But what often is lacking is that some business plans often don’t include a strategic networking plan which ultimately is a conduit for continued growth to their businesses, profile and profit. Quite frankly most professionals don’t see it as an imperative at that time, focusing on the financials, thinking networking is something that  happens primarily  to “keep up appearances” and to see what others are doing. Therein lies the first mistake.

The second mistake is thinking that it is all too hard, and that networking doesn’t make a real difference in their ability to perform as a company. Wrong – the difference it can make is from being one of the same to being one of a kind – the kind of people others want on their Board, in Management and Leadership Teams and in their organisations.

So let’s make the complex simple and make networking simplex! That is, find out how to find, source and enable people to find the positions they want  –  by doing simple but smart things, and asking simple questions in simple ways. No BS factor.

First, there is no argument that meeting the right people at the right time will have the biggest impact. So where do the “beautiful people” go to get known, and how do we know what that right time is?

Well, the right time is any time and often, and the place is what is the most closely aligned to our values, visions and interests.  By staying close to events and people who prescribe to our set of beliefs – irrespective of whether we share the same industry or not helps to lift the bar and not our blood pressure when we are trying to break through and develop into new territory.

Problem is, most people don’t ask for what they want. Whether they feel uncomfortable about talking about themselves, or whether they feel it suggests they may not be as successful as they would like others to think they are, many people simply skirt around the edges, hedging the conversations without being specific. Thus opportunities are left on the table without the other party even recognising there is another agenda on offer. Go by the premise that “ If you don’t ask, the answer is always NO” and ask away! Secondly, on speaking with many successful Directors, Executives and staff from a diverse range of industries and experiences, all agreed that best gold mines of networks come from two main areas – existing networks that we don’t really mine well enough, and invisible networks – that is, the networks of people in our networks who we don’t know even exist.

Therefore we need to invigorate our dormant contacts and have  active conversations with them again –  get the word out and let them know what we are looking for and what is the best fit for us and the value we bring. While in some instances they may not be able to help us at that time, their invisible networks may be.  And if the answer is positive and people can help, it may mean that we have to take a giant leap of faith to suddenly step outside our industry and into a new place and space. This in itself can cause some anxiety and apprehension or uncertainty but ultimately the learning curve is usually an affirmative one and opens the right doors.

However the answers to many queries or opportunities may not come from people directly but is only a click away on Google, so combined with an open mind and good communication and research skills, the opportunities to build presence and profile is not too difficult.

Looking at things from a different angle,  is a  well observed fact that when it comes to networking or self promotion, women generally tend to be less comfortable in ‘putting themselves forward’ and  may wait until they can tick all the boxes on the required credentials for a Board position, promotion,  or for a job in general. This means that unless they feel they can do everything that is required then maybe they are not ready for the position. On the flip side, however many men may nominate for a position without all the skills and be ready for a steep learning curve more assertively than their female counterpart. Certainly this is not true in every case, but given the low numbers of  women in senior leadership positions, this may be one of the  many indicators that point to women being less likely to position themselves in the areas they aspire for.

The following tips therefore will enhance a networking plan as well as a personal plan for developing their network’s  -its simplexity at its best!

1. Take the initiative and introduce yourself to people you admire or who have made a significant difference to businesses in your industry as well as industries around you. Send a hand written note or personal phone call letting them know what  you would like to discuss or how you can contribute to something they are doing.  Most people are receptive to being introduced to like-minded professionals who bring value and strong commentary. Don’t introduce yourself via email – the best is through recommendation.
2. Use social networking sites such as LinkedIn and Member  and industry groups or other Associations to expand your networks. Be active on the sites and spend time maximising the contacts there. Ask these networks where they network and attend functions that are new and interesting to you.
3. Take along several blank business cards when attending functions for those who have “run out” or “left them in the other jacket or handbag!” When you leave, write three things on the card that was meaningful to them so you can follow up with either an article, phone call or referral.
4. Contact specific Leaders, Senior Managers and Board members in Companies that you respect. Ask if they would share some of their insights with you as they are someone whom you admire. You will be surprised how open most people are to being interviewed.
5. Write articles for  business magazines or blogs that showcase your knowledge and expertise. Be seen as an expert so others know the value you offer.
6. Update your CV  and Bio to reflect your expertise.
7. Plan to attend a diverse range of events in different industries and in different associations. While it is good to have a company of familiar colleagues or associates when you attend, leave them at the door and network independently. Avoid sitting with your familiar networks at events.
8. Make sure you include your interest in finding a new role or  position in your Elevator Pitch  i.e. “ Hi, I’m Peter Pan Director of Fly Away Industries –  here today looking to expand my networks and knowledge on aviation as I am hoping to join a board  or organisation who makes safety a priority.”
9. Make contact soon after an event, ask people before you exit the conversation if you can be in touch and what is their preferred way of being in touch. Send an article of interest, have something delivered, or show them you have their best interests in mind by referring someone who may be able to help them with something they are looking for.
10. Give something ( knowledge, skill, recommendation, support) before you ask for anything
11. Ask organisers at events to introduce you to key people/speakers/Directors. Let them know who you would like to meet so they can “match” you more effectively allowing you to maximise your time and investment.
12. Don’t be reluctant to ask if people know of others who may benefit from your services or products – but preferably ask only after you have built up a trust mark. In other words, can they trust you from experience?  If not, where possible hold off till you know they have first hand experience.
13. Recognise different personality styles and traits –this means gender and genetics may have something to do with success but ultimately it will be the strategic planning around where, how, why and who you network with that will have the greatest impact
14. Be in the moment when you network –  if you suffer from premature exasperation by interrupting, or failing to stop speaking before others stop listening, don’t expect others to give you their card or want to include you in their networks.

In essence, it’s never been more important for people at all levels of business to master the art of networking to keep abreast of changes, people, situations and expectations of both customer and staff. Failing to convert contacts into contracts because one simply doesn’t like or understand HOW to network is no excuse and is a tragic waste of resources, time and opportunity that no business can afford.

A Networking Plan is as important as your business and marketing plan. It doesn’t begin and end with reading who’s who on the attendance board at a function and hope the letters after your name or your good looks will do the talking for you. Generational changes and expectations have made sure of that.

It means provide value, benefit and interest directly to others, or they’ll take their business to someone else who can. Then recognise the quality of the contacts by what they’re able to do for your business such as investing in your service,  recommending you to others, giving you publicity, or being able to offer you important advice or feedback.

So establish your value with others before, during and after the interaction has taken place. It’s that simple, yet that hard.

Yet, audacious leadership means having the ability to lead with an unwavering sense of purpose, to bet against the consensus and stand apart from others while balancing strength with compassion and humility.

It requires an unwavering mindset that connects leaders to their people and customer with a ‘head on–heart-on’ mentality, being hard on the problem and empathic on the person.

My belief is that many people are challenged today in trying to  find quick fixes to new issues in a unstable world but have become immobilized to act due to financial pressures/lack of staff or resources/ and cannot deal with any further disruptions. However, while it is not necessary to disrupt every aspect of one’s business, every business is being disrupted and contributing to change.

And while technology  and AI is one of the largest disruptors, the biggest successes of the future will be built on collaboration. Audacious leaders are the  enablers not just the drivers.

So the question is how can leaders work with an unwavering sense of audacious purpose  underpinned by conviction, courage and care and do it well?

Firstly, an audacious leadership mindset will have to have first believe in something enough that they can bet against the consensus and show radical transparency and focus in what they believe is to be right and done. If people can’t demonstrate their vision or how they can bring others along, conviction alone will not be enough. They need  to have the conviction of others to fully endorse and implement ideas. And if they do not always agree it still means people need to fully understand the scope and intent of the work they will be asked to do or be part of under the banner of the company. But it also means that an audacious  mindset must accept and even expect that within the spectrum of leadership there will be many hues and most certainly they will challenge, surprise, frustrate or inspire their staff or stakeholders and as such they must be willing to work with a wide variety of options and opportunities.

That’s leadership. Like it or not.

Today’s leader is no longer one dimensional in style or behaviour. No longer do staff wait to be lead. They want autonomy but require purpose. Customers too have little tolerance or patience for mediocrity so the onus is upon leaders to give provide insight and so customers (and staff) have their expectations met quickly.

Secondly, an audacious leader must be courageous to ‘swallow a frog’ every so often and do what may be uncomfortable for them. Sometimes that means recognising it can be difficult to address resolve issues that cause pain or distress to others such as terminating jobs, changing work expectations or calling out behaviours that need changing, but always mindful of  conducting the communications  with humility.

Leaders have to stretch their communication capacity and capability and give voice to their passions, convictions and do with it courage even when they feel their most vulnerable.

Audacious leaders will lead best by showing how much they care, and that means showing vulnerability and resilience even in the face of tougher competition and further unexpected events.

Are you an AUDACIOUS LEADER?

Having just read some of the latest examples from experts in AI (www.machinesinsuits.com) I was blown away by the sophistication of AI into all areas of our lives and work, irrespective of industry. In an article penned by JD Supra called “Law and Justice Powered by AI? –  It’s already a Reality” states that China is launching an online AI arbitrator this year, the UN wants to improve access to justice through AI judges and a handful of firms have built digital assistance to help legal teams comply with case rules to reduce time and expenses that are not billable.”

The highly intelligent array of articles and examples cited in the site above will have you gasping in disbelief and likely to keep you awake at night.

It should by all rights then push you towards creating at the very least purpose driven AI to replace traditional and slow or inefficient methods of working.

Either that or before long you will be living alongside Fred Flintstone instead of The Jetsons!

So, the code’s been written and its clear robots will do many tasks that humans take too long to learn, do or even want to do. AI is transforming jobs and firms faster than coronavirus is wiping them out.

The most important thing firms need to do now is to invest in purpose driven AI to increase efficiencies and output so they can perform at optimum speed and profit. That means everyone across a business must look at all procedures or process and make hard decisions on what they will no longer do and who will no longer do it. Tough choices, but now is the time to go hard on the problem before it becomes harder on us.

Don’t wait for futurists to come along and tell you the future as you are already here. Make your conversations matter. NOW.

If you are thinking what the conversations look like here are some ideas:

1. It’s time to skill up not give up
2. Look at trends in other professional service industries and scale using technologies that improve efficiencies, research and productivity.
3. Re-examine all processes, procedures, products and even pricing and see what purpose driven tools your firm can use.
4. Educate your people to “make sure they understand the technology, and their process includes trust building activities and system validation.” Whether your business  needs to move to better systems and processes because of financial pressures or not, the new model of law that is replacing obsolete systems or slow processes virtually overnight is happening all around you. Be curious. Look. Ask. Question. Challenge.

But despite these amazing advancements in technology, the bigger message now is that people have to be even more amazing at their communication and leadership skills. No longer is communication the soft skill – it is an essential skill, and yet  it is proving to be the hardest skill of all as people globally are finding themselves scrambling to keep relationships, clients and connect. Leaders must be amazing at being their authentic self. Amazing at being empathic. And amazing at listening to their clients. This will be the differentiator above all.

So while the robot brain is calibrating the stats, your brain must calibrate the emotions, needs and  personalities  of your clients and staff. Remember people do business with people they like and trust” and it will be because of the likeability and trust factor that your and your law firm will find the sweet spot and create brilliant client experiences and outcomes.

Enduring relationships will secure your place as a trusted advisor and leader in business.

Don’t rely on AI to build your relationships.. Well, not yet anyway!

Focus on people work first – keystrokes second.

Care deeply about how you talk and listen to clients!

For now, your avatar may have to wait.

Some organisations have tried to create a learning culture by initiating and scheduling learning events, workshops, lunch ‘n’ learn or even three-day conferences. But they are often weak and unstable despite the dollars and time invested. Without the passion and commitment to learn, program interrupt the patter of learning with snapshots of possibility and opportunity, but this in itself has little to do with culture.

Dynamic learning cultures are not products of a 10-stp formula.  They are formed and shaped by personalities, robust and open conversations, commitment to a set of values and behaviours that are owned by all and mostly significantly bypass the ego and the obsolete.  They are geared up to be drivers of change, innovation and diversity and prepared to change the predictable patterns of behaviour to create highly efficient processes and procedures.

Creating a compelling learning culture depends on active planning, intuitive and immediate response and continuous adjustments, with focus on three levels, namely:

1. How to prepare the learning culture transfer to stimulate inquiry and enthusiasm.
2. How to support the learning culture transfer during the learning phase to heighten the learning experience.
3. How to ensure the implementation and support post training and ensure there is evidence of learning and results.

In order to get the culture right, it is imperative to involve the participant in the planning stage.  Here are several examples from high performance teams who have identified their results came from spending time in the preparation and commitment stage.

1. Have staff create a Professional Action Plan with date and expected outcomes and signed agreement to commit to the process or not go ahead.
2. Have the manager of the team review the Action Plan immediately and then again 30/60/90 days, with an option of HR being cc’d if required.
3. Give the staff the right signals that demonstrate commitment to learning from the top down.
4. Schedule time in between training sessions to review what’s working, what’s not, what has results from the program to date and what still needs to be implemented.
5. Don’t wait for training programs to be completed before HR reviews commitment to implement.
6. As a manager, join your team in the learning.
7. Identify the four core areas to avoid problems with implementation:

• Identify the main issue.
• Identify the problem or concern.
• Look at the obstacle.
• Provide options for solution (with a deadline in place).

Companies are hailing it as the accelerator of productivity and the saviour for teams working in a hybrid environment. Yet after a year of collaborative efforts, many team members are brutally honest and saying the jury is still out on whether or not it will, in fact deliver on its promise of long term results and happiness. Here’s why :

For a start you only have to think back to your own school days when the teacher put you in groups of 4 or 6 to do projects together. There were always those who did the lion’s share of the work because they liked to take control as opposed to those who enjoyed the informal bantering and playing around which could mean details or deadlines being missed. Remember how frustrating it was to try and get everyone to listen to what you had to say and follow your ‘great idea’? Kids talked or yelled over each other, didn’t really listen intently and while others were so looking forward to lunch and a kick of the footy it didn’t really matter to them what you did as long as they ‘passed’, that was good enough.

Well, today’s groups or teams can fall into similar patterns of behaviour if the right collaboration ground rules are not established and personality styles and strengths not respected. And given the hybrid workplace now, it can be more challenging than ever to harness the collective energy and skills of people whom we don’t know, don’t see or don’t understand.

Here are some tips to help you and your team thrive when collaborating:

1. Acknowledge how you like to work and what brings out the best in you – identify when you are at your best and what helps or hinders you.
2. Make it easy for others to understand so they remember what is important for you. Ask others what is important for them
3. Be easy to work with when you are in disagreement – Don’t get personal or defensive. Remember we all have different styles – different is not better – it’s just different!
4. Respect each other’s reputation, IP and professional experience to trust the quality of the work people will generate.
5. Give people space to create their best work – some need more time than others.
6. Give feedforward rather than feedback if things aren’t working for whatever reason and do so in a timely way.
7. Commit to what the tasks are, completion dates and any changes in the scope of the project so others know what is going on. Don’t assume people know your stresses, frustrations, or what is going on behind the scenes.
8. Be willing to learn from each other’s perspectives and rethink your first level responses then go deeper.
9. Share your authentic views and encourage others to do the same. Your goal is to help others feel safe in sharing their priorities and needs.
10. If two heads are not necessarily better than one, call it and move on. Don’t disrupt the energy or intent of others.

While Covid-19 has presented mankind with unparalleled challenges it has also presented us with a perfect time to resent how we work, what we work on and how we behave. Melissa Swift Global Leader for Digital Solutions, Korn Ferry cites- “Fit-for-purpose is no longer good enough. Organisations and leaders need to become fit-for-future.”

How true this is and the Five Disciplines of a Leader’s Mindset© will help leaders become future ready and future prepared for what’s ahead. Here’s how!

Discipline # 1 Trust

Think of building Trust like building a trust account in a financial sense. It can take a long time to accrue wealth and everyone looks forward to receiving regular interest or dividends along the way. Yet one withdrawal that is not well thought through can cost us the lot. When it comes to working with people trust works the same way. Every deposit we make as we build our relationships must demonstrate we are building a strong foundation that will keep us safe and secure. Yet if we fail to deliver on our promises, don’t stay true to what and who matters, breach confidentiality or ethics or offend in even some small it can mean starting all over again or in some cases, never being able to build the trust again.

People’s behaviour is goal directed and in working towards that goal they need to feel secure in trusting the process, procedure and people who help them solve their pain, challenge, opportunity or concern. Trust brings us closer to achieving our goals.

Discipline #2 – Clarity

The hardest thing about clarity is that very few things in life and business are clear and easy to understand – from words to behaviours and emotions. We seem to be experts at complicating what we say rather than what we mean and while unintentional end up confusing others and getting frustrated or disappointed.

I call this Simplex-ity. It is what happens when we take simple messages and deliberately complicate language in order to appear more ‘intelligent’ or ‘worthy of being listened to’. Sadly many professionals feel they have to embellish their language thinking it will impress others rather than trying to be clear, simple and concise. The premise being the more sophisticated our language is the smarter we are. In truth it works out that this the very thing that diminishes our ability to relate to others and build trust and relationships.

Leaders who make it easy for the others to understand their presentations leave no room for misinterpretation and make people feel more connected, valued and engaged. It takes discipline to be concise and not convoluted!

Discipline # 3 – Compassion

If there is to be an upside to the pandemic of 2020, it would be in the area of human compassion. People globally are showing more compassion to each other now than the world has ever seen before. This synchronous experience is something everyone will relate to in some way as there are no bystanders in this extraordinary time.

2020 has humanised the world enabling people to take off their metaphorical mask of strength and put on the same cloth one as everyone else. People have become more emotionally intelligent, more empathic and certainly more aware of how they operate under stress, fatigue or pressure and try harder to make sense of how they will go forward individually and collectively. For now anyway people are more patient, more tolerant and less judgemental than they have been in the past, as everyone recognises that they like others all share fears, frustrations, disappointments and ambiguity as a result of Covid 19 and as such are showing more compassion. Will it last I hear you say? It is up to each and everyone leader to embrace the compassion and care for themselves and each other.

As such, the true strength of a leader going forward will not just be in his or her ability to develop strategy but in their ability to harness true compassion for how their people are faring. Showing compassion is now a sign of the strength of a leader’s mindset. It is welcomed as part of a leader’s skillset so let’s hope we don’t have short memories and go back to old behaviours that prevent us from showing compassion.

Discipline #4 – Commitment

Before we talk about commitment we have determine what we need to commit to and why those things matter to us, our families and our businesses. It is of no use to commit to something that does not stretch us physically or mentally in some way other wise it would be meaningless. The discipline of Commitment means taking a long hard look at some of the biggest challenges faced by you as a leader today. It is worth considering things like

1. What are the non negotiable behaviours that you will not stand for in the future?
2. How you will be your authentic self and commit to being true to what matters to you?
3. What will you do to ensure you are giving and receiving relevant and real feedback in a timely way that will truly increase your effectiveness.
4. How will you create wellness for you and your team mentally, physically and spiritually.
5. What is the commitment you will make to yourself that enables you to call out for help or support when you are at your least resilient?

So who will you share these commitments with? When will do share them?

Discipline #5 Connection

Connecting to others in meaningful ways will both enrich opportunities and support eachother and business. It has gone from a ‘nice to do” to a ‘need to do” skill so people across companies, cultures and generations can create new purpose and partnerships while bringing together client and provider. It is incumbent upon all leaders to empower people to take on new challenges in a safe to fail environment so everyone can connect and communicate in new and often uncharted ways. Here are 16 ways to help you connect with your staff, clients and customers! Enjoy!