Passive Promotion

Geoff Snyder is Intoxicated by Possibility

Geoff Snyder is Intoxicated by Possibility

I hope the following passive promotion below gives you insight into my drive, passion, and desire to find the next adventure. The world is full of haven’t stance and maybe I’m a person that can help you or maybe you are a person that can help me. Let’s see what we can do for the world.

I’m a guy who once spent 5 years as a recording industry executive (only because of sales under my watch for our market that had increased by a mere %10,300+ percent across 6 months and sustained a 93% retention rate for the 4 years in a market established across 20 years), from the school of Hard Knocks.

I’m a guy who somehow followed a technical ‘passion’ and opened a small, multi-office IT consulting firm (which cost me less than $100 to start) on a tropical island that focused on servicing healthcare, legal, and financial verticals and burned it down to the ground because I grew too big, too fast.

If any of the above is of any interest to you, I might be a guy you’d like to connect with.

With that said, my current professional pivot consists of the following: 9AM-5PM Monday thru Friday, 75% of my eggs are in a Technology basket. The other 25% of the eggs are in a Music Business basket. And with regard to my personal pivot, my 7PM-2AM focus shall continue with having fun networking with friends and colleagues, advising within the crypto vertical, commercial real estate, finding new gems in the city that has accepted me with open arms, Phoenix, as well as discovering new ways to volunteer within our communities.

I’m looking forward to the finish line and reflecting back on the people that touched my life and those that I’ve touched.

I’m here if you have any questions and always happy to help.

Cheers,
g

P.S. I’m a huge fan of the word ‘fuck’. Please fucking deal with it, it’s who I am. #coffeeme

5 Tips for Enhancing Team Morale in the Workplace

team morale workplaceIf you are responsible for managing a group of employees, then you should understand how important the concept of teamwork is in the workplace. Not only will it make your job easier, but it will also improve your productivity, your effectiveness as a manager, and your reputation amongst those above you. There are some very simple things you can do to promote positive, cooperative contributions from your employees. Follow these five tips for encouraging team spirit in the workplace:

Establish clearly-defined goals, guidelines, and tasks. If you want your employees to take responsibility for their roles on the team, then you need to make sure they know exactly what it is that they are supposed to be doing. Make it a point to clearly describe every aspect of the project at hand, as well as what you expect from each of the team members.

Delegate, rather than micromanage. Part of having team spirit is acting autonomously toward the team’s goal. When you micromanage, you undermine a person’s ability to be autonomous. It is not only dehumanizing, but also a surefire way to suck the enthusiasm right out of the workplace. Delegate responsibilities to your employees, making sure to be very clear about what you need each one to accomplish, and to what standards, and then allow them to find their personal methods for working most constructively. Whenever employees know they are responsible for the outcome of their work, they are less likely to pass the responsibility or the blame on to a coworker and more likely to find ways to work together and support each other.

Provide employees with the tools they need to be successful. Prepare employees for a job well done by providing the education, mentoring, resources, tools and support they need. This makes them feel valuable and boosts morale, which promotes teamwork.

Communicate with the team on a regular basis. Have team meetings as needed so that employees can express to you any questions, concerns, or suggestions they might have, and so that you can provide them with useful feedback and encouragement.

Offer team incentives. Once you establish the guidelines for a new project, offer the team a reward for timely, quality completion. The reward could be a paid lunch out, a company party, or a paycheck bonus. Give employees a few options and let them decide together, as a team, which incentive they prefer.

Emerging Approaches To Leadership

emerging leadershipAfter beginning a two year research to propose some leadership theories which focus on a particular characteristic of a leader, leaving out the followers and situations from the equation, I’ve been able to break down leadership into the following four categories: Charismatic Leadership, Attribution Leadership, Transactional Leadership, and Transformational Leadership.

Charismatic Leadership

The theory behind Charismatic Leadership emphasizes the ability of a leader to communicate new visions of an organization to its followers and to raise follower awareness of the importance and core value of goals, often getting people to exceed their own interests.

Charismatic Leaders are dominant, able to express their vision, are exceptionally self-confident, have a high need for power, and have a strong conviction in the moral “righteousness” of their beliefs. They strive to project a magnetic personality which emanates success and competence, and they convey high expectation for and confidence in followers. Leader who possess and exhibit these characteristics inspire trust, confidence, affection, admiration, emotional involvement, obedience, and high performance in their followers. The Charismatic Leader often appears under conditions of uncertainty or in times of crisis which are stressful and make more cognitively and emotionally receptive to the ideas and actions of someone perceived as a so-called savior.

Attribution Theory

Attribution Theory deals with trying to make sense out of Cause and Effect Relationships. When an event takes place, people want to attribute it with a specific cause. This theory states that leadership is simply an attribution that people make about other individuals. The fundamental flaw is a bias in the perception process because people tend to attribute the behavior of other people to their own motivation and ability rather that the situation. Research has found that people tend to characterize leaders as having traits such as personality, understanding, intelligence, strong verbal skills, aggressiveness, and often at time display industriousness.

At the organizational level, attribution theory explains why people are prone to attribute either the extremely negative or the extremely positive performance of an organization to its leadership. This theory fails to take in consideration influences or forces from the external environment. Therefore, people have a “built-in” tendency to give too much credit to other people or to place too much blame on them.

Transactional Leadership

Transactional Leadership takes place when leaders and their followers are in some type of exchange relationship which satisfies needs for one or both parties. The exchange can be economic, psychological, or political in nature; and examples might include exchanging money for work, loyalty for consideration, and political favors. Transactional Leaders help organizations reach their current goals and objectives more efficiently by connecting job performance to valued rewards or by ensuring that employees have the needed resources to get the job done. Transactional Leadership is very common but tends to be transitory, in that there may be no lasting purpose to hold parties together once a transaction takes place.

James MacGregor Burns noted that while this type of leadership could be quite effective, it did not result in organizational or even societal change and, instead tended to perpetuate and legitimize the status quo. In conclusion, Transactional Leaders view management as a series of transactions in which they use their legitimate, reward, and coercive powers to give commands and exchange rewards for services rendered.

Transformational Leadership

The Transformational Leadership process is currently the most popular leadership perspective, and it moves way beyond the more “traditional” transactional approach to leadership. Transformational Leadership is related to charisma in that these leaders motivate people to exceed their personal interests for the sake of the larger community. It also produces levels of dependent efforts and performance that go beyond what would occur with a Transactional Leadership approach alone. In addition, Transformational Leadership is much more than just charisma. While the purely charismatic leader may want followers to adopt his or her “world view” and go no further, the Transactional Leader will attempt to instill in followers the ability to question not only the established views but eventually those established by the leader.

Warren Bennis and Burt Nanus have defined four skills of leadership, which are required for the Transformational Leader to be successful: First, is a strategic vision or goal that evokes people’s attention. Second, is the ability to successfully communicate that vision through words, manners, or symbolism. The third skill set is to have the capacity to build trust by being consistent, dependable, and persistent. And lastly, the fourth skill required for a Transformational Leader to be successful is the capability of positive self-regard–by striving for success. The use of these four skills builds follower commitment and pumps them up to adopt the leader’s vision as their own. They also perform their jobs better, engage in more organizational citizenship behaviors, and make better or more creative decisions.

To close, Transformational Leadership is closer to the prototype of leadership that people have in mind when the describe their ideal leader and is more likely to provide a role model in which dependents want to identify.

This wraps up an 24 month long journey down the leadership road. One in which I’m very grateful to have traveled and will continue to do so. Thank you to everybody who supported me along the way. If you have any insight or wish to share your experiences – please consider leaving a comment to my closing questions.

Of the four categories of leadership I described above, which one do you feel fits best into your daily life? Is there anything that you disagree with? If so, what is it and why?

Community Leadership

community leadershipHave you ever been asked to help with a great cause to share and make a difference within your community?

A couple of months ago, I was approached by Shawn Murphy of Achieved Strategies to see if I wanted to contribute a guest blog post. It was a blog series titled “Revive and Thrive” and its focus was for this new year of 2011. Of course, I was willing to participate and help add value to the cause. Being able to contribute alongside the many great members of the leadership community was a great privilege.

At the time, I focused on four key areas in which I found to be important based on discussions with leaders from several communities, such as Lead Change Group, Twitter’s #CustServ chat which is focused on Customer Service and is held every Tuesday night at 9 PM Eastern Time, and those from the 2010 World Business Forum Blogger’s Hub.

In a post titled “What’s Next” – The four areas in which I felt were important for us to ‘Revive and Thrive in 2011’ were: Relationships, Following, Leading, and Experience.

I believe that each of the four, are key areas in which we need to focus on during the rest of this year. The relationships we have in our lives today are paving the way we choose to live our lives tomorrow. With positive communication, we are able to help others achieve their goals and dreams. If any of these become hindered, we need to recognize and respond to it immediately. Almost all problems stem from lack of and/or poor communication.

The next two key areas I feel go hand and hand, a ‘yin and yang’ of principals if you will. Following and Leading. This is always a great topic of discussion, as many times people will ask “What makes a great leader?” “How can somebody lead all the time and never follow?” “If somebody is following others, how are they able to lead?” – I think you get the idea.

The fact of the matter is that both are equally important and tend to feed each other. Who we follow today are those we will lead tomorrow. And, those who we lead today will help those we want to follow tomorrow. If we continue to follow the “Define, Learn, Do” model – we continue to keep things moving in the right direction. Forward.

Lastly, I touched on the importance of Experience. All of us are here for a very short period of time. When we are able to connect with others, we are opening the doors to new experiences. Whether it is personally, professionally, or spiritually – what we do today cannot be taken away from us. There is so much opportunity available to us, only we can make the decision to make our goals and dreams become realities.

7 Abilities Of The Indispensable Leader

indispensable leaderAs some of you know, I’ve been reading a lot more than usual. I believe this to be a transformational period for me, one that I’m embracing more and more each and every day. For the past six months or so, I find myself reading 5 or 6 books at a time while listening to one audiobook each week while walking/running to and from the gym. After a long break, I’ve come to appreciate the views of many great authors. Some in which a lot of us have heard of and deserve all the credit they receive… if not more. And then there are the authors that many never hear about for one reason or another.

This takes me to the old saying that “You become the person you will be in five years from the books you read and the people you surround yourself with.” I find it more and more amazing each day how we can grow as servant leaders by seeing the world through other’s eyes. When a worldview is presented in front of us by somebody else, I often feel like it’s a paradigm shift. Of course, reputation and creditability have a huge impact on this, but what if they didn’t? What if we take what we’ve learned up to today and use our own judgment and choose to move forward by what we read and create something remarkable?

Ironically, I’ve recently finished reading Seth Godin’s latest, Linchpin along with re-reading Daniel Pink’s A Whole New Mind… back to back.

This has been very good for me, as for I’ve needed to step further into my creative (or lack thereof) side of life and out of my over-analytical logic based left brain. In addition to rewriting my first book and finishing up the outline for my second book, I’ve been racking my brain (or brains so-to-speak) to create something meaningful, something that will help others based on what I’ve learned and allow for it to be absolutely remarkable…even if it’s small.

Seth Godin has expressed 7 attributes which he feels are what indispensable leaders need to possess. I have taken some notes and highlighted them here:

1. The ability to provide a unique interface between the members of the organization.

Your organization is a network. What holds it together and why? Making sure that everybody is there for the right reasons. A mission…the tribe knows where they are going and racking up accomplishments along the way. An indispensable leader help lead while he or she connects with the organization. The organization also needs to include the customers and prospects…providing the bridge from the outside world to the company.

2. Being able to deliver unique creativity.

Creativity is personal, original, unexpected, and useful. It requires domain knowledge and trust. Being able to deliver unique creativity is the most challenging part…not only to help the organization grow as a team but to also allow for us to continue being indispensable.

3. The courage to manage a situation or organization of great complexity.

When situations get complex, there is no manual, or some say “no map.” Indispensable leaders make their own maps and find the way as they continue to focus on the tribes objective(s).

4. Demonstrating the ability to lead customers.

We are living in times where markets are shifting and audiences are spreading out. Consumers are seeking engagement. They are looking for people to follow. The traditional (or 20th century if you will) model of commerce defined a brand and a team of people goes sell it to those who are willing to buy. It’s a very static approach and definitely a one-way transaction. “Here is the latest widget… take it or leave it” and at the end of the day, it’s still a widget. The 21st-century model is very fluid, interactive and decentralized. Meaning, organizations need more than what they’ve been used to. It means that every person that interacts with a consumer, or a business, or even other team members who work from within needs to be focused on marketing as leadership. There is no script, no manual, no map… just the ability to lead.

5. Inspiring staff

A friend and I were having a conversation the other day and some of Newton’s Laws came up. This got me to somehow relate the laws to teams and their efforts. A team at rest tends to stay at rest and forward motion is not the default state of any group of people, especially large groups of people. When there are many levels of management, politics and such all become a factor and then before you know it…everything seems to slow down due to excessive process. If the work environment is that of an industrial platform, a factory or manufacturing facility, then this isn’t much of a problem, as for the owner or foreman controls the department heads, and the department heads oversee his or her shift leaders and so on.

6. Providing domain knowledge.

Combining knowledge with smart decisions and generous contributions can change the way things are done. Strategy and motivation, combined with emotion and confidence allow for the map makers of our society be able to contribute to our organizations in ways that allow for everyone to understand the meaning, the common goal so deeply.

7. Possessing a unique talent.

Leaders need to be able to see things that the follower doesn’t already. Possessing a unique talent/skill allows for a team to collaborate creatively and effectively. When seeds are planted, beautiful things begin to grow. It is up to us to decide how we are going to nurture and manicure it.

I am very interested in your to share your voice on this matter. How do you see these abilities playing a role in your life?

Three Key Elements Of A Performance Culture

carlos brito wbf2010During the World Business Forum, Carlos Brito, CEO of Anheuser-Busch InBev, explained to the audience his three elements of a performance culture: dream, people, and culture.

Dream:

Dreams are important because they set the bar. Once you set that bar it anchors everything. You have to dream big. Dreams have to be stretched but credible. And you have to know about 80 percent how you’re going to get there; the rest you can figure out along the way.

The dream has to inspire and align people. Organizations are formed by people… this is obvious, but that can be easily forgotten. If leaders work in harmony on that dream, the company goes forward. When company leaders don’t work together, things stall and often begin to fall apart.

Keep raising the bar; don’t be afraid to dare and try harder. Be public about it. Make it measurable. Be remarkable!

People:

Great organizations are formed by great people. No one says, “I’m going to hire average people.” Great people are the ones who, when given the right training and opportunities, will get better than the managers who hired them. If you’re afraid of hiring people better than you, you’re not a good leader. The benefit of hiring great team players is that those people will push you to do better, too.

Great people attract other great people, it’s a magic and a perpetuating experience. Conversely, mediocre people like to work together because it’s easier. Great people like a meritocracy; they like to know what their future opportunities are. Put pressure on your team. Good teams perform best under pressure.

You have to be the coach and spend time with people. Imagine if a sports coach didn’t coach and train his team. He’d be fired. Don’t say your agenda’s too busy. Make time for your people.

One of the few sustainable competitive advantages an organization has is its people. If you hire and train right, competitors can’t duplicate it.

Culture:

Create a culture of ownership. If I’m an owner, failure is not an option.
Think about rental cars. People treat them differently than their own car. You don’t want that attitude in your companlong-termng job hoppers. You want people who think long term and who feel a sense of ownership in the organization. Zappos is an excellent example of this.

Show that you value great employees’ contributions by training and promoting people from within.

What are your thoughts about Carlos’ three key elements of a performance culture?