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Accountability. What a Concept.

accountability

Yet who can really define it? Let’s take a look at leadership accountability.

Google the word and you get some interesting thoughts. Here are a few.

Accountability eliminates the time and effort you spend on distracting activities and other unproductive behavior. When you make people accountable for their actions, you’re effectively teaching them to value their work. When done right, accountability can increase your team members’ skills and confidence.

Accountability means living in integrity, with all your thoughts, words, and actions are consistent with one another and in alignment. Commitment is one thing, but accountability is vital to sustaining long-term success

In other words, the term doesn’t mean punishment; instead, it describes a willingness to accept responsibility for our own actions and their impact.

Henry Evans, the author of Winning with Accountability, defines it as “Clear commitments that — in the eyes of others — have been kept.” Here, the phrase “in the eyes of others” is key. In our organizations, accountability is not just about making and keeping commitments — it is also about transparency. When we make our commitments visible to our teammates, everyone is empowered to ask follow-up questions, check on progress, and help move work forward.

The Rub

Marine LTC Stuart Scheller has made news by denouncing his chain of command in Afghanistan for allowing the bombing at the Kabul Airport that resulted in the deaths of 13 U.S. Service members. He has gone so far as to resign his commission and forego his full retirement after 20+ years in the Corps.

Scheller’s basic call to action is to return to accountability in leadership. From his view, commanders were demanding accountability from subordinate troops yet abdicating their own accountability…

..all the way to Washington, D.C. His contention is that leaders (anywhere) must themselves be accountable.

I happen to agree with Scheller. My sense is that our political leaders (all of them, both parties) have abandoned basic principles of accountability. They have built systems and agencies to shield their collective actions to cover up any true visibility of the ramifications of their choices and actions.

What is any American able to do to connect all of the dots? When an executive order is issued, how can any of us really know the impact it has, whether positive or negative?

If you happen to have voted for the party in office all you can do is hope they are doing the things you thought they promised you. But are they? Where’s the accountability?

In recent years I’ve heard frequent mention of how overwhelming various Bills that have come out of Congress may be. Speaker Pelosi herself was once asked, “Do you know everything in this Bill?” Her reply was “No, let’s see what happens.” Really? That my friends, is not much accountability.

Power Corrupts

There is an old saying “Power corrupts and absolute power corrupts absolutely.”

I’ve experienced that myself on a very small scale. When I was a young Lieutenant in the Army, I was put in temporary command of a troop unit with some 450 soldiers who were assigned for training. Under the terms of the UCMJ (the Uniformed Code of Military Justice), I had simultaneous powers as prosecutor, judge, and jury.

If a soldier committed an infraction, they were brought to my ‘court.’ It became intoxicating for me. I could levy penalties, garnish wages, demote rank and impact a wide range of punitive actions. Unchecked I could seriously influence those under my command.

But for me, personally, I had a commitment to God. I was a Christian with real beliefs in a much higher power than my own. I was accountable to Him for what I might do to others here.

That accountability was called into action one day when I was feeling particularly smug about my command and the powers of the UCMJ. I won’t go into all the details, but the significance of the moment was that I checked in on my accountability. I was reminded of the vows and promises I had made to God about being the person He wanted me to be.

Invoking all the strength and might of a code written by other men (the UCNJ) was not the standard I was being called to honor. I changed my mindset about power. I was humbled to realize the code was important but had to be administered with honor and human decency. Yes, discipline could be applied, but the soldier who was subject to that discipline needed to be redeemed.

The Elected Career “Leader”

Anyone who has engaged in elected office as a career cannot possibly have the same sense of balance. How can I say that? I say it because I have known several Congressmen and Senators in my day. The ones who live by higher standards don’t make Washington a career. They go, serve, and try to impact the system. But in the end, they retreat.

They don’t run for re-election after a few terms. The system beats them down. They run headlong into the reality that to survive there, you must compromise everything. You cannot live by the higher standards. You cannot permit total transparency.

Why? Because deals must get made for the ‘system’ to work. Those deals are not always good for the constituents you say you represent. There is no leadership accountability. Those deals may not represent the real values you intend to live by.

This gets us back to leadership accountability.

Will your actions stand the test of the words you speak? Real leaders, elected or not, are accountable. In fact, they demand it. First of themselves and then from others.

Lead by example is an easy phrase to utter. But living by it day by day is a much bigger challenge. We need leaders who are accountable.

LTC Scheller, I am with you Sir. Soldier on!

5 Ways for Leaders to Inspire Their Team

There’s a big difference between being a boss and being a leader. Anyone can be a boss, responsible for guiding their team and assigning tasks to different members of staff. But it takes something special to be a true leader.

A genuine leader inspires their team and motivates them to accomplish amazing things.

Effective leaders get to know their employees, so they can understand their strengths and weaknesses. This allows for effective delegation and increases the chances of each employee achieving personal and professional goals with the assistance of that leader.

If you’re working to become a more effective leader for your team, the key to success begins with inspiration. Here are some ways that you can motivate and inspire your people.

Set Clear Targets

Employees need to know what they’re working towardsto ensure that they’re on the right path. As a leader in your organization, it’s crucial to have a clear idea of what the overall vision of the business is and what you need to do to get there.

Setting goals for each employee that will help to drive you towards your overall target will help to keep your people focused. Measurable goals are also much easier to track, ensuring that your staff members can measure their performance and see how far they’ve come in a specific period of time.

Excellent goals are specific, clear, and easy to understand. It’s also worth choosing goals for your teams that help them to identify their importance in the company.

Deliver Ongoing Feedback

Feedback has always been an important factor in keeping team members focused and inspired. Around 65% of modern team members wish they had more feedback from their leaders.

Effective feedback tells your employees what they’re doing right,so they know how to boost their chances of success. It can also be a tool in helping employees to pinpoint issues that might be harming their performance in some ways.

Remember, giving feedback doesn’t just mean telling your staff they’re doing a good job or a bad one. Be specific with the feedback you provide, so your people can really learn.

Don’t be afraid to ask for feedback from your staff too. They could give you excellent insights into how to be a more effective leader.

Be Fair with Compensation

There’s more to keeping your team inspired than paying them the right salary. However, it’s hard for anyone to be invested in a job where they feel as though they’re not fully appreciated.

If you can’t offer the most competitive salary compared to the other companies in your space, ask what you can do to make their role more appealing to staff.

  • Can you deliver extra benefits and learning opportunities, so your employees feel like they’re accomplishing more when working with you?
  • Is it possible to provide more paid time off work, or more flexible scheduling, so your teams can arrange their days to suit them?

Think outside of the box when it comes to showing your teams that you understand their worth.

Create a Company to Be Proud Of

One of the biggest jobs many business leaders have is creating an image for the company. They need to be able to explain what the true mission and goals of the company are to team members, so they feel as though they’re a part of something important.

If you want your employees to feel inspired and motivated, then give them a target to get behind. Let them know how you’re making the world a better place, not just how you’re making as much money as possible.

  • Can you get involved with charities that your team members care about?
  •  Can you contribute to your community in a way that’s going to inspire team pride?

Find out what your employees care about and get involved.

Work on Communication

Finally, it’s hard for any team member to feel inspired if they don’t also believe that they have a voice in the company.They need to know that you take their insights and feedback seriously.

With that in mind, try to build a company culture around open communication and collaboration.

Ensure that your staff members can share their ideas on how to improve the business freely, without any scathing remarks or risk of negative feedback.

When your employees share their ideas on how to make things better, show them that you’re taking their ideas into account by highlighting the things you’ve done to see whether those ideas could work.

As a Leader, You Can Inspire Your Team

Employees are more inspired when they believe they have a significant ownership and investment in the company they work for.

Avoid making your employees feel like “just” a member of staff. They want to be a crucial part of the team. Build that feeling of comradery and see your leadership skills and team results soar.

If you have questions about any of these or would like to leave a comment, use the comment block below.

trust at work

Leading From the Front … or Not

Being an effective leader requires a keen awareness of the situation. One size never fits all. Among the many choices leaders have to make, a very pivotal one involves what leadership position to take. Therefore, today we explore the question of whether to lead from the front or lead from the rear.

To set our footing, let me define the two options.

Leading from the Front

This brand of leadership is the kind we see often depicted in movies. Mel Gibson, in The Patriot, grabs the flag and rallies the troops when there is a break in the front lines. He’s right up there, standing tall, waving the flag, yelling “follow me!!!”

In business, the follow-me style leadership is usually found in organizatinal cultures where there is a large dose of command and control thinking. Employees are programmed to wait for direction. There is very little empowerment. Seldom does anyone ‘step out’ to take a chance.

Often these cultures are found in large scale engineering or manufacturing environments. On one hand it makes sense. You wouldn’t want employees being creative at the controls of a refining process. Things need to be prescriptive for everything to operate smoothly and efficiently, not to mention safely. Plans and specs need to be followed or severe consequences may happen.

Leading from the Rear

This style of leadership is not really opposite in thinking, just different. Leading from the rear represents the situation where the workteam is fully capable, empowered, and somewhat autonomous in how things need to happen.

One exmaple might be a large regional sales force. Sales reps need to be out in the field making calls and meeting prospects and clients. They should know the guiderails, but are expected to operate with a degree of independence, only checking back in when a truly unique special request comes up.

The sales executive can lead from the rear, providing the guiderails and encouragment, but otherwise staying handsoff on the effort.

Where Things Get Tough

In larger companies, managers usually get assigned to lead roles. They get placed into teams that are already operating together. Sometimes there are company reorganizations where teams get scrambled, but even then, managers haven’t really picked their teams.

What this means is, you as the leader must evaluate what your team needs. Do you need to lead from the front or from the rear? Figuring out the best approach helps solidify your role and your effectiveness as the leader.

Executives who join a new company (new to them) must navigate this landscape too. Missing the mark can seriously delay your progress.

Here’s How It Plays Out

If your leadership style is to empower and naturally lead from behind, applying that to a team who craves leadership from the front can cause fear and doubt in your team. If they are waiting on being told what to do, your expectation that they figure it out only causes confusion.

The more you encourage them to choose their own path, the more likely they are to withdraw and shrink away from the work. If they want to do the right hing, but you’re not telling them what that might be via speciifc assigned tasks, they will freeze.

On the other hand, if you are more likely to opeprate with a command and control approach, leading from the front, independent thinkers and doers will balk at your authority. They will object to being told what to do.

It becomes a balancing act. Good leaders adjust their style to the situation. If your team needs speciifc direction (you leading from the front) but you’d prefer them to be more empowered, then you have to coach them there. You have to coax them into understanding being empowered.

There needs to be a demonstration of good permission and protection. The leader gives permission to try things new while offering protection if things don’t work out just right. That way, the employee is not penalized for agreeing to step out and try something foreign to them.

Choosing Right

In most cases the need to lead from the front or from the rear can be figured out by simply asking the team about how they like to operate. If however, the team is new (due to a reorg), they likely have not found their identity yet.

The leader can help cast that vision and purpose. Then the pieces may come together naturally. If however, it is not yet clear, then the leader must dig deeper into the talent they have around them. By having one on one sessions you can glean the best ideas for structuring the team, leveraging the expereince and motivation each member brings.

The core message here is to be nimble as the leader. Don’t force your will on the team either way. If you prefer leading one way, but they want something else, be agreeable to make that pivot. You can begin shaping them to go the other way in time. Take advantage of the growth opportunity in yourself.

Use the situation as a personal stretch goal. You might just realize you like the view.

trust at work

PS – My new book “Trust at Work” is available a popular retailers in print and online. In the book, Roger Ferguson (co-author) and I explore the Team Trust Model. We explain the model and share examples of when and how it can work. Plus there are over 30 tools manaegrs can use to help gain trust with your team.

Lessons in Leadership: Soaring with the Winds of Life

windsock

 

In learning how to fly an airplane, one of the first lessons has to do with understanding winds. Winds come in basically three types;

  • Head winds – those hit you right in the face
  • Tail winds – those from behind
  • Cross winds – those at angles from the side

I believe the challenges we face in life and in business model these three types of wind as well. If we consider all the forms of challenge we face, we can boil it down into these three categories. However, it might be interesting to compare the pilot’s concern with each of these winds as we think about our daily responses to life’s winds…..

Head Wind

First, the head winds. Too often we might be prone to think of these negatively. As wind hits us in the face, it slows us down, forces us to press harder against the wind. Bob Seger wrote a great ballad titled “Against the Wind…stronger now still just running…against the wind”.

When a pilot encounters head wind during flight it can be a challenge. Fuel consumption is increased as air speed decreases. The time it takes to reach a destination increases. Stress and fatigue can set in. But did you know it is preferable to take off and land “against the wind”? Why? Because the increased force of that head wind causes “lift” on the wings which is the force that makes planes fly.

A good steady head wind actually makes take-offs and landings easier, more comfortable and effective. So the next time you sense a head wind in life, ask yourself whether it has been provided to allow more lift for a better take off to a new place in life or whether it is there to afford a safer, smoother landing from where you have just come.

Tail Wind

Next let’s talk about tail wind. This is just the opposite from a head wind. We tend to think of tail wind as favorable. During flight that might be true. It can serve to push us forward, reduce effort and speed the time towards the destination.

But did you know it is the most difficult force with which to reckon during take off and landing? At those times, it actually impairs control, reduces efficiency and creates danger.

Maybe in life we need to be cautious of the perceived tail winds. Rather than gliding along with them, we need to watching for hindrances to gaining new achievement or resolving old challenges.

Cross Wind

The final force is cross wind. All things considered, crosswind is the most challenging of all flying situations. That is true in life and business too.

Crosswind means what it implies… a force crossing you at an angle to the direction you intend to fly. During flight, a cross wind will blow you “off course”. A constant watch must be given to direction and compass heading while flying in crosswinds. There is no cruising during crosswind conditions. It is a constant battle.

doug flying
Me piloting a cross country to Shreveport LA

Take off and landing is even more severe. Very special techniques are required to manage a crosswind situation. This is why you see planes doing a crab landing, angling sideways right before touchdown. In some situations the crosswind can be so severe that its force exceeds the designed strength of the air frame on the airplane, which makes the good pilot seek an alternative landing site, one where the winds are more favorable.

Life has crosswind too. It is the skill and grace with which we handle life’s crosswinds that determines our ultimate success. Failure to recognize and manage a crosswind can cause certain disaster. Either we ignore the presence of that crosswind or we acknowledge it but underestimate the consequences. Forging ahead means grave results.

So next time you feel a certain extraordinary force influencing your life, consider the pilot. Is the wind you feel one of these? If so, which one and how will you choose to handle it?

If you need help discerning the winds in your path right now or want to find better ways to navigate those winds, schedule a time for a free consultation.

Working the Plan – Step 3 in Team Trust

Leaders responsible for teams must cast a solid vision to define the purpose for their team. Your team needs to know why the team exists. Every good purpose needs a plan. How are we going to execute the vision we just agreed to pursue? Purpose and plan are critical parts of building team trust.

Leaders who have great vision need to translate the vision into a plan; an action plan. You can pull your team together to create the plan. That’s perfectly fine. But plan you must.

The plan helps map out the next steps, milestones, contingencies, and a host of other critical factors that cause your likelihood of success to rise. As the old saying goes, without a plan any road will get you there. You probably don’t want to travel some of those roads. That is why a plan helps.

Step 3

In the Team Trust Model, Step #3 is the Plan.

team trust model diagram showing all the steps

The questions your team members and employees may be asking about the plan include the following examples.

What are the steps to achieve results?

What does a ‘win’ look like?

Can I agree with what you think we’ll be doing to go from A to B to C?

Does the plan make sense to me?

Does anyone else think this plan is crazy?

Is there something we already know about a step in the plan that won’t work?

How can I comment on the plan?

Do you want my feedback?

A Story from the Field

During a coaching session on team trust, one client who was responsible for a large regional sales organization spoke about his plan. It involved a cradle-to-grave process for their sales cycle. The plan started with prospecting and funnel management, then went into client onboarding and order entry. Ultimately the plan ended with various aspects of client support and service obligations assigned to the originating salespeople.

After thinking about it, he said “Wow, I really should be doing more to look at this plan when I’m hiring people. I generally look for personality but having folks who can serve these other needs is very important too.”

Viola!

There’s another reason to have a well-articulated plan.

The plan gives you the path to get work done. You deliver on the plan. You work through the plan. Without a clear blueprint for success, your team will get stuck wondering what to do next.

Doing the Right Thing

There is one thing I’ve learned in all my years of executive leadership, it’s about the people. Assuming your hiring process is reasonably reliable i.e. identifying good talent suitable for what you need to do, then the team you build will want to do the right thing.

If you as a leader don’t show them what the right thing is, they freeze. Because they want to do the right thing, they definitely don’t want to do the wrong thing. Therefore they tread water, running in place not doing much of anything.

Your plan helps them understand the next steps that amount to the right thing to do. Then they can become effective at the work.

There is obviously a lot more you have to do managing the effort, but without clear definitions of what a win looks like and what success can mean, your team will struggle to move forward.

The more you can do to articulate the right plan for the work you need to be done, the better your chances of having a team that can trust the plan and is willing to commit their dedicated effort to get there. This is the way to build team trust.

trust at work

Vision, Purpose, and Swimming with Dolphins

Leaders are supposed to provide vision, right? But if you’re in a senior manager role does that apply to you? You might say, “No, that’s the CEO’s job.”

I disagree. If you’ve been put in a leadership role, YOU, my friend, must cast the vision. Don’t wait on anyone else around you to do it.

For all the years I’ve been doing executive coaching, I still remain amazed at the frequency by which I find people with good job titles failing to have their own vision for things.

It’s Your Show

When you get selected or elected to a senior management role, the job is yours. With it comes the total responsibility for the success and outcome of your work team. People want vision. They need purpose.

It’s just not enough for people to show up to work each day. They come with questions about why. Specifically, why is my team here? What is this unit about? What does this department do? Can I get excited about our cause?

These questions become the leader’s responsibility to answer and answer well. If your team doubts any of this, they will refuse to buy-in. Their trust for you and the company will languish in the weeds. Soon they will start acting disenfranchised and unengaged with the work. They will just be going thru the motions.

On the other hand, if you can articulate a clear and concise story about the purpose for the team, then you’ll get much better buy-in. By casting a clear vision for the work and purpose, you will go much further to engage and inspire your team.

It’s not enough to say we’re here because…

You have to show them the landscape. Paint a beautiful picture of the possibilities and purpose. Give them their individual views.

Your vision becomes the rally point where the team can center their energy. Create a clear statement of the vision. Be sure the whole team knows what that might be. Don’t leave the understanding of the vision to chance.

Above all, don’t wait on leaders above you to cast the vision. Sure, you should take your vision and get alignment and approval from upper management, but don’t wait on that. Be bold!

The Entrepreneur’s Version

Small business needs the same inspiration from its owner/founder. It’s almost a given that a startup will have a vision. It makes perfect sense otherwise why startup?

Yet the original vision can suffer over time. As things progress, even owners can forget their original ideas. You get caught up in the day-to-day, making adjustments all the time. Then one day you wake up and the idea you had, the vision, is not there anymore. Your little baby has become something else.

If you own your business, take time to refresh and revisit your vision. Stuff does happen. You might have to adjust. But don’t lose sight of why you started what you started.

What do Dolphins Have to Do With This?

Nothing really. I just think they’re pretty cool.

Two dolphins happily swimming in the ocean. Digital illustration

Top 10 Essential Leadership Skills

leadership banner

It’s all about skills in the modern world. It’s never been more challenging to be a leader than it is today. Markets and entire industries are changing rapidly. For any leader to be successful, it’s important to have the proper skills.

There are thousands of books describing good leadership. You can find lists of skills and attributes in most of those books. But if you want to be a good leader, you need to find a solid list and get busy embracing what it says. Many of the names and terms are interchangeable. So find a good list and run with it.

Many of these skills are evergreen. For example, leaders will always need to be able to communicate well and delegate tasks. Some are table stakes. Take heart that your leadership skills will be valuable for a long time!

Here is a good list to start with.

Shore up these 10 leadership skills and protect your future:

The ability to motivate others. Great leaders are great motivators. Think about how you motivate yourself. It’s not that much different to motivate someone else.

Communication skills. Leaders must be excellent communicators. This includes public speaking, addressing small groups, and one-on-one. Remember to practice good listening skills. Fortunately, educational materials abound and there are plenty of willing victims to practice your skills upon.

Delegation skills. You can’t do it all alone. Many high-achievers have trouble letting go and giving up control. You must be able to trust others and use them in the most effective way possible. It’s not enough to just delegate, you must delegate assignments to the those who will excel in that particular task.

Create the proper culture. Leaders must create a culture that matches the industry and the employees. A Wall Street investment bank has a different culture than an elementary school or a pharmaceutical company. Even departments may have their own unique culture.

Adaptability. The challenges facing leaders change regularly. Industries change. Customers change. Economic conditions change. Technology is rapidly changing the way organizations do business. Leaders have to be able to evolve to meet the changing landscape.

Still more leadership skills to consider

Time management. Leaders are busy. There’s always more to do than there are hours in the day. Choosing the most important tasks and making the time to complete them is paramount. Time management skills are easily learned, but don’t come naturally to many people.

Relationship management. Great leaders have strong relationships with their direct reports, hourly employees, executives, and customers. The stronger your relationships, the more you can accomplish. During great challenges, your relationships can make you or break you.

Change management. Leading an organization or department through change is a valuable skill to develop. As companies add technology and reduce workforces, change comes more rapidly.

Be a good follower. Leaders have to follow, too. Leaders that don’t follow are considered dictators. Once you inspire a team, they become largely self-sufficient. It is then your job to follow and provide occasional guidance.

Poise. Leaders face challenges. Poise is a necessary trait for a leader to possess. Without poise, small challenges become bigger, and employees lose faith. When you’re stressed and panicked, your employees are uncomfortable. Build your poise if you want to excel as a leader.

How do your skills measure up?

You can try to predict your success as a manager from this list of skills.

Leaders are much more than Managers. Good managers run processes. Leaders inspire people.

Build your leadership skills and your long-term results will be enhanced. Even with all the big changes in modern businesses, leadership skills continue to be highly valued in the workplace. Great leaders are always in high demand.

If you need help working to understand these or any other leadership skills, I can help.

I offer a free, no-obligation, no upsell exploratory call so you can share your needs. Then we can talk about ways to help. Just click Https://DougThorpe.com/chat

More Than a Sales Trick – What is WIIFM?

sales pitch

Many sales training programs teach a principle called WIIFM. Have you heard it? Know what it means?

It stands for “what’s in it for me?” The concept says a good salesperson must be prepared to answer that question on behalf of the prospect.

In other words, if I am the salesperson, it’s not about ME. It’s about my prospect. I’m supposed to get out of my own story and think about their story.

The prospect will ALWAYS be asking what’s in it for me? They don’t care how slick, smooth or smart you might be. (That helps for sure, but is not enough to win the deal.) You have to answer their questions using their terms AND their story.

It’s not your story.

It also applies to Leadership

I have discovered there is a similar powerful application of the WWIFM idea when coaching leadership development. Clients often ask, how can I be better at engaging my stakeholders or being able to influence ‘up’ the organization.

The answer? WIIFM.

Think about what’s in it for them. Why should they be listening to you? It’s not enough to try to impress people with your skills and knowledge.

You have to approach them on their wavelength, their mindset, using their standards for communicating. Some might call this “know your audience.” I like that too.

If you engage others using the WIIFM mindset, you can become more effective at delivering the value proposition you are responsible for executing.

Delivering Value

You see, we all go to work to create and deliver value. It might be tangible goods, services, or more academic thinking, but it’s incremental value being added to the overall value chain of your business. Otherwise, why should you be there?

If you’re not delivering value in some form or another, you are expendable. The faster you figure out how to demonstrate that value-add to your business partners and stakeholders, the better you will be.

So stop trying to be the resident expert pushing the cart up the hill. Rather think first about what that stakeholder really needs. Get them to share with you the key questions in their mind. While these questions help resolve the WIIFM for your stakeholder, you also need to explore how they engage.

Recently a client was telling me about one stakeholder who never responds to their internal instant messaging system. I asked if anyone else experienced that pushback from the stakeholder. Sure enough, others also complained this person never responded to IM. That’s a clear signal they don’t like that tool. How about an old-fashioned face-to-face?

In the process of learning your audience, ask them how they prefer to engage. In today’s fast-paced world of slick tech tools, there are so many options.

Do they like internal messaging systems, emails, or periodic face-to-face meetings? Figure out the most desired medium for them to receive information. Then stick to that answer.

Senior Execs Need More

The more senior the person you need to engage, the more likely is their sense of WIIFM. They are making split-second decisions about how to spend their minutes each day. If they can’t see a quick and obvious WIFFM answer, they will cut you off and send you away. It doesn’t matter how slick your PowerPoint was going to be.

Plus you should never take that kind of rejection personally. It’s just their way of subtly saying, “…you didn’t answer my WIIFM. Get me a better answer for that and I’ll engage.”

I had a mentor who taught me the phrase “Be bright, be brief, be gone.” The better I perfected that technique the more often I was getting asked to the senior executive floor for consultation. It was obvious I was doing a better job of answering WIIFM.

You can too.

Characteristics the Brand Ambassador for Your Company Must Possess

company branding title

Most organizations and companies have discovered that having a brand ambassador is the winning formula that will help them build a strong brand identity and a consistent ability to reach out to customers. This formula helps to humanize brands and build a relationship between the business and consumer that would have otherwise been impossible to achieve through other strategies.

Your business may not be ready to create a position of brand ambassador, but there are services available. Wanting to employ a service like this for your company is a wise decision. However, not every brand ambassador company has all the attributes that will help push your company forward.

We believe you know this; hence, you need a reliable top brand ambassador company that will surely deliver. But, even if you choose from the myriads of these reliable companies, you will need to assess the agent assigned to you. Therefore, here are some of the characteristics that any good successful brand ambassador must possess.

Marketing Knowledge

Any brand ambassador worth their salt must have a keen understanding of several marketing strategies as well as core principles. This will help them display an original approach towards your customers.

The educational qualification of a brand ambassador is not necessarily something grand like a Master’s Degree. Experience will help here more than formal education. However, if your company requires something more, then you may as well look for someone with a higher educational qualification.

Passion

Great brand ambassadors should be able to display a genuine passion for the products or brand they are representing. Before anyone can succeed at branding, they need to effectively communicate their enthusiasm for the product or brand. It is this passion that will influence their followers and their purchasing patterns.

Also, if the ambassador has enough passion, he/she/they would be able to gather enough expertise that would enable him to advise the consumers accordingly. A healthy relationship between the business and the consumers can be better improved and made more effective by the ambassador’s passion.

Professionalism

Another characteristic someone representing your company must have is professionalism. This person is a representative of your business, and like it or not, people will believe that their behavior mirrors the behavior of the company. Therefore, you need to get someone that would positively represent the company.

Professionalism involves displaying a genuine concern for every individual’s feelings and ideas. It also means that the person would be able to maintain an effective networking strategy. You can read this article on how to become a solid networking expert. Your representative should also be able to maintain professionalism by engaging the customers with questions that will display authentic intentions and help gain their trust.

Trustworthiness

The person you choose to represent your business would need to create a solid and lasting relationship with your customers. They would have to ensure that the customer stays loyal to the brand because as we all know, the loyalty of the customer to a large extent determines sales.

Therefore, any person representing your business should not just only cause the consumers to feel loyal to the company, but they should also be loyal and trustworthy. People mostly give trust when they frist receive trust.

Creativity

This is what will help them increase sales when the business is not making enough sales. Consumers may at some point get interested in something else like a new competitor. How your representative can add a spark of freshness and newness will help maintain and even increase sales.

So, you have to be on the lookout for an ambassador that would not blend in but rather stand out; one that would be able to devise methods to make marketing unique and fun.

Online Presence

In our world today, online platforms and the internet are major vehicles that maintain and promote various products’ awareness. Therefore, your representative must have an online presence that would enable him to communicate the products to their many followers consistently.

You can visit https://blog.hubspot.com/marketing/online-presence to learn how to build your online presence. A representative that can boast of an online presence would need to have gathered a large following on strategic online platforms. He or she must not only have a large following but must also be able to influence them positively in favor of the brand.

Types of Brand Ambassadors

Another thing you need to know is that there are various types of brand ambassadors. Below are the three major types:

Goodwill

These representatives are usually linked with non-profit or charitable organizations; hence the reason they are called Goodwill Ambassadors. The kind of representative aims to help spread the organization’s morals and message as well as raise awareness about the cause.

Celebrities

Every celebrity has a load of followers; therefore, it is normal that brands use them to boost their sales. These people do not just have large followings, but most of their fans are extremely loyal to them and would go the extra mile to prove it.

So, if a celebrity endorses your business or product, you will surely notice an increase in the popularity and sales of the product.

Promotional

This type of representative usually promotes a brand during specific occasions or events. Therefore, the branding is often a live experience.

Conclusion

Having a brand representative is a wonderful idea for any organization or company as it will go a long way in humanizing the company. However, for the efforts of the representative to be effective, he or she would need to possess some important characteristics. Some of these characteristics are an online presence, marketing knowledge, creativity, trustworthiness, and so much more which we have discussed in this article.

Building Trust at Work – Improving Team Results

building team trust

Trust is a critical element in our everyday lives. The relationships we enter are centered on trust. Whether we are going to work, shopping online, or meeting a stranger, trust becomes the yardstick for how far that relationship may go.

For those of you in a significant relationship with a life partner, trust means everything to that relationship. Break the trust and the relationship bond shrivels and dies.

Bob Burg is famous for coining the phrase “know, like and trust (KLT).” His teaching says we only do business with people we know, like and trust. It’s a progression of experience that gets us over the goal line. You visit each of the three stages before you are ready to make the bigger commitments.

The same is true at work. We spend most of our waking hours dedicated to work. Trust in the workplace should be a vital part of success and reward. Yet managers seldom focus on building trust to build a great team. Instead, they focus on the tasks at hand. They agonize over process and procedure to get things done.

Yet employees struggle to perform at the higher levels of success.

If I can’t trust my boss, why should I give much effort to the task? A low or no trust situation is like meeting the clerk at the convenience store. I don’t have much vested in that transaction. I give the clerk my money to buy my gas or pack of gum. If I watch them put the money in the cash register…end of relationship. It doesn’t require a high level of trust.

However, when I take a job, I expect a lot more in the way of trust from the boss. He/she needs to drive that train. They need to be the ones demonstrating how trust is going to work in that situation. Once I can determine the level of trust I am going to get (remember know, like, and trust), then I begin opening up my trust bank to give back.

By the way. The whole notion of trust is just like a bank account. Deposits must be made for funds to be available from which you can spend. I must get trust to give trust.

But as a leader, that model shifts in a big way. YOU must be the one making the deposits in your people. Show them trust and confidence, then they will begin to pay it back.

join our team graphic

The Trust Gap

Trust is never mentioned by my coaching clients as a ‘top of the list’ goal. Often, they have been introduced to leadership frameworks that are intended to build a certain leadership culture or change an old one. They engage me for helping direct those leadership development efforts.

With the focus on conceptual principles, leaders forget the value of simply building trust. When we start doing the coaching work, we inevitably run head-long into the issue of low trust.

They acknowledge a sense of no trust, yet they are stuck when challenged to think about ways to build better trust.

Talking about trust gives way to more frustration about how to get there. After all, think about how you chose your spouse (if you have one). Was there a specific, tangible set of criteria or did you just ‘know.’?

But it doesn’t have to be that way.

That is why I like the Team Trust Model as the answer for practical and tactical ways to build trust. Since the model is really a process of logical thought about the dynamics of how trust can be built, a leader can craft a methodical and measurable system for gaining better trust within the team.

team trust model

Building trust is a process to answer a list of key questions. The questions might be obvious or subtle, but they are questions, nonetheless.

When the leader effectively and systematically answers all of the questions his/her team may have, then trust begins to evolve. The process naturally fits the KLT method. As employees, the more we know about the work team, the better we are equipped to like what we’re about. If we like it, then we can begin trusting it.

At the Core

The Team Trust Model is here to promote trust at work. It does so by inspiring people to invest their discretionary effort. Every employee comes to work with a certain capacity to deliver. However, this overall capacity is divided into segments. The first, and most basic level, is the bare minimum. We agree to deliver our bare minimum effort to keep from getting fired.

It’s the lowest of effort expended. It keeps things moving at an acceptable pace. But it won’t set records.

Discretionary effort, on the other hand, is that extra effort; the 110%. Employees all have the ability to spend this extra. The question is whether they want to.

For leaders, the challenge is to inspire folks to do that on a regular basis. Come to work and give the extra all the time.

When the team setting is right, people never question the willingness to give it all.

A New Series

The preceding message is the start of a series of articles presenting the dynamics and power of the Team Trust Model. Over the next few weeks, I will be diving deeper into this approach for practical and tactical ways to improve your team’s performance while building a more rewarding work experience.