Sparks and Remarks

You Never Get a Second Chance to Make a First Impression

2011-02-04T11:54:00.007-05:00

As the familiar saying goes, "You never get a second chance to make a first impression". So, let’s just hope the first impression that you DO make is a positive one – especially when you’re in the market for a new job!

When looking for employment, most people meticulously update their resume, choose the perfect power suit, and arrive extra early for the interview; however, there is one crucial detail that some people seriously overlook--it is their email address. Over the years, Ignite has received numerous resumes and cover letters from applicants with email addresses that make one stand back and say, “You’ve GOT to be kidding!”

I first recall receiving a resume from pimpintraining@xyz.com. Needless to say, that individual did not get a call to schedule an interview! Since then, I have become somewhat obsessed with people’s email addresses and in essence, what their address “says” about the individual. Recently, iamanut@xyz.com and iambored@xyz.com came across my desk. I asked myself, “Are these applicants trying to be funny? Are they even aware of how silly they sound? Do they think a potential employer will seriously consider applicants who describe themselves as a nut and/or bored?” “Is princesstrish@xyz.net really from royalty or is she just high maintenance?”

yohomey@xyz.com, butterymama@xyz.com and bigboobs@xyz.com may be highly qualified for the job, but they already have a strike against them, before I even open their resume. Not only are these email addresses unprofessional and inappropriate, they also lead one to believe that the applicants are not to be taken seriously.

Do you want a potential employer to notice you because of your comical email address or because of your skills and credentials? Do yourself a favor and create a professional email address on yahoo, hotmail, or gmail--it only takes a few seconds and could make the difference between your resume getting put into the “yes” file or the “circular” one!

Cover Letter Catastrophes

2011-02-04T11:45:00.007-05:00

Over the past few weeks, I’ve been assisting a client who is looking to hire an office manager for her small firm. Not being a full time recruiter, I’ve been overwhelmed sorting through the plethora of cover letters and resumes, weeding out the under/over qualified ones, and setting up telephone screening interviews with those who seem to fit the basic job requirements.

Research indicates that employers will spend no more than 30 seconds (and that’s if you’re lucky) reading a cover letter to determine if it’s worth their time to read further into the resume. So, what makes a cover letter stand out with a positive impression, so the hiring manager wants to learn more about you?

Well, based on my recent experience, here are a few “What NOT to Do’s” , if you want to be considered for the first phase of the selection process:
• Don’t misspell the name of the company or the person to whom you’re applying. (It’s almost like calling your new girlfriend by your old girlfriend’s name. Never a good thing!)
• Don’t embed smiley faces or cartoons in your letter. (Unless, of course, you’re six years old and looking to join a Brownie Troop, a :-) is not appropriate!)
• Avoid overdoing it with descriptive words about yourself. One candidate wrote, “I am smart, reliable, organized, calm, happy, easygoing, hardworking, dedicated, loyal, honest and tenacious” all in one sentence. (Wow! It’s a good thing she didn’t write that she is concise and to the point.)
• Don’t write your entire life story in a cover letter; on the other hand, don’t be too brief and overly familiar. One candidate simply wrote, “Cheers!” and signed her name.
• Unless you’re applying for a role in a religious organization, don’t put quotes from the Bible, Koran, etc. (You may think Jesus is “the way”, but keep it to yourself).
• Be sure not to claim that you’re a detail-oriented individual and fail to catch even one spelling error in your letter.
• Above all, don’t fail to ask someone who has good editing skills to proofread your letter (as well as your resume and any other correspondence to a potential employer) for grammar, spelling, formatting, etc. You only have a few brief seconds to make that first impression – make sure it’s a positive and professional one and takes you to the next step of landing the job!

So…make sure that your cover letter is concise, professional and grammatically correct. Gear the letter to the specific person/company to whom you are applying and wait for that telephone to ring or for that awaited email response!

Hire the "Best Fit" for your next job opening

2011-02-04T11:30:00.010-05:00

When you have employment cutbacks, and as a result, have less people on your team, everyone’s contribution becomes even more important. This is why it is critical to take the time to select the “best fit” when you finally have a job opening on your team and are hiring a new employee.

We’ve learned from experience that when you hire someone who is obviously not a good fit for the job or the organization, telling the person early on, saves time, frustration, etc., on everyone’s part. When the situation is not so obvious however, it can be quite uncomfortable. Even though each party may eventually come to the same conclusion, both parties may make great attempts to make it work, investing more time, more pain, etc. My intention is not to be discouraging, but instead to be encouraging. Selecting a candidate who is a “best fit” is a skill that can be learned. With just a few shifts in your interviewing process, you can improve the way you select talent and ultimately enhance the productivity and cohesiveness of your team.

Start with a clear assessment of the “ideal” qualities that define a best fit for your job opening:

1) Write out a detailed job description, as well as a list of the qualities you are looking for in a new employee (i.e., organizational and time management skills, composure under pressure, team player, professional telephone skills, ability to work with clients, etc.) Clearly defining these will help you design the best questions to ask in the interview.

2) Choose five of the most important qualities from your list and create two behavior-based interview questions for each of these five qualities. Behavior-based questions ask for a specific example from a past job where the person demonstrated the quality in a “real life” situation. This will give you insight to the qualities he/she actually possesses and will most likely demonstrate in your job. (Past behavior is a good indicator of future behavior.)

3) Instead of asking a closed-ended (yes/no) question such as, “Are you good with clients?” ask, “Tell me about a time when you were with a client and they demanded something you were not sure you could deliver?” A second question might be, “Give me an example of an interaction you had with a client when you turned a difficult situation into a positive one?” The candidate’s responses will give you a concrete picture and allow you to determine if he/she works well with clients.

By asking ten behavior-based questions, (two for each of the five qualities) as well as specific questions about the applicant’s job experience and technical skills, you will have a strong understanding of the candidate and the attributes he/she will bring to your job.

While behavioral questioning is not a guarantee, it certainly will tip the odds in your favor to select the “best fit” for your job, your team and your organization!

What's in a Name?

2010-12-01T11:12:00.011-05:00

The holiday season is upon us, and that means there may be more opportunities to mix and mingle, or in other words, network, within various professional and personal circles. Whether you’re in the market for a new job, looking to meet new friends, or about to face situations where there may be many (familiar or unfamiliar) people around, remembering names is a sure way to have others remember you!

The ability to remember people’s names is an incredibly useful skill in both the business and social arenas. It’s a wonderful way to make a great first impression and build an instant rapport. When you remember someone’s name, you’re telling that person, “You’re important.” When you forget a person’ name, you may leave the opposite impression. The following are tips on how to improve your ability to remember names, both in business and social situations:

• Commit! The first step is to make a conscious decision to remember names. Many believe they are horrible at remembering names and are often proud of the fact by joking about it. By using this story (excuse?), they instantly forget without even trying. Forgetting names is due less to a bad memory than to a lack of commitment and application. You can remember names if you want to and work at it.

• Pay Attention and Concentrate! You can only remember what you observe in the first place. If you’re distracted, not paying attention, or focused on yourself when someone is making an introduction, you won’t remember the person’s name.
-Make eye contact and listen when you first hear the person’s name.
-If you missed the name or forgot it a few seconds later, ask the person to repeat it.
-Ask for the spelling, if it’s an unusual or foreign name.
-Comment on the name, if possible, or verify the name the person prefers to be called.

• Repeat! When you first meet someone, repeat his/her name a few times throughout your interaction: 1) Upon introduction: “Great to meet you Joan.” 2) When asking a question: “How many years have you been a software engineer, Joan?” 3) Upon departure: “Joan, it’s been great chatting with you.” (Be careful, however, not to overdo the repetition of the name or it may appear forced or insincere.)

• Before meeting with a new client or business partner, research the organization’s website to learn as much as possible about their product, industry, competitors, etc. Often, companies will post photographs and bios of key members on their team. Study their names and faces and make a great impression on your first in-person meeting.

• When making a presentation to a small group, ask for an attendance list ahead of time and the role/department of each attendee. Create your own seating chart and write a “clue” next to each person’s name (i.e. John, Accounting – red shirt.) This allows you to use the person’s name when they comment or ask a question. (“I am glad you raised that question, Mary.”)

• Before you depart from a business presentation, offer your business card to each attendee and ask for one in return. Immediately look at the card and use the person’s name. (It’s also the appropriate time to ask the name they prefer to be called and the correct pronunciation if you’re not sure.)

• If you slip and forget someone’s name whom you’ve met before, be honest and warmly admit, “Of course, I remember you, but your name has escaped me.”

What techniques have you found valuable in remembering names? We’d love to hear your suggestions!

No group hug, just great teambuilding...yes, you do need it.

2010-11-10T10:49:00.008-05:00

Teambuilding - such an overused word, and so misunderstood. In our work at ignite, it is one of the first things clients think they want or need; mostly, I have found they just don’t know what they want or need and so teambuilding seems to be the catch- all request. Then a message goes out to their organization announcing, “We will be doing Teambuilding, and we will have fun!” and the answer is a collective groan, accompanied by an eye roll from all those intended participants. Hmmm-not exactly what you had in mind? Well, let’s see if we can change that.

Good, effective teambuilding is an integral part of any powerful team, whether in sports or business. To grow your organization, people need to feel connected, inspired, challenged and listened to. Surely you are doing that in the day to day, but there is something about a time set aside, just to focus on the whole team, separate from the day to day work, that can make all the difference in establishing high performance teams. But let me be clear - it does not have to be a Kumbaya session. Look at the guidelines below and you will be on your way to creating a teambuilding that will bring you, and your employees, value.

Establish a focus:

The first step is to ask yourself: what do I want to walk away with that would create value for this team/organization? Does it concern customers, strategy, service, commitment, creativity, connections, sales? It can go any way you want, but remember it is not a seminar or a lecture; it is a discussion and an opportunity for engagement. It is all in the balance. Ask your team what they want, even if they look at you funny. Keep pushing them for clarity on what would bring real value to the team if they spent X amount of time on it.

Once you have a focus, establish an agenda and pick a timeframe. Most companies do not do a whole week. If this is new to you, just go for two days the first time and one overnight. Pick a location. Do something social as a team, as well as the business discussions - something different, not just dinner - white-water raft, do a half-day community service project, hike a mountain…

Create expectation and excitement:

Set the expectations for your team. Tell them what you’re doing and why you feel you should do it. Tell them what their piece of the teambuilding is. Create excitement around the event and be enthused yourself. Be sure you are really "showing up", both mentally and physically. Do not let outside distractions get in the way of your time with your team. Ask them to do the same. Think about hiring a facilitator, at least for the first time, so you can be part of the teambuilding, instead of running it. It also helps to get a model of how to run a successful teambuilding session.

Leave with “actionables” and follow through:

Be sure you leave your teambuilding retreat with commitments of what you will do differently going back into the mayhem of daily work. Don't commit to too many, or none will be accomplished; two-three would be great. Most importantly, whatever you say you will do during the teambuilding, do it, and follow up. Nothing is more of a downer than leaving a session on a high, with expectations of changes or improvements to come, and nothing happens and no one follows up. Terrible.

Learn more about how you can teambuild more powerfully; log-on to www.weigniteit.com or simply call us at 781-979-5460 and let us give you a free consultation for your next teambuilding event.

Whatever happened to warm greetings, please, thank you and you're welcome? (Otherwise known as basic manners!)

2010-10-21T12:57:00.005-04:00

Truth be told, I spend a lot of money on my caffeine consumption! Whether I am making my daily commute to the office or relaxing on the weekend, my preference is to always stop at one of the local coffee shops for my daily fix, as opposed to making a pot of java at home. You might say I am a coffee shop’s best customer; I show up every day, sometimes twice a day (on rare occasions, 3 times a day!) and have no problem paying $3-4 for each cup of my precious caffeine. I do expect, as any good customer would, to be serviced in a pleasant and efficient manner and shown appreciation for my patronage. What I don’t understand, though, is the fact that it’s often hard to get the basics of customer service these days (and that’s not just in coffee shops). More often than not, I get mediocre or horrible service with some sort of attitude. Whatever happened to warm greetings, please, thank you and you’re welcome? (Otherwise known as basic manners!)

In Boston, there’s a famous coffee and donut chain that has an outlet on every corner, in every town. I used to frequent one on my way to work each morning, ordering the same two simple items: black coffee and a donut. On several occasions, I’d arrive at my office only to find that I was given coffee with lots of cream and sugar or a muffin instead. So, on one particular visit, I made a point of repeating my order twice to the muffled voice behind the intercom in the drive-through lane, politely telling her that my order had been incorrect a few times. When I pulled up to the pick-up window, the woman handed me my goods, and with a sarcastic and rude tone said, “Well, I guess we just can’t seem to please you, can we?” I was speechless. Needless to say, I’ve never pulled into that drive-through again.

A quaint little coffee shop opened in my neighborhood two years ago; I like to support local businesses, so I made a point to visit almost every weekend. At first, the staff was friendly, greeted me with a smile and asked me for my first name in order to call me when my cappuccino was ready. Nowadays, a woman who has waited on me consistently for two years apathetically says, “Next in line. What can I get you?” She continues to ask my name, writes it on the cup and robotically passes it onto the next person, who then prepares my drink. No smile. No hello. No eye contact. No recognition. No kindness. So . . . I basically said, “No Thanks. I’ll take my business elsewhere.”

These days, I drive the extra distance to the Starbucks a few miles from our Ignite office. The minute I walk in the door, I hear the staff engaging with customers and joking with one another. When it’s my turn, I always receive a pleasant greeting and my drink is prepared promptly to order. I’m sent off with a thank you and a genuine, “Have a nice day.” It’s apparent that the team is having fun and takes pride in their work. On a recent visit, I inquired about one of the specialty teas displayed in their waiting area. The barista came from behind the counter, introduced himself, and described in detail, the unique flavor and quality of the tea. (How could I NOT at that point purchase some?) My colleague visited the next week, wanting to buy one of their new insulated coffee cups. The barista apologized and told her there were no more in stock, but offered to pick one up from another Starbuck’s on her way home and have it waiting for my colleague the next day. Now THAT’s service!

My belief has always been that you don’t have to work in a five-star restaurant or hotel to deliver five- star service. The basics of customer service are merely the respect, manners and Golden Rule we all learned (or should have learned) growing up. In my opinion, Starbucks “gets it” and then some. What do you think? Does your organization “get it” and how are you achieving consistency?

Executive Coaching: Is it Fuel or Folly?

2010-09-15T13:30:00.006-04:00

So which is it? There seems to be a wide variety of opinions concerning the value of executive coaching. Some say it is the profession that people choose when they get tired of working and so they become a consultant, and that this person’s input is a waste of time. Others swear by executive coaching and some even say it changed their lives and careers. As an executive coach myself, I engage in both sides of this conversation with sincere interest. So is executive coaching fuel for the leader to improve or folly?
I believe that the answer to this question comes down to the person who is selected as the coach and how the selection process is structured. Just like most things you search for - a good doctor, dentist, hair stylist or mechanic - it generally comes down to how well you know what you want and how good you are at researching who the real deal is, versus the quack.

The first point of context that will help you successfully navigate the executive coaching course is understanding how it can serve an organization. What is the value of outside coaching? When assessing what coaching is, Paul Michelman wrote the following in an article for the Harvard Business Review, "The belief is that, under the right circumstances, one-on-one interaction with an objective third party can provide a focus that other forms of organizational support simply cannot."

Once coaching was viewed by many as a tool to help correct underperformance, whereas today, it is becoming more widely used in supporting top producers. In fact, in a 2004 survey by Right Management Consultants (Philadelphia), 86 percent of companies said they used coaching to sharpen skills. At an even more basic level, many executives simply benefit from receiving any type of feedback. "As individuals advance to the executive level, development feedback becomes increasingly important, more infrequent, and more unreliable," notes Anna Maravelas, a St. Paul, Minnesota-based executive coach and founder of TheraRising. As a result, she says, "Many executives plateau in critical interpersonal and leadership skills."

If what Maravelas says is true, then why do some people believe executive coaching is hogwash? The answer: because there are a lot of bad coaches out there and they give the profession a bad name. This is why how you structure your selection process and whom you ultimately choose, are so important.

If you are thinking of heading down this road and want to get the most benefit from your selection process, here are a few tips to get you started:

1. First things first:
Know that, without question, executive coaching is not therapy. If it is therapy you want, go find a therapist. This is business coaching and if it turns into therapy and the person is not a qualified therapist, he/she can do more harm than good.

2. Know what your goal is:
Have an idea of what you want to get out of this coaching engagement. You may not know exactly what your goals are, but at least generally, think about what you are striving for so you can appropriately select a coach who can get you there.

3. Know what type of coach you want:
I categorize coaching into three general categories:

a) Coaching primarily for relationship skills. This type of coaching requires a coach with a kinder, gentler approach and includes talking through many communication and relationship scenarios.

b) Coaching primarily for goal-achievement and growth. This approach requires a coach with a more directive and assertive style (i.e., someone who isn’t about the coachee’s comfort). Typically the coachee is given assignments, reading and a specific process to follow.

c) Coaching that is psychological in nature. This type of coaching utilizes testing, theories and proven models and focuses on a "what makes you tick" kind of process to get to the goal.

I am confident there are combinations of these three approaches; however you need to identify what type of coach will work best for you. All have value, if they match your goals and disposition.

4. Ask good questions:
I have found that most executives are poor at interviewing potential coaches because they do not know what to ask. Here are a few questions that every reputable coach should be able to answer:

• Tell me about your coaching process and philosophy? (Here, you are looking for a feel of what type of coach the person is and the length of the process, time commitment, and frequency of meetings. Probe for some of the tools and resources the coach might use.)

• Give me an example of a previous coaching experience that you would consider a success and what made it so?

• Describe your coaching style?

• How do you help identify what your coachee’s needs are? (Here, you are looking to see if they utilize a 360 feedback process or another method to ascertain needs that the coachee may not see in him/herself.)

• How do you measure success?

I am sure many who are reading this can give us more examples of good questions to ask a coach. If you have some, please let me know.

The coaching process can be a fabulous and engaging experience for leaders to partake in, which ultimately leads to growth and enhancement. Follow these basics and you’re sure to find a coach who is both reputable and skilled at assisting you in this executive coaching journey. Lastly, if in the selection process a particular coach has all the right answers, but you are uncomfortable with his/her style, don't choose that coach – it simply won’t work.

One last thought: As the coachee, be prepared for some hard work and be open to hearing a lot of feedback that might feel painful. You must work on limiting your defensiveness and focus on being curious about the learning that can take place. Remember, this coaching process is for you; it may align around company goals, but it is for your growth and you will choose what to share, what to change and what to keep the same. Being dismissive or defensive about the feedback will greatly limit your growth and the value this process can bring. After all, you are hiring this person to be your "truth teller"…embrace that gift.

Service Recovery: It’s Not Just a Fruit Basket Band-Aid!

2010-09-01T09:48:00.012-04:00

I am so fed up with companies who do not train their staff to provide solutions when the customer has a problem. As a training consultant, I am on the road about 26 weeks a year, so I see a lot of service providers: airports, hotels, taxis, restaurants, train stations, etc. I was in a Florida hotel recently and saw a perfect example of service recovery failure. I was sitting in the lobby and I observed a guest who was absolutely livid because the AC was not working in his room (it felt like it was 110 degrees in the shade) and he had been told that it would be 20 minutes before a service engineer could come to his room; he had an important business call in 15 minutes and he wanted to take that call privately. The front desk agent did tell him that the hotel was 100% occupied and she couldn't move him to another room; she then proceeded to apologize (several times). He asked her if "apologize" was the only thing she could do, and amazingly, she apologized again! He walked away and was even more furious from this interaction than when the conversation began. As he stalked away, I heard the front desk agent ask her colleague, "Do you think we should send him a fruit basket?"

NEWS FLASH: The fruit basket will not solve the guest's problem! Not to mention the fact that the fruit and cheese will now be sweating and smelling up the room, because the AC isn't working! At Ignite, we train staff on service recovery by using a very simple four-step model called the L.A.S.T. technique, which provides a framework for your service staff to have assertive conversations with difficult and angry customers or clients. Here is the technique:

(Step 1) Listen: this is the chance for the customer to vent and for you to really pay attention to his concerns. You must listen to understand, before asking any probing questions. Make eye contact with the customer and utilize body language that says you are in the moment with him (something that our front desk agent failed to do).

(Step 2) Apologize: this is certainly an action that our front desk agent took; however she didn't follow up with any action steps to solve the guest's problem. You want to be sincere and deal with the customer's feelings and empathize with his situation. Express that you're sorry that the problem occurred and recognize the customer's disappointment.

(Step 3) Solve: you now must ask some clarifying/probing questions, and confidently tell the customer what you CAN do for him. Be assertive, offer alternatives and act on the agreed-upon solution. The front desk agent did none of this - she missed the solution entirely!

(Step 4) Thank: thank the customer for bringing any problem to your attention, and also thank him for his patience and understanding, if the solution is not immediate. Most importantly, thank the customer for working with you to solve the problem.

This is a conversational model that really works and does turn difficult situations around; it is a win-win for the customer and the service provider as it focuses the conversation on solutions that fix the problem.

Have you recently been on the receiving end of effective (or ineffective) service recovery? Send your stories along; I would love to hear them. Who knows, I may even use your example in one of my upcoming training sessions!

If you are interested in learning about service recovery, including how the front desk agent could have applied the LAST technique in the scenario above, check out our White Paper, "Service Recovery: It's Not Just a Fruit Basket Band-Aid. Its just a download away...

When Times Are Tough, How Do Leaders Keep Themselves Motivated?

2010-08-19T08:00:00.006-04:00

The media certainly has highlighted the negative behavior of some business leaders of late…not all leaders are taking large bonuses, while others in their firms are facing uncertainty and layoffs etc. Many leaders are feeling the pain as much as anyone else.

Stress and anxiety are a part of everyone’s life in tough times, yet leaders often feel responsible for not only their own stress, but that of others. Leaders prefer to create successes, not narrowly avoid disasters. They feel responsible for the business and the workforce and may feel guilt as a result of layoffs and cutbacks. Obviously, more stress is not only unhealthy, but also counterproductive to strong leadership.

So, what is a stressed leader to do?

Psychologist Catherine Sandler suggests that the first step is for leaders to understand and accept their vulnerabilities and use this knowledge to help them regulate their moods and responses. Leaders need to accept that certain feelings of emotional turmoil are normal and not fight them. Once accepting the aspects of their situation are causing them stress, they can plan a coping strategy. Exercise, good nutrition and nurturing relationships are all good parts of a coping plan.

The second step is for leaders to seek out the people they lead and listen and empathize with how they feel. While this is a critical step for leaders to take in order to help their employees stay on track, it can also be draining and add more stress to an already stressful situation. Leaders should also make a point of seeking out others who can listen and be empathetic to them, whether they are peers, friends or family members. Don’t underestimate the power of having someplace to vent, so you can then refocus on the task at hand with more energy and clarity.

The third step is for leaders to not get too caught up in stories of doom and what can’t be done, but instead refocus on possibilities for both themselves and others they lead. When so much is out of people’s control, focusing on the little things that we CAN DO will help keep us motivated. To that end, it is also important to celebrate the small victories. Perhaps we aren’t hitting the numbers we used to, but we can celebrate getting one more client. That will help us feel energized to get more clients and ultimately improve business results.

The fourth step is to focus on the difference we can make. When we are depressed, we focus on ourselves. When businesses are depressed, they focus on themselves. Turn the focus outward to where and to whom we can make a difference in the world. Leaders can focus on the people, internal and external to the organization, to whom they can make a difference. After all, don’t most of us feel good when we can make a difference to others?

All things in business go in cycles, and while we are certainly in a down cycle, practicing these small steps can make the down cycle seem shorter and less painful. What steps have you taken to stay motivated in these tough times?

Want to take the leadership in your organization to the next level during tough times? We at Ignite would love to discuss with you how we can improve leadership on all levels of your organization. Please give us a call at (781) 979-5460, or email us at amy@weigniteit.com.

--- Jackie Sonnabend

Are Meetings Wasting Your Time?

2010-07-28T12:31:00.007-04:00

All too often we hear complaints from our clients regarding their calendars and the extensive number of meetings they have to attend. The biggest complaint: not only do these meetings take up time, but they waste time, too, because they are not run effectively and they seldom produce outcomes that people take action on or are held accountable for. The result: you come together the next week and talk about the same things! Can you relate? If the answer is yes, read below for four simple steps that will help you prepare for and lead more effective and productive meetings.

Step 1: Define and Prepare
People call a meeting to discuss something without really considering why the meeting is being held in the first place and what a good outcome would be (i.e., a good use of people’s time).
- To help clarify your objective, simply complete this sentence: At the end of this meeting, the team will.... With the end result clearly defined, you can then decide who to invite.
- When considering who to invite, ask yourself: “who needs to be at this meeting for it to be a success?” Then include only those who play a critical role in the meeting’s objective and overall success.
- Lastly, you need to create the agenda. The agenda is your roadmap for the meeting. To create an effective agenda consider (a) priorities (what must be covered), (b) results (what needs to be accomplished) and (c) how much time do we need to spend on each topic and what is the best order or sequence.

Step 2: Schedule and Inform
As the leader of the meeting, you must handle the logistics and inform those you wish to invite about the meeting’s purpose, date, time, location and preparation required. When you inform people about the meeting, be sure to also:
- Attach the agenda and solicit feedback.
- Make any specific requests of participants regarding preparation.
- Circulate background material and lengthy documents at least a week before the meeting date, so people can read through them, prior to the meeting.

Step 3: Lead and Control
Once in the meeting, it is your role to lead the group. Remember these key meeting leader actions:
- At the end of each agenda item, quickly summarize what was said and ask people to confirm that it was a fair summary.
- Encourage group discussion to get all points of view and ideas. If certain people are dominating the conversation, make a point of asking others for their ideas.
- Make a list of all tasks that are generated at the meeting. Make a note of who is assigned to do what and by when.
- At the close of the meeting, summarize next steps and inform everyone that you will be sending out a meeting summary.

Step 4: Summarize and Record
The meeting summary is a crucial part of effective meetings that often gets ignored. Concise minutes are essential to ensuring that you make progress in your meetings and assist in holding everyone accountable. At the very least, your minutes should:
- List the key issues discussed and major points raised, as well as decisions or actions committed to be accomplished (include by whom and by when).
- Be typed up and sent out within 2-3 days of the meeting.

Running effective meetings isn’t brain surgery, but it does take time and effort on the leader’s part. Following these four steps will help ensure that your meetings don’t waste your time or others’ time.

What have you done to make sure your meetings are productive? Let us know. Likewise, let us know if you try out these four steps and if they work (or don’t) for you.

The Evil of Email

2010-07-13T08:14:00.007-04:00

We love our e-mail. We can’t wait for the “bing” that tells us another message has arrived. It is quick and efficient; it allows us to communicate instantaneously over time zones and rooftops. We wake up to it in the morning and check it before we go to bed at night…some even sleep with it. It is fabulous…or is it??

We at Ignite have trained thousands of people in the art of effective communication. It is the foundation of many other development sessions we deliver and at each session there comes the time when we address email. Almost universally, organizations we are in will say that it is their primary source of communicating, and almost universally, they will say it creates the most chaos. How come? Well, let’s review:

Message, not dialogue…

First, remember this is a tool for a one-way conversation, not a full-fledged dialogue. Often this slick, fast tool becomes slow and cumbersome, because we decide to carry on full-blown conversations over e-mail. This often causes confusion, which quickly escalates into misunderstanding, that often ends in having to have a call or a meeting anyway. That certainly saved you time! If the e-mail comes back to you more than once after you’ve sent it, pick up the phone or go see the person.

CYA emails…

We all love these. I deliberately send you an email, so I can have a record of what I said, so that I can get you later if need be. Not the best way to establish trust is it? Don’t do it.

“Avoid conflict at all cost” emails…

I don’t actually want to talk to you when I have something to say that might feel risky, so I email it; then I don’t actually have to face your answer or rebuttal. Of course, in the end, it has to be handled face to face anyway and by that time the recipient is so upset it is twice as hard to address. Learn to deal with conflict, not to avoid it. Go to weigniteit.com to learn more about how.

The discipline email…

Your supervisor decides to give you critical feedback via e-mail. This is wrong on so many levels; I can’t imagine it still happens. The loyalty and respect for that supervisor has just hit a new low. Oh yeah, and he also copied his boss on the e-mail, just to twist the knife a little more. Brilliant! Never give criticism over email; there is too much room for miscommunication.

So this suggests just a few of the reasons that email can be evil and a tool that promotes miscommunication, as opposed to effective communication. So what can you do in your organization to minimize these pitfalls?

1) Establish an email etiquette policy:

This is important for professionalism, efficiency and protection. Having a written policy conveys a professional image, keeps e-mail succinct, and limits risks that can otherwise end up in costly lawsuits

2) Give feedback on emails you receive from your employees:

It is helpful to give consistent feedback, so employees know if their emails are appropriate. You should also monitor emails sent from your company to others and occasionally conduct an email audit.

*Keep the following tips handy:

1. Be concise and to the point.
2. Internally, use email for one way communication.
3. Answer all questions, and preempt further questions.
4. Use proper spelling, grammar & punctuation.
5. Watch your tone.
6. Answer swiftly.
7. Use proper structure & layout.
8. Do not overuse the high priority option.
9. Do not write in CAPITALS.
10. Don't leave out the message thread.
11. Read the email before you send it.
12. Do not overuse Reply to All.
13. Be careful with formatting.
14. Do not forward chain letters.
15. Do not request delivery and read receipts.
16. Do not ask to recall a message.
17. Do not copy a message or attachment without permission.
18. Do not use email to discuss confidential information.
19. Use a meaningful subject.
20. Use active instead of passive voice.
21. Avoid using URGENT and IMPORTANT.
22. Don't send or forward emails containing libelous, defamatory, offensive,
racist or obscene remarks.
23. Don't forward virus hoaxes and chain letters.
24. Keep your language gender neutral.
25. Don't reply to spam.

*Some tips taken from emailreplies.com

That should help keep the evil out of email and return it to a tool of high efficiency and increased productivity.

What email evils have you experienced? Email us and let us know!
To find out more on how to be a master communicator, visit weigniteit.com.

Public Speaking - It need not be feared!

2010-06-21T09:55:00.003-04:00

Have you ever had to speak in front of an audience (planned or on the spot) and all of a sudden, your mouth goes dry, palms get sweaty and butterflies invade your stomach?

While watching an old rerun of "Seinfeld" the other night, I couldn't help but chuckle when Jerry said, "According to most studies, the number one fear of human beings is speaking in public and the second one is death. This means to the average person, if you go to a funeral, you're better off in the casket than doing the eulogy!"

Some people have a natural talent for public speaking, however most individuals are uncomfortable when asked to speak in front of an audience, deliver a presentation or make an impromptu comment in a meeting. But, whether you're speaking in front of 5 people or 500, or whether you have 5 minutes or 50 to present your message, we strongly believe that preparation is a critical component in delivering a professional and effective presentation. We suggest the following techniques in order to prepare yourself, build confidence and minimize the jitters in terms of speaking in front of an audience:

Audience: "Profile" your audience and tailor your presentation to those who have invested their time to listen. Ask yourself: What are the names, roles and background of the attendees and what is their familiarity with the topic on which you're speaking? (Are they experts or students?) What is the seating arrangement for the meeting? Will the audience be seated in a small conference room, large auditorium, or listening over the phone, etc?

Topic: When determining the content of your message, ask yourself: Why are you speaking on this particular subject and why should the audience listen to you? In other words, what's in it for them? Is your audience experiencing a loss of time, money, employee retention, and/or morale? Again, how can you structure your message so they take immediate interest and believe you can alleviate their pain (with your product, service or call to action)?

Content: As you prepare the "meat" of your presentation, ask yourself the following questions: What is your overall objective in presenting the information and what 1-4 key points do you want to communicate?(Less is more!) Consider the best delivery style to deliver your message: Does it warrant an in-person presentation or is a webinar more appropriate?

Practice: Once you've identified your audience and topic, and developed the content of your message, be sure to rehearse and time each part of your presentation with someone who will give feedback on your clarity, sequence, tone, pace, and body language. It's critical that your opening and closing sentences are clear, concise and spoken with conviction. (Remember, these are your first and lasting impressions with audience.)

Short Version: Lastly, be prepared to speak on the absolute "must-knows" of your presentation just in case you have less time to present than originally planned. Prepare professional handouts to distribute to the audience so they have the details of your presentation. (You'll also be glad you had them should your laptop/LCD projector malfunction)!

These tips may not eliminate your fear of public speaking, but if you incorporate even just one of our preparation techniques, you're sure to build your confidence and deliver an impactul presentation. Interested in more tips on improving your public speaking skills? Please download our White Paper entitled, "Public Speaking - It need not be feared."

Also, please share any tips that have proven successful for you in terms of improving your presentation skills and/or reducing anxiety. We'd love to hear your ideas.

~ Suzanne Alpert

Give and Receive the Most Powerful Gift through Coaching!

2010-06-17T10:07:00.003-04:00

Coaching is by far the most rewarding management skill you can practice. When done well, coaching is a gift to both the coachee and the coach. However, before you can realize the value and power of coaching, you must understand what coaching is and what it is not. Consider these 5 "do's" and "do not's" of coaching:

Effective coaches do not give the coachee the answers, solve their problems or tell them what they should do.
Effective coaches do not look to control, dictate, know all the answers or focus on keeping all the decision-making authority.
Effective coaches do facilitate conversations in which the coachee comes up with their own solution or decision. Effective coaches do posses the intention to have the coachee become increasingly more competent, confident and committed.
Effective coaches do not give away the answers, but promote discovery in their coachee's thinking and guide them to their goal through the use of questioning and active listening.

You see, coaching is a process that engages and broadens the coachees' mindset so s/he can see options, choices and alternatives that they couldn't see before on their own.

When done well, coaching is a gift that benefits both parties. The coachee receives their coach's time, energy and interest. Plus, their confidence is bolstered and their ability to solve problems on their own, increases. On the flip side, the coach is the recipient of a more productive and engaged team member and eventually, receives the gift of time because now his/her staff can solve problems on their own, thus freeing up the coach to higher-order challenges.

Most importantly though, the coach and coachee develop a partnership – the roles of boss/employee are replaced with a mutually-supportive, high-trusting partnership that results in enhanced performance and engagement.

Coaching is one of the coolest gifts you can give someone - when was the last time you gave the real gift of coaching?

~ Beth Murphy

Finding Your Values and Value in Your Workplace

2010-06-15T10:07:00.001-04:00

Is it possible to have closely held values that you can also live by at work? Not only is it possible but it is recommended. If you haven’t yet experienced the power of managing by your values, there is no better time to start than at the beginning of a new year. Ten years ago, Ken Blanchard and Michael O'Connor wrote Managing By Values which is one of those timeless gems that is still relevant today. It is an excellent resource for helping you work with your department on clarifying a common vision, a purpose and a set of values.

What if you are feeling that the work you are doing or the way you are doing it is not in keeping with your own personal set of values?

Marcus Buckingham points out in his wonderful book, The One Thing You Need to Know ... About Great Managing, Great Leading, and Sustained Individual Success, "If your values are disengaged from or actively compromised by your work, you must do the same. To stay in it for the money or the security, is in the long run, a bad bargain. It will rob you of the best of you."

What if you are feeling unfulfilled at work?

The New Year is a good time to take stock and see how to work in a way that is more aligned with your personal values. There are three ways to do this:

Do a values assessment and see how your values match up with your work roles and behaviors.
Find a coach who can help guide you through the process of evaluating what is truly important to you and how to achieve it.
Set aside a couple of hours in a quiet place and simply take time to reflect. Ask yourself a few questions, write down your answers and think about what strategies for change (both large and small), start to emerge.

How am I feeling about work right now?
What do I feel most passionate about?
What values do I hold most dear?
Which of these values can I live by at work?
How can I live by more of them?

Change is not easy, and yet all we do is change. Living by your values will keep you enlivened and engaged. The best time to make a positive change is now for both your work life, and more importantly, your whole life.

We're interested in hearing your thoughts on living your values in the workplace. Please share them with us.
~ Jackie Sonnabend

Welcome

2010-06-07T20:42:00.001-04:00

Hey... glad you found us! Welcome to the newest addition to Ignite’s ever expanding social networking venues - THE BLOG! That’s right... we have taken the plunge and decided to fire up our summer with becoming expert bloggers. The whole idea for our blog is to spark your brain and your business by providing you with cutting edge business strategy, insightful and useful management development tools and articles that share information on how to make your business stronger. We will discuss, among other things, how to have a clear and succinct vision, how to enroll, engage and excite your teams, and also share with you best practices on creating dynamic organizations.

We want to hear from you, too. We love dialogue and debate and encourage you to jump into the fire with us and join in the conversation. Share with us your ideas and best practices and see if we can create some real synergies among businesses out there.

If you’re looking for a way to fire yourself up and have some great learning and sharing, then you have come to the right place because our goal is to ... IGNITE YOU!

To Blog or Not to Blog. . .

2010-06-03T10:47:00.000-04:00

“To blog or not to blog?” - I guess that really isn’t the question anymore! But what is the question???

I have been a skeptic, a stick in the mud, a curmudgeon. My company, Ignite, just recently went to an online newsletter from sending out a paper version, for god’s sake. Now I understand that we have to get rid of that and “blog” it. It is not that I am against progress, speed, ingenuity, free speech or opinions; in fact, those who know me well, think I have more opinions than Rush Limbaugh (as if that’s possible). What I am wondering is - what does the blog actually do - what does it actually mean? So I did some research.

Here is what I learned: Blogs can set you apart as an expert in your field. Blogs increase your exposure as a person and a professional. Blogs can enhance your webpage. Good blogs are done by people who are deep, creative thinkers. They have passion and interests and take time to express those interests in a unique way that makes people want to be part of the conversation. I learned that everyone should blog, but not all blogs are good. Some think blogs take too much time, without much return. Some say you need to blog a minimum of a year, before you can even tell if a return is possible. We, at Ignite, are just about to start to blog, and I realized from my research, that we are way behind. What is new to me is old to many.

So, it sounds like the upside outweighs the down, so clearly we should be blogging. So what is really bothering me? I guess it is the anonymity of it. Ignite is a training and development firm and we believe that face to face, interactive development creates positive change for individuals and companies. We do not think you get the same results from online training or virtual development. It feels like blogging is a bit that way. There is no true back and forth, where you can hear people’s voices or their tone, or see the energy in their body; asking questions in real time with dialogue feels different from typing. It feels like it is missing something.

There is another reason for my discomfort. I miss paper and pen. My mother is ill; she has end stage Alzheimer’s. Recently, we have been going through her “stuff”. There was lots of junk, but then we found a treasure trove of letters - letters back and forth between her and my father, letters between her and my grandparents, and letters from camp from my sisters and me to my parents - a wonderful, fabulous, rich, written history. I realize that my son will not have this experience, because for more than 15 years, the majority of my correspondence has all been via e-mail and online communication. My son and his friends hardly talk, much less write - they all text. It seems very sad to me.

I know this is the way of the future, or the way of the now, I guess I should say. So the question is answered! It is definitely not: “to blog or not to blog?” anymore; the question today is: “how can I create great content for my blog?” So we will blog and text and twitter, and I will do it happily, because I want to be the smart, creative blogger that engages people to be part of the conversation. It is my hope that through blogging we will not lose the personal connection, but increase it. You will get to know us and our service offerings better; the relative anonymity of our previously-static website will be enhanced and personalized by our blogging efforts; and ultimately, our blogs will help you make the decision to call us and make that connection.

What have your blogging experiences been like? Have they gained connections for you? We encourage your thoughts and feedback. To learn more about us go to: www.weigniteit.com and become the spark in your organization.