Posts Tagged ‘leadership’

“If you are Speaking, you are Selling”

April 9, 2014

Jeremy Tracey.  “If you are Speaking, you are Selling.”

Hazel McCallion C, Delta Hotel, Meadowvale, Ontario.Toastmasters Spring Conference.

April 5-7, 2014.

 “If you are Speaking, you are Selling” 

“Every time you speak, whether it is at your Toastmasters club or not, you are selling something,” so began the riveting learning workshop by Jeremy Tracy, one of Canada’s foremost professional speakers. If you ever get a chance to attend one of his speeches, by all means do attend, you won’t be disappointed.

I learned three useful formulas, including two useful acronyms, useful for daily life, in getting people’s cooperation. This includes that of spouses, children, family members, and almost anyone that you come across from home- to work- life.

Without further ado, here is one of those tips (more tips in later write-ups – I’m excited to share this with you):

In this example, let’s say you are trying to get your spouse to cooperate…for a specific example… maybe you desperately could use a vacation?

  1. Take them through your pain. (Make it bad).
  2. What is the benefit? (Make them want whatever it is you are recommending – tangible or intangible idea).
  3. Stop and Ask – what made the difference? (Engage the person(s))
  4. Share your long road. The person (or audience) will want to take the shortcut.
  5. Offer it up. What is the value of the tool or idea?

In brief and for general use, this can be summarized as PAIN, PAY, ASK, ROAD, OFFER.

What does it all of this mean? It means that before people change their way of doing things, they want to know how it will benefit them.

In order to see the benefit, they will want to ‘live’ through your eyes and experiences, so they can take a short-cut. Otherwise their traditional way will do just fine. After all, we are creatures of comfort!

Try the above method when you are ‘selling’ one of your ideas to someone – anyone! Remember, as one of the audience participants himself noted, after years of disliking those who sell, ‘sell’ is not a four-letter word.

Let me know how your results go. I will be sure to share other gems on this website on how to get more out of life and how to improve your overall results in its various areas. Wait for two more tips from Jeremy Tracey and good luck!

If you want more information about Jeremy and what he does, check out the following links: http://jeremytracey.com;

http://jeremytracey.com/if-you-are-speaking-you-are-selling/

 

 

 

B-A-N-D…Useful advice for life…

August 6, 2012

Breathe – Analyze – Navigate – Deter

On July 28, 2012 at Club #14448695, Area 24, Division A, District 86 (Richmond Hill, Ontario, Canada) , I gave a speech entitled: Rubber-BAND which demonstrated the practicality of dealing with difficult or challenging situations we may encounter in life if we just remembered to take a little bit of time to do one little but very important and medically approved thing: BREATHE!

There is now scientific proof that our emotional intelligence increases exponentially when we do this little act.

Let me first explain the meaning of the acronym BAND and why the rubber band is such a perfect symbol and tool which provides a great analogy….

B-A-N-D (for Breathe, Analyze, Navigate and Deter) is an acronym which I picked up reading a Human Resources Professional magazine. This magazine always seems to provide great content and once again it did not let me down!

So let’s say you come upon a problem that you just can’t seem to solve, or your boss is getting mad at you because you’re making too many errors; perhaps a customer is grating on your nerves and you feel like telling him off, or you’ve been on the floor for just too long selling clothes to a never-ending stream of customers…you get the gist!

Instead of exploding, or fuming, or going outside for a smoke, taking a little nip between client phone calls…do what experts say helps you to bring you to a state of calm, while opening up the gateway to providing more options….just breathe! It’s as simple as that…they say the best things in life are free and they are! Take the sun, rain, even the clouds when you feel like just staying under the covers all day long – they’re all free!

Now you’ve given your mind the opportunity to think of more options! Hence you should Analyze your options….let’s see…would it be better to tell the customer off, or could you demonstrate deft skills in client service by providing a complaining client with other options? Perhaps this dress would be better ma’am, or perhaps I can escalate this complaint and ask the manager for a full refund as we do value your business. Now you’re thinking! There’s no need for an outburst…Navigate among the options that you’ve thought of and pick the one that seems the best option at the time. That’s all you can ask for of yourself, and you’ve avoided certain disaster.

We can all think of similar situations as the ones above which may require use of B-A-N-D. It can become part of a morning or family ritual wherein you remind other family members to not lose their cool. This is something that I practice. In fact, in so doing, it is a perfect example of another common human resources principle known as ‘changing the culture’ in a place, in this case your own home(s) (possibly in your workplaces too of course) as we often belong to more than one family due to our place in the family as brother, husband, son and so on.

The utility of B-A-N-D cannot be overemphasized…. which brings me to how the speech went and why I used a rubber band to illustrate the point.

Before I explain that I should explain that the ‘D’ in B-A-N-D stands for Deter, which is to say, were I to come upon this same situation again, how would I deal with it differently? This is a really important consideration and helps ‘sharpen the wheel,’ as the late Stephan Covey would have said. It ensures that the next time you come upon this or a similar situation, you are able to handle it better!

By now you may have guessed that the rubber band, readily available in everyone’s home or workplace is a perfect analogy to this useful acronym because, it reminds us of BAND, in that a rubber band has certain qualities which enable it to come back to its original form: it is unflustered and not easily flappable (are you?), it maintains it’s original shape, often even under duress, and it is flexible. (How about you?)

When I pointed these qualities out to fellow Toastmasters at the Advanced Speakers on the Hill Club #14448695 (Toastmasters.org) during my speech, they began to have a greater, if not a new appreciation of the rubber band.

It now serves as a reminder to them of how great our potential as human beings is, and of how this potential can be easily attained if we have a well-equipped tool kit. Put B-A-N-D in your tool box and see how great positive changes can be in your life…good luck and happy transforming!

– Neil (Nilesh) Shreedhar.

Picture Day (cont’d) on Neil Shreedhar’s Blog….

April 23, 2012

Hello again,

This article continues with the theme of using nature (The Grand Canyon) as a serene source of ideas in Human Resources. (#1 was clarity). Maybe we can use our imagination and see what other concepts we can derive from such an awesome panorama of photographs….Incidentally, these photographs were all taken while I attended the Annual International Toastmasters Conference (Toastmasters.org)  featuring prominent thought leaders and speakers from all over the world…..

This slideshow requires JavaScript.

-Neil Shreedhar

https://neilshreedhar.wordpress.com; neilshreedhar.com or Google: Nilésh (Neil) Shreedhar.

Picture day on NeilShreedhar’s Blog. Lessons in HR.

April 23, 2012

Hello folks,

I thought I’d tie into the theme of this blog with some of the serene shots of the Grand Canyon which also tie in with some of the replies I’ve given to requests for pictures on this site. (NeilShreedhar’s Blog) Without further ado, I’ll let the ‘pics’ speak for themselves…..

Lesson 1: There’s clarity at the top….

There’s something about nature that just helps you think clearly, isn’t there? Here I am atop the Grand Canyon – a lifelong dream which came to reality….

Clarity at the top.

Shreedhar on Clemmer’s “Wallow, Follow or Lead” – HR Professional, Aug/Sept 2009.

April 7, 2012

Image

Review of “Wallow, Follow or Lead” HR Professional, Aug/Sept 2009

 According to Jim Clemmer, keynote speaker, workshop leader and management team developer on practical leadership, workers fall into one of three easy to recall categories.

He makes the distinction that leaders come in all shapes and sizes, and that some of the people we naturally think of as leaders, because of their titles, aren’t necessarily leaders in the real sense. This is because quite often some of the best leaders “don’t have formal leadership authority.” In fact, “leadership ability shines clearest when facing turbulence, adversity or change,” and it is during those times that we “wallow, follow or lead.”

Briefly then, wallowers take a situation and make it worse by focusing on the negative elements; typically they point fingers, remember the way things used to be, and live in a world of hurt and worry. Unfortunately they believe most people are bad and can’t be trusted. They focus on weaknesses and gaps and often play the victim. Here are your conspiracy theorists who talk of being gotten by them and complain of never being listened to… who would?

On the other hand, followers are sceptics who may require some direction. They are hopeful, and analytical, but need assistance to understand what happened and what to do about it. However, with the right encouragement they often can step up to the plate; under the wrong influences, they will start down “the slippery slope of cynical pessimism” and wallowing.

It is often said that there are groups at work, crucial to influence positively, like the swing vote in an election, or the undecided kids at school who flourish under the right conditions but who flounder academically when they’re with the wrong crowd. So it is with the workplace as well.

Leaders take initiative and make a situation better by doing what they can with what they have, or what is available to them. Words to describe effective leaders are: able to live in ambiguity, explorative (of options), living in the moment, and preparing for the future. They are self-aware and self-disciplined and continually improving. Unlike the wallowers, “they believe that most people are good and trustworthy, until proven otherwise and focus on reinforcing and leveraging their strengths. They praise and encourage others to higher performance…and face tough situations squarely” (while) focussing on the positive.

Mr. Clemmer provides other excellent adjectives and characteristics to describe effective leaders, but the essential ones are described above. On a more philosophical but potentially life-altering note, he states that “the choices we make are the glasses we put on to view our situation…these choices create our reality”

For deeper insights, read the article; it will be time well spent! Try this link, or Google (most of) the title above if necessary:

http://www.nxtbook.com/nxtbooks/naylor/HRPS0409/index.php?startid=54#/54

– Nilésh (Neil) Shreedhar.

https://neilshreedhar.wordpress.com; neilshreedhar.com or Google: Neil Shreedhar.

Shreedhar on ‘Work.’

April 2, 2012

Here is a quote I like, find very useful and which I’d like to pass along:

“Let the work you do be a source of joy. Find pleasure in your work. Let it not be done under compulsion. The mind turns away from that which it does not like, and then takes recourse to other objects for getting pleasure. You should work freely and happily, so that there may not be occasions for the mind to resort to unhealthy practices. Work for the sake of God. Then all work will become interesting. Take to hard physical labour but do not exhaust yourself. Do your work as a hobby. Then you can do it happily.”

I think the quote speaks for itself and has enormous potential in it if we all try to practice it, even a little bit!

– Quoted from:

http://www.hinduism.co.za/celibacy.htm#The Eight Breaks of Brahmacharya (Celibacy)

– Nilesh (Neil) Shreedhar.

neilshreedhar.wordpress.com;Work can be fun!

neilshreedhar.com

or…

Google: Neil Shreedhar.

Daily? humour from the workplace.

March 28, 2012

Who – me?…and computers….Just who or what is the problem here?! 

One of our computer systems was down, so I asked a colleague (call her Gracie) ….”Are you having difficulties as well?” She replied…”No, it’s just you! “I laughed, getting the joke; she added softly, “you’re probably just working too hard.” I added, “I’m probably working it (the computer) too hard.” (We both giggled).

Shreedhar on AL’s Interpersonal Effectiveness.

March 16, 2012

Honouring our own…Great Canadians…Anthony Lindan…Part 2 of 2

Improving Interpersonal Effectiveness

Step 1

Success Tools

Think, feel and act.

Interaction: Influence and persuade. Build trust, and foster buy-in, reduce resistance. Work well together. (Team approach).

Step 2

Personal stories: Learning from family and sharing with the audience. Lindan’s son has Asperger’s Syndrome – which often very bright individuals have. Watching television, his son tends to take everything literally and doesn’t ‘get’ the nuances.

It is very important for him to interact face to face in or with his environment to understand – and to be understood. Lindan shares this important lesson with us in mind too.

Lindan’s Magical Concepts: Anthony tells great stories, relates well using the language of the particular field adapted to the audience (for example Human Resources) that he is addressing, and he uses magic to illustrate important concepts such as the importance of working together to get excellent results.

Examples:

Magic Demonstration with paper: He uses: 1. A circular paper with no twists (separate or individual person). 2. A circular paper with one twist 3. A circular paper with 2 twists. Magic Lesson: Surprisingly – the two paper twists interlink if cut through! The result is an enjoined and now very long piece of paper! Key Concept: working together produces substantially larger results!

Lindan also did a rope trick using ropes of different lengths, using them to demonstrate that we should connect and engage with one another.

More magic!

Step 3

Command Stage

‘Stage mind’: Define, Set, Command.

Being in the now: be 100% focused; your audience (or the receiver of your message) should feel that you are the 100% focus of their attention and that you are Listening, Interested, Engaged and not Distracted (My acronym: LIED). Big idea:

One can change the world in ten seconds- just by its quality (vs. its quantity).

Authenticity

Circa 1992…An important official was in the audience that Anthony was speaking to…Anthony was a popular radio jockey…Unfortunately, trying too hard…it was a fiasco trying to impress this official…who remained decidedly UN-impressed which Anthony later realized was the exact wrong thing to do! Key concept: Express, don’t Impress Concept: Express not impress.

Be yourself. Know who you are and what you bring….

 

Engaging an Audience requires…

Confidence, belief and commitment. Remember to move with purpose on stage.

In an organization, problems in any one of these areas could mean: you don’t believe in your corporation, are not committed to it or you lack confidence.

Great Quote

Benjamin Disraeli

The greatest good you can do for another is not just share your riches, but to reveal to him his own.

 

Benefits to You and Me

In a nutshell, from Anthony’s personal experience – we should give back what we ask from others!

Mr. Lindan’s workshop was successful – instructive and useful – catering to his unique strength (magic) to illustrate important concepts for Human Resources and enable an organization to function more smoothly, more effectively and more productively.

Paying attention to the concepts and ideas above can significantly improve your interpersonal effectiveness! Good luck!

 

Nilésh (Neil) Shreedhar.

 

 

Shreedhar on Maxwell’s Leadership Key #17 – Tenacious.

March 15, 2012

Review of Maxwell’s Leadership Keys: #17 – Tenacious

He’s a New York Times Bestselling management-guru and in “The 17 Essential Qualities of a Team Player” John C. Maxwell writes about being adaptable, or, as he puts it at the preface of the chapter, quoting Constantin Brancusi, “To see far is one thing; going there is another (Maxwell, 2002, p. 141).” He then quotes Rick Mears: “To finish first, you must finish (Maxwell, 2002, p. 141).”

Tenacious

In the final chapter of this powerful motivational book, Maxwell provides a personal example to drive home the concept of Tenacity….

When faced with the challenge of trying to accommodate the lifelong ambition of a friend, Dan, as they vacationed together as a group in England, Maxwell and friends, who came all the way from the United States, overcame seemingly huge obstacles to fulfill his wish, a trip which would have otherwise felt incomplete. The team’s objective, and especially Dan’s was to get a picture done in the exact manner and location where the Beatles had last recorded together, in the manner of one of their famous album covers – featuring John, Paul, George and Ringo, the ‘Beatles,’ walking across a pedestrian crosswalk. There were however a major impediment or two: getting the photograph done had been left until the very last day before departure, and construction equipment and workers were all around Abbey Lane making physical access to the location difficult:

“When we got there, we couldn’t believe it. The street was closed (Maxwell, 2002, p.143)!”

Then when they understood why we were there, they folded their arms, stood as solid as the Rock of Gibraltar, and told us it couldn’t be done (Maxwell, 2002, p. 144).”

Amidst strong opposition from the construction workers working in Abbey Lane, and a tiny window of opportunity, using cajoling and a never-give-up attitude, the group eventually succeeded in taking the photograph as the burly construction workers ultimately came on-side to facilitate instead of to impede progress. It was a job well done, as the photograph was taken on the very last day the friends would be returning back to theU.S.! Now the prize photograph sits as a reminder on Maxwell’s desk.

Despite poor timing, ordinary skills, and few people, Maxwell and his team succeeded in getting the picture done, which he attributes to sheer tenacity.

Maxwell advises checking for the following characteristics to see if you have developed tenacity. Thus here is how tenacity is defined: Giving All That You Have, Not More Than You Have, Working With Determination, Not Waiting On Destiny and Quitting When The Job Is Done, Not When You’re Tired. 

Fleshing it Out

Giving All That You Have, Not More Than You Have. Being tenacious, and affording yourself every opportunity to succeed, means …giving your all – though not necessarily more than 100%- certainly not less than 100%: “…General George Washington…during the entire course of the Revolutionary War…won only three battles…but he gave all he had, and when he did win, it counted (Maxwell, 2002, p.145).”

Working with Determination, Not Waiting on Destiny. As T. Edison once quipped, “I start where the last man left off (Maxwell, 2002, p.146).”

Quitting When the Job Is Done, Not When You’re Tired, or as put by motivational speaker and author Napoleon Hill, “Every successful person finds that great success lies just beyond the point when they’re convinced their idea is not going to work (Maxwell, 2002, p.147).” 

Reflecting on it

Maxwell asks us to reflect on how tenacious we are…if your team is down in the last few minutes of a game – do you give up, or can you be resilient or tenacious enough to win? I can relate to this from a personal example as I enjoyed Dragon boat racing the summer of June 2010, and our team struggled hard to eventually take second place in our first race! It was an upwind battle all the way through as Dragon boats were neck to neck….we were proud of our strong second place accomplishment. Tenacity meant us being adaptive and asking ourselves: could we push harder to finish? As Maxwell states, tenacity requires that we come back stronger next year, that we adapt for the team, and not expect the team to adapt for us.

Bringing it home

(Tips on becoming a more tenacious team player)

These tips are: working harder and/or smarter, to stand for something and to make work a game…. 

To work harder may mean putting in an additional 60 – 90 minutes daily (30 to 45 min. before and after work hours). To work smarter may mean optimizing the use of your time, especially if you are already burning the midnight oil just trying to keep up.

Maxwell says we should stand for something….how does daily work relate to your overall purpose? Review daily to stay emotionally involved with your purpose.

Maxwell’s idea of making work a game involves friendly competitions with colleagues at work to positively motivate one another.

grass in snow

tenacious

Daily Take-Away

1859 was a year when the remarkable tenacity of one Ernest Malinowski was demonstrated, as he slowly but surely, carved a railway from sea level on the Pacific Ocean coast into the AndesMountains, a range second in height in the world only to the Himalayas. People said it wasn’t possible. TheAndes embody frigid conditions, glaciers, and a potential for volcanic activity. To cut through such a terrain requires remarkable engineering skills and abilities to motivate men. Switchbacks, zigzags and numerous major engineering feats including 100 tunnels and bridges, using relatively primitive construction equipment amidst high altitudes and mountainous terrain as obstacles – all were encountered – but in the end Malinowski and his men prevailed remaining a testament to the courage and tenacity of man over mountain as well as to someone we can all learn a great deal from.

Nilésh (Neil) Shreedhar.

Shreedhar on Maxwell’s Leadership Key #16 – Solution Oriented.

March 14, 2012

Solutions.

Be solution oriented.

Review of Maxwell’s Leadership Keys: #16 –

Solution Oriented

 

What could possibly be more tragic than losing a child?

Before John Walsh became host of “America’s Most Wanted,” he experienced the loss of his child. First Adam Walsh had been asked to leave the department store by a security guard, then abducted, and later he was found murdered.

While John and his wife Reve did experience anger and depression associated with this difficult loss, they adopted a solution-oriented mind-set and became proactive about child abduction.

First John worked to create a national computer base to assist in locating missing children, and then he co-founded the National Centre for Missing and Exploited children (NCMEC). NCMEC’s “Code Adam” is an important tool being used in more than thirteen thousand stores nation-wide in theUnited States.

If a child is missing, a store-wide alert is announced, employers are provided a description, and store exits are closely monitored. Police are notified if a child isn’t found within ten minutes. NCMEC now has 125 employees and has resolved more than 48,000 missing children cases, and assisted in more than 73,000 others. Its work has also been credited with increasing the recovery rate of missing children from 60% in the 1980’s to about 90% today.

Instead of succumbing to becoming morose due to Adam’s murder, the solution-oriented mind-set that John developed has assisted tens of thousands of families to find their children and honours Adam Walsh’s memory at the same time.

 

Fleshing it Out

Alfred A. Montapert remarked that “The majority see obstacles; the few see the objectives; history records the successes of the latter, while oblivion is the reward of the former (Maxwell, 2002, p.136).”

Maxwell notes that such solution-oriented people can be difference-makers and that “A team filled with people who possess that mind-set can really get things done (Maxwell, 2002, p.137).” He suggests we examine how we think -“problems are a matter of perspective, all problems are solvable, and problems either stop us or stretch us (Maxwell, 2002, p.137-138).”

If we understand that problems are a matter of perspective, then we can appreciate how solution-oriented individuals consider problems to merely be temporary setbacks, interim obstacles, or solutions in the making. Then one doesn’t have a problem because one hasn’t created one! Obstacles, setbacks and failures simply form a temporary part of life not allowed to become problematic.

If we follow the example of Charles Kettering, holder of more than 140 patents, then it is easy to believe that all problems are solvable. If he hadn’t had that strong notion, perhaps he would have acquiesced to the belief that solutions couldn’t be found to the many problems he encountered while he was head of research for General Motors. Often employees would come into his office and say “Boss, you can’t do it.” HoweverKettering went on to be inducted to the National Inventors Hall of Fame by believing all problems could be resolved.

Problems either stretch or stop us. Maxwell quotes Orison Swett Marsden, founder of Success magazine: “Obstacles will look large or small according to whether you are large or small (Maxwell, 2002, p.138).” By overcoming difficult circumstances we often better ourselves in the process, however the choice of how to overcome problems is ours to make as problems can hurt or help us during the process.

 

Reflecting on it

Maxwell reminds us that life challenges present us with four options – we can flee, fight, face or forget them. The difference is whether we see such opportunities in a negative or problem-centric light or in a solution-oriented one. The difference then is perspective.

Bringing it home

(Tips on becoming a solution-oriented team player)

To become a more solution-oriented team player, Maxwell recommends we should: refuse to give up, refocus our thinking, rethink our strategies and repeat the process. 

Refuse to give up.

Often the difference between overcoming a challenge and being defeated by it is one’s initial attitude. Solution-oriented individuals choose not to give up until they find a solution.

Refocus your thinking.

Successful problem solvers realize that “No problem can withstand the assault of sustained thinking (Maxwell, 2002, p.139) Set aside time to resolve problems with key players using “prime think time,” not leftover time when tired or distracted.

Rethink your strategy means exactly this and Maxwell buttresses is opinion quoting Einstein: “The significant problems we face cannot be solved at the same level of thinking we were at when we created them (Maxwell, 2002, p.139).” ‘Thinking out of the box’ then also includes entertaining absurd ideas to generate fresh ways of tackling issues.

Repeat the process.

As the adage goes, ‘If at first you don’t succeed, try, try again.’ This is useful with solvable or ‘temporary’ problems, for it allows you to improve the whole resolution process. In leadership circles the concept is equated to kaizen, the development of a solution-oriented attitude.

Daily Take-Away

1939 was a year in which Soviet troops were taking over neighbouring Baltic states and found the American vice-consul both inLatvia’s capital,Riga, and in a state of consternation. He was upset that Russian soldiers might loot the supply rations of the American Red Cross. Wiring the U.S. State Department to obtain permission to fly theU.S.flag over that of the Red Cross, he received the reply that “No precedent exists for such action.” Here is what followed:

“The vice-consul climbed the flagpole and secured the American flag to it. Then he sent a message back to the States Department: “As of this date, I have established precedent (Maxwell, 2002, p.140).””

The solution lay in the precedent set.

 

Nilésh (Neil) Shreedhar.