Training and Development

January 10, 2012

Smart Trust

Filed under: Blog,Training and Development,Uncategorized — bob @ 1:10 pm

It seems that cynicism has become a national pastime. Politicians don’t trust each other. Businesspeople don’t trust the politicians and much of the public doesn’t trust either group. What’s a society to do?

According to Stephen M.R. Covey, son of legendary business and self-improvement author Stephen R. Covey, the answer is to learn to trust again. Not in a naïve, get steamrolled sort of way, but in a smart way. His latest book, Smart Trust: Creating Prosperity, Energy, and Joy in a Low Trust World, was written with Greg Link who is cofounder of CoveyLink and FranklinCovey’s Global Speed of Trust Practice and with Rebecca R. Merrill, who coauthored First Things First with Dr. Stephen R. Covey and Roger Merrill and Life Matters with Roger Merrill. She assisted on The Speed of Trust.

The authors’ say their intent is:

“… to share these insights and applications with you—particularly the 5 actions these people and organizations have in common. In doing so, we will share some of the stories of these “outliers of success” and how the high-trust relationships and cultures they are creating result not only in the greater economic prosperity trust brings but—even more inspiring—in greater levels of energy and joy.”

The book is replete with examples of how smart trust has been a catalyst for making things happen. One particularly enlightening passage involving high stakes:

Moments of Trust… Almost daily, most of us have what we could call “moments of trust,” single instances in which our behavior enables us to build, extend, or restore trust or to diminish it. How we respond in those key moments, large or small, often has a disproportionate impact, sometimes beyond our wildest imagination.

One remarkable moment of trust occurred for Mark Zuckerberg right after his social networking service, Facebook (then called Thefacebook), was launched in 2004. Zuckerberg had entered into a verbal agreement for critically needed funding with Donald Graham, the chairman and CEO of the Washington Post Company. Just a few weeks later, the Accel Partners venture capital firm bettered the offer by $4 million. At a dinner with one of Accel’s co–managing partners, who was trying to close the deal, Zuckerberg appeared to tune out of the conversation. He left to go to the bathroom and didn’t come back.

In The Facebook Effect, David Kirkpatrick wrote: Cohler [one of the first executives hired by Zuckerberg] got up to see if everything was okay. “There, on the floor of the men’s room with his head down, was Zuckerberg. And he was crying. Through his tears he was saying, ‘This is wrong. I can’t do this. I gave my word!’,” recollects Cohler. . . “So I said, ‘Why don’t you just call Don up and ask him what he thinks?’” Zuckerberg took a while to compose himself and returned to the table. The next morning he did call Graham. “Don, I haven’t talked to you since we agreed on terms, and since then I’ve had a much higher offer from a venture capital firm out here. And I feel I have a moral dilemma,” Zuckerberg began. Graham had already talked to Breyer, so he was disappointed but not surprised. But he was also impressed. “I just thought to myself, ‘Wow, for twenty years old that is impressive—he’s not calling to tell me he’s taking the other guy’s money. He’s calling me to talk it out.’” Graham knew that even his first offer was very high for a company so tiny and so young. . . . “Mark, does the money matter to you?” Graham asked. Zuckerberg said that it did. It could, he went on, be the one thing that could prevent Thefacebook from going into the red or having to borrow money. . . “Mark, I’ll release you from your moral dilemma,” said Graham after a twenty-minute conversation. “Go ahead and take their money and develop the company, and all the best.” For Zuckerberg, it was a huge relief. And it further increased his respect and admiration for Graham.

Obviously, Zuckerberg has many years still ahead of him, but what has happened following that “moment of trust” has been nothing short of astounding. Today Facebook has more than 800 million active users worldwide and is literally redefining our world in ways both small and great, from enabling youths to share everyday thoughts with friends to fueling massive social movements, such as the 2011democracy uprising in Egypt. In 2010, Zuckerberg was named Time magazine’s Person of the Year, and today the company is valued at more than $80 billion and continues to rise.

The authors have observed five traits common in the successful, high-trust anecdotes they tell. They use those traits to provide what they call a “… lens to see how trust issues impact every situation and how you can cut through traditional either/or thinking to extend what we call ‘Smart Trust,’ enabling you to operate with high trust in a low-trust world by minimizing risk and maximizing possibilities.”

The authors have provided an extended look at what can happen when trust is again employed in a smart way. The book premiered yesterday and the authors are offering a private, interactive telecast on Smart Trust January 12th for all those who purchased the book this week. This authors say this will be a full hour of pure, informative content with no sales pitch. They have agreed to provide free access to 800-CEO-Read customers. Just go here to register after buying the book.

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September 6, 2007

Six Essentials for Networking – Rules for Renegades

Filed under: Careers,Communication,Personal Development,Training and Development — 800-CEO-READ @ 7:45 am

The following blog entry comes from Christine Comaford-Lynch, author of Rules for Renegades: How to Make More Money, Rock Your Career, and Revel in Your Individuality.
Six Essentials for Networking
Networking is about creating an extended family. It’s about developing connections, caring about people, increasing the size of your “tribe.” Most of all, networking is not the awkward social ritual many of us think it is–networking is actually FUN!
Here are my top six networking essentials to rock your career and your life.
1. Practice “Palm Up” Networking. When you network, are you giving, or grasping? Palm up networking embodies the spirit of service, of giving and wanting nothing in return. When you network “palm down” you’re grasping for personal gain. Palm up = heart-oriented interaction. Palm down = greedy grasping. Which attitude results in building relationships, providing value, and ultimately bestows benefits on both parties? You guessed it. The universe has a perfect accounting system. Give to others, it’ll all come back to you in time.
2. Do Daily Appreciation. Appreciate at least one person daily. Sometimes I do this via e-mail so I can be thorough. And often, to my delight, the recipient will tell me that they are saving the message for when they need a pick-me-up. You can also express appreciation over the phone or in person. Simply tell someone how much you appreciate who they are, what they do, whatever about them moves you. They’ll be flattered and you’ll feel great.
3. Equalize Yourself with Others. I believe we all have one unit of worth, no more, no less. No one can add to it, no one can take it away. We’re all equal. Just because someone is powerful, rich, famous doesn’t mean they are better than you. Practice equalizing yourself with others–this will enable you to more comfortably interact with others, and to reach out to people of all walks of life.
4. Rolodex Dip. This is a fun practice when you want to connect with someone but aren’t sure who. Flip through your contact database and pick a name. Then think of all the things you like about them. Now call them up to see how they are doing. They’ll be surprised and delighted.
5. Pick a “Sensei of the Day.” Each day I pick a sensei, a teacher. This is someone who has taught me a lesson or reminded me of something important in life. Your sensei can be a person, a pet, a plant, it doesn’t matter. The important thing is to acknowledge that there is much to learn and you are being offered valuable lessons constantly.
6. Do the Drive-By Schmooze. Parties, conventions, groups of all sorts are great opportunities to network, but sometimes you’ll be tired, not in the mood, or have too many events in one evening (like during holiday season!). This is when you’ll want to use the Drive-By Schmooze. Here’s how:

a. Timebox your networking. Decide that in 30 minutes you’ll do a check-in to determine if you need to stay any longer.
b. Set your goal. Determine the number of new connections you want to establish. Remember, your goal is meaningful connections, not simply contacts.
c. Let your intuition guide you. OK, this may sound flaky, but it works! Stand near the door, in a corner, out of the way. Stop your thoughts. Internally ask to be guided to the people you need to connect with. Then start walking. You’ll be amazed at who you meet.
d. Connect. You’ll always resonate with someone at an event. When you do, ask questions about them, such as: How did you get started in your field? What’s your ideal customer? We all love to talk about ourselves, and these questions will not only help you form a connection with this person, but will also tell you how to help them.
e. Offer help and follow through. If you can provide help, jot down ideas on the back of their business card, commit to follow up, and then do it. If you’ve had a fruitful conversation and want to take it further, offer to meet for lunch or coffee. People say life is 90% about showing up. Nonsense! Life is 90% about following through!

For more tips and helpful info on networking, see the Cool Resources section on www.RulesForRenegades.com.
Christine is author of the book Rules for Renegades: How to Make More Money, Rock Your Career, and Revel in Your Individuality. She’s CEO of Mighty Ventures (www.MightyVentures.com), an innovation accelerator which helps businesses to massively increase sales, product offerings, and company value.

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August 27, 2007

Jack Covert Selects: The Dream Manager

Filed under: Book Reviews,Jack Covert Selects,Training and Development — 800-CEO-READ @ 9:08 am

The Dream Manager by Matthew Kelly, Hyperion, 176 pages, $19.95 Hardcover,
August 2007, ISBN 9781401303709
Pat Lencioni has created a franchise by writing well-written, easy-to-read fables about business. His books feature subjects like meetings, team building and silos at work. Many authors have tried to duplicate what Lencioni has mastered, but most have been done wretchedly.
But with The Dream Manager, storyteller and inspirational speaker Matthew Kelly has written a book worthy of Lencioni (who also wrote the forward).
First, he presents a warning:

BusinessWeek reports that, over the next ten years, 21 percent of top management and 24 percent of all management jobs across all functions, regions, and industries will become vacant. Add to this trend an aging population, a shrinking workforce, and a growing intolerance for the illegal immigrant population that provides much of the unskilled labor in the United States today, and you have a talent and labor crisis of enormous consequence across all disciplines–from the highly skilled to the completely unskilled.

Kelly addresses this future crisis though his fable about one company’s issue with turnover. The company is a commercial cleaning service. The company has just over 400 employees and a turnover of over 400% per year. The company decides to ask the employees why people are leaving, and are surprised to learn that the main issue is transportation. People simply couldn’t get to work. The company creates a shuttle bus service–which costs them twelve thousand dollars per month–that runs to and from four main areas. The results are immediate. Employee’s attitudes improve and turnover improves by over 400%.
But the company still has 240% turnover after a year and many other problems that cause the company to hemorrhage revenue. In confronting the reality that an undedicated workforce has an effect on the bottom line, senior management suspects that the problem may be that the employees don’t see a future for themselves. They are living every day just to survive. In other words, they have no dreams. After much wrangling, they create a position called “Dream Manager,” whose sole job is to meet with the employees and help them think about and realize their dreams. These dreams range from owning a house to learning English.
After three years of the Dream Manager Program, the company finds the amount of sick time people took is down 83% and lateness was no longer an issue. The amount of cleaning materials used declined as the employees got more efficient. The book, of course, has a final chapter called “Getting Started–Applications and Tools,” so you can “try this at home,” just as we will here at 800-CEO-READ.

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July 10, 2007

A "Weird Idea that Works"

Filed under: Big Ideas,Book Reviews,Human Resources/Organizational Development,Personal Development,Training and Development — 800-CEO-READ @ 8:00 am

This brief excerpt reminded me quite a bit of the discussions we have here at 800-CEO-READ.
(From Chapter 8 of Weird Ideas that Work by Robert I. Sutton)

Find Some Happy People and Get Them to Fight
(Weird Idea #5)
If you want innovation, you need happy warriors, upbeat people who know the right way to fight. A growing body of research suggests that conflict over ideas is good, especially for groups and organizations that do creative work. Constant argument can mean there is a competition to develop and test as many good ideas as possible, that there is wide variation in knowledge and perspectives. One study, for example, showed that when group members fought over conflicting ideas, it provoked them to weave others’ ideas together with their own, to insist that others provide a compelling logical rationale for their ideas, and to contribute still more ideas. The resulting solutions were more comprehensive, integrated, and well-defended.

Even though our conversations sometimes feel circular and drawn-out, I feel strongly that the conflict and questioning our creative team brings to new projects ultimately make the results even better. With a few ground rules (like Be Nice, and Don’t Yell), a group of strong-minded, passionate people can utilize conflict to shape a good idea into a great product.
Sutton differentiates between destructive and constructive conflict. Destructive conflict is argument over relationships or personalities, while “task” or “intellectual” (constructive) conflict happens when people argue over ideas (86). He presents evidence that groups are more successful and effective at creative work when relatively happy, upbeat people enrich decision-making with facts, alternatives, questions, and defense. He warns, however, that “intellectual conflicts are never so free of personal animus, stubbornness, or anger as this distinction implies.”

Groups that fight over ideas can, all too easily, slip into nasty personal conflict, especially when reputations, careers, and big bucks are riding on the group’s performance. People who have their ideas attacked may, perhaps rightly, believe they are facing thinly veiled personal attacks. These negative reactions can make it hard to learn from critical comments. They may also provoke revenge, which can be cloaked as rational arguments against an opponent’s position or be unbridled personal attacks against the critic’s skill or integrity.

Sutton suggests some antidotes to these lurking fears or potential disruptions. Humor, for one, brings relief and positive feelings to the group. Management that keeps its employees happy also contributes to an environment in which intellectual conflict is constructive. He even suggests that “people who are successful at creative work and are involved in other kinds of tasks with high failure rates might need to be more than just optimistic. To keep moving forward and to maintain their mental health, they might benefit by deluding themselves about the probability of their success.” Overestimating their chances and being overconfident can inspire creatives to work harder.
Sutton also recommends hiring a few grumpy people–after all, they’re often better at finding errors and offering legitimate criticism–but keeping them away from the optimists. As he puts it, “when you need their expertise and critique, bring them out briefly, and then send them back into isolation.”
We’ve also written about Weird Ideas that Work here:
http://800ceoread.com/blog/archives/007075.html
and here:
http://800ceoread.com/blog/archives/007054.html

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May 8, 2007

Authors visiting Google

Filed under: Big Ideas,General Business,General Management,Internet,Marketing,Personal Development,Training and Development — Kate @ 8:55 am

Google has been bringing authors in to speak for quite some time now. They recently shared the videos of the authors’ visits from John McCain to Valentino Achack Deng. In the business arena, you’ll find these folks and more:

James Scurlock, Maxed Out: Hard Times, Easy Credit and the Era of Predatory Lenders
Chris Anderson, The Long Tail
Max Barry, Company
Tim Ferriss, The 4-Hour Workweek

So far there are 68 posted.

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April 24, 2007

A Manifesto from a Praised Young Person.

Filed under: Training and Development — Kate @ 2:24 pm

Did you see the WSJ’s Weekend Journal this past Friday? Smack dab in the middle of the front floats a large-headed young employee with his nose to the sky. The article, “The Most-Praised Generation Goes to Work.”
This is the generation of twentysomethings who have grown up on praise and the words “you’re special.” The generation where everyone became a winner on the soccer field, swim team, or drama club. Gold stars and ribbons abound their world.
I, too, am in this generation brought up on praise and warm-fuzzies (a.k.a. compliments, as one of my elementary school teachers explained). Employers are responding to our generation of praise.
They “are dishing out kudos to workers for little more than showing up. Corporations including Lands’ End and Bank of America are hiring consultants to teach managers how to compliment employees using email, prize packages and public displays of appreciation. The 1,000-employee Scooter Store Inc., a power-wheelchair and scotter firm in New Braunfels, Texas, has a staff “celebrations assistant” whose job it is to throw confetti — 25 pounds a week — at employees. She also passes out 100 to 500 celebratory helium balloons a week.”
Bob Nelson, thank you consultant and author of 1001 Ways to Reward Employees, would tell you that each generation has different praise requirements:

60+ years — prefer public, formal awards but don’t need constant praise.
Baby Boomers — are looking for “more self-indulgent treats” such as massages and new technology.
Under 40 — need a bit more praise and “near-constant feedback.”

He goes on to explain that, “‘It’s not enough to give praise [to this generation] only when they’re exceptional, because for years they’ve been getting praise just for showing up.’”
If an employer is complimenting “us” for merely showing up, of course we expect to be praised when we do something above and beyond showing up. It’s Pavlov’s basic rule. The expectation for praise becomes a reflex.

(more…)

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December 4, 2006

Author Pow-Wow 2006. Emphasis on the WOW.

Filed under: Big Ideas,Personal Development,Training and Development — 800-CEO-READ @ 9:39 am

They say the American Indian name for Milwaukee means “the good land”? or “gathering place by the water.”? But last week it was the Windy City that was the good land, the gathering place for a group of business book authors, industry insiders and 800-CEO-Read folks.

Over the course of two days, we covered everything from how to write a better business book to the health of the marketplace to putting together an author kit to getting more speaking gigs. (And that’s just skimming the surface.)

Here’s what a few of the authors are saying about the pow-wow:

Steve Farber

Kevin Carroll

John Moore

Jill Konrath

Andrea Learned

Ben McConnell

For two days, we challenged each other to contemplate how we approach business books. How authors approach writing. How publishers approach working with authors. How retailers approach selling. What a book means for a career, to an individual and to a type of business.

Here’s what Ray Bard, founder of Bard Press, had to say about an author’s role in selling his or her book:

Bottom up, Word of Mouth, Customer Experience–these are what you have the most control over. So, what you’re doing is looking at ways in your own network, on your platform, where you can talk about customer experience. As a publisher, we work it from the inside out. But you have to think, What’s your speaking platform, what’s your core audience, where are your contacts, have you gone through all of that which you can build?

As the 8cr newbie, I can’t think of a better way to learn the ropes than meeting the authors–the creators behind the ideas that fuel our interests and sustain our business. Expect to hear lots more about this great event.

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August 24, 2006

Learning to teach

Filed under: Training and Development — Kate @ 11:16 am

There are two solutions that will ensure you reach apprentices with differing styles. One solution is to hand this chapter to your apprentice and have a frank discussion about what works and what doesnt for him. It wont take long, and youre bound to learn something from each other. At the very least, youll give your apprentice language that he can use to speak up and give you feedback. The last thing you want is to have him be a victim of your approach to teaching.

–Steve Trautman

Read part of that chapter…

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August 12, 2005

What Is It Like at Wharton?

Filed under: Careers,Training and Development — Todd Sattersten @ 9:27 am

The Running of the Bulls is the latest look inside b-schools.

The Running of the Bulls tells the inside story of this process, and the fascinating institution behind it, through the experiences of seven Wharton students from the class of 2004, including a son of a manufacturing magnate in Bombay, a cheerleader from Texas determined to be a top investment banker, and a first-generation Indian American from Seattle who begins to question whether the Wall Street world is the right place for him. Financial reporter Nicole Ridgway follows each of them through the intensity of recruiting season, when candidates schmooze with employers at lavish presentations— then get bombarded with questions at grueling day-long interviews designed to test their will as much as their intellect.

Here are some of the other titles that have looked at life in America’s business schools:

Snapshots from Hell: The Making of an MBA by Peter Robinson
Business School Confidential: A Complete Guide to The Business School Experience: By Students, For Students by Robert Miller and Katherine Koegler
The MBA Jungle B-School Survival Guide by Jon Housman

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October 18, 2004

Applying to Harvard

Filed under: Training and Development — Todd Sattersten @ 11:55 am

[I found this one back in the archives and we had never posted it.]

On Tuesday [8/24/04], The Wall Street Journal reviewed [sub. needed] a new book from St. Martin’s Press called 65 Successful Harvard Business School Applications: With Analysis by the Staff of the Harbus, The Harvard Business School Newspaper.

The current application asks six personal-essay questions and allows 400 words for each answer. (With the exception of the question about your three most substantial accomplishments, for which you get 600 words; I guess the applicant pool is a very accomplished bunch.) Some questions stay the same from year to year. For example: “Provide a candid assessment of your strengths and weaknesses.” Or: “What are your career aspirations, and how can an MBA help you to reach them?” There is always some kind of leadership question. In the book, it is: “Discuss an experience that has had an impact on your development as a leader.”

It start[ed] shipping September 1st.

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