The Dirty Little Secret of Business

TO Half-day Tutorials

5/6/2014 1:00:00 PM

The Dirty Little Secret of

Business

Presented by:

Andy Kaufman

Institute for Leadership Excellence and Development, Inc.

Brought to you by:

340 Corporate Way, Suite 300, Orange Park, FL 32073

888-268-8770 ∙ 904-278-0524 ∙ [email protected] ∙ www.sqe.com

Andy Kaufman Institute for Leadership Excellence and Development, Inc.

Andy Kaufman works with people who want to improve their ability to deliver projects and lead teams. He helps professionals get focused, take action, and deliver results. His keynotes, workshops, and executive coaching services have reached tens of thousands of people from hundreds of companies, helping them deliver their projects, become more confident leaders, and achieve the results they desire. Andy is the author of three books, including Navigating the Winds of Change: Staying on Course in Business & in Life, Shining the Light on The Secret, and an e-book entitled How to Organize Your Inbox & Get Rid of E-Mail Clutter. He is a certified Project Management Professional (PMP®) and host of The People and Projects Podcast. You can learn more about Andy at www.i-leadonline.com.t i-leadonline.com.

Participant Guide

The Dirty Little Secret of Business. Module 12

The Dirty Little Secret of Business

2014, Institute for Leadership Excellence & Development Inc. ALL RIGHTS RESERVED. No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying or recording, or by any information storage or retrieval system, or otherwise, without written permission from the Institute for Leadership Excellence & Development Inc. (I-LEAD). For permission or more information, please send requests to I-LEAD at the address below. All brand names, product names, and trademarks are owned by their respective companies and referred to herein for identification purposes only. For general information on other products and services offered by the Institute, please contact us or visit our website at www.i-leadonline.com. 765 Pheasant Ridge Court Suite 101 Lake Zurich, IL 60047 USA Telephone: 866-884-5323, [email protected] www.i-leadonline.com


Table of Contents

Module 1 Introduction ........................................................................... 6

Overview of the Program .................................................................... 7 How to Get the Most Out of This Program ............................................. 7

Module 2 The Importance of Relationships ............................................... 8

Exercise: Why Are Relationships So Critical? ......................................... 9 Challenges to Building Relationships .................................................. 10

Module 3 Which Relationships to Focus On ............................................. 11

Exercise: Which Relationships to Focus On? ........................................ 12 Maximizing Your Time with Others ..................................................... 13

Your Inner Circle ........................................................................... 13 Your Go To Group ......................................................................... 14

Relationship Interest Matrix .............................................................. 15 Aspirational Contacts ..................................................................... 16

Simple Lists .................................................................................... 17 Relationship Value Matrix ................................................................. 17 Analyzing Your Relationships ............................................................. 18 Exercise ......................................................................................... 19

Module 4 The Impact of Styles on Relationship Building ........................... 21

Myths and Misconceptions about Introverts ......................................... 22 Introverts and Extroverts: Comparing the Styles ................................. 23 Additional Tools ............................................................................... 23 People Styles Self-Questionnaire ....................................................... 24 Analyzer Style ................................................................................. 28 Driver Style .................................................................................... 29 Performer Style ............................................................................... 30 Helper Style .................................................................................... 31 Styles Under Stress ......................................................................... 32 Style Flexibility ................................................................................ 33 Exercise ......................................................................................... 34

Module 5 What Networking Is (and Isn’t) ............................................... 35

What Networking Is (and Isn’t) ......................................................... 36 Opportunities to Build Relationships ................................................... 37

Within Your Organization ............................................................... 37 Within Your Industry/Profession ...................................................... 37 Beyond! ....................................................................................... 37


Developing Your Personal Brand ........................................................ 38 Developing an Elevator Speech ......................................................... 39

Marketing Formula ........................................................................ 40 “Know How?” Formula ................................................................... 41

Elevator Speech Exercise .................................................................. 42

Module 6 Developing Your Relationship Building Skills ............................. 43

Skills You Use Today ........................................................................ 44 Practicing “As If” ............................................................................. 45 Develop Your Influence Skills ............................................................ 46 Capture What You Learn About People ............................................... 47 Add Value to Your Network ............................................................... 48 Be a Connector................................................................................ 49 Don’t Burn Bridges........................................................................... 49 Stay in Touch .................................................................................. 49 Honing Your Communication Skills ..................................................... 50 Exercise ......................................................................................... 51

Module 7 Dale Carnegie on Building Relationships ................................... 52

People Issues .................................................................................. 53 Self-Appraisal ................................................................................. 54 Feedback Form ................................................................................ 55 Fundamental Techniques in Handling People ....................................... 56

Don’t criticize, condemn, or complain .............................................. 56 Give honest & sincere appreciation.................................................. 58 Arouse in the other person an eager want ........................................ 58

Six Ways to Make People Like You ..................................................... 59 Become genuinely interested in other people .................................... 59 Smile .......................................................................................... 59 Use a person’s name ..................................................................... 59 Be a good listener ......................................................................... 60 Talk in terms of the other person’s interest ...................................... 60 Make the other person feel important—and do it sincerely ................. 60

Recommendation ............................................................................. 61

Module 8 Leveraging Social Media......................................................... 62

The Key to Using Social Media Effectively ........................................... 63 Andy’s Social Media Networking Strategy ......................................... 63

Stay in touch with minimal time commitment ................................ 63 Add value to others by connecting people ..................................... 63 Build my business by building relationships ................................... 63 Learn by experimenting .............................................................. 63


Recommendations ........................................................................... 64 Key decisions .................................................................................. 64 Tool Recommendations .................................................................... 65

LinkedIn ...................................................................................... 65 Facebook ..................................................................................... 66 Send Out Cards ............................................................................ 67

Module 9 Taking Action ....................................................................... 68

What Do You Want? ......................................................................... 69 Taking Action .................................................................................. 70

Additional Resources ........................................................................... 71

Recommended Books ....................................................................... 72 Websites and Podcasts ..................................................................... 73 About the Institute .......................................................................... 74 About Andy Kaufman, PMP ................................................................ 75

The Dirty Little Secret of Business. Module 16 Introduction

Module 1 Introduction Welcome to The Dirty Little Secret of Business, an e-learning program designed to help accelerate your ability to lead and succeed. We fundamentally believe that the dirty little secret of business is that everything is done on relationships. This program is designed to help you develop meaningful, strategic relationships. Thank you for participating!

Facilitator Andy Kaufman

E-Mail Address [email protected]

The Dirty Little Secret of Business. Module 17 Introduction

Overview of the Program

The following topics are covered in this program:

• The Importance of Relationships

• The Relationships to Focus On

• The Impact of Styles on Relationships

• What Networking Is (and Isn’t)

• Relationship-Building Skills

• Social Networking

How to Get the Most Out of This Program

Like most learning opportunities, you tend to get out of it what you put into it. To get the most out of this program we recommend you: • Engage! Our session will be highly interactive. Get ready to join the

discussion with the activities that are included.

• Keep pace! You can take this program at any pace you desire. However, we recommend you not go through it any slower than designed by the facilitator.

• Use it! The best way to ensure that you benefit from the learning is to start using it! Don’t wait until the end of the program. Start using it right away!

• Have fun! Our learning approach is specifically designed for us all to have fun while we learn. You are invited to join the facilitator in keeping the learning environment fun as we learn to lead together.

The Dirty Little Secret of Business. Module 28 The Importance of Relationships

Module 2 The Importance of Relationships


Exercise: Why Are Relationships So Critical?

Intuitively we know that relationships are important. But most people tell us they are not as active in developing relationships as they know they should be. So let’s get more specific. Answer the following questions:

What are some specific examples of how relationships have helped you?

What are some challenges to more actively developing relationships?

Notes:


Challenges to Building Relationships

We often hear people say that “time” is one of the biggest obstacles to more intentionally developing relationships.

But is it really a time issue? We prioritize those activities that we perceive will provide the best return for our attention. Our observation is that networking (or relationship building) is often not perceived as sufficiently valuable to justify the investment of time.

In addition, coaching clients often tell us that it’s not just time—but it’s that they didn’t get the people gene! That’s another way of saying, “I’m not really a people person and this whole networking thing is easiest for those who are more extroverted.” In their excellent book Change Anything (see the Additional Resources section for more information on this and other books), the authors note that we can best make changes when we look at both our ability and motivation. We take that same approach. There are ability issues such as tools, techniques, and styles that anyone can learn, practice, and benefit from. Yet there are also motivation issues. We address those by helping you understand the importance of relationship building, considering mindsets, and supporting each other.

The Dirty Little Secret of Business. Module 311 Which Relationships to Focus On

Module 3 Which Relationships to Focus On

“If we really understood how those around us really impacted us, we’d be a lot more careful about who we spend time with.” Andy Kaufman “You are the mean of the five people you spend the most time with.” Allan Holender “What and who you listen to will determine what you do.” Andy Stanley


Exercise: Which Relationships to Focus On?

Answer the following questions based on your experience.

How much does it matter who you spend time with? Why?

Who are a few of the most beneficial relationships in your life (work and personal)?

Can you think of someone you spend time with that is not beneficial for you?

Notes:


Maximizing Your Time with Others

We are significantly influenced by the people we spend the most time with. You should seek to maximize your time with people who:

• Inspire you to be better, not tear you down.

• Take your further, not hold you back.

• You can help as well as can help you.

Your Inner Circle Your Inner Circle is a very special group of people. These are deep, trusting, meaningful relationships that significantly impact your career, well-being, and overall success and satisfaction in life. Keith Ferrazzi is the author of Never Eat Alone: And Other Secrets to Success, One Relationship at a Time and Who's Got Your Back: The Breakthrough Program to Build Deep, Trusting Relationships That Create Success--and Won't Let You Fail. Keith calls these lifeline relationships—people who “have your back”. Interestingly, Keith’s research has found that 50% of people interviewed cannot name someone who is truly in what we’re calling your Inner Circle. Surprisingly, 60% of those people who couldn’t answer the question were married, which means they couldn’t consider even their spouse to be someone who could be trusted to support and engage to the level required for this role. Your Inner Circle doesn’t have to be filled with many people. In fact, a couple people might be fine. But these are people who are completely invested in you. They can tell you “when you have bad breath”, which is to say they will tell you what you need to hear, but do so in a spirit of support. They would answer your call in the middle of the night because you are a priority to each other.


Your Go To Group When you need insight, do you have a “go to” person? The needs can vary widely, but do you have a relationship with an actual person that you can draw upon when needed. Occasionally I’ll have a coaching client tell me, “Why do I need a person to rely on when I have a search engine?” Google is great, and for certain needs the resources we can access from the internet can fit our need. But certainly we’ve all encountered circumstances where information on the internet was biased, misleading, or incomplete. People in your Go To Group are those you tap when you have a need. They may be biased but they are biased in your favor. Example categories of Go To Group participants include:

• Medical

• Financial

• Career mentor

• Legal

• Spiritual

• Auto

• Home repair

What would your Inner Circle and Go To Groups look like? What is the downside of an incomplete list?


Relationship Interest Matrix

To be more strategic with our relationships it can be helpful to consider:

• Who are you interested in spending more time with?

• Who should you be spending less time with?

• How similar is that with other person’s interest?

One way to think this through is to fill out a Relationship Interest Matrix.

First, consider those people that you have an interest in spending more time with. It could be they are potential candidates for your Inner Circle or Go To Groups. Since your interest in developing the relationship is high, their names would go on the right side of the matrix.

Second, who are those people that you sense you should be

spending less time with. There are many reasons why that could be but the bottom-line is that you believe your time with them should drop compared to the current investment. These people will go on the left side of the matrix.

Third, assess the interest level of the other person in further developing a relationship with you. If, as best you can tell, they have a growing interest in developing a relationship with you, their name would be placed in one of the top cells. If your sense is that they’re not necessarily interested in developing a relationship with you, they’ll go in one of the bottom cells.

- ++

-

Interest in Developing the Relationship

My Interest

Thei

r Int

eres

t


Relationship Interest Matrix (continued)

For those in the upper-right quadrant, you should actively pursue opportunities to develop those relationships. For those in the lower-right, you might need to leverage different strategies in order to connect with them. Though your perception is that they are less interested in developing a relationship, don’t assume that is completely true. Consider what would be the best way to approach the person and start small—perhaps just ask them to lunch.

Perhaps the easiest people to deal with are those in the lower left. Neither of you are much interested in developing the relationship! But those in the upper-left are tricky. You must always remain respectful to them. Yet when it comes to time with them, the goal is to minimize it to reflect them as a lower priority.

Aspirational Contacts

Let me challenge you to consider adding one or more aspirational contacts to your matrix. An aspirational contact is someone who you might normally chalk up to being “out of your league.” Said differently, it could be someone who you don’t know (or don’t know well) and is seemingly unlikely to return your call (or so you think!). It could be someone who is a national or international expert in an area. Or perhaps they are a high-level executive in your company or at another company in your industry.

I continue to be amazed how willing these aspirational contacts are to engage in a discussion if you approach it with some finesse. The negotiation maxim is “You don’t get if you don’t ask”, and it applies with aspirational contacts. Who knows what such a relationship could lead to? Consider adding an aspirational contact to your Relationship Interest Matrix.


Simple Lists

Alternatively, you can simply start making a list of names. This should contain those people you spend the most time with (regardless of benefit). Then add those you would like to invest in. You can then put a + or – next to names to indicate guidance on whether you should be spending more or less time with them.

Relationship Value Matrix

Want yet another way to consider your relationships? The Relationship Value Matrix has you consider people along two dimensions: the value they bring to you and the value you provide to them.

In the example on the right, the size of the bubble represents how much time you currently spend with each person. The people represented by the smallest bubbles in the upper right quadrant could be those you want to prioritize in meeting with in the near term.

Recommending this tool does not to imply that you only seek to be the recipient in relationships. Certainly we are here to serve and to pour into others. But by considering your contacts along those two dimensions, you can get some insights on who should be spending more time with.


Analyzing Your Relationships

Regardless of the technique you use, I recommend you be more intentional in analyzing your relationships.

Don’t skip this step. Make sure to ask yourself:

• Who/what roles are missing?

• Who do I need to spend more time with? Less time?

• Do I like, trust, and respect the key people?

By analyzing your relationships you have the ability to better fill the gaps in your Inner Circle and Go To Group. There are great benefits available to you by investing your time more wisely in the lives of other people.


Exercise

Based on what you’ve learned in this section, fill out the following:

Who is currently in your Inner Circle?

Who is currently in your Go To Group (including name and role)?

Name Role Medical

Financial

Career

Legal

Spiritual

Exercise

Real estate

Home repair

Auto

Name Role

What are some Go To Group categories that you do not currently have some filling?


Exercise (continued)

Fill out the Relationship Interest Matrix below. Make sure to include an aspirational contact:

- ++

-

Interest in Developing the Relationship

My Interest

Thei

r Int

eres

t

The Dirty Little Secret of Business. Module 421 The Impact of Styles on Relationship Building

Module 4 The Impact of Styles on Relationship Building

“You can make more friends in two months by becoming really interested in other people than you can in two years by trying to get other people interested in you.” Dale Carnegie “People don’t care how much you know until they know how much you care about them.” Zig Ziglar “People like people like themselves.” Andy Kaufman


Myths and Misconceptions about Introverts

How important is extroversion to relationship building? A highly recommended book on relationship building for introverts is Networking for People Who Hate Networking: A Field Guide for Introverts, the Overwhelmed, and the Underconnected, by Devora Zack. See the Additional Resources section for more on the book, including a link to listen to my interview with Devora. There are many myths and misconceptions about relationship building for introverts, including:

• More is better! “Never eat alone!” This myth says “The person with the most Facebook friends wins!” Or, as Keith Ferrazzi entitled his book, “Never eat alone”—always make sure you’re with someone. Quantity has some benefits at times but quality nearly always trumps quantity. And meal times can be a perfect time for more introverted people to recharge.

• Introverts are shy, extroverts are outgoing! I know plenty of introverted people who are not necessarily shy. Introverts just don’t tend to prefer to be the center of attention in a large group. But one-on-one they can be extremely engaging.

• “Force yourself to be more extroverted!” The key for an introverted professional is not to become more extroverted. You don’t have to change who you are. Everyone can learn skills to help them be more effective.


Introverts and Extroverts: Comparing the Styles

To better understand the two different styles, consider the following table:

Introverts Extroverts

Inward directed Outward directed

Think before talking Thinking while talking

Recharge alone Recharge with others

Prefer to focus Enjoy diversions

Focus on tasks & ideas Focus on people & activities

Prefer one-on-one Prefer group

More private More public

Additional Tools

Every person brings skills and abilities to relationships. Often people do not sufficiently realize the extent of what they bring, which can be self-limiting when it comes to relationship building. It can be helpful to create a Skill Inventory. This is a simple list that allows you to summarize, for example:

• Areas of expertise

• Experience

• Interests

• Connections

Another exercise, recommended by the book Change Anything, is to consider your Default Future. What would the future look like if you don’t more actively build relationships? Who are some people that you know who did not invest in relationship building—regardless of their personality type. How did it impact their career?

www.i-leadonline.com 24

People Styles Self-Questionnaire

Instructions: For each of the questions below, select the option that best represents how you think people would describe you. Put the letter of the response in the blank. There is no correct answer.

1. When in meetings, most people would say I: A. Speak up early and often R. Keep my thoughts to myself

2. I would more likely be characterized as: A. Distracted R. Focused

3. When it comes to how I am feeling, I am likely described as: T. Tending to control my feelings P. Tending to express my feelings

4. Most people who know me would say I am good with details R. Yes A. No

5. When it comes to interacting with others, I would rather: T. Send an e-mail or text message P. Talk with them face-to-face

6. It’s very important for me to: A. Get it done R. Get it right

7. Interacting with people tends to: P. Energize me T. Drain me

8. When faced with conflict, I tend to: A. Address it head-on R. Avoid it if possible

9. In my conversations I tend to: P. Enjoy discussion and debate T. Enjoy getting to the point

10. When making decisions, I can be known to: R. Over-analyze A. Go from gut-feel


11. If 30 words are enough, I tend to say it in: P. 40 or more T. 20 or less

12. In my conversations, I: A. Tend to use direct, emphatic statements R. Often use tentative statements

13. Most people I interact with would say it is: P. Easy to read how I am feeling T. Difficult to read how I am feeling

14. Most people say I: A. Tend to make decisions quickly (maybe too quickly at times) R. Tend to make decisions slowly (maybe too slowly at times)

15. When it comes to dealing with time, I tend to be: P. Flexible T. Disciplined

16. I prefer interacting with people: A. In groups R. One-on-one

17. When speaking I tend to: P. Use a lot of hand & body movement T. Use limited hand & body movement

18. I am likely described by people as a: P. Public person T. Private person

Totals: R A P T

Scoring the Self-Questionnaire

• The total responses should add up to 18.

• Select the larger number between R and A. Circle the letter here as well as on the quadrant chart on the following page.

• Select the larger number between P and T. Circle the letter here as well as on the quadrant chart on the following page.


Assessing Another Person’s Style

Use the following charts to attempt to assess someone’s style:

Facial Expression

Hand/Body Movement

Time Perspective

Comfort with Small Talk

Fact & Details

Personal Feelings

Personal Contact

Non-Verbal Feedback

Animated

Much

Flexible

More

Low Emphasis

Shares

Seeks

Immediate

Limited

Limited

Disciplined

Less

High Emphasis

Avoids

Avoids

Slow

Adapted from People Styles at Work, by Bolton and Bolton

Task People

Energy

Wordiness

Eye Contact

Statements

Gestures

Voice Level

Voice Speed

Communication

Anger

Higher

High

More

Emphatic

More

High

Fast

Eager

Quicker

Lower

Low

Less

Tentative

Less

Low

Slow

Hesitant

Slower

Reserved Action


Analyzer Style

Strengths

• Detail-oriented

• Focus on facts, information

• Comfortable working alone

• Cautious

• High standards

Challenges

• Overly critical

• Picky

• Indecisive


Driver Style

Strengths

• Assertive

• Competitive

• Results-oriented

• Likes to be in charge

Challenges

• Blunt

• Unconcerned about others

• Impatient

• Not always a good listener


Performer Style

Strengths

• Outgoing

• Enthusiastic

• Comfortable with Visibility

• Social

Challenges

• Inattentive to Details

• Overly Emotional

• Impulsive

• Talkative


Helper Style

Strengths

• Accepting

• Considerate

• Laid Back

• Values Fairness & Justice

Challenges

• Resists Change

• Tentative

• Trouble saying “No”


Styles Under Stress

When the different People Styles are under pressure, they can each react in different ways. It is important to recognize when a team member begins to exhibit these behaviors. Though any of these backup behaviors may be valid in certain situations, the team can be hampered by any of these being over-used for an extended period of time.

Avoiding Autocratic

Attacking Acquiescing


Style Flexibility

To improve our effectiveness with people, we need to use style flexibility: our ability to get out of our quadrant when communicating with others.

What can you do to improve your Style Flexibility?

Some considerations to keep in mind:

• “All models are wrong. Some are useful.” George Box

• Analyze others to improve situations

• Don’t use the styles to excuse your behavior

• The model that may not translate to all cultures


Exercise

To help reinforce what you have learned in this module (and prepare for future learning), do the following:

• Sign up for LinkedIn (www.LinkedIn.com). If you are not already a member of LinkedIn, I highly recommend you join with a free membership before continuing in the program.

• Write out a Skill Inventory. Take an honest look at the value you bring to relationships. What are areas of expertise, experience, interests, and connections? Use the space below.

• Take a few minutes to conduct a Default Future exercise. What does your default future look like if you do not make some notable changes to how you are currently developing relationships? Perhaps there are other changes you should consider as well. For example, have you been interested in changing some personal habits, such as smoking, diet, or exercise? What does your default future look like if you do not change those habits?

The Dirty Little Secret of Business. Module 535 What Networking Is (and Isn’t)

Module 5 What Networking Is (and Isn’t)


What Do You Associate with Networking?

I recently sat with a coaching client who recently moved into a sales role. He’s never officially been a salesperson before. In his mind, he has trouble thinking of himself as a salesperson, despite what his business card and job description says.

What causes the disconnect? He associates the role of a salesperson with someone who pushes someone else to buy something they don’t need or want. He doesn’t like being sold and thus struggles because of how he looks at the role.

Some people have negative associations with the term networking as well. What comes to mind when you think of the term networking?

For the sake of our discussion in this program, networking is really relationship building.

What Networking Is (and Isn’t)

Here are some examples of what networking is and isn’t:

Is Isn’t

Mutual benefit

Only self-seeking

On-going An event

For all of us For some


Opportunities to Build Relationships

There are many opportunities for each of us to build relationships.

Within Your Organization One place to start is within the company you currently work. Ideas include:

• Finding a mentor & meeting regularly

• Lunches

o Beyond your dept

o Develop a list

• Invite others to speak at staff/ project meetings

Within Your Industry/Profession Another source of relationship building opportunities is within your industry or profession. Ideas include:

• Conferences

• Associations

• User groups

• Online networks (e.g. LinkedIn)

Beyond! But it doesn’t have to stop there. You have a nearly endless number of opportunities beyond your company, industry, and profession. I recommend to coaching clients who are working on this to set a goal to meet someone new every day. How does that help?

• It teaches us how to small talk—an important skill in social interactions.

• It teaches us how to ask questions—a skill we will talk about more in this program.

• And it teaches us that everyone has a story and that life is short and the world is small.


Developing Your Personal Brand

What are some of the first words people would use to describe you? That’s one way to think of what we refer to in this program as your personal brand.

Though it might sound rather marketing oriented, we all are actively developing a personal brand, reinforcing it with our behavior and decisions every day.

Is it reinforcing what you desire? What brand are you building?


Developing an Elevator Speech

Let’s say you walked into an elevator and someone very high in your organization—someone you don’t know well and they don’t know you—asks, “I don’t believe we’ve met. What’s your name and what do you do here?”

Of course you could answer the name question easily but what about the last half of that question? Could you answer it clearly and confidently in the time it takes to complete an elevator ride?

An effective tool for your networking (both inside and outside your organization) is an elevator speech. It allows you to succinctly and clearly answer questions such as:

• “So, what do you do?”

• “What does your company do?”

• “Tell me about your team?”

• “What’s this project about?”


Marketing Formula

One outline that can be used to create an elevator speech is referred to as the Marketing Formula. Outline Example

Target PMs, executives, aspiring leaders

Problem Slipped deadlines, poor performing teams, insufficient leadership bandwidth

Desired Outcome Successful project delivery, highly performing teams, improved business results

Story Stories from past coaching clients, training clients, meeting planners

Call to Action Click to learn more, free report, call for information, free coaching session.

You can use all or part of this formula. For example, my current elevator speech is “Andy works with organizations around the world helping them improve their ability to deliver projects and lead teams. Andy’s keynotes, workshops, and executive coaching services have reached tens of thousands of people from hundreds of companies over the years.” There are then links for meeting planners or to resources on our website.

Can you see where the elements of the Marketing Formula show up in that elevator speech?

For an IT professional, the elements of the formula might include: Target CIO, Senior IT leaders Problem Slipped deadlines, poor performing teams Desired Outcome Successful projects, improved business results Story (stories from past projects/roles) Call to Action Visit my blog, review my SlideShare, contact me at…


“Know How?” Formula

An alternative formula directs you to ask a question and then answer it:

• “Do you know how (problem)?”

• “What I/we do is (benefit or solution)”

Here’s an example:

“Do you know how organizations can tend to buy one of everything when it comes to systems? I specialize in designing enterprise architectures that can scale with the company and save them money.”

One of the keys to this formula is to catch the target person’s attention with the opening question. They should be able to personally relate to the problem. Then you show your value by how you solve that problem for them.

How could it help if you developed an elevator speech?


Elevator Speech Exercise

Draft a couple versions of an elevator speech using one or both of the formulas provided in this module. The elevator speech can be for you personally, for your team, and/or a project you are leading.

The Dirty Little Secret of Business. Module 643 Developing Your Relationship Building Skills

Module 6 Developing Your Relationship Building Skills


Skills You Use Today

Regardless of how long you have been in the business world, there are many skills you have developed to help you build relationships.

What are a couple of the most important things you do to build and maintain solid relationships?


Practicing “As If”

This skill helps you re-frame an activity in your mind. If public speaking is a challenge for you, practicing “as if” means that when you get up to speak, you act “as if” you were not nervous. Sound impossible?

It’s amazing how a determined mindset can influence how the rest of your body reacts. Though this isn’t the only technique employed, after practicing “as if” for public speaking I was able to go from being extremely nervous to speak in front of even small groups to making a living being in front of large groups.

How does this apply to networking and relationship building? It could be that you look at this as a hassle. Or perhaps a necessary evil? Or maybe you are dreading going to the social gathering of a company offsite, convinced that it will be a waste of time.

Act “as if”. Act as if this offsite social gathering is going to be a great investment of time. Determine yourself to look at asking someone to lunch as a step forward in your career.

Pretend. Fake it. Practice. Over time practicing “as if” can become a powerful way to change how you look at challenges, which can have significant impact on the results you experience.


Develop Your Influence Skills

Regardless of whether you are an extrovert or introvert, there are influencing skills that can be developed. Improved influence skills can provide opportunities to build relationships, provide value to others, and get more of what you and your team need to be successful.

Dr. Robert Cialdini is the author of two excellent books on this topic, including Influence: The Psychology of Persuasion and an entertaining companion book entitled Yes! 50 Scientifically Proven Ways to Be Persuasive. In these books Cialdini and his co-authors reveal what their research has found to be the weapons of influence.

One of those weapons is referred to as Liking, which says that people prefer to say “Yes” to individuals they know and like.

Four components of Liking include:

• Physical attractiveness. Cialdini reports that people who are considered physically attractive have a halo effect that makes them seem smarter, more capable, gain more favorable judgments. No surgery or medication will make me Brad Pitt, but some of us would benefit from doing the best with what we have! As the workplace gets more casual, looking your best can improve your influence.

• Similarity. We tend to like people like us, and the more similar, the more we like them without critical consideration. One way to improve your similarity with others is to use their vocabulary—words and language that are relevant to their part of the business.

• Praise. Generally speaking, compliments enhance liking. It can back-fire if not insincere, for sure. But it’s worth asking: are you giving compliments or praise as often as you could?

• Increased Familiarity. Repeated contact under positive circumstances can help improve your influence. Look for opportunities to connect with people when you are not in the heat of battle, so to speak.


Capture What You Learn About People

We are constantly learning about people we interact with throughout our days. However, we often forget that learning as soon as we leave the room.

Nearly every contact system has a text field that allows you to enter unstructured information about the person. In Microsoft Outlook, the field is called Notes.

After meeting with someone (or sometimes after receiving an e-mail), I’ll update the Notes field with information that I want to recall later.

Thanks to the ability to synchronize with handheld devices, this information is then available to me to review before I meet or call on the person.

Remembering information about people helps warm up relationships and technology can help you do that.


Add Value to Your Network

It’s not enough to have someone in your list of connections on LinkedIn or a friend on Facebook. Relationships deepen when you can add value to other people.

Ideas to add value include:

• Sending a link to an article that you know addresses an area of interest to them.

• Recommending a book that you believe is relevant to something they are interested in.

• Giving someone a heads-up about a new tool that you believe will be helpful to them (which is what I did when I recommended reqall.com).

Did you see a theme across those bullet points? It’s all about the other person, not you. Remember to keep the focus on topics and issues that are relevant to your target. Otherwise it’s just professional spam.


Be a Connector

In Malcolm Gladwell’s book The Tipping Point: How Little Things Can Make a Big Difference, the author identifies that certain people are connectors. They are gifted with the skill of connecting people with other people, or people with resources.

Want to be more successful at developing meaningful, successful relationships? Look for ways to help people. Recommend them to others. Find ways to recommend people, such as writing a Recommendation on LinkedIn.

Don’t Burn Bridges

In my book Navigating the Winds of Change: Staying on Course in Business & in Life, I talk about the importance of ending well. This is critical in professional relationships. The reality is that life is short, the world is small, and by ending well we can avoid the trap of burning bridges.

Stay in Touch

It’s so easy to let time go by between interactions with people. When I receive a LinkedIn message from someone that I haven’t spoken with in a while, I tend to expect it to be a note about assistance to find a job. And I’m often correct.

Look for ways to stay in touch with people. Remember that repeated contact under favorable circumstances helps improve your influence. So take time to remember people on their birthday or anniversary. A tool such as Send Out Cards (http://www.SendOutCards.com/23195) can help make this easier.

http://www.sendoutcards.com/23195�


Honing Your Communication Skills

Communication is the process of exchanging information. According to the Project Management Institute, project managers spend up to 90% of their time communicating. The Sender-Message-Receiver model summarizes how this process works:

• Sender. The Sender is responsible for encoding the message in a way that is as clear as possible to the Receiver. Care should be taken to choose words wisely and aligning the words with body language and vocal tone, where possible. When those are not in alignment, we tend to be much more highly influenced by body language (55%) and vocal tone (38%) than words (7%).

• Message. The message is the information that needs to be transmitted to the Receiver. It can take many forms, from written, to verbal, to non-verbal. It can be formal or informal and intended for peers (horizontal) or one or more people higher or lower in the organization (vertical).

• Transmit. Most companies tend to be heavy users of electronic forms of transmittal (e.g. e-mail, instant messaging). Though these can be valid, remember the principle: “The more sensitive the issue, the richer the medium.” Tip: Try Send Out Cards to use a richer medium to say “Thanks!”, “Nice to meet you!” etc.: http://www.SendOutCards.com/23195.

• Receiver. The Receiver is the person intended to receive the information. It is important to remember they will filter the message through the lens of their biases, attitudes, culture, and knowledge of the subject. It is critical that the Sender check to make sure the Receiver understands the message.


Exercise

We have covered many recommended skills in this section. To help reinforce the learning and move it towards action:

What are 2-3 specific actions that you will take based on this learning? By when?

The Dirty Little Secret of Business. Module 752 Dale Carnegie on Building Relationships

Module 7 Dale Carnegie on Building Relationships


People Issues

What are some of the top people issues that impact your ability to lead, deliver, and develop relationships?

Dale Carnegie’s classic book How to Win Friends and Influence People is a timeless, must-read business classic. Though originally published in 1937, the book remains refreshingly relevant in current times. In the book Dale asserts a certain percentage of your success is a result of your technical knowledge. What percent would you guess?

Success is

professional knowledge

your “ability to express ideas, to assume leadership,

and to arouse enthusiasm among people.”

___

Dale Carnegie

___

How to Win Friends and Influence People Self-Appraisal

On a scale of 1 to 10 (where 1 is “Almost Never” and 10 is “Nearly Always”), circle the number that represents how you believe others would rate each statement. After circling your answers, please total the point values to calculate your score. # Characteristic Almost Never Nearly Always

1. I avoid criticizing, condemning, and complaining. 1 2 3 4 5 6 7 8 9 10

2. I freely extend lavish praise and appreciation. 1 2 3 4 5 6 7 8 9 10

3. I excel at understanding what other people want. 1 2 3 4 5 6 7 8 9 10

4. I show a genuine interest in other people. 1 2 3 4 5 6 7 8 9 10

5. I am known as someone who smiles a lot. 1 2 3 4 5 6 7 8 9 10

6. I excel at remembering people’s names. 1 2 3 4 5 6 7 8 9 10

7. I am known for being a good listener. 1 2 3 4 5 6 7 8 9 10

8. I talk in terms of other people’s interests, not my own. 1 2 3 4 5 6 7 8 9 10

9. I avoid getting into arguments. 1 2 3 4 5 6 7 8 9 10

10. I sincerely try to make other people feel important. 1 2 3 4 5 6 7 8 9 10

11. I am very diplomatic when telling people they are wrong. 1 2 3 4 5 6 7 8 9 10

12. I admit my mistakes quickly and emphatically. 1 2 3 4 5 6 7 8 9 10

13. I am recognized as having a friendly disposition. 1 2 3 4 5 6 7 8 9 10

14. I am able to get people to say “yes” immediately. 1 2 3 4 5 6 7 8 9 10

15. I let other people do a great deal of the talking. 1 2 3 4 5 6 7 8 9 10

16. I regularly let other people think an idea is theirs. 1 2 3 4 5 6 7 8 9 10

17. I actively try to see things from others’ points of view. 1 2 3 4 5 6 7 8 9 10

18. I am known for showing empathy. 1 2 3 4 5 6 7 8 9 10

19. I try to appeal to more noble motives. 1 2 3 4 5 6 7 8 9 10 20. I am known for dramatizing my ideas. 1 2 3 4 5 6 7 8 9 10

21. I get performance by spurring positive competition. 1 2 3 4 5 6 7 8 9 10

Total Score

How to Win Friends and Influence People Feedback Form

On a scale of 1 to 10 (where 1 is “Almost Never” and 10 is “Nearly Always”), circle the number that represents how you perceive the person demonstrating each statement. After circling your answers, please total the point values to calculate your score.

# Characteristic Almost Never Nearly Always

1. They avoid criticizing, condemning, and complaining. 1 2 3 4 5 6 7 8 9 10

2. They freely extend lavish praise and appreciation. 1 2 3 4 5 6 7 8 9 10

3. They excel at understanding what other people want. 1 2 3 4 5 6 7 8 9 10

4. They show a genuine interest in other people. 1 2 3 4 5 6 7 8 9 10

5. They are known as someone who smiles a lot. 1 2 3 4 5 6 7 8 9 10

6. They excel at remembering people’s names. 1 2 3 4 5 6 7 8 9 10

7. They are known for being a good listener. 1 2 3 4 5 6 7 8 9 10

8. They talk in terms of other people’s interests, not their own. 1 2 3 4 5 6 7 8 9 10

9. They avoid getting into arguments. 1 2 3 4 5 6 7 8 9 10

10. They sincerely try to make other people feel important. 1 2 3 4 5 6 7 8 9 10

11. They are very diplomatic when telling people they are wrong. 1 2 3 4 5 6 7 8 9 10

12. They admit their mistakes quickly and emphatically. 1 2 3 4 5 6 7 8 9 10

13. They are recognized as having a friendly disposition. 1 2 3 4 5 6 7 8 9 10

14. They are able to get people to say “yes” immediately. 1 2 3 4 5 6 7 8 9 10

15. They let other people do a great deal of the talking. 1 2 3 4 5 6 7 8 9 10

16. They regularly let other people think an idea is the other person’s. 1 2 3 4 5 6 7 8 9 10

17. They actively try to see things from others’ points of view. 1 2 3 4 5 6 7 8 9 10

18. They are known for showing empathy. 1 2 3 4 5 6 7 8 9 10

19. They try to appeal to more noble motives. 1 2 3 4 5 6 7 8 9 10 20. They are known for dramatizing their ideas. 1 2 3 4 5 6 7 8 9 10

21. They get performance by spurring positive competition. 1 2 3 4 5 6 7 8 9 10

Total Score


Fundamental Techniques in Handling People

Don’t criticize, condemn, or complain Dale Carnegie’s first technique for handling people is easy to say but can be difficult to follow.

What are some situations when it would be difficult to not criticize, condemn, or complain in your role?

In what ways do you agree with Carnegie? Disagree?


Don’t criticize, condemn, or complain (continued) Dale Carnegie suggests two ways to help us avoid criticizing, condemning, and complaining:

• Try to understand them

• Try to figure out why they do what they do

Since need often drives behavior, we can better follow Carnegie’s advice by trying to understand the person better before judging their behavior. We have found asking these four questions can help:

• “Why would a reasonable, rational, and decent person do that?”

• “What’s my part in this?”

• “What do I really want?”

• “What do they really want?”


Give honest & sincere appreciation Here are some quotes to consider:

• “The deepest urge in human nature is the desire to be important.” John Dewey

• “The deepest principle in human nature is the craving to be appreciated.” William James

• “I am anxious to praise but loath to find fault. If I like anything, I am hearty in my approbation and lavish in my praise.” Charles Schwab

We talked about this principle earlier in the program. There are many relational benefits to giving honest and sincere appreciation. Note that we’re not talking about flattery, which would not be honest.

Lessons regarding expressing appreciation well include:

• Early and often. Don’t hesitate—express appreciation as soon as possible.

• Be specific. Instead of a generic “Nice job!” get more specific.

• Situation/Behavior/Impact. One way to get more specific is to use this formula. Describe the situation the person was in. Then describe the behavior, making sure that you stay specific and note what was observable. Then describe the impact of that behavior.

• Use richer mediums. Generally speaking it’s better to praise in public and rebuke in private. A richer medium, such as face-to-face, is generally more effective than less rich mediums.

Arouse in the other person an eager want When we express appreciation there are certainly benefits for the other person. But Dr. Robert Emmons found there are benefits to us as well, including psychological, physical, social, and overall outcomes. Ultimately it is difficult to motivate another person. Rather, our goal is to set the conditions under which the other person will be self-motivated. Carnegie refers to this as helping develop an “eager want” in the other person (as opposed to a reluctant “have to”).


Six Ways to Make People Like You

We have already discussed Dr. Robert Cialdini’s research on the weapons of influence, including Liking. Dale Carnegie suggests the following recommendations.

Become genuinely interested in other people

• Watch your vocal tone and body language, even when saying “Hello!”

• Talk about things the other person likes

• Collect birthdays and send cards

• Pay attention: clues are all around!

• “Throw it back three times” to keep conversations going.

Smile

• Force yourself!

• Try to find a different way to look at a situation

• Try to show more positive emotion in your communication

Use a person’s name

• Decide you’re good at it!

• Use the other person’s name a couple times as soon as possible after hearing it.

• Make creative associations between the person and their name

• Keep working on it!


Be a good listener

• To be interesting, you need to be interested (in others)

• Ask questions that the other person will enjoy answering

• Encourage the other person to talk about themselves and their accomplishments

• Be careful about multitasking

• Use active listening skills

Talk in terms of the other person’s interest

• Do your homework to know more about someone you’ll be meeting with or trying to influence.

• Talk to them about their interests, not your wants.

• Build rapport—it will pay off later.

Make the other person feel important—and do it sincerely

• Ask, “What is it about the other person that I can honestly admire.”

• Watch how you ask for things. For example, it is much more respectful to start a sentence with “I’m sorry to trouble you…” or “Would you please….”

• Benjamin Disraeli is quoted in the book as saying, “Talk to people about themselves and they will listen for hours.”

Dale Carnegie also provides his own influencing advice in the book, including:

• The only way to get the best of an argument is to avoid it.

• Never say, “You’re wrong”

• If you are wrong, admit it quickly and emphatically.

• Try honestly to see things from the other person’s point of view.

• Dramatize your ideas

• Throw down a challenge


Recommendation

As we wrap up this module, here are two recommended assignments.

• Read the book. It’s a classic worthy of being on every professional’s bookshelf.

• Use the questionnaires. Consider having others give you feedback using the questionnaires in this section.

The Dirty Little Secret of Business. Module 862 Leveraging Social Media

Module 8 Leveraging Social Media


The Key to Using Social Media Effectively

Often people associate social media with being a giant waste of time. My observation is that the people most active on Twitter, for example, seem to be the people with the most time on their hands!

So how do you get the most benefit from social networking tools most effectively? The key is to have a strategy.

Andy’s Social Media Networking Strategy It’s easy to say “have a strategy” but it can be difficult to come up with one unless you see an example. So here is my personal strategy to get the maximum benefit from social media tools.

Stay in touch with minimal time commitment Tools such as Facebook, LinkedIn, Twitter, and Send Out Cards can allow me to stay informed and in touch with a wider range of people while minimizing the time it would require if I relied on face-to-face or phone.

Add value to others by connecting people LinkedIn is a tool that easily allows me to connect people.

Build my business by building relationships If you are not a business owner, this one may seem less relevant. However, you could potentially adapt this to a career-related strategy. I have found Facebook, Twitter, LinkedIn, and some domain-specific sites allow me to get the word out about my business in ways that were much more costly in the past.

Learn by experimenting Social networking is here to stay. Though some of the standard tools and platforms of today may be replaced by newer and more powerful ones in the future, the overall models are going to persist and evolve. Understanding those models now can help you leverage them in the future, whether for personal or professional benefit.


Recommendations

Regardless of the social media tools you use, you have to manage your personal brand, as we discussed earlier in the program.

• Be aware of message you are sending

• Use a professional picture

• Think before you post

As with any online tool, you have to be careful about malware. Don’t click on links you don’t know.

Key decisions

Before expanding your use of social media tools, consider the following key questions:

• What are your goals?

• Which tools will you use? In addition to tools previously mentioned, I find ping.fm and hootsuite.com very helpful to maximize my exposure across social media tools while minimizing my time.

• How much time will you invest?

• How personal will you get?


Tool Recommendations

LinkedIn

• Join if you’re not on it today

• Update your profile to reinforce your brand, elevator speech

• Invite colleagues

• Select some groups to join and follow

• Upload a presentation Personally I seek to spend no more than 15-30 minutes each week on LinkedIn. This can include:

• Updating my status and commenting on someone else’s

• Posting or answering a question in my groups

• Posting or replying to a post in a group

• Pinging a contact that I’ve been out of touch with by sending a message

• Writing a recommendation (or requesting one from a contact)


Facebook There was a time that I scoffed at Facebook, writing it off as a tool for students, not professionals. But that has changed as the benefits to adult business professionals have grown.

• Update your profile to reinforce your brand

• Connect with friends according to your strategy

• On a regular basis, update your status and review that status and postings of people in your network

• Send a note or comment on other people’s postings

• Join and comment on relevant groups

An important lesson to remember is that once you’ve posted, it’s part of Facebook history. Many people think of LinkedIn as their place for professional interactions and Facebook as their place for being more informal—letting their hair down, so to speak.

But offhand or unprofessional interactions on Facebook can come back to haunt you. Be intentional about sticking to your strategy.


Send Out Cards Though not technically a social media tool, it’s an enormously valuable tool that can support your relationship building efforts. Send Out Cards allows you to select (or create) a card online and type what you want the card to say. Send Out Cards will print that on a physical card (optionally using your handwriting as the font), stuff it, stamp it, and send it! You can optionally include gifts as well. I have found it to be remarkably affordable and should be considered as an important part of every professional’s relationship building strategy. You can learn more and create a card for free by going to: http://www.SendOutCards.com/23195

http://www.sendoutcards.com/23195�

The Dirty Little Secret of Business. Module 968 Taking Action

Module 9 Taking Action


What Do You Want?

There are so many benefits to more intentionally developing relationships. Consider these questions as you move from learning to taking action:

What are some specific actions you will take because of this program?

Who do you need to involve? By when?

What is the first step you need to take?


Taking Action

Now that you are at the end of this program, it’s time to turn the learning into action. We recommend:

• Take the first step! You don’t have to try and apply everything you learned all at once. Select one tangible action and get moving on it.

• Meet someone new today! Look for opportunities to start up a conversation. Practice asking questions and really listening to others.

• Share these ideas! Whether with your team, your family, or friends, seek opportunities to share what you’ve learned in this program. When you take the time to teach them it helps reinforce the learning for yourself.

• Contact me! Don’t hesitate to contact me with any follow-up questions.

Thank you for participating in The Dirty Little Secret of Business. I wish you much continued success!

The Dirty Little Secret of Business. 71 Additional Resources

Additional Resources


Recommended Books

• Change Anything: The New Science of Personal Success, by Kerry Patterson, Joseph Grenny, David Maxfield, Ron McMillan and Al Switzler. Excellent book on how to change personal habits. For my interview with author Kerry Patterson, go to http://bit.ly/KerryPattersonCast

• How To Win Friends and Influence People, by Dale Carnegie. Though written in the late 1930’s, it remains high on the list of the best business books of all time.

• Influence: The Psychology of Persuasion, by Dr. Robert Cialdini. This is the gold standard when it comes to research and insights on influence.

• Networking for People Who Hate Networking: A Field Guide for Introverts, the Overwhelmed, and the Underconnected, by Devora Zack. A very helpful, enjoyable book about relationship building for introverts! For my interview with author Devora Zack, go to http://bit.ly/DevoraZackCast.

• The Power Formula for LinkedIn Success: Kick-start Your Business, Brand, and Job Search, by Wayne Breitbarth. If you’re new to LinkedIn or want some step-by-step advice on how to use the tool, I recommend Wayne’s book. For my interview with author Wayne Breitbarth, go to http://bit.ly/WayneBreitbarthCast.

• The Tipping Point: How Little Things Can Make a Big Difference by Malcolm Gladwell. Becoming a “connector” and building relationships with other connectors can contribute to more valued relationships.

• Who's Got Your Back: The Breakthrough Program to Build Deep, Trusting Relationships That Create Success--and Won't Let You Fail, by Keith Ferrazzi. Insightful book on developing relationships that can truly propel your success and satisfaction in life. In particular I found the first half of the book even more helpful than the last half. Keith also authored a relationship classic entitled Never Eat Alone: And Other Secrets to Success, One Relationship at a Time. For my interview with author Keith Ferrazzi, go to http://bit.ly/FerrazziCast.

http://bit.ly/KerryPattersonCast�

http://bit.ly/DevoraZackCast�

http://bit.ly/WayneBreitbarthCast�

http://bit.ly/FerrazziCast�


• Yes! 50 Scientifically Proven Ways to Be Persuasive, by Robert Cialdini, Noah Goldstein, and Steve Martin. This is a companion resource to Cialdini’s work on influence. It’s a very easy read, filled with stories that reinforce Cialdini’s Weapons of Influence. For my interview with co-author Steve Martin, go to http://bit.ly/SteveMartinCast.

Websites and Podcasts

• KeithFerrazzi.com. Keith has a free newsletter that sends out relationship building tips and links to videos. http://www.KeithFerrazzi.com

• Influence at Work. This is the home web presence for Dr. Robert Cialdini. Check out the “Media” link for articles, videos, and other free resources. http://www.influenceatwork.com/

• Harvard Business Review IdeaCast. This is a weekly podcast that includes a wide-ranging list of guests that includes solid leadership and relationship-building content. http://blogs.hbr.org/ideacast/

• People and Projects Podcast. This is Andy’s free podcast that covers topics related to leadership and project management. http://www.PeopleAndProjectsPodcast.com

http://bit.ly/SteveMartinCast�

http://www.keithferrazzi.com/�

http://www.influenceatwork.com/�

http://blogs.hbr.org/ideacast/�

http://www.peopleandprojectspodcast.com/�

The Dirty Little Secret of Business. 74

About the Institute

The Institute for Leadership Excellence & Development Inc. works with business professionals around the world who are struggling with how to deliver projects and lead teams. We help professionals get focused, take action, and achieve stellar results. Our keynotes, workshops, and executive coaching services have reached tens of thousands of people from hundreds of companies over the years, helping them deliver their projects, become more confident leaders, take focused action, and to achieve the results they desire while maintaining a balanced life. The Institute has helped improve leadership skills and project management processes of employees at organizations such as: Amgen Caterpillar Microsoft CIGNA Pennsylvania Hospital Univ. of Pennsylvania Health System Whirlpool Orbitz Worldwide Abbott Laboratories National Instruments W.W. Grainger Cognizant Technology Solutions University of Arizona Wheaton College Northern Trust ITW McDonald’s Verizon Wireless Kimberly-Clark ExxonMobil Emerson The Institute brings together exceptionally talented speakers, trainers, and consultants from across North America to deliver the performance improvement you need. You can learn more about the Institute by visiting us online at www.i-leadonline.com.

http://www.i-leadonline.com/�

The Dirty Little Secret of Business. 75

About Andy Kaufman, PMP

Andy Kaufman is an international speaker, author, and executive coach, and President of the Institute for Leadership Excellence & Development Inc. Andy brings a rich background of over 25 years of experience in executive management, technology, team leadership, project management, consulting, and coaching. His focus is all about transforming organizations through proven, holistic, real-world approaches. Andy is a certified trainer and author of Navigating the Winds of Change: Staying on Course in Business & in Life, How to Organize Your Inbox & Get Rid of E-Mail Clutter, and Shining the Light on The Secret, all published by Zurich Press. Andy is a member of the Project Management Institute and is a certified Project Management Professional (PMP). Andy is also host of The People and Projects Podcast, which provides free interviews and insights to help you deliver projects and lead teams. Learn more http://www.i-leadonline.com/podcast (or subscribe on iTunes). He also hosts a series of free videos at http://www.Free-Project-Management-Videos.com. Before founding the Institute, Andy was the Vice President of U.S. Systems for ACNielsen. His teams were responsible for designing, developing, and implementing sophisticated market research systems for the company's clients around the world. Prior to ACNielsen, Andy was the Director of Development at CCC Information Services, Inc. and Manager of Product Development at Baxter. Andy can be reached at [email protected].

http://www.i-leadonline.com/podcast�

http://www.i-leadonline.com/podcast�

http://www.free-project-management-videos.com/�

http://www.free-project-management-videos.com/�

The Dirty Little Secret of Business

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Transcript of The Dirty Little Secret of Business