SUMMARY OF THE ISSUES FROM PART 1

• Success for today’s companies requires more than the brilliance of any individual.
• Leadership teams full of strong individuals do not produce high quality teamwork. If each individual just delivers on his or her own competencies, however effectively, the team is not truly functional.
• ‘Synergy’ created between talented individuals – tapping collective potential – lies at the heart of successful leadership teams.
• Research shows: 70%1 of executive teams lack clarity on what they are aiming to deliver to customers, effective strategy implementation remains a key concern for most CEOs2, and trust is a real issue in 65% of teams3.

• Are you having the quality of conversations to make a significant difference in your business and markets?
• Does your team realise the commercial value of its collective thinking, or only its individual thinking?
• And, how could you ensure the time you spend together is transformational, rather than just transactional?

• The ability to engage in high-
  Payday Loans - 10 Secrets to Making Money in the Payday Loan Industry
  The majority of us are unaware of the multitude of ways an entrepreneur can make money with payday loans. Often we are so focused on our own passion, skill and knowledge base that we fail to comprehend other methods of monetizing our expertise and understanding of this dynamic industry. This brief discussion will cover a few of the ways we can develop multiple revenue streams all utilizing the payday loan product. If you and your team are uncomfortable or unwilling to fund payday loans be advised there are a multitude of ways to make a “ton of money” in the payday advance industry. (Note, this list is in no particular order.)* Funding Payday Loans. Of course this is the obvious method most of us employ to maximize our returns. We form a corporation, get a license where appropriate, we open our store, utilize advertising and signage to draw customers and fund the payday loans ourselves. This “brick-n-mortar” model still works
  has come up with the key questions leaders must ask their teams.

  SUMMARY OF THE ISSUES FROM PART 1

  • Success for today’s companies requires more than the brilliance of any individual.
  • Leadership teams full of strong individuals do not produce high quality teamwork. If each individual just delivers on his or her own competencies, however effectively, the team is not truly functional.
  • ‘Synergy’ created between talented individuals – tapping collective potential – lies at the heart of successful leadership teams.
  • Research shows: 70%1 of executive teams lack clarity on what they are aiming to deliver to customers, effective strategy implementation remains a key concern for most CEOs2, and trust is a real issue in 65% of teams3.
  THE BIG QUESTIONS
  • Are you having the quality of conversations to make a significant difference in your business and markets?
  • Does your team realise the commercial value of its collective thinking, or only its individual thinking?
  • And, how could you ensure the time you spend together is transformational, rather than just transactional?
  THE SOLUTION
  • The ability to engage in high
    Embedded Commands
    An embedded command is a suggestion that is hidden within written or spoken language. It is used to communicate to the conscious mind while also sending a message to the subconscious mind. The intent is to actually bypass the conscious mind and communicate directly to the subconscious mind. Since embedded commands usually remain undetected by the conscious mind, they are very commonly used in marketing and advertising. It is in this covert way that marketers can create expectations and desires within their audiences without encountering resistance. Often, the embedded commands are small fragments that fit into a full sentence. For example, Pepsi used to have the slogan that encouraged, "Have a Pepsi Day." The embedded command was "Have a Pepsi." The most effective embedded commands are short and concise. In fact, ideally they should be no longer than two to four words. It is much easier to use
    ork. If each individual just delivers on his or her own competencies, however effectively, the team is not truly functional.
  • ‘Synergy’ created between talented individuals – tapping collective potential – lies at the heart of successful leadership teams.
  • Research shows: 70%1 of executive teams lack clarity on what they are aiming to deliver to customers, effective strategy implementation remains a key concern for most CEOs2, and trust is a real issue in 65% of teams3.
  THE BIG QUESTIONS
  • Are you having the quality of conversations to make a significant difference in your business and markets?
  • Does your team realise the commercial value of its collective thinking, or only its individual thinking?
  • And, how could you ensure the time you spend together is transformational, rather than just transactional?
  THE SOLUTION
  • The ability to engage in high
    How to Build Trust and Rapport with Customers
    No matter how well-versed you are with your products and services, if you do not win your customers’ trust, your business will fail to sell.It is of vital importance to build trust and rapport with your customers. There is no hard and fast rule that every method would work with every customer and always. However, there are some basics to consider that would help a great deal in building trust and rapport with your customers in a less time.Making That First Impression: If you are about to give a sales presentation, you have to be careful about the way you dress and groom yourself. It’s true that people conclude about you based on your appearance.Remember to: • Be punctual. • Be well prepared about your business. • Be well groomed with an appropriate attire. • Have a positive attitude and amiable manners without becoming too personal.Be Aware Of Your Customers’ Personality: Psychological s
    larity on what they are aiming to deliver to customers, effective strategy implementation remains a key concern for most CEOs2, and trust is a real issue in 65% of teams3.
  THE BIG QUESTIONS
  • Are you having the quality of conversations to make a significant difference in your business and markets?
  • Does your team realise the commercial value of its collective thinking, or only its individual thinking?
  • And, how could you ensure the time you spend together is transformational, rather than just transactional?
  THE SOLUTION
  • The ability to engage in high
    Motivating Tips for Job Seekers
    Are you staring at an empty page, trying to write the next cover letter? Or postponing the grip and grin meeting you’ve scheduled? Have lethargy and laziness set in? Has your get up and go taken a permanent vacation?Well, my friend, you are not alone.Staying motivated during a prolonged job search is more challenging than actually going on an interview.Here are some tips to keep you motivated:Keep busy by lending a hand - do volunteer work or help a neighbor in need. It will raise your self-esteem and the feel good quotient that can be sorely depleted during a job search.Get temp or contract work – this will give you a few bucks and provide structure to your week.Shake your booty – Move, exercise, dance. The endorphin release alone will carry you forward into more activity.Get rid of clutter – throw out st
    and markets?
  • Does your team realise the commercial value of its collective thinking, or only its individual thinking?
  • And, how could you ensure the time you spend together is transformational, rather than just transactional?
  THE SOLUTION
  • The ability to engage in high-quality conversations sets high-performing teams apart.
  • Teams who engage in regular, quality, focused debate about their strategy, capabilities and behaviours are significantly more successful than those that don’t.
  • The job of leadership is to ask and answer the right questions.
  As discussed in part 1 of ‘Team Leadership: Does Your Leadership Team Really Talk?’, the job of leadership is to ask and answer the right questions about strategy and purpose. In part 2, we discuss the conversations about capability that leaders must use to ensure their teams are high performing.

  CONVERSATIONS ABOUT CAPABILITY

  1. “What capabilities are needed to execute our strategy?” Clearly any conversation about strategy, working practices and resources also needs some objective discussion of team and individual capabilities. However, many teams fail to even consider these issues, let alone introduce objectivity into the process. This form of insularity, bred by a lack of self-evaluation and internal challenge, often lies at the heart of team underperformance. And even with the spotlight on important strategic capabilities, leadership and management teams rarel