By now you should have developed a real sense of the reputation you want to create, the brand you want to establish and the impression you wish to create (if not, see refer back using the links in the reading list). Now it is time to work out how to … [Continue reading]
Understanding the Bigger Picture
In the last article (), I asked you to map out all the groups that are involved in your arena — that will be essential in helping you to gain the most from this article. Any attempt to understand your arena will falter if you don’t first know its … [Continue reading]
Building a Healthy Network
Nothing worthwhile can be influenced unless you have a network. The bigger your goal or purpose, the bigger your network needs to be, or at least, the more powerful its members need to be. And unless you have volume first, you’re not going to find … [Continue reading]
Failing to Attempt Influence
There are many common mistakes when it comes to influencing. In the work I do, arguably the most common one I see is that of not knowing what you want to achieve (I covered this in the first article in this series, ). Another important one to watch … [Continue reading]
The Structure of Your Leadership Arena
Before you go too far establishing a strategy to achieve your leadership purpose, make sure you really understand the arena in which you are about to a successful leader. Arena, as a word, has been used deliberately in the book, , to cater for the … [Continue reading]
Build Relationships with Powerful People
This is not about sucking-up or brown-nosing, this involves making shrewd choices about where you invest your time and energy building relationships. Powerful people are always on the lookout for talented people who may be able to help them. Early … [Continue reading]
Leaving an Impression
From the statements you developed in the last article (if you didn't I would strongly advise you do this now, click ), it is now necessary to simplify them so that you can return your focus to getting the work done. These statements will continue to … [Continue reading]
Defining Your Distinction
For a reputation to be really useful it has to be distinctive in the environment where it needs to do its work. This raises a vital question, what do you want your reputation to be? What reputation will precede you and create useful expectations in … [Continue reading]
Analysing Stakeholders
On the stakeholder map you need to consider each individual and their position on the map relative to two axis… Relationship… Trust. To what extent do they trust you and do you trust them? Openness. How much are they willing to disclose … [Continue reading]
Seven Sources of Power
For my book, , I have reflected deeply on the subject of power sources and developed a new way of thinking about power. The aim is to make power more readily understood so that it can become more useful to managers and leaders with busy … [Continue reading]
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