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Earlier today, I was reccomended this quick yet powerful read by consultant/trainer Jack Hayhow. In The Wisdom of the Flying Pig, Hayhow translates his years of experience into simple, yet practical ways to increase the effectiveness of your management and leadership skills.  Without a doubt, some great advice and well worth the price. As stated on his site,

“…we intend for this little book to be the most productive business reading you’ve ever done. Stashed between these whimsical covers, you’ll discover principles and practices that can propel your company and your career. We offer no panacea – but we do promise realistic approaches and plausible solutions. And a good deal of fun and inspiration along the way.”

To download your free copy:
1. Visit the eBook website.
2. Click “Add to Cart” button at the top of the page
3. Enter Discount Code: L8N1B
4. Fill out a short form and the link to download will be emailed to you.

As soon as the jubilation from your promotion subsides, it hits you – “What do I do now?” The training is over, everyone says you’re ready, yet all of a sudden you are responsible for a number of employees and not even sure where to begin. Don’t worry, you’re not alone. Over the next few weeks, I will be writing a number of posts in a series entitled, “So You’ve Just Become a Manager,” highlighting the keys to making the transition a successful one.

To further examine this process, I’ve spent the past few months interviewing a number of top managers and directors here at J&J as to their first steps when moving into a management role for the first time. Though each had their own individual thoughts and style as to how they approached the transition, there were many suggestions that became consistent in each. Interestingly enough, many of the suggestions focus on self-management, versus managing ones subordinates during this period.

Though the future posts will provide greater detail, I thought I’d kick off the series with a brief overview of the highlights.  The following are the 10 most common tips from some of the best in the business…

1. Monitor your work hours.
   Set time limits to your work hours and stick to them. When you’re in a new position it’s very easy to get sucked into working longer and longer hours because you feel you have to. Resist the urge to consistently stay late. One of the worst things that can happen is burning out too early, if this happens, it will be hard to jumpstart your passion for the role, not to mention your employees will take notice.
2. Set up processes early.
   Be conscious of your time – Now that you are managing other people, you will be pulled in multiple directions at any given moment.  Begin to formalize a schedule of when you handle routine administrative tasks. (ex. approve expense reports every Monday, budget meetings on Thursdays) Whatever your particular role entails, begin to get a grasp of your time demands and build a routine to fit.
3. Establish trust early.
   You might feel there is pressure to push for results early in your new role. Again, resist the urge. Take the time to get to know your people individually and as a team. What do they need and what do they expect from you. What are their strengths and weaknesses? What are their goals and ambitions? If they don’t tell you, ask. Establishing trust clearly takes time, but starting off on the right foot shows that you have their best interests in mind. When your employees trust you and want to work for you, the results will come sooner than you think.
4. Set clear expectations.
   This should include everything from your expectations for their administrative activities to your vision for the team. Doing this early on aligns your vision with the group and the individual players. Once everyone has a clear picture of your expectations, the next question naturally becomes, “How do we get there?”
5. Communicate, communicate, communicate.
   This means regular meetings with both your team members & your direct manager. Clear expectations raise the bar, but frequent communication holds everyone to them.
6. Give praise and recognition regularly.
   Reinforcement of a job well done is one of the cheapest and most impactful motivational tools at your disposal.  Making the effort to show you see and appreciate the little things can make the difference between a positive action being repeated or forgotten.
7. Focus on what is important, not just what is urgent.
   This applies to managing up as well as down. Take the time to speak with your manager about the most critical issues they see for you in your role. Be clear as to the expectations from both sides and keep these in mind at all times.
8. Learn to delegate.
   Failure to delegate is the most common failing point of new leaders. For managers, there are two key aspects to successful delegation:
   - Having people to whom one can delegate, and
   - Selecting the most appropriate tasks to delegate
   Not only does delegation take things off your plate, but when done properly, delegation will foster the “initiative to take action” so that your people learn to develop their skills and knowledge to their full potential.
9. Continue to build your network.
   Just because you’ve been promoted doesn’t mean you have to stop networking. Now more than ever the importance of networking and building coalitions will become apparent. Not only are you setting yourself up for personal success, but a strong network enables you to better help your employees. Everyone inside or outside your direct area of business provides value.
10. Find a mentor.
    No good manager does it alone. Find someone who is or has been a successful “people” manager. Without a doubt, the most successful managers have told me that they have one person or a group of people that they often consult when faced with a new challenge. Meet or talk regularly with them to discuss your issues, challenges and ways that you can learn and develop.

There were many more powerful tips that I will undoubtedly talk about throughout the series, but these jumped out as some of the most prevalent. If you have a crucial step that was left off, feel free to add it as a comment and I will gladly work it into future posts.

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Self-confident, driven, visionary, a risk-taker, all traits that quickly come to mind. Even so, the SBA Office of Advocacy has looked to give the question a more definitive answer by taking it one step further. This month the SBA released the results of an ongoing study, which attempts to determine if and what college experiences lead one to wear the hat of an entrepreneur.

The study looks at a group of college graduates from the class of 1993 and periodically tracks their job progress for 10 years. By delving into “college experiences” they were able to identify specific characteristics of individuals who are self-employed versus those who opt to work for a for-profit business, a not-for-profit entity, or the government. It’s an interesting study that establishes some thought provoking conclusions.

According to the study, if you did one or more of the following in college, you are more likely to be an entrepreneur than work for somebody else:

• Majored in something outside of the hard sciences (engineering, math, chemistry, biology, etc.);
• Tended to be a “jack-of-all-trades”—taking many different courses, but not mastering any;
• Have not go on to graduate school;
• Had a lower GPA than your peers who ended up working in the nonprofit and government sectors.

The study concludes that entrepreneurs seem to be more “average” than exceptional in respect to the general population. Keeping in mind that this was only a sample from one year, my experience shows the assumption to be fairly accurate. I’d be more interested to hear if the self-employed out there agree…

Dan Schwabel just released the latest edition of the Personal Branding Magazine, and as expected, it’s better than ever.  Entitled “The Personal Branding Gold Rush,” this issue is a call to action.  I’ve written previous posts about the importance of building your eBrand; Vol. 2 Issue 2 takes it another step further. It contains interviews with, Gary Vaynerchuk, David Allen, Keith Ferrazzi and Robert Cialdini, along with 26 other articles on developing a powerful online presence. I think Dan’s description says it best:

“Now is the time for building your personal eBrand. Laggards will be lost in a Google cloud of dust, while early adopters will rank #1 for their name.  Stop watching everyone else steal your gold (your THUNDER) and get involved today.  Many people are scared to develop an online presence, yet it’s the only way you can safeguard your brand and have “job security.”  This issue will highlight Gary Vaynerchuk, who will passionately force you to get involved in the GOLD RUSH.  As you read each page, you will gather the knowledge needed to not let these opportunities pass you by.”

The full issue won’t be available until November 1st for subscribers, however a free sample is available today at http://www.personalbrandingsample.com  If you haven’t seen the magazine or subscribed to it yet, I would highly recommend it. I’ve had a sneak peak at the complete issue and I have to say, you won’t be disappointed…

I originally published this article at Hard Knox Life as a guest post a little while back. After receiveing a few emails debating the topic, I thought I would post it here to get your opinion…

When we think of great business leaders, many things may come to mind; the ability to inspire, to motivate, to be a visionary, or perhaps to radically challenge the status quo. Each attribute demonstrates a cornerstone of strong leadership, but this being known, the question facing many in leadership positions today is – Do we need to include the “being tech savvy” to the list?

Is it necessary? Some argue yes, with the advancements in software and the impact technology has had in developing new markets and business opportunities, how can one not? Others dispute that good leaders need to keep abreast of current technological trends, but not necessarily have extensive knowledge of them to be successful. Maintaining that in the big picture it’s about leadership, not technical prowess.

The question can be argued from both points of view, each one having multiple real world examples with varying levels of success. Regardless, one overarching point remains clear. Business as we know it continues to evolve and leaders who are slow to embrace technology in any capacity are sure to fall behind the pack. Emerging technologies will continue to be a source of competitive advantage, drive new market opportunities and redesign our current organizational models.

I think Mark Somers, PhD and professor at the NJIT School of Management, said it best with the statement,

“There is only one certainty in the current business environment — continual, rapid, unpredictable change. Much of that change will be technological in nature and the future will belong to business leaders who can leverage technology to capitalize on the opportunities that arise in this fast-evolving competitive arena.”

So the question remains, does a leader need to be tech savvy? Perhaps it may not as simple as a yes or no answer… My belief follows that of Mr. Somers. I think it is vital for those in leadership positions to understand the true impact that technology has on their position, not only on a macro-level to their market or industry, but also on the micro-level with the effect it has on how people interact and how it impacts daily work flow. At the very least, I believe leaders need to surround themselves with people who do have a firm grasp on the impact of technology. With that knowledge, one would have the information nessesary to manage through the ever changing dynamics of business.

So what do you think? Should a leader need to be tech savvy?

Is it counter-intuitive to start a new venture in a down economy? Few will argue that the current environment provides the perfect breeding ground for success, however, amidst the negativity, opportunities do exist for new ventures to succeed. Many well-known businesses have been started during down economic cycles. Major brands, such as Hewlett Packard, Coors, Disney, Super 8 Motels, and even Microsoft were all started during periods when economic forecast was far from sunny. The question should be, “Who will be next?

In today’s environment, being a successful entrepreneur requires a solid strategy, unwavering commitment, a specific niche that will produce results. One niche that has been generating conversation recently is the growth of on-line retailing.

In an article from Entrepreneur.com, Jeffrey Grau, retail e-commerce senior analyst with eMarketer, believes that this may be the one bright spot amidst the fairly dark retail category. According to Grau,

“Online retail continues to grow at a pretty nice clip. If you look at total retail sales, annual growth is in the low single digits. However, the online channel has been growing in recent years in the low to mid-20 percentile.”

While the economic downturn is undeniably slowing e-commerce sales, Grau says that online sales are still growing at triple the rate of store sales, and believes that its is “still a very desirable marketplace.”

With the fluctuations in gas prices and the upcoming holiday season, it will be interesting to see how his prediction pans out. Furthermore, to support his belief, Grau provides 3 quick tips to keep in mind for those looking to move into the world of e-commerce.

1. Have a niche or focus on a specialty category. Since you’re essentially competing with box retailers like Wal-Mart or Target when you enter the online retail space, “be sure [you're selling] something niche-oriented, such as fashionable maternity wear or urban street wear,” Grau says. “Or focus on a specific category, like shoes, but that’s all you do. But offer great custom service, such as making it easy to return shoes.”
2. Offer an innovative marketing technology. A good example of this is Diapers.com, a small web retailer. “[The company is] very successful in part because it has an innovative referral program where if a Diapers.com customer refers somebody else to the company, that customer gets a discount. That is one way it has built up its customer base.”Grau also says Diapers.com uses innovative packaging that enables it to cut down on shipping costs. Finally, the company is innovative in its focus on convenience; it makes it easy for young parents to have diapers delivered to their door without having to make a midnight run to the store because they are out of diapers.
3. Keep pricing in mind. Even if you are selling a niche product, always keep pricing a priority.

Whether it’s a small on-line venture or the next Microsoft, the fact is, there are opportunities today for those willing to pursue them. I think Fabrice Grinda sums it up nicely when referring to entrepreneurs during this period…

“Your mettle will be tested and you will need all your grit, tenacity and passion, but if you stand the test of time and take advantage of the opportunities the crisis offers you, you will be richly rewarded!”

Like many organizations, my company is going through its fair share of leadership changes. Be it promotions, transfers, reorganizations or resignations, there are countless reasons as to why leaders will move on to other opportunities. With the uncertainly that a temporary void in leadership creates, it also opens a narrow window of opportunity for aspiring leaders at all levels. The key is not only noticing when these opportunities arise, but being fully prepared to take advantage when they do. Doing so effectively can help you position yourself as a key player when new management begins to step in.

As the incoming leaders formalize there roles, they will undoubtedly look to find key people that can help them make their transition process successful. By positioning yourself as an informal leader in their absence, you start off on the right foot from day one. We’ve all heard the adage, “You only get one change to make a first impression” – well this situation is no different. If you are strategic about your actions during a leadership transition, you will not only create a meaningful first impression; you will be saying “I’m ready for more recognition, more responsibility, and more money .”

The following are a few suggestions on what to do before and during a leadership transition.

• Find a mentor. Find a leader you trust and respect, and be a sponge. Not only will you elevate your learning, but you’ll create an ally who can help you as future opportunities arise.
• Learn from outgoing leaders. Chances are they did things very well or horribly wrong. Either way, spend some time learning about what made them succeed or fail, and what opportunities they foresee emerging as the transition ensues.
• Build your network. Having a positive relationship with key people in your organization is a major asset. They may be able to prove insight into advancement opportunities and give you the backing necessary to win over with the incoming leaders.
• Lead your group through the change. Stepping up as a leader in your group or department is always looked at as a positive in times of change. With the knowledge you’ve gain from your network, you’ll have the confidence to calm the masses and keep your team moving forward in these times of uncertainty. In helping others succeed, you naturally project yourself as a leader and someone ready to assume additional responsibility.
• Step outside of your comfort zone. As the old saying goes, “To get what you’ve never had, you must do what you’ve never done.” Challenge yourself and your peers. The results may surprise you.
• Keep developing yourself. I know it sounds cliché, but if you sit back and ride out this transition you are wasting valuable time. There is no better time for personal development and if you’ve executed the above suggestions to this point, I’d venture to say that you’ve already learned a few lessons along the way. Don’t stop.

As with many things in life, the only constant in business is change. They key to maximizing this opportunity is being ready at any given time. Don’t wait to start this process, start today. You never know when you’re window of opportunity may just open up…

Fitting in with the personal branding theme, I recently finished reading You, Inc.: The Art of Selling Yourself, by Harry Beckwith and Christine Clifford Beckwith. In a nutshell, You Inc. is an easy and enjoyable read that covers off on all the basics from cultivating your personal image, to providing tips on delivering a ten minute speech. Each “lesson” makes up about two pages and is presented with stories and anecdotes that make them easy to follow and understand. The authors not only reinforce the importance of selling yourself before anything else, but also provide tips and real world examples on how to do so. Though you won’t find any one earth shattering lesson among the pages, the combination of many small concepts create a very powerful presentation. In a way, Harry and Christine have created a quick reference guide for both the eager reader and the seasoned veteran when it comes to building brand you. To give you an example, a few of the quick lessons in include:

• People value – and pay more for – the way your make them feel.
• The first thing to plan for is your first impression.
• Tricks and shortcuts: There are none.
• Simplicity gives people certainty, and certainty they can deal with.
• In your sales story, put the audience, not you, in the hero’s shoes.
• After you write something, be sure to hear it. (Read it out loud.)
• Listening makes you captivating.
• Don’t impress them. Move them.
• Visual aids regularly diminish everyone’s understanding of the material.
• Be yourself. It is easier to remember, for one thing, and works dramatically better.
• Never try to fool anyone.

Overall, You Inc. is excellent read for those looking to reinforce many of the basic concepts in selling yourself and therefore is among the top on my list when is come to personal and professional development.

Personal branding is the red-hot buzzword these days and for good reason.  The term, first discussed by Tom Peters in 1997, is a powerful topic whose significance is growing by the day. No one will disagree that in the digital age, the importance of establishing and maintaining a strong personal brand is vital to your future success.

“It’s what you do that makes you who you are and how you project that to others that makes you memorable.”

- Dan Schwabel, Personal Branding Blog

Incase you’re new to the subject, personal branding is treating your personal image as if it where a consumer brand. It’s a process of articulating your unique values and attributes, consistently, across multiple platforms. Being a marketing guy at heart, this concept has intrigued me ever since I first heard it years ago.

In today’s marketplace, a strong personal brand gives you the ability to stand out in a crowd – a competitive advantage. Tomorrow, on the other hand, will be different. The absence of one (or a negative one) could be devastating. Just this month, careerbuilder.com released some eye-opening statistics related to employers using social networking sites to screen potential employees. Here are a few memorable stats directly from their site:

Of those hiring managers who have screened job candidates via social networking profiles, one-third (34 percent) reported they found content that caused them to dismiss the candidate from consideration. Top areas for concern among these hiring managers included:

• 41% – candidate posted information about them drinking or using drugs
• 40% – candidate posted provocative or inappropriate photographs or information
• 29% – candidate had poor communication skills
• 27% – candidate lied about qualifications

On the other hand, social networking profiles gave some job seekers an edge over the competition. Twenty-four percent of hiring managers who researched job candidates via social networking sites said they found content that helped to solidify their decision to hire the candidate. Top factors that influenced their hiring decision included:

• 48% – candidate’s background supported their qualifications for the job
• 43% – candidate had great communication skills
• 40% – candidate was a good fit for the company’s culture
• 36% – candidate’s site conveyed a professional image

To see the complete results of the survey, view the full report.

Though I won’t claim to be an expert on the subject, it’s hard to deny that the power of personal branding is only growing by the day. Below are some of my favorite resources in regard to personal branding. Each provides a slightly different outlook and strategy as to creating and promoting your own personal brand. My only advice is, that you don’t wait, start today…

Additional resources on personal branding:

- Dan Schawbel’s Personal Branding Blog
- Reach Communications’ Personal Branding Blog
- Rob Cuesta’s Personal Branding Blog
- Chris Brogan’s Free E-Book on personal branding
- Brand-Yourself.com