Incomia

Some people have an innate ability to command a room. They know how to get their point across in a group without barking orders or dominating the conversation—they are good at talking and listening. But good communication skills don’t grow overnight; good communication takes planning, preparation and consistent practice. So, we asked the Young Entrepreneur Council (YEC) for their 9 best tips to be better at communicating. Which one will you try first? 1. Give a valuable takeaway. Whether you’re giving a talk or participating in a group discussion, decide on one thing that will really deliver value—an actionable item that people can walk away with. This is especially important when we have to speak up to critique or correct an idea that’s going around, because when you’re not adding value, it’s no longer constructive criticism; it’s just dissenting. —Nathalie Lussier, AccessAlly 2. Be a good listener. Being a good listener is key. Don’t go in with the sole objective to just ...

I have always said that everyone is in sales. Maybe you don’t hold the title of salesperson, but if the business you are in requires you to deal with people, you, my friend, are in sales. At Ziglar Inc., we fully understand that anyone on our staff can make—or lose—a sale. Many years ago our company had a van that displayed our company logo and name in very large print across the full length of the vehicle. One particular day the individual driving the van made a bad choice to pass cars on the shoulder of the highway during afternoon traffic. I cannot tell you how many people that day came to associate our company name with the arrogant, impatient, illegal behavior of that one employee. We got calls from folks who said they were surprised that someone from our company would behave that way—and this was before cell phones existed! The behavior of one, whether it is good or bad, influences the opinions of many. When I started speaking full-time nearly 40 years ago there was no blueprin...

Have you ever noticed that many of the leadership clichés we live by are not living up to their reputation? Leaders flippantly throw around sound bites of so-called “wisdom” picked up from conferences or leadership books and use them without questioning whether or not they are true or useful. Operating within these limiting beliefs keeps leaders and their teams from delivering results and achieving success in these challenging times . So as a lover of reality, I began the campaign to eradicate the following clichés and limiting beliefs that we in leadership have come to believe and, worse yet, actually use: Limiting belief No. 1: Everyone’s opinion should count. Human resources departments have always tried to make employees feel as if their opinions counted . After all, this is America, and democracy is a good thing, right? Well, not at work—especially if you’re seeking results. Your workplace is not a democracy. Employees who want to be consulted on each and every decision create ...

How do you identify a toxic workplace? Look at all the daily exchanges that combine into an overall culture. Do examples of mistrust, lack of transparency, competition and personal agendas quickly come to mind? Then it’s time to adopt something called the “humanity factor”—a strong belief in human potential that can elevate how we interact with each other. I mention the “humanity factor” in my book Stomp the Elephant in the Office because of its ability to change a workplace culture. We all have the ability to change behaviors any time we want. Billions of people wake up each morning wanting to be great and to make a difference. But something happens when they go to work and forget that about themselves, or give up trying the second they walk into the office. To start transforming your organization’s culture , start by asking yourself or your team a simple question: Do you believe the people around you have the potential to do even greater work? The answer will likely be yes, but ...

How do you identify a toxic workplace? Look at all the daily exchanges that combine into an overall culture. Do examples of mistrust, lack of transparency, competition and personal agendas quickly come to mind? Then it’s time to adopt something called the “humanity factor”—a strong belief in human potential that can elevate how we interact with each other. I mention the “humanity factor” in my book Stomp the Elephant in the Office because of its ability to change a workplace culture. We all have the ability to change behaviors any time we want. Billions of people wake up each morning wanting to be great and to make a difference. But something happens when they go to work and forget that about themselves, or give up trying the second they walk into the office. To start transforming your organization’s culture , start by asking yourself or your team a simple question: Do you believe the people around you have the potential to do even greater work? The answer will likely be yes, but ...

This week, Law of Attraction host Natasha Graziano sits down with John Assaraf, also known as “The Brain Whisperer.” Assaraf, a New York Times bestselling author, shares the questions you need to ask yourself to revamp your mindset, shake the habits that are keeping you stuck and upgrade your life. Today, Assaraf is a behavioral neuroscience researcher, CEO and company founder, but the turning point that led to his current success happened 41 years ago with a lunch conversation and a goal-setting guide . Now, he discusses the importance of shifting our mindset to become the best version of ourselves , how to overcome adversity and the necessity of consistency when creating new habits . Natasha Graziano is joining John Assaraf at the fourth annual Brainathon webinar this Saturday, Oct. 15, 2022. Register for free here . Follow Natasha on Instagram @natashagraziano Subscribe to Natasha’s YouTube channel: youtube.com/c/NatashaGraziano?sub_confirmation=1 Check out the full episod...

I have a virtual staff of more than 40 people. Some are in the U.S. Others are spread around the globe. I also have a small local staff in California—people I can shake hands with daily or weekly, however often I go to the office. The following is what I’ve found to be true for me when it comes to building a distributed team . First, accurately assess your business needs and which ones require local, on-site staff. These are the questions I consider: Could this task be performed by existing team members without diverting attention from high-level priorities? Could this job be performed at an equal or better level if outsourced to a contractor? Have I outlined the job fully to know for sure that I need to hire someone for this position? Once you’ve asked yourself these questions, it’s time to think about the following three things: cost, expectations and location. I start with cost only because I can hear one of my mentors in my head say, “Tristan, be sure to lead with revenue.” ...