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Tuesday, December 6, 2016
RELEASED TODAY! New book by Dr. Gary Bradt - Change: The Tools You Need for the Life You Want at Work and Home
Friday, December 2, 2016
by Gary Bradt
7 Ways To Get People To Buy Into Your Ideas At Work
Keynote Speaker, Writer and C-Suite Coach Helping Leaders Turn Change into Opportunity
Business is a logical process carried out by psychological beings. Therefore, logical arguments alone will rarely suffice to get everyone to fully buy in to what you have to say. It helps to understand the psychological needs of your audience too. Therefore, when trying to convince other to go along with your ideas at work, here are seven pointers that may be helpful to keep in mind.
- When delivering a message that may be received as critical, often it helps to begin by sharing a positive message first. For example, constructive feedback might sound something like this: "Mary, I know one of your goals is to get promoted to the next level, and my job is to help you get there. One way I am going to do that is to share with you all the things I see you doing that are on track with your goals, and what I see you doing that may hold you back." Then share behavioral examples in each instance.
- Remember that when you are trying to convince someone of your ideas, it's not about your psychological needs, it's about theirs. Therefore, read your audience and behave accordingly. For example, let's say you are not one for social chit chat at the beginning of meetings. But perhaps you work with folks who need a little time to warm up first. Adapting to their needs may help them feel more comfortable, and therefore more receptive to what you have to say once the meeting commences.
- Try to avoid imperatives when possible. People sometimes resist when they are told they "must" or "should" or "have to" do something. Even if they agree with your point, they may resist reflexively if they feel pressured, and the words I listed above can trigger such pressure. So, offering "suggestions" or "things to consider" may feel less threatening and give people the psychological room they need to be more open to what you have to say.
- It's okay to express and talk about emotions. In fact, it's essential. Why? Like gas does for our cars, emotions fuel our behavior. Ignoring emotions is like ignoring putting gas in your car: eventually you'll come to a dead stop. So if you think people may be afraid or angered by what you have to say, address it directly. Saying something like "I know some of you may have fear or concerns about this particular issue, and let me see if I can address that" goes a long ways to quelling those fears or concerns in the first place.
- Read your written communications out loud and/or run them by someone else before sending them out. Hearing your words gives you insight into how others may hear them when they read them. And someone else may better pick up on ways to shape your message by anticipating reactions that you may have overlooked. Better safe than sorry is the applicable aphorism here.
- Employ the power of yes/and. I learned this concept from Dan Klein of The Stanford Design School. Dan teaches that if you comment on someone else's idea by saying "Yes, but" you can unintentionally shut down their openness and enthusiasm. If, however, your rejoinder is "Yes, and" it can open the mutual lines of communication and collaboration between you both.
- Listen. People will be much more likely to consider your positions if they feel you genuinely care about and listen to theirs too. So ask questions, listen to answers, and ask follow ups. Together, you are more likely to get to a better answer than either one of you may on your own.
Bottom line: Getting others to go along with your ideas goes beyond capturing their head with logic. If you can capture their head and their hearts, then you've got something.
Gary Bradt is an author and keynote speaker on change and leadership. His latest book, Change: The Tools You Need For The Life You Want At Work And Home will be available on Amazon (http://amzn.to/2fPBxye) and for Kindle on December 6th! More info available at www.garybradt.com.
Thursday, September 1, 2016
WFF Launches 12-City Tour For Leadership Development Workshops
'UNLEASH YOUR LEADERSHIP POTENTIAL'
PROVIDES LEADERSHIP DEVELOPMENT TO PROFESSIONALS LOOKING TO ADVANCE THEIR CAREERS
DALLAS, Aug. 31, 2016 | Women's Foodservice Forum (WFF), a premier leadership development organization, today announced that it will conduct a 12-city tour for Unleash Your Leadership Potential – a Leadership Development Workshop that provides women and men working in diverse industries and sectors of business the necessary leadership skills that can help them advance in their careers.
Unleash Your Leadership Potential is open to anyone who wants to advance in his or her career and not stay behind the advancement or earning curves. Attendees of this one-day workshop will participate in networking and leadership learning that focus on four of the 12 research-based Core Leadership Competencies offered by WFF: Building Effective Networks; Taking Initiative: Gaining Confidence to Take Action; Influencing Others With Diplomacy; and Driving Results.
The instructors for this event are Motivational Keynote Speaker and Front Row Leadership Expert, Marilyn Sherman; Master Certified Facilitator and Executive Coaching Expert, Jerry Magar; and New York Times Best-Selling Author of Self Made, Nely Galan (instructing in Atlanta only).
The 12 cities and dates for WFF's Unleash Your Leadership Potential - Leadership Development Workshops are:
Studies show that more than 60 percent of the world's employed women work in the services sector including foodservice, hospitality, travel, ecommerce, healthcare, financial, advertising, marketing and more. However, women face a gender wage gap globally, earning 77 percent of what men earn. Those same studies report that today, women earn what men were earning ten years ago. The global average annual earnings for women are 11K, compared to men's earnings of 21K.The 12 cities and dates for WFF's Unleash Your Leadership Potential - Leadership Development Workshops are:
- Chicago, IL: September 27
- Toronto, Ontario: September 30
- Orlando, FL: October 4
- Dallas, TX: October 6
- Minneapolis, MN: October 11
- Denver, CO: October 18
- Washington, DC: October 20
- Philadelphia, PA: October 25
- Los Angeles, CA: November 1
- Atlanta, GA: November 3
- Houston, TX: November 9
- Purchase, NY (NYC): November 18
WFF delivers a research-based, leadership development curriculum that teaches women the leadership skills necessary for them to help narrow the gap.
To register to attend Unleash Your Leadership Potential, visit http://workshops.womensfoodserviceforum.com/.
The fee is $350 per person. Seats in each city are limited.
ABOUT WOMEN'S FOODSERVICE FORUM
The Women's Foodservice Forum (WFF) is the industry's premier leadership development organization with more than 25 years of experience advancing women in the foodservice industry. WFF serves thousands of individuals and hundreds of employers in all segments of the industry including operations, manufacturing, distribution, publishing, consulting and more. Through highly effective and educational events such as the Annual Leadership Development Conference, Executive Summit, leadership development programs and rich networking opportunities, WFF provides the competence and strategic connections needed to make a positive difference in the careers of women in the foodservice industry. For more information, visit: www.womensfoodserviceforum.com.Wednesday, August 31, 2016
Ned Yost's Leadership Has The Kansas City Royals Surging
Ned Yost's Leadership Has The Kansas City Royals Surging
By New York Times Best-selling Author, Forbes Contributor & Professional Speaker, Don Yaeger
Article published in Forbes, August 30, 2016
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| Kansas City Royals manager Ned Yost makes his case to the umpire (AP Photo/Orlin Wagner) |
Don’t look now but the Kansas City Royals, the defending World Series champions, are roaring back into contention thanks in part to a leader who knows how to manage change.
On August 5, the Royals looked out of the playoff hunt with a 51-58 record. But after winning 17 of their last 21 games, the Royals are back from the brink, surging to a 68-62 record and are now five games behind in the wild card chase.
Manager Ned Yost knows how tough it is for a team to defend its crown. From 1991 to 2002, Yost was with the Atlanta Braves, serving as bullpen coach and third base coach under Hall of Fame manager Bobby Cox as the team contended every season and won the World Series in 1995.
Looking back to his time in Atlanta, Yost said he learned important lessons from Cox and GM John Schuerholz as the Braves lineup often featured new players each season.
“You win a championship and you want to keep the group together but financially it’s just not possible,” Yost told me in a call recently. “It gets you down a little.”
Yost goes back to what Schuerholz always told the Braves coaches during each offseason. “Our job is to manage change,” Schuerholz would tell the Braves’ staff.
In his time with the Royals, Yost has taken that lesson to heart. The Royals lost some key players from last year’s championship run including Ben Zobrist who can play second base and the outfield, and pitcher Johnny Cueto.
But even with those departures, Yost had a simple reminder for his team. The Royals lost players before and they won. It can happen again.
“You can’t focus on what’s leaving,” Yost told me. “You have to focus on managing change. You have to focus on getting new players.”
Noting that both the Braves and the Royals had success when they brought in new players, Yost said there were other factors besides talent at work. Like many other leaders of great teams, Yost let culture shape his recruiting and realized that fit was more important than credentials.
“You don’t have to get the best players, you have to get the right players,” Yost said. “You find the pieces who can fit in your environment and inside your club house and help you continue your success.”
One of the reasons the Royals players buy into Yost’s leadership is they trust him to support them. Yost told me his years in the majors, mostly as a backup catcher, helped him relate to struggling players.
“As a leader, you have to have belief in a player’s ability, his talent, his makeup, and his desire to win,” Yost said. “If you’ve been around this game long enough, you can identify guys who will be good players. If you give players the opportunity to work through it, they will be okay.”
Yost said that type of patience paid off for the Braves in his time there as young players like Tom Glavine, David Justice, Jeff Blauser, and Ron Gant matured. But even veterans require some patience, Yost said, pointing to outfielder Alex Rios last season.
“I’d seen too much of Alex and knew he could be better,” Yost told me about Rios’ struggles during the season. “We had to put him in position to be successful.”
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Kansas City Royals manager Ned Yost (Photo by Brian Blanco/Getty Images)
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Rios was put in that position as he produced some critical hits in the Royals’ playoff run last year.
“It’s not that hard to be patient if you believe in someone,” Yost said. “You have to believe in what you’re doing and, if that’s the case, it doesn’t matter what anyone says. My whole focus was to do whatever we needed to do to give these kids the experience to let them compete for a championship. They would know how to handle a situation and manage adversity. That helped them take off when the faced adversity in the playoffs.
“They knew as a group they were never out of the game,” Yost added. “The chemistry and trust in the clubhouse was phenomenal.”
Yost’s style of leadership adds to the trust the players have in each other and themselves. Even thought the Royals are considered a good baserunning team, Yost said he didn’t even have signs to steal bases.
One of the reasons the Royals players buy into Yost’s leadership is they trust him to support them. Yost told me his years in the majors, mostly as a backup catcher, helped him relate to struggling players.
“As a leader, you have to have belief in a player’s ability, his talent, his makeup, and his desire to win,” Yost said. “If you’ve been around this game long enough, you can identify guys who will be good players. If you give players the opportunity to work through it, they will be okay. ”
One of the reasons the Royals players buy into Yost’s leadership is they trust him to support them. Yost told me his years in the majors, mostly as a backup catcher, helped him relate to struggling players.
“As a leader, you have to have belief in a player’s ability, his talent, his makeup, and his desire to win,” Yost said. “If you’ve been around this game long enough, you can identify guys who will be good players. If you give players the opportunity to work through it, they will be okay. ”
Yost said that type of patience paid off for the Braves in his time there as young layers like Tom Glavine, David Justice, Jeff Blauser, and Ron Gant matured. But even veterans require some patience, Yost said, pointing to outfielder Alex Rios last season.
“I’d seen too much of Alex and knew he could be better,” Yost told me about Rios’ struggles during the season. “We had to put him in position to be successful.”
Kansas City Royals manager Ned Yost (Photo by Brian Blanco/Getty Images)
Rios was put in that position as he produced some critical hits in the Royals’ playoff run last year.
“It’s not that hard to be patient if you believe in someone,” Yost said. “You have to believe in what you’re doing and, if that’s the case, it doesn’t matter what anyone says. My whole focus was to do whatever we needed to do to give these kids the experience to let them compete for a championship. They would know how to handle a situation and manage adversity. That helped them take off when the faced adversity in the playoffs.
“They knew as a group they were never out of the game,” Yost added. “The chemistry and trust in the clubhouse was phenomenal.”
Yost’s style of leadership adds to the trust the players have in each other and themselves. Even thought the Royals are considered a good baserunning team, Yost said he didn’t even have signs to steal bases.
“I don’t micromanage the games,” Yost told me. “Our guys like to play a certain style of baseball. My philosophy is to take a group of kids, teach them how to play the game right, and let them play. I trust them to do the right thing.”
“I don’t micromanage the games,” Yost told me. “Our guys like to play a certain style of baseball. My philosophy is to take a group of kids, teach them how to play the game right, and let them play. I trust them to do the right thing.”
Follow-through is important to implement Yost’s vision and he’s willing to take the blame when things go wrong.
“The worst thing you can do as a player is to play scared and be afraid to make a mistake,” Yost said. “You have to teach them to play the game fearlessly but you have to allow them to play the game fearlessly. That’s part of being a good manager. If you’re screaming and yelling every time they make a mistake, they won’t play fearlessly. That’s how you play to win.”
Yost said the Royals’ success is due to the entire organization, from the minor league teams all the way down to thorough scouting even before players get drafted.
As the World Series run and the recent surge shows, Yost knows about winning and so do the Royals who are making their move up the standings. By showing patience and once again managing change, Yost is putting the Royals back in position for another run.
When did you have to show patience to develop a teammate? Who has been the Ned Yost on your team who excelled in managing change? I’d love to hear your story!
DON YAEGER IS PROUDLY MANAGED BY STANDARD OVATION
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