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)
Despite the diverse range of industries--business, sports, technology, finance, education, and the arts--each of these successful institutions share a common bond: they are world-class industry leaders and have repeatedly outperformed their competition.
"At the heart of every institution whose advantage has endured lies an organizational model that works more effectively than its competitors," say authors Brian MacNeice and James Bowen in their new book, POWERHOUSE. The authors have sought to highlight those lessons that leaders of other organizations can learn from these institutions to put into practice themselves.
Having completed their research of the individual institutions, and looking across the portfolio of their case studies, they can draw two conclusions from their work that relate to the delivery of sustained high performance more broadly:
The first is that enduring high performance reflects a competitive advantage that is fundamentally organizational in nature.
The second conclusion is that there are generic lessons to be learned from studying high performance across multiple disciplines that have application in specific individual situations.
POWERHOUSE provides a four-pillar approach to developing high performance:
Much like a great sports play; to appreciate a great market forecast, you have to see it. In fact, we'd like to show you four. Our examples do indeed show what can happen when Elliott analysis meets opportunity. But we're not asking you to attend a class in 'good calls.' In each of these four markets, the unfolding trends have (once again) reached critical junctures. You really, really want to see what we see, right now.
This article was syndicated by Elliott Wave International and was originally published under the headline Stock Market Highs & the Election Buried This HUGE Story. 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.
It is important to spend time thinking strategically about the future of your business.
Yet, most leadership teams fail to do so. They fail because they do not have a clear and simple way to get this strategic thinking time into their company routine or regular flight path.
Take a closer look at your regular day. What does it look like? Is it filled with various meetings and customer deliverables? Maybe a fire to put out here and there?
No leader is sitting on his or her butt waiting for something strategic to do! Being busy with the day-to-day operations of the business is the most common excuse for having time to think and work on winning moves. Then, a few years down the road, their growth flat lines. They are left scrambling desperately for growth.
"We don't have time" really means that a strategy for growth was not important enough. If you truly believe that it is important, prioritize it above the other things that compete for your time.
How many companies spend money on training sales reps? Almost all do.
Unfortunately, the exercises of developing the strategy for your sales reps' territory is only a "snap shot" of the selling situation at a particular time. The problem is obvious: You can not predict the reaction of your prospective customer to each situation so far in advance.
That is why strategies for each major account is a method that must allow you and your company to have a clear direction (i.e. a compass versus a road map) of where you are going with the flexibility to adjust the course of your reps' sales plan based upon changes that are constantly occurring out in the marketplace.
Regardless of the size of your sales team, the industry you work in, your years of experience, or your level of seniority, all sales leaders face problems.
"All too often, we watch rep after rep go through training, while little or no money gets budgeted for a sales leader's professional development," says author Suzanne M. Paling. "They learn largely on their own, to run a sales force. This results in longer hours, mistakes, and bad decisions."
Like company leaders all over the world, you made the logical assumption that a superstar rep could easily transition into the role of superstar sales manager. You meant to do the right thing by the company, the former superstar rep, and the sales staff. It just didn't work out. Removing any valued employee from the wrong role involves sensitivity and diplomacy. Coming up with a suitable replacement position takes creativity and discretion.
However, a wise sales manager who helps their reps develop strategies for each major account (along with their whole their sales territory) can and should be identified, as well as being continually updated as conditions change.
Setting good measurable objectives (having economic value and requiring action on the part of the decision maker/customer), it is necessary to identify the steps in obtaining the objective.
Such a method allows everyone on the sales team to have a clear direction of where they are going with the flexibility to adjust course of their plan based upon changes that are constantly occurring.
Our Currency Strategist Outlines His Long-term View of the Euro
By Elliott Wave International
[Editor's note: The text version of this interview is below.]
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Alexandra Lienhard: I'm Alexandra Lienhard for ElliottWaveTV, and today I've snuck into Jim Martens' office. Jim is Elliott Wave International's Senior Currency Strategist and editor of EWI's Currency Pro Service. Jim, thanks for taking a couple of minutes to sit down today.
Jim Martens: It's my pleasure, Alex.
Alexandra: Now Jim, you have been consistent in your long term view of the euro. And I'm curious, did the U.S. presidential election affect that, beyond the initial knee jerk reaction? What's your long-term view of the Euro?
Jim: Well, we've been bearish for a number of years now, really. Going back to 2008, that's where the euro peaked at its all-time high near 160 and then it had a plunge and it spent a number of years consolidating from there. We call that a triangle from an Elliott wave perspective. We expected a thrust to the downside. We saw that in March of last year. And then it repeated that same sideways pattern since then.
What was interesting in terms of the election is on election night as it became apparent that Donald Trump might win the election, the euro spiked against the dollar. And we were expecting that.
Alexandra: So, then let me ask you this, on the heels of the U.S. presidential election and the news headlines that have since come out, how do you factor in news and events into your analysis?
Jim: Well, Alex, I really don't. We believe that the news is really coincidental to market movement. That it's really crowd psychology that moves prices. So, in this case, we had a pattern complete. So whether Donald Trump would win the election, or Hillary Clinton, we expected Euro-Dollar to reverse course abruptly and continue lower -- and that's what we've seen.
Alexandra: And is that how you kept subscribers ahead of the Brexit trade a couple months ago?
Jim: Exactly. It's all about the pattern. That was really the same thing. We saw a pattern earlier in the year. From February to May cable recovered in corrective fashion. So, even though cable then spiked through June up into the date of the vote, we expected a sharp reversal and of course we all know what happened. As soon as the results of the vote were announced, what happened to cable? It plunged.
Alexandra: Now, circling back around to the markets and changing gears for a second, you've also been a strong advocate for a weak Canadian dollar. That seems to be working out.
Jim: It has, since May. To start the year there was a huge decline in Dollar-CAD and since May we've seen a recovery. It looks corrective, but so far no sign that it's complete.
Alexandra: Well, we'll have to stay tuned. Thanks for taking a couple of minutes to talk today, Jim. Appreciate it.
Learn how to put the power of the Wave Principle to work in your forex trading with this free, 14-page eBook. EWI Senior Currency Strategist Jim Martens shares actionable trading lessons and tips to help you find the best opportunities in the FX markets you trade.
This article was syndicated by Elliott Wave International and was originally published under the headline Euro Price Action Post-Election: "We Expected That". 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.
This implies that managers can fall into a dangerous trap if they continue to perform tasks they love from a previous role. And it says that to not let go is to give into a controlling tendency that robs staff of development opportunities. But not everyone agrees.
Today's increasingly knowledge-driven, cost-competitive work world is changing the way management gets done. More and more, people in management roles are becoming can-do leaders who must continue to practice their specialty while managing and developing the skills of others.
Effective managers understand that focusing on delegating tasks, rather than doing these tasks, is necessary if they are going to get things done and develop their staff along the way. That said, there are times when getting things done properly and developing your staff can be better achieved by doing some tasks yourself rather than delegating all of them.
Occasionally, doing tasks you are still good at highlights your personal commitment to achieving a high performance standard. It also gives you the opportunity to demonstrate strategies and techniques that are useful for excelling at these tasks.
In BECOMING A CAN-DO LEADER, Frank Satterthwaite and Jamie Millard share their strategies to transform "too busy" player-managers into highly employable leaders in their fields as can-do champions.
Is the strategy, psychology and process used to get a customer to say "yes" the first time, the same for getting them to say "yes" the second time?
"Absolutely not," says strategic marketing expert Noah Fleming. "To better serve your customer, it is necessary to understand the psychology at each step of the client's journey and what you can do to influence the customer to continue to do business with you over and over again--no matter what type of business you're in."
In his book, THE CUSTOMER LOYALTY LOOP, Fleming offers proven secrets for building a systematic (and replicable) process to acquire loyal customers who will become evangelists for your business.
"Once you understand that creating a loyal customer starts long before the first sale, you can start to see the path to generating the 10th sale," says Fleming. "Creating legions of loyal customers and maximizing customer value is a simple, replicable and easily-implementable process."
'A cultural lobotomy' is a term that authors Sue Bradley and Mike Fitzsimons use to describe a process that encourages us to become either logical or creative but not both.
Either our creative abilities are subjugated by a world of tasks that requires us to be constantly rational and logical, or our logical abilities are dismissed as evil by a creative fashion that abhors organization and wealth.
The roots of this malaise can be found within industrialization, then accelerated by mass production and the development of the assembly line: a process that requires folk to do simple things all day long.
Mass production depends on and values the logical and managerial, as opposed to the creative and emotional capabilities of our brain. As a consequence, two subcultures have emerged: one promoting our logical organization skills, the other championing our creative abilities.
Unfortunately these two world views have become opponents slugging it out in academic, political, and economic battlegrounds. This is having a negative impact on our experience of life and threatens our future.
You can make your business more successful, your enterprises more relevant and your personal life more fulfilling.
Women are undoubtedly a key part of the talent pool in the United States.
The Census Bureau reported that in 2015, women received approximately half of all bachelor's and advanced degrees. So when young professionals enter the workplace, gender is fairly balanced.
Yet, as professionals climb the ladder of their careers, the percentage of women in senior roles dwindles, often reaching teens and single-digit numbers at executive levels. This fact impacts the confidence of women who want to attain senior positions.
"My view on gender balance in corporate leadership roles does not come from an academic or social perspective, but from a grounded, experienced executive's point of view. The reason we need the change has to do with money," author Melissa Greenwell maintains.
Child rearing is believed to be the number-one cause of leaders losing their female talent. In reality, many women leave to do something else they can manage professionally and personally.
Because women tend to value meaning over money, it's much more likely that women will make a career move for the satisfaction of job purpose and being valued, rather than the paycheck.
Highly effective people know that the most important and intimidating work we do is “inner work”. Knowing who you are, what you want and why you want it are all important steps in your personal and professional journey.
A self-coaching guide can help you explore your natural talents, focus on what you do best and how to manage your stress and default behaviors.
