| June 2010
The Enlightened Manager Newsletter
A quick read for busy government, industry and association executives, managers & sales professionals
"No one can ever be spared from adversity. In fact, the greater one's purpose in life, the greater the obstacles one confronts. The key is whether you can draw upon ever deeper reserves of patience and perseverance in the midst of successive hardships, and keep taking another step to forge on. Never waver before adversity, regardless how daunting it may appear. Never give in."
- Daisaku Ikeda
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In this issue:
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 1. The hidden message revealed
When visiting a current or prospective customer/stakeholder (or maybe an in-law!), it is
important to be able to discern what is really being said. Sometimes...
- I think I need some more time to think about it might mean I'm afraid of making a poor decision.
Try to find out what his or her
concerns are. Help think through the problem.
- Your price (or labor rate) is too high might mean I'm
not sure if I can afford your services or solutions.
Articulate the value/benefit of
your solution or service. Ask what the budget is.
- We're happy with our current provider might mean I
don't see a compelling reason to make a change.
You need to do a better job of
differentiating your company/organization and how you can mitigate the client's risks.
- I need to talk to my supervisor might mean either I'm not the real decision maker and/or I just want to get rid of you and
this is the easiest way.
Ask for an opportunity to meet
with the supervisor to gain an understanding of the client's project/acquisition
schedule and/or if there is something you could put together for the prospect to
take to their supervisor.
- I (or my peers) have had a bad experience with
your company might mean I'm afraid you won't be able to adequately perform if I hire
you.
Promise to get back with an explanation of what happened, the steps your company/organization has or will take
and the improvements that have already been put into place.
Sincerely, Mike Celerity Works Read more about Enlightened Management
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2.
Listen to learn/Learn to listen (reprised...because it's just so important!)
Everyone
has a unique listening style. These different approaches to communication can
form the dividing line between organizational unity and dysfunction, growth and
decline. The ability to adapt to
change that is necessary to move an enterprise forward requires a willingness
to learn. And, listening is one of the things you have to do to learn the
things you don't already know.
Let's
face it. It's much easier to be around people who agree with and/or like you. It can be entertaining to criticize those with different personality profiles. Yet,
a critical characteristic of an enlightened leader is the ability to pay
attention to people who may be difficult to be around - especially if this
friction is merely that they see the organization's reality from a different
perspective. Putting aside your
preconceptions long enough to listen to their point of view can be the
difference between success and failure.
If
you are the type of manager who is quick to speak your mind and reach a
conclusion, then someone on your team or your supervisor who requires more time to
formulate his or her thoughts can appear to be standing in the way of progress.
In actuality, they may just have a different listening and, therefore, learning
style. By giving them extra time to process new information and then listening
carefully to their opinions, you can greatly increase the probability of making
more informed decisions. Their input is important, so take the time to listen
to them.
If,
on the other hand, you take a long time to gather your thoughts, you probably
get frustrated with others who already feel they have the necessary information
to make a decision. While being considerate of their desire for closure, make
sure to communicate your need for additional time to reflect. It can be helpful
to build this time into your organization's decision-making process so all
points of view are considered.
Too often managers aren't even aware of
these internal communication growth inhibitors. It can be difficult to assess
your own listening skills. So, try asking your peers and employees for honest
feedback and then demonstrate a willingness to improve how well you listen.
All
the effective planning in the world won't overcome an environment that
discourages honest dialogue. The good news is that poor listening skills are a
learned habit. And, most learned habits can be changed. It's not easy. But, few
things worthwhile are.
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 3. The Enlightened Manager (click to read more or order)"Whether
you are new to a management role or a 25 year management
veteran, these 20 concise morsels of enlightenment are the heart of
being a successful leader. Worth reading every year !!"
- Business ConfluenceWinning and Managing Government Business (click to read more or order)
"Winning and Managing Government Business is a concise,
easy-to-understand and to the point overview of securing and doing
business with the federal government. It provides step-by-step
instructions on approaches for penetrating government markets, how to
do your prep work prior to proposal time, and then how to respond and
win opportunities. It's a definite must read if you're new to the
government space. It's also very handy if you're a savvy veteran as
it's full of checklists, timelines and templates you can use in real
world situations. I've been involved with government contracting for
over 15 years and found this book to be very useful and practical."
- M. Cosgrave, VP, ManTech International | Both available in paperback at www.amazon.com
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About Mike and Celerity Works
Michael Lisagor founded Celerity Works in 1999 to help government, industry and non-profit executives improve their performance and accelerate their organizational growth. He has performed over 450 organizational assessment interviews, facilitated 200+ meetings and workshops, and coached over 250 managers for 65 organizations.
Benefits and results:
- Government contractors - Win more government business
- Government agencies - Improve performance and manage program risk
- Commercial businesses - Become more efficient and accelerate growth
Consulting services:
- Action-oriented planning and retreat facilitation
- Management performance improvement coaching
- Improved decision making and focus
- Streamlined business growth planning
- Effective program risk management
Government management and risk consulting services available on GSA MOBIS schedule.
Facilitation and performance coaching services available on King County contract.
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