Coach Stef

Out with the old....Not when it comes to bosses!

Stefanie Smith — Wed, 24 Feb 2010 15:52:40 GMT

Congratulations on starting a new job! Whether you got “restructured out” for no explicable reason, finally got the chance you’ve been wanting to move to academia or transferred to a more visible role, there is a major change in one of your most intimate professional relationships. You are moving on from your boss of many years, who is suddenly not part of your everyday life and no longer impacts your next performance review or promotion.

You may be in the mood to say “adios” to your boss. But “hasta luego” will actually work more to your advantage. For those of you who haven’t picked up those Spanish phrases along the way, it’s the difference between “goodbye” and “see ya later.”

In this case, when it comes to “see ya later”, sooner is better than later. Don’t let the relationship grow cold. Instead, elevate it to new level. Plan in your calendar to give your former boss a call, thank him sincerely for something or other (doesn’t matter what it is, as long as it’s sincere) and set up lunch within the first several months of your new job.

I know, I know. Every time I say this, I can see or sense my clients’ feathers ruffle in response.

Even if you are disappointed that he didn’t do more for you after you made him look terrific for years or conversely think he did something he shouldn’t have, or that you wished he hadn’t…it doesn’t matter anymore. This is about your future, not your past. My recommendation holds for three reasons:

She can be a sounding board and source of advice. She knows you. Now, she is in a position to provide completely open feedback. She has less at stake - she’s not counting on you to make the sales numbers or turn in the analyst’s report on time.

In fact, she has more to gain from investing in you as a business contact than in never seeing you again. Your future success reflects well on her. If you shine, she can always say “that guy used to work for me” with “I taught him everything he knows” implied or added overtly. You may be thinking you don’t want or need her guidance anymore, but you just never know when it might be helpful or handy to give her a call.

He can be a job reference. Sure, you have your brand new job now, but you have a future ahead. if you are job hunting, you aren’t likely to give your current boss as a reference. I won’t belabor the point.

She may be a great networking contact. Remember, at this point, no one understands your subject-matter expertise as well as she does. She may have internal contacts within the organization you never met, plus she’ll meet the newcomers. As her role evolves and she continues to connect with people, her network can benefit you as well. On an industry level, she might suggest you as an event speaker, introduce you to potential suppliers, or exert some influence on your behalf when you are trying to forge an alliance or land a contract.

This isn’t a testosterone match with the guy who used to hold power over you. It’s a strategy in your lasting best interest.

If Ya Got It, Flaunt It!

Stefanie Smith — Thu, 21 Jan 2010 15:26:42 GMT

For those of you who started the year with a new job, here begins a short series on starting fresh.

So, you got the new job! Or, maybe you made a lateral move to a position tailored just for you...the one you've been waiting for with more opportunities, greater exposure and a chance to travel to Rio for Carnival on the corporate account. Fantastic!

One question. Have you updated your online presence to share the news?

I'm asking based on consistent experience having to hound clients and colleagues about this. It's ironic given all the work you've had to do to get the new role. But, it's also understandable because it simply isn't high on your radar screen.

In your first few weeks, you may have a series of meetings with your new boss and team members, schedule meet-and-great lunches, or attend a trade show or networking event to introduce yourself to potential industry suppliers or partners. If any of these contacts want to learn more about you before or after your personal encounter, they will likely do a Google search on your name right off the bat.

Your professional bio, resume, CV, Facebook page and LinkedIn profile may be the first or second impression scores of people will have of you in a very short time period. Do you really want them to see outdated information from your prior company or “Freelance Editorial Consultant” left over from your job search period?

While you should probably hold off on distributing or posting the new version until your start date, it’s to your advantage to prepare before then. Once you start, you’ll be swamped with new information, ramping up on multiple projects and attempting to exude gracious interest while learning the political, technical and organizational ropes.

Think about your connections in your LinkedIn or other social networking groups. Wouldn’t it feel great to let them all know about your career move straightaway? Sharing good news draws people to you, gives them a chance to congratulate you and encourages them to reach out to learn more. Sound good? The only way it will realistically happen is if you get ready in advance or dedicate weekend time during your first two weeks. If it's already been longer than that, no worries. Just do it now.

Yes, you already have a lot on your mind. But I promise – refreshing your online image will be worth the pride, responses and respect you’ll receive in return.

Friends Don't Let Friends Forget Their Strengths !

Stefanie Smith — Sat, 02 May 2009 22:25:16 GMT

So thanks to my friend Liz Lynch, I finally joined Facebook. It’s been a bit daunting to suddenly see all those names and faces from high school popping up. But at the same time, what a gift to reconnect with people who I believed in years ago and are now thriving.

In the spirit of thinking about “thriving friends”, I’d like to share with you what I’ve been highlighting with my clients and colleagues in 2009: When you want to present yourself as successful and centered, clarity and confidence beat trying to improvise – every time!

Now is the time to hone in on your strong points and practice communicating your special talents. Successful professionals are crystal clear on their strengths.

Don’t worry if you don’t yet feel clear about yours. You will soon. Maybe as soon as an hour from right this moment.

Here’s how you can get started in two straightforward steps:

1. Make a list of your strong points. I’m referring to professional skills in this context, not general traits like “high integrity” or “dedication to excellence”. Think more along the lines of “product design”, “editing and content management” or “client relationships”.

Try to keep it to four, which we’ll call your “diamond of strength”. I’ve found most people have four core strengths and other talents that fold into those main groups. If you are brainstorming and find yourself listing many strengths, that’s great. Don’t stop, keep listing everything. Later on, group them into four categories.

If you can’t think off the top of your head what sets you apart, you might:

Think back to praise you have received and achievements that made you feel proud. Look for patterns.
Look at 20 job ads to “collect” phrases that describe your abilities. Focus on the skills and attributes employers seek rather than the actual jobs being advertised.
Solicit feedback from colleagues and friends on your personal and professional strengths to complement your own perspective. This is a great reason to reach out to people you know and ask them to say good things about you. It may make your day, or your month!

2. Illustrate each strong point with entertaining and enlightening stories summarized in 3-4 sentences.

Entertaining means “capture their interest”. People like intriguing or humorous stories they can repeat. Enlightening means they will walk away with a fresh bit of knowledge or insight. If your story is full of generic jargon they probably won’t tune in. If your story teaches them something new, they will listen, pay attention, and remember it.

For example, you could try to prove your expertise by stating, “I structured credit card partnership deals for banking institutions.”

Or, you could explain. “My client was a European bank interested in expanding in the French and Austrian markets. Competitors had launched credit card partnerships with retailers and manufacturers, and they wanted something unique tied to discretionary spending. After testing several concepts, we developed an affinity program for ski and snowboarding enthusiasts, through which they accumulated points towards ski equipment, clothing, and resort stays. It was so successful we expanded it to Switzerland and Germany the following year.”

Which version would you respond to more positively? While drafting your own examples, keep in mind that highlighting details and results makes for a better story and earns you more respect.

What’s in it for you? Glad you asked. You will:

Communicate your strengths and goals compellingly, because you are prepared. Others want to know what you contribute and where you are headed. Sharing success stories in a way that capture listeners is the best way to make your case. Actors rehearse their lines so at performances, they can focus more on tone, body language, expression and audience reaction. Likewise, as you practice your own “script”, you too will sound more natural and convincing. You will make a better impression on your audience.
Save enormous time by expressing yourself consistently. After writing out your strong points, you can repurpose them as needed, with tweaks depending on the audience and situation. Whether preparing for a business lunch, drafting a cover letter, or introducing yourself at a party, you’ll have 80% of your material polished and ready to go.
Appear centered and focused. At meetings with a client, performance reviews with your boss, or job interviews with a prospective employer, your most important mental preparation is matching what you do best with what is highly valued by the other person or organization.
Convey more confidence every day for the rest of your life. It doesn’t matter how many people tell you about your strong points, if you don’t tell yourself.

Not a bad set of benefits, for zero monetary investment!

If you’d like to discuss this approach or ask any questions, please contact me Stefanie Smith, Executive Coach and Consultant.

Smart Networking

Stefanie Smith — Wed, 21 Jan 2009 20:51:00 GMT

Because of my coaching and writing about how to make the best impression at interviews or meetings, people often ask about networking techniques.

As the saying goes, “A wise man knows what he doesn’t know.” My corollary is “A wise woman knows when to defer to others.” For years, I have referred networking matters to Liz Lynch, as she offers the most practical, elegant and lucrative advice out there.

A friend recently asked me to recommend a book on networking, and it occurred to me that in this economy, many of us are starting to revisit our networking skills. For this reason, I would like to mention Liz’s new book, Smart Networking. Her style is closely aligned with mine, as you can see in her recent blog entry “Why An Enthusiastic Friend Can Be One of Your Most Powerful Networking Assets” about our lunch-networking adventure last week.

As an executive coach and consultant, networking is essential for me on three levels. First, all of my clients derive from referrals. End of story. When you work for business, government, and nonprofit leaders executives, everything is based on reputation. Second, networking enables me to connect clients with new opportunities, thus increasing my value to them. Third, as my clients become smarter networkers, it benefits me as they introduce me to other compelling professionals.

Liz Lynch’s new book, Smart Networking is valuable on all three levels. First, within days of reading it, I already implemented some of the new practices she explains. It’s not only the ideas, it’s the perspective. Yes, I had a Linked In profile, but it turns out, I was only gaining part of the potential value. Second, the book presents many ways to introduce people with less work and greater impact. Third, Smart Networking is the perfect resource to encourage others to advance their networking skills.

As Liz explains with warmth and humor, what goes around comes around. This is the book I’ll recommend for years to come. I’ve already purchased five copies for clients and friends, and am sure to double that soon.

So, if you have been trying to make networking work for your unique personality, goals, and timeframe – this is a great resource to help you both become more adept and enjoy the process.

Here are my four cents on how to use the book to your greatest advantage.

Form a “smart” team with a friend or colleague to implement ideas together – it’s more fun that way. As I mentioned, I’ve purchased and shared numerous copies of the book, and look forward to discussing it with others.
Take notes right in the book. There are so many great ideas in the book, that you’re going to start generating thoughts right away. For example, in my copy, I made a note on page 128 about networking with other bloggers. That had never occurred to me. And I’m acting on it right here.
Check out Liz’s blog, at www.smartnetworking.com. We can all use some reinforcing boosters - and it’s free.
If the shoe fits, share it! Absorb some of the lingo and share with your friends and colleagues. For example, on page 17, she acknowledges “Feeling awkward is normal. Before a skill can become second nature to the point that experts call ‘unconscious competence,” you’ll often have to stumble through a period of “conscious incompetence.” Perfectly true, perfectly stated.

How many times have I felt that, or tried to express that to a client? Now, I can simply refer to this phrase, and put our energy into turning temporary challenges into a solution. For example, I’ve been avoiding Facebook, but after reading what Liz says about it, have reached out to a colleague to guide me through my “conscious incompetence” phase. More on that next time ... I’d rather share victories than plans!

Asking for a Raise Now. Confidence or Chutzpah?

Stefanie Smith — Mon, 15 Dec 2008 20:09:00 GMT

Along with concerns about the state of the U.S. and world economies comes another worry for each of us.

What about the state of my personal economy?

I won’t even think about commenting on the stock market. Please don’t ask about my portfolio. Fortunately, this blog is specific to career advancement.

Over the past weeks, clients asking:

“What if I have performed my job well and have met my goals, should I ask for a raise when the year-end performance review comes around?

Or put another way, would asking for a raise right now demonstrate confidence or chutzpah? Or both?

In today's New York Post, Brian Moore explored this valid and complex question in two articles: Bounty Hunt and Bah Humbug.

Based on my conversations with Brian and my clients, I have added a new section to my FREE white paper on “Six Steps to Fortify Your Career in Uncertain Times”. You can order and receive instantly below:

If you plan to ask for a raise, make sure you tie your contributions to the company’s bottom line, or the organization’s mission. Right now, your boss is as worried about his or her job as you are about yours. So present your request with back up that makes both of you look stellar. Did you close deals that brought in 45% of your departmental profit? Did you forge a distribution alliance to expand market share?
If you can't demonstrate how your performance improves cash flow or will strengthen your company's position in the immediate term, forget it. Hold off on the request, and channel your thoughts and energy into figuring out what you can do to contribute winning results in the immediate term – the upcoming two to three months. Can you identify an opportunity for international sales, examine means to reduce energy costs, or leverage internal training to increase team productivity?
An alternative to asking for a raise is to ask for another career or life enhancing benefit. These can range from an extra week of vacation to attending an industry conference to raise your exposure. Or, ask your boss to participate in a project or initiative which will elevate your profile and give you valuable experience or a new credential.

Please sign up for this blog to receive further career advancement ideas. If you have any comments or questions about the white paper or how to approach your boss during this challenging times, contact me, Stefanie Smith, Executive Consultant and Coach.

Layoffs 911

Stefanie Smith — Thu, 18 Sep 2008 02:20:00 GMT

Are we in a state of economic emergency? If so, how do you react to protect your career today and your opportunities to advance tomorrow?

Is there a professional equivalent of dialing 911?

Clients, colleagues and journalists have reached out to me over the past weeks asking my opinion on handling uncertain times and unsettling events, such as cutbacks, staff and management attrition, and management change. Most recently, CNBC.com's Joseph Pisani interviewed me for his article, Eight Ways to Prepare for a Layoff, on how to react to the recent events at HP, Lehman and AIG.

There is no way to sugar coat this – these situations are challenging. But you still have choices.
You can respond by passively sitting back, waiting, worrying, and watching. Or, you can act constructively on your own behalf starting now.

To guide your emergency response system, I’m offering a free 5-page report: 6 Certain Steps to Fortify Your Career in Uncertain Times.

The report is concise, but each recommendation yields you tangible benefits in the immediate term – days or weeks, not months.

You can take decisive positive steps to:

• Boost your pride and confidence

• Increase your value to your boss and organization

• Position yourself for promotion … or gaining a better job somewhere else

• Jumpstart your professional growth

• Turn the tide in your favor, despite the negative news around you

• Give yourself the breaks you need to succeed

• Appreciate and acknowledge your best traits

• Act with a sense of preparation, not panic

If you would like to receive a copy, please fill out the form below.

To receive more career advancement and leadership resources in the future, please subscribe to this blog at the sidebar to the right. If you have any questions or comments about this topic, please contact me, Stefanie Smith, Executive Consultant and Coach.

Jazz Up Your Team: Leadership Insights from Jazz Masters

Stefanie Smith — Tue, 01 Jul 2008 02:30:00 GMT

Inspired while attending a jazz concert and supported by Artistic Director Wynton Marsalis, Stefanie Smith interviewed Eli Yamin of Jazz at Lincoln Center to gain leadership insights within and beyond the realm of music.

Eli Yamin is a nationally recognized jazz pianist, bandleader, educator, composer, broadcaster and Steinway artist. He has played with jazz masters for decades, recorded numerous CD’s and was the musical director for the tour of Duke Ellington’s Sophisticated Ladies directed by Mercedes Ellington.

Eli performs concerts and conducts workshops throughout the U.S., Europe, and Asia. At home in New York, he leads the Middle School Jazz Academy at Jazz at Lincoln Center. The program, the first of its kind, is now in its third year.

What can business executives learn from the great jazz bandleaders?

In this interview, we learn from Eli how and why to:

Evoke top creative performance from your players.

Keep everyone playing the same tune while honoring individual styles, perspectives and gifts.

Allow the focal point to shift from leader to team members to advance the group’s vision and build mutual responsibility.

Rehearse and focus together – even when the group is comprised of highly experienced and talented professionals.

Engage your customers in creating, naming and marketing your products.

Teach others because “when you teach, you learn twice” and you learn far more than the topic at hand.

Maintain the trust requisite for people to express themselves fully and contribute to their greatest potential.

Duke Ellington acknowledged his strength as a bandleader by saying “I am the world’s greatest listener.” In listening to this podcast, you’ll hear how Eli has applied this advice and why it can advance your leadership fulfillment and results.

If you would like to receive the article published this month in Executive Matters based on this interview or share your thoughts, please contact me, Stefanie Smith executive consultant-coach.

If you would like to receive notification of future podcasts or articles, please subscribe to Coachstef.com. Subscribe now.

Macro-Responses to Micro-Managers

Stefanie Smith — Wed, 25 Jun 2008 21:01:17 GMT

Remember the introduction to the song Getting to Know You from The King and I:

It's a very ancient saying,
But a true and honest thought,
That if you become a teacher,
By your pupils you'll be taught.

Well, it turns out that the same thing goes for executive coaches.

Last month, I wrote an article taking a fresh and balanced view on the practice of micromanagement, Are You a Micromanager?. The back-story is that when the editor asked me to write the article I initially refused because it was such a negative topic for me. Then I found myself unexpectedly micromanaging and called back to say, "OK, I'll write it." I received quite a strong response to this article and four requests to reprint it in other newsletters.

Amongst the positive feedback, one reader’s email motivated me to think even further. I have received permission to share our exchange for this article. She wrote:

I first want to point out you hit the nail on the head
with the major downsides to micromanaging. As far as the rewards, well that
leads me to believe you have never been micromanaged. Still I thank you for an article on a subject that I rarely see articles on. Unfortunately it isn't one I could share with my 'micro' manager boss since all she will get out of the article is she is right. Just look what it says under the “rewards”.

Her comments really struck me. Given my role advising leaders, I had indeed been writing to an audience of managers rather than those on the receiving end of micromanagement. I replied:

First, I'd like to thank you for your valuable email. I have read it
several times over the past weeks. The truth is, I have been
micromanaged to the point of tears on several occasions.

Actually, I would encourage you to share the article with your boss,
precisely because it doesn't condemn the practice of micromanaging
completely. Don't worry, she'll read the other parts too! My intention was
to convey, "You can do this, but you had better look at both sides of what
you're getting in return."
By sharing the article you gain opportunities to:

1. Broaden her perspective on her management style. Precisely because it
isn't going to "slam" her she might be open to both sides.

2. Open up a discussion about what you want and how you'd like
to grow professionally.

While I didn't know her exact situation, I developed and sent these suggested discussion points for sharing the article with her boss:

Could you focus on higher level responsibilities if you delegated more to me?

While there might be an initial learning curve, I am willing to put in whatever training time would be required. Please let me know how you feel I would need to develop in order to take on greater responsibilities.
What responsibility might you transfer to me starting in the upcoming month?

How can we raise our mutual confidence in my ability to make independent decisions?

Both of us need to be confident in my ability to judge when to make independent choices and when to consult you. Some say, “It’s better to ask forgiveness than permission.” I have confidence in my discretion, but for you to feel comfortable delegating responsibility, it might be better to “ask permission”.
Could we proceed with the mutual understanding that when in doubt I will err on the side of asking for your input and advice?

What communications practices would be most helpful to you?

I’m going to start coming to meetings with my main points written out. I’d like your feedback on these agendas and how else I can make my meetings with you as effective as possible.
I plan to start writing concise status updates to raise questions efficiently and let you know how I’m progressing on projects. Would you prefer hard copy or email? Would you prefer weekly or biweekly reports? Could we set up brief meetings by phone or in person to discuss the reports after you’ve had a chance to review them?

Are there any goals, processes, or organizational issues on which you would like my input?

If you present an issue or challenge, I would be glad to think about it and organize my ideas and responses for you.
If there is a project you want to explore that isn’t directly related to my job, but would help me advance professionally, I’d be open to discussing this with you.

She replied:

Wow, thank you for your response. I have to admit, you have taken me by surprise. I didn't really expect a response and the fact that you took the time to share with me your thoughts behind writing this article is so appreciated.
You bring out a very valid point...one that I wasn't seeing because I was allowing the stress of the situation rule my reason. It was like a light bulb went off when I read your first point, something that should have been obvious, that yours is a more balanced approach to a dialogue I would have approached negatively and most assuredly would have closed any possibility for discussion. I can't say that I'm totally convinced that my boss would be open to any discussion regarding her management style but at least this approach wouldn't immediately throw up defensive barriers.

I would be honored for you to use my email, it may help 'light that bulb' for someone who is only seeing the negative like me!

To those readers who read the original article and wondered how to employ it on your own behalf, I hope this indeed “lights a bulb” for you to advance yourself, as you benefit your boss as well. As I experienced, sometimes an open exchange of ideas can be the best basis for a brighter future.

If you would like to sign up for this blog, please subscribe here. If you have comments about micromanagement or would like to share your experiences with these recommendations, please contact me Stefanie Smith, executive consultant and coach.

Are You a Micromanager? Risks and Rewards.

Stefanie Smith — Sat, 26 Apr 2008 23:01:00 GMT

Are you a micromanager? If so, it's time to take a deeper look at a practice that gets a really bad rap.

When an editor at the American Management Association asked me to write on micromanagement for Profits and Performance. My inital response was "Why?"   As an executive consultant-coach, I am engaged in developing leadership styles that empower individuals and organizations. But thinking about it, micromanagement wouldn't be so prevalent if there weren't some benefits.

If you're game to examine why you or your boss may be micromanaging, read:   "Are You A Micromanager".

Don't be afraid.   I ask direct questions, but also provide realistic and recommendations for building positive rapport and boosting performance. You can get started immediately and it doesn't involve a big budget or major time commitment. You just need to reflect and decide what will work best for you and your team.

Here are excerpts:

What is the threshold between hands-on, detail-oriented management and getting in your own way?

What are the risks?

Micromanaging keeps your head down rather than allowing you to gaze ahead.
Your team won’t become adept at making independent decisions.
If you step away from work, progress stops dead.

And the rewards?
Of course, there are rewards of micromanaging. Otherwise, why would we do it?

You know exactly what is happening at all times.
Project-specific micromanagement is an empowering alternative to structured training.
Your build trust with your staff

Is your need to micromanage really your need to clarify communication?
The only cure for micromanagement is airtight communication. If instructions or priorities are not clear, you won’t feel comfortable giving up control. If something goes awry, you'll waste precious time and energy debating who meant what...and cleaning up the mess.

Say it loud and clear. Verbally acknowledge your new approach of training your team for greater future independence. Even if you’ve never done it before, you can now. Be receptive to input and ready to weather some pent up complaints. Don’t apologize too much. Simply explain why and how you plan to change your communication and management styles.
Get it in writing. Having written deliverables and deadlines is your best tool to counter the micro-management impulse. Review a game plan with your direct reports biweekly. Your employees should arrive at each meeting with their written updated status against defined goals. Your role is to provide answers, advice and guidance.
Then leave them the space to succeed.

Are you choosing your management style for you, for individuals or a group?
Micromanaging is sometimes in the eye of the beholder. What one employee considers interfering, another employee might consider welcomed attention from the boss. Look in the mirror and look at your team. Who or what is truly driving your tendency to micromanage? Depending on the answers:

Micromanage selectively. Your management styles can vary according to individual needs and preferences. You can micromanage some rather than all, as long as your motivations are clear to all parties.
Modify, don’t change, your style. What is the longest you can go today without checking in with your direct reports? Between scheduled meetings, calls or status updates, who calls or emails first? Challenge yourself to increase the time by 10% this month. Then absorb the results and see where you go from there

When is it appropriate to micromanage?
Micromanagement isn’t synonymous with bad management. It has a purpose and place when:

Players do not have the maturity to maintain progress or initiate a remedy on their own if a snag occurs.
The stakes are high and people are learning new skills.
You are put in charge of a group you didn’t hire or a group known to be problematic.

Have you tested your motivations, and decided to micromanage? Then be secure in your decision, or look for a new job where you can evolve to a higher level of leadership. Either way, two final tips to support your advancement:

Deploy micromanaging as a tactic, not a strategy. You may opt to micromanage during an interim period, but state the reasons. For example, “Until we work out the kinks in our new medical testing procedures, I’m going to keep a close eye on the process because I want to troubleshoot errors immediately. But after we analyze the first three months of data together, and we are comfortable with the results, I will delegate more responsibility to you.”
Remain open to recommendations for increasing efficiency, morale, or performance. Inspiring others to make strategic contributions builds mutual confidence and expands their abilities, which just may enable you to move on to a new management style.

For the full article click here . To learn to apply these ideas within your organization, or to comment on your experiences with micromanagement, please contact me, Stefanie Smith, executive consultant and coach.

Advance Your Team, Advance Your Career

Stefanie Smith — Sat, 22 Mar 2008 05:00:00 GMT

In this podcast, I interviewed JP Maroney, CEO of The Marocom Group. JP teaches managers nationwide to leverage human capital through corporate events, professional training, books, and consulting. He trains leaders at major corporations, national associations and franchise companies to create a corporate culture in which employees accept personal responsibility for the organization’s success.

In this interview, I ask JP:

How does building your team build your leadership position?
How can managers bring out the best in their people?
What motivational factors and approaches can managers use to advance their careers?

Throughout the discussion, JP shares insights and I ask for detailed examples to back up his conviction that:

“A leader’s success is determined by the ability to produce high performance results through other people. If you are going to truly build an organization that will excel and have an edge in the marketplace, the best place you can invest your dollars, time and energy is your people.”

You will learn how to:

Understand and engage the six factors of motivation.
Apply sensitivity and discovery to attain higher performance.
Adapt your leadership style to each person’s motivational factors.
Foster employee satisfaction to increase both morale and profits.
Express appreciation with the greatest positive impact.
Distinguish appreciation from recognition and how to choose.
Address rogue behavior versus dealing with disruptive behavior.
Link both compensation and non-monetary rewards to performance.
Communicate options and opportunities for today and the future.
Grow from a good manager to an exceptional and inspirational leader.

If you would like to purchase this content in an e-book format, please contact me, Stefanie Smith.