Archive for March 2014

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Increase Your Interpersonal Intelligence For Success

March 31, 2014

In 1983, Howard Gardner wrote the revolutionary book “Frames of Mind – The Theory of Multiple Intelligences” in which he describes seven different forms of intelligence we all possess in varying degrees: linguistic, musical, logical-mathematical, spacial, bodily-kinesthetic, intrapersonal, and interpersonal.  Interpersonal intelligence is what makes or breaks most leaders today.

According to Gardner, “Interpersonal knowledge permits a skilled adult to read the intentions and desires – even when these have been hidden – of other individuals and, potentially, to act upon this knowledge.”  Fortunately today there are many tools available to help us determine our interpersonal intelligence and enhance it.

Improving our interpersonal intelligence will make us better co-workers, leaders, and influencers. As Gardner says, “interpersonal intelligence is seen in how we notice distinction among others; in particular, contrasts in their moods, temperaments, motivations and intentions.”

Make interpersonal intelligence improvement one of your personal development objectives and empower yourself for greater success.

Categories: Leadership, Performance Acceleration

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Google Your Candidates As Part Of Your Selection Process

March 24, 2014

Several years ago there was a report of a highly recruited law school graduate who was offered and accepted a job with a prestigious law firm.  Prior to bringing the new hire onboard, the law firm searched the internet on the new hire and found several compromising photos from her recent spring break.  The law firm rescinded their job offer claiming the photos if/when viewed by their clients would compromise the firm and damage their reputation.

The fact is in today’s internet world we are all researched online by our associates, customers, and prospects.  It is common practice to view someone’s LinkedIn profile and Facebook page before meeting them and you should expect your customers are doing the same with your team.  Selection screeners must review the online profiles of candidates with the same scrutiny as a resume to prevent an embarrassing situation after the hire.

Empower your team to add an online screen to the selection process and you’ll have more successful hires.

Categories: Leadership, Selection

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Leaders Set Examples Whether They Know It Or Not

March 17, 2014

BAE Systems is one of the largest defense contractors in the United States. Leadership at BAE, and the defense industry in general, is generally male dominated.  But in October 2009, Linda Hudson was named Chief Executive Officer and President of BAE Systems, becoming one of the most influential women in the defense industry.

Leading approximately 43,000 employees in the United States, United Kingdom, Sweden, Israel and South Africa, on her first day as CEO Linda decided to wear an Armani women’s business suit and accent it with a scarf tied in a unique knot the sales associate taught her to tie.  The next day at work Linda was shocked to find more than a dozen women chose to wear a scarf and tied it in the same knot style she wore the day before.

Leaders, whether they know it or not, are always being observed and emulated.  Not only the clothes they wear, but their work ethic, meeting behaviors, and communications are all noted by those around them.  Leaders have more influence on their team than they realize.

Empower yourself to be aware of the examples you are setting and you’ll be more successful.

Categories: Leadership

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Words of Wisdom From Bill Marriott

March 10, 2014

Bill Marriott joined the family business in 1956, became president in 1964, and CEO in 1972.  Today he serves as chairman of the board and writes about his management style and company events on his blog Marriott on the Move.  He helped build Marriott International to more than 20 brands and 3,900 properties in 72 countries employing more than 325,000 people around the world.

In 1964, Bill Marriott developed his 12 rules for success that are as relevant as ever today.

  1. Challenge your team to do better and do it often.
  2. Take good care of your associates, they’ll take good care of your customers, and the customers will come back.
  3. Celebrate your peoples’ success, not your own.
  4. Know what you’re good at and keep improving.
  5. Do it and do it now. Err on the side of taking action.
  6. Communicate by listening to your customers, associates and competitors.
  7. See and be seen. Get out of your office, walk the talk, make yourself visible and accessible.
  8. Success is always in the details.
  9. It’s more important to hire people with the right qualities than with specific experience.
  10. Customer needs may vary, but their bias for quality never does.
  11. Always hire people who are smarter than you are.
  12. View every problem as an opportunity to grow.

Empower your leaders to follow Bill Marriott’s advice and you’ll be more successful.

Source: Samantha Shankman

Categories: Leadership, Performance Acceleration, Sales, Selection

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The One Question Every Leader Should Ask

March 3, 2014

Dwight Eisenhower was recognized as one of the greatest leaders of his era.  Imagine having to deal with Patton, Stalin and Roosevelt, and with Marshall, Churchill, De Gaulle, and crazy Montgomery.  Each had idiosyncrasies that would drive any leader nuts, but Ike got through it all and achieved victory.

Ike’s favorite leadership technique was to simply ask others: “What do you think?”  With that one question, Eisenhower was able to:

  • learn what was going on
  • gain insights into other people’s thinking processes
  • understand how well someone could articulate their thoughts
  • get different points of view
  • demonstrate an interest in the other person
  • engage the other person and develop their relationship

Sometimes it’s the simple things in life that produce the greatest results.  Those words “What do you think?” are a key to good leadership and give direct reports an opportunity to express their opinion.  Additionally, asking the question shows the leader is interested in the thoughts of the direct report,  and demonstrates the leader has at least some confidence in the competence of the direct report’s thought processes.

Empower direct reports by asking them what they think and you’ll have a more successful team.

Categories: Leadership, Performance Acceleration

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