I was able to be a virtual partipant at PCMA‘s Convening Leaders (#pcmacl) in Orlando January 14-16, 2013. Thanks much for the opportunity, PCMA. I present to you my notes and tweets from a few of the sessions I participated in.
Monday, January 14, 2013:
Morten T. Hansen: “Great by Choice: How to Thrive in Uncertain Times”
- Fanatic discipline= consistency of action, makes difference between the great & the average.
- Reliable growth is better than spectacular growth; it’s a long march to greatness.
- Experiment. Fire bullets, not cannonballs. It’s how you innovate.
- Plan for everything going wrong. Productive paranoia. The path to greatness is not paved with risky bets.
- SMaC Recipe- Systematic: Formulas; Methodological: Works; Consistency: Durable
- Great conferences create vibrant, active communities.
- Don’t be a conference that tries to add community. Be a community that holds in-person meetings.
- Invitational marketing- a community saying, “Come be a part of us.”
- Online engagement is about building social capital, giving more than what you’re asking for.
- Foster (but don’t force) connection.
- Identify intangible indicators of success.
- Large events: Incubate small experiences.
- What resonates with you? What aspects of your job do you feel yourself come alive for?
- If you don’t feel passionate about the topics you’re organizing, you can’t expect your attendees to.
Tuesday, January 15, 2013:
- Digital isn’t as risky as renting a convention center.
- Socialize your content because it helps promote your brand.
- Content management for a virtual event is key. 20 minute presentations instead of 90.
Wednesday, January 16, 2013:
Tom Friedman, New York Times columnist and Pulitzer Prize winning author:
- The biggest thing happening on the planet today: the merger of globalization & the IT revolution.
- In 2004 LinkedIn was a prison, and Skype was a typo.
- Phone calls from top of Mt. Everest begin w/ “Mom, you’ll never guess where I’m calling you from!”
- Employers are looking for employees who can do problem solving, redesign their jobs while they’re doing them.
- High wage, middle-skilled job has disappeared.
- 25% dropout rate in US.
- Think like an immigrant. Think like an artisan. Think like a starter-upper. Think like a waitress at Perkins Pancake House.
- Think like an artisan. Give so much extra that you want to carve your initials into what you do.
- Think like a starter-upper in Silicon Valley. Always be in beta.
- Passion + curiosity always trumps IQ.
- Think like a waitress at Perkins Pancake House. May not control much. Deliver extra. Think like an entrepreneur.
David Novak, Chairman and Chief Executive Officer, Yum! Brands: “Taking People With You: The Only Way to Make Big Things Happen”
- What perceptions, beliefs, habits do you have to change, build or reinforce to grow the business?
- Two reasons people leave a company: they don’t feel appreciated or they don’t get along w/ their boss.
- David Novak is an All-World Ripper-Offer. He likes learning from others, getting ideas from other areas.
- Celebrate other people’s ideas more than your own. Tell people you want to hear them.
Other great resources and blog posts from PCMA Convening Leaders:
I’d also like to thank a few others I learned from and interacted with virtually. Thanks for adding to my experience and my understanding, Christine Melendes, Traci Browne, Sarah Beauchamp, Angela Carr, and Barbara Palmer!
It should be noted that there will be a Convening Leaders Redux on January 30, 2013, where some of the most popular sessions will be re-broadcast virtually. I’ll most likely tune back in. Will I meet/see you there?
What were your takeaways from Convening Leaders? What other sessions did you learn from? What would you add to my notes?
Yes, you read that correctly. The Seven Habits of Highly Effective People People.
With a nod to Stephen Covey who passed away earlier this week, I decided to come up with my own list.
Why People People? As I thought through different circles of professionals I’m privileged to come into contact with, a common denominator is this notion of people people. According to Dictionary.com, a people person is “an outgoing, gregarious person with good communication skills.” Every profession has them, but I would contend that people people are found more among those who work with membership and customer service, events and meetings, travel and tourism, and education.
So what makes for highly effective people people?
Habit 1: Listening To solve a problem or provide assistance, a highly effective people person will listen. They ask insightful questions and gather information so they understand your request or need fully. They are resourceful and know how to connect you to people, ideas, and/or guidance. They don’t have to have all the answers and will tap into knowledge that they do not possess. Listening is a critical component to effective communications skills and an essential building block to both writing and speaking.
Habit 2: Engagement Just as listening uncovers real needs and hopes, engagement is what enables a people person to pull disparate ideas and people together. An effective people person is engaged with you in a conversation as if you’re the only one in the world (we all know a few). They are fully engaged. When they leave the conversation with you, they are fully engaged elsewhere. These moments of complete engagement provide illumination for the other moments, and in time, concepts and people are pulled together. The people person is quick to make introductions at a party or a conference, not just to be polite, but because they see the potential impact of dynamic, new connections.
Habit 3: Service Highly effective people people are more likely to volunteer or serve in some capacity. Maybe it’s the additional opportunities to connect with their peers or perhaps it’s the sense of continual learning. It could be a sense of gratitude or indebtedness. The common thread though is that of connecting people and ideas and resources.
Habit 4: Ownership Highly effective people people see problems and seek resolution. While perfectly fine to delegate or seek assistance, the people person will follow up to ensure that the request or need was satisfied, either internally or with the customer, client, or member. They see their responsibility beyond the scope of their daily tasks or job description and will want to know that its conclusion was beneficial to the individual and to the organization.
Habit 5: Responsiveness The first step in ownership is responsiveness. People people are not satisfied with just meeting the minimum requirements. Let’s say the company policy is to respond to an inquiry within four hours. Where possible they are responding within 20 minutes because they know how vital this is to a customer service relationship. They are motivated by their own frustrations at a lack of service or a bad experience elsewhere. Because people people are highly social and communicative, they know that people talk. The people person wants to make sure that what is being said about them, their department, and their organization is positive.
Habit 6: Timeliness While very similar in some regards to responsiveness, timeliness is different. Responsiveness says, “I see your need. I acknowledge your pain.” Timeliness seeks the full resolution of the need or the request. Responsiveness is what happens in the first moments. Timeliness is ongoing with various checkpoints. Think about it from the perspective of a medical emergency. Responsiveness is being first on the scene. Timeliness is getting the proper care in the hours and days afterward. The highly effective people person (as mentioned in Ownership) wants to see the resolution to its conclusion. It’s not enough to place the immediate call in response, customer loyalty is won or lost on the timeliness of the entire process.
Habit 7: Transparency Highly effective people people live in a world where they believe most eyes are on them. While it has the downside of being a bit egotistical, its positive spin is that (as mentioned in Responsiveness), it brings an inherent accountability. The people person knows that people talk. These people may not talk to the people person’s boss, but they’re talking- in coffee shops, on golf courses, while shopping. They’re talking on email and Skype and Facebook and Twitter. The people person understands the connectedness of the world today and the rapidity with which ideas are shared. They know that things come to light with smartphones, cameras, and recording devices. Highly effective people people operate within this and want what is being said to be positive (Again, see Responsiveness).
What 8th habit or other habits do you see in highly effective people people? What other professions or industries benefit from having highly effective people people? Who are the most highly effective people people you know?