Being on time is still a virtue

“Eighty percent of success is showing up.”
Woody Allen
I am convinced that the other 20 per cent of success is showing up on time.  I think that we are experiencing  a breakdown of some basic values that is affecting businesses in a negative manner.  Being on time for meetings and appointments used to be a virtue.  Now they seem to be more like general guidelines or approximate place-holders on the calendar. Companies that have discipline, respect and great values in place believe that being on time for meetings and appointments is important. Unfortunately, many of the negative behavioral traits are being demonstrated in the C-suite and trickle down to every level.  There are a number of different reasons for this. Some people do not have the organizational skills,  others have never learned how to balance their calendars, some lack discipline,  some over commit,  and in other cases people abuse power by making people wait for them.
Now that I have had my weekly rant, maybe I have the problem of being a perfectionist and need to lighten up. Comments please!
Weekly Wisdom, Jerry Rollins, CEO of Sage Executive Group

6 Keys Every C-Level Executive Needs To Know About Social Media

Every sixty seconds, one hundred hours of video are uploaded to YouTube, seven hundred YouTube video links are shared on Twitter, nearly six hundred new websites are created, two million new searches are Googled, and hundreds of thousands of images are shared via Snapchat, Tumblr, and Pinterest.  In a single day, Facebook users watch five hundred years of YouTube videos. With social media usage soaring to record levels, one thing is certain: social media is here to stay.
When social media users Google your company name, what are they finding? How can you use LinkedIn, Facebook, Twitter, YouTube, and other social media tools to achieve greater success and significance? Stacy Donovan Zapar, CEO of Tenfold Social, and Sarah Hardwick, CEO of Zenzi Communications, answer that question–and many others–in a presentation geared specifically towards CEOs, partners, presidents, and founders.
Browse their presentation for a treasure trove of social media tips that will help you manage your personal reputation online, build your professional network, increase your company’s positive exposure, and steer your organization to greater success.

Stacey Donovan Zapar | CEO, Tenfold Social
Sarah Hardwick | CEO, Zenzi Communications

Peer Advisory Groups Give Leaders an Advantage – Which Group Stands Out?

Peer Advisory Groups Provide Coaching, Collaboration, and Networking Opportunities

Recent studies of executive level leaders at well-known companies have uncovered a common trend – these leaders spend a significant amount of their time surrounded by others. This is a direct correlation to the amount of emphasis they place on the collaborative relationships that can be built on the job. These leaders seek the counsel of others, provide feedback in open and honest forums, and seek ways to improve the policies and processes of their organizations. Peer advisory groups are an efficient and effective way in which to receive balanced feedback, constructive guidance, and, at times, solid ideas about how to improve the business. Two peer advisory groups stand out as leaders in the field – Vistage International and Sage Executive Group, both offering a solid resume of support, guidance, and counseling for the modern day business leader.
Vistage International – Better Leaders, Decisions, Results
Vistage International was founded in 1957 and offers peer counseling to members across the globe. With international offices on six continents, in 16 countries, and boasting 15,000 members, Vistage has created a legacy of helping business owners and leaders make better decisions and see enhanced results. With a corporate office in San Diego, CA, Vistage has a significant presence across the United States. Vistage offers peer advisory groups, executive level coaching, one-on-one sessions with a seasoned leader, and the ability to interact with a diverse group of individuals. Vistage has demonstrated a record of providing quality advising services for more than 50 years.
Sage Executive Group – Greater Success and Significance
Sage Executive Group takes a slightly different approach than Vistage International. The goal at Sage isn’t to be a massive peer advisory entity. Rather, Sage Executive seeks to be the best small to medium sized advisory group for those leading businesses that generate $3 million in revenue or greater. Vistage will provide peer advising to those who lead much smaller operations. Sage is headquartered in San Diego, CA, and has a leadership team with more than 45 years of peer advisory and executive coaching experience. Monthly half-day meetings allow for members to interact with a diverse group of no more than 12 members – allowing for ample time to get the answers they seek, all in a strictly confidential environment. Monthly one-on-one coaching with a Sage Chairman provides additional guidance and feedback – all designed to improve the success levels of the leader’s respective business.
Vistage International vs. Sage Executive Group
A direct comparison of these two groups will uncover some subtle differences that may have prospective members wondering which way to go. Both organizations have firmly embraced the concept of peer advising and executive level coaching. The executive coaching process at Sage Executive group is always led by a former CEO – lending additional credibility to the Sage process versus the Vistage International interaction. Vistage International does have a more global presence than Sage Executive, but with more and more CEO’s finding that lack of free time is the ultimate problem, many are turning to virtual meetings as opposed to traditional face to face gatherings. Both groups offer virtual meetings, with Sage expanding the learning and networking offerings to include events tailored to the family members, spouses, and employees of the member. This can help provide additional insight to those that support the overall mission of the CEO or executive level leader. Finally, with a smaller, more intimate base of leaders, some may say that Sage Executive has kept the scale of the peer advising service right where it needs to be – not the biggest, just the best.

How to Be An Effective Interviewer

Learn To Interview Effectively and You’ll Hire Better Team Members!

Becoming an effective interviewer is a learned skill. It is a systematic, step-by-step process that can help decision makers weed out those prospective employees who may appear fit for the job at first glance – but really aren’t. Classes are available that can help train a leader around interviewing best practices, behavioral questioning, and resume analysis. Additionally, peers in your industry who have demonstrated a track record of making good hiring decisions can provide guidance and feedback about interviewing potential candidates.
Ensure Your New Hire Fits in With the Company Culture
Every company has a culture. The culture is the collective philosophies, behaviors, mandates, best practices, and goals that have been established by senior leadership within the organization. While a prospective employee may have a stellar resume and significant experience in your field, it is vital that they will be able to adapt and flourish within the company culture that permeates your business. If they don’t seem a good fit, no matter how solid their resume looks, pass on them.

Behavioral Interviewing Is Key to Making Sound Choices

Behavioral interviewing focuses on asking applicants about behaviors, experiences, and past activities that may correlate to the roles and responsibilities of the job they are applying for. Most authorities on hiring believe that past performance is a significant predictor of future success. With this in mind, questions like “tell me about yourself” or “what is your biggest strength” may be only somewhat impactful. Asking an applicant to “describe a time when you were challenged at work and came up short” may provide a deeper dive into the applicant’s work ethic, ability to overcome obstacles, and aptitude for crisis management.
Questions Around Motivation and Empowerment
When interviewing a potential new employee, it is common to base a hiring decision on the strength of their resume and the skillset that the applicant already possesses. Two often-overlooked factors are motivation and empowerment. Though these attributes are only ever discovered when an interviewer uses behavioral interviewing methods, motivation and empowerment levels can help indicate the potential of a new hire.
Applicants who directly spell out the factors that motivate during an interview are more likely to be open about asking for these motivating elements that are available on the job. If an interviewee mentions that receiving two paid days off for a successful project completion was highly motivating, it may tell more about the applicant than someone who says they are motivated by money. Employees who can open up and let leadership know what they value are more likely to become valued employees down the road.
Effective Interviewing is Crucial to Building a High Performance Team
Interviewing is a science of knowing which critical questions to ask and how to interpret the responses. One question should flow into the next, allowing the applicant to paint a picture of their skills, experiences, and qualifications. As an interviewer, it is critical to ask the right questions to ensure you’re in a position to hire that next high-performance team member.

Motivating an Employee – Not a “One Size Fits All” Approach

A question often posed in HR circles and leadership forums is “how do I motivate an employee?” This is a puzzle that most leaders would love to solve. While there is no one size fits all approach to motivating an individual, there are a few key areas to focus on to ensure that your business promotes a culture of motivation and achievement.
Are You Really Motivated By Your Job?
The first thing to consider is that motivation is typically fueled by an external factor. Most employees aren’t inherently motivated – something either at work or at home drives them to succeed. For many, the idea of extra time off is a motivating factor. Spending more time at home with friends and family is a big reward, and can push even the average employee to work harder and deliver better results. Some employees are enamored with the idea of earning more money – motivated by the prospect of raises, merit increases, and promotions. Whatever the specific motivation is, it is vital that leadership within the organization takes the time to directly identify what these factors are.
Motivating the Generations
One consideration to make regarding motivation centers on motivating all generations of employees. What specifically excites a generation X employee (born between 1964 – 1981) may not motivate a Millennial (born between 1982 – 2000). Generation X employees have demonstrated motivation in the workplace when an environment of fun, feedback, and flexibility is apparent. Generation X employees are motivated by flexible work arrangements. While their parents may have gotten used to punching the clock every morning at 9am sharp and grabbing their lunch pail at exactly 5pm, Gen X’ers appreciate and are motivated by flexible work schedules, breaks in the routine, and tangible rewards. Give a Gen X’er a gift card to dinner and an early out – and you’ll see an employee who is motivated to achieve the next day at work.
For the Baby Boomer generation, motivation takes on a different meaning. “Being in charge” can motivate Boomers. Titles, perks of the job, and anything that helps distinguish and accentuate the heights that a Boomer has achieved will go a long way toward motivating the employee. Older employees – say those born before 1945, are motivated by those who recognize the talents and depth of experience that these workers bring to the table. A leader of an older worker should understand that a traditional, “straight path” career model is comfortable for many in this age bracket.
Creating a Culture of Achievement
One of the simplest ways to ensure that employees are motivated is to create a culture of achievement at the workplace. Achievement must be the norm. It isn’t what employees aspire to – it is the day in and day out focus on setting new benchmarks, innovating on the job, and reaching new heights of productivity. These metrics might be different among the various generational groups, so the keen manager will ensure that they know not just what motivates the individual, but what motivates a generation.