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Find and share the latest thinking and resources on leadership topics. From quick thought-provoking posts to recommended articles and books, you’ll find a treasure-trove of curated content.

September 29, 2014 / Articles We Like

On "Why Most Company Strategic Plans Fail"

Leaders have a tough job when it comes to strategy. From honing strategic thinking skills to stay ahead of the competition to successfully integrating strategy into daily operations, it seems as if the best strategic plans are likely to fail.  And that’s why we share this Forbes article.

Why Most Company Strategic Plans Fail, by Greg Bustin, a strategic planning consultant, highlights the top four common flaws he’s encountered, which get in the way of strategic success for most companies. We’d have to agree. Read the article to see if any sound familiar.

What’s getting in the way of your company’s strategic success?

Comment below! Or pose a question via Ask Mariposa.

 

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September 29th, 2014|Categories: Articles We Like|
September 26, 2014 / Book Reviews

Book Review | Customer Experience 3.0

customerexp30Customer Experience 3.0: High-Profit Strategies in the Age of Techno Service
By John A. Goodman

Head: (5 out of 5)
Heart: (3 out of 5)
Leadership Applicability: (4 out of 5)

A top notch customer experience relies on more than providing great customer service. Customer experience management involves the entire company, setting and managing customer expectations from end-to-end and removing barriers along the way.  Companies also need to be able to quantify their customer experience strategy because as the author likes to cite, if you cannot measure it, you cannot manage it.  This book addresses all of this and more.

The content of Customer Experience 3.0 delivers a framework and strategies for creating a successful end-to-end customer experience:

  1. Meet reasonable customer expectations the first time and warn of product limitations.
  2. Make communication channels effortless for customers who want help.
  3. Empower employees to handle customer service issues and allow them to emotionally connect.
  4. Build a full lifecycle Voice of the Customer (VOC) process, with financial analysis.

This book is based on decades of research by the author, John A. Goodman, one of the original pioneers of the customer experience industry. This practical guide addresses many service, marketing and technology myths and offers tips on using the best tools available to enhance the customer experience. Leaders interested in understanding how to create a successful end-to-end customer experience that can be measured and quantified will want to read this book.   Buy it now.

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September 12, 2014 / Coaching Skills / Influencing Skills

“Can you help him have executive presence?”

execpreseAs coaches, we receive this request frequently.  And most often, when we ask our clients to describe what they mean, it’s clear that executive presence is one of the least defined leadership qualities.  We know what it looks like in action, but it can be hard to describe and the definition of executive presence can shift a bit from company to company, depending on the culture.  Yet, executive presence is a critical quality for successful leadership in any company.

In a previous post, we mentioned the importance of observing other leaders who are advancing and attempting to define what sets them apart from their accomplishments.  As a place to start, this helps put your company’s leader profile into focus, and from there you can begin to deduce the intangible leadership traits and behaviors that will make you more effective and fast track your success.  Likely, your observations will fall into one of these categories:

  • Confidence:  Confidence can be communicated via body language or the way you talk.  But it’s also about sharing your point of view, regardless of the audience.
  • Courage:  Leaders who have courage stand up for what they believe in, and take a well-measured risk to initiate and drive change.
  • Credibility:  Credibility is living up to commitments and walking the talk. It’s also about appearance and “looking the part.” (see leader profile comment above).
  • Connection:  Effective leaders achieve results through the strength of their relationships up, down and across the organization. By actively listening to their colleagues, they let them know they care and are supportive of their peers and direct reports.  Emotional intelligence plays a role in establishing connection with others, as does empathy.
  • Clarity/Crispness:   The ability to communicate complex information so it is easily understood by others is an important leadership quality.  Crispness is also about getting to the point quickly and avoiding unnecessary details unless asked.
  • Calmness:  During a crisis, who would you likely follow:  an even-keeled leader or one who emits panic and stress?  Calmness when in the midst of a storm communicates trust.

Try defining your company’s leader profile and then on a scale of 1 (low competence) – 7 (high competence) assess yourself in each category.  Then, create a plan.

What actions do you need to take to increase your Executive Presence?

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September 4, 2014 / Coaching Skills

How to Exert Power With Integrity

Like it or not, workplace politics are a part of executive life.  Politics are about power and influence, and using either to get things done.  Some politics can be useful, if for example, the end result benefits the organization.  But other times, power and influence can be used to serve personal agendas, often at the expense of others, or even the organization itself.   So how to exert power with integrity?

Power can be broken down into two levers: power of ideas and power in a person.  A politically savvy executive knows when to use either.

“Power of Ideas” is the least political approach to getting what you want and is characterized by these qualities:

  • Prefers power through substance over use of position:  Demonstrates a passion for and focus on ideas and results.
  • Values feedback and learning:  Genuinely seeks feedback, and doesn’t punish the mistakes of others.
  • Does the right thing:  Models integrity, has an unwavering moral compass, and puts the team and company before self-interest.
  • Makes agendas known:  Agendas are known to others.  Trusts in the good faith of others.
  • Believes in meritocracy-based decisions:  Good work will be rewarded.  Promotes others for work reasons vs. friendship.
  • Lets results and ideas speak for themselves:  Does not hard-sell strengths.  Keeps head down.  Acts with humility.

In contrast, flexing the “Power of Person” is a more political approach:

  • Prefers to use positional power over substance:  Actively studies who is powerful, aligns with those people and uses position power for good.
  • Focuses on image and perception:  Aware of others’ perceptions and strategizes to improve his or her reputation.  Excels at “presenting and packaging”, selling the self.
  • Does what works:  Pursues what is possible with a can-do spirit, compromises as needed and can work the system.
  • Keeps agendas private:  Has strategic, prudent agendas and exerts verbal discipline and caution.
  • Believes in relationship-based decisions:  Stresses loyalty and strong alliances.
  • Self-promotes:  Boldly sells ideas and self, and confidently shares strengths.

Both of these approaches to workplace politics can be effective.  The trick is being conscious of the entire political landscape and deciding when it would be more beneficial to use “Power of Ideas” or “Power of Person” for career success.

Want to know more about office politics?  We recommend:

Survival of the Saavy:  High Integrity Political Tactics for Career and Company Success by Rick Brandon, Ph.D. and Marty Seldman, Ph.D.

In what scenarios do you flex Power of Ideas or Power of Person?

Comment below! Or pose a question via Ask Mariposa.

 

 

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September 4th, 2014|Categories: Coaching Skills|
September 1, 2014 / Articles We Like

Article Review | "CEM Toolbox: Employee Experience"

cx journey“CEM Toolbox: Employee Experience”

By Annette Franz

Head: (4 out of 5)
Heart: (4 out of 5)
Leadership Applicability: (3 out of 5)

Hear the term “customer experience,” and customers are usually the first to come to mind. However, employees are the other part of the equation, and their experience as employees can make or break the success of your customer experience strategy.

In this article, Annette Franz, a recognized customer experience management expert, thought leader and influencer, outlines why the employee experience should be in every customer experience professional’s toolkit.  The answer is simple: the spillover effect.  The employee experience drives the customer experience.  In other words, a happy employee is more likely to go the extra mile to delight your customers!

The article outlines different ways companies can ensure a great employee experience, as well as tools to use for each:

  • Hire the right people
  • Provide a clear line of sight to the customer
  • Plot the employee lifecycle and map the employee journey
  • Gather feedback from your employees, both solicited and unsolicited
  • Empower employees by unleashing ownership and accountability
  • Show appreciation, recognize greatness

Leaders looking for tips to improve the employee experience should read this article.  Read it now.

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September 1st, 2014|Categories: Articles We Like|
August 29, 2014 / Articles We Like

On "Curiosity Is as Important as Intelligence"

In our work, we notice complexity either challenges leaders or presents an opportunity to thrive. So what sets apart those who can manage it well from those who can’t?  As this author explains, it’s more than intellect.  It’s curiosity. At Mariposa, we are big believers in the power of curiosity as a leadership quality, and that’s why we share this article.

In the Harvard Business Review blog article written by Tomas Chamorro-Premuzic, “Curiosity Is as Important as Intelligence,” three key psychological qualities enhance our ability to manage complexity:

  • Intellect Quotient: mental ability
  • Emotional Quotient: this concerns our ability to perceive, control, and express emotions
  • Curiosity Quotient: having a hungry mind

Read the article to learn more about how and why these three qualities help leaders manage complexity.

Do you agree that these three qualities help leaders manage complexity?  Why or why not?

Comment below! Or pose a question via Ask Mariposa.

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July 31, 2014 / Articles We Like

On "Brainstorming Doesn't Work; Try This Technique Instead"

Are your brainstorming sessions lacking enough original ideas? Most likely your idea generation process could use a small tweak for better results. We suggest reading Brainstorming Doesn’t Work; Try This Technique Instead because this process has been shown to increase the amount of original ideas by 42%!

In the Fast Company article written by Rebecca Greenfield, “Brainstorming Doesn’t Work; Try This Technique Instead,” you’ll learn about brainwriting, a “write first, discuss later” technique for idea generation. This technique avoids the typical problems of groupthink, conformity pressure and encourages creativity.  Try it!

Read it now.

What other techniques are you using to encourage original thinking in brainstorming?

Comment below! Or pose a question via Ask Mariposa.

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July 30, 2014 / Book Reviews

Book Review | Customer CEO

CustomerCEOCustomer CEO: How to Profit from the Power of Your Customers
By: Chuck Wall

Companies used to be more able to set the terms for engaging with customers.  They created products and customers chose whether or not to buy them at the price the company set. It was a simple transaction.  But in the age of social media, transactions have become 24/7 relationships, recommendations are stronger than branding and the customer is now in the driver’s seat. They decide which companies they want to engage with, and on what terms. Companies must adapt to this new reality.

The short answer is to get to know your customers.  Know their goals, frustrations and obstacles. Understand how you can help improve their lives. The author, Chuck Wall, outlines nine powers (or core needs) that customers possess:

 

  • The Power of Me
  • The Power of Value
  • The Power of Performance
  • The Power of Heart
  • The Power of Simple
  • The Power of Yes
  • The Power of the Platform
  • The Power of Rebellion
  • The Power of Purpose

These nine powers are the result of more than 100,000 first-hand customer interviews combined with the knowledge a decade of experience as an entrepreneur brings. Companies that engage these nine powers win the hearts, minds and ultimately, revenue.   He also offers a unique “solution” for engaging these nine powers: the Customer Thinking approach, which balances analytics and empathy to improve the customer experience and take the lead in the market.

Filled with real stories of companies embracing the power of their customers, this practical book offers both large and small companies ideas and tools for building long lasting relationships with customers. Leaders who want to create better products, services and experiences for their customers will want to read this book.   Buy it now.

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July 3, 2014 / Coaching Skills

The Art of Receiving Feedback

Recently I wrote about the importance of giving feedback to your direct reports and others—openly, candidly and in a way that’s actionable for them. I think 50% of the feedback equation rests on the side of managers, who have to be willing and skilled in giving it.  Today I want to share a few tips on the other 50% of the equation: how to ask for and receive feedback.  How you receive feedback helps set the tone for your whole team.

  • Ask for feedback more than once a year
  • Listen to the feedback with everything you’ve got
  • Clarify the feedback
  • Say thank you

To read more, visit the Sierra Leadership blog.

 

About the Author:

Eric Nitzberg, M.T.S., is the Principal of Sierra Leadership and an Executive Leadership Coach at Mariposa Leadership, Inc. Visit his blog.

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June 27, 2014 / Articles We Like

On: "Charles Eames on Design"

Charles-Eames-400x466In this blog post, Charles Eames on Design, Maria Popova shares one of Eames’ little known interviews. Forty-two years later, the master’s words resonate now more than ever.  He was the forefather of customer-centric innovation and design thinking.

I often say to my team and the leaders I work with, “an idea is only as good as its usefulness.” In this interview, Eames brings home the centrality of customer “need” in design over and over again, and he offers leaders a different way of seeing the world.

Charles & Ray Eames are design heroes of mine, and I favorite Maria Popova (@brainpicker) more than anyone else on Twitter.  I hope you get something out of the interview like I have, and please share your thoughts!

Comment below! Or pose a question via Ask Mariposa.

 

 

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