Coach John G. Agno is your own cultural attache; keeping you abreast of what's effective in leadership. People learn better and are positively motivated when supported by regular coaching.
PERSONAL COACHING Leadership onboarding coaching helps the executive adapt to the employer's culture, create rapport with their team and develop productive ways to achieve necessary goals.
SELF ASSESSMENT CENTER Leadership skills and style testing. Know how you motivate and coach people to gain success at work and in life.
WHAT IS LEADERSHIP? Leadership is an interactive conversation that pulls people toward becoming comfortable with the language of personal responsibility and commitment.
LEADERSHIP TIPS “The crux of leadership development that works is self-directed learning: intentionally developing or strengthening an aspect of who you are or who you want to be, or both.” Primal Leadership by Daniel Goleman, Richard Boyatzis & Annie McKee (Harvard Business School Press)
Leaders must be mindful of where they want to go and whose support they will need to get there. "Agenda Movers" keep their focus and campaign for their ideas, using their political and managerial competence to get things done. They are leaders who embrace the reality that they can't get there alone.
Agenda movers have the skills to analyze the agendas of others and anticipate arguments of resistance. Failed leaders, on the other hand, focus only on their own ideas.
After figuring out where people are coming from, agenda movers forge ahead to get initial support.
After establishing initial support, effective leaders next need to generate real buy-in.
Successful agenda movers may need to make adjustments but they don't drop the ball. They are able managers who sustain forward momentum.
"While there is perpetual discussion deliberating what leadership is all about, this book is predicated on the simple assumption that if you cannot move your agenda, you are not a leader," declares author Samuel B. Bacharach in "THE AGENDA MOVER: When Your Good Idea is Not Enough."
The practical, four-step process (Anticipate, Mobilize, Negotiate, Sustain) and the specific skills that Bacharach introduces in the book will make a significant difference for anyone in a leadership position.
In the final analysis, leadership is about getting things done. It's not simply about your ideas or your personality, it's about your capacity to take your ideas and work them through the maze of resistance, overcome challenges, and put those ideas in place. Leaders are remembered for their accomplishments, not their promises.
An understanding of how funds, economics and investing work in our country is essential for anyone concerned about their future. In Illusions of Wealthby Doug Eberhardt, he provides the framework for making better choices.
"I hope to give my readers the awareness and confidence they need to develop investment strategies on their own,” he says. "To keep your wealth from being an illusion, you must possess the ability to adjust your portfolio as the economic and investment climates change. I want to grant you control of your future and your wealth.”
Because an inadequate education system may have failed to teach us how to invest, we relinquish control to advisors who may or may not have our best interests at heart.
This book is written to bring readers the awareness, confidence and insight necessary to overcome the future panics, crashes, and crises that will inevitably arise, and teach them how to profit whether the market is rising or falling.
Investors need to ask themselves these types of questions:
What are the economic conditions on the horizon that can affect your wealth?
Why do you invest the way you do? Who do you trust for investment advice, and why?
How much do they make from their recommendations to you?
Did they protect your portfolio during the last financial crisis?
Is another financial crisis around the corner?
How have you structured your portfolio differently to protect your wealth if we were to experience another economic downturn?
We can be effective and happier when thinking on our feet.
One way we cope with all sorts of stress--constant emails, texts, voice messages, people at work and at home pulling us in all directions, needing our attention--is to slow down and lower our expectations.
What teaches us how spontaneity can be better influence on work and happiness than endless worrying about the past and future?
Learn to coach and harness the power of a "now" strategy.
We all live between the past and the future. We live in the present, and we can only directly think, do or change anything at the point of "now."
Wanting to keep moving is a deeply powerful motivation. If what moves us to movement is the desire to move, we never want to stop. We want to do what is in front of us. We want to go with what feels right. And when we feel this way, our ultimate reward is the thrill of effortless action.
This book explains how to live better in the "now:"
One of the biggest challenges everyone in business faces is getting a recommendation approved--whether it be a costly new technology program, a new hire, the close of a big sale, or a request for promotion. People pitch ideas every day. And every day they get shot down.
The problem: all too often the focus is on the analysis and data and not on the communication.
At the heart of getting your pitch approved is making your audience care about it. The best way to make them care is to explain how your idea advances their agenda. Show them how your recommendation drives a result they're interested in. The way you make this linkage is through the creation of the core idea.
"We can only break out of this dysfunctional communication dynamic by changing the way we approach making a pitch, which is fundamentally different than the 'get data, draw conclusion' mindset," explains Figliuolo. "A hypothesis-driven approach is designed to focus on the central idea of your pitch and build logical, as well as, stakeholder support for it."
Knowing where you are within a trend helps you see around the next corner
By Elliott Wave International
In part 2 of our in-depth interview with Steve Hochberg, Steve explains what else makes Elliott wave analysis so useful and practical.
If you missed part 1 of our in-depth interview with Steve Hochberg, you can watch it here.
[Editor's note: A text version of the interview is below.]
Alexandra Lienhard: So, as editor of the Financial Forecast and the Short-Term Update, what's the goal with the services you provide?
Steve Hochberg: It's interesting in how we form them. Bob [Prechter] writes the Elliott Wave Theorist, and has been doing so since 1978. Back in the 1990s, his interest started broadening and he started developing this field called socionomics. He wanted to step back a bit from the day-to-day market commentary and incorporate the views of socionomics into what he was writing about. So, back in the late 90s, he brought a few people in and we started writing sections of the Elliott Wave Theorist for him -- of course, he edited it to make sure it said exactly what he wanted it to say. Back in 1999, he said, 'You know what, this has been successful enough. Let's do something really unique for our subscribers. Let's give them not only the Elliott Wave Theorist and what I'm talking about socionoimcally and in the markets, but let's also give them your commentary in terms of stocks, bonds and everything else.' So Peter Kendall, who co-writes the letter, and I got together -- and Bob said, 'You write the Elliott Wave Financial Forecast and you can deal with all these markets and cultural trends, and I'll stay with the Elliott Wave Theorist and when I have something important to say about the markets, I can say it. And when I have something very theoretical that I want to put out there and broaden the scope of what's going on, I'm able to do that through the letter.' So we gave our subscribers both letters and it's really been a huge success because we're able to communicate as often as we want and in the manner that we want.
Alexandra: So Steve, there are so many financial newsletters out there, and you've been writing yours for quite a while now so what makes your analysis unique?
Steve: First of all, one of the reasons that we've been around as long as we have, which is a little unusual in this business, is because some of the views we have offer are unique. And really it boils down to the Wave Principle and using that model to forecast the trends in stocks, bonds, commodities, real estate, precious metals and so forth. It's a model that is not that difficult to understand, it's a little bit difficult to apply successfully, continually, but people can pick up our newsletter and fairly quickly understand what we're thinking about in terms of the markets -- and more importantly, why. And as they read it, they'll naturally get used to viewing it in the way we view which is a little bit different than other people, the causality about psychology leading the news events. As you get involved in the Wave Principle, you'll understand what I'm talking about. But really, that's what makes us unique and that's what makes it fun for us to write, and that's what makes it fun for people to read.
Alexandra: Well, I know you're a busy guy, so thanks again for sitting down and chatting today.
After noticing the real GDP per person just dropped to its lowest level in more than 75 years, a major newspaper recently asked a slate of economists, "What's wrong with the economy?" Not one of them referenced the telling data in these charts. Now you can see what they don't want you to see.
This article was syndicated by Elliott Wave International and was originally published under the headline Markets: Understand the Present to Forecast the Future (Part 2). EWI is the world's largest market forecasting firm. Its staff of full-time analysts led by Chartered Market Technician Robert Prechter provides 24-hour-a-day market analysis to institutional and private investors around the world.
If your employees brought their "A-Game" to work every day, what would it mean for your company's performance?
Studies have repeatedly shown that the majority of employees are disengaged at work. But it doesn't have to be this way. Often, the difference between a group of indifferent employees and a fully engaged team comes down to one simple thing---a great boss.
In " How to Be a Great Boss," authors Gino Wickman and Rene Boer present a straight-forward, practical approach to help bosses at all levels of an organization get the most from their people. "How to Be a Great Boss"provides practical tools that you can apply immediately with your people, allowing you to focus on improving and growing your organization and truly enjoy what you do.
A great boss creates a work environment where people are fully engaged and highly accountable. The truth is, if you do five things consistently as a leader and five things consistently as a manager, you will be a great boss. It's that simple!
It doesn't matter if you're nice or tough, introverted or extroverted, charismatic or reserved. Just be yourself. When you are authentic, you are more believable and you will build trust.
There's no middle ground here. You must genuinely desire to become a great boss.
"Is that your best and final offer?" the chief sourcing officer asked.
Best and Final Offer Strategy
One of the trickiest and most important parts of negotiating is holding the ground you've spent time and effort protecting as your try to bring a deal to a close.
Depending on how well you've defended your price, you may or may not have a good deal at this point. But even if you've held your ground and carved out a good deal, a tough customer will try to "nibble" away until you end up with a less-profitable deal than you thought.
Good negotiators will wear your down; it's part of their strategy. A negotiation can be a long process, and you have to resist the urge to give in due to impatience, irritation, or exhaustion.
Sometimes it seems as though the counter-offering process could go on forever with smaller and smaller concessions from each side. But at some point, one side or the other runs out of room to maneuver and it is time to bring the negotiation to a close. This is a tricky and sometimes fatal phase, if poorly navigated.
To 'sell' your idea, product or service, you must pass the ACID test:
A. Gain favorable Attention
C. Inspire Confidence
I. Build Interest
D. Allow Desire to surface.
When 'desire' surfaces, the other person takes the lead in the conversation while you provide the evidence necessary to justify the transaction.
There are three important interrelated characteristics that come into focus when you reach the endgame in a negotiation: your bottom line, your walk-away option(s), and leverage.
To be successful at any negotiation, it is important to understand the interplay among these three factors.
Despite new all-time highs in the stock market, US economic data is lagging.
In fact, real GDP per person just dropped to its lowest level in more than 75 years!
While major news outlets never miss a chance to jump on that latest negative trend from society, they seem reluctant to cover basic economic figures that could spell bad news for millions of Americans. Yet the steady dive in US economic performance has recently become too pronounced to ignore.
When a major New York daily newspaper finally took notice and asked a slate of economists, "What's wrong with the economy?", responses ranged from "a statistical mirage" to a "hangover" from the 2008-2009 recession.
Yet the charts, data and figures -- for people like you who are willing to take an honest look at such statistics -- reveal something far more insidious.
I invite you take a 100% free look at an eye-opening new 2-page report -- a quick 5-minute read from our friends at Elliott Wave International that answers these questions and shows you three charts you will probably not see from any other source.
These three charts show what's really wrong with the US economy, which is why I think most economists would rather keep them secret.
Change agents create new cultures by fostering relational dynamics among participants that include more respectful interactions and broader systems thinking.
Three core dynamics--relational coordination, relational co-production, and relational leadership--need to be present at some level in order to successfully implement the structures that can effectively support them.
Perhaps the most learning is the most obvious--that change agents play a critical role in creating organizational change.
The key is to carry out these "little things" with intention, with awareness of one's power, one's influence, and one's impact on others as well as with deliberate planning with others to create collective impact for positive change.
This leadership can be exercised by virtually anyone who recognizes his or her power as a coach and role model. Individuals exert a powerful influence for better or worse through the examples that they set for treating others.
