Another great article by Chris Weidner. Well done Chris. Good advice for 2011!!
What would you do in that situation? Would you save the day and proceed to victory, or would you run and hide? Running and hiding is tempting when you see the guy all dressed in black, symbolizing your impending doom!
Isn't that what happens regularly though? Our journey to success always has these "Showdowns" that we have to go through if we are going to get there. There are always going to be "bad guys" we have to get through.
Let's take a look at a few:
Fear:
Fear is the pre-imminent "bad guy." He keeps millions of people from success. Here is a secret: There are times when I am stretching myself to achieve all that I can, when I am taking huge risks, that I wake up in the middle of the night and I am so scared I can't sleep! Fear will tell you anything to keep you from even trying! But do you know what takes care of fear? Persistence. You see, everybody has fear. The most successful people I know have fear. But they work through it rather than give up! To be successful you have to have and win that showdown with fear.
Crowd mentality:
I have become increasingly aware of this in recent years. The crowd is loud. They are tenacious in letting you know that they expect you to do things their way or something is just not right. You know, it is the relative who calls you a dreamer. It is the naysayers. They want you to do what is normal. Well friend, nobody ever got successful doing what the crowd does. The crowd is average, that's why they're the crowd! To be successful you have to have that showdown with the calling of the crowd. Hear their voices screaming, "Don't do that. Be like us," and win the showdown.
Doubt:
Success usually takes a while. It rarely comes overnight. And after some time, you will begin to doubt. "Am I dreaming too big?" "Did I take a dumb risk?" "Should I quit and go back to something safe?" Rest assured, it will come. But this is when your vision must be string and you must keep going. Stick with the dream. Don't give up! Overcome your doubt and the doubts of others! To be successful you must have that showdown with doubt and win!
Yes, there will be many showdowns. The above are but a few, though they are the major ones. Maybe you are experiencing them even now. Your time has come. The old western music is playing. Your foe dressed in black grins that devilish grin. He thinks you can't do it. But have your showdown.
Win.
Then ride off into the sunset! It's time to draw pardner! Take aim and win your showdowns.
Thursday, December 30, 2010
Tuesday, December 28, 2010
8 Foods to Boost Your Metabolism
Another great health article as we get the new year started! Notice the curry comment!!! Enjoy!
By Joe Wilkes
If you spend any time perusing the fashion mags and tabloid rags in the supermarket checkout line, you'll see a wide array of articles claiming to have discovered the latest "miracle food" that'll burn off the pounds while you sit on your butt and eat. Well, sadly, the news isn't quite that good. Without regular exercise, a decent night's sleep, and a thought-out meal plan, your metabolic rate is going to be dragging. However, there are some things you can eat that'll move the needle into the fat-burning zone. And all of these foods are delicious, nutritious, or both, so why not? Here are eight of the best ones.
1. Fish. Most of us have read about the benefits of fish oil, which is full of heart-healthy omega-3 fatty acids. Found in many common oily fish like mackerel, trout, sardines, herring, tuna, and salmon, it can also be taken in capsules (at least 300 mg/day) by those who are averse to seafood. Fish consumption has been found to boost your calorie burn by as much as 400 calories a day. Fish is also full of great, low-fat, muscle-building protein (which requires your body to burn more calories to digest it). And now's a great time to get fishy, as fresh wild-caught salmon is in season.
2. Dark green leafy vegetables. These include arugula, chard, chicory, collard greens, dandelion greens, kale, mustard greens, and spinach. They are full of vitamin A, vitamin C, calcium, and lots of fiber. While the vitamins are great antioxidants and very healthy for you, the fiber is where the rubber really meets the road as far as your metabolism goes. Your body expends a lot more calories digesting fiber and protein than it does simply digesting carbohydrates. This is called the thermic effect—the amount of calories required to digest food can sometimes be almost as much as the number of calories in the food itself. Dark leafies also contain many B vitamins, which are necessary to produce the enzymes for metabolism. Most other vegetables are high in fiber and low in calories and can boost your burn, but the cream of the crop, nutritionally speaking, are the dark green leafy vegetables. So listen to Popeye and eat your spinach!
3. Tomatoes. Tomatoes have gotten a lot of good press lately, as they contain high levels of the antioxidant lycopene, which has been proven to have several anti-carcinogenic properties. And like the dark green leafy vegetables, tomatoes are a good source of fiber. But tomatoes can also work overtime to flush fat, as they contain citric, malic, and oxalic acids, which support your body's kidney functions, helping your body eliminate more waste and fat from your system.
4. Blueberries and other whole fruits. Whole fruits contain lots of fiber, and many contain so much, they can be said to have "negative calories," meaning your body burns more calories digesting them than it stores. One cup of blueberries only has about 80 calories, but it has 4 whole grams of fiber. Your body will expend much of those 80 calories digesting those 4 grams of fiber. Blueberries also contain lots of antioxidants, and are believed to lower cholesterol and regulate blood pressure. Plus they taste great! Try adding them to a high-fiber unsweetened cereal or oatmeal in the morning to get your metabolism up and running at the start of your day.
5. Whole grains. Well, if you've read this far, you've probably gotten that fiber is key to keeping the metabolic fires burning. Whole grains are one of the best sources of dietary fiber. This is where careful label reading comes in. Lots of items that are purported to contain whole grains only have just enough to make the claim truthful, and may in fact be full of insulin-spiking carbohydrates or sugars, which will take your metabolism in the wrong direction. Check the ingredient list of your breads and cereals carefully and make sure the lion's share of the ingredients is whole grains.
6. Chilies, curries, and other spices. Ever eaten a particularly spicy meal and felt your heart race a bit faster and your forehead start to perspire? The capsaicin found in many hot peppers and other spices can fire up your metabolism while it fires up your mouth. In fact, some studies have shown a 50 percent increase in metabolism for 3 hours after eating capsaicin. So it helps to keep a bottle of hot sauce on hand at mealtimes. You can also use spices to add flavor to recipes instead of salty or fatty ingredients to help kick your metabolism into a higher gear.
7. Green tea. Researchers have found that green tea consumption can increase calorie-burning by up to four percent. It's believed that green tea accomplishes this by helping to increase metabolic rates, as well as fat oxidation. Studies have also shown that green tea can reduce sugar cravings and help inhibit enzymes that slow digestion, thus raising metabolic rates. Green tea's thermogenetic properties are convincing enough that Beachbody includes it in its ActiVit® Metabolism Formula. In addition to its metabolic properties, green tea is loaded with antioxidants and polyphenols, making it one of the most healthful beverage choices around.
8. Ice water. Almost every nutritionist will recommend drinking eight 8-ounce glasses of water every day, but did you know that if you drink ice water instead of room-temperature water, your body will burn an extra nine calories per glass? Drinking room-temperature water can burn about 16 calories per glass—that's 25 calories per glass for ice water. So eight glasses of cold water a day can be responsible for burning 200 calories! Besides, water is necessary for all your bodily processes, including the ones that control your metabolism. If you're underhydrated, your body will underperform. Water also flushes out fat deposits and toxins, which can hamper your energy.
Remember, a good night's sleep and smaller, more evenly spaced meals can be your best metabolic friends. And the best thing to really get your metabolism going is exercise. You can burn up to 1,000 calories an hour with Turbo Jam®. And because stress has been found to produce cortisol, a steroid that inhibits the metabolism, we recommend that you try and relax . . . and have a blueberry. Or a fish!
By Joe Wilkes
If you spend any time perusing the fashion mags and tabloid rags in the supermarket checkout line, you'll see a wide array of articles claiming to have discovered the latest "miracle food" that'll burn off the pounds while you sit on your butt and eat. Well, sadly, the news isn't quite that good. Without regular exercise, a decent night's sleep, and a thought-out meal plan, your metabolic rate is going to be dragging. However, there are some things you can eat that'll move the needle into the fat-burning zone. And all of these foods are delicious, nutritious, or both, so why not? Here are eight of the best ones.
1. Fish. Most of us have read about the benefits of fish oil, which is full of heart-healthy omega-3 fatty acids. Found in many common oily fish like mackerel, trout, sardines, herring, tuna, and salmon, it can also be taken in capsules (at least 300 mg/day) by those who are averse to seafood. Fish consumption has been found to boost your calorie burn by as much as 400 calories a day. Fish is also full of great, low-fat, muscle-building protein (which requires your body to burn more calories to digest it). And now's a great time to get fishy, as fresh wild-caught salmon is in season.
2. Dark green leafy vegetables. These include arugula, chard, chicory, collard greens, dandelion greens, kale, mustard greens, and spinach. They are full of vitamin A, vitamin C, calcium, and lots of fiber. While the vitamins are great antioxidants and very healthy for you, the fiber is where the rubber really meets the road as far as your metabolism goes. Your body expends a lot more calories digesting fiber and protein than it does simply digesting carbohydrates. This is called the thermic effect—the amount of calories required to digest food can sometimes be almost as much as the number of calories in the food itself. Dark leafies also contain many B vitamins, which are necessary to produce the enzymes for metabolism. Most other vegetables are high in fiber and low in calories and can boost your burn, but the cream of the crop, nutritionally speaking, are the dark green leafy vegetables. So listen to Popeye and eat your spinach!
3. Tomatoes. Tomatoes have gotten a lot of good press lately, as they contain high levels of the antioxidant lycopene, which has been proven to have several anti-carcinogenic properties. And like the dark green leafy vegetables, tomatoes are a good source of fiber. But tomatoes can also work overtime to flush fat, as they contain citric, malic, and oxalic acids, which support your body's kidney functions, helping your body eliminate more waste and fat from your system.
4. Blueberries and other whole fruits. Whole fruits contain lots of fiber, and many contain so much, they can be said to have "negative calories," meaning your body burns more calories digesting them than it stores. One cup of blueberries only has about 80 calories, but it has 4 whole grams of fiber. Your body will expend much of those 80 calories digesting those 4 grams of fiber. Blueberries also contain lots of antioxidants, and are believed to lower cholesterol and regulate blood pressure. Plus they taste great! Try adding them to a high-fiber unsweetened cereal or oatmeal in the morning to get your metabolism up and running at the start of your day.
5. Whole grains. Well, if you've read this far, you've probably gotten that fiber is key to keeping the metabolic fires burning. Whole grains are one of the best sources of dietary fiber. This is where careful label reading comes in. Lots of items that are purported to contain whole grains only have just enough to make the claim truthful, and may in fact be full of insulin-spiking carbohydrates or sugars, which will take your metabolism in the wrong direction. Check the ingredient list of your breads and cereals carefully and make sure the lion's share of the ingredients is whole grains.
6. Chilies, curries, and other spices. Ever eaten a particularly spicy meal and felt your heart race a bit faster and your forehead start to perspire? The capsaicin found in many hot peppers and other spices can fire up your metabolism while it fires up your mouth. In fact, some studies have shown a 50 percent increase in metabolism for 3 hours after eating capsaicin. So it helps to keep a bottle of hot sauce on hand at mealtimes. You can also use spices to add flavor to recipes instead of salty or fatty ingredients to help kick your metabolism into a higher gear.
7. Green tea. Researchers have found that green tea consumption can increase calorie-burning by up to four percent. It's believed that green tea accomplishes this by helping to increase metabolic rates, as well as fat oxidation. Studies have also shown that green tea can reduce sugar cravings and help inhibit enzymes that slow digestion, thus raising metabolic rates. Green tea's thermogenetic properties are convincing enough that Beachbody includes it in its ActiVit® Metabolism Formula. In addition to its metabolic properties, green tea is loaded with antioxidants and polyphenols, making it one of the most healthful beverage choices around.
8. Ice water. Almost every nutritionist will recommend drinking eight 8-ounce glasses of water every day, but did you know that if you drink ice water instead of room-temperature water, your body will burn an extra nine calories per glass? Drinking room-temperature water can burn about 16 calories per glass—that's 25 calories per glass for ice water. So eight glasses of cold water a day can be responsible for burning 200 calories! Besides, water is necessary for all your bodily processes, including the ones that control your metabolism. If you're underhydrated, your body will underperform. Water also flushes out fat deposits and toxins, which can hamper your energy.
Remember, a good night's sleep and smaller, more evenly spaced meals can be your best metabolic friends. And the best thing to really get your metabolism going is exercise. You can burn up to 1,000 calories an hour with Turbo Jam®. And because stress has been found to produce cortisol, a steroid that inhibits the metabolism, we recommend that you try and relax . . . and have a blueberry. Or a fish!
20 Secrets of Very Fit People
Great article! Enjoy!!
By Chalene Johnson, creator of Turbo Jam®
Here are a few helpful, healthy "TurboFired" tips. Read them, then print and post them so you have them as a daily reminder.
1. Keep a water bottle with you at all times and drink from it often. Water is the drink of choice, but if you don't enjoy plain water, than liven it up! Try adding a squeeze of fresh lemon or lime juice to your water bottle. You can also drink Propel Fit Water®, VitaminWater®, or some other form of healthy enhanced beverage with zero or very few calories, but remember: pure water is best.
2. Look at exercise as a pleasure and privilege, not a burden or chore. Think positively about the changes regular exercise will bring about in your body and your life. Rather than obsessing about your next meal, get excited about your next workout!
3. Eat well-balanced meals and remember that excessive calories, even if they are fat free and high protein, will turn to excess weight. No matter what the latest fad diet is, extra calories always equal extra weight!
4. Limit your caffeine intake and your exposure to smoke—even secondhand smoke.
5. Focus on short-term fitness goals with an emphasis on completing daily exercise.
6. Keep a daily log of what you're actually eating. This includes grabbing a handful of chips here, the crust of your kid's sandwich there, and ALL your snacking.
7. Enjoy an occasional (once a week) "unhealthy" treat, but never an "unhealthy" week or "unhealthy" vacation.
8. Enjoy contributing to the health of others by having a partner or friends to exercise with, as well as recruiting others who have the desire to feel better and have more energy. Have a neighbor who walks every morning? Ask if you can join in!
9. Avoid monotony by introducing new forms of exercise to your routine—in addition to your regular workout, try biking, hiking, swimming, or rollerblading to keep you motivated and inspired.
10. Subscribe to fitness magazines to keep focused on health as an overall way of life.
11. Invest in the right tools—new workout shoes, a portable MP3 player or iPod with great music, the right fitness equipment, a new series of exercise videos, etc.
12. Make it your goal to do some form of exercise 6 or 7 days a week. If some days you exercise once in the morning and once in the evening, even better! If you're eating right, exercise will fuel your energy level!
13. Don't compare your body to other people's. Instead, work to be your personal best.
14. If your diet is unbalanced, work to balance it, and make sure you take daily vitamin and mineral supplements for total health.
15. Work to take your exercise to new levels of intensity.
16. Create an exercise schedule the day before, instead of leaving it to chance or waiting to "find" the time. Everyone from busy heads of corporations to mothers who work full-time to the President of the United States can make time to work out every day—you can make time too!
17. Move beyond the boundaries of weight loss and into total fitness. Measure success by the way your clothes fit and not some number on a scale.
18. Stick with eating plans you can maintain indefinitely. Remember that no matter how hard you're working out, if you're consuming too many calories, you'll never see the muscles that lie beneath the layers of fatty tissue.
19. Get adequate amounts of sleep, but remember that people who exercise regularly fall asleep faster and sleep more soundly.
20. Limit alcohol intake to special occasions.
By Chalene Johnson, creator of Turbo Jam®
Here are a few helpful, healthy "TurboFired" tips. Read them, then print and post them so you have them as a daily reminder.
1. Keep a water bottle with you at all times and drink from it often. Water is the drink of choice, but if you don't enjoy plain water, than liven it up! Try adding a squeeze of fresh lemon or lime juice to your water bottle. You can also drink Propel Fit Water®, VitaminWater®, or some other form of healthy enhanced beverage with zero or very few calories, but remember: pure water is best.
2. Look at exercise as a pleasure and privilege, not a burden or chore. Think positively about the changes regular exercise will bring about in your body and your life. Rather than obsessing about your next meal, get excited about your next workout!
3. Eat well-balanced meals and remember that excessive calories, even if they are fat free and high protein, will turn to excess weight. No matter what the latest fad diet is, extra calories always equal extra weight!
4. Limit your caffeine intake and your exposure to smoke—even secondhand smoke.
5. Focus on short-term fitness goals with an emphasis on completing daily exercise.
6. Keep a daily log of what you're actually eating. This includes grabbing a handful of chips here, the crust of your kid's sandwich there, and ALL your snacking.
7. Enjoy an occasional (once a week) "unhealthy" treat, but never an "unhealthy" week or "unhealthy" vacation.
8. Enjoy contributing to the health of others by having a partner or friends to exercise with, as well as recruiting others who have the desire to feel better and have more energy. Have a neighbor who walks every morning? Ask if you can join in!
9. Avoid monotony by introducing new forms of exercise to your routine—in addition to your regular workout, try biking, hiking, swimming, or rollerblading to keep you motivated and inspired.
10. Subscribe to fitness magazines to keep focused on health as an overall way of life.
11. Invest in the right tools—new workout shoes, a portable MP3 player or iPod with great music, the right fitness equipment, a new series of exercise videos, etc.
12. Make it your goal to do some form of exercise 6 or 7 days a week. If some days you exercise once in the morning and once in the evening, even better! If you're eating right, exercise will fuel your energy level!
13. Don't compare your body to other people's. Instead, work to be your personal best.
14. If your diet is unbalanced, work to balance it, and make sure you take daily vitamin and mineral supplements for total health.
15. Work to take your exercise to new levels of intensity.
16. Create an exercise schedule the day before, instead of leaving it to chance or waiting to "find" the time. Everyone from busy heads of corporations to mothers who work full-time to the President of the United States can make time to work out every day—you can make time too!
17. Move beyond the boundaries of weight loss and into total fitness. Measure success by the way your clothes fit and not some number on a scale.
18. Stick with eating plans you can maintain indefinitely. Remember that no matter how hard you're working out, if you're consuming too many calories, you'll never see the muscles that lie beneath the layers of fatty tissue.
19. Get adequate amounts of sleep, but remember that people who exercise regularly fall asleep faster and sleep more soundly.
20. Limit alcohol intake to special occasions.
Tuesday, December 21, 2010
Want a Great Team? 5 Questions to Ask Yourself
Great article by William C. Taylor. Enjoy!!
Last week, in the spirit of a season in which most of us look at the end of one year, and the start of a New Year, as an opportunity to reflect on our jobs, I offered a set of questions to help you figure out whether it was time to move to a new company or even a new career. This week, in that same spirit, I’d like to address myself to leaders at every level of the organization who want to keep their best people and get the best effort out of them.
Here, then, are five make-or-break questions for leaders who want to make a fresh start for the New Year.
1. Why should great people want to work with you? The best leaders understand that the most talented performers aren’t motivated primarily by money or status. Great people want to work on exciting projects. Great people want to feel like impact players. Put simply, great people want to feel like they’re part of something greater than themselves. It’s the leader’s job to keep everyone energized and determined in a business environment that remains lackluster and uncertain.
2. Do you know a great person when you see one? It’s a lot easier to be the right kind of leader if you’re running a team or department filled with the right kind of people. Indeed, as I reflect on the best workplaces I’ve visited, I’ve come to appreciate how much time and energy leaders spend on who gets to be there. These workplaces may feel different, but the organizing principle is the same: When it comes to evaluating talent, character counts for as much as credentials. Do you know what makes your star performers tick–and how to find more performers who share those attributes?
3. Can you find great people who aren’t looking for you? It’s a common-sense insight that’s commonly forgotten: The most talented performers tend to be in jobs they like, working with people they enjoy, on projects that keep them challenged. The trick is to win over these so-called “passive” job seekers. These people may be outside your company, or they may be in a different department from inside your company, but they won’t work for you unless you work hard to persuade them to join.
4. Are you great at teaching great people how your team or company works and wins? Even the most highly focused specialists (software programmers, graphic designers, marketing wizards) are at their best when they appreciate how the whole organization operates. That’s partly a matter of sharing financial statements: Can every person learn how to think like a businessperson? But it’s mainly a matter of shared understanding: Can smart people work on making everyone else in the organization smarter about the business?
5. Are you as tough on yourself as you are on your people? There’s no question that talented and ambitious people have high expectations–for themselves, for their team or company, for their colleagues. Which is why they can be so tough on their leaders. The ultimate test for people in positions of authority is to demonstrate the same values, attitudes, and mindsets they want to see from the people who report to them.
In other words, as we approach a New Year filled with new worries, problems, and difficulties, the biggest question is the one it’s always been: Are you the kind of leader you’d want to work for?
Last week, in the spirit of a season in which most of us look at the end of one year, and the start of a New Year, as an opportunity to reflect on our jobs, I offered a set of questions to help you figure out whether it was time to move to a new company or even a new career. This week, in that same spirit, I’d like to address myself to leaders at every level of the organization who want to keep their best people and get the best effort out of them.
Here, then, are five make-or-break questions for leaders who want to make a fresh start for the New Year.
1. Why should great people want to work with you? The best leaders understand that the most talented performers aren’t motivated primarily by money or status. Great people want to work on exciting projects. Great people want to feel like impact players. Put simply, great people want to feel like they’re part of something greater than themselves. It’s the leader’s job to keep everyone energized and determined in a business environment that remains lackluster and uncertain.
2. Do you know a great person when you see one? It’s a lot easier to be the right kind of leader if you’re running a team or department filled with the right kind of people. Indeed, as I reflect on the best workplaces I’ve visited, I’ve come to appreciate how much time and energy leaders spend on who gets to be there. These workplaces may feel different, but the organizing principle is the same: When it comes to evaluating talent, character counts for as much as credentials. Do you know what makes your star performers tick–and how to find more performers who share those attributes?
3. Can you find great people who aren’t looking for you? It’s a common-sense insight that’s commonly forgotten: The most talented performers tend to be in jobs they like, working with people they enjoy, on projects that keep them challenged. The trick is to win over these so-called “passive” job seekers. These people may be outside your company, or they may be in a different department from inside your company, but they won’t work for you unless you work hard to persuade them to join.
4. Are you great at teaching great people how your team or company works and wins? Even the most highly focused specialists (software programmers, graphic designers, marketing wizards) are at their best when they appreciate how the whole organization operates. That’s partly a matter of sharing financial statements: Can every person learn how to think like a businessperson? But it’s mainly a matter of shared understanding: Can smart people work on making everyone else in the organization smarter about the business?
5. Are you as tough on yourself as you are on your people? There’s no question that talented and ambitious people have high expectations–for themselves, for their team or company, for their colleagues. Which is why they can be so tough on their leaders. The ultimate test for people in positions of authority is to demonstrate the same values, attitudes, and mindsets they want to see from the people who report to them.
In other words, as we approach a New Year filled with new worries, problems, and difficulties, the biggest question is the one it’s always been: Are you the kind of leader you’d want to work for?
Monday, December 20, 2010
The Two Choices We Face
Nice article by Jim Rohn. Enjoy!!
Each of us has two distinct choices to make about what we will do with our lives.
The first choice we can make is to be less than we have the capacity to be. To earn less. To have less. To read less and think less. To try less and discipline ourselves less. These are the choices that lead to an empty life. These are the choices that, once made, lead to a life of constant apprehension instead of a life of wondrous anticipation.
And the second choice? To do it all! To become all that we can possibly be. To read every book that we possibly can. To earn as much as we possibly can. To give and share as much as we possibly can. To strive and produce and accomplish as much as we possibly can. All of us have the choice.
To do or not to do. To be or not to be. To be all or to be less or to be nothing
at all.
Like the tree, it would be a worthy challenge for us all to stretch upward and outward
to the full measure of our capabilities. Why not do all that we can, every moment
that we can, the best that we can, for as long as we can?
Our ultimate life objective should be to create as much as our talent and ability
and desire will permit. To settle for doing less than we could do is to fail in
this worthiest of undertakings.
Results are the best measurement of human progress. Not conversation. Not explanation. Not justification. Results! And if our results are less than our potential suggests that they should be, then we must strive to become more today than we were the day before. The greatest rewards are always reserved for those who bring great value to themselves and the world around them as a result of who and what they have become.
Each of us has two distinct choices to make about what we will do with our lives.
The first choice we can make is to be less than we have the capacity to be. To earn less. To have less. To read less and think less. To try less and discipline ourselves less. These are the choices that lead to an empty life. These are the choices that, once made, lead to a life of constant apprehension instead of a life of wondrous anticipation.
And the second choice? To do it all! To become all that we can possibly be. To read every book that we possibly can. To earn as much as we possibly can. To give and share as much as we possibly can. To strive and produce and accomplish as much as we possibly can. All of us have the choice.
To do or not to do. To be or not to be. To be all or to be less or to be nothing
at all.
Like the tree, it would be a worthy challenge for us all to stretch upward and outward
to the full measure of our capabilities. Why not do all that we can, every moment
that we can, the best that we can, for as long as we can?
Our ultimate life objective should be to create as much as our talent and ability
and desire will permit. To settle for doing less than we could do is to fail in
this worthiest of undertakings.
Results are the best measurement of human progress. Not conversation. Not explanation. Not justification. Results! And if our results are less than our potential suggests that they should be, then we must strive to become more today than we were the day before. The greatest rewards are always reserved for those who bring great value to themselves and the world around them as a result of who and what they have become.
Saturday, December 18, 2010
10 HARD Ways to Make Your Life Better
Not sure of the author but a great piece. How many of the 10 things listed have you done? Enjoy!!
Some of the most worthwhile things in life aren’t easy. One of the things I dislike most about “power of positive thinking”-style personal development philosophies (such as “The Secret”) is the implication that if you just have the right attitude and the right state of mind, the rest will just fall into place. I think it causes a lot of hurt and disappointment in people who invest their time, effort, and of course, money into these systems and find themselves, one or two or five years down the line, exactly where they were before.
“You must not have wanted it badly enough,” the authors of these philosophies seem to be saying. “There must still be something wrong with you.”
I don’t think that, ultimately, God or the Spirits or the Universe or the world “provides”. I think a lot of times the world puts obstacles in our way, and no amount of positive thinking makes them go away. And I think that a lot of the people who are “successful”, by whatever standard you want to use, have as much “wrong” with them as a lot of the ones who aren’t successful. Maybe more.
In any case, wherever the motivation comes from, the things that really make our lives worth living can be quite difficult. (And who knows, maybe thinking positively helps take some of the edge off of doing the hard stuff?) What’s more, they can take a lot of time to do, and even more time to get right. But I think that doing is the important thing, not the result — throwing yourself into something with all your heart, mind, and soul is the success, not the “growing rich” part.
Here, then, are ten things that are really hard to do but which have an incredible power to make your life better.
1. Start a business
My dad, who has been self-employed almost all his life, used to tell me that “Only jerks work for jerks.” Working for someone else puts you at their mercy and subjects you to their whims — and often their poor management skills. Not only that, but the profit of your labor goes into their pockets.
Starting a business puts you in control of your work life, and your money. It’s hard — small businesses fail every day. But the rewards of even a failed venture can far outweigh the risk. Just knowing that your failure was the result of your own choices — instead of a decision made at a corporate office a thousand miles away — can be liberating.
2. Organize a group
What makes you passionate? Chances are, being around other people who are passionate about the same thing would make you even more passionate about it. Often the only thing keeping you and them from coming together is that nobody’s put out a sign saying “Come and talk!” Getting a group going is a tremendous challenge, and very often the personality of the founder leaves a tremendous mark on the group as a whole. Seeing a group grow and take off can be tremendously awarding — but even failing can teach you important things about leadership.
3. Volunteer
I don’t mean spend Thanksgiving at a soup kitchen, though that can often be challenging enough. What I mean, though, is to make a long-term investment in your community by joining school committees, donating three hours a week in a shelter, hosting a monthly read-along at the library, tutoring at-risk children after school, teaching adult literacy classes at a local prison, or any of a million ways to play a role in the lives of people who need you. Perhaps the most pressing need in our society is for people to take an interest in and engage with their communities.
4. Take an active role in your children’s’ activities
Pick one thing your child does and commit yourself to it. Coach their team, become a Brownie leader, spend a weekend day in the workshop with them, buy a bike and ride along with them — make their passions your own. Don’t crowd them — especially if you have teenagers — but show them that you value something they do by giving them your time and interest.
5. Start a family
I don’t mean have kids. That can be all too easy! Make the decision to have a family, which means to give of yourself fully to another person or several people. Risk being vulnerable by sharing your fears, quirks, and failures with someone else; you might find it makes you stronger than ever before.
This transcends marriage and parenthood. There are lots of people who can’t marry because the law prevents it. There are people who can’t have children. These are not the essential ingredients of family. The essential ingredients are love, mutual respect, trust, and open giving. Find (or make) someone you can share that with.
6. Write a book
It feels really, really good to see your name on a book cover, but it feels even better to know that someone, somewhere, might find his or her life changed by something you’ve written. Share your particular expertise, whether it’s story-telling or woodworking, with the world — or just your family. Time isn’t the big issue (though it is an issue — don’t let the positive thinkists tell you otherwise!) but if you commit yourself to a page a day — a couple hundred words — within a year you’ll have a pretty decent-sized manuscript. That’s something to work with!
7. Learn an art
Take painting lessons, a pottery workshop, a music class, whatever — learn to express yourself and you might find a self worth expressing. Don’t settle for being a “Sunday painter” — devote yourself to an art and master it.
8. Run for office
The world needs smart, dedicated, and upright people to take care of all the fiddly details of making things run. As it happens, running for local office isn’t as challenging as you’d think (which isn’t to say it’s easy) — Michael Moore, the filmmaker, ran for school board while he was still in high school. Just for kicks. And won! It’s fine to have your heart set on the White House or Capital Hill, but try your hand at city councilperson, county registrar, or something closer to home first. And be clean — run for the experience of putting your community on a better path, and not for the power.
9. Take up a sport
Enough with the working out already! Sure, you want to be healthy, but the whole treadmill-running, iPod-listening, 45-minutes-after-work thing is a little anti-social, don’t you think? OK, you want some solitude once in a while — fine. But at least add a sport, something you do with other people. You’ll be spending time interacting with others, while also developing team-building and leadership skills. And, you might learn something from your fellow players.
10. Set an outrageous goal — and achieve it!
The nine tips above are only a handful of ideas about how to make your life better. Maybe you want to record an album, climb a mountain, make the Hajj (the pilgrimage to Mecca), see 20 countries — don’t just settle for tiny goals, push yourself all the way to the edge and figure out how to make the craziest thing you can think of happen. Yes, you’ll have to learn a lot along the way, and plan months or even years in advance — that’s what makes outlandish goals worthwhile.
I don’t want to suggest that you need to do all these things to be happy — doing just one is quite a handful! But if you’re unhappy with your life, if you want to make a change for the better, you need to think big and you need to be ready to put in the work to make it happen. It’s easy to “visualize success” and to “think positively”; it’s not so easy to throw yourself into the unknown and make it work. But if you can make it work, you’ll gain far more than you can imagine.
Some of the most worthwhile things in life aren’t easy. One of the things I dislike most about “power of positive thinking”-style personal development philosophies (such as “The Secret”) is the implication that if you just have the right attitude and the right state of mind, the rest will just fall into place. I think it causes a lot of hurt and disappointment in people who invest their time, effort, and of course, money into these systems and find themselves, one or two or five years down the line, exactly where they were before.
“You must not have wanted it badly enough,” the authors of these philosophies seem to be saying. “There must still be something wrong with you.”
I don’t think that, ultimately, God or the Spirits or the Universe or the world “provides”. I think a lot of times the world puts obstacles in our way, and no amount of positive thinking makes them go away. And I think that a lot of the people who are “successful”, by whatever standard you want to use, have as much “wrong” with them as a lot of the ones who aren’t successful. Maybe more.
In any case, wherever the motivation comes from, the things that really make our lives worth living can be quite difficult. (And who knows, maybe thinking positively helps take some of the edge off of doing the hard stuff?) What’s more, they can take a lot of time to do, and even more time to get right. But I think that doing is the important thing, not the result — throwing yourself into something with all your heart, mind, and soul is the success, not the “growing rich” part.
Here, then, are ten things that are really hard to do but which have an incredible power to make your life better.
1. Start a business
My dad, who has been self-employed almost all his life, used to tell me that “Only jerks work for jerks.” Working for someone else puts you at their mercy and subjects you to their whims — and often their poor management skills. Not only that, but the profit of your labor goes into their pockets.
Starting a business puts you in control of your work life, and your money. It’s hard — small businesses fail every day. But the rewards of even a failed venture can far outweigh the risk. Just knowing that your failure was the result of your own choices — instead of a decision made at a corporate office a thousand miles away — can be liberating.
2. Organize a group
What makes you passionate? Chances are, being around other people who are passionate about the same thing would make you even more passionate about it. Often the only thing keeping you and them from coming together is that nobody’s put out a sign saying “Come and talk!” Getting a group going is a tremendous challenge, and very often the personality of the founder leaves a tremendous mark on the group as a whole. Seeing a group grow and take off can be tremendously awarding — but even failing can teach you important things about leadership.
3. Volunteer
I don’t mean spend Thanksgiving at a soup kitchen, though that can often be challenging enough. What I mean, though, is to make a long-term investment in your community by joining school committees, donating three hours a week in a shelter, hosting a monthly read-along at the library, tutoring at-risk children after school, teaching adult literacy classes at a local prison, or any of a million ways to play a role in the lives of people who need you. Perhaps the most pressing need in our society is for people to take an interest in and engage with their communities.
4. Take an active role in your children’s’ activities
Pick one thing your child does and commit yourself to it. Coach their team, become a Brownie leader, spend a weekend day in the workshop with them, buy a bike and ride along with them — make their passions your own. Don’t crowd them — especially if you have teenagers — but show them that you value something they do by giving them your time and interest.
5. Start a family
I don’t mean have kids. That can be all too easy! Make the decision to have a family, which means to give of yourself fully to another person or several people. Risk being vulnerable by sharing your fears, quirks, and failures with someone else; you might find it makes you stronger than ever before.
This transcends marriage and parenthood. There are lots of people who can’t marry because the law prevents it. There are people who can’t have children. These are not the essential ingredients of family. The essential ingredients are love, mutual respect, trust, and open giving. Find (or make) someone you can share that with.
6. Write a book
It feels really, really good to see your name on a book cover, but it feels even better to know that someone, somewhere, might find his or her life changed by something you’ve written. Share your particular expertise, whether it’s story-telling or woodworking, with the world — or just your family. Time isn’t the big issue (though it is an issue — don’t let the positive thinkists tell you otherwise!) but if you commit yourself to a page a day — a couple hundred words — within a year you’ll have a pretty decent-sized manuscript. That’s something to work with!
7. Learn an art
Take painting lessons, a pottery workshop, a music class, whatever — learn to express yourself and you might find a self worth expressing. Don’t settle for being a “Sunday painter” — devote yourself to an art and master it.
8. Run for office
The world needs smart, dedicated, and upright people to take care of all the fiddly details of making things run. As it happens, running for local office isn’t as challenging as you’d think (which isn’t to say it’s easy) — Michael Moore, the filmmaker, ran for school board while he was still in high school. Just for kicks. And won! It’s fine to have your heart set on the White House or Capital Hill, but try your hand at city councilperson, county registrar, or something closer to home first. And be clean — run for the experience of putting your community on a better path, and not for the power.
9. Take up a sport
Enough with the working out already! Sure, you want to be healthy, but the whole treadmill-running, iPod-listening, 45-minutes-after-work thing is a little anti-social, don’t you think? OK, you want some solitude once in a while — fine. But at least add a sport, something you do with other people. You’ll be spending time interacting with others, while also developing team-building and leadership skills. And, you might learn something from your fellow players.
10. Set an outrageous goal — and achieve it!
The nine tips above are only a handful of ideas about how to make your life better. Maybe you want to record an album, climb a mountain, make the Hajj (the pilgrimage to Mecca), see 20 countries — don’t just settle for tiny goals, push yourself all the way to the edge and figure out how to make the craziest thing you can think of happen. Yes, you’ll have to learn a lot along the way, and plan months or even years in advance — that’s what makes outlandish goals worthwhile.
I don’t want to suggest that you need to do all these things to be happy — doing just one is quite a handful! But if you’re unhappy with your life, if you want to make a change for the better, you need to think big and you need to be ready to put in the work to make it happen. It’s easy to “visualize success” and to “think positively”; it’s not so easy to throw yourself into the unknown and make it work. But if you can make it work, you’ll gain far more than you can imagine.
A MESSAGE FROM TENZIN GYATSO – THE 14TH DALAI LAMA
This came to me from my good friend Dennis Bruyns in South Africa. Pretty special. Enjoy!!!
When I was a boy in Tibet, I felt that my own Buddhist religion must be the best — and that other faiths were somehow inferior. Now I see how naïve I was, and how dangerous the extremes of religious intolerance can be today.
Although intolerance may be as old as religion itself, we still see vigorous signs of its virulence. In Europe, there are intense debates about newcomers wearing veils or wanting to erect minarets and episodes of violence against Muslim immigrants. Radical atheists issue blanket condemnations of those who hold to religious beliefs. In the Middle East, the flames of war are fanned by hatred of those who adhere to a different faith.
Such tensions are likely to increase as the world becomes more interconnected and cultures, peoples and religions become ever more entwined. The pressure this creates tests more than our tolerance — it demands that we promote peaceful coexistence and understanding across boundaries.
Granted, every religion has a sense of exclusivity as part of its core identity. Even so, I believe there is genuine potential for mutual understanding. While preserving faith toward one’s own tradition, one can respect, admire and appreciate other traditions.
An early eye-opener for me was my meeting with the Trappist monk Thomas Merton in India shortly before his untimely death in 1968. Merton told me he could be perfectly faithful to Christianity, yet learn in depth from other religions like Buddhism. The same is true for me as an ardent Buddhist learning from the world’s other great religions.
A main point in my discussion with Merton was how central compassion was to the message of both Christianity and Buddhism. In my readings of the New Testament, I find myself inspired by Jesus’ acts of compassion. His miracle of the loaves and fishes, his healing and his teaching are all motivated by the desire to relieve suffering.
I’m a firm believer in the power of personal contact to bridge differences, so I’ve long been drawn to dialogues with people of other religious outlooks. The focus on compassion that Merton and I observed in our two religions strikes me as a strong unifying thread among all the major faiths. And these days we need to highlight what unifies us.
Take Judaism, for instance. I first visited a synagogue in Cochin, India, in 1965, and have met with many rabbis over the years. I remember vividly the rabbi in the Netherlands who told me about the Holocaust with such intensity that we were both in tears. And I’ve learned how the Talmud and the Bible repeat the theme of compassion, as in the passage in Leviticus that admonishes, “Love your neighbour as yourself.”
In my many encounters with Hindu scholars in India, I’ve come to see the centrality of selfless compassion in Hinduism too — as expressed, for instance, in the Bhagavad Gita, which praises those who “delight in the welfare of all beings.” I’m moved by the ways this value has been expressed in the life of great beings like Mahatma Gandhi, or the lesser-known Baba Amte, who founded a leper colony not far from a Tibetan settlement in Maharashtra State in India. There he fed and sheltered lepers who were otherwise shunned. When I received my Nobel Peace Prize, I made a donation to his colony.
Compassion is equally important in Islam — and recognizing that has become crucial in the years since Sept. 11, especially in answering those who paint Islam as a militant faith. On the first anniversary of 9/11, I spoke at the National Cathedral in Washington, pleading that we not blindly follow the lead of some in the news media and let the violent acts of a few individuals define an entire religion.
Let me tell you about the Islam I know. Tibet has had an Islamic community for around 400 years, although my richest contacts with Islam have been in India, which has the world’s second-largest Muslim population. An imam in Ladakh once told me that a true Muslim should love and respect all of Allah’s creatures. And in my understanding, Islam enshrines compassion as a core spiritual principle, reflected in the very name of God, the “Compassionate and Merciful,” that appears at the beginning of virtually each chapter of the Koran.
Finding common ground among faiths can help us bridge needless divides at a time when unified action is more crucial than ever. As a species, we must embrace the oneness of humanity as we face global issues like pandemics, economic crises and ecological disaster. At that scale, our response must be as one.
Harmony among the major faiths has become an essential ingredient of peaceful coexistence in our world. From this perspective, mutual understanding among these traditions is not merely the business of religious believers — it matters for the welfare of humanity as a whole.
Tenzin Gyatso, the 14th Dalai Lama, is the author, most recently, of “Toward a True Kinship of Faiths: How the World’s Religions Can Come Together.”
When I was a boy in Tibet, I felt that my own Buddhist religion must be the best — and that other faiths were somehow inferior. Now I see how naïve I was, and how dangerous the extremes of religious intolerance can be today.
Although intolerance may be as old as religion itself, we still see vigorous signs of its virulence. In Europe, there are intense debates about newcomers wearing veils or wanting to erect minarets and episodes of violence against Muslim immigrants. Radical atheists issue blanket condemnations of those who hold to religious beliefs. In the Middle East, the flames of war are fanned by hatred of those who adhere to a different faith.
Such tensions are likely to increase as the world becomes more interconnected and cultures, peoples and religions become ever more entwined. The pressure this creates tests more than our tolerance — it demands that we promote peaceful coexistence and understanding across boundaries.
Granted, every religion has a sense of exclusivity as part of its core identity. Even so, I believe there is genuine potential for mutual understanding. While preserving faith toward one’s own tradition, one can respect, admire and appreciate other traditions.
An early eye-opener for me was my meeting with the Trappist monk Thomas Merton in India shortly before his untimely death in 1968. Merton told me he could be perfectly faithful to Christianity, yet learn in depth from other religions like Buddhism. The same is true for me as an ardent Buddhist learning from the world’s other great religions.
A main point in my discussion with Merton was how central compassion was to the message of both Christianity and Buddhism. In my readings of the New Testament, I find myself inspired by Jesus’ acts of compassion. His miracle of the loaves and fishes, his healing and his teaching are all motivated by the desire to relieve suffering.
I’m a firm believer in the power of personal contact to bridge differences, so I’ve long been drawn to dialogues with people of other religious outlooks. The focus on compassion that Merton and I observed in our two religions strikes me as a strong unifying thread among all the major faiths. And these days we need to highlight what unifies us.
Take Judaism, for instance. I first visited a synagogue in Cochin, India, in 1965, and have met with many rabbis over the years. I remember vividly the rabbi in the Netherlands who told me about the Holocaust with such intensity that we were both in tears. And I’ve learned how the Talmud and the Bible repeat the theme of compassion, as in the passage in Leviticus that admonishes, “Love your neighbour as yourself.”
In my many encounters with Hindu scholars in India, I’ve come to see the centrality of selfless compassion in Hinduism too — as expressed, for instance, in the Bhagavad Gita, which praises those who “delight in the welfare of all beings.” I’m moved by the ways this value has been expressed in the life of great beings like Mahatma Gandhi, or the lesser-known Baba Amte, who founded a leper colony not far from a Tibetan settlement in Maharashtra State in India. There he fed and sheltered lepers who were otherwise shunned. When I received my Nobel Peace Prize, I made a donation to his colony.
Compassion is equally important in Islam — and recognizing that has become crucial in the years since Sept. 11, especially in answering those who paint Islam as a militant faith. On the first anniversary of 9/11, I spoke at the National Cathedral in Washington, pleading that we not blindly follow the lead of some in the news media and let the violent acts of a few individuals define an entire religion.
Let me tell you about the Islam I know. Tibet has had an Islamic community for around 400 years, although my richest contacts with Islam have been in India, which has the world’s second-largest Muslim population. An imam in Ladakh once told me that a true Muslim should love and respect all of Allah’s creatures. And in my understanding, Islam enshrines compassion as a core spiritual principle, reflected in the very name of God, the “Compassionate and Merciful,” that appears at the beginning of virtually each chapter of the Koran.
Finding common ground among faiths can help us bridge needless divides at a time when unified action is more crucial than ever. As a species, we must embrace the oneness of humanity as we face global issues like pandemics, economic crises and ecological disaster. At that scale, our response must be as one.
Harmony among the major faiths has become an essential ingredient of peaceful coexistence in our world. From this perspective, mutual understanding among these traditions is not merely the business of religious believers — it matters for the welfare of humanity as a whole.
Tenzin Gyatso, the 14th Dalai Lama, is the author, most recently, of “Toward a True Kinship of Faiths: How the World’s Religions Can Come Together.”
Friday, December 17, 2010
Putting a Bow on 2010: A Proper Perspective
Great article by one of my favorite authors, John Maxwell. Enjoy and here's to 2011!!
At this stage, the punctuation you put on 2010 will not depend as much on what you do but on your point of view. As you look back on the past year, you likely experienced highs and lows, encountered blessings and victories alongside hardship and heartache. As you wrap up 2010, be sure your attitude toward the last twelve months is providing you with the healthy perspective needed to finish strong.
Here are three suggestions to help you adopt a mindset that makes the most of 2010.
1) See the lessons in every setback.
Things turn out best for the people who make the best of the way things turn out. ~ John Wooden
As you think back on the past year, don't be ashamed by the mistakes you made. Failures are stepping-stones to success, not proof of inadequacy. If you're not stumbling from time to time, then chances are you're not going anywhere worthwhile.
Failures are not fun, but neither are they fruitless. Opportunities to learn and grow are embedded in every setback we undergo. Instead of dwelling on the disappointment of things going wrong, seize the insights of the experience. By doing so, you'll emerge as a stronger person.
2) Show gratitude for the blessings you've received.
Gratitude is not only the greatest of all virtues but the mother of all the rest.~ Cicero
To cultivate gratitude, Oprah recommends keeping a gratitude journal:
"Every night, list five things that happened this day that you are grateful for. What it will begin to do is change your perspective of your day and your life. If you can learn to focus on what you have, you will always see that the universe is abundant; you will have more. If you concentrate on what you don't have, you will never have enough."
In addition to writing down what you're thankful for, take action to show gratitude to the people who have helped you over the course of the past year. Expressing thankfulness to others encourages them, strengthens your relationship with them, and positions you to receive their goodwill again in the future.
3) Turn the page on the past and take joy in today.
Hoping to get a glimpse into history, an interviewer asked an 87-year old woman, "What was the world like back in your day?" "Hmph!" she responded, "This is my day!" I love her attitude. Instead of being wistful about the years behind her, the elderly lady's mindset was on making the most of the day in front of her.
The close of the calendar year can be a time of reflection. We think back to the happenings of 2010 and assess where we are in life. Although life can only be understood looking backwards, it can only be lived moving forward. No matter what has transpired this past year, today is a blank slate. So set aside any regrets you may have about 2010, enjoy the holiday season, and look forward to a fresh new year.
At this stage, the punctuation you put on 2010 will not depend as much on what you do but on your point of view. As you look back on the past year, you likely experienced highs and lows, encountered blessings and victories alongside hardship and heartache. As you wrap up 2010, be sure your attitude toward the last twelve months is providing you with the healthy perspective needed to finish strong.
Here are three suggestions to help you adopt a mindset that makes the most of 2010.
1) See the lessons in every setback.
Things turn out best for the people who make the best of the way things turn out. ~ John Wooden
As you think back on the past year, don't be ashamed by the mistakes you made. Failures are stepping-stones to success, not proof of inadequacy. If you're not stumbling from time to time, then chances are you're not going anywhere worthwhile.
Failures are not fun, but neither are they fruitless. Opportunities to learn and grow are embedded in every setback we undergo. Instead of dwelling on the disappointment of things going wrong, seize the insights of the experience. By doing so, you'll emerge as a stronger person.
2) Show gratitude for the blessings you've received.
Gratitude is not only the greatest of all virtues but the mother of all the rest.~ Cicero
To cultivate gratitude, Oprah recommends keeping a gratitude journal:
"Every night, list five things that happened this day that you are grateful for. What it will begin to do is change your perspective of your day and your life. If you can learn to focus on what you have, you will always see that the universe is abundant; you will have more. If you concentrate on what you don't have, you will never have enough."
In addition to writing down what you're thankful for, take action to show gratitude to the people who have helped you over the course of the past year. Expressing thankfulness to others encourages them, strengthens your relationship with them, and positions you to receive their goodwill again in the future.
3) Turn the page on the past and take joy in today.
Hoping to get a glimpse into history, an interviewer asked an 87-year old woman, "What was the world like back in your day?" "Hmph!" she responded, "This is my day!" I love her attitude. Instead of being wistful about the years behind her, the elderly lady's mindset was on making the most of the day in front of her.
The close of the calendar year can be a time of reflection. We think back to the happenings of 2010 and assess where we are in life. Although life can only be understood looking backwards, it can only be lived moving forward. No matter what has transpired this past year, today is a blank slate. So set aside any regrets you may have about 2010, enjoy the holiday season, and look forward to a fresh new year.
Tuesday, December 7, 2010
Skills of Extraordinary Leaders
By Chris Widener. Another excellent leadership article by Chris. Outstanding!!!
What? You don’t think that you are a leader? You are! Everyone influences others to some degree. Now, you may not be a very good leader… but that is altogether a different story! Even if you are in need of some help in the leadership department, and we all are, here are some skills you can work on immediately to help you become the leader you want to be. Then you can influence those around you like never before!
1. Good Communicator. Extraordinary Leaders are those who can take the vision they have and communicate it in ways that their followers can easily understand, internal, and own. Then, and only then, can they carry it out! So focus on speaking and writing more clearly, and with the passion that you have for the vision you have. Use different ways of communicating, including different ways verbally and non-verbally. Above all, communicate often!
2. "Sees" the End Result Long Before Others. I think the greatest compliment on my leadership skills I ever received came from a gentleman who told me that “you see things about 6 months before the rest of us.” Without tooting my own horn (okay, a little bit maybe…), that is a skill of a leader. They are always looking out ahead of themselves and their situations. Followers are worried about what happens today, while leaders are thinking about and strategizing about what they see for tomorrow. Be constantly looking ahead. Practice making projections. Get good at “seeing” the future. When you can do this better than others, they will look to you for leadership!
3. Ability to Define Goals for Self and Others. Do you know what your goals are? Can you define them? Can you articulate them clearly (see number one)? Can you do this for those who follow? Can you define and set their goals? A Extraordinary Leader works at clarity and definition of goals so that they can be internalized and acted upon by others. Work hard at this skill and others will follow!
4. Ability to Set Strategy and Course of Action. What will you do to reach the goal? Many people can say where we should go, but it is the Extraordinary Leader who can lay out a plan for everyone to get there! Work at laying out a plan for you and your followers. Remember that there are people with different skill and passion levels, and take this into account! Get good at this and when people want to get to their goals in a hurry, they will call on you to lead!
5. Ability to Teach Others. One of the greatest leadership development companies in the world has been General Electric. This is because their CEO, Jack Welch, has always emphasized the need for current leaders to teach others. He himself spends what others would consider an extraordinary amount of time in the classroom teaching. But remember, he is an Extraordinary Leader and he is developing Extraordinary Leaders to follow behind him. Work hard at your teaching techniques, and be sure to use as many situations as possible for the opportunity to teach those who would follow.
6. Ability to Inspire Others. You may have a great goal, but if you want to be an Extraordinary Leader, then you will have to put a little oomph under your followers! This is the ability to inspire! Work at helping them to see the big picture, the great end results, and how good it is going to be for them and others. Above all, make it exciting. If it is a good goal, it should be exciting. If it isn’t exciting, then dump it and get a goal that others can get excited about! (See the next article, the MFS Classic, for more on inspiring others)
7. Delegates. An Extraordinary Leader is rarely a person who is doing everything him or herself. Extraordinary Leaders get there job done through others. They figure out the way, communicate the way, and inspire the followers to go that way, and then they get OUT OF THE WAY! Delegate to your people. Empower them! Set them free to soar! This is what an Extraordinary Leader does. Leaders who do it any other way are just extraordinarily tired at the end of the day with very little to show for it!
What? You don’t think that you are a leader? You are! Everyone influences others to some degree. Now, you may not be a very good leader… but that is altogether a different story! Even if you are in need of some help in the leadership department, and we all are, here are some skills you can work on immediately to help you become the leader you want to be. Then you can influence those around you like never before!
1. Good Communicator. Extraordinary Leaders are those who can take the vision they have and communicate it in ways that their followers can easily understand, internal, and own. Then, and only then, can they carry it out! So focus on speaking and writing more clearly, and with the passion that you have for the vision you have. Use different ways of communicating, including different ways verbally and non-verbally. Above all, communicate often!
2. "Sees" the End Result Long Before Others. I think the greatest compliment on my leadership skills I ever received came from a gentleman who told me that “you see things about 6 months before the rest of us.” Without tooting my own horn (okay, a little bit maybe…), that is a skill of a leader. They are always looking out ahead of themselves and their situations. Followers are worried about what happens today, while leaders are thinking about and strategizing about what they see for tomorrow. Be constantly looking ahead. Practice making projections. Get good at “seeing” the future. When you can do this better than others, they will look to you for leadership!
3. Ability to Define Goals for Self and Others. Do you know what your goals are? Can you define them? Can you articulate them clearly (see number one)? Can you do this for those who follow? Can you define and set their goals? A Extraordinary Leader works at clarity and definition of goals so that they can be internalized and acted upon by others. Work hard at this skill and others will follow!
4. Ability to Set Strategy and Course of Action. What will you do to reach the goal? Many people can say where we should go, but it is the Extraordinary Leader who can lay out a plan for everyone to get there! Work at laying out a plan for you and your followers. Remember that there are people with different skill and passion levels, and take this into account! Get good at this and when people want to get to their goals in a hurry, they will call on you to lead!
5. Ability to Teach Others. One of the greatest leadership development companies in the world has been General Electric. This is because their CEO, Jack Welch, has always emphasized the need for current leaders to teach others. He himself spends what others would consider an extraordinary amount of time in the classroom teaching. But remember, he is an Extraordinary Leader and he is developing Extraordinary Leaders to follow behind him. Work hard at your teaching techniques, and be sure to use as many situations as possible for the opportunity to teach those who would follow.
6. Ability to Inspire Others. You may have a great goal, but if you want to be an Extraordinary Leader, then you will have to put a little oomph under your followers! This is the ability to inspire! Work at helping them to see the big picture, the great end results, and how good it is going to be for them and others. Above all, make it exciting. If it is a good goal, it should be exciting. If it isn’t exciting, then dump it and get a goal that others can get excited about! (See the next article, the MFS Classic, for more on inspiring others)
7. Delegates. An Extraordinary Leader is rarely a person who is doing everything him or herself. Extraordinary Leaders get there job done through others. They figure out the way, communicate the way, and inspire the followers to go that way, and then they get OUT OF THE WAY! Delegate to your people. Empower them! Set them free to soar! This is what an Extraordinary Leader does. Leaders who do it any other way are just extraordinarily tired at the end of the day with very little to show for it!
Thursday, December 2, 2010
How to Fulfill Your Second Half Career Dream
Great article for all of you who are considering a second career! Well done Steve - great article!! Enjoy!
By Steve Tobak
December 1, 2010
About ten years ago I was having lunch with a long-time business friend. It was a sunny day in the Bay Area so we sat outside on the patio. I happen to think that el fresco dining - or working outside in general, for that matter - leads to inspired thinking, but that’s just me.
Anyway, I somehow got to spilling some of my crazy ideas of what to do next. You know, what to do after getting fed up, fired, or otherwise burned out at the company I was with at the time. My friend just smiled and said, “Oh, you mean your second half plan.”
“What do you mean, second half plan?” I asked, puzzled.
“You know, you work for 20 or 25 years in the same industry, pretty much doing the same sort of thing, and if you’re lucky enough to be reasonably successful at it, you get to try a different game plan in the second half,” he said. “Maybe something you’re more passionate about.”
It sounded so obvious coming out of his mouth, I wondered why I hadn’t thought of that analogy myself. My friend hit the nail on the head. For as far back as I could remember, I’d been planning, plotting, dreaming, and fantasizing about my second half plan. I just didn’t know what to call it.
So, now that I’m deep into the second half, I can look back and see four factors that not only made it possible, but also made it important for me to do it. So, if there’s something you’ve always wanted to do and it’s not what you do for a living, you’ve got to check out:
How to Fulfill Your Second Half Career Dream
• A goal and a plan. Yogi Berra famously said, “If you don’t know where you’re going, you may not get there.” Let me put it this way. If you don’t have goals and at least some semblance of a plan, you’ll never get there. For one thing, you’ll be leaving things more or less to hope or chance, and you’ll need better odds than that. Then there’s your own inertia - tough to stop without a damn good reason.
• The entrepreneurial lure. Sure, I was proud of my career and the management level I’d achieved, but I had always worked in somebody else’s company, a corporation with a CEO, a board of directors, tons of employees, and a boatload of shareholders. I wanted to plot my own course at my own company. I wanted to be an entrepreneur.
• The need to test yourself. Even though I played a key role in the companies where I worked, including taking risks and achieving great rewards, I was still part of an executive team and there were so many success factors that accomplishments were really company accomplishments. I wanted it to be me, just me, taking on a new profession. I wanted to test my metal on my own without a big corporate safety net.
• A dream. Although I loved high-tech and marketing, I actually had a dream that started decades before that career even began. Since I was a little boy I’d loved reading books, so much that I romanticized the profession. And now that I had something to say and a voice with which to say it, I wanted to put pen to paper and fulfill that dream.
Of course, some people want to go right from working to retirement. Sure, I could have milked the high-tech marketing gig and then retired, but then I’d forever wonder what could have been. So that wasn’t for me. I opted for the second half, instead.
Incidentally, thanks for being part of my second half plan. If you’ve got one of your own, maybe someday I can return the favor.
By Steve Tobak
December 1, 2010
About ten years ago I was having lunch with a long-time business friend. It was a sunny day in the Bay Area so we sat outside on the patio. I happen to think that el fresco dining - or working outside in general, for that matter - leads to inspired thinking, but that’s just me.
Anyway, I somehow got to spilling some of my crazy ideas of what to do next. You know, what to do after getting fed up, fired, or otherwise burned out at the company I was with at the time. My friend just smiled and said, “Oh, you mean your second half plan.”
“What do you mean, second half plan?” I asked, puzzled.
“You know, you work for 20 or 25 years in the same industry, pretty much doing the same sort of thing, and if you’re lucky enough to be reasonably successful at it, you get to try a different game plan in the second half,” he said. “Maybe something you’re more passionate about.”
It sounded so obvious coming out of his mouth, I wondered why I hadn’t thought of that analogy myself. My friend hit the nail on the head. For as far back as I could remember, I’d been planning, plotting, dreaming, and fantasizing about my second half plan. I just didn’t know what to call it.
So, now that I’m deep into the second half, I can look back and see four factors that not only made it possible, but also made it important for me to do it. So, if there’s something you’ve always wanted to do and it’s not what you do for a living, you’ve got to check out:
How to Fulfill Your Second Half Career Dream
• A goal and a plan. Yogi Berra famously said, “If you don’t know where you’re going, you may not get there.” Let me put it this way. If you don’t have goals and at least some semblance of a plan, you’ll never get there. For one thing, you’ll be leaving things more or less to hope or chance, and you’ll need better odds than that. Then there’s your own inertia - tough to stop without a damn good reason.
• The entrepreneurial lure. Sure, I was proud of my career and the management level I’d achieved, but I had always worked in somebody else’s company, a corporation with a CEO, a board of directors, tons of employees, and a boatload of shareholders. I wanted to plot my own course at my own company. I wanted to be an entrepreneur.
• The need to test yourself. Even though I played a key role in the companies where I worked, including taking risks and achieving great rewards, I was still part of an executive team and there were so many success factors that accomplishments were really company accomplishments. I wanted it to be me, just me, taking on a new profession. I wanted to test my metal on my own without a big corporate safety net.
• A dream. Although I loved high-tech and marketing, I actually had a dream that started decades before that career even began. Since I was a little boy I’d loved reading books, so much that I romanticized the profession. And now that I had something to say and a voice with which to say it, I wanted to put pen to paper and fulfill that dream.
Of course, some people want to go right from working to retirement. Sure, I could have milked the high-tech marketing gig and then retired, but then I’d forever wonder what could have been. So that wasn’t for me. I opted for the second half, instead.
Incidentally, thanks for being part of my second half plan. If you’ve got one of your own, maybe someday I can return the favor.
Five Essential Qualities of Leadership
Great article on leadership qualities by Angelo. Passion is the most important in my humble opinion!
Angelo Valenti, Ph.D., co-creator of the Fearless Leadership System™, leads a consulting practice known as “The Company Psychologist,” which provides psychological consulting services for clients in a wide variety of industries.
Leaders and leadership are top-of-the-mind subjects among businesspeople, coaches, athletes, politicians, clergy, and individuals in all walks of life. We demand more from our leaders every day but do little to prepare people for the leadership roles they take on during their lives. To paraphrase Shakespeare, some people are born leaders, some achieve leadership, and others have leadership thrust upon them. By whatever means a person attains a leadership position, there are five essential qualities that he or she must possess to be successful as a leader over time.
1. Above all else, a leader must have COURAGE. The majority of people fail to achieve the quality of life they seek because they are shackled by their own fears. Thoreau said, “The mass of men lead lives of quiet desperation.” It’s not that the courageous leader is not afraid. Everyone is afraid at one time or another. Courage is the will to press on, to do what is necessary and what is right, to overcome obstacles even when afraid. It isn’t courage if you’re not afraid. The only antidote for fear is courage.
2. Fear has a partner in crime – self-doubt. Self-doubt is that little voice in your head that says, “You can’t get that promotion, you’ll never make the team, you aren’t attractive enough, or you just can’t cut it.” Fortunately, there is an antidote for self-doubt as well: CONFIDENCE. Confidence is the unshakable belief in yourself that you can make happen what you want to happen. It’s not the self-doubt that limits you; it’s your reaction to that self-doubt. Confidence allows you to keep trying until you get better, to seek help and advice, to ignore the well-meaning spectators who are ready at your first misstep to tell you that it can’t do it right, you never were good enough, and you never will be. Confidence is infectious. If you believe in yourself, others will believe in you.
3. Even if a leader is courageous and confident, if he or she does not have the capacity for intense CONCENTRATION, that leader is likely to drift off course. Concentration has two parts. The first is persistence, the most important determining factor in an individual’s success. Persistence is the unwillingness to quit until the goal is achieved. Persistence does not require talent, only determination. The second component of concentration is focus, or the ability to stay on track, organize oneself, and reduce debilitating distractions. Great leaders have the ability to separate what is immediately pressing from what is truly important.
4. Why are leaders able to inspire others? It’s because they have PASSION for what they do and what they believe in. They are consistently enthusiastic, upbeat, and optimistic. They bring a genuine joy to whatever they do. Even when things are not going well, they can instill in others the belief that together they can make the situation better. Great leaders are also committed to whatever they undertake. Commitment means throwing yourself into whatever you do with everything you have. It has been said that some people drink from the fountain of knowledge while others only gargle. Leaders don’t gargle.
5. Finally, leaders must have a strong sense of VALUES if they are to succeed in the long term. Values are enduring standards of behavior. They are the stuff upon which our reputations are built. They help us determine whom we can count on, how people will react in given situations, and whom we want as friends. The chances are good that if you follow the golden rule, do the right thing when nobody is looking, and live your life the way your grandmother told you to you will be demonstrating a sense of values that others will readily respect and follow.
Angelo Valenti, Ph.D., co-creator of the Fearless Leadership System™, leads a consulting practice known as “The Company Psychologist,” which provides psychological consulting services for clients in a wide variety of industries.
Leaders and leadership are top-of-the-mind subjects among businesspeople, coaches, athletes, politicians, clergy, and individuals in all walks of life. We demand more from our leaders every day but do little to prepare people for the leadership roles they take on during their lives. To paraphrase Shakespeare, some people are born leaders, some achieve leadership, and others have leadership thrust upon them. By whatever means a person attains a leadership position, there are five essential qualities that he or she must possess to be successful as a leader over time.
1. Above all else, a leader must have COURAGE. The majority of people fail to achieve the quality of life they seek because they are shackled by their own fears. Thoreau said, “The mass of men lead lives of quiet desperation.” It’s not that the courageous leader is not afraid. Everyone is afraid at one time or another. Courage is the will to press on, to do what is necessary and what is right, to overcome obstacles even when afraid. It isn’t courage if you’re not afraid. The only antidote for fear is courage.
2. Fear has a partner in crime – self-doubt. Self-doubt is that little voice in your head that says, “You can’t get that promotion, you’ll never make the team, you aren’t attractive enough, or you just can’t cut it.” Fortunately, there is an antidote for self-doubt as well: CONFIDENCE. Confidence is the unshakable belief in yourself that you can make happen what you want to happen. It’s not the self-doubt that limits you; it’s your reaction to that self-doubt. Confidence allows you to keep trying until you get better, to seek help and advice, to ignore the well-meaning spectators who are ready at your first misstep to tell you that it can’t do it right, you never were good enough, and you never will be. Confidence is infectious. If you believe in yourself, others will believe in you.
3. Even if a leader is courageous and confident, if he or she does not have the capacity for intense CONCENTRATION, that leader is likely to drift off course. Concentration has two parts. The first is persistence, the most important determining factor in an individual’s success. Persistence is the unwillingness to quit until the goal is achieved. Persistence does not require talent, only determination. The second component of concentration is focus, or the ability to stay on track, organize oneself, and reduce debilitating distractions. Great leaders have the ability to separate what is immediately pressing from what is truly important.
4. Why are leaders able to inspire others? It’s because they have PASSION for what they do and what they believe in. They are consistently enthusiastic, upbeat, and optimistic. They bring a genuine joy to whatever they do. Even when things are not going well, they can instill in others the belief that together they can make the situation better. Great leaders are also committed to whatever they undertake. Commitment means throwing yourself into whatever you do with everything you have. It has been said that some people drink from the fountain of knowledge while others only gargle. Leaders don’t gargle.
5. Finally, leaders must have a strong sense of VALUES if they are to succeed in the long term. Values are enduring standards of behavior. They are the stuff upon which our reputations are built. They help us determine whom we can count on, how people will react in given situations, and whom we want as friends. The chances are good that if you follow the golden rule, do the right thing when nobody is looking, and live your life the way your grandmother told you to you will be demonstrating a sense of values that others will readily respect and follow.
Best Leadership Advice from 7 Top Leaders
Great artcile by Paul. Definately worth a read. I might even buy his new book. Enjoy!!
Paul B. Thornton is President, Be the Leader Associates (http://www.betheleader.com) and author of seven books on management and leadership. His latest book is Leadership - Best Advice I Ever Got, is available from WingSpan Press.
Fortune magazine once published an article entitled “The Best Advice I Ever Got.” It was a great article that offered wit and wisdom about achieving business success. I liked it so much, that it motivated me to produce my newest book, Leadership—Best Advice I Ever Got, which describes the best leadership advice 136 successful CEOs, coaches, consultants, professors, managers, executives, presidents, politicians, and religious leaders received that most helped them become effective and successful leaders.
Here are 7 secrets to leadership success:
1. Leadership is about making things happen
If you want to make something happen with your life – in school, in your profession or in your community, do it. Perceived obstacles crumble against persistent desire. John Baldoni, Author, Leadership Communication Consultant and Founder of Baldoni Consulting LLC, shared this advice that had come from his father, a physician. He taught him the value of persistence. At the same time, his mother taught him compassion for others. Therefore, persistence for your cause should not be gained at the expense of others. Another bit of leadership wisdom!
2. Listen and understand the issue, then lead
Time and time again we have all been told, "God gave us two ears and one mouth for a reason"...or as Stephen Covey said..."Seek to understand, rather than be understood." As a leader, listening first to the issue, then trying to coach, has been the most valuable advice that Cordia Harrington, President and CEO of Tennessee Bun Company has been given.
3. Answer the three questions everyone within your organization wants answers to
What the people of an organization want from their leader are answers to the following: Where are we going? How are we going to get there? What is my role? Kevin Nolan, President & Chief Executive Officer of Affinity Health Systems, Inc. believes the more clarity that can be added to each of the three questions, the better the result.
4. Master the goals that will allow you to work anywhere in today’s dynamic business world
Debbe Kennedy, President, CEO and Founder of Global Dialogue Center and Leadership Solutions Companies, and author of Action Dialogues and Breakthrough once shared this piece of advice that was instrumental in shaping her direction, future and achievements.
She was a young manager at IBM just promoted to her first staff assignment in a regional marketing office. For reasons she can’t explain, one of her colleagues named Bookie called her into his office while she was visiting his location. He then began to offer unsolicited advice, but advice that now stays fresh in her mind. He mentioned that jobs, missions, titles and organizations would come and go as business is dynamic-- meaning it is always changing. He advised her not to focus your goals toward any of these, but instead learn to master the skills that will allow you to work anywhere.
He was talking about four skills:
• The ability to develop an idea
• Effectively plan for its implementation
• Execute second-to-none
• Achieve superior results time after time.
With this in mind, Kennedy advises readers to seek jobs and opportunities with this in mind. Forget what others do. Work to be known for delivering excellence. It speaks for itself and it opens doors.
5. Be curious
Curiosity is a prerequisite to continuous improvement and even excellence. The person who gave Mary Jean Thornton, Former Executive Vice President & CIO, The Travelers this advice urged her to study people, processes, and structures. He inspired her to be intellectually curious. He often reminded Thornton that making progress, in part, was based upon thinking. She has learned to apply this notion of intellectual curiosity by thinking about her organization’s future, understanding the present, and knowing and challenging herself to creatively move the people and the organization closer to its vision.
6. Listen to both sides of the argument
The most valuable advice Brian P. Lees, Massachusetts State Senator and Senate Minority Leader ever received came from his mentor, United States Senator Edward W. Brooke III. He told him to listen to all different kinds of people and ideas. Listening only to those who share your background and opinions can be imprudent. It is important to respect your neighbors’ rights to their own views. Listening to and talking with a variety of people, from professors to police officers, from senior citizens to schoolchildren, is essential not only to be a good leader in business, but to also be a valuable member within your community.
7. Prepare, prepare, prepare
If you fail to prepare, you are preparing to fail. If one has truly prepared and something goes wrong the strength of the rest of what you've prepared for usually makes this something easier to handle without crisis and panic. One of the best pieces of advice Dave Hixson, Men’s Varsity Basketball Coach at Amherst College has ever received and continues to use and pass on is this anonymous quote—“Preparation is the science of winning."
Along with this are two expressions from Rick Pitino's book Success is a Choice, which speaks to preparation. Hixson asks his teams every year: "Do you deserve to win?" and "Have you done the work?" This speaks to the importance of preparation toward achieving your final goal. If you haven't done the work (preparation) the answer to the second question is an easy "no!"
Great advice comes from many sources – parents, other relatives, consultants, bosses, co-workers, mentors, teachers, coaches, and friends. The important point to remember is to stay open, listen to everyone, but also develop your own leadership style.
Paul B. Thornton is President, Be the Leader Associates (http://www.betheleader.com) and author of seven books on management and leadership. His latest book is Leadership - Best Advice I Ever Got, is available from WingSpan Press.
Fortune magazine once published an article entitled “The Best Advice I Ever Got.” It was a great article that offered wit and wisdom about achieving business success. I liked it so much, that it motivated me to produce my newest book, Leadership—Best Advice I Ever Got, which describes the best leadership advice 136 successful CEOs, coaches, consultants, professors, managers, executives, presidents, politicians, and religious leaders received that most helped them become effective and successful leaders.
Here are 7 secrets to leadership success:
1. Leadership is about making things happen
If you want to make something happen with your life – in school, in your profession or in your community, do it. Perceived obstacles crumble against persistent desire. John Baldoni, Author, Leadership Communication Consultant and Founder of Baldoni Consulting LLC, shared this advice that had come from his father, a physician. He taught him the value of persistence. At the same time, his mother taught him compassion for others. Therefore, persistence for your cause should not be gained at the expense of others. Another bit of leadership wisdom!
2. Listen and understand the issue, then lead
Time and time again we have all been told, "God gave us two ears and one mouth for a reason"...or as Stephen Covey said..."Seek to understand, rather than be understood." As a leader, listening first to the issue, then trying to coach, has been the most valuable advice that Cordia Harrington, President and CEO of Tennessee Bun Company has been given.
3. Answer the three questions everyone within your organization wants answers to
What the people of an organization want from their leader are answers to the following: Where are we going? How are we going to get there? What is my role? Kevin Nolan, President & Chief Executive Officer of Affinity Health Systems, Inc. believes the more clarity that can be added to each of the three questions, the better the result.
4. Master the goals that will allow you to work anywhere in today’s dynamic business world
Debbe Kennedy, President, CEO and Founder of Global Dialogue Center and Leadership Solutions Companies, and author of Action Dialogues and Breakthrough once shared this piece of advice that was instrumental in shaping her direction, future and achievements.
She was a young manager at IBM just promoted to her first staff assignment in a regional marketing office. For reasons she can’t explain, one of her colleagues named Bookie called her into his office while she was visiting his location. He then began to offer unsolicited advice, but advice that now stays fresh in her mind. He mentioned that jobs, missions, titles and organizations would come and go as business is dynamic-- meaning it is always changing. He advised her not to focus your goals toward any of these, but instead learn to master the skills that will allow you to work anywhere.
He was talking about four skills:
• The ability to develop an idea
• Effectively plan for its implementation
• Execute second-to-none
• Achieve superior results time after time.
With this in mind, Kennedy advises readers to seek jobs and opportunities with this in mind. Forget what others do. Work to be known for delivering excellence. It speaks for itself and it opens doors.
5. Be curious
Curiosity is a prerequisite to continuous improvement and even excellence. The person who gave Mary Jean Thornton, Former Executive Vice President & CIO, The Travelers this advice urged her to study people, processes, and structures. He inspired her to be intellectually curious. He often reminded Thornton that making progress, in part, was based upon thinking. She has learned to apply this notion of intellectual curiosity by thinking about her organization’s future, understanding the present, and knowing and challenging herself to creatively move the people and the organization closer to its vision.
6. Listen to both sides of the argument
The most valuable advice Brian P. Lees, Massachusetts State Senator and Senate Minority Leader ever received came from his mentor, United States Senator Edward W. Brooke III. He told him to listen to all different kinds of people and ideas. Listening only to those who share your background and opinions can be imprudent. It is important to respect your neighbors’ rights to their own views. Listening to and talking with a variety of people, from professors to police officers, from senior citizens to schoolchildren, is essential not only to be a good leader in business, but to also be a valuable member within your community.
7. Prepare, prepare, prepare
If you fail to prepare, you are preparing to fail. If one has truly prepared and something goes wrong the strength of the rest of what you've prepared for usually makes this something easier to handle without crisis and panic. One of the best pieces of advice Dave Hixson, Men’s Varsity Basketball Coach at Amherst College has ever received and continues to use and pass on is this anonymous quote—“Preparation is the science of winning."
Along with this are two expressions from Rick Pitino's book Success is a Choice, which speaks to preparation. Hixson asks his teams every year: "Do you deserve to win?" and "Have you done the work?" This speaks to the importance of preparation toward achieving your final goal. If you haven't done the work (preparation) the answer to the second question is an easy "no!"
Great advice comes from many sources – parents, other relatives, consultants, bosses, co-workers, mentors, teachers, coaches, and friends. The important point to remember is to stay open, listen to everyone, but also develop your own leadership style.
A Failure to Lead - A Failure to Communicate
A great article for Private Club Managers. Reasearch show that Communication is one of the top leadeship traits need for club managers. Enjoy!
John Baldoni is a leadership communications consultant who works with companies and non profits organizations. He is the author of several books on leadership including Great Communication Secrets of Great Leaders (McGraw-Hill, 2003).
Two recent high profile catastrophes cast light on an age old problem. The first was the breakup of the Columbia shuttle as it speed across the Texas sky on February 1st, 2003. The second was the sudden power outage on August 14th that affected some 80 million consumers in the Eastern part of the United States and Ontario. The first accident cost the lives of seven astronauts; the second accident cost a loss of faith in the power grid as well as billions of dollars. While both accidents were different in root causes, both shared a single similar fault – a failure to communicate.
The most glaring communication failures make headlines, but failure to keep people in the know or to report an emergent problem are hardly unique to disasters. Communication lapses in fact are so recurrent that the very phrase, "failure to communicate" - popularized a generation ago in the Paul Newman movie, Cool Hand Luke - seems to be a near universal. Communication beakdowns occur routinely, but it takes a spectacular event like the Columbia disaster or the Eastern power outage to remind us how consequential they can be. What can we do to ensure that communications flourishes to the betterment of the enterprise?
Scan the horizon. Nothing remains the same for very long. Leaders are responsible for looking outside the organization to discover what customers are thinking and purchasing - and how competitors are responding to the changing market conditions. By scanning the organization's horizon, leaders help their organization anticipate the future to avoid blindsiding by it.
Keep an ear to the ground. Leaders listen to what people are saying - but also what they are not saying. Problems occur in all organizations, but it is the well lead organization that learns about incipient problems before they emerge. Front-line military officers, for instance, frequently look over the shoulder of their troops not only to assure performance but also to learn of early warning signs of threats to performance.
Ask questions. One of the surest ways to find out what is going on within an organization is to pose questions. Jeff Bezos, founder and CEO of Amazon, is an inveterate questioner. He helps keep himself up to speed by incessantly posing queries during his many forays around Amazon facilities.
Create feedback loops. It is useful to install devices by which employees can voice an opinion and receive a response. Feedback systems are easy to implement with e-mail, but providing a thoughtful response requires a commitment to active communication. But then again, that's what communications is all about – two-way feedback and follow-up.
MBWA. David Packard pioneered "management by walking around" as he built Hewlett-Packard. Doing so took him out from behind his desk and into meeting, hallways, cafeterias, shop floors, and sales centers where the real work occurred, and his MBWA has become an industry standard.
Integrate communications into your disaster plans. Have a disaster plan in place with two way communications, and test it so that employees feel comfortable with it. Most fire, rescue, and trauma teams maintain such plans and rehearse them regularly. In the absence of a rehearsed disaster plan, effective communication is one of the first casualties of a catastrophe.
Communication is the glue that holds organizations together. It helps prevent calamity and fosters performance. Through self-conscious development and frequent practice of the art of organizational communication, communication failures should become communication successes.
John Baldoni is a leadership communications consultant who works with companies and non profits organizations. He is the author of several books on leadership including Great Communication Secrets of Great Leaders (McGraw-Hill, 2003).
Two recent high profile catastrophes cast light on an age old problem. The first was the breakup of the Columbia shuttle as it speed across the Texas sky on February 1st, 2003. The second was the sudden power outage on August 14th that affected some 80 million consumers in the Eastern part of the United States and Ontario. The first accident cost the lives of seven astronauts; the second accident cost a loss of faith in the power grid as well as billions of dollars. While both accidents were different in root causes, both shared a single similar fault – a failure to communicate.
The most glaring communication failures make headlines, but failure to keep people in the know or to report an emergent problem are hardly unique to disasters. Communication lapses in fact are so recurrent that the very phrase, "failure to communicate" - popularized a generation ago in the Paul Newman movie, Cool Hand Luke - seems to be a near universal. Communication beakdowns occur routinely, but it takes a spectacular event like the Columbia disaster or the Eastern power outage to remind us how consequential they can be. What can we do to ensure that communications flourishes to the betterment of the enterprise?
Scan the horizon. Nothing remains the same for very long. Leaders are responsible for looking outside the organization to discover what customers are thinking and purchasing - and how competitors are responding to the changing market conditions. By scanning the organization's horizon, leaders help their organization anticipate the future to avoid blindsiding by it.
Keep an ear to the ground. Leaders listen to what people are saying - but also what they are not saying. Problems occur in all organizations, but it is the well lead organization that learns about incipient problems before they emerge. Front-line military officers, for instance, frequently look over the shoulder of their troops not only to assure performance but also to learn of early warning signs of threats to performance.
Ask questions. One of the surest ways to find out what is going on within an organization is to pose questions. Jeff Bezos, founder and CEO of Amazon, is an inveterate questioner. He helps keep himself up to speed by incessantly posing queries during his many forays around Amazon facilities.
Create feedback loops. It is useful to install devices by which employees can voice an opinion and receive a response. Feedback systems are easy to implement with e-mail, but providing a thoughtful response requires a commitment to active communication. But then again, that's what communications is all about – two-way feedback and follow-up.
MBWA. David Packard pioneered "management by walking around" as he built Hewlett-Packard. Doing so took him out from behind his desk and into meeting, hallways, cafeterias, shop floors, and sales centers where the real work occurred, and his MBWA has become an industry standard.
Integrate communications into your disaster plans. Have a disaster plan in place with two way communications, and test it so that employees feel comfortable with it. Most fire, rescue, and trauma teams maintain such plans and rehearse them regularly. In the absence of a rehearsed disaster plan, effective communication is one of the first casualties of a catastrophe.
Communication is the glue that holds organizations together. It helps prevent calamity and fosters performance. Through self-conscious development and frequent practice of the art of organizational communication, communication failures should become communication successes.
5 Irrefutable, Non-Negotiable Laws of Leadership
A very good article by Kevin. Worth the read and worth keeping close at hand. Enjoy!
by Kevin Berchelmann.
Leaders, new and old, sometimes lose sight of the most fundamental tenets of leadership. Here’s a reminder…
I frequently tell executives that leadership and its concepts, theories and core applications haven’t changed in a millennium. Some of our demographics may have changed. This forces us to use alternative applications of those concepts. But the basic leadership concepts and theories remain.
So, why don’t we “just do it?”
Sometimes we aren’t motivated. Sometimes the “time” just doesn’t seem right. Maybe we simply forgot some of the basics… hence this article.
When I train companies and corporations worldwide on how to improve management and organization performance, I start off with these 5 laws new and experienced leaders should never ever forget.
Kevin's Leadership Skills Training Survival Kit for New & Experienced Managers
Leadership Law #1: Never delay a decision that must be made.
Make your decision and move on. You may have to immediately make another decision. This doesn't mean your first one was wrong. It merely means that your second one had the benefit of additional knowledge.
Leadership Law #2: When you want something specific done, say so specifically, using clear, plain language.
Employees generally have some difficulty doing their basic jobs. By adding "mind-reading" to their description is just plain unfair. Do not use hints, implications, or innuendos. Say what you want, and use plain English! Directness counts.
Leadership Law #3: Never answer every employee’s every question.
Questions are teaching moments -- don't rob employees of the opportunity. But don’t spend your whole time answering questions.
When you always answer every employee’s every question, you'll forever be answering your employee’s every question. This will leave you with no time to spend on areas that need your direct attention now. Sounds trite, and I don’t mean it to.
If employees are asking because they’re stupid, get rid of them. If they are decent employees asking because they do not know, then teach them. They’ll know next time, and you’ll both be better for it.
Leadership Law #4: Make your expectations clear, then back up a bit and give employees room to do their job.
That doesn't mean to never look back. To inspect what you expect isn't micromanagement. It's good management.
Even your top performers need clear expectations. Give them a target. Provide resources and guidance. Remove obstacles when necessary. Then let them do their job. But, don’t forget to check back later, since you still have management responsibilities.
Leadership Law #5: Employees need their managers to be leaders
Your employees don't need a shoulder. They don’t need a buddy, a sympatico, or a commiserator. If you want a friend, buy a dog.
We all struggle with this. Everyone wants to be liked, and it always seems difficult to decline a beer after work, or something similar. I’m not advocating a monk-like existence, disallowing any contact with your troops. I’m just merely reminding you that they would like to have a friend, but they need a leader if they are to be successful.
You do want them to be successful, don’t you?
Closing Leadership Thoughts
These leadership laws are fairly intuitive, and certainly not rocket science or brain surgery. They are simple management and leadership truths that have passed the test of time.
Print these out. Laminate it. Put in your top desk drawer and don’t forget them!
by Kevin Berchelmann.
Leaders, new and old, sometimes lose sight of the most fundamental tenets of leadership. Here’s a reminder…
I frequently tell executives that leadership and its concepts, theories and core applications haven’t changed in a millennium. Some of our demographics may have changed. This forces us to use alternative applications of those concepts. But the basic leadership concepts and theories remain.
So, why don’t we “just do it?”
Sometimes we aren’t motivated. Sometimes the “time” just doesn’t seem right. Maybe we simply forgot some of the basics… hence this article.
When I train companies and corporations worldwide on how to improve management and organization performance, I start off with these 5 laws new and experienced leaders should never ever forget.
Kevin's Leadership Skills Training Survival Kit for New & Experienced Managers
Leadership Law #1: Never delay a decision that must be made.
Make your decision and move on. You may have to immediately make another decision. This doesn't mean your first one was wrong. It merely means that your second one had the benefit of additional knowledge.
Leadership Law #2: When you want something specific done, say so specifically, using clear, plain language.
Employees generally have some difficulty doing their basic jobs. By adding "mind-reading" to their description is just plain unfair. Do not use hints, implications, or innuendos. Say what you want, and use plain English! Directness counts.
Leadership Law #3: Never answer every employee’s every question.
Questions are teaching moments -- don't rob employees of the opportunity. But don’t spend your whole time answering questions.
When you always answer every employee’s every question, you'll forever be answering your employee’s every question. This will leave you with no time to spend on areas that need your direct attention now. Sounds trite, and I don’t mean it to.
If employees are asking because they’re stupid, get rid of them. If they are decent employees asking because they do not know, then teach them. They’ll know next time, and you’ll both be better for it.
Leadership Law #4: Make your expectations clear, then back up a bit and give employees room to do their job.
That doesn't mean to never look back. To inspect what you expect isn't micromanagement. It's good management.
Even your top performers need clear expectations. Give them a target. Provide resources and guidance. Remove obstacles when necessary. Then let them do their job. But, don’t forget to check back later, since you still have management responsibilities.
Leadership Law #5: Employees need their managers to be leaders
Your employees don't need a shoulder. They don’t need a buddy, a sympatico, or a commiserator. If you want a friend, buy a dog.
We all struggle with this. Everyone wants to be liked, and it always seems difficult to decline a beer after work, or something similar. I’m not advocating a monk-like existence, disallowing any contact with your troops. I’m just merely reminding you that they would like to have a friend, but they need a leader if they are to be successful.
You do want them to be successful, don’t you?
Closing Leadership Thoughts
These leadership laws are fairly intuitive, and certainly not rocket science or brain surgery. They are simple management and leadership truths that have passed the test of time.
Print these out. Laminate it. Put in your top desk drawer and don’t forget them!
10 Management Lessons
Great leadership article. Enjoy!
By Ryan Allis.
Over the past five years, as iContact and Virante have grown, I've learned a lot about managing people. A business amounts to little without the people behind it. The two most important things I look for when hiring are initiative and work ethic. I cannot overestimate the importance to the eventual success of your business of bringing on good people. But once you have hired these good people, how do you manage them?
I certainly admit that I have much left to learn about leadership and management, but here are a few tips that might be helpful:
• Have a vision and communicate it. Make sure you clearly communicate your vision for the company. No one follows a leader who cannot communicate the way in which the company will succeed. The future of all your employees is tied closely to the success of your company. Make sure they believe in your company, what it stands for, and its products and services, and make sure they know that the hard work they are putting in now will payoff.
• Show respect. Treat people, including your customers, suppliers, partners, and employees, with respect at all times.
• Share your success. Make sure your employees share in the success of your company. As the company is able, provide additional benefits such as health care and dental coverage, a stock options plan, and a 401(k) plan. As your employees' skills and abilities grow, reward them with fair compensation. Finally, consider incentivizing your top employees and managers with ownership in the company. Few things can make a person work harder than a piece of the action.
• Don't be too serious. Make the business environment fun at times. While being professional and taking things seriously is important, nothing can beat the effects of a companywide midnight round of bowling after you reach an important milestone, a lunchtime pizza party once a month, or a spontaneous Nerf-dart duel.
• Work with your employees. Make sure the employees see you there and working with them. No one likes to work hard for someone who doesn't work hard him -- or herself. Especially early on, be the first to arrive and the last to leave whenever possible.
• Keep your door open. Whether or not you have your own office yet, keep your "door" open. Make sure your employees and managers know that you are approachable at any time about any problem they are having.
• Listen. You have built a great team and are paying top dollar for it. Hold meetings with your management team at least every other week. Also have frequent informal ad hoc discussions with your partners, managers, and employees. Get their feedback, discuss the business and its strategy, and inquire every so often if there is anything that is frustrating them that you can help with. A few weeks ago I had a quick spur-of-the-moment meeting with the lead developer for iContact. After inquiring whether he had any job frustrations, it came out that he felt he was working in an environment in which he became distracted too often. We quickly devised a solution whereby he would work at home four hours a day until we could move into a larger office where the development team could work in a separate room, away from the distraction of the sales and support team. This small change has doubled the developer's productivity.
• Build relationships. Without understanding at least the basics of what is occurring in an employee's out-of-office life, it can be hard to connect with the person on a professional level. One tactic I've used successfully to get to know each employee personally is to take the person and his or her significant other to dinner the first evening of their employment. It serves as a way to celebrate the occasion as well as learn a little bit about the employee that would not come out in interviews or through reading a resume.
• Commend more than you criticize. Too many business owners (and I have been guilty of this as well) speak to an employee only when he or she has done something wrong or something that has negatively affected the company. While constructive criticism and appropriate guidance have their place, if you seem to only condemn and never praise, your employees will quickly either dislike you or show apathy toward their jobs. Continual properly placed praises can be as powerful in getting quality results from employees as a large pay raise. Many people thrive on peer and superior recognition just as much as on money. Instituting an employee-of-the-month award and a quarterly performance review can be extremely valuable to your company.
• Consciously build a culture. At iContact, we truly are a family. In fact, we call ourselves the iContact Family. When someone is moving into a new house or needs a ride home from the airport, we're there to help. We believe in building people up, not tearing people down. We put people first and have respect for the individual. We believe that we should work hard and be innovative, yet maintain a balance in our lives. We believe in not letting balls drop, and that we're all working together on the same mission. We have foosball and Ping-Pong tables in our office, free sodas, Bagel Monday, and monthly birthday celebrations and Outstanding Performance Award ceremonies. We have a young, dynamic, fun, and innovative culture. It exists because we have consciously built it.
As a manager and business owner, you are charged with an immense responsibility. You control the activity and purpose that your employees dedicate half of their waking hours to. Make your company's purpose meaningful, communicate your vision, respect and praise your employees, and share your success. If you can succeed in building a team of highly motivated and happy employees who take initiative, have a bias toward action, respect you, and truly care for the business, you will have done much of the work toward building a strong and fast-growing organization.
By Ryan Allis.
Over the past five years, as iContact and Virante have grown, I've learned a lot about managing people. A business amounts to little without the people behind it. The two most important things I look for when hiring are initiative and work ethic. I cannot overestimate the importance to the eventual success of your business of bringing on good people. But once you have hired these good people, how do you manage them?
I certainly admit that I have much left to learn about leadership and management, but here are a few tips that might be helpful:
• Have a vision and communicate it. Make sure you clearly communicate your vision for the company. No one follows a leader who cannot communicate the way in which the company will succeed. The future of all your employees is tied closely to the success of your company. Make sure they believe in your company, what it stands for, and its products and services, and make sure they know that the hard work they are putting in now will payoff.
• Show respect. Treat people, including your customers, suppliers, partners, and employees, with respect at all times.
• Share your success. Make sure your employees share in the success of your company. As the company is able, provide additional benefits such as health care and dental coverage, a stock options plan, and a 401(k) plan. As your employees' skills and abilities grow, reward them with fair compensation. Finally, consider incentivizing your top employees and managers with ownership in the company. Few things can make a person work harder than a piece of the action.
• Don't be too serious. Make the business environment fun at times. While being professional and taking things seriously is important, nothing can beat the effects of a companywide midnight round of bowling after you reach an important milestone, a lunchtime pizza party once a month, or a spontaneous Nerf-dart duel.
• Work with your employees. Make sure the employees see you there and working with them. No one likes to work hard for someone who doesn't work hard him -- or herself. Especially early on, be the first to arrive and the last to leave whenever possible.
• Keep your door open. Whether or not you have your own office yet, keep your "door" open. Make sure your employees and managers know that you are approachable at any time about any problem they are having.
• Listen. You have built a great team and are paying top dollar for it. Hold meetings with your management team at least every other week. Also have frequent informal ad hoc discussions with your partners, managers, and employees. Get their feedback, discuss the business and its strategy, and inquire every so often if there is anything that is frustrating them that you can help with. A few weeks ago I had a quick spur-of-the-moment meeting with the lead developer for iContact. After inquiring whether he had any job frustrations, it came out that he felt he was working in an environment in which he became distracted too often. We quickly devised a solution whereby he would work at home four hours a day until we could move into a larger office where the development team could work in a separate room, away from the distraction of the sales and support team. This small change has doubled the developer's productivity.
• Build relationships. Without understanding at least the basics of what is occurring in an employee's out-of-office life, it can be hard to connect with the person on a professional level. One tactic I've used successfully to get to know each employee personally is to take the person and his or her significant other to dinner the first evening of their employment. It serves as a way to celebrate the occasion as well as learn a little bit about the employee that would not come out in interviews or through reading a resume.
• Commend more than you criticize. Too many business owners (and I have been guilty of this as well) speak to an employee only when he or she has done something wrong or something that has negatively affected the company. While constructive criticism and appropriate guidance have their place, if you seem to only condemn and never praise, your employees will quickly either dislike you or show apathy toward their jobs. Continual properly placed praises can be as powerful in getting quality results from employees as a large pay raise. Many people thrive on peer and superior recognition just as much as on money. Instituting an employee-of-the-month award and a quarterly performance review can be extremely valuable to your company.
• Consciously build a culture. At iContact, we truly are a family. In fact, we call ourselves the iContact Family. When someone is moving into a new house or needs a ride home from the airport, we're there to help. We believe in building people up, not tearing people down. We put people first and have respect for the individual. We believe that we should work hard and be innovative, yet maintain a balance in our lives. We believe in not letting balls drop, and that we're all working together on the same mission. We have foosball and Ping-Pong tables in our office, free sodas, Bagel Monday, and monthly birthday celebrations and Outstanding Performance Award ceremonies. We have a young, dynamic, fun, and innovative culture. It exists because we have consciously built it.
As a manager and business owner, you are charged with an immense responsibility. You control the activity and purpose that your employees dedicate half of their waking hours to. Make your company's purpose meaningful, communicate your vision, respect and praise your employees, and share your success. If you can succeed in building a team of highly motivated and happy employees who take initiative, have a bias toward action, respect you, and truly care for the business, you will have done much of the work toward building a strong and fast-growing organization.
Tuesday, November 30, 2010
Ten Life Lessons from Richard Branson
by Dumb Little Man (blog). Enjoy!!
Richard Branson clearly knows a thing or two about success. At 20, he started a mail order shop, and opened a recording studio a short while later. Now, the Virgin brand boasts dozens of companies and Branson’s net worth is estimated to be more than 3 billion pounds sterling.
As well as immense business success, Branson has personally broken a number of world records for high-speed boat and balloon journeys.
Often witty, always insightful, here are some choice Branson quotes to ponder. Motivation often comes from unique places so if one of these strikes a chord, use it!
1. "Ridiculous yachts and private planes and big limousines won't make people enjoy life more."
I suppose we all know deep down that money won’t make us happy. Of course, money is nice – it brings freedom and opportunities and can be a wonderful recourse. It can contribute to happiness, even. But happiness itself is another thing – it’s independent of anything else. Buddha wrote, ‘there is no way to happiness. Happiness is the way.’
2. "I enjoy every single minute of my life."
For me, this is the most important thing to remember. When you’re enjoying what you do, you’re more likely to do it well and to be successful. Enjoying every situation is an art, a skill, and can be developed. Maybe it comes naturally to some people, but for most of us, it takes a little practice. But believe me, it will make an enormous difference to the quality of your life.
3. "But the majority of things that one could get stressed about, they’re not worth getting stressed about."
I read somewhere that the most common ‘commandment’ given in the bible is not to worry. Being stressed and worried about things is just a waste of energy – it never helps. I highly recommend Dale Carnegie’s book, How to Stop Worrying and Start Living. It contains invaluable, practical advice for those of us inclined to worry about things.
4. "You can’t be a good leader unless you generally like people. That is how you bring out the best in them."
Obviously, we live in a social world, and it is almost impossible to physically cut yourself off from other people. But, how we interact with others is vitally important to our happiness and success. Getting along with people – allowing them to be themselves, bringing out the best, encouraging them – these are the hallmarks of good leaders and good friends.
5. "There is no one to follow, there is nothing to copy."
Life is always fresh and new. We are always on the leading edge, and the successes of the future will not rely on old ways of doing things. Thinking outside the box, embracing change, innovating, taking risks – these are the hallmarks of success in all facets of life.
6. "I can honestly say that I have never gone into any business purely to make money. If that is the sole motive, then I believe you are better off doing nothing."
Money is a by-product. It is not a goal in itself. Those who simply chase money end up with nothing of true value, because money in itself does not add anything to life. Money cannot buy the things that matter most in people – wisdom, serenity, leadership, happiness.
7. "I never had any intention of being an entrepreneur."
Funny how things turn out! We certainly need to know where we are going in life, but we also need to remain open to new possibilities. Things have a tendency to change and if we are prepared to sail with the wind, and not fight against it, life can take us on wonderful adventures, and we can end up in the most magical places. I can attest to this in my own life, as I’m sure many readers can.
8. "I made and learned from lots of mistakes."
How else can we learn? Think back to when you learned any new skill – driving a car, cooking, learning a language. Of course you messed it up! Taking risks, trying new things, learning – these things always involve making mistakes. So don’t fear mistakes – be proud of them!
9. "If you can indulge in your passion, life will be far more interesting than if you're just working."
Someone said that if you enjoy your job, you’ll never have to work another day. Not everyone can go out and ‘indulge their passion’ right away, but there is good to found in all jobs, and if we focus on the good things, looking for that which is pleasing and which, perhaps, we can influence, it will expand. This kind of proactively is the basis of Stephen Covey’s The 7 Habits of Highly Effective People, another book I highly recommend.
10. "Right now I'm just delighted to be alive and to have had a nice long bath.
This quote reminds me of a scene from the wonderful British comedy movie, Clockwise. John Cleese’s character is trying to get to a conference but, after many trials and tribulations, he ends up stranded in a monastery. Sitting in a room with a monk, covered in mud, clothes torn, he asks, ‘what should I do?’ The monk simply replies: ‘Have a bath, perhaps?’
We can be so focused on the big picture stuff that we forget that life is a series of moments, each of which has its simple pleasures. Whatever life brings, it is good to be thankful for the many little pleasures each day has to bring.
‘When you arise in the morning, think of what a precious privilege it is to be alive - to breathe, to think, to enjoy, to love’ (Marcus Aurelius)
Richard Branson clearly knows a thing or two about success. At 20, he started a mail order shop, and opened a recording studio a short while later. Now, the Virgin brand boasts dozens of companies and Branson’s net worth is estimated to be more than 3 billion pounds sterling.
As well as immense business success, Branson has personally broken a number of world records for high-speed boat and balloon journeys.
Often witty, always insightful, here are some choice Branson quotes to ponder. Motivation often comes from unique places so if one of these strikes a chord, use it!
1. "Ridiculous yachts and private planes and big limousines won't make people enjoy life more."
I suppose we all know deep down that money won’t make us happy. Of course, money is nice – it brings freedom and opportunities and can be a wonderful recourse. It can contribute to happiness, even. But happiness itself is another thing – it’s independent of anything else. Buddha wrote, ‘there is no way to happiness. Happiness is the way.’
2. "I enjoy every single minute of my life."
For me, this is the most important thing to remember. When you’re enjoying what you do, you’re more likely to do it well and to be successful. Enjoying every situation is an art, a skill, and can be developed. Maybe it comes naturally to some people, but for most of us, it takes a little practice. But believe me, it will make an enormous difference to the quality of your life.
3. "But the majority of things that one could get stressed about, they’re not worth getting stressed about."
I read somewhere that the most common ‘commandment’ given in the bible is not to worry. Being stressed and worried about things is just a waste of energy – it never helps. I highly recommend Dale Carnegie’s book, How to Stop Worrying and Start Living. It contains invaluable, practical advice for those of us inclined to worry about things.
4. "You can’t be a good leader unless you generally like people. That is how you bring out the best in them."
Obviously, we live in a social world, and it is almost impossible to physically cut yourself off from other people. But, how we interact with others is vitally important to our happiness and success. Getting along with people – allowing them to be themselves, bringing out the best, encouraging them – these are the hallmarks of good leaders and good friends.
5. "There is no one to follow, there is nothing to copy."
Life is always fresh and new. We are always on the leading edge, and the successes of the future will not rely on old ways of doing things. Thinking outside the box, embracing change, innovating, taking risks – these are the hallmarks of success in all facets of life.
6. "I can honestly say that I have never gone into any business purely to make money. If that is the sole motive, then I believe you are better off doing nothing."
Money is a by-product. It is not a goal in itself. Those who simply chase money end up with nothing of true value, because money in itself does not add anything to life. Money cannot buy the things that matter most in people – wisdom, serenity, leadership, happiness.
7. "I never had any intention of being an entrepreneur."
Funny how things turn out! We certainly need to know where we are going in life, but we also need to remain open to new possibilities. Things have a tendency to change and if we are prepared to sail with the wind, and not fight against it, life can take us on wonderful adventures, and we can end up in the most magical places. I can attest to this in my own life, as I’m sure many readers can.
8. "I made and learned from lots of mistakes."
How else can we learn? Think back to when you learned any new skill – driving a car, cooking, learning a language. Of course you messed it up! Taking risks, trying new things, learning – these things always involve making mistakes. So don’t fear mistakes – be proud of them!
9. "If you can indulge in your passion, life will be far more interesting than if you're just working."
Someone said that if you enjoy your job, you’ll never have to work another day. Not everyone can go out and ‘indulge their passion’ right away, but there is good to found in all jobs, and if we focus on the good things, looking for that which is pleasing and which, perhaps, we can influence, it will expand. This kind of proactively is the basis of Stephen Covey’s The 7 Habits of Highly Effective People, another book I highly recommend.
10. "Right now I'm just delighted to be alive and to have had a nice long bath.
This quote reminds me of a scene from the wonderful British comedy movie, Clockwise. John Cleese’s character is trying to get to a conference but, after many trials and tribulations, he ends up stranded in a monastery. Sitting in a room with a monk, covered in mud, clothes torn, he asks, ‘what should I do?’ The monk simply replies: ‘Have a bath, perhaps?’
We can be so focused on the big picture stuff that we forget that life is a series of moments, each of which has its simple pleasures. Whatever life brings, it is good to be thankful for the many little pleasures each day has to bring.
‘When you arise in the morning, think of what a precious privilege it is to be alive - to breathe, to think, to enjoy, to love’ (Marcus Aurelius)
Wednesday, November 24, 2010
10 Traits of True Leadership
Great artcile by John P. Enjoy!!
Article by John Pozadzides
Believe me – leaders are made, not born. And this is good news for anyone that truly wants to improve their leadership skills.
If you want to step up to the plate and help shape the future at work, in an organization, as a teacher or anywhere else, you need to master the 10 traits I‘ve listed right here. I should state that this is not some list I’ve regurgitated from elsewhere. This is my own personal list that I’ve lived by my entire career.
Do they work? Well, given the fact that I‘d attribute all of my past successes to the teams I’ve led, I’d say so. But perhaps if we’re lucky a few of my old employees will stop by and let us know.
Now you’re going to see things on lists of leadership characteristics such as “have confidence”, “great communication skills”, “empathy” and other traits that can generally be stated to be desirable in all people regardless of if they are in leadership positions.
However, I want to cut to the chase and focus on the ones that are most applicable specifically to people in leadership roles. You take care of these, and the business will take care of itself.
1. Make decisions that are sometimes unpopular. You‘re in charge. You’re going to have access to information other people aren’t privy to. Sometimes you have to act on that even if you think it‘s going to be less than popular. That’s life. Suck it up and do what you know has to be done.
2. Lead from the front. My rule number 1: never ask your people to do something you won‘t do yourself! A leader has to be willing to roll up the sleeves and get your hands dirty with the troops. Otherwise you’re just a boss.
3. Teach and Mentor. There is no way you can earn respect if you don’t share some wisdom and information with your team. Make it your goal to teach people everything you know. And make sure you are always pushing yourself to learn more.
4. Empower people. I promise you this… if you make everyone run every decision past you, you will be a massive failure. Give people a little room to make decisions, and let them earn more responsibility over time.
5. Hold people accountable. Accountability goes hand in hand with all of these other traits. If you are going to be good to your people, train them, mentor them, lead by example, and establish a vision, you must hold them accountable for their performance. That is part of being a team player.
6. Develop an inclusive vision. People will only follow a vision that is good for the company if they think it’s also good for themselves. So any good strategy includes everyone in the vision.
7. Demonstrate honesty and integrity. Don‘t ever lie. Make it an edict and live with it. If you can’t tell the truth for a good reason then abstain. But don’t ever lie. Oh, and if you make a promise – live up to it.
8. Have conviction. Do you believe in your product, service, plan, strategy, etc.? If you are not absolute convinced, don’t expect anyone else to be. Instead, work to refine the vision until the argument is absolutely convinced. Conviction is merely a demonstration of the amount of faith a person has.
9. Be flexible. There are times when it‘s appropriate to demonstrate conviction, such as on matters of principle. But 90% of the time it’s important to keep an open mind and watch for opportunities to do things better, faster, or cheaper.
10. Motivate and Inspire. Remember, a great way to motivate and inspire people is to blend realism with optimism. It’s important to demonstrate that you have an accurate assessment of the situation, and that despite that you are optimistic for the future. Optimism is contagious.
As a final thought, remember that people follow answers. You can be a nice guy who tells everyone all about the situation they are in, but unless you discover, inspire or demonstrate how to change things you have not really earned the title of leader – even if you are a manager.
Article by John Pozadzides
Believe me – leaders are made, not born. And this is good news for anyone that truly wants to improve their leadership skills.
If you want to step up to the plate and help shape the future at work, in an organization, as a teacher or anywhere else, you need to master the 10 traits I‘ve listed right here. I should state that this is not some list I’ve regurgitated from elsewhere. This is my own personal list that I’ve lived by my entire career.
Do they work? Well, given the fact that I‘d attribute all of my past successes to the teams I’ve led, I’d say so. But perhaps if we’re lucky a few of my old employees will stop by and let us know.
Now you’re going to see things on lists of leadership characteristics such as “have confidence”, “great communication skills”, “empathy” and other traits that can generally be stated to be desirable in all people regardless of if they are in leadership positions.
However, I want to cut to the chase and focus on the ones that are most applicable specifically to people in leadership roles. You take care of these, and the business will take care of itself.
1. Make decisions that are sometimes unpopular. You‘re in charge. You’re going to have access to information other people aren’t privy to. Sometimes you have to act on that even if you think it‘s going to be less than popular. That’s life. Suck it up and do what you know has to be done.
2. Lead from the front. My rule number 1: never ask your people to do something you won‘t do yourself! A leader has to be willing to roll up the sleeves and get your hands dirty with the troops. Otherwise you’re just a boss.
3. Teach and Mentor. There is no way you can earn respect if you don’t share some wisdom and information with your team. Make it your goal to teach people everything you know. And make sure you are always pushing yourself to learn more.
4. Empower people. I promise you this… if you make everyone run every decision past you, you will be a massive failure. Give people a little room to make decisions, and let them earn more responsibility over time.
5. Hold people accountable. Accountability goes hand in hand with all of these other traits. If you are going to be good to your people, train them, mentor them, lead by example, and establish a vision, you must hold them accountable for their performance. That is part of being a team player.
6. Develop an inclusive vision. People will only follow a vision that is good for the company if they think it’s also good for themselves. So any good strategy includes everyone in the vision.
7. Demonstrate honesty and integrity. Don‘t ever lie. Make it an edict and live with it. If you can’t tell the truth for a good reason then abstain. But don’t ever lie. Oh, and if you make a promise – live up to it.
8. Have conviction. Do you believe in your product, service, plan, strategy, etc.? If you are not absolute convinced, don’t expect anyone else to be. Instead, work to refine the vision until the argument is absolutely convinced. Conviction is merely a demonstration of the amount of faith a person has.
9. Be flexible. There are times when it‘s appropriate to demonstrate conviction, such as on matters of principle. But 90% of the time it’s important to keep an open mind and watch for opportunities to do things better, faster, or cheaper.
10. Motivate and Inspire. Remember, a great way to motivate and inspire people is to blend realism with optimism. It’s important to demonstrate that you have an accurate assessment of the situation, and that despite that you are optimistic for the future. Optimism is contagious.
As a final thought, remember that people follow answers. You can be a nice guy who tells everyone all about the situation they are in, but unless you discover, inspire or demonstrate how to change things you have not really earned the title of leader – even if you are a manager.
Seven Leadership Traits That The Gurus Don't Tell You
Some good advice from Jo Owen! Enjoy!!
By Jo Owen, July 26, 2010
Most leadership gurus tell you half the truth, at best, about what it takes to be a leader.
They will tell you about the need for vision, handling people, dealing with crises and all the other good stuff that makes up the corporate speaking circuit. Here are seven vital qualities you are less likely to hear them talk about:
1. Sleeping on planes and dealing with jet lag. In any large organisation, a leader will spend a large amount of time on planes: I did 250,000 miles a year. The routine was simple: one glass of champagne and one melatonin pill forty minutes before take off, and I would be able to sleep all the way. Business class is not for fancy meals and watching movies: it is for work or sleep.
2. Working in vehicles. If you can not work in taxis and cars, you will waste more time than you can afford. Staring out of the window mindlessly is not good.
3. Dieting. Leaders are surrounded by biscuits, cookies and other corporate death food; and then there are the inevitable lunches, dinners and hotel breakfasts. Either learn to love the fruit, or start jogging. Or die early as an obese alcoholic. But to this day, some firms demand that you put your liver on the line: if you do not drink and entertain, you fail. Pick your diet to fit your firm.
4. Ruthless time management: queues were invented to let leaders catch up with emails and phone calls; ditch or delegate everything you can; fix appointments around your diary, not around other people’s.
5. Work the politics. Find the right assignments, right support and right mentors. Set expectations well. Negotiate budgets hard. Wake up to the reality of corporate life.
6. Be ambitious, for your organisation and yourself. Stretch yourself and your team to achieve more than ever; keep on learning and growing. Don’t accept excuses, don’t be a victim: take responsibility.
7. Learn to speak well. To small groups, to individuals and to large groups. As one tribal elder told me: “Words are like gods: words create whole new world’s in someone’s head. So use words well.” For many people, having a tooth extracted is less daunting than speaking in public. But it is a skill anyone can develop, with practice, over the years. And leaders must have this skill.
These seven qualities add up to a person who is pretty driven: they are often not comfortable people to be with. Not surprisingly, many people prefer to keep their humanity and their life than make the sacrifices to get to the top.
When I first started out, my boss told me: “one of the benefits of this job is that you will never suffer the rush hour. You will arrive before it and leave after it.” And if you keep that lifestyle going for ten to twenty years, you can reach the top. It was not a good choice, but at least it was a clear choice.
Choose well.
By Jo Owen, July 26, 2010
Most leadership gurus tell you half the truth, at best, about what it takes to be a leader.
They will tell you about the need for vision, handling people, dealing with crises and all the other good stuff that makes up the corporate speaking circuit. Here are seven vital qualities you are less likely to hear them talk about:
1. Sleeping on planes and dealing with jet lag. In any large organisation, a leader will spend a large amount of time on planes: I did 250,000 miles a year. The routine was simple: one glass of champagne and one melatonin pill forty minutes before take off, and I would be able to sleep all the way. Business class is not for fancy meals and watching movies: it is for work or sleep.
2. Working in vehicles. If you can not work in taxis and cars, you will waste more time than you can afford. Staring out of the window mindlessly is not good.
3. Dieting. Leaders are surrounded by biscuits, cookies and other corporate death food; and then there are the inevitable lunches, dinners and hotel breakfasts. Either learn to love the fruit, or start jogging. Or die early as an obese alcoholic. But to this day, some firms demand that you put your liver on the line: if you do not drink and entertain, you fail. Pick your diet to fit your firm.
4. Ruthless time management: queues were invented to let leaders catch up with emails and phone calls; ditch or delegate everything you can; fix appointments around your diary, not around other people’s.
5. Work the politics. Find the right assignments, right support and right mentors. Set expectations well. Negotiate budgets hard. Wake up to the reality of corporate life.
6. Be ambitious, for your organisation and yourself. Stretch yourself and your team to achieve more than ever; keep on learning and growing. Don’t accept excuses, don’t be a victim: take responsibility.
7. Learn to speak well. To small groups, to individuals and to large groups. As one tribal elder told me: “Words are like gods: words create whole new world’s in someone’s head. So use words well.” For many people, having a tooth extracted is less daunting than speaking in public. But it is a skill anyone can develop, with practice, over the years. And leaders must have this skill.
These seven qualities add up to a person who is pretty driven: they are often not comfortable people to be with. Not surprisingly, many people prefer to keep their humanity and their life than make the sacrifices to get to the top.
When I first started out, my boss told me: “one of the benefits of this job is that you will never suffer the rush hour. You will arrive before it and leave after it.” And if you keep that lifestyle going for ten to twenty years, you can reach the top. It was not a good choice, but at least it was a clear choice.
Choose well.
Real Leaders Use Social Media to Shut Up and Listen
Great article by Wayne Turmel and goes to my point that listening/communication are the #1 leadership trait! Enjoy!
By Wayne Turmel
With all the Twittering, Yammering, Foursquaring and all the other social media going on (the word I’ve coined is tweetfacelinkblogging, patent pending) it would seem that leaders have no shortage of ways to get their message out. That’s great, says one leadership expert, but it misses the point. The real advantage of social media to a leader is the ability to listen.
Jim Kouzes has been writing about leadership for well over 30 years,starting with the landmark “The Leadership Challenge” and now his latest book, “The Truth About Leadership- the No-Fads, Heart-of-the-Matter Facts You Need to Know,” are essential reading for anyone interested in being a great leader. He doesn’t buy into the fact that leadership means anything different to Millennials (or whatever you want to call those darned kids) than it did to your parents, but technology has made a difference, and the difference isn’t what you think.
“The fact is that social media, Twitter and all that, actually makes it easier for leaders to listen to their people than ever before”, he said when I spoke to him on The Cranky Middle Manager Show. That’s right, people complain about distance and being physically far from your people, but ask yourself: how many leaders actually get unfiltered input from their folks, even when they’re in the same location?
The idea of using social media to listen seems counter-intuitive. After all, we get told constantly how easy it is to broadcast your message. You can send out daily tweets, update your Facebook or Ning page, and conduct “Town Hall” webinars but those are one-way, broadcast media, at least the way most people use them. When was the last time your CEO held a webinar that actually allowed chat or took questions with any serious intent?
It’s amazing how insulated leaders can become- just watch a treacly episode of Undercover Boss sometime. (”I never knew the people who worked for me worked so hard for so little”. Really????). Giving the appearance of listening is easy, you just have to take a look at that dusty suggestion box in the lunch room. It gets a lot of action at first and then becomes a dust bunny repository as people realize that their ideas are going into the ether.
Kouzes makes the point that a real leader listens. “Social media is a great opportunity to get input from your people and let them feel listened to and heard- if it’s used effectively”.
That effectiveness is demonstrated by not only gathering feedback, but responding to it and displaying it for all the world to see, even when it’s not flattering. Then (and here’s the hard part) taking actual action based on that feedback.
Whether you’re the CEO or first-time project manager, leaders listen to their people and let those folks know they’ve been heard. It doesn’t mean you do everything they suggest — after all, you’re the leader for a reason– but they have to know that you listen and care.
By Wayne Turmel
With all the Twittering, Yammering, Foursquaring and all the other social media going on (the word I’ve coined is tweetfacelinkblogging, patent pending) it would seem that leaders have no shortage of ways to get their message out. That’s great, says one leadership expert, but it misses the point. The real advantage of social media to a leader is the ability to listen.
Jim Kouzes has been writing about leadership for well over 30 years,starting with the landmark “The Leadership Challenge” and now his latest book, “The Truth About Leadership- the No-Fads, Heart-of-the-Matter Facts You Need to Know,” are essential reading for anyone interested in being a great leader. He doesn’t buy into the fact that leadership means anything different to Millennials (or whatever you want to call those darned kids) than it did to your parents, but technology has made a difference, and the difference isn’t what you think.
“The fact is that social media, Twitter and all that, actually makes it easier for leaders to listen to their people than ever before”, he said when I spoke to him on The Cranky Middle Manager Show. That’s right, people complain about distance and being physically far from your people, but ask yourself: how many leaders actually get unfiltered input from their folks, even when they’re in the same location?
The idea of using social media to listen seems counter-intuitive. After all, we get told constantly how easy it is to broadcast your message. You can send out daily tweets, update your Facebook or Ning page, and conduct “Town Hall” webinars but those are one-way, broadcast media, at least the way most people use them. When was the last time your CEO held a webinar that actually allowed chat or took questions with any serious intent?
It’s amazing how insulated leaders can become- just watch a treacly episode of Undercover Boss sometime. (”I never knew the people who worked for me worked so hard for so little”. Really????). Giving the appearance of listening is easy, you just have to take a look at that dusty suggestion box in the lunch room. It gets a lot of action at first and then becomes a dust bunny repository as people realize that their ideas are going into the ether.
Kouzes makes the point that a real leader listens. “Social media is a great opportunity to get input from your people and let them feel listened to and heard- if it’s used effectively”.
That effectiveness is demonstrated by not only gathering feedback, but responding to it and displaying it for all the world to see, even when it’s not flattering. Then (and here’s the hard part) taking actual action based on that feedback.
Whether you’re the CEO or first-time project manager, leaders listen to their people and let those folks know they’ve been heard. It doesn’t mean you do everything they suggest — after all, you’re the leader for a reason– but they have to know that you listen and care.
Tuesday, November 23, 2010
Love The Game!
Love the game.
Love the game for the pure joy of accomplishment.
Love the game for everything it can teach you about yourself.
Love the game for the feeling of belonging to a group endeavoring to do its best.
Love the game for being involved in a team whose members can't wait to see you do your best.
Love the game for the challenge of working harder than you ever have at something and then harder than that.
Love the game because it takes all team members to give it life.
Love the game because at its best, the game tradition will include your contributions.
Love the game because you belong to a long line of fine athletes who have loved it.
It is now your legacy.
Love the game so much that you will pass on your love of the game to another athlete who has seen your dedication, your work, your challenges, your triumphs... and then that athlete will, because of you, love the game.
- Author Unknown
Excellence: Taking Your Leadership to New Heights
Another great article by John Maxwell. Enjoy!!
by John Maxwell
As a child, did you ever wish that you could fly? The longing to escape gravity seems ingrained in our imaginations. Fictional characters from Superman to Mary Poppins to Aladdin have soared across the sky on adventures. Michael "Air" Jordan's fame rested, in part, on his seeming ability to glide above his opponents on the court to slam-dunk the basketball. Kite flying remains a popular pastime and air shows draw crowds to watch planes perform acrobatic aerial feats.
Our longing to take flight transfers to our careers. We don't want to be stuck on the bottom level; we want to soar. We desire to be on top, to excel in our work.
Whatever your occupation and regardless of your position, here are three habits of excellence which, when attained, will get you off the ground.
Work with Your Whole Heart
I've never met a halfhearted leader who sustained excellence. The successful leaders I know are ablaze with desire to see their vision come to fruition. Having an end in mind, they approach work with joy and expectancy.
What should you do if you feel unmotivated on the job?
1) Seek self-awareness of your strengths and find ways to express them. What do you do well? What captures your attention? What have you enjoyed doing in the past? If your role at work doesn't provide an outlet for your strengths, volunteer them in another capacity.
2) Monitor your attitude. Cease complaining and weed out negativity from your thoughts. Instead, concentrate on opportunities to learn and grow.
Devote Undistracted Attention to Your Job
Excellent leaders have laser-like focus. They fix their attention on top priorities and refuse to be diverted from accomplishing them. They work purposefully and strategically, doing what's important instead of what's easy.
How can you regain focus when your vision seems fuzzy?
1) Prioritize your time. If you don't budget your time, others will spend it for you. Control your calendar so that your hours are spent on what matters most.
2) Protect your environment. Distractions creep in and hold our attention hostage. Take steps to eliminate interruptions. This can be as simple as turning off your phone during times of focused thought or sealing yourself off from others for a few minutes in the morning so that you can plan for the day.
Give Maximum Energy to Your Team
Leaders who excel give full commitment to their team. They offer their best day after day, always devoting maximum effort to their responsibilities. They understand what's required to complete an assignment, and they don't rest until every detail is in place and the project is finished.
1) Eat well and exercise. Your health determines your quality and quantity of life. Don't view your physical health in isolation; it connects to your emotional and mental health.
2) Make rest a must. Leaders are generally driven, outcome-oriented people. As such, they can have a hard time seeing the value of rest and relaxation. In truth, you actually accomplish more when you discipline yourself to unplug and recharge periodically.
Anchor Your Relationship
Another great piece by Chris. Read and Enjoy!!
By Chris Widener
I heard a speaker recently who was talking about how to maintain strong relationships. As I listened to his basic principle, I realized that it is true in all of our life situations, be it work, family etc. And let's face it, relationships are what make the world go 'round. So strong healthy relationships will make your work more enjoyable, and prosperous, and will make your family and friend relationships better as well.
What was the principle? The speaker said that each point of connection is like an anchor in the relationship, and the more connections you have, the stronger the relationship will be. He calls one-connection relationships "Simplex," and multi-connection relationships, "Multiplex." The strongest relationships are multiplex.
There is also the idea that some connections are stronger than others and so you want as many connections as possible and you want those connections to be as strong as they can be as well. Confused? Let's put some legs on this. We'll take a business situation and we'll take a family situation to illustrate the principle.
Anchoring work relationships.
Let's say you sell insurance. A guy walks in and says, "I would like to purchase some term life insurance." You have a simplex relationship. The connection is that you both want him to have insurance. As you get to know him better and get information from him, you realize that you have a multiplex relationship growing and the chance that your business relationship will grow is improving.
"You grew up in Iowa? Me too!"
"You like to golf? Me too!"
"Your wife and you like to go to the opera? So do we! We should go together sometime."
The multiple connections are anchoring your relationship.
Anchoring a family relationship.
Let's take a marriage in trouble. Chances are that at one time, the relationship was multiplex. Because of time, work, and other stresses, the marriage has deteriorated to the point where both are thinking, "What did I marry this person for?" Or "Why do I stay?" The chances are that now the relationship is simplex. Maybe it is that the one connection is that they want to do right by the kids and so they "Tough it out." What is the answer? I believe that it is regaining a multiplex relationship. Work hard to make those other anchoring connections. Did you used to play tennis together before the kids came along? Go play tennis together on a regular basis. Do you both have a common interest in a specific cause or charity, but time hasn't allowed you to pursue it? Take the time! It will anchor your relationship again!
I think you get the point.
Take some time to think about your current relationships. Are they as multiplex as they can be or as they used to be? Think about the new relationships you will make in the coming weeks or months. Think of ways you can make them strong by finding multiple connections, securing deeper and more fulfilling relationships.
Make your relationships "multiplex" and you make them strong, with an anchor that will not let them go!
By Chris Widener
I heard a speaker recently who was talking about how to maintain strong relationships. As I listened to his basic principle, I realized that it is true in all of our life situations, be it work, family etc. And let's face it, relationships are what make the world go 'round. So strong healthy relationships will make your work more enjoyable, and prosperous, and will make your family and friend relationships better as well.
What was the principle? The speaker said that each point of connection is like an anchor in the relationship, and the more connections you have, the stronger the relationship will be. He calls one-connection relationships "Simplex," and multi-connection relationships, "Multiplex." The strongest relationships are multiplex.
There is also the idea that some connections are stronger than others and so you want as many connections as possible and you want those connections to be as strong as they can be as well. Confused? Let's put some legs on this. We'll take a business situation and we'll take a family situation to illustrate the principle.
Anchoring work relationships.
Let's say you sell insurance. A guy walks in and says, "I would like to purchase some term life insurance." You have a simplex relationship. The connection is that you both want him to have insurance. As you get to know him better and get information from him, you realize that you have a multiplex relationship growing and the chance that your business relationship will grow is improving.
"You grew up in Iowa? Me too!"
"You like to golf? Me too!"
"Your wife and you like to go to the opera? So do we! We should go together sometime."
The multiple connections are anchoring your relationship.
Anchoring a family relationship.
Let's take a marriage in trouble. Chances are that at one time, the relationship was multiplex. Because of time, work, and other stresses, the marriage has deteriorated to the point where both are thinking, "What did I marry this person for?" Or "Why do I stay?" The chances are that now the relationship is simplex. Maybe it is that the one connection is that they want to do right by the kids and so they "Tough it out." What is the answer? I believe that it is regaining a multiplex relationship. Work hard to make those other anchoring connections. Did you used to play tennis together before the kids came along? Go play tennis together on a regular basis. Do you both have a common interest in a specific cause or charity, but time hasn't allowed you to pursue it? Take the time! It will anchor your relationship again!
I think you get the point.
Take some time to think about your current relationships. Are they as multiplex as they can be or as they used to be? Think about the new relationships you will make in the coming weeks or months. Think of ways you can make them strong by finding multiple connections, securing deeper and more fulfilling relationships.
Make your relationships "multiplex" and you make them strong, with an anchor that will not let them go!
Monday, November 22, 2010
These 10 core competencies comprise good leadership
Great artcile. Enjoy!!
By William S. Frank
Use this test to rate your leadership ability.
There are 10 categories, each worth 10 points. If you feel you have a competency fully developed, give yourself 10 points. If it's not developed at all, no points. Grade yourself as follows: 50=F, 60=D, 70=C, 80=B, 90-100=A. Scores of 70+ are in the target range. Scores below 70 indicate weaknesses worth correcting, or else a lack of desire or suitability for leadership.
Use your results to create a development plan for your career. In other words, if you're lacking in an area, seek mentors, training or coaching to shore up your weakness. Most importantly, however, leverage your strengths.
Visionary:
Good leaders create a vision, a picture of the future, of where they want to take their organizations. Leaders can improve both the quality and acceptance of the vision by partnering with their peers, executive team, key employees throughout the organization or outside consultants. To get the best vision you need lots of ideas, and people support what they help to create.
Inspirational:
Once a vision is established, great leaders can inspire everyone in the company to get onboard. Employees in great organizations are passionate about what they do. This inspiration extends to customers, investors, suppliers, boards of directors and all other stakeholders.
This doesn't mean good leaders have to be charismatic or great public speakers, though some are. Leaders may inspire by example or in low-key ways. Every word and action demonstrates their passion for the vision.
Strategic:
Strategic leaders are clear and directly face the strengths and weaknesses of their own organizations, as well as their external opportunities and threats. They think in terms of leverage, fishing where the big fish are and partnering to gain market advantage. While interested in one sale, they would rather create pipelines and strategic alliances that generate thousands, or hundreds of thousands, of sales.
Tactical:
Wired like businesspeople, good leaders are bottom-line oriented and extraordinarily committed to results. They thrive on facts, figures, numbers and data. They're interested in ROI, ROE and EBIDTA. If not numbers-oriented themselves, they surround themselves with strong financial talent.
Focused:
Once vision and mission (a brief, clear statement of the reasons for an organization's existence) are established, good leaders achieve what they set out to do before launching new initiatives. By contrast, poor leaders may have dozens of conflicting programs and priorities. Leaders with 20 priorities essentially have no priorities.
Persuasive:
Not necessarily salespeople, good leaders can bring others to their point of view using logic, reason, emotion and the force of their personalities. They motivate by persuasion rather than intimidation. The key here is the leader speaking from his or her heart.
Likeable:
Good leaders are people-centric. They may be scientists, engineers or technical experts by background, but they recognize interpersonal skills are paramount. They display high degrees of emotional intelligence, and thrive on finesse and likeability.
They want to be liked -- and they are. Again, the key is what's inside the leader. Likeability comes from the inside out.
Decisive:
Sometimes shooting from the hip, good leaders can make decisions quickly -- often with incomplete data. As Theodore Roosevelt said, "In any moment of decision, the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing."
Rarely is a leader able to get 100 percent of the information needed for a decision. Typically it is "60 percent and go" or "80 percent and go."
Ethical:
Good leaders are direct and straightforward. They set clear performance expectations and hold people accountable. This requires being direct and truthful, which can be difficult but -- more often than not -- is natural for the principle-based leader. Good leaders know it's hard to beat the truth.
Open to feedback:
Good leaders are open and dedicated to lifelong learning. They seek feedback about their performance through direct conversations and objective tools such as 360-degree reviews. Seeking continuous improvement in their companies, they also seek it for themselves.
After reviewing these criteria, you may still have the age-old question: Can leadership really be learned or are good leaders just born?
Denver leadership expert Jim Downey comes down on the side that good leaders can be developed. "Good leaders develop by practicing the right behaviors," he says. "It is like golf. You can spend hours on the driving range, but if you are not practicing the right fundamentals, you will never be a good golfer. By practicing the 10 core competencies of good leaders, you can improve your leadership skills.
"You will also be modeling the right behaviors [fundamentals] for others, who watch their leaders surprisingly closely. You may end up an organization full of leaders with surprising success."
By William S. Frank
Use this test to rate your leadership ability.
There are 10 categories, each worth 10 points. If you feel you have a competency fully developed, give yourself 10 points. If it's not developed at all, no points. Grade yourself as follows: 50=F, 60=D, 70=C, 80=B, 90-100=A. Scores of 70+ are in the target range. Scores below 70 indicate weaknesses worth correcting, or else a lack of desire or suitability for leadership.
Use your results to create a development plan for your career. In other words, if you're lacking in an area, seek mentors, training or coaching to shore up your weakness. Most importantly, however, leverage your strengths.
Visionary:
Good leaders create a vision, a picture of the future, of where they want to take their organizations. Leaders can improve both the quality and acceptance of the vision by partnering with their peers, executive team, key employees throughout the organization or outside consultants. To get the best vision you need lots of ideas, and people support what they help to create.
Inspirational:
Once a vision is established, great leaders can inspire everyone in the company to get onboard. Employees in great organizations are passionate about what they do. This inspiration extends to customers, investors, suppliers, boards of directors and all other stakeholders.
This doesn't mean good leaders have to be charismatic or great public speakers, though some are. Leaders may inspire by example or in low-key ways. Every word and action demonstrates their passion for the vision.
Strategic:
Strategic leaders are clear and directly face the strengths and weaknesses of their own organizations, as well as their external opportunities and threats. They think in terms of leverage, fishing where the big fish are and partnering to gain market advantage. While interested in one sale, they would rather create pipelines and strategic alliances that generate thousands, or hundreds of thousands, of sales.
Tactical:
Wired like businesspeople, good leaders are bottom-line oriented and extraordinarily committed to results. They thrive on facts, figures, numbers and data. They're interested in ROI, ROE and EBIDTA. If not numbers-oriented themselves, they surround themselves with strong financial talent.
Focused:
Once vision and mission (a brief, clear statement of the reasons for an organization's existence) are established, good leaders achieve what they set out to do before launching new initiatives. By contrast, poor leaders may have dozens of conflicting programs and priorities. Leaders with 20 priorities essentially have no priorities.
Persuasive:
Not necessarily salespeople, good leaders can bring others to their point of view using logic, reason, emotion and the force of their personalities. They motivate by persuasion rather than intimidation. The key here is the leader speaking from his or her heart.
Likeable:
Good leaders are people-centric. They may be scientists, engineers or technical experts by background, but they recognize interpersonal skills are paramount. They display high degrees of emotional intelligence, and thrive on finesse and likeability.
They want to be liked -- and they are. Again, the key is what's inside the leader. Likeability comes from the inside out.
Decisive:
Sometimes shooting from the hip, good leaders can make decisions quickly -- often with incomplete data. As Theodore Roosevelt said, "In any moment of decision, the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing."
Rarely is a leader able to get 100 percent of the information needed for a decision. Typically it is "60 percent and go" or "80 percent and go."
Ethical:
Good leaders are direct and straightforward. They set clear performance expectations and hold people accountable. This requires being direct and truthful, which can be difficult but -- more often than not -- is natural for the principle-based leader. Good leaders know it's hard to beat the truth.
Open to feedback:
Good leaders are open and dedicated to lifelong learning. They seek feedback about their performance through direct conversations and objective tools such as 360-degree reviews. Seeking continuous improvement in their companies, they also seek it for themselves.
After reviewing these criteria, you may still have the age-old question: Can leadership really be learned or are good leaders just born?
Denver leadership expert Jim Downey comes down on the side that good leaders can be developed. "Good leaders develop by practicing the right behaviors," he says. "It is like golf. You can spend hours on the driving range, but if you are not practicing the right fundamentals, you will never be a good golfer. By practicing the 10 core competencies of good leaders, you can improve your leadership skills.
"You will also be modeling the right behaviors [fundamentals] for others, who watch their leaders surprisingly closely. You may end up an organization full of leaders with surprising success."
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