As a business owner, there is an interesting corollary between hats and trust. In that, I mean the number of hats I feel compelled to wear in my business is oftentimes directly related to the level of trust I place in those that work in and for my company. Or, more accurately, do not place. My perceived workload as well as my concern about the health and future of my business are nearly always a barometer of how well I am trusting the vibrant resources in my midst. Trust is a big deal in business. It cannot be commanded nor intellectually generated. Once established, it can disappear in a flash. Trust is experienced not in the mind, but elsewhere. It can inform the mind, but it’s held in the heart. Which is why it can be such a challenge to foster in business. Workplaces are not traditionally environments where we allow our heart access. The truth is, if you want to activate trust within a company, the human heart is going to need to be involved. Otherwise, it’s simply a mental concept, impotent and without value. The best way to understand how to develop trust in others is to understand how it develops within ourselves. While our openness and ability to trust varies dramatically, the elements that foster it are shared. Consistency, honesty and empathy are critical to building trust. Whereas inconstancy, duplicity and indifference will prevent it from developing and ravage what trust exists. There is no tactical game plan for building trust in a company and without it, the true potential of any given enterprise will be largely unrealized. Leading is about vision, mission and action. Most importantly, however, it’s about developing trust within oneself and within the hearts of the people of the company. The level of trust each person experiences within the organization for the organization, will directly impact their work and performance. Trust engages the heart and spirit. It’s the vital component between lackluster and good, good and great. Leaders begin the work of building trust in others by first trusting others. Need trust? Becoming aware of that 24/7 security vigilante otherwise known as your ‘ego’ will help.  Discover 7 Ways to Quiet Security-Seeking Egos in the Workplace right...

Okay, I’m going to publicly admit something here. I am not a great networker. One to one relationships I love. Small group interactions I like. But being with groups of people in a networking setting…well, traditionally that hasn’t been my thing. Now, as a business leader, I recognize that this particular ‘thing’ is an area I need to work on. Entering networking groups comfortably is a skill I want to master. Is it a natural talent for me? Nope. Is it a skill I can develop over time? Yes, indeed. That’s a pledge. What I have come to learn, is that the act of stepping into a leadership role, whether in my business or other areas of my life, requires the humility to witness my weak muscles and the desire to build them up. Not in a self-critical sort of way, but from the place of desiring a greater level of excellence. It’s critical to hone these skills and it matters that I do. Not only to the growth of my company, but to those that follow me and those that I serve. It’s an absolute imperative. While leadership skill development areas abound, my experience has taught me that one particular area of skill seems to cry out for attention the most often regardless of business size. That is the area of emotional intelligence. When I speak of emotional intelligence I’m referring to a body of skills which include: Self-awareness Self-regulation Motivation (defined as “a passion for work that goes beyond money and status”) Empathy for others Social skills, such as proficiency in managing networks and building relationships To my mind, that is the stuff of great leadership. Emotional intelligence is really more a matrix than a mere set of skills. While comprised of distinct components, the development of one area likely informs and influences the others. So it is with my networking aspiration. My networking practice is social skill development. Through the process of building my muscle in that one area, I will automatically touch upon and enhance the others. Now that’s efficiency. There is a vital inter-connection between developing emotional intelligence and building a strong business. Especially in the area of leadership. Think about it—every item on that list tends to be that which we most powerfully relate to and admire in others. It’s a body of skills that both generates high regard and gets things done. Emotional intelligence or EQ is a massive aspect of great leadership. Attending to the numbers, paying attention to the metrics and reaching revenue goals is a vital part of the game. Developing and enriching one’s EQ, however, is the real game changer. So where are you on the EQ scale?...

Guns, batons, switchblades…none of these are legally allowed in the workplace. I’m sure you’ve seen the sign posted prominently in the foyer. Rather, other types of weaponry are stealthily brought into the office, in case of offensive or defensive need. Add to that, a wide array of personal shields and armor, at hand and ready to fend off possible attack. Though you may not see these armaments brandished or secured in a shoulder holster, trust me, they’re usually there. The workplace began and continues to emerge as an environment where control, ego battle and ego survival run rampant. Work has been equated to a war zone, a jungle, a battleground and a field of competition—all places replete with fear, anxiety and the threat of defeat or death. News Flash!! Those types of environments are not places where most people want to hang out and work. And, there’s a really good reason for that—they do not feel like safe places to be. Paranoia and anxiety are not reliable promoters of excellence, potential or creative genius. Now, I can hear the flak (also known as an exploding shell) from one or more of you regarding the tone of this piece. Is she kidding? Is she some sort of a peacenik? A Commie? Okay, maybe no one’s asserting I’m a Commie, but you get the message. And, I understand this response, I do. In large part, I attribute such responses to the state of being inured. Otherwise known, as the mindset we fall into and accept as gospel when we are immersed in a certain perceived reality. The weapons we bring into the office today are not made by Smith and Wesson or Rockwell Collins. They are not as tangible as all that. So, what are they? backstabbing, badmouthing or slurs stealing someone else’s idea setting someone up to fail or ‘throwing someone under the bus’ using another person for one’s own gain brownnosing lying, cheating or withholding information for one’s own advantage exploiting or treating others abusively forming cliques or blackballing Shields and armor, too, are different from military theaters. In business, they take the form of: doing just enough not to get fired not connecting with coworkers choosing not to be loyal to the company not speaking up pretending to be sick when you’re not coming in late and leaving early not wanting to take on anything new or put yourself on the line hiding in a cubicle or behind a computer As you can see, the work-based weaponry is different from that found on military battlefields. But, it still serves the same purpose as all swords and shields—attack and protection. For companies that want to increase employee performance and...

When you really look at a business, at the people that work there, it’s like a rich, flavorful stew—comprised of varying background, perception, desire, ability, expectation, history and hope. Each person that shows up is completely unique. Within the whole of it, there will never be two or more people with an identical worldview. Never. Each person holds and will continue to hold a singular perception of everything. It’s the nature of how we humans perceive and process the world. Not to freak anybody out here, but that’s the truth of it. It’s no wonder then, that it can be challenging to create alignment and a collective outcome amidst all this distinctiveness. In the past, the proposition was so incomprehensible, that control seemed the most appropriate solution—to command people to line up and operate more or less mechanistically. It was a ‘push’ mentality designed to externally steer people towards the desired outcome. Or, to use pain or pleasure to extract the desired action. Regardless of its form, it was relying on an external force, something outside each person, to generate a result. Being externally driven or pushed is fatiguing, uninspiring and in the end, oppositional to excellence. It’s an old, outdated mindset that no longer serves the aims of a company or anyone in it. Business leaders, HR and managers of all stripes need to get clear on this. Attempting to initiate action and performance through largely external means will not create extraordinary outcomes. It will limp people across finish lines, but it will never cause them to cross with a high head, strong gait and eyes set on the next race. The force that stimulates people to be good, great or remarkable is located firmly within each person. That’s where the big energy and initiative is located. The way to help people unlock that storehouse and invite it in to the workplace, is through creating spaces that sincerely call it forward. Trust, transparency, alignment, clear vision, appreciation, connection, support, humanness…all, pull people forward and into higher levels of achievement. When the external environment is supportive and inviting, the internal vibrancy and capacity is much more likely to be activated. That’s the more powerful pull—making the act of pushing simply a waste of energy. Activate action in your people. Let the energy of desire, commitment and purpose do the heavy lifting.  Discover more here! 8 Powerful Ways to Energize Your...

  Ever feel like you’re drowning in a tsunami of information? Online articles and white papers, inter-company reports and metrics, emails and Tweets—the waves of information keep on coming. Somewhere along the line, information began proliferating like some unrestrained bacteria and continues to spawn exponentially. I’ve come to refer to this phenomenon as the great data dump. Even as I say this, it may seem I’m hypocritically contributing to the morass. This is, after all, a blog I’m writing. However, it’s not the existence of prolific data that I’m referring to here. It’s the ever-present challenge of mastering two distinct skills in response to this tsunami: content curation and disciplined digesting. Both of which have become competencies that are must-haves for anybody in business. Curating content requires the spirit of an explorer and the focus of a microbe researcher. It’s a job of dual and opposing practices. The explorer is open-minded and casts a wide net while the researcher maintains a clear focal point, undeterred by passing temptation. In this digital information age, replete with flash, pop-ups and tantalizing lead ons, it’s a powerful skill to develop. Disciplined digesting is about mindfully placing your attention where it most needs to be while a three ring Barnum & Bailey Circus does its best to get you in the tent. I’ve mentioned Pavlov’s dogs before—this skill requires dismantling the Pavlovian effect. My sense is that we’re going up against a boatload of primal wiring and conditioned learning here. To digest information in a disciplined way, focus in needed. Without these skills in conscious development mode, an entire workday can be frittered away like rice at a wedding. Thrown up in the air and landing where it may. Our need for awareness and conscious action has never been more necessary than now. The numbers of entities powerfully clamoring to capture our attention is locust-like—they are everywhere and continuing to grow in numbers. It’s up to each of us to reclaim where we place our attention and when. In essence, effectively captaining our own ship. Greater clarity and focus are more easily accessed through a calm mind. Here are 6 ways to bring calm into the workplace. 6 Ways to Create a Calming Moment…at Work...