As the pandemic keeps employees remotely located, furloughed, and (in the cases of essential employees) working in fear, is it possible to keep a WOW culture going? Deb Boelkes, author of The WOW Factor Workplace: How to Create a Best Place to Work Culture shows us how. No doubt about it: Great leaders drive the creation of great cultures. That's why now is the perfect time to work on your leadership abilities and commit to lifelong learning. Here are some things leaders can do right now to improve themselves while working to create a culture of WOW in these unprecedented times...

Be more visible and engaged. This makes it less likely that team members will mentally check out or become frustrated and depressed. Garry Ridge, chairman and CEO of the WD-40 Company, shared in Boelkes' book Heartfelt Leadership, "In hard times, as a leader, you need to be more visible than ever before. We've got to be there, in the moment, when people need us…Leaders need to make sure in times of war, and in times of trouble, they are visible." 

Ask techno-savvy team members for help, if needed. If you aren't used to working with Zoom, Skype, or FaceTime, call on team members who are more comfortable and proficient with using such technology. Not only will it make them feel needed, it can help them become more comfortable in communicating with those above them, especially when they see you behave in an unusually humble way. This, in and of itself, can help build new bridges with more team members. 

Make sure everyone understands the mission. No matter what world environment we face, in good times and in bad, the leader's role is to define and communicate the organizational strategy and the objectives to be achieved. Not understanding why things are being done, or the intent of the mission, is a big demotivator. 
 
Remove roadblocks as quickly as possible. To create engaging environments, great managers know how important it is to make sure team members are able to perform at their personal best. This is especially important when people are forced to work from home, doing things in ways they haven't had to before, with heavier than normal burdens. 

Seek to understand new issues and leverage newfound perspectives. Anticipate quickly changing demand, delivery challenges, and supply chain limitations, as well as opportunities to serve new markets. Encourage team members to share any ideas they may have to improve internal processes, operations, products, services, vendor relations, client services, and/or the customer experience. Working remotely or alone for a change might enable team members to see things from a completely different perspective. Take advantage of the new paradigm to learn and adjust. 

Understand what makes employees tick and why they work there. Don't underestimate the importance of having regular performance reviews and professional development one-on-ones, especially during times like these, even if such meetings must be held online. Just because jobs are no longer as plentiful as they were just a short time ago, never assume your best team members won't jump ship. Ask them, "What keeps you at our company?" If you haven't done it in a while, ask about their career goals. Make sure they know they have your support in working toward achieving their dreams and desires. Determine how, in the current situation, they can best align their unique strengths, evolving professional objectives, and personal needs to best support the organization's new objectives. 

Leverage employees' changing needs to meet the new needs of your company. During one-on-ones, ask, "What might lure you away from here?" What they tell you today might be totally different from what they might have told you when life was more predictable. There may never be a better time to create a new position or a new set of responsibilities that will allow them to do what they love and help take the organization in a new or different direction. 

Proactively help employees network and nurture their potential. Offer to facilitate personal/professional development opportunities outside the organization. Make warm introductions for team members with other leaders within or outside your company. Encourage informational telephone interviews so team members can learn more about your company's internal operations, customer operations, vendor operations, or beyond. Keep team members learning.

Keep internal networks and support systems evolving. Offer team members opportunities to participate in special, newly created webinars to aid in reducing stress, teambuilding, or professional coaching, paid for by the firm, and either hosted by you, a Human Resources specialist, a university extension program, or an executive coach. Such programs might foster team brainstorming or discussion of topics such as: how to cope with working from home, how to serve customers in new ways, ideas to make this new lifestyle easier, new ways to serve our communities, how to be a better remote manager, or any other topics team members would like to discuss. Be sure to offer these online events at various times of the day/evening or even on weekends so team members can select a time that works best for them.
 
Institute Management by Objectives (MBOs). Initiate a performance-based management program for newly remote workers. Allow team members to decide what works best for them for reviewing their performance (i.e., daily, weekly, bi-weekly, or ad hoc). Discuss with each one what it takes to maintain a "Best Place to Work" given the new, albeit temporary, conditions. Whatever you do, don't squander this time of culture reset, urges Boelkes. Instead, vow to emerge from the pandemic a better, stronger company.

About Deb Boelkes
​Deb Boelkes is the author of The WOW Factor Workplace: How to Create a Best Place to Work Culture and Heartfelt Leadership: How to Capture the Top Spot and Keep on Soaring. She is not just a role model heartfelt leader; she's the ultimate authority on creating best places to work, with 25+ years in Fortune 150 high-tech firms, leading superstar business development and professional services teams. As an entrepreneur, she has accelerated advancement for women to senior leadership. Deb has delighted and inspired over 1,000 audiences across North America.

2. Plan internal communication
When a crisis begins, employees need to understand how it will affect their work and the company itself. In times of panic, the reluctance to take on responsibility may begin, thus it is important to appoint a person or a team which will be responsible for sharing the information with employees. Staff should receive all mandatory information regarding the critical points and risks of a crisis, how to ensure a safe and responsible environment and how the work will look like from this point. Any communication with remote workers should be especially empathetic - create open communication, understand that a person is working from home and may have other family members in the same room, thus the environment may not be very professional.

3. Maintain contacts
Do not stop fostering relationships with clients, partners and investors. Use various communication channels, such as social networks, just to chat and show that you are responding to the situation. Clients need to understand that in spite of temporary troubles, the company is still in business and you are ready to help and answer any questions. The communication should take place regularly and be available at all times. It is important to stay open about the challenges ahead and how you are prepared to deal with them. Crisis can be a great time to re-communicate your company's core values.

4. Continue communication with the press, offer help and expertise 
While the first instinct in a crisis is to get away from it all, long-built communication efforts should not be suddenly dropped. Do not push the press away - continue talking about your company by fine-tuning your tone, as people need empathy and sensitivity at this moment. A good way to help is by actively offering your comments and company expertise. For example, if you are a virtual educator, offer tips on what to do with children at home, and if you are a private clinic, share insights on health care, etc.

5. Share achievements
Despite the stress, understand that the crisis will not last forever, thus keep reminding your customers and partners about it. During this time, it is important to continue sharing company achievements and success stories. Inspire people and help them understand that this phase is temporary. Of course, achievements need to be communicated in a sensitive manner when many other companies are experiencing difficulties. This requires empathy and diplomacy at every step.

6. Find the right strategy for your business
Global crisis does not mean your customers are no longer interested in your business. For example, trade giant “Alibaba” claims that the number of online shoppers has increased by 2.5 times compared to February last year. Consumer habits are about to change, thus keep that in mind when choosing your further strategy. Business communication will also undoubtedly change - unique, value-creating content is going to be even more important than ever. 

7. Work with the right professionals
Choose those communication professionals who have the best knowledge about your niche. In the time of crisis, avoid spending money on general news - focus on specialized publications. Start with an internal newsletter for employees and customers, and then move on to a niche message for your target audience. Think about how you can help people in crisis: “Microsoft” and “Google”, for example, have provided free access to conference tools to facilitate remote work, while some airlines have agreed to waive the fees for flight information exchange and cancellation.

8. Choose partnership 
In a crisis, finding the right partners is more important than ever, especially if you are a small business. Instead of choosing competition, look for partnerships - help each other, share resources and ideas, and this may get you out of hard times even faster. One great example of open collaboration is the cryptocurrency company “Coinbase” - it has openly shared its internal communication plan with the world, including daily tips for employees and answers to everyone's concerns, from the latest news about the virus to general advice about pet care during quarantine, etc.

9. Prepare external communication plan - think of existing and potential audiences
In the global context, all businesses face the same situation - only an attitude and preparation will differ. Now is a great time to build a communication plan that will help to address different audiences. If your business is not localized, this is a great opportunity to look for partners in wider and unexplored markets. It is worth considering communication abroad as well - perhaps your business solutions could address some specific consequences of a pandemic. For example, fintech companies can help create new solutions for remote billing, translation agencies could employ more freelancers who now can only work from home, and so on.

10. Contribute to community 
There probably are people around you who need help - take a chance to find ways to contribute safely. Perhaps you can provide food aid to those who have returned from abroad and are in compulsory two-week self-isolation, or assist elderly people struggling to get the essentials - there are many safe opportunities to contribute to the community. Do good deeds and communicate about them, and it will encourage others to join in as much as they can.

“Blue Oceans PR” is a boutique digital PR agency with a strong focus on creating quality content and stand-out strategies that have a lasting impact. Being truthful to the original Blue Oceans Strategy it always looks to find unique brand communication angles while securing relevant publicity for each client. The agency specializes in B2B, Tech, Fintech, SME and complex subject matter public relations, executes national and regional brand communication and offers content planning and creation services employing most relevant digital solutions. (All images from Unsplash)

I’ve long enjoyed reading his work and agree to the principle he puts out that passion alone isn’t enough to see you succeed in your chosen career path. Here are some highlights from his book that stick with me. I had read this a few years ago and a recent blog post by a consultant turned professor friend brought this back up top of mind. I honestly believe this should be essential reading for anyone in school or about to join the workforce but can be read at any time in your career to take away what you need in that moment to progress to your full potential. These are just a few words that echoed with me this time that I re-read the book. I encourage you to read it for yourself to fully understand the ideas he puts forth. 
 
Compelling careers often have complex origins that reject the simple idea that all you have to do is follow your passion.
 
Regardless of how you feel abut your job right now, adopting the craftsman mindset is the foundation on which you will build a compelling career.
 
According to him, a craftsman mindset is an output centric approach to work, to successfully adopt this mindset, we have to approach our jobs with a dedication to deliberate practice, this is an approach to your working life in which you focus on the value of what you are offering to the world. 
 
If you just show up and work hard, you will soon hit a performance plateau beyond which you fail to get any better. 
 
Giving people more control over what they do and how they do it increases their happiness, engagement and sense of fulfillment.
 
Do what people are willing to pay for – that is the law of financial viability . Working right trumps finding the right work. 
 
Career capital is the key currency for creating the work you love , these are the rare and valuable skills you can offer.
 
I specially appreciate that he has a glossary at the end of the book explaining some of the key concepts presented and has them highlighted in the chapters as well. I’d like to know your thoughts on the topic so comment away below. 
 
I have this habit of reading all of an author’s works together if I start with one so I have the rest of his books waiting to be borrowed from the library and will have some highlights from those to share here as well. Happy Reading!

For someone that has provided copyediting and proofreading services to clients for a few years now, I cannot stress enough on the need for a final check by expert eyes on the language and flow of your copy when working on newsletters and brochures, especially if they are external facing, for marketing to clients and other interested parties, but also if they are intended as internal communications for staff or shareholders. Nothing reduces your credibility in the eyes of a coworker or other professional, colleague or acquaintance more than when you commit a blatant error in your correspondence when it comes to language use, word choice, copy flow, typos, and that can sometimes even extend to local nuances given how much interactions now occur across geographic locations, with teams working in different countries for the same firm.
 
But I am fluent in...

That’s not to say you don’t already have a good grasp of the language but when you work over time with the same copy, your eyes tend to glaze over sentences and your brain tells you what you are used to reading than what you are actually reading. Happens to the best of us. Some of us develop tactics to work with that but not all of us can consider that a strong point in our skill sets. It is perfectly normal to make these mistakes, to err is human. But not everyone and every case bring forth the divine that can forgive these snafus. Not when it’s a report going to shareholders. And certainly not when its marketing material being printed for the next few months of roadshows. An electronic message might still save you some grace – there could sometimes be the opportunity for a message recall or a quick ‘Oops’ message and a correction but that’s not always possible and shouldn’t be the default attitude you work with on such projects.

But I can speak in...
 
And if you do not have native fluency in that language then you positively need to have an expert eye give your copy a final look see to make any last minute corrections before it heads out to intended parties. There is a lot that can be lost in translation first and foremost. If this is not the language that you think in, dream in or yell in when you are angry, then you need to have it proofread by someone who does. That’s a simple way of looking at it. Your word choice of flow of phrases need to match the message you are sending and the audiences receiving it. If you do not know why or how that is different, try sending your marketing collateral to your shareholders and your annual report to your staff to see at which points they catch themselves questioning what they are reading. Those are your language roadblocks. It should never come to that point and a copyeditor or proofreader can quickly point that out to you.
 
But I am adept at...

The luxury of having another pair of eyes look at your copy is sometimes truly a luxury for companies working with restricted budgets, small staff or quick turnarounds but is it worth the risk of having folks you work with think you are unprofessional? A fresh pair of eyes reviewing your content will quickly point out to you when they see flaws in your sentences, the gradual progression of your ideas, your calls to action, glaring typos, or even simple commonly committed word crimes (I’m looking at you = there, their and they're / form and from). Often times, though not too often, these errors can be overlooked but many times they can cause misunderstanding and even change the very meaning of what you were implying from the first sentence to the last on your memo. Especially if you are under a time crunch and trying to produce content in a hurry, there is a pretty good chance, even with multiple people on your team taking a look at it, that there is a typo or redundancy somewhere that wasn’t caught in time. 
 
Here are a few quick tips for a checklist to ensure your newsletter or brochure is reviewed at all the right points for correct copy:

1. Headlines, subheads, titles, designations and names – spellcheck thoroughly and especially if it’s a copy/paste situation as letters can go missing during this exercise
2. Numbers and numbering conventions – when a number is missing in the order, there is a fair chance that entire piece of copy is missing or has been replicated elsewhere under a different number
3. For online versions – all links or copy connected to links. Keep this as one of the last tasks, as links sometimes go inactive in the process of moving copy around
4. Abbreviations and terminology – a single alphabet misplaced can refer to a completely different entity when abbreviated. The same goes for tricky terms and phrases specific to your industry or product
5. Commonly used words – depending on who the author of the content is, you might need multiple checks on the document. If your CEO loves using certainly, you will certainly find multiples uses of it splattered across the text

 
These are just a few instances and some of the more common areas where I observe errors in copy when I proofread or copyedit documents from clients.

If  you’d like to work with me on ensuring your communications and correspondence, internal or external, irrespective of audience and messaging, is on point and reads as intended, feel free to schedule time for a free 15-minute introductory call on how we can collaborate toward your professional success.

If you prefer to dive into a more detailed call on your current needs/projects and a long-term work arrangement, the 60-minute client call would be a suitable option I’d recommend. Talk to you soon!

At one time, marketing meant using such tactics as buying commercial time on TV or radio stations, advertising in a newspaper or magazine, or sending your message through direct mail. All of those remain options today, but they are joined by a plethora of digital alternatives for reaching potential customers or clients, who spend a lot of time hanging out in the digital world.
Jonathan Musgrave, owner and chief digital marketer for Steep Digital Marketing says many businesses and professionals don’t always take advantage of what digital marketing offers, instead falling back on what worked in the past, either out of habit or due to a lack of understanding of the power of digital. 
And that’s no way to move forward, he says. But choosing between digital or traditional approaches to marketing isn’t an either/or proposition. Musgrave offers a few examples of how the two can be married to produce great results:

• A text instead of a call. Musgrave says one of his clients, a financial professional, would buy TV time each month for a show in which he would talk about money issues. At the end of each segment, in an effort to generate leads, his firm’s telephone number would be displayed so viewers could call if they wanted more information. “I suggested that instead of a number to call, they should show a number that people could text,” Musgrave says. That change might appear insignificant on its face, but it proved to be extraordinarily consequential. The financial professional went from receiving about three responses per show to about 300.
• Billboards and digital calls to action. A message on a billboard provides the same opportunity to elicit a digital response from anyone who sees it. Once again, instead of urging people to call, urge them to text. You can also include your website address in your billboard ad so those intrigued by what you have to offer can learn more there, Musgrave says.
• Work digital connections into all marketing materials. Likely, you have business cards, brochures or any number of other marketing materials that people can hold in their hands. All of those should let people know how they can find you online, whether it’s on your website or on social media channels, Musgrave says. By the same token, if you have speaking engagements, you can put that information on a display poster or include it in a PowerPoint slide. “Since people always carry their phones, if they see how to find you on Twitter, Facebook, LinkedIn or wherever, they may follow you right then and there,” he says.

“The most dangerous thing I hear people say is that digital marketing is the future,” Musgrave says. “That’s not quite accurate because the future is already here. Advertisers globally spent more on digital advertising than any other medium in 2017, displacing TV at the top of the chart for the first time. If you keep kicking the digital can down the road, by the time you catch up to it again, your competitors will have already passed you.” 

For entrepreneur, professional speaker and success coach Sheryl Grant, transformational leadership through personal development and community building is the name of the game. A Ms. Olympia at over the age of 50, Grant clearly knows what it takes to realize over-and-above achievement both in life and in business. Today, through her eponymous company Sheryl Grant Enterprises, this powerhouse is helping CEOs, executives and other entrepreneurs master key areas of their careers and lives overall. 

Her secret sauce? Grant taps into a trifecta of neuro-training, physical fitness and increased productivity to unlock personal ambition, revenue potential and self-confidence. Grant urges that success-minded individuals must aspire to be F.I.T., heavily leaning on “Faith, Intuition and Tenacity” to reach their goals.

A key aspect of Grant’s various F.I.T. presentations and webinars is a focus on developing mental strength through neuro-training, whereby she offers a variety of tactical techniques related thereto. Below, Grant offers insight on some of her mind-bolstering methodologies that, as she explains, can help us cultivate a greater awareness of who we are, develop a road map of where we need and want to go, and conceptualize how we intend to get there:

Start a Dialogue with Yourself. Begin by asking yourself some basic questions: Who are you? What are you good at? What do people you care about see in you? When have you felt the most alive? What can you learn from others who have a strong purpose and who are inspirational to you? Ultimately, living with purpose means focusing on what matters most to you. And following the money and following your heart don’t have to be mutually exclusive. There’s not much mystery as to why most people work: to earn money. However, there are a lot of ways to pay the bills. The “why” refers to the underlying, personal reasons you are choosing a particular business and what you are trying to accomplish. Knowing where you are going and, as importantly, why it will inform and strengthen both your personal and career identities and help you reach your goals quicker. Such self-awareness also fosters drive, confidence and self-esteem that can transform you into an unstoppable force—giving you the strength to persist ... even through failure and adversity. You’ll likely be happier, too, and an inspiration to those around you.

Identify ALL of Your Inner Strengths. When people are living in their “sweet spot,” they are more productive and naturally add value to the world around them. Accordingly, this “mode” is when people also tend to make more money! What are the things you’ve always been good at? What motivates and inspires you? Perhaps it’s things that come naturally to you, to the point that you wonder why others struggle in the same area? While passion can also certainly blossom from areas in which you aren’t naturally talented, Grant’s personal and professional experiences have shown that we rarely aspire toward ambitions for which we have no natural talent to achieve. As civil rights leader Howard Thurman once wrote, “Don't ask yourself what the world needs; ask yourself what makes you come alive, then go do that. Because what the world needs is people who have come alive.” Indeed they do.

Know Where You Add Value. Doing work that you’re good at, but which holds no passion for you, is not a pathway to fulfilment. When we know our greatest strengths and where we as individuals can add the most value, we can better focus on the opportunities, roles and career paths in areas where success will likely occur. These are usually the same avenues where a person finds the greatest sense of accomplishment and contribution. All too often we undervalue our strengths, skills and the expertise that we naturally acquire over time. A great way to discover this for ourselves is to discern what we’re equipped to help solve in the workplace, career, organization or industry. Also, uncovering what problems we enjoy solving, and what problems we feel passionate about attempting to solve. The answers to these questions can help people focus and develop a much clearer series of intentions that are based on natural strengths, and those tasks one innately excels at, rather than trying to bolster or eliminate weaknesses.

Through overcoming personal challenges in multiple areas in her life spearheaded by employing the strategies above, Grant says she quickly learned that her biggest difficulty was not the obstacles in front of her, but rather the lack of belief and trust in herself. By her shifting from a focus on fear and limitations to a focus on empowerment fueled by faith, intuition and tenacity (F.I.T.), she reached greater heights than ever before ... and continues to do so.

Almost everybody bemoans the difficulties in trying to maintain a healthy balance between family and work. But for entrepreneurs, the inability to find that balance is not just unhealthy, it can result in the failure of both the business and the loss of the family. Most entrepreneurs work at least 50 hours a week, and some people like Elon Musk say that working 100 hours a week is doable and will improve the chances for business success. But what about having a life beyond the business?

“Entrepreneurs really do have to walk a tightrope between their families and their businesses,” says Peter J. Strauss (www.peterjstrauss.com), an attorney, entrepreneur and author of the upcoming book The Accidental Life. “Failure in one of those two aspects usually leads to failure in the other.” Making matters worse is that when entrepreneurs first launch the business, many are using their homes as an office. This creates family issues when there are no physical barriers between job and family, Strauss says. He offers tips for entrepreneurs who want to have success in both their business and their home lives.

• Set boundaries. Especially if you run the business at home, it is important to set boundaries with your spouse or partner to make sure you are not always talking about business. When you are at work, be at work. And when you are at home, even if your business is in the garage, be at home. Have a separate phone for your business and don’t take business calls when you are on family time unless it is an emergency.
  
• Prioritize work tasks. Determine what is the most difficult task and attack it first. That will help you get out of work on time and go home to your family. If you have a family event in the evening, it is much easier to leave a small task to the morning instead of a large, difficult task.
• Take vacations (even small ones). A vacation doesn’t have to be two weeks. Take a day off and take the family on a picnic. It will not only be good for your relationship with your family, it will also be good for your business. You will come back refreshed and better able to tackle the challenges of your business.
  
• Don’t intrude on your family’s space. If you run your business from your home, have a designated workspace. Don’t use the family dining room table for your paperwork. Find someplace where you can focus on your business without family interruptions.  

Strauss says entrepreneurs should not underestimate the importance of finding the right balance between business and family. “If they don’t get it right,” he says, “they risk losing everything.”
 
About Peter J. Strauss
Peter J. Strauss (www.peterjstrauss.com) is an attorney, entrepreneur and author of several books, including the soon-to-be-released The Accidental Life. He is the founder and managing member of The Strauss Law Firm, LLC, on Hilton Head Island, S.C, and also the founder and CEO of Hamilton Captive Management, LLC. He is a graduate of the New England School of Law and of Harvard Business School’s Owner/President Management program. Strauss also holds an LL.M. in estate planning from the University of Miami and speaks regularly at public seminars.​

Bad habits can be hard to break, and for business leaders who have them, they can be deal-breakers. In a survey by Leadership IQ, an online training firm, the primary reasons CEOs were fired - mismanaging change, ignoring customers, tolerating low performers, and not enough action - were often related to unproductive habits. 
 
“Although leaders who display these behaviors generally know what to do, and how to do it, their unproductive habits render them unable to get things done - with dire consequences,” says Mark Green, a speaker, coach to CEOs and author of Activators: A CEO’s Guide to Clearer Thinking and Getting Things Done (www.Activators.biz). “The most common unproductive leadership habits include avoiding decisions and conflict, maintaining comfort-zone networks, needing to be liked, neglecting to listen enough - and they are hard to break.”
 
But Green says they can be broken and suggests replacing them with foundational habits that make leaders successful. He lists six of them here. 
 

• Capitalize on luck. This is a habit of forward-moving thinking in response to both good- and bad-luck events. Green says bad luck, such as the extended absence of a key employee, affords an opportunity for the leader to empower others by challenging them to learn, grow and contribute in new ways. “Whatever the circumstances, leaders rapidly come to understand the value of generating return on luck,” Green says. “Everyone wins.”
• Be grateful. “When you appreciate and value what you have, you gain a clearer perspective,” Green says. “A daily meeting ritual of appreciation creates space for each executive to share what they appreciate most, and it opens up the room to clearer thinking and increased collaboration.”
• Give - within limits. Research shows there are many advantages to being a giver, but striking a balance is important to remain productive. “Sharing information and resources cultivates an abundance mindset, bringing benefits that both the company and the leader can reap,” Green says. “But there are limits; if you’re giving away too much time and too many resources, you won’t be able to accomplish your own objectives. Give, but know when to say no.”
• When problems arise, focus on process - not people. “When something goes wrong, a common approach is to find fault with the people involved,” Green says. “But bad or poorly communicated processes can make even the most talented, dedicated staff look terrible. Question processes and communication first, before you explore the intentions, character or capabilities of those involved. Research shows that believing in your people pays off.”
• Have high expectations of others. Leaders who set the bar high and then give their teams latitude to execute reap more benefits than those who simply tell their teams what to do,” Green says. “Those whose habits include valuing autonomy and individual responsibility can build something great over time. High expectations and empowerment are key.”
• Maintain intentional focus. “Countless research studies have exposed excessive multi-tasking as ineffective,” Green says. “To make real progress, hold a small number of very important things in your mind and let go of the rest.  Ruthless prioritization and focus in execution will set you free.”

 
“With our thoughts, we make our world,” Green says. “Check your beliefs about your leadership habits, choose just one or two to change, enlist others to support your efforts, then get to it.”
 
About Mark E. Green
Mark Green, author of Activators: A CEO’s Guide to Clearer Thinking and Getting Things Done (www.Activators.biz), is a speaker, strategic advisor and coach to CEOs and executive teams worldwide. He has addressed, coached and advised thousands of business leaders, helping them unlock more of their potential and teaching them how to do the same for their teams. He is a Core Advisor to Gravitas Impact Premium Coaches (formerly Gazelles International), a mentor to coaches worldwide, and an active contributor to programs and content for their global ecosystem.

In business, the adage “it starts at the top” can prompt an uncomfortable question: “Can the boss finish what he or she started?”
Many CEOs and entrepreneurs wrestle with this challenge, with both short- and long-term implications. Meanwhile, a disconnect develops between the CEO’s initial big-picture vision for the company and its seemingly sporadic execution toward those goals.

The Global Leadership Forecast 2018 highlights issues of greatest concern to CEOs;  among them is a lack of alignment among senior leaders. The last problem any CEO  wants is an inability to get everyone on the same page, aligned and executing their strategy. 

“I’ve witnessed CEOs struggle with this question: ‘‘Why is it so difficult to execute what I already know I should be doing?’” says Mark E. Green, a speaker, coach to CEOs and author of Activators: A CEO’s Guide to Clearer Thinking and Getting Things Done (www.Activators.biz). “They and their teams generally know what to do and how to get it done. But they avoid the decisions and actions they know could advance their success.

“All roads lead back to obstacles within your mind. New behaviors leading to execution require new ways of thinking.” Green lists five ways for CEOs to change behaviors that obstruct them from leading their company efficiently and effectively:

• If/when, then. Green points to a study on influencing behavior by German researchers, who found that formulating an “if/when, then” plan – stating a specific time to accomplish a task – provided a cue to provoke the desired response. “I’ve worked with many CEOs who were not classically trained in accounting and finance and are overwhelmed by numbers,” Green says. “Such fears drove them to avoid financial information and reports. Making an if/when, then statement compels them to change the behavior.”

• Relate and repeat. To change, one needs to believe that change is possible. “Cultivate relationships with those who can help you see that the change you desire is attainable,” Green says. “Then repeat by testing out the new behavior or thought pattern and seeking feedback.”

• Know when to say no. As the company leader, being a giver is important – but not to the point where sacrifice damages your own performance. “Credible research shows that high-performing givers knew when to say no,” Green says. “Track your yes-to-no ratio. It’s the only way to protect your time, energy, and focus as a leader. 

• Forget perfectionism. Green says perfectionism is a waste of time and energy for a CEO. He references the 80/20 Rule – also known as the Pareto principle, first articulated by Italian economist Vilfredo Pareto – which holds that roughly 80 percent of the effects come from 20 percent of the causes. “The 80/20 Rule also applies to perfectionism – the majority of the value in any endeavor comes from a small amount of the overall effort,” Green says. “Perfectionism frequently limits our progress and fuels our fears. If you can keep the 80/20 Rule in mind, you can reduce your fears and accomplish more.” 

• Hold yourself accountable. One way CEOs and entrepreneurs can judge their performance is by asking themselves self-assessment questions daily. “You need accountability strategies that require you to evaluate your progress and focus on the importance of your goals,” Green says. 

“Often, the best way to modify a behavior is just to jump in,” Green says. “Seek out examples of the behaviors you want to employ, embrace some discomfort, and emulate them until they begin to feel natural.”  
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About Mark E. Green
Mark Green, author of Activators: A CEO’s Guide to Clearer Thinking and Getting Things Done (www.Activators.biz), is a speaker, strategic advisor and coach to CEOs and executive teams worldwide. He has addressed, coached and advised thousands of business leaders, helping them unlock more of their potential and teaching them how to do the same for their teams. He is a Core Advisor to Gravitas Impact Premium Coaches (formerly Gazelles International), a mentor to coaches worldwide, and an active contributor to programs and content for their global ecosystem.

Some popular products seem to sell themselves, but the reality is the success began with a process. The same is true in the business of professional sports, a $60 billion-a-year industry where some franchises grow into monster brands. Sales managers in many industries sometimes use sports themes in their coaching -– competitiveness, dedication, strategy execution, etc. And as someone who has trained the sales teams of major sports brands, Lance Tyson sees what often separates the winners from the losers.
 
“The problem with selling today is there’s no home-field advantage,” says Tyson (www.tysongroup.com), President and CEO of Tyson Group, a sales training, coaching and consulting company and author of Selling is an Away Game: Close Business and Compete in a Complex World. “The selling game takes place in the buyer’s mind. As the salesperson, you have to determine how much the potential buyer knows or doesn’t know. And even with all the technology, it’s never been more competitive; there are more salespeople interacting directly with customers than ever before.”
 
Tyson offers four concepts to consider when coaching your sales team on today’s more complex playing field:
 

• Screw the better mousetrap. “You don’t necessarily have to build a better mousetrap; you have to do a better job selling your mousetrap,” Tyson says. “You have to understand there are a lot of new variables in selling. Social media and online information have changed the game, but despite all the new technology, the bedrock of sales remains the same: people selling to people.”

• Attitude adjustment. Tyson points out that grit is a key component of both championship sports teams and successful sales teams. One notable difference is the relative importance of skill set in each profession. “Skill set does not equate to success in sales,” Tyson says. “Hard work isn’t a skill; it’s a choice. It’s starting early, staying late, being resilient after rejection. It’s forming the habit of doing things that failures don’t like to do.”  
• Level the playing field. Tyson compares the sales process to choosing which game to play in a casino; your odds of closing improve if you keep your sales process simple and tailor the approach to the buyer’s mindset. Otherwise, the salesperson can be as distracted as if in a casino. “In sales, we don’t have to be gamblers, but we do have to be odds players,” Tyson says. “So you want to play craps rather than the slots.”

• Find common ground. Establishing credibility with a prospect requires engaging them in a conversation. “The first seven seconds are the most critical to get their attention,” Tyson says. “If you survive, you have the next 60 seconds to win their interest. To do this you need to see the sale from the buyer’s perspective.”

 
“There’s plenty of room for a salesperson’s creativity and a customer’s need for tailored solutions,” Tyson says. “At the same time, you can use that process repeatedly to provide solutions and compete in a complex world.”
 
About Lance Tyson 
Lance Tyson (www.tysongroup.com) is President and CEO of Tyson Group, a sales training, coaching and consulting company listed among SellingPower’s Top 20 sales training companies of 2018. He is the author of Selling is an Away Game: Close Business and Compete in a Complex World. Among Tyson Group’s clients are many professional sports teams such as the New York Yankees and Dallas Cowboys. Tyson was a franchise owner of Dale Carnegie operations in the Midwest and drove them to 230 percent growth before starting his own company. He conducts over 100 workshops annually in areas such as performance management, leadership, sales, sales management, customer service, negotiations and team building.