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Tag: Communication Strategies

  • I Had the Right Answer in a Room Full of Decision-Makers — But No One Backed Me Until I Did This | Entrepreneur

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    Here’s a moment every technical leader knows too well: you’re in a room full of executives, creatives, agents or business leaders — and you’re the only one who speaks “tech.” Maybe you’re a new CTO. Maybe you’re just the most technical person in the room. You have ideas that could solve real problems. But no one gets what you’re saying.

    I’ve been there more times than I can count — at UTA, the Clippers and now as co-founder of SkaFld Studio. And here’s what I’ve learned the hard way:

    It doesn’t matter if you’re right if no one understands you.

    Your job isn’t just to solve complex problems. It’s to help others see how those solutions fit their world. Harvard Business Review backs this up: the best leaders use clear, resonant language to make complexity approachable. That requires more than just communication skills — it requires empathy, strategy, and what I call the Translator Mindset.

    The instinct is to lead with jargon, credentials or cleverness. But that only creates distance. The Translator Mindset is about meeting people where they are, then guiding them somewhere new. Clarity matters more than ego. Connection matters more than correctness.

    Related: How to Build and Sustain Deep, Meaningful Business Relationships (and Why It’s the Key to Long-Lasting Success)

    What the Clippers taught me about influence

    One of my most valuable lessons came during my time with the LA Clippers, at a moment when the entire league was embracing analytics. We had the data. It felt like we had the answers. But I was walking among legends — Jerry West, Doc Rivers — and when they have an opinion, you listen.

    During a tense draft season, the analytics team wanted to cast a wide net, calling dozens of prospects to increase our odds. But the old guard insisted we focus only on the top few. And more importantly, they wanted those calls to come from someone with real influence — one of our big names.

    They were right. Every player who got a call from one of our top voices came on board.

    The data team wasn’t wrong. But they were missing the bigger picture: it wasn’t about efficiency — it was about influence. That moment showed me how instinct and data don’t need to compete. But someone has to bridge the gap.

    Why tech initiatives really fail

    Most tech ideas don’t fall apart because they’re flawed — they fail because they’re misunderstood.

    I’ve watched engineers try to bury doubt with detail. But doubt isn’t rational. It’s emotional. Disruption often feels like displacement. Confusion can trigger fear. And fear doesn’t get solved by specs.

    Empathy is a strategy. Before I pitch anything technical, I ask myself:

    • What does this audience actually care about?
    • Where might they feel threatened?
    • How do I make them feel like co-owners of the solution?

    In the early days of my career, I used jargon as a defense mechanism. It made me feel competent. But it didn’t build trust. I had to unlearn that habit and retrain myself to reframe, simplify and connect. Once I did, everything changed — not just for me, but for the people around me. I went from being a translator to being the person who helped everyone in the room align.

    3 tools to help you communicate tech better

    Whether you’re the only technologist in the room or just the one willing to speak up, your job is to create clarity, credibility, and connection. These tools will help:

    1. Reframe, don’t repeat
    When someone pushes back, don’t double down on detail. Reframe their concern in their own language. Make them feel heard — and then offer a clearer path forward.

    2. Start with outcomes
    Never open with the tech stack. Open with the result. Instead of “We’re using containerized microservices,” say “We’re cutting load times by 70% so fans don’t drop off before tipoff.”

    3. Speak their language
    Metaphors work. To a producer, AI is a script assistant. To a VC, it’s a high-frequency analyst. Familiar language lowers resistance and builds buy-in.

    Related: 14 Proven Ways to Improve Your Communication Skills

    You’re the bridge

    You’re not in the room to explain code. You’re there to turn potential into progress — to connect software with story, abstraction with action and fear with adoption.

    That’s leadership. Done well, it builds momentum, earns trust, and drives real change.

    And it starts not with speaking louder — but with being understood.

    Here’s a moment every technical leader knows too well: you’re in a room full of executives, creatives, agents or business leaders — and you’re the only one who speaks “tech.” Maybe you’re a new CTO. Maybe you’re just the most technical person in the room. You have ideas that could solve real problems. But no one gets what you’re saying.

    I’ve been there more times than I can count — at UTA, the Clippers and now as co-founder of SkaFld Studio. And here’s what I’ve learned the hard way:

    It doesn’t matter if you’re right if no one understands you.

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    Charles Sims

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  • Here’s the Real Reason Your Employees Are Checked Out — And the Missing Link That Could Fix It | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Only 21% of employees are engaged at work, according to a global Gallup study. That means most people are physically present but emotionally checked out, simply going through the motions.

    It’s easy to blame burnout or post-pandemic fatigue. But a big part of the problem lies in how organizations communicate — how they welcome new hires, train employees, run meetings and celebrate success (or fail to).

    Think about it:

    • We create lengthy culture decks without explaining why those values matter.
    • We overwhelm new hires with info dumps labeled as “training.”
    • We run meetings on autopilot.
    • We throw around buzzwords like “empowerment” and “alignment” without making people feel truly seen or connected.

    And then we wonder why engagement is so low.

    The truth? Engagement starts with connection — and connection starts with better communication.

    That’s where storytelling comes in.

    Storytelling isn’t just for marketing or TED Talks. It’s one of the most powerful ways to build trust, share values and spark genuine human connection. If you’re not weaving a story throughout the employee journey, you’re missing one of your strongest levers for engagement.

    Related: Quiet Quitting Is Dividing the Workforce. Here’s How to Bring Everyone Back Together.

    Where storytelling makes a difference

    1. Recruiting: Share the story, not just the specs
    Recruiting shouldn’t feel like filling out a resume checklist. Instead of leading with pay and perks, lead with why your company exists. What problem are you solving? What inspired you to start? When candidates hear authentic stories — especially from founders or early team members — they don’t just see a job. They see a mission they want to join.

    2. Onboarding: Make it stick through a story
    Most onboarding feels like drinking from a firehose — policies, procedures, manuals — that quickly get forgotten. But stories are up to 22 times more memorable than facts alone, according to research. Wrap your onboarding content in stories: how your product changed a customer’s life, challenges that shaped your culture, lessons learned along the way. Think of onboarding as the opening chapter in an employee’s personal work story — make it compelling so they want to keep reading.

    3. Engagement: Keep the story going
    New hires start excited, but that enthusiasm often fades when storytelling stops after onboarding. Engagement isn’t a one-time event; it’s a rhythm. Make storytelling part of your team culture. In meetings, invite people to share wins, challenges, or moments they felt connected to their work. Sharing stories builds empathy, energy, and belonging — even over Zoom.

    4. Recognition: Celebrate with heart
    “Great job” is nice, but “Great job, and here’s why it mattered” is powerful. Recognition tied to stories shows the whole team what behaviors and values are truly important to the company. It shows what “great” looks like, making appreciation tangible and meaningful. For example: “James stayed late to fix a customer issue, followed up the next day and turned frustration into loyalty. That’s living our value of going the extra mile.”

    Related: Are You Recognizing Your Employees? If Not, They’re Twice as Likely to Quit

    Engagement is built one story at a time

    Humans are wired for story. It’s how we understand the world, remember lessons and connect with each other.

    If only 21% of employees are engaged, maybe it’s time to stop relying solely on policies, programs and PowerPoints — and start speaking to the human side of people.

    Storytelling isn’t fluff or extra. It’s a strategic communication tool that transforms how employees relate to their work, their teammates and your mission.

    So whether you’re hiring, training, managing or recognizing — start with a story.

    Your people will thank you for it.

    Only 21% of employees are engaged at work, according to a global Gallup study. That means most people are physically present but emotionally checked out, simply going through the motions.

    It’s easy to blame burnout or post-pandemic fatigue. But a big part of the problem lies in how organizations communicate — how they welcome new hires, train employees, run meetings and celebrate success (or fail to).

    Think about it:

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    LaQuita Cleare

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  • You Need to Listen More to Lead Better — 5 Tactics for Leaders to Bridge the Communication Gap With Their Team | Entrepreneur

    You Need to Listen More to Lead Better — 5 Tactics for Leaders to Bridge the Communication Gap With Their Team | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    All leaders know that communication is critical to an organization’s success. But often we fail to bridge the gap between senior executives and our front-line team members to truly get a pulse of what is happening across an organization. This disconnection is heightened in hospitality and healthcare, where we work in direct contact with customers or care for patients’ health and wellness. As a result, it causes issues like:

    • Leaders without a clear or accurate understanding of their front-line teams’ challenges.
    • Decisions being made by the C-suite that do not effectively address those challenges.
    • A lack of trust between leaders and teams.
    • Disconnection between culture and action.

    The solution is simple. As the president and CEO of AtlantiCare Health System, I’ve learned that stepping outside my office, the boardroom or senior leadership meeting and engaging directly with team members across the organization is what matters most. I spend time in our hospitals and at our practice locations, without an agenda or formal itinerary, to learn about their work and their challenges.

    Leadership axiom: Business moves at the speed of relationships.

    Here are my five leadership tenets to build relationships with a lasting and positive impact.

    Related: Why Executives Need to Roll Up Their Sleeves and Work ‘in the Trenches’ of Their Companies

    1. Always be present

    When I first started walking the hospital floors after my appointment, one senior nurse remained elusive, regardless of the hour. It was clear she was avoiding me.

    When I would go left to talk to her, she would go right. When I would go right, she would go left. So, I just kept returning during her shifts. Eleven at night on a Saturday or 2 a.m. on a weekday — it didn’t matter. She is a well-liked and highly respected nurse, and I knew her insights would offer tremendous value. Then, finally, one night, she walked over and shook my hand. She said: “Okay, I appreciate you being here. Especially during the overnight shift. Let’s talk.”

    Leadership axiom: Presence is the foundation of influence.

    It can take time and persistence to establish connections, but the commitment is worthwhile. So, make the effort, have skip-level meetings and walk the floors. What you hear will be eye-opening.

    2. Fostering trust and leading with emotional intelligence

    My purpose in establishing a connection with the senior nurse was about making positive change and easing the pain points the team was experiencing, but I needed her help to understand those opportunities. Building trust through a transparent leadership style allows for mutual understanding of the realities the team faces and, in turn, what leadership is trying to accomplish.

    Leadership axiom: Transparency builds trust, and trust forms great relationships.

    Relying on outside consultants to tell leaders what team members are thinking is counter-intuitive to building relationships. I pride myself on being open about what is driving the decision-making process and engaging people to co-create solutions. Yet trust can still be broken if transparency reveals problems that don’t get fixed, which is why the next point is so important.

    Related: I Invited My Employees to ‘Ask Me Anything.’ Here’s What I Learned.

    3. Reducing administrative burdens to empower teams

    In healthcare, human connection is mission critical. However, team members’ responsibilities also include adhering to procedures and managing paperwork, which can occasionally be challenging — and many other industries have similar challenges.

    Leadership axiom: A leader’s responsibility includes the unburdening of unnecessary tasks.

    Leaders must remove barriers that prevent team members from focusing on their core roles. So, consider implementing these operational efficiencies:

    • Investing in technology to simplify daily tasks and activities.
    • Removing box-ticking tasks such as generating reports that are completed simply because “that’s how it has always been done.”
    • Removing training modules unrelated to team members’ roles.
    • Eliminating the culture of including everyone in meetings; only involve those who need to be present. If the information can be shared via email, a meeting isn’t necessary.

    4. Building forums for stakeholder feedback

    At AtlantiCare, active listening is key to our success. Along with my leadership team, we seek out opportunities to bring team members together, building forums and councils for them to share feedback and engage in honest dialogue.

    Leadership axiom: The only capital a leader has is the willingness of their team members to contribute.

    So, encourage your leadership team to conduct skip-level meetings to gain broader insights and strengthen organizational connections. But for these forums to be successful, we must:

    • Ensure that team members have a stake in the process when implementing new programs or policies.
    • Encourage team members to suggest what they would do differently or how they would improve things.
    • Incorporate front-line insights into decision-making.

    5. Creating a culture of problem-solving by always asking ‘why’

    Active listening is a cornerstone of developing a culture of problem-solving and continuous improvement. We need to challenge legacy thinking and processes by asking “why” — and then asking “why” again to empower acute curiosity.

    Leadership axiom: The solutions often lie within the team, not above it.

    My job isn’t just to hear the challenges my team faces — it’s to empower them with the resources and support they need to solve those problems. So, I suggest:

    • Exemplifying the qualities and behaviors you expect from your team in achieving their goals.
    • Providing unwavering support and resources to team members seeking knowledge and information.
    • Encouraging team members to plan for change like they are its architects.
    • Creating a pipeline of future leaders that makes problem-solving part of their mindset.

    When leaders truly listen, they understand the emotions, concerns and ideas behind the words. This deep level of engagement makes team members feel valued and heard, which in turn boosts morale and productivity.

    Related: Engage and Inspire Your Team by Talking to Them Outside of Formal Settings

    An ongoing conversation

    The moment the senior nurse acknowledged my presence, I felt like I had made a connection. And it is only because of this connection that we can now be transparent and honest with each other, even if it means calling out issues and challenges directly, to drive necessary changes. If business moves at the speed of relationships, the first step is to be present. But you must be consistent and lead by example. This will be the foundation of how to successfully bridge the C-suite and front-line divide.

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    Michael Charlton

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  • Master This Crucial Business Skill to Become a Better Leader | Entrepreneur

    Master This Crucial Business Skill to Become a Better Leader | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    In my 22+ years of marriage, my wife and I have traveled around the world and experienced many different cultures and sightseeing excursions. We especially love scheduling tours with local guides who cherish their home country and know all the facts and stories to share with tourists. One specific memory was on a trip to Paris, France in a motorcycle with an attached sidecar.

    Most people traveling to Paris are focused on their classic picture in front of the Eiffel Tower, but this turned out to be more unique and memorable for one specific reason: Our tour guide’s stories and communication style. On his own motorcycle, he rode in front of us, navigating through the side streets and unknown paths of Paris and its suburbs, stopping along the way to share stories and facts that brought the rich culture and history to life.

    He later shared that he also offered the same Paris motorcycle tour daily in French, German and Italian. This gentleman was able to overcome the language barriers and translate his love for France in a way that would connect with any tourist from any background. The fact that he could do this in four different languages fluently was not just impressive; it was a powerful reminder of the universal importance of great communication skills.

    In business, the ability to communicate well transcends the need to master multiple languages. It’s about conveying your message, vision and values in a way that resonates with people, regardless of their industry or background. While you may not all be learning to speak four languages fluently, enhancing your communication skills is pivotal for success in any business. As technology continues to evolve and advance, the fundamental skill of engaging effectively with others remains timeless and invaluable.

    Related: How Better Communication Skills Can Make You a Better Leader

    Delivery is critical

    The essence of communication lies not only in what you say but in how you say it. The delivery of your message can dramatically affect its reception. Just as my Parisian guide chose his words and modulated his voice to captivate and educate, business leaders must also focus on their delivery. This involves the tone, pace and emotion behind the words.

    A well-delivered message can inspire, motivate and persuade, making it one of the most powerful tools in a leader’s arsenal. Whether you’re presenting to stakeholders, pitching to investors or leading your team, the way you deliver your message can be the difference between success and failure. Think of how often a text or an email is misinterpreted because you didn’t capture the tone and intention as the sender intended it to be received.

    Keep your audience in mind

    Understanding your audience is crucial for effective communication. This means tailoring your message to meet their interests, needs and level of understanding. The motorcycle guide knew exactly how to engage his diverse audience, using cultural references and humor that resonated across different nationalities. He actually related things to us with some American humor and sarcasm.

    In business, knowing your audience can help you decide the best approach to take, whether it’s in a marketing campaign, a business negotiation or even an internal team meeting. It’s about connecting on a level that’s both relatable and understandable, ensuring your message is not just heard but felt and acted upon.

    Not all communication is effective

    Effective communication is about clarity, conciseness and coherence. It’s about making your point without overwhelming your audience with unnecessary jargon or complexity. Simplicity is often the key to understanding, but achieving it requires a deep understanding of the subject matter and the ability to distill it into its most essential elements.

    Remember, it’s not about dumbing down your message but about elevating it to a level where it becomes accessible and impactful. Like the guide who condensed the vast history of Paris into digestible, engaging stories, a skilled communicator can transform complex ideas into clear, compelling narratives.

    Related: 7 Leadership Communication Blunders That Could Make or Break Your Company

    Embrace feedback for continuous improvement

    A crucial aspect of communication that complements the earlier points is the willingness to receive and incorporate feedback. Just as a guide might adjust their tour based on the reactions and interests of the group, effective business communicators must be open to feedback from their audience. This not only helps in refining the message but also in building stronger relationships.

    Feedback provides insight into how your message is perceived and offers opportunities for improvement. By embracing constructive criticism and adapting your approach, you can enhance your ability to connect with others and make your communication even more effective. Ultimately, the goal is to foster an environment of open dialogue where ideas can be exchanged freely and innovation can thrive. This adaptability not only enriches your personal growth but also significantly contributes to the success and dynamic evolution of your business endeavors.

    Keep in mind that your career and success will depend on your ability to communicate well. This is a cornerstone of successful business leadership. It’s a skill that enriches every interaction, from negotiating deals to inspiring your team. Like the art of speaking multiple languages, it opens doors to new opportunities and fosters connections that transcend cultural and linguistic barriers. As you navigate the ever-changing landscape of business and technology, let’s commit to honing this timeless skill, for it’s through the power of communication that we can truly lead, inspire and achieve greatness by turning ideas into action.

    Related: 5 Steps to Communicate Like a Boss

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    Chad Willardson

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  • How to Be an Better Communicator in 7 Steps | Entrepreneur

    How to Be an Better Communicator in 7 Steps | Entrepreneur

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    Back in the late 1980s, when I was in the early stages of establishing my advertising agency, an invitation came my way to speak at a Chamber of Commerce event in Upstate New York. I turned it down. At that moment, the idea of declining might have seemed counterintuitive, especially given my aspirations to grow my business.

    The reason? I was afraid. Fear held me back from seizing an opportunity that could have propelled my agency forward. Not long after that failed opportunity, a pivotal moment arrived during a staff meeting. A few days after the meeting, my Art Director approached me with feedback that was both unsettling and enlightening. He said that everyone had been confused about a particular topic I had discussed, yet no one felt comfortable confronting me about it.

    This incident served as a wake-up call, prompting me to confront my fears and recognize the crucial role effective communication plays in business success. It was clear that if I intended to thrive as a businessperson, especially in a leadership role, mastering the art of public speaking was not just an option — it was a necessity.

    Fast forward to today, forty years later. I started and ran a very successful advertising agency for nearly twenty years. I have been speaking and training globally for over twenty years. I can say with 100% certainty that focusing on better presentation skills after that feedback from my employee was the most important career decision I’ve ever made.

    Related: The Complete, 20-Step Guide to Ace Public Speaking

    You don’t have to be a professional speaker to speak like a professional

    Throughout my career, I’ve had the distinct privilege of coaching aspiring professional speakers as well as numerous executives, guiding them toward becoming not just better communicators but compelling presenters. Whether it’s delivering a critical pitch to board members, leading a staff meeting, or captivating an audience at industry conferences, the power to communicate with both passion and precision is paramount. And by precision, I mean far more than just covering bullet points. It’s about hitting those crucial, emotionally charged points that truly connect with your audience.

    Related: What is a Keynote Speaker and Why Are They Important?

    Improving presentation skills is an ongoing process that can significantly enhance a leader’s effectiveness and ability to achieve organizational objectives. Here are seven steps to becoming a better presenter and a more effective communicator.

    1. Understand your audience: Begin by researching and understanding your audience. What are their interests, challenges, and expectations? Tailoring your message to the audience’s needs and perspectives increases engagement and impact.
    2. Master your content: Know your material inside and out. This doesn’t mean memorizing your presentation word for word but being comfortable with the content so you can adapt on the fly, answer questions, and engage in meaningful dialogue.
    3. Practice relentlessly: If possible, practice your presentation multiple times in various settings. This can include practicing in front of a mirror, with a trusted friend or colleague, or recording yourself to review your performance. The goal is to become comfortable with your delivery and refine your pacing, tone, and body language.
    4. Engage with storytelling: Incorporate storytelling into your presentations. Stories are powerful tools for making complex information understandable and memorable. Use personal anecdotes or hypothetical scenarios that resonate with your audience’s experiences.
    5. Hone your nonverbal communication: Pay attention to your body language, eye contact, and use of space. Nonverbal cues can reinforce your message or, if not managed well, distract from it. Ensure your posture is confident, your gestures are purposeful, and you maintain eye contact with your audience to build a connection.
    6. Manage nervous energy: Learn techniques to manage anxiety and nervous energy. This can include deep breathing exercises, positive visualization, or a pre-presentation routine that helps you center yourself. Recognize that some nervousness is natural and can be channeled into dynamic energy that enhances your presentation.
    7. Seek feedback and continuously improve: After each presentation, seek constructive feedback from peers, mentors, or audience members. Reflect on what worked well and what could be improved. Consider working with a coach or joining organizations like Toastmasters International to gain insights and practice in a supportive environment.

    By following these steps and committing to continuous improvement, you’ll become a better speaker or presenter and a more effective communicator, capable of inspiring and leading others with confidence and clarity.

    Related: 10 Public Speaking Hacks I Learned From My TED Talk

    Remember, effective public speaking is essential in leadership — it’s not just a skill. It’s a necessity. Now, let’s delve into the key benefits of mastering presentation skills for any leader.

    1. Influence and persuasion: Effective presentation skills enable leaders to influence their audience’s attitudes, beliefs, and behaviors. Persuasive presentations can motivate teams, sway stakeholders, and drive organizational change. A leader who is a compelling presenter can better advocate for their vision, inspire action and garner support for initiatives.
    2. Clarity and direction: Leaders often need to communicate complex information, strategies, and visions to a diverse audience. Being a better presenter helps ensure that messages are delivered clearly and concisely, reducing misunderstandings and aligning the team with organizational goals. Clear presentations help demystify complex issues and provide a roadmap for what needs to be done.
    3. Credibility and trust: Presentation skills are directly tied to a leader’s credibility. Leaders who present confidently and effectively are more likely to be perceived as knowledgeable and competent. This perception builds trust within the team and among stakeholders, which is essential for effective leadership and collaboration.
    4. Engagement and inspiration: Dynamic presentation skills help leaders engage their audience emotionally and intellectually. By being a better presenter, a leader can connect with their audience on a personal level, fostering a sense of community and shared purpose. This engagement is crucial for inspiring teams and driving them to embrace challenges and achieve goals.
    5. Adaptability and impact: Leaders must be able to tailor presentations to different audiences and situations. Effective presenters can adjust their message, tone, and delivery to suit the situation, whether they’re motivating a team, pitching to investors, or speaking at a large conference. This adaptability maximizes the impact of their communication, ensuring that their messages resonate broadly and drive desired outcomes.

    In conclusion, becoming an exceptional presenter is a personal and professional evolution, marking a leader’s commitment to excellence and influence. It’s a path that amplifies a leader’s effectiveness and elevates the entire organization. For leaders aiming to leave a lasting imprint on their teams, stakeholders, and industry, refining presentation skills is not just a strategy — it’s a mission. As we’ve seen, the benefits are clear, transformative, and within reach for those ready to embrace the challenge and harness the power of truly impactful communication.

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    Scott Deming

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  • Thinking In Circles Isn't a Good Thing — Except In This Case | Entrepreneur

    Thinking In Circles Isn't a Good Thing — Except In This Case | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Growing a business in a way that nurtures alignment instead of stunting it persists as a famously difficult task. And it’s only becoming more important. According to research by LSA Global, organizations that are “highly aligned” grow revenue 58% faster and are 72% more profitable than poorly aligned organizations.

    How can leaders rethink their businesses’ organizational structures to make alignment possible? How does alignment translate from an aspirational buzzword to a resonant reality?

    Enter the concentric circle model of communication, an organizational structure that understands the importance of alignment in business and the need for collaboration, community and shared outcomes. The methodology needs not replace existing organizational structures but augment them.

    Related: A Step-by-Step Guide to Achieving Organizational Alignment

    The concentric circle model and the future of organizational thinking

    The concentric circle model is an organizational way of thinking. It places the residents of your world in a ripple effect instead of in a tree or ladder-like structure. From partners (the strong core of the business and its mission) to employees, beta testers, community members and back again, the concentric model helps information flow freely across groups.

    Imagine a startup aimed at developing sustainable technologies. In the concentric circle model, you’d see the following:

    • Core: The founders and primary stakeholders setting the vision.
    • Next circle: Employees bringing the vision to life.
    • Following circle: Principal informants providing crucial feedback.
    • Outer circle: The wider community interested in its mission.

    In a traditional hierarchical model, communication between different groups might be linear and restrictive, whereas the concentric circle model promotes a continuous exchange of ideas and feedback. This means that engineers can receive input from the community, which helps them understand their technologies’ real-world impact and potential improvements. Additionally, the core team’s vision and updates can not only reach employees but also target audiences and the broader community. This ensures everyone is aligned and fosters a shared sense of purpose.

    As the company evolves, each ripple in the concentric model contributes to a continual feedback loop that drives innovation, alignment and a strong communal bond toward achieving the mission of sustainable technology.

    The benefit of this mindset is that it is mutually collaborative. Values can be shared from group to group — no matter where that group sits in the circle. Because of that sharing, the business can become quickly aligned on economic outcomes and a sense of common purpose. In turn, group members can take bold action, knowing they’re in unity with the whole circle.

    At my company, this means pursuing a true everybody-wins culture from a financial perspective. When the product succeeds, shoppers save money, businesses make more sales and our company earns more money, which allows us to reward users. When the company revenue grows, our stakeholders also share in that growth.

    Related: Why Aligning Your Company Values is Crucial for Long-Term Success

    3 ways to make the concentric circle model work for your business

    The concentric circle model of communication might sound like a fabulous idea, but how can you put it into practice? Does it require a complete renovation of your business’s organizational structure? Not necessarily. It’s a way of thought, and practicing it well means keeping some key methods in mind:

    1. Identify your stakeholders

    To make the concentric circle model of communication successful, you need a holistic, working knowledge of your organization. What parties do you need to include in your vision? What are their roles? What are your organization’s layers? One business might include beta testers and influencers; another might include a wide network of suppliers and volunteers.

    Identify key stakeholders and assess the impact of their actions on your business or product to determine their positioning within the circle. For instance, those with higher impact are placed closer to the center. Those who are folded closer into the circle often have higher participation in decision-making. To bring outer echelons inward, involve more stakeholders. For example, Demand.io’s SimplyCodes product not only asks for constant user feedback, but also identifies product champions to employ in an internal council of high-expectation users who earn a stipend for their valued input.

    2. Find agreement on shared goals

    The purpose of the concentric circle model is to create a collaborative way of working and making decisions based on a shared vision. Achieve this by establishing your business’s core goals. Across the layers of the circle, you must design and tweak your aims to align with the community. Begin with the nucleus of partners and decision makers to form a set of core initial ambitions and then find unity in the wider circle by collaborating.

    Goals could be economic, or they could be product- or service-related. Maybe your goals are to grow your business into new territories; maybe it’s to condense your impact and make your business more community-centric. No matter your ambitions, shared goals can lead to shared outcomes. The above research from LSA Global found that highly aligned companies outperform their peers in retaining and satisfying customers, engaging employees and leading effectively.

    Related: Your Public Messaging Strategy Starts With Your Inner Circle

    3. Align your values

    If you’ve followed the above steps, you’ve established a strong working knowledge of your organization, its various layers and how they function in your circle. You’ve also set goals you’ll aim toward collectively. The final piece of the puzzle is values. Currently, your organizational values might be fragmented. Different groups may want different things and be guided by conflicting values, but the concentric circle model encourages you to zero in on the values shared across your community. Aligning these values will have a unifying effect on everything you do.

    In applying the concentric circle model, every major business decision should be held up to the model, and leaders should consider whether benefits ripple across the whole circle. To aid alignment, you need not necessarily agonize over perfect plans but discipline your vision and mission to be authentic and considerate of every layer of your circle. Driving business strategy toward shared outcomes encourages the team to ideate innovative and sustainable business flywheels instead of juggling adversarial relationships.

    The CEO of Chicken Salad Chick implemented a concentric circle model in the business. With a strong focus on community growth and awareness to pave the way for future expansions, the brand went from 32 restaurants in 2015 (when the CEO joined the company) to more than 220 today.

    The concentric circle model is an important tool for thinking differently about business value alignment. It may not replace hierarchical structures, but it does respond to the future of business leadership as the landscape evolves. By beginning with a strong core and radiating values outward through the various layers of the organization, the concentric circle model can forge deep, lasting, productive connections among stakeholders and communities.

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    Michael Quoc

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  • How to Improve Communication by Understanding Stress Responses | Entrepreneur

    How to Improve Communication by Understanding Stress Responses | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Traumatic experiences manifest as invisible wounds that impact us psychologically and emotionally. While we often associate wounds with physical injuries, trauma creates internal damage.

    Unprocessed experiences become trapped within us as unintegrated information. This unresolved trauma then influences our behaviors and relationships, often without conscious awareness that it’s happening. We only tend to recognize that something is off, wrong, or unsustainable. Understanding common trauma responses allows us to communicate with our colleagues, employees and clients alike with greater compassion and insight.

    Our job is never to diagnose or even try to unpack someone else’s experiences, but the more awareness we can bring to our interactions, the more compassion we can have for each other.

    Childhood trauma shapes adult reactions

    Adverse childhood experiences (ACEs) stem from abuse, neglect, household challenges, discrimination, and other distressing situations. Studies suggest most people have at least one ACE, with much higher averages among the underestimated.

    The unresolved pain of early trauma then commandeers our nervous systems in adulthood. We develop patterns of thinking and reacting that echo old survival mechanisms. Though unconscious or subconscious, these habitual responses drive our professional (and personal) relationships.

    In certain instances, we may observe that our reaction to a particular event, person, visual, or language used is not congruent with the reality of the situation. Those moments may be markers of unprocessed trauma. Said another way, this is what it looks like when the younger version of us is in the driver’s seat —when they belong in the backseat, seatbelt-buckled, and enjoying their favorite snack. When the regulated, emotionally mature, adult version of us drives, we can respond versus react.

    A recent example of this was the Elon Musk interview with Andrew Ross Sorkin at the New York Times DealBook Summit, in which Musk mentions the abuse he endured during childhood. The influence of unintegrated trauma from his upbringing gives us a glimpse into aspects of his behavior that could be categorized as low-conscious leadership.

    Related: How to Lead with Compassion During These Traumatic Times

    Four key trauma reactions

    Trauma experts identify four common reactions to stress and perceived danger: fight, flight, freeze, and fawn (also called faint). While we each exhibit a primary tendency, these responses occur on a fluid spectrum. Our reactions depend on the situation and the person involved.

    • Fight reactions show up as aggression or defensiveness. Those with habitual fight reactions often faced belittling or neglect early on. Fighting helps them avoid repeating painful past experiences of unimportance, indifference and powerlessness.
    • Flight reactions reflect an ongoing perception of danger. Anxious folks seeking escape through workaholism or perfectionism exhibit flight patterns. Their frantic busyness causes acute stress reactions like increased heart rate and breathing.
    • Freeze reactions provide time to decide how to respond by stopping the moment. Those prone to freezing often grew up in unpredictable households requiring hypervigilance. Freezing allows the nervous system to pause on high alert before reacting.
    • Fawn reactions prioritize avoiding conflict through appeasement. However, as children those who fawn adapted to volatile environments by placating others. While fawning colleagues may resent their people-pleasing tendencies, their response provides a sense of control.

    Related: Burnout Is Not Preventable — Here’s How to Address Its Underlying Cause Instead

    In each of these four reactions, there are aspects of people pleasing and people controlling. People pleasers may seem kind on the surface but can lack boundaries and accountability. People controllers, who emerge from childhood powerlessness, micromanage and disempower their teams. Neither style effectively motivates or empowers. Both are on a quest for safety.

    Beyond fight or flight: Nuanced communication

    Understanding others’ likely trauma responses allows us to communicate with greater dexterity and care. We can identify reactive patterns through curiosity and non-judgment and adapt our language accordingly.

    With controlling colleagues, we might focus on maintaining their sense of autonomy and purpose. People-pleasing team members may need reassurance that speaking up won’t jeopardize relationships. Regardless of specifics, leading with empathy fosters safety and collaboration.

    My forthcoming book, HEAL to LEAD: Revolutionizing Leadership through Trauma Healing, breaks down the impact of trauma on leaders who exhibit people-controlling and people-pleasing behaviors. It explores the four fundamentals for uncovering the high-conscious leader within — Integrating Trauma, Embodying Vulnerability, Leading with Compassion and Lighting the Way.

    Healing happens in the body

    While talk therapy is certainly an effective gateway (i.e., I am an advocate and have 15 years of first-hand experience), mental health maintenance alone does not work to integrate trauma. Verbal counseling addresses thought patterns but can also keep some stuck in repetitive loops. Somatic methods, on the other hand, directly target the physical manifestations of trauma.

    Somatic therapy and mindfulness practices help discharge stuck emotional energy and tension from the body. Practical methods of somatic experiencing can be utilized in real-time, even during the workday—whether you work in the field, at an office, or from home.

    Related: Why Trauma Integration Will Give You a Competitive Advantage in Leadership

    Conscious leadership through embodiment

    Trauma shapes us, but it need not define us. As leaders, turning compassionately toward our own wounds and those of others allows for mutual understanding. It permits authentic connection and releases us from patterns that no longer serve.

    Understanding trauma reactions and releasing trauma from the body together enable more conscious, compassionate communication. Blending somatic practices with this relational awareness empowers the healthiest possible workplaces. With insight into each other’s pain, we stand a greater chance of building trust and mutually fulfilling professional partnerships.

    We rise together when we bring a higher consciousness to our shared humanity.

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    Kelly Campbell

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  • Effective Communication Is Vital in Today's Diverse Workforce. Here's How to Make Sure Your Message Is Clear. | Entrepreneur

    Effective Communication Is Vital in Today's Diverse Workforce. Here's How to Make Sure Your Message Is Clear. | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    In today’s unpredictable business environment, clarity and effectiveness in communication remain paramount. One of the most significant consequences of the pandemic and the uncertainty of the U.S. economy throughout 2022 and 2023 has been the evolution of work setups.

    While early predictions about work setups shifted from uncertainty to a strong inclination towards work-from-home and hybrid models, the future remains unclear. Regardless of how it settles, the significant impact of remote work has pushed businesses to reassess and refine their communication strategies, though finding a solution that benefits all has been a complex task.

    Amid this diversity of workplace configurations and the challenges that come with them, skillful communication remains a key element in ensuring cohesive and efficient teamwork, regardless of the physical distances or differing work environments involved.

    While the two primary communication strategies feature significantly different approaches, each offers beneficial insights and practical solutions for achieving optimal communication. As we navigate our changing work environments, understanding and effectively implementing key elements of top-down and bottom-up communication strategies becomes crucial.

    Related: Don’t Neglect This One Crucial Step of Leading Through Constant Change

    Fostering a culture of open and effective communication for today’s workforce

    When discussing ways to achieve optimal business communication, employee engagement can be forgotten, yet it is a critical first step. Engaging employees sets a foundation for success, ensuring the integration of employee’s specific needs and desires regarding communication within their companies.

    As business leaders navigate a pursuit of optimized communication within their organizations, a broader understanding of employee feedback for improving communication with their higher-ups and throughout their companies can effectively frame future choices. Management must prioritize:

    1. Transparency: It may seem obvious, but the desire for open and honest communication about company decisions, changes and plans highlights a glaring issue — trust and authenticity.
    2. Clarity and consistency: Clear and consistent communication is crucial, especially regarding job expectations, roles and responsibilities.
    3. Two-way dialogue: Employees want to express ideas, concerns and feedback freely and want that input to be genuinely valued.
    4. Accessible leadership: Meaningful access to leaders and managers requires authentic approachability and an established means of discussing thoughts and concerns.

    Bridging the physical and psychological distances in a diverse workplace

    Achieving authentic communication across varied work setups — in-person, remote and hybrid — centers on overcoming the reality of physical and psychological separation inherent in diverse environments. Each setup brings its nuances, resulting in the layers of complexity involved in balancing the extremes of remote and in-person work.

    To truly entrench effective communication throughout an organization, all levels of leadership must have a deep understanding of the unique dynamics and needs of each work setup. A commitment to fostering a culture where every team member feels equally valued and heard, regardless of their physical work location, must become part of a company’s identity for it to have a lasting impact on the internal culture and optimization of operations.

    Creating a communication strategy that feels natural and inclusive to all requires both authenticity and avoiding one-size-fits-all efforts. By side-stepping empty efforts and generic rhetoric, businesses can avoid employee disengagement and the perception of forced interaction. By merging elements of top-down and bottom-up communication strategies, an effective approach to internal communication avoids the pitfalls of uninspired, disrespectful measures.

    Related: Authenticity Is the Anchor for Successful Leadership Through Challenging Times

    Understanding and implementing top-down communication

    Top-down communication is hierarchical, with directives, instructions or information flowing from higher levels of authority or management to lower levels. It centers on the strategic disbursement of messaging down each level of authority.

    1. Consistent company-wide updates: Regular updates via email or video messages from leadership about company goals, changes or achievement ensures comprehensive alignment with a company’s direction.
    2. Leadership Q&A sessions: Virtual Q&A sessions connecting employees directly to the leadership fosters transparency and a sense of shared ownership of a company’s vision and decisions.
    3. Relevant performance metrics and feedback: Pairing relevant performance metrics with actionable feedback helps remote and hybrid employees understand the role that specific tasks and responsibilities serve in achieving a company’s vision.
    4. Policy and procedure updates: By clearly communicating changes in policies or procedures, all team members, irrespective of location, are collectively aware of new guidelines, which is essential for streamlined operations.

    The dynamics and benefits of bottom-up communication

    Anchored by participation across all levels, bottom-up communication aims to encourage and cultivate potential insights, ideas and feedback from lower levels of authority. It is designed to empower all employees to contribute their expertise and perspectives.

    1. Employee surveys and polls: Regularly conducting surveys and polls to gather employee feedback reinforces a sense of empowerment for employees.
    2. Town hall meetings: Events like town halls allow employees to share experiences and challenges; this is particularly valuable for recognizing and integrating the unique perspectives of remote and hybrid workers.
    3. Idea submission platforms: A platform for employees to submit ideas or suggestions for improvements fosters a sense of respect and ownership.
    4. Cross-departmental collaboration: Sessions of cross-departmental collaboration across departments can encourage the free flow of ideas and knowledge.
    5. Peer-to-peer recognition: Peer recognition programs where employees can acknowledge each other’s contributions build a sense of community and appreciation among team members across all work setups.

    Related: If You Want to Improve Employee Satisfaction, Try This Controversial Practice

    Blending communication strategies for organizational efficacy

    Balanced and inclusive communication blends top-down and bottom-up strategies to meet the needs of in-person, remote and hybrid team members. Leveraging the strengths of both communication styles allows for the adaptability that is essential in an increasingly unpredictable business landscape.

    At Outpace SEO, productive, efficient communication across a blend of workplace setups has proven crucial in an industry that requires a comprehensive understanding of unique customers in a complex environment. The question is how can your organization evolve to ensure sustained success.

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    Summit Ghimire

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  • These Are the 10 Most Difficult Conversations in the Workplace | Entrepreneur

    These Are the 10 Most Difficult Conversations in the Workplace | Entrepreneur

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    Sometimes, navigating the workplace requires hard conversations — whether it’s asking for a raise, delivering bad news or owning a mistake.

    It can be tempting to put off those difficult discussions, and many people do. A survey from VitalSmarts revealed that more than 80% of workers are hiding from at least one uncomfortable conversation.

    But not confronting workplace issues head-on will only hold you back.

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    Amanda Breen

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  • The Secret Weapon for Crushing Workplace Communication Barriers | Entrepreneur

    The Secret Weapon for Crushing Workplace Communication Barriers | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    As enterprises adapt to the fluid landscape of remote and in-office work, technology continues to push boundaries. Augmented Reality (AR) glasses, often dismissed as futuristic gadgets, are increasingly emerging as practical instruments reshaping the hybrid work environment. While Apple’s Vision Pro is something many heard about, but few experienced, other effective AR glasses exist and are growing increasingly widespread. But how exactly are they transforming our approach to professional tasks and team dynamics?

    AR glasses: A tool for practical problem-solving

    The real utility of AR glasses in a professional context goes far beyond the wow factor. Let’s consider the core functionalities that make these devices stand out. For instance, real-time transcription and translation services through AR can be a breakthrough in cross-border team communications. No longer do professionals need to be stymied by language barriers or the delays of after-the-fact translation.

    The ability to view and manipulate 3D models or technical designs remotely takes collaboration to the next level. Troubleshooting equipment issues becomes far easier when off-site experts can visually guide on-site technicians through annotations and instructions. AR glasses allow for a rapid transfer of institutional knowledge that can greatly benefit training, onboarding and team coordination.

    Related: 3 Communication Strategies for Entrepreneurs Wanting To Improve Their Teams

    A new paradigm for remote collaboration

    While video conferencing tools have been indispensable for remote work, they have their limitations. AR glasses bring an added layer of interactivity to virtual meetings. The ability to annotate in real-time, view digital whiteboards, and even bring in data visualizations during a discussion enhances collaboration to a level that mimics in-person interaction. Shared augmented spaces allow for a sense of presence that 2D video conferencing lacks.

    This leads to more focused and productive sessions where everyone is quite literally on the same page. From brainstorming to concrete problem-solving, the value of shared visualization and annotation cannot be overstated.

    Seamless transition between physical and virtual workspaces

    The beauty of AR glasses lies in their ability to adapt to varying work environments seamlessly. This isn’t just about making remote work more effective but also about transforming the way we interact in physical offices. Through real-time reminders, spatial orientation within an office building, or even health monitoring, these devices can take several administrative burdens off professionals, allowing them to focus on high-value tasks. They become an extension of the mind, reducing the need for extraneous notetaking and information lookup.

    Meetings can take place spontaneously, without the logistical hassles of room bookings and video conferencing links. Whether you’re at home or in a meeting room, the experience stays consistent. This fluid integration between physical and virtual workspaces is where the technology really shines.

    Enhancing human interaction in a digital world

    The power of AR goes beyond digital utility; it has the potential to enrich human relationships in professional settings. Imagine receiving real-time, non-verbal cues from your audience during a presentation, thereby allowing you to adapt your approach and engage more effectively. It combines the best of digital data analytics with the nuance of human interaction. Having everyone’s name and position appear before you in a meeting fosters deeper professional bonds.

    The ability to discreetly access information about someone you’ve just met can be invaluable for introverts. AR glasses allow users to become socially smarter, transcending limits like forgetfulness and lack of context that often constrain human interaction.

    Integrating AI for context-aware assistance

    A crucial aspect that can elevate the efficacy of AR glasses is the implementation of artificial intelligence (AI). By incorporating AI, these devices can become context-aware, offering data and suggestions based on real-time situations, thus making the user experience more dynamic and responsive.

    From smart scheduling assistants to provide talking points before an important meeting, to safety alerts if you’re working in hazardous environments, an AI system tailored to your organizational needs can drastically boost both productivity and wellbeing. As AI capabilities grow more advanced, the possibilities for intuitive assistance become profound.

    Managing ethical and security challenges

    While the possibilities are vast, it’s crucial to think about the ethical and security implications of incorporating such advanced technology into daily work life. The ability to record and analyze data in real-time inevitably raises questions about privacy and data security that organizations must address proactively. Strict access controls, encryption and transparency about how augmented data will be used and stored are vital.

    There are also cultural challenges to consider, as some employees may feel pressure to adopt AR glasses while others prefer minimal use. Clear organizational policies and training around consent, harassment and inclusion will be essential. Handled carefully, these technologies can be implemented ethically in a way that respects both privacy and professional growth.

    Related: 10 Ways to Reimagine Retail and Virtual Shopping Since COVID-19

    Case study of applying AR glasses

    In my role at Disaster Avoidance Experts, I’ve had the opportunity to guide companies through the integration of cutting-edge technologies to enhance hybrid and remote work. One case study involves a multinational company grappling with the challenges of fractured communication across its diversified teams — remote, in-office and hybrid.

    The corporation’s primary hurdles were not uncommon: geographic, linguistic and cultural differences that often create significant barriers to seamless communication, leading to a host of inefficiencies and collaborative deficiencies. Recognizing the need for a tailored solution, we initiated a detailed analysis of the communication barriers within the company, followed by the development of a robust set of standards and norms to facilitate better communication practices.

    An integral part of the solution was the introduction of customized AR glasses, incorporating cutting-edge features like real-time transcription and translation. This feature alone dramatically lowered language barriers, facilitating instant and clear communication between team members who spoke different languages. Spatial computing features added to the AR glasses allowed for a shared, interactive three-dimensional space for team members to collaborate on complex tasks and projects, enhancing the collective problem-solving capabilities.

    The impact of implementing AR technology was significant and measurable. Within three months, the company experienced a 23% improvement in team collaboration and communication effectiveness. This metric was likely derived from meticulous pre and post-implementation surveys that measured various aspects of team communication and collaboration.

    The positive outcome of this case study is twofold: It demonstrates the direct benefits of integrating AR glasses into corporate communication strategies and highlights the importance of a holistic approach that includes training and the establishment of new operational guidelines. The result was not just a technological upgrade but a cultural transformation that empowered employees to maximize the potential of AR for improved collaboration and productivity.

    Embracing game-changing innovation

    As we navigate the complexities of a hybrid work environment, AR glasses present a transformative avenue that professionals and enterprises can’t afford to overlook. They offer more than just digital augmentation; they have the potential to revolutionize the way we communicate, collaborate, and even relate to each other in a professional setting.

    Of course, no technology is a panacea. But used judiciously, augmented reality promises to enhance productivity and connectivity in groundbreaking ways. In a world that’s always in flux, adapting and adopting these technological innovations is less a matter of choice and more a requirement for staying ahead. Much like the internet and smartphones, what seems novel today may soon be an integral part of how business gets done. The future is here, and with the right vision, augmented reality can empower professionals for whatever lies ahead.

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    Gleb Tsipursky

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  • Unconventional Leadership Tactics That Define a True Leader | Entrepreneur

    Unconventional Leadership Tactics That Define a True Leader | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    We have all likely experienced a horrible boss. Someone on a power trip who micromanages, rarely communicates, holes up in a corner office and sets themselves apart from their team. The Horrible Bosses movies probably come to mind. That approach to leadership is a one-way ticket to disgruntled employees, a toxic workplace and poor business performance.

    I have found that taking a more unconventional approach to leadership creates happy, engaged employees who come to work each day ready to kick butt. Leaders who want to take a similar approach can learn from how we are flipping the script on leadership at VizyPay, putting people first by:

    Related: How to Retain Employees Through ‘Servant’ Leadership

    1. Walking side-by-side on the journey

    One of the hardest things to do as a leader is to help employees view you not as a leader but as a partner. This means ditching the mindset that you are the boss and it’s your way or the highway. The best leaders want to learn and grow with their teams, walking next to them on the road to success — not in front of or behind.

    While your team intuitively knows you are their leader, the key is for your interactions to make team members feel that you are someone who truly understands them, communicates honestly with them, is willing to listen to them and understands what makes them tick.

    I personally hate the title of CEO. It is a daily reminder of power. I want everyone on my team to understand I am not in any way above them but instead a partner walking alongside them. I want to build relationships with my team and not be considered “above” joining in on activities like playing ping pong, having a beer or playing cards.

    From the very beginning of our interview process, we focus on finding the right fit for the culture by throwing out resumes because it is far more important to get to know candidates on a level beyond their education or past experience. Additionally, no matter what role the candidate is gunning for, they always meet with the CEO (myself) or another managing partner to immediately establish a horizontal hierarchy and further solidify our place as their partner on their journey. I encourage other leaders to do the same.

    2. Creating an unmatched work environment

    Effective leaders also create a work environment that employees can’t get anywhere else. Creating a work environment that is not cookie-cutter corporate is a massive risk, but it pays dividends in increasing employee loyalty. A work environment that provides freedom and a people-first culture is not something your employees are going to find in other companies.

    The bottom line is that if someone can go out and find hundreds of workplaces like yours, you have failed to care for the individuals committed to your organization.

    At my company, our work environment is the exception to the norm and might best be described as fast-paced, controlled chaos and a safe space where employees feel free to be themselves. There is a high level of accountability as well as a lot of perks, which aligns with our work hard first, play hard second mentality.

    Untraditionally, I encourage other entrepreneurs to embrace everyone’s genuine style, not just their professional personas. Building an unmatched work environment means allowing the lines of work and personal life to merge. Do not leave everything at the door when you clock in. Instead, encourage your employees to talk about their struggles and what’s going on in life, be real with one another and get uncomfortable.

    Related: How Much Does Leadership Actually Matter in a Startup?

    3. Building authentic relationships

    Bosses don’t take the time to get to know employees. Leaders do. Taking a personal interest in the lives of your employees helps build authentic relationships and mutual trust. Making it a daily habit to connect and communicate with your employees is also a great way to encourage them to take risks, think outside the box and innovate, all of which accelerate professional growth. This regular interaction can help surface information on what employees need to succeed and how you can help them if they are struggling.

    As a leader, I know the personal stories of every person on my team. I talk to employees and fist-bump them every morning. Walking around with a snack cart every other day is another way I connect and build relationships with them. An always-open door communicates to everyone that they can talk to me about anything without fear they’ll experience the wrath of “the boss.” I want everyone on the team to feel they are partners with a human being, not a jackass on a power trip. I want them to know that they are not a number or a cog in the wheel but valued partners delivering on our mission to help small businesses and disrupt the payments space.

    If C-suite leaders are serious about making an impactful change in their workplace, they should just remove their office door completely.

    Related: 12 Ways Entrepreneurs Can Sharpen Their Leadership Skills

    4. Creating opportunities for interaction and bonding

    As a leader, it is also important to create a fun environment where people want to come to work. Fun activities can help your employees destress and get to know each other better, creating a positive atmosphere that increases employee engagement.

    Our people-first workplace culture fosters an upbeat, fun environment that creates opportunities for interaction and bonding. Two examples of this are weekly-themed happy hours and annual parties that encourage people to build relationships outside of work. To that end, our employees volunteer together, attend concerts together and support each other’s families. These interactions and bonding opportunities make it easier for a team member to come to a leader for a difficult project or situation during the regular 9-5.

    As a leader, I know that a company cannot achieve anything without happy employees, and that is why I put maintaining a positive, people-first culture above anything else.

    It’s time for a more unconventional approach to leadership that focuses on improving the lives of employees. Considering that we spend a third of our lives at work, all leaders should strive to make the work experience an enjoyable, engaging journey.

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    Austin Mac Nab

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  • Free Report: How To Grow Your Customer Base By Making Personal Connections

    Free Report: How To Grow Your Customer Base By Making Personal Connections

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    We live in a digital world, but consumers still crave the human touch. While online marketing has the unrivaled power to reach massive groups of potential customers, consumer behavioral data reveals that 60 percent of interested prospects like to follow up with a phone call. This is a critical moment when companies can either land or lose new business.

    Customers want to speak with a knowledgeable person who can answer their questions quickly, but there is a big gap between those expectations and many businesses’ ability to meet them. Research shows that 70 percent of consumers expect a response within five minutes of reaching out, but the truth is that the average response time for websites is 17 hours.

    Smart companies understand that the faster they can move from a digital to a personal connection, the better their chances of winning the business. This free white paper will explore two proven methods for accomplishing that goal efficiently and economically: online live chat and virtual receptionist services.

    In the following pages, we will provide data, tips and best practices for implementing these scalable strategies into your business, allowing you to make personal and lasting connections with customers without adding headcount to your company.

    In this report, you’ll learn:

    • Why live chat and virtual receptionist services are more effective than chatbots and FAQs for converting sales and building customer loyalty.
    • Consumer expectations for response time and knowledge from business representatives and how to meet them.
    • The most effective digital tools to educate consumers about your business and CTAs that get your desired results.

    Complete the form below to access our free report.

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  • Free Webinar: How Company Wikis Facilitate Growth and Expansion | Entrepreneur

    Free Webinar: How Company Wikis Facilitate Growth and Expansion | Entrepreneur

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    In this session, we will explore how a well-structured and organized company wiki can be a crucial asset for your business’s scalability and adaptability. Learn how to alleviate growing pains by implementing knowledge structures that can evolve along with your organization.

    By the end of the webinar, you’ll have a solid understanding of how to use a company wiki as a tool for growth and expansion, allowing you to make informed decisions for your organization.

    Register Now

    Key Takeaways:

    • Importance of Scalability: Understand why a scalable knowledge base is vital for a growing business.
    • Organizational Structure: Learn how a well-organized wiki can streamline internal communication and facilitate information sharing.
    • Adaptability: Discover how wikis can be easily updated and adapted to meet the changing needs of your organization.
    • Knowledge Management: Gain insights into how a wiki can serve as a centralized repository for crucial company information, saving time and reducing redundancy.
    • Case Studies: Get real-world examples of companies that have successfully integrated wikis to facilitate growth and expansion.
    • Best Practices: Learn actionable tips for setting up and maintaining an effective company wiki.

    Register Now

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    Entrepreneur Staff

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  • Gen Z Laughs When You Use ‘Out of Pocket’ and These Emojis | Entrepreneur

    Gen Z Laughs When You Use ‘Out of Pocket’ and These Emojis | Entrepreneur

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    The generational language gap is nothing new — and it’s causing some comical misunderstandings in the workplace.

    Gen Z is amused when their millennial and boomer colleagues use the phrase “out of pocket” to signal they’ll be stepping away during the work day because it means something entirely different for the younger set, Insider reported.

    Related: 3 Ways Gen Z CEOs are Crushing Stereotypes | Entrepreneur

    What’s the disconnect? Gen Z uses “out of pocket” to describe something that’s “inappropriate or wild,” according to a “cringe quiz” for Gen-Z office speak fluency published by The Washington Post last year. In the context of the younger generation’s definition, people who use the phrase to express they have a dentist appointment are instead suggesting they’ll be creating chaos from 1 p.m. to 2 p.m.

    The Washington Post‘s quiz featured other generational communication divides, including the word “slay” (which basically translates to doing something really well) and, perhaps unsurprisingly, several emojis that can leave wires crossed.

    Gen Z uses the skull emoji to convey they’re dying from laughter, the smiley face with a mild grin to show they’re not really happy and the painting nails emoji to express a range of meanings — “sass, pettiness or nonchalant confidence,” Lieke Verheijen, assistant professor of communication at Radboud University in the Netherlands, told the outlet.

    Related: 5 Simple Tips for Incorporating Gen Z Into Your Workplace

    Ending a sentence with a period might also be misinterpreted.

    The period “has lost its original purpose because rather needing a symbol to indicate the end of a sentence, you can simply hit send on your message,” Gretchen McCulloch, linguist and author of the book Because Internet: Understanding the New Rules of Language, told NPR — so using it now “can indicate seriousness or a sense of finality.”

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    Amanda Breen

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  • Overwhelmed By Notifications? Here’s How to Streamline Your Communication Channels | Entrepreneur

    Overwhelmed By Notifications? Here’s How to Streamline Your Communication Channels | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    In today’s digital world, we use many ways to talk to others every single day, whether it comes to work or personal matters. We send emails, chat on messaging apps and use social media. But sometimes, all these messages can get confusing. Learn how to make your communication easier by using different messaging channels for different business purposes.

    Are emails old-school?

    No, in fact, email remains the cornerstone of professional communication. Period. Its formal and structured nature makes it ideal for external correspondence, official documentation, and client interactions. Additionally, important emails offer a written record of communication, making it easy to reference past conversations, agreements and decisions. My company keeps all professional communication with partners and portfolio companies within emails. This documentation is crucial for legal, auditing and accountability purposes.

    We’ve all been in situations where we’ve asked someone to “send something via email to ensure it doesn’t get lost.” So, yes, you can easily flag, pin and highlight threads or single conversations and retrieve any information when you need it – email threads allow users to track the history of a conversation, making it easier to follow the evolution of discussions and decisions over time. In terms of security, many email platforms offer robust security features, including encryption, to protect sensitive information. For a company, this is also a crucial aspect.

    We all value professional and personal privacy. I love email, and if I see an important email and don’t have an opportunity to read it carefully, here is what I do: I open it, read it quickly, then close it and mark it as unread. Sometimes, it is easy to get lost in open emails; in this case, I know I will get back to it when I have dedicated time for it.

    Related: A Quick Guide to Email Etiquette (Infographic)

    LinkedIn: professional networking and personal brand

    I personally love LinkedIn. It is a premier platform for building and expanding professional networks and connecting with colleagues, peers, clients, industry experts and potential business partners.

    I have one habit when it comes to this social media – I try to read and respond/react to every message I get, except for obvious scams. I receive many messages on LinkedIn every single day – some of them are work-related (e.g., messages from founders, potential partners, and other players in the innovation ecosystem), while others are more personal and not within the scope of our fund.

    It’s a great place to share best practices, keep up with the latest innovation and venture trends, and stay updated on industry matters.

    However, when I spot an opportunity or an important issue to discuss, I always transition the communication to email, where I include relevant colleagues in the conversation. It is entirely acceptable to request that your counterpart switch communication to email instead of continuing the conversation via LinkedIn.

    Related: LinkedIn Changed Its Algorithms — Here’s How Your Posts Will Get More Attention Now

    Telegram: Stay up-to-date with groups and channels

    Telegram is the 10th most popular mobile messaging app in the US. It’s no wonder its popularity has soared in recent years. In fact, many WhatsApp users switched to Telegram to take advantage of its robust privacy features.

    Telegram is my personal favorite. We use this platform for all our work-related communication regarding urgent matters and to communicate with our portfolio companies. I have more than 20 chats, each dedicated to a specific subject, with certain people from the company.

    When we launched our Softlanding program last year, we were deciding how to keep in touch with participants, sending schedules, relevant info and more. We figured out that Telegram is the perfect tool for that because it supports group chats and channels with many participants. On top of everything, Telegram offers cloud-based storage, allowing users to access their messages and files from multiple devices. This feature enhances accessibility and data backup. In our case, it was the most convenient messenger for file sharing and communication.

    We also have our open Telegram channel to share news and key insights about venture capital in the USA. Telegram supports various message types, including text, multimedia files, voice messages, and documents. This versatility allows for effective communication and file sharing (e.g.reports, analytics), which is very convenient when you need to transfer something that email storage doesn’t support.

    Related: Privacy Insight: Whatsapp Vs Signal Vs Telegram

    While Telegram has numerous advantages for business communication, organizations need to assess their specific needs, consider security and privacy requirements, and choose communication tools that align with their objectives and industry regulations.

    Each platform serves specific purposes, whether it’s the formality and professionalism of email, the networking power of LinkedIn, or the real-time communication of Telegram and WhatsApp. The key lies in strategically separating and using these channels to tailor your communication to the right audience and context. This approach will help businesses maintain professionalism and streamline internal discussions.

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    Zamir Shukho

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  • Don’t Fall for Subtle Power Moves: Here’s How to Regain Control | Entrepreneur

    Don’t Fall for Subtle Power Moves: Here’s How to Regain Control | Entrepreneur

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    Power imbalances are everywhere, and they can show up in subtle ways, even during simple, initial interactions. Ever had someone say “it’s nice to see you” at a first meeting, then repeat your name ad nauseam? The person could be attempting to build rapport, or they might just be deploying tactics they’ve gleaned from leadership literature.

    Sure, some leadership advice can be helpful (most people do appreciate eye contact and a smile). Still, it can also be shallow, unnatural and, ultimately, detrimental — for example, the oft-repeated suggestion to turn up the volume to seem more commanding. Part of the problem? Management books and commentaries often oversimplify and rarely offer useful guidance about the skills and behavior required to get things done, according to McKinsey & Company.

    Subtle power moves, whether off the cuff or calculated, have the potential to throw their recipient for a loop, effectively giving the person using them the upper hand. Sometimes, it can be challenging to determine another person’s intentions, especially if you’re not well-acquainted with them. But when it comes to power imbalances, impact just might be more important than intent: If you feel like your power is slipping away, it probably is.

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    Amanda Breen

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  • 5 Crucial Leadership Elements to Earn Your Team’s Trust | Entrepreneur

    5 Crucial Leadership Elements to Earn Your Team’s Trust | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Trust – it’s the performance-enhanced steroid that can transform even the most diverse group of misfits into a high-performance team. Without it, standards and expectations aren’t taken seriously and productivity suffers greatly.

    You have to maintain a high level of trust across your team to ensure buy-in for collective efforts toward a shared company goal. Gaining your team’s trust, though, doesn’t happen spontaneously. It requires a great deal of authenticity, clear communication, strong and stable support, integrity and a whole lot of consistency.

    Having led hundreds of individuals across multiple industries and levels of leadership, including vice president of sales and now CEO, I learned some insightful gems to earn those positions. Here are a few lessons for other leaders aiming to create a culture of trust and extract peak performance from their teams.

    1. Authenticity

    In an era filled with curated personas and the mentality of “fake it til you make it,” authenticity stands out as a refreshing departure from the norm. And just like a well-timed, sarcastic zinger in the middle of a boring and quiet waiting room, authenticity has a way of cutting through the noise (or silence, in this case) and creating an instant connection. People have a great appreciation for authentic personalities. We’d rather work with a jerk who is direct and tells it how it is over someone who shares misinformation to just people please and avoid confrontation.

    So, how can you demonstrate authenticity in the eyes of your team? The answer lies in staying true to yourself and being transparent with others. Expressing your thoughts, feelings, and viewpoints openly (yet tactfully), allows your unique personality to shine through. By being genuine, your team will recognize your sincerity, laying the foundation for trust.

    Related: 3 Ways Authentic Leaders Inspire and Retain Employees

    2. Communication

    Saying nothing says a lot, and is a proven path to damaging your team’s confidence in you as a leader. Clear, consistent and honest communication is at the heart of leadership. To develop trust within your team, you have to communicate clearly and consistently.

    Start by articulating your vision, objectives and expectations to your team, ensuring everyone aligns with the same goals. Encourage open conversation and an environment where team members feel comfortable expressing their thoughts, ideas and concerns free from judgment. And when things go wrong, as they inevitably will, don’t hide behind a wall of silence. Address issues head-on and keep your team in the loop. Remember, a well-informed team is a trusting team.

    Related: Why Effective and Influential Leaders Focus on Direct Communication

    3. Elevate your team

    Great leadership in its purest form is elevating those around you. When you focus on elevating your team — helping them to grow, learn and improve — you create an environment of trust, empowerment and explosive growth. You’re showing them that their development is important to you and that you believe in their potential.

    This isn’t just about professional skills; it’s about personal growth as well. By investing in them as individuals, and showing a genuine interest in their aspirations and challenges, you’re building a deep, foundational level of trust. This trust breeds loyalty, open communication, and a culture where everyone feels valued and heard. As a result, you enhance team morale, productivity and overall cohesion.

    Here are a few effective strategies I’ve implemented over the years to elevate my team:

    1. Skill development workshops and training. As a leader, it’s important to identify the strengths and weaknesses of your team. Regularly conducting skill development workshops or training sessions helps your team members polish their existing skills and acquire new ones. You can start by asking your team the following questions: What skills are you most interested in developing? How do you think this training will help you perform better at your job?

    2. Mentorship programs. Pair less experienced team members with senior members or external mentors. This can provide the opportunity for personal growth and the sharing of wisdom and experience.

    Questions to ask: Who do you look up to professionally? What traits or skills do they possess that you aspire to have?

    3. Recurring one-on-one sessions. Regular feedback is crucial for personal and professional development. These sessions provide a space for open discussion about performance, challenges and opportunities for growth for both you and the subordinate.

    Questions to ask: What challenges are you facing? How can I support you? If you had to put a finger on one thing I could improve on, what would it be?

    4. Encourage autonomy. Giving your team the freedom to make decisions creates a sense of responsibility and boosts their confidence.

    Questions to ask: What responsibilities would you like to take on to grow in your role? How can I support you in this process?

    4. Integrity

    Integrity stands as the backbone of trust. Without it, everything crumbles. In the workforce, integrity is simply doing what’s right, regardless of who’s watching or how inconvenient it may seem. It revolves around honoring your word, acknowledging your errors and making decisions with the team and organization’s best interest in mind.

    To display integrity, ensure consistency in your actions, and fulfill your commitments. If you say you’ll do something, make sure you deliver. In the event of a mistake, accept it, own it and find a solution forward. By continuously operating with integrity, you’ll position yourself as a dependable leader your team can trust.

    Related: How to Maintain Your Integrity While Keeping Up With a Rapidly Changing Environment

    5. Consistency

    Excelling in these areas will serve you well, but the ultimate key to long-term sustainability is in your consistency. Trust isn’t an event, it’s a habit. It’s the consistency that establishes a reliable pattern of behavior that your team can depend on.

    To be a consistent leader, treat all team members equitably and enforce your policies the same. Strive to have a strong presence in your team’s daily activities. Most importantly, be consistent in upholding the qualities above. When your team knows what to anticipate from you, they’ll trust you to guide them, even in the face of uncertainty.

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    Kash Hasworth

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  • The 4 Most Important Skills I Prioritized When Scaling My Business to Seven Figures | Entrepreneur

    The 4 Most Important Skills I Prioritized When Scaling My Business to Seven Figures | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    In today’s fiercely competitive corporate landscape, sales teams are an integral part of a business’s growth and market position. These teams are the frontline warriors who build relationships, close deals and connect with customers. Yet, many leaders mistakenly forget that behind every strong sales team is an effective leader who understands the critical role of clearly communicating and harnessing their team’s full potential.

    At the age of 20, I joined a small wireless dealer that was less than a year old, and within three years, aggressively scaled the company to 28 different locations across four states with a sales force of over 100 people, driving gross commissions of up to $1.6 million a month.

    Reflecting on our rise to dominance, I’ve identified four essential skills that were instrumental in sustaining our high performance. These skills are not only important but an absolute necessity when building a thriving sales team that shatters the results of the average.

    Related: How to Grow Your Sales Team into an Efficient, Revenue-Generating Machine

    Steer the ship, don’t mop the deck

    To build a thriving sales team, you must identify and cultivate great leaders. It’s not merely about replacing yourself but replicating your abilities, your vision and your drive in others. As you scale, your responsibility is not to micromanage, but to empower and delegate. And to do this, you need leaders.

    For example, when a location faced staffing issues, my first instinct wasn’t to rush in and personally recruit sales reps, regardless of how dire the situation was. Instead, my focus was on finding a leader. Why? Because the leader is the one who can turn the tide, who can take the reins, and steer the location out of trouble.

    In sales, every role has its battlefield. As a district manager or regional role and above, your battlefield is not to mop the deck; it’s the broader strategic actions. Steer the ship. If you find yourself too deep into the weeds, getting caught up in recruiting and managing sales reps, you’re not fulfilling your role as a leader; you’re slipping into the role of a manager. This shift can detract from your capacity to tackle larger responsibilities and restrict your ability to influence the broader organizational landscape.

    Related: In the World of Recruiting, 3 Leadership Qualities to Look for

    Communicate directly and more than you think is necessary

    At the heart of strong leadership is clear, consistent and honest communication. Clear communication helps in aligning the team with the organization’s goals and vision. Consistent communication ensures that everyone is on the same page, avoiding misunderstandings and strengthening a unified approach to achieving targets. Honesty, meanwhile, builds trust and loyalty, creating a supportive environment that boosts morale and productivity.

    In the end, the effectiveness of a sales team is a reflection of leadership, and leadership, in turn, is a reflection of communication. The clarity, consistency and honesty of your communication will define your leadership, influence your team’s performance and ultimately determine your success.

    Let’s consider a real-world scenario. Suppose payroll is going to be late — which can cause distress for any team. A leader might be tempted to avoid communicating, fearing the team’s reaction. But stepping up and transparently communicating the issue is far wiser.

    As soon as the issue is identified, call your leaders directly, explain what happened, the steps you’ve taken to resolve it, and when they can expect a resolution. This approach not only shows your team that you respect and value them, but it also demonstrates your ability to handle crises and your commitment to transparency. Even though the news is unfavorable, the strength of your leadership softens the blow, proving that clear and honest communication is an absolute necessity.

    To put it simply, if you want to build a strong sales team, start by taking a good look at how you communicate.

    Related: How Successful Leaders Communicate With Their Teams

    Create a consistent culture of accountability

    Accountability often gets a bad rap, typically associated with blame and penalties. However, in a thriving sales environment, accountability is impartial. It’s about setting expectations, following up on them, and recognizing that good, bad, or no results are all valuable feedback.

    In a sales team, consistency in accountability conversations creates a space for proud report-ups, creating an environment ripe for praise and recognition. So when the occasion calls for difficult conversations, they become much easier to have. The accountability culture is not about being faultless; it’s about creating an environment where everyone is learning, growing, and driving toward collective success.

    Related: 7 Ways to Promote a Company Culture of Accountability

    Be an unstoppable sales force yourself

    Within an aggressively expanding sales organization, the velocity of the operations, the intensity of the competition, and the high stakes of success put a considerable amount of pressure on leadership. As such, the person leading charge needs to embody more than just strategic vision and managerial prowess. They also need to have a deep understanding of sales and a solid track record of success in this field.

    Such a leader, equipped with a proven record of success, not only gains credibility and respect but also brings firsthand insight into effective strategy development. Their expertise becomes a cornerstone for training, helping team members enhance their skills and navigate challenges. When able to lead by example, they can embody the attitudes and behaviors that spur success, setting high standards and inspiring excellence within the team.

    As your sales team grows, you will need to expand your leadership team and delegate responsibilities. At this stage, your ability to attract and retain leaders will depend on your personal growth as a leader, all of which revolve around these four skills. A leader must be equal to or exceed the level of those they lead. Anything less and they risk losing their team’s respect and confidence, which can negatively impact the team’s performance and success.

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    Kash Hasworth

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  • Why Mixing Company Culture With Strategy Is Key to Success | Entrepreneur

    Why Mixing Company Culture With Strategy Is Key to Success | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    For years, I’ve heard people say that “culture eats strategy for breakfast” — a phrase I have always found frustrating as a business leader. Not only are these words misleading, but they also perpetuate a dangerous misconception. Strategy and culture are completely dependent on one another, yet I would venture to say that more than 90% of C-suite executives fail to understand why and how the two must be integrated in the right way to drive sustainable results.

    Business strategy is essential for reaching a new, profitable growth level; it is the vision, the plan, the choices and the decisions made — the what, where, why and how much of any company.

    Company culture encompasses the values, behaviors, attitudes and standards that unite a workforce — the who and the how of any company. Culture is the sum of a workplace environment and stretches beyond the formalities of strategy. Yet to say that one is more important than the other negates the fact that strategy and culture must be thoroughly and properly integrated for a company to execute its vision in a sustainable way properly.

    Related: Why Being Profitable is a Business Strategy in Itself

    Strategy and culture are always intertwined

    Action without vision wastes time and resources. Vision (AKA strategy) without action (AKA culture) is just a dream. Of 300 executives, only 56% said they used an integrated approach to strategy and culture, while 30% said they put strategy first. Both elements of business should be developed in tandem, yet too often they remain siloed. While a strong strategy is a company’s north star, companies looking for comprehensive growth must be clear and strategic about what this growth will require of the organization’s culture.

    So, what does effective integration look like? The top three categoric enablers of change are tone from the top, communications and incentives or compensation (PWC). When properly understood and utilized correctly, an organization’s unwritten and informal cultural sentiments and norms will successfully drive change — and, therefore, enable the proper execution of the strategy — but only if both strategy and culture are interconnected.

    Businesses must understand and value the various skillsets, learning and working styles and perspectives of their workforce — then, resources must be allocated from the top down, investing in those key behaviors that are most crucial to overall company success. This is where the infamous 80/20 rule comes into play: 80% of resources should be allocated to 20% of activities, specifically, those founded on the efficacy of the overall strategy.

    However, when it is left to HR to foster culture, and the marketing and leadership teams alone handle strategy, there is little to no shared dialogue about the holistic vision for the company. In these instances, essential aspects of the business suffer — including buy-in, collaboration and cross-functional communication. It is the role of leadership to integrate strategy and culture and then enable and drive the change.

    Related: 4 Ways Leaders Can Create Award-Winning Corporate Culture

    Strategy must be developed based on the core strengths of its existing culture

    Every company’s unique culture lays the groundwork for an actionable strategy; culture is the raw material but is of little value if the strategy does not capitalize on its core strengths. Microsoft is known for optimizing its strategy this way following Steve Ballmer’s exit in 2014. Satya Nadella understood how to motivate and unite Microsoft’s workforce of engineers, developers and programmers to make Microsoft a better place to work. During his tenure as CEO, Nadella minimized the then-cutthroat, arrogant culture to heighten the workforce’s more explorative and empathetic growth mindset — laying the groundwork for a step change and sustainable profit growth.

    To best understand where the company’s core strengths lie (and how much upskilling may be required), leaders must run diagnostics on the culture. Then, the symptoms and limitations can be alleviated, and sources of productivity and innovation can be prioritized. A common language is essential for honing key mindsets and concepts. This language might include values, traits, value propositions, business models and capabilities — these can all be essential in nurturing cultural strengths into strategic advantages.

    In addition to identifying key strengths and building a common language, leaders must identify and engage the key drivers of change. These individuals may not be speaking from the C-suite but serve as change agents for the company. These passionate advocates should be present at all levels and represent the model behaviors for the evolution of the culture.

    Four types of change agents are essential to the process: pride builders are master motivators; exemplars act as respected role models; networkers are hubs of internal personal communication; and early adopters are earnest, curious enthusiasts for change. By modeling these attributes, change agents help spotlight and hone the strengths of the company-wide culture, making achieving company goals through strategy more possible.

    Related: If You Are Choosing Between Culture and Strategy, You’re Choosing Wrong.

    Culture must change and evolve to accommodate strategy

    Of course, both culture and strategy must be adaptable. While the two should grow together, there are times when the already established culture must adjust to better support the new strategy directing the company.

    Netflix, a company famous for its “radical reinvention,” faced this task when shifting its focus to streaming. CEO Reed Hastings took an interest in the behaviors of Netflix workers, cultivating an environment of “freedom with responsibility.” Regarding expenses (such as travel, etc.), time off and other benefits, Netflix has only one policy: “Act in Netflix’s best interest.” Hastings credits this policy for the shared trust that helped the company pivot successfully, as the freedom offered by Netflix has fostered a culture of loyalty, curiosity, and enthusiasm among its employees.

    Related: Why “Culture Eats Strategy For Breakfast” Misses the Point of a Truly Healthy Work Culture

    Microsoft, Netflix and Best Buy are prime examples of when leadership understood the critical, equal importance of strategy and culture when changing the company’s trajectory. The market capitalization of these companies had step-change increases from static baselines before the change.

    Business leaders must know which behaviors drive the best work and what fosters or hinders these actions or behaviors. Likewise, leaders should evaluate which behaviors should be eliminated and what changes are needed to do so. From there, leaders can assess the opportunities on the horizon and how best to reach them — but such a trajectory requires an interwoven approach to strategy and culture, understanding their unique importance and mutual exclusivity.

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    Jack Truong

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  • What A Great Meeting Culture Looks Like (And How to Get Started) | Entrepreneur

    What A Great Meeting Culture Looks Like (And How to Get Started) | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    For most organizations, meeting culture is a real challenge. For many, it feels like meetings consume all available productive time, especially our most productive workday times.

    The real challenge is not the meetings themselves but the culture of meetings, who gets invited, their frequency and efficacy.

    I first learned how to address meeting culture when I became the president of a small company with an extraordinary amount of meetings, given that we only had 25 employees. To create awareness of the actual cost of meetings, we calculated the average dollar cost per person per hour.

    Related: Why Meeting Culture is Draining your Employee’s Strength and Productivity

    Secondly, we did an audit over two weeks, in which we asked leaders to track the number of people in their meetings and the length of the meeting. As you can imagine, there was an immediate decline in the number of meetings and duration due to the awareness the exercise created. At the end of the two weeks, we calculated the average cost of a meeting. The team was genuinely shocked by the actual cost of these meetings.

    Thirdly, we changed the units from dollars to product sales by calculating how many products we needed to sell to pay for a meeting. We took our most popular and largest-selling product as the unit of measure. We said, “This meeting cost 18 product A’s.” We found this was much more effective than simply giving the dollar amount since the team had an excellent appreciation for what it takes to sell that product.

    At the end of the month, I told the team, “We spent 284 Product A’s on meetings this month!” Doing this exercise once a year or every six months.

    Related: ‘Meeting Culture’ Is Costing Companies $101 Million a Year

    Using the modes of meetings to change the culture

    The first thing we had to understand was that there are three modes of meetings:

    • 1:1 meeting (one-to-one)
    • 1:n meeting (one to many)
    • n:n meetings (many to many)

    This led to a framework in which we were able to ask each person calling a meeting to choose the most effective mode of the meeting that would be most effective.

    If we were having a one-to-one meeting, it would be highly effective if both people knew how to manage distractions and stay focused. If it was a one-to-many meeting, the most effective way to do this was a webinar-style meeting. This meant having one person “host” the meeting and another presenting the content. If the meeting was on Zoom, the host managed the comments and questions in the chat while the presenter presented.

    We found that “many-to-many” meetings were clearly the least effective, least respectful and often the default mode. We reserved the ability to call these meetings to only senior-level people in the company. We intentionally restricted the frequency and kept them focused as an example of how meetings should be run.

    Related: What Your Company Meetings Say About Your Culture

    Introducing FIRE meetings

    So, this led us to change our meeting culture. Fire is an acronym for “Focused, Informative, Respectful, and Effective.”

    When setting up a meeting, we start with Focused, in which we train leaders to ask:

    • What is the right mode for this meeting?
    • What will make this meeting successful?

    The next component is Informative. We train leaders to think through the information they want to present and divide them into three categories:

    • What must they know?
    • What is the key point?
    • What additional information can I add to make the meeting more interesting and engaging? (including a great story, fun facts, etc.)

    Keeping meetings Respectful means giving people enough warning before a meeting is called to give them time to prepare or reorganize their schedules. We encourage everyone to be on the call two minutes early so that the meeting part starts on time. This is a keystone organizational habit that creates respect in the culture.

    People who run meetings right to the last minute do not leave time to arrive two minutes early to the next meeting. For this reason, we teach leaders to wrap up the meeting with five minutes to spare and end two minutes early. Once this becomes part of the meeting culture, everything changes for the team. There is a more calm and peaceful atmosphere when moving from meeting to meeting.

    Finally, we get to the element of being Effective. We encourage leaders to keep the discussions focused and to minimize rabbit trails. At the halfway mark, they can state, “We’re halfway through our meeting, and we still need to reach our objective.” At the end of the meeting, leaders need to state if the objective has been reached clearly. They need to give clear next steps as to who is doing what and by when. If the meeting ends early, don’t prolong it.

    I once ran a meeting with the team on the call three minutes beforehand, and since everybody was present, we started the meeting. We reached our objective in under two minutes and were able to end the meeting before it officially started!

    Related: How to Create a Meeting-Smart Work Culture

    Building a culture to empower FIRE meetings

    Encourage leaders to invite people based on the right time, not “just in case.” By this, I mean we often invite people “just in case” they need to be there or may need the information. This is not respectful of their time and undoubtedly ineffective for the organization. Some people need to know at some point, but the real question is whether the meeting is the right time for them to be part of the discussion.

    There needs to be cultural permission for people to say no to meetings. When a leader is willing to give that cultural permission to their team, they will find a much more productive and effective team member who feels respected and empowered. In the long term, giving culture permission for people to decline meetings profoundly affects the team’s productivity, culture and efficacy.

    FIRE meetings can dramatically change the meeting culture of any organization. It makes every team member feels respected as well as informed. Meetings are taken much more seriously when they are called in the right mood, with the right frequency, with the right people in the room, started and ended with a two-minute margin.

    Every organization can enjoy this much-needed meeting culture shift.

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    Dionne Van Zyl

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