Insights from Daniel Pink, Author

I attended a conference recently for Vistage Intl and had the priviledge of hearing Daniel Pink, noted Author, as one of the Keynotes.  He presented some clear and brief insights from his life experiences.

These included the following principles:

 1.  Passion is overrated.  People find it difficult to describe this term.  Instead ask people "what do they always do"    Tune in to this....it will show your passion. 

 2.  Questions beat answers.   Asking questions put the other person in active mode....providing answers is more passive.  People tend to tune out your sales speak.

 3.  Make it purposeful and personal.  What is your sentence?   This is another way of asking what is your Vision.....but helps clarify into simple language.  What would be your approach, in just ONE sentence?


To read more explanation of these.  See the below from Vistage writer Terry Morawski.


Dan Pink opened his keynote at the Vistage Think Big Conference by warning the audience his speech would not be drawn from his most recent book, To Sell is Human. Admittedly, this was a risk, especially since his book was a bestseller on the New York Times, Washington Post and Wall Street Journal business lists. The “off script” Dan Pink turned out to be a special treat for the Vistage audience.

Pink shared three lessons he said he’d learned in his life from his research, writing, and also from being a father and husband.

Lesson #1: Passion is overrated. 

 This brought out a few chuckles from the audience initially.  Pink knew he was making a bold statement to challenge such a deeply entrenched buzzword as “passion.” You do not have to look far to find passion listed by most companies in job descriptions, mission statements and marketing materials.

Pink said when he was at a career crossroads in his life, well-meaning people would often ask him “What is your passion?” He said this question is nearly impossible to answer. Also, people often answer this questions incorrectly. The best nudge he received was from his wife who encouraged him to not think about passion, but to think about what he has consistently done in his life.

Despite various unfulfilling career paths (including higher profile jobs like speech writing for Al Gore), Pink had always found time to write. He said he had not chosen writing because it was especially easy for him. Passion is a “hot” emotion, but Pink says we should focus on the activities we are driven to do by more moderate emotions. When coaching leaders, he says, “Don’t annoy people by asking them, ‘What is your passion?,’ instead ask them ‘What do you do?’”

Lesson #2: Questions beat answers.

 How many times have you been about to walk into a tough meeting or important sale and told yourself, “I can do this!” Pink says this type of motivational self-talk is missing the mark. Instead, he says we will get better results by asking, “Can I do this?” This approach leads to an internal conversation which will be more productive than simple cheerleading.

For moving employees to act, Pink suggests replacing a cold directive with a simple question, “On a scale of 1 to 10, how ready are you to…?” If they answer with a four rating, for example, ask them why they did not rate their readiness at a two.This approach forces the employee to rate, and evaluate, their own readiness. This quick introspection get them thinking about what is lacking to achieve a goal. Some of my table mates at lunch said they also could not wait to try this strategy with challenging customers.

Lesson #3:  Make it purposeful and make it personal.

 Pink referenced a study of the alumni fundraising call center at the University of Michigan. The call center was divided into three groups who were asked to spend five minutes prior to making calls to do the following: one group did whatever they wanted, one group read letters from former call center employees and one group read letters from alumni who had benefitted personally from donations. The group who read the alumni letters greatly outperformed the others due to their direct connection with their job’s ultimate purpose. Are you reminding your employees why they do what they do every day?

Pink encouraged every individual to find their purpose by answering the question, “What’s your sentence?” In other words, what is the short, one sentence version of how you want to be remembered. Asking yourself will help direct you toward a path which will be successful and fulfilling. Asking employees this question will help you assist them to be in the right seat on your company’s bus, as Jim Collins would say.

 At the closing Q&A, he was asked what his “sentence” would be. Pink said, “He wrote books that helped people see their lives more clearly and live their lives more fully.” Judging from the rousing standing ovation when he was finished, I would say “Mission accomplished, Mr.Pink.”

The Future of Sales Technology

The Future of Sales Technology

Interesting article viewed on Inc. magazine recently.  It deals with the changing nature of technology within Sales.  The key items included:

1.  Cold calling will become impossible.  (pretty much already is this way)

2.  Tablets will replace laptops and maybe desktops.  (where do you stand in your firm?)

3.  Sales Mgmt will become more data driven

4.  CRM will become invisible   (as the adoption rate continues to increase)

5.  Interactive video will be ubiquitous  (are you using today?)


Read more of the article    click here

Wishing everyone a Healthy and Prosperous New Year!! 

      Steve Brody

6 Key Traits for Military and Business Leadership Success

From the Battlefield to the Boardroom: 6 Key Traits for Military and Business Leadership Success

 There certainly are many lessons that can be applied from Military leadership to the Business world.  From a former Navy Seal, here are six:

 1.  Lead from the front

 2.  Respect the chain of command

 3.  Take calculated risks

 4.  Make a decision

 5.  Empower people and delegate

 6.  Have compassion  

Read the complete article below. 

Article by Brent Gleeson

I don’t think that anyone who has served this country in the military would argue that those experiences didn’t impact the rest of their lives in some shape or form, especially during war time where combat is involved.  I served five years as a United States Navy SEAL with combat deployments to Iraq and Northern Africa.  What I gained from that time of service set the tone for my life after the SEAL teams and provided me the tools for success in entrepreneurship and growing businesses.

The 6 Key Traits for Military and Business Leadership Success

1. Leading from the Front:  This one is obvious but I feel rarely followed.  It takes intense focus and consistency for a leader to do this all the time.  For a SEAL officer, it starts with simple things in training such as maintaining a head count for your boat crew amidst chaos and being in better physical condition that the enlisted guys.  In a growing company it is critical for the leaders to lead by example and be as consistent as humanly possible.  This means following the processes and procedures set by the company, not breaking promises, and not asking anything of anyone that you are not willing to do yourself.  In combat as in business, the best leaders lead from the front, get their hands dirty, and show their team that they are willing to do what it takes to accomplish the mission.  
2. Respect the Chain of Command:  This part is crucial and is just as important from the top down as it is from the bottom up.  This also takes focus and consistency.  In the SEAL teams, each platoon of 15 SEALs has an Officer in Change (OIC), a Second Officer, and then senior enlisted leadership consisting of a Chief and a Leading Petty Officer (LPO).  In my opinion the SEAL teams equate more to an entrepreneurial environment whereas the traditional military is more like corporate America.  That said, even in a dynamic fast paced environment where the lines of hierarchy are sometimes blurred, chain of command is still very important.  The senior leadership in an organization must never undermine the authority of middle managers by going around them.  The result is a complete disintegration of structure and a very confused work force.
3. Ability to Take Calculated Risks:  Not surprisingly risk taking behavior is a common trait amongst the ranks of the special operations community.  Being a risk taker is one thing, but having the ability to make decisions on the fly with the available intelligence and take calculated risks is an entirely different skill.  Let’s face it, everything in combat is risky.  We gather as much intelligence as possible then have to develop and execute a plan based on what we have.  That is why strategic planning and contingency planning are imperative.  Running a business is the same way.  The leadership must make decisions based on available information and must take some risks in order to gain market share and grow competitively.
4. Make a Decision:  The worst thing a leader can do in combat is NOT make a decision.  When bullets are flying and the team is awaiting orders critical to making a dynamic shift in a plan that has most likely gone to hell, a leader must react quickly and calmly under extreme pressure.  Sometimes in an after action review it may be determined that certain decisions were not the right ones, but that is why we have “lessons learned” and constantly evolving tactics.  As many of us know, running a start-up is very similar.  Things are happening, plans are changing, opportunities are arising that must be taken advantage of, etc.  The leaders must make decisions every day under pressure.  The best way to ensure sound decision making is to have a strategic plan with multiple contingency plans to support it.  Proper Prior Planning Prevents Piss Poor Performance!  And keep in mind that making the decision not to make a decision on a certain issue at that time is still a decision!
5. Empowerment and Delegation:  No good leader assumes they know everything and the best ones surround themselves with amazing talent.  The success of any sports team, military unit, or business doesn’t just come from great leadership and management; it comes from excellent team members and a collaborative environment.  I have been blessed with an amazing business partner and unbelievably talented team.  It is important to provide parameters and then allow the team to operate somewhat autonomously within those boundaries which fosters creativity, empowerment, and a sense of ownership when goals are accomplished.  And then of course, acknowledging team members for hard work is very important.

6. Compassion:  It may surprise some of you that compassion is an important quality for a solider to have.  We must have compassion for our teammates, for the innocent civilians overseas, and even for the enemy.  A good leader understands that compassion is a key ingredient in the recipe for success.  When running a business, the leadership team must be sensitive to the needs and desires of the team.  A happy team will be a hard-working and successful team.  Transparent feedback and 360 degree reviews should be a part of the normal communication flow up and down the chain of command.  When the team knows they have a voice and that management values their input, the bond of the group only grows stronger.

“Leadership is the art of getting someone else to do something you want done because he wants to do it.”-General Dwight D. Eisenhower  In the SEAL teams, blood, sweat, and tears is a part of the job and recognition for that is not usually given nor expected; but in the “real world” recognition is an important part of good leadership and keeping morale high.

6 Key Traits for Military and Business Leadership Success

From the Battlefield to the Boardroom: 6 Key Traits for Military and Business Leadership Success

 There certainly are many lessons that can be applied from Military leadership to the Business world.  From a former Navy Seal, here are six:

 1.  Lead from the front

 2.  Respect the chain of command

 3.  Take calculated risks

 4.  Make a decision

 5.  Empower people and delegate

 6.  Have compassion  

Read the complete article below. 

Article by Brent Gleeson

I don’t think that anyone who has served this country in the military would argue that those experiences didn’t impact the rest of their lives in some shape or form, especially during war time where combat is involved.  I served five years as a United States Navy SEAL with combat deployments to Iraq and Northern Africa.  What I gained from that time of service set the tone for my life after the SEAL teams and provided me the tools for success in entrepreneurship and growing businesses.

The 6 Key Traits for Military and Business Leadership Success

1. Leading from the Front:  This one is obvious but I feel rarely followed.  It takes intense focus and consistency for a leader to do this all the time.  For a SEAL officer, it starts with simple things in training such as maintaining a head count for your boat crew amidst chaos and being in better physical condition that the enlisted guys.  In a growing company it is critical for the leaders to lead by example and be as consistent as humanly possible.  This means following the processes and procedures set by the company, not breaking promises, and not asking anything of anyone that you are not willing to do yourself.  In combat as in business, the best leaders lead from the front, get their hands dirty, and show their team that they are willing to do what it takes to accomplish the mission.  
2. Respect the Chain of Command:  This part is crucial and is just as important from the top down as it is from the bottom up.  This also takes focus and consistency.  In the SEAL teams, each platoon of 15 SEALs has an Officer in Change (OIC), a Second Officer, and then senior enlisted leadership consisting of a Chief and a Leading Petty Officer (LPO).  In my opinion the SEAL teams equate more to an entrepreneurial environment whereas the traditional military is more like corporate America.  That said, even in a dynamic fast paced environment where the lines of hierarchy are sometimes blurred, chain of command is still very important.  The senior leadership in an organization must never undermine the authority of middle managers by going around them.  The result is a complete disintegration of structure and a very confused work force.
3. Ability to Take Calculated Risks:  Not surprisingly risk taking behavior is a common trait amongst the ranks of the special operations community.  Being a risk taker is one thing, but having the ability to make decisions on the fly with the available intelligence and take calculated risks is an entirely different skill.  Let’s face it, everything in combat is risky.  We gather as much intelligence as possible then have to develop and execute a plan based on what we have.  That is why strategic planning and contingency planning are imperative.  Running a business is the same way.  The leadership must make decisions based on available information and must take some risks in order to gain market share and grow competitively.
4. Make a Decision:  The worst thing a leader can do in combat is NOT make a decision.  When bullets are flying and the team is awaiting orders critical to making a dynamic shift in a plan that has most likely gone to hell, a leader must react quickly and calmly under extreme pressure.  Sometimes in an after action review it may be determined that certain decisions were not the right ones, but that is why we have “lessons learned” and constantly evolving tactics.  As many of us know, running a start-up is very similar.  Things are happening, plans are changing, opportunities are arising that must be taken advantage of, etc.  The leaders must make decisions every day under pressure.  The best way to ensure sound decision making is to have a strategic plan with multiple contingency plans to support it.  Proper Prior Planning Prevents Piss Poor Performance!  And keep in mind that making the decision not to make a decision on a certain issue at that time is still a decision!
5. Empowerment and Delegation:  No good leader assumes they know everything and the best ones surround themselves with amazing talent.  The success of any sports team, military unit, or business doesn’t just come from great leadership and management; it comes from excellent team members and a collaborative environment.  I have been blessed with an amazing business partner and unbelievably talented team.  It is important to provide parameters and then allow the team to operate somewhat autonomously within those boundaries which fosters creativity, empowerment, and a sense of ownership when goals are accomplished.  And then of course, acknowledging team members for hard work is very important.

6. Compassion:  It may surprise some of you that compassion is an important quality for a solider to have.  We must have compassion for our teammates, for the innocent civilians overseas, and even for the enemy.  A good leader understands that compassion is a key ingredient in the recipe for success.  When running a business, the leadership team must be sensitive to the needs and desires of the team.  A happy team will be a hard-working and successful team.  Transparent feedback and 360 degree reviews should be a part of the normal communication flow up and down the chain of command.  When the team knows they have a voice and that management values their input, the bond of the group only grows stronger.

“Leadership is the art of getting someone else to do something you want done because he wants to do it.”-General Dwight D. Eisenhower  In the SEAL teams, blood, sweat, and tears is a part of the job and recognition for that is not usually given nor expected; but in the “real world” recognition is an important part of good leadership and keeping morale high.

The Curse of Incremental Improvement

Some of the “greatest business decisions” of all time came about because someone invested the time and effort needed to make a product what it should be instead of just good enough.   Check out a few cautionary paragraphs on   The curse of incremental improvement.     

     by blogger,  Seth Godin       www.sethgodin.typepad.com

In an industrial, competitive culture, most things are just barely good enough.

Cell phone calls, if they were any worse, would be unusable. MP3 files sound not nearly as good as they could. Car mileage goes up, but really slowly. When something makes a huge leap (like the iPad did), it's headline news, because it's so rare.

The market will switch to a competitor when the competitor is just good enough to warrant switching (I know that's obvious, but it's worth stating). As a result, R&D departments ship a product out the door the moment it is just barely good enough to grab enough share to pay for itself. The thought of, for example, working on the CD for six more months before declaring it 'done' would have been considered short-term economic stupidity. As a result, we are saddled with thirty years of sub-par music--if they'd just held on a bit longer, it would all sound so much better.

The challenge kicks in for the individual or organization who thinks what they've launched is just barely good enough--and it's not. Prematurely declaring that it's done means that your incremental improvement doesn't seem important to anyone else. And so you flop.

Better to make it better than it needs to be.

Top 5 Things Employees Want & Need to Hear from Management

As a leader here are TOP 5 THINGS TO DELIVER TO YOUR EMPLOYEES

1.  Where are we going?

2.  What will it look like when we get there?

3.  What difference are we making?

4.  Why is it important for you to be there?

5.  Why should we help you get there? 


This is all about creating a clear and defined Vision & Mission for your firm.  And then making sure that your team is clearly aligned with this Vision. 

This is provided by Vistage Speaker, Holly Green.  Managing Director of   www.thehumanfactor.biz


         Read more details at:      http://bit.ly/SKIEj6

PEERNOVATION - How to Get It!!

Innovation can be viewed as creativity realized!!  And outside influences can help you think in different and creative ways. 

Here are some parameters to generate innovation:

  1.  Destination  - know where are you headed

  2.  Confidence  - in your ability to get there

  3.  Craft your own solution  - must come from within you 

Read more by  clicking here    Expand your contacts and ideas to outside your Industry.