Archive for the ‘Professional Development’ Category

12 techniques to self-improvement:

  1. Adopt and maintain the growth mindset.
  2. View your successes and failures as feedback for learning.
  3. Study the objective standards of your field, profession or organization.
  4. Observe and emulate positive role models.
  5. Practise self-knowledge in order to assess your leadership against objective standards.
  6. Practise self-awareness so you can witness your behavior, thinking, and performance on a
    moment-to-moment basis and adjust these accordingly.
  7. Create a vision of how you wish to lead in the future, and then determine what competencies
    and traits you will need to achieve that vision.
  8. Assess your past performance as a leader so you can draw lessons learned for now and the
    future.
  9. Identify where you are on the learning curve for the particular competencies you need in
    leadership. Are you at the initial awareness stage, making rapid progress, reaching diminishing
    returns, plateauing, or in decline? What is needed to move to the next stage of leadership
    competence?
  10. What is the next learning curve for you? What are the most likely risks and opportunities you
    face when making the leap to the next curve?
  11. What are your top leadership strengths and your center of gravity? Develop a strategy to
    exploit your center of gravity.
  12. What are your top leadership limitations and vulnerabilities? What is your strategy to manage
    these limitations, depending on the situation and the people you are leading?

Richard Martin is The Force Multiplier. He brings his military and business leadership and management experience to bear for executives and organizations seeking to radically improve performance, grow, and thrive in the face of rapid change, harsh competition, and increasing uncertainty.

© 2015 Richard Martin. Reproduction and quotes are permitted with proper attribution.

There was an article in the Wall Street Journal a few days ago about how Walmart has decided to provide more training and development for its employees, especially those that are just starting out. This is a welcome development, as companies often fail to provide the most basic skills and knowledge to allow their employees to do a good job. This is particularly the case in the retail sector, and it is compounded by the high turnover.

Walmart has adopted the motto “I know. I can. I will.” This is another way of describing the three types of competencies. I know refers to the knowledge requirements of a job. I can refers to the skills requirements. I will refers to the attitudinal requirements. With my own clients, I tell them that all tasks, functions and responsibilities can be broken out into the KSA scheme that I learned in the army. Knowledge is WHAT the person needs to know to do the job or task. Skills are HOW the person will do the job or task. And Attitudes are WANTING to do the job, and do it well.

Whenever you’re confronted with the need to identify and develop competency requirements, it helps to break these out as follows: What knowledge is needed and by whom? How will the knowledge be applied in practice? What attitude is required to apply these skills and do a good job?

I’m never too busy to discuss your needs or those of anyone else you feel may benefit from meeting or talking to me. So feel free to contact me at any time!

Richard Martin is The Force Multiplier. He brings his military and business leadership and management experience to bear for executives and organizations seeking to radically improve performance, grow, and thrive in the face of rapid change, harsh competition, and increasing uncertainty.

© 2015 Richard Martin. Reproduction and quotes are permitted with proper attribution.

Some of you may be old enough to remember Nancy Reagan’s plea to “just say no” to drugs. If only it were that easy for those who are mired in dependency. The same thing goes for strategy and other aspects of management and leadership. We often end up doing things or acquiescing to commitments that we should just turn down, or outright refuse to do. Ask yourself these questions before deciding to do something or make a commitment:

  • How does it contribute to my major goal(s)?
  • Do I even know what my major goals are?
  • Can I delegate it to someone I trust or MUST I do it myself?
  • Does it contribute to my brand, repute, mission, vision?
  • Do I believe it is useful and will actually work?
  • Am I just going through the motions?
  • Do I WANT to do it or commit to it?
  • Am I just trying to placate others?
  • Am I just trying to please others, or trying to “fit in,” or doing what I believe is expected of me?
  • Who is asking me to do it? Do I respect their judgment and opinion? If not, then I need to get another opinion or give more consideration to MY needs and values.

There are probably more questions to ask yourself, but I’m sure you can see where I going with these…

I’m never too busy to discuss your needs or those of anyone else you feel may benefit from meeting or talking to me. So feel free to contact me at any time!

Richard Martin is The Force Multiplier. He brings his military and business leadership and management experience to bear for executives and organizations seeking to radically improve performance, grow, and thrive in the face of rapid change, harsh competition, and increasing uncertainty.

© 2015 Richard Martin. Reproduction and quotes are permitted with proper attribution.

Uber-consultant Alan Weiss, PhD, is running the Million Dollar Consulting® Conference in Atlanta in March. He already has 130 people signed up, but his “stretch goal” is 200. As a long-time member of Alan’s excellent communities I can attest to the incredible value of this opportunity. If you’re a solo consultant, coach or speaker, or if you run any kind of professional services business (e.g., accounting, legal, etc.), then this is the place you should be.

The site is below, with dates, presenters, and logistics. This is also one of the most inexpensive ways to be with Alan, as some registrants have pointed out, since he’ll be speaking and present throughout the three days. Please note that the special keynote speaker will be Dr. Martin Seligman, the founder of the entire field of positive psychology. Wow!

Million Dollar Consulting Convention

Richard listed on bookaspeaker.net.

ISN Works introduces Richard Martin as one of its speakers.

I’ve been an independent consultant for eight years now. One of the deepest insights I’ve gained, from my own experience and that of helping others is the unerring value of self-esteem.

Self-esteem is the profound belief, faith even, that we are worthwhile individuals and that we have something of value to contribute to others and to the wider world. Unfortunately, many people confuse the belief in one’s unconditional worth and value with the belief that one should be beyond criticism or sheltered from opposition, difficulty, or even enmity.

An acquaintance of mine has been struggling for years with the idea of writing a book. He has—falsely in my estimation—focused on researching the topic to death and developing the ideas of others. If he had just written the book based on what he knows about the topic he would probably have published it by now and started drawing the benefits of having done so. He thinks he has a writing problem and frames his situation in that way. I’ve suggested to him that what he really has is a self-esteem issue. He thinks that he needs to rely on the ideas of others in order to be taken seriously as an author and expert on his topic of choice.

To quote Isaac Newton, we all “stand on the shoulders of giants.” That’s okay, and we should always acknowledge the sources of our ideas and contributions of others. But when that becomes an excuse to put off accomplishing what we truly want, it’s not simply a technical problem. It’s a self-esteem problem.

I’ve often been surprised in working with executives and companies that a lot of their problems stem from low self-esteem, or at least a lack of self-confidence and self-recognition of their unique value. I was doing a project with a professional service company. We were discussing ways of increasing the value—and fees—they could be charging their clients. When I broached the topic of moving from simply providing ready-made information and executing client-defined mandates, to knowledge- and wisdom-based interventions, the members of the group were visibly ill at ease.

When I inquired as to the nature of their discomfort, they told me straight out they didn’t think they could do it, and that besides their clients would never pay for that. They said they could never venture outside the beaten path of how things are done in their industry. It reminded me of the Simpsons episode when Marge washes Homer’s white shirts with the reds, and they come out pink. Marge tells Homer she thinks he looks good in pink, and that he looks different. But he tells her that he can’t risk being different because he’s not popular enough.

As my mentor, Alan Weiss, always says, “You can’t ask others to believe in your value unless you first believe it yourself.” Value is largely a psychological phenomenon. Can we honestly say a $100 thousand Mercedes is worth three times as much as a $30 thousand dollar Toyota (or whatever)? Not objectively at least. The value is in the perception and the branding. Before someone accuses me of not recognizing the workmanship and styling and performance of a Mercedes, I’ll say right away that these are objective qualities. However, there is also a unique, subjective qualitative difference. Technical know-how and proficiency are definitely a source of the Mercedes brand, but so is the self-esteem of the company, its management, and its employees. Moreover, customers acquire Mercedes’s cars because of that perception.

The exercise of sound leadership implies risk-taking and decision-making. This also entails a need for strong self-esteem. If you’re in front and leading, seeking to influence others and giving your view of things, then you will necessarily be criticized and occasionally opposed. You can’t lead if you don’t have the self-esteem to weather its inevitable ups and downs. By extension, leadership is founded on respect. We think of respect for the leader, but that also includes respect of others in general. To lead people you have to respect them enough to give them information, to explain the situation, to let them use their creativity and initiative, and to develop them so they can shine and eventually step into your shoes.

As you can see, self-esteem is not just some ethereal quality suitable only for preschoolers. If we want to take risks in life—And can we really avoid them?—then we require self-esteem. We must believe in our powers and abilities, and be willing to take a chance on them. We must have faith that others want and value our products and services and contributions. Otherwise, we get lost in the pack with no perception of difference and competitive advantage. We also fail to make our best contribution.

Richard Martin is The Master Strategist and Leadership Catalyst. Richard brings his military and business leadership and management experience to bear for executives and organizations seeking to radically improve performance, grow, and thrive in the face of rapid change, harsh competition, and increasing uncertainty.

© Alcera Consulting Inc. 2014. We encourage the sharing of this information and forwarding of this email with attribution. All other rights reserved.