Bill Gates’ New Rules

Read this article this morning from a link.
Written by Bill Gates 18 years ago.
(and how it holds true till today)

BG

 

———————————————————————————————————————–

By BILL GATES Monday, Apr. 19, 1999

BILL GATES From Business @ The Speed of Thought: Using a Digital Nervous System, by Bill Gates. 1999 by William H. Gates, III. Published by Warner Books, USA.

If the 1980s were about quality and the 1990s were about re-engineering, then the 2000s will be about velocity. About how quickly business itself will be transacted.

About how information access will alter the life-style of consumers and their expectations of business. Quality improvements and business-process improvements will occur far faster. When the increase in velocity is great enough, the very nature of business changes.

To function in the digital age, we have developed a new digital infrastructure. It’s like the human nervous system. Companies need to have that same kind of nervous system–the ability to run smoothly and efficiently, to respond quickly to emergencies and opportunities, to quickly get valuable information to the people in the company who need it, the ability to quickly make decisions and interact with customers.

The successful companies of the next decade will be the ones that use digital tools to reinvent the way they work. To make digital information flow an intrinsic part of your company, here are 12 key steps.

For a large company to be able to maneuver as well as or better than a smaller competitor is a testament to both the energy of the employees and the use of digital systems. Personal initiative and responsibility are enhanced in an environment that fosters discussion. E-mail, a key component of our digital nervous system, does just that.

It helps turn middle managers from information filleters into doers. There’s no doubt that e-mail flattens the hierarchical structure of an organization. It encourages people to speak up. It encourages managers to listen. That’s why, when customers ask what’s the first thing they can do to get more value out of their information systems and foster collaboration in their companies, I always answer, E-mail.

I read all the e-mail that employees send me, and I pass items on to people for action. I find unsolicited mail an incredibly good way to stay aware of the attitudes and issues affecting the many people who work at Microsoft. The old saying Knowledge is power sometimes makes people hoard knowledge. They believe that knowledge hoarding makes them indispensable. Power comes not from knowledge kept but from knowledge shared. A company’s values and reward system should reflect that idea.

I like good news as much as the next person, but it also puts me in a skeptical frame of mind. I wonder what bad news I’m not hearing. When somebody sends me an e-mail about an account we’ve won, I always think, there are a lot of accounts nobody has sent mail about. Does that mean we’ve lost all of those? A good e-mail system ensures that bad news can travel fast, but your people have to be willing to send you the news. You have to be consistently receptive to bad news, and then you have to act on it.

 Sometimes I think my most important job as CEO is to listen for bad news. If you don’t act on it, your people will eventually stop bringing bad news to your attention. And that’s the beginning of the end.

6 Simple Habits that Change Managers into Effective Leaders

Sharing this great article by John Eades

  • Published on August 23, 2017 @ LinkedIn

———————————————————————————————————————————

snip

 

The debate about the difference between a manager and leader has been settled. Without question, there is a difference in both definition and behavior.

Just to ensure we are on the same page, here are my favorite definitions of both in action form:

Management: The manipulation of others for your own success

Leadership: Serving and empowering the lives that have been entrusted to you

Unless you grew up in a place of worship or had really strong figures in your life that taught you about serving and empowering, you most likely default to management. Why? Because it’s what’s taught in high school, college and organizational leadership development programs. In many ways, our environment is teaching us to be managers, not leaders, but unfortunately, that’s not an excuse. Here are six habits that can help change managers into leaders.

  1. Find a Purpose Beyond Money

While there is no question that money is important in life, one of the best ways to make a leap towards being a leader is to find a true purpose in your work beyond money. If the only reason you go to work is for money, your people will know and you will never make the leap to serve.

If this is an area you struggle in, pick up Simon Sinek’s new book Find Your Why when it comes out in September.

  1. Decentralize Decision Making

Most people move into a position of management because they were good at their job. Typically their first actions are to solve all the worlds problems and be a major part in every decision facing the team. The problem is the people they are now leading are being treated as followers and have a sense of being in a subordinate position, thus creating more followers, not more leaders. As leadership expert David Marquet says, “followers have limited decision making authority and little incentive to give the utmost of their intellect, energy, and passion. Those who take orders usually run at half speed, underutilizing their imagination and initiative.”

The key here is to not only be ok with your people making decisions make it a core part of their job.

  1. Give and Serve Outside of Work

I don’t mean to give financially, I mean give your time. Winston Churchill famously said “We make a living by what we get. We make a life by what we give.”

Look for ways to volunteer in your community or start a support group. The point here is if you learn to give up your free time to serve those that you don’t know, you most certainly will begin to serve and empower those that you do at work.

  1. Focus on Your Example

The old adage ‘do as I say, not as I do’ is an awful way to lead and a sure-fire way to erode trust with your team. Leading by example encompasses all your actions, from what time you show up at the office, how much vacation you take, what you wear, to the moral and ethical decisions you make both at work and home.

The choices you make every single day are watched and judged by others. Do your actions exemplify the way you want to be portrayed? One of the most important things you can remember is not allowing your title to effect a positive example you set for your team.

  1. Thinking You Have to Be the Hero

Like most professionals, I met my biggest weakness early on. I thought I was the only person who could do things right, and I had to have my hand in every decision. Then someone told me,

“If you want to go fast, go alone. If you want to go far, go together.”

It was exactly what I needed to hear. From then on, I knew I didn’t have to be the hero. Now, I surround myself with talented people, ask for help, give more responsibility, and try to listen more than I talk.

  1. Stop Making Excuses

If you habitually struggle with saying or thinking on a regular basis “There is never enough hours in the day” or “this quarter is so important,” stop and reflect on what you are saying. Every quarter is important and every day is important but it shouldn’t for a minute stop you from thinking critically about how you are leading other people.

I don’t care what the circumstance eliminate your excuses, take responsibility and put in the work.

The Windshield Mentality

No matter if you are a manager or a leader, I want you to begin embracing the windshield mentality. All the windshield mentality is, is thinking about what’s ahead of you instead of behind you. Start thinking and planning how you are going to implement these habits moving forward and never look back!

 

Write …. don’t just talk.

Capture

Many many many years ago, to be a great sales professional, perhaps the greatest asset to have would be the ability to talk and present well. This was the needed “communication skill”.
Then, as one progressed to be a Manager or even higher, besides being able to talk well, one must also then be able to write well. Both talking and writing becomes equally important. However, “writing skills” was often neglected or overlooked.
TODAY, in our digital age ; and the creativity one can do on social media, the ability to WRITE and EXPRESS oneself are perhaps equally important if not more so than our ability to talk (or present).
Short/ concise/ captivating messages (artwork) can reach millions of people worldwide by a click of a button. Customers do not even have to see your face nor hear your voice to buy from you.
So, are you good/creative in sharing your ideas/thoughts in written-form or WORDS to seduce your customers ?

True “LOVE” to sell

A true Passion to Sell 

Is like finding love and falling in love
You believe in it, you pursue it  

It’s non manupulative
There’s no deception, no coercion
It has to be of free will

You act, speak and smile with your heart
Your action match your words,  pure and sincere

You serve, you simply do your best to impress
You get the sale, you take care of your customer
You hope for a long term relationship


Is selling your passion ?
Are you selling right ?


Passion to sell

When we speak 

When we present

When we try to influence someone 

We must “FEEL”  deeply for things we say

We MUST BELIEVE in it

We must be sincere

There should excitement

There should be enthusiasm

Only then can our proposition move our audience and make them emotionally connected.

Touch their hearts 

Serve their needs

Show them WHY our proposition is important and meaningful.

Only then are we adding value and knowledge to our audience.

A well informed customer will be our good customer.

Blog at WordPress.com.

Up ↑

%d bloggers like this: