Results tagged “leaders” from stevenfeinberg.com
This is not an ad. It is a note to say thank you to both 1-800-Contacts, the business, and to Jennifer, the service representative, in particular. And the thank you is specifically an appreciation of their individual and business Advantage-Making culture and skill.
I was calling to re-order my contacts. A small chore, but I had been putting it off. Getting put on hold, fumbling for eye Doc information is not my idea of something I look forward to, so I procrastinate.
One of the easiest ways to spot advantage-making is how the front line service people interact with their customers. Most of us have encountered doing business with people who are overworked, tired, frustrated, under 'attack' like at the airline counter. This seldom ends well.
Advantage-making goes beyond just finding a nice person - that is always a good start. And Jennifer certainly is that. When I recently re-ordered my contacts I was reminded and really appreciated what it was like to be in good hands. People who are solving your problems rather than putting up road blocks and obstacles, and when its done well it almost seems invisible.
That is exactly the service and solution that Jennifer from 1-800-Contacts provided for me. And the kicker is i ordered a years supply instead of the usual month or two supply. So they benefitted by helping me. And it wasn't just the price, which added to my appreciation. This wasn't life changing, but it was life enhancing. It really was the oft used phrase but seldom believed, 'it's a pleasure doing business with you."
The owners, leaders and company obviously gave her ways to solve problems in advance, anticipating people's concerns and providing a solution that I would want without adding to my burden. If you want to know how to set up a customer facing business that keeps customers coming back for more, and ordering higher amounts then i would suggest you check out 1-800-Contacts.
And again, thank you Jennifer.
Happy Independence Day -
It's 1776 and the colonists are pondering the concept.
What a brave group of people to shift from subjects to citizens as Thomas Jefferson penned in the Declaration of Independence.
America was born out of a fundamental shift from monarchy to democracy.
The Founders and their family, friends and colonial colleagues were all part of a great shift.
While not accepted without a war for our independence, the mothers and fathers of our Independence
moved us from disadvantage to advantage. They prepared a platform for all future movements toward
freedom of thought and action.
We thank them and all who contributed to and continue to support the fundamental shift.
The real fireworks was in the consciousness of the leaders who took a stand in the face of the forces against progress and humanity's good will.
As we continue our journey, more and different shifts retain and expand our freedom of, by and for consciousness
This is real growth.
It's 2010 and America is appreciating the great shift
Shifting is America's birthright.
Susan Charles, an Advantage-Maker school principal, has a distinct way of responding to colleagues and peers who make recommendations to solve problems. Her response is, "Convince Me."
"That way", she said, " I know they have thought out the issue, found a way to make a case, and if it was well designed it was fine with me that they knew more than i did. And i decide to try their approach."
She wasn't trying to block the idea, rather she wanted a rigorous well thought out argument that she could agree with.
How better off would leaders and entrepreneurs be if they had open minds and said 'convince me' to their employees. Of course, if you are not convinced the presenter goes back to the drawing board.
Convincing is a real competency. One that can be improved. Your ability to convince others is critical to the perception that you are an A player, an influencer, someone who can influence at work.
Obama's speech was not soaring rhetoric, rather it had a more profound, game changing message.
He said, "What cynics fail to understand is the ground has shifted beneath them, that the stale political arguments that have consumed us for so long no longer apply. It's not whether government is too big or too small, it's whether it works."
These are not just word tricks crafted to distract us, these reveal a fundamental observation and core message that encourages and requires all of us to shift to 'higher order functioning', instead of more of the same.
You will see Obama's decisions based upon this higher order functioning in the weeks, months and years to come. The tendency in times of stress is to go back to basics. While some of this is necessary, a defensive posture is not a strategic approach that will actually get us our next edge. Back to basics is not making a fundamental shift.
Translating higher order functioning for kitchen table issues is what matters.
This will not be left wing nor right wing, nor moderates for that matter. Higher order functioning is moving from horses to cars, from typewriters to word processors to computers. We will see the shift to green/alternative energy investments as an example.
Higher order functioning means employing the social psychology of influence, transforming a typical 3% response rate to become 33%, Higher order functioning means employing the psychology of shifting, that turned an airline from $84 million dollar in the red to $30 million dollar in the black by managing interactions. Higher order functioning requires thinking in dimensions that finds real leverage in small actions and decisions, for example, shifting the typical 3 year bank integration to only 9 months. Urgency overruled bureaucracy.
Our country's Declaration of Independence is itself is a form calling for higher order functioning. The U.S. experiment began with a new world, with a new philosophy of governing. We must again shift the game to higher order functioning, we must shift or the existing house of cards will collapse.
While the language of responsibility and accountability makes a difference on a practical level, in itself it doesn't achieve higher order functioning. It is the thought process that leaders must cultivate to change the game and provide us with the new responsibilities and accountabilities.
Creating this higher order of functioning is the first order of business.
The Advantage-Makers has advanced into a new sphere of influence. Homeland Security.
At a conference organized by the U.S. Department for Homeland Security last week in New York City, Sidique Wai, NYPD Director Community Relations, quoted from The Advantage-Makers in his presentation "Securing NYC through Community Relations and Partnerships."
Sidique, himself, an Advantage-Maker, spotted an opportunity to encourage the distinguished audience to increase their advantage-making for the security of New York City and the country. Quoting from our conversation and book, he advised them to see what others don't see by shifting to a powerful vantage point that Advantage-Makers seek.
"Great leaders can see opportunities where others see problems...
influence outcomes where others are hopelessly stuck...
transform their obstacles into powerful advantages.
They've learned to use levers of power that other executives don't even know exist."
Sidique's presentation was well received with the Advantage-Maker statement setting the backdrop. I applaud Sidique's penetrating insight and sound judgment to protect us.
Not all leaders are Advantage-Makers. Leaders with the penetrating insight and sound judgment of an Advantage-Maker are able to turn situations to their best possible advantage, create superior outcomes in the face of constraints, and guard against the designs of their competitors.
Are you ready to take your Advantage-Making ability to the next level?
Many managers wait too long or in this recession play duck and cover. And worse, they repeat what they know instead of shifting. This is a surprising and unfortunate conclusion about failing companies and failing executives. In times of disruption, they rely upon the same strategy they used to succeed in the past.
In my book, The Advantage-Makers, I point out that Advantage-Makers are originators. Their impulse is original. To originate requires a shift. In a practical sense, new products and services aren't introduced every day, but your capacity for fresh thinking exists every day.
Advantage-Making is not as much creativity, as it is Shifting
Will you engage in strategic shifts when you encounter challenges? In essence, the code of the Advantage-Makers is based upon shifts ---- more specifically shifting time, interactions, perceptions and structures. Therefore, at your core, have you deliberately cultivated the capacity to shift?
Advantage-Making is a Craft
This is not a once-you-read-it-now-you're-done type of talent. Professional actors think of acting as a craft. Excelling in their craft requires learning specific distinctions to get into character. Musicians work on scales to keep their skills honed. Similarly, advantage-making is a craft that improves with practice.
Do the most with the hand dealt to you
While working with George Prince, CEO, of Synectics, we engaged in a research project to understand how to 'manage innovation with others.' One of the profound insights we discovered was each winning innovator had a p private question that drove their success. In George's case, his hidden question was, "Am I making this 'situation' what it could be?"
This questions orients and reveals an internal drive - an ambitious curiosity. George's strong intent and his way of operating had two tendencies. He would shift to different vantage points to view the issues - close up, helicopter view, people view, tech view etc, and he would imagine what those situations could be. In other words, he was generating a world of possibility. George's ongoing sensibilities was to make these possibilities practical, workable realities. Increasing the chances of spotting an opportunity begins with you exercising the craft.
Contrast George's approach with a CEO who made money on a single business proposition that he implemented. It worked---until the market changed and he couldn't change with it. A difference exists between those who are guided by an Advantage-Making question and those who have a one-time win. The CEO stopped looking for vantage points; his personal question was something like, "Is this working?" Similar to a thermostat, he wasn't thinking or considering anything that could be done.
So consider which approach will win more often
"How am I making this 'situation' what it could be?"
vs.
"Is this working?"
Furthermore, if your internal question is, "How will they use this against me?" it will narrow your focus, and make Advantage-Making more difficult for you. Each of us has a question, find out yours, it's determining your level of success. You may be repeating the same old strategy without knowing it.
Don't wait. Use the Advantage-Making question today (there are others, but try this one now). You have to do more with less. You can cut, and should, where you are not getting value. But across the board cutting is a 'duck and cover' strategy. The real problem with duck and cover is eventually you've ducked and covered so much you missed the fact that you are now the cut back.
Ask the wrong question, you'll get an answer, but the recession could turn into a personal depression.
If you absolutely had to make get more revenue, not just cut expenses, would you duck and cover?
The first step to your success in this recession is a question away.
Your future is on the line, ask the right questions.
How do you categorize experiences?
Do you notice what is there or what is missing?
First, why does it matter?
1) A technology manager accepted the vendors judgment that shutting down the data center was just like the time before. This time the system crashed and results were disastrous, millions of dollars lost. They missed the small but significant difference.
2) A sales V.P. viewed all challenges as the same old, same old. He almost lost his job because the CEO didn't think he could develop new strategies. Fortunately, we identified and changed his tendency to categorize experience with what he already knew.
Second, do you sort for sameness or difference?
Do you always notice how things are similar to what you already know and do? What's the relationship between this job and the last? Same or Different?
In other words do you look for matches for your current knowledge?
When a presenter is speaking do you find yourself agreeing with most of what they say? That's just like ...
or
In your thinking do you always find counter-examples. Ways in which what the speaker is saying isn't accurate.
Are you noticing the mismatches?
The sameness sorting pattern looks for commonalities.
The difference sorting pattern notices what stands out from the rest of the group.
Another way to say this is that there is a tendency to either match with, or mismatch what is already there.
Advantage-makers are fluent in both matching and mismatching.
If you want to spot opportunity and create advantages it is useful to mismatch, that is, sort for differences.
Advantage-Makers walk into situations with their ability to actively sort for differences. They note weaknesses, threats, and problems, as well as opportunities that others aren’t seeing. Instead of seeing what is expected, they notice what is unexpected. They are able to spot anomalies and then take advantage of them. The point is not to get caught in any rut.
Practice noticing what is different.
In a task or negotiation, ask yourself,
1) What appears obvious, along with what am I not seeing?
2) In the unlikely event that a problem occurs what will we do?
3) When you are stuck shift from sameness to mismatching, or from difference to matching.
You can spot opportunity but only if you notice difference.
Do you notice what is there or what is missing?
First, why does it matter?
1) A technology manager accepted the vendors judgment that shutting down the data center was just like the time before. This time the system crashed and results were disastrous, millions of dollars lost. They missed the small but significant difference.
2) A sales V.P. viewed all challenges as the same old, same old. He almost lost his job because the CEO didn't think he could develop new strategies. Fortunately, we identified and changed his tendency to categorize experience with what he already knew.
Second, do you sort for sameness or difference?
Do you always notice how things are similar to what you already know and do? What's the relationship between this job and the last? Same or Different?
In other words do you look for matches for your current knowledge?
When a presenter is speaking do you find yourself agreeing with most of what they say? That's just like ...
or
In your thinking do you always find counter-examples. Ways in which what the speaker is saying isn't accurate.
Are you noticing the mismatches?
The sameness sorting pattern looks for commonalities.
The difference sorting pattern notices what stands out from the rest of the group.
Another way to say this is that there is a tendency to either match with, or mismatch what is already there.
Advantage-makers are fluent in both matching and mismatching.
If you want to spot opportunity and create advantages it is useful to mismatch, that is, sort for differences.
Advantage-Makers walk into situations with their ability to actively sort for differences. They note weaknesses, threats, and problems, as well as opportunities that others aren’t seeing. Instead of seeing what is expected, they notice what is unexpected. They are able to spot anomalies and then take advantage of them. The point is not to get caught in any rut.
Practice noticing what is different.
In a task or negotiation, ask yourself,
1) What appears obvious, along with what am I not seeing?
2) In the unlikely event that a problem occurs what will we do?
3) When you are stuck shift from sameness to mismatching, or from difference to matching.
You can spot opportunity but only if you notice difference.
How
do you categorize experiences?
Do you notice what is there or what is missing?
First,
Why does it matter?
1) A competent technology manager accepted the vendors judgment that shutting down the data center was just like in the past. The system crashed and results were disastrous, millions of dollars lost. A small difference had a huge consequence.
2) A
sales V.P. viewed all challenges as the same old, same
old. He almost lost his job because the CEO didn't think he could develop new strategies. Fortunately, we identified and changed his tendency to categorize experience with what he already
knew.
Second, Do
you sort for sameness or difference?
Do you notice how things are similar to what you already know and do? In other words do you look for matches for your current knowledge.
When a presenter is speaking do you find yourself agreeing with most of what they say? That's just like ...
or
In
your thinking do you notice counter-examples. Ways in which what the
speaker is saying isn't accurate.
Are
you noticing the mismatches in the case.
The
sameness sorting pattern looks for commonalities.
The
difference sorting
pattern notices what stands out from the rest of the
group.
Another
way to say this is that there is a tendency to either match with, or
mismatch what is already there.
Advantage-makers
are fluent in both matching and mismatching.
If you want to spot opportunity and create advantages it is useful to mismatch, that is, sort for differences.
Advantage-Makers
walk into situations with their ability to actively sort for differences.
They note weaknesses, threats, and problems, as well as opportunities that
others aren’t seeing.
Instead of seeing what is expected, they notice what is unexpected. They are able to spot anomalies and then take advantage of them. The point is not to get caught in any rut.
Practice noticing what is
different.
In a task or negotiation,
ask yourself,
1) What appears obvious, along with what am I not seeing?
2) In the unlikely event that a problem occurs what will we do?
3)
You can spot opportunity
but only if you notice difference.
- Steven
Two shoe salespeople go a foreign country to sell their shoes.
The first shoe salesperson calls up headquarters and says,
“They don’t wear shoes here I’ll be on the next plane home.
The second shoe salesperson calls up headquarters and says,
“They don’t wear shoes here, send all you can!”
This story illustrates the difference between accepting the givens or taking advantage of the givens.
One salesperson has a long tiresome plane ride home, the other salesperson spots opportunity.
Who would you want on your team? Which salesperson are you?
An Advantage-Maker’s judgment begins with questioning the givens.
Are you just going along with your circumstances?
To be able to see solutions that others don’t even know exist you must first question the givens.
When it comes to creating advantages it pays to know what you are after.
2. Easier - Is it easier to use your product than the competitors? ie. Mac's vs. PC.
There are 4 major criteria that should guide your efforts.
1. Faster - Does your product/service accelerate the sale? Retailer use accelerators all the time.
Does your leadership accelerate the needed change?
2. Easier - Is it easier to use your product than the competitors? ie. Mac's vs. PC.
As a manager are you making your messages easy to take action on?
3. Simpler - Does your offer simplify the lives of users? It's been said that the future belongs to the simplifiers.
This does not mean simplistic. Google makes internet search simple, easy, fast.
4. Multipliers - this is the king of advantage-making, creating leverage and your edge. How can you leverage your existing resources? What is a 180 degree shift from the conventional approach that will fundamentally change the game?
Ipods bring more value to the users.
Do you want a cup of coffee or do you want Starbucks?
Barack Obama's Presidential campaign mobilizes millions of young people through Facebook. One supporter can make multiple contacts in seconds, and its rallying and engaging the youth of America.
Recessions put most at a disadvantage.
Accept the disadvantage or become an Advantage-Maker.
Take advantage of the recession and leverage your resources. Think about tactics that can multiply and make customers and followers lives easier, faster and simpler.
Remember MEFS (multiplier, easier, faster, simplifier).
The 'R' word.
'Recession' is on the back of most of our minds. Everything was going along just fine and then boom the worry machine starts.
A rule of thumb is that a recession is two consecutive quarters of shrinking GDP. Are we in one now? We won't technically know for another few months. But listen to your TV news reporters patrolling the stock exchanges, see the worldwide tumbling of stock markets, and feel the effects of your stock portfolio shrink and it's no longer academic.
You are on the roller coaster and you didn't even know you bought a ticket. Today the market plummeted 300 points and closed plus 300. A 600 point swing. That's volatility.
How did the sky begin to fall (if it did at all)?
Is a recession a structural problem or a psychological problem?
Certainly, when fear takes hold, perception drives behavior and we head for the exits. But underneath that there is the structural issue.
Structure drives behavior. Just as a river has an underlining riverbed that shapes the behavior of river the underlying structure shapes the behavior of the US economy and your business.
Structural forces can strengthen and weaken the economy. Growth, productivity, value creation, fiscal and monetary policy must contend with the housing market slowdown, the subprime mortgage debacle, oil prices skyrocketing, the weak dollar, rising food prices, overextended credit card delinquencies and job losses that are immediately felt. These forces are driving the behavior of the markets and your decisions. They effect our time horizon and what we think is possible.
I asked my stock broker if the sky was falling and he said this is the cycle, history will repeat itself, things will get better, but it will be rocky for awhile. But I didn't want the history lesson. I wanted the structural forces lesson. What and how were the structural forces at play so I could make an informed decision now, instead of a reactive emotional issue to my stock portfolio dropping.
A recession is both structural and psychological.
To take advantage of the situation
Advantage-Makers shift perceptions and work with the structural forces at play to form their judgments, or use their influence to change the structural dynamics.
The stimulus package of fiscal and monetary policy, by the President, Congress and those proposed by the Presidential candidates must address the underlying structure. Short term and long term solutions must reduce structural impediments and structure us to be competitive to be able to win. Otherwise, a 75 basis point rate reduction by the Fed generates fear and uncertainty instead of stability.
We look to our leader for structural solutions. Specifically, their ability to spot the structural forces and influence them for the common good.
Think as an advantage-maker.
I've been asked, "How do you define leadership?" a thousand times.
While my answer has refined over the years, from my vantage point:
leaders create advantages that encourage followers.
And followers can be customers, employees, stakeholders or the voters.
Your leadership becomes obvious and irresistible when you shift the odds in their favor by producing leverage for followers.
Just because you are in charge or have a title doesn't mean people will follow you willingly.
When you create or endorse advantages that encourage followers you know you have a winner.
The ipod and iphone engaged a community of users.
If you are a supervisor, do your strategies and tactics create advantage for your employees?
