tag:blogger.com,1999:blog-23907501242532431352024-03-07T21:13:08.611-08:00cb'sblogAn occasional narrative on leadership and organizational culture.Carl Blanzhttp://www.blogger.com/profile/00692949347363144220noreply@blogger.comBlogger12125tag:blogger.com,1999:blog-2390750124253243135.post-8198197074628472112011-03-29T14:05:00.001-07:002011-03-29T14:05:13.630-07:00Lessons from a Lobbyist<span xmlns=''><p>Recently, I went to Business day at the State Capital. It is a great education in government! The highlight for me was a breakout session hosted by Bill Blazar, Senior Vice President of Public Affairs & Business Development for the Minnesota Chamber of Commerce. <br /></p><p><strong>Lobbying Ground Rules of Advocacy<br /></strong></p><p>What to do:<br /></p><ul><li>Know who you represent – Go back to that when you get confused.<br /></li><li>Lead on "Their" issues.<br /></li><li>Manage expectations – How much progress can (we) make on a given issue in a given time?<br /></li><li>Know the rules, written and unwritten – a discussion with the same person in the hallway is different than a discussion with that person in a committee hearing.<br /></li><li>Make progress every year – Big issue home runs are rare. Find a crack in the granite and work it.<br /></li><li>Say "Thank you" – there are <span style='text-decoration:underline'>many</span> opportunities.<br /></li><li>Be omnipresent – Be at the Capital, it's a lot harder for them to vote against you when they see your face. When they are in session, be in the hallways, when they are not in session, have someone form the team roam the hallways. Be there when they have a question.<br /></li></ul><p>What not to do:<br /></p><ul><li>Lie – "I don't know" is better than to make something up or guess.<br /></li><li>Break a deal – Do it once, you're done. You should also be able to make a deal (with support from your constituents to make a decision).<br /></li><li>Leave Early – "Thems that show up, make the law"<br /></li><li>Say – "They elected the wrong people"<br /></li><li>Surprise an author (of a bill) – If someone is going to author a bill that you are going to kill, go to them first and tell them. <br /></li><li>Lobby only in your comfort zone – Figure out how to talk with people you don't agree with.<br /></li></ul><p>Debatable Ground Rules:<br /></p><ul><li>Know "Their" issues – They may become yours someday.<br /></li><li>Be "Their" friend – Choices; Friend, Expert, Expert who understands politics.<br /></li><li>Lobby other Lobbyists - Lobbyists don't vote!<br /></li><li>Public fights with your team.<br /></li></ul><p>Your Strategy depends on…<br /></p><ul><li>$$$ - required? Or policy change only<br /></li><li>Partisan vs. nonpartisan issue. 95% of votes are not partisan. If it is a partisan issue, lobby the speaker and the minority leader (they decide what hits the floor).<br /></li><li>Issue in the next campaign? Will it show up in the political ads in the next election?<br /></li><li>Grassroots support – can you get it? <br /></li><li>Has it been debated before? How much? – the best way to kill a bill is to say "We need to study it"<br /></li><li>Is an organized opposition expected? – Are they going to pack the committee hearing?<br /></li><li>Who's your champion? – How powerful are they?<br /></li><li>Is the issue discreet? – will it get sucked into other issues? Is it linked to other issues? Is it a $$ deal that will get scrutiny?<br /></li></ul><p>What's the toughest issue?<br /></p><ul><li>If it's… $$, partisan, campaign issue, no grass roots support, an old issue, there's organized opposition, a weak or overworked champion, linked to other issues.<br /></li></ul><p>Strategy P.S.:<br /></p><ul><li>Expect the unexpected, who would have thought the issue regarding nuclear energy discussions in Minnesota would be affected by a Tsunami in Japan?<br /></li><li>Find ways to end "Dug-in" positions, you need a curb jumping way to approach the issue that's good for the legislator. <br /></li><li>We always start on plan A and never end there; sometimes we end on plan Z.<br /></li><li>Look for a break on issues <br /></li></ul><p>I think it is a fact of life, sometimes you will need to advocate for what you want, or for what those (who you serve) want. I really liked these principals because of their simplicity. If you are planning to advocate for something in the future, pull these out and brush up on the ground rules and strategy. Emotion is the enemy of good negotiation; this seems like a good way to get centered around a healthy outcome. Enjoy!<br /></p><p><br /> </p><p> </p></span>Carl Blanzhttp://www.blogger.com/profile/00692949347363144220noreply@blogger.com0tag:blogger.com,1999:blog-2390750124253243135.post-32024052981521263402011-02-20T08:19:00.001-08:002011-02-20T08:19:09.513-08:00How protests are a gift to leadership<span xmlns=''><p>The protests in Wisconsin are a gift to Governor Walker. Why? The constituents (both sides) are offering their opinions openly and bringing their differences to the surface. When a leader gets this gift, it is a golden opportunity to create a shared way forward. <br /></p><p>First, I am not a Democrat or Republican. I believe these both of groups will continue to keep us from getting anywhere because of the weight of their collective monologues. Debate is not an effective way of creating anything of value.<br /></p><p>It appears to me that the real issue of contention here is the perception that Governor Walker is trying to union bust. I think he has a great idea without any possibility of success at the pace it's going now, because of the lack of trust (fueled by the folks who have the most to lose). The opportunity here is for the differences to create a shared way forward. To make this happen, the leader needs to shift leadership behaviors in two key areas; from teller to <strong>listener</strong> and from manager to <strong>facilitator</strong>.<br /></p><p>At the core of these differences, are some areas of common ground. The obvious area is that most everyone would want the government to stay working. Most everyone wants the roads to be plowed and maintained, police departments to respond quickly and to fight crime, fire departments to respond to fires, schools to educate our children… There are also less obvious and extremely powerful commonalities that lie under the surface. There is a magic area somewhere upstream of "solutions". <br /></p><p>Here is where the subtle shifts in leadership behaviors could be really effective. I would also add a third element here and that would be to publicly state that we were going to slow down the debate for a week, and enter into dialogue with each other. <br /></p><p><strong>Teller to listener<br /></strong></p><p>Governor Walker has put a stake in the ground by suggesting that the state workers and teachers have the ability to keep their union dues in their own pockets and offset the pain they would feel by having their benefits cut which would save significant taxpayer dollars (solution). Now is a great time to listen for understanding, not for agreement or disagreement but to just understand - what it is about this that doesn't work for the workers. He would most likely be hearing a lot of "what's wrong". When the workers declared that they felt understood, it would be their turn to listen for understanding. It is important that the leader take the first step here because it exposes a vulnerability – that builds trust. <br /></p><p><strong>Manager to facilitator<br /></strong></p><p>Once the workers could say "He understands our concerns" and his supporters could say "they understand our concerns" the Governor would have a great opportunity to lead by facilitation. Helping the workers and his supporters to convert "what's wrong" to "what's missing" meaning what's missing from this situation for us to be able to sign on for some kind of change and a way forward. This way forward would begin to take shape as a shared way forward. The groups that were once opposed would begin to take shape by growing the common ground and working together to find ways that worked for everyone. <br /></p><p>This is the process of converting monologues (conversations that strive for the other side to agree) to dialogues (conversations that seek mutual understanding, beginning with me understanding you). It is the life work of Cultural Anthropologist William Stockton and his partners in Mobius Inc. I have personal experience with this work in a business setting, and I must admit it sounds like magic because it is. <br /></p><p>If you are a leader/manager, be on the lookout for the gift of open dissention. When you see it, acknowledge your basal impulses to explain, defend or in any other way create more differences or solutions and make the courageous move of listening, identify common ground and facilitate a shared way forward. </p></span>Carl Blanzhttp://www.blogger.com/profile/00692949347363144220noreply@blogger.com0tag:blogger.com,1999:blog-2390750124253243135.post-43897159472826151052011-02-08T13:51:00.000-08:002011-02-08T13:51:57.177-08:00When Compliance Won't DoTwo buzz phrases (management techniques) that drive me crazy - "Empowerment" and "Buy-in".<br />
I suspect they had their roots in the best of intentions, and I do not profess to know anything about how they came to be household phrases.<br />
What makes me crazy about empowerment is the illusion that somehow, I (the person with the power) am going to bestow upon you a new sense of power over your circumstances. I'm not saying that it isn't a good idea to allow people to have as much input as they can handle, I actually think that's a great thing. But let's be real here, at the end of the day, if I've empowered you, I still have the ultimate power to say whether or not your decision is going to fly. My point is it's misleading. What I'm actually doing is parceling off a piece of my perceived control over you, probably one that I believe is not that important to my circumstances.<br />
What makes me crazy about buy-in is that it implies that I have to present things in such a way that you see them as worthy of your purchase. To me, both of these strategies smack of manipulation, or getting what I want indirectly.<br />
In both of these management techniques, I am really either just widening your field of compliance, or giving you an opportunity to see that my way is a good one for you. If I am your boss, that means I carry the real power of whether you are going to continue to get a paycheck, promotion, feed your family, make the house payment...<br />
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Another way is to be as vulnerable as you really are - openly. A look at the power spectrum <em>(I wish I could remember and give credit to the source here)</em> shows the most primitive power you can have over anyone is that of physical strength which includes financial strength. The highest order of power you can have over someone is unconditional love. When viewed this way, leaders and managers are really vulnerable, especially when they favor the primitive side of the power spectrum.<br />
When the leader shows up with a stake in the ground and sincerely invites everyone who might be affected to declare their real thoughts and feelings and to contribute - is when great things happen, and when such courageous leaders see the shared stake in the ground, they see that it is actually stronger than anything they could have originally envisioned themselves alone in their own vacuum. The reason… <strong>self actualization.</strong><br />
What a great gift leaders can give to their teams - an opportunity to become the person I want to become through this thing that we are going to accomplish together.Carl Blanzhttp://www.blogger.com/profile/00692949347363144220noreply@blogger.com0tag:blogger.com,1999:blog-2390750124253243135.post-9832952145987857072010-12-08T09:53:00.000-08:002010-12-08T09:59:14.018-08:00Don’t climb the wall<span style="font-family: Arial, Helvetica, sans-serif;">You have (no doubt) been in a conversation and noticed when the wall goes up.</span><span style="font-family: Arial, Helvetica, sans-serif;"><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Choosing not to climb the wall is a leadership move. It’s an opportunity that presents itself over and over, and has the cumulative effect of reducing a city of walls to rubble.</span><span style="font-family: Arial, Helvetica, sans-serif;"><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">I’ll use an excerpt from a conversation that a friend recently told me about where he and his boss were discussing the way an announcement in their company was made.</span><span style="font-family: Arial, Helvetica, sans-serif;"><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">A small preamble to this is that my friend has the utmost respect for his boss, they have known each other for many years, and socialize together also. </span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">F: “I wanted to mention that I felt like an outsider when that announcement came out, I wish I would have had a heads up by you personally rather than reading it in a memo”</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">B: “I made the announcement in the staff meeting yesterday, and when we were talking the other day, I meant to tell you, but it didn’t feel private enough, you know I always take you into consideration on this kind of stuff”.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">That was the wall.</span><span style="font-family: Arial, Helvetica, sans-serif;"><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">The conversation predictably went into the two talking about how they like each other, and how one would not slight the other intentionally… this kind of talking is in code, it sounds like “I…” “We always…” “You know I…” “I didn’t mean…”We’re…” words that include you and I, and are probably meant to serve some ancient cultural hangover meaning I’m not going to hurt you.</span><span style="font-family: Arial, Helvetica, sans-serif;"><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">The intriguing thing about this conversation is that it had the potential to move them both forward. They could have both felt fulfilled and engaged in a meaningful relationship. Friend could have walked away feeling understood and relieved that Boss listened to his (not so good) feelings about the boss’s actions. Boss could have walked away feeling thankful that Friend had the respect for him that he would say how he was feeling, and that he had the opportunity to show Friend he did care by listening to and understanding his feelings. </span><span style="font-family: Arial, Helvetica, sans-serif;"><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Instead, Friend spent his energy describing this frustration to me, and probably others (especially co-workers who understand the dynamics). As a one-off, no big deal, but cumulatively, these conversations influence how Friend will feel about Boss and ultimately, the company. And I speculate (based on my own experience of being “Boss”, and acting exactly like “Boss” did) that Boss felt bad about his actions affecting someone he really likes, and wishing he had handled it differently. When that happens as a one- off, it’s no big deal. But when it is a well-worn path, Boss reinforces feelings of inadequacy by knowing (at least subconsciously) that Friend was not satisfied.</span><span style="font-family: Arial, Helvetica, sans-serif;"><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">“The wall” is an entry point into a different kind of conversation, and the good news is - walls are in lots of our conversations!</span><span style="font-family: Arial, Helvetica, sans-serif;"><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">So what is the leadership move?</span><span style="font-family: Arial, Helvetica, sans-serif;"><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Here is one idea…</span><span style="font-family: Arial, Helvetica, sans-serif;"><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Silence.</span><span style="font-family: Arial, Helvetica, sans-serif;"><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Right now, pretend you are in that conversation and just be silent. Notice what you were doing with your face? Think a thought, and notice your face. </span><span style="font-family: Arial, Helvetica, sans-serif;"><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Pretty cool, right? </span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">The important thing about this kind of silence is your facial expression, and don’t worry about remembering this because your face will be the focal point of your attention.</span><span style="font-family: Arial, Helvetica, sans-serif;"><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Think about what you want to convey without speaking in this moment, and your face will do the talking. Here is one to try on. ”I want to understand, I need to hear more?”</span><span style="font-family: Arial, Helvetica, sans-serif;"><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">I’m suggesting that you give this a try, and know that it will be tough to sit there, and not say anything. Allow your conversation partner to pick up where they put the wall up. Force yourself not to talk, and choose the thoughts that are going to show up on your face. </span><span style="font-family: Arial, Helvetica, sans-serif;"><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">The point is… when you are aware the is wall going up, make a choice not to climb it. And an even bigger point (one I’m not trying to make here) is about being aware. </span><span style="font-family: Arial, Helvetica, sans-serif;"><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Don’t climb the wall is a powerful leadership move. It is an opportunity - possibly 100’s of small opportunities to take the lead in a small way that cumulatively influences a culture. This is the power of a conversation; it’s a small exchange, one that could happen 100 times in a day. Cumulatively, these conversations are our culture. </span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">There are other ways to redirect a conversation that has the potential to do harm, there are volumes written on the subject. This is one way, and a powerful way to lead a conversation towards a positive outcome. </span><br />
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• Expertise, experience and knowledge are all great. As a leader, they are less meaningful to the organization than showing someone you care about them.<br />
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• Not to be hurt when I learn that people I trust vent about me or my decisions to others. And to feel honored when they vent about me – to me. <br />
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• People will generally be on their best behavior when I am present. This is why I have to always pay attention to other people’s reality.<br />
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• When I got the feeling that someone was not the right person for the job. I was usually right. I learned to do us both a favor and work out a separation plan or a different position that leaves them whole. I have a file of thank you notes from people that have separated this way. <br />
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• Humor and a smile show people that (at least at work) the world is OK; this has to be repeated daily. A daily walk around engaging in small talk and laughing with people creates a feeling of well being about the organization as a whole.<br />
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• When someone feels misunderstood, they might comply, but they won’t give you their true self. When someone feels understood, the real person shows up.<br />
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• When I am going to have a conversation that makes me feel sick to my stomach, I let the hot issue be the first thing out of my mouth, then I let them know that everything will work out somehow, it always does. <br />
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• Creating the culture you want has to include hiring and firing for specific behaviors. Behavior based interviewing and auditions where one of the pillars of our culture of serving each other, and our guests. <br />
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• Celebration rituals reinforce a feeling of well being, some people will boycott them and some will make fun of them. The majority of people will show up enjoy the camaraderie, and relish in being appreciated by the leaders and their peers.<br />
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• Vulnerability is not a weakness like I’ve grown up to believe. It has been a great way to connect with people.Carl Blanzhttp://www.blogger.com/profile/00692949347363144220noreply@blogger.com0tag:blogger.com,1999:blog-2390750124253243135.post-12183761598977288612010-10-29T10:24:00.000-07:002010-10-29T10:24:53.512-07:00Psychometric Analysis: What is psychometric analysis?<a href="http://psychometricanalysis.blogspot.com/2006/03/what-is-psychometric-analysis.html">Psychometric Analysis: What is psychometric analysis?</a>Carl Blanzhttp://www.blogger.com/profile/00692949347363144220noreply@blogger.com0tag:blogger.com,1999:blog-2390750124253243135.post-9812570683760741622010-07-09T07:30:00.000-07:002010-07-09T09:15:04.209-07:00Riding the TigerI'm at the stage in life and career where outside influence becomes less and less meaningful and a more inward journey is appealing. I've heard this stage is pretty normal and is part of the human experience.<br /><br />Today, I had the opportunity to sit in on a portion of a meditation retreat for executives called "Riding The Tiger" put on by Yogiraj Charles Bates and his partner and CEO of their company "10th Dot" Vonda Vaden Bates.<br /><br />I was able to sit in on a talk by Yogiraj Charles and then discussion with he and Dr. Surya Pierce. Yogiraj Charles is very skilled at weaving concepts of mysticism, human lineage and profit - I know it sounds impossible! Then he and Dr. Pierce discussed the physiology of thought.<br /><br />I came away with a feeling of relief and even comfort about how we've evolved into a culture that values profit, and with some hope and insight into the possibilities of our future evolution and how we actually can make the shift from profit without full accountability to our world - to profit with integrity for our world.<br /><br />We then spent some time practicing meditation, and while I have a long way to go, I am again comforted by the reality that somewhere in my own thoughts are answers and new possibilities. - I have a renewed sense of energy to get back on the journey and live more influenced by my inner life than my outer life. And... I will choose the black dot.<br /><br />If you would like to learn more about 10th dot, you can check them out at <a href="http://www.10thdot.com/">www.10thdot.com</a>Carl Blanzhttp://www.blogger.com/profile/00692949347363144220noreply@blogger.com0tag:blogger.com,1999:blog-2390750124253243135.post-89964946117684894012009-09-03T11:05:00.000-07:002009-09-03T12:33:26.293-07:00Advice TractionRecently, my wife and I ate at a local pub (actually a pub). One we both like, and since they now have two locations, we've tried the other, we like that one too. So we're lukewarm fans, loyal in the eyes of a business that might chart the once or twice a month we eat there, but not so loyal that we wouldn't boycott the place if something went wrong.<br />My wife loves the chef's salad. It has a lot of healthy stuff, good flavors, textures... the highlight of that particular dish is a chunk of imported bleu cheese.<br />On this visit, we had a cute 20 year old blond waitress who I would describe as mildly engaged in our dining experience, and a tentative manager who came over and asked the awkward "Is everything OK?" ... less than mildly engaged.<br />So when my wife asked for more of the bleu cheese, (after waiting to get attention) the waitress happily said "Sure, no problem"<br />She comes back, after an acceptable wait, and sets a small disposable solo cup with a scant 1/2 bite of the cheese on the table, apologizes for the small portion, and then says "Sorry about the amount, the chef gets really weird about his bleu cheese - Is there anything else I can get for you?"<br /><br />I knew this was something I wanted to write about because I keep thinking about it. There are so many possible topics, many near and dear to my heart, like; upselling at the table, helping the gen Y'ers learn how to engage, designing a memorable dining experience, the value of loyal customers (let alone evangelists) vs. 75 cents worth of cheese, the role of the floor manager in a service operation, portion sizing... the list goes on.<br /><br />What has stuck with me is the guilty feeling of not helping them. To offer some advice, to give them something really valuable (customer insight) with no strings attached. Instead, I left cynically joking about the chef and his possible OCD involving cheese, what the poor waitress must have endured on a previous request for more cheese, the clueless manager...<br />As I think about it, what seems to be missing is the traction one needs to give advice. Not only to the recipient but also for the advisor. To receive advice means to trust the source, to offer advice means to risk being reduced to Charlie Brown's teacher - a blabbing pain in the ass.<br /><br />How cool would it be to receive real advice from customers? I'd like to think that I could handle the cynical wake of people in my business, and that I could allow them to have traction with me so they would feel safe giving me the real stuff. It's probably because I have taken advice that was hard to hear, and then made the advisor out to be a jerk behind their back that I worry about my own ability to hear the real stuff.<br /><br />I'm going to keep thinking about how to let customers know it's safe to give me the real stuff.Carl Blanzhttp://www.blogger.com/profile/00692949347363144220noreply@blogger.com0tag:blogger.com,1999:blog-2390750124253243135.post-73282999538608346762009-08-26T09:11:00.000-07:002009-08-26T09:25:36.170-07:00Is it the money?Today, value is a buzz word. What defines it is so personal that we often times overlook the true value of something. This thought has brought me to a question...<br /><br />What is the cost of converting value to currency, and back to value?<br /><br />What value evaporates in the framework of business transactions?<br /><br />And ultimatly...<br /><br />What's the value of growing old and having awareness on your death bed that it wasn't the money, but the exchange that gave meaning to life?<br /><br />I guess that's three questions. I'd like to hear your thoughts, email me! cbCarl Blanzhttp://www.blogger.com/profile/00692949347363144220noreply@blogger.com0tag:blogger.com,1999:blog-2390750124253243135.post-27633941531720627662009-07-03T14:06:00.000-07:002009-07-03T14:43:43.624-07:00AppreciationAppreciation is without a doubt, the most powerful way to enlist the help of others. Appreciation that happens after a good deed, is nice. It also is a smart response. But powerful appreciation happens before a good deed, and is usually a habit of successful leaders.<br /><br /><br /><br />Powerful appreciation comes from those who understand the nature of human beings, and the fact that life is a struggle - for everyone. Powerful appreciation happens in small ways, like listening, not judging, recognizing when someone is in need of a kind word, engaging. This kind of powerful appreciation is a develop-able skill. Start with recognizing your capacity to appreciate someone you love, next-try to appreciate someone you are neutral about. Finally, look for something to appreciate in someone you don't really like. If you can do this with sincerity, you are on your way!<br /><br /><br /><br /><br /><br /><br /><br />Bill True and the guys at Sage presence guided me (in their hugely powerful workshop called B-connected) through this exercise as a way to overcome the pressure of networking. In that case they taught a group of us to overcome the social anxiety of networking by applying a heavy coat of appreciation. This has also helped me with stage fright.Carl Blanzhttp://www.blogger.com/profile/00692949347363144220noreply@blogger.com0tag:blogger.com,1999:blog-2390750124253243135.post-57673266946885363612009-07-01T20:56:00.000-07:002009-07-01T21:30:11.062-07:00DataToday, I need data. Which sounds counter intuitive based on my preferred method of decision making. If you are anything like me, you prefer to go with your gut.<br /><br />Something like 95% of the data we take in - comes in under our level of consciousness. Which gives a diminished sense of appreciation for data. We're so busy paying attention to the 5% of what's happening, that we sometimes fail to realize that there are complex algorithms in our brains, filtering and processing a ton of data, and providing us with choices. OK - back to the real world... this started as a semi-rant about my need for data, and is ending up as advice to myself.<br /><br />Be really clear about what you want. Ask for data, your subconscious will take care of 95% of data intake. Don't expect to make good choices, unless you have good data.Carl Blanzhttp://www.blogger.com/profile/00692949347363144220noreply@blogger.com0tag:blogger.com,1999:blog-2390750124253243135.post-8267537358404493692009-07-01T12:56:00.000-07:002009-07-01T12:58:07.129-07:00I am starting a blogI'm not even sure how to get a blog going! I'm quite sure I am the only person reading this, so if you are not me, that means you are my reader. How about that!Carl Blanzhttp://www.blogger.com/profile/00692949347363144220noreply@blogger.com0