Successful Blog

Here is a good place for a call to action.

Search Results for: questions

Cool Tool Review: Proxlet – Your Rescue for Twitterchats

by

A Guest Post by Leo Widrich

cooltext451585442_tools

Last Sunday was my first time to participate in #blogchat a weekly held Twitterchat and boy was it an amazing experience conversing with @lizstrauss and @mackcollier. It boasts great personalities each week helping you to answer any Social Media and blogging related questions.

For long I was quite reluctant to join in Twitterchats as I felt I would overwhelm my followers for the time the chat was going on with my tweets.

Fortunately I finally found a solution I can offer, since staying away from this massive amount of great insights at #blogchat is definitely not an option.

It is a nifty Twitter App called Proxlet.

What does Proxlet do?

Facebook has a very useful “Hide this post” option integrated. Proxlet gives you this exact same thing, only for Twitter.

Using proxlet, you can temporarily hide certain things on Twitter which clutter your timeline or aren’t currently the core thing of your interest.

How to best use it?

Proxlet fortunately takes the “hide this” feature a step further and allows you to explain in a very detailed manner which area of tweets you want to block.

  • You can block Apps you don’t want to show up in your Timeline. For example am using it for both foursquare and paper.li since I feel they don’t add enough value.
  • You can also stop certain individual users temporarily, for example because they are at a conference and you are not really interested in their tweets at that point.
  • Another way to make use of Proxlet is to block certain hashtags from showing up in your timeline.

What is the best part of Proxlet?

The best part of proxlet is that it works not only at twitter.com, but can also be used for your favourite Twitter clients such as Twitter for Iphone, Tweetdeck and others.

Someone approached me that he couldn’t take the load of my #blogchat tweets and Proxlet turned out to be a superb solution for both of us. He could continue following me, yet was freed of those unwanted tweets in a short space of time.

What are your thoughts on Proxlet (http://proxlet.com) ? Have you had a similar problem yourself before too? Please let me know below.

Leo Widrich writes Tips for Twitter on his blog. You can visit his website, Bufferapp, or find him on Twitter as @leowid.

_________

Thanks, Leo, for checking out proxlet for us!

–ME “Liz” Strauss
Work with Liz on your business!!

Avoid these 3 business failures

by

by Patty Azzarello

cooltext466496263_leadership
avoid-3-failures

Awhile back I wrote a post about Debate Phase vs. Go Phase.

These labels help timid people raise issues when it’s helpful (Debate Phase) and then keep everyone focused on execution vs. talking more, when it is time to go. (Go Phase).

I got some questions about what to do when people undermine Go Phase with passive aggressive behaviors, when they continue to debate behind the scenes, expecting or trying to get the Debate Phase to re-open.

Let people know you are serious

The basic remedy here is that you need to let people know you are serious about the new work in GO phase.

The natural habit of an organization is not to change. People will always go back to what they were doing before if you are not explicit about making the change stick.

Behaviors don’t change for 2 key reasons

1. Dissenters. Passive aggressive people really don’t agree, and they are trying to do something different on purpose.

2. Reality strikes back. People with the right intentions cave when the reactive pressures of the day re-assert themselves, and they get nervous about doing something different or strategic.

As soon as the first person jumps ship and goes back to the old way of doing things, then others will think, “oh I guess we are not doing this new thing any more and I better get back to reacting to the emergencies like before, because that is what is valued. I believe this to be true because I can see people acting the old way, and I haven’t heard about the new thing in awhile”.

I recommend these strategies to my clients to avoid 3 common failures to predictable, on-time execution and to make change stick.

1. Track Progress Better

Have someone help you track progress.

Do you find yourself communicating strategy, assigning work and owners, and then absolutely hating doing the follow-up to keep checking in with everyone to see if things are on track? Or just being too busy with customers and other things to do a good job at this. When I was a CEO and GM, I know I struggled.

I was lucky early in my career to have someone on my team who was great at this. I assigned the work. He wrote it all down, he made sure I didn’t fail to assign specific owners or dates. Then he relentlessly followed up with everyone involved, and created tracking reports for how we were doing on finishing the things we committed to.

If you are not doing a good job tracking progress you will fail to execute.

If you are not good at this yourself, get someone on your staff to do this for you, or you will never get the important things done. I had a person on my staff to do this for me for the next 15 years of my career once I learned this lesson. I would have failed without it.

2. Communicate More

Have someone help you communicate.

Once you make your decisions and you are in GO phase, communicate a lot. Communicate more than you ever thought you could. Get bored to death with your message.

Talk about key initiatives in every communication, in every meeting, in every 1-1 discussion. Make sure that when people see you coming, they know you are going to want to hear about the key initiatives that are in GO phase.

If you are not communicating regularly, you will fail to execute.

If you are not in the habit of communicating regularly, or other things keep you too busy to focus on it, get someone to help you do this.
Have them put you on a schedule for email and group meetings.

Have them write up a straw-man of the communication. Have it include milestones and great examples of how people supported the new strategy, and questions for you to answer about what people are confused or concerned about.

Don’t ever go more than 1-month without revisiting and communicating your progress on key initiatives with everyone involved.

3. Set a good example

Don’t let sloppy behaviors get in the way

I have seen leaders who say they are serious about execution, that it’s the most important thing to them, but then they are late to their own staff meetings. Or they let missed deadlines come an go and never mention it or deal with it.

If you want your organization to be good at executing, you to set a good example for the quality of execution you expect with your own behaviors. And you need to hold people accountable when things don’t get done.

If you have people helping you track and communicate, it’s just a matter of your following through. (but you still have to be on time for meetings!)
What do you think?

What has delayed execution in your organization and what have you done about it?
Share your thoughts by leaving a comment!

—–
Patty Azzarello is an executive, author, speaker and CEO-advior. She works with executives where leadership and business challenges meet. Patty has held leadership roles in General Management, Marketing, Software Product Development and Sales, and has been successful in running large and small businesses. She writes at Patty Azzarello’s Business Leadership Blog. You’ll find her on Twitter as @PattyAzzarello. Also, check out her new book Rise…

Successful-Blog is proud affiliate of

third-tribe-marketing

Get Your Leadership ON … Before You Get Folks “on the Bus”

by

10-Point Plan: Building a Team

Bringing Irresistible High Performers Into Your Brand

cooltext443794242_influence

Whether you’re a solopreneur in Ladd, Illinois or a C-suite executive at a Fortune 100 corporation, leadership — building a business — means you aren’t doing what you’re doing alone. It’s tried, true, and almost tired wisdom that getting the right folks on the bus is the first step in the process of building a great business. Every advocate of Jim Collins knows that you need the right team to take a business from good to great.

Seems simple. Enlist a great team and win.

Yet when the time comes to get other folks to board the bus, we can so get busy filling seats, much that we could consider about who joins us is left back on the curb long after the bus has already taken off.

In a strange way, we sometimes don’t let our leadership kick in fully until we see a team in front of us and at best that’s a little late. You see at the moment we need someone to help with our business, our brand, or our quest, we often get focused on the task we need with and lose sight of the person who will be doing the task.

Here’s how the process often works.

  • We have a job that needs doing. Someone has left the team or the business is growing and it’s time to add another someone to the group.
  • We determine the nature and scope of the tasks, the level of work, and the skills and time required to fill that gap.
  • We find an old job description. We edit that to construct a new one.
  • We share that new job notice with people who know great people and in places where appropriate candidates will see it and respond. Then we review submissions for experience and expertise.
  • We invite people to interview for the position and select the candidate we feel most likely to be qualified, committed to the work, and a good fit for the team.

Yet, a few months later we often find that we have a whiner, slacker, complainer, an under-performer, or a person who’s personality doesn’t fit the work or the people with whom that person regularly interacts. .

Somewhere between process and performance we’ve left a leadership gap.

Get Your Leadership On … Before You Build the Team

When I worked in publishing, I watched and worried over the variation in performance in freelancers and employees and from employee to employee. With some serious thinking and calculated tweaking, I found the process by which a person was enlisted could get the right people to stay with it to “get on the bus” and the bad fits to decide to pass on that opportunity. What it took was a willingness to go a little deeper – and to leave the “driver’s seat.”

It starts by shifting priorities from those of a boss or a manager to those of a leader building a team.

  • A great boss hires great employees who can get the work done.
  • A manager enlists great people who have the individual expertise and team skills to execute collaborative projects to successful outcome.
  • A leader attracts and chooses other great leaders who have the abilities, motivation, and complementary skills to become a team that can build something outstanding and lasting that no single member could build alone.

A leader spends more reflection on what’s missing and what’s needed to fill out the team — focusing strategically on a longer view and stronger growth rather than on the tactical response to a present need. A leader sets the standards higher. Leaders expand the thinking from not just what we need — someone to do a job — to what will attract true leaders who will grow with the company and even more than that fill in the gaps of the team.

With our leadership ON our priority becomes “all good people” to build the strongest team possible. And we apply that standard to every role that interacts with our team — employee, volunteer, vendor, partner, customer, friend. The key to “all good people” is to develop a process that attracts the kind of people we want and is such that the people who don’t want to be outstanding employees and volunteers just don’t come.

As I describe this leadership matrix, you’ll see how the process can do just that for you.

The Leadership Matrix for Choosing Outstanding Employees and Volunteers

Strauss Leadership Matriix for Choosing Winning Employees and Volunteers
Strauss Leadership Matriix for Choosing Winning Employees and Volunteers

Here’s how the process changes when we have our leadership on before we build the team:

  • We have a job that needs doing. Someone has left the team or the business is growing and it’s time to add another someone to the group.
  • Not just the job. We analyze the situation, conditions, and opportunities. We look first at the people currently doing those tasks. We ask those people what they could be doing more of and should be doing less of in order to be bringing their best game to the business.
  • Not just the expertise. We look for the expertise to that’s missing from the team. Some of what the current team could be doing less of to perform higher are tasks that they’ve outgrown. Some of what they could be doing less of are skills that aren’t their strengths. If we build a job description to the team, rather to the immediate set of tasks, we’ll gain new skill sets that aren’t currently available. For example, if the team is great at people skills, but weak on data skills, we can look for someone who also brings that.
  • We share that new job notice with people who know great people and in places where appropriate candidates will see it and respond.
  • Not just the desire or potential. We build a short-answer values and potential survey rather than a submission form. Each question might allow only 100 words. The questions might be …
    • What led you to apply for this position?
    • How do your values align with the values of our business?
    • How do you see your contribution in helping the business grow?
    • What in your life or work experience proves to you that we’d be successful working together?
    • How would you describe the optimal working relationship we might have now and moving forward?
  • We invite people to interview for the position and select the candidate we feel most likely to be qualified, committed to the work, and a good fit for the team.
  • During the interview, we introduce the candidate to the business, to members of the team, and to the employee or volunteer who last joined the business.
  • Not just a fit. We ask the newest employee or volunteer to assign the candidate a small task. The task might be writing a blog post or a proposal for a new idea. The task is chosen to fit the skills needed by the team. The newest team member is asked to give the candidate this slightly ambiguous guidance.
    • This is not a test. It’s so that we have something of a project nature to talk about.
    • It’s not expected that it will be a final, executable idea.
    • When you (the candidate) are ready, please call to set up a meeting to discuss what you bring.
  • Not just leadership. The candidates who set up meetings show up with a project and ready to share their thinking. . The meetings allow you and the team to discuss how the candidate makes decisions and what he or she valued in developing the meeting project.

The task sorts the candidates with leadership qualities, initiative, and motivation. Those who set up a return date are the ones can deal with ambiguity and have the ego strength to bring their ideas with clients and colleagues with confidence. The people who don’t want to invest or risk in that way sort themselves out of the process.

The meeting itself allows everyone — candidate and the team — to try on the fit and by discussing “real work.” The team can see the candidate’s ability to trust in him- or herself, the work, and the group comes out. The candidate can experience how the team discusses ideas and relates to each other as a group.

I used this process for 18+ years and only once did a candidate make who set up the meeting turn out to be one who didn’t belong on the bus. All of the others were high-performers who fit the team.

How do you get your leadership ON before you build a team?

Be irresistible.

–ME “Liz” Strauss
Work with Liz on your business!!

I’m a proud affiliate of

third-tribe-marketing

Are You A Cookie Cutter Writer Or Something Else?

by

cooltext455576688_blogging

By Terez Howard

I am a writer. If you stood over me while I type at my computer, you would wonder how anything discernible is going to come from what you see. I don’t normally write from sentence to sentence and then follow up by writing one paragraph after another in sequential order. My mind processes information in a somewhat scattered manner.

The mess going on in mind has to be sorted, processed and regurgitated in an intelligible way. That means, I think of a thought and type it. That sentence, paragraph or even single word might get moved all around my blog post before it finds a home.

I start a sentence, and sometimes I finish it. (This sentence happened to be the second sentence of this post, and I think it’s going to stay here now). I like to attribute this writing style to my journalism background. When you write for the newspaper on deadline and you’re sorting through notes and remembering key ideas in all sorts of orders, you realize that you better get what you know on paper fast. Organize later.

I’ve maintained that style when I blog.

Writing with a template

This was new to me. I recently purchased an e-book that actually was about building AdSense websites, and the author spoke about using a template to write articles. I appreciated these simple template ideas, like Q&As, Myths vs. Facts and 10 (or whatever number) Reasons For Something. I said to myself, I’m going to do this. It will make writing much easier.

About two or three articles into it, I totally forgot about the templates and went back to my old ways. I’m not cut out for templates. (Ha, pun).

For people who aren’t much for writing or who have a difficult time coming up with ideas, I find templates to be a fabulous spring board. You fill in the blanks and voila. You have a well-thought-out, organized, helpful blog post.

Some possible template ideas that I’ve noticed on other blogs using, besides the ones I listed above, are:

  • Tutorial. A step-by-step guide of what to do.
  • The interview. You ask questions, and someone important answers.
  • Pros and cons. You say what is good and what is bad about a certain issue. You take a side, or you don’t.
  • Review.You review a product, service or other website in your niche.You review your own blog.
  • A blend. Blend some of the template ideas I listed here. For instance, write a review based on a pros and cons list.

Still not for me

Writing against a template is not for me.I feel like my freedom of expression is inhibited in a cookie cutter post.I can definitely see how a template would be beneficial to people who do not like to write or struggle with what to write about.But for those of us that just want to get our thoughts on the page, we don’t do it.

I guess it’s more of a matter of order. I put writing first and organization second. A template writer puts organization first and writing second.

One is not better than the other. Templates are for some, and free writing is for others. Which do you prefer?

—
Terez Howard operates TheWriteBloggers, a professional blogging service which builds clients’ authority status and net visibility. She has written informative pieces for newspapers, online magazines and blogs, both big and small. She regularly blogs at Freelance Writing Mamas. You’ll find her on Twitter @thewriteblogger.

Thanks, Terez!

–ME “Liz” Strauss
Work with Liz on your business!!

Are You Ready to Claim the Right Things You’ve Done?

by

We’re Awfully Good at Debriefing Failures and Just Toasting Our Success

insideout logo

It takes a team to achieve a major business initiative. The research, the trials, the final product, the sampling effort, the trade shows, the tests and metrics, the PR, marketing, and social media effort designed amplify the buzz all took people, time, money, resources invested where it counts.

And when that sort of investments fails, we’re all over it to figure out where it went wrong. We hold meetings to debrief our choices, our missteps, and errors like so many grains of broken glass ground down to sand. In the name of learning from our mistakes we own our loses like so many merit badges. Sometimes we beat the losing horse until it’s long past dead with a mantra never to forget or to repeat the mistakes we made again.

But when we win, we toast to our success and move ahead.
What if we put the same rigor to debriefing our success?

How to Claim the Right Things You’ve Done

We’re great about learning from our losses. We’re not so great a learning from our success. A quick look at Bloom’s taxonomy will show that what we often do when we debrief a losing situation is we work all of the way up from knowledge through evaluation of what didn’t work.

blooms_taxonomy

Suppose we followed that toast to our success with an equally granular discussion of what worked with our success? It might look like this.

  • Knowledge – What it is we accomplished? What were the key parts that led to the success?
  • Comprehension – What do we know now about the project, the team, the customers that we didn’t know before?
  • Application – How can we use what we’ve learned from this success to build the next initiative like this one?
  • Analysis – How is this project similar and different from other projects we undertake?
  • Synthesis – What overall learnings can take forward from this success?
  • Evaluation – How as this win change what we understand about what we do as a business?

Raise that toast to your success. Then ask the six simple questions to claim what you’ve won.
The moments of reflection that bring you to the answers are the time you need to incorporate, internalize, and own what you’ve done — to move the “winning behavior” from a possibility into a natural response.

The evaluation of the win is the way to claim your rewards, to own them, and to leverage that learning from then on.
When you own your success, it shows every time you walk into a room. That’s how claiming rewards from success leverages itself into more success.

The good news is we can all go back — alone or with our teams — and claim our rewards for every success we’ve ever won.

Not everything we learn has to come from what we do wrong. Are you ready to learn from every right thing you’ve done?

Be irresistible.

–ME “Liz” Strauss
Work with Liz on your business!!

Successful-Blog is a proud affiliate of

third-tribe-marketing

Debate or GO?

by

by Patty Azzarello

cooltext466496263_leadership
debate-or-go

Organizations waste a lot of time communicating badly.

They fall into the trap of talking about things that have already been decided, or not talking when input is genuinely needed.

Problem 1. People don’t speak up when they should

Executives don’t know all the answers (even if they act like they do).

They rely on healthy debate from their team to get all the important information, opinions and concerns out on the table.
Without that, they can’t make a good business decision.

But the other side of the story is that people often feel punished for speaking up.
When they try to give feedback to the executives they get shot down. It feels like their inputs are unwelcome.

If this happens often enough they stop even trying. Why bother if my ideas are never acted on, and I only get grief for speaking up?

Problem 2. People keep talking when they shouldn’t

I have seen management teams waste huge amounts of time by revisiting decisions over and over again, questioning the direction and circling back for more data.

When this happens, the organization is slow to engage because they perceive the continued discussion to mean that the direction is still in question. So they wait for the answer instead of moving forward. Or they continue to add to the conversation, raising even more issues or data to help inform the decision.

SInce the executives think the decision has already been made, they get really frustrated that people are slow to act, not engaged, and stalling forward progress with more questions, inputs and arguments.

DEBATE or GO?

One of the best tools I have used to fix this is a simple model of Debate Phase vs. Go Phase. I make it clear that for every initiative or decision, there is DEBATE time and there is GO time.

Debate Time: Talking, Questions, Input, Arguments are welcome.

During debate time, I make it clear that I want to hear people’s opinions. I want to hear the arguments. I want everyone to fight for their point of view.

That’s how I get the best and most complete information.

Make a Clear Decision

After debate time is over, I make it clear who owns the decision, and make sure the decision gets made.

GO Time

Then I make it clear that we are in GO time. The decision is communicated and the action is officially kicked off. This is the time to engage in the work, not in the debate. The debate phase is over.

Expected Behavior & Trust

This simple frame and set of labels builds an atmosphere of higher trust because people can understand the rules of the game. They know when and how to participate without getting their head handed back to them.

You give them a chance to feel safe raising their opinions or arguing the point (which you need them to do) because by definition you are in debate phase.

By setting this structure, you can make it clear that during debate time, the expected and valued behavior is to speak up.

Then once you announce the decision has been made and make it clear that it’s GO time, people trust that you will stick to the decision, and that the expected and valued behavior is action, not more talking.

How do you get your team to decide and move forward?

Leave your ideas in the comment box below!

—–
Patty Azzarello is an executive, author, speaker and CEO-advior. She works with executives where leadership and business challenges meet. Patty has held leadership roles in General Management, Marketing, Software Product Development and Sales, and has been successful in running large and small businesses. She writes at Patty Azzarello’s Business Leadership Blog. You’ll find her on Twitter as @PattyAzzarello. Also, check out her new book Rise…How to Be Really Successful at Work AND Like Your Life

Successful-Blog is proud affiliate of

third-tribe-marketing