Bill Gate’s best seller on business (see below) deals with the Chairman of a company and his or her Information Technology (IT) department, especially at large corporations. Make the company’s Information organization relevant to the company builds a power base and helps to sustain the company’s competitive edge with customers.
Robert Dilenschneider, in his book “Power and Influence - -The Rules Have Changed,” terms this the requirement to “accept, adapt and accelerate - - or atrophy” within an organization. His reference here seems intertwined with most things “IT” within an organization. Ignore them or refuse to go alone with IT’s changes to the business can mean the end of a rising career. Not all IT change is positive, obviously, or timed correctly, or budgeted for well, but the power/influence player quickly learns the when’s, why’s and how’s to succeed. First, one has to become aware of the big picture. IT matters.
Neither Mr. Gates nor Mr. Dilenschneider believes it is necessary for an employee, manager or company leader to “master” any of this technology. In fact, Mr. Gates notes that if one knows too many of IT’s acronyms, you probably know too much to manage IT projects in strategic ways. You can easily become too close to technology, in a very real sense.
IT data collection and distribution to an organization’s leaders of newer, more up-to-date and customer-focused data can become powerful tools for managing and “evolving” the business positively. The opportunity for today’s leaders is leading the development of a company’s IT technologies, in new ways, for increasing productivity and profits.
Mr. Gates notes that knowledge of Information Technology areas varies WILDLY across the senior ranks of a business. For example, we all remember how many companies got their employees to start using e-mail. The President or Chairman started using email, personally. Suddenly, EVERY employee started opening their emails and using those computers that had been collecting dust in the corner of their offices. Ditto for laptops used offsite, and today’s dreaded Blackberries and smart phones with Internet capabilities. One is never free of the boss or one’s office. Power players recognize and understand the new playing board.
Mr. Gates puts it bluntly: “…the CEO must recognize the strategic importance of technology as he or she does with other important business initiatives and lead the way.” This, from the world’s richest guy.
Start with a baseline understanding of computers. Get your IT involved in committee meetings involved with core business operations. As a power play, you need to chair and manage these meetings through your contemporary knowledge of the business, your competitors and technology, Mr. Dilenschneider might say.
IT mistakes are possible, but the responsibility stays with the CEO for not properly spearheading the focus for technological applications. Standing up for and against one’s one company’s IT and Operations departments can prove both difficult and career killing (or result in huge increases in power and influence).
Mr. Dilenschneider sums it all up: “If your profession or industry has not been turned upside down yet, you can bet it’s dying or soon will be. Denial of technological realities or failure to adapt to everyday technology may mean losing your job.”
We ignore technology at our peril. Mr. Gates agrees, wholeheartedly. We’re all on the same page, here. It’s the realities of daily IMPLEMENTATION of these power and influence building skills that can elude the average bear.
Tuesday, November 6, 2007
Company vs. Personal Power, Influence
“If the 1980s were about quality and the 1990s about reengineering, then the 2000s will be about velocity,” wrote Bill Gates, unarguably the richest and most powerful man in the country, maybe the globe. (“Business @ The Speed of Thought, Using a Digital Nervous System” Bill Gates, Warner Press.)
He visualized, even a few years ago, how quickly the nature of business would change and that information access would alter our lifestyles…and consumers’ expectations of a business. In this sense, Mr. Deilenschneider seems to have gotten his message absolutely correct about the powerful being the ones who understand and use the speed of change . . . to their advantage.
Gates noted that what used to take 50 years, we do in 10, because of the flow of digital information. Every industry has been touched, affected dramatically, from real estate (Main Street) to Wall St. Numerous jobs are no longer needed. New ones go wanting. Old ones change, shrink and expand together. The influential and powerful see this large picture in their own office, on their own street and in their own family. Change. Power. Influence. They’re all tied together.
Gates terms this the Web Workstyle. The rest of us might call it digital or technological knowledge to survive and thrive at the office, while maintaining and growing one’s power base. He uses the example of the human biological nervous system, reacting automatically to stresses and strains, to a company’s nervous system that hasn’t quite figured out how to react as quickly and instinctively as it might. Management of the company’s systems takes courage and foresight.
He notes, strongly, that from the CEO on down, employees need to become comfortable with these rapid changes and new digital technologies in order to understand how they are, or could, change business processes. He divides HIS 12 key steps as ones involving “knowledge work,” “business operations,” and “commerce,” which is defines as interaction with suppliers and customers.
Mr. Gates focuses on leaders who use new technologies to streamline and modernize their business’ processes, making strategic thought an ongoing process. Mr. Dilenschneider seemingly captures these messages and translates them into ways for employees to become PERSONALLY more powerful and influential. The business should also succeed.
After all, it’s one thing for the business to do better, and an entirely different thing for an INDIVIDUAL to do better. Many a naïve employee has got the two mixed, driving the business ahead while nixing one’s own chances of success. Mr. Dilenschneider shows how to avoid this death spiral. This alone should drive readers to inspect, closely, the ideas put forth on these few pages.
He visualized, even a few years ago, how quickly the nature of business would change and that information access would alter our lifestyles…and consumers’ expectations of a business. In this sense, Mr. Deilenschneider seems to have gotten his message absolutely correct about the powerful being the ones who understand and use the speed of change . . . to their advantage.
Gates noted that what used to take 50 years, we do in 10, because of the flow of digital information. Every industry has been touched, affected dramatically, from real estate (Main Street) to Wall St. Numerous jobs are no longer needed. New ones go wanting. Old ones change, shrink and expand together. The influential and powerful see this large picture in their own office, on their own street and in their own family. Change. Power. Influence. They’re all tied together.
Gates terms this the Web Workstyle. The rest of us might call it digital or technological knowledge to survive and thrive at the office, while maintaining and growing one’s power base. He uses the example of the human biological nervous system, reacting automatically to stresses and strains, to a company’s nervous system that hasn’t quite figured out how to react as quickly and instinctively as it might. Management of the company’s systems takes courage and foresight.
He notes, strongly, that from the CEO on down, employees need to become comfortable with these rapid changes and new digital technologies in order to understand how they are, or could, change business processes. He divides HIS 12 key steps as ones involving “knowledge work,” “business operations,” and “commerce,” which is defines as interaction with suppliers and customers.
Mr. Gates focuses on leaders who use new technologies to streamline and modernize their business’ processes, making strategic thought an ongoing process. Mr. Dilenschneider seemingly captures these messages and translates them into ways for employees to become PERSONALLY more powerful and influential. The business should also succeed.
After all, it’s one thing for the business to do better, and an entirely different thing for an INDIVIDUAL to do better. Many a naïve employee has got the two mixed, driving the business ahead while nixing one’s own chances of success. Mr. Dilenschneider shows how to avoid this death spiral. This alone should drive readers to inspect, closely, the ideas put forth on these few pages.
Sunday, October 28, 2007
To the Humble Goes the Prize
“In the final analysis, only one’s family really matters,” writes Robert Dilenschneider. The contrast here is one’s ego or wall of fame (that proverbial wall of plaques and honors many accomplished professionals have on display, either in their offices or in their homes. It’s not necessary, he says. One’s self confidence should stand on its own, pictures of you with the President notwithstanding!
HUMILITY and ACCESSIBILTY - - that’s what important, from the kid shining your shoes to the loftiest Chairman of the Board. All individuals deserve the respect and humility the power-player can extend fully. Courtesy to all and being able to LISTEN as well, no matter how powerful or influential you become.
Put another way, believing one’s own news releases can be dangerous!!!!!
Your Blogster: Believing one’s own college references can be most difficult to entering Freshman at Ivy League colleges. Their high school teachers, parents friends and associates have bent over backwards to be kind in their accolades. It’s you, the student, who now has to perform at the college level, from scratch and without help, reference letters or not!
He points out that the more powerful one becomes, the more important it is to be restrained in dealing with those surrounding you that hold extreme views and opinions. Another way of saying this is the powerful need to maintain a balance in their lives - - business and home lives in synch, avoiding extreme focus on one or the other. And, team players never let another down. Never. In doing do, it can be amazing what is RECEIVED in return.
Extending that helping hand to others, regardless of thanks or a returned favor, also sets the power player apart from peers. People rarely forget this help. Inoffensive questioning until one get to the inner core of other’s beliefs also can pay big dividends to the powerful and influential. In doing so, you give back to the organization and the institution in meaningful, essential ways.
Pro bono work (extended at no cost with no expectation of return) also separates the leader from the powerful and influential. Similarly, remembering one’s friends and, occasionally, asking them for help can be very useful to gaining and wielding power.
This network building also differentiates the powerful from the others. They maintain contacts and nurture these relationships to the betterment of both. Finally, their vigilant to opportunities around them and seize the moments, for sure, for action.
HUMILITY and ACCESSIBILTY - - that’s what important, from the kid shining your shoes to the loftiest Chairman of the Board. All individuals deserve the respect and humility the power-player can extend fully. Courtesy to all and being able to LISTEN as well, no matter how powerful or influential you become.
Put another way, believing one’s own news releases can be dangerous!!!!!
Your Blogster: Believing one’s own college references can be most difficult to entering Freshman at Ivy League colleges. Their high school teachers, parents friends and associates have bent over backwards to be kind in their accolades. It’s you, the student, who now has to perform at the college level, from scratch and without help, reference letters or not!
He points out that the more powerful one becomes, the more important it is to be restrained in dealing with those surrounding you that hold extreme views and opinions. Another way of saying this is the powerful need to maintain a balance in their lives - - business and home lives in synch, avoiding extreme focus on one or the other. And, team players never let another down. Never. In doing do, it can be amazing what is RECEIVED in return.
Extending that helping hand to others, regardless of thanks or a returned favor, also sets the power player apart from peers. People rarely forget this help. Inoffensive questioning until one get to the inner core of other’s beliefs also can pay big dividends to the powerful and influential. In doing so, you give back to the organization and the institution in meaningful, essential ways.
Pro bono work (extended at no cost with no expectation of return) also separates the leader from the powerful and influential. Similarly, remembering one’s friends and, occasionally, asking them for help can be very useful to gaining and wielding power.
This network building also differentiates the powerful from the others. They maintain contacts and nurture these relationships to the betterment of both. Finally, their vigilant to opportunities around them and seize the moments, for sure, for action.
Tuesday, October 23, 2007
Power Players Gather Consensus, Sacrifice Ego
Mr. Dilenschneider claims that a number of the real power players heading some of America’s largest companies know the importance of active listening and taking notes as subordinates share their opinions and strategic thinking. Skipping these steps along the way can spell D I S A S T E R for many a Chief Executive Officer, he writes.
Reaching the top spot also requires utilization of all the communications tools on one’s desk: Email, search engines on the web, and similar communications tools. In the end, the beneficiaries of these power-layers include shareholders, employees, customers and one’s top company officers.
Grasp the nuances of what people are reporting. Synthesize the issues and produce solutions to problems at hand. Generally, these activities play to one’s strengths. How seemingly effortless this advise seems to be!
First, one has to figure out who one really is. You can’t listen with empathy and understanding unless you know yourself well - - well enough to keep your mouth shut, while demonstrating a passion for understanding and other people’s feelings and skills, one of which may NOT be oral communications.
Next, smart people have this intuitive sense about smart decision making. They’re born with it or, perhaps, can learn some of it (your Blogster hopes). When the critical moment of decision comes, they’re ready with answers. People follow this powerful and influential tactic.
Sometimes there’s a “eureka moment.” Usually this is preceded by carefully planned and executive research about one’s business, customers and competitors. A clear focus on the business, minus distractions, equals a success of your own making. Be inquisitive and focused…determined. Single-minded at times. Timely research and patience on communications reward the power player. Know what works and what doesn’t; what’s been tried and what can be tried. Take nothing for granted. When the moment arrives, you’re ready to lead the way.
Understanding one’s environment appears most critical as a success factor. Power players draw a unique perspective and apply it at the right moment to build a power and influence base. Sounds "do-able" if one follows this roadmap.
Reaching the top spot also requires utilization of all the communications tools on one’s desk: Email, search engines on the web, and similar communications tools. In the end, the beneficiaries of these power-layers include shareholders, employees, customers and one’s top company officers.
Grasp the nuances of what people are reporting. Synthesize the issues and produce solutions to problems at hand. Generally, these activities play to one’s strengths. How seemingly effortless this advise seems to be!
First, one has to figure out who one really is. You can’t listen with empathy and understanding unless you know yourself well - - well enough to keep your mouth shut, while demonstrating a passion for understanding and other people’s feelings and skills, one of which may NOT be oral communications.
Next, smart people have this intuitive sense about smart decision making. They’re born with it or, perhaps, can learn some of it (your Blogster hopes). When the critical moment of decision comes, they’re ready with answers. People follow this powerful and influential tactic.
Sometimes there’s a “eureka moment.” Usually this is preceded by carefully planned and executive research about one’s business, customers and competitors. A clear focus on the business, minus distractions, equals a success of your own making. Be inquisitive and focused…determined. Single-minded at times. Timely research and patience on communications reward the power player. Know what works and what doesn’t; what’s been tried and what can be tried. Take nothing for granted. When the moment arrives, you’re ready to lead the way.
Understanding one’s environment appears most critical as a success factor. Power players draw a unique perspective and apply it at the right moment to build a power and influence base. Sounds "do-able" if one follows this roadmap.
Thursday, October 18, 2007
Power & Influence: The Indian Connection
One of the interesting things about this book is the breadth of illustrations, that is, “power examples” for discussion and practical lessons learned. Buried deep in the middle of the book, Mr. Dilenschneider delves into the recent history of India’s Mahatma Gandhi and his protégé Jawaharlal Nehru, India’s first prime minister after independence from Great Britain.
While one doesn’t normally associate Gandhi with “power,” one can easily picture him as INFLUENCING MILLIONS of people in his country and abroad. The author points out that Gandhi cleverly utilized the tools of power and influence to his advantage, while seizing the opportunities he spotted early on. They both ended up wielding power before much of today’s technological breakthroughs in communications, using stubbornness, sticking to principles and understanding the political scene.
To serve his cause, Gandhi utilized the telegraph and radio to get out his messages. In doing so, he managed to overthrow British colonial rule with a velvet glove, to the advantage of both. Nehru’s son carried on the tradition using many of today’s communications tools overlaying sound principles and knowledge of the political scene.
The analysis is most interesting and not one read about in any detail in most books. Of course, today, you can’t buy an electronic product without finding an Indian on the other end of your technology calls for support.
Your Blogster might add that a similar case might be made for the leadership of Singapore, in recent years, with their quantum leap into a computerized city environment and leveraging today’s software technologies to leap infrastructure shortcoming. In this case, the leadership maintained and grow their powers by creating an environment for computer training, learning and applications the world had never seen in such a short period of time, again, raising all boats proportionally.
While one doesn’t normally associate Gandhi with “power,” one can easily picture him as INFLUENCING MILLIONS of people in his country and abroad. The author points out that Gandhi cleverly utilized the tools of power and influence to his advantage, while seizing the opportunities he spotted early on. They both ended up wielding power before much of today’s technological breakthroughs in communications, using stubbornness, sticking to principles and understanding the political scene.
To serve his cause, Gandhi utilized the telegraph and radio to get out his messages. In doing so, he managed to overthrow British colonial rule with a velvet glove, to the advantage of both. Nehru’s son carried on the tradition using many of today’s communications tools overlaying sound principles and knowledge of the political scene.
The analysis is most interesting and not one read about in any detail in most books. Of course, today, you can’t buy an electronic product without finding an Indian on the other end of your technology calls for support.
Your Blogster might add that a similar case might be made for the leadership of Singapore, in recent years, with their quantum leap into a computerized city environment and leveraging today’s software technologies to leap infrastructure shortcoming. In this case, the leadership maintained and grow their powers by creating an environment for computer training, learning and applications the world had never seen in such a short period of time, again, raising all boats proportionally.
Monday, October 15, 2007
Change: Who to blame?
A major difference between this book and say the book The 48 Laws of Power, by Robert Greene, is how each addresses CHANGE.
Mr. Dilenschneider notes time and time again that one should embrace new technologies in order to survive and grow in power and influence within an organization.
Mr. Greene, in contrast, preaches that one should talk about the NEED for change but not to change or reform too much at once. He says that while everyone understands the need for change, in the abstract, day-to-day change of any magnitude can be traumatic to an organization, even spark a revolt. In both cases the power-player is doomed.
In this “power” book, he notes that the true power grabber should make a “show” of respecting the old way of doing things, before tossing them out the window. Not everyone agrees with this concept, for sure.
By becoming identified with change, even leading its execution, one can become the “execution-ee” as well, especially if the changes only partially succeed. Exposing oneself to the “absolute embrace” of specific changes can eliminate promising careers, it seems, in many organizations, as one becomes the scapegoat for failed ideas.
This author says to never underestimate the “conservatism” of those around you in an organization.
Mr. Dilenschneider prefers to use new, disruptive technologies to effect change and communicate its results, rather than becoming the target of the changes themselves. Let everyone participate in these new technologies you have mastered and embraced. One wonders…..
Mr. Dilenschneider notes time and time again that one should embrace new technologies in order to survive and grow in power and influence within an organization.
Mr. Greene, in contrast, preaches that one should talk about the NEED for change but not to change or reform too much at once. He says that while everyone understands the need for change, in the abstract, day-to-day change of any magnitude can be traumatic to an organization, even spark a revolt. In both cases the power-player is doomed.
In this “power” book, he notes that the true power grabber should make a “show” of respecting the old way of doing things, before tossing them out the window. Not everyone agrees with this concept, for sure.
By becoming identified with change, even leading its execution, one can become the “execution-ee” as well, especially if the changes only partially succeed. Exposing oneself to the “absolute embrace” of specific changes can eliminate promising careers, it seems, in many organizations, as one becomes the scapegoat for failed ideas.
This author says to never underestimate the “conservatism” of those around you in an organization.
Mr. Dilenschneider prefers to use new, disruptive technologies to effect change and communicate its results, rather than becoming the target of the changes themselves. Let everyone participate in these new technologies you have mastered and embraced. One wonders…..
Thursday, October 4, 2007
Power's Evolution
In one of Stephen R. Covey’s books, he relegates to the appendix a most interesting exercise in quantifying the different leadership theories, from the Great Man theory, to Spiritual Leadership. Between the lines it seems obvious that these leadership, and indirectly power and influence as well, MAY evolve over time, even over centuries, if one watches, charts them and keeps a bibliography.
While Mr. Dilenschneider delves, not at all, into the history of powerul and influential techniques (other book, perhaps), the Covey book makes one pause for a few minutes. Is there no historial literature about effectively seizing power and influence? Are these new concepts - - the concept that one can get BETTER and BETTER at these elusive tools until one becomes successful?
Maybe so.
Let’s try it.
In the 18h century, farmer Americans led by the few educated political minds, seized the ultimate power and influenced a rag-tag group of disinterred city-states into throwing off the yokes of so-called Colonial Tyranny. Federalist papers decried in so many words what should be done. The classics inspired worldly declarations and constitutional ideasl. The most powerful man of the day, humble George Washington, citizen-soldier and plantation owner, carried the day and took the ultimate “power” seat - - the Presidency. He filled the "power and influence" vacuum of the moment, as one might in any company at any given moment if ready and aggressive.
Emerging political parties recognized the powers of the new government as a double-edged sword, both helping and hurting their self interests.
During the 19h century, Americans turned inward on their fellow citizens holding field laborers in the tyranny of slave bondage. It was one thing to get the crops in on time, inexpensively, and quite another to “own” an individual, his family and all his waking moments - - slavery: the sort of ultimate power trip for the slave-owner. They fought a terrible, bloody war over this, with Lincoln the humble leader forcing change and enforcing federal powers.
Turning to this past century, a single power-player in Germany, and another in Italy, and one in Japan, all conspired to force their political and social agendas on their own countrymen and one’s adjacent to them . . .with disastrous results. Power, apparently, has it limits, even when enforced with might.
Then came the rise in what might be called the linguistic power players. They invented new power- and managment-speak language that merged scientific and mathematical principles into a new leadership mumbo-jumbo of this sort: “Theories and Models of Interactive Processes, Multiple-Linkages Model, Multiple-Screen Model, Vertical-Dyad Linkages, Exchange Theories, Behavior Theories, and Communications Theories.” Whatever, as the kids say oh-so-freqently. This morphed into Integrative Transformational, Value-Based theories to further boggle the minds of the unsuspecting. Consults thrived on both explaining and inventing new nonsensical company-speak.
This century most people have NO TIME for SUCH UTTER NONSENSE, your Blogster opines. Get it to me punchy-quick; there’s no time. Time is still money. I’m multi-tasking and losing. Lay it on me and get out of the way. I'm doing my email from Hong Kong and my text-messaging from my parents in Canada.
(Your Blogster reports: On a recent visit to Hong Kong, he saw a young many listening to an MP3 player, while playing an on-line video game and texting his parents in The Philippines, all at a public kiosk in an indoor shopping mall, while sipping decaf. coffee.)
This is pretty much to opposite what Robert Dilenschneider has been writing all along. Keep It Simple, Stupid (KISS), though he has the good sense not to actually write this cliché. Examine yourself, trust in your horse sense, built a moral center, serve your clients by staying in tune with the world's changing and emerging electronics, add value. What better prescription for power, influence . . . and just being a better person!!!!!
Of course, it’s pretty easy to get trampled on, so keep your mentoring relationship strong and protective of your best interests. You’re gonna need it!
While Mr. Dilenschneider delves, not at all, into the history of powerul and influential techniques (other book, perhaps), the Covey book makes one pause for a few minutes. Is there no historial literature about effectively seizing power and influence? Are these new concepts - - the concept that one can get BETTER and BETTER at these elusive tools until one becomes successful?
Maybe so.
Let’s try it.
In the 18h century, farmer Americans led by the few educated political minds, seized the ultimate power and influenced a rag-tag group of disinterred city-states into throwing off the yokes of so-called Colonial Tyranny. Federalist papers decried in so many words what should be done. The classics inspired worldly declarations and constitutional ideasl. The most powerful man of the day, humble George Washington, citizen-soldier and plantation owner, carried the day and took the ultimate “power” seat - - the Presidency. He filled the "power and influence" vacuum of the moment, as one might in any company at any given moment if ready and aggressive.
Emerging political parties recognized the powers of the new government as a double-edged sword, both helping and hurting their self interests.
During the 19h century, Americans turned inward on their fellow citizens holding field laborers in the tyranny of slave bondage. It was one thing to get the crops in on time, inexpensively, and quite another to “own” an individual, his family and all his waking moments - - slavery: the sort of ultimate power trip for the slave-owner. They fought a terrible, bloody war over this, with Lincoln the humble leader forcing change and enforcing federal powers.
Turning to this past century, a single power-player in Germany, and another in Italy, and one in Japan, all conspired to force their political and social agendas on their own countrymen and one’s adjacent to them . . .with disastrous results. Power, apparently, has it limits, even when enforced with might.
Then came the rise in what might be called the linguistic power players. They invented new power- and managment-speak language that merged scientific and mathematical principles into a new leadership mumbo-jumbo of this sort: “Theories and Models of Interactive Processes, Multiple-Linkages Model, Multiple-Screen Model, Vertical-Dyad Linkages, Exchange Theories, Behavior Theories, and Communications Theories.” Whatever, as the kids say oh-so-freqently. This morphed into Integrative Transformational, Value-Based theories to further boggle the minds of the unsuspecting. Consults thrived on both explaining and inventing new nonsensical company-speak.
This century most people have NO TIME for SUCH UTTER NONSENSE, your Blogster opines. Get it to me punchy-quick; there’s no time. Time is still money. I’m multi-tasking and losing. Lay it on me and get out of the way. I'm doing my email from Hong Kong and my text-messaging from my parents in Canada.
(Your Blogster reports: On a recent visit to Hong Kong, he saw a young many listening to an MP3 player, while playing an on-line video game and texting his parents in The Philippines, all at a public kiosk in an indoor shopping mall, while sipping decaf. coffee.)
This is pretty much to opposite what Robert Dilenschneider has been writing all along. Keep It Simple, Stupid (KISS), though he has the good sense not to actually write this cliché. Examine yourself, trust in your horse sense, built a moral center, serve your clients by staying in tune with the world's changing and emerging electronics, add value. What better prescription for power, influence . . . and just being a better person!!!!!
Of course, it’s pretty easy to get trampled on, so keep your mentoring relationship strong and protective of your best interests. You’re gonna need it!
Blogs: Early Warning System
Ignore blogs in your field at your peril, Mr. Dilenschneider writes. They can be sources of innovation, ideas, trends, you-just-about-name it. Read as many as you can, take from all, within the bounds of reason.
The irony of all this, of course, is that fewer and fewer Americans are reading than ever before! More are writing and fewer are reading. But traditional news channels, including TV, newspapers, magazines and radio, miss so much these days, blogs fill that void.
The concept here, the connecting of the dots, may seem obvious but also many have eluded most: News media outlets ALSO are downsizing and rightsizing their businesses. They must do more with less, missing so much. Enter the blogs!
The down side: No human contact. Without this, all the blog reading in the world won’t help. Relying on technologies for making those key relational contacts goes for naught. There’s always room for the personal touch, he writes, for the true power player.
The irony of all this, of course, is that fewer and fewer Americans are reading than ever before! More are writing and fewer are reading. But traditional news channels, including TV, newspapers, magazines and radio, miss so much these days, blogs fill that void.
The concept here, the connecting of the dots, may seem obvious but also many have eluded most: News media outlets ALSO are downsizing and rightsizing their businesses. They must do more with less, missing so much. Enter the blogs!
The down side: No human contact. Without this, all the blog reading in the world won’t help. Relying on technologies for making those key relational contacts goes for naught. There’s always room for the personal touch, he writes, for the true power player.
So, You’re Out on the Street
How does Robert Dilenschneider attack this major problem of an increasing number of individuals, oftentimes in mid-career? Your company has been taken over by another and their philosophy is fundamentally different than yours. Or your company has begun that inevitable Wall-Street demanded downsizing, outsourcing and “right-sizing” - - which all translates into getting rid of a lot of employees. Then there’s the purge of the high-priced folks and those over 50.
He puts it bluntly: “In this age of corporate downsizing, mergers, outsourcing, layoffs, and mass dismissals….” Know that the so-called paternal corporation is dead. Hating them after you leave is to hate nothing. They may hate you two seconds. Try not to give it another thought—just about impossible advice to follow, but outwardly to a spouse, maybe, your Blogster says.
How do Power and Influence factor into this situation. Here the book falls somewhat flat, since not a lot of unemployed people want to exercise power and influence where they pick up their unemployment insurance! They may want to go back and put their former employers in bondage or set fire to their old office, but that’s another sort of book called: “Revenge of the Once Working.”
Yet, he does cite personal examples, several actually, of people who did this very thing, though most are top, chief executives already, so that “climb to the top” has been skipped.
He notes the importance of relationships with former employees in your old company (not to let these relationships dry up) and relationships with former clients. Many of these contacts could empathize with your situation, even loan you money for that start-up you’ve always planned, perhaps. (He claims to have turned one of these venture capitalists down, though this seems just a little far-fetched…). Power plays, one supposes, like to run the show and keep the spoils, not share them or be run in their organization by someone else!
The key message: Power and influence, while heady and lucrative, also are “transitory and elusive,” he notes. Be ready and be prepared (it never let the Boy Scouts down…). In fact, preparations can take place while ON THE JOB.
The message: Know how you got power and how easily it can be taken away…and what to do about it. But also be realistic: Know that many alternatives you try may not work. Moving on mentally and emotionally can help.
He points out that one should be ready to start over, start over and start over again during one’s career.
He adds that it takes nerve, smarts, a plan and technology’s reach via on-line job searches, etc. Never let the organization beat you down, an associate adds.
Remembering one’s strengths, while keeping in mind that people are willing to let you help/serve them and pay for things of value. Become valued and prosperous at the same time.
Betting on yourself can hurt, too.
While somewhat placating and pleasant reading, this chapter might be worth a quick read only, without pondering hidden meanings. It’s a straightforward treatise on getting things right, despite humiliation, and forging ahead in your field. When in doubt, form your own business - - truly the neatest revenge, one has to believe after reading these pages!
He puts it bluntly: “In this age of corporate downsizing, mergers, outsourcing, layoffs, and mass dismissals….” Know that the so-called paternal corporation is dead. Hating them after you leave is to hate nothing. They may hate you two seconds. Try not to give it another thought—just about impossible advice to follow, but outwardly to a spouse, maybe, your Blogster says.
How do Power and Influence factor into this situation. Here the book falls somewhat flat, since not a lot of unemployed people want to exercise power and influence where they pick up their unemployment insurance! They may want to go back and put their former employers in bondage or set fire to their old office, but that’s another sort of book called: “Revenge of the Once Working.”
Yet, he does cite personal examples, several actually, of people who did this very thing, though most are top, chief executives already, so that “climb to the top” has been skipped.
He notes the importance of relationships with former employees in your old company (not to let these relationships dry up) and relationships with former clients. Many of these contacts could empathize with your situation, even loan you money for that start-up you’ve always planned, perhaps. (He claims to have turned one of these venture capitalists down, though this seems just a little far-fetched…). Power plays, one supposes, like to run the show and keep the spoils, not share them or be run in their organization by someone else!
The key message: Power and influence, while heady and lucrative, also are “transitory and elusive,” he notes. Be ready and be prepared (it never let the Boy Scouts down…). In fact, preparations can take place while ON THE JOB.
The message: Know how you got power and how easily it can be taken away…and what to do about it. But also be realistic: Know that many alternatives you try may not work. Moving on mentally and emotionally can help.
He points out that one should be ready to start over, start over and start over again during one’s career.
He adds that it takes nerve, smarts, a plan and technology’s reach via on-line job searches, etc. Never let the organization beat you down, an associate adds.
Remembering one’s strengths, while keeping in mind that people are willing to let you help/serve them and pay for things of value. Become valued and prosperous at the same time.
Betting on yourself can hurt, too.
While somewhat placating and pleasant reading, this chapter might be worth a quick read only, without pondering hidden meanings. It’s a straightforward treatise on getting things right, despite humiliation, and forging ahead in your field. When in doubt, form your own business - - truly the neatest revenge, one has to believe after reading these pages!
Friday, September 28, 2007
Some Quotes that DID NOT MAKE IT into this Book:
“No one wants less power; everyone wants more.”
You need to be “subtle - - congenial yet cunning, democratic yet devious.”
“This is a game of constant duplicity.”
“The successful courtier learned over time to make all of his moves indirect; if he stabbed an opponent in the back, it was with a velvet glove on his hand and the sweetest of smiles on his face.”
“The perfect courtier got his way through seduction, charm, deception, and subtle strategy. Always planning several moves ahead.”
“Today we face a peculiary similar paradox to that of the courtier: Everything must appear civilized, decent, democratic, and fair. But if we play by those rules too strictly, if we take them too literally, we are crushed by those around us who are not so foolish.”
“Making a show of one’s weakness is actually a very effective strategy, subtle and deceptive, in the game of power.”
“The most important if these skills, and power’s crucial foundation, is the ability to master your emotions. An emotional response to a situation is the single greatest barrier to power, a mistake that will cost you a lot more than any temporary satisfaction you might gain by expressing your feelings. Emotions clout reason, and if you cannot see the situation clearly, you cannot prepare for and respond to it with any degree of control.”
THE SOURCE OF THESE SO-CALLED "POWER IDEAS?"
“The 48 Laws of Power,” a book of 452 pages by Robert Greene, each page more specific and sly that the next.
His approach, while not the ANTHESIS of Mr. Robert Dilenschneider’s book, Mr. Greene certainly seems to offer both sneaky and sleezy methods of quickly grabbing power.
Meanwhile, “Power and Influence, The Rules Have Changed” takes the high road - - the author carefully explains why (you’ll be a lot happier and a bonus will be that your family and friends will be, too) - - and proscribes genuine up-front methods that should succeed … over time. While underhanded power gaming and power playing frequently succeeds short-term, over the longer term you’ll never know whose stepping up behind you playing the same underhanded tricks. Your scheming may not survive the next assault, if it's just underhanding play.
Mr. Dilenschneider writes about the “Genuine Deal,” the long-term power builder with enough sense to stand for things that matter and grow the business, while building success and wealth.
Which seems better?
You need to be “subtle - - congenial yet cunning, democratic yet devious.”
“This is a game of constant duplicity.”
“The successful courtier learned over time to make all of his moves indirect; if he stabbed an opponent in the back, it was with a velvet glove on his hand and the sweetest of smiles on his face.”
“The perfect courtier got his way through seduction, charm, deception, and subtle strategy. Always planning several moves ahead.”
“Today we face a peculiary similar paradox to that of the courtier: Everything must appear civilized, decent, democratic, and fair. But if we play by those rules too strictly, if we take them too literally, we are crushed by those around us who are not so foolish.”
“Making a show of one’s weakness is actually a very effective strategy, subtle and deceptive, in the game of power.”
“The most important if these skills, and power’s crucial foundation, is the ability to master your emotions. An emotional response to a situation is the single greatest barrier to power, a mistake that will cost you a lot more than any temporary satisfaction you might gain by expressing your feelings. Emotions clout reason, and if you cannot see the situation clearly, you cannot prepare for and respond to it with any degree of control.”
THE SOURCE OF THESE SO-CALLED "POWER IDEAS?"
“The 48 Laws of Power,” a book of 452 pages by Robert Greene, each page more specific and sly that the next.
His approach, while not the ANTHESIS of Mr. Robert Dilenschneider’s book, Mr. Greene certainly seems to offer both sneaky and sleezy methods of quickly grabbing power.
Meanwhile, “Power and Influence, The Rules Have Changed” takes the high road - - the author carefully explains why (you’ll be a lot happier and a bonus will be that your family and friends will be, too) - - and proscribes genuine up-front methods that should succeed … over time. While underhanded power gaming and power playing frequently succeeds short-term, over the longer term you’ll never know whose stepping up behind you playing the same underhanded tricks. Your scheming may not survive the next assault, if it's just underhanding play.
Mr. Dilenschneider writes about the “Genuine Deal,” the long-term power builder with enough sense to stand for things that matter and grow the business, while building success and wealth.
Which seems better?
Wednesday, September 26, 2007
WARP SPEED Power Quiz
Not to be missed at the end of the book is a little “pop” quiz from your teacher, Mr. Dilenschneider.
In it, he asks, among other things, “What are three specific steps you intend to take in the next month to inject power and influence into your life?”
Let’s see what some of the EASIEST STEPS might be (your Blogster’s suggestions):
1. Adopt a totally different MINDSET regarding technology and how it can “enhance” your life. Rather than saying, “Oh, I hate the tiny little keyboard on my Treo. I never use it.” TRY USING IT!. You might be AMAZED what you can do on a personal level. And while you’re at it, try SYNCHING IT to your laptop or home desktop PC, so you have back-ups of all your data. And get out the manual for your new digital camera and for the digital DVD burner in your laptop and TRY MAKING SOME DVD’s of your next presentation or PowerPt slide show.
2. Start reading the Technology column in The Wall St. Journal now and then, and learn about the lastest, new-fangled electronic toys that might be used to keep you business on the cutting edge of things (more appealing to younger people who seem to lap this sort of stuff up like we used to eat Snickers Bars).
3. Transfer ONLY THE MOST IMPORTANT PEOPLE into your cell phone from your Rolodex. Start calling them on a regular basis. (Stick them in if they are not there.) Again, amazing things can start happening as your networking skills develop and mature. Give them “speed dial” buttons (like 1#) to making dialing them a snap (use 1# for your spouse or best friend, by the way).
That should be you well started. For the BIG THREE STEPS, maybe try these:
1. Walk down the halls in your company and ask someone to demonstrate your company’s latest software, or other database software, including your client lists, purchasing/sourcing supplier lists, etc., to get a better sense of how these link up with your accounting systems. If they don’t, start asking questions about why they don’t. In some companies this might take a year or more to synch up. Call a meeting and get started having your IT folks to other departments on a regular basis.
2. Check to see if your company has considered starting or expanding its Intranet to include a wealth of critical decision-making data, easily extracted from your mainframe or offsite data farms. If these terms make no sense, find someone in the company to explain then to you.
3. Instead of sending an email to get someone’s attention, why not send a TEXT MESSAGE. If this is Greek to you (how to do all this), ask someone under the age of 10 how to do it…….
In it, he asks, among other things, “What are three specific steps you intend to take in the next month to inject power and influence into your life?”
Let’s see what some of the EASIEST STEPS might be (your Blogster’s suggestions):
1. Adopt a totally different MINDSET regarding technology and how it can “enhance” your life. Rather than saying, “Oh, I hate the tiny little keyboard on my Treo. I never use it.” TRY USING IT!. You might be AMAZED what you can do on a personal level. And while you’re at it, try SYNCHING IT to your laptop or home desktop PC, so you have back-ups of all your data. And get out the manual for your new digital camera and for the digital DVD burner in your laptop and TRY MAKING SOME DVD’s of your next presentation or PowerPt slide show.
2. Start reading the Technology column in The Wall St. Journal now and then, and learn about the lastest, new-fangled electronic toys that might be used to keep you business on the cutting edge of things (more appealing to younger people who seem to lap this sort of stuff up like we used to eat Snickers Bars).
3. Transfer ONLY THE MOST IMPORTANT PEOPLE into your cell phone from your Rolodex. Start calling them on a regular basis. (Stick them in if they are not there.) Again, amazing things can start happening as your networking skills develop and mature. Give them “speed dial” buttons (like 1#) to making dialing them a snap (use 1# for your spouse or best friend, by the way).
That should be you well started. For the BIG THREE STEPS, maybe try these:
1. Walk down the halls in your company and ask someone to demonstrate your company’s latest software, or other database software, including your client lists, purchasing/sourcing supplier lists, etc., to get a better sense of how these link up with your accounting systems. If they don’t, start asking questions about why they don’t. In some companies this might take a year or more to synch up. Call a meeting and get started having your IT folks to other departments on a regular basis.
2. Check to see if your company has considered starting or expanding its Intranet to include a wealth of critical decision-making data, easily extracted from your mainframe or offsite data farms. If these terms make no sense, find someone in the company to explain then to you.
3. Instead of sending an email to get someone’s attention, why not send a TEXT MESSAGE. If this is Greek to you (how to do all this), ask someone under the age of 10 how to do it…….
Tuesday, September 25, 2007
Power & Influence Habits
Stephen R. Covey (The 7 Habits of Highly Effective People) AND (The 8th Habit, From Effectiveness to Greatness) offers readers nifty MBA-type models and checklists to “pull out” the inner greatness in employees and, in doing do, form linkages to others within an organization...for the betterment of all.
He’s pulls out memorable quotations and management clichés regarding corporate leadership and moving the organization forward at warp speed. He quotes the obvious from Frost (Two roads diverged in a wood….” And from Peter Drucker, this gem: “In a few hundred years, when the history of our time is written from a long-term perspective, it is likely that the most important event those historians will see is NOT TECHNOLGOY, not the Internet, not e-commerce. It is an unprecedented change in the human condition. For the first time - - literally - - substantial and rapidly growing numbers of people HAVE CHOICES. For the first time, they will have to MANAGE THEMSELVES….And society is TOTALLY UNPREPARED for it” (caps added).
Here’s a fundamental disagreement with Mr. Rober Dilenschneider, who writes TODAY that TECHNOLGY, indeed, forms the basis for building power and influence. On the one hand, Mr. Covey makes recommendations that are supposed to build and organization. On the other, Mr. Dilenschneider offers PERSONAL power- and influence-building techniques. If the organization improves in doing so, that’s OK, too, (he writes that it will, every time, but he emphasizes the PERSONAL GROWTH in well being and material goods come along as well).
Mr. Covey writes: 1. Find your Voice and 2. Inspire Others to Find Their Voice.
Mr. Dilenschneider builds upon these ideas, noting that Gandhi, the Mahatma, believed that “stubbornness is a form of power.” He advised people to stick to their principles and be as stubborn as one has to be IF IT’S RIGHT.
In general words, “You can’t stop a man with a plan.” (Sorry, not politically correct, ladies.)
Both authors seems to be right. There’s a place for leading and growing the organization through sharing objectives and leading employees “out of darkness.” There’s also a place for PERSONAL POWER BUILDING and INFLUENCE EXPANSION, both of which put money into your bank account.
Hummm. Your Blogster: “Let me think. Which to I prefer?”
“Thanks,” Robert!
He’s pulls out memorable quotations and management clichés regarding corporate leadership and moving the organization forward at warp speed. He quotes the obvious from Frost (Two roads diverged in a wood….” And from Peter Drucker, this gem: “In a few hundred years, when the history of our time is written from a long-term perspective, it is likely that the most important event those historians will see is NOT TECHNOLGOY, not the Internet, not e-commerce. It is an unprecedented change in the human condition. For the first time - - literally - - substantial and rapidly growing numbers of people HAVE CHOICES. For the first time, they will have to MANAGE THEMSELVES….And society is TOTALLY UNPREPARED for it” (caps added).
Here’s a fundamental disagreement with Mr. Rober Dilenschneider, who writes TODAY that TECHNOLGY, indeed, forms the basis for building power and influence. On the one hand, Mr. Covey makes recommendations that are supposed to build and organization. On the other, Mr. Dilenschneider offers PERSONAL power- and influence-building techniques. If the organization improves in doing so, that’s OK, too, (he writes that it will, every time, but he emphasizes the PERSONAL GROWTH in well being and material goods come along as well).
Mr. Covey writes: 1. Find your Voice and 2. Inspire Others to Find Their Voice.
Mr. Dilenschneider builds upon these ideas, noting that Gandhi, the Mahatma, believed that “stubbornness is a form of power.” He advised people to stick to their principles and be as stubborn as one has to be IF IT’S RIGHT.
In general words, “You can’t stop a man with a plan.” (Sorry, not politically correct, ladies.)
Both authors seems to be right. There’s a place for leading and growing the organization through sharing objectives and leading employees “out of darkness.” There’s also a place for PERSONAL POWER BUILDING and INFLUENCE EXPANSION, both of which put money into your bank account.
Hummm. Your Blogster: “Let me think. Which to I prefer?”
“Thanks,” Robert!
Friday, September 21, 2007
Power & Influence vs. PR & Communications
It goes without saying that during his career, Mr. Robert Dilenschneider has been a master public relations and business communications practitioner. Your Blogter's opinion: These fields, involving both inside and external dealings with people, continue to be practiced miserably by many of today’s corporate leaders. Let's see what one of the "masters" in this field writes for the powerful and influential. (More might be helpful?)
Mr. Dilenschneider offers incites on how “power and influence” translate easily to ANY business. The power-broker first influences internal communications, group text messaging and email. Externally, he or she influences business’ dealings with the news media using new technologies, including sympathetic web sites, blogs and U-tube video-like things.
Mastery of these devices can immediately launch one into the senior-most ranks of a business. When the Wall Street Journal or Business Week Magazine come calling, trust me you Blogster notes, you’ll be standing right alongside the Chairman or the President of the company, who are determined to protect the business from these powerful communications giants. Here’s where character, knowledge of marketplace technologies in your field and a hands-on understanding of your business quickly pays off. Faker and BS’ers need not apply. It’s too late. They’ve already been spoken to by these news media. Now they want to hear from THE BOSS. It's assumed he or she lives and breathes these tools for competitive advantage.
Unfortunately, Mr. Dilenschneider shies away from the nuts and bolts of PR and other Communications tools that the power and influence seeker might utilize to their advantage. Your Blogster assumes there are other, more comprehensive sources of this sort of nuts and bolts information. However, many an organization’s power-players have been brought to the knees, event kicked out of the boardroom, for high-visibility “screw-ups” in the public relations arena.
Since bad news still sells newspapers, and investigative news can move stock prices, your Blogster would say that ALL powerful and influential leaders need well-rounded skills in these areas. Bring in some consultants from businesses such as Mr. Dilenschneider’s and learn from the experts. Working with the news media is a technique and skill that is both trainable and mandatory (assumed) for senior leadership, especially in today’s global communications networks.
A cough in Indonesia can roil markets; a misstep that changes the perception of a major corporation can cause havoc in the marketplace, especially it’s a rather slow news day (you’re not really competing against other stories - - you may become today’s headliner story).
The influential can bridge stories in positive directions and guide media representatives (using a velvet glove) to more interesting stories of consequence.
This sort of specialized training doesn’t come cheaply or grow on trees. Books don’t capture it very well. You’re talking serious discussions, followed by practice sessions and somewhat humiliating video-taping (seeing and hearing yourself on camera for the first time).
It doesn’t usually take much to convince the powerful and the influential the value of this sort of training, especially after being misquoted or ridiculed in today’s media by rival company chieftains. And, with today’s astonishing electronic archives (one can find stories in The New York Times going all the back to the Civil War), these sorts of negative stories can hang around a long, long, long time, retrievable. . . forever.
Mr. Dilenschneider offers incites on how “power and influence” translate easily to ANY business. The power-broker first influences internal communications, group text messaging and email. Externally, he or she influences business’ dealings with the news media using new technologies, including sympathetic web sites, blogs and U-tube video-like things.
Mastery of these devices can immediately launch one into the senior-most ranks of a business. When the Wall Street Journal or Business Week Magazine come calling, trust me you Blogster notes, you’ll be standing right alongside the Chairman or the President of the company, who are determined to protect the business from these powerful communications giants. Here’s where character, knowledge of marketplace technologies in your field and a hands-on understanding of your business quickly pays off. Faker and BS’ers need not apply. It’s too late. They’ve already been spoken to by these news media. Now they want to hear from THE BOSS. It's assumed he or she lives and breathes these tools for competitive advantage.
Unfortunately, Mr. Dilenschneider shies away from the nuts and bolts of PR and other Communications tools that the power and influence seeker might utilize to their advantage. Your Blogster assumes there are other, more comprehensive sources of this sort of nuts and bolts information. However, many an organization’s power-players have been brought to the knees, event kicked out of the boardroom, for high-visibility “screw-ups” in the public relations arena.
Since bad news still sells newspapers, and investigative news can move stock prices, your Blogster would say that ALL powerful and influential leaders need well-rounded skills in these areas. Bring in some consultants from businesses such as Mr. Dilenschneider’s and learn from the experts. Working with the news media is a technique and skill that is both trainable and mandatory (assumed) for senior leadership, especially in today’s global communications networks.
A cough in Indonesia can roil markets; a misstep that changes the perception of a major corporation can cause havoc in the marketplace, especially it’s a rather slow news day (you’re not really competing against other stories - - you may become today’s headliner story).
The influential can bridge stories in positive directions and guide media representatives (using a velvet glove) to more interesting stories of consequence.
This sort of specialized training doesn’t come cheaply or grow on trees. Books don’t capture it very well. You’re talking serious discussions, followed by practice sessions and somewhat humiliating video-taping (seeing and hearing yourself on camera for the first time).
It doesn’t usually take much to convince the powerful and the influential the value of this sort of training, especially after being misquoted or ridiculed in today’s media by rival company chieftains. And, with today’s astonishing electronic archives (one can find stories in The New York Times going all the back to the Civil War), these sorts of negative stories can hang around a long, long, long time, retrievable. . . forever.
Giuliani vs. Power & Influence: Stalemate?
One of the country’s noted “power players/movers/shakers” Rudolph W. Giuliani, former mayor of New York City and Presidential Candidate, knows a thing or two about wielding power. He even has written a book about it entitled, simply, "Leadership." He includes whole chapters on his responses to the Sept. 11 World Trade Center terrorist attacks.
In reading through this book, and making comparison’s with Rober L. Dilenschneider’s Power and Influence book - - one on management and one on power & influence - - it strikes the reader right away that seizing power and using it appropriately differs greatly in governmental organizations, when contrasted with private sector companies.
While both leaders stress attitude and positive responses to change, only Mr. Giuliani spells it out precisely, emphasizing:
* Preparing relentlessly for that day you become the boss.
* Under promise and over deliver
* Surround yourself with good people
He continues by recommending having core beliefs and standing by them, and communicating them clearly. And he suggests always seeing things for yourself (rather than relying on others), and dealing with first things first. All very practical suggestions.
Mr. Giuliani says stand up to bullies, being loyal is critical, and assume nothing.
Now, if you candle these “leadership” recommendations against the Power and Influence principles, the problem of implementation becomes quickly apparent. The former is general, the latter is personal. One relies on organization and response, the other on personal strength and character.
In the case of Mr. Giuliani, he applies his legal and district attorney experience to a government job. He’s methodical, relentless, detailed oriented and operates like a bulldog. These qualities, while important in a power player, might quickly be perceived as becoming abusive, micromanaging and somewhat blind to new ideas in many business offices.
Mr. Dilenschneider, in contrast, appears obsessed with the use and application of emerging technologies, and with your personal knowledge of their use to support your power-building skills. Mr. Giuliani has no mention of technology in his book.
Both deal with team building and maintaining core beliefs, or others will steamroll over you. Both stress consistency and strength of character to build trust and followers in your quest for becoming the boss.
Mr. Giuliani claims that leadership can definitely be taught, learned, developed, but it just doesn’t happen without a lot of work. Mr. Dilenschneider insists there can be no stopping someone with an idea, courage and the ability to project it.
Both individuals rose to the top of their professions, one in government and one in a service-industry company. They stress accountability time and time again. They recognize the importance of finding mentors along the way to help in your career development. Both include God in their advice (both are Catholics). Mr. Giuliani takes a global view and stresses the importance of America’s extraordinary humanity that can be harnessed and move mountains. Mr. Dilenschneider views the assumption of more and more power in a much more personal way - - look inside yourself for the answers and be ready to seize power as the opportunities arise. One’s still a district attorney in principle; one’s a chief executive officer.
Which method of growing one’s power base might work either faster or better?
It’s debatable. If Mr. Giuliani becomes President, we’ll see how his own advice pays off!!!!! If he’s a good one, well, there’s something to be said for his techniques afterall.
On the one hand, Power and Influence offers specific, personal behavior and personality traits that can strengthen one’s power and power base. Much the way he ran New York City, Mr. Giuliani’s advice is more cut and dry, practical, one-two-three, and measurable.
A little background:
When Mr. Giuliani took over as mayor, the city really was in a shambles (subways covered in graffiti, streets awash in trash, high crime rates). The previous mayor had proved to be both a pawn of local power brokers and a weak leader, quickly compromising his standards and ethics. Mr. Giuliani cleaned up a lot of messes while building respect and polishing the image of this major U.S. city. The changes dramatically boosted tourism and local businesses.
In contrast, Mr. Dilenschneider may have “had it easier,” since he carefully worked his way of the ladder in various communications companies, knowing full well both the business and the news media. I doubt his leadership reshaped an entire city, but it certainly enriched the lives and businesses his clients, I guess.
Yet, both books offer complementary perspectives and clues to success. They are “quick reads” and fun, to boot. Do re-read chapters, as appropriate!
In reading through this book, and making comparison’s with Rober L. Dilenschneider’s Power and Influence book - - one on management and one on power & influence - - it strikes the reader right away that seizing power and using it appropriately differs greatly in governmental organizations, when contrasted with private sector companies.
While both leaders stress attitude and positive responses to change, only Mr. Giuliani spells it out precisely, emphasizing:
* Preparing relentlessly for that day you become the boss.
* Under promise and over deliver
* Surround yourself with good people
He continues by recommending having core beliefs and standing by them, and communicating them clearly. And he suggests always seeing things for yourself (rather than relying on others), and dealing with first things first. All very practical suggestions.
Mr. Giuliani says stand up to bullies, being loyal is critical, and assume nothing.
Now, if you candle these “leadership” recommendations against the Power and Influence principles, the problem of implementation becomes quickly apparent. The former is general, the latter is personal. One relies on organization and response, the other on personal strength and character.
In the case of Mr. Giuliani, he applies his legal and district attorney experience to a government job. He’s methodical, relentless, detailed oriented and operates like a bulldog. These qualities, while important in a power player, might quickly be perceived as becoming abusive, micromanaging and somewhat blind to new ideas in many business offices.
Mr. Dilenschneider, in contrast, appears obsessed with the use and application of emerging technologies, and with your personal knowledge of their use to support your power-building skills. Mr. Giuliani has no mention of technology in his book.
Both deal with team building and maintaining core beliefs, or others will steamroll over you. Both stress consistency and strength of character to build trust and followers in your quest for becoming the boss.
Mr. Giuliani claims that leadership can definitely be taught, learned, developed, but it just doesn’t happen without a lot of work. Mr. Dilenschneider insists there can be no stopping someone with an idea, courage and the ability to project it.
Both individuals rose to the top of their professions, one in government and one in a service-industry company. They stress accountability time and time again. They recognize the importance of finding mentors along the way to help in your career development. Both include God in their advice (both are Catholics). Mr. Giuliani takes a global view and stresses the importance of America’s extraordinary humanity that can be harnessed and move mountains. Mr. Dilenschneider views the assumption of more and more power in a much more personal way - - look inside yourself for the answers and be ready to seize power as the opportunities arise. One’s still a district attorney in principle; one’s a chief executive officer.
Which method of growing one’s power base might work either faster or better?
It’s debatable. If Mr. Giuliani becomes President, we’ll see how his own advice pays off!!!!! If he’s a good one, well, there’s something to be said for his techniques afterall.
On the one hand, Power and Influence offers specific, personal behavior and personality traits that can strengthen one’s power and power base. Much the way he ran New York City, Mr. Giuliani’s advice is more cut and dry, practical, one-two-three, and measurable.
A little background:
When Mr. Giuliani took over as mayor, the city really was in a shambles (subways covered in graffiti, streets awash in trash, high crime rates). The previous mayor had proved to be both a pawn of local power brokers and a weak leader, quickly compromising his standards and ethics. Mr. Giuliani cleaned up a lot of messes while building respect and polishing the image of this major U.S. city. The changes dramatically boosted tourism and local businesses.
In contrast, Mr. Dilenschneider may have “had it easier,” since he carefully worked his way of the ladder in various communications companies, knowing full well both the business and the news media. I doubt his leadership reshaped an entire city, but it certainly enriched the lives and businesses his clients, I guess.
Yet, both books offer complementary perspectives and clues to success. They are “quick reads” and fun, to boot. Do re-read chapters, as appropriate!
Wednesday, September 19, 2007
FIVE FOR THE ROAD
Never quite finishing a book can be dangerous. How many times have you not quite gotten to the last page in a business book, for whatever reason? Maybe the book got lost? Boredom set in? Whatever.
Missing the last few pages of Mr. Robert Dilenschneider’s book will be a gross error.
Among other treasures there appear a couple of essays written by five young people, under 25 years of age (Yes, some can actually write sentences and communicate in printable writing, but you can bet they sent these essays to Mr. Dillenschneider by e-mail!).
Apparently, these members of the “Look at Me” generation served as interns at Mr. Dilenschneider’s communications company. Somehow, he got them to sit down and write a few paragraphs about what the words “power” and “influence” meant to them vs. the thoughts of a veteran, successful chief executive officer.
There are so many jarring concepts and ideas in these few pages in the back of the book that, on the surface, they seem out-of-synch with conventional America, but a few might be worth a mentions here. Remember, this is the generation with NO HOME PHONE (just cell phones), that was raised on video games, and use text messaging and e-mail as bread-and-butter communications, the way other older generations have used letters (snail-mail) and brief, long-distance calls.
· One links power and influence to respect (and empowering others) - - you need the latter in order to hold the former. Agree? Consider: One might have power, but no influence, or influence without real power. The common denominator: Respect, which couples power and influence to a young person’s desires. Hummmm. Bring in fear with the power player and in come an immediate disinterest and distain for following and contributing. (Ah, many a parent is relating here…..). And, this young person claims that IBM’s exit from PC manufacturing represents the “true start” of the business transformation to the modern age. Hummmmm. The problem of information legitimacy surfaces, with the proliferation of anonymous sources on the world wide web.
· Another young intern points out that few individuals can wield power AND influence together. Look at our political leaders: Many exert enormous power, but have little direct influence on our daily lives. Today’s society is ruled by the powerful above and “fueled” by the news media. Technology changes this equation with anyone creating credible websites and other on-line information centers. What’s missing today? Leaders using the technological tools to affect people’s lives. [Aside from your Blogger, look at Al Gore. He never really made the radar screens of most Americans until he claimed to have invented The Internet! That put him on the map permanently.]
· One intern equates power and influence WITH TECHNOLOGY ITSELF! But didn’t society create technology, not technology creating society? Technology becomes the “agent of control” for the powerful and influential, for sure. Yet, aren’t power and influence simply “internal predilections” within us? If so, then it’s up to the INDIVIDUAL to unlock this potential and follow the path less traveled to success.
· Power and influence aren’t just money and fame, claims another young intern. Power means “knowledge, desire, and having confidence in oneself.” (Hey, who’s writing this book, anyway, you or Mr. Dilenschneider? It’s more powerful to be respected…that liked. This intern points out that technology represents a double-edged sword, both showcasing ideas and enabling others to sabotage one’s best efforts. In the wrong hands, these very beneficial communications tools become anonymously abusive and destructive.
· The fifth intern points out that power dies with the individual, but that INFLUENCE CAN LAST FOREVER. Therefore, influence may be much more important in the long run that power. (Think Jesus, who had now power, but whose influence continues 2,000 years later!)
The message: Read this small book right to the last page for maximum benefit.
Power: Relationship Focus or Influencer?
As Mr. Robert Dilenschneider says, “Most people do not understand power and what it can do for them.” Because of this, they suffer, everyone around them suffers, and they are doomed never to live up to their potential.
Some turn to DALE CARNEGIE books or training for options. This school of “personal relationships” and “business consulting” favors a personal and “soft” approach for success. Power and influence do NOT represent their core philosophy, and it’s most interesting to see the contrast in their approach, versus Mr. Dilenschneider's direct, practical methods.
While the “Power and Influence” book emphasizes the central nature of the technological revolution in the lives of senior business executives, the Carnegie training emphasizes the evaluation of how external forces seem to shape leadership styles, and how this can positively or negatively impact the style of the organization’s environment and culture.
Now, Mr. Carnegie’s advice books and business training have been around a long, long, long time. Millions of individuals have read and tried to emulate his ideas regarding building potential by gaining the trust and respect from those who work for you. Develop and maintain a business’s core processes and procedures to drive innovation, they claim. Lead by developing your questioning and listing skills for success.
Mr. Dilenschneider’s approach, while not quite the OPPOSITE of this, certainly appears to be much more CONTEMPORARY and CREDIBLE for building one’s career and personal relationships. Wait and listen, yes, but seize command, too.
He stresses, as well, the importance of building one’s PERSONAL HAPPINESS while building one’s power and influences bases - - for material gain. Work and play overlap, influfencing both positively, career-wise.
This appears to be a much more lucrative and rewarding advice. While superficially appearing to be more “self-centered,” Mr. Dilenschneider actually emphasizes both the central hub of God’s higher morality and the importance of good works in one’s community, as power and influence catch fire. The Carnegie approach seems much more laid back, even PASSIVE, when candled against the Power and Influence checklists and evaluating one's environment.
Both emphasize the importance of building core communications skills, while rising up the company management ladder. They also both emphasize the importance of being able to work effectively with employees, customers and suppliers, for example. But the Carnegie approach emphasizes more coaching and empathy, while Mr. Dilenschneider’s methods emphasize the importance of recognizing the utilizing one’s own natural talents and skills. Let them naturally point a person in the right direction. Then don't be surprised that these directions encompass unconventional electronic technologies and other social media.
By these measures, the Dilenschneider methods could be considered much more specific, applicable, contemporary and breakthrough in nature which, after all, represents the very attributes one seeks in this sort of how-to book. How to do what, when, for more power and influence. Let’s leave the relationship-building to the human resources department. You want to become a POWER PLAYER RIGHT NOW, one who uses new information sources to process data in new ways and, a player who mentors the next generation of “power aspirants.” In doing so, it isn't the team becoming self-actualized that counts. It's you. (And YOU is BETTER.)
Having SOUND ARGUMENTS, another requirement of Mr. Dilenschneider's, AT THE RIGHT TIME extends power and opens "influence doors" as well, without cutting ethical corners in achieving personal objectives. This sounds a whole lot easier and faster to do than trying to get one's arms around externalities and building relationships that might not ever pay the rent.
Some turn to DALE CARNEGIE books or training for options. This school of “personal relationships” and “business consulting” favors a personal and “soft” approach for success. Power and influence do NOT represent their core philosophy, and it’s most interesting to see the contrast in their approach, versus Mr. Dilenschneider's direct, practical methods.
While the “Power and Influence” book emphasizes the central nature of the technological revolution in the lives of senior business executives, the Carnegie training emphasizes the evaluation of how external forces seem to shape leadership styles, and how this can positively or negatively impact the style of the organization’s environment and culture.
Now, Mr. Carnegie’s advice books and business training have been around a long, long, long time. Millions of individuals have read and tried to emulate his ideas regarding building potential by gaining the trust and respect from those who work for you. Develop and maintain a business’s core processes and procedures to drive innovation, they claim. Lead by developing your questioning and listing skills for success.
Mr. Dilenschneider’s approach, while not quite the OPPOSITE of this, certainly appears to be much more CONTEMPORARY and CREDIBLE for building one’s career and personal relationships. Wait and listen, yes, but seize command, too.
He stresses, as well, the importance of building one’s PERSONAL HAPPINESS while building one’s power and influences bases - - for material gain. Work and play overlap, influfencing both positively, career-wise.
This appears to be a much more lucrative and rewarding advice. While superficially appearing to be more “self-centered,” Mr. Dilenschneider actually emphasizes both the central hub of God’s higher morality and the importance of good works in one’s community, as power and influence catch fire. The Carnegie approach seems much more laid back, even PASSIVE, when candled against the Power and Influence checklists and evaluating one's environment.
Both emphasize the importance of building core communications skills, while rising up the company management ladder. They also both emphasize the importance of being able to work effectively with employees, customers and suppliers, for example. But the Carnegie approach emphasizes more coaching and empathy, while Mr. Dilenschneider’s methods emphasize the importance of recognizing the utilizing one’s own natural talents and skills. Let them naturally point a person in the right direction. Then don't be surprised that these directions encompass unconventional electronic technologies and other social media.
By these measures, the Dilenschneider methods could be considered much more specific, applicable, contemporary and breakthrough in nature which, after all, represents the very attributes one seeks in this sort of how-to book. How to do what, when, for more power and influence. Let’s leave the relationship-building to the human resources department. You want to become a POWER PLAYER RIGHT NOW, one who uses new information sources to process data in new ways and, a player who mentors the next generation of “power aspirants.” In doing so, it isn't the team becoming self-actualized that counts. It's you. (And YOU is BETTER.)
Having SOUND ARGUMENTS, another requirement of Mr. Dilenschneider's, AT THE RIGHT TIME extends power and opens "influence doors" as well, without cutting ethical corners in achieving personal objectives. This sounds a whole lot easier and faster to do than trying to get one's arms around externalities and building relationships that might not ever pay the rent.
Friday, September 14, 2007
Seize it, Share it (Power)
It always amuses. Those who have and wield power always have an “aw-shucks” way of describing it and how they got it!
Mr. Robert Dilenschneider is no different but A LOT BETTER at describing how others might profit from his experiences with a velvet glove of power. Certainly, one of his book’s chapters headlines the concept of sharing power along the way and from the very top of an organization.
But how and what can be gained in this dog-eat-dog world of business where most have read a variety of how-to be better manger books, perhaps even this one, soon.
He claims that a number of the super-powerful out there really do remember their more humble beginnings (when they were mere employees makking 1/100th what they are making now) and always try to “give back” in many ways. They feel a sense of noblesse oblige toward their employees and their businesses. They accept the spotlight and recognize the responsibilities that entails, including being a person one can trust.
He also picks out various politicians he has worked with, including Senator Chris Shays of your Blogster’s state (Connecticut), and there certain is agreement there. He certainly appears to be a many of “total honesty”, who cares for others and puts his personal skills in overdrive in supporting “the people.”
Mr. Dilenschneider claims they believe in high purposes in their decision-making and service selflessly and “transparently” in their daily lives, which seems a lot to ask in today’s political arena.
Key words with these power players include: Values, Grace, giving back, good manners - - the right things to do, but oh so hard!!!!! They he selects out some of the nouveau riche (hedge fund managers) for their seemily utter failure in these regards (how about many super-hero sports figures, as well!).
Bottom line: They’d agree that going after power for power’s sake is a huge mistake. You’ll fail every time. Celebrate purpose, not power, or words to that effect.
Melba-milk-toast types need not apply however. This sort of action takes conviction and vision…with a heavy does of humility along the way.
Mr. Robert Dilenschneider is no different but A LOT BETTER at describing how others might profit from his experiences with a velvet glove of power. Certainly, one of his book’s chapters headlines the concept of sharing power along the way and from the very top of an organization.
But how and what can be gained in this dog-eat-dog world of business where most have read a variety of how-to be better manger books, perhaps even this one, soon.
He claims that a number of the super-powerful out there really do remember their more humble beginnings (when they were mere employees makking 1/100th what they are making now) and always try to “give back” in many ways. They feel a sense of noblesse oblige toward their employees and their businesses. They accept the spotlight and recognize the responsibilities that entails, including being a person one can trust.
He also picks out various politicians he has worked with, including Senator Chris Shays of your Blogster’s state (Connecticut), and there certain is agreement there. He certainly appears to be a many of “total honesty”, who cares for others and puts his personal skills in overdrive in supporting “the people.”
Mr. Dilenschneider claims they believe in high purposes in their decision-making and service selflessly and “transparently” in their daily lives, which seems a lot to ask in today’s political arena.
Key words with these power players include: Values, Grace, giving back, good manners - - the right things to do, but oh so hard!!!!! They he selects out some of the nouveau riche (hedge fund managers) for their seemily utter failure in these regards (how about many super-hero sports figures, as well!).
Bottom line: They’d agree that going after power for power’s sake is a huge mistake. You’ll fail every time. Celebrate purpose, not power, or words to that effect.
Melba-milk-toast types need not apply however. This sort of action takes conviction and vision…with a heavy does of humility along the way.
Thursday, September 13, 2007
Blogs: Ignore at your Peril
Today’s powerful and influential pay close attention to blogs, according to Mr. robert Dellinschneider. He points out that these “web-logs” sometimes contain information that can be found NOWHERE ELSE. Blogists provide commentary or news on specialized subjects - - and they are interactive. (Aside: Besides this, their "publication" is instantaneous and can be swiftly modified or changed or added-to just as fast.)
Since anyone may comment on specific articles, many journalists and writer-wannabe's do and with great emotion. They’ve become part of the “social media” in our society, he writes. Major corporations and their executives can become the targets of gossip, innuendo and various other forms of harassment, so it behooves the rising power stars to read some and digest their diaries of endless streams of information. (Aside: They can't be ignored any more.)
While no one is sure how many individuals are actually READING these blogs, there can be no doubt that bloggers carry news and information that traditional media can miss entirely, or do so purposely. So, while traditional newspapers and magazines may be shrinking in size, the number of blogs expands daily at an alarming pace. Companies and inviduals ignoring, or worse, not STARTING their own blogs do so at the peril. Put another way, a blog can have dramatic and immediate impact upon one’s career, business and industry. And, unbelievably, he claims that some 6% (and increasing) of the population now turns EXCLUSIVELY to blogs (and chatrooms and user groups) to obtain the bulk of their news.
These emerging media, therefore, may be a quick and easy way to raise one’s visibility and status. Regarding email, he points out that the typical executive is now DROWNING in span and needless emails almost to the point of saturation. It has greatly lost its impact. Of course, there is no substitute for direct, face-to-face relationships, even its via videoconferencing, for building one’s power and influence. But even this, requires ongoing activity - - “the human connection is irreplaceable.” And that includes follow-up on emails sent or voicemails left. One can not put all one’s trust on the “new media.” In other words, the new media must not stymie the individual, but enhance one’s communications.
He describes WHAT SHOULD BE DONE as using these new media to continue striving to support the enduring values, such as grace and decency. Force yourself to look toward higher purposes and be able to give back to be a true power player. This joins together business, society and politics - - working together (Wow!) as a team, rather than adversaries. The new media tools such as blogs can help.
One needs to connect these enduring values to one’s work, in order to become more respected, influential and powerful. (Aside: Adding to these thoughts, might be the concept of the VOLUME of communications as well. Most people today are unable to communicate simply and directly.) Since we’re no longer a nation of readers (in fact, in some communities in Southern Oregon, city libraries actually have been allowed to CLOSE, due to budgetary problems and political poor planning).
Rather than a full page of legalize regarding a business problem, a well construction SENTENCE OR TWO can have enormous weight. One suspects that this sort of communication is so “natural” to Mr. Dilenschneider that it doesn’t occur to him that others can’t see this simple tree for the forest of words surrounding them.
He sums up: Apathy and complacency can not be allowed to overshadow our values and responsibilities, especially when using these new electronic media tools. Not just Spell-Check, but eyeball things closely and/or refer to an English grammar book when in doubt about punctuation and writing styles. Productivity can be improved with these improved communications (it’s very distracting to read through grammatical errors in business writing of any sort, including words in electronic media), he reminds the reader.
The bottom line: You’ll be happier, make more money and be more credible. Sounds almost too good to be true!
Since anyone may comment on specific articles, many journalists and writer-wannabe's do and with great emotion. They’ve become part of the “social media” in our society, he writes. Major corporations and their executives can become the targets of gossip, innuendo and various other forms of harassment, so it behooves the rising power stars to read some and digest their diaries of endless streams of information. (Aside: They can't be ignored any more.)
While no one is sure how many individuals are actually READING these blogs, there can be no doubt that bloggers carry news and information that traditional media can miss entirely, or do so purposely. So, while traditional newspapers and magazines may be shrinking in size, the number of blogs expands daily at an alarming pace. Companies and inviduals ignoring, or worse, not STARTING their own blogs do so at the peril. Put another way, a blog can have dramatic and immediate impact upon one’s career, business and industry. And, unbelievably, he claims that some 6% (and increasing) of the population now turns EXCLUSIVELY to blogs (and chatrooms and user groups) to obtain the bulk of their news.
These emerging media, therefore, may be a quick and easy way to raise one’s visibility and status. Regarding email, he points out that the typical executive is now DROWNING in span and needless emails almost to the point of saturation. It has greatly lost its impact. Of course, there is no substitute for direct, face-to-face relationships, even its via videoconferencing, for building one’s power and influence. But even this, requires ongoing activity - - “the human connection is irreplaceable.” And that includes follow-up on emails sent or voicemails left. One can not put all one’s trust on the “new media.” In other words, the new media must not stymie the individual, but enhance one’s communications.
He describes WHAT SHOULD BE DONE as using these new media to continue striving to support the enduring values, such as grace and decency. Force yourself to look toward higher purposes and be able to give back to be a true power player. This joins together business, society and politics - - working together (Wow!) as a team, rather than adversaries. The new media tools such as blogs can help.
One needs to connect these enduring values to one’s work, in order to become more respected, influential and powerful. (Aside: Adding to these thoughts, might be the concept of the VOLUME of communications as well. Most people today are unable to communicate simply and directly.) Since we’re no longer a nation of readers (in fact, in some communities in Southern Oregon, city libraries actually have been allowed to CLOSE, due to budgetary problems and political poor planning).
Rather than a full page of legalize regarding a business problem, a well construction SENTENCE OR TWO can have enormous weight. One suspects that this sort of communication is so “natural” to Mr. Dilenschneider that it doesn’t occur to him that others can’t see this simple tree for the forest of words surrounding them.
He sums up: Apathy and complacency can not be allowed to overshadow our values and responsibilities, especially when using these new electronic media tools. Not just Spell-Check, but eyeball things closely and/or refer to an English grammar book when in doubt about punctuation and writing styles. Productivity can be improved with these improved communications (it’s very distracting to read through grammatical errors in business writing of any sort, including words in electronic media), he reminds the reader.
The bottom line: You’ll be happier, make more money and be more credible. Sounds almost too good to be true!
Tuesday, September 11, 2007
A PRESIDENT’S TEST
It doesn’t matter the President, for credibility's sake.
Mr. Dilenschneider reports on a life test made popular by a somewhat unpopular President.
You write out on a piece of paper the three or four qualities in life that are important to you. Put the paper aside and review them a few days later, after some reflection.
Then make sure whatever you do “gives you” these qualities.
However, these qualities have to come from yourself, not from other’s, or you’ll be trying to live up to someone else and end up going nowhere in particular.
So, from the time you awake, to the time you go to sleep, you must live these qualities in order to become happy.
The Boy Scouts always seemed to have gotten this part right. Does anyone remember their motto: “A Scout is Trustworthy, Loyal, Helpful, Friendly, Courteous, Kind, Obedient, Cheerful, Thrifty, Brave, Clean and Reverent.” The get the idea. Use any of these, for example,
Maybe there are just a few too many of these life quality motto-words for an individual to remember, but your Blogster still does - - forty years later. Can you remember and implement yours after thinking about a few for a few days? This is a powerful tool of the powerful, he claims.
(The President? Did you guess correctly? Richard M. Nixon! Don’t try quoting him at your next party without some really good reason to do so, this book perhaps, but prepared for stimulating conversation. Maybe don't get into becoming Powerful and Influence - - most people don't react well to your bold expression of these somewhat offensive goals, as understood by the general public.)
Mr. Dilenschneider reports on a life test made popular by a somewhat unpopular President.
You write out on a piece of paper the three or four qualities in life that are important to you. Put the paper aside and review them a few days later, after some reflection.
Then make sure whatever you do “gives you” these qualities.
However, these qualities have to come from yourself, not from other’s, or you’ll be trying to live up to someone else and end up going nowhere in particular.
So, from the time you awake, to the time you go to sleep, you must live these qualities in order to become happy.
The Boy Scouts always seemed to have gotten this part right. Does anyone remember their motto: “A Scout is Trustworthy, Loyal, Helpful, Friendly, Courteous, Kind, Obedient, Cheerful, Thrifty, Brave, Clean and Reverent.” The get the idea. Use any of these, for example,
Maybe there are just a few too many of these life quality motto-words for an individual to remember, but your Blogster still does - - forty years later. Can you remember and implement yours after thinking about a few for a few days? This is a powerful tool of the powerful, he claims.
(The President? Did you guess correctly? Richard M. Nixon! Don’t try quoting him at your next party without some really good reason to do so, this book perhaps, but prepared for stimulating conversation. Maybe don't get into becoming Powerful and Influence - - most people don't react well to your bold expression of these somewhat offensive goals, as understood by the general public.)
Doing What You Think is Right
Never a bad idea but a central theme in the chapter entitled "Take the Heat and Never Compromise" to build power and influence in this changing world. The reference here is regarding the expanding harassment of companies and company Chief Executives by Internet “blogs” and bulletin-board sites. This has become so prevalent, it is to be expected, but not taken sitting down. One must react, respond, do what’s right - - “be the man or woman in the arena,” so to speak, even if not a CEO. Everyone's a potential target of harrassment on the Internet. It's how one responds that counts.
One must overcome “malevolence” at every juncture. People will use information technologies against you. One method of building power and influence is by getting positive information out there about you or/or your company to counterbalance the inevitable negative statements, even hundreds or thousands of them. Going after every online statement wastes your time and can even be counterproductive (where there’s smoke there’s fire/you protest too much?). The author claims to have more than 300,000 bits of information out there about himself. (Imagine trying to respond to each comment!)
Person and company web sites serve as tools, not end all or be all’s. You need these, but they must be interactive and serve a purpose, such as broadcasting a recent speak or positive information. Naturally, your messages need a consistency and frequency to succeed.
Second, your associations with fellow professionals, organizations and community causes must be positive in nature. These might help build positive messages regarding your personality and values. It’s a “brave new world” out there, he chides, pulling a memorable Aldous Huxley phrase from long-gone title from 1932. One needs to be prepared to “suffer losses, humiliation and embarrassment” in this blogophere new world. Keeping one’s dignity and self worth in mind pays dividends.
If nothing else, turn to God (oh, heavens, the G word one never mentions in business). This can bring additional personal strength and resolution, he notes, especially when trying to determine “the right thing” to do. Turning to God seems to work out better when you're already on the winning team in your business, of course, but this relationship can build that missing inner strength and courage to take the next steps as your fast-moving company evolves, it seems.
Finally, the convergence of emotions, ambitions, expectations and technological change can help one become truly powerful while mastering surrounding events.
This all sounds good and overdue for a trial, building power and influence or not. Just living and responding better to life’s many challenges and changes.
One must overcome “malevolence” at every juncture. People will use information technologies against you. One method of building power and influence is by getting positive information out there about you or/or your company to counterbalance the inevitable negative statements, even hundreds or thousands of them. Going after every online statement wastes your time and can even be counterproductive (where there’s smoke there’s fire/you protest too much?). The author claims to have more than 300,000 bits of information out there about himself. (Imagine trying to respond to each comment!)
Person and company web sites serve as tools, not end all or be all’s. You need these, but they must be interactive and serve a purpose, such as broadcasting a recent speak or positive information. Naturally, your messages need a consistency and frequency to succeed.
Second, your associations with fellow professionals, organizations and community causes must be positive in nature. These might help build positive messages regarding your personality and values. It’s a “brave new world” out there, he chides, pulling a memorable Aldous Huxley phrase from long-gone title from 1932. One needs to be prepared to “suffer losses, humiliation and embarrassment” in this blogophere new world. Keeping one’s dignity and self worth in mind pays dividends.
If nothing else, turn to God (oh, heavens, the G word one never mentions in business). This can bring additional personal strength and resolution, he notes, especially when trying to determine “the right thing” to do. Turning to God seems to work out better when you're already on the winning team in your business, of course, but this relationship can build that missing inner strength and courage to take the next steps as your fast-moving company evolves, it seems.
Finally, the convergence of emotions, ambitions, expectations and technological change can help one become truly powerful while mastering surrounding events.
This all sounds good and overdue for a trial, building power and influence or not. Just living and responding better to life’s many challenges and changes.
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