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Thursday, November 19, 2015
Want your next meeting to be the most successful yet?
Thursday, October 29, 2015
ARE YOU MEASURING YOUR VALUE METRICS SUCCESSFULLY?
BEFORE YOU LAUNCH YOUR NEW & INNOVATIVE
product or service, make sure you understand what data
to use to measure its success.
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ARE YOU MEASURING VALUE METRICS?
By Innovation Expert, Diana Kander
The metrics you choose to measure the success of any project are very important. If you measure the wrong information, you might end up with a false positive. You might think a project is going well only to figure out later that it was a waste of time, money and effort.
But, if you measure the right metrics and approach Value Metrics like a scientist, you'll be able to weed out wasted effort much faster and more efficiently.
< READ FULL ARTICLE >
By Innovation Expert, Diana Kander
The metrics you choose to measure the success of any project are very important. If you measure the wrong information, you might end up with a false positive. You might think a project is going well only to figure out later that it was a waste of time, money and effort.
But, if you measure the right metrics and approach Value Metrics like a scientist, you'll be able to weed out wasted effort much faster and more efficiently.
< READ FULL ARTICLE >
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Diana Kander is an innovation expert. A former attorney who founded and sold multiple successful companies, Diana draws on her unique experience to help organizations develop strategies for leading innovation initiatives and creating a more innovative culture. She is the author of the New York Times best-selling book All In Startup: Launching a New Idea When Everything Is on the Line, she also teaches startups and companies of all sizes how to launch customer-focused products and services. Diana is a Forbes, Inc, Huffington Post, and Entrepreneur contributor.Diana Kander is a professional speaker & trainer and offers keynote presentations, interactive workshops, training sessions and business consulting. Every presentation Diana delivers is customized based on specific goals and objectives.
Diana's speaking program topics include:
- The Innovator Skill-Set
- Increasing The Speed and Success of Innovation In Your Company
- Innovative Leadership: The New Mindset Required For Leaders to Survive In Today's Economy
- Co-Creation: Understanding Your Customers Better Than They Understand Themselves to Drive Innovation
FOR AVAILABILITY, HOLDS & BOOKINGS, PLEASE CONTACT:
TRAVELS FROM:
Kansas City, MO
DIANA KANDER'S SPEAKING MATERIALS
Diana Kander's Biography
Diana Kander's List of Programs
Diana Kander's Demo Videos
Diana Kander's Client Testimonials
Diana Kander's NYT Bestselling book, All In Startup
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ABOUT DIANA'S BOOK, ALL IN STARTUP
“I dare you to find a business book for entrepreneurs that’s as useful as All In Startup,
and I double-dare you to find one that’s as much fun to read. Diana Kander captures
what it’s like to launch something new. The result is a book that helps set readers on
the path to finding startup success.”
- Tony Hsieh, CEO of Zappos.com; author of the #1 NYT Bestseller, "Delivering Happiness"
and I double-dare you to find one that’s as much fun to read. Diana Kander captures
what it’s like to launch something new. The result is a book that helps set readers on
the path to finding startup success.”
- Tony Hsieh, CEO of Zappos.com; author of the #1 NYT Bestseller, "Delivering Happiness"
DIANA KANDER IS PROUDLY MANAGED BY STANDARD OVATION.
A PROFESSIONAL SPEAKER MANAGEMENT COMPANY.
www.thestandardovation.com | info@thestandardovation.com | 913.498.9772
· CONNECT WITH STANDARD OVATION ·
Wednesday, October 28, 2015
To Build The Organization Your Team Deserves, Diversify
by Don Yaeger
October 28th, 2015
As the Kansas City Royals face off against the New York Mets in the World Series—with both teams featuring an international roster of talent—I am reminded of how diversity can be a powerful tool in building a great team. For Frances Hesselbein, diversity not only allowed her to move from volunteer to CEO of one of the biggest organizations in the world, but helped her literally build the future. I had a unique opportunity to interview Hesselbein, whose time as leader of Girl Scouts of America single-handedly strengthened the fabric of our nation’s female leadership.
Hesselbein’s journey to CEO began in her hometown of Johnston, Pennsylvania—a place rich with racial and ethnic opportunity—where many of her neighbors had traveled from all over the world to work the regional coal mines.
“At a young age, I learned from my grandmother that I should respect all people,” Hesselbein said. “Her lessons were defining moments in my life and determined the type of leader that I would become.”
Hesselbein joined the Girl Scouts as a part-time troop leader. During her service, she noticed that the promotional materials were not only outdated, but also lacked racial diversity.
“There was an enormous opportunity to move forward with our organization,” Hesselbein said. “But it would only happen if we realized not all girls look alike…despite what the brochures showed.”
Hesselbein became a rising star within the Girl Scouts and in 1976, she was invited by an internal hiring committee to interview for national CEO. The invitation left her stunned. “I thought I’d never leave Pennsylvania,” Hesselbein admitted. “And I never imagined that I’d one day have the chance to lead the largest organization for girls and women around the world.”
On the way to the CEO’s office, Hasselbein developed deep relationships with some of America’s brightest business minds, each of whom donated their time because they believed in her vision for Girl Scouts. The most active of these was management guru Peter Drucker, who made visiting the Girl Scout offices a regular part of his time in New York. “If you look at the bookshelves of every chapter, they’re loaded with Drucker books,” she said. “He taught us to be better leaders so we could train young women to lead better.”
As her time in the corner office grew, Hesselbein had not forgotten the organization’s diversity problem. During her interview, she presented her vision for the future. “I was very honest with them and I described a massive change like a quiet revolution,” she said.
Hesselbein suggested updating the 12-year-old handbooks to include actual opportunities for young girls—such as promoting math, science and technology fields—and also appealing to minorities. Additionally, she called for a complete overhaul in the training of Girl Scout executives with new management resources and modernizing communications and outreach.
“The entire country was in a period of great, positive change, and the committee bought into my ideas of transforming the organization,” Hesselbein said, who was hired on the spot.
When Hesselbein became CEO in 1976, she was inheriting a crisis; the Girl Scouts was failing in profitability and was in dire need of a corporate makeover. At the same time, U.S. women were redefining their place in corporate America. Hesselbein and the committee saw an opportunity to recruit and speak to that new generation of young, diverse, female leadership by making a commitment to be a part of “that very bright future.”
“The Girl Scouts quickly tripled racially and ethnically by making our message reach all girls,” Hesselbein said. “We asked ourselves, ‘When women and girls look at us, our board, staff, materials and handbooks, can they find themselves?’ So we made a passionate commitment to make that a reality and our people were ready for it.”
Hesselbein said that the “quality and character” of a leader is what determines the performance and the results.
“A single person doesn’t change an organization, but culture and good people do,” she said. “If you are building a corporate culture of greatness, you have to define culture on your own terms and with the people you work with. For us, our mission was to manage for innovation and diversity. If we are successful at that, then we are part of the future.”
Hesselbein’s visionary leadership led to the largest growth in the history of the Girl Scouts, with a membership of 2.25 million girls and a workforce of 780,000 volunteers. In a world of instant gratification, we could all learn from Hesselbein’s keen observation of society and business.
When thinking of leadership, do you follow Hesselbein’s approach or does your vision need to be adjusted? Leave me a comment on how your leadership can “be a part of the future.”
October 28th, 2015
 |
| The Kansas City Royals celebrate defeating the New York Mets 5-4 in Game One of the 2015 World Series at Kauffman Stadium on October 27, 2015 in Kansas City, Missouri. (Photo by Kyle Rivas/Getty Images) |
Hesselbein’s journey to CEO began in her hometown of Johnston, Pennsylvania—a place rich with racial and ethnic opportunity—where many of her neighbors had traveled from all over the world to work the regional coal mines.
“At a young age, I learned from my grandmother that I should respect all people,” Hesselbein said. “Her lessons were defining moments in my life and determined the type of leader that I would become.”
Hesselbein joined the Girl Scouts as a part-time troop leader. During her service, she noticed that the promotional materials were not only outdated, but also lacked racial diversity.
“There was an enormous opportunity to move forward with our organization,” Hesselbein said. “But it would only happen if we realized not all girls look alike…despite what the brochures showed.”
Hesselbein became a rising star within the Girl Scouts and in 1976, she was invited by an internal hiring committee to interview for national CEO. The invitation left her stunned. “I thought I’d never leave Pennsylvania,” Hesselbein admitted. “And I never imagined that I’d one day have the chance to lead the largest organization for girls and women around the world.”
On the way to the CEO’s office, Hasselbein developed deep relationships with some of America’s brightest business minds, each of whom donated their time because they believed in her vision for Girl Scouts. The most active of these was management guru Peter Drucker, who made visiting the Girl Scout offices a regular part of his time in New York. “If you look at the bookshelves of every chapter, they’re loaded with Drucker books,” she said. “He taught us to be better leaders so we could train young women to lead better.”
As her time in the corner office grew, Hesselbein had not forgotten the organization’s diversity problem. During her interview, she presented her vision for the future. “I was very honest with them and I described a massive change like a quiet revolution,” she said.
 |
| Frances Hesselbein, president and CEO of the Frances Hesselbein Leadership Institute. (Photo credit Michele Mattei.) |
“The entire country was in a period of great, positive change, and the committee bought into my ideas of transforming the organization,” Hesselbein said, who was hired on the spot.
When Hesselbein became CEO in 1976, she was inheriting a crisis; the Girl Scouts was failing in profitability and was in dire need of a corporate makeover. At the same time, U.S. women were redefining their place in corporate America. Hesselbein and the committee saw an opportunity to recruit and speak to that new generation of young, diverse, female leadership by making a commitment to be a part of “that very bright future.”
“The Girl Scouts quickly tripled racially and ethnically by making our message reach all girls,” Hesselbein said. “We asked ourselves, ‘When women and girls look at us, our board, staff, materials and handbooks, can they find themselves?’ So we made a passionate commitment to make that a reality and our people were ready for it.”
Hesselbein said that the “quality and character” of a leader is what determines the performance and the results.
“A single person doesn’t change an organization, but culture and good people do,” she said. “If you are building a corporate culture of greatness, you have to define culture on your own terms and with the people you work with. For us, our mission was to manage for innovation and diversity. If we are successful at that, then we are part of the future.”
Hesselbein’s visionary leadership led to the largest growth in the history of the Girl Scouts, with a membership of 2.25 million girls and a workforce of 780,000 volunteers. In a world of instant gratification, we could all learn from Hesselbein’s keen observation of society and business.
When thinking of leadership, do you follow Hesselbein’s approach or does your vision need to be adjusted? Leave me a comment on how your leadership can “be a part of the future.”
Monday, September 14, 2015
Tonight! Set your DVR or watch Michael Hoffman's dance battle on ABC!!
People Expert and Professional Speaker, Michael Hoffman, CSP
Premiers Monday, September 14th at 9:00pm Central on ABC | #TeamHoffman
Michael Hoffman dances his way from the Corporate America stage, right onto Network TV!
Join us tonight to cheer on Michael Hoffman and his family
as he competes on ABC's DanceBattle America,
tonight (Monday, September 14th) at 9:00pm CST
 |
| Michael Hoffman and family compete on #DanceBattleAmerica, airing tonight after the debut of Dancing With the Stars. |
Michael Hoffman quotes, "DanceBattle America is basically Dancing With the Stars for the average American Joe.”
Teams are tutored in advance by famous choreographers to prepare, and then compete against one another
in a real dance competition. The Hoffmans were coached by DWTS’ Tony Testa.
HASHTAGS FOR THE ONE-HOUR SHOW:
#DanceBattleAmerica
#DBAHoff
#TeamHoffman
______________________
THE STORY OF HOW THE HOFFMANS WERE SELECTED TO COMPETE:
In February 2015, a large ice storm hit most of Texas putting the entire Dallas metro on pause. While stuck
at home, Michael Hoffman, daughter Ali, and wife Michele, created a video in their kitchen dancing to
Up Town Funk, posting it on social media, and then encouraging others to participate in their #IceDayChallenge.
The video went completely viral, now with over 12 million views. Americans were cheered by the family’s
positive vibes. If the new American dream is to create a viral video and have it become so popular
you land a show on Network TV, then the Hoffman family has done it. Watch below to see
the #IceDayChallenge, and tune in tonight to cheer on #TeamHoffman!
#DanceBattleAmerica
Executive Producers: Julianne Hough and Maria Menounos
Hosted by: Alfonso Ribeiro and Jordin Sparks
____________________________________
MICHAEL HOFFMAN IS PROUDLY MANAGED BY STANDARD OVATION.
A PROFESSIONAL SPEAKER MANAGEMENT COMPANY.
913.498.9772 | info@thestandardovation.com
Thursday, July 23, 2015
Will your company survive in 5 years?
WILL YOUR COMPANY SURVIVE IN 5 YEARS?
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Whether it stems from economic turmoil, unforgiving customers, or tougher competition - futurists predict your company is at severe risk to fail.
One of the most essential tools to succeed is to implement an innovative culture. Your leaders will need to be responsible for making sure every employee is aware that innovation is a job requirement, such as keyboarding skills are in today's marketplace. This should not be a separate department, but intertwined with every job role, large or small.
One of the most essential tools to succeed is to implement an innovative culture. Your leaders will need to be responsible for making sure every employee is aware that innovation is a job requirement, such as keyboarding skills are in today's marketplace. This should not be a separate department, but intertwined with every job role, large or small.
Yes, there will be some people who refuse to make the adjustment, but those individuals will fall behind in the fast changing, constantly evolving economy.
- Increasing the speed and success of innovation in your company
- Innovative Leadership: the new mindset required for leaders to survive in today's economy
- Co-Creation: Understanding your customers better than they understand themselves to drive innovation
HOW DO YOU CREATE AN INNOVATIVE CULTURE?
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Creating an innovative culture starts with making sure your leadership team understands the requiredskill-sets to manage this process with every employee. The best way to train your leaders is to hire an experienced professional.
Diana Kander is an innovation expert. A former attorney who founded and sold multiple successful companies, Diana draws on her unique experience to help organizations develop strategies for leading innovation initiatives and creating a more innovative culture. She is the author of the New York Times best-selling book All In Startup: Launching a New Idea When Everything Is on the Line, she also teaches startups and companies of all sizes how to launch customer-focused products and services. Diana is aForbes, Inc, Huffington Post, andEntrepreneur contributor.
Diana offers keynote programs, workshops, training and consulting. to name a few:
[Every presentation Diana delivers is customized with your specific goals and objectives]
- The Innovator skill-setDiana Kander is an innovation expert. A former attorney who founded and sold multiple successful companies, Diana draws on her unique experience to help organizations develop strategies for leading innovation initiatives and creating a more innovative culture. She is the author of the New York Times best-selling book All In Startup: Launching a New Idea When Everything Is on the Line, she also teaches startups and companies of all sizes how to launch customer-focused products and services. Diana is aForbes, Inc, Huffington Post, andEntrepreneur contributor.
Diana offers keynote programs, workshops, training and consulting. to name a few:
[Every presentation Diana delivers is customized with your specific goals and objectives]
- Increasing the speed and success of innovation in your company
- Innovative Leadership: the new mindset required for leaders to survive in today's economy
- Co-Creation: Understanding your customers better than they understand themselves to drive innovation
FOR MORE INFO, AVAILABILITY OR BOOKINGS, PLEASE CONTACT:
Sarah Whitten, Standard Ovation
Diana Kander's Manager & VP of Everything
sarah@thestandardovation.com
913.498.9775
Diana Kander's Manager & VP of Everything
sarah@thestandardovation.com
913.498.9775
DIANA KANDER'S SPEAKING MATERIALS
Diana Kander's Biography
Diana Kander's List of Programs
Diana Kander's Demo Videos
Diana Kander's Client Testimonials
Diana Kander's NYT Bestselling book, All In Startup
Diana Kander's Biography
Diana Kander's List of Programs
Diana Kander's Demo Videos
Diana Kander's Client Testimonials
Diana Kander's NYT Bestselling book, All In Startup
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
ABOUT DIANA'S BOOK, ALL IN STARTUP
“I dare you to find a business book for entrepreneurs that’s as useful as All In Startup, and I double-dare you to find one that’s as much fun to read. Diana Kander captures what it’s like to launch something new. The result is a book that helps set readers on the path to finding startup success.”
- Tony Hsieh, CEO of Zappos.com; author of the
#1 New York Times Bestseller Delivering Happiness
DIANA KANDER IS PROUDLY MANAGED BY STANDARD OVATION.
A PROFESSIONAL SPEAKER MANAGEMENT COMPANY.
www.thestandardovation.com | info@thestandardovation.com | 913.498.9772
· CONNECT WITH STANDARD OVATION ·
Thursday, June 18, 2015
5 Steps To Being More Positive
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