Relationship Economics® Newsletter
December 2007
Did 2007 turn out the way you anticipated or hoped? Were you bullish on market opportunities or did you fear pending recession? How did your strategic planning go? Did you revisit your mission, vision and strategy on a consistent basis or did you let it collect dust and plan to take it out next month, change the date, and submit it as your new and revised game plan? Did you foster a culture of inaction or push people to not just formulate great ideas, but consistently execute them as well?
Along the way, where or how did relationships contribute to your success? Did you measure your return on involvement or did you continue to confuse vibration with forward motion?
This time of year often presents a great opportunity for an introspective look at your personal and professional growth. We can imagine no better time to also reflect on your most valuable (and hopefully most strategic and thus intentional and quantifiable) relationships. How will you use this opportunity to make 2008 the year of exceptional return on your influence?
In 2008, Will You Get a Second Life?
Can you imagine sitting in a virtual conference room with a handful of executives from all over the world, looking at a running car engine in the middle of the table? If you have never heard of The Second Life Grid, it is quickly gaining momentum – not just with gamers and programming enthusiasts, but global organizations such as HP, Nissan, IBM and countless others who are leveraging this virtual environment to deliver real results.
Second Life is a 3-D virtual world created entirely by its residents and since its launch in 2003, it has enjoyed exponential global growth. By developing digital assets, Linden Lab has created a very real digital economy of unparalleled proportions.
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20 Annoying Habits That Keep You from The Top
If you do nothing else over the holidays, pick up Marshall Goldsmith’s simple yet consistently Marshall-esque and direct book, What Got You Here Won’t Get You There: How Successful People Become Even More Successful. I recently had a chance to meet Marshall at the Vistage International 50th anniversary conference. His unassuming presence completely disarms you with the fact that he is the personal coach to some of the Fortune 500’s most elite CEOs.
Early on in his book, he references the most annoying interpersonal issues in the workplace today. We thought these might be a relevant reference point as many deter you from developing intentional, strategic, and thus quantifiable business relationships.
For example, he talks about the importance of knowing when to stop. Have you ever thought about the stupid things top people do that they need to stop doing now? Get out a notepad and instead of the usual “to do” list, start a “to stop” list.
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What To Do with Overachievers in a Relationship-Centric Culture
Ask any executive about overachievers and they will tell you that they’d love one of these and would probably pay a premium for one. They can likely name several that they’ve had over the years. These are the movers and shakers – often the “go to” people if you want anything done. They are driven, determined, passionate, energetic, and yes – often referred to as “A players.” Simply put – they are overachievers.
By their shear DNA, they need to be led differently if you are to fully utilize their contribution to the team. In particular, keep a watchful eye out for quirks such as unrealistic expectations, working insane hours, and risk taking at any cost to succeed as quicksand to their success.
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complete article >>
We hope you enjoy this month's Relationship
Economics® Newsletter and will forward it to colleagues you deem of
value.
Here is to your strategic relationship success,
David
David Nour - Managing Partner |
Author | Social Networking Catalyst
Relationship Economics - Atlanta
404-419-2115 x9101
dnour@nourgroup.com
