Much like members of Congress must “reach across the aisle” to forge effective political partnerships, effective client-consultant relationships work best when both parties communicate, participate, treat each other with respect and share responsibility for outcomes.
Unfortunately, as frequent legislative failures demonstrate, people do not always play by common-sense rules.
When they do, however, the results can be impressive. As the owner and CEO of a consulting company that works with hundreds of organizations to build software, I can attest that great work happens when we partner with clients who share these values. In fact, our people will go far beyond what is reasonably expected when a client follows these simple principles… read the full article in Upsize magazine’s “How to cultivate winning client-consultant relationships.”
Intertech has been named one of the 100 Best Companies to Work For by Minnesota Business magazine for 2018. My thanks to all of our loyal customers and dedicated employees for making us possible.
If you’re curious on how we create an environment of engagement, you can view the slide deck from a talk I deliver on engagement.
We’ve all been seduced by those that magic word “FREE.” It’s right up there with “life hacks” and “ageless” in its power to reel in even sophisticated consumers. Often, of course, we often find “free” comes with strings attached or the freebee is so lame you’d just as soon wished you’d passed.
I hope you’ll put aside all that valuable consumer experience and consider that I have something free to offer and valuable. I’m talking about the couple of dozen free resource downloads that come with my book “The 100: Building Blocks for Business Leadership.”
The free downloads you’ll find associated with my book include templates and checklists. These are free, don’t require sharing your information, and don’t require a book purchase.
These tools are my go-to resources for:
As you work through the takeaways in my book or the associated free resources, please feel free to reach out to me with any questions.
Wasting time at work costs businesses thousands of hours in lost productivity every year.
There are so many distractions vying for employees’ attention — from silly social media to long, pointless emails and meetings — some employees confess they waste at least half of every eight-hour workday.
Read my full article 5 ways to increase workplace flow — and happiness at The Business Journals.
If you’re a leader, you’re also a teacher – whether you realize it or not. A recent Harvard Business Review article, “The Best Leaders are Great Teachers” by Sydney Finkelstein (Jan/Feb 2018) made me think more about this important role leaders share. For many of us, teaching others happens simply by setting examples (good or bad). That’s powerful and important, but taking an intentional approach is worth the time and effort too. In fact, Finkelstein, faculty director for the Center for Leadership at the Tuck School of Business at Dartmouth College, argues that taking an intentional approach to teaching within your organization will strengthen your staff and drive superior business performance.
This makes sense but how do you go about it? Organizational leaders are busy people and adding “teaching” to your already groaning “to do” list might sound daunting. But Finkelstein, who has studied world-class leaders for more than a decade, has found that it’s easier than you might suspect. He found that “teaching” can be defined broadly, falling into three main categories:
- Pointers on professionalism
- Technical knowledge
- Broader life lessons
He also found that many looked for opportunities on the fly, in addition to formal scheduled opportunities (such as annual reviews). Many also created teaching moments, often by taking protégés off-site for informal conversations in less stressful situations. I’m a big believer in setting a schedule, like meeting every quarter, to ensure consistency. And when it comes to teaching by example, nothing beats sticking to your scheduled appointments and respecting everyone’s time by starting and stopping as scheduled. I’ve developed a few teaching tips and mentoring techniques of my own over the years:
- If you’re an introvert, let the voice in your head come out (they can’t read your mind!).
- Recommend other thought leaders that can positively influence thinking. Whether it’s a book, course or other coaches, I always try to provide additional resources to inspire those I’m coaching or advising.
- Help other people in their network when possible, such as people who may report up to the person you’re coaching or teaching.
- Use your network and frequently ask, “who in my network might be able to help this person with what her or she is trying to achieve?”
- Remember that no relationship lasts forever. Know when you’ve imparted most of what you have to offer and be on the lookout for someone else who may be able to teach/inspire your mentee in new ways.
Finkelstein notes that leaders in his extensive study helped to make lessons “stick” by (1) customizing instruction to the needs, personality and development path of each individual, (2) asking pertinent questions to deepen learning, and (3) modeling the behavior they want others to practice.”
Here’s my practical advice to those seeking to maximize the benefits of a mentoring relationship:
- Listen and don’t be defensive.
- Take notes. It shows you’re taking things seriously.
- Follow-up on action items.
- Do what you promise or clearly explain why you did not.
- Say thank you in a meaningful way. In most cases, your mentor has more than enough money and doesn’t need a gift. Most people, however, are hoping to make an impact. Let your mentor know that he or she did and how that is making a difference in your life or career.
- Pay it forward. Look for someone you can teach or mentor and pass along the valuable lessons you’ve learned yourself!