By Justin Pinkerman
If you've ever had to fire someone, reject a request for a raise, or give a negative performance review, then you have firsthand knowledge of the stresses surrounding difficult conversations. These conversations are filled with tension, tend to be emotional, and threaten to blow up if the wrong words are chosen. Anticipating the unpleasantness, we are tempted to handle them indirectly or avoid them altogether. However, as author Holly Weeks writes, "dodging issues, appeasing difficult people, and ignoring antagonisms is costly for managers and companies alike." In her article, "Taking the Stress Out of Stressful Conversations," Ms. Weeks gives instruction on navigating difficult conversations. Her advice is immensely valuable for leaders facing tough talks.
KEYS TO NAVIGATING TOUGH TALKS
1) Clarity
In an effort to soften the blow, some leaders mislead difficult conversations and unintentionally create confusion. For instance, to avoid seeming overly stern, a leader may adopt a friendly, non-confrontational tone while attempting to deliver a sharp and serious message. The mismatch between the leader's posture and the leader's talking points leaves the listener feeling confused.
At other times, leaders simply talk around problems or euphemize to the extent that their core message loses its meaning. When initiating difficult conversations, a leader should use honest and direct language. Although it may not seem easy, clarity will help to facilitate resolution of the problematic conversation.
Preparation Tip: Before the conversation, write down the brief content of your message and devise a strategy for delivering it.
2) Neutrality
Difficult conversations serve as emotional pressure cookers. When personal grudges and past injuries exist, a tough talk may unleash a torrent of anger and hurt. A leader must stay neutral and refuse to allow negative emotions to derail a difficult conversation.
While you cannot control the emotions of the person you're speaking to, you can make an effort to defuse them. Monitor your nonverbal messaging by adopting calm facial expressions, body language, and voice intonation. A poised demeanor goes a long way in draining the negative emotion out of a challenging conversation.
Preparation Tip: Before the conversation, take mental inventory of the mannerisms you adopt when angered. Awareness beforehand will help you to avoid provoking your listener with negative nonverbal signs in the heat of the moment.
3) Temperance
Avoid escalating a difficult conversation by moderating the use of extreme language. When speaking, phrase your ideas with words that convey your intent with respect. Heed the words of Wendell Johnson: "Always and never are two words you should always remember never to use."
Preparation Tip: Role-play a difficult conversation with a friend to rehearse your lines. Although it may seem awkward, it's the best preparation for a tough talk.
7 Reasons Why Speakers Flop
By Mark Sanborn
Few qualities create a more vivid impression of a leader than the ability to speak in public. The higher a leader rises within an organization, the more frequently she is called upon to address others. Ironically, hapless leaders are offered little or no training to develop their speaking skills. A fortunate few ooze natural communication talents, but the vast majority must labor to sharpen their speaking skills of else suffer from their deficiency.
As a professional who makes his living giving speeches and seminars, I have sat through hundreds, if not thousands, of executive presentations. Most of the speeches I have heard (or endured) have been less than memorable. Far too often, the presentations have been painful, not only for the speaker, but also for the audience trying to feign interest.
The majority of presenters, even those who flopped dramatically, were well-intentioned. They had a message they believed was relevant, or a passion they were eager to share. Moreover, they stood to gain something, whether support, respect, or credibility, by delivering a masterful presentation. Clearly, nobody sets out to destroy his reputation with a mind-numbing speech. Why, then, do communicators fail so miserably when they have every incentive to excel?
Thoughts and emotions require technique to be successfully communicated. Consider putting in golf. Without technique, it doesn't matter how brilliantly you wish to hit the golf ball, or how shrewdly you've accounted for the slope of the green and the speed of the putting surface. In the end, only good form and practiced skill allow you to consistently make great shots. Public speaking is no different.
Public speaking, like any skill, must be developed. The more often you speak, the better you become — IF you learn from your mistakes. The fastest gains to improve your speaking ability come when you eliminate potential sources of disaster. While I've observed great creativity in flopping a speech, there are seven common reasons why speakers fail.
1. A disregard for time
Long-windedness — speaking beyond the allotted time — may be the easiest way to alienate an audience. Strangely enough, it seems to be epidemic among business leaders. Speaking overly long is rude and smacks of arrogance and self-importance. It suggests to the audience that the speaker values his presentation greater than the time of his listeners or anything else on the program.
The length of a speech shouldn't be a function of title or power, but a function of how long a person has agreed to talk. Start on time and stop on time. Not only will your audience respect you for it, but also you will demonstrate respect for your audience.
2. Unclear purpose
Here's the million-dollar question of any presentation: What's the point?
I'm puzzled by the number of leaders who ramble through a speech without saying anything of substance. I'm equally dismayed by the number of leaders who cram 21 bullet points into a 30-minute presentation. Communicators frustrate people when they rattle off reams of information without pointing the way to practical application. If you cannot identify a concise, worthwhile purpose for the presentation, you probably shouldn't be making it.
Design your speech the way the pros do. Begin by asking, "At the end of this presentation, what do I want listeners to think, feel, and do?" Good presenters speak to the head, the heart, and the hands.
3. Inadequate preparation
There is no excuse for "winging it." The best speakers are borderline neurotic in their preparation--even if their demeanor suggests otherwise. Presenters who come across as brilliantly unscripted likely spent hours practicing in order to appear "off the cuff."
If you paid for a ticket to a Broadway show where none of the actors had practiced in advance, you would demand your money back. Too bad the audiences of executive leaders don't get the same privilege. Each speech is a transaction. Your listeners are paying attention, and you owe them a worthwhile presentation in return.
4. Failure to capture attention
The scarcest resource in the world used to be time; today it is attention. The average listener is bombarded with messages from many different sources. From email to radio to voicemail to cell phones, everybody is trying to tell us something, and your attempt to give a speech is just one more bombardment.
Your content and delivery had better grab the audience's attention right out of the shoot. You don't have the luxury of "warming up" your audience. Hit them square between the eyes with something that will break their preoccupation with the thousands of other stimuli clamoring for their attention.
Most importantly, make your remarks relevant. Postmoderns are less interested with the question "Is it true?" and more interested in the question "How does it affect me?" Yes, you need to be intellectually honest to prove your points, but never forget to demonstrate that your message matters to the listener.
5. Pomposity
Ego-driven leaders are more concerned with what followers think about them than with what followers do because of them. Rather than influencing their listeners, pompous leaders attempt to impress the audience. In doing so, they manipulate rather than inspire.
A preoccupation with self is deadly to a communicator. Self-absorbed leaders speak in order to get their needs met rather than to meet the needs of the audience. Unfortunately for speakers, audiences are quick to pick up the scent of a pompous communicator and they will tune out any presenter perceived as arrogant.
6. Boredom
Today's audiences are filled with people who were raised on MTV. This generation spent its formative years watching music videos that contained 150 images in the course of a minute. For them, watching a talking head is about as stimulating as staring at a blank computer screen.
A speaker who entertains never fully flops. Don't get me wrong: entertainment by itself is not a worthwhile goal for an executive presenter, but is sure beats the alternative, which is to be boring. For a speaker, the value of entertainment comes from its ability to mentally engage listeners. I've found the best way to educate is to slip good ideas in on the wings of entertainment.
Great restaurants know that the presentation of cuisine is as important as its preparation. Speakers would be wise to take note: presentation and perception go hand-in-hand. The best communicators use the sizzle to sell the steak.
7. False endings
I've seen the following scenario play out hundreds of times. A speaker starts to conclude, even tells the audience of her intent, and then tells a pithy, witty story. The audience responds favorably, and the speaker gets a rush. "Wow, they liked that. I've got an even better story," she thinks to herself. And then she ends again with another story/quote/challenge. Like a junkie in search of another fix, the speaker keeps ending until there is no positive response, but rather visible signs of disgust. By then, it is too late to recover.
Conclude concisely. Each false ending weakens the message in front of it. A simple rule to remember: good endings only happen once.
Summary
The beginning of excellence is the elimination of foolishness. You can ramp up your speaking performance by analyzing your last presentation with these seven questions:
Did I stick to my allotted time?
Did I develop and present purposefully?
Was I thoroughly prepared?
Did I capture attention at the very beginning?
Did I positively influence listeners?
Was I appropriately entertaining, or at least not boring?
Did I end only once?
An affirmative answer to each question virtually guarantees that your next presentation won't be a flop. Not only will your communication be flop-proof, but you will likely be perceived as an articulate and effective speaker.
Few qualities create a more vivid impression of a leader than the ability to speak in public. The higher a leader rises within an organization, the more frequently she is called upon to address others. Ironically, hapless leaders are offered little or no training to develop their speaking skills. A fortunate few ooze natural communication talents, but the vast majority must labor to sharpen their speaking skills of else suffer from their deficiency.
As a professional who makes his living giving speeches and seminars, I have sat through hundreds, if not thousands, of executive presentations. Most of the speeches I have heard (or endured) have been less than memorable. Far too often, the presentations have been painful, not only for the speaker, but also for the audience trying to feign interest.
The majority of presenters, even those who flopped dramatically, were well-intentioned. They had a message they believed was relevant, or a passion they were eager to share. Moreover, they stood to gain something, whether support, respect, or credibility, by delivering a masterful presentation. Clearly, nobody sets out to destroy his reputation with a mind-numbing speech. Why, then, do communicators fail so miserably when they have every incentive to excel?
Thoughts and emotions require technique to be successfully communicated. Consider putting in golf. Without technique, it doesn't matter how brilliantly you wish to hit the golf ball, or how shrewdly you've accounted for the slope of the green and the speed of the putting surface. In the end, only good form and practiced skill allow you to consistently make great shots. Public speaking is no different.
Public speaking, like any skill, must be developed. The more often you speak, the better you become — IF you learn from your mistakes. The fastest gains to improve your speaking ability come when you eliminate potential sources of disaster. While I've observed great creativity in flopping a speech, there are seven common reasons why speakers fail.
1. A disregard for time
Long-windedness — speaking beyond the allotted time — may be the easiest way to alienate an audience. Strangely enough, it seems to be epidemic among business leaders. Speaking overly long is rude and smacks of arrogance and self-importance. It suggests to the audience that the speaker values his presentation greater than the time of his listeners or anything else on the program.
The length of a speech shouldn't be a function of title or power, but a function of how long a person has agreed to talk. Start on time and stop on time. Not only will your audience respect you for it, but also you will demonstrate respect for your audience.
2. Unclear purpose
Here's the million-dollar question of any presentation: What's the point?
I'm puzzled by the number of leaders who ramble through a speech without saying anything of substance. I'm equally dismayed by the number of leaders who cram 21 bullet points into a 30-minute presentation. Communicators frustrate people when they rattle off reams of information without pointing the way to practical application. If you cannot identify a concise, worthwhile purpose for the presentation, you probably shouldn't be making it.
Design your speech the way the pros do. Begin by asking, "At the end of this presentation, what do I want listeners to think, feel, and do?" Good presenters speak to the head, the heart, and the hands.
3. Inadequate preparation
There is no excuse for "winging it." The best speakers are borderline neurotic in their preparation--even if their demeanor suggests otherwise. Presenters who come across as brilliantly unscripted likely spent hours practicing in order to appear "off the cuff."
If you paid for a ticket to a Broadway show where none of the actors had practiced in advance, you would demand your money back. Too bad the audiences of executive leaders don't get the same privilege. Each speech is a transaction. Your listeners are paying attention, and you owe them a worthwhile presentation in return.
4. Failure to capture attention
The scarcest resource in the world used to be time; today it is attention. The average listener is bombarded with messages from many different sources. From email to radio to voicemail to cell phones, everybody is trying to tell us something, and your attempt to give a speech is just one more bombardment.
Your content and delivery had better grab the audience's attention right out of the shoot. You don't have the luxury of "warming up" your audience. Hit them square between the eyes with something that will break their preoccupation with the thousands of other stimuli clamoring for their attention.
Most importantly, make your remarks relevant. Postmoderns are less interested with the question "Is it true?" and more interested in the question "How does it affect me?" Yes, you need to be intellectually honest to prove your points, but never forget to demonstrate that your message matters to the listener.
5. Pomposity
Ego-driven leaders are more concerned with what followers think about them than with what followers do because of them. Rather than influencing their listeners, pompous leaders attempt to impress the audience. In doing so, they manipulate rather than inspire.
A preoccupation with self is deadly to a communicator. Self-absorbed leaders speak in order to get their needs met rather than to meet the needs of the audience. Unfortunately for speakers, audiences are quick to pick up the scent of a pompous communicator and they will tune out any presenter perceived as arrogant.
6. Boredom
Today's audiences are filled with people who were raised on MTV. This generation spent its formative years watching music videos that contained 150 images in the course of a minute. For them, watching a talking head is about as stimulating as staring at a blank computer screen.
A speaker who entertains never fully flops. Don't get me wrong: entertainment by itself is not a worthwhile goal for an executive presenter, but is sure beats the alternative, which is to be boring. For a speaker, the value of entertainment comes from its ability to mentally engage listeners. I've found the best way to educate is to slip good ideas in on the wings of entertainment.
Great restaurants know that the presentation of cuisine is as important as its preparation. Speakers would be wise to take note: presentation and perception go hand-in-hand. The best communicators use the sizzle to sell the steak.
7. False endings
I've seen the following scenario play out hundreds of times. A speaker starts to conclude, even tells the audience of her intent, and then tells a pithy, witty story. The audience responds favorably, and the speaker gets a rush. "Wow, they liked that. I've got an even better story," she thinks to herself. And then she ends again with another story/quote/challenge. Like a junkie in search of another fix, the speaker keeps ending until there is no positive response, but rather visible signs of disgust. By then, it is too late to recover.
Conclude concisely. Each false ending weakens the message in front of it. A simple rule to remember: good endings only happen once.
Summary
The beginning of excellence is the elimination of foolishness. You can ramp up your speaking performance by analyzing your last presentation with these seven questions:
Did I stick to my allotted time?
Did I develop and present purposefully?
Was I thoroughly prepared?
Did I capture attention at the very beginning?
Did I positively influence listeners?
Was I appropriately entertaining, or at least not boring?
Did I end only once?
An affirmative answer to each question virtually guarantees that your next presentation won't be a flop. Not only will your communication be flop-proof, but you will likely be perceived as an articulate and effective speaker.
Leading in a Climate of Fear: How to Take the Reins during a Recession
By Justin Pinkerman
Have you ever gone through a haunted house? I once visited one that was so frightening I was required to sign a waiver before entering. Terrifying doesn't even begin to describe the experience. Grotesque figures to make your skin crawl, ghoulish creatures lurking in the darkness, maniacal laughter and blood-curdling screams - this one had it all. I even had a live rat dangled in front of my face. Needless to say, I never intend to go back nor do I recommend haunted houses to anyone.
The way news outlets sensationalize the present economic turmoil, I almost feel as if I'm back inside the haunted house. Broadcasts walk me through the cobwebs of foreclosed homes, parade me past the tombstones of Lehman Brothers and Bear Stearns, and invoke the ghosts of the Great Depression. Images of deathly pale stock traders spook me into despairing for my 401k. I am told debt prowls in the shadows, and warned about the grisly fate of America's future.
Likening these economic times to a house of horrors is overly dramatic, but today's market does share a common bond with a haunted house: the power to elicit fear. In the present hour, leaders must step forward to alleviate apprehensions and forestall panic. Let's look at the qualities that must be demonstrated to lead during a downturn.
1) Visible Presence
In times of uncertainty and fear, people look to leaders more than ever. They need assurance that someone is working on their behalf and rallying to their cause. In the aftermath of 9/11, Rudy Giuliani was ubiquitous in New York City. Whether conducting news conferences, attending memorial ceremonies, or directing public officials, Giuliani's presence sent a message of resilience and recovery. His demeanor seemed to symbolize the mood of the Big Apple - tough, courageous, and undeterred.
Sixty years before September 11th, Americans endured tragedy at Pearl Harbor. Our nation's leader, President Franklin Roosevelt took the mantle of leading Americans as the United States entered the Second World War. As he had done during the Great Depression, Roosevelt made his presence felt through his famous fireside chats. At a time when few Americans had television, Roosevelt entered into their homes over the airwaves to calm fears and address the threats facing the country.
2) Clear Communication
Aside from making his presence felt, President Roosevelt's fireside chats gave a unifying message to all Americans. While affirming that times were tough and sacrifice was needed, Roosevelt clearly communicated that America was up to the challenge. FDR understood that fear festers in silence. That's why he faced it head-on through his famous quotation: "We have nothing to fear but fear itself."
3) Credible Hope
"Leaders," said Napoleon, "are dealers in hope." During tumultuous times, leaders must cut through the gloom and doom with rays of light. When stocks drop and layoffs soar, people are moved toward fear, and they are tempted to look at worst-case scenarios. In these moments, leaders must point people to a brighter tomorrow in order to counteract the destructive emotions of fear.
When introducing hope, leaders should be careful to avoid speaking in abstract terms. Hope should be mixed with substance. Before people can see the light at the end of the tunnel, they need to be confident they are walking through the darkness in the right direction. Along with optimism, leaders must offer a concrete action plan to arrive at a better tomorrow.
4) Difficult Decision-Making
During a recession, leaders inevitably arrive at unenviable decisions such as scuttling popular projects or reducing payroll. Time and again, they must make tough calls that affect the livelihoods of their people and partners. Author Tim Elmore advises leaders to take the following actions when making difficult decisions:
Accept tough calls as a requirement of leadership (influence comes with the weight of responsibility and that weight is heavier in hard times)
Do your homework (avoid make panicked choices; think them through)
Seek counsel
Set a deadline (don't delay what is difficult; confront hard choices)
Understand the emotions of making a tough call (some decisions involve pain; prepare for the hurt and find safe havens to express it).
5) Personal Renewal
For inhabitants of war-torn neighborhoods in Iraq, fear is a frequent companion. As coalition forces attempt to stem violence in the country, politicians speak of the ongoing effort to win the "hearts and minds" of the Iraqi people. Their rhetoric has merit. Heartfelt support and intellectual consent from Iraqis is surely essential to rebuilding the nation.
However, before leaders can capture "hearts and minds," they must master their own thoughts and emotions. A climate of fear takes a heavy toll on those leading the way. At a time when efforts must be redoubled just to stay afloat, leaders naturally run low on energy. After making a series of agonizing decisions, leaders may be tempted to succumb to toxic thoughts of hopelessness and frustration.
When surrounded by turmoil and confusion, leaders, more than ever, must carve out quality time with loved ones, draw upon their faith, and seek beauty in art and nature. These activities serve as reservoirs of peace and renewal. Unless leaders are regularly re-energized, they will lack the strength to fend off the grip of fear in their organization.
Have you ever gone through a haunted house? I once visited one that was so frightening I was required to sign a waiver before entering. Terrifying doesn't even begin to describe the experience. Grotesque figures to make your skin crawl, ghoulish creatures lurking in the darkness, maniacal laughter and blood-curdling screams - this one had it all. I even had a live rat dangled in front of my face. Needless to say, I never intend to go back nor do I recommend haunted houses to anyone.
The way news outlets sensationalize the present economic turmoil, I almost feel as if I'm back inside the haunted house. Broadcasts walk me through the cobwebs of foreclosed homes, parade me past the tombstones of Lehman Brothers and Bear Stearns, and invoke the ghosts of the Great Depression. Images of deathly pale stock traders spook me into despairing for my 401k. I am told debt prowls in the shadows, and warned about the grisly fate of America's future.
Likening these economic times to a house of horrors is overly dramatic, but today's market does share a common bond with a haunted house: the power to elicit fear. In the present hour, leaders must step forward to alleviate apprehensions and forestall panic. Let's look at the qualities that must be demonstrated to lead during a downturn.
1) Visible Presence
In times of uncertainty and fear, people look to leaders more than ever. They need assurance that someone is working on their behalf and rallying to their cause. In the aftermath of 9/11, Rudy Giuliani was ubiquitous in New York City. Whether conducting news conferences, attending memorial ceremonies, or directing public officials, Giuliani's presence sent a message of resilience and recovery. His demeanor seemed to symbolize the mood of the Big Apple - tough, courageous, and undeterred.
Sixty years before September 11th, Americans endured tragedy at Pearl Harbor. Our nation's leader, President Franklin Roosevelt took the mantle of leading Americans as the United States entered the Second World War. As he had done during the Great Depression, Roosevelt made his presence felt through his famous fireside chats. At a time when few Americans had television, Roosevelt entered into their homes over the airwaves to calm fears and address the threats facing the country.
2) Clear Communication
Aside from making his presence felt, President Roosevelt's fireside chats gave a unifying message to all Americans. While affirming that times were tough and sacrifice was needed, Roosevelt clearly communicated that America was up to the challenge. FDR understood that fear festers in silence. That's why he faced it head-on through his famous quotation: "We have nothing to fear but fear itself."
3) Credible Hope
"Leaders," said Napoleon, "are dealers in hope." During tumultuous times, leaders must cut through the gloom and doom with rays of light. When stocks drop and layoffs soar, people are moved toward fear, and they are tempted to look at worst-case scenarios. In these moments, leaders must point people to a brighter tomorrow in order to counteract the destructive emotions of fear.
When introducing hope, leaders should be careful to avoid speaking in abstract terms. Hope should be mixed with substance. Before people can see the light at the end of the tunnel, they need to be confident they are walking through the darkness in the right direction. Along with optimism, leaders must offer a concrete action plan to arrive at a better tomorrow.
4) Difficult Decision-Making
During a recession, leaders inevitably arrive at unenviable decisions such as scuttling popular projects or reducing payroll. Time and again, they must make tough calls that affect the livelihoods of their people and partners. Author Tim Elmore advises leaders to take the following actions when making difficult decisions:
Accept tough calls as a requirement of leadership (influence comes with the weight of responsibility and that weight is heavier in hard times)
Do your homework (avoid make panicked choices; think them through)
Seek counsel
Set a deadline (don't delay what is difficult; confront hard choices)
Understand the emotions of making a tough call (some decisions involve pain; prepare for the hurt and find safe havens to express it).
5) Personal Renewal
For inhabitants of war-torn neighborhoods in Iraq, fear is a frequent companion. As coalition forces attempt to stem violence in the country, politicians speak of the ongoing effort to win the "hearts and minds" of the Iraqi people. Their rhetoric has merit. Heartfelt support and intellectual consent from Iraqis is surely essential to rebuilding the nation.
However, before leaders can capture "hearts and minds," they must master their own thoughts and emotions. A climate of fear takes a heavy toll on those leading the way. At a time when efforts must be redoubled just to stay afloat, leaders naturally run low on energy. After making a series of agonizing decisions, leaders may be tempted to succumb to toxic thoughts of hopelessness and frustration.
When surrounded by turmoil and confusion, leaders, more than ever, must carve out quality time with loved ones, draw upon their faith, and seek beauty in art and nature. These activities serve as reservoirs of peace and renewal. Unless leaders are regularly re-energized, they will lack the strength to fend off the grip of fear in their organization.
Why the Best Leaders Are the Best Leaders
By Dr. John C. Maxwell
From 1996 to 2007, manager Joe Torre led the New York Yankees to the playoffs every year - winning an astounding 17 series in the post-season. Over those same 12 years, the Los Angeles Dodgers did not win a single playoff series. This past season, Torre departed New York to coach the Dodgers. The result? The Dodgers won their first post-season series in 20 years, while the Yankees missed the playoffs altogether.
Ask Yankees and Dodgers fans, and they will tell you that Joe Torre's leadership matters. However, they may not be able to tell you exactly why Joe Torre is an excellent leader. What's true of the fans in New York and Los Angeles is true for many of us. We experience the effects of leadership without understanding the cause.
In this article, I hope to make plain why the best leaders are the best leaders. In a nutshell, remarkable leaders give their best to their people, and get the best from their people. Let's look at how this happens.
The Best Leaders Give Their Best to Their People By...
1) GROWING
People naturally follow leaders they respect as being more advanced than they are. For this reason, personal growth is directly proportional to influence. If you desire to gain followers, then pay the price of getting better.
To give people your best, you have to elevate your leadership capacity. Consider the metaphor of walking up a narrow staircase - you can only go as fast as the person in front of you. When leaders stop growing, they quit climbing and impede the progress of everyone following them. However, when leaders grow, they ascend the stairs and create space for those behind them to climb higher.
Personal growth involves challenging yourself, and pushing beyond the realm of comfort. When is the last time you did something for the first time? How long has it been since you felt in over your head?
2) SERVING
"Only a life lived for others is a life worthwhile."
~ Albert Einstein
Serving others is an attitude issue. Unfortunately, many leaders operate under a king-of-the-hill mentality. They attempt to pull down anyone above them in order to secure the top spot for themselves. In doing so, they clutch at power, grapple for control of company resources, and strive to dominate others. Seeing relationships as win-lose propositions, they ultimately burn bridges and isolate themselves.
The best leaders take an entirely different approach. Rather than dragging down anyone who threatens their position, they extend a hand to lift the performance of teammates and coworkers. They function with a mindset of abundance as opposed to an attitude of scarcity, and they wield their influence to prop others up rather than to elevate themselves. Over time, they are honored for the contributions they have made to the lives around them.
All leaders serve. Sadly, some serve only themselves. Serving is a motives issue, and the crux of the matter boils down to a simple question: "Who?" Does a politician serve the public or his pocketbook? Does a CEO serve to benefit her shareholders or to support her lifestyle? The best leaders set a tone by serving and prove they are deserving of being out in front.
3) MODELING
Growing leaders have something to share; serving leaders have something to give; modeling leaders have something to show. As V.J. Featherstone said, "Leaders tell, but never teach, until they practice what they preach." The best leaders embody their values. Their passion exudes from every pore and demands respect.
The Best Leaders Get the Best from Their People By...
1) LISTENING
The smartest leaders realize the limitations of their wisdom, and they listen to their people in order to capture invaluable insights. However, leaders don't just listen to gain knowledge, they also listen to give their people permission: permission to challenge the process, permission to test assumptions; and permission to take risks. Nothing turns off an up-and-coming leader like the deaf ear of a superior. The best leaders don't simply listen to incoming ideas; they proactively draw them out of their people. They listen actively, not passively.
2) RELATING
Leaders touch a heart before they ask for a hand. To touch a heart, a leader has to be open to disclosing his or her identity by sharing personal stories and owning up to professional weaknesses. Mysterious or aloof leaders may be successful decision-makers, but they won't get the heartfelt loyalty that comes from authentic relationships.
As simple as it sounds, making a person feel known correlates powerfully to their job satisfaction. In fact, Patrick Lencioni lists anonymity as one of the top indicators of a miserable job. Leaders dignify their people by studying their interests, learning about their families, and finding out their hobbies. Conscious of the power of connection, the best leaders refuse to be barricaded inside of an office, and they take responsibility for relating with others on a regular basis.
3) TEACHING
Gifted teachers have a way of making students out of disinterested bystanders. The best leaders have an infectious thirst for knowledge, and they take pride in cultivating knowledge of their craft and awareness of their industry. A leader's teaching ability depends upon ongoing personal growth. As Howard Hendricks said, "If you stop growing today, you stop teaching tomorrow."
4) DEVELOPING
The best leaders understand the differences between training people for tasks and developing people to be better leaders.
Training
Developing
Focus is on the job
Adds value to specific things
Helpful for a short time
Changes a performance
Focus is on the person
Adds value to everything
Helpful for a lifetime
Change the performer
The best leaders view their people as appreciable assets and prioritize investing in the talent on their teams.
5) MOTIVATING
After one of my presentations, an audience member approached me who was visibly indignant about my speech. "Why is motivation last on the list?" he demanded. "Well," I replied, "because if you listen, relate, teach, and develop your people, then they will be motivated!"
Sustained motivation comes by creating the right environment for your people and by doing the right things consistently to nurture them. Consider a flower. It cannot grow in the Arctic; it requires a climate conducive to growth. Yet, even in the right environment, the flower must be planted in hospitable soil, exposed to sunlight, watered, and freed of weeds.
From 1996 to 2007, manager Joe Torre led the New York Yankees to the playoffs every year - winning an astounding 17 series in the post-season. Over those same 12 years, the Los Angeles Dodgers did not win a single playoff series. This past season, Torre departed New York to coach the Dodgers. The result? The Dodgers won their first post-season series in 20 years, while the Yankees missed the playoffs altogether.
Ask Yankees and Dodgers fans, and they will tell you that Joe Torre's leadership matters. However, they may not be able to tell you exactly why Joe Torre is an excellent leader. What's true of the fans in New York and Los Angeles is true for many of us. We experience the effects of leadership without understanding the cause.
In this article, I hope to make plain why the best leaders are the best leaders. In a nutshell, remarkable leaders give their best to their people, and get the best from their people. Let's look at how this happens.
The Best Leaders Give Their Best to Their People By...
1) GROWING
People naturally follow leaders they respect as being more advanced than they are. For this reason, personal growth is directly proportional to influence. If you desire to gain followers, then pay the price of getting better.
To give people your best, you have to elevate your leadership capacity. Consider the metaphor of walking up a narrow staircase - you can only go as fast as the person in front of you. When leaders stop growing, they quit climbing and impede the progress of everyone following them. However, when leaders grow, they ascend the stairs and create space for those behind them to climb higher.
Personal growth involves challenging yourself, and pushing beyond the realm of comfort. When is the last time you did something for the first time? How long has it been since you felt in over your head?
2) SERVING
"Only a life lived for others is a life worthwhile."
~ Albert Einstein
Serving others is an attitude issue. Unfortunately, many leaders operate under a king-of-the-hill mentality. They attempt to pull down anyone above them in order to secure the top spot for themselves. In doing so, they clutch at power, grapple for control of company resources, and strive to dominate others. Seeing relationships as win-lose propositions, they ultimately burn bridges and isolate themselves.
The best leaders take an entirely different approach. Rather than dragging down anyone who threatens their position, they extend a hand to lift the performance of teammates and coworkers. They function with a mindset of abundance as opposed to an attitude of scarcity, and they wield their influence to prop others up rather than to elevate themselves. Over time, they are honored for the contributions they have made to the lives around them.
All leaders serve. Sadly, some serve only themselves. Serving is a motives issue, and the crux of the matter boils down to a simple question: "Who?" Does a politician serve the public or his pocketbook? Does a CEO serve to benefit her shareholders or to support her lifestyle? The best leaders set a tone by serving and prove they are deserving of being out in front.
3) MODELING
Growing leaders have something to share; serving leaders have something to give; modeling leaders have something to show. As V.J. Featherstone said, "Leaders tell, but never teach, until they practice what they preach." The best leaders embody their values. Their passion exudes from every pore and demands respect.
The Best Leaders Get the Best from Their People By...
1) LISTENING
The smartest leaders realize the limitations of their wisdom, and they listen to their people in order to capture invaluable insights. However, leaders don't just listen to gain knowledge, they also listen to give their people permission: permission to challenge the process, permission to test assumptions; and permission to take risks. Nothing turns off an up-and-coming leader like the deaf ear of a superior. The best leaders don't simply listen to incoming ideas; they proactively draw them out of their people. They listen actively, not passively.
2) RELATING
Leaders touch a heart before they ask for a hand. To touch a heart, a leader has to be open to disclosing his or her identity by sharing personal stories and owning up to professional weaknesses. Mysterious or aloof leaders may be successful decision-makers, but they won't get the heartfelt loyalty that comes from authentic relationships.
As simple as it sounds, making a person feel known correlates powerfully to their job satisfaction. In fact, Patrick Lencioni lists anonymity as one of the top indicators of a miserable job. Leaders dignify their people by studying their interests, learning about their families, and finding out their hobbies. Conscious of the power of connection, the best leaders refuse to be barricaded inside of an office, and they take responsibility for relating with others on a regular basis.
3) TEACHING
Gifted teachers have a way of making students out of disinterested bystanders. The best leaders have an infectious thirst for knowledge, and they take pride in cultivating knowledge of their craft and awareness of their industry. A leader's teaching ability depends upon ongoing personal growth. As Howard Hendricks said, "If you stop growing today, you stop teaching tomorrow."
4) DEVELOPING
The best leaders understand the differences between training people for tasks and developing people to be better leaders.
Training
Developing
Focus is on the job
Adds value to specific things
Helpful for a short time
Changes a performance
Focus is on the person
Adds value to everything
Helpful for a lifetime
Change the performer
The best leaders view their people as appreciable assets and prioritize investing in the talent on their teams.
5) MOTIVATING
After one of my presentations, an audience member approached me who was visibly indignant about my speech. "Why is motivation last on the list?" he demanded. "Well," I replied, "because if you listen, relate, teach, and develop your people, then they will be motivated!"
Sustained motivation comes by creating the right environment for your people and by doing the right things consistently to nurture them. Consider a flower. It cannot grow in the Arctic; it requires a climate conducive to growth. Yet, even in the right environment, the flower must be planted in hospitable soil, exposed to sunlight, watered, and freed of weeds.
First Place Is Not An Easy Place To Stay
First Place Is Not An Easy Place To Stay
by Dr. John C. Maxwell
Of the original Fortune 500 companies listed in 1955, only 71 remain on the list today. Companies once deemed indestructible have fallen by the wayside. Corporate titans of enormous influence have completely disappeared in the span of a few decades. Staying power has been rare atop the Fortune 500. Instead, the list has undergone a steady turnover from year to year. Reaching the top is a monumental achievement, but remaining there may be the most spectacular feat of all.
The fate of the Fortune 500 begs the question: Why haven't the best of the best been able to maintain success?
In this edition of Leadership Wired, we'll explore reasons why first place is not an easy place to stay, and we'll look at suggestions to help leaders keep hold of the top spot.
FIRST PLACE ERASERS
The biggest detriment to tomorrow's success is today's success. Winning carries with it a slate of temptations dangerous enough to topple the grandest of corporate CEO's. I call these temptations the first place erasers. Falling prey to them is a surefire ticket to the second tier.
The Momentum Myth - Leaders presiding over good times and high profits begins to relax. Comfort sets in, and the leaders lose their edge. Hard work and a sense of urgency are replaced by naive optimism and idleness. Falsely believing they can coast, leaders fall asleep at the wheel. The end of their vigilance coincides with the end of their time at the top.
The Reputation Factor - Leaders begin to place their position above their production. They live off of yesterday and their best moments. Having already notched big victories, they quit fighting to reach their potential. Consequently, they drive the organization downhill toward mediocrity.
The Entitlement Mindset - Leaders believe they have a right to be number one. Oftentimes these leaders have been given their position rather than having earned it. Expecting preferential treatment, they have an underdeveloped work ethic. As a result, they are unable or unwilling to make the sacrifices required to stay in first place.
The Revolving Door - Leaders quit attributing their success to talented performers at all levels of the organization. People tire of laboring in obscurity, and they move on to new opportunities. Leaders fail to patch the slow leak of talent leaving their teams, and they eventually sink from first place to the middle of the pack.
The Ego Issue - The ego issue trips up leaders who cannot face or admit failure. Since their identity is wrapped in their accomplishments, they do not take ownership of mistakes. To avoid taking responsibility for poor decisions, they may have remarkably high degrees of denial or self-deception. Out of touch, they cannot steer the ship to a first place finish.
Playing Not to Lose - Leaders become cautious and defensive of their perch at the top. They begin to be motivated by fear rather than purpose. Instead of playing to win, they play not to lose. Risk averse and small-minded, they are deficient of the boldness and courage necessary to command a first place team.
HOW TO STAY IN FIRST PLACE
To preserve their first place status, leaders should give extra attention to their passion, practices and people.
Passion
When passion fades, so does a leader's trustworthiness. Gallup conducted a poll in which passion ranked as the leading indicator of credibility within an organization. The results of the survey are hardly surprising. After all, if the leader isn't excited about the purpose of the organization, then why should he or she be trusted? On the flip side, when leaders passionately sacrifice, commit, and invest in their business, they earn the respect of followers and the good faith of constituents.
Passion creates energy. When a leader exudes joy and excitement, he or she magnetically pulls co-workers and customers into a shared vision. Passion is exceptionally strong when linked with a leader's values. When leaders demonstrate principled passion, they are able to appeal to the moral and emotional instincts of those around them.
Practices
Leaders don't rise to the pinnacle of success without developing the right set of attitudes and habits. Healthy habits, practiced consistently over time, will always reap dividends. On the contrary, occasional compromises of values eventually snowball into poor decisions with negative consequences. To keep hold on number one, a leader has to make every day a masterpiece.
People
The best leaders are humble enough to realize their victories depend upon their people. When finding themselves in first place, leaders recognize they are indebted to the ingenuity and talent of those they lead. To stay in first place, leaders have to hand out credit and shine the spotlight on the contributors all around them.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Leadership@Large
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Leadership Lessons from the Mortgage Mess
Drive through the typical American neighborhood these days, and you will see disturbing signs of the housing collapse. Whether advertising homes for sale or foreclosures, these signs stand as evidence of leadership failures in the mortgage market.
What happened to create the mortgage mess? What leadership lessons can be drawn from the situation?
Although the housing decline has been fueled by a variety of complex factors, the mortgage mess was predicated upon a basic human vice - greed. No segment of the industry has been exempt from greed, and the behaviors of homebuyers, mortgage brokers, and investment bankers alike have contributed to the crisis.
THE (FORMER) HOMEOWNER
Homebuyers yielded to the great American temptation of living beyond their means. Many undertook obscene amounts of debt to finance homes that their income could not support in the long run. Lacking the discipline to save for a down payment, they recklessly entered into interest-only loans or adjustable rate mortgages. As long as the home value increased, they stayed afloat. However, when home prices plunged downward, these buyers found themselves living in homes worth less than the money they owed for them.
The Lesson: Patience
Walk before you run. Get rid of consumer debt before making major purchases. Build savings before you build a home.
THE (BROKE) MORTGAGE BROKER
During the housing bubble, mortgage brokers profiteered at the expense of uneducated homebuyers. Since the brokersê pay was based on commission, they had incentive to push consumers into buying bigger houses than they could afford. Brokers pressured homebuyers to overstate their earnings, and deceived them into making dubious choices on their mortgages.
For a time, the brokers raked in money. Then the economy took a downturn. Suddenly, everyone was looking to sell and no one wanted to buy. Business for the brokers went dry. As homeowners began to face foreclosures, the mortgage industry fell under greater scrutiny. News outlets exposed the most flagrant abuses committed by brokers, and society began to view them as dishonest middlemen. Consumers began bypassing them to work directly with lending institutions, leaving many mortgage brokers jobless.
The Lesson: Honesty
Ethical shortcuts lead to unsustainable successes. While deceitful mortgage brokers amassed wealth, they unwittingly sabotaged their careers and livelihoods.
THE (BANKRUPT) INVESTMENT BANKER
Impaired by greed, investment bankers leveraged their portfolios too much in the hopes of cashing in on soaring home prices. Through an array of complex schemes, they over-invested in high-risk mortgages that had been made to borrowers with poor credit.
As the housing market crumbled, investment banks could no longer sell funds laden with mortgage-backed securities. The value of their securities tumbled as homebuyers defaulted on their loans at record-breaking levels. Giants like Bear Stearns collapsed, the repercussions echoed throughout Wall Street.
The Lesson: Contentment
Not content to turn a modest profit, investment bankers attempted to squeeze every penny of profit from the booming housing market. They ignored the wisdom of a balanced portfolio, and they tried to tilt the scales in their favor by burying questionable investments into complex hedge funds. In the end, they rode the crest of the market for too long, and when the wave fell, they crashed hard.
-------------
Starting Over
"Our greatest glory is not in never falling but in rising every time we fall." ~ Confucius
Rarely does a person coast through life without having to start over after a major setback. Consider the following situations in which people must start anew.
Factory workers in America have had no choice but to start over as their manufacturing jobs have been outsourced internationally.
Hurricane Katrina victims have been forced to start over after their homes, businesses, and schools were destroyed by the storm.
Thousands of households have been forced to start over after losing their homes in the mortgage crisis.
In the Winter 2008 edition of Leader to Leader Journal, Robert L. Dilenschneider writes a revealing article about being forced to start over professionally. After losing a position of far-reaching influence, Dilenschneider journeyed through a season of joblessness before regaining his footing. His experience yields healthy insights for leaders going through the painful trial of getting back up after being knocked down.
Let Go of Humiliation
The difficulty of starting over professionally (polishing the resume, learning new job skills, etc.) pales in comparison to the personal humiliation of hitting rock bottom. Dilenschneider warns against two unhealthy responses to the hurt that accompanies a serious setback: (1) self-pity and (2) desire for revenge.
Self-pity focuses pain inwardly. By succumbing to self-pity, people heap blame upon themselves in both real and imagined ways. They interpret negative circumstances as evidence of their worthlessness. At worst, such behavior may cause the person to spiral into depression. At the very least, it takes a toll on their self-esteem and undercuts their confidence.
The desire for revenge focuses pain externally. When finger-pointing or assigning blame, you're more likely to amplify your hurt than to heal it. Don't play the victim. As long as you cede responsibility for your setback to someone else, then you've surrendered your joy and wellness to their control.
Hold tightly to hope
Don't let yourself become accustomed to the darkness. As surely as the sun will set tonight, it will rise again tomorrow. Life has a rhythm. Sometimes failure presses down on us, but just as often we triumph against the odds. As you start over, concentrate on your talents and replay successes in your mind. Surround yourself with encouragement and the support of family and loved ones.
As Dilenschneider recommends, learn from the ordeal of staring over. Find purpose in failure, and mine it for invaluable insights. View adversity as a test of your strength rather than proof of your weakness. Remember: people with hope are elastic rather than fragile. When they fall, they don't break; they rebound.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Book Review
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
.:: Hug Your People: The Proven Way to Hire, Inspire, and Recognize Your Employees and Achieve Remarkable Results
by Jack Mitchell (Hyperion, 2008)
Do you remember the ugly sweater? The one your aunt gave to you at Christmas when you were nine years old? The sweater you buried so deep in your closet that it wouldn't be rediscovered for decades? On top of being a crime against fashion, the gift was a flop because the gift-giver hadn't invested the effort into discovering your preferences or style.
Thankfully, not all gifts are wool sweaters. There's something special about unwrapping a present that's perfectly in step with your taste and interests. Over and above getting a gift you love, you receive affirmation that someone knows and cares about you. The perfect gift makes you feel valued at a personal level.
In Hug Your People, Jack Mitchell shares how the power of personalization attributes to the legendary work culture at upscale clothier Mitchells / Richards / Marshs. As CEO, Mitchell makes hugging his people a top priority. For Jack, hugging serves as a metaphor for personalized praise, encouragement, or friendliness. His company is infected with huggers, and, consequently, his retail stores have become some of the most sought after workplaces in New York City.
Mitchell encourages his associates to develop holistic relationships with one another that transcend the artificial boundaries of personal and professional. He advises managers to connect with those they lead, "as real people rather than as job responsibilities." His premium on personalized relationships translates into an environment where people are both understood and genuinely cared for as individuals.
As a writer, Jack Mitchell's style seems to be a reflection of his personality: upbeat, authentic, and fun. Throughout the book, he liberally doles out exclamation points while casually drifting in and out of stories about friends and colleagues. Some writers can be heavy on motivation and light on applicable content, but Mitchell deftly mixes the inspirational and the practical.
The book's highlights are too numerous to recount during a brief review, but a few areas merit special attention:
* Chapter Two's tips on hiring to fit culture;
* The emphasis on expectations rather than rules in Chapter Ten;
* The entire section on inclusion (Chapters 22-27).
Additionally, nearly every chapter sounds out Mitchell's recurring mantra: "Personalization delivered positively with passion."
Hug Your People floods the reader with reminders that the foremost ingredient of successful business is people. Author Jack Mitchell advises leaders to appreciate, admire, and connect with the uniqueness inside of every person. Mitchell writes with passion, wisdom, and the credibility of having a track record of impressive success. LW subscribers are highly encouraged to embrace his management philosophy as spelled out in Hug Your People.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Quick Quotes
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
MONEY
"A wise man should have money in his head, but not in his heart." ~ Jonathan Swift
"Too many people spend money they haven't earned, to buy things they don't want, to impress people they don't like." ~ Will Rogers
"A penny saved is a penny earned." ~ Benjamin Franklin
"Do not value money for any more nor any less than its worth; it is a good servant but a bad master." ~ Alexandre Dumas
"It comes down to this: either you control money, or it controls you." ~ T. Harv Eker
by Dr. John C. Maxwell
Of the original Fortune 500 companies listed in 1955, only 71 remain on the list today. Companies once deemed indestructible have fallen by the wayside. Corporate titans of enormous influence have completely disappeared in the span of a few decades. Staying power has been rare atop the Fortune 500. Instead, the list has undergone a steady turnover from year to year. Reaching the top is a monumental achievement, but remaining there may be the most spectacular feat of all.
The fate of the Fortune 500 begs the question: Why haven't the best of the best been able to maintain success?
In this edition of Leadership Wired, we'll explore reasons why first place is not an easy place to stay, and we'll look at suggestions to help leaders keep hold of the top spot.
FIRST PLACE ERASERS
The biggest detriment to tomorrow's success is today's success. Winning carries with it a slate of temptations dangerous enough to topple the grandest of corporate CEO's. I call these temptations the first place erasers. Falling prey to them is a surefire ticket to the second tier.
The Momentum Myth - Leaders presiding over good times and high profits begins to relax. Comfort sets in, and the leaders lose their edge. Hard work and a sense of urgency are replaced by naive optimism and idleness. Falsely believing they can coast, leaders fall asleep at the wheel. The end of their vigilance coincides with the end of their time at the top.
The Reputation Factor - Leaders begin to place their position above their production. They live off of yesterday and their best moments. Having already notched big victories, they quit fighting to reach their potential. Consequently, they drive the organization downhill toward mediocrity.
The Entitlement Mindset - Leaders believe they have a right to be number one. Oftentimes these leaders have been given their position rather than having earned it. Expecting preferential treatment, they have an underdeveloped work ethic. As a result, they are unable or unwilling to make the sacrifices required to stay in first place.
The Revolving Door - Leaders quit attributing their success to talented performers at all levels of the organization. People tire of laboring in obscurity, and they move on to new opportunities. Leaders fail to patch the slow leak of talent leaving their teams, and they eventually sink from first place to the middle of the pack.
The Ego Issue - The ego issue trips up leaders who cannot face or admit failure. Since their identity is wrapped in their accomplishments, they do not take ownership of mistakes. To avoid taking responsibility for poor decisions, they may have remarkably high degrees of denial or self-deception. Out of touch, they cannot steer the ship to a first place finish.
Playing Not to Lose - Leaders become cautious and defensive of their perch at the top. They begin to be motivated by fear rather than purpose. Instead of playing to win, they play not to lose. Risk averse and small-minded, they are deficient of the boldness and courage necessary to command a first place team.
HOW TO STAY IN FIRST PLACE
To preserve their first place status, leaders should give extra attention to their passion, practices and people.
Passion
When passion fades, so does a leader's trustworthiness. Gallup conducted a poll in which passion ranked as the leading indicator of credibility within an organization. The results of the survey are hardly surprising. After all, if the leader isn't excited about the purpose of the organization, then why should he or she be trusted? On the flip side, when leaders passionately sacrifice, commit, and invest in their business, they earn the respect of followers and the good faith of constituents.
Passion creates energy. When a leader exudes joy and excitement, he or she magnetically pulls co-workers and customers into a shared vision. Passion is exceptionally strong when linked with a leader's values. When leaders demonstrate principled passion, they are able to appeal to the moral and emotional instincts of those around them.
Practices
Leaders don't rise to the pinnacle of success without developing the right set of attitudes and habits. Healthy habits, practiced consistently over time, will always reap dividends. On the contrary, occasional compromises of values eventually snowball into poor decisions with negative consequences. To keep hold on number one, a leader has to make every day a masterpiece.
People
The best leaders are humble enough to realize their victories depend upon their people. When finding themselves in first place, leaders recognize they are indebted to the ingenuity and talent of those they lead. To stay in first place, leaders have to hand out credit and shine the spotlight on the contributors all around them.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Leadership@Large
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Leadership Lessons from the Mortgage Mess
Drive through the typical American neighborhood these days, and you will see disturbing signs of the housing collapse. Whether advertising homes for sale or foreclosures, these signs stand as evidence of leadership failures in the mortgage market.
What happened to create the mortgage mess? What leadership lessons can be drawn from the situation?
Although the housing decline has been fueled by a variety of complex factors, the mortgage mess was predicated upon a basic human vice - greed. No segment of the industry has been exempt from greed, and the behaviors of homebuyers, mortgage brokers, and investment bankers alike have contributed to the crisis.
THE (FORMER) HOMEOWNER
Homebuyers yielded to the great American temptation of living beyond their means. Many undertook obscene amounts of debt to finance homes that their income could not support in the long run. Lacking the discipline to save for a down payment, they recklessly entered into interest-only loans or adjustable rate mortgages. As long as the home value increased, they stayed afloat. However, when home prices plunged downward, these buyers found themselves living in homes worth less than the money they owed for them.
The Lesson: Patience
Walk before you run. Get rid of consumer debt before making major purchases. Build savings before you build a home.
THE (BROKE) MORTGAGE BROKER
During the housing bubble, mortgage brokers profiteered at the expense of uneducated homebuyers. Since the brokersê pay was based on commission, they had incentive to push consumers into buying bigger houses than they could afford. Brokers pressured homebuyers to overstate their earnings, and deceived them into making dubious choices on their mortgages.
For a time, the brokers raked in money. Then the economy took a downturn. Suddenly, everyone was looking to sell and no one wanted to buy. Business for the brokers went dry. As homeowners began to face foreclosures, the mortgage industry fell under greater scrutiny. News outlets exposed the most flagrant abuses committed by brokers, and society began to view them as dishonest middlemen. Consumers began bypassing them to work directly with lending institutions, leaving many mortgage brokers jobless.
The Lesson: Honesty
Ethical shortcuts lead to unsustainable successes. While deceitful mortgage brokers amassed wealth, they unwittingly sabotaged their careers and livelihoods.
THE (BANKRUPT) INVESTMENT BANKER
Impaired by greed, investment bankers leveraged their portfolios too much in the hopes of cashing in on soaring home prices. Through an array of complex schemes, they over-invested in high-risk mortgages that had been made to borrowers with poor credit.
As the housing market crumbled, investment banks could no longer sell funds laden with mortgage-backed securities. The value of their securities tumbled as homebuyers defaulted on their loans at record-breaking levels. Giants like Bear Stearns collapsed, the repercussions echoed throughout Wall Street.
The Lesson: Contentment
Not content to turn a modest profit, investment bankers attempted to squeeze every penny of profit from the booming housing market. They ignored the wisdom of a balanced portfolio, and they tried to tilt the scales in their favor by burying questionable investments into complex hedge funds. In the end, they rode the crest of the market for too long, and when the wave fell, they crashed hard.
-------------
Starting Over
"Our greatest glory is not in never falling but in rising every time we fall." ~ Confucius
Rarely does a person coast through life without having to start over after a major setback. Consider the following situations in which people must start anew.
Factory workers in America have had no choice but to start over as their manufacturing jobs have been outsourced internationally.
Hurricane Katrina victims have been forced to start over after their homes, businesses, and schools were destroyed by the storm.
Thousands of households have been forced to start over after losing their homes in the mortgage crisis.
In the Winter 2008 edition of Leader to Leader Journal, Robert L. Dilenschneider writes a revealing article about being forced to start over professionally. After losing a position of far-reaching influence, Dilenschneider journeyed through a season of joblessness before regaining his footing. His experience yields healthy insights for leaders going through the painful trial of getting back up after being knocked down.
Let Go of Humiliation
The difficulty of starting over professionally (polishing the resume, learning new job skills, etc.) pales in comparison to the personal humiliation of hitting rock bottom. Dilenschneider warns against two unhealthy responses to the hurt that accompanies a serious setback: (1) self-pity and (2) desire for revenge.
Self-pity focuses pain inwardly. By succumbing to self-pity, people heap blame upon themselves in both real and imagined ways. They interpret negative circumstances as evidence of their worthlessness. At worst, such behavior may cause the person to spiral into depression. At the very least, it takes a toll on their self-esteem and undercuts their confidence.
The desire for revenge focuses pain externally. When finger-pointing or assigning blame, you're more likely to amplify your hurt than to heal it. Don't play the victim. As long as you cede responsibility for your setback to someone else, then you've surrendered your joy and wellness to their control.
Hold tightly to hope
Don't let yourself become accustomed to the darkness. As surely as the sun will set tonight, it will rise again tomorrow. Life has a rhythm. Sometimes failure presses down on us, but just as often we triumph against the odds. As you start over, concentrate on your talents and replay successes in your mind. Surround yourself with encouragement and the support of family and loved ones.
As Dilenschneider recommends, learn from the ordeal of staring over. Find purpose in failure, and mine it for invaluable insights. View adversity as a test of your strength rather than proof of your weakness. Remember: people with hope are elastic rather than fragile. When they fall, they don't break; they rebound.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Book Review
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
.:: Hug Your People: The Proven Way to Hire, Inspire, and Recognize Your Employees and Achieve Remarkable Results
by Jack Mitchell (Hyperion, 2008)
Do you remember the ugly sweater? The one your aunt gave to you at Christmas when you were nine years old? The sweater you buried so deep in your closet that it wouldn't be rediscovered for decades? On top of being a crime against fashion, the gift was a flop because the gift-giver hadn't invested the effort into discovering your preferences or style.
Thankfully, not all gifts are wool sweaters. There's something special about unwrapping a present that's perfectly in step with your taste and interests. Over and above getting a gift you love, you receive affirmation that someone knows and cares about you. The perfect gift makes you feel valued at a personal level.
In Hug Your People, Jack Mitchell shares how the power of personalization attributes to the legendary work culture at upscale clothier Mitchells / Richards / Marshs. As CEO, Mitchell makes hugging his people a top priority. For Jack, hugging serves as a metaphor for personalized praise, encouragement, or friendliness. His company is infected with huggers, and, consequently, his retail stores have become some of the most sought after workplaces in New York City.
Mitchell encourages his associates to develop holistic relationships with one another that transcend the artificial boundaries of personal and professional. He advises managers to connect with those they lead, "as real people rather than as job responsibilities." His premium on personalized relationships translates into an environment where people are both understood and genuinely cared for as individuals.
As a writer, Jack Mitchell's style seems to be a reflection of his personality: upbeat, authentic, and fun. Throughout the book, he liberally doles out exclamation points while casually drifting in and out of stories about friends and colleagues. Some writers can be heavy on motivation and light on applicable content, but Mitchell deftly mixes the inspirational and the practical.
The book's highlights are too numerous to recount during a brief review, but a few areas merit special attention:
* Chapter Two's tips on hiring to fit culture;
* The emphasis on expectations rather than rules in Chapter Ten;
* The entire section on inclusion (Chapters 22-27).
Additionally, nearly every chapter sounds out Mitchell's recurring mantra: "Personalization delivered positively with passion."
Hug Your People floods the reader with reminders that the foremost ingredient of successful business is people. Author Jack Mitchell advises leaders to appreciate, admire, and connect with the uniqueness inside of every person. Mitchell writes with passion, wisdom, and the credibility of having a track record of impressive success. LW subscribers are highly encouraged to embrace his management philosophy as spelled out in Hug Your People.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Quick Quotes
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
MONEY
"A wise man should have money in his head, but not in his heart." ~ Jonathan Swift
"Too many people spend money they haven't earned, to buy things they don't want, to impress people they don't like." ~ Will Rogers
"A penny saved is a penny earned." ~ Benjamin Franklin
"Do not value money for any more nor any less than its worth; it is a good servant but a bad master." ~ Alexandre Dumas
"It comes down to this: either you control money, or it controls you." ~ T. Harv Eker
First Place Is Not An Easy Place To Stay
by Dr. John C. Maxwell
Of the original Fortune 500 companies listed in 1955, only 71 remain on the list today. Companies once deemed indestructible have fallen by the wayside. Corporate titans of enormous influence have completely disappeared in the span of a few decades. Staying power has been rare atop the Fortune 500. Instead, the list has undergone a steady turnover from year to year. Reaching the top is a monumental achievement, but remaining there may be the most spectacular feat of all.
The fate of the Fortune 500 begs the question: Why haven't the best of the best been able to maintain success?
In this edition of Leadership Wired, we'll explore reasons why first place is not an easy place to stay, and we'll look at suggestions to help leaders keep hold of the top spot.
FIRST PLACE ERASERS
The biggest detriment to tomorrow's success is today's success. Winning carries with it a slate of temptations dangerous enough to topple the grandest of corporate CEO's. I call these temptations the first place erasers. Falling prey to them is a surefire ticket to the second tier.
The Momentum Myth - Leaders presiding over good times and high profits begins to relax. Comfort sets in, and the leaders lose their edge. Hard work and a sense of urgency are replaced by naive optimism and idleness. Falsely believing they can coast, leaders fall asleep at the wheel. The end of their vigilance coincides with the end of their time at the top.
The Reputation Factor - Leaders begin to place their position above their production. They live off of yesterday and their best moments. Having already notched big victories, they quit fighting to reach their potential. Consequently, they drive the organization downhill toward mediocrity.
The Entitlement Mindset - Leaders believe they have a right to be number one. Oftentimes these leaders have been given their position rather than having earned it. Expecting preferential treatment, they have an underdeveloped work ethic. As a result, they are unable or unwilling to make the sacrifices required to stay in first place.
The Revolving Door - Leaders quit attributing their success to talented performers at all levels of the organization. People tire of laboring in obscurity, and they move on to new opportunities. Leaders fail to patch the slow leak of talent leaving their teams, and they eventually sink from first place to the middle of the pack.
The Ego Issue - The ego issue trips up leaders who cannot face or admit failure. Since their identity is wrapped in their accomplishments, they do not take ownership of mistakes. To avoid taking responsibility for poor decisions, they may have remarkably high degrees of denial or self-deception. Out of touch, they cannot steer the ship to a first place finish.
Playing Not to Lose - Leaders become cautious and defensive of their perch at the top. They begin to be motivated by fear rather than purpose. Instead of playing to win, they play not to lose. Risk averse and small-minded, they are deficient of the boldness and courage necessary to command a first place team.
HOW TO STAY IN FIRST PLACE
To preserve their first place status, leaders should give extra attention to their passion, practices and people.
Passion
When passion fades, so does a leader's trustworthiness. Gallup conducted a poll in which passion ranked as the leading indicator of credibility within an organization. The results of the survey are hardly surprising. After all, if the leader isn't excited about the purpose of the organization, then why should he or she be trusted? On the flip side, when leaders passionately sacrifice, commit, and invest in their business, they earn the respect of followers and the good faith of constituents.
Passion creates energy. When a leader exudes joy and excitement, he or she magnetically pulls co-workers and customers into a shared vision. Passion is exceptionally strong when linked with a leader's values. When leaders demonstrate principled passion, they are able to appeal to the moral and emotional instincts of those around them.
Practices
Leaders don't rise to the pinnacle of success without developing the right set of attitudes and habits. Healthy habits, practiced consistently over time, will always reap dividends. On the contrary, occasional compromises of values eventually snowball into poor decisions with negative consequences. To keep hold on number one, a leader has to make every day a masterpiece.
People
The best leaders are humble enough to realize their victories depend upon their people. When finding themselves in first place, leaders recognize they are indebted to the ingenuity and talent of those they lead. To stay in first place, leaders have to hand out credit and shine the spotlight on the contributors all around them.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Leadership@Large
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Leadership Lessons from the Mortgage Mess
Drive through the typical American neighborhood these days, and you will see disturbing signs of the housing collapse. Whether advertising homes for sale or foreclosures, these signs stand as evidence of leadership failures in the mortgage market.
What happened to create the mortgage mess? What leadership lessons can be drawn from the situation?
Although the housing decline has been fueled by a variety of complex factors, the mortgage mess was predicated upon a basic human vice - greed. No segment of the industry has been exempt from greed, and the behaviors of homebuyers, mortgage brokers, and investment bankers alike have contributed to the crisis.
THE (FORMER) HOMEOWNER
Homebuyers yielded to the great American temptation of living beyond their means. Many undertook obscene amounts of debt to finance homes that their income could not support in the long run. Lacking the discipline to save for a down payment, they recklessly entered into interest-only loans or adjustable rate mortgages. As long as the home value increased, they stayed afloat. However, when home prices plunged downward, these buyers found themselves living in homes worth less than the money they owed for them.
The Lesson: Patience
Walk before you run. Get rid of consumer debt before making major purchases. Build savings before you build a home.
THE (BROKE) MORTGAGE BROKER
During the housing bubble, mortgage brokers profiteered at the expense of uneducated homebuyers. Since the brokersê pay was based on commission, they had incentive to push consumers into buying bigger houses than they could afford. Brokers pressured homebuyers to overstate their earnings, and deceived them into making dubious choices on their mortgages.
For a time, the brokers raked in money. Then the economy took a downturn. Suddenly, everyone was looking to sell and no one wanted to buy. Business for the brokers went dry. As homeowners began to face foreclosures, the mortgage industry fell under greater scrutiny. News outlets exposed the most flagrant abuses committed by brokers, and society began to view them as dishonest middlemen. Consumers began bypassing them to work directly with lending institutions, leaving many mortgage brokers jobless.
The Lesson: Honesty
Ethical shortcuts lead to unsustainable successes. While deceitful mortgage brokers amassed wealth, they unwittingly sabotaged their careers and livelihoods.
THE (BANKRUPT) INVESTMENT BANKER
Impaired by greed, investment bankers leveraged their portfolios too much in the hopes of cashing in on soaring home prices. Through an array of complex schemes, they over-invested in high-risk mortgages that had been made to borrowers with poor credit.
As the housing market crumbled, investment banks could no longer sell funds laden with mortgage-backed securities. The value of their securities tumbled as homebuyers defaulted on their loans at record-breaking levels. Giants like Bear Stearns collapsed, the repercussions echoed throughout Wall Street.
The Lesson: Contentment
Not content to turn a modest profit, investment bankers attempted to squeeze every penny of profit from the booming housing market. They ignored the wisdom of a balanced portfolio, and they tried to tilt the scales in their favor by burying questionable investments into complex hedge funds. In the end, they rode the crest of the market for too long, and when the wave fell, they crashed hard.
-------------
Starting Over
"Our greatest glory is not in never falling but in rising every time we fall." ~ Confucius
Rarely does a person coast through life without having to start over after a major setback. Consider the following situations in which people must start anew.
Factory workers in America have had no choice but to start over as their manufacturing jobs have been outsourced internationally.
Hurricane Katrina victims have been forced to start over after their homes, businesses, and schools were destroyed by the storm.
Thousands of households have been forced to start over after losing their homes in the mortgage crisis.
In the Winter 2008 edition of Leader to Leader Journal, Robert L. Dilenschneider writes a revealing article about being forced to start over professionally. After losing a position of far-reaching influence, Dilenschneider journeyed through a season of joblessness before regaining his footing. His experience yields healthy insights for leaders going through the painful trial of getting back up after being knocked down.
Let Go of Humiliation
The difficulty of starting over professionally (polishing the resume, learning new job skills, etc.) pales in comparison to the personal humiliation of hitting rock bottom. Dilenschneider warns against two unhealthy responses to the hurt that accompanies a serious setback: (1) self-pity and (2) desire for revenge.
Self-pity focuses pain inwardly. By succumbing to self-pity, people heap blame upon themselves in both real and imagined ways. They interpret negative circumstances as evidence of their worthlessness. At worst, such behavior may cause the person to spiral into depression. At the very least, it takes a toll on their self-esteem and undercuts their confidence.
The desire for revenge focuses pain externally. When finger-pointing or assigning blame, you're more likely to amplify your hurt than to heal it. Don't play the victim. As long as you cede responsibility for your setback to someone else, then you've surrendered your joy and wellness to their control.
Hold tightly to hope
Don't let yourself become accustomed to the darkness. As surely as the sun will set tonight, it will rise again tomorrow. Life has a rhythm. Sometimes failure presses down on us, but just as often we triumph against the odds. As you start over, concentrate on your talents and replay successes in your mind. Surround yourself with encouragement and the support of family and loved ones.
As Dilenschneider recommends, learn from the ordeal of staring over. Find purpose in failure, and mine it for invaluable insights. View adversity as a test of your strength rather than proof of your weakness. Remember: people with hope are elastic rather than fragile. When they fall, they don't break; they rebound.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Book Review
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
.:: Hug Your People: The Proven Way to Hire, Inspire, and Recognize Your Employees and Achieve Remarkable Results
by Jack Mitchell (Hyperion, 2008)
Do you remember the ugly sweater? The one your aunt gave to you at Christmas when you were nine years old? The sweater you buried so deep in your closet that it wouldn't be rediscovered for decades? On top of being a crime against fashion, the gift was a flop because the gift-giver hadn't invested the effort into discovering your preferences or style.
Thankfully, not all gifts are wool sweaters. There's something special about unwrapping a present that's perfectly in step with your taste and interests. Over and above getting a gift you love, you receive affirmation that someone knows and cares about you. The perfect gift makes you feel valued at a personal level.
In Hug Your People, Jack Mitchell shares how the power of personalization attributes to the legendary work culture at upscale clothier Mitchells / Richards / Marshs. As CEO, Mitchell makes hugging his people a top priority. For Jack, hugging serves as a metaphor for personalized praise, encouragement, or friendliness. His company is infected with huggers, and, consequently, his retail stores have become some of the most sought after workplaces in New York City.
Mitchell encourages his associates to develop holistic relationships with one another that transcend the artificial boundaries of personal and professional. He advises managers to connect with those they lead, "as real people rather than as job responsibilities." His premium on personalized relationships translates into an environment where people are both understood and genuinely cared for as individuals.
As a writer, Jack Mitchell's style seems to be a reflection of his personality: upbeat, authentic, and fun. Throughout the book, he liberally doles out exclamation points while casually drifting in and out of stories about friends and colleagues. Some writers can be heavy on motivation and light on applicable content, but Mitchell deftly mixes the inspirational and the practical.
The book's highlights are too numerous to recount during a brief review, but a few areas merit special attention:
* Chapter Two's tips on hiring to fit culture;
* The emphasis on expectations rather than rules in Chapter Ten;
* The entire section on inclusion (Chapters 22-27).
Additionally, nearly every chapter sounds out Mitchell's recurring mantra: "Personalization delivered positively with passion."
Hug Your People floods the reader with reminders that the foremost ingredient of successful business is people. Author Jack Mitchell advises leaders to appreciate, admire, and connect with the uniqueness inside of every person. Mitchell writes with passion, wisdom, and the credibility of having a track record of impressive success. LW subscribers are highly encouraged to embrace his management philosophy as spelled out in Hug Your People.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Quick Quotes
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
MONEY
"A wise man should have money in his head, but not in his heart." ~ Jonathan Swift
"Too many people spend money they haven't earned, to buy things they don't want, to impress people they don't like." ~ Will Rogers
"A penny saved is a penny earned." ~ Benjamin Franklin
"Do not value money for any more nor any less than its worth; it is a good servant but a bad master." ~ Alexandre Dumas
"It comes down to this: either you control money, or it controls you." ~ T. Harv Eker
Of the original Fortune 500 companies listed in 1955, only 71 remain on the list today. Companies once deemed indestructible have fallen by the wayside. Corporate titans of enormous influence have completely disappeared in the span of a few decades. Staying power has been rare atop the Fortune 500. Instead, the list has undergone a steady turnover from year to year. Reaching the top is a monumental achievement, but remaining there may be the most spectacular feat of all.
The fate of the Fortune 500 begs the question: Why haven't the best of the best been able to maintain success?
In this edition of Leadership Wired, we'll explore reasons why first place is not an easy place to stay, and we'll look at suggestions to help leaders keep hold of the top spot.
FIRST PLACE ERASERS
The biggest detriment to tomorrow's success is today's success. Winning carries with it a slate of temptations dangerous enough to topple the grandest of corporate CEO's. I call these temptations the first place erasers. Falling prey to them is a surefire ticket to the second tier.
The Momentum Myth - Leaders presiding over good times and high profits begins to relax. Comfort sets in, and the leaders lose their edge. Hard work and a sense of urgency are replaced by naive optimism and idleness. Falsely believing they can coast, leaders fall asleep at the wheel. The end of their vigilance coincides with the end of their time at the top.
The Reputation Factor - Leaders begin to place their position above their production. They live off of yesterday and their best moments. Having already notched big victories, they quit fighting to reach their potential. Consequently, they drive the organization downhill toward mediocrity.
The Entitlement Mindset - Leaders believe they have a right to be number one. Oftentimes these leaders have been given their position rather than having earned it. Expecting preferential treatment, they have an underdeveloped work ethic. As a result, they are unable or unwilling to make the sacrifices required to stay in first place.
The Revolving Door - Leaders quit attributing their success to talented performers at all levels of the organization. People tire of laboring in obscurity, and they move on to new opportunities. Leaders fail to patch the slow leak of talent leaving their teams, and they eventually sink from first place to the middle of the pack.
The Ego Issue - The ego issue trips up leaders who cannot face or admit failure. Since their identity is wrapped in their accomplishments, they do not take ownership of mistakes. To avoid taking responsibility for poor decisions, they may have remarkably high degrees of denial or self-deception. Out of touch, they cannot steer the ship to a first place finish.
Playing Not to Lose - Leaders become cautious and defensive of their perch at the top. They begin to be motivated by fear rather than purpose. Instead of playing to win, they play not to lose. Risk averse and small-minded, they are deficient of the boldness and courage necessary to command a first place team.
HOW TO STAY IN FIRST PLACE
To preserve their first place status, leaders should give extra attention to their passion, practices and people.
Passion
When passion fades, so does a leader's trustworthiness. Gallup conducted a poll in which passion ranked as the leading indicator of credibility within an organization. The results of the survey are hardly surprising. After all, if the leader isn't excited about the purpose of the organization, then why should he or she be trusted? On the flip side, when leaders passionately sacrifice, commit, and invest in their business, they earn the respect of followers and the good faith of constituents.
Passion creates energy. When a leader exudes joy and excitement, he or she magnetically pulls co-workers and customers into a shared vision. Passion is exceptionally strong when linked with a leader's values. When leaders demonstrate principled passion, they are able to appeal to the moral and emotional instincts of those around them.
Practices
Leaders don't rise to the pinnacle of success without developing the right set of attitudes and habits. Healthy habits, practiced consistently over time, will always reap dividends. On the contrary, occasional compromises of values eventually snowball into poor decisions with negative consequences. To keep hold on number one, a leader has to make every day a masterpiece.
People
The best leaders are humble enough to realize their victories depend upon their people. When finding themselves in first place, leaders recognize they are indebted to the ingenuity and talent of those they lead. To stay in first place, leaders have to hand out credit and shine the spotlight on the contributors all around them.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Leadership@Large
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Leadership Lessons from the Mortgage Mess
Drive through the typical American neighborhood these days, and you will see disturbing signs of the housing collapse. Whether advertising homes for sale or foreclosures, these signs stand as evidence of leadership failures in the mortgage market.
What happened to create the mortgage mess? What leadership lessons can be drawn from the situation?
Although the housing decline has been fueled by a variety of complex factors, the mortgage mess was predicated upon a basic human vice - greed. No segment of the industry has been exempt from greed, and the behaviors of homebuyers, mortgage brokers, and investment bankers alike have contributed to the crisis.
THE (FORMER) HOMEOWNER
Homebuyers yielded to the great American temptation of living beyond their means. Many undertook obscene amounts of debt to finance homes that their income could not support in the long run. Lacking the discipline to save for a down payment, they recklessly entered into interest-only loans or adjustable rate mortgages. As long as the home value increased, they stayed afloat. However, when home prices plunged downward, these buyers found themselves living in homes worth less than the money they owed for them.
The Lesson: Patience
Walk before you run. Get rid of consumer debt before making major purchases. Build savings before you build a home.
THE (BROKE) MORTGAGE BROKER
During the housing bubble, mortgage brokers profiteered at the expense of uneducated homebuyers. Since the brokersê pay was based on commission, they had incentive to push consumers into buying bigger houses than they could afford. Brokers pressured homebuyers to overstate their earnings, and deceived them into making dubious choices on their mortgages.
For a time, the brokers raked in money. Then the economy took a downturn. Suddenly, everyone was looking to sell and no one wanted to buy. Business for the brokers went dry. As homeowners began to face foreclosures, the mortgage industry fell under greater scrutiny. News outlets exposed the most flagrant abuses committed by brokers, and society began to view them as dishonest middlemen. Consumers began bypassing them to work directly with lending institutions, leaving many mortgage brokers jobless.
The Lesson: Honesty
Ethical shortcuts lead to unsustainable successes. While deceitful mortgage brokers amassed wealth, they unwittingly sabotaged their careers and livelihoods.
THE (BANKRUPT) INVESTMENT BANKER
Impaired by greed, investment bankers leveraged their portfolios too much in the hopes of cashing in on soaring home prices. Through an array of complex schemes, they over-invested in high-risk mortgages that had been made to borrowers with poor credit.
As the housing market crumbled, investment banks could no longer sell funds laden with mortgage-backed securities. The value of their securities tumbled as homebuyers defaulted on their loans at record-breaking levels. Giants like Bear Stearns collapsed, the repercussions echoed throughout Wall Street.
The Lesson: Contentment
Not content to turn a modest profit, investment bankers attempted to squeeze every penny of profit from the booming housing market. They ignored the wisdom of a balanced portfolio, and they tried to tilt the scales in their favor by burying questionable investments into complex hedge funds. In the end, they rode the crest of the market for too long, and when the wave fell, they crashed hard.
-------------
Starting Over
"Our greatest glory is not in never falling but in rising every time we fall." ~ Confucius
Rarely does a person coast through life without having to start over after a major setback. Consider the following situations in which people must start anew.
Factory workers in America have had no choice but to start over as their manufacturing jobs have been outsourced internationally.
Hurricane Katrina victims have been forced to start over after their homes, businesses, and schools were destroyed by the storm.
Thousands of households have been forced to start over after losing their homes in the mortgage crisis.
In the Winter 2008 edition of Leader to Leader Journal, Robert L. Dilenschneider writes a revealing article about being forced to start over professionally. After losing a position of far-reaching influence, Dilenschneider journeyed through a season of joblessness before regaining his footing. His experience yields healthy insights for leaders going through the painful trial of getting back up after being knocked down.
Let Go of Humiliation
The difficulty of starting over professionally (polishing the resume, learning new job skills, etc.) pales in comparison to the personal humiliation of hitting rock bottom. Dilenschneider warns against two unhealthy responses to the hurt that accompanies a serious setback: (1) self-pity and (2) desire for revenge.
Self-pity focuses pain inwardly. By succumbing to self-pity, people heap blame upon themselves in both real and imagined ways. They interpret negative circumstances as evidence of their worthlessness. At worst, such behavior may cause the person to spiral into depression. At the very least, it takes a toll on their self-esteem and undercuts their confidence.
The desire for revenge focuses pain externally. When finger-pointing or assigning blame, you're more likely to amplify your hurt than to heal it. Don't play the victim. As long as you cede responsibility for your setback to someone else, then you've surrendered your joy and wellness to their control.
Hold tightly to hope
Don't let yourself become accustomed to the darkness. As surely as the sun will set tonight, it will rise again tomorrow. Life has a rhythm. Sometimes failure presses down on us, but just as often we triumph against the odds. As you start over, concentrate on your talents and replay successes in your mind. Surround yourself with encouragement and the support of family and loved ones.
As Dilenschneider recommends, learn from the ordeal of staring over. Find purpose in failure, and mine it for invaluable insights. View adversity as a test of your strength rather than proof of your weakness. Remember: people with hope are elastic rather than fragile. When they fall, they don't break; they rebound.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Book Review
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
.:: Hug Your People: The Proven Way to Hire, Inspire, and Recognize Your Employees and Achieve Remarkable Results
by Jack Mitchell (Hyperion, 2008)
Do you remember the ugly sweater? The one your aunt gave to you at Christmas when you were nine years old? The sweater you buried so deep in your closet that it wouldn't be rediscovered for decades? On top of being a crime against fashion, the gift was a flop because the gift-giver hadn't invested the effort into discovering your preferences or style.
Thankfully, not all gifts are wool sweaters. There's something special about unwrapping a present that's perfectly in step with your taste and interests. Over and above getting a gift you love, you receive affirmation that someone knows and cares about you. The perfect gift makes you feel valued at a personal level.
In Hug Your People, Jack Mitchell shares how the power of personalization attributes to the legendary work culture at upscale clothier Mitchells / Richards / Marshs. As CEO, Mitchell makes hugging his people a top priority. For Jack, hugging serves as a metaphor for personalized praise, encouragement, or friendliness. His company is infected with huggers, and, consequently, his retail stores have become some of the most sought after workplaces in New York City.
Mitchell encourages his associates to develop holistic relationships with one another that transcend the artificial boundaries of personal and professional. He advises managers to connect with those they lead, "as real people rather than as job responsibilities." His premium on personalized relationships translates into an environment where people are both understood and genuinely cared for as individuals.
As a writer, Jack Mitchell's style seems to be a reflection of his personality: upbeat, authentic, and fun. Throughout the book, he liberally doles out exclamation points while casually drifting in and out of stories about friends and colleagues. Some writers can be heavy on motivation and light on applicable content, but Mitchell deftly mixes the inspirational and the practical.
The book's highlights are too numerous to recount during a brief review, but a few areas merit special attention:
* Chapter Two's tips on hiring to fit culture;
* The emphasis on expectations rather than rules in Chapter Ten;
* The entire section on inclusion (Chapters 22-27).
Additionally, nearly every chapter sounds out Mitchell's recurring mantra: "Personalization delivered positively with passion."
Hug Your People floods the reader with reminders that the foremost ingredient of successful business is people. Author Jack Mitchell advises leaders to appreciate, admire, and connect with the uniqueness inside of every person. Mitchell writes with passion, wisdom, and the credibility of having a track record of impressive success. LW subscribers are highly encouraged to embrace his management philosophy as spelled out in Hug Your People.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Quick Quotes
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
MONEY
"A wise man should have money in his head, but not in his heart." ~ Jonathan Swift
"Too many people spend money they haven't earned, to buy things they don't want, to impress people they don't like." ~ Will Rogers
"A penny saved is a penny earned." ~ Benjamin Franklin
"Do not value money for any more nor any less than its worth; it is a good servant but a bad master." ~ Alexandre Dumas
"It comes down to this: either you control money, or it controls you." ~ T. Harv Eker
Charismatic Leadership
by Dr. John C. Maxwell
William Gladstone and Benjamin Disraeli were two of the fiercest political rivals of the 19th century. Their epic battles for control of the British Empire were marked by intense animosity that spilled over from the public arena into their personal lives. Ambitious, powerful, and politically astute, both men were spirited competitors and masterful politicians.
Though each man achieved impressive accomplishments for Britain, the quality that separated them as leaders was their approach to people. The difference is best illustrated by the account of a young woman who dined with the men on consecutive nights. When asked about her impression of the rival statesmen, she said, "When I left the dining room after sitting next to Mr. Gladstone, I thought he was the cleverest man in England. But after sitting next to Mr. Disraeli, I thought I was the cleverest woman in England."
What distinguished Disraeli from Gladstone was charisma. Disraeli possessed a personal charm sorely lacking in the leadership style of his rival. His personal appeal attracted friends and created favorable impressions among acquaintances. Throughout his career, Disraeli's charisma gave him an edge over Gladstone.
UNDERSTANDING CHARISMA
Of all leadership attributes, charisma is perhaps the least understood. At first glance, charisma appears to be an invisible energy or magnetism. There's no denying its presence, but it's hard to put a finger on its source. Some mistakenly believe charisma is a birth trait—embedded in certain personalities, but completely absent in others.
I believe charisma is both explainable and learnable. I also believe charisma helps to boost a leader's influence. That's why I included it in my book, The 21 Indispensable Qualities of a Leader. In this lesson, I'd like to examine the causes of charisma and teach you how to increase the charisma you display as a leader.
THE QUALITIES OF A CHARISMATIC LEADER
Charisma is defined as, "The ability to inspire enthusiasm, interest, or affection in others by means of personal charm or influence." Leaders who have this special ability share four things in common:
1) They Love Life
Leaders who attract a following are passionate about life. They are celebrators, not complainers. They're characterized by joy and warmth. They're energetic and radiant in an infectious way.
Look no further than the smile to illustrate the power of charisma. When people see a smile, they respond with a smile. If you're skeptical, try it. Smile at cashiers, waiters, co-workers, etc. You'll find your smile earns a reciprocate smile almost every time. We are hardwired to take on the energy of those around us. Leaders who love life have charisma because they fill the room with positive energy.
2) They Value the Potential in People
To become an attractive leader, expect the best from your people. I describe this behavior as "putting a 10 on everyone's head." Leaders see people, not as they are, but as they could be. From this vantage point, they help others to build a bridge from the present to a preferred future.
Benjamin Disraeli understood and practiced this concept, and it was one of the secrets to his charisma. He once said, "The greatest good you can do for another is not to share your riches but to reveal to him his own." When you invest in people and lift them toward their potential, they will love you for it.
3) They Give Hope
People have an inner longing to improve their future and their fortunes. Charismatic leaders connect with people by painting tomorrow brighter than today. To them, the future is full of amazing opportunities and unrealized dreams.
Napoleon Bonaparte once said, "Leaders are dealers in hope." They infuse optimism into the culture around them, and they boost morale. While attentive to the current reality, they do not resign themselves to present circumstance.
4) They Share Themselves
Leaders with charisma add value to people by sharing wisdom, resources, and even special occasions. They embrace the power of inclusion, inviting others to join them for learning experiences, brainstorming sessions, or simply a cup of coffee. Such leaders embrace team spirit and value togetherness. As a result, charismatic leaders are not lonely at the top.
When it comes to charisma, the bottom line is othermindedness. For leaders, the greatest satisfaction is found by serving. They find great pleasure celebrating the successes of those around them, and the victory they enjoy the most is a team triumph.
SUMMARY
In closing, charisma has substance. It's not manipulative energy or a magical gift endowed upon select personalities. Rather, it's an attractive blend of learnable qualities.
Furthermore, charisma compounds a leader's influence. Without it, leaders have trouble inspiring passion and energizing their teams. With it, leaders draw out the best in their people, give the best of themselves, and find the greatest fulfillment.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Leadership@Large
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Finding Your Voice
"One word expresses the pathway to greatness: voice. Those on this path find their voice and inspire others to find theirs. The rest never do." ~ Steven Covey
One of the expressions bandied about by political commentators this season has been of a candidate "finding a voice." In fact, in the space of about two months, seemingly every candidate found his or hers.
* On November 11, 2007, TIME contributor, Ana Marie Cox, wrote about Senator Barack Obama "finding his voice," at a Democratic dinner party in Iowa.
* During post-debate coverage on November 28, 2007, CNN's David Gergen asserted, "I think that the most presidential tonight was John McCain, who's found his voice again."
* On January 9th 2008, Jack Horowitz of the New York Observer wrote about Hillary Clinton's primary election victory in New Hampshire. The headline? "Hillary, Triumphant, Finds Her Voice."
* On January 16, 2008, Ana Marie Cox raised the question, "Has Romney Found His Voice?" in her article on Mitt Romney's first-place finish in the Michigan presidential primary.
In an April blog post, Stephen Covey tackles the nebulous concept of a leader's "voice." He feels that leaders "find a voice" when they 1) Tap into Talent 2) Find What Fuels Their Passion 3) Are Burdened with a Need 4) Take Action to Meet the Need.
Step 1: Tapping into Your Talent
Tapping into your talents starts with understanding where you excel. It involves recognizing your strengths and positioning yourself to leverage them. To tap into your talent consider the question: What am I good at doing?
Step 2: Fueling Your Passion
When you take part in activities that fill you with positive emotion, you are fueling your passion. Pursuits that spark your passion bring excitement, enthusiasm, joy, and fun. To fuel your passion, ask yourself: What do I love doing?
Step 3: Being Burdened with a Need
When a problem in society lodges itself in your heart and won't let go, then you have been burdened with a need. Perhaps, the need is an injustice you wish to remedy. Maybe it's a disease you would love to cure. Whatever the case, a burden gnaws at your conscience. To take stock of your biggest burden, wrestle with the question: What need must I serve?
Step 4: Meeting the Need
Once a need has arrested your attention, then you can find your voice by taking action. A need compels you to do something besides criticize from the sidelines. To meet the need, think about this question: How can I align my talent with my passion in order to meet the need that burdens me?
-------------
Five Questions for Leaders With Newfound Authority
The most revealing chapter of a leader's journey begins when they ascend to their first position of influence. Much can be deciphered about a person's character by observing how they wield authority.
Don't misinterpret me; leadership transcends titles, and influence cannot be confined to positions of rank or seniority. Nonetheless, newfound authority carries the weight of responsibility. How a leader responds to that responsibility can be a measuring stick of their overall fitness to lead.
When leaders are handed authority, they enjoy broader latitude to exercise their leadership style. As positional leaders, they are able to implement their ideas more freely and instill their values more directly. The decisions they make at this critical juncture may either launch their careers or stunt their development.
In his blog for Harvard Business Publishing, Bill Taylor poses five questions aspiring leaders should consider as they assume the reigns of authority. For rising leaders, or those mentoring a leadership rookie, his material will be particularly beneficial.
Five Make-or-Break Questions for Aspiring Leaders
1) Why should great people want to work with you?
Money without mission attracts mercenaries. Talent "for-hire" flows to the highest bidder, and refuses to drop anchor. In the absence of a compelling vision, leaders find themselves presiding over a collection of individuals rather than leading a team.
As Bill Taylor writes, "great people want to feel like they're part of something greater than themselves." By offering more than a paycheck, an aspiring leader attracts values-based performers. Such employees are likely to forge emotional ties to the organization, take ownership of its mission, and invest themselves to accomplish its vision.
2) Do you know a great person when you see one?
"When it comes to evaluating talent, character counts for as much as credentials," writes Taylor. Aspiring leaders are wise to hire people who, in addition to being competent, fit smoothly into the company's culture. To do so, it may be necessary to endure the inconvenience (and extra work) of a longstanding opening until a suitable candidate surfaces.
3) Can you find great people who aren't working for you?
Aspiring leaders may want to polish their sales pitch to attract star performers from outside the organization. According to Taylor, "Leaders who are content to fill their organizations with people actively looking for jobs risk attracting malcontents and mediocre performers."
Talent will not beat a path to your door. The best leaders are actively on the lookout for key contributors. They look to hire, not when the need arises, but whenever they locate peak performers.
4) Are you teaching great people how your company works and wins?
In an effort to showcase their leadership skills, insecure leaders may rally their team to outperform others within the organization. The result: a counterproductive spirit of competition instead of togetherness.
Smart leaders are wary of silos. They define the win for their team and connect that win to the company's overarching strategy. They recognize the power of a "we" mentality. As such, they prioritize connecting the performance of their people to the overall success of the company.
5) Are you as tough on yourself as you are on your people?
Bleed your creed. Undemonstrated or uncertain commitment on the part of a leader has a corrosive effect on that leader's influence. Followers resent leaders who are unwilling to make the investment they demand of those they supervise.
Oppositely, leaders who pay the price to fulfill lofty self-expectations earn the right to place high standards on their people. By doing so, they are imbuing their authority with authentic influence.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Book Review
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
.:: The Breakthrough Company: How Everyday Companies Become Extraordinary Performers
by Keith R. McFarland (Crown Business, 2008)
As a newcomer to Hollywood, Brad Pitt spent his days in a giant chicken costume, not as an actor, but as an employee of El Pollo Loco.
Jerry Seinfeld worked as a light-bulb salesman and peddled jewelry on the streets of New York before making his breakthrough as a comedian.
Prior to gaining celebrity status, Whoopi Goldberg worked for a mortuary, giving cosmetic treatment to prepare bodies for open-casket funerals.
BREAKTHROUGH
Breakthrough is the bridge from anonymity to stardom. It's the pathway from average to highly-acclaimed. In The Breakthrough Company, author Keith R. McFarland explores how businesses transition from ordinary to extraordinary.
An endorsement on the book's dust jacket, "Good to Great for those small enough to think big," accurately sums up of the book. Indeed, McFarland shares Jim Collins' passion for research and penchant for extracting pearls of wisdom from a sea of data. In fact, McFarland cites a conversation with Collins as a major inspiration for his decision to write The Breakthrough Company.
As the basis for the book, McFarland conducted an exhaustive study on small, unknown companies that made big leaps to become industry leaders and Wall Street darlings. Along the way, he identified several commonalities of breakthrough performers, and he spends the bulk of the book expounding on those qualities.
McFarland posits that small companies can learn behaviors to increase their odds of achieving breakthrough. In the brevity of this review, it isn't possible to flesh out the many rich concepts he offers. However, here's the shortlist of his brightest ideas:
:: Crowning the Company (Chapter 3)
Entrepreneurs inhibit breakthrough when they crown themselves as the sovereign leader of the company. Instead, leaders who inspire breakthrough, "Serve their companies instead of having their companies serve them."
:: Building Company Character (Chapter 5)
A statement of values is worthless unless the values are put into practice. A company's habits of behavior are what count. "Everything else is just PR."
:: Navigating The Business Bermuda Triangle (Chapter 6)
Like the famed Bermuda Triangle, startups have a danger zone in which they may lose their way and never be heard from again. This area is the stage of growth at which the benefits of being small must be scaled into sustainable advantages - regardless of size.
SUMMARY
It's worth restating how the meticulous research undertaken by McFarland contributes to the force of his ideas. His leadership observations rest on a bedrock of in-depth analysis rather than personal opinion or popular theory. Keen insights, at times counterintuitive and surprising, spring forth from his incisive investigation of breakthrough companies.
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Quick Quotes
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CHARISMA
"How can you have charisma? Be more concerned about making others feel good about themselves than you are making them feel good about you." ~ Dan Reiland
"There is no personal charm so great as the charm of a cheerful temperament." ~Henry Van Dyke
"Charisma is a sparkle in people that money can't buy. It's an invisible energy with visible effects." ~ Marianne Williamson
William Gladstone and Benjamin Disraeli were two of the fiercest political rivals of the 19th century. Their epic battles for control of the British Empire were marked by intense animosity that spilled over from the public arena into their personal lives. Ambitious, powerful, and politically astute, both men were spirited competitors and masterful politicians.
Though each man achieved impressive accomplishments for Britain, the quality that separated them as leaders was their approach to people. The difference is best illustrated by the account of a young woman who dined with the men on consecutive nights. When asked about her impression of the rival statesmen, she said, "When I left the dining room after sitting next to Mr. Gladstone, I thought he was the cleverest man in England. But after sitting next to Mr. Disraeli, I thought I was the cleverest woman in England."
What distinguished Disraeli from Gladstone was charisma. Disraeli possessed a personal charm sorely lacking in the leadership style of his rival. His personal appeal attracted friends and created favorable impressions among acquaintances. Throughout his career, Disraeli's charisma gave him an edge over Gladstone.
UNDERSTANDING CHARISMA
Of all leadership attributes, charisma is perhaps the least understood. At first glance, charisma appears to be an invisible energy or magnetism. There's no denying its presence, but it's hard to put a finger on its source. Some mistakenly believe charisma is a birth trait—embedded in certain personalities, but completely absent in others.
I believe charisma is both explainable and learnable. I also believe charisma helps to boost a leader's influence. That's why I included it in my book, The 21 Indispensable Qualities of a Leader. In this lesson, I'd like to examine the causes of charisma and teach you how to increase the charisma you display as a leader.
THE QUALITIES OF A CHARISMATIC LEADER
Charisma is defined as, "The ability to inspire enthusiasm, interest, or affection in others by means of personal charm or influence." Leaders who have this special ability share four things in common:
1) They Love Life
Leaders who attract a following are passionate about life. They are celebrators, not complainers. They're characterized by joy and warmth. They're energetic and radiant in an infectious way.
Look no further than the smile to illustrate the power of charisma. When people see a smile, they respond with a smile. If you're skeptical, try it. Smile at cashiers, waiters, co-workers, etc. You'll find your smile earns a reciprocate smile almost every time. We are hardwired to take on the energy of those around us. Leaders who love life have charisma because they fill the room with positive energy.
2) They Value the Potential in People
To become an attractive leader, expect the best from your people. I describe this behavior as "putting a 10 on everyone's head." Leaders see people, not as they are, but as they could be. From this vantage point, they help others to build a bridge from the present to a preferred future.
Benjamin Disraeli understood and practiced this concept, and it was one of the secrets to his charisma. He once said, "The greatest good you can do for another is not to share your riches but to reveal to him his own." When you invest in people and lift them toward their potential, they will love you for it.
3) They Give Hope
People have an inner longing to improve their future and their fortunes. Charismatic leaders connect with people by painting tomorrow brighter than today. To them, the future is full of amazing opportunities and unrealized dreams.
Napoleon Bonaparte once said, "Leaders are dealers in hope." They infuse optimism into the culture around them, and they boost morale. While attentive to the current reality, they do not resign themselves to present circumstance.
4) They Share Themselves
Leaders with charisma add value to people by sharing wisdom, resources, and even special occasions. They embrace the power of inclusion, inviting others to join them for learning experiences, brainstorming sessions, or simply a cup of coffee. Such leaders embrace team spirit and value togetherness. As a result, charismatic leaders are not lonely at the top.
When it comes to charisma, the bottom line is othermindedness. For leaders, the greatest satisfaction is found by serving. They find great pleasure celebrating the successes of those around them, and the victory they enjoy the most is a team triumph.
SUMMARY
In closing, charisma has substance. It's not manipulative energy or a magical gift endowed upon select personalities. Rather, it's an attractive blend of learnable qualities.
Furthermore, charisma compounds a leader's influence. Without it, leaders have trouble inspiring passion and energizing their teams. With it, leaders draw out the best in their people, give the best of themselves, and find the greatest fulfillment.
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Leadership@Large
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Finding Your Voice
"One word expresses the pathway to greatness: voice. Those on this path find their voice and inspire others to find theirs. The rest never do." ~ Steven Covey
One of the expressions bandied about by political commentators this season has been of a candidate "finding a voice." In fact, in the space of about two months, seemingly every candidate found his or hers.
* On November 11, 2007, TIME contributor, Ana Marie Cox, wrote about Senator Barack Obama "finding his voice," at a Democratic dinner party in Iowa.
* During post-debate coverage on November 28, 2007, CNN's David Gergen asserted, "I think that the most presidential tonight was John McCain, who's found his voice again."
* On January 9th 2008, Jack Horowitz of the New York Observer wrote about Hillary Clinton's primary election victory in New Hampshire. The headline? "Hillary, Triumphant, Finds Her Voice."
* On January 16, 2008, Ana Marie Cox raised the question, "Has Romney Found His Voice?" in her article on Mitt Romney's first-place finish in the Michigan presidential primary.
In an April blog post, Stephen Covey tackles the nebulous concept of a leader's "voice." He feels that leaders "find a voice" when they 1) Tap into Talent 2) Find What Fuels Their Passion 3) Are Burdened with a Need 4) Take Action to Meet the Need.
Step 1: Tapping into Your Talent
Tapping into your talents starts with understanding where you excel. It involves recognizing your strengths and positioning yourself to leverage them. To tap into your talent consider the question: What am I good at doing?
Step 2: Fueling Your Passion
When you take part in activities that fill you with positive emotion, you are fueling your passion. Pursuits that spark your passion bring excitement, enthusiasm, joy, and fun. To fuel your passion, ask yourself: What do I love doing?
Step 3: Being Burdened with a Need
When a problem in society lodges itself in your heart and won't let go, then you have been burdened with a need. Perhaps, the need is an injustice you wish to remedy. Maybe it's a disease you would love to cure. Whatever the case, a burden gnaws at your conscience. To take stock of your biggest burden, wrestle with the question: What need must I serve?
Step 4: Meeting the Need
Once a need has arrested your attention, then you can find your voice by taking action. A need compels you to do something besides criticize from the sidelines. To meet the need, think about this question: How can I align my talent with my passion in order to meet the need that burdens me?
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Five Questions for Leaders With Newfound Authority
The most revealing chapter of a leader's journey begins when they ascend to their first position of influence. Much can be deciphered about a person's character by observing how they wield authority.
Don't misinterpret me; leadership transcends titles, and influence cannot be confined to positions of rank or seniority. Nonetheless, newfound authority carries the weight of responsibility. How a leader responds to that responsibility can be a measuring stick of their overall fitness to lead.
When leaders are handed authority, they enjoy broader latitude to exercise their leadership style. As positional leaders, they are able to implement their ideas more freely and instill their values more directly. The decisions they make at this critical juncture may either launch their careers or stunt their development.
In his blog for Harvard Business Publishing, Bill Taylor poses five questions aspiring leaders should consider as they assume the reigns of authority. For rising leaders, or those mentoring a leadership rookie, his material will be particularly beneficial.
Five Make-or-Break Questions for Aspiring Leaders
1) Why should great people want to work with you?
Money without mission attracts mercenaries. Talent "for-hire" flows to the highest bidder, and refuses to drop anchor. In the absence of a compelling vision, leaders find themselves presiding over a collection of individuals rather than leading a team.
As Bill Taylor writes, "great people want to feel like they're part of something greater than themselves." By offering more than a paycheck, an aspiring leader attracts values-based performers. Such employees are likely to forge emotional ties to the organization, take ownership of its mission, and invest themselves to accomplish its vision.
2) Do you know a great person when you see one?
"When it comes to evaluating talent, character counts for as much as credentials," writes Taylor. Aspiring leaders are wise to hire people who, in addition to being competent, fit smoothly into the company's culture. To do so, it may be necessary to endure the inconvenience (and extra work) of a longstanding opening until a suitable candidate surfaces.
3) Can you find great people who aren't working for you?
Aspiring leaders may want to polish their sales pitch to attract star performers from outside the organization. According to Taylor, "Leaders who are content to fill their organizations with people actively looking for jobs risk attracting malcontents and mediocre performers."
Talent will not beat a path to your door. The best leaders are actively on the lookout for key contributors. They look to hire, not when the need arises, but whenever they locate peak performers.
4) Are you teaching great people how your company works and wins?
In an effort to showcase their leadership skills, insecure leaders may rally their team to outperform others within the organization. The result: a counterproductive spirit of competition instead of togetherness.
Smart leaders are wary of silos. They define the win for their team and connect that win to the company's overarching strategy. They recognize the power of a "we" mentality. As such, they prioritize connecting the performance of their people to the overall success of the company.
5) Are you as tough on yourself as you are on your people?
Bleed your creed. Undemonstrated or uncertain commitment on the part of a leader has a corrosive effect on that leader's influence. Followers resent leaders who are unwilling to make the investment they demand of those they supervise.
Oppositely, leaders who pay the price to fulfill lofty self-expectations earn the right to place high standards on their people. By doing so, they are imbuing their authority with authentic influence.
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Book Review
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.:: The Breakthrough Company: How Everyday Companies Become Extraordinary Performers
by Keith R. McFarland (Crown Business, 2008)
As a newcomer to Hollywood, Brad Pitt spent his days in a giant chicken costume, not as an actor, but as an employee of El Pollo Loco.
Jerry Seinfeld worked as a light-bulb salesman and peddled jewelry on the streets of New York before making his breakthrough as a comedian.
Prior to gaining celebrity status, Whoopi Goldberg worked for a mortuary, giving cosmetic treatment to prepare bodies for open-casket funerals.
BREAKTHROUGH
Breakthrough is the bridge from anonymity to stardom. It's the pathway from average to highly-acclaimed. In The Breakthrough Company, author Keith R. McFarland explores how businesses transition from ordinary to extraordinary.
An endorsement on the book's dust jacket, "Good to Great for those small enough to think big," accurately sums up of the book. Indeed, McFarland shares Jim Collins' passion for research and penchant for extracting pearls of wisdom from a sea of data. In fact, McFarland cites a conversation with Collins as a major inspiration for his decision to write The Breakthrough Company.
As the basis for the book, McFarland conducted an exhaustive study on small, unknown companies that made big leaps to become industry leaders and Wall Street darlings. Along the way, he identified several commonalities of breakthrough performers, and he spends the bulk of the book expounding on those qualities.
McFarland posits that small companies can learn behaviors to increase their odds of achieving breakthrough. In the brevity of this review, it isn't possible to flesh out the many rich concepts he offers. However, here's the shortlist of his brightest ideas:
:: Crowning the Company (Chapter 3)
Entrepreneurs inhibit breakthrough when they crown themselves as the sovereign leader of the company. Instead, leaders who inspire breakthrough, "Serve their companies instead of having their companies serve them."
:: Building Company Character (Chapter 5)
A statement of values is worthless unless the values are put into practice. A company's habits of behavior are what count. "Everything else is just PR."
:: Navigating The Business Bermuda Triangle (Chapter 6)
Like the famed Bermuda Triangle, startups have a danger zone in which they may lose their way and never be heard from again. This area is the stage of growth at which the benefits of being small must be scaled into sustainable advantages - regardless of size.
SUMMARY
It's worth restating how the meticulous research undertaken by McFarland contributes to the force of his ideas. His leadership observations rest on a bedrock of in-depth analysis rather than personal opinion or popular theory. Keen insights, at times counterintuitive and surprising, spring forth from his incisive investigation of breakthrough companies.
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
Quick Quotes
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~
CHARISMA
"How can you have charisma? Be more concerned about making others feel good about themselves than you are making them feel good about you." ~ Dan Reiland
"There is no personal charm so great as the charm of a cheerful temperament." ~Henry Van Dyke
"Charisma is a sparkle in people that money can't buy. It's an invisible energy with visible effects." ~ Marianne Williamson
Diversity: Far More Than You Can Imagine
By Erwin Raphael McManus
One of the questions I am asked the most is concerning Mosaic's diversity. Usually when a person refers to diversity they're dealing with ethnic or racial differences. I understand why this is such an important focus in our culture. The need to deal with the ever growing segmentation and the tensions that ensue have made diversity one of our culture's most significant issues. In this past year, for example, the Academy Award winning movie Crash powerfully unwrapped the complexities involved in a world where very different people are coming together and have to figure out how to live together.
Mosaic represents somewhere around 70 different ethnic groups. Just this past week we baptized someone from Finland, had a first time guest who was a Russian-Jew, and once again faced the challenge of how to integrate them into a community where we also have to deal with transplants from Michigan. Ironically the tremendous success we've had in bringing the world together hasn't happened as a result of what you'd expect. I haven't spent the last 15 years preaching, teaching, or even focusing on racial reconciliation. My experience and observation tells me that those churches that actually raise the banner of reconciliation and diversity rarely accomplish it. Whatever measure of success we have experienced in this arena comes from a very different focus. We have spent an endless amount of time and energy identifying, nurturing, developing, and maximizing the uniqueness of every person.
Rather than trying to create a rainbow coalition of white, black, brown, and whatever other colors our eyes might see, we have instead taken on a far more complex challenge. Racial reconciliation is like trying to fill a box of crayons with blue, red, yellow and green. Granted, they're beautiful and the bases of every other color, but you're still dealing in primary colors. Imagine expanding from the four-pack of crayons to the 64 pack filled with a seemingly endless array of color and opportunity. Reach in and pick a color. Turquoise, Indigo, Silver, Coral, Magenta, Tangerine. To the casual artist some colors seem redundant. Many of us are incapable of identifying the nuanced differences. But to the skilled artisan, those nuances are absolutely critical for their full creative expression.
It's the same when building human community. If all you see are the primary colors, you'll always be limited, even though all the potential in the world is there. When you begin to see people beyond the surface to the real uniqueness that resides within them, you'll wonderfully discover that the diversity you hoped for was just a starting point. What you'll come to discover is far more than you could have imagined.
One of the questions I am asked the most is concerning Mosaic's diversity. Usually when a person refers to diversity they're dealing with ethnic or racial differences. I understand why this is such an important focus in our culture. The need to deal with the ever growing segmentation and the tensions that ensue have made diversity one of our culture's most significant issues. In this past year, for example, the Academy Award winning movie Crash powerfully unwrapped the complexities involved in a world where very different people are coming together and have to figure out how to live together.
Mosaic represents somewhere around 70 different ethnic groups. Just this past week we baptized someone from Finland, had a first time guest who was a Russian-Jew, and once again faced the challenge of how to integrate them into a community where we also have to deal with transplants from Michigan. Ironically the tremendous success we've had in bringing the world together hasn't happened as a result of what you'd expect. I haven't spent the last 15 years preaching, teaching, or even focusing on racial reconciliation. My experience and observation tells me that those churches that actually raise the banner of reconciliation and diversity rarely accomplish it. Whatever measure of success we have experienced in this arena comes from a very different focus. We have spent an endless amount of time and energy identifying, nurturing, developing, and maximizing the uniqueness of every person.
Rather than trying to create a rainbow coalition of white, black, brown, and whatever other colors our eyes might see, we have instead taken on a far more complex challenge. Racial reconciliation is like trying to fill a box of crayons with blue, red, yellow and green. Granted, they're beautiful and the bases of every other color, but you're still dealing in primary colors. Imagine expanding from the four-pack of crayons to the 64 pack filled with a seemingly endless array of color and opportunity. Reach in and pick a color. Turquoise, Indigo, Silver, Coral, Magenta, Tangerine. To the casual artist some colors seem redundant. Many of us are incapable of identifying the nuanced differences. But to the skilled artisan, those nuances are absolutely critical for their full creative expression.
It's the same when building human community. If all you see are the primary colors, you'll always be limited, even though all the potential in the world is there. When you begin to see people beyond the surface to the real uniqueness that resides within them, you'll wonderfully discover that the diversity you hoped for was just a starting point. What you'll come to discover is far more than you could have imagined.
Choosing To Trust
By Andy Stanley
rust is the currency of relationships. Great leaders cultivate a culture of trust, and thus a culture where relationships thrive. But how do you foster trust between members of your team?
For some, trust is not the intuitive choice. However, I believe it is just that. A choice. In 1 Corinthians 13, Paul says that along with forgiving, enduring, and bearing all things, love believes all things. We must reconcile the scriptural charge to believe all things with the fact that it is not always easy to do. If we believe it is possible for us to choose to love, or be kind, or be patient, then we must also believe we can choose to trust.
But the gap between what we expect of people and what they actually deliver makes it hard to trust. We can either fill that gap with trust or with suspicion. How we handle these opportunities is the greatest determining factor in the success or failure of the relationships in our organizations.
I started by saying that trust is the currency of relationships. Currency implies an exchange of one thing for another. Relationally, we give trust, and we expect trustworthiness in return. But trustworthiness is not a synonym for perfection. Trust is not built on flawless character, but on authenticity. I will extend trust to people who will admit their imperfections. It is people who defend their infallibility who make me suspicious.
There are situations that merit suspicion. What's important is how we handle them. When over time a person's actions erode our trust, and we believe those actions leave the organization vulnerable to harm, we have a responsibility . to talk to that person about it, (not the rest of the team), to address the gap, and give that person the opportunity to re-establish their trustworthiness. Trustworthy people will address the suspicion they've created.
I wish this principle were easy to implement. It's not. But it is crucial for building a strong team. Here are three things to keep in mind when a trust versus suspicion issue surfaces:
1. When there is a gap, choose to trust.
2. When you see others filling the gap with suspicion, come to the defense of the suspect.
3. If what you see continues to erode your trust, go to the person directly.
Great leaders create a culture in which people have learned how to trust. Modeling biblical trust as outlined in 1 Corinthians 13 is one of the greatest leadership strategies you can employ. Biblical trust is not denial - pretending that you don't see behavior that erodes your trust. It's not withdrawal - refusing to confront. The key is to choose to trust. When it becomes impossible to fill the gap between expectation and behavior with trust, ask for clarification.
Trust is the currency of relationships. Trust is a dynamic your team cannot afford to be without. Model it. Extend it. Choose to trust.
rust is the currency of relationships. Great leaders cultivate a culture of trust, and thus a culture where relationships thrive. But how do you foster trust between members of your team?
For some, trust is not the intuitive choice. However, I believe it is just that. A choice. In 1 Corinthians 13, Paul says that along with forgiving, enduring, and bearing all things, love believes all things. We must reconcile the scriptural charge to believe all things with the fact that it is not always easy to do. If we believe it is possible for us to choose to love, or be kind, or be patient, then we must also believe we can choose to trust.
But the gap between what we expect of people and what they actually deliver makes it hard to trust. We can either fill that gap with trust or with suspicion. How we handle these opportunities is the greatest determining factor in the success or failure of the relationships in our organizations.
I started by saying that trust is the currency of relationships. Currency implies an exchange of one thing for another. Relationally, we give trust, and we expect trustworthiness in return. But trustworthiness is not a synonym for perfection. Trust is not built on flawless character, but on authenticity. I will extend trust to people who will admit their imperfections. It is people who defend their infallibility who make me suspicious.
There are situations that merit suspicion. What's important is how we handle them. When over time a person's actions erode our trust, and we believe those actions leave the organization vulnerable to harm, we have a responsibility . to talk to that person about it, (not the rest of the team), to address the gap, and give that person the opportunity to re-establish their trustworthiness. Trustworthy people will address the suspicion they've created.
I wish this principle were easy to implement. It's not. But it is crucial for building a strong team. Here are three things to keep in mind when a trust versus suspicion issue surfaces:
1. When there is a gap, choose to trust.
2. When you see others filling the gap with suspicion, come to the defense of the suspect.
3. If what you see continues to erode your trust, go to the person directly.
Great leaders create a culture in which people have learned how to trust. Modeling biblical trust as outlined in 1 Corinthians 13 is one of the greatest leadership strategies you can employ. Biblical trust is not denial - pretending that you don't see behavior that erodes your trust. It's not withdrawal - refusing to confront. The key is to choose to trust. When it becomes impossible to fill the gap between expectation and behavior with trust, ask for clarification.
Trust is the currency of relationships. Trust is a dynamic your team cannot afford to be without. Model it. Extend it. Choose to trust.
Sleep Therapy
By Lauren Winner
Last night, I pulled one of my very few all-nighters. Though not uncommon in my college years, my capacity to stay up all night and be anything approximating coherent the next morning has declined as I've marched through my twenties, and now the all-nighters happen very rarely, once every two years or so, and only when I am truly desperate.
But the storied all-nighters are just the most extreme example of something many of us do quite a lot: chip away at needed sleep in order to do something else. Usually that something else is work.
A simple glance at my email Inbox tells me that I am not alone in sacrificing sleep in order to squeeze in a few more hours of work. Last Tuesday alone, I received 23 work-related emails that had been sent between 10:00 p.m. and 5:00 a.m. This creeped me out. The next night, in fact, I had some trouble falling asleep, because I lay in bed worrying about the correspondence that was accumulating in my email account, the possibly pressing matters I would need to address in the morning, and the number of hours the next morning that I would have to devote not to preparing to teach my afternoon class, but to replying to email. Worried that I would be left without enough time for class prep, I rolled over and set my alarm back from 6:30 to 5:00, resolved to use the extra 90 minutes of wakefulness for email.
Wakefulness, actually, may not be the right word. For though I "gained" 90 minutes in which I was awake, I actually lost wakefulness. Sleep specialists are virtually unanimous on this: we human beings cannot lose sleep without decreasing our attention span, our response time, our cogence. I may have been awake for 90 extra minutes, but I was less wakeful all day long.
According to National Sleep Foundation, the average adult sleeps 6 hours and 58 minutes per night during the work week. Compare this to 100 years ago—before Mr. Edison's marvelous invention—when we slept about 9 hours a night. Indeed, we are a nation of people who are chronically sleep deprived. Those pre-Edison people were right in line with the 8 to 10 hours of sleep specialists say we need.
Sleep more: this may seem a curious answer to the question of what Christians can do for the common good. Surely one could come up with something more other-directed, more sacrificial, less self-serving. Or more overtly political—refusing to serve in the current war.
But for the moment I am sticking with the small, if challenging, task of becoming more well-rested. Not only does sleep have evident social consequences, not only would sleeping more make us better neighbors and friends and family members and citizens. Sleeping well may also be part of Christian discipleship, at least in our time and place. For not only might a counter-cultural embrace of sleep witness to values higher than "the cares of this world, the deceitfulness of riches, and the desires for other things"
A night of good sleep—a week, or month, or year of good sleep—also testifies to basic Christian story of Creation. We are creatures, and we are creatures with bodies that are finite and contingent. The unarguable demands that our bodies make for sleep are a good reminder that we are mere creatures, not the Creator. For it is God and God alone who "neither slumbers nor sleeps." Of course, the Creator has slept, another startling reminder of the radical humility He embraced in becoming Incarnate. He took on a body that, like ours, was finite and contingent and needed sleep. To push ourselves to go without sleep is, in some sense, to deny our embodiment, to deny our fragile incarnations—and perhaps to deny the magnanimous poverty and self-emptying that went into His incarnation.
French poet Charles Peguy makes the point well:
I don't like the man who doesn't sleep, says God.
Sleep is the friend of man,
Sleep is the friend of God.
Sleep is perhaps the mot beautiful thing I have created.
And I myself rested on the seventh day..
But they tell me that there are men
Who work well and sleep badly.
Who don't sleep. What a lack of confidence in me.
Peguy's words have perhaps never been more fitting: to sleep, long and soundly, is to place our trust not in our own strength and hard-work, but in Him without whom we labor in vain.
Last night, I pulled one of my very few all-nighters. Though not uncommon in my college years, my capacity to stay up all night and be anything approximating coherent the next morning has declined as I've marched through my twenties, and now the all-nighters happen very rarely, once every two years or so, and only when I am truly desperate.
But the storied all-nighters are just the most extreme example of something many of us do quite a lot: chip away at needed sleep in order to do something else. Usually that something else is work.
A simple glance at my email Inbox tells me that I am not alone in sacrificing sleep in order to squeeze in a few more hours of work. Last Tuesday alone, I received 23 work-related emails that had been sent between 10:00 p.m. and 5:00 a.m. This creeped me out. The next night, in fact, I had some trouble falling asleep, because I lay in bed worrying about the correspondence that was accumulating in my email account, the possibly pressing matters I would need to address in the morning, and the number of hours the next morning that I would have to devote not to preparing to teach my afternoon class, but to replying to email. Worried that I would be left without enough time for class prep, I rolled over and set my alarm back from 6:30 to 5:00, resolved to use the extra 90 minutes of wakefulness for email.
Wakefulness, actually, may not be the right word. For though I "gained" 90 minutes in which I was awake, I actually lost wakefulness. Sleep specialists are virtually unanimous on this: we human beings cannot lose sleep without decreasing our attention span, our response time, our cogence. I may have been awake for 90 extra minutes, but I was less wakeful all day long.
According to National Sleep Foundation, the average adult sleeps 6 hours and 58 minutes per night during the work week. Compare this to 100 years ago—before Mr. Edison's marvelous invention—when we slept about 9 hours a night. Indeed, we are a nation of people who are chronically sleep deprived. Those pre-Edison people were right in line with the 8 to 10 hours of sleep specialists say we need.
Sleep more: this may seem a curious answer to the question of what Christians can do for the common good. Surely one could come up with something more other-directed, more sacrificial, less self-serving. Or more overtly political—refusing to serve in the current war.
But for the moment I am sticking with the small, if challenging, task of becoming more well-rested. Not only does sleep have evident social consequences, not only would sleeping more make us better neighbors and friends and family members and citizens. Sleeping well may also be part of Christian discipleship, at least in our time and place. For not only might a counter-cultural embrace of sleep witness to values higher than "the cares of this world, the deceitfulness of riches, and the desires for other things"
A night of good sleep—a week, or month, or year of good sleep—also testifies to basic Christian story of Creation. We are creatures, and we are creatures with bodies that are finite and contingent. The unarguable demands that our bodies make for sleep are a good reminder that we are mere creatures, not the Creator. For it is God and God alone who "neither slumbers nor sleeps." Of course, the Creator has slept, another startling reminder of the radical humility He embraced in becoming Incarnate. He took on a body that, like ours, was finite and contingent and needed sleep. To push ourselves to go without sleep is, in some sense, to deny our embodiment, to deny our fragile incarnations—and perhaps to deny the magnanimous poverty and self-emptying that went into His incarnation.
French poet Charles Peguy makes the point well:
I don't like the man who doesn't sleep, says God.
Sleep is the friend of man,
Sleep is the friend of God.
Sleep is perhaps the mot beautiful thing I have created.
And I myself rested on the seventh day..
But they tell me that there are men
Who work well and sleep badly.
Who don't sleep. What a lack of confidence in me.
Peguy's words have perhaps never been more fitting: to sleep, long and soundly, is to place our trust not in our own strength and hard-work, but in Him without whom we labor in vain.
PRO-CALSIS2GO NEW AND IMPROVE
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ProCalis2GO…. New!! Improved!!
Confidence on the go!!
ProCalisX is now available in a trendy new form, ready to travel with you wherever you want to go. ProCalis2go. Always with you. Be ready, wherever you are!! ProCalis2go is available in convenient strips of 10 pills each. Just slip it into your wallet.
ProCalis2GO is an OTC non-prescription oral tablet used to improve erectile function in men.
ProCalis2GO is packed with a powerful blend of potent herbs and vital ingredients tailored to enhance your sexual experience. Get in control and let ProCalis2GO take you right where you want to be!!! Impress your partner and see your sex-life zoom into orbit!! Feel the confidence; enjoy the experience, again and again!!!
ProCalis2go is a heady mix of potent herbs and vital ingredients specifically intended to enhance your entire sexual experience. Take control of your sex life. Choose ProCalis2go today!! Give yourself unbelievable sexual prowess and impress the hell out of your partner. Get the confidence, score again and again.
ProCalis2GO acts in just 15 minutes. Yes. Just 15 minutes. So if you’re suddenly in the mood or your partner is, just pop ProCalis2go and you’re raring to go in no time at all. With the natural stimulants and herbal aphrodisiacs in ProCalis2go helping you, you can perform again and again, as many times as you want.
The best part is that the goodness of ProCalis2go lasts 24 hours. So you can plan a seduction or you can take a quickie or two, or three!! It’s all up to you.
In case you were worried about side effects, ProCalis2go has none. Not one side effect. It’s totally safe to use. You won’t need a prescription either. ProCalis2go will not result in any side effects like you’d get with free with recreational drugs like Viagra®, Cialis® and Levitra®. All you’ll get is the confidence and ability to perform again and again.
ProCalis2go is made from pure high quality ingredients like Saw Palmetto, Ginkgo Biloba, Guarana Seeds and a unique blend of other vital ingredients.
ProCalis2GO. Very easy to take. Just pop it like you take any other pill, and be ready in just 15 minutes.
ProCalis2GO. Now available in strips of 10 pills each. Don’t go anywhere without it!!
ProCalis2GO…. New!! Improved!!
Confidence on the go!!
ProCalisX is now available in a trendy new form, ready to travel with you wherever you want to go. ProCalis2go. Always with you. Be ready, wherever you are!! ProCalis2go is available in convenient strips of 10 pills each. Just slip it into your wallet.
ProCalis2GO is an OTC non-prescription oral tablet used to improve erectile function in men.
ProCalis2GO is packed with a powerful blend of potent herbs and vital ingredients tailored to enhance your sexual experience. Get in control and let ProCalis2GO take you right where you want to be!!! Impress your partner and see your sex-life zoom into orbit!! Feel the confidence; enjoy the experience, again and again!!!
ProCalis2go is a heady mix of potent herbs and vital ingredients specifically intended to enhance your entire sexual experience. Take control of your sex life. Choose ProCalis2go today!! Give yourself unbelievable sexual prowess and impress the hell out of your partner. Get the confidence, score again and again.
ProCalis2GO acts in just 15 minutes. Yes. Just 15 minutes. So if you’re suddenly in the mood or your partner is, just pop ProCalis2go and you’re raring to go in no time at all. With the natural stimulants and herbal aphrodisiacs in ProCalis2go helping you, you can perform again and again, as many times as you want.
The best part is that the goodness of ProCalis2go lasts 24 hours. So you can plan a seduction or you can take a quickie or two, or three!! It’s all up to you.
In case you were worried about side effects, ProCalis2go has none. Not one side effect. It’s totally safe to use. You won’t need a prescription either. ProCalis2go will not result in any side effects like you’d get with free with recreational drugs like Viagra®, Cialis® and Levitra®. All you’ll get is the confidence and ability to perform again and again.
ProCalis2go is made from pure high quality ingredients like Saw Palmetto, Ginkgo Biloba, Guarana Seeds and a unique blend of other vital ingredients.
ProCalis2GO. Very easy to take. Just pop it like you take any other pill, and be ready in just 15 minutes.
ProCalis2GO. Now available in strips of 10 pills each. Don’t go anywhere without it!!
EXPLODE
What Is Xplode?
Xplode is a pure hit of untapped energy that will detonate your mind into the stratosphere. This is a new generation party pill that will give you an energy boost and an electrifying buzz for 6 hours and still keep you buzzing throughout the night.
What is present in Xplode?
Each capsule of XPLODE contains the following ingredients:
Citrus aurantium (10%) 400 mg
Caffeine 75 mg
White willow bark (10%) 75 mg
Tyrosine 50 mg
Yohimbe (8%) 15 mg
Cayenne fruit 15 mg
Vitamin B3 Niacin (83% RDA) 5 mg
Vitamin B5 (100% RDA) 2 mg
Vitamin B6 (p-5-p) (150% RDA) 1 mg
How is Xplode different from other party pills?
Xplode is not like any other party pills & is different in many ways:
* Xplode is natural & contains no harmful ingredients like BZP and TFMPP
* Xplode will fill you with energy to party till dawn without any comedown effect the next day
* Xplode is absolutely safe for everyone
* Xplode is the best legal alternative to harmful & illegal drugs
How long do the effects last?
The effects of Xplode last for as long as 6 hours. Xplode provides hours of euphoric highs with the desire to party more. With Xplode you are ready to ignite your energy and enjoy an all night bash.
What will happen if I mix Xplode with alcohol?
Xplode contains natural ingredients, so there won't be any problem if you mix it with alcohol. Products containing BZP and TFMPP can cause dehydration and are harmful when consumed with alcohol. Xplode doesn't have any of these chemicals & hence is safe to mix with alcohol too.
Are there any side-effects to taking Xplode?
Consuming Xplode has shown no side-effects as it is purely made of natural compounds. As a precautionary measure, you should avoid taking the pills whilst on any medication or if you are pregnant.
Is there any risk of death by taking Xplode?
Xplode is super safe. It is absolutely free from harmful ingredients (BZP, TFMPP) seen in other party pills. This new energy boosting pill will get you happy and high without any trace of side effects. Xplode is nature's alternative to life taking drugs.
How many capsules should I take for the best effects?
To keep yourself on your toes for an all night bash, take 2 capsules with a large glass of water or juice. These capsules will keep you buzzing for 6 hours. Incase you run out of energy after 6 hours just charge yourself with these high voltage pills.
Is Xplode available everywhere?
Xplode is the new alternative to all harmful drugs. It is available in all countries as it contains the finest & most potent natural elements & is legal to keep in any part of the world.
What if I don't have a credit card or don't want to use a credit card over the Internet? How can I order?
Ordering with a credit card is safe through our secure order page. We ensure highest security for our customer's credit card. Incase if you don't have a credit card or you are not comfortable in using your credit card over the internet you have the following options to make your payment:
1. Via bank wire
2. Via Western Union
You may click on your preferable option at the top of the payment page.
Is my credit card information secure?
Yes. We use secure terminals to process credit card information. Once your card is charged, the credit card number is encrypted and cannot be accessed again.
How much are the shipping charges?
We charge a flat rate of $14.95 for shipping through Registered/ Airmail & $29.95 through FedEx.
Once I place my order how long will it take until I receive it?
We ensure the fastest modes of delivery. It usually depends on the mode of shipment and the destination where goods are delivered to. We dispatch your order within 24 hours of processing your payment transaction. Shipping, depending on your locale, takes between 5 - 20 days for Registered mail/ Airmail ($14.95), or 3-6 days for FedEx ($29.95) although delivery times are typically shorter. Your order will be sent from one of our international dispatch centers closest to your location to get you your order as fast as possible. Although highly unlikely, if after 20 business days you have not received your package, please contact us and we will do everything we can to assist you and rectify the situation.
What kind of packaging do you use?
We use plain brown paper packaging to ship our products. Your privacy is maintained throughout and there is no mention of the package contents anywhere on the outside.
What is your guarantee or return policy?
We offer a 60-day money back satisfaction guarantee for most of our products. If you are not completely satisfied with our products, please return them for a refund of the product purchase price (excludes shipping and handling). Contact our support department if you need more information about your refund & any other issues.
How can I contact you?
Please click here to contact us
http://www.xplodepills.com/faqs.php?edizakaria
INNOVATIVE BLEND OF HEBAL ELEMENTS
Craved for the ultimate Snowman Experience but never wanted to trap yourself in its vicious cycle of bad effects or its never-ending addiction? Or could risk all of that but feared the risk of being caught & landing behind bars forever?? What if you get all the best effects of the Snowman Experience with no strings attached? Think it’s impossible…well it isn’t! Cok-N, an innovative blend of herbal elements, can give you more than just the Snowman Experience but in a licit & safe way. Each capsule is sure to send you to a whole new world where there are no limits or boundaries. Cok-N allows you to unwind & enhances your energy levels like no other paty pill can. Achieve absolute ‘Nirvana’ with Cok-N natural party pills.
SPECIAL FOR YOU....
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MAX PASSION
A cock ring is most often used to make an erect penis harder and bigger, to keep it that way for a longer amount of time, and to delay and heighten orgasm. Cock rings work by constricting blood flow, keeping blood in the shaft of the penis. When a wearer finally does ejaculate, the sensation is more intense, since it took a longer time to come, and because the penis is filled with additional blood.
The MaxPassion Vibrating ring is a perfect gift for him or her, this comfortable cock ring will take your love-making to a whole new level. You'll both get to enjoy stronger orgasms and the special closeness that comes from knowing you've experienced such an intimate time together.
ONLY $9.95
Product Description:
* The MAXPASSION Vibrating cock ring can stimulate the pleasure and sensation in lovemaking, as well as prolong ejaculation, increase the length or orgasm, and intensify the sensation.
* MAXPASSION pleasures both male and female, at the same time.
* MAXPASSION is designed for optimal clitoral sensation, when worn on the base of the penis during sex or can be inserted into the Vagina, or Anus for maximum pleasure.
* MAXPASSION can stimulate a mans sexual arousal and prevent impotence and E.D. in long-term use.
* MAXPASSION can be used with condom or alone.
* MAXPASSION is suitable for all ages.
PLEASE, ORDER NOW!!! ONLY $9.95
The MaxPassion Vibrating ring is a perfect gift for him or her, this comfortable cock ring will take your love-making to a whole new level. You'll both get to enjoy stronger orgasms and the special closeness that comes from knowing you've experienced such an intimate time together.
ONLY $9.95
Product Description:
* The MAXPASSION Vibrating cock ring can stimulate the pleasure and sensation in lovemaking, as well as prolong ejaculation, increase the length or orgasm, and intensify the sensation.
* MAXPASSION pleasures both male and female, at the same time.
* MAXPASSION is designed for optimal clitoral sensation, when worn on the base of the penis during sex or can be inserted into the Vagina, or Anus for maximum pleasure.
* MAXPASSION can stimulate a mans sexual arousal and prevent impotence and E.D. in long-term use.
* MAXPASSION can be used with condom or alone.
* MAXPASSION is suitable for all ages.
PLEASE, ORDER NOW!!! ONLY $9.95
Makes You Feel 18 Forever!!!
Man18 is an invigorating blend of potent herbs and essential ingredients expressly intended to gear you up for an exhilarating sexual performance. Man18 is an OTC non-prescription product which is available in handy strips of 8 capsules.
The best benefit one can get from Man18 is that it works within 30 minutes and its amazing effects can keep you going on for as long as 24 hours. Man18 is a unique formula that gives unbelievable sexual dexterity to perform incessantly. Man18 takes care of all your erectile deficiencies without any humiliating doctor’s visits or nasty side effects.
Choose Man18 today and see your sex-life zoom into the orbit!! Impress the hell out of your partner. Get the confidence, score again and again…
PLEASE ORDER NOW!!!
Recent Testimonials
Man18 really worked for me. Although at first, I was a little skeptical about these pills doing anything about my impotence, Man18 came as a blessing to my boring sex life. Man18 is not like any other anti impotence pill; these pills give me a power punch to stay up for hours and have a lasting sex experience every single time.
Thanks,
Jim
PLEASE ORDER NOW!!!
Comprehend Your UNTAPPED Energy With Each Pill Of FROZEN!
FROZEN is a legal party high that will never make you feel agitated while using it. FROZEN is actually a unique specialty blend of powerful herbs and chemicals. These are sure to bring out your hidden energy and get the grin out of the grind. FROZEN is an alluring pill that also comes in a mini pack giving you the advantage to flaunt it at parties without any care or bother. If you are looking out for a pill solely created for intensifying and quickening your sensations, FROZEN is just that & more. This New-Age party pill is here to blow out your mind & launch you into your world of fantasies.
You won't find harmful ingredients such as BZP & TFMPP in FROZEN. Countries like the USA & Australia have banned party pills that have such dangerous elements. By creating FROZEN we not only give you a better option to these dangerous drugs but also ensure that you have a healthier tomorrow. FROZEN can give you a powerful volt of pure energy that will revitalize your life forever!!!
Get prepared to rejuvenate your dose of pure energy with FROZEN. Fuel up your body & soul with the best de rigueur sensation and give yourself a smooth & incessant high with pure energy. Frozen keeps you full of zip all night long! This ultimate social party pill gives you the best frenzies ever and astoundingly freezes you by its efficacy every time on the dance floor.
Unlike any ordinary herbal highs FROZEN is a semi-synthetic legal high that is prepared from a specialty blend of powerful herbs & chemical compounds which are strong but at the same very safe to have. Try them today & we guarantee that you'll feel the difference without disappointment! CLICK on the dancing people to know more on FROZEN!
ORDER??? http://www.genbuck.com/?id=edizakaria
Stop Hair Loss And Induce Hair Re-Growth, Now …………
Precisely! That’s the reason why Herbofinax is YOUR ultimate solution to Hair loss
Find out why Herbofinax is preferred to stop hair loss:
1. Available online, just a click away : You may order from your home/office, at your convenience, privately and securely. With easy navigation and simple check out procedure, buying Herbofinax will be a delightful experience.
2. No need of prescription: Herbofinax is a non-prescription formula. So, forget about those embarrassing and time consuming visits to doctor.
3. Zero synthetic and harmful chemicals : Herbofinax is made of all natural components like herbs, vitamins and nutrients. They are combined and processed at the optimum temperature and working conditions (as per WHO GMP norms) so that the formula gets encapsulated has its best efficacy, without any side effects.
4. Privacy comes first , in our policies. The orders are discreetly packaged in brown envelops and shipped world wide. Be rest assured for your email and payment details, as it'll never be shared with any third party for any reason.
ARE YOU ORDER? Click This...
Find out why Herbofinax is preferred to stop hair loss:
1. Available online, just a click away : You may order from your home/office, at your convenience, privately and securely. With easy navigation and simple check out procedure, buying Herbofinax will be a delightful experience.
2. No need of prescription: Herbofinax is a non-prescription formula. So, forget about those embarrassing and time consuming visits to doctor.
3. Zero synthetic and harmful chemicals : Herbofinax is made of all natural components like herbs, vitamins and nutrients. They are combined and processed at the optimum temperature and working conditions (as per WHO GMP norms) so that the formula gets encapsulated has its best efficacy, without any side effects.
4. Privacy comes first , in our policies. The orders are discreetly packaged in brown envelops and shipped world wide. Be rest assured for your email and payment details, as it'll never be shared with any third party for any reason.
ARE YOU ORDER? Click This...
NUNEM MAILS
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All Honest Members will be paid
Members
• FREE Membership
• All Emails Worth $80
• $800 signup bonus before 8000 members!
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• $8888 Payout
• $8 referral bonus !
• Fast Payments For Honest Members
• Payments are made via PayPal, eGold, MoneyBookers, StormPay, EvoCash, AnyPay, NetPay, Neteller, E-Bullion, Money Order or check!
• International Members are Welcome!
• Receive eMail on the best products
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• 4 Ref levels of commission under you
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Advertisers
• The most cost effective advertising
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• Advertise to 100% opt in membership
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Frequently Asked Questions
Account Questions:
Am I allowed to have more than one account?
We allow one account per individual. There may be more than one account per household, however each person registering an account must have a separate computer and separate ISP to participate in our program.
How can I log into my account?
Log in at http://www. numenmail.com
How can I cancel my account?
Go to your user info page and at the bottom of the page you enter your username and password, then click cancel.
How can I cancel receiving your newsletters?
Your membership in our program allows numenmail.com to send you email messages and advertisements. You may not cancel receiving email ads from numenmail.com without terminating your membership in our program and forfeiting any and all earnings. Log in to your account and click the "User Account Info." Link. At the bottom of the page you will find the option to "Cancel Account".
How can I change my personal information?
Log in to your account and click the "User Account Info." link. You will be able to edit any of your information except your name and member ID.
I live outside the US, can I join?
Yes, we welcome all international members.
I have Web-TV, can I join too?
Yes, though some programs will not allow WEB-TV users to join their program, we welcome WEB-TV users. Our efficient tracking method allows WEB-TV users full earning privileges.
Earnings Questions:
How much do I earn by participating in paid-emails?
Each advertiser pays a different amount per unique visit. These amounts change frequently so we cannot give an exact amount for each visit, however we do give you a large percentage of the amount we earn.
When can I request payment?
You may request payment after you have earned the minimum payout.
How can I request payment?
As soon as you reach payout, you will see the redemption option appear in your account area, after submitting your redemption request, we will validate your account, and then begin the payment process. You will also have the option to redeem your earnings for discounted advertising with us. When you qualify, you will see what options are available to you in your account area.
When am I paid?
After your payment request is made and your account is in good-standing we will issue payment to you within 30 days.
How am I paid?
Payments are made via PayPal, eGold, MoneyBookers, StormPay, EvoCash, AnyPay, NetPay, Neteller, E-Bullion, Money Order or check!
Referral Questions
How can I refer other members?
You may place a link with your referral url to numenmail.com on your website. You may add your referral url to your email signature. You can give out flyers or advertise in any way you wish except for Spamming.
What is my referral link?
Your personal referral link can be found on your personal "Referral links" page.
What can I earn through referrals?
Members will earn 10% of their direct referral earnings, 8% of their indirect referral level earnings, 6% of their 3rd level referral earnings, 4% of their 4th level referral earnings
Are my referral earnings working?
Yes, it takes many paid emails received by members to have referral earnings show up, even for members that have 100's or 1000's in their downline. Referral earnings are displayed once a referred member has earned their referring member at least 1 full cent. Technically a member with 1000 referrals that have each earned him/her 1/2 cent has earned $5.00 but their earnings will not be shown until an individual member has earned them 1 full cent.
Advertising Questions:
I have a website I would like to advertise, where can I find information on your different programs and costs?
Visit our advertisers section of the website for complete details.
I have questions not answered on this FAQ page, what can I do?
Contact Us and supply as much information as possible so we can solve the problem in a timely manner.
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