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Wednesday, July 15, 2015
by julie
In any organization, you need to rely on others to complete tasks and accomplish the goals of the organization.
Building strong internal, operational networks with cross-functional peers will help you gain cooperation of others to achieve tasks, sell ideas, and gain resources. But first you need to build strategic relationships with peers. Outlined below are tips to create win/win peer relationships.
1. Don’t act or be siloed. Share information, ask for your peers’ input, and look for ways to collaborate and solve company-wide problems.
2. Get to know your peers by asking them open-ended questions that demonstrate your interest and willingness to help.
3. Defend your peers behind their backs.
4. Don’t try to compete with your peers. Go out of your way to give them credit and point out their strengths and accomplishments.
5. Pay attention to your peers at meetings – listen and incorporate their suggestions into your recommendations.
6. Build trust with peers by conducting regular group meetings to share information and touch base.
7. Form peer coaching relationships with your peers. Commit to learn from each other.
Drawn from the thoughts of Dan McCarthy’s website, Great leadership, and from Scott Eblin, author of The Next Level.
Bohan & Bradstreet can help you build an external network and create a win/win career plan. Reach out to us to start the process!
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Wednesday, July 1, 2015
by julie
What makes a great business presentation? Everyone has an opinion, but for us, a relatable story is the best way to resonate or make a connection with an audience – big or small.
Stories allow people to disseminate information that can be digested while also allowing one to build a relationship. Stories can be used to illustrate your vision or value system, and stories can help create trust among an audience, inspire an audience, and/or make people take action. Telling a personal story can make you relatable and demonstrate emotions that impact the audience and how they may view you as a leader.
How do you make a story impactful?
The Ariel Group, an international training and coaching firm for business professionals, has documented storytelling best practices when communicating in a business environment:
- Re-experiencing the event (e.g., by using present tense)
- Using descriptive/sensory language (sound, sight, taste, smell, feeling)
- Keeping it simple (e.g., by using bullet phrases and few “ands”)
- Emphasizing emotional content
- Playing different roles in the story
- Using vocal variety and body language
In The Leadership Engine, Noel Tichy suggests conveying leaders’ hard-won experiences through stories. Tichy makes sure that the point of every story is shared unambiguously – what he calls having a “teachable point of view”.
Take a moment to reflect back on your past experiences. How can you translate your experience into stories that build trust, inspire an audience, and/or drive people to take action? As with any presentation, practice your storytelling until you perfect the delivery and ultimately the impact.
Bohan & Bradstreet can introduce you to an audience that may propel your career. Contact us when you’re ready to share your story.
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Tuesday, June 16, 2015
by julie
Have you ever been in the presence of someone who could communicate authentically, make instant connections with people, or capture an audience’s immediate attention?
How do you acquire this capability?
According to Amy Jen Su and Muriel Maignan Wilkins, co-authors of “Own the Room”, leadership presence is the ability to consistently and clearly articulate your value proposition while influencing and connecting with others. The co-authors suggest two factors – 1) demonstrate your authentic value and distinction, and 2) connect to others in a positive way.
Others suggest eliminating the “noise” or distractions. Be present to what is happening right now and around you. There appears to be consensus regarding effective communication skills and the impacts on presence. Impactful communication requires awareness, energy, concentration, eye contact, and voice inflection. Many people are not aware of their energy level when speaking. Energy is a driver to capture interest and create presence. You can have a big impact on the energy level (positive and negative) within a team discussion or meeting. You can set the tone consciously or unconsciously.
To us, there is a clear correlation between presence and communication. Be honest with yourself when assessing your capabilities. The tone you set as a contributor and observer can have a profound effect on your performance and the effect on the organization.
Discover your voice and take your presence to the next level!!
Bohan & Bradstreet finds individuals distinctive to the personality of our clients' organizations. We help build a winning team and culture.
How can we help you?
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Wednesday, June 10, 2015
by julie
In Working with Emotional Intelligence, a book written by Daniel Goleman, the author explores a different way of thinking about human intelligence. His research suggests that emotional intelligence (E.Q.) has a greater impact on life success that analytical intelligence (I.Q.). There are three main drivers of E.Q. skills:
1. To be aware of, recognize, understand, and work with our own emotional state
2. To notice and accurately determine another’s emotional state
3. To bridge the gap between our emotions and another’s through empathy, communication, and relationship-building
Daniel Goleman states that E.Q. is something that can be learned and taught. One can improve their E.Q. through experiential exercises, coaching, and practicing these skills in everyday life.
Outlined below are some opportunities to integrate E.Q. in your current work environment:
· If someone comes to you with an issue or problem, respond with empathy first before recommending a solution. Put yourself in that person’s shoes.
· During a team discussion or meeting, write down what emotions (i.e., frustration, relief, confusion, sadness) surface for you and your peers. After the meeting, think about why those emotions surfaced and how they could be addressed to support collaboration, consensus building, decision-making, etc.
· As a leader, it is important that all individuals feel like they have a voice during a discussion or team meeting. Make sure you check-in and provide an open platform to express feelings.
Bohan & Bradstreet finds individuals distinctive to the personality of our clients' organizations. We help build a winning team and culture.
How can we help you?
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Thursday, June 4, 2015
by julie
Great leaders are differentiators, they can impact the effectiveness of the work environment and the discretionary effort by a team. Leaders that can acclimate and adapt a style to a situation are the most effective.
Research by companies, like the HayGroup, on leadership have shown there are six leadership styles that employees can apply to the situations they encounter:
· Affiliative – create harmony and avoid conflict; relies on building internal relationships and consensus
· Authorative – provides long-term direction and vision; relies on “dialogue” with others
· Coaching – focuses on long-term development of employees
· Coercive – immediate compliance; relies on “directives” rather than “direction”
· Democratic – very participative; building commitment and generating new ideas
· Pacesetting – establishing high standards of excellence for completing tasks
The most effective style depends on the situation, task, employee that needs to be managed in addition to other variables like times pressures, risks, resources, etc. Great leaders are able to diagnose the demands of the circumstance and use multiple leadership styles to persevere.
As a company, you face an unlimited number of different situations. As an organization, you need to ask the following critical questions:
· What does the situation require of us to compete in a challenging environment?
· Do I have the bench strength to handle the situation at present?
· Am I grooming the next generation of leaders?
· Can I diagnose the leadership style(s) that are most “natural” to our organization?
Companies need leaders that complement each other, but also need to acquire leaders to compensate for what you do not have. Companies that are open to this dialogue and aware of blind spots internally are forward thinking, and ahead of the talent acquisition curve.
How can we help you find top talent?
We present individuals distinctive to the personality of the organization. We evaluate on technical qualifications, cultural fit, leadership capabilities/styles, critical and creative thinking capabilities, and interpersonal skills.
We have deep functional experience and have placed over 3,000+ individuals over our 25+ history within these business functions:
· Accounting & Finance
· Compliance, Legal & Risk (CLR)
· Engineering, Operations & Supply Chain (EOSC)
· Human Resources
· Marketing, Sales & Strategy (MSS)
· Technology
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