Last week while meeting with the CEO of an organization, the importance of inspirational leadership became crystal clear once again.
This person, whose responsibilities include running company with a billion plus in sales, didn't speak much about P and L statements. He did not speak at all about himself. In listening to him, if you didn't know he is a CEO, you'd probably swear that he is a Human Resources manager...and an excellent one at that. He sees people as his primary business, not selling or making things.
He is passionate about the people in the organization that he leads. He is passionate about his company's Core Values, against which ALL business decisions are measured. He rejoices in giving those who work for him the ability to dream big. He has reminders in his office of the importance of child-like creativity.
He inspires his team members.
It is very common for team members in this organization to be with the company 20 years or more. They have succeeded in a tough economy while their competition has floundered.
The "blogosphere" recently had a post from a likely well- intentioned leadership guru who proclaimed that this economy demands tough, authoritarian style leadership...no time to be "touchy-feely" in this economy was the message.
Can authoritarian leaders get results? Sure...short term. Leaders who inspire versus dictate get lasting results. The fact is that there are almost never any reasons to use authoritarian leadership as a primary business strategy. It is a recipe for resentment, disengagement, burn-out, and turn-over. Even in this economy.
Inspirational leadership takes courage, discipline, and taking our egos out of the equation.
Spending a half hour last week with that inspiring CEO was moving to say the least. It was a clear reminder of why what we at Dale Carnegie do is so important. We develop inspiring leaders and we have been doing so for 97 years.
When we inspire, we get lasting results.
Thursday, December 17, 2009
Wednesday, December 2, 2009
Your Sucess Stories
Your success stories are important! Post your Dale Carnegie program related success stories here and become eligible for a monthly drawing for a Dale Carnegie related prize.
More posts = more chances to win!
Drawings will be held on the last business day of each month at 5 PM Eastern Time. Winner will be chosen at random based on posts in a given month.
Stories must be related to Delaware, Philadelphia, Allentown, Pottsville, Reading, Stroudsburg, Willow Grove, or King of Prussia Dale Carnegie programs.
More posts = more chances to win!
Drawings will be held on the last business day of each month at 5 PM Eastern Time. Winner will be chosen at random based on posts in a given month.
Stories must be related to Delaware, Philadelphia, Allentown, Pottsville, Reading, Stroudsburg, Willow Grove, or King of Prussia Dale Carnegie programs.
Tuesday, December 1, 2009
Employees First, Customers Second
Some organinizations have made an important discovery. Given a choice between a primary focus on customers and employees, they have decided to emphasize a culture of employees first.
This means that in word and deed, the organizational strategy centers on ways to inspire loyalty, identify, develop and nuture talent, and an environment that recognizes and rewards results. Organizations that have adopted this business model are full of stories of managers and executives who are highly proficient at human relations skills...sometimes at the expense of technical knowledge.
A good question to ask is what is better for business results...technical knowledge or the ability to effectively work with and inspire others? Paraphrasing Jim Collins from Good to Great, first who, then what, meaning what is better for long term success...team members who are highly skilled in technical areas/processes, or team members that are well versed in motivating others by inspiring others?
What happens when things change and specific technical knowledge is no longer needed? ...Or when customer demographics change? Employees who are engaged and appreciated will want to help.
When organizations focus on developing "people skills" strengths of team members AND focusing on employees first, customer satisfaction and repeat business follows.
This means that in word and deed, the organizational strategy centers on ways to inspire loyalty, identify, develop and nuture talent, and an environment that recognizes and rewards results. Organizations that have adopted this business model are full of stories of managers and executives who are highly proficient at human relations skills...sometimes at the expense of technical knowledge.
A good question to ask is what is better for business results...technical knowledge or the ability to effectively work with and inspire others? Paraphrasing Jim Collins from Good to Great, first who, then what, meaning what is better for long term success...team members who are highly skilled in technical areas/processes, or team members that are well versed in motivating others by inspiring others?
What happens when things change and specific technical knowledge is no longer needed? ...Or when customer demographics change? Employees who are engaged and appreciated will want to help.
When organizations focus on developing "people skills" strengths of team members AND focusing on employees first, customer satisfaction and repeat business follows.
Tuesday, November 24, 2009
Thankful for Enthusiasm...
Yesterday, a Dale Carnegie Course graduate in the Philadelphia area spoke about what results she had gained from the program.
With energy and passion, she spoke of how important enthusiasm is to accomplishing tangible goals, both in her professional and personal life. Her participation in the Dale Carnegie Course had shown her the different facets of enthusiasm...and how, when used in conjunction with specific Human Relations Principles, has created a powerful and sincere sense of teamwork and a "can-do" attitude in her departmnent.
There is much more to enthusiasm than what we may consider being a "cheerleader". Enthusiasm is also about the passion that we show for our work and our lives. It may manifest itself through our ability to adapt to change and be flexible, prioritize tasks, be more organized, etc.
As we approach Thanksgiving, it may be useful for us to be thankful for the many ways that we can show enthusiasm. True leaders-those who others willingly follow, are models of enthusiasm.
When we're more enthusiastic, others will be more enthusiastic.
Happy Thanksgiving!
With energy and passion, she spoke of how important enthusiasm is to accomplishing tangible goals, both in her professional and personal life. Her participation in the Dale Carnegie Course had shown her the different facets of enthusiasm...and how, when used in conjunction with specific Human Relations Principles, has created a powerful and sincere sense of teamwork and a "can-do" attitude in her departmnent.
There is much more to enthusiasm than what we may consider being a "cheerleader". Enthusiasm is also about the passion that we show for our work and our lives. It may manifest itself through our ability to adapt to change and be flexible, prioritize tasks, be more organized, etc.
As we approach Thanksgiving, it may be useful for us to be thankful for the many ways that we can show enthusiasm. True leaders-those who others willingly follow, are models of enthusiasm.
When we're more enthusiastic, others will be more enthusiastic.
Happy Thanksgiving!
Monday, November 16, 2009
Getting Results Through Inspiration
Several years ago, a senior executive proudly stated that he had been quite successful in his career with a simple methodology. He said that if people didn't like what he had to say, or they didn't like his plans and processes, that was their problem...and he was more than happy to "steam roll" them to get his way, because his way works.
Those who were listening to him were stunned. What he either didn't realize or didn't want to realize was that at best he had been very fortunate that he had been successful so far. Those who reported to him were looking for positions elsewhere. Those who weren't felt trapped and demoralized.
This executive's organization came to understand that "my way or the highway" is not a mantra for leadership. Two months later, this person had been let go.
The example above is fairly obvious...those who see management and leadership as simply using their position to strong arm results often fail in the long term.
What about those who manage in less obvious, yet equally damaging ways? Many managers and executives are highly competent in knowledge of processes, procedures, and technical aspects of their responsibilities. Many of these same managers fall short on being able to inspire others to higher levels of achievement, because their abilities to work with others effectively is seen as a "soft" skill.
Dale Carnegie celebrated our 97th anniversary on October 22. In the 97 years of our existence, we have seen over and over again that while technical competence is important...the ability to inspire others in practical ways is far more important.
Perhaps your organization's managers and executives don't "steam roll" others to get results...but are they able to inspire others?
More inspiration equals more profitability.
Those who were listening to him were stunned. What he either didn't realize or didn't want to realize was that at best he had been very fortunate that he had been successful so far. Those who reported to him were looking for positions elsewhere. Those who weren't felt trapped and demoralized.
This executive's organization came to understand that "my way or the highway" is not a mantra for leadership. Two months later, this person had been let go.
The example above is fairly obvious...those who see management and leadership as simply using their position to strong arm results often fail in the long term.
What about those who manage in less obvious, yet equally damaging ways? Many managers and executives are highly competent in knowledge of processes, procedures, and technical aspects of their responsibilities. Many of these same managers fall short on being able to inspire others to higher levels of achievement, because their abilities to work with others effectively is seen as a "soft" skill.
Dale Carnegie celebrated our 97th anniversary on October 22. In the 97 years of our existence, we have seen over and over again that while technical competence is important...the ability to inspire others in practical ways is far more important.
Perhaps your organization's managers and executives don't "steam roll" others to get results...but are they able to inspire others?
More inspiration equals more profitability.
Friday, October 23, 2009
Organizational Longevity
When markets, the economy, technology and fads change, what's the best way to ensure continued relevance for your organization? We tend to focus on what we're good at from a technical perspective, emphasizing "hard skills" and ignoring soft skills.
When the inevitable changes come that challenge our organizations, sometimes shaking them to their core, what kinds of skills will matter most?
The point here is that the "soft" skills strengths that team members bring to the table are far more important than whether they can operate a machine, manage a budget, or improve a process. Often these things become irrelevant when organizations find themselves needing to re-invent, re-engineer, or recover from a bad year.
The ability to collaborate, communicate effectively, build consensus and inspire are far more important attributes to ensure success in an ever changing business world. Succinctly, would you rather have someone working for you who was technically competent, or someone who you knew you could count on to make things happen, focus on the team before self, and inspire others to do the same?
Dale Carnegie celebrated the 97th year of our being in business yesterday. Our focus on people skills, leadership, communication skills, and the ability to control stress and worry has carried us through economic times worse than what has happened in 2009.
Where is your organization's focus? Where should it be?
When the inevitable changes come that challenge our organizations, sometimes shaking them to their core, what kinds of skills will matter most?
The point here is that the "soft" skills strengths that team members bring to the table are far more important than whether they can operate a machine, manage a budget, or improve a process. Often these things become irrelevant when organizations find themselves needing to re-invent, re-engineer, or recover from a bad year.
The ability to collaborate, communicate effectively, build consensus and inspire are far more important attributes to ensure success in an ever changing business world. Succinctly, would you rather have someone working for you who was technically competent, or someone who you knew you could count on to make things happen, focus on the team before self, and inspire others to do the same?
Dale Carnegie celebrated the 97th year of our being in business yesterday. Our focus on people skills, leadership, communication skills, and the ability to control stress and worry has carried us through economic times worse than what has happened in 2009.
Where is your organization's focus? Where should it be?
Wednesday, September 30, 2009
Business Skills and Permanence
How often do we attend a seminar or other training event...and get psyched about what we have learned, only to have our new-found skills fade away?
Think about high school or college. We often forget practical skills that we have learned because we do not use the skills on a regular basis...even though they could have saved us money or made our lives easier. (How many of us wish we had used those skills we learned in shop class more often...especially after we spend thousands on a remodeling project!)
During our careers, many of us will spend thousands of dollars to improve our skills. If we're lucky, our organizations may pick up the tab.
...And without a plan to commit to use what we have learned, we can fall into what is often called the "knowledge trap". When our good intentions to turn our new knowledge into skills and our old habits collide, what will win out? Almost always the answer is our old habits!
Huge amounts of training and education dollars are wasted each year because we attend a learning event with no realistic, specific plans to use what we have learned. There is often little or no follow-up (and yes accountability!) to connect our new knowledge to tangible results.
It has been said that practice does NOT make perfect...rather it makes our skills permanent.
When we commit to use what we have learned, we build permanence for our skills...and we avoid wasting lots of time, money, and effort!
Think about high school or college. We often forget practical skills that we have learned because we do not use the skills on a regular basis...even though they could have saved us money or made our lives easier. (How many of us wish we had used those skills we learned in shop class more often...especially after we spend thousands on a remodeling project!)
During our careers, many of us will spend thousands of dollars to improve our skills. If we're lucky, our organizations may pick up the tab.
...And without a plan to commit to use what we have learned, we can fall into what is often called the "knowledge trap". When our good intentions to turn our new knowledge into skills and our old habits collide, what will win out? Almost always the answer is our old habits!
Huge amounts of training and education dollars are wasted each year because we attend a learning event with no realistic, specific plans to use what we have learned. There is often little or no follow-up (and yes accountability!) to connect our new knowledge to tangible results.
It has been said that practice does NOT make perfect...rather it makes our skills permanent.
When we commit to use what we have learned, we build permanence for our skills...and we avoid wasting lots of time, money, and effort!
Thursday, September 17, 2009
"Soft" Skills
We spend huge amounts of time on technical, process, and procedure training...and we need to. Our team members need to know how to do their jobs.
Once our team members are technically competent, their development in "soft skills" areas is often overlooked. How confident are they? What is their level of skill in dealing with other people? Do they communicate well? What are the leadership qualities that they bring to the table? Can they effectively deal with stress and worry?
Managers, supervisors and executives often find out the hard way that these skills are not so soft...and in fact have a profound impact on any organization.
For example, what kinds of things would happen if your team members made a concerted effort to criticize, condemn, or complain less?...not just because it's "nice", but rather because it tends to be a complete waste of time. (How many people do you know that truly welcome criticizing, condemning, or complaining?) Dale Carnegie realized many years ago that trying not to criticize, condemn, or complain is a key aspect of getting results, professionally, AND personally. Abiding by the principle helps us to get beyond the quagmire of negativity.
Your customers are the end users of your organization's proficiency with "soft skills". If their mantra, for whatever reasons - good or bad - is to criticize, condemn, and complain, rest assured that your customers and clients will know it.
Next we will examine how to make "soft skills" more than just a nice idea.
Once our team members are technically competent, their development in "soft skills" areas is often overlooked. How confident are they? What is their level of skill in dealing with other people? Do they communicate well? What are the leadership qualities that they bring to the table? Can they effectively deal with stress and worry?
Managers, supervisors and executives often find out the hard way that these skills are not so soft...and in fact have a profound impact on any organization.
For example, what kinds of things would happen if your team members made a concerted effort to criticize, condemn, or complain less?...not just because it's "nice", but rather because it tends to be a complete waste of time. (How many people do you know that truly welcome criticizing, condemning, or complaining?) Dale Carnegie realized many years ago that trying not to criticize, condemn, or complain is a key aspect of getting results, professionally, AND personally. Abiding by the principle helps us to get beyond the quagmire of negativity.
Your customers are the end users of your organization's proficiency with "soft skills". If their mantra, for whatever reasons - good or bad - is to criticize, condemn, and complain, rest assured that your customers and clients will know it.
Next we will examine how to make "soft skills" more than just a nice idea.
Wednesday, July 1, 2009
Customer Satisfaction Ratings...and People Skills
Having a relative who used to work for a company that was recently the subject of a monumental implosion has distinct benefits; you can sure learn a lot of important lessons.
My brother-in-law, who was an executive at this company (he left when he saw that the "C" level leadership was on the wrong path), came to a profound conclusion recently.
"You know", said he..."I have been all around the world in a hundred different cultures and business climates...and THE main thing that matters is the way you treat people." Yes...that skill that we sometimes dismiss as unimportant, or worse, "soft"- people skills, will make or break your business (and your personal life!).
While we pay close attention to the top and bottom line, how our colleagues, bosses, and subordinates treat each other and customers, internal and external, often gets overlooked until it's too late. "See the light, or feel the heat", as Sam Iorio, Partner in the Philadelphia/Allentown/Delaware area Dale Carnegie Sponsorship says.
And when our team members are collectively not all that great at people skills, our customer satisfaction rates suffer. And we lose business. And we lose profits. Suddenly our ability to deal with people in genuine and sincere ways is not such a "soft" skill any more.
Our customer satisfaction rating here at the Philadelphia/Allentown/Delaware Dale Carnegie Sponsorship is currently at 97.87% based on customer evaluation data. What is yours?
Stay tuned to this blog for more on how and why people skills matters far more than you might think.
My brother-in-law, who was an executive at this company (he left when he saw that the "C" level leadership was on the wrong path), came to a profound conclusion recently.
"You know", said he..."I have been all around the world in a hundred different cultures and business climates...and THE main thing that matters is the way you treat people." Yes...that skill that we sometimes dismiss as unimportant, or worse, "soft"- people skills, will make or break your business (and your personal life!).
While we pay close attention to the top and bottom line, how our colleagues, bosses, and subordinates treat each other and customers, internal and external, often gets overlooked until it's too late. "See the light, or feel the heat", as Sam Iorio, Partner in the Philadelphia/Allentown/Delaware area Dale Carnegie Sponsorship says.
And when our team members are collectively not all that great at people skills, our customer satisfaction rates suffer. And we lose business. And we lose profits. Suddenly our ability to deal with people in genuine and sincere ways is not such a "soft" skill any more.
Our customer satisfaction rating here at the Philadelphia/Allentown/Delaware Dale Carnegie Sponsorship is currently at 97.87% based on customer evaluation data. What is yours?
Stay tuned to this blog for more on how and why people skills matters far more than you might think.
Thursday, April 16, 2009
Your success stories are important! Post your Dale Carnegie related successes here and become eligible for a monthly drawing for a Dale Carnegie related prize.
More posts = more chances to win!
Drawings will be conducted on the last business day of each month at 5 PM Eastern time.
Stories must be related to Philadelphia, Allentown, Reading, or King of Prussia area and/or Delaware related Dale Carnegie programs.
More posts = more chances to win!
Drawings will be conducted on the last business day of each month at 5 PM Eastern time.
Stories must be related to Philadelphia, Allentown, Reading, or King of Prussia area and/or Delaware related Dale Carnegie programs.
Thursday, April 2, 2009
What Our Customers and Potential Clients Are Saying
We recently sent a survey to a group of our local clients and potential clients. Here are the questions that were asked and their responses.
1. In what ways have recent economic conditions had an impact on your business?
None, we are "recession proof" 0%
Minimal, we are "holding our own" 18.8%
Moderate, we have noticed an impact 37.5%
Significant, our senior leaders are concerned 37.5%
Catastrophic, our organization itself is in danger 6.3%
2. How has your organization addressed current economic conditions?
A focus on "back to basics", re-emphasizing what has made us successful in the past 50%
We have down-sized 31.3%
We have re-organized 31.3%
We have discontinued products or services 6.3%
3. What departments in your organization most positively impact results? (multiple answers were acceptable)
Finance 20%
Operations 66.7%
Human Resources 33.3%
Sales/Business Development 80%
Customer Service 40%
Information Technology 26.7%
Distribution 20%
4. Of the following competency areas, which would have the most significant impact on your business results in these difficult economic times? (multiple answers were acceptable)
More Effective Leadership 78.6%
Customer Focus 92.9%
Sales Effectiveness 85.7%
Employee Engagement 92.9%
Process Improvement 84.6%
5. Of the following subjects, which would have the most positive impact on enabling your organization to "do more with less"?(multiple answers were acceptable)
Customer Service 62.5%
Sales Effectiveness 73.3%
Dealing with Stress and Worry 66.7%
Preparing downsized employees for interviews 26.7%
Presentation Skills 71.4%
Making Process Improvement programs "stick" 73.3%
1. In what ways have recent economic conditions had an impact on your business?
None, we are "recession proof" 0%
Minimal, we are "holding our own" 18.8%
Moderate, we have noticed an impact 37.5%
Significant, our senior leaders are concerned 37.5%
Catastrophic, our organization itself is in danger 6.3%
2. How has your organization addressed current economic conditions?
A focus on "back to basics", re-emphasizing what has made us successful in the past 50%
We have down-sized 31.3%
We have re-organized 31.3%
We have discontinued products or services 6.3%
3. What departments in your organization most positively impact results? (multiple answers were acceptable)
Finance 20%
Operations 66.7%
Human Resources 33.3%
Sales/Business Development 80%
Customer Service 40%
Information Technology 26.7%
Distribution 20%
4. Of the following competency areas, which would have the most significant impact on your business results in these difficult economic times? (multiple answers were acceptable)
More Effective Leadership 78.6%
Customer Focus 92.9%
Sales Effectiveness 85.7%
Employee Engagement 92.9%
Process Improvement 84.6%
5. Of the following subjects, which would have the most positive impact on enabling your organization to "do more with less"?(multiple answers were acceptable)
Customer Service 62.5%
Sales Effectiveness 73.3%
Dealing with Stress and Worry 66.7%
Preparing downsized employees for interviews 26.7%
Presentation Skills 71.4%
Making Process Improvement programs "stick" 73.3%
Wednesday, March 18, 2009
What is YOUR Organization's Economic Stimulus Package?
We recently asked our clients how they are addressing the economic down-turn. Downsizing, "rightsizing", process improvement and many other tactics are being employed, according to their responses. A significant percentage (50+ %) said that their organizations are "getting back to basics"...many are focusing on their Core Values as a form of getting back to basics to guide them through tough times. One of our clients measures EVERY initiative against their Core Values...if it doesn't match, it doesn't happen.
What is YOUR organization's economic stimulus package? Layoffs? Cutting training? Straying from your Core Values because they are not convenient in tough times?
The organizations that are most successful long term not only stay with "back to basics as a mantra"...they also put processes in place to allow their employees to understand HOW to live the organization's Core Values...not just WHAT the Core Values are.
What do you have in place to allow your team members to live your Core Values?
What is YOUR organization's economic stimulus package? Layoffs? Cutting training? Straying from your Core Values because they are not convenient in tough times?
The organizations that are most successful long term not only stay with "back to basics as a mantra"...they also put processes in place to allow their employees to understand HOW to live the organization's Core Values...not just WHAT the Core Values are.
What do you have in place to allow your team members to live your Core Values?
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