The Hidden Leader

Monday launched the new book, The Hidden Leader, by Steve Edinger and Laurie Sain.  It definitely hits the nail on the head and should be read by anyone who searches out leaders.  Future leaders aren't always the most confident extroverts.  They're the ones taking the initiative to get the job done.  Today I'm happy to host a blog post by author Steve Edinger.  Enjoy.

This post was originally published at www.edingergroup.com on August 1, 2014

On July 14th, 2014, I was running with the bulls in Pamplona. The running of the bulls is part of the Festival of San Fermin, which has been held annually since the middle ages, honoring the patron saint of the city. I ran on the last day of the festival with a small group of friends. On the return flight home I couldn’t help but reflect on the experience, and some parallels to my work with clients designing and implementing successful strategies. Here they are.

1. Clearly define your strategy in specific detail. We wanted to complete the run safely by:

Holding off on our start until the bulls ran by. Nobody can keep up with a bull running 22-24 mph and we wanted to run with the bulls (behind them really), not in front of the bulls.

Running as close to the left side of the street as possible. (In our observation of the run on the previous day, and video footage of past races, it seemed that because of the turn before the area of our starting position, they tended to drift to the right side.)

Sticking together in pairs. We used the buddy system to look out for each other.

Finishing the run by breaking left toward the 9 o’clock position of the bullring as soon as we entered.

Defining the outcomes with specificity is much harder than it seems, and good strategies are clarified so that they are easily understood. They are precise and specific as it relates to objectives, and how those objectives are going to be achieved. This is the most difficult part of executive work, as it requires patience, making tough decisions and judgments, as well as a lot of critical thinking. Because of that, leaders are often in a rush to just get this work done. It is much easier to read and respond to emails, attend meetings and focus on the tactical work that doesn’t require as much thought.

2. Be prepared for your strategy not to go according to plan. How many projects or initiatives in your business have turned out exactly as they were planned? My experience has been that it is rare. On the morning of the run there was a light rain, which made the streets a little more slick than usual. Instead of the bulls running together in a pack (which is the best case) they got separated as they came around one of the turns. On this day, they were running closer to the left side of the street.  Despite your best efforts and research, you will never be able to rely completely on it, and you will never have all of the facts. For example, we learned only on the morning of the race that the Miura Bulls, renowned as Spain’s largest and fastest bulls, were reserved for the final day. Imagine how that made us feel.

Even if the assumptions we make in formulating strategies are incorrect, it is critically important to go through the progression of doing so. In the process you become keenly aware of different alternatives, capabilities, and scenarios, and if necessary can adapt quickly and make adjustments in real time. As Dwight D. Eisenhower famously said, “plans are nothing; planning is everything.”

3. Getting everyone in your company to understand and behave consistently with your culture is the most important thing you can do to get your strategy implemented.  Most of the runners in Pamplona shared the same goal—to finish without being punctured, pierced, or steamrolled. While there are always a few with different goals (some want to touch or run in between them), the vast majority shared that objective. But as soon as the rocket to start the race went off, things got pretty chaotic with runners of different speeds getting in each other’s way, and often hindering one another in their own rational self-interest.

Even when people in an organization have the same overall goals for the company to succeed, individual approaches can vary greatly. This tends to reduce quality of work and productivity, as well as create conflict. To prevent this, people must understand what is expected of them in your culture, and how they fulfill your strategy. Further, they need to have exemplars to look to as role models, and appropriate rewards and consequences.

4. Take time to evaluate your performance. For the entire day following the run as we traveled from Pamplona to Madrid before heading home, we relived every moment. The emotions leading up to the run, what happened during the run, what others saw from their vantage point and so forth. We only ran once, and in your organization the run is continuous.

My most successful clients are unquestionably those who review their strategy at regular intervals, make adjustments, and keep it dynamic. It doesn’t sit on a shelf in a binder. They work hard to integrate strategic perspective into all of the work they do and for any projects or initiatives.  They ask the question “how will this help us to achieve our strategy?”

The running of the bulls is an extraordinary and unique experience. While I’ll never do it again, I found valuable insights from the run that illustrated what is critical when creating and executing a strategy. Done well, you can still succeed even when everything doesn’t go as you expected. All 8 of us completed the running of the bulls, unscathed.

Scott Edinger is co-author of the new book The Hidden Leader. As founder of Edinger Consulting Group, Scott has worked with leaders in nearly every industry sector, helping them formulate and implement growth strategies, increase revenue and profit, develop leadership capacity, drive employee engagement, and attract and retain talent.

What's In It For Me?

The first thing that adults in training ask themselves is, "what's in it for me?", or WIIFM.

When designing or presenting courses for your employees, always keep this in mind.  Whether they're actually verbalizing it or thinking it subconsciously, it's still on their mind.  It's the main motivator for most of the things we do.  It helps us to translate an external need into an internal one.  The WIIFM for training could be anything from becoming a better employee, getting a raise or promotion, or . . . just getting done and completing the test.

For the most part, we like the familiar and are uncomfortable with change.  But our brains like novelty, not memorization.  We resist meaningless stimuli.  So any time that we can integrate the information we're gathering into something useful, we're getting that WIIFM.

As adults, we have many experiences to fall back on.  Use that to your advantage when facilitating your employee classes.  Set the tone early.  You don't have to actually state (and I would recommend not) that "the WIIFM for the class is".  But instead of letting them use the get done and test reason, take a couple of minutes to state the objectives/reason for the class and discuss the positive outcomes of attending. Motivated adults seek out learning because they have a use for it.  Get them thinking about why they're REALLY there.

Hacking Leadership - Book Review

“The best way to approach personal and professional development is to

always stay in the learning zone.”  This is one of my favorite quotes from MikeMyatt’s new book, Hacking Leadership: the 11 Gaps Every Business Needs to Close and The Secrets to Closing Them Quickly.

As the title eludes, Mike talks us through the 11 gaps in leadership that you need to close – hack – in order for you to succeed and to bring your organization to the forefront of its field.

Continuous learning, or specifically a lack of, has been a leadership pet peeve of mine for years.  Mikes book actually exposes many more.  For instance, the Purpose Gap – the need for passion and following in the footsteps of past great leaders.  The Culture Gap – courage to create a culture of leadership, checking the arrogance, and not playing the diversity card.  The Talent Gap –developing trust and loyalty and effectively reducing turnover.

All 11 gaps in leadership challenge you to stop and take a serious look at yourself.  It’s practical, insightful, and pretty simple if you take it seriously, as you should.  You’re going to want to have a highlighter and a notepad handy as you read because you’ll find numerous concepts that you’ll want to develop yourself, and share with other leaders.

If you’re in any leadership position – or aspiring to be in one – Mike Myatt’s book is a great place to start your advancement.

Mike Myatt is a leadership advisor to Fortune 500 CEOs and their Boards of Directors. Widely regarded as America’s Top CEO Coach, recognized by Thinkers50 as one of the preeminent leadership thinkers globally, he is the author of Leadership Matters…The CEO Survival Manual, a Forbes leadership columnist, and is the Chief Executive Officer at N2growth. His new book, Hacking Leadership (Wiley) is in bookstores everywhere.

Help Them Grow - Revisited

From September 05, 2012 - This is the first year anniversary for Help Them Grow or Watch Them Grow, by Julie Winkle Giulioni and Beverly Kaye. STILL, a must read for all leaders.

It only happens every few years. I’m talking about leadership books that come out that I like so much that I read it with a highlighter. I use them in staff development and lend them out to others who want to improve themselves and/or their staff.

A few years back it was Creating Magic by Lee Cockerell. Then cameFrom Bud to Boss by Kevin Eikenberry and Guy Harris. Now – I've had the great privilege of reading a pre-launch copy of Help Them Grow or Watch Them Go: Career Conversations Employees Want by Beverly Kaye and Julie Winkle Giulioni.

Help Them Grow is the type of book that makes you think, “Hmm, why haven’t I been doing that?” It’s a straightforward roadmap on how to help your staff develop without you having to take control of the reins. Let your employees grab hold of those reins and become responsible for their own growth. Wow . . . what a concept, right? Can you see your time being freed up?

Kaye and Giulioni say that “your role is more about prompting, guiding, reflecting, exploring ideas, activating enthusiasm, and driving action”. This book shows you ways to incorporate these career conversations in your everyday work life.

Notice that last sentence that says “everyday”. Leaders don’t have time to hold extended annual appraisals that package up everything from the entire previous year – and shouldn’t – heck, they don’t remember about what you’re talking about half the time anyway! You’re already having everyday conversations with your employees (hopefully), so just change the tone a bit. You don’t need a bunch of checklists and forms. Conversations and asking questions are the keys to development.

This book gives you actionable steps to “focusing on what the employee needs to experience, know, learn, and be able to do”. Too often, leaders think they have to have all the answers (and they avoid the topic if they don’t), when what they actually need most are the questions, permitting the employee to be a first hand participant in their own successful development.

There’s so much more to this embracing book than I have time for here, so my suggestion to you is to go to Amazon to order yourself a copy or two – others are going to want their own.

And The Winner Is

How many times have you heard a "leader" say something like, "I told you I'd make it to the top"?  Then, how often do you hear them thank the "little people"?

NO ONE gets to the top by themselves.  No one even gets to the next level, by themselves.  One of the first things that leaders should do when they move up is, in some way, thank the people that helped them there - specialists, admin assistants, coordinators, etc.

The best example of this is done very publically a few times a year . . . Academy Awards, Oscars, CMA's . . . the list goes on.  These shows aren't held just to recognize the overall winners.  It's also a public opportunity for them to thank the many people that made it possible for them to be standing there holding that award.  These "behind the scenes" people may otherwise, have no recognition.  Or in some cases, it's the people that got their career started.  They love it and you can see it on their expressions, if they're attending.

So next time you're risen up to the next level, don't forget a few "thank you's" for the people who helped you there.

Mentoring is a Partnership

Explain “mentoring” to me . . . uh-huh, that’s what I thought.  Most leaders have a vague understanding of what mentoring is, and few know just how it’s done.

 

In today's world of employee's moving from organization to organization, mentoring has become a top priority in keeping and developing their talent. If you want to help your employees grow - while holding on to them longer, you have to mentor. Enter the revised and expanded edition of, Managers as Mentors: Building Partnerships for Learning, by Chip Bell and Marshall Goldsmith - an easy to understand handbook for creating great relationships and talent.

 

All the information is here to create a self-directed learner, from planning, to rapport, discovery, and ensuring the transfer of learning.  Mixed in with the 27 chapters are fitting case studies to help pull everything together.  One of the things that I liked most of all was, The Mentor’s Toolkit, at the end.  A short series of assessments, FAQs, and stories to help you promote and support continuous improvement.

 

As Bell and Goldsmith say in the book, “Mentors practice their skills with a combination of never-ending compassion, crystal-clear communication, and a sincere joy in the role of being a helper along a journey toward mastering”.  And how do you get there?  Read and use this book as a guideline and you’ll be well on your way.

Help Them Grow

It only happens every few years. I’m talking about leadership books that come out that I like so much that I read it with a highlighter. I use them in staff development and lend them out to others who want to improve themselves and/or their staff.

A few years back it was Creating Magic by Lee Cockerell. Then came From Bud to Boss by Kevin Eikenberry and Guy Harris. Now – I've had the great privilege of reading a pre-launch copy of Help Them Grow or Watch Them Go: Career Conversations Employees Want by Beverly Kaye and Julie Winkle Giulioni.

Help Them Grow is the type of book that makes you think, “Hmm, why haven’t I been doing that?” It’s a straightforward roadmap on how to help your staff develop without you having to take control of the reins. Let your employees grab hold of those reins and become responsible for their own growth. Wow . . . what a concept, right? Can you see your time being freed up?

Kaye and Giulioni say that “your role is more about prompting, guiding, reflecting, exploring ideas, activating enthusiasm, and driving action”. This book shows you ways to incorporate these career conversations in your everyday work life.

Notice that last sentence that says “everyday”. Leaders don’t have time to hold extended annual appraisals that package up everything from the entire previous year – and shouldn’t – heck, they don’t remember about what you’re talking about half the time anyway! You’re already having everyday conversations with your employees (hopefully), so just change the tone a bit. You don’t need a bunch of checklists and forms. Conversations and asking questions are the keys to development.

This book gives you actionable steps to “focusing on what the employee needs to experience, know, learn, and be able to do”. Too often, leaders think they have to have all the answers (and they avoid the topic if they don’t), when what they actually need most are the questions, permitting the employee to be a first hand participant in their own successful development.

There’s so much more to this embracing book than I have time for here, so my suggestion to you is to go to Amazon on September 18 (release date) to order yourself a copy or two – others are going to want their own.

"Remarkable" Workshop

Last week I had the opportunity to attend the Kevin Eikenberry Groups' Bud to Boss Workshop.  They certainly lived up to their tagline of "You Are Remarkable."

While other leadership training workshops tend to be canned and uneventful, the Bud to Boss facilitator, Valerie Plis, tailored the two days to the attendees' personality's and needs.

Some would look at the agenda and think there's nothing new that's going to happen here.  But I was very pleasantly surprised.  I didn't believe anyone could come up with so many new and creative ways of leading.

One of my favorite elements of the workshop (and of most attending) was the ease of understanding that Bud to Boss makes of the DiSC model.  Valerie used the entire group of attendees to illustrate the quadrants so we could experience it first hand.

Another of my favorites, that we used continuously throughout the two days, was:

• acknowledge the (issue),
• ask questions,
• set expectations.

By doing these three things, you can effectively deal with most any problem.

And lastly, the Bud to Boss ABC's of Coaching (accountability, belief, conversation) opened all of our eyes and gave us a good stepping off point to becoming remarkable leaders.

Would I recommend this workshop for new leaders?  No.  I'd recommend this workshop for leaders at all levels.  So take a look at the workshop link above and find a workshop near you.

Feed Your Employee's

By FEED, I don’t mean buy them lunch everyday (although once in awhile would be great). I mean feed them knowledge and experience.

With all the talk about Millennial’s, Gen-Xer’s, Y’s and Z’s, we’re seeing more and more employee’s that don’t want to take over the reins of the company. They just aren’t quite as ambitious these days as say the Baby Boomer’s have been.

Employees don’t have their sights on the corner office as much as they used to. They’re perfectly happy trying to balance work and life – with an emphasis on life. There’s too much challenge and demand on CEO’s and VP’s these days so the ambition to get that high is lacking.

Now that’s not to say that today’s workforce is lazy - to the contrary. They work very hard. Actually, a recent study found that the notion of Gen-Xer’s being lazy was way off and that it’s really just the opposite.

Now is the time to start grooming – learning and training - or you may just find your succession plan slipping away.

Full Circle . . . and Beyond!

On November 1, John Lasseter will become the 2,453rd star on Hollywood’s Walk of Fame. Here’s a leader that’s come full circle . . . and beyond!

Lasseter started his career as a Jungle Cruise Skipper at Disneyland in California. It was shortly after that when he became an animator at Walt Disney Feature Animation. He realized that computers could be used to make films with three dimensional backgrounds where traditionally animated characters could interact to add a new, visually stunning depth. So he began the push . . . but pushed a little too hard and was terminated.

Lasseter was then hired on at Lucasfilm Computer Graphics Group. Here he worked on their first computer animated short: The Adventures of André and Wally B. His original thought had been to create only the backgrounds on computers, but by the time it was all finished everything was computer animated, including the characters.

Most of what Lasseter had been working on had been considered “experiments” by George Lucas and his interest soon began to fade. Lucasfilm Computer Graphics Group was acquired by Steve Jobs in 1986, which then became Pixar. Lasseter oversaw all of Pixar's films and associated projects as executive producer. He personally directed Toy Story, A Bug's Life, Toy Story 2, Cars, and Cars 2 – some of the biggest animated feature films of all time.

When Disney purchased Pixar in April 2006, Lasseter was named Chief Creative Officer of both Pixar and Walt Disney Animation Studios. He was also given the responsibility as Principal Creative Advisor at Walt Disney Imagineering. He bypasses Disney's studio and theme park executives and reports directly to Disney President and CEO Bob Iger.

Congratulations John Lasseter!!!

Do you have an idea . . . a dream . . . a plan? See it through and make it happen. You never know - it may take you . . . to infinity and beyond!

For the whole Pixar story check out, “The Pixar Touch” by David A. Price.

Remarkable In Tampa

The leading new supervisor training, based on the book, From Bud to Boss: Secrets to a Successful Transition to Remarkable Leadership, is coming to Tampa, FL on November 9-10. Having worked with the writers, Kevin Eikenberry and Guy Harris, I recommend this workshop for anyone who is looking to increase their leadership skills. Find out more right here - B2B Workshop Tampa.

Top 10 Reasons to Go to the Bud to Boss Workshop:
#10 You are a new supervisor and you want to learn more so you can be successful in your new role.
#9 You train new supervisors in your organization and you'd like new resources and tips to share.
#8 You'd like to be more effective in leading others.
#7 You loved the book From Bud to Boss and you'd like a chance to interact on the topics in the book with an expert trainer.
#6 You haven't read the book yet but you want a chance to interact and learn from an expert trainer.
#5 You're struggling with a particular leadership issue and you'd like to get insights from others.
#4 You happen to have Nov 9-10 wide open on your calendar, and you have plenty of money left in your training budget.
#3 You're in the mood for a road trip.
#2 You've always wanted to visit Busch Gardens in Tampa.
#1 You want to attend a premier training event for new supervisors because you know you will gain knowledge and skills to raise your leadership expertise to a new level.

You'll have a remarkable time. I hope to see you there!

Cliques Gone Organized

I first learned of "tribal leadership" while reviewing the pre-launch book by Tony Hsieh, Delivering Happiness. I was curious to find out more about it when low-and-behold I received an email from the publisher of Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization (Dave Logan, John King & Halee Fischer-Wright) asking me to review the updated re-release (June 7) of the book. Awesome!

At first glance tribal leadership reminds me of cliques in school. There are various groups of kids who hang around together - preps, jocks, etc. - which you have to belong to in order to "hang" with them. As the school year progresses, so do the groups . . . or not.

LinkedIn co-founder, Reid Hoffman described Tribal Leadership as "a clear road map for the new reality of managing organizations, careers, and life". The key words here are, "new reality of managing organizations". In today's world, leaders must manage all aspects of the organization including the tribes. We have to help our people go from "they" or "I" attitudes to "we" attitudes.

The authors of Tribal Leadership take us through the five stages of building relationships between leaders, tribes and culture. It's, at times, comical because of the way tribes and leaders are described is sadly so true - reality check.

The goal of tribal leadership is to "upgrade as many people, and clusters of people, as are willing and able to move forward to Stage Four, the zone of tribal pride". A tribal leader is "someone who artfully builds his corporate tribes, then gets out of the way so people can achieve greatness".

By developing the tribe you'll create loyalty, hard workers, innovation and collaboration. Helllooo. Doesn't that make your job a bit easier? Sure it does. And just as importantly, it contributes more effectively to the success of the organization . . . and doesn't exactly hurt your own chances for advancement.

Tribes - culture - is not something that you want to "just happen". There's guidance and building that needs to be done in order for them to jive with your organization in order to create overall success.

Reading this book really opened my eyes to what was happening in my own organization. Pick up a copy of Tribal Leadership and learn how to become the leader of the tribe - go from "life sucks" to "life is great" - and you'll have that success.

You ARE Your Staff

You are your staff - Your staff are you. Huh? In other words, the way customers, competition, and your bosses look at you is a direct reflection of your staff . . . and visa versa.

As Lee Cockerell says in his book, Creating Magic: 10 Common Sense Leadership Strategies From a Life at Disney, "your people are your brand". As I've said before, you are not alone. Leadership is not a one way street. If you have remarkable staff, chances are you'll be looked at as remarkable. If you have lazy staff, well, you get the picture.

Just as you would work hard to choose the best materials to create a product or develop the best routine's for your CSRs, you have to choose the right people to create those products and answer those phones. It all really becomes part of your brand - the ability to make the right choices.

Lee uses a great example in his book to illustrate this: "A head chef may be a great culinary artist, but if he or she does not hire the right people, train them well, and inspire them to prepare every single dish perfectly, he or she will quickly end up cooking for one."

A key to your top branding is - hire people with leadership ability and potential. These people think - and perform - differently than your average "it's just a job" employee. They WANT to be there. They WANT to learn and succeed. They WANT the organization to succeed. They'll act as a positive influence on others and help "keep the peace". You think you're stressed? Hire the right people and watch that stress level drop.

Remember - Leadership is not a one man show. You are not alone. You CAN'T be alone. It takes some good planning and smart thinking.

Schmoozing

I had a great time last week at the American Society for Training & Development (ASTD) Expo in Orlando. It was actually my first time attending, but definitely won’t be my last.

Networking is so important these days for advancement. One of the best ways to network is by joining associations related to your profession. Just about every profession has at least one association. You can connect with people all over the world through the organizations website (blogs, forums, etc).

With membership in the group usually comes an annual meeting or conference. Now you have a great opportunity to “put faces to the names” and meet many more people (and maybe have a nice vacation mixed in).

At this year’s ASTD Expo I was able to meet one of the great “guru’s” in leadership, Ken Blanchard. That was an extreme honor. You know why you always see pictures of him smiling? Because that’s exactly the way he is. I was able to talk to him for just a couple of minutes, but that was all it took to know that he’d be just a pleasure to be around.

I was also able to meet Kevin Eikenberry, Guy Harris, and Becky Robinson of the Kevin Eikenberry Group. Kevin and Guy wrote the remarkable book, From Bud to Boss, which I had the honor of reading, pre-launch, and writing about here on my blog, Twitter, and Linked2Leadership. What fantastic people they are.

So check out your professional associations. You never know what doors it will open or success it will bring.

Freshen Up

"Freshen up" is one of the headings in Rule 2 in Pam Fox Rollin's new book, 42 Rules for Your New Leadership Role: The Manual They Didn't Hand You When You Made VP, Director, or Manager. It comes out the week of May 9th.

As I was reading through my advance copy, Rule 2: Begin Ready, really caught my eye. Pam says, “Shake off your old job (or job hunt), and start the new one rested.” Think about that. How many people actually do that? How many of us go from one job or position to the next by ending one day and starting the next? I believe that’s one of the main reasons that people fail or don’t live up to their expectations. Think Transition!

You really need to have some transition time – especially when going from one position to the next, within your organization. You’re used to doing things a certain way and employee’s are used to seeing you in a certain light. That all changes now. Prior to beginning your new position – especially if it’s into a leadership role - be sure that you complete some research. Not only do you want to check into,
• “the company site,
• blogs, and
• news releases for clues on strategy and culture”,
but also ask yourself what you'll need to do to thrive in your new position and what needs to be done to help your new team succeed. These are all things that will help you effectively get up to speed.

In freshening up, Pam refers to things that you may need to clean up prior to starting – your calendar, car, or relationships. Have you thought of any of this? Take a “reset” vacation. Take some time off to leave behind the old position and rest up and plan for the next.

Becoming a successful leader means more than moving into another office and getting more responsibilities. Whether you’re a new manager or moving into the corner office, pick up a copy of Pam’s book next month (already available on amazon.com) and recognize those things that you hadn’t thought about. You’ll be amazed at just how successful you can be.

Launch Day!

As I've mentioned before, I've had the great opportunity to receive and read an advance copy of From Bud to Boss. Over the last couple of weeks I've been writing and tweeting about it as I've found it to be a VERY refreshing look at what it takes, when promoted, to leave the "bud" mentality behind and gain the "boss" mentality.

Not having the knowledge for proper change is the biggest obstacle to becoming a successful leader. Change can be many things in different situations. As Kevin and Guy discuss in their book, "people who are feeling good about something that is changing in their lives will generally look more favorably on other changes at the same time and soon thereafter". Promotion means people believe in you. Believe in yourself and the change "from bud to boss" and in other things in your life will come so much easier. Living up to the challenge of leading your former peers doesn't have to be as stressful as some people make it out to be.

In this book you'll find all of the tools you need to become a great boss, whether you're just beginning or have been a leader for some time. The information is easily understood. They even make sense of the popular DISC model!

To celebrate today's launch of From Bud to Boss, authors Kevin Eikenberry and Guy Harris are offering great gifts including the chance to win a Kindle - http://launch.budtobosscommunity.com/ . So go to your favorite online bookseller today and purchase the book that really will make a difference in your life.

Great Scott!!!

I've had a great opportunity to preview a new book that's already making a lot of "buzz" around the leadership community. From Bud To Boss is a title you're going to want to get whether you're a new OR seasoned supervisor. From Bud To Boss covers, in a new refreshing light, everything you need to succeed, including why and how you need to change, and the commitment you need to succeed.

Now here's the kicker - Kevin Eikenberry and Guy Harris' new book, From Bud to Boss, launches on February 15^th. To celebrate the launch, they're offering special bonuses to people who purchase the book on the day of the launch. These bonuses include FREE content from a variety of partners who are promoting the launch. To take advantage of these bonuses when you buy the book, be sure to visit the special links - I'll be posting them when provided. Be sure to join the new Bud to Boss Community to be connected with a wealth of resources about how to be a better leader every day.

BELIEVE in Yourself - As Others Do

Every time I think of the word, BELIEVE, I can't help but think of Josh Groban's song from the movie, The Polar Express. By the end of the movie the boy believes in Santa, Christmas, good unto others . . . and himself. Wouldn't it be great if everyone just believed in themselves.

I've had the privilege of reviewing Kevin Eikenberry and Guy Harris's new book,"From Bud to Boss" (due out Feb 15) and before I even got into the meat and potatoes of the book, something struck me right off the bat. When you're chosen to become your organizations next supervisor a couple things have happened:

• someone in your organization has thought you're able to succeed, and
• people who care about you thought you can succeed.

Those are things new supervisors don't always think about. They just take the promotion and kind of move on.

Those are two very important aspects to promotion but the thing that Kevin and Guy go on to discuss is the need for YOU to BELIEVE in YOURSELF and your ABILITY to SUCCEED. Without your own belief, success is going to be much more difficult - if it happens at all.

I've known a few people who have fit right into this category. Everyone knew that they could be great leaders, but they lacked just ONE thing . . . their belief in themselves. Most of them returned to their previous position, while one actually ended up quitting.

Do yourself a favor. Get on Amazon, Borders, B&N, whatever - and purchase "From Bud to Boss". BELIEVE in yourself, LEARN from others, and become the successful leader you're cut out to be.

Go Home and Change

You never get a second chance to create a positive first impression. It’s said that it takes only 4 seconds for someone to form an opinion of you at the first meeting. That's not long. So you can actually handle situations much better just by dressing right. The better your self-image the more confident and positive you'll be about your work.

Perceptions are formed by three modes of communication:
- what we say,
- how we say it,
- what we do and how we dress.
What we do/how we dress (body language) can account for OVER ½ of our message.

If you’re in a position where you’re likely to interact with angry customers, you have a chance to use your image as one of your more effective tools. You can use your image to signal your,
- power,
- control,
- knowledge, and
- composure.

If you’re dressed inappropriately (wrinkled and dirty) or too casually (jeans/t-shirts) for your position and business, customers are more likely to push to get their way, and call for a higher authority if they don't like your response.

In other words, if you’re the supervisor, dressed inappropriately, and your new guy is standing next to you, spic and span – who do you think the customer is going to approach? Well it’s sure not you!

Any career building learning will tell you that you should always dress for your NEXT position. ALWAYS look your best – it improves service. ALWAYS look your best – it gets you noticed. ALWAYS look your best – it improves your own self-image.

I Want The Window!

Employers look for staff who have that special something - the skills, tendencies and attributes that help to keep productivity - and profits - up. They look for people who are going to make a positive contribution for the company.

“So what are these things?” you ask. I’m glad you asked. More and more organizations are looking for employees with strong "personal" skills, not just the right “experience”.

Here are five of the top attributes employers are looking for:

Creativity: You've heard of the saying, "thinking outside the box"? Employers want innovative people who bring a fresh perspective to the organization.

Discipline: They look for the ability for you to keep to the task at hand and complete projects without becoming distracted or bored. Being well organized helps you to work without major distractions. Organizations want employees who have high aspiration levels and work hard to achieve their goals.

Good Attitude: This has been shown to be able to predict counterproductive work behaviors, job performance and even theft. Willingness to connect personally in workplace events is very important. A positive attitude goes a loooong way toward productivity.

Influence: Groups need strong leaders to guide the way. Influence includes positively impacting circumstances by speaking your mind and becoming a group leader.

Sociability: How much you enjoy interacting with coworkers affects how well you work with them. This isn't just about job knowledge, but knowledge of coworkers and the environment. It includes being able to read other people's motives from observed behavior and using the information to guide your thinking and actions.

To have these attributes means a better chance of being hired or moving up. To master these attributes means moving into that nice office with the window.