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Mark E. Green - EzineArticles.com Expert Author
Since founding Performance Dynamics Group LLC in 2003, Mark has spoken to and consulted with hundreds successful, closely held businesses and partnerships to help them take more proactive control of their destiny by sharpening focus, increasing accountability, and implementing processes that lead to more predictable and sustainable results. The role he assumes for his clients is a hybrid of catalyst, coach, and business advisor, and his work is fundamentally about developing changes in both ... [More]
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Mark E. Green Email Alerts
- Who Are the Stonys in Your Organization?
[Business:Management] I met Stony earlier this month on a flight from Newark to Houston. He was on his way home to Mobile, Alabama. I was on my way to deliver a keynote presentation to the Texas General Counsel Forum in San Antonio.
- The Fallacy of the Status Quo
[Business:Change-Management] Like death and taxes, change in business is at once inevitable and difficult to comprehend. It also happens to be necessary if your aim is to create a sustainable, competitive enterprise.
- Customer Satisfaction Doesn't Matter
[Business:Customer-Service] Retaining and developing profitable customers is the result of having a solid and aligned organizational culture focused on building relationships that generate loyalty. They are willing to pay more to work with you and, when there is a mistake, they are more forgiving. The ability to cultivate loyal customers is a profitable and powerful competitive advantage.
- Build Your Influence Through the Power of "Value for Value" Exchanges
[Business:Management] My father used to say "If it seems too good to be true, then it probably is." The core of his point was that it is reasonable to expect to have to exchange something of value in order to receive something else of value. Although we conveniently seem to forget this on occasion (Gevalia coffee maker anyone?), as buyers it is a point we generally accept as true. This is the "value for value" exchange, and it can help you become more influential and get more of what you want.
- Influence Management - Your Fast Track to Greater Impact - Part 3
[Business:Management] In parts 1 and 2 of this 3-part article series, we examined four points of influence, including the word “Because,” Reciprocity, Contrast, and Pointing out the Negatives, and what you can do as a business leader to use them to your advantage. The points of influence outlined in this conclusion to the series are Consistency and Association.
- Influence Management - Your Fast Track to Greater Impact - Part 2
[Business:Management] In part 2 of this 3-part article series, we’ll continue to examine points of influence, the social science research that supports their efficacy, and what you can do as a business leader to use them to your advantage.
- Managing Strategic Change - Beat the Odds with the Three R's
[Business:Change-Management] Successful strategic change is linked to the ability of those in an organization, as individuals, to change. This is an inconvenient and uncomfortable, but highly useful acknowledgment. It has the power to transform the dialogue – starting at the highest levels - from "We need to change" (translation: "Everybody else needs to change") to the realization and acceptance that "I need to change." Once it's on the table, there's no escaping it.
- Influence Management - Your Fast Track to Greater Impact, Part 1
[Business:Management] It's no coincidence that powerful people are very influential. One universal characteristic of influential people is that they don't struggle to get others to do things or to listen to their point of view - they just seem to make things happen. Influence is about changing the behavior of others; in other words, getting them to do what you want them to do in the absence of authority. To understand how to develop more influence, you must first become a bit of a student of human behavior, social science, and motivation.
- Improve Your Networking Impact - Lead With Value
[Business:Networking] Most of us are not very effective at describing what we do for a living. This is particularly problematic if your professional responsibilities include selling and - or networking. To be fair, part of the problem is in the question we are usually answering - "What do you do?" - but the other part is in how we choose to answer it.
- How To Build Influence Through Customer Service
[Business:Customer-Service] As a customer, when we receive great service, we become accustomed to predictable, pleasant outcomes. Our service provider benefits by developing a more positive, more productive business relationship. They also develop more influence. Influence - the ability to get others to do what you would like them to do, in the absence of direct authority - stems from proactively doing things to develop positive, productive relationships. And providing great service is a way to do just that.
- A SMART Way to Turn Your Business Wishes into Reality
[Business:Management] Have you ever wondered why New Years resolutions typically don't work? It's worth exploring, because it's the same reason why most business leaders miss their performance objectives more often than they'd like.
- Try This Management Game Plan: Play to Your Strengths
[Business:Management] We've all heard it before: "Play to your strengths." Yet in practice, few of us expend the time and energy necessary to identify and then meaningfully enhance our core strengths. Instead, we remain shackled by cultural patterns and habits that cause us to focus disproportionately on developing or "fixing" our weaknesses.
- A Leadership Truth: It's OK Not to Know It All
[Business:Management] Executives and other business leaders typically have invested many years in education, hard work, and self-sacrifice. They are seasoned veterans who have the potential to lead their organizations to new heights of competitiveness, profitability, and success. But truthfully, most business leaders don’t know everything they need to know. It's not their fault - it's simply a fact that’s helpful to admit.
- Drive Strategic Change by Challenging Your Assumptions
[Business:Change-Management] Our assumptions work silently, relentlessly, and powerfully to impact both individual and organizational behaviors. Welcome to the "black box" of business and the enemy of productive change. Although most business leaders don’t give them much thought, regularly challenging assumptions has the power to unlock their own potential, their organizations' potential, and their ability to get more of what they really want.
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