We tend to associate “negotiating” with lawyers, politicians, and purchasing agents. But the fact is, we all negotiate. We negotiate compensation packages for new employees, we negotiate price and terms with our customers, we negotiate bedtimes with our kids, and household budgets with our spouses. So we all negotiate all sorts of stuff . .
Be decisive. Get focused. Take a nap.
Successful people have always been, and continue to be, studied, researched, and analyzed endlessly. Why? Because we want to learn what makes them tick. We want to find out what they do (or don’t do) that makes them more successful than the rest of us. I recently read two online articles, each describing a characteristic
Just say “No!” to business-speak.
Whatever it is you do for a living, chances are you use some sort of jargon or slang or made-up words that you use to communicate with others who are in your line of work. Airline pilots speak their own language. Doctors and nurses talk to one another in med-speak. Lawyers, scientists, and computer geeks
“At the end of the day, you bet on people, not strategies.”
The Filene Research Institute is a think tank aimed at helping credit unions find ways to operate smarter, more efficiently, and more effectively. An acquaintance of mine who manages a credit union shared one of Filene’s reports with me. The title of the report is “Attributes and Skills of Highly Effective Credit Union Managers,” but
“Networking is rubbish; have friends instead.”
I attended a meeting last week . . . the same one I attend every month. At this particular meeting, we began talking about networking events, asking one another what events we attend, which ones produce useful referrals, which ones do not, and so forth. In the context of our discussion, a “networking event” is
Outstanding organizations have one thing in common: an absolute sense of mission.
Mission, vision, and values are the three legs of a stool we call “culture.” The leg we call “mission” is about purpose. It answers the questions, “Why are we here? What are we doing and why are we doing it? Who are we trying to serve?” Without a shared sense of mission, an organization is
Don’t manage change. Lead it!
In their book, “Blue Ocean Strategy,” authors W. Chan Kim and Renée Mauborgne offer some advice for successfully introducing change. The advice they offer is in the context changing marketing strategy, but their advice is really valid for any significant change within an organization whether you’re making operational changes, organizational changes, policy changes, or other.
“Marketing is a contest for people’s attention.”
Good marketing is probably more art than science. It’s the art of building relationships. It’s moving prospects along a continuum that begins at “Never heard of ya,” and ends at “Where do I sign?” The trick is, knowing where along that line a prospect is so that our marketing communication is both appropriate and effective.
There is no talent shortage if you’re a great place to work.”
In his book, “What Were They Thinking? Unconventional Wisdom About Management,” author Jeffrey Pfeffer devotes a chapter to “making companies more like communities.” His premise is that a company’s human capital is the key to its success, and the key to attracting and retaining the best people is to develop a caring, community-like culture. In
Let’s get confrontational!
To many of us, confrontation is something to be avoided. The word conjures up something unpleasant or uncomfortable. We imagine two people standing toe-to-toe, their faces red, the veins in their necks bulging, and screaming at one another at the tops of their lungs. Well, if that’s the way you think of confrontation, it’s easy
