How to achieve true greatness

Title of Book:   How to achieve true greatness

Subtitle:  None

Author : Baldesar Castiglione 1478-1529

Publisher  Penguin Books * Great Ideas series

ISBN  9780-14102388-5

Genre:            Self help from the Renaissance – a conversation among courtiers on ideal courtier. The discussion of a 16^th Century syndicate group!

 This booklet consists of extracts from the unabridged Book of the Courtier translated by George Bull. This edition works as a taster to the unabridged version.

Style:  Witty, wise and perceptive of the human condition.

Contents page:    Book 1  , Book 2.  !

This is rather misleading since the full version translated by George Bull  consists of the original four books.

  

This edited version is a depiction of the conversation over two evening rather the original four.  For example The end of this abridged version is taken from the ending of the fourth evening .

Index: No Index -  ( 5 pages double columns in the unabridged version)

Flick through eye appeal: No pictures, cartoons, diagrams, and tables.  Not sure this précis requires it though . It is only 93 pages.  

There a 10 sides of plain paper to make your own notes and reflections.

‘Time for a breather’ stops :   I would suggest take a break for reflection after each speaker

Golden Nuggets:   “ He should accompany his every act with a certain grace and fine judgement”

“ ..practise in all things a certain nonchalance which conceals all artistry and makes whatever one says or does seem uncontrived and effortless”

“We must consider the merit of good deeds in two principal things: to choose a truly virtuous end for our intentions and to know how to find convenient and suitable means for its containment”

Topic Summary:  “It is necessary to have a master who by his teaching and precepts stirs and awakens the moral virtues whose seed is and enclosed and buried in our souls”

War Stories:  There are some references to real war stories of these gentlemen at arms. Also good anecdotes that have timeless appeal.

Illustration: None

Quotes: 

  “..everyone praises or condemns according to his own opinion, always camouflaging a vice under the name of a corresponding virtue, or a virtue of the corresponding vice. E.g. the presumptuous man will be called frank, a modest man, dull; a simple man good; a rascal, shrewd; and so on and so forth”  Count Lodovico da Canossa

Short Review:  This edition could be called Book-of-the-Courtier-lite . It's a great read.

From the LinkedIn profile to  HR penchant for Job Descriptions and Person Specification the attributes, skills and knowledge of job roles can be listed in a group exercise in a training course. 

  However in this little book of wisdom, the extended conversation of the pros and cons , the various nuanced qualities that make for a successful courtier.( or a modern sales professional, account manager, business developer ) are an entertaining read. They give you time to consider the balance required.

Agenda Item:  Courts of power still exist today. 

They are the boardrooms, the Corporate HQs. Even in our era of the Industrial Internet of Things the art of the modern courtier can be enhanced through reading  Castiglione’s classic.

Should wish to go straight to the full original:

The Book of the Courtier by Baldesar Castiglione is published by Penguin Classics  ISBN 978-0-14-044192-5

15 ailments your Sales team or department can suffer from - by Pope Francis of SALES ?*

15 ailments your Sales team or department can suffer from - Pope Francis of SALES ?*

You may try to live a life of faith or be someone  of no faith, but maybe this  controversial  address to the Curia  by Pope Francis this Monday before Christmas Day has something for all of us to learn from and reflect upon.

For companies looking to rebuild trust, establish a better business culture or  develop genuine social responsibility , these 15 'ailments' may resonate.

The Curia of the Roman Catholic Church  assists the Roman Pontiff in conducting the business of the Church.  A curia is an assembly, council, or court, in which public, official, or religious issues are discussed and decisions made.

By simply replacing the 'Curia' word in these 15 ailments with Sales Team, Sales department,  Sales Office , ,  Business development Department  etc  you see what I am driving at.  Similarly replacing the word ‘Apostle’  with sales manager, sales leader , sales director etc these 15 ailments my well ring a note with you.

Pope Francis listed 15 “ailments” of the Vatican Curia during his annual Christmas greetings to the cardinals, bishops, and priests who run the central administration of the 1.2-billion strong Catholic Church.  Yet he could be speaking to any business team , you and me.

Here’s the list. See what you reckon

1) Feeling immortal, immune or indispensable. “A  Curia that doesn’t criticize itself, that doesn’t update itself, that doesn’t seek to improve itself is a sick body.”

2) Working too hard. “Rest for those who have done their work is necessary, good and should be taken seriously.”

3) Becoming spiritually and mentally hardened. “It’s dangerous to lose that human sensibility that lets you cry with those who are crying, and celebrate those who are joyful.”

4) Planning too much. “Preparing things well is necessary, but don’t fall into the temptation of trying to close or direct the freedom of the Holy Spirit, which is bigger and more generous than any human plan.”

5) Working without coordination, like an orchestra that produces noise. “When the foot tells the hand, ‘I don’t need you’ or the hand tells the head, ‘I’m in charge.’”

6) Having ‘spiritual Alzheimer’s.’ “We see it in the people who have forgotten their encounter with the Lord … in those who depend completely on their here and now, on their passions, whims and manias, in those who build walls around themselves and become enslaved to the idols that they have built with their own hands.”

7) Being rivals or boastful. “When one’s appearance, the colour of one’s vestments or honorific titles become the primary objective of life.”

8) Suffering from ‘existential schizophrenia.’ “It’s the sickness of those who live a double life, fruit of hypocrisy that is typical of mediocre and progressive spiritual emptiness that academic degrees cannot fill. It’s a sickness that often affects those who, abandoning pastoral service, limit themselves to bureaucratic work, losing contact with reality and concrete people.”

9) Committing the ‘terrorism of gossip.’ “It’s the sickness of cowardly people who, not having the courage to speak directly, talk behind people’s backs.”

10) Glorifying one’s bosses. “It’s the sickness of those who court their superiors, hoping for their benevolence. They are victims of careerism and opportunism, they honour people who aren’t God.”

11) Being indifferent to others. “When, out of jealousy or cunning, one finds joy in seeing another fall rather than helping him up and encouraging him.”

12) Having a ‘funereal face.’ “In reality, theatrical severity and sterile pessimism are often symptoms of fear and insecurity. The apostle must be polite, serene, enthusiastic and happy and transmit joy wherever he goes.”

13) Wanting more. “When the apostle tries to fill an existential emptiness in his heart by accumulating material goods, not because he needs them but because he’ll feel more secure.”

14) Forming ‘closed circles’ that seek to be stronger than the whole. “This sickness always starts with good intentions but as time goes by, it enslaves its members by becoming a cancer that threatens the harmony of the body and causes so much bad — scandals — especially to our younger brothers.”

15) Seeking worldly profit and showing off. “It’s the sickness of those who insatiably try to multiply their powers and to do so are capable of calumny, defamation and discrediting others, even in newspapers and magazines, naturally to show themselves as being more capable than

 
Perhaps the Business schools around the world will be including these 15 ailments on their reading list !

* The real Saint Francis of Sales Francis de Sales was born on 21 August 1567 in the Château de Sales into the noble Sales family of the Duchy of Savoy, in what is today Thorens-Glières, Haute-Savoie, France. bishop of Geneva and Doctor  of the Church.

Feast day 23 or 24^th January He is Patron saint of educators , writers and journalists – maybe bloggers count  as well !

Related links

Balance Sheet of Human relations


Articles on Business Ethics

80% of Company leaders and managers sales unaware –what’s your company’s competitive?

This is a good question to ask anybody in a business

“What did you sell today?”

It is not just a question of front line sales, nor just about closing an order. It may be simply asking –“What was your contribution to progressing the company’s sales process today?”

Whoever you are in the organisation- how well or how badly you do your job will directly or indirectly affect the business otherwise what’s the point of your role?!

The Chartered Management Institute (CMI) know that when a company has effective management, the organisation’s performance can be boosted by as much as 23%. 

However only half of the people they surveyed say their managers are effective. Clearly this is an issue for our country’s management and leadership.

In the recession much of the focus for many firms has been survival.

 One for the chief actions to achieve this has been cost saving.

As we come out of recession many businesses are feeling the under-investment of their talent during the downturn which has led to a skills deficit. Yet the solution to the problem is not going to be as simple and going out and hiring talent.

The war for talent has returned. No longer can companies rely on rewarding high performers or tempting people to join with the promise of long-term financial incentives.

The right people are not always available and competition for the best hires is very competitive. Again businesses will have to turn their mind to invest in the skills of their existing staff.

What would be the differentiator of your company
 that you would put on your placard ?

So far as selling is concerned not only sales skills need developing but sales mindsets throughout the organisation.

I guess many of us were surprised to see in October 2013 senior executives from the Power Companies discomfort and lack of fluency  on justifying their prices  at the hearings at Parliament’s  Energy and Climate Committee. This is part of a day to day job their field sales and desk based sales people have to do.  Skill set link -Handling Objections Effectively Handling Price and other common Objections

Let’s start at the top!

•       Is the board sales-savvy?
•       Do they know their role in sales growth?

On 8^th July 2014 The Evening Standard’s Niki Chesworth  trailed some  survey results due to be published in a book “The Success Formulae- The CEO’s Road map to Value delivery. "    The  data suggests  a lack of sales nous within the boardroom

• ·         8 out of 10 directors did not know why certain colleagues sat on the board.
• 
  
• ·      More disturbingly, 8 in 10 could not agree – or did not even know – the competitive advantage of the firm on whose board they sat. Skills set link :   Differentiated Value Proposition
• 
  
• ·         33% are often caught in continuous and damaging in-fighting- a “ disharmony that often means the business suffers”
• 
  
• ·         66% find it hard to talk about uncomfortable issues even if they seriously impact on the business.
• 
  
• ·         Only one in five newly appointed managers has received any management training.

Related Links:-

Chartered Management Institute  http://www.managers.org.uk/

CMI insights http://www.managers.org.uk/Insights.aspx

For video clips of managers responses to price objections and challenges from the energy and climate committee October 2013

http://www.dailymail.co.uk/news/article-2478952/Youre-abusing-power-MPs-tell-Big-Six-energy-giants.html

Social media in sales work is it worth it ? What difference does it make to work ? CIPD research findings 2014

Most of us are familiar with bottom down hierarchical management communication - a control or push style of direction. - Command and Control

Yet the way social media works best in the world of work is from the bottom up.

 All that can sound rather abstract and management speak. To some leaders this may seem even counter intuitive.

If you beat them join them!

Here's a nifty way that explains what is happening by way of analogy. 

Do you see the well trodden path beyond the fence in the photo?

 The Command and Control authority  (the parks department ) which has an asphalt control mind-set '  wanted pedestrians (the lower orders in the hierarchy of  modern day travel) to go a certain way. 

Quite possibly this is for sensible reasons like safety.

 But crowds of pedestrians think and act otherwise.

 They circumvent the fencing and go round it and carry on going where they want to go. 

The fence does not work as an effective control of behaviour. So it is with social media at work.

Jonny Gifford uses these photos from Spitalfields-life to summarise an important conclusion from the recent CIPD survey in the use of social in the workplace,

Jonny Gifford CIPD Research Associate at #cipdLDshow 2014

Park designers apparently are having a rethink in design. Rather than imposing their pathways they sow the grass seed and then see how users cut their path and then they design the paths round those evidenced  by the well worn paths.

To the packed audience and standing observers beyond the lecture area confines , Jonny took a straw poll on three statements. 

Why not read the questions and consider your answers to them before continuing with this post.

1. Social media is generally a waste of time   Y/N

2. I discuss new aspects of my work through social media    Y/N

3. Social media gives me meaningful connections with new people  Y/N

Jonny  recorded the votes in the hall  and recorded them on Flipchart.

How do you compare ?

 From this he then shared some very interesting data from the CIPD's latest 2014 research. 

Firstly 3/4 of respondents use social media in their personal space but only a quarter sue social media in work.

85% use Facebook , 37% use twitter ,  32%Youtube and 27% LinkedIn. These four were the most popular social media platforms.

The equipment people own more often than not is more modern and more powerful than that offered at work. 

Are you permitted to use social media at work? 

Employers in the survey allow employees access in the following ways

32% without restriction

18% but with restrictions

37% No, not at all

14% Don't Know

So far as employees using social media in their jobs their use and attitude to use varies. For some it is what makes them effective, for others  social plays an important part in their work but many are still unsure how to make use of it in work.

Unfortunately the key was obscured by the flipchart
but I think it was dark blue disagree and light blue agree
 I will check with Jonny and amend if necessary

For 24 years and under social is the norm !

The following photos I took of the slide presentation had to be taken quickly as time was against Jonny . There is a lot of good data his survey has covered.

Jonny argues for the Why not use social vote

For those in the survey who use social media in work  their use was as follows:-

for News 48%, Learning and Development 32%,17% looking for jobs, 38% for networking, 25% for promoting own organisation and 12% for generating revenue ( =Selling to readers of this blog)

AS far as the benefits they saw in using social media in work Collaboration outside the organisation and connecting with new people came out tops.

Interesting dichotomy here. We need to use social media better. Mind you it took thousands of years to get letter writing right!

Jonny finished off his session stressing the gains from a corporate perspective rendered from a series of case studies that are to be published in the summer.

Knowledge maybe power but its access is open to many more through social media.

 Business now lives in a 'shallow clever' knowledge or permanently partially stupid environment. Use of social will enable businesses to relate to the core purpose of their organisations more grounded in reality than the view from the boardroom offers alone. 

Modern business is taking on the trend of first emergent  change then second - driven change.

Clearly businesses need to control the dangers of 'dirty laundry being aired' on facebook but honest interchange on  the likes of Yammer should be encouraged.

 Corporate leadership should use social because that is where many employees want to be nowadays.

 "If you cant beat them join them LEAD them within social."

 Social provides updates and quick response and  swift resolution.

In the field of Learning and Development social offers a platform to discuss, engage and embed learning. It can be use as a source for content and sharing.

So drop the asphalt mindset - look for the short cuts in the park grass. They will show you the way!

Selling TRUST is easy but losing it makes it very hard to regain. Salespeople’s PR role

Part of the role of many professional salespeople is to be public face of their company. In some sense they are a local PR spokesperson for their company.

For those for whom this is so, I think you will find the results of the Edelman Trust Barometer 2013 very interesting reading and useful in the parts of your presentations and pitches about your companies.

Edelman surveyed more than 31,000 respondents in 26 markets around the world and measured their trust in institutions, industries and leaders. Edelman are PR specialists.

Here is their headline figure:-

"Only 14% of the global population trust business a great deal."

 That’s just slightly over one in 7 people.

 This should be of concern to every consumer product marketer and salesperson .

 Manufacture and market consumer goods top the table financial services are at the lower end of the table.

 Consumer electronics 70 %,

 Automotive sector 66 %,

Food and beverage 62 %,

 CPG 60 % ( Consumer Packaged Goods)

Telecom  60 %

Those respondents familiar with Banking / financial services scandals over the past year describe the poor story of Trust in 2013 starkly due to te follwoing

20%  Lack of regulation

23% Corporate culture driven by compensation / bonuses

25% Corporate Corruption

11%  Conflicts of Interest

6% Changes in the economy

13% Banks are too large

Well with Horsemeat scandal now in our news TRUST yet again is op of the Leadership agenda.

 Brand trust for consumer goods depends in product quality and innovation. Although these two attributes remain paramount Edelman suggest 5 clusters in their model

Operational excellence remains important, but it is what is expected of suppliers and not what will differentiate  or build trust.

 In order to build trust, suppliers  must meet expectations on engagement and integrity.

 Maximising trustworthiness needs to be achieved in credible sources through inclusive management, based in grounded leadership

Edelman go on to three key Trust developing areas

Share Your Values

 Most companies equate positive employee experience with business performance and invest significant resources in their employees’ well-being.

 However too few companies share this commitment outside their organization.  Salespeople have a role to play here in communicating the right messages

Consumers want to know who’s making their products and how they are treated by employers (engagement).

The  smart companies  will oblige by making access to information about employment practices transparent and accessible through owned and social media channels.

Share Responsibility

Consumer goods manufacturers have correctly assessed and genuinely addressed their environmental stewardship policy, but according to a World Economic Forum report too few consumers believe companies’ sustainability claims and too many people find it too difficult to make the environmentally responsible and informed  choices about products.

Companies need to be  transparent in their environmental claims and help consumers understand how their own behaviours impact climate change.

Embrace Shared Influence

Traditionally influence has cascaded from business leaders, academics and other experts.

Today, this hierarchy of authority is mirrored by a pyramid of community, where social activists, action consumers and employees have equal influence on the general population.

 Companies serious about building trust will embrace these new communities of influence by giving them unprecedented access and voice.

​Jennifer Cohan is global practice chair at Edelman on Consumer Marketing finishes her report with

”The consumer products and services industry is the most creative and innovative in the world.

 It has led other industries in re-examining business process and customer engagement.

 It’s time to lead in the rebuilding of consumer trust”

Related Links 

The Edelman web site This is very interesting site. Would recommend all Salespeople with a local PR responsibility to read it. It will also help with understanding of the missives from a centralised PR at HQ!

http://www.edelman.com/

Related Links

Selling Trust in 2014 and in the 17th Century

Consumer Trust and Brand

Cultural Cognition and selling trust

Selling trust , service and integrity

Disconnected Leadership Costs



I was in Brighton couple of week's ago and met up with friend and colleague Anushka ( Nushi) Stach.

We had agreed to ‘do lunch’ as they say, and catch up on each other’s news. ( by the way Don't forget to vote on the poll on the right hand side thanks)

 We went to one of my favourite restaurants in Brighton , CÔTE Brasserie in Church Street.  It has great food with attentive but relaxed service that make for a lovely atmosphere.

Amongst other things I wanted to hear Nushi's take on the Global Workforce Study produced recently by Tower Watson. http://www.towerswatson.com/

I came across this study reported in the Thursday 13^th September edition of the London Evening Standard mentioned  in Niki Chesworth’s ‘ ES Jobs’  column.  

Source : Tower Watson – Global  Workforce study  sample : 2,600 employees 2012

·         One in four had such a bad relationship with their boss that they said they would consider leaving their job.

·         Less than half the survey had ‘faith’ in the senior leadership team at work.

·         Only a third think management have a sincere interest in the well-being of employees.

·         60% have been working longer hours in the past three years.

·         Only 60% agree that they are assigned tasks  to their skills and abilities

·         25% feel that their boss does not help to remove obstacles to doing their job well.

·         50 % believe the information they receive from management

As a Management Training specialist  Nushi’s reaction to these findings is interesting

(FOSWH = Fruits of Success with Hugh       AS = Anushka (Nushi) Stach)

FOSWH : This survey seems to indicate quite a lack of  employee trust and  loss of employee engagement, what do you consider could be  the main reasons Nushi ?



Anushka ( Nushi) Stach
Management Specialist

AS:   “This is an age old problem due to two issues firstly the lack of communication and secondly the lack of interpersonal skills at two levels a.  C suite/ board level to First line and b. First line to functional team reports.

The recession has led managers to more self -protection, less risk and sticking to what is safe.

The result is a team that ticks over rather than a high performance team. Yet the recession requires high performance teams ”

FOSWH :  What are the implications of this disconnect between senior leadership and the workforce this data suggests?

AS :  “ The question in my mind is it indicative of a loss of connection as the highest level? More often than not delegates on my programmes will say ' My manager should go on this programme.'

The implications of this  disconnection is that it is costing some Companies a lot of money !”

FOSWH:  What could leaders do to improve the situation ?

AS: “Reports need to feel that what they do matters and fits in with the company’s strategy.

Part of the disconnection is a matter of perception. A leadership out of sight pawing over the numbers can come across a leadership remote from the shop floor

It’s time for a resurrection of LBWA (Leadership by walking about.)

FOSWH: “ What can staff  actively do  themselves if they have lost faith in the leadership in order to feel more engaged?

AS:   “Candidly if the company’s culture is  a toxic ‘blame culture’ – not much!

One fact worth remembering though is that people leave their job leave because of their former boss  and they seldom leave because of the company.”

FOSWH :  In terms of time management of leaders, what proportion of their time should they spend  focusing on customers, on employees and on the numbers?

AS :  “ For most operations at the moment in the UK the focus is on profitability gained through minimising cost and maximising revenues.

A common rule of thumb is 40% Customers 40%  20 % figures but these balances may be skewed  depending on different circumstances. For instance whether the leadership is strategic or more line management for example with a new report time  investing now saves time spent later.

A true line manager should be 50 % with the team. It could well be good to delegate certain coaching and training tasks for development of reports. For top teams managers need to create opportunities for risk within certain limits ”

FOSWH : Many of the readers of this blog ask about further reading what would you recommend that is a hot read at the moment?

AS:  The Department of Business Development issued a great report in July this year – Leadership and Management in the UK – the key to Sustainable Growth. ( see related links at end of this post )The six key facts of the report should read and enacted by every leader in the land”

It was time for pudding.

 Nushi chose the crème caramel and I had a chocolate pot and crème fraiche  ("to die for!")

Thanks CÔTE Brasserie Brighton  and thanks Nushi


Related Links and further information

BIS report -Leadership management in the UK - key to sustainable growth (July 2012)

Management Courses

  Management Essentials

 Motivational Leadership

Anushka Stach

B.Ed., NLP Master Practitioner Operating with organisations of all sizes to help them strengthen and grow, Anushka’s approach works by helping people to develop from the “inside out” as well as the “outside in”, always keeping in sight the ultimate goal – producing results both at a personal and business level.

Anushka believes that success is rooted in establishing rapport, with other people and with oneself and this is at the core of what she does.