, Lencioni tells the story of Jeff Shanley, a leader desperate to save his uncle’s company by restoring its cultural commitment to teamwork. Jeff must crack the code on the virtues that real team players possess, and then build a culture of hiring and development around those virtues.

Beyond the fable, Lencioni presents a practical framework and actionable tools for identifying, hiring and developing ideal team players. Whether you’re a leader trying to create a culture around teamwork, a staffing professional looking to hire real team players or a team player wanting to improve yourself, this book will prove to be as useful as it is compelling.

In this summary, you will learn:
• An entertaining story of how leaders discover and embrace the three virtues of the ideal team player.
• The distinct, surprising features of the three virtues and how to recognize those features. • How people behave when they possess only one or two of the virtues.
• Principles and tips for hiring, assessing and developing people according to the three virtues.
• Tips for embedding the virtues in your organization.

How to Break Deadlocks and Resolve Ugly Conflicts (Without Money or Muscle)

Some negotiations are easy. Others are more difficult. And then there are situations that seem completely hopeless. Conflict is escalating, people are getting aggressive and no one is willing to back down. And to top it off, you have little power or other resources to work with. Harvard professor and negotiation adviser Deepak Malhotra shows how to defuse even the most potentially explosive situations and to find success when things seem impossible. Malhotra identifies three broad approaches for breaking deadlocks and resolving conflicts, and draws out scores of actionable lessons. He shows how his principles and tactics can be applied in everyday life, whether you are making corporate deals, negotiating job offers or resolving business disputes. As Malhotra reminds us, regardless of the context or which issues are on the table, negotiation is always, fundamentally, about human interaction. No matter how high the stakes or how protracted the dispute, the object of negotiation is to engage with other human beings in a way that leads to better understandings and agreements. The principles and strategies in this book will help you do this more effectively in every situation.

In this summary, you will learn:
• Three crucial levers for successful negotiation.
• Why and how to frame, or make sense of, negotiations early.
• Why the process of negotiations is just as important as the substance.
• How learning to empathize will increase your chances of success.

Check out the summary here.