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.)
Tuesday, September 11, 2007
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.
Monday, September 10, 2007
Not Geek Squad Smarts
There is a new advertisement on the radio for something called "The Geek Squad," a hugely successful group of nerds and nebbishes across the country who read software and computer manuals, then have an uncanny knack of getting things to work (like wi-fi routers, high-def. TV's and surround-sound stereos). What power! What value!
Yet, this is NOT the power and influence discussed in Mr. Dilenscheider's book. The power here is moving men (and women) to perform at their highest levels, as inspired and led by your personal inspiration and style. This is long-term power, prestigious power, power that sustains and builds and organzation's core business.
In the ad, The Geek Squad promises to get things working again. “We’re on call to use our intellectual power, not to rule your electronic products, but to own them,” they claim, mysteriously. The implication being that when you know how things work, you “own it,” in a sense, in the long run. (Actually, it's the reverse, they own it in the short-term, while it works, and no longer.)
The power and influence under review in this book senses this sort of limited power generation, but bases it’s solutions on a foundation, the substance of technology itself (not how things work, but what can be done with the things when they’re working). The theory, one supposes, is that you can pay a drone (or Geek) to get technology to work. What you can’t find is anyone who understands what it all MEANS once's it's going again. How will it save time, build a customer base, retain customers already buying your products, restrain competitor actions, build an empire.
One ominous note in the ad might be worth a thought: “We Geeks know that the Internet is JUST STARTING!” The implication: We ain’t seen nothing yet! Heaven help us, especially those who have not already fully embraced today's robust Internet search engines, downloads and interfaces.
Numerous references in the book hint at some of these emerging synergies (technologies, he calls them): Cellphones becoming recipients of text messages, taking pictures and organizing your schedules, playing your favorite songs, updating blogs, even, making phone calls, wireless, through the wi-fi connection on your computer (free - - don’t tell the phone company).
What does this single example mean in the workplace? WHO will grasp the emerging nature of the way it will break traditional molds of job functions in the workplace? The powerful and the influential, for starters, who may soon be the bosses driving these new methodologies!
Yet, this is NOT the power and influence discussed in Mr. Dilenscheider's book. The power here is moving men (and women) to perform at their highest levels, as inspired and led by your personal inspiration and style. This is long-term power, prestigious power, power that sustains and builds and organzation's core business.
In the ad, The Geek Squad promises to get things working again. “We’re on call to use our intellectual power, not to rule your electronic products, but to own them,” they claim, mysteriously. The implication being that when you know how things work, you “own it,” in a sense, in the long run. (Actually, it's the reverse, they own it in the short-term, while it works, and no longer.)
The power and influence under review in this book senses this sort of limited power generation, but bases it’s solutions on a foundation, the substance of technology itself (not how things work, but what can be done with the things when they’re working). The theory, one supposes, is that you can pay a drone (or Geek) to get technology to work. What you can’t find is anyone who understands what it all MEANS once's it's going again. How will it save time, build a customer base, retain customers already buying your products, restrain competitor actions, build an empire.
One ominous note in the ad might be worth a thought: “We Geeks know that the Internet is JUST STARTING!” The implication: We ain’t seen nothing yet! Heaven help us, especially those who have not already fully embraced today's robust Internet search engines, downloads and interfaces.
Numerous references in the book hint at some of these emerging synergies (technologies, he calls them): Cellphones becoming recipients of text messages, taking pictures and organizing your schedules, playing your favorite songs, updating blogs, even, making phone calls, wireless, through the wi-fi connection on your computer (free - - don’t tell the phone company).
What does this single example mean in the workplace? WHO will grasp the emerging nature of the way it will break traditional molds of job functions in the workplace? The powerful and the influential, for starters, who may soon be the bosses driving these new methodologies!
Friday, September 7, 2007
Are There Any Limits to Power and Influence?
Mr. Dilenschneider never really covers this point. To the neophyte, today’s power-players running today’s businesses seem to have an unending supply of nerve and skill. Yet, they also seem to have an uncanny way of deleting your power in favor of enhancing their’s, making for a Zero Sum game they are winning.
The author mentions none of these limits. It’s not their power and yours, it’s creating and nurturing YOURS - - that of others will be left in the dust, undimished. Yours will just be MORE POWERFUL and INFLUENTIAL. More likely, today’s power holder may quickly become tomorrow’s lackluster leader when subjected to the "Rules that have Changed,” the disruptive technologies assaulting one’s business at regular intervals.
It’s not that the expansion of YOUR influence reduces that of others. You influence leapfrogs other's and, for lack of a better word, alters the paradigm of accepted behavior.
This offers a message of hope for those individuals suffering under the bonds of a crushing no-nothing boss who stifles independent thinking and action. Unfortunately, these new options of exercising one’s power and influence might come to fruition ELSEWHERE, in a different company or setting, the author clearly details. The implication: Be prepared; this time may come sooner than expected followed by a kick in the butt out the door.
Perhaps the concepts discussed here work best in smaller, entrepreneurial environments, rather that in major, bureaucratic organizations such as the phone company or a traditional Fortune 500 company. He claims not, that the principles here apply across the board. Perhaps, though, that fine line between showing off one’s new skills, without overshadowing one’s boss, blur for most people, especially depending upon the boss’ moods and business conditions.
Missteps here can earn immediate discharge, demotion, even industry humiliation if not careful. Count on it. That’s where strength of person convictions (which he discusses that length) come into play. Convictions to stay employed, while learning the new rules, and their carfeful exercise, within bounds of common sense, fosters power and influence. Incrementally, not by brute force.
The author mentions none of these limits. It’s not their power and yours, it’s creating and nurturing YOURS - - that of others will be left in the dust, undimished. Yours will just be MORE POWERFUL and INFLUENTIAL. More likely, today’s power holder may quickly become tomorrow’s lackluster leader when subjected to the "Rules that have Changed,” the disruptive technologies assaulting one’s business at regular intervals.
It’s not that the expansion of YOUR influence reduces that of others. You influence leapfrogs other's and, for lack of a better word, alters the paradigm of accepted behavior.
This offers a message of hope for those individuals suffering under the bonds of a crushing no-nothing boss who stifles independent thinking and action. Unfortunately, these new options of exercising one’s power and influence might come to fruition ELSEWHERE, in a different company or setting, the author clearly details. The implication: Be prepared; this time may come sooner than expected followed by a kick in the butt out the door.
Perhaps the concepts discussed here work best in smaller, entrepreneurial environments, rather that in major, bureaucratic organizations such as the phone company or a traditional Fortune 500 company. He claims not, that the principles here apply across the board. Perhaps, though, that fine line between showing off one’s new skills, without overshadowing one’s boss, blur for most people, especially depending upon the boss’ moods and business conditions.
Missteps here can earn immediate discharge, demotion, even industry humiliation if not careful. Count on it. That’s where strength of person convictions (which he discusses that length) come into play. Convictions to stay employed, while learning the new rules, and their carfeful exercise, within bounds of common sense, fosters power and influence. Incrementally, not by brute force.
Is This Book Under Titled?
When you peruse the clogged bookshelves to today’s book stores, you have to wonder about some of the titles. Certainly, that section of Help-For and How-To titles can shock, even awe, in the way they seem to identify a number of problems we didn't know we had, then go the next step in claiming to solve them, magically, dramatically, immediately.
For example, can a book titled something about "Whatever Subject For Dummies” really deliver the goods? On practical subjects (how to fly fish, how to write HTML code, etc.) I believe they really can do so.
Would a book on How to be Powerful and Influential For Dummies be something worth buying? I’d say NOT, certainly not having read Mr. Dilenschneider’s book. This isn't practical advice, it's life-altering attitudes and style, even personal values. These can't be "dummied up" for readers. They require thought and understanding.
Why not a popular Dummies subject? Because he really does deliver the message, but subtlely in ways not obvious on first reading. Dummies books cut through the fog to a core of actions. This book captures the fog, while clarifying personal, attainable goals and concepts. These don't travel well in quickie how-to books. They take work.
First, unlike the Dummies books, he REALLY HAS stood alongside and spoken candidly with many of the world’s movers and shakers. I'd guess that most of the Dummies books were written no so much by experts, but by expert researchers of existing literature. They're written by smooth, professional writers.
Mr. Dilenschneider, it's obvious from page one, IS AN EXPERT and a LIVING, BREATHING EXAMPLE of the powerful and influential who've thought a lot about the rules changing out from under his best efforts.
He discloses these discussions in a candid and elegant way that both communications and shares ideas, without bragging or making lists, the crutch of the Dummies books. List something and you have another couple of pages in those books.
Instead, Mr. Dilenschneider takes the high and sophisticated road, leaving it to readers to sort out the meaning and digest the concepts. It’s the implementation of these somewhat controversial ideas (not everyone agrees) that becomes tricky. And, clearly, not everyone truly is meant to be powerful and influential, I’m sorry. But EVERYONE can certainly learn WHY they can’t be a mega-person, since they may or may not WANT to try his recommendations or, frankly, be incapable of doing so.
Specifically, some people are just not capable of adopting and accepting today’s technologies, a key ingredient in Mr. Dilenschneider’s book. We all know them - - people, who even today, refuse to turn on a computer and use it’s capabilities, those of the Internet, and those of organizing one’s life’s work and hobbies. The number of these individuals is shrinking, but there’s still a hard core of non-computer users (and angrily proud of it - - I have “my people” handle those sorts of details, many say in the business world). (This does NOT mean that if you still can't figure out how to send a "text message" to and from your cellular phone that you don't have a grasp on technology. Just not its nuances. You do still use the phone and email from your laptop or desktop quite happily.) You fully grasp the emmense power of a few words well written and instantly delivered in an email
These non-technofiles oftentimes refuse to use cell phones, Blackberries and similar communications devices, since many probably tried early versions (they were truly horrible, large and ungainly) or instantly understood the negative “leash” aspects of the first “beepers,” that unmercifully tracked our every move, causing work to follower us into the woods and onto a boat, in an airplane and, seemingly, even underwater.
So, this book will be read in a passive way, by these individuals, with passing thoughts given to the core principles. It will another sort of brief entertainment to be shared among friends, then forgotten.
Pity. Yes, for these individuals, the book is undertitled: It never will have much applicability in their lives or deliver on its promised title. For them, the rules may have changed, but not the game. He re-defines the game and observes that the current rules may no longer apply. Pity not to grasp these seemingly obvious, pithy concepts.
For example, can a book titled something about "Whatever Subject For Dummies” really deliver the goods? On practical subjects (how to fly fish, how to write HTML code, etc.) I believe they really can do so.
Would a book on How to be Powerful and Influential For Dummies be something worth buying? I’d say NOT, certainly not having read Mr. Dilenschneider’s book. This isn't practical advice, it's life-altering attitudes and style, even personal values. These can't be "dummied up" for readers. They require thought and understanding.
Why not a popular Dummies subject? Because he really does deliver the message, but subtlely in ways not obvious on first reading. Dummies books cut through the fog to a core of actions. This book captures the fog, while clarifying personal, attainable goals and concepts. These don't travel well in quickie how-to books. They take work.
First, unlike the Dummies books, he REALLY HAS stood alongside and spoken candidly with many of the world’s movers and shakers. I'd guess that most of the Dummies books were written no so much by experts, but by expert researchers of existing literature. They're written by smooth, professional writers.
Mr. Dilenschneider, it's obvious from page one, IS AN EXPERT and a LIVING, BREATHING EXAMPLE of the powerful and influential who've thought a lot about the rules changing out from under his best efforts.
He discloses these discussions in a candid and elegant way that both communications and shares ideas, without bragging or making lists, the crutch of the Dummies books. List something and you have another couple of pages in those books.
Instead, Mr. Dilenschneider takes the high and sophisticated road, leaving it to readers to sort out the meaning and digest the concepts. It’s the implementation of these somewhat controversial ideas (not everyone agrees) that becomes tricky. And, clearly, not everyone truly is meant to be powerful and influential, I’m sorry. But EVERYONE can certainly learn WHY they can’t be a mega-person, since they may or may not WANT to try his recommendations or, frankly, be incapable of doing so.
Specifically, some people are just not capable of adopting and accepting today’s technologies, a key ingredient in Mr. Dilenschneider’s book. We all know them - - people, who even today, refuse to turn on a computer and use it’s capabilities, those of the Internet, and those of organizing one’s life’s work and hobbies. The number of these individuals is shrinking, but there’s still a hard core of non-computer users (and angrily proud of it - - I have “my people” handle those sorts of details, many say in the business world). (This does NOT mean that if you still can't figure out how to send a "text message" to and from your cellular phone that you don't have a grasp on technology. Just not its nuances. You do still use the phone and email from your laptop or desktop quite happily.) You fully grasp the emmense power of a few words well written and instantly delivered in an email
These non-technofiles oftentimes refuse to use cell phones, Blackberries and similar communications devices, since many probably tried early versions (they were truly horrible, large and ungainly) or instantly understood the negative “leash” aspects of the first “beepers,” that unmercifully tracked our every move, causing work to follower us into the woods and onto a boat, in an airplane and, seemingly, even underwater.
So, this book will be read in a passive way, by these individuals, with passing thoughts given to the core principles. It will another sort of brief entertainment to be shared among friends, then forgotten.
Pity. Yes, for these individuals, the book is undertitled: It never will have much applicability in their lives or deliver on its promised title. For them, the rules may have changed, but not the game. He re-defines the game and observes that the current rules may no longer apply. Pity not to grasp these seemingly obvious, pithy concepts.
Wednesday, September 5, 2007
Embrace Change: Hardest Thing Ever
In the military, power and influence derive from regimen and imitation of one’s peers and those who came before. Previous battles serve as schools for study and mastery. Repetition of action is encouraged so that when this or that occurring will trigger automated responses, quickly and lethally.
Consistency, trustworthiness and steadfastness of purpose achieve immediate, supreme rewards for those who absorb their lessons, right on up to positions of admiral and general.
Change means the pain of new-learning, without rule or precedence. “But every response has not been defined and bound into a pamphlet or book. What should I do and when should I do it?” the military man and women might ask regarding unknown, emerging technologies.
Some of today’s new soldiers and sailors, however, do understand and recognize that the pace of learning and change speeds up reponses. Yet, they also can fit uneasily into the uniformed structures, or eventually succumb to the inevitable - - don't fight the system if it ain't broke. Learn it, play it, rise to the top.
In this book, a central/hard-to-miss theme builds upon the opposite of this core idea. It’s not so much that change is good and that change is progress. It’s more along the lines of "change responses" MUST CHANGE, and fast. The old ways (automated responses based upon what you know or your predecessors knew) seem important, but much less applicable in a world in which the time-line of product and service adoption has been compressed. While it may have taken radio years to be universally adopted, the I-Phone from Apple has ALREADY been adopted by HUNDREDS AND THOUSANDS of customers in just weeks. Seeing it confounds thinking - - why didn't I think of this? I gotta have one. The screen is so large; the functions so simple and elegant; the packaging so unique.
Those challenging its supremacy - - its uniqueness, breakthrough functions, positioning with early adopters - - will suffer anxiety, failure and a new powerlessness.
Break through the clutter of one’s own perceptions and habitual responses to generate influence and respect among one’s colleagues. Become “Master and Commander” of one’s own fate by acceptance and understanding of what one sees and reads about “out there” on the Internet and in the trade press.
You never know: The next “new wheel” awaits the power and influence maker to embrace through training, comprehending and, even, adoption. While never rubbing one’s noses into these new technologies, just understanding and embracing them may be enough to prevent being pushed aside by one’s bosses seeking greater, larger truths. Boss this new wheel, let me show you how it works, may take us to the next level of quality. I’ll keep watching and learning about it. Let’s keep it on our radar, especially if your competitors don’t.
Simple, non-threatening and career-enhancing. Good things!
Consistency, trustworthiness and steadfastness of purpose achieve immediate, supreme rewards for those who absorb their lessons, right on up to positions of admiral and general.
Change means the pain of new-learning, without rule or precedence. “But every response has not been defined and bound into a pamphlet or book. What should I do and when should I do it?” the military man and women might ask regarding unknown, emerging technologies.
Some of today’s new soldiers and sailors, however, do understand and recognize that the pace of learning and change speeds up reponses. Yet, they also can fit uneasily into the uniformed structures, or eventually succumb to the inevitable - - don't fight the system if it ain't broke. Learn it, play it, rise to the top.
In this book, a central/hard-to-miss theme builds upon the opposite of this core idea. It’s not so much that change is good and that change is progress. It’s more along the lines of "change responses" MUST CHANGE, and fast. The old ways (automated responses based upon what you know or your predecessors knew) seem important, but much less applicable in a world in which the time-line of product and service adoption has been compressed. While it may have taken radio years to be universally adopted, the I-Phone from Apple has ALREADY been adopted by HUNDREDS AND THOUSANDS of customers in just weeks. Seeing it confounds thinking - - why didn't I think of this? I gotta have one. The screen is so large; the functions so simple and elegant; the packaging so unique.
Those challenging its supremacy - - its uniqueness, breakthrough functions, positioning with early adopters - - will suffer anxiety, failure and a new powerlessness.
Break through the clutter of one’s own perceptions and habitual responses to generate influence and respect among one’s colleagues. Become “Master and Commander” of one’s own fate by acceptance and understanding of what one sees and reads about “out there” on the Internet and in the trade press.
You never know: The next “new wheel” awaits the power and influence maker to embrace through training, comprehending and, even, adoption. While never rubbing one’s noses into these new technologies, just understanding and embracing them may be enough to prevent being pushed aside by one’s bosses seeking greater, larger truths. Boss this new wheel, let me show you how it works, may take us to the next level of quality. I’ll keep watching and learning about it. Let’s keep it on our radar, especially if your competitors don’t.
Simple, non-threatening and career-enhancing. Good things!
White Glove Power & Dirty Tricks
One of the refreshing concepts fulfilled in this book is its handling of power in a solely positive, personal way. There are no hints that this power will be derived from the stealing or taking from others.
In effect, a basic concept misunderstood by many in business, as your own power expands, the power of others is NOT affected or diminished. The power pie just gets LARGER. It's not your slice taking from other slices.
Some power books focus on just the negative, the cunning, the deceitful, the crushing of others to trample ahead, grabbing power as it is seized. This book seemingly ignores this concept completely.
Your power is derived from the mastery of technology, adapting to change and from within, from a faith in yourself and in your personal god. Yes, heavens, god gets his/her due - - with a hefty dose of reality. We’re basically a god-faring country and those who deny it do so are the peril. Embrace God, from whom all power is derived, the implications seem clear.
There are no mentions of ways to “act powerless” as power is grabbed from the unsuspecting. All “moves” by employees stay within the realm of the positive and the direct. While political ways of acting are emphasized, out-and-out “iron hands within satin gloves” is not a theme that carries the day. Rather, through action and deed, your worth will be recognized and rewarded. He shows how, by example and message.
The power grab becomes a holistic experience and one that clearly will benefit both the individual, those around he or she, and the business. How refreshing, for a how-to book to keep a sense of business as a benefit to society, not just the aggrandizement of an individual. The “Me Generation” becomes the “We Generation.” Going one step further, he recommends using your new-found power and influence skills to enhanced your country and the world! Does any other book call for such global actions?
No power games surface; no power grabs described. Power springs from within and spreads its wings exponentially, mostly without bruising those around you. There’s no emphasis on using deceit, faking emotions, using tricks or controlling one’s natural emotions. If anything, the natural goodness and fairness in us all should be nurtured and remain unfettered by those around us.
In short, there is a remarkable lack of guile and foul play in this small volume of ideas and recommendations. A fine, good man appears to have written this book, or at least one can easily imagine this!
In his own words:
“In a larger sense it (the book) is also about how, by wielding personal power in a smart, techno-savvy, and ethical manner, you can help shape a more prosperous collective future for everyone.”
Technology…anxiety...the era of globalization…porous borders for ideas, capital and people…digital communications. These themes are all there - - along with how to survive and succeed - - the guideposts for technological, personal and professional triumph.
These powerful and influential individuals have a PLAN for their lives and their institutions, plus a kind of general momentum, a velocity he calls it, to make a difference.
Acquire power, amplify it, use it, while becoming happier and more materially successful. Love it!
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