Winning Big Presentation - Arjun Sen, ZenMango

Arjun Sen, president of ZenMango and Restaurant Marketing Group gives a presentation on how to leverage the power of current customers in this trying economy. Why Now? Consumer spending, investor confidence, and available cash are all down, and business strategy must adapt or sink. Arjun Sen andthe ZenMango™ team have developed a method to win big in a down economy without spending cash. This method outlines which strategiesto throw out and which to implement now to build great corporate habits for a bright future in a hurting economy. LEARN HOW TO CALCULATE THE VALUE OF YOUR CUSTOMERS Arjun Sen will take you through the simplicity of the power of ones quantitative analysis; the impact will leave you astounded. DETERMINE HOW TO WOW 1 MORE™ Wow 1 More™ is Arjun Senstime tested, unique approach to customer loyalty. In this section, Arjun Sen will show you the need for Wow 1 More™, how to wow a customer, and common challenges brands face. MOVE CUSTOMERS UP THE LOYALTY LADDER Move customers into more profitable brand usage categories using solutions unique to your brand. Arjun will help you identify the simple mantra that will be your key to success as you try to refocus all your initiatives around customer needs. LEARN WHY CUSTOMERS ARE NOT COMING BACK Understand how to pin down specific reasons customers are not returning to your brand using Leaky Bucket® research. The Leaky Bucket® process gives your brand a set of mutually exclusive and comprehensively exhaustive reasons ...



http://www.youtube.com/watch?v=w2x1Rcp25N4&hl=en

Does A Best Leadership Style Exist?

So much is said [and written] about leadership. All questions are answered, it seems. How should you lead? What are the requirements to be a successful leader? How should a leader handle his/her followers? What are the better leadership styles? Everyone knows how to delegate, discipline, and develop your followers. We are also taught how to determine and use vision, mission, motivation and the like. In general, we live in times where the science of leadership, in all aspects has been thoroughly covered. Or has it?

I have often queried the fact that leadership gurus feel so secure in their statement that a 'one best leadership style' does not exist. How can they make such a statement when they have not properly researched the leadership style of the most important leader of all times? In my thesis and subsequent series of books on True Shepherd Leadership, I provide much evidence that a best leadership style does in fact exist, and that Christians are in fact instructed to apply the same leadership style. It is not as if we received a hint, pointing to the fact that if all else failed, we could perhaps consider this as a last resort, or handy alternative. We are admonished to go and do as Jesus did. We were supposed to lead according to the style that Jesus described and exhibited. We are supposed to be True Shepherd Leaders according to the example of Jesus.

Questions that need to be answered are: [a] How did Jesus lead, and [b] how do we know that it is the best leadership style?

Let us start with the second question, which to my mind is the easiest to answer. How can we say that the True Shepherd Leadership style, [the leadership style of Jesus Christ] is the best of all leadership styles? My suggestion to the doubtful ones is always to answer the following two easy questions: [i] Was Jesus in fact the most important leader ever on this earth, and [ii] would Jesus [being the Son of God] use an inferior leadership style, considering that He had all knowledge from eternal past to eternal future at His avail?

Beginning with the first question, all you need do is go to your local newspaper to prove that in fact Jesus is the most important leader ever. How does the newspaper prove this? Look at the date. It declares that today, [whatever the date], came up a certain number of years, months and days after the birth of Jesus. Wonderful is it not? Your calendar, diary, newspaper and magazines all witness to the existence of Jesus. Now, how many newspapers have you seen dated from the birth of Hitler, Kennedy, or Napoleon? If somebody had been printing such dates on papers, I have not seen any. I will not spend any more space to prove that Jesus is the world's most important leader ever, but if you disagree, do some research yourself on who had the greatest influence on the human race ever, and I am confident you will also come to the same conclusion.

Secondly, how do we prove that Jesus applied the best ever leadership style? Answer this: Why would the Son of God, who had foreknowledge of everything from the beginning of the earth, NOT utilize the best leadership style available? In all honesty, I have not heard any worthwhile argument against Jesus exercising the best leadership style.

But, for the sake of the doubtful ones, let us think this over. The eternal all-knowing God provided mankind with a complete and perfect redemption plan. This plan was not only perfectly planned, but also perfectly timed. Making a study of God's redemption plan, you cannot but stand in awe. Everything was so perfectly planned, and nothing was left to coincidence. You can look at many examples, such as for instance crucifixion as mode of capital punishment, or the total eclipse of the sun after Jesus' death. Jesus' crucifixion was foretold by prophets hundreds of years before. The words that Jesus uttered on the cross are recorded in the book of Psalms. There are so many facts making up the totality of the redemption plan, that it is unthinkable that God would have left anything to chance.

Why then, would He not have specifically designed and planned the leadership style of Jesus in the same meticulous manner? Jesus' leadership style would have been perfectly planned as everything else, and therefore I cannot be convinced that He made use of a leadership style which was anything but the best.

Returning to the first part, namely what was the leadership style of Jesus really like, let us consider a few facts. Jesus [again without coincidence] came to earth in a time when farming [and especially sheep farming] was well-known and widely practiced. If a person came to any local school today and started talking about the behaviour of mountain sheep, chances are that no child in the school would have any knowledge about it. Not so in Jesus' time however. Sheep, sheep farming, and the behaviour of sheep were well known. Sheep farming were part of the community.

Hence, unlike today, when Jesus declared I am the Good Shepherd, His audience knew exactly what He was referring to. They knew sheep, and they knew shepherds. They knew what good shepherds would be doing well and what poor shepherds would be doing wrong. They knew about wolves, lions, and other dangers that threatened sheep. They also knew that there were people out there that pretended to be real shepherds, but who were actually only doing the job of a shepherd for the money they could make out of it. However, as soon as any danger threatened, their loyalty to their own bank accounts showed, as did their disloyalty to the sheep.

Jesus is the Good Shepherd, the Perfect Shepherd. He is The Shepherd of all shepherds. Jesus knows about the needs of sheep as well as the needs of shepherds. He is the only person to have lived both in heaven and on earth, and having experienced the personal presence of God as well as the physical hardships of mankind. Jesus is the only person worthy of being given the title of Good Shepherd.

And when Jesus spoke to His disciples on this subject, and wanted to teach them how they should behave towards their followers when they take over the flock after He went back to His Father, He began by describing it in two well-known sentences, namely: I am the good shepherd: the good shepherd giveth his life for the sheep. (John 10:11 KJV)

Is there such a thing as a best leadership style? I believe there is. It is the leadership style of Jesus Christ, which I call True Shepherd Leadership.

Dr Gerrit van Vuuren [Ph.D.] is Principal of the Shepherd Leadership Institute. http://www.shepherdleader.co.za At the age of 30 he accepted Jesus as Saviour, resulting in a radical conversion, a radical calling, and a radical ministry. Dr Gerrit wrote a research doctoral thesis on the 'leadership style of Jesus Christ', and has a calling to teach the body of Christ to understand and apply Jesus' leadership style, which he calls True Shepherd Leadership © For more information, e-mail him at gerrit@shepherdleader.co.za

Leadership Training - Braveheart Voice Over

Just a funny voice over we did for our leadership training at PSBC



http://www.youtube.com/watch?v=hy9y5P0tD3o&hl=en

Work Styles - Mix And Match For The Most Effective Style

Jane and Bob have their team, and they are very happy with them. They understand each team member's work style, and now they can eliminate and minimize any negative impact caused by putting together people whose work styles are not complementary. In addition, Jane and Bob can actually use their understanding of work styles to create a more cohesive team.

Let's find out what Jane and Bob already know.

When Jane and Bob talk about work styles, they're referring to each team member's work style, how he or she gets work done, as well as leadership work styles, how leaders lead.

Leadership work styles include

• 
  authoritative/decisive - This leader is a take charge type, confident, and decisive. She delegates details and responsibilities well, and has a great demand for perfection. Think "take charge!"
  


• 
  persuasive - This leader type gets things done through influence. He influences convincingly and with determination. He believes in people, and is devastated when someone lets him down. This person is an effective and enthusiastic team builder. He is all about people.
  


• 
  caretaker/persistent - She is usually promoted from within, and employees respect her. She has a stabilizing effect and keeps things running harmoniously; however, she prefers the pace to be set by another, external source. She can then take action and adjust as needed. She makes the best of what comes along and persistently presses towards the goal. She's the diplomat.
  


• 
  procedural/traditional - He follows the systems that have already been established. He is an effective leader through factors of rules, regulations, and proven methods. Accuracy, quality, and a high regard for uncompromising interest in correct results define this leader.
  

Whatever the leadership style, each can get the job done, the action items checked off, and the goal met. However, it doesn't just stop with knowing what the leader's work style is. The leadership work style must work and play well with others, meaning the work styles of the team members.

Matching the leadership work style with the team's needs and work styles will be more effective than not paying attention to it at all. For example, if Jane and Bob have members on their team that do not respond well to decisions being made without their input, then an authoritative/decisive leadership style is not going to work well.

Members' work styles include

• 
  dominance - She automatically knows if it works or not, and her primary concern is getting things done. She's action-oriented, fast, and decisive, but she can be impatient with implementation, for example, if it takes too long.
  


• 
  extroversion - He tends to say, "That will work, but it would be even better if..." He works well with others, is creative, and wants to include/encourage others. He can also be diverse, but he loathes the detail, except in presentations. He can get carried away with too many ideas, so a good leader must limit his focus.
  


• 
  pace/patience - She needs time to think about it, although once she gets going, she's dependable, works methodically, and gets routine jobs done with little resistance. She can only take on one new task at a time, and she is paced to the deadline. She can often get lost in the importance of completing the task, and can't always foresee what else is needed to complete the task
  


• 
  conformity - He will compare the way you're doing it now to how it has been done in the past, and point out all the reasons it can't be done this way. He's very organized, has deliberate actions, and is thorough and punctual. His work will be accurate and complete.
  

So what?

Jane and Bob, knowing what the various work styles of their staff are as well as their own leadership styles, can mix and match accordingly. They know that someone with a conformity work style is best led by someone with a procedural/traditional leadership style But what if there's no choice? If Jane and Bob are both persuasive, not procedural/traditional, they need to understand that a high conformist team member likes rules, procedures, and details. The more specific they can be with their conformist team members, then the more productive and happy (which means even more productive) the team members will be.

Jane and Bob also know the following

• 
  Often team conflict arises due to differences in work style between the leader and the team. It could be a work style difference, or may even be a cultural or gender issue
  


• 
  Team conflict can arise when you have the wrong people (from a work style perspective) placed in the wrong role or position on the team
  


• 
  Matching the work styles with the roles and tasks and with other team members will produce a more effective team with less conflict
  


• 
  If they can't match (which is more likely), then knowing the work style characteristics of their own leadership style as well as those of the team members will make the project run more smoothly, keep it on track, and keep everyone happy - which all translates into a successful project.
  

Jane and Bob are off to mix and match to get the best, most effective team for their project!

Find out more about how Jane and Bob manage teams and create a more efficient work environment. Sign up for "How to Lead Them to Water AND Get Them to Drink" at http://www.incedogroup.com

Situational Leadership

This is a learning object on situational leadership. It was designed to assess student engagement. Dilbert cartoon from www.youtube.com



http://www.youtube.com/watch?v=vRIIT7QW5vc&hl=en

Innovative Leadership - Substance versus Style!

This may come as a surprise but when it comes to
innovative leadership, substance wins out over style every
time.

Most organizations focus their time, attention and money on
training or recruiting operational, activity-based leaders -
however, very few companies devote any investment in the
development of innovative leadership competences.

Unlike traditional leadership, style isn't as important as
the substance of an innovative leader.

Leadership styles usually involve strategic solutions to
tactical challenges - leaders employ styles to influence,
govern or relate to people.

Innovative leadership depends on the substance of one's
innovation strategy, the model for innovating in use, the
principles and fundamentals of the technologies involved in
the innovation, and the organizational elements needed to
make the innovation successful.

What follows are some criteria you can use to identify,
recruit, develop and improve the capabilities of qualified
candidates for your innovative leadership ranks.

Tip-1 - Has Acquired a Broad, Insightful Knowledge of the
Humanities, Technologies or your Industry

This candidate has extensively read or written about and
possesses in-depth experiential knowledge of one or more of
the following areas:

1. Understands the challenges of the human condition
   [perhaps worked as a missionary, been a volunteer, or lived
   and participated in the affairs of a foreign community],
   
   


2. Knows one or more of the technologies critical to your
   organization's success or
   
   


3. Worked in the exact or a related industry or has
   experience working with a similar business model as yours

The more of these experiences and knowledges a candidate has
acquired, the more likely she is to have the potential for
becoming a superior innovative leader.

An ideal profile might look like this:

"Candidate-A is a former relief aid worker who lived and
worked in 2 or more other countries, who studied technology
while in school and who worked for 3 years as a part-time
associate at a competitor company."

Tip-2 Appreciates Why the Engineering of Systems, Cycles,
Processes and Graphic Representations Are Primary Causes for
Organizational Success

Your search for and promotion of qualified candidates for
innovative leadership positions must include those persons
who are able to eloquently express or demonstrate the
requirements for and importance of systems, cyclical
principles, processes and graphical depictions of key
business elements.

Those candidates who have this level of appreciation for
core organizational components will have performed
prodigious amounts of work on them or spent significant
amounts of time trying to refine, improve or radically
change the systems, cyclical or process-oriented natures, or
graphical representations of their work environments or
operational model.

You're likely to find these types of employees working
within your midst, or they may have recently joined your
organization from other companies.

Tip-3 - Embraces, Leads or Has Experienced and Is Now
Prepared for Radical Change

While most people either avoid making changes or prefer not
to undergo change, innovative leadership demands an
emotional and psychological acceptance of or a positive
mental attitude for the constant realities of change.

In keeping with the themes of Tips one and two, you will
discover these people have experienced serious changes in
their living conditions or locations, work environments or
situations and in their job descriptions or knowledge
bases.

You may want to groom these people by helping them
strengthen their relationship-building, communications,
collaboration and cooperation and coaching skills. Your
investments of time and money would be well rewarded.

------------------------------------------------------------

The famous innovator, entrepreneur and industrialist, Howard
Hughes, purportedly said, "Never judge a man by his
appearnace, always judge him by his experience!" His
sentitment is the dominant theme of this article.

You can not evaluate a person based on what you see, you
must use conversations to determine their worth to your
organization instead. A scripted interview or your everyday
homogenuous scoring sheet system is not likely to identify
truly innovative leadership candidates.

Who would have hired Bill Gates as a software developer,
Warren Buffet as stock broker, Sir Richard Branson as an
entrepreneurial leader or Steve Jobs as a CEO using ordianry
hiring criteria and methods?

"Books were my pass to personal freedom. I learned to read
at age three, and soon discovered there was a whole world to
conquer that went beyond our farm in Mississippi."

- Oprah Winfrey, Entertainment and Social Entrepreneur

Nearly every innovator has been a serious student of life,
technology or business - the majority of innovative leaders
are readers or experimenters or doers in their subject
matter of choice and interest.

You will discover what the true secret of innovative
leadership is: innovators have a passion, commitment and
loyalty for pursuing and being excellence. In a word,
innovative leaders will put substance above style everytime.

Copyright © 2006, Mustard Seed Investments Inc.
All rights reserved.

About the Author: Bill Thomas energizes your innovative leadership & innovations via Imagination Age methods - his books, software & training programs empower business skills & processes, improve strategic advantages, produce tangible value & deliver powerful results! See how his Executive Briefings, Management Handbooks, Professional Guides & Innovation Workshops:
"Super-Seed & Sustain Your Innovative Leadership Power!" http://www.leadership-toolkit.com/innovativeleadership.php

Thomas D. Hinton - Universal Laws, Concepts and Styles for Sound Decision-Making

Thomas D. Hinton - Universal Laws, Concepts and Styles for Sound Decision-Making- This is Module 2 of the instructional program "Managing as a Leader: Decision-Making with Mind and Heart" created/copyrighted by Miguel A. Cardenas as part of the ITC Annual Series entitled "Strategies for Competitive Performance". itc_050803_E_hp2.wmv



http://www.youtube.com/watch?v=bYHDfRsPE_M&hl=en