10 CONVERSATIONS GREAT LEADERS MASTER
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1. Ask loved ones about your career goals.
2. Coach yourself when you first wake. 3. Meet a new person each day. 4. Challenge another to a better future. 5. Holdup your value over lesser options. 6. Describe uniqueness not just strength. 7. Orchestrate agreement. 8. Get acquainted with a friends’ friend. 9. Make an expert case. 10. Create an emotional consensus. |
Most leaders you know, without you realizing, are finalizing plans for a team retreat or a 2023 kickoff. Please mention my speaking and consulting. I unstick results by leading bold encounters: [email protected].
“Value equals progress,” Amy Hrehovcik points out. Progress isn’t just about money. Money is our currency for needs and experiences of joy. Amy makes a strong case that a leader’s greatest goal is joy for those they serve. She prescribes better interactions.
Really getting to know someone new everyday puts us in a position of value. In a previous episode, $8-billion CEO, Ken Lamneck said his most important job as a leader was to network to create new relationships. For example, the best way a salesperson gains new business is to proactively develop referrals—create new relationships.
Leaders providing the best products practice continuous product discovery with prospective buyers, not just the ones they know. Technologists are problem solving most of every day and the best have a favorite tool for tough ones: asking former colleagues who may have the missing solution.
Really getting to know someone new everyday puts us in a position of value. In a previous episode, $8-billion CEO, Ken Lamneck said his most important job as a leader was to network to create new relationships. For example, the best way a salesperson gains new business is to proactively develop referrals—create new relationships.
Leaders providing the best products practice continuous product discovery with prospective buyers, not just the ones they know. Technologists are problem solving most of every day and the best have a favorite tool for tough ones: asking former colleagues who may have the missing solution.
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I took notes anxiously after my interview with Amy Hrehovcik. She has amazing insights on the art of challenging leadership conversations. Here are a few notes I took:
Conversations about work with people you love. We have four choices when we discuss work with people we care about. First, we can arrive home “unpresent” while provately ruminating about the day’s events. Second, we can dump the weight of the world into other minds. Third, we can ramble with enthusiasm for half an hour. Fourth (suggested), we can ask questions about a common situation with curiosity then listen for wisdom. Thanks for reminding me, which is best, Amy. Conversations with yourself when you first wake. “Self, should I get up or hit the snooze?...” This moment goes best when you treat it like a conversation. Instruct your body to jump up as you count down from five seconds (Mel Robbins’ trick). Get up and do the hardest thing first or the most valuable. Make it a routine. Let’s tell our bodies who is in charge. Conversations with a new person each day. People discussing a meeting with new contacts have likely skipped the part about the ten or more attempts (see Seanice Lojede’s episode about 30). Attract a meaningful stranger into a conversation each day. Say it however you like, but the intentions have to be nearly flawless. Offer my four Ps. Offer something so valuable, benign, and simple that it cuts through the stranger's busyness and carefulness. Pluck nurture, mastery, and connection needs, not fear. Conversations to challenge others to a better future. "Progress” must sometimes include a “challenge” to reach a better state, with your help of course. We all should work to improve the condition of others but must do it humbly and with our facts straight.
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Apple Podcast: Play Below!
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Conversations to holdup one’s value over lesser alternatives.
“Don’t brag,” is something you may have heard. People cooperate best with “proven,” not the “impressive.” After all, the other person’s mother also likely told them not to brag. Benchmark to build a relationship well and to help. Amy shares a brilliant strategy for this. Conversations to describe uniqueness instead of just strength. A strength is not necessarily a differentiator. Do the work to learn deeply about your people, product and performance to learn what truly sets you apart, literally. A uniqueness differentiates one from the pack. A strength is a cliché. Amy has a surprising perspective. Conversations to orchestrate agreement. When leading, think orchestra conductor, not dictator. Also, pick the right script and cast. Really have dress rehearsals. Encourage the cast through the plot. Preparation and practice lead to winning performances. Conversations to get acquainted with friends’ friend. Relationships make a huge difference in life's work! It’s how most people land jobs, sales, and even significant others. Expand your circle of collaboration. There is a right way and a wrong way to approach this. Amy makes fast friends. I know; I experienced it! Conversations to make a case expertly. While facts aren’t everything, they are the first prerequisite. Confidence, another key, demands tremendous preparation. Leaders, product people, technologists and salespeople are short on time. But if you want to make a winning case consider this an urgency with other tasks. Lead by making the most compelling cases. Conversations to create a consensus of feeling. Daniel Kahneman won a Nobel Prize for decision theory. The bottom line is that emotions, especially the most primal, play a huge role in choice. In our interview, Amy discusses an ingenious way to gain support by creating the right social pressure. It’s time to sway the day.
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Amy's LinkedIn Link:
