The Servant Leader: Enriching the Lives of Others

"Only those that have learned the power of sincere and selfless contribution experience life's deepest joy:  true fulfillment."

 ~Tony Robbins

This month's "Taking the Lead" features Wendee Nicole, Founder & Director of the RedemptionSong Foundation [RSF].   But even that impressive title doesn't begin to describe Wendee's inspirational story and how she took her unique leadership skills and

experience to a part of the world that many of us would never dream to venture.

In the following interview, Wendee describes why she created the Redemption Song Foundation and how her sacrifices have made a world of difference to the Batwa people and their community in Uganda, Africa.

Tell us about your background and what inspired you to start the Redemption Song Foundation.

After earning my M.S. in Wildlife Ecology from Texas A&M University in 1995, I became a self-taught freelance journalist & photographer. For two decades, I have traveled the globe to report on science, health, and environmental justice issues, from the Himalayan foothills of Nepal in search of endangered red pandas to the Peruvian Amazon to report on community-based conservation with the Yine Amerindians. My work has been published in magazines such as National Wildlife, Nature, Discover, Scientific American, and Environmental Health Perspectives, as well as on Discovery Channel and Animal Planet Online. 

In January 2014, I traveled to Uganda after becoming the first recipient of a $20,000 journalism grant from Mongabay.org to report on the "the next big thing" in tropical forest conservation.  My chosen topic was focusing on economist Elinor Ostrom’s Nobel Prize-winning idea of how human livelihoods and natural resource conservation can coexist in harmony - but only if certain principles are in place.

I arrived in Uganda excited to see my favorite animal, the mountain gorilla, when in reality I ended up so moved by the extreme poverty and slum-like conditions that the indigenous Batwa pygmy people lived in, that I felt called by God to do something about it.  Knowing the US dollar would go so much further in Africa, and the fact that the money I donated to this cause would go directly to the community, I sold my house in Houston and moved to Africa.

Tell us about the Redemption Song Foundation and your role with this organization. 

When Uganda established Bwindi Impenetrable National Park for gorillas in 1991, they evicted the indigenous Batwa pygmy people who are itinerant hunter-gatherers, and gave them no land or money in compensation. They lost not only their forest home but also rights to hunt and gather food from the forest. They literally had nothing. Two decades later, they live in mud structures, or in some cases leaf teepees, on land given by charities, but struggle mightily with high rates of alcoholism, HIV, poor health, and lack of education. The mission of RSF is to see the Batwa empowered to make healthy decisions for their lives and for the community, and to be self-sustaining in their work and lives.

I serve as director on the ground, as well as President of the Board of Directors – I don’t take any salary for my work. Though I have a small staff in Uganda, I am in charge of all of the field work, managing the finances, publicizing our efforts, managing staff, and raising funds through our artisan coop. It is a lot of work, but very rewarding.

Describe your leadership style or the leadership model you have incorporated to make The Redemption Song Foundation a success.

We are a new organization, and some of what I am doing in Uganda is trial and error because what works in the US doesn’t necessarily work in another country. I quickly learned that I needed to find a way to motivate the Batwa people to come together and work. My first step was listening to their needs and interests. They identified needs for clean water, better housing, a bridge across the river, more steady income and other basic necessities, which we are working towards one by one. The first time we had a field workday, almost no one showed up. I’d heard from other nonprofits in the area that this particular community was not inclined to help out. They drank too much, were lazy, no-good. I didn’t believe that. So I hired a hardworking man who lived on my property.  His family was homeless before we took them in, and we paid only him (not the Batwa) for working. The Batwa villagers showed up and matched this hardworking man’s pace. I found that by having one person work hard, others followed suit. I rewarded the Batwa villagers with a healthy meal afterwards, which they really appreciated.  I often care for their children and provide them with much needed attention. They know the money I raise will indeed go back into their communities.  As a result, they have seen their village and homes transformed into much more livable spaces.  They see that I genuinely care about their community and over time the Batwa have come to trust me and know I will keep my word.

I recently read the book When Helping Hurts, which is a must-read for anyone doing charity work. We were incorporating most of their concepts already but I learned some new ideas I plan to implement, like “asset based community management” which involves asking the served community what are their assets, rather than just their problems. I love this idea of finding out their perceived strengths, and helping them identify how to use those to solve the problems they have identified. It is also critically important to have people work for rewards rather than give “hand outs” of clothing, money, and the like – when this happens continuously as it does, Ugandans can start to believe Westerners are just there to give things out, and it can have negative results. Giving a select few items may be ok, but it’s better to pay people for work so they can buy their own clothes from local shops – this also helps the local economy. Through our artisan coop, I buy their handmade baskets and sell them back in the US, which generates even more money.  I bring these funds back to help their community, which rewards the work of their hands. Having the Batwa do the physical labor to improve their homes before giving an item like a mattress, shows them that they are an essential part of improving their own lot in life.  

What challenges are nonprofit leaders facing today that speak to the need for them to have strengths in these attribute areas?

This is a totally new venture for me. I ran a successful writing business for 2 decades, but here, I am learning as I go. But I would think for any leader, if you want to have success in your mission, you need to listen to the people you serve first and foremost.

Although English is the national language in Uganda, if people have dropped from school, they only speak the local tribal language, so in my case, a major challenge is accurate language translation. I always need to ask the same question multiple ways so that you get an accurate and thorough understanding of a situation. The first thing you hear isn’t necessarily the way people actually feel. I would suspect this applies in many situations and for other nonprofit leaders. I also believe that having a heart that genuinely cares about the issue you are working on makes all the difference. Finding staff and volunteers with the same level of passion for the cause as the leader is essential, and something I am still working on.

What steps are you currently taking to improve yourself to become a more effective leader? 

I have a fantastic Board of Directors and I run major issues by them to get feedback. I have reached out to various organizations that do similar work, including the Missions team at Woodlands Church in Houston, Texas, where I am a member. Listening to the advice of people who have different perspectives and experience in these areas, and then implementing it is something I am doing to improve myself and RSF. 

I spent the first year at RSF learning the country and the people I am serving, and my next phase is to participate in some training so that I can become more effective at things where I could use help -- managing staff, learning how to work most effectively in a foreign country, and how to work with girls trying to escape prostitution, as well as other social issues that the country desperately needs help with, but I am personally not fully equipped to deal with. I am seeking such programs either online or when I return to the US on visits. 

Have you experienced a career or leadership challenge recently that you have overcome?

After working at RSF for ten months, my primary staff member suddenly quit -- with 3 days notice -- on the very day I returned from a trip to the US. She helped me train a replacement for 2 days, but that person decided the job wasn’t right for her. I was in this big house alone, without any staff. The only person who I could find quickly spoke very little English and with no one to translate we were both felt like giving up. I prayed, and I got to work trying to find replacements. I eventually found two staff members who did such a great job in their first days I saw how when a door closes, a window always opens. I decided to have 3 or 4 on staff instead of 1 with a 2^nd helper, because it will prevent me from being in a situation where if one quits I'm stuck without any help. These staff also have their own challenges, but it just goes to show when you feel like giving up, just be patient and wait another day, another hour… things will turn around. 

Would you mind sharing some of the tips on how you were able to change what was perhaps a negative career challenge into a positive outcome?

 Having a network of friends and colleagues to communicate with when going through a really difficult situation is essential. This was true when my staff member quit and I genuinely did not know if I could continue. Friends or colleagues who understand, empathize and give feedback help me keep perspective when I’m having a rough day, or a serious challenge. When dealing with tough situations in another country where everything is so foreign and different, it is so helpful to be able to communicate by email, Skype, and phone to people “back home.” Once I am centered again, I can confront those challenges with my staff or the community on a more even keel. I don’t always do this perfectly, but it is a growth area for me.

The other thing that helps me stay focused on my mission is the young boy who inspired my entire move to Uganda, Beckham. He’s a 6 or 7-year old child who I photographed when I first visited his village. His eyes spoke volumes, and I kept looking at his photograph and feeling him – and God – calling me there to help. He was malnourished, had worms and a severely distended belly.  He had one shirt he wore for 5 months and nothing else. Three months after my first visit, he was severely beaten by a relative, his hands bound, and thrown into the river where he almost died. His father rescued him and he spent two weeks in the hospital recovering. I just give that kid all the love I can, and I’ve seen him emerge from his shell. He and I share a special bond now and when I feel challenged, as one is in a foreign country so far from home, recalling his challenges gives me strength to continue my work. Seeing how much this young boy has changed, and how much healthier he and all his siblings are is really a beautiful thing, and what keeps me going, knowing that change can be made, but has to be sustained. I know I have to ensure that if nothing else, this village is equipped to sustain their improved standard of living. I can’t give up.
 
What are some top tips you can recommend to other professionals who want to be recognized as a high potential emerging leader?

I strongly believe that before publicizing efforts too much, spending time on the ground with the community you’re serving is essential. I started the work of RSF in January immediately after first visiting the country, but have now spent a year on the ground working and serving, and getting to know the area, culture, and people. Now I am in a better position to start to grow our network and promote our efforts a bit more. I think it is very helpful to network and communicate with other leaders in the same country or field. I don’t think that recognition as a leader in itself is that important. I think the most important thing is ensuring that the service work being done is effective and the money is being used efficiently. I think that recognition will follow, and if it does not that is ok because the work is what really matters.

Wendee your story gives me goose bumps!  What a beautiful narrative of how one person can truly change the world!

To make learn more about this fabulous organization, please visit the websites Redemption Song Foundation or WendeeNicole .

Donations are tax-deductible in the US, and can be made directly on the Redemption Song Foundation website: Support Us!. 

To order handmade jewelry or baskets, visit the RSF Facebook page, Artisan Coop 2015 photo album:  RSF Artisan Coop.  Once there, make a comment on the photo of the items you wish to order, then send a message with your mailing address.  Wendee will send you the shipping & handling fee. Items are already in the US and ready to ship, with more coming regularly. You can pay /donate by sending a check to RSF, PO Box 876, Frisco, TX 75034 or via credit/ debit card or PayPal at the RSF Donate page. 

Employee Satisfaction Doesn't Really Matter

As business owners or leaders within our organizations we all strive to make our employees happy. For decades now we’ve all been concerned about workplace job satisfaction. We've spent endless hours and money on administering employee satisfaction surveys to ensure our employees are and will remain happy at work. 

Currently, most workplaces gauge their employees' satisfaction through surveys that measure an employee's happiness with their current job conditions.  Most surveys base their questioning around such topics as compensation, flexibility, vacation time, benefits and workload.  However, this could be kind of a "catch 22" in that when employees are asked what would make them happier at work, the common answers are more vacation, more compensation, free food, latte machines and ping pong tables. Who wouldn't be happy with all that??  
Let's look at a real world example. We all know Google. Google always receives high employee satisfaction ratings. They compensate their employees through high pay and tremendous benefits. Along with all the perks of free food, on-site medical staff and state of the art exercise facilities. In at least the last 3 years (and probably more) Google has been named to Fortune's 100 Best Companies (Fortune 2014) to Work For, always placing in at least the top 5.  As a result, Google is also listed as the number 1 company in CNNMoney's Top 15 MBA Employers (Cable News Network, 2014). This survey asks recent MBA graduates where they would most want to work after they receive their degree. In other words, Google has the opportunity to recruit the best of the best minds year in and year out.

However, the curious thing is that Google has a median tenure of 1.1 years (Payscale, 2014). Some may argue that the median age of a "Googler" is 29 years old, so they haven't been on the job very long. Google also suffers from the hyper-competitive tech market where competing companies are constantly wooing each others employees to come over to the other side. But when you compare Google with other high tech companies like Microsoft or Intel, which pull from this same pool of recruits, you'll find the median tenure to be more in the 4+ year range (BloombergView, 2014). To put this in perspective, according to the Bureau of Labor Statistics, the median tenure of all US employees is 4.4 years. Among professionals, which most Google employees are, is 5.5 years. Or how about this, the median tenure for people between the ages of 25 and 34, again the demographic of the typical Google employee, is 3.2 years. Even the food service and hospitality sector, which has the lowest median tenure of all industries, was at 2.4 years (BLS, 2014)...higher than Google.

So what's going on at Google?  Why the disloyalty?  How could they always have such high employee satisfaction ratings but only hold on to their employees for such a short time?  Here's an example of some feedback that was posted on June 12, 2014 on the website Glass Door (Glassdoor, 2014) from a employee at Google:

Pros – The rumors about the glamorous work environment at Google are true. You're in a comfortable workplace surrounded by the best people and practically smothered with perks.

Cons – The fabulous perks are there to keep the highly skilled employees complacent while they perform the menial, repetitive, labor that is required to keep the machine running. On any given evening, many a Googler can be heard lamenting about his/her under-stimulating project at any given Palo Alto watering hole.
 

That can't be the type of feedback Google was expecting when it lavished it's employees with all the great perks.

 

The interesting thing about this is that after reading this post, one would think this person was one unhappy employee.  However, this person gave Google a 5 out 5 in terms of his/her satisfaction with Google.  Uh?  Something doesn't add up.  But remember job satisfaction surveys only measure how an employee feels about their current job conditions:  compensation, benefits, vacation and perks...and when it comes to benefits and perks, Google certainly is one of the best out there!

 

One has to ask, as an employer and/or manager is it employee satisfaction that I'm really striving for here, or is it something?  Because once you take down those smiling faces, you get a lot of bored, disinterested employees that are not really engaged in the work they do.  There is no passion, no drive, no ambition to do better.  They put in just enough effort to get the paycheck, no more.

 

What does employee disengagement get you?  Not much, in fact it can really hurt your bottom line. According the Gallup's State of the Workplace Report (Gallup, 2013) a disengaged workforce leads a company to lost productivity, less innovation, higher rate of safety incidents, lower customer satisfaction, higher turnover rates and lower profitability.

 

What's even scarier, is that Gallup's study reports that only 30% of the US workforce is engaged, while the remaining 70% are disengaged or actively disengaged.
 

So what do I mean by employee engagement? According to Gallup, it’s a measurement of an employee’s emotional commitment to an organization; it takes into account the amount of discretionary effort an employee expends on behalf of the organization.

Can an organization have a satisfied employee who is not engaged and vice versa? As stated by the ADP Research Institute (ADP, 2013), chances are an engaged employee is also a satisfied employee. Few people are willing to go the extra mile for their employer unless they fundamentally happy in their jobs.

However, it is certainly possible to have a satisfied employee with a low engagement level – someone who shows up to work and goes through the motions, but does not demonstrate a lot of initiative or put in a lot of extra effort to further the success of the organization.  Does this sound like anyone that works in your company?  Chances are it does...
How can we go from a disengaged workplace to an engaged one?  Find out in Trinity's October blog post where I will offer some insights into employee engagement and mobilizing your teams to bring out their best.


Need help engaging and mobilizing your employees?  Look no further, contact The Trinity Business Group today for more information!

Bibliography

 

"20 Companies with the Least Loyal Employees - Google, Inc.." PayScale. http://www.payscale.com/data-packages/employee-loyalty/least-loyal-employees/google-inc- (accessed September 15, 2014).


"Best Companies to Work For 2014." Fortune. http://fortune.com/best-companies/ (accessed September 15, 2014).


"Employee Satisfaction vs. Employee Engagement: Are They the Same Thing?." Talent Management. http://www.adp.com/tools-and-resources/adp-research-institute/research-and-trends/research-item-detail.aspx?id={14CB5B2B-87F0-4574-AE5B-A7AEC3778286} (accessed September 15, 2014).

Cable News Network. "Google." CNNMoney. http://money.cnn.com/gallery/pf/jobs/2014/06/17/top-mba-employers/index.html (accessed September 15, 2014).

 "Google Reviews." Glassdoor. http://www.glassdoor.com/Reviews/google-reviews-SRCH_KE0,6.htm (accessed September 15, 2014).

 

U.S. Bureau of Labor Statistics. "JOLTS News Releases." U.S. Bureau of Labor Statistics. http://www.bls.gov/jlt/ (accessed September 15, 2014).

 "State of the Global Workplace." State of the Global Workplace. http://www.gallup.com/strategicconsulting/164735/state-global-workplace.aspx (accessed September 15, 2014).


"Why Are Google Employees So Disloyal?." BloombergView.com. http://www.bloombergview.com/articles/2013-07-29/why-are-google-employees-so-disloyal- (accessed September 15, 2014).
 

 

 

Taking the Lead: Shane Hofmann

This month's "Taking the Lead" features Shane Hofmann, Home Mortgage Consultant for Edina Realty Mortgage.  Most people think mortgage brokers are a dime a dozen, and in my experience that's been pretty spot on. However, recently I was blessed with meeting one of the rare shining stars in the field of home lending.  After working with Shane, I realized that not all mortgage consultants are created equal...not by a long shot.  When I decided to add this feature to Trinity's newsletter, Shane came to mind immediately as the person to showcase in its first edition.  Find out what Shane has done in his field of home mortgage consulting to become one of the best in the business!



Shane Hofmann
Home Mortgage Consultant
Edina Realty Mortgage

What is the most important thing you have learned that has been critical to your career success? 

Treat people the right way and the rest will take care of itself.

What key steps did you take to get to the role you are in today?
 Early in my career I took mortgage jobs in different areas of the business. I worked on the broker side of things, I worked for a new construction company and I worked in a real estate office. I truly believe that gave me great insight into every area of the mortgage business and made me very knowledgeable in every area of the business.


What is your leadership style?
I’ve never been a rah-rah guy, I think I’ve always led by example. People have always respected me because I treat people fairly & honestly, and try to have some fun at the same time.

What tools or resources have you used that have been crucial to your success?
I might be old school in saying this, but a 1-on-1 meeting can be better than any tool or technology piece out there. Getting to know your clients & referral sources on a personal level has been vital to any success I’ve had.


What steps are you currently taking to improve yourself, professionally?
Edina Realty Mortgage is always offering classes/training on different topics and I attend everything they put on. It’s a great sign when your company is willing to put some dollars/training back into their employees.

What is the next step you plan to take in your career to develop your leadership skills? My long-term goal is to someday get into management. I need to continue to lead in key areas like sales/volume, but also lead in customer service. If I’m not putting up solid numbers, along with treating people well, you’re not going to achieve your goals. I’m constantly striving to get better in every area of our business.

What professional accomplishment or result have you achieved in the past year that you are proud of?
I was recognized for market share within our company, which just awards the top producing loan officer for percentage of deals within our office that are going to me as the loan officer. That is a huge key to any success I have and just shows that the people I work closely with trust me with their clients and handling of their business.

Have you experienced a career or leadership challenge recently that you have overcome?
Not necessarily a leadership challenge, but a generational challenge. As a 30-something, it’s easy to get caught up in today’s technology advances and tools. But not everyone works with those tools today. I had to remind myself that isn’t the only way to do business. You have to communicate with people the way they want to be communicated with. Sending an email to someone might not mean nearly as much as picking up the phone and talking to them.

Would you mind sharing some of the tips on how you were able to change what was perhaps a negative career challenge into a positive outcome?
Have a formal way to stay updated with your referral partners. I felt like I was staying in touch with my referral partners and was updating them, but I got some feedback that they’d like something more formal. Since then I set up an afternoon every week and put it in my outlook calendar that I don’t do anything but update my referral partners on what is going on with any of their clients or to just touch base. I can tell it’s made a difference in my business.

What are some top tips you can recommend to other professionals who want to be recognized as a high potential emerging leader?
Status quo is never good. I’ve been in the mortgage business for 12 years and I’m still striving to become great. There are always areas of your business you can improve. Don’t become stagnant, look for opportunities to make yourself better, or make your business better. If you see or know of a great leader in your company, take them to lunch and pick their brain! Learn from the people around you.

Thanks Shane for your awesome insights!

If you're ever in need of a home mortgage or are looking at refinancing your current property Shane is a great resource and you'll be glad you turned to him! He comes highly recommended by yours truly!

To find out more about Shane and the services he offers, please visit his website by clicking here.

Tick Tock Goes the Clock

A few simple steps to help you get control of your time 

By Kristina Newell

Like most of us, you're finding there isn't enough time in your day to get everything done that needs to get done.  Everyone says you need to manage your time better.  Well that's great advice, but you have no time to even figure out how to manage your time.  Or say you actually did find the time to squeeze in that time management seminar, but as soon as you got back to the office you see the pile of work that you neglected while you were away.  Well so much for the small fortune you spent on that training since you find that you're right back in the same hole struggling to find a way out of this endless cycle. What's a person to do?

Well you could go spend $200 on a fancy planner that helps you to prioritize your tasks by labeling them with an A, B or C only to realize that gee you ended up with 182 As, 5 Bs and 1 C.  Now what?  Or you could take the advice that you should just shut your office door for 2 hours a day, at the same time each day, and don't talk to anyone, don't look at email...just hunker down and get work done.  Honestly, how realistic is that?  Especially considering that so much of the business we conduct today focuses on interpersonal relationships, networking and communicating through technology.  And who the heck has the same schedule day in and day out these days?

The heart of the matter is that most of us don't know where our time is being spent.  There are so many unexpected interruptions and unscheduled things that happen during our day that before you know it it's 5 o'clock and you need to leave because you have a 1 hour commute and your kid's daycare will charge you $10 for every 15 minutes your late.

How can you get a handle on how you spend your time?  There are a few simple exercises that you can perform that will help you to understand where you're spending your time which will in turn help you to create a plan to have more productive days.  And the nice thing is you aren't necessarily changing EVERYTHING about your day or schedule, it's more about recognizing certain behaviors or actions that may be leading you to feel overwhelmed and less productive than you'd like to be.  The only caveat to this, is yes, you will need to take a short amount of time to perform this exercise.  However the great part of it is, you might just identify at least one or two ways to make a significant improvement in how you control your time.

Over the next month, chose a few days to track your time in 15 minute intervals.  Within each 15 minute interval, write down EVERYTHING you do, whatever it may be such as checking email, going to the vending machine, conducting an ad hoc meeting.  Don't judge yourself, just simply collect the data.

Once the data is collected, take a good look at it.  What stands out as activities that didn't need to be done or are of low value?  What could have been delegated?  What were true interruptions that could be stopped by setting boundaries?  And conversely, what activities are of high strategic value or importance?  Are there activities you don't schedule time for but you should, such as unscheduled visits with peers or customers?

 

It's here where an important point needs to be made. There is nothing wrong with having an unscheduled conversation with a peer while you're filling up your coffee cup. This goes against conventional wisdom, but sometimes those unexpected interruptions can be rather fruitful.  Although these types of meetings can't be scheduled ahead of time, by simply being cognizant of the fact that these interactions are taking 30 to 60 minutes of your day is worth noting.  By understanding that 60 minutes of your day is spent on "interruptions", this would mean that you should not schedule 60 minutes of a less important activity into your day.  If no interruptions happen on a given day, then heck, you've got an extra 60 minutes to do something else!!

 

 

Given the work you've done so far, estimate the time you spend on essential activities and non-essential activities, and the average number of hours you spend at work in a day. Are you pushing the boundaries of work-life balance? Are you satisfied with how many hours you're working now, or do you see an opportunity to make some changes?

Now make a list of changes on how you can spend your time to do more high-value activities, be more productive, get better results, and perhaps even REDUCE how long you are at the office.  Start designing what your ideal schedule would look like on your most stressful day of the week.  Which meeting would you attend or not attend?  Do you need time to spend alone?  How much time do you need to set aside to meet with co-workers, your team or for unscheduled interruptions?

How different does this schedule look to the one that you're currently living with now?  How can you make this schedule real?  Much of it comes down to the simple realization of how and where you currently spend your time and making some simple adjustments to your day. 

However, you may still see a lot on your plate that needs to get done.  How do you manage all of it?  Well, you can't change the way you spend your day unless you're willing to set boundaries, assert yourself and make requests which are not easy tasks.  These sorts of changes do take effort and time to become comfortable doing, and typically can't be addressed in one simple article such as this.  If you find yourself in this situation, the best recommendation is to indeed seek outside help by means of a coach to assist you in navigating through these tricky waters.

Need help getting better control of your time and setting boundaries?  We're here to help.  Contact The Trinity Business Group today for more information!

Influencing Without Authority

 

By Kristina Newell

 

So you've been put in the unenviable position of having all the responsibility of completing a project on time and within budget, but have no authority over the project's team members. How the heck are you going to influence this group to get the job done when you don't have the positional authority to "command" them to do so?

 

Influencing without authority is one of the most valuable skills you can gain as an emerging leader within any organization. It's that special knack to get things done through positive interpersonal relationships.  Individuals who possess this skill have the ability to accurately understand the individual differences of each team member and use this knowledge to influence them in order to meet project goals.

 

While positional authority is something to work towards in the future, it's also important to understand that developing these skills now is a vital step on the journey from employee to manager.

 

So let's take a look at the key dimensions a person must possess to influence without authority:

 

Social intelligence:  Social intelligence is how well a person can accurately perceive and evaluate social situations.  A socially astute person can manage social situations in ways that make others feel valued and comfortable so that they enjoy and feel confident in the work they are doing for your project.

 

Relational Inspiration:  Relational inspiration is the a very subtle personal style.  Individuals who possess relational inspiration are extremely flexible in adapting to differing working styles, understanding what motivates and inspires each individual team member to get things done.  There is an understanding that each person is different and there is no "them".

 

Networking ability:  Networking ability is an individual's capacity to develop and retain diverse and extensive networks up, down and across the organization.  People with great networking ability are effective in building successful relationships and typically possess great negotiation and conflict resolution skills.

 

Sincerity:  Sincerity refers to an individual's ability to be forthright and authentic in all of their dealings.  People who are sincere inspire confidence and trust, and thus make others want to work with them.

 

By fully utilizing these four dimensions of influence, the less persuading and cajoling you need to use.  You will find that you are gaining in credibility, getting buy-in for ideas, and making a larger impact in organization. You'll get noticed as someone who gets things done...and move closer to that promotion!


How influential are you?  Take the quiz and share your results on our Facebook Page!


Use the following 6-point scale, pick the number that best describes how much you agree with each statement about yourself.  The higher the score the more influential you are!


1=strongly disagree  2=disagree  3=slightly disagree  4=slightly agree  5=agree  6=strongly agree


1.    I am able to make most people feel comfortable and at ease around me.
2.    I am able to communicate easily and effectively with others.
3.    It is easy for me to develop good rapport with most people.
4.    I understand people very well.
5.    I am good at building relationships with influential people at work.
6.    When communicating with others, I try to be genuine in what I say and do.
7.    I am good at using my connections and network to make things happen at work.
8.    At work, I know a lot of influential people and am well connected.
9.    It is important that people believe I am sincere in what I say and do.
10.  I try to show a genuine interest in other people.
11.  I am particularly good at sensing what motivates and inspires others.
12.  I understand there is no "one size fits all" when it comes to working with a variety of people


Scoring:  The higher the score the more influential you are within your organization.


Looking to become more influential within your organization?  We're here to help.  Contact The Trinity Business Group today for more information!