Here is a resource for entrepreneurs and managers running their business units like a business. If you are encouraging innovation and creativity in your company, this resource will offer ideas and ways to move forward. (Source: http://www.kauffman.org/)

Business Etiquette

Forget Miss Manners, like never before, first impressions are made at the dining table. Often, after months of emails, phone calls and correspondence, people meet prospective employers and clients for dinner.

Believe it or not, table manners matter and are in vogue. Even the most crass diner will notice when others are "sawing" their meat! Generations X, Y and upcoming Digital Babies™ (Millenials) have not had etiquette or courtesy served to them in their personal training. Many people do not know how to handle silverware, set a table or place a napkin because of their fast-food experience eating out of a carton.

My colleague, Syndi Seid, can help. Syndi's email is info@advancedetiquette.com if you have a question.

Also, I recommend you subscribe to her newsletter. You will receive tips and information that will set you miles apart from colleagues who do not care or know about professional etiquette.

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5 Temptations of A CEO by Patrick M. Lencioni

 

As an executive tutor and enterprise coach, I constantly seek novel ways to handle management issues. This business fantasy, 5 Temptations of a CEO by Patrick Lencioni, begins the conversation people—who are considering leadership roles, business ownership and managing themselves and employees—MUST consider. Let us begin with this question, “Can leaders afford to ignore the long term or are they already planning their exit strategy?” Are they sending the wrong message, not in for the climb, inconsistent values for the challenges, sell-out those around them?

We, as advisors and “players”, must question the veracity of decisions made in this jittery climate.

 

An easy concept I recommend is a “for the good of the house” mentality no matter who is at the helm. Even if you are not on the top rung, speaking to oneself on this issue can only help to serve put you on the best path. What will the legacy be? An emphasis on legacy ensures a detached view, provides a check against WIFE (What's in it for me).

 

My mentor, Peter Thomas, shared a thought of moving from success to significance. How can we achieve it?

Something to consider: Like a significant document (Magna Carta, The U.S. Constitution, a fine art piece), we've lost the pride and value of putting our “mark” on our contributions, given there is a contribution made. Giving our “mark” top of mind can shape our decision beyond the immediate, knew-jerk reaction or cheap gain. Instead when we strive for a response, we then connect and can apply a conscious thought to our move.

 

This brings to mind the concept of sacrifice.

“We can distinguish short term pain (struggle) vs. long term pain (failure),” says Patrick Lencioni.

Define the sacrifice so all can understand. It is astonishing how people rally around an authentic leader. Mustering support is powerful and can move forward even an unpleasant circumstance.

What are we seeking?

Results, input or golf applause (light, non-committal clapping)?

Criticism vs. Counsel

Much of the response we receive from others stems from how the information is presented to them up front.

This segment must transcend ego-driven decisions. We can listen closer to what is actually said rather than spending time thinking of how we will defend ourselves. Then, we can progress.

As a leader, it is important to differentiate between encouragement and permission. By seeking counsel we are demonstrating our openness and breadth of scope in making a decision. Unfortunately, high-level executivesfear they will be perceived as indecisive or weak when gathering consensus or sampling opinions.

Why Is It Lonely at the Top?

Colleagues want to tie their tails to a high flyer. They want an emotional connection, people with empathy.

It's magnetic. Empathy and vulnerability are not signs of weakness. They are human connections. Think about this—Hard edge views limit access to what you need to know. People can be afraid of repercussions so they will respond in a guarded way.

The old adage, “Familiarity breeds contempt,” is dangerous. Instead, familiarity can be founded on trust and credibility. Trust provides a level of confidence and a “reality” check. Credibility provides a filter to test our points of view.

Needs create distance rather than build confidantes. To the confidante, it affects the range of honest answers and input. The trust must go both ways.

 

Stymied

Even been stuck—in a thought, argument, debate? A step away from that can be to ask, “What/who am I waiting for?" A physical change shifts one's perception. Step to the right, left or jump over the invisible line.

Sometimes when we're stuck, we are really seeking someone to tell us what to do. To get out of this permission mode, one can ask, “What needs to happen to move forward? What alignments do I need to move forward? Who is likely to help me?” The worst thing to happen is a 'No' answer. You'll get over it.

It's not personal? Think again.

Do your values shift in personal and professional settings? That creates confusion within yourself and others' perceptions of you. Are you serving different masters? What do you stand for? People are watching.

Where is the focus of your actions?

Stay on the issues vs. individuals. Finger pointing and blame are dangerous positions at best. The result is what matters and how to progress from mistakes, not to hang hides on the wall.

Our positions can change and evolve from clarity.

Our convictions are often measured by our passion. “Passion is the litmus test of vision.” Michelle Cubas

Clarity reduces conflict, but we have to be willing to state the case and be wrong or a possible target for adversaries. One goal is to create “productive ideological conflict.”

Here is a place to begin the inquiries without appearing weak. Dialogue can be wrapped about these ideas:

The Lexus And The Olive Tree, Author Tom Friedman 

Tom Friedman, noted New York Times Foreign Affairs Columnist, presents a contextual view for how business, political and cultural globalization has changed the way we Earthlings interact. He begins with describing the world as it “worked” during and after the collapse of the Cold War.

He clearly demonstrates that technology has democratized the world by providing the average person with information. Governments can no longer block information; they can only impede it.

It is an exposé for Americans to better understand the war in Iraq . Friedman was the international correspondent in Beirut during the war there. He is articulate and well-versed in the cultural clashes and requirements necessary to move forward. Our next president would do well to appoint Mr. Friedman to his security team!

He uses the olive tree to symbolize a polarized position that a group clings, where its values originate and its traditions. It represents safety, community, holding onto the “ways”. In counterpoint, the Lexus symbolizes the process, technological progress, broadened access to information, and created momentum, all of which create new markets and flow through today’s “reality”.

Friedman states the world only runs on two speeds: fast and faster!

He defines the cold war and how the wall extended beyond Berlin ; the Berlin Wall was only symbolic. It was a feudal (and futile!) system of imbalance and unfair power advantage in the hands of the wealth holders.

Today, wealth is more accessible to those who understand technology and how to use it. Friedman uses an example of a small African village that watches markets via satellite connection and the impact on its village exports!

The book is a worthwhile investment of time. I found the premise optimistic; Friedman shares Paul Zane Pilzer’s economic view of “abundance” as a result of technology. My take away is there is more than enough to go around globally if we manage and don’t overuse our resources. Otherwise, we will all suffer. The challenge of countries today is to educate people, have them in tune with technology in order to be able to use the “new tools.”