Gary Winters

Coach  Workshop Facilitator Author

Business-speak (How leaders should NOT talk)

I often get good ideas in my sleep. Often, but not always. What follows is something I’m going to call:

The blog post nightmare…

I was thinking outside the box the other day and really giving it 110%, aiming at low-hanging fruit so I could help a client bust his paradigm even as he pushed the envelope.

My value-added proposition was to create synergy, while maximizing customer satisfaction. Clearly a win-win situation, don’t you think?

Well, I dropped the ball and decided to take it off-line. Since I couldn’t hit the ground running, I attempted to touch base with a colleague, who, at the end of the day, has really taken the bottom line to the next level.

As a change agent, he brings a lot of value to the table. He must work 24/7 to bring his “A” game. He suggested that what I needed to do was to drink the Kool-Aid, because it is what it is.

I thought about what he said – clearly he was referring to the 800 pound gorilla. I don’t really have the bandwidth to describe the scalabilty of his insight. Let’s just say that I decided to put a stake into the ground and multi-task while raising the bar.

I think my integrated approach, once I run it up the flagpole and see who salutes, will be a net-net and become an industry standard. I’m up against the perfect storm trying to move up the value chain, and I want to be a team player.

I hope I’m not polishing a turd nor throwing the baby out with the bathwater. It’s an issue of work/life balance for me, and I’m not going to throw anyone under the bus. The proof is in the pudding if you can take a world class loss leader and, through viral marketing, blue sky thinking, and sufficient headcount, create a transformation with a come to Jesus meeting.

Quite frankly, I think I have a game changer on my hands. It’s data driven, it’s all good, and I’m ready to ramp up. Remember, the scenery only changes for the lead dog. I’m going to cast a wider net once I revisit this on a level playing field. Because that’s where the rubber meets the road.

As we all know, if you can’t measure it, you can’t control it, and you have to spend money to make money. I think my work-around will help monetize my idea, but once the genie’s out of the bottle, firing on all cylinders, it will be time to develop some strategic initiatives and plot the next steps.

I’m all for functionality, but with my burn rate getting some traction, I will probably move into stealth mode or take a 30,000 foot view before I can get on your radar.

If you’re ready to do whatever it takes, tear down some silos, and jump in the trenches with me, leave a comment.

After all, people are our most important resource.

“What ELSE Your Boss Never Told You” is the sequel to the very popular “What Your Boss Never Told You.” Packed inside are more tips, techniques, and insights about the challenging, but rewarding leadership position.

“What ELSE Your Boss Never Told You” is written in a conversational tone, as though you and the author were enjoying a cup of coffee and talking about the issues that emerge for new leaders. It stands alone, and/or could be read before or after the first volume, “What Your Boss Never Told You.” You can start with any chapter and read in any order you like.

if you search for a book on management, you’ll find a staggering 600,000+ books currently available. How can you narrow that down? “What Your Boss Never Told You” is the best place to start.

No textbook here – this book is short and sweet. It’s designed to help you “unpack” your new job and be effective from the first day with your new team. It contains twenty-one chapters filled with the wisdom Winters has gathered from real managers – effective, successful leaders in organizations much like yours.

Leaders make decisions every day – big and small. Most know that if they include others in the decision-making process, the quality of those decisions – and the commitment to them – will likely improve. That said, they also know it’s impractical, if not impossible, to include others in every decision they confront.

“To Do or Not To Do” tackles the question of when to make decisions on your own, and when to involve your team. It gives you a deceptively simple but proven method to determine, when you are facing a difficult decision, how to decide how to decide.

Far too many meetings are dreadful, mind-numbing, energy-draining, productivity-sapping, colossal wastes of time. As someone once said, “To kill time, a meeting is the perfect weapon.”

Here’s the deal: if you’re willing to learn and apply the techniques in “So, How Was Your Meeting?”, you’ll call fewer meetings, while vastly improving the ones you do lead. They’ll take less time, have more balanced participation, produce better decisions, and result in concrete action items for follow-up afterwards.

While there are thousands of books written for people about to retire, this may be the only book for people who manage soon-to-retire employees. Written in a casual, conversational style, “Managing the Soon To Retire Employee” will give you everything you need to know to move forward with confidence and grace.

You can be successful with Sooners. It won’t happen by chance, and it’s not a matter of pulling some management “trick” out of your hat. But you can learn how to do it, and you can apply what you’ve learned right away.

Managing friends or former peers can be awkward. When you become the boss, everything about these relationships can suddenly be uncomfortable. There’s a new set of ground rules to establish – as manager, you are going be accountable for the work performance of friends or former co-workers on the team, and they are going to have to adjust to the fact that they now report to you. Everyone involved can feel awkward and hesitant about the future. 

Have you been approached by management with an offer to promote you to supervision? Or, are you mulling over the possibility for the future? Find yourself not sure whether to accept the promotion?

If so, you’ve come to the right place. Help! They Want to Make ME a Supervisor will help you sort out a very big question: Should you accept the offer to become a supervisor? Once you’ve read this book, you’ll be confident that you’ve made the best decision for you and for your organization.