We like to listen to our customers at Citrix GoToMyPC. From surveys to social media to full-on customer visits, we do a lot to make sure your voice is heard loud and clear. It helps us stay on the right track. In the process of listening, we also get to hear great stories of how people use remote access to work better and live better. We think these stories need more recognition than we can provide all by ourselves. So we decided to try something new. What better way to share these stories than to have you tell them directly? We’re excited to announce that we’ve just launched an easy way for you to speak about your GoToMyPC experience. It’s our new video submission platform - now you can record short clips using just your webcam and our easy platform. The videos are posted in our online gallery afterwards, ready to be seen and shared. Recording and submitting a video takes no more than a minute or two of your time. Once on the page, click the red Record circle and - in 30 seconds or less - answer the question: "How has GoToMyPC changed the way you work?" Feel free to mention your business by name for added exposure! Click to record your story: How has GoToMyPC changed the way you work? Once reviewed, your video will be featured on our websites and social channels, and you and your business may also be showcased in an upcoming spotlight here on the Citrix GoTo Blog. You get more publicity, and of course, everyone else gets the benefit of your insights and experience. For an awesome example, check out this recent clip from Joy Aumiller of Aumiller’s Auto Parts in Halifax, PA where she’s working from home while waiting for a repairman. With GoToMyPC, she can be where she needs to be and still connect from anywhere to get her job done. "We have been in business since 1981 and have rarely advertised. Crazy, huh?" Joy told us after submitting her video. "We rely on our honesty, great service and customer word of mouth, but it was a neat experience to do something different - especially online!" Thanks for sharing your story, Joy! Don’t have a webcam? No problem - you can still participate. A recording from your mobile device works just as well on the platform page. Simply click Record and select Upload a Video to attach the file. We look forward to hearing how GoToMyPC has changed the way you work! Photo Credit: yohann.aberkane via Compfight cc

If you caught Thomas Friedman’s recent op-ed piece about how to get a job at Google, perhaps you were as intrigued as I was by one trait they look for: Would you count yourself strong in "intellectual humility?" Whether you agree or disagree with how Google hires people, might we agree that those who pursue excellence in anything just may exhibit the ability to engage in authentic dialogue and give fair consideration to problem-solving with others? Becoming a better presenter or trainer online is just such a challenge. We’ve all been reaching, teaching and leading others in-person all our lives. If we’re honest, though, adapting our skillset for a different medium (such as GoToWebinar) sometimes gives us pause. I don’t have to spell out the opportunity webinars offer for extending your reach and influence, so let me extend an invitation to you to both give and get. To both share your experience and, in return, receive the wisdom born of dialogue. This short survey, Uncovering Best Practices for Presenter, Trainers and Facilitators, will take you about six minutes to complete. You will get to see the results at the end, and if you wish to opt-in, I’ll send you the paper and best-practices checklist that emerge from our collective dialogue. Better together, Roger Courville Photo credit: University of Central Arkansas via Flickr

Relationship Value SNI believes that Relationship Value is the product of: 1. The level of TRUST you gain from a person. 2. The level of CREDBILITY you have with a person. 3. The amount of VALUE that you deliver to a person. Trust Trust is defined as firm reliance on the integrity, ability or character if a person or thing. In business, trust is a hard won attribute and can only be achieved over time. In our programs, we emphasize that building trust is not an event, but a process that takes place over a period of time. To gain trust, you have to think ahead and consider the consequences of every decision you make in a business setting. What impact will my decision have on the level of trust I am trying to develop? Credibility Credibility is the quality, capability, or power to elicit belief. SNI focuses on one’s personal ability to get a person/customer to believe that you are the best resource available at any given point to deliver whatever they need to be successful. In our programs, we teach that the best way to get what you want from is to help the other side get what they want. In a tough economy, everyone is looking out for their own best interests, whether it is saving money, extracting additional value or reducing risk. By being transparent enough to demonstrate that you care about more than the bottom line and confidently approaching objections and challenges with straight talk and follow through - you can increase your credibility significantly. Value Value is receiving fair value in return for any investment - be it money, time or effort. Your products and services have to be perceived to have value in order to sustain a business relationship. Sales professionals are usually well-versed in stating a value proposition for their products and services, but the critical factor in building value is identifying what is most important to the other side at any given point in time. A low price might be a good value in most situations, but you may leave money on the table by failing to discover that quicker delivery, personal service or flexibility in payment terms can be more important in turbulent economic times. SNI teaches that consistent, effective probing is the only way to ensure that you fully understand the best value you can offer as the business environment changes. SNI is a premier provider of customized business negotiations and influencing training to companies around the world. To learn more about SNI, please visit www.shapironegotiations.com.  

For over 15 years, SNI has been conducting training programs and providing real deal consulting services that have helped our clients generate and save millions of dollars and secure long-lasting partnerships. While we are undoubtedly proud of these accomplishments, we’re also extremely excited about the next evolution of our company: Virtual Training Partners. For year, webinars, video conferencing, and other technologies were touted as the models and platforms for the next generation of training.  While they continue to exist and are used in a limited capacity, these technologies have never materialized as viable alternatives platforms for interactive training needs. Today there is something new on the horizon, and SNI has devoted an extensive amount of time and resources into uncovering its potential.  3D Virtual Training platforms such as Second Life are quickly developing and receiving the real support to finally provide that technological leap to applicable skills training. While instructor-led trainng will always be the primary platform for providing skill transfer, we are convinced that virtual platforms are going to revolutionize the way training is conducted.  As a result, we created Virtual Training Partners, an entriely separate division of SNI dedicated to virtual training success.  We’re proud to be recognized as experts in this training area. This immersive, engaging, and fully interactive experience creates a world where the only limit to training delivery is the creativity of the human mind.  In fact, in some ways, this training platform will allow for increased creativity and practice that not even instructor-led training can reach.  Virtual training technology provides organizations with a way to reduce or even eliminate travel expenses and time out of the office, making it a realistic and effective alternative to instructor-led training. In October, Mark Jankowski, Co-Founder of both SNI and Virtual Training Partners, invites you to join him for a one-hour complimentary open enrollment training event in Second Life, Preparation Skills for Effective Negotiation.  The dates for the program are as follows: October 6, 2009 October 13, 2009 October 20, 2009 October 27, 2009 Each program will run from 12:30 pm - 1:30 pm EST (9:30 am - 10:30 am PST).  The number of participants for each program is extremely limited, and not everyone will be able to attend due to limitations with computer systems and corporate firewalls.  SNI’s staff will help guide interested parties through a quick process to determine their ability to participate. If you are interested in being part of these groundbreaking programs, please visit the following link: Virtual Training Program Information. Related posts:Virtual vs. Live Training

Knowing precedents gives you the power of the past. You can quote or cite, as well as learn from, those events that have already happened, thereby giving legitimacy and credence to your position. Knowing how similar transactions turned out in the past may also guide you in structuring this one. But don’t just focus on a single precedent, such as the one that supports you position. Be familiar with the precedents the other side might use. Case and point: Cal Ripken’s 1992 contract negotiation. Our precedent was the highest paid player, the Orioles was the highest paid short stop in the game.

Trust by verify, it sounds good in theory, but how can it really be implemented? At SNI, we typically advise our clients not to make adjustments to their prices when a potential buyer claims that one of their competitors is cheaper until they see hard evidence. I asked my colleague, Jeff Cochran, for his thoughts, and with a chuckle he said he could tell me a story about how he recently implemented it. I had a project; I needed to get my driveway paved. Being a negotiator, I knew that I needed to do good preparation. The first step in preparing was to collect estimates so that I would have alternatives. Therefore, I contacted three contractors, provided them with the details of the project, and collected estimates. Of course, all three estimates were different. The most and least expensive estimates were significantly different. The first contractor I called was an acquaintance. He gave me an estimate of $8,500 to do the job. The second estimate came from a contractor who I found from an ad in my local paper. His estimate for the project was $7,500. Lastly, there was a sign on the driveway up the road. When I called the number on the sign to inquire about the cost of my project, I got an estimate of only $6,000. Naturally, I was inclined to choose the least expensive contractor. However, his offer seemed too good to be true. I did some research, and sure enough, I found out that cheaper offers like the one I received for $6,000 raise a major concern that the contractor would skimp on materials. Not using the correct amount of asphalt on the driveway could lead to major problems. I went back to all three contractors and asked for the specifications on the work they would be doing. All three indicated that they would use four and a half inches of blacktop. Since the first contractor at $8,500 was an acquaintance, I went to him to give him right of last refusal. I informed him that one of his competitors was willing to do the job for $6,000, $2,500 least than his estimate.  I was very surprised with his response because he told me that there was no way for him to drop his price without losing money on the job. In turn, I asked him how come his competitor could do the job for $6,000? His response was that the competitor would most likely skimp on materials and do a bad job. It was the end of the summer and I wanted to get this project done while the weather was still nice. How could I choose the least expensive contractor but know for certain that he was going to do quality work? I had him put in writing a detailed description of the work he was going to be doing and the specs that needed to be met. I then confirmed with him that what he had written is what he planned to deliver. Still, I remained a bit skeptical. Just his word alone didn’t seem like enough. Thinking back on my negotiations skills, I thought trust but verify. I went back to the contractor who would have cost me $8,500 and asked him if for $200 he could have one of his guys supervise the work of the least expensive contractor, guaranteeing that he delivered what he said he was going to deliver. It was a good thing I did! In the end, the contractor I opted to go with for $6,000 did not have enough asphalt to finish the job, so he suggested that he use three and a half inches of asphalt instead of the correct amount, four and a half inches, to save time and money. It was one of the hottest days of the summer. He told the inspector that he knew that they were both exhausted from a long day’s work and ready to go home. He even added that I probably would never notice the difference of an inch. He was right. How would I have ever found out until I started seeing cracks and needed to dish out an additional $2,000-3,000, if not more, to pay to repair his shortcomings? Luckily, the inspector who I hired insisted that he do the job correctly, go back to the asphalt plant, and get another load. The $200 I paid for the inspector to be present was well worth it and it potentially saved me thousands. When I first thought about it, I wondered why he cared enough to prolong the project and make the least expensive contractor use the correct amount of asphalt. In the final analysis, it made perfect sense why the inspector would be adamant that the job gets done correctly. He was not going to let a competitor steal potential business by offering to do the "same job" for cheaper when in reality he was shorting clients.

An article by Cynthia Crossen from The Wall Street Journal a few years back reported that, "Most people speak at a rate of 120 to 150 words a minute, but the human brain can easily process more than 500 words a minute, leaving plenty of time for mental fidgeting."  Herein lays one of the great obstacles to effective listening.  We have the biological capability to listen to everything, yet we often miss a lot of information because we get bored or disinterested. In a negotiation, the last thing you want to do is lose out on information.  Everything the other side says is potentially valuable to help you make a deal.  Let the other side talk as much as they want.  Listen between the lines to what is said and what is omitted.  Listen for nuance and emotion.  Listen with your eyes to see their mannerisms and comfort level with each topic.  All the material you need to make the deal is there, it’s just up to you to gather it. When it is your time to speak, make what you say count.  Don’t feel obligated to match the amount of time they spoke for.  Say what you need to frame the issues and keep moving forward on the key issues of the negotiation.  The less you say, the more others will remember. Think of it this way: the best negotiators aren’t only smooth talkers, they’re smooth listeners too. To read the article from the Wall Street Journal by Cynthia Crossen entitled "From Talk Shows to Offices, America Lacks Good Listeners", click here

There are times in negotiations that you will feel like the weaker party. Maybe you are less experienced, have less leverage, or something else entirely. For whatever reason, you feel like David squaring off against Goliath. So how do you combat this problem? Well David didn’t show up with only one stone and neither should you. You must find alternative and back-up plans in case particular proposals are shot down. Finding creative approaches around the seemingly insoluble dilemmas posed by Goliath can lead to a victory for the little guy. Next time you find yourself in a tough negotiating spot, remember to brainstorm creative solutions using the following four rules. 1) Brainstorm in groups of four or less. You must have two to brainstorm, but there’s a point of diminishing ideas. Groups of more than four tend to stifle ideas. The group becomes an audience instead of participants. Judgment sets in. Status can become involved. All of these inhibit ideas. 2) Don’t criticize ideas. Let them flow. A great idea can be the first words out of someone’s mouth. Or the last. Any idea, good or bad, can be the spark that leads to great ideas. Wait until the brainstorming session is over before doing the sorting and sifting. 3) Keep at it. Creativity is more perspiration than inspiration. Effective negotiators are creative negotiators. But many people are intimidated by the prospect of being creative. They shouldn’t be. Everyone has the capacity to create ideas. If you create 20 ideas for a solution that seemingly only has 2, it will help you choose the best alternatives. Volume begets creativity. 4) Make it fun. Like most preparation, brainstorming is not inherently fun. So, make it fun. Sometimes we brainstorm by splitting into two groups. Each side gets a packet of sticky notes. The idea of the game is to write down ideas, one per note, and connect all the ideas into a chain of notes. Depending on the issue, we take from five to fifteen minutes to generate ideas. People become so involved in coming up with ideas, connecting them, and trying to construct as long a chain as possible, they invariably come up with new solutions, no matter how many times we’ve done a problem before.

Think about what trust means to you, or to your organization or company. Webster’s Dictionary provides some good keywords: confidence in something or someone else, dependence on something in the future, assurance of the character or ability of a person or group of people - ultimately, they will pull through for you. So with this in mind, what does it actually mean to build trust? Companies that have high-performing team members and work to gain and keep their client partners rely deeply on relationships of trust, both within the employee team and with partners. In the Office According to Forbes contributor Glenn Llopis, one of the most powerful components of building trusting relationships is transparency. Transparency means two things in this situation: Teamwork. When leaders are transparent about the team’s strengths and weaknesses, team members are able to work more efficiently. This means that problem solving can be based around what’s actually going on, rather than what people are inferring. New teammates will immediately know what’s going on and be able to bring their whole selves into the work. Consistency. In order to build trust within the office, it’s important to remain consistent. Consistency in this case means treating everyone fairly; it should be a no-brainer, but unfortunately it doesn’t always work out that way. Frequent communication doesn’t just mean letting people know what’s going on, either - remember, it is important to listen to your teammates, too. What does trust building lead to in the end? Higher performance, according to this Guardian UK article, which is what customers are after. With Customers Believe it or not, building trust between a company and its customers is a very similar process. It all comes down to letting your clients or customers know that you care about them. Don’t just tell them - show them. Be good at what you do - A more straightforward way of saying, deliver what you promise and then some. Do what you say you are going to do, and beyond that, exceed expectations whenever you can. Ask for feedback - If you’re convinced your product or service is of the highest caliber, that’s not going to do much for your customers. There are few things that consumers trust more than peer reviews, so give people who have used your service or product a chance to share their experience through testimonials and reviews. Remember: building trust takes time and effort. It’s not going to happen overnight. But by making sure your in-office team is working together, you will find that you are, in the end, creating a relationship of mutual trust with your clients. This leads to an empowered partnership between clients and coworkers.

Asking The Right Questions Means Changing How We Listen We all want to seal the deal - to close the sale when we’re talking to a potential client. To that end, the questions we ask as salespeople often turn out to be the questions with answers we want to hear. This means that we aren’t clearly listening to our clients. So, while you may close the sale with this technique, you won’t come away with any new insights or a stronger relationship with your client. Asking the right questions can change that.   There Are No Stupid Questions…  …Except maybe the ones you already know the answer to. Don’t waste your time, or your customers’ time, with questions to which you already know the answers. This doesn’t mean not to ask questions, however. You should ask plenty of those. And each answer should lead you to a new question. Find out what difficulties your clients are having with a project. Ask them about their solutions. Test out these questions next time you talk to a client: What projects are your top priorities right now? What difficulties are you having with those projects? How are you managing those problems? What is the timeline for that project? Who is working on the project? How were those individuals chosen? Asking open-ended questions will get you the furthest when talking to clients. Give them time to discuss their situations. This not only provides you with information about your client, but it also creates a relationship of trust between you and them. That kind of relationship will encourage your clients to come to you next time they have a problem because they know you will listen thoroughly and try to come to an answer collaboratively.   Close Listening And Listening Closely  If you are asking the right questions, then there are only two other things you need to do in order to build an effective bond between yourself and your clients. The first is close listening. This means asking clarifying questions. Because, as it turns out, good listening ends up looking a lot like asking good questions. Get your clients to explain different components of their problems in more detail and practice your close listening skills. The last tactic for more successful conversations is to listen closely. This translates into repeating back what you heard in your own words to make sure you have understood your client correctly. Tell them what you heard and then listen closely to their response. Did they affirm your understanding or correct it? Absorb this information and ask more questions. There’s no such thing as too many.

This post is part of a series on "The Surprising Habits of the World’s Smartest People." If you asked a random person on the street to name a few famous geniuses, there would be many common answers. Mozart, Thomas Edison, Bill Gates, Albert Einstein, Benjamin Franklin, Steve Jobs and Beethoven are all incredibly common answers. Although experts define true "genius" as having an IQ score greater than 140 (the average score is 100), researchers have discovered that geniuses share many traits, good and bad. We will be examining the surprising traits of the world’s most prolific geniuses. From the fact that most geniuses are night owls, to the fact that geniuses tend to be avid readers, we intend to explore the habits that set geniuses up for success. Goal Setting Enables Success Our first "genius trait" is the fact that most geniuses experience success because they set concrete goals. Experts have known for years that setting concrete goals is one of the best things you can do to set yourself up for success. However, very few people realize that how you set your goal is just as important as what your goal is. Consider this: Researchers gave a group of students four weeks to set a goal - any goal they wanted - so long as they set the goal in one of three ways: In their head (unwritten goal) By writing it down on a calendar or in a notebook By sharing their goal with friends At the end of the month, the researchers met with the students again and discovered that 43 percent of the first group (in their heads only) met their goals. 64 percent of the second group (written down) achieved what they wanted. 76 percent of the students who shared their goals with friends had met or exceeded their goal and the end of the four-week timeframe. The genius lesson here is pretty simple. If you set goals and share them with your friends you are likely to succeed. The Takeaway Geniuses know that, no matter how grand your goals are, you need support from friends and colleagues to make things happen. The next time you have a great goal or a big idea; try writing it down or sharing it with your friends. The more people who know about your goal, the more support you will have as you work to meet it. Sources: http://www.entrepreneur.com/article/228313 http://www.lifehack.org/articles/communication/habits-the-worlds-smartest-people.html http://www.tandem-partners.com/the-habits-of-the-worlds-smartest-people/ http://www.rd.com/slideshows/6-brainy-habits-of-the-wisest-people/ http://visual.ly/good-and-bad-habits-smart-people

Last month, we began a series that is focused on discussing some of the surprising characteristics that are commonly found among the world’s smartest people. Even though these brilliant individuals may excel in a wide variety of fields, there are certain habits and tendencies that they have in common. Did you know that many of the world’s smartest people are enthusiastic readers? In the era of smart phones and tablets, fewer and fewer people seem interested in picking up a book, but it is actually one of the most common habits of brilliant individuals. Highly respected individuals such as Steve Jobs, Winston Churchill, and Phil Knight are all famous for their passion for reading.   Read to Lead Many of our most brilliant leaders have been prolific readers, which indicates that reading can actually improve your abilities as a leader. One study found that reading not only increases your vocabulary and expands your knowledge of the world but also heightens your abstract reasoning abilities. In addition, reading novels has been linked to an increased ability to empathize with others, which allows leaders to work together more effectively.   Other Benefits of Reading Improved leadership skills are not the only benefits of reading. Some of the other benefits of reading include the following: -  Enhanced writing skills. Unsurprisingly, enhancing your awareness of vocabulary, grammar, and style through reading will naturally carry over to your ability to write well. - Reduced stress. Immersing yourself in a book, even for just a few short minutes, can allow you to temporarily escape the stress of your daily life and can even have physical benefits, such as reducing your heart rate. - A lowered risk for Alzheimer’s disease. Not only can reading improve your memory, it can even help to prevent the onset of Alzheimer’s, as a recent study discovered that older individuals who read are 2 ½ times less likely to develop the disease.   Make Reading a Habit Even if you feel like you are too busy to incorporate reading into your daily life, there are plenty of small changes you can make to begin enhancing your reading habit. For instance, you could choose to read books that are related to your work in order to expand your knowledge in that field. On the other hand, you could try selecting just one book to read this year that is outside your comfort zone. Pick up a popular novel or a book of poetry that is completely unrelated to your normal life. You may be surprised to find that you learn applicable life skills even in the most random books!

If you’re interested in excelling in your field, it’s a smart idea to learn from the most inspiring, intelligent people in the world. This month, we’re studying some of the habits that are common among the world’s smartest people in order to gain a better understanding of how those habits help them to succeed. For example, brilliant people tend to read, exhibit self-discipline, and set goals. Metacognition is another common trait of the world’s smartest people. Even if you’ve never heard the term before, you undoubtedly perform some form of metacognition almost every day.   What Is Metacognition? The term "metacognition" simply means your own level of awareness of your knowledge and thought processes. Whenever you reflect on your own thoughts and knowledge base, metacognition allows you to assess your thoughts in order to enhance your cognitive abilities such as inferring, analyzing, and comparing. Metacognition is an essential part of decision-making and causes us to ask ourselves questions as a part of the decision-making process. By questioning your decisions, you can avoid bad decisions and focus on good ones. However, metacognition is also related to our sense of self, which means that it might lead to bad decision-making if you have a skewed perception of yourself.   Why It’s Important By enhancing their metacognitive abilities, the world’s smartest people are able to increase their ability to learn and make wise decisions. Carefully analyzing situations and complexities allows these brilliant individuals to avoid the massive blunders that can be caused by a lack of self-awareness. In addition, metacognition is an incredibly valuable tool in learning. With the help of metacognitive skills, you can improve your ability to process information even in areas where you struggle. For example, if science or math is a challenge for you, a metacognitive approach to learning can help you to gain a certain level of comprehension anyway.   Using Metacognition to Your Advantage In order to mimic the habits of highly intelligent people, look for ways to improve your metacognition. Question your decisions and examine your thought processes in order to identify any common fallacies. Use your metacognitive abilities to work on your problem-solving skills whenever you encounter an issue at work. Above all, consider how you can use metacognition to improve your ability to learn. Even though teachers recognize the importance of metacognition, most individuals are unaware of how greatly metacognition can affect our learning skills. When you need to learn something new, carefully consider the process and question the areas where you are confused. By identifying problem spots, you can use your metacognition to ensure that you fully comprehend the material.

Did you know that the world’s smartest people share many similar traits and habits? Even when they come from incredibly different backgrounds, many of our most brilliant thinkers and leaders exhibit certain behavioral patterns. This month, we have begun to examine some of these habits, such as reading and setting goals. Self-discipline is another common trait of the world’s smartest people. Although it may seem unsurprising that self-discipline can help geniuses to succeed, it is surprising how that sense of self-discipline plays out in every area of their lives.   Life Decisions Even though brilliant individuals are often consumed by their intellectual pursuits, they usually apply the self-discipline that allows them to excel in their field to their personal lives as well. Naturally, too much self-discipline could become problematic, but in general, it allows smart people to be more proactive about their lives. For instance, a person’s IQ level is often a solid indicator of whether or not they will have sex as an adolescent. When students reach college, statistics say that 87% of them have had sex. However, at top schools, that percentage drops. At Princeton, only 56% of the undergrads have had sex, while MIT boasts an even lower percentage of 51%.   Self-Discipline = Happiness Recent studies have begun to demonstrate a link between self-discipline and happiness. Despite the fact that we tend to think that self-disciplined people have less fun and perhaps gain fewer life experiences, their self-discipline actually allows them get more enjoyment out of their lives. For instance, self-discipline might lead a smart individual to simply avoid situations where they would be tempted to make a bad decision. Even if that means missing a party or not going out to dinner, that person is likely to feel happier with themselves thanks to their self-control.   How to Enhance Your Self-Discipline If you’re trying to improve your own self-discipline in order to enhance your skills as a businessman, it’s important to take care of yourself emotionally and physically. Self-discipline tends to slip when you are tired and stressed, so make sure to care for yourself by getting enough sleep, exercising, and spending time with your loved ones. In the business world, one of the best ways to improve your self-discipline is to set more concrete goals. Think about what outcomes you want to see and write them down. Recording your goals allows you to begin developing intelligent plans to help you reach those goals. When you are more aware of your goals, you are more likely to use self-discipline to stop yourself from making choices that would detract from your success in those areas.

Over the course of our series on the habits of the world’s smartest people, we’ve discussed a number of habits, both positive and negative. On the plus side, those who are highly intelligent live intentional lives and never succumb to laziness and its accompanying mistakes. On the down side, the world’s smartest people are also highly prone to addictive behaviors that can lead to the destruction of their personal lives even as they maintain successful careers. With this post, we offer an overview of the big picture lessons you can draw from our series on the world’ smartest people. The Positive  As we have seen throughout this series, the world’s smartest people have a wide variety of positive attributes. Those who are highly intelligent are goal-setters and avid readers. They also have self-discipline, and they are self-aware about their own knowledge. Highly intelligent people are also open-minded, and they are able to admit when they are wrong. Most importantly, the world’s smartest people are hard workers who approach everything they do with the utmost enthusiasm and determination. Overall, these people live their lives with intention, which means that they know what they want, and they go for it. The Negative  Unfortunately, intelligence does have a downside. While the world’s smartest people have many positive habits, they are also at risk for a number of negative habits and attributes. Research shows that intelligent children are much more likely than their peers to both drink and do drugs as adults. Those with high IQs are much more likely to binge drink at a greater frequency. Furthermore, boys with an IQ higher than 107 are 2 times more likely to use illegal drugs than their peers, whereas girls with the same IQ are at an even higher risk - 3 times that of their peers. Another negative habit of the highly intelligent is poor sleep patterns. Those with higher IQs are much more likely to go to sleep later, leading to sleep deprivation. In turn, sleep deprivation increases your risk for depression, heart disease, and obesity. Finally, the world’s smartest people are also more at risk for anxiety. A 2012 study found that a higher IQ is correlated with generic anxiety disorder, which can also lead to depression as well as neuroticism and smoking. The Takeaway  What can we take away from these facts about the habits of the highly intelligent? Essentially, being among the world’s smartest comes with a price. While those who are highly intelligent are capable of succeeding in their careers, negative habits can yield the opposite results in their personal lives. However, as long as highly intelligent people continue to be self-aware and take charge of their personal lives, they can prevent themselves from developing such negative habits.

The key to improving performance within your company is effective management. By providing employees with excellent managers, you can ensure that they will have a good example to follow when it comes to their own work. However, it is important that managers possess certain characteristics in order for them to be truly effective. Here are the five traits that are absolutely essential when it comes to your being a successful manager.   1. The Ability to Self-Motivate Managers are responsible for motivating their employees, which means that they themselves must possess the ability to self-motivate. Self-motivation means that you are not only able to get yourself going on the project at hand, but that you are also able to work independently to take on each next step towards completion. As a manager, it is necessary that you are able to self-motivate because you will need to imbue this characteristic in the employees whom you are managing. 2. Effective Communication Skills Another critical trait that managers must possess is effective communication skills. In large part, the main job of a manager is communication. Good managers are able to communicate with their employees in a way that is clear and conducive to a positive working relationship. Furthermore, good managers excel at both verbal and non-verbal communication. A good manager leads by example in order to communicate such behavior to employees. 3. Confidence Without Arrogance As a manager, it is important for you to be confident. Having confidence shows your employees that you believe in your own abilities, which will increase their respect for you. Unfortunately, such confidence is all too often mistaken for arrogance. If your employees believe that you are arrogant, they will lose respect for you rather than gaining it. To prevent this, imbue your confidence with personality to make yourself likeable to your employees. 4. Willingness to Share One ineffective management strategy is withholding information from your employees. Instead, effective managers share as much information as possible with their employees, creating an environment of collective intelligence. This creates trust between management and employees, leading to a more effective relationship. Remember to never isolate yourself from those you are managing, as this will lessen trust in the relationship. 5. Prowess in Problem Solving Finally, a great manager is able to problem solve. Problem solving is one of the key components of a management position, whether you are working out a conflict between employees or solving a crisis with a client. In addition to being able to solve problems, a good manager takes responsibility for problems that arise.

To negotiate successfully, understand each potential client needs a different negotiation style. Which negotiation approach you use depends on your client’s personality. Below, we’ve outlined four basic personality types and the best ways to negotiate with each. Type 1: The Choleric Choleric people, sometimes known as "drivers," are "bottom line" people. They like to get things done as quickly, efficiently, and correctly as possible. They make quick judgments and are usually right, and they want things done their way. When negotiating with a choleric, logic is your best friend. Present the facts and explain why the deal makes logical sense. Focus on results - what’s in it for the choleric if he or she agrees with you? Be assertive; choleric people can become inflexible if you disagree with them, but you may need to do so to get the deal. Type 2: The Sanguine Sanguine people, sometimes called socializers, love people. They’re the ones who will laugh at your jokes - and tell their own - and share stories. With a sanguine, focus on what your idea or product will mean for relationships. Will the sanguine’s company like it? Will it benefit people? Is it fun? Use stories and experiences to keep this person focused; otherwise he or she may drift. Present facts optimistically and show the sanguine how he or she can use your idea or product in creative ways. Type 3: The Melancholic Melancholic people are often called clinicians because they analyze everything, sometimes too much. They love order and want everything perfect. This type of person wants to know the details and feel secure. Successful negotiation with a melancholic depends on details. Present both the positives and negatives of your product or idea, and give specific reasons why they need it. Allow them time to think through a decision, and show interest in building deep rapport. Type 4: The Phlegmatic Phlegmatic people are known for being amiable. They like to do things the easy way without ruffling feathers. They can be agreeable and sensitive to a fault, and they like working in groups and building personal bridges. Never make a phlegmatic feel patronized; this person has an iron will and will shut down if you do. Instead, be patient and build rapport. Keep words and body language open. Focus your discussion on how the product or idea works. Emphasize how negotiation benefits both parties, and stay away from too many statements about "my" product or "my" services. Otherwise, the phlegmatic might feel railroaded.

One of the most terrifying words in the English language is ‘NO.’ It’s the spoken expression of rejection, and it can really sting. For those who work in sales or jobs that involve heavy amounts of negotiation, and interpersonal communication the word ‘NO’ sounds like a death sentence. And a long-term string of NO’s can turn into a situation that does more than just sound like a death sentence. Human being communicate with each other all day long. Our capacity for language is what distinguishes us as a species. But, because it comes naturally to us, many of us tend to take it for granted. Those of us who have an aversion to hearing the word ‘NO’ need to stop doing that. Really elegant communication skills are an art form, something that requires practice, study, and long-term cultivation. For people who work in sales and negotiation jobs, communication is their bread and butter. The following infographic outlines a few of the ways people say ‘NO." It also includes some of the techniques we teach in our corporate sales training and sales negotiation training programs, to ensure that ‘NO’ is not the last word in the conversation.

Despite our technologically-driven world, face to face interviews remain a key component of any negotiation. Whether you’re a prospective employee netting your first interview or a seasoned professional negotiating with an important client, interview skills are paramount. But sometimes interviews fail, and you may be bewildered as to why. Today, we’ll discuss the top reasons you didn’t ace your interview and how to avoid them in the future. Reason 1: Rudeness Hopefully, most of us wouldn’t walk into an interview or negotiation and make snide comments about the interviewer or stick our feet on the desk. However, there are subtle examples of rudeness that are just as harmful. For instance, you should avoid blunt, impertinent questions. If you left your last job due to low pay, don’t start the question-and-answer session with, "How long would it be before I got a raise?" If you’ve heard the client you’re negotiating with had an EEOC complaint filed against him, don’t ask about it. He won’t answer, and he’ll assume you think the worst of everyone you meet. Additionally, don’t do small, potentially rude things such as drumming your fingernails on the chair arm. Reason 2: Lies If your resume says you worked for your last company for a year, but you tell the interviewer it was eight months, he or she will assume you’re lying. Most interviewers can also spot resume padding a mile away, so don’t claim you’re proficient in French because you made an A in French II senior year of college. Additionally, don’t fib to make the employer feel good; for example, don’t say you’ll accept a certain salary when you really need more. Employers respect people who are open. Double-check your resume for any inconsistencies, no matter how small. Be assertive - but not aggressive - in negotiations, and offer to explain anything the interviewer has questions about. Reason 3: Cluelessness Few things irritate an employer or client more than an interviewee who doesn’t know much about the job or company. Do plenty of research before the interview, even if you won’t be working with this client long or the job is an entry-level position. Ask company-specific questions such as, "Does your special education program embrace full or partial inclusion?" If you don’t do your homework, it sends the message you don’t care and would prefer not to work with the company or client. In this case, you will not get the job or deal.

For most employers, recruiting new hires is easy. The problem comes when the same employees want to quit once they’ve worked for you only a few months or even weeks. If you struggle with employee retention, you aren’t alone. It’s a tough market for employers as well as employees, but there are things you can do to improve retention. Today, we’ll discuss why employees quit and how you can keep them from doing it. Why Employees Quit For every hundred employees, there are a hundred reasons to quit. According to the experts, though, the top reasons most people quit include: Lack of trust. Your employees will quit if they don’t feel you treat them as adults. Stringent penalties for being five minutes late, managers constantly looking over their shoulders, or surprise meetings where they’re quizzed on performance all make employees anxious and frustrated. Most people work hard to get their jobs, and they deserve to be trusted to do what you hired them for. Lack of vision. Walt Disney got the idea for Disneyland while watching his kids ride a carousel - he wanted to create a place where children and adults could have fun together. Disney had a gift for sharing his vision and getting others to believe in it. If your employees don’t know why they’re with you, they’ll leave. Lack of people skills. Employees want to know you’re listening. If you ask for suggestions in a meeting, take them to heart. Don’t interrupt when a worker talks to you. Remember names and faces, and ask friendly questions. How to Retain Employees Now that you know why people leave jobs, you might wonder how to keep them. Most business owners agree on a few key strategies, including: Know your numbers. How high is your turnover rate? What time of year do most employees leave? What departments have the highest and lowest turnover? These numbers will show you where you need to improve. Look for stressors. The workplace itself is stressful, but some jobs are more demanding than others. For example, doctors, police officers, teachers, and pastors are all particularly vulnerable to burnout. Find your company’s specific stressors. Are they confined to certain departments? Pinpoint the stress and invite employees to help you address it. Evaluate the hiring process. Who are you hiring and why? Many potential employees get discouraged because interviews focus on personality and "soft skills," not the skills they need to do the job. Strike a balance between professional and personal.

You can’t build a team when there’s a lack of trust. In his book, "Speed of Trust," Steven Covey noted: "trust is not some soft, illusive quality that you either have or you don’t; rather, trust is a pragmatic, tangible, actionable asset that you can create—much faster than you probably think possible." Developing and nurturing trust within your organization will lead to more efficiency, improved teamwork and a better work environment. EMBED TRUST INTO YOUR CULTURE One of the primary ways to build trust is to make it an integral part of your organization’s culture. At The Ritz-Carlton, our employee promise states: "By applying the principles of trust, honesty, respect, integrity and commitment, we nurture and maximize talent to the benefit of each individual and the company." This statement not only makes a commitment to the employees of The Ritz-Carlton, it also reinforces that The Ritz-Carlton operates through "trust, honesty, respect, integrity and commitment." It is the backbone of our culture. DEMONSTRATE TRUST THROUGH EMPLOYEE EMPOWERMENT Articulating your organization’s values is important, but consistently living those values is what rapidly builds trust. Empowering employees is an actionable and impactful way to show your faith in them. There’s a myth that trust can only be earned over time, and certainly, deep trust can take years to develop. However, you’ve probably also heard stories of teachers who put an "A" next to each student’s name on the first day of school. These teachers are showing students that they have confidence in the students’ abilities right from the start. This initial sign of faith can inspire advantageous results. At The Ritz-Carlton, employee empowerment begins on day one. Employees are told at orientation that they’ve been hired because they’re the best, and the organization believes in them and trusts them to represent The Ritz-Carlton. They’re immediately empowered to spend up to $2,000 per day per guest—that’s a powerful sign of trust. COMMIT TO TRANSPARENCY AND COMMUNICATION Honest and open communication also helps build trust. Be sure your organization has an effective way to share information with employees. When employees feel they’re in the loop, they’re far less likely to participate in gossip. Every employee at The Ritz-Carlton participates in a brief, standing meeting at the beginning of the workday called "daily line-up." One of the goals of daily line-up is to share announcements and keep employees informed about any corporate or hotel news. Of course, senior leaders are not expected to provide employees with detailed explanations of each business decision, but having an open door and being available to answer employees’ questions will circumvent unnecessary speculation. CREATE SYSTEMS FOR FAILURE A culture of trust also must allow for mistakes. As the former UCLA basketball coach John Wooden noted, "If you’re not making mistakes, then you’re not doing anything. I’m positive that a doer makes mistakes." You want your employees to be doers. If they feel like the sky will fall on them the moment they mess up, then they’re not feeling the safety net of trust. An organization that doesn’t value slip-ups as opportunities for learning breeds defensiveness rather than innovative thinking. The Ritz-Carlton has a process known as MR. BIV (Mistakes, Rework, Breakdowns, Inefficiencies, and Variations). Through this process, The Ritz-Carlton impersonalizes problems and shifts the focus from blame to solutions. Establishing trust in your workplace is only half the battle. Don’t forget to actively maintain the systems you’ve put into place. Think of your organization as a garden. What happens to a garden if you don’t take care of it? The weeds spring up and eventually take over. If you detect weeds in your organization, you have to handle them immediately. Weeds are broken systems, discontent employees, unethical managers or any other threats to your atmosphere of workplace trust. When you keep your garden of trust perfectly pruned, you’ve provided the right conditions for rapid growth, and your organization will thrive. ∞ The Ritz-Carlton Leadership Center offers a three-day Executive Education Program. This program is designed for senior executives who wish to lead sustainable positive change in their organization. Participants return to their organization with an action plan to implement their key learning from the session.

In 2011, with over 2,000 clubs worldwide, the executive team at Anytime Fitness wanted to improve customer service levels. Their goals were to have more consistent communication and service from their corporate all the way to their members. Known as "The club for busy people," Anytime Fitness wanted to go beyond that maxim to become "The club that cares the most." To help achieve its goal they looked to The Ritz-Carlton Leadership Center in hopes of gaining the perspective of a company that delivers Gold Standard customer service. Additionally, they wanted to learn from another industry that addresses the challenge of being open 24/7, 365 days a year. Consistency and uniformity are key As a result, two senior executives from Anytime Fitness attended the "Legendary Service at The Ritz-Carlton" course in 2011. They were so impressed they invited a Ritz-Carlton Culture Director to come onsite and teach about customer service at Anytime Fitness. Together they developed specific service standards to ensure consistency and uniformity throughout the organization. They also crafted implementation programs. By 2012, when Anytime Fitness held their Annual Conference, The Culture Director from The Leadership Center rolled out the service standards to an enthusiastic corporate team. "The Ritz-Carlton Culture Director ‘wowed’ us," said Debra Griffith, Director of Support at the corporate office for Anytime Fitness. "She exemplified what The Ritz-Carlton Hotel Company stands for…class." During the presentation the Anytime Fitness team realized, if exemplary service can be delivered in a hotel, it can also be delivered successfully in a gym. To present the newly minted customer service standards and help put the ideas into action, The Ritz-Carlton Culture Director facilitated a session with 17 Anytime Fitness support team—who carry the tagline, "We Coach 2 Inspire!"—before traveling with them to regional meetings and introducing the program benefits to franchise owners and club managers. Through multiple follow-up sessions with The Ritz-Carlton Leadership Center, Anytime Fitness has continued to develop programs that benefit customers and employees. Here a couple of the program highlights: Anytime Fitness instituted the watchwords, "Never and Always" to remind all employees of six critical service initiatives such as to never say "no" but instead, always offer what can be done in any given situation. Following the strategic plan developed by The Ritz-Carlton Leadership Center, Anytime Fitness put into action the principles behind the acronym, PLEASE. To an Anytime Fitness employee PLEASE stands for Personal, Listen, Empathy, Anticipate, Sense of Urgency, and Encourage. Each element of the PLEASE program gives direction to employees’ actions, helping them deliver excellent service to every club member, every time. The collaboration between Anytime Fitness and The Ritz-Carlton Leadership Center has been a successful one if you consider the spirit with which employees enjoy delivering Gold Standard Service, the retention of club members, and the recognition Anytime Fitness has received in the recent past. To name a few of the awards received: Forbes magazine named Anytime Fitness one of "America’s Most Promising Companies" — February 2013 Entrepreneur magazine ranked Anytime Fitness #1 on its "Franchise 500" list — and #1 in the "Fitness Businesses" category — January 2014 Minnesota Business magazine ranked Anytime Fitness the #1 Best Company to Work For in Minnesota (large companies) — June 2013 In spite of the high acclaim the company has received, Anytime Fitness isn’t resting on its laurels. Delivering consistent customer service and continuing to improve upon what was learned from The Ritz-Carlton Leadership Center is the goal of everyone in the Anytime Fitness organization. As Griffith noted, "We want to be The Ritz-Carlton of the fitness business." ∞ The Ritz-Carlton Leadership Center offers a one-day class called: "‘Radar On-Antenna Up’: The Ritz-Carlton Way of Fulfilling Unexpressed Wishes and Needs." There is no greater experience in service delivery than to surprise and delight a customer, and this program shows how the Ladies and Gentlemen of The Ritz-Carlton take service excellence to the highest levels every day.

English writer Douglas Adams once said, "To give real service you must add something which cannot be bought or measured with money, and that is sincerity and integrity." Everyone at your organization—regardless of role, level or location—is responsible for upholding the reputation of your brand. The following guest story demonstrates how one employee at The Ritz-Carlton, Dubai International Financial Centre acted with integrity by showing genuine care and concern for guests and their personal property. During a busy afternoon in the Laundry Department, a Laundry Attendant was completing his normal duties of sorting and washing the linen. The hotel had been completely booked the night before and there were large piles of linens coming down the chute to be cleaned that day. While the Laundry Attendant was moving a large heap of sheets across the room, he saw something sparkle within the pile of laundry. Curious, he paused to investigate. He put down the bundle he had been moving, sorted through the pile of laundry and he finally saw what had caught his eye: a beautiful diamond earring! Overlooked and Unnoticed The Laundry Attendant gently picked up the earring and examined it. Given its size and the way the stone glittered in the light, he knew right away that it must be of great value. Since the earring came out of the pile of bed linen, he assumed it must have been lost by a guest while she was sleeping, and then overlooked when the housekeeper cleaned the room. The first sentence of The Ritz-Carlton Credo states that: "The Ritz-Carlton is a place where the genuine care and comfort of our guests is our highest mission." The Laundry Attendant acted upon the principle of genuinely caring for guests by providing his finest personal service. He immediately delivered the earring to a Loss Prevention Officer so that the item would be in a secure place. While no missing jewelry had been reported, the Loss Prevention Officer thanked the Laundry Attendant. The earring was locked in a safe and the Loss Prevention Officer hoped a guest would realize the loss and report it missing. Integrity Generates Safety and Security Sure enough, a few days later a guest returned to the hotel and reported that his wife had lost her treasured diamond earring sometime during their stay at the hotel the week before. After verifying the identity of the guest and description of the jewelry, the Loss Prevention Officer was able to confirm the earring belonged to the guest’s wife. The guest was overjoyed that the earring had been returned and personally sought out the Laundry Attendant to thank him for his good deed. By turning in the valuable piece of jewelry, the Laundry Attendant not only created a memorable guest experience, but also reinforced the guest’s trust in The Ritz-Carlton brand. Your employees need to understand your business conduct standards and the importance of applying these standards to their work every day. When your organization acts ethically and with integrity, this results in greater customer confidence and increased loyalty. ∞ The Ritz-Carlton Leadership Center offers executive education as well as courses and presentations on customer service, employee engagement, leadership development, and sustainable culture transformation. 

"The toughest thing about the power of trust is that it’s very difficult to build and very easy to destroy. The essence of trust building is to emphasize the similarities between you and the customer." — Thomas J. Watson, Former CEO of IBM The Ritz-Carlton Leadership Center: Trust is a key factor when it comes to selecting which products to buy, services to use and where to seek employment. We trust the reputation of the organizations we choose to do business with. The Ritz-Carlton builds internal trust by empowering our employees. Empowered employees have the ability to immediately resolve guests’ problems, and this is one way we build trust with our guests. Through open communication we, as a company, work tirelessly to maintain the trust we have built both internally and with our guests. There are times we make mistakes, and as Thomas Watson points out, one mistake can begin to erode trust. When it comes to building trust, the keyword is consistency, and when it comes to rectifying problems, the keyword is immediacy. Hopefully, your employees and customers will forgive the occasional misstep and give you the opportunity to regain their trust. Which organizations have made special efforts to earn your trust? ∞ On Monday, April 13, 2015, The Ritz-Carlton Leadership Center presents "Your Journey to Service Excellence," The Ritz-Carlton approach to legendary service, employee engagement and a customer-centric culture. This special Symposium takes place at The Ritz-Carlton, Dallas, and early-bird pricing is available through December 31, 2014. Learn more about the keynote speaker, the presentation speakers, and the members of The Ritz-Carlton Executive Panel. The Blog Post Inspired Thinking: Power of Trust appeared first on The Ritz-Carlton Leadership Center.