Social Intelligence: Its all in your head

Mirror neurons, spindle cells, and oscillators – who knew? There are still many secrets locked in your brain and these three revealed themselves recently. Each of them play a part in social intelligence (for an overview of social intelligence, check out this post from yesterday).

Here is a summary of each pulled from the HBR called Social Intelligence and the Biology of Leadership by Daniel Goleman and Richard Boyatzis

Mirror Neurons:

Perhaps the most stunning recent discovery in behavioral neuroscience is the identification of mirror neurons in widely dispersed areas of the brain. Italian neuroscientists found them by accident while monitoring a particular cell in a monkey’s brain that fired only when the monkey raised its arm. One day a lab assistant lifted an ice cream cone to his own mouth and triggered a reaction in the monkey’s cell. It was the first evidence that the brain is peppered with neurons that mimic, or mirror, what another being does. This previously unknown class of brain cells operates as neural Wi-Fi, allowing us to navigate our social world. When we consciously or unconsciously detect someone else’s emotions through their actions, our mirror neurons reproduce those emotions. Collectively, these neurons create an instant sense of shared experience… The effects of activating neural circuitry in followers’ brains can be very powerful… And everybody knows that when people feel better, they perform better. So, if leaders hope to get the best out of their people, they should continue to be demanding but in ways that foster a positive mood in their teams. The old carrot-and-stick approach alone doesn’t make neural sense; traditional incentive systems are simply not enough to get the best performance from followers.

Spindle Cells:

Intuition, too, is in the brain, produced in part by a class of neurons called spindle cells because of their shape. They have a body size about four times that of other brain cells, with an extra-long branch to make attaching to other cells easier and transmitting thoughts and feelings to them quicker. This ultrarapid connection of emotions, beliefs, and judgments creates what behavioral scientists call our social guidance system. Spindle cells trigger neural networks that come into play whenever we have to choose the best response among many—even for a task as routine as prioritizing a to-do list. These cells also help us gauge whether someone is trustworthy and right (or wrong) for a job. Within one-twentieth of a second, our spindle cells fire with information about how we feel about that person; such “thin-slice” judgments can be very accurate, as follow-up metrics reveal. Therefore, leaders should not fear to act on those judgments, provided that they are also attuned to others’ moods.

Oscillators:

Such attunement is literally physical. Followers of an effective leader experience rapport with her—or what we and our colleague Annie McKee call “resonance.” Much of this feeling arises unconsciously, thanks to mirror neurons and spindle-cell circuitry. But another class of neurons is also involved: Oscillators coordinate people physically by regulating how and when their bodies move together. You can see oscillators in action when you watch people about to kiss; their movements look like a dance, one body responding to the other seamlessly. The same dynamic occurs when two cellists play together. Not only do they hit their notes in unison, but thanks to oscillators, the two musicians’ right brain hemispheres are more closely coordinated than are the left and right sides of their individual brains.

Here are a few questions that need to be asked:

How do you improve these areas?
It isn’t quite known, but it is assumed that having an open mind and looking at yourself through other people’s eyes helps.

Can you artificially produce these results?
Strangely, if you try to force it, then other areas of your brain activate and the person you are interacting with can sense a lack of genuine sincerity. You can’t fake it.

Is one sex better at it?
Although women tend to be more attentive to emotion, there isn’t any evidence to suggest they are superior to men in regards to social intelligence.

Here are some characteristics and questions to ask yourself:

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Empathy

•    Do you
understand
what motivates other people, even those from different
backgrounds?

•    Are you
sensitive
to others’ needs?

Attunement

•    Do you
listen attentively
and think about how others feel?

•    Are you
attuned
to others’ moods?

Organizational
Awareness

•    Do you
appreciate
the culture and values of the group or organization?

•    Do you
understand social networks
and know their unspoken norms?

Influence

•    Do you
persuade others
by engaging them in discussion and appealing to their
self-interests?

•    Do you
get support
from key people?

Developing Others

•    Do you
coach
and mentor others with compassion and personally invest time and
energy in mentoring?

•    Do you
provide feedback
that people find helpful for their professional
development?

Inspiration

Do you articulate a
compelling vision,
build group
pride, and foster a positive emotional tone?

•    Do you
lead
by bringing out the best in people?

Teamwork

•    Do you
solicit input
from everyone on the team?

•    Do you
support
all team members and encourage cooperation?

Social Intelligence and Leadership

Have you ever noticed that some people can put others under their spell? They can just start talking and you are laser beamed in. These people tend to be in leadership situations, either explicitly or implicitly.  Well, it turns out our brains have a function for this. Here is an intro video from HBR on the subject of social intelligence:

Working Thoughts 04/20/08
Outsourcing Research

Recessions Can Clear the Dubris. Opportunities are There

Nature has a place for some of the most destructive forces. Forest fires are a great example. A powerful clearing blaze wipes out so much, but in doing so it cleans up debris. The short term pain creates an ecosystem that benefits those that remain.

Recessions are like forest fires. In the short term they do so much damage, but in the long run they are good for capitalism. Resources are more efficiently allocated, priorities are reexamined, and skills required in the new marketplace are sought. Perhaps most important is the change in leadership that occurs. Confident individuals and intelligent business plans prosper when the economy changes because they were well prepared and saw an opportunity.

James Surowiecki in the New Yorker writes a piece called Hanging Tough. In it he describes the different strategies used by Kellogg and Post during the early 1930s. Post pulled back their spending and starting looking for cost saves. Kellogg on the other hand increased their advertising budget and diversified their reach (using radio ads). Snap, Crackle, Pop was born and lives to this day. More impressively, Kellogg saw their profits rise almost 30%. The Great Depression propelled smart companies like Kellogg.

The first question an entrepreneur or business executive needs to ask themself is whether they believe they are prepared? But being prepared is a relative question. You need to look at the value your good or service provides, the marketplace, and your cash flows and cash reserves. Each will be variable in importance over time as well.

After feeling satisfied with the first question, and really, it only requires you to be satisfied, the second question to ask is what are your competitors doing? If they are retrenching then it is a great chance to reach audiences you haven’t been able to tap into. And a side benefit is the cost to do so should be reduced because demand had dropped remarkably.

There is a human element to this though. You can analyze it all day and see the benefits of moving your resources aggressively, but it takes a confident leader to execute on this plan. The payoff can be big, but the downside is there too. No one wants to get burned.

Working Thoughts 4/14/08
Willpower

Performance at GM, Performance in Baseball

Today I read two starkly different news items. Both deal with performance. One seems to be about 10 years ahead of the other:

Rick Wagoner of General Motors vacated his CEO post today. The reason is that he didn’t do a good job anticipating the need for more fuel efficient cars. The US Federal Government is involved in the decision because of the impact to the economy a bankrupt GM would have. But all this started long ago and no one ever really took the time to fix the big problem. So what is the big problem? The separation of the worker from the company via the union. These two entities need to improve the standing of each other, but somewhere along the way it became adversarial and protectionist. Because of this lots of great car ideas are never developed. The worker has a defined job and management has defined terms for using its workers. It is no wonder robots have taken many of the jobs, the humans weren’t leveraging what made them better – their minds. As health care costs rise and pension payments continue to submarine the company it will be interesting to see what comes of the union. And I’m actually pro union, when the social contract is out of balance.

Stephen Strasburg is a pitcher for the San Diego State Aztecs. He can throw a baseball 103 mph. That is tied for the fastest recorded in a ball game. And he doesn’t just rear back and throw fastballs either, he has change ups and movement. Mr. Strasburg is likely to be the number one pick in the baseball amateur draft by the Washington Nationals. Being number one usually means a pretty good pay day. The top notch pitchers in the past have signed $10 million contracts. But being number one doesn’t necessarily mean greatness at the major league level, so there is risk. What is interesting about this pitcher is his agent. Scott Boras represents Mr. Strasburg and will negotiate on his behalf. Mr. Boras is very good at creating leverage for his clients and getting very good deals for them. The price tag he is asking for Mr. Strasburg is $50 million (over 6 years). That is a 400% increase over what the baseline is. The argument is that Mr. Strasburg is a once in a generation pitcher who can do things no other pitcher can do. This may be true, but as stated, the risk is immense. And what does this type of deal do for the economics of the draft? What is the price of next year’s once in a generation player? I’m all for a player maximizing their income when they can get it (you never know what the future holds), but it can’t be disproporate to the market for the product as a whole. Just ask Mr. Wagoner.

Jeff Bezos of Amazon is Working with the Average Employee

Maybe I’m a sucker, but I always like to read about how a CEO is working down in the trenches with the average worker. Sometimes it is just a fluff piece for the news, but I want to believe that most of the time it is to get a real idea of what is happening. But if it is just an hour or even a day I’m not sure that they get the genuine working environment. That is why I’m impressed with Jeff Bezos of Amazon. He is spending a week in a distribution center in Lexington, Kentucky to learn about how it really operates. After a day or so, the novelty of the CEO being there will wear off and honest feedback will be provided. Here is a link to the article I found on it called Jeff Bezos Works In Kentucky Distribution Center For A Week.

A Viable Electric Car Business Model?

I like new business models, but sometimes it isn’t a new business model at all, just a new industry to apply it to. That is what Shai Agassi is trying to do. He has a project called Better Place, which is trying to create a viable electric car platform.

The business model Mr. Agassi is using is the same one as cell phone carriers. Instead of buying minutes of use on the network, you buy miles. And just like you need a cell phone to access the network, you need a battery to drive the electric car. That is what I really like about the model, it assumes that battery technology will improve and probably at a fast pace, so why saddle the consumer with that churn? It disincents them to buy an electric car and you never get the scale you need.

David Pogue of the NY Times highlighted Mr. Agassi in a couple of pieces recently. One was in the paper and it’s called Electric Cars for All! (No, Really This Time) and the other was on CBS Sunday News and it is called Making The World A ‘Better Place’

There are still many hurdles to overcome, but two major obstacles have crumbled recently.
    The first is cost. The cost of the electric car was too high for any serious adoption to happen. The cost has to be slightly under the cost of a gasoline car because of the initial hassles and learning curve. This model equates a driving mile to $0.06 to $0.08 whereas a gasoline based mile is $0.10 to $0.12. This cost savings adds up. For instance, if you take the $0.08 for electric and $0.10 for gasoline and drive a typical 12,000 miles over a year then your numbers look like $960 for electric and $1200 for gasoline. A $240 yearly savings.
    The second is the US Auto Industry and their pull in Washington. But it wasn’t just because they are hurting financially. It also is because the variability of the price of oil creates constant management of the decision making process. How do you plan when in June of 2008 the price of a barrel of oil was $143 and by December it was $40. There are significant costs in just managing the what ifs.

I still see two major hurdles in the way though. Infrastructure and Culture. Mr. Agassi is addressing the infrastructure element by working with state governments like Hawaii and California in the US, Israel, and European nations and partnering to cover the cost of installing devices that are similar to a parking meter, but act as a recharger. Many people are habitual with what they buy and a product or service has to be a real differentiator to get people to change. I think this idea is that significant. But good ideas have to leave no doubt and if I’m a 68 year old man in Texas I’m probably not interested.

I recommend looking at Shai Agassi’s resume. He’s the type of person who shapes the future. By 30 years old he was financially set after selling his first start up and before he was 40 he was shaping one of the worlds largest software companies – SAP. Although things didn’t work out for him to become the CEO, he did expand his knowledge of integrating different components for success. In software it could be the business rules, the programming code, the database, and the tech infrastructure. With electric cars it is the battery technology, the fill up behavior, the cost model, and the government. Integrating each of these with scale and timing is a tough task, but it looks like he knows it.

I believe there is an earnest desire in the US to move to an electric car platform. Just make it easy on consumers.

Working Thoughts 03-20-08

Interview Question: How much sleep a night do you get? Part 1

    

A Review of The Fearless Fish Out of Water: How to Succeed When You’re the Only One Like You

In an earlier post I introduced the author of a book I’ve recently read called The Fearless Fish Out of Water: How to Succeed When You’re the Only One Like You. I have several observations and opinions regarding this work by Robin Fisher Roffer.

So what is this book? The hardcover is 213 pages divided into eight chapters. The front of the book is a fluid blue with an illusion of a fish bowl. Maybe I’m strange, but I like how a book looks on a book shelf, when it is among its peers. The Fearless Fish passes this frivolous test. The words chosen for the title and subtitle pull in its audience: “succeed” “only one like you” and “Fearless.” They make me think, yeah, that’s me.

I have two versions of my opinions on this book. The first is from the notes I took as I read the book. Its important to do this because after you finish a book you can’t unknow the book as a whole. The second set is the holistic impression I accumulated. So I will begin with my specific comments and finish with my overall stance.

The introduction of the book is something I always look forward to. Its like starting a road trip – you have so far to go but optimism abounds. I was immediately drawn in with this line from page ix “… Be more of who you are. When you give the world an authentic representation of the real you, you’ll find acceptance and even admiration.”

Unfortunately, my attitude changed early in the first chapter. It comes across as Ra Ra Cheerleader and I’m not that type of person. I could see this as being helpful for some people, so maybe I’m just being impatient. And that ends up being the case; by the middle of the chapter I settle in and the book begins to play to my tastes. A few observations of the writing format: there are tidbit recaps every page or so. They come too often and I start to gloss over them as I read. There are also segments that are testimonials. These are used to emphasize the writing and they work fairly well. It is always good to have an anecdote to put the reader in someone else’s shoes. One of my favorites is about a woman who cried in the office. It is a good story about emotional manipulation in the workplace, “The bottom line is, tears have no place in the office.”

The first chapter, along with the rest, ends with a segment where you can answer questions about yourself and do a little self reflection. I don’t care for these type of things, they just remind me of a text book. Maybe others interact with them better than I do.

Similarly to the story about the office crier, the book really starts to provide many great examples of how to succeed as a Fearless Fish. For instance, I love the idea on page 103 about taking a company historian out to lunch. There is so much value in meeting with someone who knows the culture and the dos and don’ts of the company. And then to adjust your approach based on those findings. For the next 50 pages or so there are narratives and accounts of value. From the prospective employee who leveraged their unique skills to impress the company president to Susan O’Meara who went to work one day and quit on the spot with no back up plan because she was starting to lose herself.

The conclusion is slightly flat. And I say that mainly as a complement to the strengths of the middle portion of the book. The material toward the end is formulaic in comparison i.e. always be prepared and you have to always look forward and not dwell on the past.
The finale is some insight from the different contributors. It is good to see them have the platform, even if some of their lines are clever for the sake of being clever.

Enough with the critique.

My overall feel for the book is very positive. I learned several tactics I can take to succeed. But what really got me about this book was the underlining theme – identity. We live in a world where very few people have the courage and confidence to maintain one authentic self across their different relationships. These people tend to draw people in. Charles Barkley is a great example. And the book is saying if these Fearless Fish draw others in then lets make more of them. Here is how to do it.

But you can decide for yourself. Here are some lines I pulled from the book that made me either smile to myself or nod in agreement as I was reading:

  • … Be more of who you are. When you give the world an authentic representation of the real you, you’ll find acceptance and even admiration.
  • The bottom line is, tears have no place in the office.
  • Gratitude is important. It directs your actions when you are on the journey.
  • It helps to have someone around who gets you.
  • Take a company historian to lunch.
  • We recognize that change is our friend, not our enemy. Even though we may understand that conceptually, we may need a little nudge to prompt us to take action. But when we do – look out.
  • Sometimes the most effective change comes from changing our point of view.
  • You’ve got to stand up for yourself, or you won’t stand a chance. The only person who’s going to appreciate your being a martyr is you.
  • “Many people try to compartmentalize their lives. This is part o the reason people are struggling. They haven’t learned to move fluidly between both worlds taking the best in each and finding an appropriate way to bring them together to create greater synergy.”
  • Taking action has so much to do with being open to the unknown, readying yourself for what will be and realizing that if it doesn’t work out, you just learned what not to do. Letting go of expectations for a particular outcome helps. You can visualize a positive conclusion and then tell yourself that no matter what happens, you are grateful for the opportunity.
  • You can be satisfied knowing that you gave it your best shot. When things don’t go their way, Fearless Fish figure out what went wrong, regroup, and take action again.
  • Embrace mistakes as the learning tools that they truly are. Martha Beck recently said that the most successful people are those who have failed the most. There’s no good, bad, or ugly – there’s just what happens and what doesn’t.

A Preview of The Fearless Fish Out of Water: How to Succeed When You’re the Only One Like You

I’m an entrepreneur at heart. I like to create something that didn’t exist before and develop a marketplace for it. This is called a Blue Ocean Strategy. Well, about a month ago my eyes were opened to an extension of that idea in a book called The Fearless Fish Out of Water: How to Succeed When You’re the Only One Like You by Robin Fisher Roffer. But before I get to the contents of the book lets take a look at the author.

Robin Fisher Roffer is a leading Brand Strategist, especially in the television media domain. But as a brand expert she understands the importance of having a personal brand. She has written a pair of books on the subject, the aforementioned Fearless Fish and Make a Name for Yourself: Eight Steps Every Woman Needs to Create a Personal Brand Strategy for Success.

She also:

As I read The Fearless Fish Out of Water, I realized what I like about the author, she takes the road less traveled.

A book review tomorrow

An Intro to Technology, Entertainment, and Design (TED) – Ideas Worth Spreading

Technology, Entertainment, and Design (TED) is an annual conference that brings in many leading thinkers of today. It puts them on stage for a speech of about 18 minutes. It is an “I have arrived” moment for many of these thought leaders. Here is what it says on the TED homepage:

TED stands for Technology, Entertainment, Design.
It started out (in 1984) as a conference bringing together people from
those three worlds. Since then its scope has become ever broader.

The
annual conference now brings together the world’s most fascinating
thinkers and doers, who are challenged to give the talk of their lives
(in 18 minutes).

This site makes the best talks and performances from TED available to the public, for free. More than 200 talks from our archive are now available, with more added each week. These videos are released under a Creative Commons license, so they can be freely shared and reposted.

Our mission: Spreading ideas.

We
believe passionately in the power of ideas to change attitudes, lives
and ultimately, the world. So we’re building here a clearinghouse that
offers free knowledge and inspiration from the world’s most inspired
thinkers, and also a community of curious souls to engage with ideas
and each other. This site, launched April 2007, is an ever-evolving
work in progress, and you’re an important part of it. Have an idea? We
want to hear from you.

The TED Conference,
held annually in Long Beach, is still the heart of TED. More than a
thousand people now attend — indeed, the event sells out a year in
advance — and the content has expanded to include science, business,
the arts and the global issues facing our world. Over four days, 50
speakers each take an 18-minute slot, and there are many shorter pieces
of content, including music, performance and comedy. There are no
breakout groups. Everyone shares the same experience. It shouldn’t
work, but it does. It works because all of knowledge is connected.
Every so often it makes sense to emerge from the trenches we dig for a
living, and ascend to a 30,000-foot view, where we see, to our
astonishment, an intricately interconnected whole.

In recent years, TED has spawned some important extensions.

TEDGlobal
is a sister conference held every other year, and in a different
country on each occasion. The first conference was held in Oxford,
England, in 2005; the second, in June 2007, was held in Arusha,
Tanzania. The themes of the global conference are slightly more focused
on development issues, but the basic TED format is maintained.

The TED Prize
is designed to leverage the TED Community’s exceptional array of talent
and resources. It is awarded annually to three exceptional individuals
who each receive $100,000 and, much more important, the granting of
“One Wish to Change the World.” After several months of preparation, they unveil their wish
at an award ceremony held during the TED Conference. These wishes have
led to collaborative initiatives with far-reaching impact.

TEDTalks
began as a simple attempt to share what happens at TED with the world.
Under the moniker “ideas worth spreading,” talks were released online.
They rapidly attracted a global audience in the millions. Indeed, the
reaction was so enthusiastic that the entire TED website has been
reengineered around TEDTalks, with the goal of giving everyone
on-demand access to the world’s most inspiring voices.

Today,
TED is therefore best thought of as a global community. It’s a
community welcoming people from every discipline and culture who have
just two things in common: they seek a deeper understanding of the
world, and they hope to turn that understanding into a better future
for us all.

Has Bad Behavior Irreparably Damaged the Title CEO?: Fortunately “Good” CEOs Are Still Out There

By Suzanne
Bates, Author of Motivate Like a CEO: Communicate your Strategic Vision and Inspire People to Act!

Day after day we’re being pummeled by news of bad CEO
behavior, so much that you have to conclude that America’s business executives
are incapable of getting the message–its time for restraint. In the last
couple of weeks there’s been one egregious example after another of excess,
greed and sheer stupidity. It’s so ridiculous that you’d have to conclude these
CEOs aren’t just out of touch… they simply don’t care.

From the $18.4 billion in bonuses paid out by Wall
Street last year, to the news that former Merrill Lynch CEO John Thain spent
$1.22 million to redecorate his office; and word that Citigroup had planned
(and later denied they would) purchase a $50 million 12-seat luxury jet– after
getting $45 billion in Troubled Asset Relief Program (TARP) funds. So you have
to wonder why aren’t CEOs at least afraid of how these actions might be
perceived? They’re not just inviting regulators to their doorsteps, they’re
risking their company’s hard-won brands and possibly their own high-flying
careers.

Has the title of Chief Executive Officer been irreparably
damaged by all this news? In the court of public opinion, yes – no question –
the title has lost respect. Yet, across America, there are countless CEOs who
are doing the right thing, i.e., rolling up their sleeves and working hard to
keep their companies on course. These CEOs won’t make headlines but some are
downright heroic as they try to keep their employees on the job and do right by
their customers.

For example, the once
retired chairman and owner of a commercial lending bank in Arizona is staying
in his empty house, sleeping on an air mattress.  His family had moved to
the Northeast but he came back to the Southwest after the real estate collapse
threatened his bank’s survival.  He is working 14 hour days, away from his
family for weeks at a time, going out every day speaking to customers, and
spending hundreds of hours negotiating with bank examiners and creditors, to
buy time. 

This executive isn’t just
making decisions for the sake of appearances – he simply will not tolerate
excess.   He fired his CEO for taking home unwarranted commissions,
recovered the company car that his CEO drove (a $100,000 Range Rover), listed
it for sale on Craig’s list, and purchased a used Passat for himself so he
could sensibly commute to the bank every day.  

While some CEOs are
splurging, plundering and pillaging their businesses, the vast majority are
not. And if you look around in your own community, you realize that you know
these good folks. They are your neighbors and friends who are not taking
home a paycheck right now, they’re instead lending money back to their
businesses, agonizing over layoffs, working late into the night, negotiating
with creditors and virtually killing themselves to stay afloat.

So though a few highly
questionable CEOs have besmirched the title, it stands to reason that most
chief executives, whether from a Fortune 1000 firm or a small, midsize concern,
remain passionate about their businesses and just as devoted as ever to their
employees and customers. They’ve made personal sacrifices while asking their
employees to do the same, and they don’t need federal regulators to tell them
what is right – their judgment is all they need. Plus, their principles are on
display every single day, in the form of the decisions they make. This is the true spirit
of American business which will not be corrupted or compromised by greed or
selfish interests.

Many people out there aspire to be a CEO one day – for
them it would mark the pinnacle of their career. This part isn’t going to
change just because of a few bad examples. Becoming CEO or president of a
company is a responsibility that most people take very seriously. That’s why
it’s important for good CEOs to keep doing the right thing and setting a good
example for the rest. For the CEO title to regain credibility with the American
public, the media probably also needs to start taking note of these good guys
and good women.

Tremendous government pressure will be exerted upon
CEOs –for awhile at least – until the economy is back on track. President Obama
will try to use a bully pulpit to achieve this, taking steps like sending
Treasury Secretary Timothy Geitner to Wall Street to deliver a message that
these CEOs’ actions are unacceptable.

There’s word too that New York Attorney General Andrew
Cuomo may demand the return of $4 billion in bonuses paid by Merrill Lynch
& Co just before it was acquired by Bank of America Corp. Cuomo wants to
know what Bank of America Chief Executive Kenneth Lewis knew about the
accelerated bonuses and about Merrill’s surprise $15 billion net loss in the
fourth quarter, one source told the agency.

CEO pay will remain in the news too. The CEO of a
Standard and Poor’s 500 company made, on average, about $14 million in total
compensation in 2007. Senator Claire McCaskill’s initially offered a bill
capping executive pay at companies accepting federal bailout dollars at
$400,000 a year, what President Obama makes. President Obama has now followed
suit with a proposal for a $500,000 cap.

As an executive coach who has worked with outstanding
business leaders over the years, I wrote a book called “Motivate Like a CEO”
because I believe there are many, many examples of motivating, inspiring
leaders out there who are connecting people with purpose and passion toward a
common goal. This might be the highest definition of leadership, in addition to
the countless leaders out there who go to work every day passionate about what
they do and who know how to empower others to achieve great things.

In today’s current business climate, we certainly need
more leaders like this, who can genuinely communicate and motivate their
organizations. People long to be a part of the turnaround, and they have many
of the answers to your company’s struggles right now. If you empower them and
harness their creativity and energy, you’ll accelerate your own recovery and
position yourself for growth as the economy recovers. You’ll also be
well-equipped to take advantage of the many opportunities that still exist,
even in these bewildering and turbulent times.

Copyright  ©
2009 Suzanne Bates, author of Motivate Like a CEO: Communicate your
Strategic Vision and Inspire People to Act!

Author Bio

Suzanne Bates is author of the new business best-seller
“Motivate Like a CEO, Communicate Your Strategic Vision and Inspire People to
Act!” (McGraw Hill 2009) as well as “Speak Like a CEO, Secrets for Commanding
Attention and Getting Results” (McGraw Hill 2005). She is President and CEO of
Bates Communications, an executive coaching firm.
www.bates-communications.com She is also author
of 
www.thepowerspeakerblog.com