6679 Slices
Medium 9781609945626

Three Your Quiet Influence Quotient (QIQ)

Kahnweiler, Jennifer B. Berrett-Koehler Publishers ePub

“What I want most to do is be influential.”

Philip Johnson, Architect


Would you like to know how well you perform as a Quiet Influencer? Start by taking this quiz to determine your Quiet Influence Quotient—your “QIQ.” This tool will let you know how effective you are at using each of the Six Strengths and give you a way to assess your progress as you apply the ideas in the book.

Based on actions that demonstrate the strengths that set Quiet Influencers apart, the QIQ will also give you an idea of how much you have in common with highly effective Quiet Influencers. Assess yourself by indicating how often you engage in these behaviors, using a scale from 1 (never) to 5 (almost always). A caution: Try not to overanalyze the questions. Your initial response is usually the most valid. Also avoid being too tough or easy a critic. Instead, when you respond, be as objective as possible.

Total the numbers you circled. The following ranges reflect a rough estimate of your QIQ.

Caveat: This is not a scientific or “normed” instrument. Instead, it is a quick self-assessment tool that will help you see which of the strengths you use most often, which could use some development, and how you fare overall. Use it as a guide and starting point as you collect ideas from the book.

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Medium 9781576752531

8: The Rope

Schmaltz, David A. Berrett-Koehler Publishers ePub

The Sixth no sooner had begun
About the beast to grope,
Than, seizing on the swinging tail
That fell within his scope,
“I see,” quoth he, “the Elephant
Is very like a rope!”

—From “The Blind Men and the
       Elephant,” by John Godfrey Saxe

Will Rogers was an artist with a rope. He could twirl two lassos at once, alternately jumping into and back out of each of them while making witty comments about current events.

I’m no Will Rogers. The only trick I ever accomplished with a rope, as my mother never fails to remind me, was the time I made a lasso and managed to snare my brother around his neck as he rode past the back porch on his bicycle. We both survived.

My grandfather was a cowboy. He used to tell me how a rattlesnake would never cross a hemp rope. He would ring his sleeping blanket with a rope before bedding down at night to keep the snakes out of his bed. He claimed to have awakened one morning to find his rope askew and a snake under the covers. I don’t think this story was true, but my grandfather never let the facts get in the way of a good story. Neither did Will Rogers. Still, I’m more like my grandfather than I am like Will Rogers. I’m better at stories than I am at rope tricks.

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Medium 9781576759448

CHAPTER THREE What Is Trauma Exposure Response?

van Dernoot Lipsky, Laura Berrett-Koehler Publishers ePub

It was not until last week, after being gone months and after going and picking herbs day after day and making tinctures, that I could think again like myself. It really scared me because I wasn’t sure I was going to ever come back.

Mo O’Brien, a street medic who helped create one of the first medical clinics in New Orleans after Hurricane Katrina

If we are to do our work with suffering people and environments in a sustainable way, we must understand how our work affects us. We need to undertake an honest assessment of how our feelings or behaviors have changed in response to whatever trauma we have been exposed to. Generally speaking, a trauma exposure response may be defined as the transformation that takes place within us as a result of exposure to the suffering of other living beings or the planet. This transformation can result from deliberate or inadvertent exposure, formal or informal contact, paid or volunteer work. When we refer to trauma exposure response, we are talking about the ways in which the world looks and feels like a different place to you as a result of your doing your work.

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Chapter Twelve: Coaching and Training at Coffee Bean and Tea Leaf®

Brinkerhoff, Robert Berrett-Koehler Publishers PDF

C h a p t e r Tw e l v e

Coaching and Training at

Coffee Bean and Tea Leaf


Scott Blanchard and Dennis Dressler


he Coffee Bean and Tea Leaf® is a chain of coffee shops located in the Southern California and Phoenix, Arizona, areas. When the training in this scenario was offered, the company had just over 100 retail outlets. The company originated in 1963 and grew somewhat slowly during its early history. It was one of the earliest “coffee shop” chains, starting well before the current coffee shop chain phenomenon in the United States. The company, however, has undergone very rapid growth in the past several years.

The company utilizes a fully integrated operational model. It purchases coffees beans and tea leaves globally, blends, flavors, and roasts those products in a Southern California processing operation, and makes fresh baked products and sandwiches in a commissary operation to provide the retail stores. (Because the current Arizona operation is a new, expansion market, baked goods and sandwiches are produced under contract in that area.)

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53. Don’t Ignore Those Who Resent You

Dinnocenzo, Debra Berrett-Koehler Publishers PDF


Working Well With Your Team

user (by accessing these systems many times throughout the day) of e-mail, voice mail, and paging to accelerate communication and bolster your responsiveness.

• Encourage team members and co-workers to call you whenever they need your help or input, with your assurance (followed up by reality) that you’ll be there or will return the call quickly.

• Have your home office business phone number added to the corporate speed-dial system so you are a mere few digits away!

Evaluate your accessibility by telephone (or ask some of your coworkers how easy it is to reach you for live communication). Identify three improvement steps you can take to improve your accessibility, and be sure to let your co-workers know about these new and easier ways to reach you.








Don’t Ignore Those

Who Resent You

If you are a trailblazer in your organization and an “early adopter” of the telecommuter workstyle, it shouldn’t surprise you to encounter misperceptions about your work and your life. Even if you and your organization are fairly savvy with regard to telecommuting, you are likely to have some colleagues or co-workers who resent your nontraditional work arrangement. Depending on who these folks are, how critical they are to your success, how influential they are in the organization, and how effectively you handle situations, their impact can range from a mild annoyance to a serious undermining of your credibility and effectiveness. It’s unwise to simply disregard resentment and assume it won’t affect you or how you’re perceived. Rather, you should be aware of it and try to eliminate it whenever possible.

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