Business is initiated and progressed by sellers and buyers establishing contact and making arrangements. Often this is begun through Sales and Marketing approaches. (And, metaphorically, in most situations everybody is actually selling something).

Sometimes high-level introductions can precede detailed business discussions. But in all such instances, how are those initial contacts made? How do we predictably connect to others?

Also, what happens when discussions stall, or when new players must engage to continue progress?

The whole process can be flawed and fraught with hiccups. Yet who on either side will normally not suffer by all-too-common delays?

Every day I see people reaching out to others, but often with surprisingly mixed results.

Amazingly, the delays and failures are many times tied directly to the means, or method by which approaches are made.

Those professionals whose livelihoods are dependent on successfully contacting and engaging others have often figured this out. But frequently, even in their cases they do not always consider seemingly obvious liabilities.

And importantly, for most executives, the ability to reach out and connect with others will directly impact the success of their careers.

In business, leaders at every level generally tend to have an instinctive and predominant mechanism through which they first approach others. Perhaps they make the phone call, drop an e-mail, or engage through the other person’s Admin?

On the receiving end we correspondingly might react slightly differently to these approaches, depending on our own personal and cultural biases. Maybe you’re an e-mail person? Perhaps you prefer to speak directly to others on most issues?

In many instances we prioritize not only what approaches we respond to (given that issues are often not always clear when we pick up a message), but also the order in which we check for messages. Do e-mail first, get the notes from the Admin. Everybody can be a little different.

This means that in an overloaded world of often frantic business interactions, one size often will NOT fit all. The result: you might well find yourself sending voice messages to a person who’s an e-mail guy. Don’t expect a fruitful outcome.

When you really have to reach someone and it’s a fairly new contact, you’ll often need to fish around to find the best channel through which they’ll engage reliably. And even then it might change with time and/or subject.

Over the years I’ve encountered many voice-only, or e-mail only Execs who seem like they can be reached in no other way. Perhaps this just more conveniently fits their style of operation? Some five years ago others became responsive to Texts; it appears that lulls in meetings offer great opportunity to respond to real time/brief issues.

The message is clear. You need to be selective with your approach mechanism. If you run into trouble reaching someone, then keep making carefully considered changes until you engage and interact. Once you do, make a point of asking and checking how they want to continue the exchanges, if and when you need them.

The choices for productive channels (not prioritized) to engage others are most commonly:

• Work/Direct phone
• Mobile number
• Home number
• Voice message
• Via the admin
• E-mail
• Text
• LinkedIn
• Twitter
• Through colleagues

There are also the myriad Social Media channels via which connections can be opened up; such as Facebook and similar. Not all of these channels are appropriate in every case. But, don’t be afraid to be creative.

Remember, business is not like a fine wine. It usually does not get better with time. So, make sure you take action; don’t wait too patiently.

When you’re making first approaches ask around to find out what’s the best way to get a response from this particular person. And, don’t be one of those less assertive people (aka victims) avoiding more direct contact methods as a result of an overly rationalized habit. When needing to make an important approach, boldness is often required.

If you’re an organized person you’ll probably also need to adapt your processing and records for reaching others to reflect the (often multiple) channels you might be exploring. Again, one size certainly does not fit all, anymore. So, get yourself set up for using varied communication channels.

Never forget: if you prioritize the means by which you check for approaches made to yourself, then it’s likely so does the other guy. And, if you’ve enjoyed success reaching someone a particular way in the past, it doesn’t mean that channel won’t change in the future or vary by subject.

Be flexible and multiply your approach mechanisms when needing to secure those critical engagements. There’s no sense in wasting hours, days or weeks to figure out you’re not getting through.

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

We’re all familiar with the traits of exceptional leaders. They generally

• Inspire
• Motivate
• Accomplish major Results

And, typically have a Vision accompanied by a truly Positive Outlook.

Such traits emerge as the leader grows in confidence and capability. They evolve as a result of careful and specific learning.

Exceptional learning is established through

• Dedicated and Deliberate Practice

And importantly

• Excellent coaching and guidance
• Enthusiastic (family and/or professional) support

Leaders acquire these traits (or attributes) built upon their mastery of specific, quantifiable Skills. These skills will include:

• Specific, job-related knowledge
• Problem-solving
• Decision analysis
• Interpersonal/management-styles awareness
• Delegating
• Motivating
• Planning
• Organizing
• Controlling
• Reengineering
• Team-playing
• Leading
• Mentoring

This is a significant body of study and work in which to invest. It cannot be mastered overnight. Inevitably, as anyone sets out to be a skilled Leader (or Manager) of others they must decide where to begin.

As with any process the action plan should consider priorities. These are unique to you and your goals. What must I know first? What is most urgent? What will have the maximum benefit for me over time?

There are several resources available when planning your priorities. You can

• Ask your boss
• Work with a mentor
• Check those (next job) specifications with HR (if they have them)
• DIY

Clearly the best approach will usually be taking guidance from a trusted colleague/expert; commonly the quickest and most secure route. The important thing is to get a plan/timeline, then commit and begin the process.

Learning is a lifelong investment and your development as a leader is no different. It’s said that if you read (i.e. learn) for an hour a day, by the end of seven years you should be a world-class expert on your chosen subject. Careers are inherently very lengthy, so this offers great opportunity for those who will make the commitment.

Begin by picking a path of learning that delivers you short-term benefits and validation, yet maximizes your progress and ultimately will develop your abilities to a well-rounded result.

I can also offer you an alternative and specific, hands-on guide to this process.

Developing these essential skills need not be an entirely formalized process. True, some things are best learned by such means, but many others can be digested and embraced through casual reading and even informal meetings.

Whatever method you’re employing just ensure you Digest, Consider and Practice the skill. It’s well-accepted that all new skills are best assimilated by their use and application.

Good luck with your investment in becoming a more skilled, accomplished and exceptional Leader!

During the course of business and through private events I meet a lot of people.

When professionals hear what I do, many want to talk about their jobs. A few like to brag about their importance, travels and successes. But mostly they are often basically unhappy, too.

I don’t really consider myself a therapist yet in this regard I often get treated as such.

The majority of Millennials (let’s say here graduates on up to 30 years of age) that I meet have, well, bad bosses. Typically they are tied to younger managers learning their way, often poorly guided.

Most of these managers’ problems reported revolve around entry-level troubles of inabilities to communicate well, delegate and train.

At the other end of the spectrum professionals (in this case, say, >35 years of age and up) seem to lackadaisically talk of bosses that they apparently accept as simply beyond repair. Problems here typically range from inability to articulate a big picture, failure to share information or engage employees in any meaningful way.

Many other people frankly just don’t want to talk about work and sometimes roll their eyes when others will. Some seem happy enough and don’t want to dwell on the subject. Often appearing to just accept professional life as something of a necessary evil.

So, my own empirical evidence suggests that most professionals just aren’t that happy at work. This is a truly sad state of affairs.

Worse still, in a persistently mediocre job economy, there is often little folks are willing to try that will improve their lot. Many feel handcuffed by on-going cut-backs, weak business outlooks, lack of significant job growth and a large shift towards part-time-only work.

This suggests a pretty miserable outlook for many workers. A poor work situation often affects health and well-being. No number of private-time diversions and activities are likely to offset these liabilities.

If there are so many poor bosses, why don’t they do something about themselves? Certainly many are statistically likely to suffer in the same ways as do their reports. Yet surely if they upgraded their skills their own situations, well-being and self-esteem (and thence health) must all benefit.

So why don’t managers and Execs simply take appropriate action and improve their ways? The same old reasons always persist when people fail to change. These bosses just either:

Don’t Know How

Lack Awareness of the Need

Or, Are Lazy

It’s not common for anyone to fix their problems without having awareness of the need to do so. From my own observations it’s quite likely that if you are leading and managing people you probably require some level of self-improvement help. Even if you believe you’re an above average (or better) leader it’s reasonable to suppose you still have many opportunities to upgrade management skills and so substantially enhance your career outlook.

Should it be that you are just lazy, or feel too exhausted to make the effort there’s many life-quality reasons to upgrade your situation. Improving your lot will take effort and personal investment.

Now, on a more positive note…

If you don’t know where to begin, try this easy, hands-on guide to developing managerial skills. It will work for you regardless of your seniority or profession.

Let’s give all those people I meet and their colleagues a break. Upgrade those skills and make your employees lives that much better. Improve your own situation, career, life and health.

If you spend most of your waking hours at work it only makes sense that they become the best experience possible.

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

Early this year I read a piece from PayScale reporting Stats on Millennials’ opinion regarding job tenure. The results proved intriguing, surprising and alarming at the same time.

It seems >25% of Millennials believe workers should change jobs within a year and only 13% in the same group thought employees should stay more than 5 years.

Maybe the layoff purges and job insecurities from the last 7 years have changed perspectives? It’s a sad fact that 20% of American workers were laid off at some point in the last 5 years. Isn’t erosion of loyalty and trust inevitable in such a situation? Perhaps the flood of part-time-only jobs has biased these beliefs?

Whatever the cause these are troubling biases with which to approach a career.

Yes, it IS possible to change jobs too often. Similarly, staying in the same role for too long can be a real and perceived stagnation problem. But generalities are NOT useful foundations upon which to build a future.

When you have a choice, NEVER leave a job unless it’s ceased to meet your needs. And, always move TO a new role, rather than AWAY from the old.

Your needs are unique and will encompass some, all even all of the following (un-prioritized):

Personal Growth

Promotional Opportunity

Learning

Career Direction

Compensation

Flexibility

Company Outlook

Culture

Social Fit

Hours/ Vacation

Independence

Physical Location

Travel Opportunity

Reputation

Stability

Commute

Housing Market

Schools

And, much more

When you LIST, PRIORITIZE and WEIGHT your own relevant factors you’ll have the unique perspective of what you need from your job. Review these with both short and long-term outlooks.

If your current position is not ideal, you should consider looking around. Perhaps a search will open your eyes to a new set of possibilities? Often your needs from one job are surprisingly different from those of another. Certainly, every position and company offers different Pros and Cons.

Also, our perspective itself changes, grows and evolves over time.

If your needs ARE being met currently, why would you move? Often it is important to NOT succumb to the grass is greener (elsewhere) perspective. Similarly, an innate fear of change is no good argument for job longevity.

It is easy to convince yourself things are better (or worse) at one place than in another. This is an inevitable result of the wanton rationalization from which we all can suffer. So, it’s generally better to review your alternatives and needs with a trusted colleague, friend or mentor. Detached and sound perspective is essential.

There is no universally applicable rule about when to voluntarily change jobs. In fact the notion of this is almost absurd.

A job-hopping individual can be a godsend in some roles as might be a stick-to-it career veteran in another. Certainly your track record in this regard is an important part of what you bring to the table. Your value to any future employer is directly affected by this history.

There is much to be weighed objectively when making career changes. So, don’t blindly follow canned beliefs or opinion; rather, carefully consider your unique personal needs and objectives.

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

There are many simple beliefs we fall back upon to guide us through our professional and private lives.

Let me offer a dozen thoughts I have regularly seen to be relevant. In no particular order, they are:

• A leader owns all problems until guidance is complete

• A problem noticed is worth investigation. Repeated symptoms should cause alarm

• Relationships should begin with respect and support

• Listen often and actively to unearth opportunities

• Nobody learns until they are ready

• Demand honesty and integrity from all, just don’t rely on it from others

• Be hard on the problem, not the person. And, know the difference

• Everyone brings value if the right position exists

• Never venture down a path without knowing options

• Profoundly understand the nature of your business

• Look to Nature, Culture and Experiences to decipher interactions

• Support through difficulty builds greater trust

Here are two more thoughts that were deliberately offered to me by others many years ago and which I have always seen as profound. They are:

You catch more flies with honey than vinegar. (A well-known and almost homespun saying!)

Everything is important, just not awfully

I have seen hundreds of such snippets over the years. Many prove to be variations on others, or often do not possess the same frequent relevance.

Here’s hoping these particular thoughts resonate you.

If you have a favorite you’d like to pass along, feel free to share.

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

Nothing is free, not ever.

This is said without cynicism, but rather as a warning.

Everything has a price. Value is extracted from all gifts, goods, service, thoughts and even words offered. The only issue is the form it takes.

Often we hear of things that come for free, are offered freely, or free. On careful reflection none of this stands wholly true.

In business things added on or bundled for free, are already paid for or benefit the giver in some (usually, very) direct way. Buy this and you get this free. Typically, something given in this manner ties you to a path of action, extending the seller’s reach.

Engineers might claim a development approach brings some additional feature(s) for free. Invariably there is always some real additional creation, and/or maintenance cost. Sometimes this can be attractive.

Often love is given freely, without expectation. Yet at the meanest level there objectively is normally an expectation of reciprocation or practical return. And, the giving itself can be the great value sought by many people.

Again, this is offered as insight rather than trite expose of human behavior. A price or value is invariably extracted and attached. Isn’t this just human nature?

Free goods at retailers are paid for by someone or some entity. A famous commercial example is the free razor which is notoriously funded by a lifetime of your razor-blade purchases.

Sometimes business deals are sweetened by offers of reportedly free or discounted add-ons. If these are not already pre-funded by planned or existing purchases there can often be an expectation tied to goodwill, intended to influence your downstream behavior.

If you accept this overall reasoning, why does it matter, anyway? Might not this perspective just sour your view of the world?

Is there some emotional risk in believing that nothing is free, everything has a price? Not at all, if situations are always viewed with true detachment and objectivity.

It is perhaps much wiser to be guided by these principles in business and your life. Better to understand the reason, price and intent behind every apparent gift, than be unwittingly manipulated and sometimes used.

News is free, too. Yet I have rarely seen a news service where a specific perspective isn’t squarely represented within the text of the delivery. Have you?

Relationships are similarly influenced. They’re filled with expectations, unspoken demands and requests. If there is a tolerable symbiotic balance, what does it really matter? If not, watch out.

Take a good look around at those free things you receive. What are they? Do you recognize any unacceptable and unspoken costs? Are they worth their price?

Always remember, if you perceive anything to be truly free, you just haven’t looked closely enough.

Ultimately, we all have finite resources. So, you’d better check the prices you’re paying.

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh

I recently heard an ex-MLB player turned analyst offer a significant insight. ”If a player comes up to the Big Leagues and doesn’t already have a plan of how he’ll stay there, he won’t.”

This is a solid observation from experience, but it’s also highly relevant in business. Even further, doesn’t this say volumes about the importance of proactive and timely self-preparation as an imperative when we enter any new role in life?

The business analogy is striking. It doesn’t matter if you’re enjoying a promotion, trying a lateral move, or even suffering a demotion in some form; the role is materially different.

In these times immediate readiness and preparation is often expected whether a move is inside or outside your company.

Changing to any new business role will demand many actions on your part. Some will be more urgent and important than others. This will depend on the specific situation.

In any situation you will need to (un-prioritized):

• Establish a level of Mental Preparedness
• Adapt to Culture, as required
• Learn the Reporting and Personal Power structures in play
• Over-Communicate (both laterally and vertically)
• Build Relationships with new and key people
• Engage others and Build Trust
• Learn relevant Systems and Tools
• Understand Competitive Landscape and Market(s)
• Accommodate Existing Agendas and Goals as/if required
• Identify and support essential Standing Meetings
• Develop a Vision and Strategy
• Plan for the future
• Set/confirm Goals and establish Key Metrics
• Get some Early Wins for and with your team
• Set up Your Lifestyle to match short, medium and long-term needs for sustained focus
• And, more

Most importantly, ask yourself what personal skills does this role demand of me and their priority? Make and compare a critical assessment of your current skills. To be certain, check this with a trusted colleague or mentor. Alternatively, use this guide.

Next, quickly define timely supporting actions to address those skill improvements you’ll personally require.

What you inherit in any new role will necessitate that essential maintenance and support melds with future plans for both your Business and Self. Confirm these plans with your boss/trusted colleague(s) as appropriate.

It doesn’t matter if the new role appears to need only minor adaptation on your part. Invariably, more profound changes will be valuable. Again, ask and check.

Most roles involve different balances of Internal and External Company focus. What does this job require? Adapt your learning habits, priorities, contacts and relationships accordingly.

Practically, you typically get one chance to successfully set a solid foundation upon which to build your role. So, get it right.

Have you recently changed your role at work? Did you actively set aside time to Plan your way forward? Considered both the practical and personal requirements of the job?

Our many roles in life often warrant similar attention. Have you recently had a child, married or even bought a house? If so, one of your personal roles is fundamentally changed. In such a case, have you set yourself up to succeed?

There can be times to simply fly by the seat of your pants. Nevertheless, just be sure that when you reach the Big Leagues you’ve planned how to stay and thrive.

Ian R. Mackintosh is the author of Empower Your Inner Manager Twitter @ianrmackintosh