Convincing a new prospect to hire your organisation to perform new work can be a tough sale. That said, once you have a client, it is far easier to:
Extend and expand contracted work to provide even greater value.
Find and develop new opportunities to deliver value in other parts of the same organization.
Find similar organizations that would benefit from doing what has been successfully done already.
Most service organizations dramatically under-play opportunities to deliver more value to existing clients and to deliver for new clients what has already been successfully delivered for another.
Click the figure above to view a slide sequence that shows a way to think about how to juxtapose the roles of New Account Sales, Project Management, Account Management, and Solution Offering Management.
While putting full attention on accomplishing one thing increases the odds that the thing will be done well, it is all too easy for the career minded professional to end up doing nothing other than their work!
They would be wise to realize that top performers at all levels make time for other things such as family, recreation, exercise, spiritual development, and even volunteer work.
Participating in volunteer work can add a healthy perspective to life and position for growth which makes it all the more rewarding to find a way to pitch-in. Continue reading →
Any organization that performs and grows, exists to solve a problem for a customer. Its mission explains why it exists and its vision explains where it is headed but neither, individually or together, necessarily explains the solution (WHAT) it provides customers (WHO) and the problem their solution solves (WHY) for those customers.
While it may at first seem simple or obvious, it is usually surprisingly difficult for leaders to sort out and agree on how to describe all three dimensions. Employee surveys invariably reveal that the most urgent need across the organization is to get a better handle on: “Who are we and what do we do?” which reveals the importance of clearly and consistently communicating all three dimensions to everyone in the organization. Continue reading →
On November 13, 2013 IntelliVen CEO, Peter DiGiammarino, will present Manage to Lead: Seven Truths to Help You Change the World at the monthly meeting of the National Association of Corporate Directors Click the figure at left to register.
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On November 12, 2013 IntelliVen CEO, Peter DiGiammarino, will present Manage to Lead: Seven Truths to Help You Change the World at the monthly dinner meeting of the Leesburg Society for Human Resource Management. If you would like to attend, please click the figure at left to register.
The post includes a video interview on how operating leaders participate in venture success which was suggested, filmed, and first published by BusinessBecause. BusinessBecaue launched in late-2009 as the first “niche network” connecting business students, employers, business school applicants and business schools around the world.
BusinessBecause publishes fascinating, people-focused stories and provides useful information on choosing a b-school (e.g. Why MBA, MBA rankings) and finding a job. BusinessBecause now has more than 100,000 monthly visitors and a vibrant 20,000-member worldwide community that shares information with each other and that use the network to build valuable career connections internationally.
BusinessBecause also runs EngineeringBecause, for the world’s top engineering students, and a technology business, NetworkBecause, building alumni platforms for organizations. This IntelliVen post is to announce that IntelliVen subscribers that sign upbefore October 6, 2013 with the following code receive afree, one-month premium membership to BusinessBecause.com:
Manage to Lead, by Peter DiGiammarino, presents a structured approach to plan and implement next steps for an organization as it strives for long-term growth and performance.
I’m a business author and consultant who has read just about everything on management and leadership, but this soft cover book blew me away. It’s full of fresh content, practical exercises and an innovative linkage to on-line strategic planning templates and support resources. Gadzooks – this book verges on disruptive technology for strategic planning consultants!
Most people cannot listen until they have been heard. As a consequence, wise leaders who want to affect thinking and behavior learn to first listen to those they aim to impact.
Holding back from jumping-in when a key point comes to mind in the middle of a fast-paced conversation can be a challenge but it is also essential in order to avoid being written-off as one who does not listen or understand, especially if the leader is new to the organization.
The following steps help a leader stay in-tune and attuned and dramatically improve their odds of success:
When someone talks, give undivided attention and do not interrupt. While s/he is talking you may think you know what they are going to say and what you want to say next rushes to mind. In that instant you experience an irrepressible urge to interrupt and jump-in. Following the urge causes many bright, successful senior executives to often unintentionally and repeatedly use the power of their position to hijack conversations. The pattern wears on those in the organization and soon the leader is written-off as one who never listens and who does not get, or care about, those they lead. Continue reading →