I just spent two days in the studio creating a series of video messages to guide people through my website. Each is 1 minute or less in length so they won't be obtrusive or in the way.
Watch Cathcart.com and 101Leaders.com over the next few weeks for these enhancements.
Here is the link to my "video One Sheet" with clips from live performances.
http://youonyourwebsite.com/Cathcart/One_Page.htm
Let me know what you think of it.
I will also send out a few video emails that I think you'll enjoy.
If you would like to do some of these same upgrades to your own online marketing just let me know. I have a team who can create the items for you and I'd be happy to assist you as an online spokesperson if appropriate.
See you in the movies! :-)
Jim Cathcart
Saturday, November 18, 2006
How to build your board & leadership team
How to Build Your Board & Leadership Team
by Jim Cathcart, founder, 101 Leaders Institute
Chairman, Cathcart Institute,Inc.
Until you multiply yourself through others you are not using all your strength.
Our potential lies not only within us, but also within all who share our goals and concerns and those who care about us.
To build your leadership team there are several approaches to take:
1. Determine who is already on your team.
Look at your email log, your phone call log, your daily calendar, your checkbook register and other "tracks" of where you've been and who you have communicated with recently. Many of these folks are in your corner already. Note who they are.
2. Identify the people you want on your team.
Write down the names of the individuals who, in a perfect world, would be aligned with you. Set goals to connect with them and lead them to your cause over time. Consider this a multi-year project, "sooner or later I'm going to get you."
3. Determine the expertise level of your current team.
What level of expertise is on your team now? What would you like it to be?
Plan to train, develop, coach and support your team members so that they advance to the next levels of their potential. This will make them greater assets for you.
4. Assess the mix of talent and perspectives on your team.
Does everyone bring the same talent to the team? If so, go shopping for new and different abilities to recruit to your cause. Get a balanced team of varying viewpoints, skills and connections.
5. Grow tomorrow's leaders like you'd grow a garden.
Tend your relationships like plants; daily attention, adding nutrients, grooming them for growth. Think of every customer, supporter, buddy, vendor and colleague as a potential leader for your team. Nurture them over time to become more involved, more committed and more interested in your cause. All relationships are assets and all relationships have a future.
6. Make sure each meeting, bulletin, email broadcast, and phone conference is productive and interesting. Remember, there must be some payoff to them for helping you. Make your meetings fun and useful. Don't waste time and don't be boring.
7. Find out what they would like.
Study each individual's interests, values and goals. Help them get to where they'd like to go. Make the service a two-way street. You help them ge what they want and they open doors to what you want.
Copyright 2006 Jim Cathcart
www.cathcart.com
www.101Leaders.com
by Jim Cathcart, founder, 101 Leaders Institute
Chairman, Cathcart Institute,Inc.
Until you multiply yourself through others you are not using all your strength.
Our potential lies not only within us, but also within all who share our goals and concerns and those who care about us.
To build your leadership team there are several approaches to take:
1. Determine who is already on your team.
Look at your email log, your phone call log, your daily calendar, your checkbook register and other "tracks" of where you've been and who you have communicated with recently. Many of these folks are in your corner already. Note who they are.
2. Identify the people you want on your team.
Write down the names of the individuals who, in a perfect world, would be aligned with you. Set goals to connect with them and lead them to your cause over time. Consider this a multi-year project, "sooner or later I'm going to get you."
3. Determine the expertise level of your current team.
What level of expertise is on your team now? What would you like it to be?
Plan to train, develop, coach and support your team members so that they advance to the next levels of their potential. This will make them greater assets for you.
4. Assess the mix of talent and perspectives on your team.
Does everyone bring the same talent to the team? If so, go shopping for new and different abilities to recruit to your cause. Get a balanced team of varying viewpoints, skills and connections.
5. Grow tomorrow's leaders like you'd grow a garden.
Tend your relationships like plants; daily attention, adding nutrients, grooming them for growth. Think of every customer, supporter, buddy, vendor and colleague as a potential leader for your team. Nurture them over time to become more involved, more committed and more interested in your cause. All relationships are assets and all relationships have a future.
6. Make sure each meeting, bulletin, email broadcast, and phone conference is productive and interesting. Remember, there must be some payoff to them for helping you. Make your meetings fun and useful. Don't waste time and don't be boring.
7. Find out what they would like.
Study each individual's interests, values and goals. Help them get to where they'd like to go. Make the service a two-way street. You help them ge what they want and they open doors to what you want.
Copyright 2006 Jim Cathcart
www.cathcart.com
www.101Leaders.com
The Chairperson's Planning Guide
The Chairperson's Planning Guide
by Jim Cathcart
(To be completed in writing)
"If it isn't written, it isn't a plan." Jim Cathcart
"Plans are nothing but planning is everything." Dwight D. Eisenhower
"No plan survives its contact with reality." Leland Russell
1. What is Your Primary Purpose? Describe your desired outcome. What will the successful effect be if you do what you plan to do?
2. Determine the Need. What is it that you plan to do and why does it matter? Who is concerned about it? Who will be affected by it? How urgent is it? How big is the need?
3. Relationship to Other Goals. How does this project fit into the other priorities you are working on? Does it help lead you to another accomplishment or away from it? Are there others who are working on related tasks? How might you combine efforts with them?
4. Establish Priorities. Define the importance of this project in relation to the other interests on your list. Should this come first, second, last? Is your method of setting priority based mostly on hard facts, other people's opinions, your own feelings, relative risks, or what?
5. Set Your Goals. Define specifically what you will do, by when and to what extent. Make sure it is measurable, achievable, challenging, and most of all...desirable. You and others must truly care about whether these goals are reached.
6. Brainstorm possible obstacles and how you will address them. See your problems before they occur.
7. Identify Your Resources. Who can help? What tools will be needed? What information will be needed? What skills will be essential to your success?
8. Define the Steps in the Process. Identify your milestones, checkpoints, and key events. Know every step that has to happen in every aspect of the project.
9. Budget and Schedule. Then Schedule and Budget. Determine the cost of doing what you plan. Specify the revenue that will be generated and when it will arrive. Also specify the costs you will incur and when you will incur them. Lay out a detailed time-line of the steps and budgetary effects, then revise and improve the schedule and budget to achieve the optimum plan.
10. Do It Now! Get started today. Stop planning and start doing. Call people, take action, get moving, produce measurable progress now.
11. Watch Yourself and Improve. Do an after-action review as each part is completed. Ask what worked and didn't. Determine why. Avoid blame, just analyze and learn from it. Ask the WIN question, "What's Important Now?" Revise your plan constantly to reflect the best approach now. When in doubt...stick to the plan! Follow your plan until shown concrete reasons to do things differently. The success of most endeavors is found in the persistent actions and daily improvements.
12. Celebrate! Take time to enjoy your success...but not too much time. There is more to be done and more people who need what you can do.
copyright 2006 Jim Cathcart, Lake Sherwood, CA, USA
by Jim Cathcart
(To be completed in writing)
"If it isn't written, it isn't a plan." Jim Cathcart
"Plans are nothing but planning is everything." Dwight D. Eisenhower
"No plan survives its contact with reality." Leland Russell
1. What is Your Primary Purpose? Describe your desired outcome. What will the successful effect be if you do what you plan to do?
2. Determine the Need. What is it that you plan to do and why does it matter? Who is concerned about it? Who will be affected by it? How urgent is it? How big is the need?
3. Relationship to Other Goals. How does this project fit into the other priorities you are working on? Does it help lead you to another accomplishment or away from it? Are there others who are working on related tasks? How might you combine efforts with them?
4. Establish Priorities. Define the importance of this project in relation to the other interests on your list. Should this come first, second, last? Is your method of setting priority based mostly on hard facts, other people's opinions, your own feelings, relative risks, or what?
5. Set Your Goals. Define specifically what you will do, by when and to what extent. Make sure it is measurable, achievable, challenging, and most of all...desirable. You and others must truly care about whether these goals are reached.
6. Brainstorm possible obstacles and how you will address them. See your problems before they occur.
7. Identify Your Resources. Who can help? What tools will be needed? What information will be needed? What skills will be essential to your success?
8. Define the Steps in the Process. Identify your milestones, checkpoints, and key events. Know every step that has to happen in every aspect of the project.
9. Budget and Schedule. Then Schedule and Budget. Determine the cost of doing what you plan. Specify the revenue that will be generated and when it will arrive. Also specify the costs you will incur and when you will incur them. Lay out a detailed time-line of the steps and budgetary effects, then revise and improve the schedule and budget to achieve the optimum plan.
10. Do It Now! Get started today. Stop planning and start doing. Call people, take action, get moving, produce measurable progress now.
11. Watch Yourself and Improve. Do an after-action review as each part is completed. Ask what worked and didn't. Determine why. Avoid blame, just analyze and learn from it. Ask the WIN question, "What's Important Now?" Revise your plan constantly to reflect the best approach now. When in doubt...stick to the plan! Follow your plan until shown concrete reasons to do things differently. The success of most endeavors is found in the persistent actions and daily improvements.
12. Celebrate! Take time to enjoy your success...but not too much time. There is more to be done and more people who need what you can do.
copyright 2006 Jim Cathcart, Lake Sherwood, CA, USA
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