Eric Jacobson

Archive for 2018|Yearly archive page

Seven Elements Of Good Storytelling

In Leadership, Storytelling on April 8, 2018 at 7:05 am

Explaining strategy

According to Kristi Hedges, author of the book, The Power of Presence, a good story includes these seven elements:

  1. Has a clear moral or purpose.
  2. Has a personal connection to the storyteller and/or the audience.
  3. Includes common reference points the audience can understand.
  4. Involves detailed characters and imagery.
  5. Reveals conflict, vulnerability, or achievement others can relate to.
  6. Has pacing (a beginning, ending, and a segue back to the topic).
  7. Serves to strategically underscore your intention (it’s not randomly told).

 

How To Be A Humble Leader

In Eric Jacobson Leadership, Eric Jacobson On Leadership, Jim Collins, Leadership, Leadership Books on April 8, 2018 at 6:48 am

 

Chat symbol and Quotation Mark

From John Blakey’s book, The Trusted Executive, here are four tips from Jim Collins for how to be a humble leader:

  • Demonstrate a compelling modesty, shunning public adulation and never be boastful.
  • Act with quiet, calm determination and motivate others through inspired standards, not inspiring charisma.
  • Channel ambition into the company, not the self, and set up successors for even more greatness in the next generation.
  • Look in the mirror, not out of the window, when apportioning responsibility for poor performance.

How To Be A Good Coach

In Coaching, Eric Jacobson On Leadership, Leadership on January 20, 2018 at 4:58 pm

Group Of Coworkers Working In Conference Room

Former Verizon Wireless CEO, Denny F. Strigl offers these tips for how to be a good coach to an employee. He explains that good coaches help performers by:

• Keeping them focused.
• Giving them objective, helpful feedback.
• Acting as a sounding board for new approaches.
• Identifying blind spots that may be holding the performer back.
• Reinforcing key values, principles, and behaviors that improve performance.
• Recognizing positive behavior and performance.
• Providing encouragement after setbacks and failures
• Setting “stretch” goals.
• Acting as an accountability partner.
• Strigl believes that some managers fail in their coaching roles because they:
• View coaching as babysitting.
• See coaching as only correcting performance.
• Don’t spend enough time with their employees.
• Are reluctant to criticize.
• Have social relationships with their employees.
• Have a “sink-or-swim” philosophy.
• Believe coaching is not helpful or meaningful.

“Coaching may actually save time by preventing extensive retraining or intervention to get a failing employee back on track or keep the person from falling off course in the first place,” explains Strigl in his new book, Managers, Can You Hear Me Now?
Every conversation you have with an employee has the potential to be a coaching conversation!

 

 

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