Nathan Magnuson

JULY 6, 2015

Resources: Where (or from whom) could we get more information? When you come up with with potential solutions, the worst thing you can do is keep the information to yourself. Anticipate who needs the the information you have and work proactively to make it available. Timing : When does the issue occur? Share your results.

Benchmarking 120

Benchmarking Definition eBook Workshop 120

Nathan Magnuson

FEBRUARY 15, 2016

Anticipate Information Needs. “Who needs the information our team possesses?” When you identify an information need, do everything you can to meet it before being asked. ” It’s an easy question to ask. The hard part is making others’ needs a priority.

Influence 120

Influence Construction Teamwork Library 120

Nathan Magnuson

MARCH 17, 2014

But to my surprise the bank informed me it would be no problem and they would have an envelope waiting for me in the drive-through. People are afraid of looking dumb or not knowing the “right” answer, so they guard information instead of sharing it with others.

Blanchard 241

Blanchard Banking Influence Positioning 241

Nathan Magnuson

OCTOBER 5, 2015

Figure out what other groups in the organization do, anticipate what information they need from your group, and take the initiative to make it available for them. Managers lament being informed of problems. Instead of using connections for personal gain (a taker), find ways to provide valuable input (a giver). Act Like a Consultant.

Proposal 120

Proposal Constraint eBook Agility 120

Nathan Magnuson

APRIL 2, 2018

” The curse of knowledge makes it difficult or impossible to unremember information you possess. .” Emerson was speaking in positive terms, but there is a subtle disadvantage as well. It’s the cognitive bias “the curse of knowledge.” Get Sloppy with Basics.

Long-term 125

Long-term Learning-by-Doing Mentor Objective 125

Nathan Magnuson

APRIL 1, 2019

From time to time, I’m asked how my military experience informed my leadership. Even though I’ve all but forgotten my initial trip to the recruiter’s office, some things will stick with me for life. Here is a small sample of my lessons learned. Taking care of business in Kirkuk, Iraq, 2008. Ready or Not… Lead.

Leadership 266

Leadership Open-book Sample Long-term 266

Nathan Magnuson

MARCH 13, 2017

Leaders around the world appreciated the lessons we tried to convey in the book, but they had an intuitive sense, informed by their experience, that the book was not the end of the conversation. Did they want to know my career plans or what time my flight was going to leave? Most often, it was none of the above. They were right.

Leadership 120

Leadership Blanchard Definition Open-book 120

Nathan Magnuson

OCTOBER 3, 2016

The “curse of knowledge” is recognized as a “cognitive bias” that essentially means it is difficult or impossible to unremember or disregard information you possess. But with it brings some new disadvantages as well. It seems that what you don’t know – as well as what you do know – can both hurt you.

eBook 164

eBook Learning-by-Doing Resistance Operations 164

Nathan Magnuson

NOVEMBER 7, 2016

How do you get your big idea across in the age of information? A quick keyword search can provide anyone with much more data than they could ever hope to use. What’s the secret to getting your idea past all the clutter and into the land of reality?

Tips 148

Tips eBook Resistance Quality 148

Nathan Magnuson

MARCH 3, 2014

Development activities are informal learning opportunities. Organizational training departments usually spend the majority of their efforts creating these kinds of formal learning opportunities or bringing in outside vendors. What formal learning programs are you utilizing? Development Activities.

Library 180

Library Mentor Learning-by-Doing Consultative 180

Nathan Magnuson

MARCH 5, 2018

For instance, if you are trying to better serve your customers, do you realize there is a categorically different need between a brand new potential customer seeking information and a loyal customer who has just received his first poor experience?

Strategy 120

Strategy Development Leadership Covey 120

Nathan Magnuson

NOVEMBER 3, 2014

You have more access to information. You have more people to work with you and for you to solve your problems. (If If you have good leaders on your team, they’ll work to prevent problems from even showing up on your radar). You also have more opportunity to shape both culture and outcomes. In short, you have more control.

Leadership 173

Leadership Welch Bureaucracy Influence 173

Nathan Magnuson

JULY 7, 2014

A business executive continues with a risky plan in spite of damning information in hopes it will work out because to turn back would be to appear to admit defeat. The lengths “leaders” go to avoid blame many times far exceeds the amount of damage actually caused by a mistake.

Contingency Plans 186

Contingency Plans Uncertainty Cooper Proposal 186

Nathan Magnuson

NOVEMBER 16, 2015

With so much information and many high profile examples of what excellence looks like, how can we contribute in a significant way? Excellence is a blessing and a curse. It’s always a noble pursuit. But it can be intimidating as well. Regardless of what you aspire to do, excellence is a worthy goal.

eBook 120

eBook Training Consultative Commitment 120

Nathan Magnuson

SEPTEMBER 7, 2015

This means preparing for new projects that may come up, anticipating information other groups may need from you (and then providing it!) Don’t see your job as a set of check boxes just within your role. See it as the responsibility to help the organization move forward. and looking for areas that could be improved.

Influence 120

Influence How To eBook Strategic Planning 120

Nathan Magnuson

JULY 20, 2015

Or perhaps, a seasoned pro has begun to formally or informally take you under his wing. Congratulations – you’ve just been selected to participate in a corporate mentoring program. Or maybe you took the initiative and enlisted a mentor yourself. Whatever the case, way to go!

Mentor 120

Mentor Short-term Long-term eBook 120

Nathan Magnuson

JANUARY 18, 2016

When observing, realize you don’t have access to all the same information, but can still learn a lot. One of the biggest frustrations to senior management is middle management who won’t make the tough decisions at their level. How They Communicate with Their Teams.

Education 120

Education Leadership Middle Management eBook 120

Nathan Magnuson

OCTOBER 17, 2016

It is to inform, brainstorm, plan, persuade, decide, etc.? These best practices can help your meeting stand out, whether you are an organizer, presenter or participant – both for in-person and multi-site. Before the Meeting. Identify the desired outcome. What is the purpose of the meeting? What do you hope to accomplish by the end?

Participative 120

Participative Follow-up Audience Drucker 120

Nathan Magnuson

AUGUST 15, 2016

Since knowledge is power, they selectively withhold information so no one has the full picture beside themselves. In principled organizations, people always know where they stand because they get clear direction and feedback. Dictators thrive on internal instability.

Servant Leader 120

Servant Leader How To Politics Loyalty 120

Nathan Magnuson

JANUARY 6, 2014

The next time you take one, make sure to review the information and validate the results. Depending on the assessment, profiles may have additional descriptions based on common traits and themes. No personality assessment is 100% accurate, but many can be extremely accurate. Look for areas where you can further your development.

Human Resources 174

Human Resources Follow-up Consultative Construction 174

Nathan Magnuson

DECEMBER 24, 2012

For more information on Coach Bill Snyder’s 16 Goals for Success, visit the official website here. And truly believe we will. Consistency. Your very, very best every time. Leadership. Everyone can set an example. Responsibility. You are responsible for your own performance. What are your goals for success?

Goal 306

Goal Succession Follow-up Mentor 306

Nathan Magnuson

MARCH 7, 2016

Then the information and resources you share will be important to them, not just to you. Anticipating the needs of others is one of the most compelling ways to influence when you’re not in charge. Make an effort to see things from their perspective.

Positioning 120

Positioning Blanchard Open-book Reputation 120

Nathan Magnuson

JANUARY 14, 2013

The punchline informed us, “there are some things money can’t buy. You may remember the Mastercard commercials that ran on television several years ago. Each one depicted a family having a wonderful (and expensive) excursion together. For everything else there’s Mastercard.”

Mentor 245

Mentor Influence Learning-by-Doing Human Resources 245

Nathan Magnuson

NOVEMBER 26, 2012

Having a career goal informs the rest of the IDP elements. It could be the next promotion, an entirely new position, or increased capability in the same position. Or it could be additional responsibility outside of your role to supplement the work you already do. Objectives.

Planning 234

Planning Development How To Short-term 234

Nathan Magnuson

JANUARY 21, 2013

But try to utilize your own research ability first – there’s a lot of information available at the click of a mouse! At this point it may be appropriate to check in with a mentor again, either the same one or another. Is there a professional mentoring program in place at your job?

Mentor 225

Mentor Learning-by-Doing Follow-up Audience 225

Nathan Magnuson

SEPTEMBER 21, 2015

We’ve never had more information (or more access to information), yet it’s almost impossible to be sure we have all of the right information to guarantee an outcome. It’s the candid sharing of our opinions and feedback (in appropriate ways) that provide enough input for the team to make informed decisions.

Uncertainty 120

Uncertainty Short-term eBook Sample 120

Nathan Magnuson

SEPTEMBER 5, 2016

Withholding Information. Some leaders refuse to share information in order to maintain an advantage over others – dictator behavior at its finest. Others assume everyone has the information they need because they shared it in a single meeting last quarter. An Excessive Need to Be “Me” We all have our quirks.

Succession 120

Succession eBook Executive Coaching Resistance 120

Nathan Magnuson

JANUARY 19, 2015

This bias takes place when an interviewer allows a small amount of negative information to outweigh positive information (or for Positive Emphasis – allows positive information to outweigh significant negative information). Negative (or Positive) Emphasis. Question Inconsistency.

Human Resources 120

Human Resources eBook Objective Document 120

Nathan Magnuson

NOVEMBER 6, 2017

Of course it’s not always appropriate to disclose 100% of the information to 100% of the stakeholders in 100% of the situations. As a leader, it’s your responsibility continue to grow. Your Transparency. Leaders tell the truth.

Leadership 120

Leadership eBook Workshop Uncertainty 120

Nathan Magnuson

OCTOBER 7, 2019

Experts may be individuals at higher levels in the organization, subject matter experts, thought leaders or simply curators and distributors of information. They can serve as either formal or informal mentors, if you take the initiative to ask them. Or you may follow the work they produce from a distance.

Follow-up 34

Follow-up Learning-by-Doing Examples Influence 34