How to Get to “Yes” at Work

put it in contextToo many of us spend our days emphasizing what we want.

I want a bigger budget, more people, a new piece of equipment.

We’re all angling at some time for something in a world of limited resources. The “ask” may be a bit less direct than I am describing, but the theme is the same. And we’re meeting resistance with these requests.

Skilled negotiators understand their positions—their wants—before they open their mouths. However, they also understand what they want does not matter to the other party.

They do three things with this insight:

  1. They talk in terms of their interests.
  2. They work hard to understand the interests of the people across the table from them.
  3. They don’t ask for anything until they can wrap it around shared interests.

Try this approach. It works. It works with your boss, with your significant other, with your kids and with the adversary across the negotiating table.

People like to feel like they are achieving their objectives. Help them do that and they are inclined to help you achieve yours.

It is a simple behavior change that will pay immediate dividends.

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Art Petty is a popular speaker and workshop presenter focusing on helping professionals and organizations learn to survive and thrive in an era of change. When he is not speaking, Art serves senior executives, business owners and high potential professionals as a coach and strategy advisor. Additionally, Art’s books are widely used in leadership development programs. To learn more or discuss a challenge, contact Art.

Visit Art’s YouTube Channel.

Get the latest e-book (free) from Art: “A Bold Cup of Leadership Caffeine: Ideas to Stimulate High Performance.” 

See posts in the Leadership Caffeine™ series.

Read More of Art’s Motivational Writing on Leadership and Management at About.com!

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Quit Outsourcing the Work of Finding and Developing Talent

corevaluesToo many managers outsource the hard work of finding the right talent. Almost all of them outsource the even harder work of developing talent.

You might as well outsource breathing.

No wonder managers get a bad name in our culture, particularly in the ridiculous debate of manager versus leader perpetuated by people who neither mange nor lead.

Effective managers understand the connection between talent and success. Finding, developing and keeping talent is an every day, every encounter activity. It is all verb phrasing punctuated by ample observation.

They wake up worrying about finding talent and they go to sleep thinking about developing talent. During the day, they do it.

Effective managers understand that the right talent comes in many forms from many places, but definitely not as the outcome of a bureaucratic process that generates bloated position descriptions and half-assed screening processes.

The manager who waits for H.R. to generate talent is either lazy or incompetent. The H.R. manager who professes to own talent recruitment or development is naïve or narcissistic, or both.

And while outside training has a place in the development of talent—these managers who lead and manage—understand training for what it is: exposure to ideas and tools. The opportunity for real learning takes place in the workplace under the watchful eye of a manager fully invested in coaching team members.

In reality, most managers are not blocked on taking ownership of these important talent issues—they simply have not recognized what it means to be an owner. Most H.R. professionals prefer to have managers deeply engaged in the processes. To their credit, they recognize the importance of this work to the manager’s and the firm’s success.

Quit perpetuating your own or your organization’s malaise over talent and step up to your responsibility for this critical set of activities. Then, watch engagement increase, performance rise and the pursuit of excellence emerge. You might just make the work of the manager relevant again.

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Related: In Pursuit of Management Excellence

Art Petty serves senior executives and management teams as a performance coach and strategy facilitator. Art is a popular speaker and workshop presenter focusing on helping professionals and organizations learn to survive and thrive in an era of change. Additionally, Art’s books are widely used in leadership development programs. To learn more or discuss a challenge, contact Art.

Get the latest e-book (free) from Art: “A Bold Cup of Leadership Caffeine: Ideas to Stimulate High Performance.” 

See posts in the Leadership Caffeine™ series.

Read More of Art’s Motivational Writing on Leadership and Management at About.com!

book cover: shows title Leadership Caffeine-Ideas to Energize Your Professional Development by Art Petty. Includes image of a coffee cup.

Podcast: David A. Brock and the Sales Manager Survival Guide

SMSG Final Front CoverWhen it comes to the world of sales management, David A. Brock (Dave) is a heavyweight. He has a long history of success leading some of the biggest and best sales teams in the technology arena, and his firm, Partners in EXCELLENCE, has grown into one of the world’s leading sales consulting, coaching and training companies.

In addition to his great pedigree, Dave brings an unyielding regard for the professionals leading, managing, and guiding sales teams every day: the front-line sales managers. In Dave’s words, “the role of the front-line sales manager is the most difficult job in all of sales.” It is fitting that the first book from this prolific sales blogger is entitled: Sales Manager Survival Guide: Lessons from Sales’ Front Lines.”

Having navigated the world of senior sales and marketing management for many years, I have consumed a good number of the books in this arena, and I am convinced that Dave has nailed a critical sweet-spot for guiding and helping new and experienced front-line sales managers succedave head shot 01ed. As I say somewhere during the podcast interview, the practical, actionable content captured between the covers of this 336 page guidebook makes my heart go pitter-patter. Every sales manager and manager of sales managers and aspiring sales manager needs a desk copy of this book to dog-ear or an e-copy to annotate and draw upon in pursuit of the good fight!

Enjoy the interview with this great professional! And know that yes, his mother is proud of him in spite of his choice to pursue a career in sales over the opportunity to become a theoretical physicist!

The Executive Leader of the Future by John Blakey

Note from Art: I am excited to feature the leadership ideas of  John Blakey here in his post, “The Executive Leader of the Future.” The post is timed with the recent availability of his excellent and timely new book, “The Trusted Executive: Nine Leadership Habits That Inspire Results, Relationships and Reputation.” Trust in our leaders is something that is indeed in short supply at this time. I am excited that John is working hard to bring trust back! You can follow John on Twitter at: @blakeyjs and read more at his blog: The Trusted Executive.

Trusted Executive JacketThe Executive Leader of the Future

By John Blakey

Do you have the DNA of a future executive leader? Or do you have the DNA of the leaders that I first encountered in 1985 as a graduate trainee in utility giant, British Gas? In the business environment of those days, the white western male ruled the roost with an iron rod; emotional intelligence was a dim and distant dream. What we now call bullying was an accepted rite of passage and none of us had really grasped the full implications of the Sirius micro-computer that sat in the corner of the office winking at us in black and green.

Traditionally, life was simple. The purpose of a commercial business was to maximize profits and this was the singular measure of success. The concept of profit has given us a barometer of success that has some advantages and some disadvantages. On the one hand, it is a readily understood concept in the business world and it is a consistent measure of the added financial value of our activities. On the other hand, it breeds a myopic fascination with one particular assessment of business contribution that can blind business leaders to the wider context in which they operate. The world has changed profoundly since the 80s and it keeps changing. If business continues to worship profit within a societal context that has decided it no longer worships profit then this will progressively undermine trust in business institutions and those who lead them.

John Blakey photoThe world of business requires a new, broader sense of purpose that meets the expectations of diverse, global 21st century stakeholders. The imperative and the opportunity is for organizations to reach beyond profit as the single bottom-line measure of success and embrace the triple bottom-line of great financial results, inspiring relationships and a positive reputation in society as a whole. As Peter Drucker said, ‘Profit for a company is like oxygen for a person. If you don’t have enough of it, you’re out of the game. But if you think your life is about breathing, you’re really missing something.’ The triple bottom-line is a term that was first popularized by John Elkington in his book Cannibals with Forks: The Triple Bottom-Line of 21st Century Business. It is a new measure of success that creates a need for a different type of executive leader.

Tomorrow’s executive leader will not be driven to produce a singular measure of success. He or she will balance the diverse and constantly changing expectations of a slew of stakeholders. Tomorrow’s leader will be a steward. A steward inspires trust by changing the purpose of the organization to deliver triple bottom-line goals.

What do triple bottom-line goals look like in practice? As an example, I chair an advisory board on behalf of Vistage International; the world’s largest CEO membership organization. When CEOs join my Vistage advisory group they are challenged to set goals for the triple bottom-line. If they cannot commit to this breadth of vision then they will not be accepted as members of the group. Examples of goals that members have set at each of the three levels are as follows:

Financial Results

* We will increase the share price of our company by 20 percent over the next five years.

* We will reduce our inventory costs by $1 million in the next 12 months.

* We will become a Fortune 100 company by the year 2020.

Inspiring Relationships

* We will become listed as one of the top 100 employers by the Great Place to Work Institute.

* We will reduce our staff turnover from 17 to 12 percent in the next 12 months.

* As CEO, I will personally hold bi-weekly 1-to-1 meetings with my immediate management team members.

Wider Contribution

* We will raise $50,000 for a local charity and involve over 20 percent of our staff in this project over the next three years.

* We will launch and sponsor a global industry award for the most eco-friendly business in our sector.

* As a global pharmaceutical company, we will eradicate the disease malaria from the world within five years.

We are not machines. Single bottom-line financial goals tick boxes in our heads, but they are not the sort of goals that get us to spring out of bed on a cold winter morning shouting ‘Hot damn – let me at it!’ That’s because they are yesterday’s story and no one can get too excited about living in the past. Managers manage. Leaders anticipate. Tomorrow’s trusted executive will set goals for the triple bottom-line; results, relationships and reputation. They will wire these goals deeply into their organizations and through this they will engage the head, heart, and spirit of the modern workforce.

John Blakey is the author of The Trusted Executive: Nine Leadership Habits That Inspire Results, Relationships, and Reputation (Kogan Page; 2016) and was named one of the top thought leaders on organizational trust at the Trust Across America awards in 2016. This accolade reflects his prize-winning doctoral research on trust at Aston Business School, as well as his practical experience as a highly successful business leader and pioneer in the executive coaching profession. He is the coaching subject matter expert at the Chartered Management Institute and a member of the CEO coaching faculty at Manchester Business School, Vistage International, the Institute of Directors, UK Sport and the NHS. Blakey is the author of Challenging Coaching and regularly blogs at http://johnblakey.co.uk/trusted-executive-blog/.

 

 

Leadership Caffeine™—The Book and Coming Attractions!

stackofbooksrenderfileAs I mention in the video below, an off-hand comment from my brilliant webmaster, Bob, at DigiSage, gave life to the collection of essays in Leadership Caffeine—Ideas to Energize Your Professional Development. While Bob’s idea turned out to be a lot of work in culling down from 1,000 essays into the final 84, and then editing, annotating, and organizing them for publication, I am grateful for his brainstorm.

The best testament to any leadership and professional development book is that readers find it useful for advancing their cause.

The primary audience for this book has been groups, including: corporations, teams, departments, and industry associations, and the feedback I regularly receive assures me that readers find help for their most vexing challenges somewhere between the covers of this collection. I hope you do as well.

In celebration of the upcoming publication anniversary, I am pleased to offer an updated video overview of the book. For anyone interested in ordering 10 or more copies for their team, drop me a note for pricing information.

The Leadership Caffeine Family is Expanding: 

Last winter, I introduced the free e-book: A Bold Cup of Leadership Caffeine: A Short Guide to Stimulate High Performance  featuring all-new content beyond the book. This free resource blasted off on day one and continues to be downloaded at an impressive clip every day. Please share it far and wide with your team members and with my appreciation for your readership.

Incoming-Focusing on Project Leadership: 

In a few weeks, I will launch: Leadership Caffeine for Project Managers: Ideas and Inspiration to Help You Survive, Sustain and Succeed!

Many of you know that I have spent much of my professional time in the world of high tech and software project management and that I serve as a graduate management instructor in the topic. This collection is a direct outgrowth of my experience and work as an educator and team developer in this arena and as a testament to my regard and belief in the professionals in this great and critical role. I cannot wait to make it available to you!

Look for details on pre-launch pricing in the upcoming weeks as well as information on the  webinars and the keynote and workshop offerings that correspond with the book.

Yours in professional development and success,

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Art Petty serves senior executives and management teams as a performance coach and strategy facilitator. Art is a popular speaker and workshop presenter focusing on helping professionals and organizations learn to survive and thrive in an era of change. Additionally, Art’s books are widely used in leadership development programs. To learn more or discuss a challenge, contact Art.