Career Agility in the Age of Digital

February 12, 2021 by

FountainBlue’s February 12 When She Speaks women in leadership series program was on the topic of ‘Career Agility in the Age of Digital’. Please join me in thanking our hosts at Lam Research and our esteemed panelists.


We were fortunate to have a remarkably talented and centered group of panelists to speak on the career agility topic. They had a wide range of perspectives and backgrounds, but agreed on many things about career agility.

  • Embrace opportunities for continuous learning.
    • ‘Learn from every opportunity, good or not so good.’
  • Know yourself – what your skills are, what you’re looking for, what you enjoy doing, how you’d like to grow, what’s fulfilling for you. This increases the likelihood that you will seek a role which best fits your current and projected needs.
    • ‘Know what you don’t know, what you don’t like.’
  • Seize the opportunities to stretch yourself so that you can grow strategically in a direction which meets your needs.
    • ‘Make the unexpected stepping stones to what’s next.’
  • Solve a problem presented by your team or organization, even if it’s not your problem to solve, even if you don’t yet have the skills to solve the problem.
    • Become known as someone who has the skills to solve a problem, not someone with a specific title.
  • Work for a greater purpose a deeper cause.
    • Be a passionate world-changer, working with people who also want to make a difference.
  • Stop comparing yourself negatively to others. Be uniquely you.
    • ‘Pretend that your career path to date is something that you meant to do, even if it’s not.’
  • Accept that you are where you are, where you are meant to be. There’s time to reach higher, be better in specific ways.
    • Make each career step an opportunity to learn about yourself and make a difference for the team and organization.
  • Work with leaders and colleagues you like and respect.
    • Build relationships with quality people and deliver results consistently for them.
  • Never settle.

The bottom line is that the pace of business, the pace of technology is rapidly increasing, and we must all be resilient enough to withstand the ugly side of change and agile, courageous and bold enough to keep reaching for what’s next despite the shifting landscape.


Bigger Solutions with Smaller Devices

February 12, 2021 by

FountainBlue’s February 12 VIP Roundtable on the ‘Bigger Solutions with Smaller Devices’ topic included executives representing a wide breadth of backgrounds and perspectives, but they agreed on many things.

  • Hardware will continue to become smaller while gathering a wider assortment and larger amount of data real-time. Software will become bigger to optimize functionality and performance around the data and ensure its ongoing usefulness for all stakeholders.
  • The Future of Work will be remote, and hardware and software options need to fit the functionality, accessibility and security requirements of the (internal and external) customers. 
  • Optimizing managed services will help enterprise IT departments focus on the employee needs and the employee experience, rather than on the infrastructure functionality like privacy, security and access.
  • Enterprises need to proactively update and integrate all in-house and partner solutions, especially legacy solutions, to ensure their ongoing usability, performance and security. Reactively responding to issues could waste a lot of time and money and reflect poorly on the corporate brand.
  • Enterprise and government infrastructure must be enablers of the hardware and software functionality adopted by staff and citizens, and this infrastructure must be upgraded to meet the ongoing needs of these customers.
  • The functionality will expand with the demands of the customers, demands of the market. Form factors such as the body or a car offer guardrails for the range of solutions created – they must fit the user/target! But the connectedness between the solutions and the functions themselves can be more adaptable and fluid. 
  • Solutions may become much more complex, but users still want the solutions to be easy to use and customers expect a great immersive experience.

Below are some opportunities in this space.

  • As we provide more software functionality into smaller form factors, the phone and other ubiquitous devices must provide even greater functionality – including healthcare monitoring applications, decision-making of real-world devices and equipment based on real-time reporting, and other functionality. This is particularly true with the roll-out of 5G.
  • There will be an increasingly HUGE appetite for optimized hardware and software solutions which are high-performing, scalable, true-to-spec, and even self-monitoring/self-correcting. 
  • We will all continue to develop hardware solutions which are flexible, small and sleek, with a shape and size that would fit the target destination. 
  • Individual hardware solutions will be integrated with multiple software solutions to optimize functionality, usability, and form factor. 

The bottom line is that the hardware will get smaller, the software will get more integrated, more scalable, more versatile.

Efficiency in the Next Normal

February 5, 2021 by

FountainBlue’s February 5 Front Line Managers’ Online meeting was on the topic of ‘Efficiency in the Next Normal featuring:

  • Bruce Berkoff, LCD TV Association
  • Kris Kelly, Renesas
  • Luciana Vecchi, Amazon Web Services
  • Aaron Wruthmann, ROAMSEC

Below are notes from the conversation.

Our panel this week represented a wide range of backgrounds and interests. We agreed that we were all impacted by the events of 2020, and will continue to be impacted in the next normal. Below is a summary of their advice on how to be more efficient, more effective in this next normal.

Be Strategic

  • Be Agile with your Strategy, Planning and Execution. Nobody knows what the future will hold, but we know that being agile, plan-ful and flexible will help you better succeed.
  • Adopt Collaborative, Ecosystem Approaches to optimize the ability to deliver to the needs of your customer. Having a consultative style of communication will help yourself and your team better understand the problems faced by our customer, and better partner with them to address their needs in the short term and for the long term.
  • Manage the risks involved and fund the risk mitigation strategies.
  • Do the research and gather the data, the input, but draw a line in the side and make a choice, select a direction, erring on the side of decisiveness. Nobody can predict the future, but making a calculated choice will give you feedback and more information, and can help you better understand what’s next.

Support Your Team

  • Empower your team to better communicate, better deliver on measurable goals. 
  • Help your team create healthy boundaries between work and life, supporting them to resources and services which would help them better manage their work loads. 
  • Engage your team in collaborative projects. 
  • Connect regularly with your team members.
  • Help your team members address emotional and logistical challenges of working from home. 

Provide a Secure and Efficient Infrastructure  

  • Train your team on how to keep work laptops secure and private. Provide resources, including housing so that your junior team for example has private space to perform their work tasks at home in a secure environment. 
  • Create an expectation that everyone is responsible for the security of the network and devices and data.
  • Leverage bots and devices and processes to efficiently and securely serve our hybrid workforce.

Build Long Term Relationships through Consultative Sales 

  • Build long-term relationships with your customers and collaborate with them and with other partners to continue providing exceptional service to these customers – understanding where they want to go, brainstorming how to get there, iterate on the deliverables in getting there.

The bottom line is that we must all facilitate the Thinking, the Planning and the Execution to be more efficient in the next normal.

Measuring Goals

January 25, 2021 by
JD Dillon, CMO, Tioga Energy: Measuring to Optimize Goals

JD Dillon prepared slides for FountainBlue’s January 8 Front Line Managers Online program, and shared some thoughts on how to optimize goals based on metrics. With his permission, we are sharing top ten best practices as well as his charts.

  1. When optimizing goals, be specific on what your metrics are, and get agreement on whether what’s being measured actually reflects the goals for the product, team and organization. In the example above, JD comes from a semiconductor manufacturing background and shared metrics around cycle times and defects and %EDI.
  2. Once you’ve decided what’s being measured, consider creating three separate goals:
    • The ‘Plan’ is the formal and official commitment, one that is signed and approved and widely understood by people throughout the organization, and by partners and even potentially across the industry.
    • The ‘Model’ is the best possible result, given current resource levels. Knowing this number may help facilitate discussions on how additional people, financial or equipment resources would impact established goals.
    • The ‘Entitlement’ is the best possible result, if everything goes well. If you commit to the ‘entitlement’ goal, the odds are high that your project will fail, for by definition, you would be committing to a ‘best possible’ result.!
  3. Commit to a Planned goal, and provide regular updates on how your actual work is mapping to these goals.
  4. Negotiate for additional specific resources so that you can deliver on planned goals in specific ways.
  5. Be clear how having specific additional resources would impact goal timelines and product/service quality.
  6. In general, aim high for an attainable goal. If you miss the target, you would have more information and can realign in specific ways.
  7. If you aim high and HIT the goal, there’s much to celebrate, and you would learn so much about how to do it right.
  8. If you aim low and miss the plan, then you would totally fail altogether. If you aim low and succeed, there’s not as much appreciation, it’s not as valuable. People may consider it a ‘sandbag’, like you’re aiming low to do something which may not be as impactful.
  9. To increase the likelihood of success, work as a team to be clear on what the goals are, what the timelines are, who has what roles, what could go wrong, etc.,
  10. The bottom line is plan well, aim high, communicate regularly and clearly, and collaborate with all parties to deliver on your committed goals. Learn from each success, each failure.

Networking to Expand Your Circle of Influence

January 22, 2021 by


FountainBlue’s January 22 Front Line Managers’ Online meeting was on the topic of ‘Networking to Expand Your Circle of Influence’. My thanks also to our panelists for their participation. 

  • Roxanne Dos Santos, Samsung
  • Linda Christensen
  • Shruti Gautam, PayPal
  • With input from Susan Norton, BOLD and Preethy Padmanabhan, Freshworks

Below are notes from the conversation.

Humans are social beings, and networking helps humans to better connect with a broader range of other people. Below are some best practices shared by our speakers on the topic.

  • Align with others in the network (team/project/group) on a purpose and a vision. Know the ‘why’ before you think about the ‘what you’ve doing’ and the ‘how it will get done’. Measure to see if you’re successful in getting it done and iterate. WHY => WHAT => HOW => MEASURE
  • Take a customers-first mindset and deliver to the needs of the customer. Be curious about what they want and need, what they think about your product or service. Build relationships, networks and ecosystems of customers to help you better inform them, and deliver value to them.
    • Seek the feedback, integrate the feedback, inform them of how the feedback is help you shift the policy, strategy, offering, support, etc.,
    • Speak in a language of platform which would work for the customers, whether they are internal staff or partners or customers. 
  • Take a Culture-First approach to networking, building on the values of the executives, ensuring that people at all levels feel that they are important, are treated as if they matter.
    • Engage and connect with people throughout the organization and drive toward common goals. Help make them feel connected to each other even when we can’t meet in person. This may involve gamifying activities, making the time to have fun and connect at a more social level, rather than just being Zoom-Zombies.

The bottom line is that Networking is about making deep ongoing connections with a wide range of others so that you can better learn and grow yourself, and support others in doing the same. Together, we are all better.

Linda’s Top Ten Truths About Networking

1. Be other centric.

2. Networking is not transactional.

3. Be courageous.

4. Be authentic and empathetic.

5. Be genuine, without an agenda.

6. Be helpful.

7. The more the merrier.

8. No ulterior motive.

9. Make a mark, be memorable. Remember the other person.

10. Leverage technology.



January 15, 2021 by

We were fortunate to have such an inspirational, fun, passionate and diverse set of women leaders for FountainBlue’s January 15 When She Speaks program on the ‘We Are ALL ONE’ topic. Our panelists shared their wisdom about how to be agile and lean during challenging times, how to embrace the opportunity in any challenge.

Their resilient and growth-minded leadership in a time of great change really helped themselves, their teams and their organizations to rise to the next level, even while others struggled.

Their focus on the people side of change, their focus on how to be more other-centric and empathic because of the extra burdens brought on by that change has really set them apart as leaders of leaders.

Their emphasis on humbly being curious, embracing the diverse perspectives of others helps them to be more nimble and agile in managing through change, in anticipating the implications of the change.

Below is a compilation of advice for leaders who want to build more collaboration, more inclusivity, especially during times of great change.

  • Be human, be vulnerable, be candid and authentic. When change is pervasive running deep, lean into each other as colleagues, as teammates.
  • Challenge yourself and others to reach for stars, even when it’s a scary thought. Help each other learn from the inevitable mis-steps, and support each other in taking additional steps forward.
  • Stretch the capabilities and offerings of your team, focusing on how you can help other teams and customers. 
  • Build connections within and outside your organization so that you can better understand a broader point of view, and get input and feedback from people outside your standard network.
  • Step up, step in to lead when there is chaos, when there is an opportunity. Don’t wait to be asked. Don’t wait for the title. Don’t do it just for the compensation. Don’t do it just for the credit. Do it because you can, because it helps others, because it’s the right thing to do.
  • Be empathetic and supportive and make others feel important and valued.
  • Invite out-of-the-box creative thinking.
  • Provide yourself grace and acceptance. Indulge in guilty pleasures. Find joy in the little things.
  • Take every opportunity to learn and grow.
  • Use your time wisely. Be especially selective with what you do in your own spare time. 
  • Practice resiliency every day. Help others celebrate resiliency in themselves as well.

The boundaries have permanently blurred between work and life. Proactively managing these fuzzy boundaries will help leaders at all levels plan and respond to the next normal, which doesn’t appear to be going away any time soon.

In addition, the waterfall of change may be just an indication of the level and speed of changes to come. Fortune will reward the open, the agile, the lean, as it has our panelists.

Data Meets Healthcare

January 15, 2021 by

FountainBlue’s January 15 VIP Roundtable on the ‘Data Meets Healthcare’ topic included executives representing a wide breadth healthcare industries – from pharma to biotech, from healthcare services to digital health, and even tech companies in semiconductor and consumer electronics had perspectives on the topic. We all agreed that the advances in technology and in healthcare have facilitated the amazing response to a worldwide pandemic and other pervasive and emerging health issues.Although their backgrounds and strategies varied, our participating executives agreed on the following regarding data meeting healthcare.

  1. Data will continue to be pervasive and overwhelmingly available. And the challenge will continue to be in selecting the relevant, true and actionable data which would best serve stakeholders across the ecosystem, which protecting their privacy, and providing selective and immediate access.
  2. Focusing on getting the data right alone can help improve how quickly and accurately we diagnose, treat and care for our patients. Indeed, it could also help prevent diseases and conditions and help mitigate risks.
  3. There may be opportunities to extrapolate from large volumes of data to draw conclusions and help develop initial diagnosis and treatment strategies.
  4. Proactively managing the usage of equipment and materials and pharmaceuticals with data will help ensure logistical and operational excellence in support of the healthcare needs of our patients, and the bottom line of the providers and caretakers across the ecosystem.
  5. The more data we gather about people with similar conditions, the more we learn about each individual person, and the more generalities we might be able to make about a particular disease. But every person will respond differently to different things, so respect the collected data without making direct correlations and conclusions on how any one person might react and respond to any particular scenario.

We all remarked on the value of collaboration across the ecosystem so that we can all better benefit. Below is a compilation of thoughts on the market opportunities ahead, which might benefit from collaboration.

  • Personalized medicine can be a real opportunity if we can overcome the privacy, security and access challenges and if the technology continues to evolve so that we can design custom diagnosis and treatment for patients.
  • Empowering the consumer with data will help them as patients better partner with others across the ecosystem to make better decisions in researching their own conditions, and also in making treatment and care decisions.
  • Identifying and treating a niche market may have ripple effects in supporting others. The example of an expectant mother comes to mind.

Throughout the discussion, there was a message of hope as we all grapple with the different challenges and opportunities offered as data meets healthcare. It’s significant that companies far outside the healthcare sector are looking closely at how data meets healthcare, and what the business and market  opportunities are, and also significant that each executive is exploring how we can better connect and provide more impact for all.
Please also see Frost & Sullivan’s Top 10 predictions for healthcare in 2021.

Goal-Setting Best Practices

January 11, 2021 by

FountainBlue’s January 8 Front Line Managers’ Online meeting was on the topic of ‘Goal-Setting Best Practices’. My thanks also to our panelists for their participation. 

Lori Kate Smith, Health Wildcatters
Shobhana Viswanathan, Automation Anywhere
JD Dillon, Tigo Energy (not pictured)
Lynn Marie Viduya, Intermedia

Below are notes from the conversation.

Goal-Setting is important all the time, every time, but especially important in times of great change. To optimize for impact, focus on the vision and mission of the organization and ensure that your team’s goals and your personal goals are in alignment with the corporate mission, vision and objectives.

Indeed measured outcomes should be mapped to these overarching goals, and when market/people/technology change happens, and goals need to be re-visited, the new goals must be checked for alignment with the organization’s strategic mission/vision/objectives.

  • Communicating regularly within and outside the team will help create collaborations and help coordinate to achieve results. 
  • Having clarity on your target audiences and the definition of success will increase the likelihood of success.
  • Being clear on metrics – what to measure, what the commitment is, what the best case scenario is – will help everyone focus on driving results.
  • Being clear on the variables which impact whether a goal is reached will help all parties coordinate and collaborate to shift configurations in order to reach identified results.
  • Understanding the motivations of all parties will help you manage toward outcomes and build engagement.
  • Create a common agenda, a common goal, and empower and engage stakeholders to contribute in specific ways towards achieving that goal.
  • Understand the market needs and focus on the markets which best sustain your products and services in the short term and for the long term.
  • Base goals on the needs of the customer.
  • Treat your people well as you help them achieve their goals. Make sure that they have the resources and support they need, and that they are realistic about what they can achieve, particularly with current work from home mandates.
  • Measure your performance through OKR frameworks (objectives through key results), QBRs, etc.,

Make sure that the goals you’re targeting are in alignment with your personal needs, those of your team, and those of your organization.

Notes from the discussion are available at  

and attached is the slide deck.


Janice Le: Product Eats Marketing

January 8, 2021 by

1.   Tell us about your personal and professional background and about what you do professionally today.

Today, I hold a unique role as both the Chief Product Office and the CMO for Helpshift, a series C startup in the digital customer service space. I am steering the company towards product led growth, driving a product experience that changes the game in B2B SaaS. With product led growth, product will eat traditional marketing and sales.

This is from my LinkedIn profile:

I first came across this quote in one of the first corporate emails I’d received as an intern: “Vision without execution is hallucination.” – Albert Einstein

That was >20 years ago. It resonated with me then and it resonates with me now. Business is my first love, but I’m a closet techie! Throughout my career, I’ve worn many hats (and shoes), from web and app developer, to database designer, to marketer, to product leader, to general manager. While on that journey, I’ve had both successes and valuable failures, but two core values continue to define me—don’t forget where you came from and excuses are for wusses.

Who am I? I am an achiever, a learner, and a fighter. My purpose and mission is to help others reach excellence and to make every day worth winning. For those who are looking to rise above or beat the odds, I am your fighter and trainer who can energize, motivate, and give teams the courage and techniques to win. Words I live by: “Live as if you will die tomorrow. Learn as if you will live forever.”–Mahatma Gandhi

I was born and raised on the banks of the Mekong Delta and escaped Vietnam as a young child after the war. I’ve also beat some medical odds that professionals didn’t think was possible. I’m here today amidst the brightest minds in the world, helping to change lives through technology, with two healthy and thriving daughters who believe they are unstoppable. What’s my take-away? Creating magic and defying the odds only happens when a great vision is equally met with action that gets executed with real heart and soul.

Corporate stuff here: I’m a marketing athlete and product leader with 20+ years of experience in product management, product marketing, and general management in tech domains spanning enterprise networking, cybersecurity, data & analytics, app integration platforms, video, NW infrastructure, and collaboration. I’m a GTM strategist in the Enterprise & Mid-Market, with successes in new/adjacent market entry and global market expansion. I challenge status quo, get the right things done, and can assemble and grow winning teams.

2.   What are your personal and professional goals for sharing your doing-well while doing-right story?

I don’t have professional goals. I consider myself to be a journey person and I don’t get fixated on the destination. My goal is to make each day memorable and worth it and to help others feel the same way. My personal satisfaction comes from “doing the right things well” each day, whether it be in my job or at home, for myself or in service of others.  

3.   How has your personal upbringing helped shape your desire to do well, while doing right?

Because I’ve experienced a number of death-defying moments, I want to make each day meaningful because I don’t know what tomorrow will hold.

I have 5 experiences that I refer to as my 5 G’s: 

  1. Government: escaped Vietnam as a young child when the country fell to the communists. Was a refugee, escaped pirates at sea, survived life-threatening illnesses (malaria, tape worm, etc.)
  2. Gaming: Gaming is how I fell in love with technology. I’m a lifelong gamer who has learned so much from gaming–strategy, knowing your enemy/competition, managing your resources, making allies, thinking 12 moves ahead, knowing the criteria for winning and leveling up, and always achieving your personal best.
  3. Gangs: grew up in east San Jose and learned about the social and political aspects of how gangs operate. Very eye opening and also teaches how to toughen up and not be intimidated by others.
  4. Granulamotosis: rare auto-immune disorder that was treated with 2.5 years of low dose chemotherapy and high dose steroids. Teaches you a lot about being mortal and that you’re not invincible. Being really sick also exposes who your true friends are.
  5. Girls and my guy: having my 2 daughters (despite the odds of relapsing) and my husband. They are my biggest sources of inspiration.

4.   Tell a story about a younger version of yourself and how you were impacted by your early role models.

The younger version of myself was headstrong, believed I was invincible, and had no regard for authority. I was a rebel and a f–k you attitude because I felt I was unstoppable. I still think I’m unstoppable, but I’d rather help people find meaning in their lives. My attitude changed from eff you to help you.


5. How did your education and professional experience help you to learn business basics around strategy, execution and management?

I have a business undergrad in marketing and a technical graduate degree in telecommunications (security and wireless). I am also a self-taught techie and have worked in IT as a web developer, IT analyst, database admin, and app dev. Because of this, I am adept at working with engg teams, but also have a really strong grasp of marketing, GTM, and running a business. I’ve started a business from ground zero, helping Cisco build a business, taking it from zero to $100M in 4 years. My career is split right down the middle between product and marketing. I am a well balanced product thinker and marketing athlete. 

6.   Who were the star mentors, sponsors and coaches who helped you when things got challenging?

Dan Scheinman

Alan Cohen

Keerti Melkote

Christine Heckart

Thomas Wyatt (my husband)

7.   What did you do to better hone your influencing skills?

As a product leader, empathy is the #1 critical skill that I apply to everything that I do: designing products, interacting with customers, influencing my peers, motivating my team, partnering with our founder, and telling our story.

8.   What are a couple of mistakes you made in your early career which helped you be more successful in your business transactions?

I didn’t take myself seriously enough early in my career. I was the classic hare in the story of the tortoise and the hare. I had to learn how to get my act together and consistently deliver on my commitments. 


9.   How did your early experience and upbringing help you build a desire to do right by others, by the earth, for future generations?

Experiencing mortality in so many different places (escaping Vietnam, surviving a rare disorder, not ending up in jail or dead from guns, etc.)….I feel I owe it to the world to help them make each day amazing. 

10.  What are some examples of what you did as a child to do right by others?

I helped give strength to others who lacked it. I won’t allow anyone to be a victim. I help others build strength from their misfortunes–to experience post-traumatic growth, not post-traumatic stress.

11.  When and why did ‘doing well’ NOT be enough, so that you decided that you must also ‘do right’?

I feel like I’ve been given many opportunities and have beaten the odds–it makes me want to help others find their best fighting chance.

12.  Who has helped you make more impact doing right by others?

I am the president of the board for a non-profit called CALICO. We are a child abuse listening and intervention organization that hepls over 800 kids in Alameda find justice from sex abuse and neglect. Having been a victim of sex abuse myself, I want to help those victims find hope and brightness in their adversity.

Here is my story:


13.   What are some of the barriers to making a pronounced impact?

Believe you are unstoppable. 

14.   Who and what could help address these barriers?

 Belief in yourself. A purpose that fuels you. Gratitude for what you have.


15.   What specific do-right impact would you ideally like to achieve, and why is that the most important objective for you?

I want to help others find their personal strength and purpose in whatever they do. It’s important to me because without purpose and strength, continuation is meaningless.

16.   What is the core message, the core vision of the initiative?

17.   What are you doing today to amplify the impact of doing well while doing right?

 With each person that I interact with and touch, I try to lead by example.

18.   How could we all work together to move the needle forward in specific ways?

 We should each find our value and purpose and lead with that each day.


19.     What does success look and feel like?

Success is when you can reflect on each day and say “I have no regrets”

20.    What ONE thing could we each do to make this so? 

Ask the question: What am I proud of doing today?

On Building Trust and Influence

January 7, 2021 by

On Building Trust and Influence

On Building Trust and Influence

Who do you trust so you can stay safe, have fun, stay connected?

How do you get more influence, so others help you get what you want now for yourself, for others, for the future?

How are trust and influence related?

What can I do to get more people to trust me, get more influence to support my agenda?

Whether you’re on the pre-school playground or in the most elite boardroom, these thoughts rattle through your head. I get asked these questions often. So the last time I was asked these questions, I came up with a top ten list with my thoughts on how to build both trust and influence. I hope that you find it useful as you build your relationships of trust, your programs and projects of influence.

  1. Trust is of paramount importance in building relationships. There’s a direct correlation between the amount of trust in a relationship, and the stability and resiliency of that relationship.
  2. Trust can be a difficult thing to earn, and an easy thing to violate. If trust is violated in a relationship, contemplate deeply why a trust has been violated and what, if anything, can be done to repair that trust, that relationship. The learnings from this reflection will serve you well.
  3. Trust must be respected, nurtured and tended in all relationships, and never taken for granted.
  4. The more trusted relationships you nurture and grow, the easier it is to create and sustain more deep and trusted relationships. 
  5. Influence helps people get more things done. Influence becomes increasingly important in a world where we are increasingly interconnected, and no person is an island.
  6. The more influence you have, the easier it is to gain more influence.
  7. Influence in one area does not necessarily mean influence in another area. To be strategic about your influence, be clear on what you want to influence and for which target audience.
  8. It is easier to influence people who trust you. But someone doesn’t necessarily have to trust you to be influenced by you. Those with much influence are role models for many people, and should keep this in mind.
  9. When those with influence make a mistake, it does impact how influential they are. Reflection on what happened and transparent communication to others about the learnings from a mis-step will help those of influence remain influential.
  10. It is optimal to build deep relationships with people you trust, with whom you can collaborate to influence others on a common cause. Collaboratively building more synergistic relationships of trust and more impact and influence will help all parties make measurable progress toward achieving common goals.

Your comments are welcome. E-mail us at