There’s no doubt that global business is the shape of the future. We live in a world where nearly all high-growth companies work across multiple time zones and in diverse cultural contexts. But the truth is that even experienced business leaders can sometimes get caught up in the small contextual differences of working across different regions and cultures. The solution: paying attention to little details that can ensure potential business deals – and new professional relationships – go smoothly.
Consider adopting the below tips to make next year’s global ventures your most successful yet.
1) When speaking about the particular way something’s done in business, add “…in this country or in country X” at the end of your sentence. This will help remind you and others that it may not work the same way in other countries, and could, in fact, function quite differently. This will also let your colleagues from other countries know you’re aware that their experiences, assumptions and values might differ from your own.
2) Remember to set the right time zones in your calendar. Also consider alternating meetings times to make it convenient for all attendees. Having a meeting at three in the morning might not be ideal for you, but neither is making your colleagues in different parts of the world stay late at the office. (Sometimes it’s the 1 or 2 hour time zone differences that cause the most confusion!)
3) If you’re working in a new, specific, region of the world, get online and memorize five facts about that country or culture. When interacting with colleagues or business partners, use those facts as ice-breakers. In new sales or vendor meetings, you’ll be seen as credible. And by showing an effort to learn about their culture, you’ll gain respect and show genuine interest in your new associates.
4) Make a resolution when traveling to global locations that you’ll act like an anthropologist and discover new places, people and things. Don’t just rely on tourism books; ask locals to show you around and view sight-seeing as an opportunity to support your business dealings. Just like a real anthropologist would, pay attention to the local communication style and values, the holidays people celebrate and why. You’ll develop deeper relationships with your business contacts and acquire a more nuanced understanding of their backgrounds.
5) Seek out global news sources, read books set in other countries, and watch international films. Most importantly, share your experiences with family, friends and co-workers. It will get them excited to learn more about the world. People exposed to distant cultures and new ideas tend to appreciate the importance of a global mindset.
6) Ensure everyone contributes to meetings by adopting communication best practices that account for different styles, personalities and cultures. Some like to talk a lot, others not so much, but everyone wants to feel their opinion is valued.
7) Study cross cultural theory to teach yourself about cultural diversity. There are four main cultural dimensions that I propose in my book, that cause the most difficulties in multicultural teamwork. To see my convenient tool, the 4D Culture Model, check out my book, The New Global Manager.
These tips may sound simple, but I promise they will go a long way toward helping you foster positive and lasting professional relationships in global environments. Finally, remember that developing global mindset isn’t only a business benefit; the growth and enrichment that comes with cross-cultural experiences can be as personally rewarding as it is professionally.
Have you noticed that more and more people set up meetings — and then don’t show up? Or individuals commit to projects, partnering or funding and don’t follow through? Even in recruiting scenarios, candidates and recruiters will sometimes disappear altogether, leaving the other side confused and upset.
I’m seeing this
trend – disappearing altogether, or “ghosting” as it’s called primarily in the
dating world – without notice, apologies, or excuses and it makes me wonder…
If we are striving to practice inclusion in our organizations and committing to be a more inclusive leader, how do we reconcile today’s seemingly normal behavior of ghosting each other?
I checked in
with a few others about their experiences with being ghosted and several people
said, “Oh sure, it happens all the time.” One person suggested it was because
of social media, “People are used to ignoring each other and being ignored [or
not “liked”], we’re immune to it now.”
Another colleague who runs a powerful, exclusive network for professionals told me that members were dropping out of the network because they couldn’t trust others in the group anymore to do what they said they were going to do.
Someone else blamed it on Millennials, “They don’t know how to be professional and follow through.”
All of these responses are gravely concerning to me. First of all, I don’t like blaming a group of people for a single behavior (and my experience of ghosting isn’t just Millennials). Second, I believe the world is too small to treat each other disrespectfully. It’s not nice, nor is it good for our relationships with each other, our teams or organizations. And the problem is that while some may not care about being ghosted, many do see it as a sign of bad behavior. When you don’t hear from someone it’s easy to make up all kinds of negative stories in your head. Mostly around feeling dissed or excluded… the opposite of feeling included.
Why is ghosting happening now?
Busy-ness was my first theory.
People are working long hours, around the clock, often in fast-paced environments, and some with limited resources. They are using all kinds of technology channels like email, text or Asana and Slack to communicate and get deliverables done. Everyone is busy with work and life.
But are we really busier than we were before? Most people I know take some time off, they have time to watch the latest series out on Prime or Netflix, they date, they make personal phone calls to family members and friends, and get to their doctor when they need to. And from what I see, everyone is app-ing, texting and emailing, even in their cars. There does seem to be time to communicate with others.
Are we too distracted?
Perhaps we are
over-stimulated and inundated by so many things that we can’t possibly remember
to do what we said we were going to do. Or connect when we said we were going
to connect. Or we can’t keep track of all the people or things we were supposed
to respond to? It’s getting away from us, maybe in part due to technology’s
ability to broaden our scope and reach.
It could also be that we are so used to being connected online that we underestimate each other’s feelings, how things come across, what people think about us. It’s easier to disappear when we’re not voice-to-voice or face-to-face. Messaging drops off, someone is active on social media and then not, snapchat shares an immediate moment and then it’s gone…
Has our culture changed?
I wonder too
(and truly hope not) that with a pervasive culture in the US right now of “I’ll
say and do what I want and I don’t care if it hurts another person”, if
ghosting isn’t a part of that? Maybe it’s not just a few bad apples in our
society, maybe it’s that we, as a society, truly don’t care anymore how our
behavior impacts others? Maybe “ghosting” is just part of an overall culture
Perhaps, I’m being over-sensitive and what I’m deeming as
“ghosting” is actually the new norm. I mean does it really matter if a few
people fall out of one’s life, does it? If we have five commitments and three
disappear, we still have two. Isn’t that good enough? There are
people I know who regularly ghost others digitally and then when they see that
person face-to-face it’s like they’re greeting an old friend. They are kind,
genuine and full of promise. Maybe ghosting just isn’t that big of a deal?
Let’s talk about inclusion.
Some of the most powerful Diversity & Inclusion programs address the concept of “micro-aggressions”. That is, saying or doing something that often unintentionally slights someone else. It could be not acknowledging someone in a hallway, only talking to specific people in a meeting, or interrupting someone while they are speaking. These small actions can have a larger affect on workplace atmosphere and employee engagement.
remember one of my first projects in D&I was at a university in
Massachusetts. There was quite a bit of frustration and anger leading to
violence between various racial groups on campus. After assessing the
situation, it boiled down to people feeling a lack of acknowledgement leading
to hurt feelings, which led to anger. We initiated a “Just say ‘Hi’” campaign
across campus. Students wore t-shirts, hats and buttons showing their support
for the campaign and people who didn’t know each other started saying “Hi” to
each other. It turned around the whole situation and violence on campus was
practicing inclusion is as simple as acknowledgement.
inclusion is about acknowledging, staying connected to, and ensuring others
understand your motives, then ghosting is the opposite of that. Ghosting erodes
inclusion. You can be the kindest person in the world but if you ghost someone,
they may assume it’s an attack, or at the very least, a sign you don’t think
very highly of them as another human being.
And sadly, we all know too well the extreme measures people take when they feel powerless, ignored and treated unfairly.
imagine what we could achieve in our life and work if we eradicated ghosting,
micro-aggressions, even violence, and truly adopted an intentional practice of
What would that world look like?
Contact Melissa if you’d like to discuss developing a customized strategy for inclusion in your organization.
You have been consistently climbing the hierarchy at your job, demonstrating your technical proficiency and distinguishing yourself as a rising star. Once that rising star ascends into the management constellation, what should you expect?
According to the latest Gallup Poll, 60% of employees would trade a raise not to work with their manager anymore. And 70% of employees are still disengaged or actively disengaged. Management and leadership skills are key to turning around productivity and motivation.
So all of those hours coding, executing assignments, and producing whatever deliverables were asked of you have paid off; you are a “high potential” and now you get to run the whole show. What will you do to motivate and inspire your team? It is time to draft a plan and mobilize your resources. As you prepare to lead, consider:
Administrative Tasks Will Demand Your Time
There will be the new component of increased administrative work, such as status reports, human resources forms, and audit compliance tasks. These tasks will always be part of your job description. Now that it is here, know that this administrative work is a necessary part of keeping the gears moving within your organization. (And now you know that someone was doing it on your behalf all those years before now.) Viewing it as a task to go ahead and check off early in the day when your energy is high is a more potentially successful and satisfying strategy than squeezing it in when all you want to do is call it a day.
In addition, as someone freshly arrived to the administrative component of your new position, you may unearth obstacles to efficiency or opportunities for consolidation of outmoded processes that others have stopped “seeing.” Share your feedback with your leadership; yours may be the prompt they need to reassess some time wasters.
People Management Demands Will Multiply
When the names in the boxes on the organizational chart turn into real live people depending on you for guidance, evaluation, and direction, you have found the heart of the difference between your previous position and your new one. Now that you are managing, the demands for you to relate are many. Deborah Ancona, Thomas W. Malone, Wanda Orlikowski, and Peter M. Senge say the following about relating: “Traditional images of leadership didn’t assign much value to relating. Times have changed…and in this era of networks, being able to build trusting relationships is a requirement of effective leadership.” The number one piece of advice to heed when it comes to people management is: do not allow situations to fester in airless darkness. Be direct, be proactive, value the fact that relating brings with it as big a return on investment as many of your tangible business efforts will.
You Are Not Sure You Will Ever Get To Do What You Love Again
You don’t have to let the requirements of all that administrative work and people management completely displace your connection to the work you love that got you to this place. Paul Glen recommends allowing “indulgences,” meaning you should allow yourself to continue to dabble in the topic that propelled you up the leadership ladder. He continues, “New managers need the opportunity to occasionally dabble in their former work. Let them code just a little” and “revisit the glory days.”
Everyone Wants Something From You
Being in a position of leadership puts you squarely in the middle of various sets of expectations: your employer, your employees, your vendors. You may feel like an impostor, with a spiffy new title on the outside and the same old practitioner mindset on the inside.
Your former peer now wants a day off when you need him or her to be heading up a new initiative. A subordinate is upset that the revised office floor plan results in less window space. There are rumbles of dissatisfaction from various corners of the building about matters from the trivial to the serious. You may be feeling “this is not what I signed up for.” When encountering issues based on people’s needs, address them while they are small. It is natural for some first-time managers, especially if they do not have formal management training, to think “it will sort itself out” or “it’s not that big a deal.”
There is a component of management that is not delineated in black and white on the strategic plan: the discipline of building connectedness. As Kouzes and Posner say in Encouraging the Heart, “We need to feel connected to others and, in turn, they to us, because greatness is never achieved all by ourselves alone.” Fostering connectedness is as critical as bringing in a new client, writing the perfect program, or staying within budget. If nurturing connectedness makes you anxious, engage a mentor who can help you figure it out.
Remember Who You Are
Despite the additional administrative work, the challenges of managing people, and the distance from being able to practice your skill set, you still owe it to yourself to keep the spark of your individual assets alive. It is easy to get subsumed by the cascade of competing demands. Be deliberate about remaining true to the professional and personal identity you are carving out for yourself.
How Will January 2020 Look?
Ask yourself what you want the people you are now managing to feel about their first “year in review” as your employee. There’s every reason to believe they can feel inspired, motivated, and engaged rather than demoralized, deflated, and disconnected.
Diversity has emerged as one of the hottest topics in the professional world today. There are a lot of movements to promote diversity and inclusion in the workplace, but in many cases tangible change is not happening quickly enough. There are evidently challenges to face, and all stakeholders need to work harder.
That drive for diversity in the workplace, however, is only getting bigger. More companies are committing to diversity in their structures. Staff are helping businesses approach the need for diversity more positively.
With the 2019 L&D Report from findcourses.com confirming that the fastest-growing companies are 72% more likely to have high diversity in their organization compared to the ones that didn’t see growth last year, these changes are only the beginning. There are more reasons to focus on diversity today than ever before.
Diversity is often seen as being related to race or ethnicity, but this limited view is no longer relevant. Today, diversity is as much about ethnicity as it is about gender, beliefs, political views, sexual orientation, and other equally important factors.
The expanded definition of diversity allows businesses to understand the need for diversity in the workplace. In the end, that improved understanding is exactly what pushes more businesses towards a diverse structure and work environment.
As the definition of diversity expands, we are also seeing more approaches being incorporated into efforts to create a diverse work environment. Rather than setting quotas, for example, companies are more open to reviewing candidates and employees objectively.
The more conventional approach to diversity – which often involves setting quotas and taking in employees for (and only for) the sake of diversity – is being abandoned. Rather than promoting diversity in the workplace, this approach only creates a new set of problems.
As mentioned before, appreciation and objectivity are the ways forward. Businesses are empowered by a corporate culture that appreciates and promotes differences. Being different doesn’t necessarily mean being bad at the job; sometimes, it is the opposite.
It is also worth noting that companies are taking a more hands-on approach to structuring the work environment and leveraging diversity. The creative industry has been doing this for a long time, and the approach is now being adopted by businesses in other industries as well.
Balance and growth benefits
Diversity in the workplace has also gained traction for another reason. Diversity is one of the ingredients that spark better operations and faster growth. Businesses, after all, have their bottom lines as the primary objective of operations, and the fact that diversity leads to improvement to the bottom line makes it even more appealing.
With diversity being a key ingredient to growth and innovation, it is interesting to see how it affects companies as a whole. For starters, maintaining diversity means maintaining balance. There is no hidden bias threatening the wellbeing of the company.
Diversity is also good for the core business of the company. It sparks creativity and creates a bigger pool of ideas for the company to draw from. This leads to better product development and a much more holistic understanding of the target customers.
Companies like Ernst & Young are using diversity to set themselves apart from the competition and to spark innovation within the team. Martin Hayter, their Global Assurance Learning Leader describes their workplace culture:
“The team has a global flavor to it. It brings more creativity and higher quality and we know that the content we develop is going to be applicable to different cultures, and to both emerging and mature markets.”
These benefits of diversity and inclusion culminate in an advantage that every company needs to remain competitive in fierce markets. That competitive advantage is a better decision-making process. Improved decisions lead to a better ability to react to market changes – and to react in the correct way.
Diversity and inclusion training
Diversity and inclusion is cementing itself as a global trend. As illustrated by the UK L&D report from findcourses.co.uk, D&I is one of the five training courses most demanded in 2019. These courses are designed to help companies acknowledge and harness the power of diversity. Some training programs go deep into the strategy of leveraging diversity in the workplace, while other courses are designed to help businesses recruit a diverse group of talent to support their growth.
Diversity training programs are not only designed to help companies meet the standards set by regulations either. Diversity and inclusion offer context and practical application scenarios of diversity as a concept. This key knowledge empowers businesses and allows them to approach diversity in a more proactive way.
The possibilities are endless. With every step taken to embrace diversity, businesses amplify the potential benefits they stand to gain from creating a diverse work environment. The further businesses go, the bigger the benefits they can receive as well. More importantly, better understanding and implementation of diversity leads to faster, more sustainable business growth and future innovation. At the end of the day, diversity becomes a crucial ingredient for success!
In April I wrote an article for Training Industry discussing the importance of L&D programming to ensure you have the best and the brightest talent in-house. As we learned from LinkedIn’s 2018 Workplace Learning Report, the most critical skills employees need to learn are leadership abilities—and, according to the research, training in soft skills is currently the most crucial area for talent development today.
You can develop your programming in-house, or you can outsource it. The decision on whether or not to outsource may depend on your organization’s resources. However, finding the best facilitators for your program is essential, and finding the right leadership trainers can be a daunting task.
However, I can help. In my more than 20 years of experience training, teaching and facilitating for some of the top companies in the world, I’ve selected leadership trainers for large-scale projects, and have learned some valuable lessons. Click here to read my article on Training Industry with valuable guiding principles for choosing the best of the best.
We need authentic leaders today–more than ever before. Leaders who inspire trust, and confidence, and loyalty. And you can be that person–but there’s one skill you need, above all others, to be an authentic leader. You must be able to listen.
Leaders who inspire trust will help pull us out of this slump by demonstrating self-awareness, honesty, and courage; by building honest relationships based on their real values. And, by listening. To themselves, and to the people with whom they work and socialize.
Authentic leaders aren’t afraid to express themselves honestly, to ask the difficult questions and take action based on what they hear.
Here’s an example of an authentic leader who has impressed me greatly. On my recent trip to Brazil, I met Cristina Palmaka, the President of SAP Brazil, one of the most important global subsidiaries of the company. Cristina is a highly experienced professional in the IT segment in Brazil with a strong focus on innovation. I found her wonderful because she shared her fears, likes, dislikes, and own leadership path with the group in a very open and honest way. She is highly influential because of this authenticity.
Self-awareness and listening are closely linked. To be self-aware, you must listen to yourself first and understand how your experiences, values, beliefs, gender, education, and social status can impact what you hear, and how you take action. Armed with that insider knowledge, you can listen, free of assumptions and judgments, to the people you lead, and make strategic decisions based on what you have learned from your discussions.
Another authentic leader I’ve had the privilege of working with is Kevin Delaney, VP of Learning and Development for LinkedIn. Kevin is an HR leader with 20 years of experience in Fortune companies, start-ups, and high-growth technology companies. Kevin is very open about his personal life – his good and bad experiences, his hobbies, and his kids. I have been struck by his careful listening and honest and constructive feedback when he spoke to groups or shared his opinion in meetings.
Authentic leaders demonstrate other essential qualities, like looking at the whole person for the qualities they can bring to a team, or motivating and challenging a team to perform at high standards. Or admitting to mistakes, honestly and openly–and then moving on.
One such leader is Ralf Drews, my co-author. Ralf is the current Chairman of the Board / CEO at Greif Velox Maschinenfabrik. Ralf gives and takes direct feedback well and is known for his uncompromising integrity, and his ability to positively influence not only his direct team but an entire organization.
In today’s world, we really need authentic leaders like Cristina, Kevin, and Ralf. And we need you. If you find yourself drawn to leadership, know that the world needs your perspective, your talents, and your ability to listen to the people around you.
Don’t be afraid to go for it. Don’t feel like you can’t admit when you don’t know something. Authentic leaders are all about asking questions, listening to the answers, and leveraging the strengths of those with whom they work.
“Becoming a manager is one of the most stressful and challenging transitions in any career,” writes William Gentry, author of Be the Boss Everyone Wants to Work For: A Guide for New Leaders. “But when you become a manager, everything about your job needs to change–your skill-set, the nature of your work relationships, your understanding of what “work” is, and how you see yourself and your organization. You have to operate from a brand new script, one that’s about “we”–ensuring collective success,” he concludes.
I agree completely. And I’d like to share five tips from my new book, The New Global Manager (available Summer 2018)to help first-time managers move into this new leadership role.
1.Give timely and constructive feedback.
A good manager provides employees with feedback about his or her performance. Learn to use your observational and communication skills to help your team understand what they do well and where they need to improve.
Tip: Take the time to learn your team members’ strengths and weaknesses and then let go. Begin to delegate work to them, and provide subtle direction if needed. But allow them to handle the project in their own way within the established parameters.
3. Express interest and concern for your team.
Showing an employee you care is an integral part of building rapport and stable working relationships with your team members. “Employees who feel valued and appreciated by their leaders are infinitely more likely to go above and beyond for the company and hold themselves accountable for their part of a project,” writes John Hall in an article for Forbes.
Your team may need to know you are really hearing them before you supply solutions. Make sure you understand what the person is telling you and reflect back the information you believe you have heard during the conversation.
4. Model a productive and results-oriented mindset.
Developing a productive and results-oriented mindset in your organization can yield increased job satisfaction and engagement levels and reduce turnover. By modeling this mindset for your team, you start that process.
Tip: Create results-oriented goals for yourself and for your team and model what working on projects where you can measure results looks like. Turn everything you do into a case study and sit down with your team to review and measure the results you have obtained. Give your team results-oriented goals and encourage them to find ways to measure and report on their outcomes.
5. Be a good communicator and share information.
A manager doesn’t have to be dynamic and charming–just highly communicative and transparent. Let your team know to anticipate changes, let them know what’s happening in your management meetings, and provide company updates. The more you communicate, the more trust will be built and the team will see you as an ally instead of an authoritarian.
Tip: Use part of your team meetings to discuss strategy and bigger goals for the organization as a whole. Take questions from your team members. Don’t be afraid to say you don’t know the answer, but will do your best to find out.
If you are a first-time, newly-minted manager: Congratulations! You will be amazing. Take the five tips I have just described and use them in your new position. You will find each of them valuable as you negotiate this new chapter of your life.
If I asked you what qualities a great leader possesses, chances are you’d probably mention traits like intelligence, vision, and determination. But what about emotional intelligence (EI?) Research shows that softer qualities often identified as being part of one’s emotional intelligence, like being sensitive to others’ feelings and listening well are just as, if not more so, important.
Theodore Roosevelt put it well when he said, “No one cares how much you know until they know how much you care.”
Being able to care and tune in to other’s emotions as well as your own is defined as “Emotional Intelligence.” Having high emotional intelligence is key to being successful in life, including in the workplace, as it helps you relate to others. Consider the research of psychologist David Goleman at nearly 200 large, global companies in which he found that truly effective leaders are distinguished by a high degree of emotional intelligence. Other studies show a positive relationship between emotionally intelligent leadership and employee satisfaction, retention, and performance.
How leaders can cultivate emotional intelligence
1. Practice mindfulness. Meditate, do yoga, practice deep breathing. Do whatever you can to help open your heart, settle your mind, and relax. Research shows that the more you’re open to those that you lead, the more engaged they’ll be on projects and the more committed they’ll be to you. I actually do a yoga pose before some of my workshops that involves placing a yoga block in the center of my back and allowing my shoulders to fall back on either side. This helps me physically and mentally open my heart to those I’m working with for better engagement.
2. Be self-aware. Practicing mindfulness is the first step to being self-aware, that is, aware of your own emotions, what causes them, and how you react to them. Being self-aware allows you to know how you manage stress and pressure which is crucial when leading others. Without being tuned into your emotions, you may project stress or anger onto your team, confusing and disillusioning them. Leaders with self-awareness can develop skills that will help them manage their own emotions and respond effectively to situations that come up.
3. Be aware of others. The more self-awareness leaders have, the more they’ll be mindful of others’ emotions. Emotionally intelligent leaders anticipate how people will react to certain situations and are proactive in responding. Before doing something, they think about how their actions might impact others. Then they help them deal with the effects.
4. Practice empathy. You can do this in a tactical way. Practice systemic listening. By this, I mean, when you’re talking with someone, summarize what you think you have heard. Ask probing open-ended questions, so they feel free to say whatever is on their mind. Also, let them know that you understand how they feel. When you listen in this way, you don’t just hear the information, you are engaging with it, experiencing it and it will help you relate better to those around you.
5. Be vulnerable. In that vein, be ready to share similar experiences. Explain what you went through before you got into this position and what you have learned. Vulnerabilities can promote connections and strengthen relationships. Think about some of the most durable bonds you have; I bet a lot of them are with people who know and share your vulnerabilities.
There are many ways to assess your emotional intelligence and get your baseline. Try this online quiz as a first step. By taking an assessment, you can find out your weaknesses and learn strategies to improve those areas. Doing this and practicing the tips above will no doubt help you be a better leader—and person.
Have you ever imagined yourself becoming a leader? Think about it. You’d be great. But if what’s holding you back is not knowing where to start or how to chart your path to leadership, I can help you.
Leadership is vital, and good leaders can be hard to find. A new global survey, published on February 1, 2018, revealed that only 14 percent of CEOs believe they have the leadership talent they need to execute their strategy. According to the Global Leadership Forecast 2018, what’s keeping C-level executives up at night is the need to develop “next gen” leaders and failure to attract and retain top talent, which presents an opportunity for anyone who has ever dreamed about assuming a leadership position in their organization.
Here are five ways to become a leader-;fast. Each of these recommendations is an essential element of building your path to a leadership position.
1. Develop a Global Mindset. Companies like Ernst & Young and McKinsey have polled and found that leaders today are lacking in global awareness and knowledge, otherwise called “global mindset.” The research states that these skills are crucial to the success of a business.
The Globe Project first put its stamp on this term when the extensive research was done in 2010 on what, how and why a leader can be successful in an international context. Today, no leader works in just one place or with only one culture. If you have employees, you work with people from all over the world, and in different geographic locations. Whether your team is local or global, you need to become savvy at working across diversity.
The Globe Project produced an assessment called The Global Mindset Inventory to “test” a leader’s ability to work across cultures and countries. The categories evaluated include:
Intellectual Capital: The hard knowledge and skills in social, governmental, and legal aspects of a particular environment
Psychological Capital: The interest and desire to work across ambiguity and willingness to explore the unknown
2. Become a Thought Leader. The trend is for internal leaders to create thought leadership around a particular topic. Sheryl Sandberg became known for women in the workplace, Jack Welch is known for management, Richard Branson is the expert entrepreneur, and Elon Musk’s brand is innovation. If you want job security, more visibility, a better brand, leadership notoriety, and more meaning at work, you should consider initiating a topic or theme that you can become known for, establish a legacy around, or be the expert in.
3. Create and State “Mantras.” I’m not sure if it’s truly politically correct to use the term “mantras” as I think it has religious meaning in Hinduism and Buddhism. However, it’s meaning is crucial: “Phrases that are repeated again and again.”
Have you ever noticed how top leaders have catchphrases they say regularly? It might only be for a quarter or a year, it can vary, but they use them to establish ideas and make them memorable. Repeated use of words gets others to use them, and then eventually, according to social psychology, people start to believe those words and act on them.
If you want to make an impact on your manager, company culture, your team, or even externally, you’ll want to craft such mantras or catchphrases for yourself. Make sure they align with your values, principles, and actions for them to be authentic.
4. Be a Great People Manager. Sounds easy, doesn’t it? Well, the truth is, only about 45 percent of those who become managers actually receive management training. The trend is that those who are really good at their job, or experts in a product or process, get promoted to management. And those promotions don’t necessarily mean they can manage individuals or teams well.
Learning how to balance individual contributor work with management responsibilities is essential. Being able to give critical feedback, teach employees a particular skill, or help them figure out their career path takes practice.
Seeking out management courses both internally and externally will help you speed up that learning curve of not only ensuring productivity and engagement from your team but assist in charting your leadership trajectory.
5. Enlist a Coach or Mentor. Everyone needs help. Why should you go at it alone? Seek out a professional or find someone who will agree to mentor you. You can ask them anything you want to – how to navigate the organization, who to network with, how to solve a conflict, where to discover new interests, how to plan your career path, etc. Both coaches and mentors can give external and internal perspectives, depending on who you choose and what you need.
Becoming a leader takes work. Becoming a good leader and positioning yourself as a candidate for leadership in your organization requires focus, passion, and dedication. And, if you employ those things as well as the five essential steps I have listed above, you will attract the attention of the people who promote leaders in your organization-;and become a leader yourself.
Do you have questions or need more information about how to chart your path to leadership? Contact me.
A version of this post was first published on Inc.com
Melissa Lamson is the CEO of Lamson Consulting, Founder of the highly popular leadership program for women, Advancement Strategies for Women, and creator of award-winning management programs for SpaceX, LinkedIn, and SAP. As an author, consultant, and speaker, Melissa accelerates the business expansion goals of today’s most successful companies by growing leaders, bridging cultures, and empowering teams. More About Melissa Lamson
Recently I had the distinct pleasure of speaking with Allyson Kapin and Craig Newmark about the Women Startup Challenge, an initiative of the nonprofit organization, Women Who Tech. The organization works with talented women breaking new ground in technology to transform the world and inspire change.
The Women Startup Challenge Emerging Tech competition featured ten of the best early-stage, women-led Emerging Tech startups, focused on Agriculture, Augmented Reality, Biotech, Health, Energy, IoT, Robotics, and Virtual Reality.
Allyson Kapin is the founder of Women Who Tech and has been named one of the Most Influential Women in Tech by Fast Company. She is also the co-founder of Rad Campaign, a web agency that works with nonprofits to fight the world’s toughest problems, ranging from climate change to health care reform.
Craig Newmark, a member of the Advisory team for Women Who Tech, is the founder of craigslist, the web-based platform that has fundamentally changed classified advertising. Craig is also the founder of Craig Newmark Philanthropies, which works to advance people and organizations that are “getting stuff done” in the areas of women in technology, veterans and military families, trustworthy journalism, and voter protection.
On March 6, 2018, the Women Startup Challenge Emerging Tech finalists pitched their innovative ventures to a panel of tech industry investors on stage at Google, in New York City. The grand prize-winner will be awarded a $50,000 cash grant for her startup. Additional prizes include $280,000 in Google cloud services. Meet the ten women-led startups who were finalists for the sixth cohort.
And, congratulations to the $50,000 Grand Prize winner, 14-year-old Emma Yang, for her “Timeless” app! Emma developed and built Timeless to help people with Alzheimer’s remember events, stay connected and engaged, and recognize people through artificial intelligence-based facial recognition technology.
Melissa: “What inspired you to launch the Women Startup Challenge three years ago?”
Allyson: “We originally created the Women Startup challenge because of the dismal amount of funding available to women-led startups. The latest data shows that less than 2 percent of VC money goes to women-led startups. That number has barely budged in ten years, and we wanted to find a way to shake up this culture and economy that has made it very difficult for women entrepreneurs to access capital.
We’re on a mission to find the best early-stage women-led startups and put capital, mentoring, and resources behind them. I’m happy to report that we’re moving the needle. The startups that have gone through our cohorts have succeeded in collectively raising over $20M.”
Melissa: “And Craig, what inspired you to get involved with the Women Startup Challenge?”
Craig: “One of the first principles that I live by is that I feel that you should treat people like you want to be treated and that means fairness for everyone. You need to give people a break.
I grew up in Jersey, and what people told me is sometimes you’ve got to put your money where your mouth is. Craig Newmark Philanthropies supports the Women Startup Challenge so that people take this extra seriously–and that seems to work.”
Melissa: “It seems as though you have both genders supporting the Women Startup Challenge, so it isn’t just women supporting the Women Startup Challenge, but you have men also supporting it.”
Craig: “That’s why that first principle I think is real important. Treating people like you want to be treated is something we all learn as kids and forget–but now I’m in the process of reminding people, particularly my male peers, to practice what they preach.”
Allyson: “To echo what Craig is saying, and one of the reasons we love working with Craig, is he’s been such an ally to us and to the women in tech community. I think that for us to solve these issues, with the lack of diversity and the lack of funding for women in tech we need male allies at the table.”
Melissa: “What is it that prevents women from getting funding?”
Allyson: “What we have found through our own research, and other research that validates ours, is that both unconscious and conscious biases play parts in preventing women from getting funding. The gatekeepers of the investor world are primarily men–white men–and they rely on their own networks for warm leads. Investors need to diversify their networks, and we want to help them do that.
Craig: “In plainer terms: Sometimes people don’t get something good when others present it, and we can be real jerks sometimes. That may be too plain of language for you, but that’s the gist of things. Sometimes we’re short of empathy.”
Melissa: Would you say women present themselves, that is, pitch differently than men do?
Craig: I’ve seen some of the pitches, and the results are good, but I think that has to do with the training that Women Who Tech provides on how to give an effective fundraising pitch. You have very little time to pitch investors. The less time you have, the more focused your presentation has to be, and people respect that.”
Allyson: “I don’t see much difference between men and women pitching. But I do think there are unconscious biases that men and even women investors can have that can impact how the pitch is received. A key part of our program is our emphasis on training and coaching for all of the founders who are raising money for their next round.”
Melissa: “What’s the business case for investing in women-led businesses?”
Craig: “The bottom line is that if you invest in a women-led startup, you’re going to make more money. The research shows that women-led startups have a 35 percent higher return on vestment (ROI.) Investors want a better return on investment, so they should go where the return is better.”
Allyson: “This isn’t about charity. There’s a big business case for investing in women-led and racially diverse startups. If investors want to make billions of dollars, they need to start funding more diverse led startups that have game-changing products. And the time to do that is right now because we’re missing out on major innovation by not funding them.”
10 Tips For Pitching Your Start-up Business to Investors
Identify the problem or challenge your product is solving.
Clearly layout how your product is the solution to the challenges you highlighted.
Show traction to date and have a clear go-to-market strategy.
Demonstrate why your team is the one to bring this product to market.
Keep the pitch simple, stupid aka the KISS principle.
Don’t use insider jargon that investors won’t easily understand.
Know your financials backward and forward.
Highlight what the funding will be used for and how you will use it to scale.
Condense your pitch. You will have only minutes to make your case.
Work with a coach to prep for your investor pitching opportunity.
I look forward to seeing continued greatness from Women Who Tech in the future! And if you’re looking to start a business, I offer an impactful coaching program for female entrepreneurs. Contact me.
A version of this post originally published on Inc.com.
Melissa Lamson is the CEO of Lamson Consulting, Founder of the highly popular leadership program for women, Advancement Strategies for Women, and creator of award-winning management programs for SpaceX, LinkedIn, and SAP. As an author, consultant, and speaker, Melissa accelerates the business expansion goals of today’s most successful companies by growing leaders, bridging cultures, and empowering teams. More About Melissa Lamson