Everyone is an adviser. Even if you are the CEO or the Chair of the Board, you are an adviser. As an adviser you seek to influence key decisions. The people we take advice from most readily are those we most trust. To be clear, trust is contextual. I trust my mum, but I don’t
Sorry, I meant cross culturalism. As in influencing across cultures without making the person from the other culture angry, as in cross. Recently I was mentoring a client in a national business performance role. One of his challenges was his need to convince a staff member in China, who is Chinese, to effect changes to
Leading alongside. That’s what advisers in organisations are essentially doing. You can’t dig it out of the ground, fly it, design it or decorate it for them. You can only lead them as best you can so as they make the best decisions. Unfortunately, often due to expediency, we use our authority to get things
In my first book, DECIDE: How to manage the risk in your decision making, I made the statement “…in my experience, an acceptance of mediocrity and an acceptance that projects (and decision making) are difficult are the norm in the vast majority of organisations.” In the simplest terms, when you are advising you are influencing
It’s here. Winning Conversations: How to turn red tape into blue ribbon. Plenty of blood, sweat but not an ounce of tears has gone into my second book. I loved writing it. I love the core message intertwined through it. You should and most definitely can show the revenue producers, the policy makers, the senior