This is the third article of a
five-part series where I provide suggestions that you can start adopting right
away to promote excellence within and outside your organization. If you missed any
of the previous articles, please click here.
I will build on the content from “The Go-Giver” book series written by Bob Burg and John David Mann,
as well as my nearly four decades of international corporate experience, first
as an executive and now as a coach.
we will cover the third principle, The Law of Influence: Your influence is determined by how
abundantly you place other people’s interests first.
If you want to attract people to
you and your ideas, there are two broad ways to accomplish this:
leadership, which may drive compliance but is not very effective, or
By influence, which
drives commitment by focusing on “what’s in it for the other person.”
Three features that enable genuine
influencers to accomplish great things with and through people are:
They kick off
meetings by “framing” the issue or topic to be covered and by clarifying the
goals, then they step back to let the discussion flow.
They step into the
other person’s shoes. They listen to the interests of the meeting participants
to understand what’s in it for them.
They let go of having
to be right and allow team members to share their suggestions without being
concerned about contradicting the leader.
Bob Burg, co-author of “The Go-Giver,” follows what he calls “The Golden Rule of
Business”: “All things being equal,
people will do business with, and refer business to, those people they know,
like and trust.” A variation of this rule also holds true for relationships
within an organization: “People will assist, do things for, make things easier
for, speed up the process for, and collaborate with those whom they know, like,
How can you apply the three
elements of this Golden Rule of Business to the corporate world?
Know: It’s not just about who you know, but also who knows you and knows how effective you are in leading and influencing others.
Like: By showing genuine interest in a person, you will find that the know, like, and trust relationship builds faster. Ask them questions, such as how they started their professional career, what they enjoy most from their job, and in what ways can you contribute to their work.
Trust: This may take time, and it’s one area where referrals, covered in Part 2, can become very useful.
There is no better or more
powerful way to influence others than by switching your focus from “What’s in
it for me” to the “What’s in it for them.”
Contact me if you see an opportunity to adjust your personal or team’s influence
style as a step toward adopting a culture of excellence The Go-Giver Way and
enjoying extraordinary results.
If you manage people and do not give them regular feedback, this article is for you. In the absence of such feedback, your team members will try to guess the reasons for this. Why keep them in the dark?
And if you do give regular feedback, congratulations! This article is also for you, as it may give you some tips to get better at this important responsibility as a manager.
is the second article of a five-part series where I provide suggestions that
you can start adopting right away to promote excellence within and outside your
organization. If you missed Part 1, please click here.
will build on the content from “The Go-Giver” book series written by Bob Burg
and John David Mann, as well as my nearly four decades of international
corporate experience, first as an executive and now as a coach.
Today, we will cover the second principle, The
Law of Compensation: Your income is
determined by how many people you serve and how well you serve them.
The Law of Value, covered in Part 1, describes your potential
income—how much you could earn. But it’s the Law of Compensation that determines your impact (i.e., how much you
A powerful way to increase
your impact is through word of mouth. When people endorse you or your business,
it is highly effective. Better yet, aim to take this positive word of mouth one
step further in the form of referrals. Strive to add such high levels of value
to others that they feel compelled to speak well about you.
Referrals are not restricted
to expanding your customer base. Two decades ago, while still a corporate
executive, I received the dreadful notice that my job was disappearing and I
needed to look for work elsewhere. Has this also happened to you? If so, you can
probably relate to how painful this experience can be. An ex-boss of mine
offered to help. She referred me to an executive in another company, who, in
turn, referred me to an executive whom he knew had a job opening that could fit
my profile. After a long interview process, I had a new job. It took me eight
long months to find it, and it came from a referral of a referral…
proactive in asking for referrals as a key strategy to grow your impact. Just be
aware that a key prerequisite for this is to exceed the expectations of both
your internal and external customers. And there is no faster or more eﬀective
way to elicit those feelings than by placing their interests first, which we
will cover in our next article.
Contact me if you wish to learn more and
explore how you, your team, or your organization can adopt a culture of
excellence The Go-Giver Way and enjoy extraordinary results.
Interesting article on the benefits of letting go in your professional and personal life. Although I agree with the concept of letting others learn from their mistakes, I think there are instances where the consequences of such a mistake may be too large. One thing is to let your employee try a different approach to win a potential customer, even if you have your reservations about it. Another thing is to allow for a decision which could seriously hurt the finances or reputation of your company. Do you have a point-of-view you want to share?
The key message in this article is “to experience all you can from the customer’s perspective.” When was the last time you contacted your Call Center as an outsider? What rating would you give such experience?
Would you like to be recognized as a person who creates a culture of excellence within and outside your organization? In Part 1 of my five-part series, I will provide suggestions that you can start adopting right away to promote excellence at work.
I will build on the content from “The Go-Giver” book series written by Bob Burg and John David Mann, as well as my nearly four decades of international corporate experience, first as an executive and now as a coach.
Today we will start with The Law of Value: Your true worth is determined by how much
more you give in value than you take in payment.
Your “value” is the
relative worth you add to the organization, both in the mind of your boss and
in the experience of the people with whom you interact (both internally and
externally), which includes your customers.
Your “payment” is the
salary and benefits you receive.
What The Law of Value suggests is that you strive to exceed
expectations, both inside the organization (with your boss and internal
stakeholders), as well as with your external customers. You aim to become the
“go-to” person when there is an internal need for someone “special.” You could
be the person who works well with people from other teams, who consistently delivers
despite potential drawbacks, who can expertly navigate the internal bureaucracy,
or whatever other unique or outstanding capability or competence you may have.
By giving exceptional value to others, you will be contributing to building a culture of excellence in your company, no matter where you stand in the organization chart. You will also earn a name for yourself. In fact, in times of cost savings and head-count reductions, you could be the talent others seek, rather than being on the list of people who could be leaving the organization. Contact me if you wish to learn more and explore how you, your team, or your organization can adopt The Go-Giver mindset and enjoy extraordinary results.
This article offers a simple yet powerful suggestion: ask questions. This will automatically put you in a listening mode, which means you will be doing less talking. As with all habits, it may not be easy to make the switch. One suggestion I give in my coaching programs is to ask somebody they trust to help them adopt this new habit by remind them during meetings.
If you are a manager and wish to improve the performance of your direct reports, read the attached article. Very good tips. And if you manage managers, I suggest you do something that I didn’t find in this article: hold your managers accountable for their role of managing their people. How? Assign a high priority to their people management history when being considered for a promotion. As Lou Gerstner from IBM used to say: “Inspect what you expect.”