I was asked once, when reordering business cards, if I wanted to add a title other than my job title. as a joke, I wrote Steven Burkard, Esq.
I was the only one who got the joke.
if it wasn’t a joke, and I was actually one step below a knight, would that make me better at what I do? nope.
in today’s economy, fancy titles don’t work. they limit thinking, either internally or externally.
it is time for you to step up and write the letter that just isn’t getting done?
but where do you start?
at the beginning.
if it isn’t great, no problem, re-write it until it is great, then send it.
or step in.
have you found a grey area? a task, project, or job that continues to go unfilled, putting your customer at risk?
at this point it doesn’t matter who’s job it is. step up and take on the responsibility.
write that proposal, deliver the package, or make the phone call no one else wants to.
rest assured, your customer will notice, and before long, so will your company.
isn’t that part of their responsibility?
early in my career, I found a blurred line between several departments, believing there was a very fine, but well defined line between my role (sales at the time) and others.
there will always be a grey area. in a disagreement over who’s responsibility it is, ensure one person wins, the customer.
when presenting, know your audience. who are they? what do they do?
all of us have sat through presentations and wondered “what is the point” and most us have given the same presentation.
most importantly, know whey they are there, and why they should care.
books, ted talks, and social media posts are wonderful for inspiration.
beware however, if you want to adopt the lessons learned throughout your organization, the best way is to lead by example.
the consistency of your message through leading by example will provide more inspiration than anything else.
what does it take to be a great manager? ability to make decisions? leadership qualities?
in reality, the best managers take the lead. they are the ones who allow their team to try anything, with a plan of course, and do one of two things:
give credit to the team for the success, or, take the blame for the failure.