Business Networking: 5 Tips For Absolute Beginners

Business networking is an absolute must if you want to run a profitable business. Without networking with others, you’ll lose out on potential clients and profitable projects. If you are a new business owner or an absolute beginner at business networking, follow these five tips to get out there and network like a pro.

Business Networking: Give a Free Talk to a Local Group

Nonprofit organizations, community clubs, and hobby groups are always looking for guest speakers for meetings, luncheons, dinners, conferences, and other events. Offer to deliver a short speech at your favorite group’s next meeting so that the entire audience can be exposed to your knowledge and experience. Use the time immediately following your talk as business networking time. Work the room, exchange business cards with audience members, and provide additional information about your business.

Business Networking: Online Networking

Online networking has taken the world by storm. In the past, you had to attend a meeting or go to a conference to get the opportunity to do successful business networking. Now, sites like Schmoozii and LinkedIn offer professionals around the world the opportunity to network with others. The best thing about online networking is that you can connect with people from all different countries and industries, expanding your business network.

Business Networking: Join a Tips Club

Tips clubs (also called leads clubs) are great for business networking. The premise of such an organization is simple – members network with each other and refer each other to friends, family members, and business associates. One of the great things about these organizations is that they only allow one person from each type of business to join. For example, once a copywriter joins, no more copywriters are allowed to join unless that person leaves the organization. This means you won’t be competing against dozens of people for the same referrals.

Business Networking: Giving Back

Nonprofit organizations are always trying to accomplish more with less money and fewer staff members to keep things going. If you have a skill or talent that would benefit a nonprofit group, volunteer your services or offer your professional services at reduced rates. This is a great business networking technique because you can meet people from all industries, showcase your skills, and give back to your community at the same time.

Business Networking: Business Cards

Business networking often involves group meetings or special events. You need to have a business card with you at these events because, let’s face it; you don’t want to be the guy writing his phone number down on a cocktail napkin. Your business card should look professional, have all of your contact information included, and have value for its recipients. Many business owners choose to print a calendar, ruler, or other useful tool on the backs of their cards so that people hang on to them for a long time.

These business networking tips will help you break out of your shell and find the leads you need to take your business from startup to sensation.

Three Reasons Why You Avoid Business Networking Events

Do you go out of your way to avoid business networking meetings? Do you tell yourself that networking doesn’t work for you? Do you view business networking strictly as the domain for the confident or extrovert?

Well if the response is yes to any of these questions read on and you might be pleasantly surprised to find out that business networking could provide you with a goldmine of opportunity, one which you could tap into more easily than your think.

Let’s dispel some myths first:

Myth 1: Networking is only for those who like to talk….wrong!

In fact those who like to talk about themselves at the expense of listening to others are actually probably the worst networkers. Business networking is all about relationship building with others in order that they can get to know, like and trust you. Those who talk and do not listen do two things: they fail to understand the needs of those they are talking to and secondly end up boring the other person. This is not a good start to building up relationships.

So if your strength is listening rather than talking you are already one step ahead of the game.

Myth 2: You have to be good at selling to be a good networker…wrong!

Well partly wrong…business networking isn’t about giving a sales pitch for your services and closing the sale, but it is all about selling yourself. This means that when you go to a networking event you need to relax and be yourself, then people will see the real you. If you start pretending to be someone you aren’t then others will see through this fa├žade and whether it is consciously or unconsciously they will not trust you.

In fact many business people who dislike conventional sales techniques such as cold-calling opt for the softer option of business networking or referral marketing because building business in this way is based on developing relationships.

Myth 3: You are the only person who will feel nervous at a networking event…wrong!

When faced with a room full of strangers there are few people who will say they relish making those first steps to approaching someone to talk to, especially when they have arrived alone. But remember, everyone is there for the same reason – to meet people, so think how delighted someone will be if you go and join them, especially if they too are on their own.

If you struggle for topics to start the conversation, ask some easy open-ended questions that will quickly help you to build rapport with the other person. For example ‘What other events do you go to?’ or ‘where do you come from’ or ‘What do you do?’

So, what other business networking tips should you take with you to your next event to help boost your confidence?
Undoubtedly your top tip is to be prepared. Know where you are going, arrive plenty in time and find out what the format of the event is.

Have your elevator pitch prepared – this is the brief sound bite you give when someone asks you what you do. If you will be giving a formal 60 second pitch, ensure this too is prepared in advance.

Dress appropriately for the event but try to wear what you feel comfortable in.

Prepare some simple rapport-building questions you can ask anyone to get the conversation started and take plenty of business cards with you.

So apply all these tips, be prepared to stick with it and soon you will find that networking is no longer a chore but an enjoyable way to grow your business.

Leadership: The Cornerstone of Success in the Martial Arts and In Life

Leadership is one of the most talked about and least understood aspects of human behavior. There must be hundreds of definitions of leadership, yet none of them is useful for success in life because none of them allows you to ‘create’ leadership within your life.

Why is that? Why isn’t leadership one of those things you can go to school to learn, pick up through experience, or work on yourself to develop?

First, you need to understand the false assumptions – the myths – about leadership. Then you’ll come to realize that leadership is one of those things you can go to school to learn . . . if there were a school that knew how to teach it. You can pick it up through experience . . .if you know what leadership is and as importantly, what it isn’t. You can work on yourself to develop it . . .but you need to know what to work on.

The first barrier to developing leadership is breaking through the false assumptions we have come to accept without questioning. You may not believe all the assumptions listed below but it’s a good bet you believe some of them. Yet, they’re all false.

THE FALSE ASSUMPTIONS ABOUT LEADERSHIP

1. Leadership is innate – you’re either born with it or you’re not. Absolutely false! Leadership consists of a set of skills that can be identified and learned. It’s true that some people have a greater aptitude for leadership but all of us can be leaders and can build our leadership skills.

2. Leadership is charisma and style; it’s the way we do things, not what we do. False. We’d all like to be charismatic and stylish, and many leaders are just that. But leadership is substance, not style. Leadership has to do with what we do and the impact we have on others. There have been great leaders who were dull as dust and others who have been charismatic. In our own time Bill Gates, chairman of Microsoft, is dull, “nerdy,” and as uncharismatic as one can get, yet look at what he’s led others to do and the impact he’s had on Today’s world.

3. There’s no structure or system to leadership; it’s situational. False. Not only is leadership – true leadership – structured and systematic, it can be duplicated again and again. Students in the Mastery Leadership program learn how to do this during the course of their study. Leadership has principles, skills that can be learned, and specific ways to get results. All those things are the building blocks of the successful accomplishment of goals, managing the aspects of our lives, and creating a life worth living. And if you can systemize it, you can duplicate it.

Believe it – leadership can be built into your life as a workable, predictable system.

4. The top person – the “boss” – is the leader, and it can’t be any other way. False. In fact it’s the exact opposite that is so often true. In the best businesses, families, schools, and groups, anyone in the group can exhibit leadership. Leadership should be encouraged at every level of the organization (with a few rules of behavior to prevent conflict and confusion).

If you believe any or all of these myths, you’ll need to revise your beliefs or you’ll never build true leadership into your life.

SO, WHAT IS TRUE LEADERSHIP?

Leadership is nothing more than a core set of skills that can be learned. There are five of them: vision, discrimination, strategic thinking, commitment, and inspirational communication. You’ll learn about them and how to develop them in yourself and others as you progress through the Mastery Leadership program’s Mastery Keys for the Emerging Leader. At the same time, you will be able to assess your own leadership and that of those you associate with, and devise a leadership development program for enhancing your skill level.

THERE’S NO MYSTERY TO LEADERSHIP

There’s nothing mysterious about leadership. Once you know its core skills and specific systems it becomes a straightforward personal development task, just like any other system in your life.

Like many other seemingly mysterious things, once you know the secrets of duplicable leadership, you’ll want to say, “How simple! Why didn’t I see it sooner?”

Leadership is probably the single most important aspect of your life and ability to produce the results you want. It’s leadership that figures out what you need to do to enhance your life and give it the power, thrust and momentum it needs. And it’s leadership that determines how to do it. Then it’s leadership that makes sure it gets done. Without leadership, life is aimless, purposeless, random, ineffective, and – no exaggeration – terminally ill. With effective leadership, your life will thrive, you will navigate through any storm, and surpass every goal you ever set for yourself.

Leadership is the cornerstone of the warrior’s ability to create the life worth living and develop the skills necessary for protecting that life from anything that would threaten it. And so it is also the cornerstone of the Warrior Concepts Life Mastery Program. Here at WCI, just like every other solid, educational institution, we create leaders – not just in the martial arts, but at home, school or work, and in the community. We create the light that will cause others to engage in our vision with us and that will brighten the Path for others to follow.

5 mistakes to avoid while buying a business

Here are five most common slip ups while a buying business.
1. Growing fond of a business, excessively – This is perhaps the most common of all mistakes in buying a business. Say, your targeted business is in a good location, makes good money, has experienced staff and has a decent reputation in the market. You think you finally found the business you were looking for. Well, you might just be a victim of love at first sight. Buying a business needs crunching a lot of numbers such as payables, loans, competitive analysis, business reputation, and so on. It’s wise to keep emotions aside and be financially astute while evaluating business alternatives.
2. Fail to assess correct synergies – Often it is a better choice to buy a business rather than starting from ground up. Assessing synergies is at the crux if you plan to buy a new business to make your existing business more competitive and profitable. For those who need the biz word translation, synergy means two or more things working together can produce more results than working individually. You will need deep analysis of venders, supply chain, business operations and so on. Seeking professional’s advice will go a long way.
3. Not doing enough homework –Often entrepreneurs fail to understand why the business is on sale. You need to dig in deep to see through the real picture. Compare the target business with others in its industry and try to ascertain its competitive positioning, check out what customers and venders say about the business. Get a 360 degree assessment of every potential business on your buying radar.
4. Relying too much on financial documentation – Watch out window dressing of the balance sheet. Engage a business valuation expert if needed or else you risk making such a vital decision on marshy grounds. It is strongly suggested that you get the contract terms in writing. Should there be a dispute in the future, you have the solid documentations to fall back on.
5. Not using an intermediary for negotiation – Negotiating the deal can be extremely stressful. Every nuance needs to be worked to the hilt. The legal jargons, terms of purchase, modus operandi of management processes and so on involves lot of time and can be overwhelming. This is where expert business brokers come to your rescue. Choose your business broker wisely and get maximum value of you money.
Business brokers will show you options that closely match your requirements so you are less likely to be compromise by limited choices. They have experience and are business astute to get you the best synergy with the targeted business. With their business valuators, you pay a fair price for the business acquisition. They have the expertise in documentation and so not even the minutest detail is evaded from the contract.
The property business is on the rise and so are property scams. You need right people by your side to keep from fake sellers and loosing out your money on illegitimate deals. It is suggested to hire a third party to represent you in the deal. You will be surprised at the benefits of engaging professionally trained business brokers.

Leadership Theories

The many leadership theories which exist today fall within eight categories. These are the great man theories, trait, contingency, situational, behavioral, participative, management and relationship theories respectively. In great man theories, leadership is presumed to be inherent, that is, leaders are born not made. Similarly, trait theories hold this ideology but based on the leadership qualities. Relative to contingency theories, the environmental factors determine the leadership style whereas on situational theories the situation dictates. Unlike great man’s theories, behavioral theories hold that leaders are not born but made: leadership develop from learning either through teaching or observation. Further to participative and management theories, leadership is determined by the role played. For participative theory, a leader is taken as the one who incorporates others inputs through participation and contribution. Next, management theories feature leadership through supervision and organizational roles. Finally, relationship theories focus on the ability to form connections amongst leaders and followers (Lussier, & Achua, 2010). In this paper, attention will shift on two leadership theories, situational theories and management theories.

In regards to situation theories, leadership is proposed to be triggered by the situational variables such as decision making. In a situation where the leader is more experienced and knowledgeable than the followers, an authoritarian leadership style is more favorable. On the other hand, in a situation where the followers are skilled, a democratic leadership style is more effective. Therefore, situational theories define leadership based on the situational factors which influence the leadership style as well as the follower’s motivation. These are the relationship between the leader and follower, task structure, and the power position. In leader-follower relationship, the focus is on the followers’ confidence of the leaders while the task structure is in the nature of the task and power position is on the leader’s authority and influence. Moreover, the employee characteristics determine the leadership style as mentioned above. Directive style is preferred for followers that are unskilled and non-motivated; coaching style for unskilled but motivated followers; supporting style for skilled but non-motivated; and observing style for both skilled and motivated followers.

Relative to management leadership theories (also known as transformational), leadership is based as the influential factor in job performance and satisfaction (Braun, Peus, Weisweiler, and Frey, 2013). In this respect leaders are obliged to set clear goals and paths to guide and enable the employees to perform. In addition, the management theories highly focus on employee motivation. In this respect, leaders should incorporate styles which enhance employee motivation; supporting style where the followers lack confidence; and instructive style when the task is ambiguous, demanding and there is no motivation to meet the deadlines. Most important, the management theories recommend regular leaders consultation with the followers as well as followers’ involvement in decision making (Braun, Peus, Weisweiler, and Frey, 2013).

In both theories above, employee behavior is entirely dependent on the leader’s individuality. That is, if the leader is task oriented or relationship oriented. Leaders are supposed to adapt to their employees as well as their workplaces. For this reason, these theories emphasize on the leadership approach which is flexible and helps in utilizing fully the potential of the employees. The situational theories of leadership provides specifications upon which leaders should rely on in different situations. These specifications are based on three dimensions. First and foremost is the prioritization of tasks, next is assessment of employees skills and motivation and finally, formulating of the leadership style. In regards to management theories, leaders concentrate on employees’ skills in order to assign tasks and influence performance through rewards. The situational leadership theory portrays followers as having different responses depending on their personality coupled with their ability and willingness. By contrast to the management leadership theory, followers act based on the nature of leadership applied.

The situational leadership theory developed from Hersey and Blanchard model of leadership, the life cycle theory (Thompson, and Vecchio, 2009). The life cycle theory purposed to help change the parenting approach of parents towards their children starting from infancy, adolescence to adulthood. Later, the two authors changed the application setting of this theory from home-based parent child relationship to the workplace relationship between leaders and followers. This approach laid emphasis that leadership should be based on leadership style depends on the members as well as their behavior. This brought forth newer aspects of leadership from the relationship with the behavioral aspects. For this reason, the situational leadership theory is regarded as the single best model of leadership (Thompson, and Vecchio, 2009).

The situational leadership theory stipulates that different situations of varying degrees influence leadership effectiveness. Most notably, the situations in this model vary between the task behavior and related behavior of the leaders to the followers. The task behavior refers to the degree upon which the leader clearly explains the duties and responsibilities of the followers. Task behavior is characterized with one way communication where the leader closely directs and supervises employees in their tasks. Relative to the relationship behavior, the focus is on the degree of support that the leader provides to the employers. Unlike in the task behavior, the relationship behavior uses a two way channel of communication. Here, the leader plays both the role of a facilitator and the listener. Therefore, an effective leader is the one able to determine the extent of task behavior and relationship behavior to accommodate based on employees readiness. In this context, readiness refers to the employees’ ability and willingness in directing their behavior towards the task at hand. Ability defines the knowledge, skills and experience of followers whereas willingness the confidence, motivation and commitment possessed by the followers. Therefore, situational model of leadership revolves about the task and relationship behaviors provided by the leader and the follower readiness (Thompson, and Vecchio, 2009).

As far as the tasks and relationship behaviors are concerned, their effectiveness is based four different dimensions. These are telling, selling, participating and delegating. With respect to telling, leaders should clearly define stipulate the duties and supervise them closely. Here, one way communication persist as the leader makes and announces the decisions based on what task is to do, when and how. Next to selling, the leaders encourage followers’ ideas and opinions about the task but the decision making prerogative remains with the leaders. Further to participation, leaders offer their followers support to boost their confidence and motivate them as well. Lastly, on delegation the followers should be willing and able to handle the task freely with minimum support and supervision (Thompson, and Vecchio, 2009).

On the situational model of leadership, the situational behaviors depend on the readiness of the followers. The dimension of readiness is comprised of four levels. Followers in the first readiness level are classified as unable and non-willing. This class of followers has little knowledge, skills and experience pertaining to the task. In addition they are less confident, committed and motivated to carry the task. Second level followers are those that are unable but willing. Similar to the first level followers, they are less knowledgeable, skillful and experienced about the task but are confident, committed and motivated in the presence of the leader. Third level followers are able but non-willing. In this level, the followers are able to handle the task but not willing. Finally, followers in the fourth readiness level are able and willing to carry out the task (Thompson, and Vecchio, 2009).

Situational model of leadership is mostly employed by military forces worldwide particularly the United States Air Force for the purposes of training and developing its leading officers. However, the military forces are keen to know that the skills acquired and used in one situation mostly does not apply to other situations. Therefore, the context of situational leadership model is a significant tool for providing training to leaders. Additionally, this model of leadership is presently in educational leadership. This was based on a study conducted by a district school in Ohio where the situational model of leadership was found to be the most effective form of leadership for superintendents. Taking into consideration the readiness level, superintendents led both the school administrators and principals in achieving the common goal (Thompson, and Vecchio, 2009).

As earlier mentioned, management theories of leadership involve the advancement of high levels of motivation between the leader and followers. The leadership qualities together with proper follower’s engagement are the prerequisite for effective leadership. The management leadership relationship between leaders and followers is characterized by selflessness, individual consideration and intellectual stimulation. Here, leaders support followers in developing new and specific techniques of tackling the challenges. Moreover, leaders encourage followers to aim high by providing inspiration through visions and missions. More specifically, management leadership model is based on helping followers to grow and develop at a personal level by addressing the needs, empowering them as well as aligning their goals. In turn, this enables followers to achieve extraordinary performance leading to high level of satisfaction and hence more commitment. Generally, management theories of leadership define leadership as a process of change and transformation of individuals. That is, enabling individuals to change, improve and want to be led. Therefore, this involves an assessment of the subordinate motives, valuing and satisfying their needs (Braun, Peus, Weisweiler, and Frey, 2013).

There are four components which management leadership theories base leadership on; charisma/idealized influence, inspirational motivation, individual consideration and intellectual stimulation. The above components form the basis of most research pertaining management theories of leadership (Yukl, 2013; Lussier, & Achua, 2010). To begin with, idealized influence/charisma is considered the most important component of transformational leadership theory. This is attributed to the fact that transformational leaders are seen to spearhead the vision, values, norms and purpose that make work/tasks meaningful. Thus, leaders with this attribute of idealized influence are considered to be mentors to their followers. In this regard, such leaders behave in a manner that portrays them as role models. This attracts their followers who in turn like to be identified with them as well as emulate them. In addition, such leaders have the willingness to undertake the risks and appear to be consistent other than arbitrary. Furthermore, followers expect such leaders to perform to high standards ethically and morally. The leaders’ capacity to be a role model or mentor is dependent on how leaders expose themselves to their followers in order to earn their trust (Duden, 2011). On the contrary, the idealized influence component of transformational theory is affected by uncertainty, culture, personality and dependency (Braun, Peus, Weisweiler, and Frey, 2013).

On the front of inspirational motivation, the management model portrays leaders as those who act in ways that inspire and motivate followers through encouragement. Most of the leadership studies describe this component of leadership as the capacity to inspire and motivate followers’ commitment to achieve organizational success. Through this component leaders are required to know how to inspire and motivate followers through communication either verbally or non-verbally. Thus, they must communicate as well as show commitment to the shared goals and vision of the organization. Individualized consideration is another key component of the management leadership model. This component of leadership is about providing due attention to the needs of all followers. This is meant to enhance followers’ growth and fulfillment. This component emphasizes that leaders should have the concern of all followers in an organization at heart. In this respect, leaders view the followers as humans with capacity in terms of personality and quality. This is aimed at making followers feel valued based on their inputs to the organization’s success. In return, this will influence followers to yield potential of the highest level (Braun, Peus, Weisweiler, and Frey, 2013).

Further to intellectual stimulation, this component involves simulating followers to employ intelligence, rationality, problem solving and questioning assumptions. This is stimulation is purposed to encourage and enhance creativity amongst the flowers by involving them extensively in the organization’s processes. The stronghold of this component lies in allowing followers free expressions and eliminating criticism. This enables leaders and followers to evaluate and analyze various situations from different dimensions. Overall, the effectiveness of management leadership theory is pegged in building and fostering commitment in the followers. However, this begins by gaining the trust from the followers. To gain followers leaders must embrace integrity, transparency and fairness (Braun, Peus, Weisweiler, and Frey, 2013).

Benefits Of Business Networking Groups Exclusively For Women

Just as it is for men in the business world, for women in business, life is just as hard and some would say somewhat harder. I’ve launched a new business venture and know exactly how hard it is to get a small business enterprise off the ground.

I’m a passionate believer in business networking because my business has grown as a result, in fact I’ve seen so much power in word of mouth marketing that I know run my own business networking clubs in the area where I live.

Exclusive women only business networking groups are becoming more and more common but does it really make sense? After all the basis of business networking is that you want to convey your business services to fellow networking partners so that they can refer clients to you, so why would you want to cut your audience in half (potentially less than half) by restricting it just to women?

The fact is that many women feel more comfortable in an all woman environment and actually get to trust other networking partners much quicker. There’s evidence to suggest that women network better than men because women focus more on the relationship building whereas men will focus on the end result of getting the referral. Having both networking partners in line is surely bound to deliver a faster and more powerful result.

Whether it’s politically correct or not to say so, it’s clear that in some business circles, women are still perceived to be less than equal. I think that there are countless examples of great women in business to demonstrate that this perception is a completely outdated position and gradually it is dying but not before time. So again when it comes to feeling comfortable when networking, clubs exclusive to women meet the need.

Many women running small businesses also have to juggle family life and therefore feel an affinity with other women in the same situation. It may help build rapport or it may simply just help understand the challenges but whatever the reason it helps get to that point in the relationship where you know, like and trust the other person and so are ready to start giving and receiving referrals.

Many traditional networking groups have been established over decades and probably don’t fit in with family life in terms of the meeting times. Women’s networking clubs understand this point and ensure that the meeting times are at a time of day that isn’t going to conflict with the school run. This may be the difference between being able network or not.

So it’s not really about cutting your audience in half, there’s clear reasons why all women networking clubs work well but by nature of the fact that half the business population is excluded, womens business networking clubs should be regarded as complementary to the networking concept as a whole and not a substitute.

So why aren’t there all male business networking clubs?….come on, that would be sexist!

5 Keys For Driving Growth Through Innovation

Many companies struggle with the concept of innovation–what it means to them and how exactly it contributes to the growth of their business. It stands to reason that the primary factor behind this uncertainty is that these organizations do not understand the key variables that affect organic growth via innovation.

Fortunately, enough experiential data is now available to draw viable conclusions about how to accelerate growth through innovation, as well as how to mitigate the risk associated with unstructured innovation. This data can be distilled into five key variables for successful innovation.

Key #1: A Climate for Innovation

One way to mitigate the challenges of innovation is by establishing a climate suited for innovation; in other words, an organizational culture that rewards calculated risk-taking, collaboration and trust. Such a climate enables employees to learn from their mistakes instead of being punished for them. It also supports quicker execution of ideas and a more agile organizational structure, all of which minimize exposure from innovation risk.

Key #2: A Balanced Innovation Portfolio

Innovation-elite firms understand that achieving uncommon industry growth rates means going beyond the traditional research and development focus. Companies that manage to grow through innovation typically develop a balanced innovation portfolio that spans many areas–products and services, processes, strategy, even the core business model. These companies also vary the required degree of innovation, from incremental to significant to breakthrough levels.

Organizations that deploy innovation in this way almost always generate higher return on investment than companies that limit innovation to new products. Also, companies that innovate simultaneously in multiple areas reap more rewards than those that innovate in a single area.

The Apple Corporation, for instance, has experienced tremendous success with the iPod, a product innovation. However, the success of the iPod is largely due to the introduction of iTunes, a business model innovation. Through this combination of product and business model innovation, Apple created $ 70 billion in shareholder value in just three years.

Key #3: Collaborative Teams

The third key to innovation success is to assemble innovation teams that are capable of flawless and speedy execution, and then manage these teams for high performance and collaboration. This is easier said than done. To begin with, the best teams will be composed of people with diverse problem-solving styles. That is, some will excel at seeing the “big picture” while others revel in the details, and still others operate best in between.

In addition to a well-managed balance of problem-solving styles, effective teams must have a cognitive level (i.e., knowledge) and motivation level appropriate to the innovation problem they are trying to solve. Companies that do well in this area typically adopt any number of organizational and interpersonal assessments, inventories and management approaches to determine the capabilities of their employees (e.g., Myers-Briggs, DiSC, Kirton Adaption-Innovation theory, etc.).

Key #4: A Systematic Process

The fourth critical variable is to make innovation repeatable, predictable and scalable. This means making it systematic using a consistent process, or methodology, that is applied by all teams. The process must also be robust enough to accommodate multiple innovation pathways because, while some growth projects require “thinking outside of the box,” others require more structure within existing paradigms. There are various methodologies available; the important thing is to choose one that is structured enough to produce results, yet approachable and flexible so that everyone in the organization can adopt it to the necessary degree.

Key #5: Proven Techniques and Tools

The tools most often associated with innovation are creative techniques, such as brainstorming. Yet, the most successful innovations strike at the heart of what customers want and need. Uncovering unmet customer expectations, especially latent ones, requires the application of any number of research techniques from surveys to ethnography.

Whatsmore, there exists a bevy of powerful idea generating tools, such as Random Entry, Provocation and Movement and others that go beyond simple brainstorming to generate outside truly unique and innovative solutions.

Once the ideas are generated, there are several techniques that enable the objective analysis of competing ideas so the best one is chosen. Designing and piloting the subsequent solutions requires yet a different set of tools, many familiar to those in the process improvement arena.

The point being, organizations that succeed at innovation understand that innovation is a process, and they provide the tools needed to navigate the process from end-to-end: from defining the problem, to discovering the solution, to designing and demonstrating the result.

Buying a Florida Business

To sell or buy a business in Florida is not an easy task and can be quite daunting. The most important thing is the research and it requires lots of research to be done while making decision to buy or sell a property. Florida business brokers can be of great help for this task. They are well experienced people and they would lead you to the right way.

At present with the economy facing a down turning revolution it is the best time to buy or sell a business in Florida. Many business ends up to be on sale as they are not making any remarkable profits and their income is not equivalent to their outflow of cash. But remember this is not the reason behind the sale of every business. Many a times business is kept on sale by the owner as he does no have anyone to take care of and he wants to retire in life. Also relocation is a solution for this problem.

Current period is the best time to buy or sale a business and to step in to it first of all make sure what kind of business are you looking for. Research online about your desired business and you can do this online. Your options can vary from opening a hotel to opening a beauty salon. Also if you love kids you can very well open a daycare. Even they are available on sale.
First of all decide on which business are you looking to buy and then decide the locality where you want your business to set up. Talk to a Florida business broker. They are specially trained people to help you get the best business deals. To get the right business your way you need to follow many steps and a Florida business broker can ease all your steps.

Finance is one if the major problem for this. Plan a proper budget before you start searching for a business and discuss the budget with your broker so that he can get you the best deals. Once you are all settled with your finances Florida business broker would act as your complete guide regarding how to buy a business.

Once your financing is settled, your Florida business brokers can explain how to buy a business. They’ll meet with you and find out your interests. They can then be on the lookout for Orlando businesses for sale that fit exactly what you’re looking for.

This education is different from other education, basically Entrepreneur Education mind creativity education.

Any type of education is compulsory for the people, to grow up their future. All the progress in this world happened due to education. Education is the basic need of our life, without education nobody achieve their goal. Now in these days uncountable educational institute available in the market, those provide the services in different type of projects. All the types of education beneficial for the people, but due to present condition of the world and ups and down; we need to get the education of this type that make our future. Business education is very necessary for your future, Entrepreneur Education also its best example.

This education is different from other education, basically Entrepreneur Education mind creativity education. In this education we not get the education about the business and accounts, this education have three steps and all the steps compulsory for business. Many business flops due to less knowledge and not the proper information about this business. In this education people just develop the ability that how to create the idea of the business, that is most suitable for you and make your future. After creating the next step is collect information about your idea and market value of your idea, then the final step is fulfill your idea. It is true, if you apply all the method then your business make a progress by leaps and bounds.

Large number of educational institute available in this city, those are also providing the services of this education, but our Entrepreneur School famous in this education. Every year large number of students came here for this study and many get the degree of this education after completing their education period.

Our Entrepreneur School famous due to its unique quality from others institute. Our school registered form the American board of education, and give their student degree after completing their education period. In our school not just learn that how develop the business, but also clearly explain that how make fast and increase their cash flow. Uncountable tricks also told to the student for successful business. Our school staffs have much experience and knowledge in this field.

Our Entrepreneur School also arranged the seminars related to this education, these seminars prove very beneficial for people. Our school provides all the services in very low prices, large number of educational institute also provide the same services but price is not same. For more information about this education and our educational programs then you must visit our website. http://roguecfoblueprints.com/Fund-Your-Startup-eBook-FYS-eBook.htm

Next Generation Leadership and Generative Leadership

The reason we have interest in Next Generation Leadership is because the last generation of leadership interpretations were inadequate. They didn’t deliver the goods of enabling actual leadership and leadership results, however captivating the leadership framework and stories.

Leadership is a field that needs some clarity and usefulness where we outgrow our appetite for “next generation leadership” because the last generation didn’t produce satisfaction and effectiveness. We need an understanding of leadership that is fundamental, clear, observable, necessary, executable, rigorous, and learnable. We need an interpretation that brings us closer to the “eternally valid aspects” of leadership, regardless of culture or historical era.

Leadership, as with any other field of human endeavor, is a field of distinctions, practice, and discourse. As a discourse, leadership shows up for us based on what story and distinctions we have for it, and these shape and enable the actions we take as leaders. Our personal discourse of leadership may be rich and enabling, or sparse and remote. For many people “leadership” is just a word that names something that is not clear, a bit mysterious, but seems important. They lack the distinctions to see, learn, or carry out effective leadership, though they do experience occasional moments where it seems to happen anyway.

Leadership draws tremendous attention with many books, programs, and approaches, as we try to explain, show, inspire, and enable effective leadership. The wide diversity of interpretations and approaches is also a symptom that we don’t have a clear shared interpretation of what it is. We don’t have, for example, such a wide diversity of interpretations for basic chemistry- it’s pretty settled as a field of understanding, interpretation, and practice. We still lack such a foundational understanding of leadership. The diversity of approaches to understanding leadership is reflected in a wide diversity of business leadership programs, business management courses, executive leadership programs, and offers of leadership coaching.

“Generative leadership” is the name of the field that has been focused on developing just such a fundamental set of leadership interpretations and practices, to find identifiable fundamental structures and regularities of the ways that effective leaders observe, act, and generate results. We don’t believe that generative leadership is the only, final, or right interpretation of leadership, but rather that it provides a fundamental and permanent dimension of leadership interpretation that addresses what is missing in the mainstream common sense. It provides a focus on what is fundamental and non-discretionary about leadership and also provides a frame which allows for variations in style, culture, situation, and historical moment. It acts as a foundation and cross check on other interpretations to increase the value they can provide by addressing the generative aspects of: what is observable, executable, learnable, and produces leadership outcomes.

The roots of generative leadership extend back into a discipline called ontological design, developed by Dr. Fernando Flores, and it is related to the field of ontological coaching, developed by Julio Olalla. The discipline draws from many other fields including neuroscience, linguistics, somatics and embodiment, cognition, biology, psychology and emotions. Developed by Bob Dunham since 1981, generative leadership comes from the original questions of “what is action?”, and “how do human beings produce action and coordinate action?” These questions are so fundamental that they also provide powerful new answers to other questions including “what is leadership,” “what is management,” “what is a team,” and “what is an organization.”

These generative answers – which mean ones that are observable, executable, learnable, and that produce the outcome that is named – are based on focusing attention and action on phenomena that are not part of our mainstream awareness. These include commitment based management and coordination, the power of conversations to generate action and results, the role of care in producing passion and ownership, and practice based learning. Some of the key areas of focus of these interpretations include the role of emotions, body, and language in generating action, the role of care in value and satisfaction, and the essential aspects of coordination that underlie effective team performance.

In generative leadership acts of commitment, like requests and promises, produce the generative power of language and conversation. All action is understood to be preceded by conversations that shape and determine its outcomes, both through performance and coordination, and through the assessments of the outcomes. All conversations produce some kind of commitment that shapes future action, and the impact of every conversation is based on the coherence of its language, emotional tone, presence and body language. What people listen when others speak is based on their history and background. Leaders know how to connect to the historical listening and the care of others, and to provoke commitment for future actions.

The point about these distinctions is that they are all generative – observable, executable, learnable, and always are part of generating the results. This is the power of the generative way of “observing.” This way of being an observer – of what one sees and pays attention to – enables being an actor that takes different kinds of action based on these fundamental aspects of human communication, coordination, leadership, management, and teamwork.

Although these distinctions are not yet part of our mainstream education and training, they address phenomena that are always present and in which we are always moving as human beings. We are in a situation similar to medicine hundreds of years ago when doctors didn’t know or study anatomy, but anatomy was always there determining what was happening as a result of their actions. Physicians became more effective when they became aware of and skillful with what was already there – anatomy, biochemistry, and the systems and dynamics of the body. We believe that leadership and management face a similar historical moment: that practitioners are conscientious, hard-working, and dedicated, but are blind to the anatomy and dynamics of their domain of action, which is there all the time and determining their outcomes whether they pay attention to them or not.

To address this Bob Dunham founded the Institute for Generative Leadership in 1998 based on work he and his colleagues have been involved in since 1981. The Institute has trained hundreds of executives, business owners, managers, and professionals through its Generative Leadership Program (the GLP program). Bob’s experience includes being an executive in multiple companies, including as Vice President of Motorola Computer Systems, Vice President of Business Design Associates, and Chief Operating Officer of Action Technologies. He actively consults with client companies in management and leadership development.

A bit more about Bob: he is co-author of the book The Innovator’s Way, the Essential Practices for Successful Innovation with Dr. Peter Denning, published by MIT Press. He designs and delivers multi-year programs in leadership in the US and South America, including the Generative Leadership Program (GLP). He also delivers the Coaching Excellence in Organizations (CEO) program in a joint venture with Newfield Network, one of the leading schools of coaching in the world. He is a guest lecturer in the Executive Certification Program for Presidio Graduate School and in the Leading by Design Fellows Program for the California College of the Arts, and was Adjunct Faculty, Executive in Residence, in the Presidio MBA program in Sustainable Management for three years. Bob has also been published with a chapter in the book Being Human at Work, edited by Dr. Richard Strozzi Heckler, as well as in numerous publications, including Communications of the ACM, Training Magazine, the International Journal for Coaching in Organizations, and the Center for Quality of Management Journal.

The intent of the GLP Program, the CEO program, and others that are in development is to provide generative leadership training that enables people to become more self-generating as leaders, managers, team members, and human beings. These programs provide what is not currently available from other forms of traditional and mainstream education and development: as an MBA leadership program, providing a new dimension to current forms of management leadership training, management development, and organizational performance development. We believe that we provide an essential element to what may someday be a degree in leadership that offers actual leadership skill, not just leadership studies.The results of the programs are being demonstrated by our GLP participants and graduates and our CEO participants and graduates that now number in the hundreds.

Our ambitions and purpose for generative leadership are not just to be thought of as next generation leadership, but to go beyond the next generation as an important foundation for future developments in leadership. We believe that it is now possible to have leadership be clear, observable, executable, and learnable with appropriate practice and feedback. The world is calling leaders to new levels of challenge and our understanding of leadership must provide generative foundations for leadership action and learning.