How to – Create Spontaneity in Your Meetings So many meetings - so many that are a waste of time! Even when clients know this, I’m rarely asked to help people develop the skills and strategies to create more productive and efficient meetings. Whether it’s a question of an inflexible corporate culture or a lack of openness to learning on the part of meeting leaders, the complaints about meetings abound. At the same time, folks create them, arrange for them, attend them and endure them. I often hear that the best ideas come from those informal discussion people have in the hallways.

That is often the case! And it’s true that many meetings are boring and unproductive. The problem is that meetings in the hallways and elevator lobbies are too spontaneous. You can’t control them and you can’t create them when you want them! The situation with the best potential seems to be a formal meeting with a little planned (or “forced”) spontaneity. Your meetings can be transformed into interesting generators of ideas.

Here are three techniques you can use right now:

Small Group Discussion - Break into small groups of four and assign each group a specific problem or issue to discuss. Appoint someone in the group to keep the conversation focused. Someone else should record the results of the discussion. After a period of time, reconvene into the larger group and ask the recorder to share the results of the discussions.

Brainstorming - This works especially well for groups of about 8. Define an issue and then ask for ideas. Allow no judgments, opinions, negative comments, or criticism or even praise. There should be no discussion of the ideas either. Have someone write out each idea on a white board or flip chart. After the flow of ideas stops, analyze each idea. Focus on how to create criteria for judging the value of each idea. This should help you winnow the list to a few viable ideas.

Problem Polling - Using a white board or flip chart, ask participants to call out the problems or issues that are of the greatest concern for them. Have someone write them where everyone can see them. Don’t discuss or analyze the problems and issues. Don’t interrupt the flow until it stops. Then restate each concern in positive terms. So, “I’m worried about quality assurance” becomes, “Our goal is to improve quality assurance in order to reduce returns by 10%”.  11:07 AM •  0 Comments •

How to – Say No to the Proposal AND Not Reject the Vendor Just about every difficult conversation that people have in business is enhanced tremendously when they can separate issues from personalities and do it convincingly. Conversations that are unpleasant or sensitive are made easier and more effective if you can separate the two – and that holds especially true when you have to say no to a vendor.

You might think to yourself: “Hey, this is business. If feelings are hurt by rejection, that is not my problem; maybe that vendor shouldn’t be IN business,” and you are not wrong. Business is all about the deal that gets made as well as the deal that doesn’t get made. Anyone who takes business personally definitely has a problem. But hurt feelings could present a problem for you as well:

• You might want a proposal from that vendor again in the future. You want them to have positive feelings about you and your organization.

• A teaching opportunity exists in your rejection by communicating what the vendor needs to do in order to get your business. That message will only be received if the relationship between you and the vendor is maintained.

There is no law that says you have to explain why you are not accepting a proposal, but there is a benefit to doing exactly that. Not only is giving a concise reason for selecting one proposal over another the decent thing to do, it is critical if you want to preserve a positive relationship with a potential future supplier. It also helps to educate the vendor about how he or she might serve you better in the future, which could be beneficial to both of you.

Try to communicate your quantifiable, objective target compared to what is in the proposal. Avoid making judgmental statements about personalities, talent or capabilities.

Remember:

1. Say no to the proposal, not the vendor.
“Your proposal for the work was very impressive, Lucy, and it created a lot of discussion. But the approach outlined is too costly and we are going with a scaled-back version. I want to thank you for a great effort and I’d like to call on you in the future. I’m glad we had the chance to meet and got the opportunity to see what your firm can do.”

2. If possible, be optimistic but don’t mislead.
“We've reviewed your proposal but what you propose is not up to our specifications. We’re looking at other vendors, but there is still a month before the deadline. Perhaps you would be interested in reviewing the spec sheet and submitting a revised proposal by the deadline.”

3. If the vendor is way off course, do NOT respond. You could get caught with an unexpected follow up call. While you don’t anticipate wanting to do business with them now or in the future, in business, what goes around comes around. Be firm and decent: “Your proposal came in 50% over our budget limit. That’s a gap that I can’t see myself asking you to close. I went with a proposal that is much closer to our constraints.”  10:37 AM •  0 Comments •

How To - Win at Office Politics I started out my career wishing that Office Politics didn’t exist because I was so bad at playing the game. In the workplace, almost everyone competes for things: opportunities, money, customers, resources, and promotions, face time with colleagues, prestige, recognition, advancement, and power. Because so many people plot and scheme, it illustrates the truth about politicking - it works. So getting better at office politics is critical to survival and success.

TYPES

When it comes to the political game, people can be divided into three types:

The Idealist - focused on work. They don't like politics, work hard, follow the rules, try to do what is “fair” and “right”, and feel frustrated when decisions made are not “fair” or “right”. They end up sounding like organizational martyrs, griping about how unfair things are.

The Schemer - often arrogant, sometimes a bully and always with a clear focus on what is best for them. They climb over others, manipulate, deceive and exploit people and situations to get the upper hand.

The Pragmatist - respects the rules and gets that the unofficial rules of politics can be more important. They know that decision makers have both personal and professional buttons that need to be pressed.

Politicking describes the act of examining business relationships and learning how to influence others more effectively. It means using informal AND formal channels; and that isn't always a bad thing. Understanding politics and knowing how to exert a little influence can help you pull people together and achieve outcomes that are in the firm's best interest.

DON’T
• Be completely candid with anyone, any time, no matter where, when, or who might be listening
• Focus only on your needs, goals, and objectives
• Believe good work trumps alliances and relationships
• Blow your own horn
• Use people and steal ideas

DO
• Be aware of the pecking order, the organizational chart, friendships and alliances
• Pay your dues
• Align with people who are successful
• Identify the sharks and develop a survival strategy
• Know what the goals are of others and support their efforts
• Make people aware of your accomplishments and give credit to others
• Be aware of (and prepare for) the consequences of your actions

Office politics is a lot like the national political scene. You can play the game, learn to play it well, or get left behind. It's completely up to you.  9:51 AM •  0 Comments •

How to - Use Small Talk to Get Big Outcome Small talk, cocktail chatter, kibitzing – it’s the communication staple of networking. Many people confess that they are not very good at it; so they end up either avoiding it completely, talking on and on about things that hold no interest for anyone, or making a sales pitch as soon as they are introduced.

Shooting the breeze EFFECTIVELY is strategic and focused. You can use small talk to help develop a team, create and strengthen your relationship with colleagues, obtain leverage to help secure support or simply make your relationships more pleasant.

If you enjoy the art of making conversation, it is probably because you like learning about other people. However, many people simply enjoy hearing themselves talk! Not that there is anything wrong with that, but if you want to harness the power of small talk, enhance your relationships, or improve the work environment you will have to give up listening to yourself and begin learning about others.

Engage Them

Reduce the amount of declarative sentences you say and increase the number of questions you ask. Shift from “Hey Donna! I just saw the new Indiana Jones movie over the weekend,” to, “Donna, do you like movies?”

You already know what you like and don’t like. Rather than use up valuable air time repeating what you already know, use small talk to learn something new. If knowledge is power, then the more you know about Donna, the stronger your basis for communication with her.

Small talk allows you to learn the wants, needs, goals, desires, thoughts and hot buttons of the people with whom you work, and those with whom you want to work. The more you know about these folks, the more effectively you can communicate with them.

It is to your advantage to appeal to the self interests of others, and small talk is the vehicle that can help you learn about those interests.  10:46 AM •  0 Comments •

How to – Find Your Authentic Focus In this face paced, over scheduled, shoot from the hip, need it yesterday world, can you find the focus to integrate your true passion, genuine value and talents into the life you are living? How can you use your true nature, your genuine self to your advantage?

It does not require purchasing the latest business success best seller; nor should you seek out a professional guru or therapist to lead you to meditate on your inner soul. You simply need to be honest with yourself and do some self analysis.

• What are the things that have come easily to you?

• What are the accomplishments in your life of which you are most proud?

• What are the contributions you have made to the lives of others or in your organization?

It you don’t feel passionate about what you are doing or connected to your goals and objectives, it may be because you are chasing the wrong dream. For your focus to be a genuine one you need to not only think that it is something you want; you need to truly feel that it is what you want. Your focus is something that you should know (or your employees should know) beyond a shadow of a doubt is right because it is something that can be achieved by leveraging your strengths.

Once you have identified your authentic focus, it is important that your actions and words are in alignment with it. It can actually make life easier because once you have a clear and authentic purpose, your behaviors and decisions should become aligned with that focus. It eliminates battles and indecision because your efforts and energies are in alignment with a clear path toward outcomes that are now evident and obvious. Every decision, action, and word should be moving you in the direction of progress toward goal attainment.

If you are not sure if your focus is authentic, some introspection may be in order. Examine your current focus and see if it is a goal that you truly need, desire, and can attain. Do you feel good about what you are doing? Are you focused on success and what is required to attain it? Do you have the stamina to maintain your enthusiasm for it over time?

Take a few steps back and see if what you are doing in your everyday life is moving you in the right direction. Your valuable commodities of energy, intellect and talent should be aligned with your goals. If you can say that you are in alignment, then you have found your authentic focus.  7:38 AM •  0 Comments •

How to – Manage the Boss Once upon a time (also known as the “old days”), most companies operated from the top down. The boss told you what to do, and you did it. Today, employees don’t often wait for the boss to make the decision. With the pressures and constraints the boss is working with in our current economy, employees need to work together with their boss, not simply for their boss.

What that requires from employees is a skill set that allows them to manage their boss effectively. Communication is an essential part of managing another person. It also entails understanding the world in which they operate, their needs as an individual, their strengths and weaknesses, and the pressures and constraints they deal with on the job.

How can you develop this essential skill set?

• Spend some time observing the boss. What do they do well? What areas are they weak in?
Then: Anticipate the weak areas so that they do not cause you a problem. If they are terrible at meeting deadlines, start asking for what you need earlier than when you actually need it.

• Talk with your boss about goals. Learn about their priorities. Ask them to identify the critical issues in the department.
Then: Ask how you can help the team with those things.

• If your boss (or you) telecommutes or spends a fair amount of time out of the office, you have less time for your relationship and more time for work. Your boss may have a lot of priorities and you are only a small piece of them. Make sure you have a regular time to connect.
Then: Always have an agenda for your regular time together so you are getting information you need to have, not just receiving information.

• Figure out your boss’ style, pace, energy and likes. Are they a morning person? Do they like reports, emails, voice mails or meetings? Are they fast paced or slow and methodical?
Then: Match their energy. Every time you do, you are creating rapport.  2:45 PM •  0 Comments •

How to - Leverage Online Networks for Marketing 95% of my business is obtained through word of mouth. It is one of the most effective sources for business referrals for consumers and businesses. The new virtual networks may not reach the massive numbers that advertising or national publicity do, but they can be very effective tools in reaching prospective customers; and you can establish perceived competence and reinforce your brand.

Use social networks to market your company and you. Try these strategies:

Establish Expertise. If part of your marketing strategy is becoming known as an expert in your field, social networks provide a more accessible outlet than the usual media. You can speak up in a discussion forum or blog and reach hundreds or thousands of people. Say something useful, original, or profound and you may get and linked up, reaching even more people.

Do Some Market Research. Participate on online communities and discussion groups to learn about prospective client interests and reactions. You’ll find a candor rarely found in focus groups and surveys.

Build and Reinforce Your Brand. Every signature in your e-mail, on the Web, and in your online profile is a chance to reinforce your brand.

Ignite Word-of-Mouth Buzz. Do you have a new product or service? Word-of-mouth on the part of satisfied customers is a great way to establish your competence. Social networks are a good place for "buzz" and if a prominent blogger in your field likes what you sell, say or do, you can create a powerful advocate.

Associate Yourself With a Not-for-Profit Cause. People are often more willing to gather around a cause than a company. This allows you to connect with people beyond the traditional avenues.  8:18 AM •  0 Comments •