2013 CIO Symposium The CIO and CMO Relationship

The relationship between CMOs and CIOs is evolving. Cooperation and collaboration are keys to organizational success, yet conflicts can arise over budgets, customer relationships and more. Hear how the CMO and CIO from Enterasys are overcoming challenges and building a successful, mutually-beneficial partnership.

The relationship between CMOs and CIOs is evolving. Cooperation and collaboration are keys to organizational success, yet conflicts can arise over budgets, customer relationships and more. Hear how the CMO and CIO from Enterasys are overcoming challenges and building a successful, mutually-beneficial partnership.

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  • Next up: 2013 Selling to the CIO Part 1

    2013 Selling to the CIO Part 1

    Selling to C-level executives requires diverse and unique skill sets. Gaining attention, identifying strategic value, positioning your company as a partner and other issues are all key factors. But how does your company break through to the C-suite? Once you’re there, how do you ensure your company remains there? And how do you avoid the pitfalls of selling to the C-level? 

    Selling to C-level executives requires diverse and unique skill sets. Gaining attention, identifying strategic value, positioning your company as a partner and other issues are all key factors. But how does your company break through to the C-suite? Once you’re there, how do you ensure your company remains there? And how do you avoid the pitfalls of selling to the C-level? 

    These questions and others were answered by our panel of CIOs and senior executives at NEOSA's Selling to the CIO, one of our most popular seminars.

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  • Next up: 2013 Selling to the CIO Part 2

    2013 Selling to the CIO Part 2

    Selling to C-level executives requires diverse and unique skill sets. Gaining attention, identifying strategic value, positioning your company as a partner and other issues are all key factors. But how does your company break through to the C-suite? Once you’re there, how do you ensure your company remains there? And how do you avoid the pitfalls of selling to the C-level? 

    Selling to C-level executives requires diverse and unique skill sets. Gaining attention, identifying strategic value, positioning your company as a partner and other issues are all key factors. But how does your company break through to the C-suite? Once you’re there, how do you ensure your company remains there? And how do you avoid the pitfalls of selling to the C-level? 

    These questions and others were answered by our panel of CIOs and senior executives at NEOSA's Selling to the CIO, one of our most popular seminars. 

    Listen here.

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  • Next up: 21st Century Leadership: 9 Skills You Must Master

    21st Century Leadership: 9 Skills You Must Master

    This is Part I of our special series on what traits comprise a 21st century leader. Today’s article focuses on the nine skills 21st century leaders need to master.

    As our world becomes increasingly complex, the traditional leadership style of “command and control” is fast being replaced with a more facilitative style of leadership. Facilitative leadership is team oriented, allowing for everyone to bring their piece of the puzzle into conversations. It is collaborative and supports diverse perspectives coming together. No longer can one person synthesize all the diverse data and come up with a solution as leaders have been trained to do in the past. A team of diverse people with good scanning abilities under the right leader can bring their specialized information; share it and together to create innovate, powerful solutions to complex challenges and problems.

    Here are the nine key skills that the 21st century leader needs to master:

    Key skill No. 1: personal presence;

    Key skill No. 2: High degrees of self-awareness;

    Key skill No. 3: the ability to acknowledge their habitual behaviors for the positive and negative impact;

    Key skill No. 4: clear core values that guide their actions and decisions;

    Key skill No. 5: clear and compelling vision that others can join;

    Key skill No. 6: facilitative skills to support all voices being heard and respected in the dialogue and collaboration;

    Key skill No. 7: practical understanding of systems and how change happens;

    Key skill No. 8: ability to see and hear others; and

    Key skill No. 9: spiritual practice, someplace you can turn when there is nowhere else to go.

    These skills support both the leaders’ personal self-mastery and their team and organization to move powerfully on their own self-mastery journey. Together they become high functioning and high performing team and/or organization.  In this environment, everyone contributes at a high level and team members will report high employee engagement and satisfaction.

    In Part II of this series, we’ll dig a little deeper into each of these key skills and how you can apply them to your own leadership style.

    Monika Moss-Gransberry is a 30-year entrepreneur, business coach and organizational consultant, author of Life Mapping: A Journey of Self Discovery and Path Finding and The Technology of Doing Creating & Being, both self-mastery books teaching readers how to make their visions real. She is on the faculty of the Goldman Sachs 10K Small Business Initiative and the Gestalt OSD Center. For more information on Monika’s work: www.mossgransberry.com and www.monikakmoss.com


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  • Next up: 21st Century Leadership Part III: What Defines High-Performing Business Teams?

    21st Century Leadership Part III: What Defines High-Performing Business Teams?

    This is the final installment of our three-part special series on what qualities define 21st century business leaders. Today’s article focuses on high-performing business teams.

    In the first two parts of this series on 21st century leadership, I focused on the nine traits that define individual business leaders. I want to switch gears a little bit today and take a closer look at what defines high-performing business teams.

    High-performing teams are teams that have evolved in ways that allow them to scan their environment, make meaning and act on their meaning in an effective and efficient manner. It all centers around self-awareness of the teams scanning process, and their ability become highly skilled at orienting to their goals (large and small), working through conflicts, and coming to agreement or cohesion more and more effectively.

    Scanning their internal and external environment is key to this awareness. The more effectively they can scan individually and collectively and come to consensus about how to move with that information, the more successful they will be. This has been demonstrated with more than 40 years of collective work by the Gestalt OSD Center that has trained thousands of leaders in diverse industries around the world.

    What is Gestalt Organizational Systems Development (OSD)? Gestalt OSD is the integration of Gestalt theory—the study of natural human phenomenon as used in its original incarnation in the psychological therapeutic realm integrated with organizational change theory. So, what does this mean in practical terms? It means that we have a way to understand and apply the natural theory of change from a Gestalt perspective to larger levels of systems like teams, organizations, industries, and communities. This allows us to track and understand how to intervene in these more complex systems to make sustainable change, helping larger systems achieve its mission, vision and purpose faster.

    This application of Gestalt applied to Organizations and larger systems was developed here in Cleveland at the Gestalt OSD Center during the past 40 years. To learn more, check out their website at www.gestaltosd.org/

    Monika Moss-Gransberry is a 30-year entrepreneur, business coach and organizational consultant, author of Life Mapping: A Journey of Self Discovery and Path Finding and The Technology of Doing Creating & Being, both self-mastery books teaching readers how to make their visions real. She is on the faculty of the Goldman Sachs 10K Small Business Initiative and the Gestalt OSD Center.  For more information on Monika’s work: www.mossgransberry.com and www.monikakmoss.com.


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  • Next up: 3 (More) Business Books You Should Have Read by Now

    3 (More) Business Books You Should Have Read by Now

    Periodically through the year, Mind Your Business checks in with our members to find out which business books they’re reading and why. Listed below are three more books to add to your reading list.

    My Reading List for 2017:

    No. 1: Think and Grow Rich by Napoleon Hill

    This is a classic, but should be on everyone’s reading list if you are serious about being successful in life and in business. This book was first published in 1937 and is a compilation of the interviews of more than 500 successful men—including Andrew Carnegie and Henry Ford. It is not a quick-fix or feel-good book, it breaks down 14 key focus areas that need to be understood and put in practice to actually see results. One of my mentors shared this book with me and I have not only read it multiple times this year, I have implemented several of the concepts and continue to do so as I grow my business. Here are a few of the things that I have implemented:

    • Persistence. The mind is a creature of habit—it thrives upon the dominating thoughts fed to it—control of the mind through the power of will comes from persistence and building habits.  I am creating a habit of a daily organizing routine in the morning and a short reflection period at the end of every day.  Doing something over and over seems boring—and it is—but the more you do it, the more it becomes automatic and you won’t resist it because it is just part of what you do. 
    • Subconscious mind. This was a game changer for me. Your subconscious mind will not remain idle and if you fail to plant your desires and the RIGHT THOUGHTS, you will never get the results you want. You need to feed the right thoughts in your subconscious mind—making them positive and repetitive. “Man can create nothing which he does not first conceive in thought”—when you really understand the power of thought, it can change everything for you. Every day I have said aloud my intentions, what I want and what I will give in return for it and it has brought me clients and friendships this year.
    • Power of the master mind. He defines the master mind as “coordination of knowledge and effort, in a spirit of harmony, between two or more people, for the attainment of a definite purpose.” It seems obvious—get other great thinkers around you to help shape, perfect and grow your thoughts and ideas and the whole group benefits from the energy and intelligence available to everyone in the group. You must pick the right people. I have facilitated a few of these and will continue to do so next year with people who want to grow in areas of leadership—everyone who participates has grown because we love to learn from others versus just a book. I am starting my own master mind for my business as well and in 2018 I know that my group will reap tremendous benefits!

    No. 2: Everyone Communicates Few Connect by John C. Maxwell

    “According to the Harvard Business Review, ‘The number one criteria for advancement and promotion for professionals is an ability to communicate effectively.’  That means connecting! If you learned to connect better, it would change your life! This book has so many applications from a leadership perspective. It is broken into two parts—the principles of connecting and the connecting practices. When we communicate, we tend to think of ourselves and ask “will we look good, did they like me, did they hear me?”

    Here are a couple of my takeaways from this book:

    • The power of connecting is thinking of the ‘other’ person, when you realize that it’s not about you—growth really begins to happen. I have used this in my business as I thought about attracting the clients that I am really looking for—what are their wants and needs? What do they care about? What would really help them?  Instead of what I wanted them to know about me or what I wanted to tell them. I also use this in my coaching practice. The most common challenge I have seen in leaders is ability to influence and influence happens when we connect with others. It starts with the first connecting practice “common ground”—what does the other person want or need that you have in common with them so they see and feel a connection. 
    • Tips for connecting to a large group. The use of storytelling is so powerful. Don’t make your presentations death by powerpoint, show a picture and tell a story, our brains light up and we will listen and connect with you. I have used this in my speaking engagements—the most powerful stories are personal and the stories that show you when you were not perfect!
    • Use interesting facts and data points to make it interesting as well. One of my coaching and mastermind clients used this for a presentation she was giving and was so successful that one of their largest donors asked for a copy of her speech!

    No. 3: Your Brain at Work by David Rock

    If you are someone who brags about the fact that they are such a great multi-tasker, then this book is for you. This book helps to break down what we know about the brain and how it applies to becoming a more effective leader by understanding how to:

    • Make better decisions.
    • Stay cool under pressure.
    • Collaborate with others.
    • Facilitate change.

    I have applied this to how I approach my day and get things done by doing my biggest thinking in the morning when I am fresh and making sure that I don’t waste precious cognitive time with reading emails in the morning. I am a reformed multi-tasker and still slip once in a while but I have been conscious of having a “space” for thinking and not taking my phone with me when I am doing this. I have also helped dozens of executives have more effective meetings by doing one simple thing—removing the phones and computers from their meetings. They will end in half the time, people will pay attention and decisions will be better and made quicker! 

    Another concept I have used here relates to managing change and our tendency to get easily distracted. The anterior cingulate cortex lights up when something is different and in your brain—this novelty gets attention. If there is too much change all at once or over a very short period of time, it can cause anxiety or fear.  You might see this in organizations as people “shutting down” and feeling overloaded because their brains really are! I have used this in my consulting practice to help organizations and leaders “break-down” their changes and keep it simple. If you are trying to change 10 things all at once, you will get chaos, but try to change three or four things, with good explanations as to why and help in making the change and you will see much more success. 

    An overarching principle about the brain is that it is organized to minimize danger and maximize reward. When you apply this principle and the others in this book to your own personal leadership style and how you run your business to be more ‘brain friendly’ you will see great increases in performance, engagement and satisfaction.

    What are you reading these days? Let us know on Twitter!

    Jill Windelspecht has spent 20 years coaching executives, leading global and regional talent strategies, managing change and developing people. She works with mid- to senior-level executives and business owners to reach their potential and help create organizational climates that lead to lifelong prosperity. Helping executives develop their leadership and communication skills so that they can build a strong, cohesive team and break through any barriers holding themselves and their team back ... and not have to burn themselves out by doing so!  View her website by clicking here or contact Jill via email at Jillwindel@talentspecialists.net.  

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