Saturday, September 11, 2004

Lead a Conscious Life

Success through inspiration. A well-carried out theme in this year's Women's Conference.

If I were to have one key CTA, it's to "Lead a Conscious Life".


-Plan your future consciously
-Plan your network consciouslyy

  • Networking is not chatting
  • Networking is just to serve a current need, it's ongoing
  • Networking has 3 types (career, personal, skills)
-Manage your self-awareness
-Manage your communication styles

  • Be a partner communicator, using the equal respect
  • Know what a predator and prey communicating style means
  • Have both Competence and Likeability (I respect me and I respect you.)
  • Body language (smile, stand square, use downward inflection, use asymmetrical body language)
-Manage up
-Manage career changes

This is a big revelation for me this year. The power of being self-aware allows one to be more assertive and confident when dealing with others and dealing with tough situataions.

The CEO of YWCA says it well
-Study hard
-Have a bank account of your own
-Make a difference in whatever you do.

Be the best you can!


Wednesday, September 08, 2004

Liason Role

Get under the skin of the Corp strategy, put value on the info, position is as value, share it with the Sub in a format that's official, formal. Make a big deal out of it. ---You win.

Support the field's initiatives, per Sub's request. -- You get some traction.

Do both.-- You really win.

If I ever get to do the Liason role again, I would take the above to heart.

Monday, September 06, 2004

On Negotiation Strategy (Excerpts)

What negotiation strategies have been most useful to you?

First, determine the problem. The problem is agnostic and doesn’t bring any values with it, but everyone has to agree on what the problem is.

Second, understand everyone’s agenda. You need to recognize that another person’s objectives may be different than yours. Acknowledge that, and use it as a resource for innovation.

Third, if you can get consensus, great — that way more people are involved and have bought in. However, not every situation can be solved by consensus, and recognizing that is important. Come up with the best solution for the company, rather than any one individual or group.

Sunday, September 05, 2004

Nice Girls Don't Get the Corner Office

Women need to be advocates for themselves by playing up their strengths - like being nurturing, accommodating and good listeners - while also adding complementary behaviors.

"You don't have to be like a guy to get ahead in business, but you do have to be an adult woman," said Frankel. One common mistake Frankel sees women make is couching statements as questions. By doing that, women hand over the power of decision-making to someone else, like the boss.Instead of using phrases like, "Would it be all right if . . .," she suggests saying, "I just want to let you know ..." or "I've got this great idea that I'd like to move forward with, and I want to give you the heads-up on it."

Women, who tend to react more quickly than men, need to instead take some time to think about how to best handle a situation, said Maureen McCormick, director of the learning and development unit in the human resources department at the University of Iowa.

Frankel's other suggestions for women include:

- Don't explain ad nauseam. Women look for clues like "mmm hmm" and head nods to ensure that the message they're trying to convey is getting through. When women don't get that reinforcement, "We make our point, we make it again, and make it again," she said. "The more words you use, the more you soften a message."

- Don't use minimizing words. If someone compliments you on a job well done, steer clear from saying, "It was nothing," or "I was really lucky." Instead say, "Thank you, I'm proud of what I achieved."

- Do go to meetings. Women often think that poorly run meetings are a waste of time, and that they can skip them in lieu of doing more productive tasks, Frankel said. Instead, meetings should be seen as a place to network and build relationships that can benefit you in the future.

- Don't apologize for other people's mistakes or misdirection. The boss gave you minimal instructions for a project. Once you've completed it, the boss says that it wasn't what he had in mind. Instead of saying, "I'm sorry," and minimizing your position, Frankel suggested, "Well, the instructions weren't clear to me. Tell me how you want it."

- Do get involved in office politics. Replace the word "politics" with "relationships," Frankel said. "That's what politics is - it's about building a relationship before you need it."

Saturday, September 04, 2004

What I learn today

  1. There are 5 types of career models in the new world of work
  • Experts --depth, driven by security and expertise
  • Traditionalists--political savvy, go for the executive suite
  • Portfolio Managers --breadth/variety
  • Planful entrepreneurs--learn and then do it on their own
  • Spontaneous entrepreneurs --passion for their own ideas, little dependency on security(Bill Gates, Michael Dell)

2. Professional identity

  • New managers have to manage 1) the team 2) the context her team operates in
  • New managers experience changes in 1) how they get gratification. no longer from the immidate outcome of the act of a doer, more from see things done right thru others 2) willingness to develop others 3) negotiating interdependencies

3. career planning approach: trial and error v.s. plan and implement

The emphasis is on testing alternatives by going out talking to people thru informationals or volunteering or doing side projects to learn about a new field, a new area, and to learn about yourself.

4. Network, network, network

  • Task network
  • Career network
  • Social network

Get the paradigm right. Networking is about fair exchange of value, give and take. It's about doing research so as to make well-informed decisions.

What do you do when the unexpected happens?

2004 Athens Olympic Marathon game. When an attacker came out of nowhere and pushed him off the running course and into the crowd, the Brazilian Marathon runner collected himself and moved on quickly. Not only did he finish the game, he ended up winning a bronze medal. He was also gracious enough to do a plane run right before the finish line. That was a moving moment.

When the audience protested the judges for lowscoring the Russian gymnast's routine for a long few minutes, Paul Hamm remained focused on his own game and eventually won the gold metal.

Have unexpected things happened to you before? How did you react? Did you let it affect you in a negative way? Were you so engrossed in your emotions about getting even? Were you so stuck about the why why why that you lost productivity?

Or
Did you collect yourself quickly and remained cool and focused on the task at hand?

I'd vote for the latter.

I want to know what went thru Paul's mind? What went thru the Brazilian mind when these unexpected and often potentially negative things happened to them.

I'd like to model my thinking after them.

Managing Your Life

We are all architects of our own lives.

We need life management skills to live an effective life.

Some people have an innate talent for management. Whether it's their personal finance, a team, their daily activity plans. While others leave the management to others.

Where are you? Do you have the tendency to allow others to take the lead on things? Do you feel uncomfortable when people look at you for directions? Can you recognize the moments where you need to step in? Can you detest the orgnizational nuances? Can you assess what drives people's certain opinions?

These are all good skills to have.

It takes some self-evaluation and self-reflection to know where you are.

I did mine and I realize I'm on the verge of becoming a manager. I used to defer everything to others, probably because I had not really proactively managed things when I was growing up.

You need to know where you want to go, where you want the team to go with you.
You drive hard for the team to work towards that direction while making necessary adjustments along the way.
You are not afraid of being firm.
You are not afraid of giving directions.
You are open to others' opinions, but you are brave enough to synthesize and pull people back on track.

This is my 18 months of learning as a first time manager. (manager of 2.5 virtual teams.)

Thursday, September 02, 2004

Creativity is intelligence having fun