Urgent – due tomorrow – business management – elevator pitch

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Topic: Identifying Future Opportunities and Markets for Easy Chairs

Format/Length: 2 pages | APA Format | MUST USE AT LEAST 2 COURSE RESOURCES 

Due: Friday, November 5, 2021

Info: Please see the detailed assignment instruction/background below and attached the case study/course resources attached.

Assignment Details:

  • Create a three-minute video transcript,      using the instructions found in the Elevator Pitch      Introduction, to present your conclusions on resolving the      issues of trust in the two scenarios.
    • Scenario one should seek to comment on the following       points: Identify and explain the trust issues that Jessie has with his       direct report. How did he create this problem? What can he do to correct       the issue?
    • Scenario two should explain to Dwight how to set up a             successful team, establish trust in a       culturally diverse environment. It should also include ways now to       bolster the trust in the existing teams. Explain the influence of       cultural IQ in virtual meetings and how and why it can cloud success. In       the discussion of the Asian teams, research the cultural differences in       creating trust relationships between Americans and the Japanese and South       Koreans. Explain specifically how this relates to the experience of the       EC team members. Identifying and describing the steps that should be       taken by team members to make the virtual experience work. This template       should be something that all teams can follow in the future. Be sure to       include a step for cultural diversity if these virtual meetings are       cross-cultural. Explain why and how these steps will create trust in the       relationship.
  • Both scenarios should include a detailed discussion of      the communications issues present and how best to address them for better      relationships in the future.
  • You must use course material to support your responses      and      APA in-text citations with a reference      list. Since it is a video, you will need a separate reference listing for      any sources you reference in the video.

Building Trust

Dwight thinks that new managers must know how to create and maintain trust with their employees. He views communication as a major component of establishing trusting relationships. Dwight has set up two real situations that he wants his new hires to evaluate and comment upon in a short three-minute video presentation to the group.

Skill #2: Build trust in INDIVIDUAL relationships both locally and at a distance.

In the recent meeting with the new managers, Dwight at Easy Chairs wanted to emphasize the importance of communication in leading.

Dwight reported a recent occurrence that happened in the production department just the other day. Sally Hill was sitting alone at the lunch table when Dwight passed by. Saying hello and getting an unusually quiet reply Dwight stopped to ask if things were alright. Sally said things were fine, but she did not look fine. He wondered if something was wrong. Sally, who runs the conveyor belts on the production line, has been on the job since EC began, and she is very good at her job.

Dwight was right. Things were not good for her on the production line. She was sitting at the lunch counter rather than going back to the floor and doing her job. It seems that Sally’s new floor supervisor, Jessie, has decided to implement a production efficiency study so that he could measure her efficiency of motion. At first, Sally took Jessie at his word that the study was to see if she could improve her time and therefore get more work completed faster. It wasn’t until she overheard him telling someone else that he was thinking of getting a robot to do her job that she lost faith in him and the company. Shouldn’t they be telling her about this possible change? Is it fair to just announce the change one day and her be out of a job the next? Jessie just lied to her. Not sure of what she heard, Sally consulted some of the other production workers who do different jobs. They said there had been rumors but they knew Dwight and Ike would never do something that drastic without consulting with them.  Sally just wasn’t sure. Worse yet, Jessie made her write down all the data for the study and questioned her if she left numbers blank. She lost track often and her work began to suffer. Jessie began to come down hard on her and finally put her on probation. When this happened, she finally confided in others only to find that several felt Jessie did not trust them. Jessie seemed to question what they were doing. Only a week after Dwight began to investigate Sally’s unhappiness things came to a head in the department. Jessie had a team meeting to get at the reasons why production rates had dropped. He talked for 30 minutes. He asked for people’s opinions and no one would reply. One person asked permission to speak but asked only if the study would take much longer. Finally, Jessie dismissed the team. Jessie did not understand; when he first arrived everyone was happy and helpful. Hadn’t he always been straight with them?  Why was everyone so unhappy now? Jessie finally saw that he had a problem, but he wasn’t quite sure what it was. 

Dwight approached Jessie a few days after the meeting and asked him if the rumors he heard about using robots to replace some of the production workers were true; Jessie finally knew what was wrong. Do you?

Skill #3: Build trust in TEAM relationships both locally and at a distance.

In week one Dwight and Ike explained that EC expanded into the Asian Market. They are concerned that things could be going better for the distributors if they had better teamwork with the groups in Japan and Korea. The current EC teams report that the Asian teams seem quiet when they meet and are not as quick to respond to the new plans. Personal “chit-chat” is at a minimum and seems to be one-sided. The EC teams are getting stressed out because they are always taking calls either late at night or early in the morning to catch the Japanese/South Korean working hours.   Overall, they just feel that they are being tested and are coming up wanting. Creating trust in a virtual team, especially those with members from abroad, is particularly hard. How can you help the EC team be successful? Show Dwight how you would set up a new international team and how you might help the existing teams now.

Weekly Brainstorming Projects
Easy Chairs Training Program
The Leaders of Easy Chairs (EC), Dwight Rickenbacker and Ike Omar, have decided
that they want to customize their management training program to fit the company both
stateside, abroad and online. They have tasked your group, BMGT 485 Class
Consulting Firm, to create a program that features the top ten skills they believe an
Easy Chairs manager should possess in a contemporary business arena. Rickenbacker
and Omar are confident that if their managers have these skills the company will profit
immensely.
Dwight, who is guiding this project, has given you a course outline, the list of skills, and
course material he believes will enhance the managerial candidates in their training. He
has also given you some of the most common examples of the skill in action so that he
can see those candidates that apply the skill well and those who need improvement. He
wants your firm to develop the best answers to these scenarios and present them
to him for evaluation. This way he can determine if the candidates are a good fit for
EC and where he can help them to improve going forward.
Dwight envisions the program class to work as follows:

• Each week the firm will be given a small project, case study or activity to
complete that relates to one of the skills he deems important to company
success.

• The firm, and you as a member, will brainstorm the activity answer discussing as
a team the best way the manager can employ the skill to complete the activity.

To help the firm better Dwight has supplied a corporate history of Easy Chairs.

Company History

Dwight Rickenbacker and Ike Omar were two American Army Veterans who
wanted to make a difference for their fellow wounded veterans. They decided
that they wanted to make semi-customized wheelchairs. After researching the
idea, the two vets agreed that they were going to do something unique with
the wheelchairs. Dwight and Ike decided to make the wheelchairs with 3-D
printing with easily replaceable parts so repairs could be done by someone
with basic mechanical skills. They also agreed that they would only hire
veterans as employees.

Dwight and Ike started their business, EC’s five years ago in Birmingham,
Alabama. Since then, the business has grown exponentially. Last year gross
sales were over $7 million and was projected that the business will reach $9
million by the end of next year.

A significant part of Easy Chairs’ success has been through Internet sales.
The company website is geared to the American market. The average cost of
a non-motorized chair is $59.00, half of the cost of a simple product found at
Walmart. The battery-operated models average between $500 and $600,
almost a quarter of the traditionally produced models. Prices for parts for the
chairs are varied but the most expensive part is the battery for the mobile
units, which is priced at one-fifteenth the price of an average battery. The
company can customize colors, add oxygen container carriers and other
features that improve the wheelchair-bound person’s life for minimal cost
because their computer program allows the chair to be designed to each
person’s specifications before manufacturing. Last year, Rickenbacker
decided to sell their products overseas both via the internet and through
licensed distributors. Currently, they have agreements with distributors
in Japan and South Korea. They hope to expand more abroad and are
considering adding manufacturing operations abroad as well.

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Best Elevator Pitch With Examples For Job
Seekers

In this article I’m going to quickly show you some great elevator pitch examples for job seekers, plus how
to go create your own quickly and easily so you can find a job faster.

What Is An Elevator Pitch?
Essentially it’s a short summary about yourself and what you do, in the time it takes to ride an
elevator. You have to be able to deliver and convince in that time frame. That’s the famous 30 second
“elevator pitch”.

And it can be for anything. Finding a new job, going to a networking event, starting a sales relationship,
etc.

Here’s the thing about an elevator pitch- you have one whether you know it or not.

Any time somebody asks you about your work, or asks what you do, you’re saying something… right?

And if you’re looking for a new job, your elevator pitch is big part of how you respond when they say, “tell
me about yourself”.

This could be a phone conversation with a recruiter, or an in-person interview when you first sit down.

If you’re at a networking event, your elevator pitch will be the information you share when somebody
asks what type of work you do.

It’s your one and only chance to get their attention and set the tone for how they view the rest of what
you tell them. That’s why it’s so important.

Interview Preparation Networking / By Biron Clark / 36 COMMENTS

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Here are the 2 best elevator pitch methods, with examples…

Method 1: Elevator Pitch for Job
Seekers
There are a few key pieces that your elevator pitch should contain. This is assuming you are looking for
a job or looking to grow your network. If you’re trying to create an elevator pitch while working in sales,
it’ll be a bit different and you should read the alternate method below this first method.

Here are the key pieces to creating a perfect elevator pitch…

1. Who Are You And What Do You Do?
The first piece of what you actually say needs to tell them who you are. This might include a bit about
your background, what you do, what your skills and interests are, etc.

This is where you need to tailor your answer to fit the outcome you want.

If you describe yourself as an expert in finance, do you think people will pay attention to you on financial
topics? Yes!

But what if you made yourself sound more like a generalist who knows a little about many areas, and
finance is just one of them? Nobody is going to respect your opinion nearly as much, and they might not
even remember you mentioned it.

That’s why it’s important to tailor your answer to fit the result you’re hoping to achieve and what you want
to be known/remembered for.

To recap, the first part of your elevator pitch might sound like this example: “Hi, I’m David. I’m a Scientist
with a background in chemistry. I specialize in research and development, and new product discovery.”

2. Why Should They Care?
Now you want to get a bit more specific and draw their attention in.

What are you working on right now or what have you accomplished recently?

Here’s an example:

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Now they know your expertise, and assuming it’s relevant to them, you’ve caught their attention and
opened up the conversation.

This is why the first step was so important though… if you don’t decide what you want to be known for,
and tailor your answer to emphasize those strengths, you’ve lost them!

Same goes for job interviews. If you’re applying to be a supervisor, don’t talk about how you love
focusing on your individual goals in your job interview answers. Talk about how you’re a good
manager or how you take the lead on projects.

I can’t emphasize this enough- it’s all about deciding what you want your audience to remember
you for. And you need to pick only one or two things. If you mention more, they’ll assume you’re not
particularly talented in any!

3. What Do You Want?
After the two steps above, you need to conclude your elevator pitch and this is your chance to be upfront
and tell them your objective. Why are you in this conversation to begin with?

If you’re at a networking event because you’re starting a job search soon, say something like this:

It’s rare that someone would turn down the chance to hear about how another company does things, so
you’ve offered a pretty good trade-off!

They might also ask why you’re considering a job change. Either way, you’ve opened up multiple ways
for them to expand the conversation.

Get comfortable with these three steps and you will have a MUCH easier time answering the typical
phone interview questions you’ll hear, introducing yourself at networking events, and more.

Full Elevator Pitch Example Based On The 3 Steps Above:

“I currently work at Johnson & Johnson and my team is working on developing a new
antibacterial cream that’s set to go into clinical trials this month.”

“So, I’m interested in meeting people with similar backgrounds, and I’m considering changing
jobs this year so I’m curious to learn about the work environments in different companies.”

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Method 2: For Business Owners,
Salespeople, And Job Seekers Who
Want A More Direct Elevator Pitch
The method above can work for pretty much anybody, but it’s really designed to create the best elevator
pitch possible for job seekers. But if you own a business or you work in sales, you should be much more
direct…

I recently came across a great formula and have yet to find anything better in terms of a very specific,
direct elevator pitch. So I’ll share the formula here and then give you some elevator pitch examples with
this method.

I suggest you try it if you want a more direct approach.

The Basic Formula/Template:
I help (specific target customers) who want to get (specific desired result) without having to (unwanted or
inconvenient steps). Do you know any (specific target customers) who wants to get (specific
desired result)?

Elevator Pitch Example With This Method:

Use a definitive period of time if possible. Don’t just say “fast.” And narrow down your market as much as
possible. I didn’t say “working professionals.” I said “job seekers who want to advance their careers.”

Another Example:

“I’m a Scientist specializing in chemistry and new product discovery. I currently work at
Johnson & Johnson and my team is working on developing a new antibacterial cream that’s
set to go into clinical trials this month. So, I’m interested in meeting people with similar
backgrounds, and I’m also considering changing jobs this year so I’m hoping to learn about the
work environments in different companies.”

“I help job seekers who want to advance their careers and find a job in 60 days or less, without
having to memorize hundreds of answers or spend hours studying. Do you know any job
seekers who want to find a job in 60 days or less?”

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This direct approach could be adapted back to your job search too. Let’s look at one final example of this
second method for a job search:

How To Deliver Your Elevator Pitch
Now that we covered how to create the best possible elevator pitch… with plenty of elevator pitch
examples… there’s something just as important we should talk about.

Delivery!

You need to be convincing and memorable. Without this, the content won’t matter.

The First Impression
People want to know they are talking to a good, honest, reliable person that they can trust and perhaps
even like.

They won’t get this by looking at your resume.

You need to open up by having great body language and be confident and excited about what you’re
saying. You have to appear like you know they’ll be interested. You cannot be hesitant here so practice.

And pay attention to body language too. Smile, look confident, and stand or sit up straight. When you’re
slouched over, not only are you not using the full potential of your brain (yes, there’s been research), you
also look untrustworthy.

Make Them Feel Important

“I help restaurants with multiple locations organize their customer data and boost their sales up
to 10%, without having to spend any additional time or money on advertising. Do you know
any restaurants with multiple locations that want to boost their sales up to 10%?”

“I’m an R&D Scientist who helps companies use their existing patents and technologies to
develop new skincare products. Right now at Johnson & Johnson I’m finishing a successful
project for an antibacterial cream and I’m looking for my next challenge. Do you know any
companies that are involved in discovering and developing new skincare products?”

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Who doesn’t like to hear that their own background or story is interesting? Or that you feel their opinion
is needed on something!

So, here are ways to make the other person feel important, which will help you be more memorable and
convincing to them!

1. Ask Questions
When they tell you something about their background or give their own elevator pitch, show interest
and ask a follow-up question. Don’t just sit there waiting for your turn to talk.

2. Compliment Their Expertise
If you are asking them a question or hoping to get information from them, compliment their
experience first and give a reason why you’d value their response. Example (in a job interview):
“You mentioned working here for ten years and rising from an entry level position to Manager. What
tips for success can you offer if I were to start in this role?”

3. Remember The Facts
Don’t make somebody repeat important pieces about their background. How do you feel if
somebody can’t remember your name or a story you just shared. So if they’re taking the time to tell
you about their latest project, try to capture the details. You don’t want to be standing there two
minutes later asking, “wait, you said you were involved in a research project, right?” It’ll immediately
make them take less interest in what you’re saying as well.

Relax
When you’re nervous or anxious, you breathe with short, shallow breaths in the upper chest.

Here’s how you should breathe:

Use your stomach and take long, deep breaths. I had to teach myself this, it didn’t feel natural at first. I
couldn’t figure out how to breathe in a way that’d get my stomach to go in and out, at least not when I
was paying attention and “trying.”

I was filling my upper chest with as much air as possible but my stomach wasn’t moving. That’s not the
right way.

Practice, figure it out, and then use it as a way to relax when you’re waiting for a job interview or a
meetings.

Practice
Nothing comes out perfect the first time. Having the best elevator pitch is useless if you don’t practice.
Give it a test run a few times and make sure you’re hitting the key points and keeping it short. 30 or 60
seconds is about as long as your elevator speech should take.

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It’s a good idea to practice job interview questions and answers you’ll give too. In general, practicing
makes your responses sound a whole lot better.

Don’t try to memorize your elevator pitch or interview answers word-for-word, though. It’ll come out
sounding scripted and rehearsed (not good).

Instead, focus on hitting the key points you want to mention. It might sound a bit different each time but if
you have three key points to hit, and you go through a few elevator pitch practice runs and hit all three,
you’re ready to go!

What Happens If You Don’t Prepare An
Elevator Pitch?
You only get one chance to make a first impression. If you sound unsure of yourself and don’t have a
clear story of what it is you do, you’re going to be less convincing and immediately turn people off!

And they’ll be less likely to remember you when you follow-up by email after an interview, or after
meeting them at any type of networking event.

I’ve learned this myself the hard way. I’ve met new people, mentioned five different things I do, and
just came across like I was average (or worse) at all five. People want to meet experts that they can feel
confident in, not generalists that know a bit about everything but can’t really lead the way on any given
topic!

Your elevator pitch needs to come out smoothly and be designed to share your strengths and facts that
relate to the direction you’re heading in. And that doesn’t happen without practice.

Even if you outline an average elevator pitch and just practice it a few times in your head, it will be so
much better than making it up on the spot!

Strategy

Financial Targets Don’t
Motivate Employees
by Lisa Earle McLeod and Elizabeth Lotardo

February 26, 2021

Summary.   

Thomas Jackson/Getty Images

It’s natural for leaders to emphasize the importance of hitting financial

targets, but making numbers the centerpiece of your leadership narrative is a

costly mistake. Financial results are an outcome, they’re not a root driver for

employee performance, and a growing body of evidence tells us that

overemphasizing financial targets erodes morale and undermines long-term

strategy. Leaders looking to motivate employees must instead use their time with

their teams to build belief in the organizational purpose, the intrinsic value of the

employees’ work, and the impact they have on customers, and each other. To do so,

the authors recommend three tactics: 1) Reevaluate how you use your leadership

airtime; 2) Discuss your customers with specificity and emotion; and 3) Resist the

urge to widely share every measure of financial performance.

Would you be excited if your boss started a meeting saying: “I

want to remind you that you’re a cog in a machine whose primary

purpose is to hit our financial targets”?

It’s hard to imagine that you would feel much joy or pride of

ownership in your work if your contribution was reduced to your

financial output. While this specific wording may be a bit

exaggerated, it’s not a far departure from the message that many

employees hear on a daily basis.

As we move into what (we hope) will be a growth period, it’s

natural for leaders to emphasize the importance of hitting

financial targets. Financial performance is crucial, of course. But

making numbers the centerpiece of your leadership narrative is a

costly mistake.

Financial results are an outcome, not a root driver for employee

performance. A growing body of evidence tells us that

overemphasizing financial targets erodes morale and undermines

long-term strategy. When a leader spends the majority of their

airtime on a “make the numbers” narrative, it creates a

transactional relationship with their employees, making them

more likely to create transactional relationships with their

teammates and customers.

close

The events of 2020 remind us: Employee engagement is the

lifeblood of an organization. What your team thinks, feels, and

believes about your organization, and their own work, drives their

behavior — and their behavior is what determines your success or

failure.

Leaders seeking to ignite creativity and drive exponential effort

must go upstream, using their time with their teams to build

belief in the organizational purpose, the intrinsic value of the

employees’ work, and the impact the teams have on customers,

and each other. Here are three ways to do that:

1. Evaluate your leadership “airtime.”

When Mike Gianoni took over as the CEO of SaaS firm Blackbaud,

he flipped the way they conduct town halls. Previous leaders

spent the majority of their airtime sharing financial results.

Gianoni took a different approach. He began using his time to

discuss the impact Blackbaud was having on customers, and he

directed his leaders to do the same. “Shifting our airtime from

internal metrics to customer outcomes jump-started the next

level of customer empathy and value,” explains Blackbaud

President and GM Patrick Hodges. “Over time, your attrition goes

down. When people feel good about what they do and they’re

more successful, they’re not going to look for another job.”

We recommend leaders aim for a 50/50 split, spending at least

half their leadership airtime building belief in the meaning and

external impact of the work, and half on internal metrics and

deliverables. It’s not without coincidence that six months after

Blackbaud adjusted their leadership airtime, they had an

innovation breakthrough, employee engagement rose

dramatically, market share increased, and revenue grew

exponentially.

2. Discuss individual customers with emotion and
specificity.

The more clearly an employee understands their direct impact,

the more likely they are to go the extra mile; they also experience

greater fulfillment in doing so.

Consider this research from organizational psychologist Adam

Grant, who studied paid employees at a public university call

center who were hired to solicit donations to the school from

alumni. He divided the team into two groups. One group went

about their day as usual, phoning potential donors. The other

group, before jumping on the phones, had a short conversation

with a scholarship student, someone who was able to get an

education because of donations that the call center produced.

After a month, callers who had spoken with the scholarship

recipient spent more than two times as many minutes on the

phone, and brought in vastly more money: a weekly average of

$503.22, up from $185.94.

The same findings have been echoed in studies of lifeguards,

hospital workers, and sales teams. When we know our work

matters to an individual person, we rise to the occasion.

Discussing customers in the aggregate does not create the same

emotional pull. Instead, when you speak about customers, even if

your team does not interact with them directly, use their real

names, talk about the businesses they have, and show your team

that real people are counting on them.

3. Resist the pull of the “FYI.” 

In our consulting practice we routinely observe well-intended

leaders who in an effort “to keep their team informed” pass along

everything that pertains to financial performance. It’s natural,

because the gravitational pull of most organizations leans towards

the numbers; it’s what gets reported and thus it’s routinely

forwarded down.

But when a leader send their team decks filled with financial

targets employees are often left to their own devices to figure out

how to translate broader financial goals into their daily behavior.

It’s confusing at best, dispiriting at worst.

Emotional intelligence expert Daniel Goleman says, “A primary

task of leadership is to direct attention. To do so, leaders must

learn to focus their own attention.” Instead of routinely hitting

forward on every financial report, think about where you want to

direct the attention of your team.

You can decide what to share and what not to share by asking

yourself questions like: What does my team need to be thinking

about on a daily basis to accomplish these goals? How do I want

them to behave with customers and each other? Filter out the

noise coming from other places in the organization and focus

your language on the two things that are 100% within the control

of your team: their mindset and their behavior.

The research is telling us what we already knew in our hearts to be

true: You cannot spreadsheet your way to passion. With ambitious

goals on the horizon, it’s tempting to double-down on financial

metrics. But hitting financial targets requires employees who are

excited and care about their work.

As we face a future of potential uncertainty and unrest, it’s crucial

for leaders to help their teams stay engaged. You can improve

your team’s performance (and their emotional well-being) by

making sure your airtime, your metrics, and your language

communicate one simple message: Your work matters.

Lisa Earle McLeod is a sales strategist and
professional speaker whose clients include
Salesforce, Kraft Heinz, and Roche. She is the
author of Selling with Noble Purpose and an
expert in sales transformation. Learn more
about Lisa’s work here.

Elizabeth Lotardo is a researcher and
consultant who helps organizations drive
revenue and engagement. She is the co-author
of Selling with Noble Purpose and holds a
master’s degree in Industrial and
Organizational Psychology. Connect with
Elizabeth here.

The Business Environment of Today Requires Managers Who Lead

Changes in Business

Today’s Global Mindset

Management Versus Leadership

Week 1: The Effective Manager/ Leader of Today

Lesson 1 of 3

Changes in Business

Today’s Business Environment
Today’s business environment can be characterized as frenetic. The rapid changes in

technology and the development of new business opportunities are making traditional

business leaders uncertain as to how to manage and lead change. The face of leadership has

changed from the “Captain of Industry” to the “Team of Change”.  Understanding the

landscape of business today and in the future tells us what necessary skills are demanded of

an e�ective manager today and by extension why this class will focus on our study of these

skills. 

In this video you will learn about some of the biggest business challenges that leaders are facing
today through an interview with the former CEO of Young &  Rubicam.

B U S I N E S S C H A L L E N G E S T H E F U T U R E O F W O R K

today business environment

In this video you will look at Jacob Morgan’s vision for how work must change due to di�erent
demographics and advances in technology.

B U S I N E S S C H A L L E N G E S T H E F U T U R E O F W O R K

The Future of Work with Jacob Morgan

Review the article, Managing in Chaos, about getting companies

to change quickly in a very chaotic and fast-paced world.

Lesson 2 of 3

Today’s Global Mindset

The Global Mindset
Due to many di�erent changes, both in business itself and in the world around us, there has

been an increasing number of businesses that have moved to a more global mindset.

Technology has made it much easier to conduct business internationally, and therefore the

entire economy has sort of shifted into more of a global economy than it ever was before. 

Dominic Barton: Five Trends Reshaping the Global Economy

Review the video below where Dominic Barton discusses �ve trends that are reshaping

the global economy and the implications that has on leaders during this time of change.

Now that you have learned a bit more about some of the trends that are shaping the global

economy it is time to switch gears to global/international strategy. In this next video you will

learn a bit more about the strategy of international business and the three questions that

companies need to ask when looking to expand internationally.

The Strategy of International Business

Read pages 1 – 14 of International Business Management, where

you will learn about the international business ecosphere,

SU BMI T

including an introduction, country attractiveness, protectionism,

and liberalization. 

Check Your Understanding from the Reading:

Match the major reason for a business to go global on the left with its

de�nition on the right.

First-Mover Advantage

Opportunity for Growth

Increase of Customers

Discourage Local
Competitors

It refers to getting into a new
market enjoy the advantages of
being �rst.

Your market may saturate in
your home country and you set
out exploring new markets.

If the customer base is in short
supply, companies may need to
look for a new market.

Not allowing other players to
get into the same business-
space as one company is in.

Lesson 3 of 3

Management Versus Leadership

Management is about arranging and telling. Leadership is about nurturing and

enhancing.”

Tom Peters

Until now the coursework has indicated there is a di�erence between managers and leaders.

The mindset of the leader is that of the visionary, big picture, future-oriented, leader of

followers. On the other hand, managers are the business stabilizers, the point person who

seeks to set goals toward the execution of the leader’s vision. But is that the future for

managers? 

The breakdown of large business structures into smaller, collaborative, change responsive

organizations with �at structures led by teams puts managers in the unique position of

setting visions and making decisions that formerly would not have been a�orded to them.  It

seems to suggest that leaders will be managers and manager’s leaders. Tom Peters would

suggest that there is still a di�erence while other business leaders suggest that managers and

leaders are becoming the same by taking on some of the same skills the other’s role used

exclusively. Understanding how the roles are blending helps to explain the range of skills

today’s manager must have to be e�ective.   

The Difference Between In�uence and Leadership –

Read this article that talks about the distinct di�erences between in�uence and leadership. The
authors outline ten di�erences between in�uence and leadership within the article.

The Future of Leadership and Management in the 21st Century Organization –

Read this article that discusses what it takes to have successful organizations today, including
teamwork, trust, accountability, and decision making at lower levels within the organization. 

Successful Organizations Need Leaders on all Levels –

Read this article about the importance of having strong leadership throughout all levels of the
organization and the fact that many organizations are still facing a shortfall in their acquisition
of strong leadership talent.

The Fundamental Differences between Leadership and Management –

Read this article about the strengths of leadership and management that are both needed in
order to be successful at organizational change, which is an important part of an
organization’s success today. 

21st Century Leaders and Managers Require A Diverse Skillset to be E�ective

Managing Knowledge

Management Skills

Skill #1: Communication

References

Week 2: Skills for Effective Management

Lesson 1 of 4

Managing Knowledge

Leadership is the capacity to translate vision into reality. 

Peter Drucker

Finding a way

The twenty-�rst century has brought a unique set of challenges to the business leader.

Driven by the onslaught of technology, leading a business today forces leaders to change their

old skills to meet new challenges.  As early as 1956, Peter Drucker labeled the managers of

the 20th century as “knowledge workers.”  Referring to the people who collect and control

data as well as to those who are planners, product developers, programmers and researchers,

Drucker saw the worker of the future be people who manipulate information as opposed to

those who are concerned with the production of goods or services.  Davenport o�ers a more

modern de�nition of the term    

Knowledge workers have high degrees of expertise,
education, or experience, and the primary purpose of
their jobs involves the creation, distribution or
application of knowledge.

Mindtools, 2017

Today, the purpose of the knowledge worker is to innovate by creating new ideas, as opposed

to implementation by managing existing processes. (“Managing Knowledge Workers”, 2017).

Shortly before his death in 2005, Drucker declared that the most important contribution that

management could make in the 21st century was to increase the “productivity of knowledge

workers” (Wartzman, 2014, para. 5). Today, in order to increase the productivity of workers

the e�ective manager requires a range of skills that fall into the following categories:   

Building good relationships both individually and in teams 

Planning and Organizing both long/short term projects

Decision making and problem-solving 

Motivating and empowering others

Communicating e�ectively with those nationally and cross borders

Lesson 2 of 4

Management Skills

In the Fall of October 2018 James Manktelow founder and CEO of MindTools, and Julian

Birkinshaw Deputy Dean for Programs at London Business School, surveyed 15,242 managers

worldwide to identify the ten most critical competencies a manager needs to be successful

leading and managing in today and tomorrow’s workplace (Moss, 2018). They are listed

below in order of what respondents agreed on as most important. 

Note that while most of the skill categories encompass the traditional role of the

manager, a greater emphasis on traditional leadership traits like team building, long term

planning, empowerment (delegation) and relationship building are of greater importance

to the manager today. 

Build good relationships with people on all levels of the organization. (79.9%)1

Prioritizing tasks e�ectively for yourself and your team. (79.5%)2

Considering many factors in decision making and the ability to apply a formal

structure. (77.8%)
3

Knowing the key principles of good communication (77.7%)4

Understanding the needs of di�erent stakeholders and communicating with them

appropriately. (75.8%)
5

Bringing people together to solve problems. (75. %)6

Developing new ideas to solve customers’ problems.7

Cultivating relationships with customers. (73.6%)8

Building trust within your team. (73.3%)9

Using emotional intelligence (72.1%)10

This week and in the weeks to come the class will examine and

apply ten of the most important skills a manager can possess. The

particular skills chosen re�ect the categories noted above and the

survey of managers by Manktelow and Birkinshaw. 

Let’s start o� by taking this short self-assessment regarding your

own management skills. this article about how management skills.

After you have completed the self-assessment please take some

time to read about what your score means about you regarding

where your strengths and areas for improvement lie as a manager.

Everyone has strengths and areas for improvement, so you will

want to be honest with yourself. Take the opportunity in this course to

work on your areas for improvement!

Lesson 3 of 4

Skill #1: Communication

You can have brilliant ideas, but if you can’t get them across, your ideas won’t get you

anywhere. ”

Lee Iacocca

Skill #1: Communicate well in multiple ways, modes and listen actively to
those with whom you are communicating. 

In his quote above, Lee Iacocca points out that it is not enough to have great expertise,

money-saving formulas or the newest technological advances; if the manager cannot explain

them to others, they are rendered useless.

“Management is about getting things done by working with people,” Manktelow says (Moss,

2018). You can do this only if you communicate e�ectively. This is where the 7 C’s of

Communication—clear, concise, concrete, correctx2 (meaning both factually true and

audience-appropriate), coherent, complete, courteous—can help you get your message

through more clearly (Moss, 2018). Adding to the seven C’s is the idea of being able to

communicate well in various ways: presentations, public speaking, in all forms of written

modes, virtually and to a diverse population.   

The 7 Cs of Communication

Listening

Good communication skills also include good listening skills. Understanding how to listen

actively will enhance the impact of what you are attempting to communicate. Understanding

how others are interpreting your ideas can stop a lot of unnecessary talk or help to clarify

misunderstandings. In short, communication is not just what you have to say it is also about

how those receiving the communication understand the message you are attempting to

convey.

Barriers to Effective Listening

According to Forbes, there are six communication skills that will get you
promoted. Click on the circles below to learn more about them.



Good Posture and Body Language

Portray strength and con�dence in your body language as a leader.

Sense of Humor

A sense of humor and being able to engage in casual conversation is important.

Emotional Intelligence

It is important to have good listening skills, empathy, and good noverbal skills.

Assertiveness

This is important for both men and women. Be con�dent but not confrontational.

Excellent Public Speaking

Leaders should be able to speak well in front of any type of group and of any size group.

Ability to Command a Room

It is important to be able to get people to stop and listen to you when you speak. It is also important to

be able to be con�dent in your presence.

Tactics to Command a Room –

Read this article that talks about 9 tactics that leaders use to command a room, because a
commanding presence in a leader is proven to enhance their power and in�uence in their
leadership role. 

Improving Communication Skills –

As you have already learned here, communication is an essential part of leadership. Read this
article to learn more about 14 proven ways to improve communication skills. 

Effective Listening –

Actively listening to those who are speaking to you is a trait that not all leaders have, but it is
an important one. Read this article about 10 steps for e�ective listening

Effective Listening Video –

Watch this video on Barriers to E�ective Listening

Effective Listening Skills

SU BMI T

True or False: There are 2 types of “Correct” in the 7 C’s of

Communication.

True

False

Lesson 4 of 4

References

Mindtools (2017).  Managing knowledge workers:  Getting the most from them.

 Retrieved from https://www.mindtools.com/pages/article/newTMM_45.htm 
1

Moss, D. (2018, October 24). The Top 10 Management Skills You Need. Retrieved

from https://www.shrm.org/hr-today/news/hr-magazine/book-blog/pages/the-

top-10-management-skills-you-need.aspx

2

Wartzman, Rick, (2014, October 16).  What Peter Drucker knows about 2020.

 Retrieved from https://hbr.org/2014/10/what-peter-drucker-knew-about-2020
3

21st Century Leaders and Managers Must be Able to Build and Maintain Trust

Building Trust

Skill #2: Build Trust in INDIVIDUAL Relationships

Skill #3: Build Trust in TEAM Relationships

Lack of Trust

References

Week 3: Building Trust

Lesson 1 of 5

Building Trust

It takes s20 years to build a reputation and �ve minutes
to ruin it.

Warren Buffet

The cornerstone to managing e�ective teams, encouraging good relationships, motivating

people and dealing with con�ict all have at the core a leader’s ability to build trust. While good

communication skills make building trust easier, it ultimately comes down to communicating

that you are honest, fair, and respectful of those with whom you are dealing with.

Trust is important in all aspects of business, from leadership to sales and marketing.

However, what does trust look like in business? Smith (2012) provided some great

information in his article about trust and business relationships. Read through the article to

review dimensions of trust, trust strength and decisions and three elements of trust that he

sees as important in the business world.

Watch james Davis’ 2014 TedTalk below abut building trust and relationships as one of the

drivers of business success.

Building trust | James Davis | TEDxUSU

Stephen Covey, in his article, talked about 13 behaviors of high-trust leaders worldwide, and

listed below are these 13 behaviors. Make sure that you read this entire article, as Stephen

Covey is one of the most world-renowned leadership experts.

Talk straight

Demonstrate respect

Create transparency

Right wrongs

Show loyalty

Deliver results

Get better

Confront reality

Clarify expectations

Practice accountability

Listen �rst

Keep commitments

Extend trust

Lesson 2 of 5

Skill #2: Build Trust in INDIVIDUAL Relationships

In today’s global business environment it is important to be able to build trust with

individuals in both face-to-face settings as well as in settings where you only interact with

the people from a distance. When you have to build trust with individuals from a distance you

must do so in ways that are di�erent from how you might build trust in a face-to-face

setting. Think about what you might do to build trust with someone that you do not see face-

to-face.

Remember that in this class we are going through ten different skills for effective

management. Here you will learn about Skill #2,

Relationships have become critical to the success of any client- or customer-driven business.

The expense of obtaining customers and �nding good business associates makes retaining

these relationships imperative. Further, when the price is often the only point buyers use in

di�erentiating competitors, relationships can often mean the di�erence between keeping

clients, customers, suppliers, or employees. Trusting the person, you work with or buy from

may be the only competitive edge that has customers choosing your company over another.

Therefore, it is incumbent that all business relationships have honesty, trust, fairness, and

respect at their core. As Warren Bu�et suggests, a twenty-year reputation can be destroyed in

�ve minutes. Experience tells us that it takes time for people to forgive but forgetting is

another story and it is the forgetting that is critical to the element of trust in any relationship.

According to Ken Blanchard (2010), “Fifty-nine percent of

individuals indicated they had left an organization due to trust

issues citing lack of communication and dishonesty as key

contributing factors.”

Blanchard’s article about building trust discusses multiple elements of trust that are outlined

below. For more in-depth information about these elements, make sure to read the article.

The High Cost of Low Trust –

Low morale

Lower productivity

People “quit but stay”

Increased turnover

The Four Elements of Trust –

Able

Believable

Connected

Dependable

Trust Busters –

Lack of Communication

Dishonesty

Breaking con�dentiality

Taking credit for others’ work

Trust Builders –

Give credit

Listen

Set clear goals

Be honest

Follow through

Building Leadership Transparency –

Be accessible

Acknowledge people’s concerns

Follow through

Lesson 3 of 5

Skill #3: Build Trust in TEAM Relationships

Skill #3: Build Trust in TEAM Relationships both face-to-face and at a distance

It is important to be able to lead teams face-to-face and at a distance. In today’s global

setting it is important to be able to lead teams that are dispersed around the globe and to do

so leaders need to be able to get team members to not only trust them as a leader but also to

trust one another.

The traditional line between leaders and managers is blending both �nding their roles

combined. Creating trust among team members is often complicated by egos and

competency. Building trust requires a manager to get others to think past the individual and

focus on the company if productivity is to be enhanced. This can be hard enough when you

are looking at someone in the eye but the long-distance aspect can make building trust even

more complex. The virtual trust issues are harder for a manager because distance and culture

can make transparency and communication harder. In looking at the Trust skill set this week

to be sure to recognize the di�erence between having a face to face contact with the people

behind the relationships and the virtual relationship. 

According to Sylvia Johnson, there are 10 ways to build trust in remote teams.
Click on the circles below to learn more about them.



 

Commitment

Gain commitment to accomplishing the goals the leader sets.

Interpersonal Relationships

Take time to socialize virtually.

Collaboration Tools

Select the proper tools to support the team.

Transparency

Share information openly with the team.

Accountability

Share progress from members and coach those who need it to get them on track.

Con�dence

Demonstrate con�dence in team members.

Reciprocity

Be a team player.

Congruency

Say what you mean and do what you say.

Dependability

Be reliable

Consistency

Be predictable and consistent.

Read more about how to build trust in a virtual team in this 2018

article from Jeff Boss in Forbes. Jeff provides four different

opportunities to build trust virtually.

Lesson 4 of 5

Lack of Trust

it is possible that there is already a lack of trust amongst your team or the teams in your

organization. Once that trust is gone, as you have already learned here, it is di�cult to get it

back. What are the signs to look for to �nd out if there is a trust issue? How do you know if

trust issues are ruining your team?

Signs Employees Do Not Feel Trusted

According to a 2016 article from Aberdeen, there are some telltale signs that employees do

not feel trusted in the organization. Below is an outline of these signs:

You do all of the talking in meetings1

When you ask for opinions, no one speaks up2

Employees ask for permission when they do not need it3

You only hear good news4

In that same article, the author provided fur elements of trust to help leaders try to build trust

with employees. Below is an outline of these four elements:

Able – When others perceive that you are committed to your own growth and

development, it builds con�dence. 
1

Believable – Employees want to know that you can be trusted to be straight with

them, even when things aren’t going well.
2

Connected – People want to know that their leaders care about them and can

relate to their challenges.
3

Dependable – People want to know that you can be counted on consistently.4

Make sure that you read the complete article for the rest of the important information

concerning signs that employees do not feel trusted and how to ensure that you can build

that trust.

 Now that you have gone through this lecture, think back to the different signs of trust and
the different strategies that the different articles and videos have provided for building

trust as well as what they have said about what happens when trust is lost. What

commonalities did you see amongst the different resources? 

Lesson 5 of 5

References

Blanchard, K. (2010). Building trust: The critical link to a high-involvement,

high-energy workplace begins with a common language.

https://vtshrm.shrm.org/sites/vtshrm.shrm.org/�les/Blanchard-Building-

Trus.pdf

1

Boss, J. (2012). Your virtual team is going about trust all wrong: How to build trust

in a virtual team. https://www.forbes.com/sites/je�boss/2018/07/17/your-virtual-

team-is-going-about-trust-all-wrong-how-to-build-trust-in-a-virtual-

team/#573c1c02fd20

2

Covey, S. (n.d.). How the best leaders build trust.

https://www.leadershipnow.com/CoveyOnTrust.html
3

Davis, J. (2014). Building trust. https://www.youtube.com/watch?

v=s9FBK4eprmA&feature=emb_title.
4

Hackbarth, N. (n.d.). Know these signs of distrust in the workplace.

https://www.aberdeen.com/hcm-essentials/know-signs-distrust-workplace/
5

Johnson, S. (n.d.) 10 ways to build trust in remote teams.

https://insights.learnlight.com/en/articles/build-trust-in-remote-teams/
6

Smith, T. (2012).  Trust and business relationships.

https://wiglafjournal.com/trust-and-business-relationships/
7

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