Podcasts about subordinates

Before Shinya Katanozaka became President of ANA Holdings he came up with a genius idea.  Allow the passengers to order breakfast, lunch and dinner whenever they pleased.  Passenger surveys showed the clients were in full agreement.  What the boss had not anticipated was that passengers would order the meals immediately on take-off, making it impossible to deliver on the promise.  The plan was soon scrapped. The point here is not about being willing and unafraid to try new things, in order to differentiate ourselves from the hoi polloi of the competition.  That courage and motivation is exemplary.  The real issue is that no one inside the ANA organisation told him the “Emperor Has No Clothes”.  When you have dynamic leaders, you often get the “success at all costs no matter what” dynamism, that comes as part of their personality package.  They are mentally strong, persuasive, disciplined, hard working, intolerant of weakness, tough, masterful and basically a handful for everyone around them. As leaders in Japan, one of our biggest fears is ignorance.  We may come up with a genius idea that is actually rubbish. The age, stage and power hierarchy here ensures no one wants to stand out by “speaking truth to power”.  Subordinates learn quickly that taking personal responsibility for anything is a risky business.  You become a powerful advocate for your own opinion, you are ace at debate, you can wrangle with the best of them to get your way.  Hasn't that been your formula for your massive success so far?  Why change what is working? If the people around us don't feel the trust to speak up, without being decimated by our forceful personalities, then we will keep on building our ladder higher and higher, better and better up against the wrong wall  Listening to others is a new skill for most bosses, so it will take time to bed it down.  The key is to slooooow down.  To give our 100% concentration to the person in front of us.  To really listen to them for a change.    We have built up a reputation of not listening, of being the bulldozer, of pushing through regardless and of being oblivious to dissenting opinions.  This will not get turned around in a day.  This is the work of months of effort.  This must become the new behaviour change we need to install, if we want to draw on the full power of all the opinions at our disposal.  Here is the real crunch point – we have to become more humble about the validity of our own judgment and experience.  Got it boss?

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PREVIEW: DIPLOMACY: VENEZUELA: Colleague Mary Kissel, veteran of OSS (Office of the Secretary of State), on the necessity of treating rogue Venezuela as linked to peer adversaries China and Russia and their subordinates in the Western Hemisphere, Cuba and Nicaragua -- and that Chinese money is everywhere in the New World. More tonight. undated Caracas

There are signs of growing distrust in the alliance between Russia and the Chinese Communist Party (CCP). The two countries signed a “no limits” agreement around the war in Ukraine, and are moving to create a new security alliance similar to NATO. Yet the CCP seems to be concerned. Russia is playing the subordinate in the relationship, and as the two move forward, old tensions over who's in charge seem to be emerging. We'll discuss in this episode of Crossroads. Views expressed in this video are opinions of the host and guests and do not necessarily reflect the views of The Epoch Times.   ⭕️

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Leaders, beware the banality of thoughtlessness.---Pick up your copy of 12 Rules for Leaders: The Foundation of Intentional Leadership NOW on AMAZON!Check out the 2022 Leadership Lessons From the Great Books podcast reading list!---Subscribe to the Leadership Lessons From The Great Books Podcast: https://bit.ly/LLFTGBSubscribeCheck out HSCT Publishing at: https://www.hsctpublishing.com/.Check out LeadingKeys at: https://www.leadingkeys.com/Check out Leadership ToolBox at: https://leadershiptoolbox.us/Contact HSCT for more information at 1-833-216-8296 to schedule a full DEMO of LeadingKeys with one of our team members.---Leadership ToolBox website: https://leadershiptoolbox.us/.Leadership ToolBox LinkedIn: https://www.linkedin.com/company/ldrshptlbx/.Leadership ToolBox YouTube: https://www.youtube.com/@leadershiptoolbox/videosLeadership ToolBox Twitter: https://twitter.com/ldrshptlbx.Leadership ToolBox IG: https://www.instagram.com/leadershiptoolboxus/.Leadership ToolBox FB: https://www.facebook.com/LdrshpTl

Dimes and Judas discuss Donald Trump becoming a White-Collar Felon, Fauci admitting in court most Covid rules were just made up, and a very special Movie Korner reviewing the libtard apocalypse fantasy, Civil War. After reviewing the fallout from the legendary Boomer V. Zoomer panel, they dive into the esoteric depths of interdimensional technology wars with the book “CCRU Writings 1997-2003.” There they explore the blurred lines between fiction and reality put forth by the renegade academic institution, including the secret society battling Lemurian demiurge across time and how geotrauma lets you explore the universe by descending into the Earth. If you've ever wanted to lose your mind, now's the time! Lastly, on this edition of The Copepranos Society, Dimes guests on the literary showcase “Canon Fodder” where he and T.R Hudson share their love of Norm Macdonald's semi-autobiography “Based on a True Story,” woven in with generous tangents concerning Norm's life, career, and the standup era he dominated. It is all perfectly balanced and vivid, so do yourself a favor and do yourself more favors. Timestamps: 00:00 – Dimes Had His Back Blown Out by a Bad Haircut 09:32 – Losing Control of the Online Community to Pushups 13:05 – The My Way Killings 16:23 – Anthony Fauci Admits Covid-19 Rules Were Made Up, How to Execute 22:18 – The ATF Kill an Airport Man, Excused by Bureaucracy 32:35 – Is it Better to Kill Someone's Subordinates or Imprison 3 Generations of their Family? 34:16 – Trump is Now a White-Collar Felon, More Popular Than Ever 50:32 – The Pierogi Barometer for Ukraine Military Success 54:35 – Movie Korner: Civil War 1:24:54 – Show News 1:26:43 – Boomers v Zoomers Livestream Panel Recap 1:47:23 – “CCRU Writings 1997 – 2003” Discussion Begins 1:50:23 – The Concept of Hyperstition 1:51:41 – Afroatlanteanism 1:55:11 – The Importance of Trauma in Post-Left Writing 1:57:43 – The History and Focus of CCRU 2:01:47 – The Character of Vaspyrov and Miskatonic Virtual University 2:04:16 - Architectonic Order of the Eschaton and Occult Time Manipulation 2:09:02 – The Structure and Initiations of the AOE 2:14:39 – Axsys and the Noosphere 2:17:19 – Tic Systems 2:18:43 – Geotrauma 2:20:56 – Breaking Free from Sequential Time 2:25:21 – Cybergoths, the Crypt, and the Unlife Lurking in Cyberspace 2:29:01 – Lemurian Pandemonium 2:33:00 – A 21st Century Post-Ideology 2:35:55 – Canon Fodder Interview Begins

>> AI Generated: The importance of protecting and preserving good actions is emphasized in Islam, including the signing of the night to create darkness and the use of the word Islam to describe the process. The process involves individuals showing their behavior and showing their actions to the boss, and is expected to lead to the release of evil records and rewards. The importance of following Islam's instructions and reciting the holy holy holy holy holy holy holy is also emphasized, along with the historical context and meaning of the Quran. The importance of not harping on small talk and not letting anyone turn away from the Lord is also emphasized, and the need to live by the will of Allah is emphasized. Finally, the importance of reciting the Quran and not being caught in Yojtoos is emphasized.

This month, you might achieve fame due to your charitable endeavors. Freshers may get good jobs. Some may clear competitive exams and secure government jobs. Health issues related to the knee joints and legs may bother you. Debts and litigation are likely. Opponents may try to create problems for you. Subordinates will help you finish your tasks. Clients could also support you. There may be growth and success in education. It is a good time for lovers. However, married couples could face some issues. You may recover from health issues related to sinuses and allergies.   If you would like to find out more about your chart or have a question about astrology you would love the answer to, please do connect with us at www.astroved.com Follow AstroVed on IG, Twitter, and FB @AstroVed 

In this episode, my guest is Dr. Kay Tye, PhD, Professor of Systems Neurobiology at the Salk Institute for Biological Studies and a Howard Hughes Medical Institute (HHMI) Investigator. We discuss the neural circuit basis of social interactions and loneliness. We also discuss how animals and people establish themselves in a group hierarchy by rank and how the brain responds to dominance and subordination. Much of our discussion relates to how social media impacts our sense of social connectedness or lack thereof. The topics covered in this episode are directly relevant to anyone interested in the neuroscience of mental health, work-life balance, abundance versus scarcity mindset, and interpersonal dynamics. For show notes, including referenced articles and additional resources, please visit hubermanlab.com. Thank you to our sponsors AG1: https://drinkag1.com/huberman Eight Sleep: https://www.eightsleep.com/huberman Levels: https://levels.link/huberman LMNT: https://drinklmnt.com/huberman InsideTracker: https://insidetracker.com/huberman Momentous: https://livemomentous.com/huberman Timestamps (00:00:00) Dr. Kay Tye (00:02:39) Sponsors: Eight Sleep, Levels & LMNT (00:06:40) Amygdala; “Valence” (00:12:43) Novelty; Reward & Punishment Response (00:20:06) Amygdala & Hunger; Social Interaction (00:26:21) Social Media & Social Connection; Tool: Email & Time Management (00:35:03) Sponsor: AG1 (00:36:30) Social Media; Friction & Feedback, Leadership (00:43:44) Social Isolation, Harlow Experiments, “Loneliness Neurons” (00:51:47) Social Homeostasis, COVID-19 Pandemic & Loneliness (01:01:29) Quality of Social Contact, Social Homeostasis, Social Media (01:08:40) Sponsor: InsideTracker (01:09:42) Social Media, Relationships; Social Isolation & Exclusion (01:18:26) Empathy: Friend vs. Foe (01:28:40) Background & Empathy, Diversity, Emotional Regulation (01:34:34) Abundance vs. Scarcity Mindset (01:37:22) Social Rank & Hierarchy, Sibling Order, Development (01:45:54) Dynamic Hierarchy; Dominants vs. Subordinates; Mentors (01:55:32) Psychedelics: Research & Mechanisms; Psilocybin (02:06:28) Work-Life Balance, Fitness & Extracurriculars (02:11:56) Personal Life, Diversity, Happiness; Typical Day (02:15:42) Science & Academia; Future Directions (02:23:48) Research & Science Outreach (02:28:48) Zero-Cost Support, Spotify & Apple Reviews, YouTube Feedback, Sponsors, Momentous, Social Media, Neural Network Newsletter Disclaimer

This Ain't the Boy Scouts – U.S. Army Major General Matthew D. SmithIn this episode of Moments in Leadership, Army Major General Matthew D. Smith and host David B. Armstrong discuss the early parts of his life and career, concluding with his time holding battlespace in Afghanistan without a workup cycle to support that style of operation. His insights offer a different spice to the typical Moments in Leadership ranks as they take into account both National Guard and U.S. Army perspectives. Listeners will hear similarities across this discussion with other Moments in Leadership and will reinforce core leadership traits.  Understanding the difference between child's play and the real consequences of actual leadership is one of the first hurdles a military leader must overcome in their journey. A leader has real responsibilities, ethically and legally, to uphold and must be ruthless in carrying them out, as literal lives depend on it. School and training courses can only prepare you so much and you must learn both academic and practical skills. The only thing you can't get back is time. Leaders need to learn from those who have gone before them and not make the leadership mistake of making a mistake someone learned before you. Being liked is a good skill to have as a leader but being liked is not the end goal of leadership. Subordinates will take care of leaders who take care of them and let those who believe they are ‘above it all' be all alone above them. Subordinates' perspectives should be taken into account, but mission success does dictate all. This is a balancing act and an enduring one leaders must undertake. Standards are standards since they are non-negotiable and are often written in others' blood. To rebuild an organization, one must work on building from the ground up and reinforcing the basics, regardless of what they are, and reinforcing the ‘why' behind the ‘what'. Major General Smith concludes with the importance of understanding the purpose, or goal, of a mission being more important than the task, or how, of the mission. He further discusses how understanding the subordinates below you and how the application of a ‘Napoleon's Corporal' is crucially important to success as they are the lowest echelon to carry out the actual mission and need to understand the stated purpose.  This episode builds off previous Moments in Leadership and shows how core traits of leadership and followership are universal, even in the U.S. Army.   Thank you for supporting the project (below) Please consider supporting this project on Supercast: Moments In Leadership Supercast  Want to support the project AND look cool at the gym or when you take your blouse off for a working party? Grab a cool tee shirt here from Mission Essential Gear, where every order supports this project AND donates back to Patrol Base Abbate  Relevant Resources & Other Mentioned Episodes:LtGen David Bellon and the 20th Sergeant Major of the Marine Corps, SgtMaj Carlos Ruiz – A Command Team Briefing to Alpha Company TBS 2022 (themiloffice.com) Vice Admiral (Retired) William R. Merz, USN – At 1000 Feet, Leadership Can Crush You (themiloffice.com) What is Moments in Leadership?Moments in Leadership is a podcast where you will hear firsthand about the careers of senior military leaders as they share their unique and individual experiences. Moments in Leadership will immerse you in real-life stories where you will learn about the challenging situations these accomplished leaders faced and discover the lessons they learned early in their careers that were the most influential in developing their overall leadership style.  Conceptualized by a group of friends who served together as young officers in the early to mid-1990s sitting around a firepit telling funny leadership stories, Moments in Leadership is designed to provide some relatable context to the formal leadership training leaders of all ranks and services receive throughout their military careers through the power of storytelling. Why Should You Support this project? I realize all of the leaders who listen to the episodes are at different levels of life, and my goal is to be able to have this project remain free and available to anyone who wants it and your donations help go towards that. Your donations go towards offsetting my costs of producing high-quality episodes. Additionally, since this is a part-time hobby project for me, I'm forced to outsource a good deal of work to others to maintain a regular publishing schedule. Your donations help offset these costs as well.  Check out my Supercast site and see if any level is a good fit for helping:  Connect with Us:Visit the Moments in Leadership website: Follow us on Instagram: Follow us on Twitter: Email us: themiloffice@gmail.com Other Podcasts Interviews with David B. ArmstrongScuttlebutt Podcast EP 38Former Action Guys Podcast EP 161 Former Action Guys Podcast EP 141 Former Action Guys Podcast EP 60 Former Action Guys Podcast EP 54  About the Host:David B. Armstrong, CFA, is President and Co-Founder of Monument Wealth Management, an independent wealth management firm he started in 2008 in Alexandria, Va. David received his BA from the University of South Carolina in Government & International Relations and his MBA at the University of South Carolina's Moore School of Business in International Finance. He was commissioned as a Second Lieutenant through the Navy ROTC program and served on Active Duty in the Marine Corps from 1990-1997 as an Artillery Officer and then received a secondary MOS as a Tank Officer. He re-entered the Selected Marine Corps Reserves in 2003 and served in several billets across the Artillery, Tank, and Light Armored Reconnaissance communities. He retired as a Lieutenant Colonel in late 2018. 

Paul Subordinates-Working to Support Himself

Series: Ephesians Speaker: Samuel Simanjutak Sermon points: 1. Subordinates embrace an ethic of excellence 2. Superiors embrace an ethic of equality 3. Because both have an eye on eternity

In this episode of "I See What You're Saying," I have the privilege of sitting down with retired Brigadier General Michael Longoria to delve into his remarkable career in the US Air Force. Join me, your host Michael Reddington, as we explore the many fascinating aspects of his journey.During our conversation, Longoria shares captivating stories about his experience recruiting for service academies and highlights the precision and significance of dropping bombs in combat. We also delve into the concept of the "fighter pilot debrief," understanding its crucial role in learning and improving.Furthermore, we discuss Longoria's involvement in capturing high-value targets in Iraq and the complex dynamics surrounding such missions. He provides insights into his time working for the White House National Security Council staff under Bill Clinton, shedding light on the unique challenges and responsibilities that come with such a role.Throughout the episode, we uncover the diverse roles of the Air Force, including airlift operations and fighter/bomber missions. We emphasize the significance of listening to all sources and fostering open and disciplined discussions on public policy issues.Join us for this insightful conversation as we gain a deeper understanding of the US Air Force, the intricacies of military operations, and the importance of effective communication in shaping public policy.Timestamps(00:03:55) Parents encouraged academy dreams despite skepticism.(00:11:21) Car accident leads to academic struggle, service role.(00:18:06) Recruiter role: youth, process, persuasive ethos.(00:26:27) Air Force flies planes, satellites, and cyberspace.(00:33:00) Precision in combat with experienced aviators.(00:43:56) Fighter pilot debrief: focused on mission success.(00:52:36) Trust relationships vital in successful warfare.(01:07:21) Rhetorical situation: study it, know it.(01:12:51) "Worked at White House advising on crises."(01:31:03) Leaders listen to all, not just good news.(01:38:55) Guest thanks, discount codes, and sponsors.Links and ResourcesLloyd Bitzer, The Rhetorical Situation: Bitzer(1968).pdf (uwaterloo.ca)Sponsor LinksHumintell: Body Language - Reading People - HumintellEnter Code INQUASIVE25 for 25% discount on your online training purchase.Emotional Intelligence Magazine: HOME | Emotional Intelligence Magazine + (ei-magazine.com)International Association of Interviewers: Home (certifiedinterviewer.com)Podcast Production Services by EveryWord Media

Sgt. Brandon Burnett and Master Sgt. James Carmichael join the NCOJ Podcast to discuss their philosophies on leadership based on Sgt. Burnett's article, "The Importance of Empowering your Subordinates."

Christ commands faithful bondservants to sincere obedience, promising them temporal and eternal rewards, even in the midst of worldly despair. -Sermon Outline- -I. The right heart for bondservants -v. 5-6a-.-II. The true master of bondservants -v. 6b-7-.-III. The great promise to bondservants -v. 8-.

Bob knew from a young age that he wanted to serve as Soldier. Every step of the way he learned leadership lessons, from showing initiative as a private, to preparing instructors, to mentoring future lieutenants. Leadership isn't just supervising tasks, it's about building teams and developing those around you.

Christ commands faithful bondservants to sincere obedience, promising them temporal and eternal rewards, even in the midst of worldly despair. Sermon Outline: I. The right heart for bondservants (v. 5-6a).II. The true master of bondservants (v. 6b-7).III. The great promise to bondservants (v. 8).

Luke 10:17-20 Satan is: Real Magnificent Guilty of Making the Worst Choice Not the Opposite of God Focused on his Agenda

Tim and Gordon continue their conversation on The Five Omissions of Reward Centered Leaders from The Motive by Patrick Lencioni, with Omission number 2, managing subordinates.

The last advice of the Holy Prophet ﷺ Part 9. Once the Holy Prophet ﷺ was going somewhere. On the way, he saw Hazrat Abu Zar Ghaffari (may Allah Ta'ala be pleased with him) scolding his slave. That slave was Habshi (of African origin) so he was saying to him, “O' Habshi, you are doing this.” When the Holy Prophet ﷺ heard these words, he said, “O' Abu Zar! It seems like you still have some habits from the days of Jahiliyah (ignorance). That is why you are addressing your slave as O' Habshi.” Hazrat Abu Zar Ghaffari RAA started crying upon hearing these words, and even later he used to remember again and again that the Holy Prophet ﷺ had said this about me. Once Hazrat Siddiq Akbar (may Allah Ta'ala be pleased with him) was scolding one's slave and saying some curse words to him. When the Holy Prophet ﷺ heard this, he said; “You are a Siddiq and you also curse! By the God of Ka'abah both of these traits cannot be combined together.” Meaning that a person cannot be a Siddiq and also be cursing other people. If a person is a Siddiq he cannot curse other people, and the person who curses other people cannot be a Siddiq. Hazrat Siddiq Akbar RAA trembled upon hearing this and freed not just the slave he had been cursing but also many other slaves.

The last advice of the Holy Prophet ﷺ Part 6. English translation of a talk by Mufti Taqi Usmani DB The third advice the Holy Prophet ﷺ gave at the time of his parting from this mortal world, was related to the (Huqooq al-Ibad) Rights of People. He said; وما ملکت ایمانکم By using this word, the Holy Prophet ﷺ has cautioned people to be especially mindful of the rights of those people who are your subordinates, and who Allah Ta'ala has given you some sort of authority over. He emphasized it because people who are equal in status, do not hesitate in demanding their rights. But the person who is someone's subordinate, cannot always demand his rights forcefully because of the status difference between him and his bosses. Sometimes he believes in his heart that he deserves more, but cannot demand so because of fear of consequences. Therefore, unless you have fear of Allah Ta'ala in your heart, and you are mindful that you have to fulfil his rights, then you will not be able to discharge his rights due towards you fully and completely.

Hour 3: The Greg Hill Show is joined by Christian Fauria to discuss the current state of the Patriots offense. Then Greg gives away the final gift for the 12 Days of Twitchmas.

This week, we dive into the headlines and find a disturbing thread at the top of most of the feeds: We're shooting each other. Both firearm examples today are from the great state of Texas while the honor of having a Battalion Chief punching a subordinate falls to Pennsylvania.First, we visit the parking lot of the Palestine TX Fire Department where one member was so excited to show his gun to a buddy he forgot to make it safe first. This led your hosts on a tangent (I know, big surprise) about firefighters carrying weapons on duty.Then we talk about the PA Fire Chief who "slugged" a subordinate at the scene of a fire, apparently over a command decision.Then to wrap it up on a positive note the guys discuss an Officer shot with a live round at a training exercise at a school being released from the Hospital.This week, we cover:Should firefighters be carrying loaded weapons on duty and why or why not?Procedures for ensuring a safe exerciseThat there was far more to the relationship in PA than professionalism (or lack thereof)That Justin was dared to start a spreadsheetSupport the showJoin our Facebook Community!Buy us a beer!Email Us! (Justin or Jason)Thanks for listening and please share the show!

I had a conversation with a friend in leadership at his company about a situation he was angered by when his employee made a move that wasn't in alignment with how the company typically operates, but was a good move for the company.  I questioned my buddy's leadership intent.... In this episode, we'll discuss: The importance of Self Checkups The most important question to ask yourself Getting an Outside Perspective 

Today host John Laurito talks about the importance of asking questions, especially the right ones. Subordinates don't often open up to leaders, especially when their personal lives affect their work. One overlooked skill of leaders today is asking questions. By asking questions as a leader, you also communicate that questioning is important. You'll inspire people to identify new opportunities and ask for help when needed.Show notes:[0:46] For today's riddle…[1:23] The scenario[4:50] Keep probing and ask questions[8:40] OutroSend your answers to today's riddle to 860-573-7230 or to john@lauritogroup.comGet a copy of Tomorrow's Leader on Amazon https://tinyurl.com/huseae9hText LEADER to 617-393-5383 to receive The Top 10 Things That The Best Leaders Are Doing Right NowFor questions, suggestions, or speaker inquiries, contact me at john@lauritogroup.com

OPEN HEAVENSMATALA LE LAGI MO LE ASO TOONAI 25 IUNI 2022Manatu Autu: Ia A'oa'oina mai e Laiti ifo ia te oe  (Learn From Your Subordinates)Tauloto – Tusi Paia: Faataoto 1:7 7O le mata‘u i le ALI‘I, o le amataga lea o le poto; ‘ae ‘ino‘ino tagata vālelea i le poto ma le a‘oa‘oina.Faitauga - Tusi Paia: 2 Peteru 3:14-16Upu FolafolaAua ne'I e vaai maulalo I se isi e fautua atu ia te oe pe a e iloa e iā te ia le poto e mafai ai na si'itia oe I leisi tulaga I luga atu. Ua tatou iloa I la tatou upu tauloto o le asō na o tagata vālea e inoino I le poto ma le a'oa'oina. Ou te manatua ina ua a'e mai feso'otaiga fa'a nei ona po, o lo'u atali'I laititi na o'u fai i ai e a'oa'o mai a'u. O lo'u atali'I lo'u faiaoga I le vaega lenā o le olaga. A'o o'u I aoga maualuga sa ou mana'omia le fesoasoani I le gagana Peretania. O aso na I le suega e ta'u o le (Cambridge exam) lea ua sui I le (Suega o le Tusipasi o aoga maualuga) fai mai Peretania pe A+ isi uma au mataupu ae a lē pasi la'u Igilisi e te lē pasi I le suega. Na o a'u o se tamaititi mai tuā leai sesi o lo'u aiga sa iloa se upu Igilisi, na o'u mautinoa o'u te mana'omia le fesoasoani.  Sa I ai se tamaititi I le aoga na ola mai I Peretania ma iloa lelei le gagana fa'a Peretania peita'I e laititi o'u te matua ai. Sa o'u alu fa'afetaui ma fa'I I ai e a'oa'o mai a'u I le mataupu Igilisi. Na o'u fai fo'I I ai e maua loa sa'u tupe faatau ni ana pinati. Na fesoasoani mai le tama e a'oa'o le gagana Peretania ia te a'u ma pasi ai la'u suega. I luga o le pepa o le faasilasilaga o le faaiuga o le suega e te lē vaai I se igoa o seisi na fesoasoani ia te a'u, pau le mea tāua ia pasi le suega ma fa'aauau le aoga. Aua ne'I e manatu faamaualuga e fesili I ē laiti ifo ia te oe. O le mea moni o le tupulaga laiti lea fa'atoā tutupu a'e e I ai latou mea faigaluega tatou te le'I maua I lo tatou taimi. E tele auala e faigofie ai ma mafai na latou aoaoina le poto nai lo tatou. A tatou maua latou auala tu'u fa'atasi ma le tamāoaiga o lo tatou poto masani o le a mautu ma lelei mea tatou te faia. Talitonu mai ia te a'u, e lē taulia po'o ai na e iloa ai se mea, pau le mea tāua o lou maua o le poto mana'omia e agai ai I luma lou olaga. I le tatou Tusi Paia faitau o le asō o lo'o ta'u mai ai e ui na muamua galue Peteru I le galuega a le Atua nai lo'o Paulo na ta'utino e Peteru ua foa'iina e le Atua iā Paulo le poto e laugaina ai aoaoga loloto o le faaolataga. Tu'u ese loa manatu faamaualuga ae a'oa'o mai isi tagata e o'o I ē laiti ifo ia te oe ina ia fa'a auau ai pea na si'itia oe. I le suafa o Iesu, Amene.

In this episode I explain a true story about how I along with another navy officer paid back our EXECUTIVE OFFICER or XO, for being an asshole 24/7 onboard our ship. This is a great didactic story for all senior officers, in fact, all officers and enlisted to learn from...simply BE NICE to your subordinates because if you are mean or ruthless thinking YOU have the upper hand. Life will hurt you in many ways for your evil. The old adage of "PAYBACKS ARE HELL" is alive and well in the TRUE STORY of Navy life at sea.

“The Devil Is In The Detail” saying, reflects ancient wisdom about taking careful notice of small things.  E-mail surges, flat surfaces groaning under the weight of paper, meetings back to back from dawn to dusk, ring tones, beeps and assorted intrusions from digital devices we carry on our person 24 hours a day - this is the modern life.  How easy it is for us to become overwhelmed by all the detail and in the process unknowingly unleash a number of Devils.   The best answers to these types of dilemmas is to work on our time management, especially prioritisation and that other partner in crime – delegation.  Surprisingly, many of the executives I train or coach do not sufficiently plan their days. They are commencing their days hammering way on whatever random emails landed in their inbox overnight.  They troop off to a barrage of meetings and then race back to attack the newer emails which slipped through during their absence or which could not be knocked over, surreptitiously, on their device during the meeting.   Stop kidding yourself.  “Your time is all you have and time is life”.  Set goals, so you have a direction.  Set a vision so that you have a philosophy about WHY you are doing it all.  Boil both down to tasks to be completed on a daily basis, arranged in a pecking order from most to least important and only start with the number one priority.  We can't do everything each day, but we can do the most important thing.  Be adaptable to change the order, as the day unfolds, but stick with the self-designated tasks.  Move unfinished tasks to the next day's list and start again with the application of priorities, as they will vary from day to day.  Do this every day and life becomes a lot more productive and the feeling of being in control starts to enter your soul.   The other bear trap for executives is delegation - usually poorly understood and even more poorly executed.  Delegation is a misnomer for many executives, because the correct word is dumping, not delegation.  This means shoveling the “whatever” off your desk on to some poor unsuspecting soul's work pile.  It means no supervision until the date of completion and then the teeth nashing, hand wringing and ear steam come into evidence, as you discover either it is not ready or even worse ready, but the   Delegation needs two key steps to be actually worthy of being referred to as delegation.  It needs a communication piece with the delegatee, where the purpose of the delegation is explained as being there to help that person's career, by exposing them to the type of tasks they will need to do, to rise through the ranks.    The other discipline is checking on progress.  There is a delicate balance to ensure checking doesn't slip into micro managing, but nevertheless there must be checking.  The obvious A to B route for any project sometimes takes a detour in the hands of our subordinates, who decide that A to Q makes more sense to them.  We need to pick that up early so we don't see the task wander off piste.   This is all good in theory!  Annoyingly, our busy life interferes with the checking component and we easily stray into dumping territory. Often, we later find projects or tasks have gone awry and serious amounts of effort are then need to be devoted to their recovery.  Creating templates for follow up can help.  Rather than relying on memory (an increasingly unreliable ally as we get busier) we have a series of templates for meetings.  The template nominates what needs to be addressed in the conversation, so that nothing gets missed.  Subordinates get consistency of management and realise the boss is not dropping the ball, so no shortcuts or deviations will be slipping though unnoticed.  We usually only need to make the templates once.  Keep them handy and life gets better very quickly.

"Be considerate, treat your subordinates right and they will literally die for you." General Arthur Hyman In this podcast we cover: How you should treat your people The difference between consequences, respect, and punishment If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode.  And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two 

But she blames male subordinates to try and escape responsibility

As leaders in Japan, one of our biggest fears is ignorance.  We may come up with a genius idea that is actually rubbish.  The age, stage and power hierarchy here ensures no one wants to stand out by “speaking truth to power”.  Subordinates learn quickly that taking personal responsibility for anything is a risky business.  Better to make it a group decision, so that the blame evaporates and never settles on any one person in particular.  There are plenty of parents of success in Japan and also plenty of orphans, when it comes to failure.    Take a look at what happened with the original Olympic Stadium design for Tokyo for 2020.  It was almost impossible to locate anyone who was responsible.  The current excitement about the toxicity and design of the Toyosu site for the new fish and vegetable markets is another textbook case study where no one seems responsible.   So the odds are stacked up against anyone reporting potential bad news to a powerful boss.  In the Japanese context, it is much better to be a “Yes Man” and blend in with the office shrubbery as much as possible.  As the boss though, we need people around us who can speak back to us and tell us we are not considering all the negative ramifications of our genius decision.   This sounds simple in theory.  However, if you have built a career on getting things done, despite everyone around you telling you it can't be done and then you go and do it, your ego gets pretty puffed up.    You become a powerful advocate for your own opinion, you are ace at debate, you can wrangle with the best of them to get your way.  Hasn't that been your formula for your massive success so far?  Why change what is working? This is especially true in Japan, where you have to push like crazy to get anything new introduced or to change anything to make it better.   Here is where we run into trouble of our own making.  We have browbeaten the troops reporting to us to genuflect when the genius boss is speaking, to doff their caps to our cleverness, to tug their forelocks in submission to our superiority.    Like Katanozaka san though, sometimes we don't have full command of the situation or enough facts about the gemba（現場）or the on-site reality, to really know everything needed to make the best decision.  If the people around us don't feel the trust to speak up, without being decimated by our forceful personalities, then we will keep on building our ladder higher and higher, better and better up against the wrong wall.   So, when we hear hesitation or see doubt or sense reluctance on the part of those reporting to us, let's not opt for a preemptory nuclear harpoon strike to wipe out any possible resistance to “Our Word”.  Instead, let's bite our tongue, put on our best inscrutable poker face, shut up and listen to what they have to say.  Let's draw them out without riposte, without immediate evaluation, without issuing the death penalty to their idea.  Let's tell them: “Thank you. This is an important consideration and I want to give the idea sufficient time to mull it over”.   The first few times you do this, it will probably kill you.  Fast paced people like speed of execution – no loose ends, nothing left hanging, no untidiness.  They pile up the workload until it almost crushes them.  They are so time poor they can hardly get through their most high priority tasks for each day.  In this environment, taking additional time to listen to subordinates seems like a waste of valuable time.  This is especially the case, when there are so many highly urgent items which need our attention.    Listening to others is a new skill for most bosses, so it will take time to bed it down.  The key is to slooooow down.  To give our 100% concentration to the person in front of us.  To really listen to them for a change.  To switch off all the white noise in our minds that is interfering with good communications.  We need to hear this person, if we want to hear from the others.  Everyone is watching like a hawk to see what happens.   We have built up a reputation of not listening, of being the bulldozer, of pushing through regardless and of being oblivious to dissenting opinions.  This will not get turned around in a day.  This is the work of months of effort.  This must become the new behaviour change we need to install, if we want to draw on the full power of all the opinions at our disposal.  Here is the real crunch point – we have to become more humble about the validity of our own judgment and experience.  Got it boss?   Action Steps   Check to see if you have surrounded yourself with “yes” men and women? Are you the last to hear about bad news? Are you constantly in bulldozer mode, on every topic? Don't respond immediately when you hear something you disagree with from subordinates Become more humble about the validity of our own judgment and experience

Crafting a clear agenda and attending to people's states of mind can lead to far more effective meetings and build a sense of resilience and trust.Most team members aren't fully present at meetings — they're still processing thoughts and feelings from the meetings before. Creating an agenda that gives employees room to reflect and close is a powerful way to ensure employees are more present.  Lisa J. Koss is the co-founder and a partner at Ontos Global. She has 25 years' experience in global leadership, team development, talent management, executive coaching and design and organizational change initiatives. Her proprietary coaching model has been taught in 9 different languages across the globe. Her clients include Kaiser Permanente, ITT, Xylem, British Petroleum, Honeywell, Hewlett Packard, General Electric, Ernst & Young, and many more.   Topics During this interview Lisa and I discuss the following topics: How she got into developmental coachingHow to start becoming a manager-coachThe difference between mentoring and coachingHow to be a more empathetic leaderHow to get your subordinates more interested in being coached For the complete show notes be sure to check out our website: https://movingforwardleadership.com/195

There was once a time when a leaders' style was the blueprint for every interaction. Subordinates were expected to modify their own behavior in order to work successfully with that leader.But in the 25 years since the publication of Daniel Goleman's Emotional Intelligence, many businesses have recognized that a successful team dynamic necessitates first understanding one's own motivations, behavior styles, and internal biases and then understanding the same for each other team member. Then modifying our behavior to achieve the teams' goal with as little friction as possible.Our guest this episode is Adrian Porter. Adrian is a Vice President at the Austin Alliance Group and will be discussing Navigating Team Dynamics using Emotional Intelligence at Fort Worth HR's Strategic Mindset Conference on September 17th. During this thirty-minute episode, Mike and Adrian discuss emotional intelligence, measuring EQ, and adult's core behaviors and whether they can be changed.About our Guest:Adrian Porter possesses a diverse business background that includes over 20 years in corporate administrative positions such as VP of Administration, Office Manager, Project Management Administrator, and Executive Assistant.  She has a proven track record of guiding business owners and C-Suite executive leaders to shine. She is the implementer; she gets great joy out of helping others be successful. Around the office, she is often known as the “hot pink duct tape”. Her superpower is finding the right place for all of the pieces and creating a beautiful ensemble.  With experience in a number of industries including Title Companies, Finance, Civil Engineering, and Human Resources Consulting, Adrian's career is filled with success stories of helping executives build the business of the business while they concentrate on the development of their product or service. Adrian joined the team at Austin Alliance Group in 2019 as VP of Administration & Client Experience. She enjoys all aspects of office administration, content development and facilitating client learning experiences. Adrian holds an AAS in Business Administration and is a Certified Facilitator in the proven communication tool Everything DiSC®.http://www.austinalliancegroup.com/Good Morning, HR is brought to you by Imperative—premium background checks with fast and friendly service. For more information about our commitment to quality and excellent customer service, visit us at imperativeinfo.com.If you are an HRCI or SHRM-certified professional, this episode of Good Morning, HR has been pre-approved for half a recertification credit. To obtain the recertification information for this episode, visit goodmorninghr.com.

Hostility toward employees from a manager is called "abusive supervision", and it can include actively lying to subordinates, ridiculing them, not giving them the credit they deserve and being overly controlling. In her latest research, Deshani Ganegoda, an Associate Professor of Management at Melbourne Business School, looked at the psychological effects abuse has on victimised employees and the role of the senior manager in these situations. She spoke with Yasmin Rupisinghe about her findings in the latest episode of the Melbourne Business School Podcast. "Subordinates can sometimes justify and normalise bad behaviour of their managers," she said. "For example, when your whole team gets treated badly, you might think that's just how things are done around here. You don't consider it as an anomaly. In fact, subordinates might even justify abusive supervision as tough love or think that's just 'how my manager motivates people'. "In contrast, senior managers are above the abusive supervisor. They have the vantage point to see the behaviour of many middle level managers. So, they see the difference between abusive supervisors and non-abusive supervisors." Associate Professor Ganegoda said that senior managers were not just best-placed to spot abusive supervision, but also to intervene. "If someone were to stop abusive supervision from happening, it's going to be the supervisor's manager."

We know the name Achilles because of Brad Pitt and Hollywood or we may have read the Iliad.  He was a famous mythical Greek hero whose body was invulnerable, except for the back of his heel.  His mother plunged him into the river Styx to protect his body, but her fingertips covered the heel, leaving it vulnerable.  Research by Dr. Jack Zenger identified four common elements which comprise Achille's heels for leaders. Blind spots are a problem for all of us.  We can't see our foibles, issues and problems, but they are blindingly obvious to everyone else working for us.  Remember, subordinates are all expert “boss watchers”.  They examine us in the greatest detail every day, in every interaction. Let's examine what Zenger found and see what we can learn as leaders.   Lacking Integrity Not too many leaders would be saying they lacked integrity about themselves but that may not be how they are seen by their subordinates.  The organization may be zigging but we decide to zag.  We don't agree with the policy, so we decide to head off in another direction.  There may be promulgated values developed in the senior executive suites and we are not modelling the correct behaviour.  Maybe our big leader egos can't admit mistakes or when we are wrong. We try to bend logic and justify our way out of the situation.  Maybe we say one thing and do the precise opposite of what we are preaching.  “Do what I say, not what I do” – does this sound familiar?   Not Accountable “Of course, I am accountable – what nonsense”, may be our first reaction.  We may be telling our boss that the poor results of our team are because we haven't been issued with the sharpest tools in the toolbox.  It is all their fault and we are pristine and perfect.  The 360 survey results are a bloodbath, as our subordinates hoe into us for our various failings, but we dismiss the results.  “Piffle. Don't they know what I am facing here.  The pressure, the stress.  No one appreciates how hard I am working. They have no idea what they are talking about”.  Perhaps our decisions are poor and instead of owning them, we push the blame off on to others, particularly other departments.  “If only IT did their job properly.  If only marketing were more professional.  If only sales was pulling their weight”, ad nauseum.   Over-Focused On Self It would be difficult to find leaders who don't have this attribute to varying degrees.  You don't see too many wilting violets whisked up into leadership positions.  Self-promotion is a fundamental aspect of getting ahead in business.  The issues arise when it goes to extremes.  Strong leaders can often believe they are in a zero sum game and another's success lessens their own worth and promotion opportunities.  Not cooperating with rivals or even attempting to sabotage them can be some fallout from this attitude.  Subordinates too can be seen as future rivals who might replace the boss, so better to not delegate to, coach or  provide experience for capable people in order to keep them down.    Uninspiring It would be a rare bird of a leader who admitted they were uninspiring.  We easily believe we are a role model for others, that we have credibility and are someone others would want to emulate.  However, we might be a hopeless public speaker, barely able to string two words together without injecting a series of ums and ahs into proceedings. We might be morose, weighed down with the pressure of our position and responsibilities, permanently in a bad mood.  We might be so busy, we are incapable of directing others and wind up dumping work on them minus the WHY and the how bits of the equation.   There is a bitter pill for leaders to swallow to overcome their blind spots.  It is called “feedback” and it can often taste sour, jagged and unpleasant.  We cannot see ourselves as our staff see us, so gird your loins and ask for help to be a better leader.  This is never easy, but the alternative of blundering forward, repeating the same errors is not tenable. At some point the organization will have a reckoning with us and it might prove fatal to our careers.  Better to take our medicine early, under our own direction, than hoping for the best and eventually getting the chop.        

Trust is at the heart of any cohesive team, and in the FIRE & EMS world we take that trust into life or death situations. Leaders trust their subordinates to do what needs to be done. Subordinates trust their leader to keep them safe and treat them with dignity and respect. So how can we make sure that we’re meeting the needs of the people on our team? In today’s show, I will review the three questions that every follower is subconsciously asking about their leader, I will break down what’s behind each question, and I will explain how we can meet the needs of those on our crew by keeping these questions in mind. -- IGNITEd Firefighter Podcast Facebook Group --- Send in a voice message: https://anchor.fm/ignitedff/message

In this episode, John Laurito, the host of Tomorrow's Leader talks about the massive difference between leading and managing. Most would easily interchange these terms and roles without realizing that each holds very different responsibilities. As a business owner, do your leaders have the ability and competence to take your company where you want it to go? Because if they don't, you need to figure something out and invest in your people. Make sure your leaders stay as leaders, and they don't turn into managers. Show notes:[0:00] Intro[0:49] Let's talk about the difference between managing and leading[2:55] What does a leader do?[3:19] What concerns a manager?[5:00] Transformational leaders vs. transactional leaders[5:50] The importance of 1%[6:46] Subordinates vs. followers[8:00] Leadership abilities matter in reaching a company's potential[9:14] Final thoughts[10:00] OutroText LEADER to 617-393-5383 to receive The Top 10 Things That The Best Leaders Are Doing Right NowFor questions, suggestions, or speaker inquiries, contact me at john@lauritogroup.com 

In today's Federal Newscast, the Pentagon’s inspector general found Ronnie Booth, the Navy’s former auditor general, engaged in what the I-G called a “pervasive and egregious pattern” of harassment.

My, my, my, how fast they fall. Governor Andrew Cuomo is going down, but not in that way. Five women have now come forward to talk about how creeptastic and inappropriate Gov. Cuomo is as a human being, alleging unwanted touching, kissing and questions about their sex lives. Gov. Cuomo has decided to play the "who, me?" card and refuses to resign, suggesting all future subordinates will very much enjoy his toxic boss leadership tactics.

Jocko and Good Deal Dave discuss issues from clients of Echelon Front Support this podcast at — https://redcircle.com/jocko-podcast/exclusive-content

Career may be problematic for you this month, but the stars favor love. Singles may find their soulmate. Financial woes may plague married people. Maintain peace in your family. Finances look slightly favorable, though money flow may be rather sluggish. Try to curb expenses. Entrepreneurs may make some big deals. Students may be successful in academics. Health will be fine. If you are middle-aged or above, some minor health issues may arise. Progress in profession may be stalled. Even hard work may bring few gains. Subordinates, too, may not be very cooperative. Money issues may cause a rift between you and your partner. After that, there will be plenty of golden opportunities. You may make your spouse happy by buying them a gift. Romantic stars look bright. 

Extreme ownership - how US Navy SEALs lead and win by Jocko Willink and Leif Babin Extreme ownership - how US Navy SEALs lead and win by Jocko Willink and Leif Babin is one of the best books in the realm of leadership. The authors of the book have an experience of over three-decade in combat military. They have seen extreme conditions throughout their lives and how they cope with those conditions and came out victorious. Based on their valuable experience, this book gives insight and understanding as to how extreme ownership and take full responsibility would help in the pursuit of objectives and completion of tasks. Extreme ownership should be the very foundation of a leader when he is pitting against odd. Subordinates look up to their leader and care not to muse much. Such behavior makes the position of leader even more crucial. The book is divided into three main parts. The first one talks about winning the war within. The second part talks about the laws of combat and the third talks about sustaining victory. Each chapter in the book is a concept, a perspective, and an aspect. On top of all is extreme ownership. Being in the position of a leader comes with a huge responsibility. A great leader is the one who takes full responsibility for his actions and decisions. He has to take responsibility for his failures too. The ownership directly affects the mission or the task. It takes mettle, courage, and a humble attitude to accept and admit the failure, although it is not an easy thing to admit the failure. A leader's promoting of extreme ownership and responsibility trickle down to subordinates and compaction in the team takes place. Extreme ownership also vouches for the respect that a leader enjoys, from superiors and subordinates. The approach must be, “I am the only one to blame, and there is no one else”. The concept of extreme ownership is not only confined to the military. It very well functions the same in a business setting. It sometimes occurs that a brilliant plan fails during execution because of the negligence of stakeholders. In such a situation one should not blame others rather one should review the process and do everything which will make the plan better and fruitful.

In this episode, Captain Jon Gainey talks about "Superior Subordinates," Christians who judge one another because of one another's convictions of how religiously rigid or relaxed believers should be regarding their faith.

Hyderabad, May 18 (SocialNews.XYZ) Terming its Rs 20 lakh crore stimulus package as a “blatant fraud”, Telangana Chief Minister K. Chandrashekhar Rao on Monday slammed the Centre for treating states as its subordinates and beggars….

Leaders have a need to influence people at work when they:Join a project.Put forward ideas for a solution to a problem.Share knowledge.Are being interviewed for a position.Are guiding others through a change process.Making group decisions on the best way forward.Paul and Jeanine discuss the work of Terry Bacon, (Elements of Influence, 2011) and how his three categories of influencing people: rational, social and emotional can be most effectively used in the workplace.Within his ‘rational’ category, Bacon includes the sub categories of legitimating, stating and explaining. (Yukl and Tracey, Consequences of Influence Tactics Used with Subordinates, Peers, and the Boss. Journal of Applied Psychology, 1992, Vol 77, No 4, 525-535)RATIONAL (Legitimating, Stating, Explaining)Logic: Using logic to explain what you believe or what you want. The number one influence power tool throughout the world. The most frequently used and effective influence technique in nearly every culture, but it does not work with everyone and in some circumstances will not work at all.Legitimating: Appealing to authority. On average, the least-effective influence technique in the world, but it will work with some people most of the time and most people some of the time and can result in quick compliance.Engaging: Negotiating or trading for cooperation. Most effective when it is implicit rather than explicit. Used less often globally than any other influence technique, but it is sometimes the only way to gain agreement or cooperation.Stating: Asserting what you believe or want. One of the influence power tools. Most effective when you are self-confident and state ideas with a compelling tone of voice. Can cause resistance, however, if overused or used heavy-handedly.SOCIAL (Socialising, Alliance building, Consulting)Socialising: Getting to know the other person, being open and friendly, finding common ground. Includes complimenting people and making them feel good about themselves. One of the influence power tools. Second in frequency and effectiveness globally. A critical technique in many cultures and situations.Alliance building: Finding supporters or building alliances to help influence someone else; using peer or group pressure to gain cooperation or agreement. Not used often and not always effective but in the right circumstances may be the only way to gain consent.Consulting: Engaging or stimulating people by asking questions; involving them in the problem or solution. One of the influence power tools. Fourth globally in frequency and effectiveness. Works well with smart, self-confident people who have a strong need to contribute ideas.EMOTIONAL (Appealing to values, appealing to relationship, Role modelling)Appealing to values: This is where my request would be tied to your values, ideals and aspirations, or where it builds your confidence that you can make a contribution. Making an inspirational appeal helps create meaning and purpose for those you lead. Rather than trying to build behavioural compliance, inspirational appeal acts on someone’s attitudes, and that means it works while you’re not there - the person is self-motivated to take action.Appealing to relationship: Gaining agreement or cooperation with people you already know well. Based on the length and strength of your existing relationships. One of the influence power tools. Third highest in effectiveness globally.Modelling: Behaving in ways you want others to behave; being a role model; teaching, coaching, counseling, and mentoring. Fifth globally in effectiveness. Can influence people without you being aware that you are influencing. Parents, leaders, managers, and public figures influence others through modeling all the time - positively or negatively - whether they choose to or not.Research by Yukl and Tracey (1992) found that inspirational appeal was a particularly positive influencing tactic. But effective influencing isn’t just about a compelling speech. Yukl and Tracey found rational persuasion was also very effective as an influencing tactic. As the name suggests, rational persuasion uses logical arguments and facts to persuade others. It provides the evidence many people need to be comfortable with a particular approach.They also found that consultation was an effective tactic when influencing others. Consultation involves others in the initial decision making and implementation. By gathering and responding to ideas, people have far more of a vested interest in the change and implementation.Again, the three most effective influencing tactics all involved the internalisation of favourable attitudes. Whether it’s inspirational appeal, rational persuasion or consultation, something is passed from the leader to the other person which means they want to make a change, rather than the leader having to stand around all day telling people what to do.So some questions for you: Of the three most effective influencing tactics, which do you tend to default to? Is it inspirational appeal, rational persuasion or consultation? In my experience, many people default to rational persuasion - a reliance on the facts and data to persuade others - and that’s fine. But it’s worth practicing the other approaches to increase your influence. Perhaps you might include a story, or some additional data, or involve others more in idea generation - these can all help to increase your influence. You can also combine these three approaches.Avoiding the dark sideThere are also four negative influence techniques: avoiding, manipulating, intimidating, and threatening. These are negative because they take away the other person's legitimate right to say no. They force them to comply with something contrary to their wishes or best interests, they mislead them, or they force them to act when they would otherwise choose not to.Avoiding: Forcing others to act, sometimes against their best interests, by avoiding responsibility or conflict or behaving passive-aggressively. The most common dark side technique. In some cultures, trying to preserve harmony can look like avoiding.Manipulating: Influencing through lies, deceit, hoaxes, swindles, and cons or disguising one's real intentions or intentionally withholding information others need to make the right decision.Intimidating: Imposing oneself on others; forcing people to comply by being loud, overbearing, abrasive, arrogant, aloof, or insensitive. The preferred technique of bullies.Threatening: Harming others or threatening to harm them if they do not comply; making examples of some people so others know that the threats are real. The preferred technique of dictators and despots.

“The Devil Is In The Detail” saying, reflects ancient wisdom about taking careful notice of small things.  The semi-amusing reflection on this saying is that it was created centuries ago, when we can imagine life was substantially less complex than it is today.  E-mail surges, flat surfaces groaning under the weight of paper, meetings back to back from dawn to dusk, ring tones, beeps and assorted intrusions from digital devices we carry on our person 24 hours a day - this is the modern life.  How easy it is for us to become overwhelmed by all the detail and in the process unknowingly unleash a number of Devils. The best answers to these types of dilemmas is to work on our time management, especially prioritisation and that other partner in crime – delegation.  Surprisingly, many of the executives I train or coach do not sufficiently plan their days.  They do not have written down lists of what should occupy their valuable time, in order of priority and executed starting with the task of highest importance.  They are commencing their days hammering way on whatever random emails landed in their inbox overnight.  They troop off to a barrage of meetings and then race back to attack the newer emails which slipped through during their absence or which could not be knocked over, surreptitiously, on their device during the meeting. Stop kidding yourself.  “Your time is all you have and time is life”.  Pause for a moment and let that one sink in slowly.  Set goals, so you have a direction.  Set a vision so that you have a philosophy about WHY you are doing it all.  Boil both down to tasks to be completed on a daily basis, arranged in a pecking order from most to least important and only start with the number one priority.  We can't do everything each day, but we can do the most important thing.  Be adaptable to change the order, as the day unfolds, but stick with the self-designated tasks.  Move unfinished tasks to the next day's list and start again with the application of priorities, as they will vary from day to day.  Do this every day and life becomes a lot more productive and the feeling of being in control starts to enter your soul. The other bear trap for executives is delegation - usually poorly understood and even more poorly executed.  Delegation is a misnomer for many executives, because the correct word is dumping, not delegation.  This means shoveling the “whatever” off your desk on to some poor unsuspecting soul's work pile.  It means no supervision until the date of completion and then the teeth nashing, hand wringing and ear steam come into evidence, as you discover either it is not ready or even worse ready, but the wrong thing. Delegation needs two key steps to be actually worthy of being referred to as delegation.  It needs a communication piece with the delegatee, where the purpose of the delegation is explained as being there to help that person's career, by exposing them to the type of tasks they will need to do, to rise through the ranks.  The other discipline is checking on progress.  There is a delicate balance to ensure checking doesn't slip into micro managing, but nevertheless there must be checking.  The obvious A to B route for any project sometimes takes a detour in the hands of our subordinates, who decide that A to Q makes more sense to them.  We need to pick that up early so we don't see the task wander off piste.   This is all good in theory!  Annoyingly, our busy life interferes with the checking component and we easily stray into dumping territory. Often, we later find projects or tasks have gone awry and serious amounts of effort are then need to be devoted to their recovery.  Creating templates for follow up can help.  Rather than relying on memory (an increasingly unreliable ally as we get busier) we have a series of templates for meetings.  The template nominates what needs to be addressed in the conversation, so that nothing gets missed.  Subordinates get consistency of management and realise the boss is not dropping the ball, so no shortcuts or deviations will be slipping though unnoticed.  We usually only need to make the templates once.  Keep them handy and life gets better very quickly.

An effective senior- subordinate relationship is determined by the manager's ability to secure the respect and trust of subordinates toward you as their boss and the company as their employer. Make it your business to see that they are satisfied with the work they are doing and serving under the conditions that are conducive to their success. Realize that each person who works for you has a family, plans, dreams, desires, and problems, a mortgage and endeavor to treat each person with dignity and respect. Realize that a continuous flow of information and rapport between employees and management is necessary for the simplicity and normal operations. --- Support this podcast: https://anchor.fm/wade-johnson/support

Communication is critical to every aspect of interaction with others. As a successful businessperson, you have no doubt realized the importance of communication. You know that productivity can only be achieved when proper communication has been as well. You know that nothing gets accomplished efficiently unless those in charge communicate with one another. To put it quite plainly, nothing gets done if communication doesn't happen! But how do you communicate effectively? How do you maximize the effectiveness of your words and correspondences so that you will see RESULTS instead of wasted time and effort? That is a great question, and that is EXACTLY what we are going to talk about in this article. Why Is Communication Necessary? To understand how to get results through communication, it is important to realize why it is so necessary. When people work together on a project, for a company, or towards the same goal, they will most likely be doing different things that are related. But in order for their actions to be helpful to one another, communication needs to take place. This is, basically, what it is all about. “If you just communicate you can get by. But if you skillfully communicate, you can work miracles.” --Jim Rohn Learn To Listen Listening is a key factor when it comes to communicating effectively. I once heard that our brains naturally begin formulating a response to what is said to us after an average of about 15 seconds of hearing someone else speak. That is usually not enough time! Make sure that you are controlling both your ears AND your mouth when someone is speaking to you. Once they are done, you can answer their question or react accordingly. This not only shows respect, but will also keep you from missing information and giving uninformed instructions. Effective communication can only be accomplished when both parties are open to listening to each other. Don't Withhold Information Sometimes, as a leader, it can be tempting to task someone to do something without giving them as much information as you have available. You might think, in your mind, that there is no reason for them to know any more than the absolute minimum. Or, you might think that their job is not to ‘know' what you know, but rather to blindly ‘do as you say'. While this is an understandable frame of mind, to a point, you will doubtlessly find that you will become a better communicator if you tell your subordinates as much as possible as it pertains to what they are doing. By providing clear and accurate information, you are not only motivating them and helping them to understand the situation, but you are effectively filling them in on exactly WHY you are saying what you are saying… both of which are fantastic advantages to have when you are attempting to communicate effective instructions to someone else. Be Courteous Yes, you might be the boss… but that definitely does not give you a reason to be a jerk to your subordinates. Being courteous and polite is, by far, the best way to get results from those around you. If you find it incredibly hard to be nice to people, then you might want to re-examine your priorities or delegate out the task of dealing with others to someone else. Being courteous will get you results… being a jerk will not. Subordinates who are treated without respect or decency usually end up resenting those in authority over them. This can lead to them, in general, not caring whether the job is done right or not. Subordinates who are treated with respect, on the other hand, are usually much more apt to do their best. Seek To Understand Others One of the biggest mistakes that most people make is in not taking the time to understand the person who they are trying to communicate with. Whether it is a disgruntled employee, an angry client, or a bewildered colleague, it is of the utmost importance that you make sure to understand the point of view of the person in front of you before you try to make yourself understood. This habit, actually, will help you to avoid almost every other communication breakdown that can happen. Try your best to put yourself into the shoes of whoever you are speaking with. Remember, communication with others is not all about you… it is about getting the point across, so that both parties understand exactly what is going on, which will, in turn, allow for the best results possible. What Can You Do? Think about what I just reviewed, and make it a point to be an even more effective communicator so you ultimately experience the results you want in the shortest amount of time possible. Next time you speak to someone, make sure that you are vocalizing the information in such a way that results will be possible, while also avoiding negativity and any possible confusion. If you are getting value from any of Podcasts, please take a minute to leave me a short rating and review. I would really appreciate it, and love to hear from you and requests for topics you would find of value. Aim for what you want each and every day! Anne Bachrach The Accountability Coach™ The Results Accelerator™ To help you stay focused and on track to achieving your goals, check out these other high-value resources. - Subscribe to my YouTube channel with business success principles (https://www.youtube.com/annebachrach) - Subscribe to my high-value Blog (https://www.accountabilitycoach.com/blog/) - Anne's Facebook page (https://www.facebook.com/TheAccountabilityCoach) - Anne's Linked-in page https://www.linkedin.com/in/annebachrach - Connect with me on Pinterest (https://pinterest.com/resultsrule/) - Connect with me on Instagram (https://www.instagram.com/annebachrach/) Take advantage of all the complimentary business tips and tools by joining the Free Silver Membership on https://www.accountabilitycoach.com/coaching-store/inner-circle-store/. Check out all the great free high-content training web classes, by going to https://www.accountabilitycoach.com/free-articles/free-webinars/. Go to https://www.accountabilitycoach.com to check out for yourself how I, as your Accountability Coach™, can help you get and stay focused on you highest payoff activities that put you in the highest probability position to achieve your professional and personal goals, so you can enjoy the kind of business and life you truly want and deserve. As an experienced accountability coach and author of 5 books, I help business professionals make more money, work less, and enjoy even better work life balance. Check out my proven business accelerator resources by going to https://www.accountabilitycoach.com/coaching-store/. Get your daily Accountability Minute shot of a single, simple, doable idea, so you can start your day off on the "right foot", subscribe to it based on your country. The Accountability Minute on Amazon's Alexa in the USA: https://www.amazon.com/Accountability-Minute-Anne-Bachrach/dp/B07F5H2KGB The Accountability Minute on Alexa in Canada: https://amzn.to/2MpvUmx The Accountability Minute on Alexa in Australia: https://amzn.to/2vQqI4i The Accountability Minute on Alexa in UK: https://amzn.to/2MayU9v Author of Excuses Don't Count; Results Rule, Live Life with No Regrets, No Excuses, and the Work Life Balance Emergency Kit, The Roadmap To Success with Stephen Covey and Ken Blanchard, and more.

[[:encoded, "Communication is critical to every aspect of interaction with others. As a successful businessperson, you have no doubt realized the importance of communication. You know that productivity can only be achieved when proper communication has been as well. You know that nothing gets accomplished efficiently unless those in charge communicate with one another. nnTo put it quite plainly, nothing gets done if communication doesn't happen! But how do you communicate effectively? How do you maximize the effectiveness of your words and correspondences so that you will see RESULTS instead of wasted time and effort? That is a great question, and that is EXACTLY what we are going to talk about in this article. nnWhy Is Communication Necessary?nTo understand how to get results through communication, it is important to realize why it is so necessary. When people work together on a project, for a company, or towards the same goal, they will most likely be doing different things that are related. But in order for their actions to be helpful to one another, communication needs to take place. This is, basically, what it is all about. nn“If you just communicate you can get by.nBut if you skillfully communicate, you can work miracles.”n--Jim RohnnnLearn To ListennListening is a key factor when it comes to communicating effectively. I once heard that our brains naturally begin formulating a response to what is said to us after an average of about 15 seconds of hearing someone else speak. That is usually not enough time! Make sure that you are controlling both your ears AND your mouth when someone is speaking to you. Once they are done, you can answer their question or react accordingly. This not only shows respect, but will also keep you from missing information and giving uninformed instructions. Effective communication can only be accomplished when both parties are open to listening to each other. nnDon't Withhold InformationnSometimes, as a leader, it can be tempting to task someone to do something without giving them as much information as you have available. You might think, in your mind, that there is no reason for them to know any more than the absolute minimum. Or, you might think that their job is not to ‘know' what you know, but rather to blindly ‘do as you say'. While this is an understandable frame of mind, to a point, you will doubtlessly find that you will become a better communicator if you tell your subordinates as much as possible as it pertains to what they are doing. By providing clear and accurate information, you are not only motivating them and helping them to understand the situation, but you are effectively filling them in on exactly WHY you are saying what you are saying… both of which are fantastic advantages to have when you are attempting to communicate effective instructions to someone else. nnBe CourteousnYes, you might be the boss… but that definitely does not give you a reason to be a jerk to your subordinates. Being courteous and polite is, by far, the best way to get results from those around you. If you find it incredibly hard to be nice to people, then you might want to re-examine your priorities or delegate out the task of dealing with others to someone else. Being courteous will get you results… being a jerk will not. Subordinates who are treated without respect or decency usually end up resenting those in authority over them. This can lead to them, in general, not caring whether the job is done right or not. Subordinates who are treated with respect, on the other hand, are usually much more apt to do their best.nnSeek To Understand OthersnOne of the biggest mistakes that most people make is in not taking the time to understand the person who they are trying to communicate with. Whether it is a disgruntled employee, an angry client, or a bewildered colleague, iSupport the show

[[:encoded, "Communication is critical to every aspect of interaction with others. As a successful businessperson, you have no doubt realized the importance of communication. You know that productivity can only be achieved when proper communication has been as well. You know that nothing gets accomplished efficiently unless those in charge communicate with one another. nnTo put it quite plainly, nothing gets done if communication doesn't happen! But how do you communicate effectively? How do you maximize the effectiveness of your words and correspondences so that you will see RESULTS instead of wasted time and effort? That is a great question, and that is EXACTLY what we are going to talk about in this article. nnWhy Is Communication Necessary?nTo understand how to get results through communication, it is important to realize why it is so necessary. When people work together on a project, for a company, or towards the same goal, they will most likely be doing different things that are related. But in order for their actions to be helpful to one another, communication needs to take place. This is, basically, what it is all about. nn“If you just communicate you can get by.nBut if you skillfully communicate, you can work miracles.”n--Jim RohnnnLearn To ListennListening is a key factor when it comes to communicating effectively. I once heard that our brains naturally begin formulating a response to what is said to us after an average of about 15 seconds of hearing someone else speak. That is usually not enough time! Make sure that you are controlling both your ears AND your mouth when someone is speaking to you. Once they are done, you can answer their question or react accordingly. This not only shows respect, but will also keep you from missing information and giving uninformed instructions. Effective communication can only be accomplished when both parties are open to listening to each other. nnDon't Withhold InformationnSometimes, as a leader, it can be tempting to task someone to do something without giving them as much information as you have available. You might think, in your mind, that there is no reason for them to know any more than the absolute minimum. Or, you might think that their job is not to ‘know' what you know, but rather to blindly ‘do as you say'. While this is an understandable frame of mind, to a point, you will doubtlessly find that you will become a better communicator if you tell your subordinates as much as possible as it pertains to what they are doing. By providing clear and accurate information, you are not only motivating them and helping them to understand the situation, but you are effectively filling them in on exactly WHY you are saying what you are saying… both of which are fantastic advantages to have when you are attempting to communicate effective instructions to someone else. nnBe CourteousnYes, you might be the boss… but that definitely does not give you a reason to be a jerk to your subordinates. Being courteous and polite is, by far, the best way to get results from those around you. If you find it incredibly hard to be nice to people, then you might want to re-examine your priorities or delegate out the task of dealing with others to someone else. Being courteous will get you results… being a jerk will not. Subordinates who are treated without respect or decency usually end up resenting those in authority over them. This can lead to them, in general, not caring whether the job is done right or not. Subordinates who are treated with respect, on the other hand, are usually much more apt to do their best.nnSeek To Understand OthersnOne of the biggest mistakes that most people make is in not taking the time to understand the person who they are trying to communicate with. Whether it is a disgruntled employee, an angry client, or a bewildered colleague, iSupport the show

[[:encoded, "Communication is critical to every aspect of interaction with others. As a successful businessperson, you have no doubt realized the importance of communication. You know that productivity can only be achieved when proper communication has been as well. You know that nothing gets accomplished efficiently unless those in charge communicate with one another. nnTo put it quite plainly, nothing gets done if communication doesn't happen! But how do you communicate effectively? How do you maximize the effectiveness of your words and correspondences so that you will see RESULTS instead of wasted time and effort? That is a great question, and that is EXACTLY what we are going to talk about in this article. nnWhy Is Communication Necessary?nTo understand how to get results through communication, it is important to realize why it is so necessary. When people work together on a project, for a company, or towards the same goal, they will most likely be doing different things that are related. But in order for their actions to be helpful to one another, communication needs to take place. This is, basically, what it is all about. nn“If you just communicate you can get by.nBut if you skillfully communicate, you can work miracles.”n--Jim RohnnnLearn To ListennListening is a key factor when it comes to communicating effectively. I once heard that our brains naturally begin formulating a response to what is said to us after an average of about 15 seconds of hearing someone else speak. That is usually not enough time! Make sure that you are controlling both your ears AND your mouth when someone is speaking to you. Once they are done, you can answer their question or react accordingly. This not only shows respect, but will also keep you from missing information and giving uninformed instructions. Effective communication can only be accomplished when both parties are open to listening to each other. nnDon't Withhold InformationnSometimes, as a leader, it can be tempting to task someone to do something without giving them as much information as you have available. You might think, in your mind, that there is no reason for them to know any more than the absolute minimum. Or, you might think that their job is not to ‘know' what you know, but rather to blindly ‘do as you say'. While this is an understandable frame of mind, to a point, you will doubtlessly find that you will become a better communicator if you tell your subordinates as much as possible as it pertains to what they are doing. By providing clear and accurate information, you are not only motivating them and helping them to understand the situation, but you are effectively filling them in on exactly WHY you are saying what you are saying… both of which are fantastic advantages to have when you are attempting to communicate effective instructions to someone else. nnBe CourteousnYes, you might be the boss… but that definitely does not give you a reason to be a jerk to your subordinates. Being courteous and polite is, by far, the best way to get results from those around you. If you find it incredibly hard to be nice to people, then you might want to re-examine your priorities or delegate out the task of dealing with others to someone else. Being courteous will get you results… being a jerk will not. Subordinates who are treated without respect or decency usually end up resenting those in authority over them. This can lead to them, in general, not caring whether the job is done right or not. Subordinates who are treated with respect, on the other hand, are usually much more apt to do their best.nnSeek To Understand OthersnOne of the biggest mistakes that most people make is in not taking the time to understand the person who they are trying to communicate with. Whether it is a disgruntled employee, an angry client, or a bewildered colleague, iSupport the show

How to Communicate In a Way That Produces Results Communication is critical to every aspect of interaction with others. As a successful businessperson, you have no doubt realized the importance of communication. You know that productivity can only be achieved when proper communication has been as well. You know that nothing gets accomplished efficiently unless those in charge communicate with one another. To put it quite plainly, nothing gets done if communication doesn’t happen! But how do you communicate effectively? How do you maximize the effectiveness of your words and correspondences so that you will see RESULTS instead of wasted time and effort? That is a great question, and that is EXACTLY what we are going to talk about in this article. Why Is Communication Necessary? To understand how to get results through communication, it is important to realize why it is so necessary. When people work together on a project, for a company, or towards the same goal, they will most likely be doing different things that are related. But in order for their actions to be helpful to one another, communication needs to take place. This is, basically, what it is all about. “If you just communicate you can get by. But if you skillfully communicate, you can work miracles.” --Jim Rohn Learn To Listen Listening is a key factor when it comes to communicating effectively. I once heard that our brains naturally begin formulating a response to what is said to us after an average of about 15 seconds of hearing someone else speak. That is usually not enough time! Make sure that you are controlling both your ears AND your mouth when someone is speaking to you. Once they are done, you can answer their question or react accordingly. This not only shows respect, but will also keep you from missing information and giving uninformed instructions. Effective communication can only be accomplished when both parties are open to listening to each other. Don’t Withhold Information Sometimes, as a leader, it can be tempting to task someone to do something without giving them as much information as you have available. You might think, in your mind, that there is no reason for them to know any more than the absolute minimum. Or, you might think that their job is not to ‘know’ what you know, but rather to blindly ‘do as you say’. While this is an understandable frame of mind, to a point, you will doubtlessly find that you will become a better communicator if you tell your subordinates as much as possible as it pertains to what they are doing. By providing clear and accurate information, you are not only motivating them and helping them to understand the situation, but you are effectively filling them in on exactly WHY you are saying what you are saying… both of which are fantastic advantages to have when you are attempting to communicate effective instructions to someone else. Be Courteous Yes, you might be the boss… but that definitely does not give you a reason to be a jerk to your subordinates. Being courteous and polite is, by far, the best way to get results from those around you. If you find it incredibly hard to be nice to people, then you might want to re-examine your priorities or delegate out the task of dealing with others to someone else. Being courteous will get you results… being a jerk will not. Subordinates who are treated without respect or decency usually end up resenting those in authority over them. This can lead to them, in general, not caring whether the job is done right or not. Subordinates who are treated with respect, on the other hand, are usually much more apt to do their best. Seek To Understand Others One of the biggest mistakes that most people make is in not taking the time to understand the person who they are trying to communicate with. Whether it is a disgruntled employee, an angry client, or a bewildered colleague, it is of the utmost importance that you make sure to understand the point of view of the person in front of you before you try to make yourself understood. This habit, actually, will help you to avoid almost every other communication breakdown that can happen. Try your best to put yourself into the shoes of whoever you are speaking with. Remember, communication with others is not all about you… it is about getting the point across, so that both parties understand exactly what is going on, which will, in turn, allow for the best results possible. What Can You Do? Think about what I just reviewed, and make it a point to be an even more effective communicator so you ultimately experience the results you want in the shortest amount of time possible. Next time you speak to someone, make sure that you are vocalizing the information in such a way that results will be possible, while also avoiding negativity and any possible confusion. If you are getting value from any of Podcasts, please take a minute to leave me a short rating and review. I would really appreciate it, and love to hear from you and requests for topics you would find of value. Aim for what you want each and every day! Anne Bachrach The Accountability Coach™ The Results Accelerator™ To help you stay focused and on track to achieving your goals, check out these other high-value resources. - Subscribe to my YouTube channel with business success principles (https://www.youtube.com/annebachrach) - Subscribe to my high-value Blog (https://www.accountabilitycoach.com/blog/) - Anne’s Facebook page (https://www.facebook.com/TheAccountabilityCoach) - Anne’s Linked-in page https://www.linkedin.com/in/annebachrach - Connect with me on Pinterest (https://pinterest.com/resultsrule/) - Connect with me on Instagram (https://www.instagram.com/annebachrach/) Take advantage of all the complimentary business tips and tools by joining the Free Silver Membership on https://www.accountabilitycoach.com/coaching-store/inner-circle-store/. Check out all the great free high-content training web classes, by going to https://www.accountabilitycoach.com/free-articles/free-webinars/. Go to https://www.accountabilitycoach.com to check out for yourself how I, as your Accountability Coach™, can help you get and stay focused on you highest payoff activities that put you in the highest probability position to achieve your professional and personal goals, so you can enjoy the kind of business and life you truly want and deserve. As an experienced accountability coach and author of 5 books, I help business professionals make more money, work less, and enjoy even better work life balance. Check out my proven business accelerator resources by going to https://www.accountabilitycoach.com/coaching-store/. Get your daily Accountability Minute shot of a single, simple, doable idea, so you can start your day off on the "right foot", subscribe to it based on your country. The Accountability Minute on Amazon's Alexa in the USA: https://www.amazon.com/Accountability-Minute-Anne-Bachrach/dp/B07F5H2KGB The Accountability Minute on Alexa in Canada: https://amzn.to/2MpvUmx The Accountability Minute on Alexa in Australia: https://amzn.to/2vQqI4i The Accountability Minute on Alexa in UK: https://amzn.to/2MayU9v Author of Excuses Don’t Count; Results Rule, Live Life with No Regrets, No Excuses, and the Work Life Balance Emergency Kit, The Roadmap To Success with Stephen Covey and Ken Blanchard, and more.

How to Communicate In a Way That Produces Results Communication is critical to every aspect of interaction with others. As a successful businessperson, you have no doubt realized the importance of communication. You know that productivity can only be achieved when proper communication has been as well. You know that nothing gets accomplished efficiently unless those in charge communicate with one another. To put it quite plainly, nothing gets done if communication doesn’t happen! But how do you communicate effectively? How do you maximize the effectiveness of your words and correspondences so that you will see RESULTS instead of wasted time and effort? That is a great question, and that is EXACTLY what we are going to talk about in this article. Why Is Communication Necessary? To understand how to get results through communication, it is important to realize why it is so necessary. When people work together on a project, for a company, or towards the same goal, they will most likely be doing different things that are related. But in order for their actions to be helpful to one another, communication needs to take place. This is, basically, what it is all about. “If you just communicate you can get by. But if you skillfully communicate, you can work miracles.” --Jim Rohn Learn To Listen Listening is a key factor when it comes to communicating effectively. I once heard that our brains naturally begin formulating a response to what is said to us after an average of about 15 seconds of hearing someone else speak. That is usually not enough time! Make sure that you are controlling both your ears AND your mouth when someone is speaking to you. Once they are done, you can answer their question or react accordingly. This not only shows respect, but will also keep you from missing information and giving uninformed instructions. Effective communication can only be accomplished when both parties are open to listening to each other. Don’t Withhold Information Sometimes, as a leader, it can be tempting to task someone to do something without giving them as much information as you have available. You might think, in your mind, that there is no reason for them to know any more than the absolute minimum. Or, you might think that their job is not to ‘know’ what you know, but rather to blindly ‘do as you say’. While this is an understandable frame of mind, to a point, you will doubtlessly find that you will become a better communicator if you tell your subordinates as much as possible as it pertains to what they are doing. By providing clear and accurate information, you are not only motivating them and helping them to understand the situation, but you are effectively filling them in on exactly WHY you are saying what you are saying… both of which are fantastic advantages to have when you are attempting to communicate effective instructions to someone else. Be Courteous Yes, you might be the boss… but that definitely does not give you a reason to be a jerk to your subordinates. Being courteous and polite is, by far, the best way to get results from those around you. If you find it incredibly hard to be nice to people, then you might want to re-examine your priorities or delegate out the task of dealing with others to someone else. Being courteous will get you results… being a jerk will not. Subordinates who are treated without respect or decency usually end up resenting those in authority over them. This can lead to them, in general, not caring whether the job is done right or not. Subordinates who are treated with respect, on the other hand, are usually much more apt to do their best. Seek To Understand Others One of the biggest mistakes that most people make is in not taking the time to understand the person who they are trying to communicate with. Whether it is a disgruntled employee, an angry client, or a bewildered colleague, it is of the utmost importance that you make sure to understand the point of view of the person in front of you before you try to make yourself understood. This habit, actually, will help you to avoid almost every other communication breakdown that can happen. Try your best to put yourself into the shoes of whoever you are speaking with. Remember, communication with others is not all about you… it is about getting the point across, so that both parties understand exactly what is going on, which will, in turn, allow for the best results possible. What Can You Do? Think about what I just reviewed, and make it a point to be an even more effective communicator so you ultimately experience the results you want in the shortest amount of time possible. Next time you speak to someone, make sure that you are vocalizing the information in such a way that results will be possible, while also avoiding negativity and any possible confusion. If you are getting value from any of Podcasts, please take a minute to leave me a short rating and review. I would really appreciate it, and love to hear from you and requests for topics you would find of value. Aim for what you want each and every day! Anne Bachrach The Accountability Coach™ The Results Accelerator™ To help you stay focused and on track to achieving your goals, check out these other high-value resources. - Subscribe to my YouTube channel with business success principles (https://www.youtube.com/annebachrach) - Subscribe to my high-value Blog (https://www.accountabilitycoach.com/blog/) - Anne’s Facebook page (https://www.facebook.com/TheAccountabilityCoach) - Anne’s Linked-in page https://www.linkedin.com/in/annebachrach - Connect with me on Pinterest (https://pinterest.com/resultsrule/) - Connect with me on Instagram (https://www.instagram.com/annebachrach/) Take advantage of all the complimentary business tips and tools by joining the Free Silver Membership on https://www.accountabilitycoach.com/coaching-store/inner-circle-store/. Check out all the great free high-content training web classes, by going to https://www.accountabilitycoach.com/free-articles/free-webinars/. Go to https://www.accountabilitycoach.com to check out for yourself how I, as your Accountability Coach™, can help you get and stay focused on you highest payoff activities that put you in the highest probability position to achieve your professional and personal goals, so you can enjoy the kind of business and life you truly want and deserve. As an experienced accountability coach and author of 5 books, I help business professionals make more money, work less, and enjoy even better work life balance. Check out my proven business accelerator resources by going to https://www.accountabilitycoach.com/coaching-store/. Get your daily Accountability Minute shot of a single, simple, doable idea, so you can start your day off on the "right foot", subscribe to it based on your country. The Accountability Minute on Amazon's Alexa in the USA: https://www.amazon.com/Accountability-Minute-Anne-Bachrach/dp/B07F5H2KGB The Accountability Minute on Alexa in Canada: https://amzn.to/2MpvUmx The Accountability Minute on Alexa in Australia: https://amzn.to/2vQqI4i The Accountability Minute on Alexa in UK: https://amzn.to/2MayU9v Author of Excuses Don’t Count; Results Rule, Live Life with No Regrets, No Excuses, and the Work Life Balance Emergency Kit, The Roadmap To Success with Stephen Covey and Ken Blanchard, and more.

Communication is critical to every aspect of interaction with others. As a successful businessperson, you have no doubt realized the importance of communication. You know that productivity can only be achieved when proper communication has been as well. You know that nothing gets accomplished efficiently unless those in charge communicate with one another. To put it quite plainly, nothing gets done if communication doesn't happen! But how do you communicate effectively? How do you maximize the effectiveness of your words and correspondences so that you will see RESULTS instead of wasted time and effort? That is a great question, and that is EXACTLY what we are going to talk about in this article. Why Is Communication Necessary? To understand how to get results through communication, it is important to realize why it is so necessary. When people work together on a project, for a company, or towards the same goal, they will most likely be doing different things that are related. But in order for their actions to be helpful to one another, communication needs to take place. This is, basically, what it is all about. “If you just communicate you can get by. But if you skillfully communicate, you can work miracles.” --Jim Rohn Learn To Listen Listening is a key factor when it comes to communicating effectively. I once heard that our brains naturally begin formulating a response to what is said to us after an average of about 15 seconds of hearing someone else speak. That is usually not enough time! Make sure that you are controlling both your ears AND your mouth when someone is speaking to you. Once they are done, you can answer their question or react accordingly. This not only shows respect, but will also keep you from missing information and giving uninformed instructions. Effective communication can only be accomplished when both parties are open to listening to each other. Don't Withhold Information Sometimes, as a leader, it can be tempting to task someone to do something without giving them as much information as you have available. You might think, in your mind, that there is no reason for them to know any more than the absolute minimum. Or, you might think that their job is not to ‘know' what you know, but rather to blindly ‘do as you say'. While this is an understandable frame of mind, to a point, you will doubtlessly find that you will become a better communicator if you tell your subordinates as much as possible as it pertains to what they are doing. By providing clear and accurate information, you are not only motivating them and helping them to understand the situation, but you are effectively filling them in on exactly WHY you are saying what you are saying… both of which are fantastic advantages to have when you are attempting to communicate effective instructions to someone else. Be Courteous Yes, you might be the boss… but that definitely does not give you a reason to be a jerk to your subordinates. Being courteous and polite is, by far, the best way to get results from those around you. If you find it incredibly hard to be nice to people, then you might want to re-examine your priorities or delegate out the task of dealing with others to someone else. Being courteous will get you results… being a jerk will not. Subordinates who are treated without respect or decency usually end up resenting those in authority over them. This can lead to them, in general, not caring whether the job is done right or not. Subordinates who are treated with respect, on the other hand, are usually much more apt to do their best. Seek To Understand Others One of the biggest mistakes that most people make is in not taking the time to understand the person who they are trying to communicate with. Whether it is a disgruntled employee, an angry client, or a bewildered colleague, it is of the utmost importance that you make sure to understand the point of view of the person in front of you before you try to make yourself understood. This habit, actually, will help you to avoid almost every other communication breakdown that can happen. Try your best to put yourself into the shoes of whoever you are speaking with. Remember, communication with others is not all about you… it is about getting the point across, so that both parties understand exactly what is going on, which will, in turn, allow for the best results possible. What Can You Do? Think about what I just reviewed, and make it a point to be an even more effective communicator so you ultimately experience the results you want in the shortest amount of time possible. Next time you speak to someone, make sure that you are vocalizing the information in such a way that results will be possible, while also avoiding negativity and any possible confusion. If you are getting value from any of Podcasts, please take a minute to leave me a short rating and review. I would really appreciate it, and love to hear from you and requests for topics you would find of value. Aim for what you want each and every day! Anne Bachrach The Accountability Coach™ The Results Accelerator™ To help you stay focused and on track to achieving your goals, check out these other high-value resources. - Subscribe to my YouTube channel with business success principles (https://www.youtube.com/annebachrach) - Subscribe to my high-value Blog (https://www.accountabilitycoach.com/blog/) - Anne's Facebook page (https://www.facebook.com/TheAccountabilityCoach) - Anne's Linked-in page https://www.linkedin.com/in/annebachrach - Connect with me on Pinterest (https://pinterest.com/resultsrule/) - Connect with me on Instagram (https://www.instagram.com/annebachrach/) Take advantage of all the complimentary business tips and tools by joining the Free Silver Membership on https://www.accountabilitycoach.com/coaching-store/inner-circle-store/. Check out all the great free high-content training web classes, by going to https://www.accountabilitycoach.com/free-articles/free-webinars/. Go to https://www.accountabilitycoach.com to check out for yourself how I, as your Accountability Coach™, can help you get and stay focused on you highest payoff activities that put you in the highest probability position to achieve your professional and personal goals, so you can enjoy the kind of business and life you truly want and deserve. As an experienced accountability coach and author of 5 books, I help business professionals make more money, work less, and enjoy even better work life balance. Check out my proven business accelerator resources by going to https://www.accountabilitycoach.com/coaching-store/. Get your daily Accountability Minute shot of a single, simple, doable idea, so you can start your day off on the "right foot", subscribe to it based on your country. The Accountability Minute on Amazon's Alexa in the USA: https://www.amazon.com/Accountability-Minute-Anne-Bachrach/dp/B07F5H2KGB The Accountability Minute on Alexa in Canada: https://amzn.to/2MpvUmx The Accountability Minute on Alexa in Australia: https://amzn.to/2vQqI4i The Accountability Minute on Alexa in UK: https://amzn.to/2MayU9v Author of Excuses Don't Count; Results Rule, Live Life with No Regrets, No Excuses, and the Work Life Balance Emergency Kit, The Roadmap To Success with Stephen Covey and Ken Blanchard, and more.

Communication is critical to every aspect of interaction with others. As a successful businessperson, you have no doubt realized the importance of communication. You know that productivity can only be achieved when proper communication has been as well. You know that nothing gets accomplished efficiently unless those in charge communicate with one another. To put it quite plainly, nothing gets done if communication doesn’t happen! But how do you communicate effectively? How do you maximize the effectiveness of your words and correspondences so that you will see RESULTS instead of wasted time and effort? That is a great question, and that is EXACTLY what we are going to talk about in this article. Why Is Communication Necessary? To understand how to get results through communication, it is important to realize why it is so necessary. When people work together on a project, for a company, or towards the same goal, they will most likely be doing different things that are related. But in order for their actions to be helpful to one another, communication needs to take place. This is, basically, what it is all about. “If you just communicate you can get by. But if you skillfully communicate, you can work miracles.” --Jim Rohn Learn To Listen Listening is a key factor when it comes to communicating effectively. I once heard that our brains naturally begin formulating a response to what is said to us after an average of about 15 seconds of hearing someone else speak. That is usually not enough time! Make sure that you are controlling both your ears AND your mouth when someone is speaking to you. Once they are done, you can answer their question or react accordingly. This not only shows respect, but will also keep you from missing information and giving uninformed instructions. Effective communication can only be accomplished when both parties are open to listening to each other. Don’t Withhold Information Sometimes, as a leader, it can be tempting to task someone to do something without giving them as much information as you have available. You might think, in your mind, that there is no reason for them to know any more than the absolute minimum. Or, you might think that their job is not to ‘know’ what you know, but rather to blindly ‘do as you say’. While this is an understandable frame of mind, to a point, you will doubtlessly find that you will become a better communicator if you tell your subordinates as much as possible as it pertains to what they are doing. By providing clear and accurate information, you are not only motivating them and helping them to understand the situation, but you are effectively filling them in on exactly WHY you are saying what you are saying… both of which are fantastic advantages to have when you are attempting to communicate effective instructions to someone else. Be Courteous Yes, you might be the boss… but that definitely does not give you a reason to be a jerk to your subordinates. Being courteous and polite is, by far, the best way to get results from those around you. If you find it incredibly hard to be nice to people, then you might want to re-examine your priorities or delegate out the task of dealing with others to someone else. Being courteous will get you results… being a jerk will not. Subordinates who are treated without respect or decency usually end up resenting those in authority over them. This can lead to them, in general, not caring whether the job is done right or not. Subordinates who are treated with respect, on the other hand, are usually much more apt to do their best. Seek To Understand Others One of the biggest mistakes that most people make is in not taking the time to understand the person who they are trying to communicate with. Whether it is a disgruntled employee, an angry client, or a bewildered colleague, it is of the utmost importance that you make sure to understand the point of view of the person in front of you before you try to make yourself understood. This habit, actually, will help you to avoid almost every other communication breakdown that can happen. Try your best to put yourself into the shoes of whoever you are speaking with. Remember, communication with others is not all about you… it is about getting the point across, so that both parties understand exactly what is going on, which will, in turn, allow for the best results possible. What Can You Do? Think about what I just reviewed, and make it a point to be an even more effective communicator so you ultimately experience the results you want in the shortest amount of time possible. Next time you speak to someone, make sure that you are vocalizing the information in such a way that results will be possible, while also avoiding negativity and any possible confusion. If you are getting value from any of Podcasts, please take a minute to leave me a short rating and review. I would really appreciate it, and love to hear from you and requests for topics you would find of value. Aim for what you want each and every day! Anne Bachrach The Accountability Coach™ The Results Accelerator™ To help you stay focused and on track to achieving your goals, check out these other high-value resources. - Subscribe to my YouTube channel with business success principles (https://www.youtube.com/annebachrach) - Subscribe to my high-value Blog (https://www.accountabilitycoach.com/blog/) - Anne’s Facebook page (https://www.facebook.com/TheAccountabilityCoach) - Anne’s Linked-in page https://www.linkedin.com/in/annebachrach - Connect with me on Pinterest (https://pinterest.com/resultsrule/) - Connect with me on Instagram (https://www.instagram.com/annebachrach/) Take advantage of all the complimentary business tips and tools by joining the Free Silver Membership on https://www.accountabilitycoach.com/coaching-store/inner-circle-store/. Check out all the great free high-content training web classes, by going to https://www.accountabilitycoach.com/free-articles/free-webinars/. Go to https://www.accountabilitycoach.com to check out for yourself how I, as your Accountability Coach™, can help you get and stay focused on you highest payoff activities that put you in the highest probability position to achieve your professional and personal goals, so you can enjoy the kind of business and life you truly want and deserve. As an experienced accountability coach and author of 5 books, I help business professionals make more money, work less, and enjoy even better work life balance. Check out my proven business accelerator resources by going to https://www.accountabilitycoach.com/coaching-store/. Get your daily Accountability Minute shot of a single, simple, doable idea, so you can start your day off on the "right foot", subscribe to it based on your country. The Accountability Minute on Amazon's Alexa in the USA: https://www.amazon.com/Accountability-Minute-Anne-Bachrach/dp/B07F5H2KGB The Accountability Minute on Alexa in Canada: https://amzn.to/2MpvUmx The Accountability Minute on Alexa in Australia: https://amzn.to/2vQqI4i The Accountability Minute on Alexa in UK: https://amzn.to/2MayU9v Author of Excuses Don’t Count; Results Rule, Live Life with No Regrets, No Excuses, and the Work Life Balance Emergency Kit, The Roadmap To Success with Stephen Covey and Ken Blanchard, and more.

Communication is critical to every aspect of interaction with others. As a successful businessperson, you have no doubt realized the importance of communication. You know that productivity can only be achieved when proper communication has been as well. You know that nothing gets accomplished efficiently unless those in charge communicate with one another. To put it quite plainly, nothing gets done if communication doesn’t happen! But how do you communicate effectively? How do you maximize the effectiveness of your words and correspondences so that you will see RESULTS instead of wasted time and effort? That is a great question, and that is EXACTLY what we are going to talk about in this article. Why Is Communication Necessary? To understand how to get results through communication, it is important to realize why it is so necessary. When people work together on a project, for a company, or towards the same goal, they will most likely be doing different things that are related. But in order for their actions to be helpful to one another, communication needs to take place. This is, basically, what it is all about. “If you just communicate you can get by. But if you skillfully communicate, you can work miracles.” --Jim Rohn Learn To Listen Listening is a key factor when it comes to communicating effectively. I once heard that our brains naturally begin formulating a response to what is said to us after an average of about 15 seconds of hearing someone else speak. That is usually not enough time! Make sure that you are controlling both your ears AND your mouth when someone is speaking to you. Once they are done, you can answer their question or react accordingly. This not only shows respect, but will also keep you from missing information and giving uninformed instructions. Effective communication can only be accomplished when both parties are open to listening to each other. Don’t Withhold Information Sometimes, as a leader, it can be tempting to task someone to do something without giving them as much information as you have available. You might think, in your mind, that there is no reason for them to know any more than the absolute minimum. Or, you might think that their job is not to ‘know’ what you know, but rather to blindly ‘do as you say’. While this is an understandable frame of mind, to a point, you will doubtlessly find that you will become a better communicator if you tell your subordinates as much as possible as it pertains to what they are doing. By providing clear and accurate information, you are not only motivating them and helping them to understand the situation, but you are effectively filling them in on exactly WHY you are saying what you are saying… both of which are fantastic advantages to have when you are attempting to communicate effective instructions to someone else. Be Courteous Yes, you might be the boss… but that definitely does not give you a reason to be a jerk to your subordinates. Being courteous and polite is, by far, the best way to get results from those around you. If you find it incredibly hard to be nice to people, then you might want to re-examine your priorities or delegate out the task of dealing with others to someone else. Being courteous will get you results… being a jerk will not. Subordinates who are treated without respect or decency usually end up resenting those in authority over them. This can lead to them, in general, not caring whether the job is done right or not. Subordinates who are treated with respect, on the other hand, are usually much more apt to do their best. Seek To Understand Others One of the biggest mistakes that most people make is in not taking the time to understand the person who they are trying to communicate with. Whether it is a disgruntled employee, an angry client, or a bewildered colleague, it is of the utmost importance that you make sure to understand the point of view of the person in front of you before you try to make yourself understood. This habit, actually, will help you to avoid almost every other communication breakdown that can happen. Try your best to put yourself into the shoes of whoever you are speaking with. Remember, communication with others is not all about you… it is about getting the point across, so that both parties understand exactly what is going on, which will, in turn, allow for the best results possible. What Can You Do? Think about what I just reviewed, and make it a point to be an even more effective communicator so you ultimately experience the results you want in the shortest amount of time possible. Next time you speak to someone, make sure that you are vocalizing the information in such a way that results will be possible, while also avoiding negativity and any possible confusion. If you are getting value from any of Podcasts, please take a minute to leave me a short rating and review. I would really appreciate it, and love to hear from you and requests for topics you would find of value. Aim for what you want each and every day! Anne Bachrach The Accountability Coach™ The Results Accelerator™ To help you stay focused and on track to achieving your goals, check out these other high-value resources. - Subscribe to my YouTube channel with business success principles (https://www.youtube.com/annebachrach) - Subscribe to my high-value Blog (https://www.accountabilitycoach.com/blog/) - Anne’s Facebook page (https://www.facebook.com/TheAccountabilityCoach) - Anne’s Linked-in page https://www.linkedin.com/in/annebachrach - Connect with me on Pinterest (https://pinterest.com/resultsrule/) - Connect with me on Instagram (https://www.instagram.com/annebachrach/) Take advantage of all the complimentary business tips and tools by joining the Free Silver Membership on https://www.accountabilitycoach.com/coaching-store/inner-circle-store/. Check out all the great free high-content training web classes, by going to https://www.accountabilitycoach.com/free-articles/free-webinars/. Go to https://www.accountabilitycoach.com to check out for yourself how I, as your Accountability Coach™, can help you get and stay focused on you highest payoff activities that put you in the highest probability position to achieve your professional and personal goals, so you can enjoy the kind of business and life you truly want and deserve. As an experienced accountability coach and author of 5 books, I help business professionals make more money, work less, and enjoy even better work life balance. Check out my proven business accelerator resources by going to https://www.accountabilitycoach.com/coaching-store/. Get your daily Accountability Minute shot of a single, simple, doable idea, so you can start your day off on the "right foot", subscribe to it based on your country. The Accountability Minute on Amazon's Alexa in the USA: https://www.amazon.com/Accountability-Minute-Anne-Bachrach/dp/B07F5H2KGB The Accountability Minute on Alexa in Canada: https://amzn.to/2MpvUmx The Accountability Minute on Alexa in Australia: https://amzn.to/2vQqI4i The Accountability Minute on Alexa in UK: https://amzn.to/2MayU9v Author of Excuses Don’t Count; Results Rule, Live Life with No Regrets, No Excuses, and the Work Life Balance Emergency Kit, The Roadmap To Success with Stephen Covey and Ken Blanchard, and more.

Kirk Minihane addresses the controversy surrounding his old producer's love life and the utterly predictable mishandling of the situation by Entercom and WEEI. You won't get the details on this one from Beat the Press or the Boston Globe. Blind Mike made it into to work despite the evisceration he suffered Friday at the hands of Dave Portnoy. The crew reacts to Mike's performance and tries to get to the bottom of Portnoy's anger. Minihane shares a phone call he had with Kmarko, the Barstool Sport's editor whose whining started the whole affray. The parody songs continue to roll in, but not all parody songs are equal. Minifan President DEC is the first to get us into the holiday spirit. Speaking of DEC, this is Election Week and we will have the full results of the cabinet elections soon. Steve Robinson continues to be bizarre. 

Do you have a sailor mouth in front of your kiddos? Is it totally okay for you to drop a constant F bomb in front of the little ones?We shouldn’t cuss in front of the kids. I'm not talking about our children.I'm talking about the people that we work with, our subordinates, those who are below you in the chain of command. I'm also not talking about actual foul language...Go to AbbyBolt.com for more information on this and many other controversial subjects surrounding moral courage in the workplace and what it means to Lead with F.I.R.E.Email me at abby@upinflames.org if you have an experience you would like to share or are in need of a resource. If I can't help, I will point you in the direction of someone who can. Do you believe in the mission of Up In Flames? My goal is to continue this podcast organically and have it sponsored by those it serves instead of corporate sponsors. Not to mention you will get early access to episodes and behind the scenes info no one else is seeing. Be a part of something great, become a Patron and support the podcast at patreon.com/upinflamespodcastVisit AbbyBolt.com for the full story and background of UIFListen:Google Podcasts HereApple Podcasts HereGet SocialFacebook @AbbyBoltSpeaksInstagram @AbbyBoltSpeaksUpTwitter @AbbyBoltSpeaks Implement your own Zero Tolerance standard, check out the #NotMe App.Be sure to check out my other podcast Her Brotherhood, where we celebrate triumph over tragedy!#NotMe #HardRightOverEasySilence #LeadWithFire #UpInFlames #HerBrotherhood Buzzsprout - Let's get your podcast launched! Start for FREEDisclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.Support the show (https://www.patreon.com/upinflamespodcast)

When leaders give an order or provide direction, they’re frequently far from clear. Why is it so uncommon for leaders to be understood? Links: BRIEF Map download link: thebrieflab.com/tools Online article – https://personalmba.com/commanders-intent/ Military article – https://apps.dtic.mil/dtic/tr/fulltext/u2/a522123.pdf The post Episode 73 – Why commander’s intent drives subordinates crazy appeared first on Just Saying.

When leaders give an order or provide direction, they’re frequently far from clear. Why is it so uncommon for leaders to be understood? Links: BRIEF Map download link: thebrieflab.com/tools Online article – https://personalmba.com/commanders-intent/ Military article – https://apps.dtic.mil/dtic/tr/fulltext/u2/a522123.pdf The post Episode 73 – Why commander’s intent drives subordinates crazy appeared first on Just Saying.

A summary of chapter of same title from my book - Leadership for Colonels and Business Managers. The topic is also known as Monkey Management.

Lynne Wines is an experienced leader in the private sector, she has been a COO and serial CEO of a couple of banks. She leads with a sound mind and dedication to those she serves. She is currently an Advanced Leadership Fellow at Harvard University. “Leadership is a skill something that you can build and learn and get better at. It isn't something that is granted to you. Nobody can grant you leadership.” “They can grant you titles, they can grant you money, they can grant you the big corner office, but they can not grant you the respect and trust that you have to have to be an effective leader.” In this episode, Lynne makes a clear distinction between being in an authority position and making acts of leadership. In one of her stories she describes how without declaring herself to be a leader, she found ways to improving the company she was working for towards an early stage in her career. Her inspirational story reminds us that you don't need rank or the corner office to support needed change in your organization. She explained, that people want and naturally gravitate towards someone who will take responsibility and lead. This has a tendency to build a degree of informal authority in the organization or around the people you work with. During her early days of making acts of leadership, she didn't identify herself as a leader. She identified that there were better ways to do things and better ways to treat people. She sought to give people a voice in the positions she held. Her ability to be mindful and aware in her workplace allowed her to not only see what needed to be done but also prompted her to take action aligned with her beliefs. These early acts of leadership were not easy. Lynne described feelings of anxiety, especially when one of her bosses ‘supposed leaders' held negative attitudes towards women. Lynne described a desire to not come off as being bossy. As she began to realize that her actions were helpful she also began to notice how those around her were perceiving the benefit of her actions. She built a collaboration among her colleagues to create plans for the organization. And they stepped up. In her explanation of managing a small department she described, you need people to do the big jobs. To build that action you need to cultivate your ability to lead. She continued by explaining that “leadership is a skill something that you can build and learn and get better at. It isn't something that is granted to you. Nobody can grant you leadership. They can grant you titles, they can grant you money, they can grant you the big corner office, but they can not grant you the respect and trust that you have to have to be an effective leader.” Lynne also described her number one belief to build the right culture and that is to be the role model. She described it as her driving force to running her banks. For her, it was especially as the first woman CEO in Florida of a financial institution. For Lynne leading isn't just making sure the job gets done, it is about creating a learning environment within the organization, which means open and transparent communication. She described that 95% of what goes on in the company is not confidential. She stressed, “if you want to know something ask me.” A tip that Lynne described was keeping her calendar open to everyone so they would know what she was doing. This was an extra level of transparency and acted as an invite to everyone in the organization to speak with her. Lynne described herself as unpopular in her younger years, she wasn't a joiner of things. She worked hard to put herself through college. Was has been working since the age of fourteen and graduated high school in just 3 years. In this episode, Lynne explains that she was shaped greatly by her mother, brothers, and uncles. Her mother was very intelligent and went back to school at an older age. She successfully graduated high school, college, and graduate school at a time when women didn't do this. There was a respect for education and drive from her mother. Lynne described a moment when she was pushed to her limits. She describes the time following the passing of her husband, a time when she worked as a CEO of a bank that had just gone through a major merger. While she was in this role she also oversaw the United Way, an organization that she dedicated quite a bit of energy to. Shortly after returning the CEO of United Way came to her and told her she needed to quit and that she was offered a position at another organization that was too good to pass up. At this moment Lynne was still coming to terms with losing her husband she responded to the CEO with, “Jennifer I am so excited for you, this a great opportunity for you. We will make United Way work, we will get through it.” It was at this moment that Lynne demonstrated herself to be a servant leader, even though she was going to lose one of the most important people in one of two organizations she over-saw she knew that it was the right more for this individual. Lynne also worked with the Seminole Tribe of Florida to assist them in starting their own financial institution. Lynne now has her sights set on supporting individuals with cognitive exceptionalities, where she hopes to improve their lifelong support. servant leader, banking, struggle, compassion, transparency, communication You can learn more about Lynne's work at her website https://www.linkedin.com/in/lynne-wines-715b07b

Does your direct report get on your nerves? Dan and Alison answer your questions with the help of Art Markman, a psychology professor at the University of Texas. They talk through how to manage someone who is unlikable, overly polite, or passive-aggressive.

I'm Michael Santos with Prison Professors. Along with my partners, Shon Hopwood and Justin Paperny, we're glad to provide more information about how to prepare for the prison journey. Earlier episodes have given extensive biographical information on us. Complete your own due diligence. You'll see why we're exceptionally well qualified to help anyone who is going into the system.   More importantly, we're well qualified to help people who want to get out of the prison system successfully. Each of us succeeded after prison because we understood how to make good decisions as we worked our way through the journey. Always remember, the right decision at the wrong time is the wrong decision.   This episode is part of our series that we're calling how to prepare for prison. In the previous episode, we explained a bit about the process. As Dr. Stephen Covey advised in his best-selling book, it's always best to seek to understand before we seek to be understood.   In this segment of the Prison Professors podcast, we're going to discuss the importance of understanding stakeholders in the criminal justice system.     Federal Prison Hierarchy To succeed in the federal prison system, it's crucial to understand how it operates. Our partner, Shon Hopwood, tells a story that might help us illustrate the point. When Shon began serving his sentence for armed bank robbery, he wanted out. Many people in prison want out.   Shon read a case that highlighted a favorable decision. He thought the legal ruling might apply to him. Shon wrote a motion and he filed his motion in a court that he thought would grant relief. The judge refused to accept Shon's motion. Instead, the judge offered advice. He suggested that if Shon wanted to get relief in court, it would behoove him to file in an appropriate court that would have jurisdiction on his case.   Obviously, Shon went on to master the judicial system. As Steve Kroft of 60 Minute said, while serving his sentence, Shon became the most successful “jailhouse” lawyer in history. The legal briefs that he wrote for other prisoners resulted in victories in the district courts, circuit courts, and the U.S. Supreme Court. His legal victories changed laws and resulted in liberty for many people in federal prison.   But if Shon did not learn how to master federal prison first, he would not have succeeded in mastering the federal judiciary, or become a skilled jailhouse lawyer. We must take first steps first. And for people going into the prison system, it's essential to understand how the Bureau of Prisons operates.     Branches of Government Like the federal courts, the Federal Bureau of Prisons is a massive bureaucracy. Many years may have passed since some of our readers took a class in civics. As a quick reminder, our nation has three bodies of government. They include the following branches:   The Legislative Branch The Judicial Branch The Executive Branch   Our elected members of Congress make up the Legislative Branch of government. They include representatives from each of the 500+ districts in the United States, and they include the two senators that represent each state. Those members vote on legislation in both the Senate and the House of Representatives. Once they're in agreement, the legislative bills go to the President. If the President signs the legislative bills, they become laws.   In our country, we have more than 90 federal Judicial Districts. For example, in California, there are four separate federal Judicial Districts—including the Northern District Court, the Central District Court, the Southern District Court, and the Eastern District Court. Each of those Districts is part of a Circuit. We separate those Circuits by geographic regions. For example , California is in the Ninth Judicial Circuit. New York is in the Second Judicial Circuit. We have the U.S. Supreme Court that presides over all Circuit and District Courts. We have more than 1,000 federal judges that preside over the various courts. Each of the judges strives to ensure that people receive due process—meaning, the judges strive to apply fairness in the courts for all.   The Executive Branch of government oversees the many different applications of government. Our president appoints people who oversee the different departments. For our purposes, we know that the Attorney General of the United States oversees the Department of Justice. And the Attorney General of the United States oversees the Director of the Bureau of Prisons. For that reason, we must understand how the hierarchy operates.     Politics and Prisoners: Earlier, I encouraged you to complete your due diligence on my partners and me. That way you could assess the veracity of our claim to have mastered our time in federal prison. It takes a lot of discipline to grow in prison. In my case, I went through 26 years.   By the time that I met our co-founder Justin Paperny in the Taft Federal Prison Camp, our country was going through a historic election. The economy was in the tank, sliding into the worst recession in recent memory. Unemployment was on the rise. Justin asked me why I followed the political race so closely.   As a prisoner, I explained, we must live with decisions that come down from the top. The president's perspective on governing will influence the policies that he wants to set. As a prisoner, we must live with those policies. If the president believes that people have a capacity to change, the president will appoint an Attorney General that shares that liberal viewpoint. If the president believes that we need to preserve the systems that are in place, then the president will appoint an Attorney General that shares such a conservative viewpoint. Policy shifts in prison will reflect the perceptions of both the president and the Attorney General.   To illustrate, let us provide two recent examples of such change.   The Second Chance Act provided prison administrators with new discretion regarding halfway house placement. Prior to the Second Chance Act, leaders in The Bureau of Prisons could authorize prisoners to serve the final six months of their sentences in a halfway house. After The Second Chance Act, leaders in The Bureau of Prisons could authorize prisoners to serve the final 12 months of their sentences in a halfway house.   Obviously, from a prisoner's perspective, 12 months in a halfway house would be better than six months in a halfway house. But it was up to the Bureau of Prisons to apply the law.   The U.S. Congress passed The Second Chance Act. But leadership in the BOP has discretion. When President Obama was in office, the Attorney General was Eric Holder. Under that administration, people in prison could have some influence on how much halfway house time they could receive. As a master of federal prison, I succeeded in putting myself on a pathway to get the full 12 months of halfway house. Similarly, as a master in the federal prison system, Justin succeeded in getting the maximum halfway house placement that was available to him.   In 2017, President Donald Trump appointed Jeff Sessions to serve as the Attorney General. Both President Trump and Attorney General Sessions had a different perspective. President Trump and AG Sessions had a conservative perspective, meaning that they believed that people should serve the maximum amount of time in federal prison. The 2017 administration cut funding to halfway houses.   But a master of federal prison would know how to cope with such change.   To prevail on maximum halfway house time—or any other matter pertaining to federal prison—Prison Professors urges people to understand the system. Pursue a strategy to get the best possible outcome, depending upon the political philosophy of the administration in power. The strategy that may result in success during a conservative administration may differ from the strategy that could result in success in a liberal administration.   To master federal prison quickly, make sure that you understand the political philosophy on both a macro and a micro level.     Directors of the Bureau of Prisons: The Bureau of Prisons is a massive organization. It employs more than 40,000 staff members that serve in six different regions. Those regions include federal prisons in most states, halfway houses in all states, regional offices, training centers, and headquarters in Washington D.C. The Director of the Bureau of Prisons presides over the entire bureaucracy. He reports to the Attorney General of the United States.   For the nearly 200,000 federal prisoners, it's important to understand the different roles in the BOP. What is the role of the Director?   Well, the Director must make sure that the prison system is operating in accordance with the wishes of the Attorney General. And the Attorney General wants the Director to operate the Bureau of Prisons in accordance with the political philosophy of the President.   The Director is not going to express concern for individual prisoner issues. Rather, the Director focuses on systemic policies. When prisoners attempt to seek relief from the Director, the prisoner reveals a lack of understanding for how the system operates. Masters understand the system. And they learn how to succeed, given the limitations of the system itself.   Unless a prisoner wants to advocate for systemic change, it doesn't make sense for him to advance arguments at the highest levels of the Bureau of Prisons. In fact, doing so can cause problems. Leaders know that the right decision at the wrong time is the wrong decision. Although people in prison may see many injustices on a systemic level, as masters, we should always have a very clear perspective. How are we defining success? What battles are we striving to win? What price are we willing to pay in pursuit of success over our battles.   By focusing on victory as we define victory, we know where to concentrate our energy. It rarely works in our interest to seek relief from the highest levels of the Federal Bureau of Prisons.   To oversee the Bureau of Prisons, the Director relies upon a large team. That team includes a Deputy Director, several Acting Directors, and several Regional Directors. It would be highly unusual for any of those directors to make decisions regarding any individuals in prison. Rather, the directors rely upon their subordinates. We should expect the subordinates to make decisions in accordance with the political philosophies of the people in power. Directors set policies and oversee budgets. Subordinates carry out those policies.   Federal Prison, an Overview: We know that the Bureau of Prisons is a massive bureaucracy. It includes many different divisions. People who want to master federal prison should broaden their understanding of how it operates. The more people understand, the more likely they become to get on the best trajectory.   Masters seek to understand more so that they can influence more.   Although a later chapter discusses custody and classification levels in detail, we can provide a brief overview here. The Bureau of Prisons categorizes in accordance with security levels. Consider the following:   ADX: This designation refers to an Administrative-Maximum U.S. Penitentiary. It is the highest level of security. Most people who serve time in an ADX start in a lower-security prison. They make decisions in prison that result in new criminal charges, or disciplinary problems. When a team or staff member identifies people in prison as being sufficiently disruptive, they may send them to an ADX penitentiary.   SMU: This designation refers to a Special Management Unit. Like the ADX, the SMU is a highly restrictive prison. Staff members may send people to an SMU when they want to restrict their communication. Although most people who are in an SMU have violent histories, it's important to remember the adage “The pen is mightier than the sword.” If staff members consider a prisoner to be a prolific writer, and the prisoner writes content that staff members consider inflammatory, they may confine the person in an SMU.   USP: This designation refers to a United States Penitentiary. In the broader community, people consider the word penitentiary as being synonymous with prison. But in the Federal Bureau of Prisons, the word penitentiary has a different meaning and connotation. It means high-security. People going to a USP live in restrictive conditions. Staff members consider USPs to be more volatile. They govern USPs in response to population levels that include higher percentages of people who have violent, volatile, and disruptive histories.   FCI: This designation refers to a Federal Correctional Institution. The FCI includes both medium-security and low-security prisons.   FSL: This designation refers to a Federal Satellite Low Security Prison. The people in an FSL have the custody scoring of people in a camp. But they have some issue that prevents them from going to a camp. For example, they may have a detainer of some type, or they may have longer than 10 years to serve.   SCP: This designation refers to a Satellite Prison Camp. The camp is adjacent to a secure prison, and the inmates in the camp provide labor that keeps the prison operating.   FPC: This designation refers to a federal prison camp. It is frequently a stand-alone camp, meaning it is not tied to another prison, as with the SCP.   FCC: This designation refers to a Federal Correctional Complex. A complex will have several prisons of different security levels in a single location. People in one prison do not mix with people in another prison, but they're all in the same geographical location.   FDC, MCC, or MDC: These designations refer detention centers. People in detention centers, ordinarily, await outcomes of judicial proceedings. Although some people serve the entire term in detention centers, or they are assigned to the work cadre—performing maintenance on the prison, they are not necessarily serving time.   FMC: This designation refers to a Federal Medical Center. People who need medical attention may serve all or a portion of their time in an FMC.   FTC: This designation refers to the Federal Transfer Center, in Oklahoma. Prisoners may spend time in the FTC while traveling to other institutions, or they may serve their sentence in the FTC if they're part of a work cadre.   CI: This designation refers to a privately operated federal prison.   CO and RO: These designation refers to the Central Office and the Regional Office. We can use our understanding of the regional office and the central office to influence our placement, or to influence favorable outcomes.   Mastering the federal prison system requires some knowledge of the different types of institutions. The more we know about the Bureau of Prisons and the staff, the better we can position ourselves to get to the best possible environment.   All secure institutions include the following staff members:     Warden: The warden is the CEO of the institution. Wardens have an enormous amount of influence with regard to how the prison operates. Some wardens make themselves approachable. To the extent that a person in prison positions himself well, he can influence the warden's perception.   As a prisoner, it's crucial to begin with a clear understanding of success. Exercise discretion when it comes to approaching a warden—or anyone else. Lay the groundwork first, before asking the warden to intervene on anything. Understand that the warden has enormous power with regard to every person in the prison. In the various books that Prison Professors have written, we described how wardens influenced our success through the journey. Pay close attention to the extensive amounts of back work that we did, and also note how we were selective when requesting assistance.   Associate Wardens: The associate wardens are part of the warden's executive staff. They oversee various departments within the prison. For example, the Associate Warden of Programs will oversee unit staff. The Associate Warden of Operations will oversee facility management. The population level of the prison will influence how many AWs are available.   Department Heads: Department heads oversee specific departments. For example, the Unit Manager oversees all case managers. A Unit Manager reports directly to the Associate Warden of Programs. The Unit Manager will ask inmates to resolve matters directly with the case manager.   Line Staff: Line staff includes case managers, cook supervisors, counselors, landscape foreman, maintenance leaders, and others who work in various departments. They report to their respective department heads.   Case Managers: Case managers oversee all matters that pertain to a person's case. Once the judge sentences a person “To the custody of the attorney general,” that person becomes an “inmate” as far as concerns the system. And case managers will have direct oversight of the inmate. The inmate will not have a lawyer. The inmate must learn how to advocate for himself effectively. Case managers will be a key person to influence. Although policies guide decisions, there is always some discretion. A master will learn how to influence staff members in the Bureau of Prisons in a positive way.   Counselors: Counselors in federal prison do not offer the type of counseling that someone outside of prison would expect. Rather, they perform jobs like approving visiting lists and assigning jobs. It's best to understand the limited role that counselors play in federal prison. That way, people spare themselves the disappointment that comes from expecting too much.     Influence and Manipulation At Prison Professors, we discuss the long-term approach of influencing a positive outcome. That differs from shortsighted efforts to manipulate staff members. To influence does not mean to manipulate.   For obvious reasons, staff members are extremely cynical. Every day, staff members in prison work with convicted felons. Many of those people have criminal mindsets. That is why staff members expect inmates to lie. They expect inmates to do or say anything that will ease their burden. Masters of the system do not whine or complain about this reality. Rather, they learn how to work within the system, and how to succeed in spite of the challenges.   Masters know that the Bureau of Prisons invests a considerable amount of resources in staff development and staff training. Part of that training teaches staff members how “to be firm but fair.” The Bureau of Prisons wants to make sure the public is safe, the prisons are safe, and the staff members are safe. As such, it's extremely conservative. Training encourages staff members to rely upon policy when making decisions, and it trains them to interpret those policies conservatively. For that reason, it's crucial for masters to understand all policies. By understanding the opportunity costs that come with every decision, masters can make better progress than those who flounder.   If you want to master federal prison, work through all of the programs available through PrisonProfessors.com. You will learn our strategies for making exceptional progress in prison. More importantly, you will learn how to succeed upon release.    

My Boss Doesn't Listen To Me   If you reading this title and thinking this has nothing to do with my leadership, you might want to think again. We hear this comment a lot from the participants on our training. They complain that the boss doesn't talk to them enough because they are too busy, don't have much interest in their ideas or do not seek their suggestions. In this modern life, none of these issues from staff should be surprising. There have been two major tectonic plate shifts in organisations over the last twenty years. One has been the compression of many organisational layers into a few. The other has been the democratization of information access. Bosses have been struggling to keep up.   When we had more layers in our company structures, leaders matured like a fine wine. They rose up the ladder in small increments, over an extended period of time and were groomed for responsibility. There were assistants aplenty to do mundane, time consuming tasks. The striping out of the layers, for the sake of cost cutting and “efficiencies”, has thrown this world off its axis.   The fewer layers means the jumps are larger, the responsibilities greater and no assistants. Boss busyness has resulted in less subordinate coaching and delegation getting done. Explanations have been replaced with directives – “do this, do that”. Bosses don't delegate much anymore, because they are time poor. They don't have the bandwidth to explain, so they say to themselves, “it will be quicker if I do it myself”. Does this scenario sound familiar at all?   The internet has made information instantly available and free. Boss monopolisation of information is not as easy or replicable as in the past. The amount of information emerging everyday has become a massive flood tide against which resistance is useless. Bosses cannot be in command of its entirety, so they have to rely on others much more than before. They need their subordinate's help, but the sting in the tail is that they are not doing enough about accessing that help.   Subordinates have good information, get ideas, are closer to the market, collect the most up to date experience and produce insights. Harassed time poor bosses have no time to seek out these ideas and bring these insights out into the open. They don't create the time required to coach. They do delegation, but in a way guaranteed to fail, because they won't invest the time to sell the delegation.   The consequence is that subordinates hesitate to engage with their boss, because they see how distracted and frantic they are already. When they do talk to the boss, it is all formulistic around reporting on progress on the various projects being worked on. Bosses don't bother to enquire about the other key things going on in their subordinates lives. They fail to seek ideas and innovations because they are already preoccupied with their own work. They hover between distracted and selective listening. On a slow day, they might stray into the zone of attentive listening, but that would be a rarity in a year long period.   In fact, bosses tend to excel at pretending to be listening, because they are brilliant at multi-tasking. They are mentally fixated on something else, while they are talking to their subordinates on a completely different topic. Does this ring a bell? They are listening for key items which will be of interest to them and they are tossing out everything else. The subordinate doesn't feel they are actually being listened to at all. They don't feel it is attentive listening, let alone empathetic listening. They draw the conclusion that their actual perceived worth and value to the boss is pretty low. They get discouraged and soon just stop inputting ideas into the system.   If you have not been hit up with an idea from one of your subordinates in the last month, take a moment and reflect on exactly when was the last time that happened? The chances are it has been a long time between drinks. The reason is probably that you are not really engaging with the team and making sure they feel they are being listened to. They need to know that their ideas have value, that you are recognising their contribution. They want to see their ideas being put into application. Are you doing this? Are you really listening? Engaged employees are self-motivated. The self-motivated are inspired. Inspired staff grow your business but are you inspiring them? We teach leaders and organisations how to inspire their people. Want to know how we do that? Contact me at greg.story@dalecarnegie.com   If you enjoy these articles, then head over to www.japan.dalecarnegie.com and check out our "Free Stuff" offerings - whitepapers, guidebooks, training videos, podcasts, blogs. Take a look at our Japanese and English seminars, workshops, course information and schedules.   About The Author Dr. Greg Story: President, Dale Carnegie Training Japan In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making and become a 30 year veteran of Japan.   A committed lifelong learner, through his published articles in the American, British and European Chamber journals, his videos and podcasts “THE Leadership Japan Series”, "THE Sales Japan series", THE Presentations Japan Series", he is a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. Dr. Story is a popular keynote speaker, executive coach and trainer.   Since 1971, he has been a disciple of traditional Shitoryu Karate and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business.    

The Boss's Genius Ideas     Shinya Katanozaka President of ANA Holdings came up with a genius idea. Allow the passengers to order breakfast, lunch and dinner whenever they pleased. Passenger surveys showed the clients were in full agreement. What the boss had not anticipated was that passengers would order the meals immediately on take-off, making it impossible to deliver on the promise. The plan was soon scrapped.   The point here is not about being willing and unafraid to try new things, in order to differentiate ourselves from the hoi polloi of the competition. That courage and motivation is exemplary. The real issue is that no one inside the ANA organisation told the boss the “Emperor Has No Clothes”.   When you have dynamic leaders, you often get the “success at all costs no matter what” dynamism, that comes as part of their personality package. They are mentally strong, persuasive, disciplined, hard working, intolerant of weakness, tough, masterful and basically a handfull for everyone around them.   Is this you?   As leaders in Japan, one of our biggest fears is ignorance. We may come up with a genius idea that is actually rubbish. The age, stage and power hierarchy here ensures no one wants to stand out by “speaking truth to power”. Subordinates learn quickly that taking personal responsibility for anything is a risky business. Better to make it a group decision, so that the blame evaporates and never settles on any one person in particular. There are plenty of parents of success in Japan and also plenty of orphans, when it comes to failure.   Take a look at what happened with the original Olympic Stadium design for Tokyo for 2020. It was almost impossible to locate anyone who was responsible. The current excitement about the toxicity and design of the Toyosu site for the new fish and vegetable markets is another textbook case study where no one seems responsible.   So the odds are stacked up against anyone reporting potential bad news to a powerful boss. In the Japanese context, it is much better to be a “Yes Man” and blend in with the office shrubbery as much as possible. As the boss though, we need people around us who can speak back to us and tell us we are not considering all the negative ramifications of our genius decision.   This sounds simple in theory. However, if you have built a career on getting things done, despite everyone around you telling you it can't be done and then you go and do it, your ego gets pretty puffed up.   You become a powerful advocate for your own opinion, you are ace at debate, you can wrangle with the best of them to get your way. Hasn't that been your formula for your massive success so far? Why change what is working? This is especially true in Japan, where you have to push like crazy to get anything new introduced or to change anything to make it better.   Here is where we run into trouble of our own making. We have browbeaten the troops reporting to us to genuflect when the genius boss is speaking, to doff their caps to our cleverness, to tug their forelocks in submission to our superiority.   Like Katanozaka san though, sometimes we don't have full command of the situation or enough facts about the gemba（現場）or the on-site reality, to really know everything needed to make the best decision. If the people around us don't feel the trust to speak up, without being decimated by our forceful personalities, then we will keep on building our ladder higher and higher, better and better up against the wrong wall.   So, when we hear hesitation or see doubt or sense reluctance on the part of those reporting to us, let's not opt for a preemptory nuclear harpoon strike to wipe out any possible resistance to “Our Word”. Instead, let's bite our tongue, put on our best inscrutable poker face, shut up and listen to what they have to say. Let's draw them out without riposte, without immediate evaluation, without issuing the death penalty to their idea. Let's tell them: “Thank you. This is an important consideration and I want to give the idea sufficient time to mull it over”.   The first few times you do this, it will probably kill you. Fast paced people like speed of execution – no loose ends, nothing left hanging, no untidiness. They pile up the workload until it almost crushes them. They are so time poor they can hardly get through their most high priority tasks for each day. In this environment, taking additional time to listen to subordinates seems like a waste of valuable time. This is especially the case, when there are so many highly urgent items which need our attention.   Listening to others is a new skill for most bosses, so it will take time to bed it down. The key is to slooooow down. To give our 100% concentration to the person in front of us. To really listen to them for a change. To switch off all the white noise in our minds that is interfering with good communications. We need to hear this person, if we want to hear from the others. Everyone is watching like a hawk to see what happens.   We have built up a reputation of not listening, of being the bulldozer, of pushing through regardless and of being oblivious to dissenting opinions. This will not get turned around in a day. This is the work of months of effort. This must become the new behaviour change we need to install, if we want to draw on the full power of all the opinions at our disposal. Here is the real crunch point – we have to become more humble about the validity of our own judgment and experience. Got it boss?   Action Steps   Check to see if you have surrounded yourself with “yes” men and women? Are you the last to hear about bad news? Are you constantly in bulldozer mode, on every topic? Don't respond immediately when you hear something you disagree with from subordinates Become more humble about the validity of our own judgment and experience   Engaged employees are self-motivated. The self-motivated are inspired. Inspired staff grow your business but are you inspiring them? We teach leaders and organisations how to inspire their people. Want to know how we do that? Contact me at greg.story@dalecarnegie.com   If you enjoy these articles, then head over to www.japan.dalecarnegie.com and check out our "Free Stuff" offerings - whitepapers, guidebooks, training videos, podcasts, blogs. Take a look at our Japanese and English seminars, workshops, course information and schedules.     About The Author Dr. Greg Story: President, Dale Carnegie Training Japan In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making and become a 30 year veteran of Japan.   A committed lifelong learner, through his published articles in the American, British and European Chamber journals, his videos and podcasts “THE Leadership Japan Series”, THE Sales Japan Series and THE Presentations Japan Series, he is a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. Dr. Story is a popular keynote speaker, executive coach and trainer.   Since 1971, he has been a disciple of traditional Shitoryu Karate and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business.  

Life is divided into three terms - that which was, which is, and which will be. Let us learn from the past to profit by the present, and from the present, to live better in the future. - William Wordsworth Profit is not about the money. This is leadership redefined. Read the transcripts at hughballoupodcast.com You manage things; you lead people. —Rear Admiral Grace Murray Hopper This is a curious debate. Many in academia use management as the title for business leadership programs. For example, a well-known large university in my town offers a degree in management in the business school and allows for a minor in leadership, which is under the college of life sciences and agriculture. Fortunately, the professor leading that program understands leadership and knows how to apply it in a practical way. I don’t feel that a degree in management qualifies a person to lead an organization, a team, or a project. Its basis is in other areas. As Stephen Covey points out, we manage time and lead people…we manage money and lead people…we manage project implementation and lead people…we manage things and lead people. There is a distinct difference. Managing people fits an autocratic leadership style and not a transformational leadership style. It can be a form of overfunctioning. Top down leadership that is autocratic minimizes the synergy of the team. Here’s a simple chart of my thoughts on the differences: Topic Leader Manager Style Transformational Transactional Direction Engages Demands Conflict Addresses Avoids Risk Takes Minimizes Affirmations Gives Takes Concern Helps others to be right Being right Blame Neutralizes Blames others Energy Passion Control Power Influence Authority Focus Leading Managing Seeks Consensus Mandate Decisions Facilitates Makes Culture Collaborative Authoritative Activity Delegates Micromanages Horizon Short-Term within Long-Term Short-Term Creates Leaders on teams Puppets Engages Followers Subordinates Rules Uses principles Uses rules Pathway Creates new Uses existing Systems Utilizes Avoids Persona Focus on vision and values Focus on self As you see, there is a significant difference in these two paradigms. Effective leadership requires healthy self-esteem, confidence, and constantly evolving skills. Hugh Ballou The Transformational Leadership Strategist TM Subscribe to The Transformational Leadership Strategist by Email   (c) 2015 Hugh Ballou. All rights reserved.

Many people hate sales because they don’t understand that it’s not about getting money from people, it’s about serving them. Today’s episode is a gem among gems because it features the incomparable Bob Burg. Bob is a legend in the sales, leadership, and marketing world for his many books and lectures on the topic of serving people through sales. Anthony’s questions today set the stage for Bob’s great answers and you’re the one who’s going to benefit, so make sure you set aside plenty of time to listen to this engaging conversation that’s full of Bob’s incredible stories. The difference between a #leader and a #GoGiver leader, with Bob Burg on this episodeClick To Tweet The real difference between a leader and a Go-Giver leader. Bob Burg’s most recent book, “The Go Giver” is quickly becoming a legend in the sales realm just like its author, simply because it’s a fable-like unpacking of principles that every person needs to know. In it Bob shows that the difference between an ordinary leader and one who follows the principles of being a Go-giver is that the Go-giver is all about serving the people he encounters, be they customers, potential clients, or the employees that he leads and works with daily. You’re going to love Bob’s wit and clear admonition toward greatness on this episode. It will encourage YOU to become more of a Go-giver yourself. Influence and persuasion is so much more powerful than force. But many modern day leaders don’t understand that fact. Force is an outgrowth of positional leadership and nothing more. Subordinates obey because they have to - or else. But for a Go-Giver leader the main tool in the toolbox is influence and persuasion. They are such powerful tools to use because they flow out of the integrity of the leader and the genuine care he has for the people he meets. On this episode of In the Arena Bob Burg goes into the details of what that means and highlights the areas of work and life that you can refine in order to become the kind of leader who is able to lead by influence and persuasion, not force. Why influence & persuasion is much more powerful than force, on this episode with Bob BurgClick To Tweet 5 Qualities of a Go-Giver In Bob Burg’s landmark book, “The Go-Giver” he outlines 5 qualities that every Go-giver has that enables him/her to lead in a very uncommon and effective way. The 5 qualities are: True vision, an eye toward building people, standing for something, and two others. In this conversation you get to hear Bob himself explain and illustrate each of these powerful qualities and give some practical tips on how you can foster these in your own character. This conversation is like a coaching call with one of the best, so be sure you listen. Money is only a by-product of serving people. Focusing on money makes earning money incredibly hard. That’s why most sales professionals struggle from commission check to commission check with little joy in their work. Bob Burg knows the difference and on this episode of In the Arena he tells the story of how he came to understand that money cannot be the target in any sales career. The target is helping or serving people and money is the reward. Keeping that straight is the most direct path to sales success. On this episode unloads a handful of insightful of one-liners on this topic that each have a powerful punch to them. You’re going to love it. Great leadership is not about the leader but about everyone the leader touches ~ Bob BurgClick To Tweet Outline of this great episode [3:44] An introduction to Bob Burg. [5:30] Bob’s book, “The Go Giver” and how it’s helped the sales community. [6:54] The difference between a leader and a “go giver” leader. [9:15] Why persuasion is so much more powerful than force. [11:11] 5 things that make a Go-giver. [12:12] What is true vision and how do you hold it well? [14:15] What it really means to build people. [18:30] Turning employees into leaders in their own ...

The Devil Is In The Detail   “The Devil Is In The Detail” saying, reflects ancient wisdom about taking careful notice of small things. The semi-amusing reflection on this saying is that it was created centuries ago, when we can imagine life was substantially less complex than it is today. E-mail surges, flat surfaces groaning under the weight of paper, meetings back to back from dawn to dusk, ring tones, beeps and assorted intrusions from digital devices we carry on our person 24 hours a day - this is the modern life. How easy it is for us to become overwhelmed by all the detail and in the process unknowingly unleash a number of Devils. The best answers to these types of dilemmas is to work on our time management, especially prioritisation and that other partner in crime – delegation. Surprisingly, many of the executives I train or coach do not sufficiently plan their days. They do not have written down lists of what should occupy their valuable time, in order of priority and executed starting with the task of highest importance. They are commencing their days hammering way on whatever random emails landed in their inbox overnight. They troop off to a barrage of meetings and then race back to attack the newer emails which slipped through during their absence or which could not be knocked over, surreptitiously, on their device during the meeting. Stop kidding yourself. “Your time is all you have and time is life”. Pause for a moment and let that one sink in slowly. Set goals, so you have a direction. Set a vision so that you have a philosophy about WHY you are doing it all. Boil both down to tasks to be completed on a daily basis, arranged in a pecking order from most to least important and only start with the number one priority. We can't do everything each day, but we can do the most important thing. Be adaptable to change the order, as the day unfolds, but stick with the self-designated tasks. Move unfinished tasks to the next day's list and start again with the application of priorities, as they will vary from day to day. Do this every day and life becomes a lot more productive and the feeling of being in control starts to enter your soul. The other bear trap for executives is delegation - usually poorly understood and even more poorly executed. Delegation is a misnomer for many executives, because the correct word is dumping, not delegation. This means shoveling the “whatever” off your desk on to some poor unsuspecting soul's work pile. It means no supervision until the date of completion and then the teeth nashing, hand wringing and ear steam come into evidence, as you discover either it is not ready or even worse ready, but the wrong thing. Delegation needs two key steps to be actually worthy of being referred to as delegation. It needs a communication piece with the delegatee, where the purpose of the delegation is explained as being there to help that person's career, by exposing them to the type of tasks they will need to do, to rise through the ranks. The other discipline is checking on progress. There is a delicate balance to ensure checking doesn't slip into micro managing, but nevertheless there must be checking. The obvious A to B route for any project sometimes takes a detour in the hands of our subordinates, who decide that A to Q makes more sense to them. We need to pick that up early so we don't see the task wander off piste.   This is all good in theory! Annoyingly, our busy life interferes with the checking component and we easily stray into dumping territory. Often, we later find projects or tasks have gone awry and serious amounts of effort are then need to be devoted to their recovery. Creating templates for follow up can help. Rather than relying on memory (an increasingly unreliable ally as we get busier) we have a series of templates for meetings. The template nominates what needs to be addressed in the conversation, so that nothing gets missed. Subordinates get consistency of management and realise the boss is not dropping the ball, so no shortcuts or deviations will be slipping though unnoticed. We usually only need to make the templates once. Keep them handy and life gets better very quickly.

The Devil Is In The Detail   This “The Devil Is In The Detail” saying, reflects ancient wisdom about taking careful notice of small things. The semi-amusing reflection on this saying is that it was created centuries ago, when we can imagine life was substantially less complex than it is today. E-mail surges, flat surfaces groaning under the weight of paper, meetings back to back from dawn to dusk, ring tones, beeps and assorted intrusions from digital devices we carry on our person 24 hours a day - this is the modern life. How easy it is for us to become overwhelmed by all the detail and in the process unknowingly unleash a number of Devils. The usual answers to these types of dilemmas is to work on our time management, especially prioritisation and that other partner in crime – delegation. Surprisingly, many of the executives I train or coach do not sufficiently plan their days. They do not have written down lists of what should occupy their valuable time, in order of priority and executed starting with the task of highest importance. They are commencing their days hammering way on whatever random emails landed in their inbox overnight. They troop off to a barrage of meetings and then race back to attack the newer emails which slipped through during their absence or which could not be knocked over, surreptitiously, on their device during the meeting. Stop kidding yourself. “Your time is all you have and time is life”. Pause for a moment and let that one sink in slowly. Set goals, so you have a direction. Set a vision so that you have a philosophy about WHY you are doing it all. Boil both down to tasks to be completed on a daily basis, arranged in a pecking order from most to least important and only start with the number one priority. We can't do everything each day, but we can do the most important thing. Be adaptable to change the order, as the day unfolds, but stick with the self-designated tasks. Move unfinished tasks to the next day's list and start again with the application of priorities, as they will vary from day to day. Do this every day and life becomes a lot more productive and the feeling of being in control starts to enter your soul. The other bear trap for executives is delegation - usually poorly understood and even more poorly executed. Delegation is a misnomer for many executives, because the correct word is dumping, not delegation. This means shoveling the “whatever” off your desk on to some poor unsuspecting soul's work pile. It means no supervision until the date of completion and then the teeth nashing, hand wringing and ear steam come into evidence, as you discover either it is not ready or even worse ready, but the wrong thing. Delegation needs two key steps to be actually worthy of being referred to as delegation. It needs a communication piece with the delegatee, where the purpose of the delegation is explained as being there to help that person's career, by exposing them to the type of tasks they will need to do, to rise throught the ranks. The other discipline is checking on progress. There is a delicate balance to ensure checking doesn't slip into micro managing, but nevertheless there must be checking. The obvious A to B route for any project sometimes takes a detour in the hands of our subordinates, who decide that A to Q makes more sense to them. We need to pick that up early so we don't see the task wander off piste.   This is all good in theory! Annoyingly, our busy life interferes with the checking component and we easily stray into dumping territory. Often, we later find projects or tasks have gone awry and serious amounts of effort are then need to be devoted to their recovery. Creating templates for follow up can help. Rather than relying on memory (an increasingly unreliable ally as we get busier) we have a series of templates for meetings. The template nominates what needs to be addressed in the conversation, so that nothing gets missed. Subordinates get consistency of management and realise the boss is not dropping the ball, so no shortcuts or deviations will be slipping though unnoticed. We usually only need to make the templates once. Keep them handy and life gets better very quickly.

Office politics are an ugly game.  It's a game of power, of status, of unearned privilege.  Superiors who demand the game be played define themselves by the fealty they receive.  Subordinates who play the game are looking to get ahead not on talent, but by schmoozing the right person. It's a recipe for frustration and bitterness. Don't play the political game.  Keep it professional, keep it honest, keep your integrity beyond question and you won't have to sacrifice your self-esteem to climb that next rung on the ladder. ----------------------------------------- Connect with Transform Radio - On Facebook , On Google+, On Twitter, On Pinterest, On iTunes (oh, and we love 5 star reviews!) Via Email @ christian@transformingmonday.com Thanks for visiting and have a fantastic day, rockstar.  Remember… it is what it is and the next stop is anywhere you decide it to be.

The group rushes to the bridge hoping to warn the captain of the extent of the mutiny. When they finally reach it, two of the wannabee saviors begin to realize how out of their league they really are. The post Rogue Trader Ep 7: Subordinates part 2 of 2 appeared first on Fandible Actual Play Podcast.

Can a perverted janitor, a lowly tech with a hidden secret, and a guardsman who really just wants to get back to her job have a chance when mutiny threatens the ship? Short answer: no. Long answer: NOOOOOOOOOOOOOOOO!!!!! The post Rogue Trader Ep 7: Subordinates part 1 of 2 appeared first on Fandible Actual Play Podcast.

John Baldoni, leadership consultant and author of "Lead Your Boss: The Subtle Art of Managing Up."