Today you will hear several insights related to The Go-Giver philosophy, which can help you accelerate your career growth within the corporate world. For this we have interviewed a very special guest, Bob Burg, co-author of The Go-Giver book series.
Today you will hear how, in order to achieve commitment from coworkers, it helps to provide ample opportunity to listen to their perspectives, needs and concerns. After doing so, if you are the senior person in the process, make the final decision, even if no consensus was achieved. If needed, seek Senior Management’s help to address any loose ends and gain the full buy-in from all parties. And finally, remember to address the bigger issues first and not get bogged down in the smaller ones.
How difficult is it for you to disagree with your boss? Do you stay quiet and never disagree with your manager? Or do you challenge every decision with which you are not completely in agreement? In this episode you will hear four tips to manage disagreements with your boss.
How many meetings have you been part of during the last five working days? 10? 20? Too many to count? And how many of them were boring, too long and unproductive? 10? 20? Most of them? All of them? Boring, long and mostly unproductive meetings seem to be a common denominator in the workplace. I have been part of far too many of them myself. But these types of meetings do not have to be the norm. Today you will hear 10 tips to improve every stage of your meetings.
In the last 4 to 6 months, all of us have gone—and are still going—through what has likely been the most challenging period in our lives. We did not plan for it, but we have had to make several adjustments to our professional and personal roles.
The question I want to pose is: How would you rate your response to the Covid-19 crisis?
Here are three steps to consider for assessing your professional and personal performance in the last six months:
Do you feel 100 percent accountable for the decisions you made (and did not make) in your life? Don’t feel bad if your first reaction is to blame Covid-19 for the events that didn’t go well in the first semester. This initial reaction is probably OK, if you resolve to move past this stage and take personal accountability for what you want to make of your life, starting today.
When looking at both your professional and personal roles, what was your biggest accomplishment in the first semester? What are you most proud of? What did you do well that led to this accomplishment?
What was your biggest mistake in the last six months? What are you least proud of? Did you make the right adjustments to your work? Did you neglect an important relationship? Were you able to take good care of your health?
The outcome of this simple but powerful exercise is to place you in the right frame of mind to plan for a much better second half of 2020. Covid-19 is likely to stay with us for a while, so I suggest exploring the improvements you want to make in both your professional and personal roles:
Given your current work situation, what opportunities are there to grow in the second half? If you were fortunate to maintain your job, how can you add more value to your current employer? Perhaps become more proficient in delivering results through others? Or become a better team player? If you lost your job, what are you good at that can be valuable to employers? What are the technical and people skills that you can polish to increase your market value?
What are the important relationships in your life that you will focus on in the next six months? Are you eating well, exercising (within available conditions), and sleeping properly?
There is a Chinese proverb that says: “The best time to plant a tree was 20 years ago. The second-best time is today.” Contact me if you want to discuss how I can help you address any of your growth needs.
If you want to move people to take a specific action, you must make a choice: You can choose to influence the old fashion way, by pushing from your position of leadership. This approach may drive short-term compliance, but it is not effective long-term. Or, you can lead by pulling or by attraction. This can drive much higher commitment from others, because it forces you to focus on finding out what’s in it for them. I hope you choose the latter.
Today you will hear four tips about how “People will assist, do things for, make things easier for, speed up the process for, and collaborate with those whom they know, like, and trust” at work.
If you value teamwork, and I invite you to do so, look at both subject-matter expertise and team playing skills when making hiring (and firing) decisions. When you factor in these two attributes, you will be able to deliver better results through your team members.
Do you want to become the manager whom your boss and senior management seek, and perhaps even fight for, to strengthen their respective teams? In today’s episode you will hear about the importance of understanding how your boss and senior executives make promotion and staffing decisions in your company.
Have you ever wondered why it is easier to work with certain people and so hard to work with others? For those peers you don’t easily work with, could it be that without really noticing it, you are treating them the way YOU want to be treated and not the way THEY want to be treated? Would it help to take the time to find out how THEY would like to be treated? In today’s episode you will learn to apply the Platinum Rule to build more productive relationships with your peers in other departments.
