- A Business Week Article
How do you deepen relationships and drive growth when customers pull back? The Corporate Executive Board's Sales and Marketing Practice surveyed more than 5,000 individuals at its members' customer organizations to find out what makes them willing to 1) keep buying from that supplier, 2) buy even more over time, and 3) advocate on that supplier's behalf across their organization. The results reveal clear, if somewhat unexpected, strategies for winning that kind of loyalty in a down economy.
Conclusion No. 1: It's Not What You Sell, but How You Sell It
Conclusion No. 2: It's Not About Discovering Needs, but Sharing Insights
Conclusion No. 3: Don't Lead with Your Differentiators, Lead to Them
Conclusion No. 4: Ignore Advocates at Your Own Risk
Click here to read the complete article with more explanation of the conclusions made above.
Monday, March 16, 2009
How to Lead When You're Not the Boss
- A Harvard Business Publishing Article
Real leadership is never a matter of mere formal authority. Leaders are effective when other people acknowledge them as such--by listening seriously to their ideas, valuing and following their suggestions for action, and turning to them for advice.
Opportunities to lead aren't limited to times when you have formal authority over a particular team or venture. When you step forward and demonstrate leadership, you will contribute value to the project or enterprise--and strengthen your leadership skills.
In their book Lateral Leadership: Getting Things Done When You're Not the Boss (2nd ed., Profile Books, 2004), Harvard negotiation specialist Roger Fisher and coauthor Alan Sharp lay out a useful five-step method for leading when you are not formally in charge. Its steps can be applied to virtually any project you're involved in or team or meeting you participate in.
Five-Steps include:
Real leadership is never a matter of mere formal authority. Leaders are effective when other people acknowledge them as such--by listening seriously to their ideas, valuing and following their suggestions for action, and turning to them for advice.
Opportunities to lead aren't limited to times when you have formal authority over a particular team or venture. When you step forward and demonstrate leadership, you will contribute value to the project or enterprise--and strengthen your leadership skills.
In their book Lateral Leadership: Getting Things Done When You're Not the Boss (2nd ed., Profile Books, 2004), Harvard negotiation specialist Roger Fisher and coauthor Alan Sharp lay out a useful five-step method for leading when you are not formally in charge. Its steps can be applied to virtually any project you're involved in or team or meeting you participate in.
Five-Steps include:
- Establish Goals
- Think systematically
- Learn from experience--while it's happening
- Engage others
- Provide feedback
Click here to read the complete article with more explanation on each of the five steps mentioned above.
New Story of the Hare and Tortoise
- Shared by Piyali Mantha. Thank You!
Old Story
Once upon a time a tortoise and a hare had an argument about who was faster. They decided to settle the argument with a race. They agreed on a route and started off the race.
The hare shot ahead and ran briskly for some time. Then seeing that he was far ahead of the tortoise, he thought he’d sit under a tree for some time and relax before continuing the race.
He sat under the tree and soon fell asleep. The tortoise plodding on overtook him and soon finished the race, emerging as the undisputed champ. The hare woke up and realized that he’d lost the race. The moral of the story is that slow and steady wins the race. This is the version of the story that we’ve all grown up with.
New Story
The hare was disappointed at losing the race and he did some Defect Prevention (Root Cause Analysis). He realized that he’d lost the race only because he had been overconfident, careless and lax. If he had not taken things for granted, there’s no way the tortoise could have beaten him. So he challenged the tortoise to another race. The tortoise agreed. This time, the hare went all out and ran without stopping from start to finish. He won by several miles. The moral of the story？- "Fast and consistent will always beat the slow and steady."
If you have two people in your organisation, one slow, methodical and reliable, and the other fast and still reliable at what he does, the fast and reliable chap will consistently climb the organisational ladder faster than the slow, methodical chap. It’s good to be slow and steady; but it’s better to be fast and reliable.
The story doesn't end here. The tortoise did some thinking this time, and realised that there’s no way he can beat the hare in a race the way it was currently formatted. He thought for a while, and then challenged the hare to another race, but on a slightly different route. The hare agreed. They started off. In keeping with his self-made commitment to be consistently fast, the hare took off and ran at top speed until he came to a broad river. The finishing line was a couple of kilometers on the other side of the river. The hare sat there wondering what to do. In the meantime the tortoise trundled along, got into the river, swam to the opposite bank, continued walking and finished the race. The moral of the story? - "First identify your core competency and then change the playing field to suit your core competency."
In an organisation, if you are a good speaker, make sure you create opportunities to give presentations that enable the senior management to notice you. If your strength is analysis, make sure you do some sort of research, make a report and send it upstairs. Working to your strengths will not only get you noticed but will also create opportunities for growth and advancement.
The story still hasn’t ended. The hare and the tortoise, by this time, had become pretty good friends and they did some thinking together. Both realised that the last race could have been run much better. So they decided to do the last race again, but to run as a team this time. They started off, and this time the hare carried the tortoise till the riverbank. There, the tortoise took over and swam across with the hare on his back. On the opposite bank, the hare again carried the tortoise and they reached the finishing line together. They both felt a greater sense of satisfaction than they’d felt earlier. The moral of the story? - "It’s good to be individually brilliant and to have strong core competencies; but unless you’re able to work in a team and harness each other’s core competencies, you’ll always perform below par because there will always be situations at which you’ll do poorly and someone else does well."
Teamwork is mainly about situational leadership, letting the person with the relevant core competency for a situation take leadership.
Old Story
Once upon a time a tortoise and a hare had an argument about who was faster. They decided to settle the argument with a race. They agreed on a route and started off the race.
The hare shot ahead and ran briskly for some time. Then seeing that he was far ahead of the tortoise, he thought he’d sit under a tree for some time and relax before continuing the race.
He sat under the tree and soon fell asleep. The tortoise plodding on overtook him and soon finished the race, emerging as the undisputed champ. The hare woke up and realized that he’d lost the race. The moral of the story is that slow and steady wins the race. This is the version of the story that we’ve all grown up with.
New Story
The hare was disappointed at losing the race and he did some Defect Prevention (Root Cause Analysis). He realized that he’d lost the race only because he had been overconfident, careless and lax. If he had not taken things for granted, there’s no way the tortoise could have beaten him. So he challenged the tortoise to another race. The tortoise agreed. This time, the hare went all out and ran without stopping from start to finish. He won by several miles. The moral of the story？- "Fast and consistent will always beat the slow and steady."
If you have two people in your organisation, one slow, methodical and reliable, and the other fast and still reliable at what he does, the fast and reliable chap will consistently climb the organisational ladder faster than the slow, methodical chap. It’s good to be slow and steady; but it’s better to be fast and reliable.
The story doesn't end here. The tortoise did some thinking this time, and realised that there’s no way he can beat the hare in a race the way it was currently formatted. He thought for a while, and then challenged the hare to another race, but on a slightly different route. The hare agreed. They started off. In keeping with his self-made commitment to be consistently fast, the hare took off and ran at top speed until he came to a broad river. The finishing line was a couple of kilometers on the other side of the river. The hare sat there wondering what to do. In the meantime the tortoise trundled along, got into the river, swam to the opposite bank, continued walking and finished the race. The moral of the story? - "First identify your core competency and then change the playing field to suit your core competency."
In an organisation, if you are a good speaker, make sure you create opportunities to give presentations that enable the senior management to notice you. If your strength is analysis, make sure you do some sort of research, make a report and send it upstairs. Working to your strengths will not only get you noticed but will also create opportunities for growth and advancement.
The story still hasn’t ended. The hare and the tortoise, by this time, had become pretty good friends and they did some thinking together. Both realised that the last race could have been run much better. So they decided to do the last race again, but to run as a team this time. They started off, and this time the hare carried the tortoise till the riverbank. There, the tortoise took over and swam across with the hare on his back. On the opposite bank, the hare again carried the tortoise and they reached the finishing line together. They both felt a greater sense of satisfaction than they’d felt earlier. The moral of the story? - "It’s good to be individually brilliant and to have strong core competencies; but unless you’re able to work in a team and harness each other’s core competencies, you’ll always perform below par because there will always be situations at which you’ll do poorly and someone else does well."
Teamwork is mainly about situational leadership, letting the person with the relevant core competency for a situation take leadership.
OTHER LESSONS TO BE LEARNT FROM THIS STORY
- Note that neither the hare nor the tortoise gave up after failures. The hare decided to work harder and put in more effort after his failure.
- The tortoise changed his strategy because he was already working as hard as he could. In life, when faced with failure, sometimes it is appropriate to work harder and put in more effort. Sometimes it is appropriate to change strategy and try something different. And sometimes it is appropriate to do both.
- The hare and the tortoise also learnt another vital lesson. When we stop competing against a rival and instead start competing against the situation, we perform far better.
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