Communication, transformation and change are opportunities to foster relationships and bring people and brands together.
Judy Mann has been delivering marketing, communications and public relations services for more than 20 years. She is a highly skilled consultant and advisor with Judy Mann Communications, helping clients increase their communications and relationship capabilities as part of their personal development and business goals. The combination of her marketing communications experience, leadership experience and passion for her work gives Judy the capacity to cut through the clutter and deliver high quality, engaging work. Judy believes that skill development and continuous learning are synonymous with leadership at all levels and that communicating with meaning and authority is a skill that is learned. A former adjunct professor and instructor in public speaking and interpersonal communications, Judy knows that after 20 plus years, she is the leader, coach and mentor, as well as the student.
We've heard it before: Leadership drives behaviour. Model the way. Leadership is intelligence, honesty and doing the right thing. As a leader in an organization, we hope to have the skill, savvy, and...
I am proud of where I am today and who I have become. I am the result of all of my experiences -- the good, the bad, and the not so good. And, I wouldn't go back and change a thing. So, to those that I have worked with, worked for, and known throughout that almost 40 years of workplace experience, thank you. You are part of my whole.
I lost someone very special to me to cancer. It was a short battle -- it ended just four months after her diagnosis and just slightly more than six months after she was off sick from work. Then, a few months later a notification popped up on my LinkedIn.
When you need information or want to build a relationship with a client, colleague, team member, manager or stakeholder, it is really all about the questions you ask, how much you let the other person talk and how you listen.
Not that many years ago the first time you were seen by other professionals and colleagues was in an interview, the first day on a new job or in a social setting. Now, it is common for people to Google you or find you on LinkedIn, Twitter, Instagram or Facebook to gather up a first impression of who you are before job interviews, as your new position in a company has been announced, or after hearing about you from someone.
You've already taken the time to plan and execute the activity and it's over, so why bother? Whether it's a major project or event, a product launch or an announcement, a digital media campaign or an issues management plan, a post-mortem is important to demonstrate success as well as learning.
Wherever it comes from, whomever it comes from, we have to believe that the feedback is coming from a good place to help us be the best that we can be. Even in times of challenging, difficult-to-hear feedback, there are messages that need to be heard and understood.
Feedback should be regular, meaningful and authentic. It should help employees, co-workers and mentees grow in their roles; as leaders, as team members, as service providers. It should not be something that's only attached to performance management, feedback and reprimand.
Do you truly understand your leadership capability and culpability to know how your hiring trends and how your leadership style impacts your team? To illustrate what I'm talking about, we simply need to look at Willy Wonka, Gru and Olivia Pope and their teams to see how teams are built with leadership trends and leadership styles.
I think that there are times where there is too much chatter, assumption and stereotyping against Millennials, Gen X and Baby Boomers. Rarely have I seen psychographics, infographics or descriptions that say "likely to," "can" or "may be predispositioned to" when it comes to behaviours. Instead, they are often written as facts and absolutes.