Want to trust your employees to do the job right? Train them like you would teach them to drive.
Building trust in an employee is very much like teaching someone to
drive. You don't just hand him the keys on the first day and let him
take the car for a spin while hoping for the best. You have to show him
how the car works, what the rules of the road are, and how to handle
emergency situations successfully. Only when he can drive you to a
destination without incident can he be trusted to take the car out
alone.
So how do you create that trust with an employee?
1. Start everyone as a passenger.
When a new employee joins our team, he spends a significant amount of
time learning our products. He is taught our computer system and our
order fulfillment process. Finally, he role-plays the correct way to
help customers get what they need. Throughout this training period, he
does not talk to live customers or touch actual orders; instead he is
kept in a classroom-like environment, much like a student taking
driver's ed. Only when he is able to pass a product exam, successfully
enter a test order, and impress me with how he handles difficult sales
obstacles is he able to move on the next level.
2. Put the employee behind the wheel--in the parking lot.
Just because an employee has been successful on the written road test
does not mean he is ready to drive. In phase two of our trust-building
process, a new team member is given real responsibilities, but performs
them in an off-road setting, still quarantined from customer contact.
Whereas before, he was only allowed to enter test orders, he will now
enter actual orders that come in via our website. Because the orders are
real, he must enter them correctly, anticipate problems, and make sure
they are handled in a timely manner. Essentially, he is given the chance
to sit in the driver's seat, but can only drive around the parking lot,
because another team member will be double-checking all of his orders
for potential errors. When his orders are error-free, I trust him to
take the next step.
3. Let the employee take a drive around the block.
Driving is difficult at first because it requires the use of many
skills at once. At this level, the employee must put together all the
product knowledge he has acquired, use our computer system accurately,
and do both with a live customer on the line. In order to make it a
little less frightening (for both the employee and me), a new
employee practices by shadowing a senior rep on calls. The senior rep
takes the order, while the new employee listens in, silently getting his
cues from the customer, and using them to enter the order on his own
computer. At the end of each call, he prints and compares his order to
the order taken by the senior rep. Once he is successfully typing in the
same thing as the senior rep, and several orders are done correctly, he
can be trusted enough to go further.
4. Time to try the open road.
You will never know if someone can actually drive until you let him
do it. As a business owner, I find this is the hardest stage because
there are real consequences. The employee is now in control of the
order-taking situation, but a senior rep will be shadowing him
to make sure the order is done right. Even if the new staffer makes a
mistake, the customer will not suffer, and the mistake can be used to
teach how to make a better choice the next time. This allows me to let
the employee drive, but with the safety of my foot close to the brakes,
just in case. Once the mistakes diminish, and the employee feels
comfortable in most situations, he can be trusted to take the car out
alone.
5. Licensed and ready to roll.
At this point, the employee trusts that he knows enough about our
product, procedure, and mission to be able to drive without a problem
from point A to point B. I also trust that he will be able to do that.
6. Send him on his way.
Once the new rep is out on the road, I fully expect he may have some
minor fender benders along the way. Being okay with that is the final
speed bump in the two-way street called trust.
http://www.inc.com/vanessa-merit-nornberg/build-trust-employee-training-guide.html
8/6/12
10 Tricks for a Fabulous Workday
Want to have the best workday ever? Day after day? It's not as difficult as you think.
These 10 tweaks to your everyday behavior will virtually guarantee you a day that's not just enjoyable but allows you to get more done than you ever thought possible.
1. Start with 15 minutes of positive input.
It's easier to achieve and maintain a positive attitude if you have a "library" of positive thoughts in your head, so you can draw upon them if the day doesn't go exactly as you'd prefer. Start each day by reading (or listening to) an inspirational book to ensure that you have just such a resource at hand.
2. Tie your work to your life's goals.
Always remember that there's a deeper reason why you go to work and why you chose your current role. Maybe it's to support your family, to change the world in some way, to help your customers, to make a difference: Whatever the deeper motivation, remind yourself that this workday--today--is the opportunity to accomplish part of that deeper and more important goal.
3. Use your commute wisely.
Most people waste their commute time listening to the news or (worse, especially if they're driving) making calls, texting, or answering emails. In fact, your commute time is the perfect time to get yourself pumped up for the day, and there's no better way to do this than to listen to music that truly inspires you and gets you in the right mood. Don't depend on a DJ: Make your own mixes!
4. Stick a smile on your face.
It's likely, if you followed the first three steps, that you'll already be smiling. If not, stick a smile on your face anyway.
It doesn't matter if it feels fake: Research has shown that even the most forced of smiles genuinely reduces stress and makes you happier. Does this mean you should be grinning like the Joker in the Batman comics? Well, yes, if that's the best you can do. But something a bit more relaxed might be less alarming to co-workers.
5. Express a positive mood.
When most people are asked social greetings--questions such as "How are you?" or "What's up?"--they typically say something neutral ("I'm OK") or negative, like "Hangin' in there." That kind of talk programs your brain for failure.
Instead, if anyone inquires, say something positive and enthusiastic, like: "Fantastic!" or "I'm having a wonderful day!" It's true that there are some people whom this annoys--but these are people you should be avoiding anyway. (See No. 7, below.)
6. Do what's important first.
Everybody complains about having too much to do, but few people do anything about it. As I explained in "The Surprising Secret of Time Management," 20% of your activities are going to produce 80% of your results. So do that 20% first, before you get to the 80% of your activities that is mostly wasted time. You'll get more done, and you'll get better results.
7. Avoid negative people.
If you've been following Steps 1 through 6, you'll probably find that the most negative people in your orbit will be avoiding you, while the positive people will want to hang out with you and help you. Though it's true you can't avoid all the Debbie Downers, you can certainly find something else to do when they start grousing about stuff they won't or can't change.
8. Don't work long hours.
Long hours are simply a bad idea. For one thing, as I have pointed out before: Long hours, after a short burst of productivity, actually make you less productive. But frankly, if you've followed Steps 1 through 7, you'll be getting so much done that you won't need to work those long hours.
9. Wind down and relax.
Once you're done with the workday, fill the remainder of your hours with nonwork-related activities that bring you joy and help you relax. The analogy of "recharge your batteries" is valid. Failing to take time to relax and stop thinking about work guarantees that you'll begin the next day with a "hangover" of resentment that will leach the joy out of what can, and should be, a positive work experience. overconcentration.
10. End your day with 15 minutes of gratitude.
As I pointed out in "The True Secret of Success," exercising your "gratitude muscle" is the best way to make certain that you experience more success. Before you go to sleep, get out a tablet (paper or electric), and record everything that happened during the day about which you are (or could be) grateful.
You'll sleep better and be ready for tomorrow--which will probably be even more fabulous than today.
But What About ...
Now, I know some of this can sound like a stretch. It may take a leap of faith to give this approach a try. But before you push back too much, let me answer some of the questions I sometimes hear.
These 10 tweaks to your everyday behavior will virtually guarantee you a day that's not just enjoyable but allows you to get more done than you ever thought possible.
1. Start with 15 minutes of positive input.
It's easier to achieve and maintain a positive attitude if you have a "library" of positive thoughts in your head, so you can draw upon them if the day doesn't go exactly as you'd prefer. Start each day by reading (or listening to) an inspirational book to ensure that you have just such a resource at hand.
2. Tie your work to your life's goals.
Always remember that there's a deeper reason why you go to work and why you chose your current role. Maybe it's to support your family, to change the world in some way, to help your customers, to make a difference: Whatever the deeper motivation, remind yourself that this workday--today--is the opportunity to accomplish part of that deeper and more important goal.
3. Use your commute wisely.
Most people waste their commute time listening to the news or (worse, especially if they're driving) making calls, texting, or answering emails. In fact, your commute time is the perfect time to get yourself pumped up for the day, and there's no better way to do this than to listen to music that truly inspires you and gets you in the right mood. Don't depend on a DJ: Make your own mixes!
4. Stick a smile on your face.
It's likely, if you followed the first three steps, that you'll already be smiling. If not, stick a smile on your face anyway.
It doesn't matter if it feels fake: Research has shown that even the most forced of smiles genuinely reduces stress and makes you happier. Does this mean you should be grinning like the Joker in the Batman comics? Well, yes, if that's the best you can do. But something a bit more relaxed might be less alarming to co-workers.
5. Express a positive mood.
When most people are asked social greetings--questions such as "How are you?" or "What's up?"--they typically say something neutral ("I'm OK") or negative, like "Hangin' in there." That kind of talk programs your brain for failure.
Instead, if anyone inquires, say something positive and enthusiastic, like: "Fantastic!" or "I'm having a wonderful day!" It's true that there are some people whom this annoys--but these are people you should be avoiding anyway. (See No. 7, below.)
6. Do what's important first.
Everybody complains about having too much to do, but few people do anything about it. As I explained in "The Surprising Secret of Time Management," 20% of your activities are going to produce 80% of your results. So do that 20% first, before you get to the 80% of your activities that is mostly wasted time. You'll get more done, and you'll get better results.
7. Avoid negative people.
If you've been following Steps 1 through 6, you'll probably find that the most negative people in your orbit will be avoiding you, while the positive people will want to hang out with you and help you. Though it's true you can't avoid all the Debbie Downers, you can certainly find something else to do when they start grousing about stuff they won't or can't change.
8. Don't work long hours.
Long hours are simply a bad idea. For one thing, as I have pointed out before: Long hours, after a short burst of productivity, actually make you less productive. But frankly, if you've followed Steps 1 through 7, you'll be getting so much done that you won't need to work those long hours.
9. Wind down and relax.
Once you're done with the workday, fill the remainder of your hours with nonwork-related activities that bring you joy and help you relax. The analogy of "recharge your batteries" is valid. Failing to take time to relax and stop thinking about work guarantees that you'll begin the next day with a "hangover" of resentment that will leach the joy out of what can, and should be, a positive work experience. overconcentration.
10. End your day with 15 minutes of gratitude.
As I pointed out in "The True Secret of Success," exercising your "gratitude muscle" is the best way to make certain that you experience more success. Before you go to sleep, get out a tablet (paper or electric), and record everything that happened during the day about which you are (or could be) grateful.
You'll sleep better and be ready for tomorrow--which will probably be even more fabulous than today.
But What About ...
Now, I know some of this can sound like a stretch. It may take a leap of faith to give this approach a try. But before you push back too much, let me answer some of the questions I sometimes hear.
- What if something really horrible happens during the day? You'll be much better prepared to deal with challenges than if you were already halfway to miserable--which is how most people go through their workday.
- What if I simply have to deal with a negative person? Tune out the negativity. Learn to shrug it off. If the negativity becomes too much of a burden, start using the extra energy you're producing to reorganize your team or (if the person is outside your company) find a different partner.
- What if I'm too depressed to do any of this? If that's the case, you may need professional help. None of these tricks require more time and effort than making yourself miserable, however.
- Do these tricks really work? Yes.
8/5/12
Motivate Your Core Performers to Become Star Performers
No sales force consists entirely of stars; sales staffs are usually
made up mainly of solid performers, with smaller groups of laggards and
rainmakers. Though most compensation plans approach these three groups
as if they were the same, research shows that each is motivated by
something different.
As the largest cadre, core performers typically represent the greatest opportunity, but they're often ignored by incentive plans. At the same time, they're the group most likely to move the needle — if they're given the proper incentives.
Why does this valuable group tend to be off the radar screen? One reason is that sales managers don't identify with them. At many companies the managers are former rainmakers, so they pay the current rainmakers an undue amount of attention. As a consequence, core performers are often passed over for promotion and neglected at annual sales meetings. But this is not in the best interest of the company. Core performers usually represent the largest part of the sales force, and companies cannot make their numbers if they're not in the game. Here are some proven strategies for keeping them there.
Multi-tier targets. A project that Mike recently worked on with a national financial services company shows that such targets help motivate core performers. At the company a major proportion of the salespeople fell into this category. In bearish months they almost always found a way to hit their targets, but in bullish months they seldom exceeded their numbers substantially. In an effort to nudge them upward, the company experimented with tiered targets.
The first-tier target was set at a point that a majority of the company's sales agents had historically attained, the second-tier target at a point reached by a smaller percentage of the sales force, and the third-tier target at a point hit only by the company's elite. All the firm's agents were divided into two groups: The first was given targets at tiers one and three, and the second group got targets at all three tiers. The hypothesis was that tiers would act as stepping stones to guide core performers up the curve.
The tiered structure indeed had a profound impact. Core performers striving to achieve triple-tier targets significantly outsold core performers given only two tiers. By contrast, multi-tier targets did not motivate stars and laggards as much: No significant differences in performance were found for those segments.
These results suggest that core performers exert more effort if given additional tiers. Stars are presumably unaffected by the extra stepping stone because they view the top tier as attainable regardless of the number of targets. And the inattentiveness that laggards show suggests that they typically aim for and are satisfied with achieving the first-tier target.
Prizes. A research project that we're both currently working on investigates how prize structures in sales contests can engage core performers. The problem with contests is that stars usually win them. Knowing this, core performers don't bump up their own efforts. You can handicap contestants on the basis of their prior performance, which alleviates the problem to a certain degree. But that creates its own problem: What's fair about core performers' and laggards' taking home the top prizes, if stars are left with lesser prizes or no prize at all?
Ideally, sales executives would design contests so that both stars and core performers would go home satisfied. This isn't easy to do, but if you keep in mind that people are hardwired to adapt to their position in a social hierarchy, it is possible. The key is to offer gifts (not cash) for the lower-level prizes that can be seen as equal, or even superior, to the top-level prizes on some dimension. Suppose a prestigious golf vacation is awarded as a top prize and a local family getaway is awarded as a lower prize. The family getaway has a lower market value than the golf vacation, but core performers can adapt to their central position on the performance curve by shifting their preferences. They can rationalize their prize by saying, "I've golfed plenty lately — what's important to me is spending time with my family." We consistently find that core performers work harder and perform better in contests of this kind than they do in contests with cash prizes.
Furthermore, their increased effort does not come at the cost of decreased effort from stars or laggards.
However, this approach won't work if the gifts offered at lower performance tiers are simply lower-grade versions of those at the top tier. Core performers will never perceive 18 holes at a run-of-the-mill golf course as more desirable than 18 holes at a prestigious course. The lower-level prize must have some quality that the higher-level one does not. In this example, it was the local getaway's family appeal that allowed core performers to remain engaged in the contest.
You will be able to coax better performance from your team by treating your sales force like a portfolio of investments that require different levels and kinds of attention. Sales compensation plans that take into account the different needs of different salespeople — and that are based on real evidence rather than assumptions — will ensure that your sales department gets a significantly higher return on its investments.
http://blogs.hbr.org/cs/2012/08/incentivize_your_core_performe.html
As the largest cadre, core performers typically represent the greatest opportunity, but they're often ignored by incentive plans. At the same time, they're the group most likely to move the needle — if they're given the proper incentives.
Why does this valuable group tend to be off the radar screen? One reason is that sales managers don't identify with them. At many companies the managers are former rainmakers, so they pay the current rainmakers an undue amount of attention. As a consequence, core performers are often passed over for promotion and neglected at annual sales meetings. But this is not in the best interest of the company. Core performers usually represent the largest part of the sales force, and companies cannot make their numbers if they're not in the game. Here are some proven strategies for keeping them there.
Multi-tier targets. A project that Mike recently worked on with a national financial services company shows that such targets help motivate core performers. At the company a major proportion of the salespeople fell into this category. In bearish months they almost always found a way to hit their targets, but in bullish months they seldom exceeded their numbers substantially. In an effort to nudge them upward, the company experimented with tiered targets.
The first-tier target was set at a point that a majority of the company's sales agents had historically attained, the second-tier target at a point reached by a smaller percentage of the sales force, and the third-tier target at a point hit only by the company's elite. All the firm's agents were divided into two groups: The first was given targets at tiers one and three, and the second group got targets at all three tiers. The hypothesis was that tiers would act as stepping stones to guide core performers up the curve.
The tiered structure indeed had a profound impact. Core performers striving to achieve triple-tier targets significantly outsold core performers given only two tiers. By contrast, multi-tier targets did not motivate stars and laggards as much: No significant differences in performance were found for those segments.
These results suggest that core performers exert more effort if given additional tiers. Stars are presumably unaffected by the extra stepping stone because they view the top tier as attainable regardless of the number of targets. And the inattentiveness that laggards show suggests that they typically aim for and are satisfied with achieving the first-tier target.
Prizes. A research project that we're both currently working on investigates how prize structures in sales contests can engage core performers. The problem with contests is that stars usually win them. Knowing this, core performers don't bump up their own efforts. You can handicap contestants on the basis of their prior performance, which alleviates the problem to a certain degree. But that creates its own problem: What's fair about core performers' and laggards' taking home the top prizes, if stars are left with lesser prizes or no prize at all?
Ideally, sales executives would design contests so that both stars and core performers would go home satisfied. This isn't easy to do, but if you keep in mind that people are hardwired to adapt to their position in a social hierarchy, it is possible. The key is to offer gifts (not cash) for the lower-level prizes that can be seen as equal, or even superior, to the top-level prizes on some dimension. Suppose a prestigious golf vacation is awarded as a top prize and a local family getaway is awarded as a lower prize. The family getaway has a lower market value than the golf vacation, but core performers can adapt to their central position on the performance curve by shifting their preferences. They can rationalize their prize by saying, "I've golfed plenty lately — what's important to me is spending time with my family." We consistently find that core performers work harder and perform better in contests of this kind than they do in contests with cash prizes.
Furthermore, their increased effort does not come at the cost of decreased effort from stars or laggards.
However, this approach won't work if the gifts offered at lower performance tiers are simply lower-grade versions of those at the top tier. Core performers will never perceive 18 holes at a run-of-the-mill golf course as more desirable than 18 holes at a prestigious course. The lower-level prize must have some quality that the higher-level one does not. In this example, it was the local getaway's family appeal that allowed core performers to remain engaged in the contest.
You will be able to coax better performance from your team by treating your sales force like a portfolio of investments that require different levels and kinds of attention. Sales compensation plans that take into account the different needs of different salespeople — and that are based on real evidence rather than assumptions — will ensure that your sales department gets a significantly higher return on its investments.
http://blogs.hbr.org/cs/2012/08/incentivize_your_core_performe.html
Nine Things Successful People Do Differently
Why have you been so successful in reaching some of your goals, but
not others? If you aren't sure, you are far from alone in your
confusion. It turns out that even brilliant, highly accomplished people
are pretty lousy when it comes to understanding why they succeed or
fail. The intuitive answer — that you are born predisposed to certain
talents and lacking in others — is really just one small piece of the
puzzle. In fact, decades of research on achievement suggests that
successful people reach their goals not simply because of who they are, but more often because of what they do.
1. Get specific. When you set yourself a goal, try to be as specific as possible. "Lose 5 pounds" is a better goal than "lose some weight," because it gives you a clear idea of what success looks like. Knowing exactly what you want to achieve keeps you motivated until you get there. Also, think about the specific actions that need to be taken to reach your goal. Just promising you'll "eat less" or "sleep more" is too vague — be clear and precise. "I'll be in bed by 10pm on weeknights" leaves no room for doubt about what you need to do, and whether or not you've actually done it.
2. Seize the moment to act on your goals. Given how busy most of us are, and how many goals we are juggling at once, it's not surprising that we routinely miss opportunities to act on a goal because we simply fail to notice them. Did you really have no time to work out today? No chance at any point to return that phone call? Achieving your goal means grabbing hold of these opportunities before they slip through your fingers.
To seize the moment, decide when and where you will take each action you want to take, in advance. Again, be as specific as possible (e.g., "If it's Monday, Wednesday, or Friday, I'll work out for 30 minutes before work.") Studies show that this kind of planning will help your brain to detect and seize the opportunity when it arises, increasing your chances of success by roughly 300%.
3. Know exactly how far you have left to go. Achieving any goal also requires honest and regular monitoring of your progress — if not by others, then by you yourself. If you don't know how well you are doing, you can't adjust your behavior or your strategies accordingly. Check your progress frequently — weekly, or even daily, depending on the goal.
4. Be a realistic optimist. When you are setting a goal, by all means engage in lots of positive thinking about how likely you are to achieve it. Believing in your ability to succeed is enormously helpful for creating and sustaining your motivation. But whatever you do, don't underestimate how difficult it will be to reach your goal. Most goals worth achieving require time, planning, effort, and persistence. Studies show that thinking things will come to you easily and effortlessly leaves you ill-prepared for the journey ahead, and significantly increases the odds of failure.
5. Focus on getting better, rather than being good. Believing you have the ability to reach your goals is important, but so is believing you can get the ability. Many of us believe that our intelligence, our personality, and our physical aptitudes are fixed — that no matter what we do, we won't improve. As a result, we focus on goals that are all about proving ourselves, rather than developing and acquiring new skills.
Fortunately, decades of research suggest that the belief in fixed ability is completely wrong — abilities of all kinds are profoundly malleable. Embracing the fact that you can change will allow you to make better choices, and reach your fullest potential. People whose goals are about getting better, rather than being good, take difficulty in stride, and appreciate the journey as much as the destination.
6. Have grit. Grit is a willingness to commit to long-term goals, and to persist in the face of difficulty. Studies show that gritty people obtain more education in their lifetime, and earn higher college GPAs. Grit predicts which cadets will stick out their first grueling year at West Point. In fact, grit even predicts which round contestants will make it to at the Scripps National Spelling Bee.
The good news is, if you aren't particularly gritty now, there is something you can do about it. People who lack grit more often than not believe that they just don't have the innate abilities successful people have. If that describes your own thinking .... well, there's no way to put this nicely: you are wrong. As I mentioned earlier, effort, planning, persistence, and good strategies are what it really takes to succeed. Embracing this knowledge will not only help you see yourself and your goals more accurately, but also do wonders for your grit.
7. Build your willpower muscle. Your self-control "muscle" is just like the other muscles in your body — when it doesn't get much exercise, it becomes weaker over time. But when you give it regular workouts by putting it to good use, it will grow stronger and stronger, and better able to help you successfully reach your goals.
To build willpower, take on a challenge that requires you to do something you'd honestly rather not do. Give up high-fat snacks, do 100 sit-ups a day, stand up straight when you catch yourself slouching, try to learn a new skill. When you find yourself wanting to give in, give up, or just not bother — don't. Start with just one activity, and make a plan for how you will deal with troubles when they occur ("If I have a craving for a snack, I will eat one piece of fresh or three pieces of dried fruit.") It will be hard in the beginning, but it will get easier, and that's the whole point. As your strength grows, you can take on more challenges and step-up your self-control workout.
8. Don't tempt fate. No matter how strong your willpower muscle becomes, it's important to always respect the fact that it is limited, and if you overtax it you will temporarily run out of steam. Don't try to take on two challenging tasks at once, if you can help it (like quitting smoking and dieting at the same time). And don't put yourself in harm's way — many people are overly-confident in their ability to resist temptation, and as a result they put themselves in situations where temptations abound. Successful people know not to make reaching a goal harder than it already is.
9. Focus on what you will do, not what you won't do. Do you want to successfully lose weight, quit smoking, or put a lid on your bad temper? Then plan how you will replace bad habits with good ones, rather than focusing only on the bad habits themselves. Research on thought suppression (e.g., "Don't think about white bears!") has shown that trying to avoid a thought makes it even more active in your mind. The same holds true when it comes to behavior — by trying not to engage in a bad habit, our habits get strengthened rather than broken.
If you want to change your ways, ask yourself, What will I do instead? For example, if you are trying to gain control of your temper and stop flying off the handle, you might make a plan like "If I am starting to feel angry, then I will take three deep breaths to calm down." By using deep breathing as a replacement for giving in to your anger, your bad habit will get worn away over time until it disappears completely.
It is my hope that, after reading about the nine things successful people do differently, you have gained some insight into all the things you have been doing right all along. Even more important, I hope are able to identify the mistakes that have derailed you, and use that knowledge to your advantage from now on. Remember, you don't need to become a different person to become a more successful one. It's never what you are, but what you do.
http://blogs.hbr.org/cs/2011/02/nine_things_successful_people.html
1. Get specific. When you set yourself a goal, try to be as specific as possible. "Lose 5 pounds" is a better goal than "lose some weight," because it gives you a clear idea of what success looks like. Knowing exactly what you want to achieve keeps you motivated until you get there. Also, think about the specific actions that need to be taken to reach your goal. Just promising you'll "eat less" or "sleep more" is too vague — be clear and precise. "I'll be in bed by 10pm on weeknights" leaves no room for doubt about what you need to do, and whether or not you've actually done it.
2. Seize the moment to act on your goals. Given how busy most of us are, and how many goals we are juggling at once, it's not surprising that we routinely miss opportunities to act on a goal because we simply fail to notice them. Did you really have no time to work out today? No chance at any point to return that phone call? Achieving your goal means grabbing hold of these opportunities before they slip through your fingers.
To seize the moment, decide when and where you will take each action you want to take, in advance. Again, be as specific as possible (e.g., "If it's Monday, Wednesday, or Friday, I'll work out for 30 minutes before work.") Studies show that this kind of planning will help your brain to detect and seize the opportunity when it arises, increasing your chances of success by roughly 300%.
3. Know exactly how far you have left to go. Achieving any goal also requires honest and regular monitoring of your progress — if not by others, then by you yourself. If you don't know how well you are doing, you can't adjust your behavior or your strategies accordingly. Check your progress frequently — weekly, or even daily, depending on the goal.
4. Be a realistic optimist. When you are setting a goal, by all means engage in lots of positive thinking about how likely you are to achieve it. Believing in your ability to succeed is enormously helpful for creating and sustaining your motivation. But whatever you do, don't underestimate how difficult it will be to reach your goal. Most goals worth achieving require time, planning, effort, and persistence. Studies show that thinking things will come to you easily and effortlessly leaves you ill-prepared for the journey ahead, and significantly increases the odds of failure.
5. Focus on getting better, rather than being good. Believing you have the ability to reach your goals is important, but so is believing you can get the ability. Many of us believe that our intelligence, our personality, and our physical aptitudes are fixed — that no matter what we do, we won't improve. As a result, we focus on goals that are all about proving ourselves, rather than developing and acquiring new skills.
Fortunately, decades of research suggest that the belief in fixed ability is completely wrong — abilities of all kinds are profoundly malleable. Embracing the fact that you can change will allow you to make better choices, and reach your fullest potential. People whose goals are about getting better, rather than being good, take difficulty in stride, and appreciate the journey as much as the destination.
6. Have grit. Grit is a willingness to commit to long-term goals, and to persist in the face of difficulty. Studies show that gritty people obtain more education in their lifetime, and earn higher college GPAs. Grit predicts which cadets will stick out their first grueling year at West Point. In fact, grit even predicts which round contestants will make it to at the Scripps National Spelling Bee.
The good news is, if you aren't particularly gritty now, there is something you can do about it. People who lack grit more often than not believe that they just don't have the innate abilities successful people have. If that describes your own thinking .... well, there's no way to put this nicely: you are wrong. As I mentioned earlier, effort, planning, persistence, and good strategies are what it really takes to succeed. Embracing this knowledge will not only help you see yourself and your goals more accurately, but also do wonders for your grit.
7. Build your willpower muscle. Your self-control "muscle" is just like the other muscles in your body — when it doesn't get much exercise, it becomes weaker over time. But when you give it regular workouts by putting it to good use, it will grow stronger and stronger, and better able to help you successfully reach your goals.
To build willpower, take on a challenge that requires you to do something you'd honestly rather not do. Give up high-fat snacks, do 100 sit-ups a day, stand up straight when you catch yourself slouching, try to learn a new skill. When you find yourself wanting to give in, give up, or just not bother — don't. Start with just one activity, and make a plan for how you will deal with troubles when they occur ("If I have a craving for a snack, I will eat one piece of fresh or three pieces of dried fruit.") It will be hard in the beginning, but it will get easier, and that's the whole point. As your strength grows, you can take on more challenges and step-up your self-control workout.
8. Don't tempt fate. No matter how strong your willpower muscle becomes, it's important to always respect the fact that it is limited, and if you overtax it you will temporarily run out of steam. Don't try to take on two challenging tasks at once, if you can help it (like quitting smoking and dieting at the same time). And don't put yourself in harm's way — many people are overly-confident in their ability to resist temptation, and as a result they put themselves in situations where temptations abound. Successful people know not to make reaching a goal harder than it already is.
9. Focus on what you will do, not what you won't do. Do you want to successfully lose weight, quit smoking, or put a lid on your bad temper? Then plan how you will replace bad habits with good ones, rather than focusing only on the bad habits themselves. Research on thought suppression (e.g., "Don't think about white bears!") has shown that trying to avoid a thought makes it even more active in your mind. The same holds true when it comes to behavior — by trying not to engage in a bad habit, our habits get strengthened rather than broken.
If you want to change your ways, ask yourself, What will I do instead? For example, if you are trying to gain control of your temper and stop flying off the handle, you might make a plan like "If I am starting to feel angry, then I will take three deep breaths to calm down." By using deep breathing as a replacement for giving in to your anger, your bad habit will get worn away over time until it disappears completely.
It is my hope that, after reading about the nine things successful people do differently, you have gained some insight into all the things you have been doing right all along. Even more important, I hope are able to identify the mistakes that have derailed you, and use that knowledge to your advantage from now on. Remember, you don't need to become a different person to become a more successful one. It's never what you are, but what you do.
http://blogs.hbr.org/cs/2011/02/nine_things_successful_people.html
8/1/12
10 Habits of Remarkably Charismatic People
Charisma isn't something you have. It's something you earn. Here's how.
Some people instantly make us feel important. Some people instantly make us feel special. Some people light up a room just by walking in.
We can't always define it, but some people have it: They're naturally charismatic.
Unfortunately, natural charisma quickly loses its impact. Familiarity breeds, well, familiarity.
But some people are remarkably charismatic: They build and maintain great relationships, consistently influence (in a good way) the people around them, consistently make people feel better about themselves--they're the kind of people everyone wants to be around...and wants to be.
Fortunately we can, because being remarkably charismatic isn't about our level of success or our presentation skills or how we dress or the image we project--it's about what we do.
Here are the 10 habits of remarkably charismatic people:
1. They listen way more than they talk.
Ask questions. Maintain eye contact. Smile. Frown. Nod. Respond--not so much verbally, but nonverbally.
That's all it takes to show the other person they're important.
Then when you do speak, don't offer advice unless you're asked. Listening shows you care a lot more than offering advice, because when you offer advice in most cases you make the conversation about you, not them.
Don't believe me? Who is "Here's what I would do..." about: you or the other person?
Only speak when you have something important to say--and always define important as what matters to the other person, not to you.
2. They don't practice selective hearing.
Some people--I guarantee you know people like this--are incapable of hearing anything said by the people they feel are somehow beneath them.
Sure, you speak to them, but that particular falling tree doesn't make a sound in the forest, because there's no one actually listening.
Remarkably charismatic people listen closely to everyone, and they make all of us, regardless of our position or social status or "level," feel like we have something in common with them.
Because we do: We're all people.
3. They put their stuff away.
Don't check your phone. Don't glance at your monitor. Don't focus on anything else, even for a moment.
You can never connect with others if you're busy connecting with your stuff, too.
Give the gift of your full attention. That's a gift few people give. That gift alone will make others want to be around you and remember you.
4. They give before they receive--and often they never receive.
Never think about what you can get. Focus on what you can provide. Giving is the only way to establish a real connection and relationship.
Focus, even in part and even for a moment, on what you can get out of the other person, and you show that the only person who really matters is you.
5. They don't act self-important…
The only people who are impressed by your stuffy, pretentious, self-important self are other stuffy, pretentious, self-important people.
The rest of us aren't impressed. We're irritated, put off, and uncomfortable.
And we hate when you walk in the room.
6. …Because they realize other people are more important.
You already know what you know. You know your opinions. You know your perspectives and points of view.
That stuff isn't important, because it's already yours. You can't learn anything from yourself.
But you don't know what other people know, and everyone, no matter who they are, knows things you don't know.
That makes them a lot more important than you--because they're people you can learn from.
7. They shine the spotlight on others.
No one receives enough praise. No one. Tell people what they did well.
Wait, you say you don't know what they did well?
Shame on you--it's your job to know. It's your job to find out ahead of time.
Not only will people appreciate your praise, they'll appreciate the fact you care enough to pay attention to what they're doing.
Then they'll feel a little more accomplished and a lot more important.
8. They choose their words.
The words you use impact the attitude of others.
For example, you don't have to go to a meeting; you get to go meet with other people. You don't have to create a presentation for a new client; you get to share cool stuff with other people. You don't have to go to the gym; you get to work out and improve your health and fitness.
You don't have to interview job candidates; you get to select a great person to join your team.
We all want to associate with happy, enthusiastic, fulfilled people. The words you choose can help other people feel better about themselves--and make you feel better about yourself, too.
9. They don't discuss the failings of others...
Granted, we all like hearing a little gossip. We all like hearing a little dirt.
The problem is, we don't necessarily like--and we definitely don't respect--the people who dish that dirt.
Don't laugh at other people. When you do, the people around you wonder if you sometimes laugh at them.
10. ...But they readily admit their failings.
Incredibly successful people are often assumed to have charisma simply because they're successful. Their success seems to create a halo effect, almost like a glow.
Keyword is seem.
You don't have to be incredibly successful to be remarkably charismatic. Scratch the shiny surface, and many successful people have all the charisma of a rock.
But you do have to be incredibly genuine to be remarkably charismatic.
Be humble. Share your screwups. Admit your mistakes. Be the cautionary tale. And laugh at yourself.
While you should never laugh at other people, you should always laugh at yourself.
People won't laugh at you. People will laugh laugh with you.
They'll like you better for it--and they'll want to be around you a lot more.
http://www.inc.com/jeff-haden/10-habits-of-remarkably-charismatic-people.html
Some people instantly make us feel important. Some people instantly make us feel special. Some people light up a room just by walking in.
We can't always define it, but some people have it: They're naturally charismatic.
Unfortunately, natural charisma quickly loses its impact. Familiarity breeds, well, familiarity.
But some people are remarkably charismatic: They build and maintain great relationships, consistently influence (in a good way) the people around them, consistently make people feel better about themselves--they're the kind of people everyone wants to be around...and wants to be.
Fortunately we can, because being remarkably charismatic isn't about our level of success or our presentation skills or how we dress or the image we project--it's about what we do.
Here are the 10 habits of remarkably charismatic people:
1. They listen way more than they talk.
Ask questions. Maintain eye contact. Smile. Frown. Nod. Respond--not so much verbally, but nonverbally.
That's all it takes to show the other person they're important.
Then when you do speak, don't offer advice unless you're asked. Listening shows you care a lot more than offering advice, because when you offer advice in most cases you make the conversation about you, not them.
Don't believe me? Who is "Here's what I would do..." about: you or the other person?
Only speak when you have something important to say--and always define important as what matters to the other person, not to you.
2. They don't practice selective hearing.
Some people--I guarantee you know people like this--are incapable of hearing anything said by the people they feel are somehow beneath them.
Sure, you speak to them, but that particular falling tree doesn't make a sound in the forest, because there's no one actually listening.
Remarkably charismatic people listen closely to everyone, and they make all of us, regardless of our position or social status or "level," feel like we have something in common with them.
Because we do: We're all people.
3. They put their stuff away.
Don't check your phone. Don't glance at your monitor. Don't focus on anything else, even for a moment.
You can never connect with others if you're busy connecting with your stuff, too.
Give the gift of your full attention. That's a gift few people give. That gift alone will make others want to be around you and remember you.
4. They give before they receive--and often they never receive.
Never think about what you can get. Focus on what you can provide. Giving is the only way to establish a real connection and relationship.
Focus, even in part and even for a moment, on what you can get out of the other person, and you show that the only person who really matters is you.
5. They don't act self-important…
The only people who are impressed by your stuffy, pretentious, self-important self are other stuffy, pretentious, self-important people.
The rest of us aren't impressed. We're irritated, put off, and uncomfortable.
And we hate when you walk in the room.
6. …Because they realize other people are more important.
You already know what you know. You know your opinions. You know your perspectives and points of view.
That stuff isn't important, because it's already yours. You can't learn anything from yourself.
But you don't know what other people know, and everyone, no matter who they are, knows things you don't know.
That makes them a lot more important than you--because they're people you can learn from.
7. They shine the spotlight on others.
No one receives enough praise. No one. Tell people what they did well.
Wait, you say you don't know what they did well?
Shame on you--it's your job to know. It's your job to find out ahead of time.
Not only will people appreciate your praise, they'll appreciate the fact you care enough to pay attention to what they're doing.
Then they'll feel a little more accomplished and a lot more important.
8. They choose their words.
The words you use impact the attitude of others.
For example, you don't have to go to a meeting; you get to go meet with other people. You don't have to create a presentation for a new client; you get to share cool stuff with other people. You don't have to go to the gym; you get to work out and improve your health and fitness.
You don't have to interview job candidates; you get to select a great person to join your team.
We all want to associate with happy, enthusiastic, fulfilled people. The words you choose can help other people feel better about themselves--and make you feel better about yourself, too.
9. They don't discuss the failings of others...
Granted, we all like hearing a little gossip. We all like hearing a little dirt.
The problem is, we don't necessarily like--and we definitely don't respect--the people who dish that dirt.
Don't laugh at other people. When you do, the people around you wonder if you sometimes laugh at them.
10. ...But they readily admit their failings.
Incredibly successful people are often assumed to have charisma simply because they're successful. Their success seems to create a halo effect, almost like a glow.
Keyword is seem.
You don't have to be incredibly successful to be remarkably charismatic. Scratch the shiny surface, and many successful people have all the charisma of a rock.
But you do have to be incredibly genuine to be remarkably charismatic.
Be humble. Share your screwups. Admit your mistakes. Be the cautionary tale. And laugh at yourself.
While you should never laugh at other people, you should always laugh at yourself.
People won't laugh at you. People will laugh laugh with you.
They'll like you better for it--and they'll want to be around you a lot more.
http://www.inc.com/jeff-haden/10-habits-of-remarkably-charismatic-people.html
9 Beliefs of Remarkably Successful People
I'm fortunate enough to know a number of remarkably successful people. Regardless of industry or profession, they all share the same perspectives and beliefs.
The most successful people in business approach their work differently than most. See how they think--and why it works.
And they act on those beliefs:
1. Time doesn't fill me. I fill time.
Deadlines and time frames establish parameters, but typically not in a good way. The average person who is given two weeks to complete a task will instinctively adjust his effort so it actually takes two weeks.
Forget deadlines, at least as a way to manage your activity. Tasks should only take as long as they need to take. Do everything as quickly and effectively as you can. Then use your "free" time to get other things done just as quickly and effectively.
Average people allow time to impose its will on them; remarkable people impose their will on their time.
2. The people around me are the people I chose.
Some of your employees drive you nuts. Some of your customers are obnoxious. Some of your friends are selfish, all-about-me jerks.
You chose them. If the people around you make you unhappy it's not their fault. It's your fault. They're in your professional or personal life because you drew them to you--and you let them remain.
Think about the type of people you want to work with. Think about the types of customers you would enjoy serving. Think about the friends you want to have.
Then change what you do so you can start attracting those people. Hardworking people want to work with hardworking people. Kind people like to associate with kind people. Remarkable employees want to work for remarkable bosses.
Successful people are naturally drawn to successful people.
3. I have never paid my dues.
Dues aren't paid, past tense. Dues get paid, each and every day. The only real measure of your value is the tangible contribution you make on a daily basis.
No matter what you've done or accomplished in the past, you're never too good to roll up your sleeves, get dirty, and do the grunt work. No job is ever too menial, no task ever too unskilled or boring.
Remarkably successful people never feel entitled--except to the fruits of their labor.
4. Experience is irrelevant. Accomplishments are everything.
You have "10 years in the Web design business." Whoopee. I don't care how long you've been doing what you do. Years of service indicate nothing; you could be the worst 10-year programmer in the world.
I care about what you've done: how many sites you've created, how many back-end systems you've installed, how many customer-specific applications you've developed (and what kind)... all that matters is what you've done.
Successful people don't need to describe themselves using hyperbolic adjectives like passionate, innovative, driven, etc. They can just describe, hopefully in a humble way, what they've done.
5. Failure is something I accomplish; it doesn't just happen to me.
Ask people why they have been successful. Their answers will be filled with personal pronouns: I, me, and the sometimes too occasional we.
Ask them why they failed. Most will revert to childhood and instinctively distance themselves, like the kid who says, "My toy got broken..." instead of, "I broke my toy."
They'll say the economy tanked. They'll say the market wasn't ready. They'll say their suppliers couldn't keep up.
They'll say it was someone or something else.
And by distancing themselves, they don't learn from their failures.
Occasionally something completely outside your control will cause you to fail. Most of the time, though, it's you. And that's okay. Every successful person has failed. Numerous times. Most of them have failed a lot more often than you. That's why they're successful now.
Embrace every failure: Own it, learn from it, and take full responsibility for making sure that next time, things will turn out differently.
6. Volunteers always win.
Whenever you raise your hand you wind up being asked to do more.
That's great. Doing more is an opportunity: to learn, to impress, to gain skills, to build new relationships--to do something more than you would otherwise been able to do.
Success is based on action. The more you volunteer, the more you get to act. Successful people step forward to create opportunities.
Remarkably successful people sprint forward.
7. As long as I'm paid well, it's all good.
Specialization is good. Focus is good. Finding a niche is good.
Generating revenue is great.
Anything a customer will pay you a reasonable price to do--as long as it isn't unethical, immoral, or illegal--is something you should do. Your customers want you to deliver outside your normal territory? If they'll pay you for it, fine. They want you to add services you don't normally include? If they'll pay you for it, fine. The customer wants you to perform some relatively manual labor and you're a high-tech shop? Shut up, roll 'em up, do the work, and get paid.
Only do what you want to do and you might build an okay business. Be willing to do what customers want you to do and you can build a successful business.
Be willing to do even more and you can build a remarkable business.
And speaking of customers...
8. People who pay me always have the right to tell me what to do.
Get over your cocky, pretentious, I-must-be-free-to-express-my-individuality self. Be that way on your own time.
The people who pay you, whether customers or employers, earn the right to dictate what you do and how you do it--sometimes down to the last detail.
Instead of complaining, work to align what you like to do with what the people who pay you want you to do.
Then you turn issues like control and micro-management into non-issues.
9. The extra mile is a vast, unpopulated wasteland.
Everyone says they go the extra mile. Almost no one actually does. Most people who go there think, "Wait... no one else is here... why am I doing this?" and leave, never to return.
That's why the extra mile is such a lonely place.
That's also why the extra mile is a place filled with opportunities.
Be early. Stay late. Make the extra phone call. Send the extra email. Do the extra research. Help a customer unload or unpack a shipment. Don't wait to be asked; offer. Don't just tell employees what to do--show them what to do and work beside them.
Every time you do something, think of one extra thing you can do--especially if other people aren't doing that one thing. Sure, it's hard.
But that's what will make you different.
And over time, that's what will make you incredibly successful.
http://www.inc.com/jeff-haden/9-beliefs-of-remarkably-successful-people.html
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