Lessons From the Wingman: Pay it Forward, Upwards, Sideways, and Downwards
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This Enterprise Engagement Alliance RRN Meaningful Meetings YouTube show shares the leadership and business management insights of an award-winning public speaker, former Air Force F-16 fighter pilot, human capital advisor, and business-to-business sales director.Click here for links to RRN Preferred Solution Providers.
Pay it forward, don’t be afraid to ask, develop and implement systems that include both people and technology, and “soar with eagles,” are among the recommendations Waldo Waldman provides in this Enterprise Engagement Alliance YouTube Purpose Leadership and Stakeholder Management show.
What has a world-recognized speaker on leadership, author of a best-selling book, and former fighter pilot learned from his experiences presenting before hundreds or organizations and tens of thousands of people? Hall of Fame Keynote speaker, leadership expert, and executive coach Waldo Waldman is the author of the New York Times and Wall Street Journal best-selling book Never Fly Solo®, shares some of those lessons in this recent Enterprise Engagement Alliance YouTube show.
Click here to view and/or listen to him firsthand in this Enterprise Engagement Alliance show co-hosted with Jaki Baskow, Founder and CEO of Baskow Talent.
Waldo says he teaches tactics on how to build trusting, revenue-producing relationships with employees, partners, and customers while sharing his experiences as a former Air Force F-16 fighter pilot and sales manager. In addition to his speaking and coaching services, he is on the board of directors and Director of Human Capital for the International Data Center Authority. Waldo’s key leadership principles are:
• Winners never fly solo
• Great organizations promote collaborative cultures of trust
• Training and preparation drive sales excellence
• Standards and values determine culture
• Be courageous, not fearless
• Core values are essential for growth.
Here are some of the highlights of the show.
Relevance is key. One can have the best idea in the world for a movement, business, or event, but if it isn’t relevant to the audience or the times, it has little chance of success. Those on a quest cannot create relevance...they have to be there and ready when the time is right.
Events are the last bastion of authenticity in the new world of AI. Now that even live events ae using machine-learning based avatars as part of the communication mix, the need for authentic one-on-one interactions with actual people--from whose collective wisdom and writings AI is drawn--will become even more important.
A clear purpose, goals, objectives, and values are mission differentiators. While spontaneous circumstances can undo the fortunes with even the best team, “soaring with eagles”—having a cohesive, dedicated and highly capable tea--provides a better chance for sustainable success and, when times get tough, beating the odds.
Use events to harmonize the interests of stakeholders. Whether bringing together competitors at association events, or associates at organizations, a big opportunity at events is to harmonize the interests of stakeholders to enhance the purpose, goals, and objectives of the organization, consistent with its values. This entails collaborative experiences and exercises relevant to the enterprise that reach into both the hearts and minds of participants.
Success takes a system. One cannot achieve success in any sustainable way without systems that address: 1) the leadership issues involved with harmonizing the interests of all stakeholders on a clear purpose, goals, objectives, and values, and 2) the ever-changing technologies and touchpoints to enrich engagement. Check out the technology Waldman uses in this show.
Best advice in business and life. Pay it forward, up, down, and sideways in your business or community. Look for ways to create value for people with no expectation for return, but don’t be afraid to ask for help either.
When the going gets tough, don’t hide it at events. If an event is held during a time of layoffs are other challenges, the best approach is to be as transparent as possible. Put the circumstances in the context of the organization’s purpose, goals, objectives and values so that the audience understands the basis upon which difficult trade-offs get made.
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