Everyone has to sell something, most often themselves. Most pitches fall
flat or offend. Here are six ways to make your offering compelling.
Selling something? Teaching something? Applying for a job? Trying to
motivate people? If you are attempting any of these tasks, you better be
compelling or you are simply wasting other people's time and your own
energy. What's worse is you might be blowing great opportunities that
may never come around again.
Time and attention is precious in today's information overloaded
environment, so it's important to make the most of anytime you might get
someone to consider your offering. I didn't want to waste this
opportunity with your attention so I teamed up with positioning and
branding expert, Mark Levy, who puts the "compel" in compelling.
Levy makes his living behind the scenes helping companies and experts like Marshall Goldmith, David Meerman Scott, and Simon Sinek
position their concepts for maximum attraction. Together Levy and I
created this 6-tip insider's guide that will help you compel people to
action.
1. Find Your Contribution
Levy accurately points out that wanting to be compelling for the sake
of being compelling is megalomania. Being compelling needs to be in
service of a greater good. How is what you're doing a legitimate
contribution to people's lives? When you're clear about why people
indisputably need what you offer, the compelling part often takes care
of itself. Oh and just because you think people need your offering,
doesn't mean they really do need it, or believe they do. Your job is to
communicate the need in a way they'll understand and ultimately respond.
2. Tell the Truth
Too many people try to cover up lack of substance with abstract language or sexy props like infographics. Just saying you're different, doesn't actually make you different, and lipstick on a pig
still presents as a pig. Levy queries his clients on their current
promotional material to get at the compelling core of their offering.
"What would I see that's truly different?" He asks. "What have clients
said that proves it?" Levy and I agree that being truthful is critical
to long term success. As Levy says: "Your offering must be based, not on
head-spun concepts or wishful thinking, but on real facts and the five
senses." People can sense exaggeration and will become cynical and
defensive. Besides, as Levy suggests, genuine benefit is always more
compelling than fancy packaging.
3. Surprise and Entertain
Few offerings are short and simple these days. There is real value in
offering complex solutions. But long explanations can quickly grow
tiresome and boring. The surest way to get people's attention
is with surprise. Provide an Aha! moment, an insight that makes your
audience see something familiar, but with fresh eyes. A story they
haven't yet heard. A fact they hadn't expected but changes their
perspective and adds to your argument. Once you have their attention,
make it fun,
different, and intriguing. Levy starts by asking: "What do you know
that most people don't?" The answer needn't be huge and life changing,
just something they don't normally hear or read. People love to learn and will follow those who teach them something valuable. Levy's book Accidental Genius is a great tool for getting those amazing lessons out of your head and into theirs.
4. Be Intentional
Compelling communication is naturally strategic. Levy suggests you
should decide the purpose of each statement, asking yourself; what do
you want your audience to think, feel and do at each line of your pitch?
His free e-book on
making lists helps you organize your thoughts so you can determine
what's important to communicate and how. Once you figure out what to say and how,
you must edit, edit, edit. There should be nothing in your pitch that
leads the audience away from the desired goal. This will be difficult
for those of you who believe that every fact is important and moving.
Be brutal and deliberate in your cuts.
5. Communicate Appropriately
Thanks to social media, tons of data is now available to learn about
your audience. That means the responsibility to speak to them in an
appropriate way is now on you. As Levy points out: "Context is key." The
expectations of the audience need to be surpassed perhaps even with
shock value, but not in a way that offends them, tarnishes your image,
and kills your credibility. Study your audience and listen to your own pitch with their perspective in mind.
6. Rehearse
Being compelling doesn't just have to do with what you say. It's also
in how you say it. Once Levy helps clients position their pitch, he
makes them rehearse it aloud dozens of times. If they're confident about
what they do and how people benefit from it, that confidence should
come through in their voice, and the image they project, as well as in their written materials.
http://www.inc.com/kevin-daum/6-ways-to-be-more-compelling.html
2/27/13
Want to Change the World? Be Resilient.
What's the difference between someone with a good idea and a person
who can transform their ideas into real impact? To tackle the world's
biggest problems, we need to be able to identify and support the people
who are capable of creating lasting change. At Acumen Fund,
we spend a lot of time trying to find and train aspiring and
established leaders from around the world who have the right mix of
talent, ideas, and passion.
And what we've found time and again is: Resilience matters most.
Resilient leaders have three key characteristics:
I see these qualities in the Global Fellows who are selected to work with Acumen's investee companies across Africa and South Asia during a 12-month fellowship. These individuals bring exceptional skills and business expertise to their work. But that is not enough. It's their ability to dig deep, roll up their sleeves and immerse themselves in the unglamorous trenches of seemingly intractable problems while remaining focused on long-term goals that allows them to buck the status quo and deliver meaningful change.
Grit: Natalie Grillon, a former Peace Corps volunteer and recent MBA graduate, embodies grit. She's working in a remote area of war-torn Northern Uganda to develop an organic sesame business as part of Gulu Agricultural Development Company, which provides more than 40,000 smallholder farmers with access to international markets.
Overseeing a staff of 35 and a network of 50 buyers, Natalie wakes up each day determined to grow the business by training more farmers and improving their product quality. Some days she's holed up analyzing financials and others she's loading trucks for shipment. She has to be both an empathetic listener and stern director, often at the cost of not always being "liked" — a tradeoff she's accepted. She works 12-14 hours seven days a week and pushes through daily challenges and physical fatigue.
The sesame business is new to this part of Uganda and is already increasing the yields of more than 10,000 farmers, providing them with new income that can go to school fees or production tools. Farmers, who until recently lived in IDP-camps, now live lives of freedom, dignity and choice. For Natalie, the unrelenting pace of work and many headaches are worth it.
Courage: I recently visited with current fellow Jay Jaboneta, a social entrepreneur from the Philippines who is embracing the unknown in Pakistan. He's working with Pharmagen Healthcare Limited, a water-supply company that provides up to two million liters of clean, affordable water each month to low-income customers through water purification shops in Lahore.
By design, fellows are often pushed out of their comfort zone — required to live and work in regions or sectors that are unfamiliar. This was the case with Jay and, prior to his arrival in Pakistan, he was admittedly anxious about his safety as a foreigner in Lahore, his ability to integrate into a new culture without speaking the language, and stepping into a role that required him to learn how to market water products to BOP customers.
Jay has been able to excel in an environment filled with unknowns. He's currently launching a rebranding and marketing campaign to make clean water more accessible to low income consumers. Now part of the community, he's also learning Urdu one phrase at a time and speaks of dear friends and the doodh pati chai he's learned to make with them.
Commitment: Abbas Akhtar, an entrepreneur and software engineer originally from Pakistan, is fulfilling a promise he made to himself long ago: to return to Pakistan, after years in the US, and contribute to the country's long-term development. Abbas now works at Ansaar Management Company (AMC), a low-cost housing and management company that provides affordable housing to more than 30,000 people outside of Lahore.
Equipped with several years work experience at Apple, Google and an advanced degree from Johns Hopkins, Abbas could choose from any number of developed markets in which to live and work. But he chose his country of origin to fulfill his personal commitment. He readily admits it hasn't been easy to adjust to the frequent power outages, cold days and nights without reliable heat, and long road trips between projects, but he's more committed than ever to apply all that he can to AMC this year and Pakistan for years to come. And his commitment is already contributing to the growth and sustainability of AMC with the potential launch of two new community sites, which could provide 200 new homes to 1,000 BOP-customers.
While still early in their careers, Natalie, Jay, and Abbas exemplify the resilience it takes to drive lasting change on the ground. Above all, their experiences highlight not only what's needed to build new systems, but also, what's needed most to be a social impact leader.
And resilience can be trained. At Acumen, we focus on building not only the fellows' financial and operational skills, but also what we call "moral imagination", which requires balancing opposing values — humility and audacity — to see the world as it is and to imagine the world for what it could be. During their two-month training in New York, fellows spend time in the shoes of low-income customers accessing goods and services, honing their empathy skills; they prototype human-centered design projects with IDEO.org and create business model canvases, building strong listening skills to understand customers' needs. They develop deep self-awareness by challenging their perceptions about leadership and authority by using Cambridge Leadership Associates' Adaptive Leadership framework. Fellows draw on these experiential exercises to strengthen their resolve when facing challenges on the ground.
Too often we confuse management skills with leadership. We need to remain focused on building leaders who have the resilience to face stubborn problems head on for lasting social impact. The more we collectively define what it takes, the better we'll be able to identify and train this next generation.
http://blogs.hbr.org/cs/2013/02/want_to_change_the_world_be_resilient.html
And what we've found time and again is: Resilience matters most.
Resilient leaders have three key characteristics:
- Grit: Short-term focus on tasks at hand, a willingness to slog through broken systems with limited resources, and pragmatic problem-solving skills.
- Courage: Action in the face of fear and embracing the unknown.
- Commitment: Long-term optimism and focus on big-picture goals.
I see these qualities in the Global Fellows who are selected to work with Acumen's investee companies across Africa and South Asia during a 12-month fellowship. These individuals bring exceptional skills and business expertise to their work. But that is not enough. It's their ability to dig deep, roll up their sleeves and immerse themselves in the unglamorous trenches of seemingly intractable problems while remaining focused on long-term goals that allows them to buck the status quo and deliver meaningful change.
Grit: Natalie Grillon, a former Peace Corps volunteer and recent MBA graduate, embodies grit. She's working in a remote area of war-torn Northern Uganda to develop an organic sesame business as part of Gulu Agricultural Development Company, which provides more than 40,000 smallholder farmers with access to international markets.
Overseeing a staff of 35 and a network of 50 buyers, Natalie wakes up each day determined to grow the business by training more farmers and improving their product quality. Some days she's holed up analyzing financials and others she's loading trucks for shipment. She has to be both an empathetic listener and stern director, often at the cost of not always being "liked" — a tradeoff she's accepted. She works 12-14 hours seven days a week and pushes through daily challenges and physical fatigue.
The sesame business is new to this part of Uganda and is already increasing the yields of more than 10,000 farmers, providing them with new income that can go to school fees or production tools. Farmers, who until recently lived in IDP-camps, now live lives of freedom, dignity and choice. For Natalie, the unrelenting pace of work and many headaches are worth it.
Courage: I recently visited with current fellow Jay Jaboneta, a social entrepreneur from the Philippines who is embracing the unknown in Pakistan. He's working with Pharmagen Healthcare Limited, a water-supply company that provides up to two million liters of clean, affordable water each month to low-income customers through water purification shops in Lahore.
By design, fellows are often pushed out of their comfort zone — required to live and work in regions or sectors that are unfamiliar. This was the case with Jay and, prior to his arrival in Pakistan, he was admittedly anxious about his safety as a foreigner in Lahore, his ability to integrate into a new culture without speaking the language, and stepping into a role that required him to learn how to market water products to BOP customers.
Jay has been able to excel in an environment filled with unknowns. He's currently launching a rebranding and marketing campaign to make clean water more accessible to low income consumers. Now part of the community, he's also learning Urdu one phrase at a time and speaks of dear friends and the doodh pati chai he's learned to make with them.
Commitment: Abbas Akhtar, an entrepreneur and software engineer originally from Pakistan, is fulfilling a promise he made to himself long ago: to return to Pakistan, after years in the US, and contribute to the country's long-term development. Abbas now works at Ansaar Management Company (AMC), a low-cost housing and management company that provides affordable housing to more than 30,000 people outside of Lahore.
Equipped with several years work experience at Apple, Google and an advanced degree from Johns Hopkins, Abbas could choose from any number of developed markets in which to live and work. But he chose his country of origin to fulfill his personal commitment. He readily admits it hasn't been easy to adjust to the frequent power outages, cold days and nights without reliable heat, and long road trips between projects, but he's more committed than ever to apply all that he can to AMC this year and Pakistan for years to come. And his commitment is already contributing to the growth and sustainability of AMC with the potential launch of two new community sites, which could provide 200 new homes to 1,000 BOP-customers.
While still early in their careers, Natalie, Jay, and Abbas exemplify the resilience it takes to drive lasting change on the ground. Above all, their experiences highlight not only what's needed to build new systems, but also, what's needed most to be a social impact leader.
And resilience can be trained. At Acumen, we focus on building not only the fellows' financial and operational skills, but also what we call "moral imagination", which requires balancing opposing values — humility and audacity — to see the world as it is and to imagine the world for what it could be. During their two-month training in New York, fellows spend time in the shoes of low-income customers accessing goods and services, honing their empathy skills; they prototype human-centered design projects with IDEO.org and create business model canvases, building strong listening skills to understand customers' needs. They develop deep self-awareness by challenging their perceptions about leadership and authority by using Cambridge Leadership Associates' Adaptive Leadership framework. Fellows draw on these experiential exercises to strengthen their resolve when facing challenges on the ground.
Too often we confuse management skills with leadership. We need to remain focused on building leaders who have the resilience to face stubborn problems head on for lasting social impact. The more we collectively define what it takes, the better we'll be able to identify and train this next generation.
http://blogs.hbr.org/cs/2013/02/want_to_change_the_world_be_resilient.html
Great Leaders Know When to Forgive
Leaders must be firm and foster accountability, but they also must
know when to forgive past wrongs in the service of building a brighter
future. One of the most courageous acts of leadership is to forgo the
temptation to take revenge on those on the other side of an issue or
those who opposed the leader's rise to power.
Instead of settling scores, great leaders make gestures of reconciliation that heal wounds and get on with business. This is essential for turnarounds or to prevent mergers from turning into rebellions against acquirers who act like conquering armies.
Nelson Mandela famously forgave his oppressors. After the end of apartheid, which had fostered racial separation and kept blacks impoverished, Mandela became South Africa's first democratically elected President. Some in his political party clamored for revenge against members of the previous regime or perhaps even all privileged white people. Instead, to avoid violence, stabilize and unite the nation, and attract investment in the economy, Mandela appointed a racially integrated cabinet, visited the widow of one of the top apartheid leaders, and created the Truth and Reconciliation Commission that would clear the air and permit moving forward.
Forgiveness can be costly, like the massive amounts of debt forgiveness toward countries like Greece to help create a stable foundation for restoring growth to Europe. Forgiveness can sometimes mean investing in groups that have done something negative — a counterintuitive but often very effective strategy. A striking example, which I recount in my book SuperCorp, occurred in South Korea, not a country known for being kinder and gentler, and yet forgiveness and seeking harmony were at the heart of a major business success.
Shinhan Bank, a fairly new entrepreneurial bank, was set to acquire Chohung Bank, a larger, much older establishment-oriented bank that had hit hard times, when Chohung employees staged an embarrassing action. To protest the takeover, 3,500 men shaved their heads and piled the hair in front of Shinhan's headquarters in downtown Seoul. Shinhan signed an agreement with Chohung's union that astonished some observers. Far from taking revenge for the protest (or walking away from the deal), Shinhan agreed to raise wages, promise no layoffs, have equal representation of both banks on key committees, and wait three years for full integration. These and other investments in the future generated a significant payoff. Within a year, shareholder value had increased (it decreases in a majority of mergers) and employees from both banks were informally integrating, with the union neutralized. Within three years, Shinhan Financial Group was outperforming not only the industry but the entire South Korean stock market.
"Revenge is not justice," says General Douglas MacArthur, as played by Tommy Lee Jones in Emperor, an engrossing new feature film about the surrender of the Japanese to American troops at the end of World War II. Like the hit movie Lincoln, the movie Emperor dramatizes a turning point in history replete with leadership lessons. (The movie will be released March 8; I saw an early screening thanks to producer Gary Foster, a personal friend.) The question requiring leadership judgment is whether to hang Japan's Emperor Hirohito for war crimes. There's pressure from Washington and his fellow officers to punish the emperor, but General MacArthur, seeing that Japan teeters on civil unrest and reveres its emperor, refuses to give in. He instead uses his power for reconciliation. The emperor remains in place, though stripped of his divinity. In a gesture of contrition, Hirohito leaves the palace to go to American headquarters for the first time. In the mesmerizing final scene, MacArthur and Hirohito pose side by side for a photograph. As we know from history, the rebuilding of war-torn Japan was an economic and social triumph.
If revenge is not justice, it is not strategy either. The founder of a second-tier computer company was pushed out a few years after the company went public. I watched him gather investors and regain control with something to prove — that they were wrong to push him out. Once back at the helm, he had no clear alternative direction. The company foundered and was sold at a low valuation. Let's hope that revenge against critics isn't the motivation for Michael Dell to take Dell private or the founder of Best Buy to attempt a takeover.
Anger and blame are unproductive emotions that tie up energy in destroying rather than creating. People who want to save a marriage, for example, must let go of the desire to hurt a partner the way they think the partner has hurt them and instead make a gesture of reconciliation.
Those whose main motivation is to settle scores and get payback — to obstruct rather than construct — are on the wrong side of history. Their legacy is not rebuilding, but rubble. From (ahem) members of Congress to leaders in any turnaround situation, it's a lesson worth remembering: Taking revenge can destroy countries, companies, and relationships. Forgiveness can rebuild them.
http://blogs.hbr.org/kanter/2013/02/great-leaders-know-when-to.html
Instead of settling scores, great leaders make gestures of reconciliation that heal wounds and get on with business. This is essential for turnarounds or to prevent mergers from turning into rebellions against acquirers who act like conquering armies.
Nelson Mandela famously forgave his oppressors. After the end of apartheid, which had fostered racial separation and kept blacks impoverished, Mandela became South Africa's first democratically elected President. Some in his political party clamored for revenge against members of the previous regime or perhaps even all privileged white people. Instead, to avoid violence, stabilize and unite the nation, and attract investment in the economy, Mandela appointed a racially integrated cabinet, visited the widow of one of the top apartheid leaders, and created the Truth and Reconciliation Commission that would clear the air and permit moving forward.
Forgiveness can be costly, like the massive amounts of debt forgiveness toward countries like Greece to help create a stable foundation for restoring growth to Europe. Forgiveness can sometimes mean investing in groups that have done something negative — a counterintuitive but often very effective strategy. A striking example, which I recount in my book SuperCorp, occurred in South Korea, not a country known for being kinder and gentler, and yet forgiveness and seeking harmony were at the heart of a major business success.
Shinhan Bank, a fairly new entrepreneurial bank, was set to acquire Chohung Bank, a larger, much older establishment-oriented bank that had hit hard times, when Chohung employees staged an embarrassing action. To protest the takeover, 3,500 men shaved their heads and piled the hair in front of Shinhan's headquarters in downtown Seoul. Shinhan signed an agreement with Chohung's union that astonished some observers. Far from taking revenge for the protest (or walking away from the deal), Shinhan agreed to raise wages, promise no layoffs, have equal representation of both banks on key committees, and wait three years for full integration. These and other investments in the future generated a significant payoff. Within a year, shareholder value had increased (it decreases in a majority of mergers) and employees from both banks were informally integrating, with the union neutralized. Within three years, Shinhan Financial Group was outperforming not only the industry but the entire South Korean stock market.
"Revenge is not justice," says General Douglas MacArthur, as played by Tommy Lee Jones in Emperor, an engrossing new feature film about the surrender of the Japanese to American troops at the end of World War II. Like the hit movie Lincoln, the movie Emperor dramatizes a turning point in history replete with leadership lessons. (The movie will be released March 8; I saw an early screening thanks to producer Gary Foster, a personal friend.) The question requiring leadership judgment is whether to hang Japan's Emperor Hirohito for war crimes. There's pressure from Washington and his fellow officers to punish the emperor, but General MacArthur, seeing that Japan teeters on civil unrest and reveres its emperor, refuses to give in. He instead uses his power for reconciliation. The emperor remains in place, though stripped of his divinity. In a gesture of contrition, Hirohito leaves the palace to go to American headquarters for the first time. In the mesmerizing final scene, MacArthur and Hirohito pose side by side for a photograph. As we know from history, the rebuilding of war-torn Japan was an economic and social triumph.
If revenge is not justice, it is not strategy either. The founder of a second-tier computer company was pushed out a few years after the company went public. I watched him gather investors and regain control with something to prove — that they were wrong to push him out. Once back at the helm, he had no clear alternative direction. The company foundered and was sold at a low valuation. Let's hope that revenge against critics isn't the motivation for Michael Dell to take Dell private or the founder of Best Buy to attempt a takeover.
Anger and blame are unproductive emotions that tie up energy in destroying rather than creating. People who want to save a marriage, for example, must let go of the desire to hurt a partner the way they think the partner has hurt them and instead make a gesture of reconciliation.
Those whose main motivation is to settle scores and get payback — to obstruct rather than construct — are on the wrong side of history. Their legacy is not rebuilding, but rubble. From (ahem) members of Congress to leaders in any turnaround situation, it's a lesson worth remembering: Taking revenge can destroy countries, companies, and relationships. Forgiveness can rebuild them.
2/19/13
8 Things Remarkably Successful People Do
I'm fortunate to know a number of remarkably successful people. I've described how these people share a set of specific perspectives and beliefs.
They also share a number of habits:
1. They don't create back-up plans.
Back-up plans can help you sleep easier at night. Back-up plans can also create an easy out when times get tough.
You'll work a lot harder and a lot longer if your primary plan simply has to work because there is no other option. Total commitment--without a safety net--will spur you to work harder than you ever imagined possible.
If somehow the worst does happen (and the "worst" is never as bad as you think) trust that you will find a way to rebound. As long as you keep working hard and keep learning from your mistakes, you always will.
2. They do the work...
You can be good with a little effort. You can be really good with a little more effort.
But you can't be great--at anything--unless you put in an incredible amount of focused effort.
Scratch the surface of any person with rare skills and you'll find a person who has put thousands of hours of effort into developing those skills.
There are no shortcuts. There are no overnight successes. Everyone has heard about the 10,000 hours principle but no one follows it... except remarkably successful people.
So start doing the work now. Time is wasting.
3. ...and they work a lot more.
Forget the Sheryl Sandberg "I leave every day at 5:30" stories. I'm sure she does. But she's not you.
Every extremely successful entrepreneur I know (personally) works more hours than the average person--a lot more. They have long lists of things they want to get done. So they have to put in lots of time.
Better yet, they want to put in lots of time.
If you don't embrace a workload others would consider crazy then your goal doesn't mean that much to you--or it's not particularly difficult to achieve. Either way you won't be remarkably successful.
4. They avoid the crowds.
Conventional wisdom yields conventional results. Joining the crowd--no matter how trendy the crowd or "hot" the opportunity--is a recipe for mediocrity.
Remarkably successful people habitually do what other people won't do. They go where others won't go because there's a lot less competition and a much greater chance for success.
5. They start at the end...
Average success is often based on setting average goals.
Decide what you really want: to be the best, the fastest, the cheapest, the biggest, whatever. Aim for the ultimate. Decide where you want to end up. That is your goal.
Then you can work backwards and lay out every step along the way.
Never start small where goals are concerned. You'll make better decisions--and find it much easier to work a lot harder--when your ultimate goal is ultimate success.
6. ... and they don't stop there.
Achieving a goal--no matter how huge--isn't the finish line for highly successful people. Achieving one huge goal just creates a launching pad for achieving another huge goal.
Maybe you want to create a $100 million business; once you do you can leverage your contacts and influence to create a charitable foundation for a cause you believe in. Then your business and humanitarian success can create a platform for speaking, writing, and thought leadership. Then...
The process of becoming remarkably successful in one field will give you the skills and network to be remarkably successful in many other fields.
Remarkably successful people don't try to win just one race. They expect and plan to win a number of subsequent races.
7. They sell.
I once asked a number of business owners and CEOs to name the one skill they felt contributed the most to their success. Each said the ability to sell.
Keep in mind selling isn't manipulating, pressuring, or cajoling. Selling is explaining the logic and benefits of a decision or position. Selling is convincing other people to work with you. Selling is overcoming objections and roadblocks.
Selling is the foundation of business and personal success: knowing how to negotiate, to deal with "no," to maintain confidence and self-esteem in the face of rejection, to communicate effectively with a wide range of people, to build long-term relationships...
When you truly believe in your idea, or your company, or yourself then you don't need to have a huge ego or a huge personality. You don't need to "sell."
You just need to communicate.
8. They are never too proud.
To admit they made a mistake. To say they are sorry. To have big dreams. To admit they owe their success to others. To poke fun at themselves. To ask for help.
To fail.
And to try again.
http://www.inc.com/jeff-haden/8-habits-of-remarkably-successful-people.html
They also share a number of habits:
1. They don't create back-up plans.
Back-up plans can help you sleep easier at night. Back-up plans can also create an easy out when times get tough.
You'll work a lot harder and a lot longer if your primary plan simply has to work because there is no other option. Total commitment--without a safety net--will spur you to work harder than you ever imagined possible.
If somehow the worst does happen (and the "worst" is never as bad as you think) trust that you will find a way to rebound. As long as you keep working hard and keep learning from your mistakes, you always will.
2. They do the work...
You can be good with a little effort. You can be really good with a little more effort.
But you can't be great--at anything--unless you put in an incredible amount of focused effort.
Scratch the surface of any person with rare skills and you'll find a person who has put thousands of hours of effort into developing those skills.
There are no shortcuts. There are no overnight successes. Everyone has heard about the 10,000 hours principle but no one follows it... except remarkably successful people.
So start doing the work now. Time is wasting.
3. ...and they work a lot more.
Forget the Sheryl Sandberg "I leave every day at 5:30" stories. I'm sure she does. But she's not you.
Every extremely successful entrepreneur I know (personally) works more hours than the average person--a lot more. They have long lists of things they want to get done. So they have to put in lots of time.
Better yet, they want to put in lots of time.
If you don't embrace a workload others would consider crazy then your goal doesn't mean that much to you--or it's not particularly difficult to achieve. Either way you won't be remarkably successful.
4. They avoid the crowds.
Conventional wisdom yields conventional results. Joining the crowd--no matter how trendy the crowd or "hot" the opportunity--is a recipe for mediocrity.
Remarkably successful people habitually do what other people won't do. They go where others won't go because there's a lot less competition and a much greater chance for success.
5. They start at the end...
Average success is often based on setting average goals.
Decide what you really want: to be the best, the fastest, the cheapest, the biggest, whatever. Aim for the ultimate. Decide where you want to end up. That is your goal.
Then you can work backwards and lay out every step along the way.
Never start small where goals are concerned. You'll make better decisions--and find it much easier to work a lot harder--when your ultimate goal is ultimate success.
6. ... and they don't stop there.
Achieving a goal--no matter how huge--isn't the finish line for highly successful people. Achieving one huge goal just creates a launching pad for achieving another huge goal.
Maybe you want to create a $100 million business; once you do you can leverage your contacts and influence to create a charitable foundation for a cause you believe in. Then your business and humanitarian success can create a platform for speaking, writing, and thought leadership. Then...
The process of becoming remarkably successful in one field will give you the skills and network to be remarkably successful in many other fields.
Remarkably successful people don't try to win just one race. They expect and plan to win a number of subsequent races.
7. They sell.
I once asked a number of business owners and CEOs to name the one skill they felt contributed the most to their success. Each said the ability to sell.
Keep in mind selling isn't manipulating, pressuring, or cajoling. Selling is explaining the logic and benefits of a decision or position. Selling is convincing other people to work with you. Selling is overcoming objections and roadblocks.
Selling is the foundation of business and personal success: knowing how to negotiate, to deal with "no," to maintain confidence and self-esteem in the face of rejection, to communicate effectively with a wide range of people, to build long-term relationships...
When you truly believe in your idea, or your company, or yourself then you don't need to have a huge ego or a huge personality. You don't need to "sell."
You just need to communicate.
8. They are never too proud.
To admit they made a mistake. To say they are sorry. To have big dreams. To admit they owe their success to others. To poke fun at themselves. To ask for help.
To fail.
And to try again.
http://www.inc.com/jeff-haden/8-habits-of-remarkably-successful-people.html
10 Things Extraordinary People Say Every Day
Want to make a huge difference in someone's life? Here are things you
should say every day to your employees, colleagues, family members,
friends, and everyone you care about:
"Here's what I'm thinking."
You're in charge, but that doesn't mean you're smarter, savvier, or more insightful than everyone else. Back up your statements and decisions. Give reasons. Justify with logic, not with position or authority.
Though taking the time to explain your decisions opens those decisions up to discussion or criticism, it also opens up your decisions to improvement.
Authority can make you "right," but collaboration makes everyone right--and makes everyone pull together.
"I was wrong."
I once came up with what I thought was an awesome plan to improve overall productivity by moving a crew to a different shift on an open production line. The inconvenience to the crew was considerable, but the payoff seemed worth it. On paper, it was perfect.
In practice, it wasn't.
So, a few weeks later, I met with the crew and said, "I know you didn't think this would work, and you were right. I was wrong. Let's move you back to your original shift."
I felt terrible. I felt stupid. I was sure I'd lost any respect they had for me.
It turns out I was wrong about that, too. Later one employee said, "I didn't really know you, but the fact you were willing to admit you were wrong told me everything I needed to know."
When you're wrong, say you're wrong. You won't lose respect--you'll gain it.
"That was awesome."
No one gets enough praise. No one. Pick someone--pick anyone--who does or did something well and say, "Wow, that was great how you..."
And feel free to go back in time. Saying "Earlier, I was thinking about how you handled that employee issue last month..." can make just as positive an impact today as it would have then. (It could even make a bigger impact, because it shows you still remember what happened last month, and you still think about it.)
Praise is a gift that costs the giver nothing but is priceless to the recipient. Start praising. The people around you will love you for it--and you'll like yourself a little better, too.
"You're welcome."
Think about a time you gave a gift and the recipient seemed uncomfortable or awkward. Their reaction took away a little of the fun for you, right?
The same thing can happen when you are thanked or complimented or praised. Don't spoil the moment or the fun for the other person. The spotlight may make you feel uneasy or insecure, but all you have to do is make eye contact and say, "Thank you." Or make eye contact and say, "You're welcome. I was glad to do it."
Don't let thanks, congratulations, or praise be all about you. Make it about the other person, too.
"Can you help me?"
When you need help, regardless of the type of help you need or the person you need it from, just say, sincerely and humbly, "Can you help me?"
I promise you'll get help. And in the process you'll show vulnerability, respect, and a willingness to listen--which, by the way, are all qualities of a great leader.
And are all qualities of a great friend.
"I'm sorry."
We all make mistakes, so we all have things we need to apologize for: words, actions, omissions, failing to step up, step in, show support...
Say you're sorry.
But never follow an apology with a disclaimer like "But I was really mad, because..." or "But I did think you were..." or any statement that in any way places even the smallest amount of blame back on the other person.
Say you're sorry, say why you're sorry, and take all the blame. No less. No more.
Then you both get to make the freshest of fresh starts.
"Can you show me?"
Advice is temporary; knowledge is forever. Knowing what to do helps, but knowing how or why to do it means everything.
When you ask to be taught or shown, several things happen: You implicitly show you respect the person giving the advice; you show you trust his or her experience, skill, and insight; and you get to better assess the value of the advice.
Don't just ask for input. Ask to be taught or trained or shown.
Then you both win.
"Let me give you a hand."
Many people see asking for help as a sign of weakness. So, many people hesitate to ask for help.
But everyone needs help.
Don't just say, "Is there anything I can help you with?" Most people will give you a version of the reflexive "No, I'm just looking" reply to sales clerks and say, "No, I'm all right."
Be specific. Find something you can help with. Say "I've got a few minutes. Can I help you finish that?" Offer in a way that feels collaborative, not patronizing or gratuitous. Model the behavior you want your employees to display.
Then actually roll up your sleeves and help.
"I love you."
No, not at work, but everywhere you mean it--and every time you feel it.
Nothing.
Sometimes the best thing to say is nothing. If you're upset, frustrated, or angry, stay quiet. You may think venting will make you feel better, but it never does.
That's especially true where your employees are concerned. Results come and go, but feelings are forever. Criticize an employee in a group setting and it will seem like he eventually got over it, but inside, he never will.
Before you speak, spend more time considering how employees will think and feel than you do evaluating whether the decision makes objective sense. You can easily recover from a mistake made because of faulty data or inaccurate projections.
You'll never recover from the damage you inflict on an employee's self-esteem.
Be quiet until you know exactly what to say--and exactly what affect your words will have.
http://www.inc.com/jeff-haden/10-things-extraordinary-people-say-every-day.html
"Here's what I'm thinking."
You're in charge, but that doesn't mean you're smarter, savvier, or more insightful than everyone else. Back up your statements and decisions. Give reasons. Justify with logic, not with position or authority.
Though taking the time to explain your decisions opens those decisions up to discussion or criticism, it also opens up your decisions to improvement.
Authority can make you "right," but collaboration makes everyone right--and makes everyone pull together.
"I was wrong."
I once came up with what I thought was an awesome plan to improve overall productivity by moving a crew to a different shift on an open production line. The inconvenience to the crew was considerable, but the payoff seemed worth it. On paper, it was perfect.
In practice, it wasn't.
So, a few weeks later, I met with the crew and said, "I know you didn't think this would work, and you were right. I was wrong. Let's move you back to your original shift."
I felt terrible. I felt stupid. I was sure I'd lost any respect they had for me.
It turns out I was wrong about that, too. Later one employee said, "I didn't really know you, but the fact you were willing to admit you were wrong told me everything I needed to know."
When you're wrong, say you're wrong. You won't lose respect--you'll gain it.
"That was awesome."
No one gets enough praise. No one. Pick someone--pick anyone--who does or did something well and say, "Wow, that was great how you..."
And feel free to go back in time. Saying "Earlier, I was thinking about how you handled that employee issue last month..." can make just as positive an impact today as it would have then. (It could even make a bigger impact, because it shows you still remember what happened last month, and you still think about it.)
Praise is a gift that costs the giver nothing but is priceless to the recipient. Start praising. The people around you will love you for it--and you'll like yourself a little better, too.
"You're welcome."
Think about a time you gave a gift and the recipient seemed uncomfortable or awkward. Their reaction took away a little of the fun for you, right?
The same thing can happen when you are thanked or complimented or praised. Don't spoil the moment or the fun for the other person. The spotlight may make you feel uneasy or insecure, but all you have to do is make eye contact and say, "Thank you." Or make eye contact and say, "You're welcome. I was glad to do it."
Don't let thanks, congratulations, or praise be all about you. Make it about the other person, too.
"Can you help me?"
When you need help, regardless of the type of help you need or the person you need it from, just say, sincerely and humbly, "Can you help me?"
I promise you'll get help. And in the process you'll show vulnerability, respect, and a willingness to listen--which, by the way, are all qualities of a great leader.
And are all qualities of a great friend.
"I'm sorry."
We all make mistakes, so we all have things we need to apologize for: words, actions, omissions, failing to step up, step in, show support...
Say you're sorry.
But never follow an apology with a disclaimer like "But I was really mad, because..." or "But I did think you were..." or any statement that in any way places even the smallest amount of blame back on the other person.
Say you're sorry, say why you're sorry, and take all the blame. No less. No more.
Then you both get to make the freshest of fresh starts.
"Can you show me?"
Advice is temporary; knowledge is forever. Knowing what to do helps, but knowing how or why to do it means everything.
When you ask to be taught or shown, several things happen: You implicitly show you respect the person giving the advice; you show you trust his or her experience, skill, and insight; and you get to better assess the value of the advice.
Don't just ask for input. Ask to be taught or trained or shown.
Then you both win.
"Let me give you a hand."
Many people see asking for help as a sign of weakness. So, many people hesitate to ask for help.
But everyone needs help.
Don't just say, "Is there anything I can help you with?" Most people will give you a version of the reflexive "No, I'm just looking" reply to sales clerks and say, "No, I'm all right."
Be specific. Find something you can help with. Say "I've got a few minutes. Can I help you finish that?" Offer in a way that feels collaborative, not patronizing or gratuitous. Model the behavior you want your employees to display.
Then actually roll up your sleeves and help.
"I love you."
No, not at work, but everywhere you mean it--and every time you feel it.
Nothing.
Sometimes the best thing to say is nothing. If you're upset, frustrated, or angry, stay quiet. You may think venting will make you feel better, but it never does.
That's especially true where your employees are concerned. Results come and go, but feelings are forever. Criticize an employee in a group setting and it will seem like he eventually got over it, but inside, he never will.
Before you speak, spend more time considering how employees will think and feel than you do evaluating whether the decision makes objective sense. You can easily recover from a mistake made because of faulty data or inaccurate projections.
You'll never recover from the damage you inflict on an employee's self-esteem.
Be quiet until you know exactly what to say--and exactly what affect your words will have.
http://www.inc.com/jeff-haden/10-things-extraordinary-people-say-every-day.html
2/7/13
How Will You Measure Your Life?
Before I published The Innovator’s Dilemma, I
got a call from Andrew Grove, then the chairman of Intel. He had read
one of my early papers about disruptive technology, and he asked if I
could talk to his direct reports and explain my research and what it
implied for Intel. Excited, I flew to Silicon Valley and showed up at
the appointed time, only to have Grove say, “Look, stuff has happened.
We have only 10 minutes for you. Tell us what your model of disruption
means for Intel.” I said that I couldn’t—that I needed a full 30 minutes
to explain the model, because only with it as context would any
comments about Intel make sense. Ten minutes into my explanation, Grove
interrupted: “Look, I’ve got your model. Just tell us what it means for
Intel.”
I insisted that I needed 10 more minutes to describe how the process of disruption had worked its way through a very different industry, steel, so that he and his team could understand how disruption worked. I told the story of how Nucor and other steel minimills had begun by attacking the lowest end of the market—steel reinforcing bars, or rebar—and later moved up toward the high end, undercutting the traditional steel mills.
When I finished the minimill story, Grove said, “OK, I get it. What it means for Intel is...,” and then went on to articulate what would become the company’s strategy for going to the bottom of the market to launch the Celeron processor.
I’ve thought about that a million times since. If I had been suckered into telling Andy Grove what he should think about the microprocessor business, I’d have been killed. But instead of telling him what to think, I taught him how to think—and then he reached what I felt was the correct decision on his own.
That experience had a profound influence on me. When people ask what I think they should do, I rarely answer their question directly. Instead, I run the question aloud through one of my models. I’ll describe how the process in the model worked its way through an industry quite different from their own. And then, more often than not, they’ll say, “OK, I get it.” And they’ll answer their own question more insightfully than I could have.
My class at HBS is structured to help my students understand what good management theory is and how it is built. To that backbone I attach different models or theories that help students think about the various dimensions of a general manager’s job in stimulating innovation and growth. In each session we look at one company through the lenses of those theories—using them to explain how the company got into its situation and to examine what managerial actions will yield the needed results.
On the last day of class, I ask my students to turn those theoretical lenses on themselves, to find cogent answers to three questions: First, how can I be sure that I’ll be happy in my career? Second, how can I be sure that my relationships with my spouse and my family become an enduring source of happiness? Third, how can I be sure I’ll stay out of jail? Though the last question sounds lighthearted, it’s not. Two of the 32 people in my Rhodes scholar class spent time in jail. Jeff Skilling of Enron fame was a classmate of mine at HBS. These were good guys—but something in their lives sent them off in the wrong direction.
The Class of 2010
As the students discuss the answers to these questions, I open my own life to them as a case study of sorts, to illustrate how they can use the theories from our course to guide their life decisions.
One of the theories that gives great insight on the first question—how to be sure we find happiness in our careers—is from Frederick Herzberg, who asserts that the powerful motivator in our lives isn’t money; it’s the opportunity to learn, grow in responsibilities, contribute to others, and be recognized for achievements. I tell the students about a vision of sorts I had while I was running the company I founded before becoming an academic. In my mind’s eye I saw one of my managers leave for work one morning with a relatively strong level of self-esteem. Then I pictured her driving home to her family 10 hours later, feeling unappreciated, frustrated, underutilized, and demeaned. I imagined how profoundly her lowered self-esteem affected the way she interacted with her children. The vision in my mind then fast-forwarded to another day, when she drove home with greater self-esteem—feeling that she had learned a lot, been recognized for achieving valuable things, and played a significant role in the success of some important initiatives. I then imagined how positively that affected her as a spouse and a parent. My conclusion: Management is the most noble of professions if it’s practiced well. No other occupation offers as many ways to help others learn and grow, take responsibility and be recognized for achievement, and contribute to the success of a team. More and more MBA students come to school thinking that a career in business means buying, selling, and investing in companies. That’s unfortunate. Doing deals doesn’t yield the deep rewards that come from building up people.
I want students to leave my classroom knowing that.
Create a Strategy for Your Life
A theory that is helpful in answering the second question—How can I ensure that my relationship with my family proves to be an enduring source of happiness?—concerns how strategy is defined and implemented. Its primary insight is that a company’s strategy is determined by the types of initiatives that management invests in. If a company’s resource allocation process is not managed masterfully, what emerges from it can be very different from what management intended. Because companies’ decision-making systems are designed to steer investments to initiatives that offer the most tangible and immediate returns, companies shortchange investments in initiatives that are crucial to their long-term strategies.
Over the years I’ve watched the fates of my HBS classmates from 1979 unfold; I’ve seen more and more of them come to reunions unhappy, divorced, and alienated from their children. I can guarantee you that not a single one of them graduated with the deliberate strategy of getting divorced and raising children who would become estranged from them. And yet a shocking number of them implemented that strategy. The reason? They didn’t keep the purpose of their lives front and center as they decided how to spend their time, talents, and energy.
It’s quite startling that a significant fraction of the 900 students that HBS draws each year from the world’s best have given little thought to the purpose of their lives. I tell the students that HBS might be one of their last chances to reflect deeply on that question. If they think that they’ll have more time and energy to reflect later, they’re nuts, because life only gets more demanding: You take on a mortgage; you’re working 70 hours a week; you have a spouse and children.
For me, having a clear purpose in my life has been essential. But it was something I had to think long and hard about before I understood it. When I was a Rhodes scholar, I was in a very demanding academic program, trying to cram an extra year’s worth of work into my time at Oxford. I decided to spend an hour every night reading, thinking, and praying about why God put me on this earth. That was a very challenging commitment to keep, because every hour I spent doing that, I wasn’t studying applied econometrics. I was conflicted about whether I could really afford to take that time away from my studies, but I stuck with it—and ultimately figured out the purpose of my life.
Had I instead spent that hour each day learning the latest techniques for mastering the problems of autocorrelation in regression analysis, I would have badly misspent my life. I apply the tools of econometrics a few times a year, but I apply my knowledge of the purpose of my life every day. It’s the single most useful thing I’ve ever learned. I promise my students that if they take the time to figure out their life purpose, they’ll look back on it as the most important thing they discovered at HBS. If they don’t figure it out, they will just sail off without a rudder and get buffeted in the very rough seas of life. Clarity about their purpose will trump knowledge of activity-based costing, balanced scorecards, core competence, disruptive innovation, the four Ps, and the five forces.
My purpose grew out of my religious faith, but faith isn’t the only thing that gives people direction. For example, one of my former students decided that his purpose was to bring honesty and economic prosperity to his country and to raise children who were as capably committed to this cause, and to each other, as he was. His purpose is focused on family and others—as mine is.
The choice and successful pursuit of a profession is but one tool for achieving your purpose. But without a purpose, life can become hollow.
Allocate Your Resources
Your decisions about allocating your personal time, energy, and talent ultimately shape your life’s strategy.
I have a bunch of “businesses” that compete for these resources: I’m trying to have a rewarding relationship with my wife, raise great kids, contribute to my community, succeed in my career, contribute to my church, and so on. And I have exactly the same problem that a corporation does. I have a limited amount of time and energy and talent. How much do I devote to each of these pursuits?
Allocation choices can make your life turn out to be very different from what you intended. Sometimes that’s good: Opportunities that you never planned for emerge. But if you misinvest your resources, the outcome can be bad. As I think about my former classmates who inadvertently invested for lives of hollow unhappiness, I can’t help believing that their troubles relate right back to a short-term perspective.
When people who have a high need for achievement—and that includes all Harvard Business School graduates—have an extra half hour of time or an extra ounce of energy, they’ll unconsciously allocate it to activities that yield the most tangible accomplishments. And our careers provide the most concrete evidence that we’re moving forward. You ship a product, finish a design, complete a presentation, close a sale, teach a class, publish a paper, get paid, get promoted. In contrast, investing time and energy in your relationship with your spouse and children typically doesn’t offer that same immediate sense of achievement. Kids misbehave every day. It’s really not until 20 years down the road that you can put your hands on your hips and say, “I raised a good son or a good daughter.” You can neglect your relationship with your spouse, and on a day-to-day basis, it doesn’t seem as if things are deteriorating. People who are driven to excel have this unconscious propensity to underinvest in their families and overinvest in their careers—even though intimate and loving relationships with their families are the most powerful and enduring source of happiness.
If you study the root causes of business disasters, over and over you’ll find this predisposition toward endeavors that offer immediate gratification. If you look at personal lives through that lens, you’ll see the same stunning and sobering pattern: people allocating fewer and fewer resources to the things they would have once said mattered most.
Create a Culture
There’s an important model in our class called the Tools of Cooperation, which basically says that being a visionary manager isn’t all it’s cracked up to be. It’s one thing to see into the foggy future with acuity and chart the course corrections that the company must make. But it’s quite another to persuade employees who might not see the changes ahead to line up and work cooperatively to take the company in that new direction. Knowing what tools to wield to elicit the needed cooperation is a critical managerial skill.
The theory arrays these tools along two dimensions—the extent to which members of the organization agree on what they want from their participation in the enterprise, and the extent to which they agree on what actions will produce the desired results. When there is little agreement on both axes, you have to use “power tools”—coercion, threats, punishment, and so on—to secure cooperation. Many companies start in this quadrant, which is why the founding executive team must play such an assertive role in defining what must be done and how. If employees’ ways of working together to address those tasks succeed over and over, consensus begins to form. MIT’s Edgar Schein has described this process as the mechanism by which a culture is built. Ultimately, people don’t even think about whether their way of doing things yields success. They embrace priorities and follow procedures by instinct and assumption rather than by explicit decision—which means that they’ve created a culture. Culture, in compelling but unspoken ways, dictates the proven, acceptable methods by which members of the group address recurrent problems. And culture defines the priority given to different types of problems. It can be a powerful management tool.
In using this model to address the question, How can I be sure that my family becomes an enduring source of happiness?, my students quickly see that the simplest tools that parents can wield to elicit cooperation from children are power tools. But there comes a point during the teen years when power tools no longer work. At that point parents start wishing that they had begun working with their children at a very young age to build a culture at home in which children instinctively behave respectfully toward one another, obey their parents, and choose the right thing to do. Families have cultures, just as companies do. Those cultures can be built consciously or evolve inadvertently.
If you want your kids to have strong self-esteem and confidence that they can solve hard problems, those qualities won’t magically materialize in high school. You have to design them into your family’s culture—and you have to think about this very early on. Like employees, children build self-esteem by doing things that are hard and learning what works.
Avoid the “Marginal Costs” Mistake
We’re taught in finance and economics that in evaluating alternative investments, we should ignore sunk and fixed costs, and instead base decisions on the marginal costs and marginal revenues that each alternative entails. We learn in our course that this doctrine biases companies to leverage what they have put in place to succeed in the past, instead of guiding them to create the capabilities they’ll need in the future. If we knew the future would be exactly the same as the past, that approach would be fine. But if the future’s different—and it almost always is—then it’s the wrong thing to do.
This theory addresses the third question I discuss with my students—how to live a life of integrity (stay out of jail). Unconsciously, we often employ the marginal cost doctrine in our personal lives when we choose between right and wrong. A voice in our head says, “Look, I know that as a general rule, most people shouldn’t do this. But in this particular extenuating circumstance, just this once, it’s OK.” The marginal cost of doing something wrong “just this once” always seems alluringly low. It suckers you in, and you don’t ever look at where that path ultimately is headed and at the full costs that the choice entails. Justification for infidelity and dishonesty in all their manifestations lies in the marginal cost economics of “just this once.”
I’d like to share a story about how I came to understand the potential damage of “just this once” in my own life. I played on the Oxford University varsity basketball team. We worked our tails off and finished the season undefeated. The guys on the team were the best friends I’ve ever had in my life. We got to the British equivalent of the NCAA tournament—and made it to the final four. It turned out the championship game was scheduled to be played on a Sunday. I had made a personal commitment to God at age 16 that I would never play ball on Sunday. So I went to the coach and explained my problem. He was incredulous. My teammates were, too, because I was the starting center. Every one of the guys on the team came to me and said, “You’ve got to play. Can’t you break the rule just this one time?”
I’m a deeply religious man, so I went away and prayed about what I should do. I got a very clear feeling that I shouldn’t break my commitment—so I didn’t play in the championship game.
In many ways that was a small decision—involving one of several thousand Sundays in my life. In theory, surely I could have crossed over the line just that one time and then not done it again. But looking back on it, resisting the temptation whose logic was “In this extenuating circumstance, just this once, it’s OK” has proven to be one of the most important decisions of my life. Why? My life has been one unending stream of extenuating circumstances. Had I crossed the line that one time, I would have done it over and over in the years that followed.
The lesson I learned from this is that it’s easier to hold to your principles 100% of the time than it is to hold to them 98% of the time. If you give in to “just this once,” based on a marginal cost analysis, as some of my former classmates have done, you’ll regret where you end up. You’ve got to define for yourself what you stand for and draw the line in a safe place.
Remember the Importance of Humility
I got this insight when I was asked to teach a class on humility at Harvard College. I asked all the students to describe the most humble person they knew. One characteristic of these humble people stood out: They had a high level of self-esteem. They knew who they were, and they felt good about who they were. We also decided that humility was defined not by self-deprecating behavior or attitudes but by the esteem with which you regard others. Good behavior flows naturally from that kind of humility. For example, you would never steal from someone, because you respect that person too much. You’d never lie to someone, either.
It’s crucial to take a sense of humility into the world. By the time you make it to a top graduate school, almost all your learning has come from people who are smarter and more experienced than you: parents, teachers, bosses. But once you’ve finished at Harvard Business School or any other top academic institution, the vast majority of people you’ll interact with on a day-to-day basis may not be smarter than you. And if your attitude is that only smarter people have something to teach you, your learning opportunities will be very limited. But if you have a humble eagerness to learn something from everybody, your learning opportunities will be unlimited. Generally, you can be humble only if you feel really good about yourself—and you want to help those around you feel really good about themselves, too. When we see people acting in an abusive, arrogant, or demeaning manner toward others, their behavior almost always is a symptom of their lack of self-esteem. They need to put someone else down to feel good about themselves.
Choose the Right Yardstick
This past year I was diagnosed with cancer and faced the possibility that my life would end sooner than I’d planned. Thankfully, it now looks as if I’ll be spared. But the experience has given me important insight into my life.
I have a pretty clear idea of how my ideas have generated enormous revenue for companies that have used my research; I know I’ve had a substantial impact. But as I’ve confronted this disease, it’s been interesting to see how unimportant that impact is to me now. I’ve concluded that the metric by which God will assess my life isn’t dollars but the individual people whose lives I’ve touched.
I think that’s the way it will work for us all. Don’t worry about the level of individual prominence you have achieved; worry about the individuals you have helped become better people. This is my final recommendation: Think about the metric by which your life will be judged, and make a resolution to live every day so that in the end, your life will be judged a success.
http://hbr.org/2010/07/how-will-you-measure-your-life/ar/1
I insisted that I needed 10 more minutes to describe how the process of disruption had worked its way through a very different industry, steel, so that he and his team could understand how disruption worked. I told the story of how Nucor and other steel minimills had begun by attacking the lowest end of the market—steel reinforcing bars, or rebar—and later moved up toward the high end, undercutting the traditional steel mills.
When I finished the minimill story, Grove said, “OK, I get it. What it means for Intel is...,” and then went on to articulate what would become the company’s strategy for going to the bottom of the market to launch the Celeron processor.
I’ve thought about that a million times since. If I had been suckered into telling Andy Grove what he should think about the microprocessor business, I’d have been killed. But instead of telling him what to think, I taught him how to think—and then he reached what I felt was the correct decision on his own.
That experience had a profound influence on me. When people ask what I think they should do, I rarely answer their question directly. Instead, I run the question aloud through one of my models. I’ll describe how the process in the model worked its way through an industry quite different from their own. And then, more often than not, they’ll say, “OK, I get it.” And they’ll answer their own question more insightfully than I could have.
My class at HBS is structured to help my students understand what good management theory is and how it is built. To that backbone I attach different models or theories that help students think about the various dimensions of a general manager’s job in stimulating innovation and growth. In each session we look at one company through the lenses of those theories—using them to explain how the company got into its situation and to examine what managerial actions will yield the needed results.
On the last day of class, I ask my students to turn those theoretical lenses on themselves, to find cogent answers to three questions: First, how can I be sure that I’ll be happy in my career? Second, how can I be sure that my relationships with my spouse and my family become an enduring source of happiness? Third, how can I be sure I’ll stay out of jail? Though the last question sounds lighthearted, it’s not. Two of the 32 people in my Rhodes scholar class spent time in jail. Jeff Skilling of Enron fame was a classmate of mine at HBS. These were good guys—but something in their lives sent them off in the wrong direction.
The Class of 2010
As the students discuss the answers to these questions, I open my own life to them as a case study of sorts, to illustrate how they can use the theories from our course to guide their life decisions.
One of the theories that gives great insight on the first question—how to be sure we find happiness in our careers—is from Frederick Herzberg, who asserts that the powerful motivator in our lives isn’t money; it’s the opportunity to learn, grow in responsibilities, contribute to others, and be recognized for achievements. I tell the students about a vision of sorts I had while I was running the company I founded before becoming an academic. In my mind’s eye I saw one of my managers leave for work one morning with a relatively strong level of self-esteem. Then I pictured her driving home to her family 10 hours later, feeling unappreciated, frustrated, underutilized, and demeaned. I imagined how profoundly her lowered self-esteem affected the way she interacted with her children. The vision in my mind then fast-forwarded to another day, when she drove home with greater self-esteem—feeling that she had learned a lot, been recognized for achieving valuable things, and played a significant role in the success of some important initiatives. I then imagined how positively that affected her as a spouse and a parent. My conclusion: Management is the most noble of professions if it’s practiced well. No other occupation offers as many ways to help others learn and grow, take responsibility and be recognized for achievement, and contribute to the success of a team. More and more MBA students come to school thinking that a career in business means buying, selling, and investing in companies. That’s unfortunate. Doing deals doesn’t yield the deep rewards that come from building up people.
I want students to leave my classroom knowing that.
Create a Strategy for Your Life
A theory that is helpful in answering the second question—How can I ensure that my relationship with my family proves to be an enduring source of happiness?—concerns how strategy is defined and implemented. Its primary insight is that a company’s strategy is determined by the types of initiatives that management invests in. If a company’s resource allocation process is not managed masterfully, what emerges from it can be very different from what management intended. Because companies’ decision-making systems are designed to steer investments to initiatives that offer the most tangible and immediate returns, companies shortchange investments in initiatives that are crucial to their long-term strategies.
Over the years I’ve watched the fates of my HBS classmates from 1979 unfold; I’ve seen more and more of them come to reunions unhappy, divorced, and alienated from their children. I can guarantee you that not a single one of them graduated with the deliberate strategy of getting divorced and raising children who would become estranged from them. And yet a shocking number of them implemented that strategy. The reason? They didn’t keep the purpose of their lives front and center as they decided how to spend their time, talents, and energy.
It’s quite startling that a significant fraction of the 900 students that HBS draws each year from the world’s best have given little thought to the purpose of their lives. I tell the students that HBS might be one of their last chances to reflect deeply on that question. If they think that they’ll have more time and energy to reflect later, they’re nuts, because life only gets more demanding: You take on a mortgage; you’re working 70 hours a week; you have a spouse and children.
For me, having a clear purpose in my life has been essential. But it was something I had to think long and hard about before I understood it. When I was a Rhodes scholar, I was in a very demanding academic program, trying to cram an extra year’s worth of work into my time at Oxford. I decided to spend an hour every night reading, thinking, and praying about why God put me on this earth. That was a very challenging commitment to keep, because every hour I spent doing that, I wasn’t studying applied econometrics. I was conflicted about whether I could really afford to take that time away from my studies, but I stuck with it—and ultimately figured out the purpose of my life.
Had I instead spent that hour each day learning the latest techniques for mastering the problems of autocorrelation in regression analysis, I would have badly misspent my life. I apply the tools of econometrics a few times a year, but I apply my knowledge of the purpose of my life every day. It’s the single most useful thing I’ve ever learned. I promise my students that if they take the time to figure out their life purpose, they’ll look back on it as the most important thing they discovered at HBS. If they don’t figure it out, they will just sail off without a rudder and get buffeted in the very rough seas of life. Clarity about their purpose will trump knowledge of activity-based costing, balanced scorecards, core competence, disruptive innovation, the four Ps, and the five forces.
My purpose grew out of my religious faith, but faith isn’t the only thing that gives people direction. For example, one of my former students decided that his purpose was to bring honesty and economic prosperity to his country and to raise children who were as capably committed to this cause, and to each other, as he was. His purpose is focused on family and others—as mine is.
The choice and successful pursuit of a profession is but one tool for achieving your purpose. But without a purpose, life can become hollow.
Allocate Your Resources
Your decisions about allocating your personal time, energy, and talent ultimately shape your life’s strategy.
I have a bunch of “businesses” that compete for these resources: I’m trying to have a rewarding relationship with my wife, raise great kids, contribute to my community, succeed in my career, contribute to my church, and so on. And I have exactly the same problem that a corporation does. I have a limited amount of time and energy and talent. How much do I devote to each of these pursuits?
Allocation choices can make your life turn out to be very different from what you intended. Sometimes that’s good: Opportunities that you never planned for emerge. But if you misinvest your resources, the outcome can be bad. As I think about my former classmates who inadvertently invested for lives of hollow unhappiness, I can’t help believing that their troubles relate right back to a short-term perspective.
When people who have a high need for achievement—and that includes all Harvard Business School graduates—have an extra half hour of time or an extra ounce of energy, they’ll unconsciously allocate it to activities that yield the most tangible accomplishments. And our careers provide the most concrete evidence that we’re moving forward. You ship a product, finish a design, complete a presentation, close a sale, teach a class, publish a paper, get paid, get promoted. In contrast, investing time and energy in your relationship with your spouse and children typically doesn’t offer that same immediate sense of achievement. Kids misbehave every day. It’s really not until 20 years down the road that you can put your hands on your hips and say, “I raised a good son or a good daughter.” You can neglect your relationship with your spouse, and on a day-to-day basis, it doesn’t seem as if things are deteriorating. People who are driven to excel have this unconscious propensity to underinvest in their families and overinvest in their careers—even though intimate and loving relationships with their families are the most powerful and enduring source of happiness.
If you study the root causes of business disasters, over and over you’ll find this predisposition toward endeavors that offer immediate gratification. If you look at personal lives through that lens, you’ll see the same stunning and sobering pattern: people allocating fewer and fewer resources to the things they would have once said mattered most.
Create a Culture
There’s an important model in our class called the Tools of Cooperation, which basically says that being a visionary manager isn’t all it’s cracked up to be. It’s one thing to see into the foggy future with acuity and chart the course corrections that the company must make. But it’s quite another to persuade employees who might not see the changes ahead to line up and work cooperatively to take the company in that new direction. Knowing what tools to wield to elicit the needed cooperation is a critical managerial skill.
The theory arrays these tools along two dimensions—the extent to which members of the organization agree on what they want from their participation in the enterprise, and the extent to which they agree on what actions will produce the desired results. When there is little agreement on both axes, you have to use “power tools”—coercion, threats, punishment, and so on—to secure cooperation. Many companies start in this quadrant, which is why the founding executive team must play such an assertive role in defining what must be done and how. If employees’ ways of working together to address those tasks succeed over and over, consensus begins to form. MIT’s Edgar Schein has described this process as the mechanism by which a culture is built. Ultimately, people don’t even think about whether their way of doing things yields success. They embrace priorities and follow procedures by instinct and assumption rather than by explicit decision—which means that they’ve created a culture. Culture, in compelling but unspoken ways, dictates the proven, acceptable methods by which members of the group address recurrent problems. And culture defines the priority given to different types of problems. It can be a powerful management tool.
In using this model to address the question, How can I be sure that my family becomes an enduring source of happiness?, my students quickly see that the simplest tools that parents can wield to elicit cooperation from children are power tools. But there comes a point during the teen years when power tools no longer work. At that point parents start wishing that they had begun working with their children at a very young age to build a culture at home in which children instinctively behave respectfully toward one another, obey their parents, and choose the right thing to do. Families have cultures, just as companies do. Those cultures can be built consciously or evolve inadvertently.
If you want your kids to have strong self-esteem and confidence that they can solve hard problems, those qualities won’t magically materialize in high school. You have to design them into your family’s culture—and you have to think about this very early on. Like employees, children build self-esteem by doing things that are hard and learning what works.
Avoid the “Marginal Costs” Mistake
We’re taught in finance and economics that in evaluating alternative investments, we should ignore sunk and fixed costs, and instead base decisions on the marginal costs and marginal revenues that each alternative entails. We learn in our course that this doctrine biases companies to leverage what they have put in place to succeed in the past, instead of guiding them to create the capabilities they’ll need in the future. If we knew the future would be exactly the same as the past, that approach would be fine. But if the future’s different—and it almost always is—then it’s the wrong thing to do.
This theory addresses the third question I discuss with my students—how to live a life of integrity (stay out of jail). Unconsciously, we often employ the marginal cost doctrine in our personal lives when we choose between right and wrong. A voice in our head says, “Look, I know that as a general rule, most people shouldn’t do this. But in this particular extenuating circumstance, just this once, it’s OK.” The marginal cost of doing something wrong “just this once” always seems alluringly low. It suckers you in, and you don’t ever look at where that path ultimately is headed and at the full costs that the choice entails. Justification for infidelity and dishonesty in all their manifestations lies in the marginal cost economics of “just this once.”
I’d like to share a story about how I came to understand the potential damage of “just this once” in my own life. I played on the Oxford University varsity basketball team. We worked our tails off and finished the season undefeated. The guys on the team were the best friends I’ve ever had in my life. We got to the British equivalent of the NCAA tournament—and made it to the final four. It turned out the championship game was scheduled to be played on a Sunday. I had made a personal commitment to God at age 16 that I would never play ball on Sunday. So I went to the coach and explained my problem. He was incredulous. My teammates were, too, because I was the starting center. Every one of the guys on the team came to me and said, “You’ve got to play. Can’t you break the rule just this one time?”
I’m a deeply religious man, so I went away and prayed about what I should do. I got a very clear feeling that I shouldn’t break my commitment—so I didn’t play in the championship game.
In many ways that was a small decision—involving one of several thousand Sundays in my life. In theory, surely I could have crossed over the line just that one time and then not done it again. But looking back on it, resisting the temptation whose logic was “In this extenuating circumstance, just this once, it’s OK” has proven to be one of the most important decisions of my life. Why? My life has been one unending stream of extenuating circumstances. Had I crossed the line that one time, I would have done it over and over in the years that followed.
The lesson I learned from this is that it’s easier to hold to your principles 100% of the time than it is to hold to them 98% of the time. If you give in to “just this once,” based on a marginal cost analysis, as some of my former classmates have done, you’ll regret where you end up. You’ve got to define for yourself what you stand for and draw the line in a safe place.
Remember the Importance of Humility
I got this insight when I was asked to teach a class on humility at Harvard College. I asked all the students to describe the most humble person they knew. One characteristic of these humble people stood out: They had a high level of self-esteem. They knew who they were, and they felt good about who they were. We also decided that humility was defined not by self-deprecating behavior or attitudes but by the esteem with which you regard others. Good behavior flows naturally from that kind of humility. For example, you would never steal from someone, because you respect that person too much. You’d never lie to someone, either.
It’s crucial to take a sense of humility into the world. By the time you make it to a top graduate school, almost all your learning has come from people who are smarter and more experienced than you: parents, teachers, bosses. But once you’ve finished at Harvard Business School or any other top academic institution, the vast majority of people you’ll interact with on a day-to-day basis may not be smarter than you. And if your attitude is that only smarter people have something to teach you, your learning opportunities will be very limited. But if you have a humble eagerness to learn something from everybody, your learning opportunities will be unlimited. Generally, you can be humble only if you feel really good about yourself—and you want to help those around you feel really good about themselves, too. When we see people acting in an abusive, arrogant, or demeaning manner toward others, their behavior almost always is a symptom of their lack of self-esteem. They need to put someone else down to feel good about themselves.
Choose the Right Yardstick
This past year I was diagnosed with cancer and faced the possibility that my life would end sooner than I’d planned. Thankfully, it now looks as if I’ll be spared. But the experience has given me important insight into my life.
I have a pretty clear idea of how my ideas have generated enormous revenue for companies that have used my research; I know I’ve had a substantial impact. But as I’ve confronted this disease, it’s been interesting to see how unimportant that impact is to me now. I’ve concluded that the metric by which God will assess my life isn’t dollars but the individual people whose lives I’ve touched.
I think that’s the way it will work for us all. Don’t worry about the level of individual prominence you have achieved; worry about the individuals you have helped become better people. This is my final recommendation: Think about the metric by which your life will be judged, and make a resolution to live every day so that in the end, your life will be judged a success.
http://hbr.org/2010/07/how-will-you-measure-your-life/ar/1
2/4/13
12 Great Motivational Quotes for 2013
This set of inspirational thoughts for the new year will galvanize you into action.
At the start of every year, I create a list of quotes to guide and inspire me for the next 12 months. Here are the quotes I've selected for 2013:
At the start of every year, I create a list of quotes to guide and inspire me for the next 12 months. Here are the quotes I've selected for 2013:
- "Cherish your visions and your dreams as they are the children of your soul, the blueprints of your ultimate achievements."
Napoleon Hill - "The key to success is to focus our conscious mind on things we desire not things we fear."
Brian Tracy - "Success is getting what you want. Happiness is wanting what you get."
Dale Carnegie - "Obstacles are necessary for success because in selling, as in all
careers of importance, victory comes only after many struggles and
countless defeats."
Og Mandino - "A real decision is measured by the fact that you've taken a new action. If there's no action, you haven't truly decided."
Tony Robbins - "If you can't control your anger, you are as helpless as a city without walls waiting to be attacked."
The Book of Proverbs - A mediocre person tells. A good person explains. A superior person
demonstrates. A great person inspires others to see for themselves."
Harvey Mackay - "Freedom, privileges, options, must constantly be exercised, even at the risk of inconvenience."
Jack Vance - "Take care of your body. It's the only place you have to live."
Jim Rohn - "You can have everything in life you want, if you will just help other people get what they want."
Zig Ziglar - "The number of times I succeed is in direct proportion to the number of times I can fail and keep on trying."
Tom Hopkins - "You have everything you need to build something far bigger than yourself."
Seth Godin
The Case for a 25-Hour Work Week (This Is Not a Joke)
One researcher says people should work less per week, but work more weeks total. Crazy or brilliant?
The 40-hour work week is an outdated model, according to Science Nordic's James W Vaupel, head of the new Danish Max Planck research center. Instead, he argues, we should only work 25 hours a week--but keep working until we’re octogenarians.
“We’re getting older and older here in Denmark. Kids who are ten years old today should be able to work until the age of 80. In return, they won’t need to work more than 25 hours per week when they become adults,” Vaupel told Science Nordic. “In the 20th century we had a redistribution of wealth. I believe that in this century, the great distribution will be in terms of working hours."
Vaupel is adamant that, in socio-economic terms, the important standard is the aggregate amount of work people do in their lifetimes, not at what point in their lives they do it.
Spreading out working hours over the full course of a person’s life, Vaupel argues, is both psychologically and physically beneficial at all stages of life.
A 25-hour work week will allow younger people to spend more time with their children, take better care of their health (which will help raise average life expectancy), and improve their over-all quality of life, while for the older population -- many of whom have more time on their hands than they know what to do with -- work can serve as both a psychological and physical outlet.
”There is strong evidence that elderly people who work part-time are healthier than those who don’t work at all and just sit at home,” Vaupel told Science Nordic.
Whatever you may think of this theory, there are certainly many who think (including Sheryl Sandberg) the status quo (the 40/50 hour work week) is not only detrimental to one's health, but actually not that productive.
http://www.inc.com/laura-entis/25-hour-work-week-an-argument-for-redistributing-working-hours.html
The 40-hour work week is an outdated model, according to Science Nordic's James W Vaupel, head of the new Danish Max Planck research center. Instead, he argues, we should only work 25 hours a week--but keep working until we’re octogenarians.
“We’re getting older and older here in Denmark. Kids who are ten years old today should be able to work until the age of 80. In return, they won’t need to work more than 25 hours per week when they become adults,” Vaupel told Science Nordic. “In the 20th century we had a redistribution of wealth. I believe that in this century, the great distribution will be in terms of working hours."
Vaupel is adamant that, in socio-economic terms, the important standard is the aggregate amount of work people do in their lifetimes, not at what point in their lives they do it.
Spreading out working hours over the full course of a person’s life, Vaupel argues, is both psychologically and physically beneficial at all stages of life.
A 25-hour work week will allow younger people to spend more time with their children, take better care of their health (which will help raise average life expectancy), and improve their over-all quality of life, while for the older population -- many of whom have more time on their hands than they know what to do with -- work can serve as both a psychological and physical outlet.
”There is strong evidence that elderly people who work part-time are healthier than those who don’t work at all and just sit at home,” Vaupel told Science Nordic.
Whatever you may think of this theory, there are certainly many who think (including Sheryl Sandberg) the status quo (the 40/50 hour work week) is not only detrimental to one's health, but actually not that productive.
http://www.inc.com/laura-entis/25-hour-work-week-an-argument-for-redistributing-working-hours.html
How to Let Down an Employee Who Isn't Ready for a Promotion
Missing out on a promotion can be a huge blow to high-performing employees. Here's how to keep them from jumping ship.
You've got a hard choice: Promote an excellent employee or bring in a better fit from the outside. If you decide to pass over your existing talent for a promotion (which sometimes is best for your business), you should be ready to do some serious damage control to keep the peace.
"It would be wonderful if the company could offer some sort of incentive to keep [the runner-up] around,” Stan Kimer, president of Total Engagement Consulting told Knowledge@Wharton in a recent post. “That could be a really super dynamic, but it's not that common."
Keeping a wounded employee on board requires a careful mix of comforting and coaching skills. Here are a few steps you can take to make it through this delicate situation. Managed carefully, you can move past an employee’s hurt feelings with your company’s top talent still intact.
Be honest. Easier said than done, obviously. If the employee didn’t get the gig he was hoping for, odds are there’s a reason. Discuss the experience and skill set the position required, and (as much as possible) why you promoted the person you did. But keep things positive, focusing more on attributes an employee can develop than skills or qualities he lacks.
Reassure your employee that he/she is valued, wanted, and important to your company. This is a crucial step in pulling someone back from the urge to jump ship. Give him a brief evaluation of his strengths in his current position, and discuss a plan for how to grow and improve. Feeling valued is a key indicator of job performance, according to a survey by the American Psychological Association.
Most importantly, discuss other possibilities for advancement. No one wants to feel like they’re in a dead-end job, and that feeling will be all the more acute after losing out on a promotion. By helping your employee refocus on a different, more attainable possibility for moving up the ladder, you’ll assuage some of the disappointment and refocus his energy on a new goal.
http://www.inc.com/julie-strickland/passed-over-for-promotion-how-to-let-down.html
You've got a hard choice: Promote an excellent employee or bring in a better fit from the outside. If you decide to pass over your existing talent for a promotion (which sometimes is best for your business), you should be ready to do some serious damage control to keep the peace.
"It would be wonderful if the company could offer some sort of incentive to keep [the runner-up] around,” Stan Kimer, president of Total Engagement Consulting told Knowledge@Wharton in a recent post. “That could be a really super dynamic, but it's not that common."
Keeping a wounded employee on board requires a careful mix of comforting and coaching skills. Here are a few steps you can take to make it through this delicate situation. Managed carefully, you can move past an employee’s hurt feelings with your company’s top talent still intact.
Be honest. Easier said than done, obviously. If the employee didn’t get the gig he was hoping for, odds are there’s a reason. Discuss the experience and skill set the position required, and (as much as possible) why you promoted the person you did. But keep things positive, focusing more on attributes an employee can develop than skills or qualities he lacks.
Reassure your employee that he/she is valued, wanted, and important to your company. This is a crucial step in pulling someone back from the urge to jump ship. Give him a brief evaluation of his strengths in his current position, and discuss a plan for how to grow and improve. Feeling valued is a key indicator of job performance, according to a survey by the American Psychological Association.
Most importantly, discuss other possibilities for advancement. No one wants to feel like they’re in a dead-end job, and that feeling will be all the more acute after losing out on a promotion. By helping your employee refocus on a different, more attainable possibility for moving up the ladder, you’ll assuage some of the disappointment and refocus his energy on a new goal.
http://www.inc.com/julie-strickland/passed-over-for-promotion-how-to-let-down.html
Rule for Success: Emphasize Steady Progress
Harvard Business School professor Teresa M. Amabile explains the importance of "inner work life."
Harvard Business School professor Teresa M. Amabile asked 238 professionals to keep diaries of their "inner work lives" while engaged in research and development projects. She and co-author Steven Kramer detail their findings in The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work. She spoke with Inc. editor at large Leigh Buchanan.
What is "inner work life," and why is it so important?Inner work life is the combination of emotions, perceptions, and motivations that people experience during their workdays. We discovered that on those days when people had positive inner work lives, they were more likely to be creative and productive.
What affects the quality of inner work life?When we looked at the diary entries--and we had more than 12,000--what stood out above everything else on people's best days was that they were able to move forward in their work, even if it was just an incremental step forward. That had a huge positive impact on their motivation.
Are managers aware of this?After we did this study, we surveyed nearly 700 managers, asking them to rank five employee motivators, including recognition and incentives. Progress came in dead last.
What should managers do?Managers have to pay attention to whether employees are making steady progress, and if not, why not. Do they have clear goals and autonomy about how to pursue those goals? Do they have sufficient resources? There's a big payoff to spending a few minutes a day studying what is going on.
http://www.inc.com/magazine/201302/rules-for-success/emphasize-steady-progress.html
Harvard Business School professor Teresa M. Amabile asked 238 professionals to keep diaries of their "inner work lives" while engaged in research and development projects. She and co-author Steven Kramer detail their findings in The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work. She spoke with Inc. editor at large Leigh Buchanan.
What is "inner work life," and why is it so important?Inner work life is the combination of emotions, perceptions, and motivations that people experience during their workdays. We discovered that on those days when people had positive inner work lives, they were more likely to be creative and productive.
What affects the quality of inner work life?When we looked at the diary entries--and we had more than 12,000--what stood out above everything else on people's best days was that they were able to move forward in their work, even if it was just an incremental step forward. That had a huge positive impact on their motivation.
Are managers aware of this?After we did this study, we surveyed nearly 700 managers, asking them to rank five employee motivators, including recognition and incentives. Progress came in dead last.
What should managers do?Managers have to pay attention to whether employees are making steady progress, and if not, why not. Do they have clear goals and autonomy about how to pursue those goals? Do they have sufficient resources? There's a big payoff to spending a few minutes a day studying what is going on.
http://www.inc.com/magazine/201302/rules-for-success/emphasize-steady-progress.html
Stealing Time: How Highly Productive People Get More Done
You can get discouraged by all the things that take minutes here and
there from your day--or you can steal some of that time back.
Time is a precious and tricky resource. You only get so much, and when it's gone, it's gone for good. You can start the day with the best of intentions to cram in as much as possible. But then you wind up having to deal with all those things--phone calls, an urgent request from customers, computer outage, a delay running necessary errands--that steal some of that time out of your day.
But while there isn't a way to change the nature of reality, you can improve your productivity. Instead of being purely a victim, steal some of that time right back.
Think Differently
Rarely do things you need to accomplish happen in one continuous block like a video game, where if you don't get through the next start, you start over at a previous point. Instead, your day is filled with what are much shorter segments of small tasks that either exist on their own or are part of bigger undertakings.
Instead of being like a video game, your day is more like how a computer multitasks. There are many jobs that have to be done. The computer gives each a turn, performing some work on one, then putting it on hold and moving to the next.
Start Stealing
To steal time back, you need to learn how to make use of the periods in which you're left waiting for something else to happen. For example, you're on hold, waiting for a vendor customer service person to get on the phone and handle a problem you're having. Instead of just listening to terrible music, scan through some emails or skim an article you've been meaning to read.
Perhaps you're paying a call on a prospect and will be waiting for five minutes. Sounds like a good time to pull out a tablet loaded with some work (you did bring it along, didn't you?) and make some progress on a response to an RFP. At a restaurant in that time between placing an order and receiving your food? Do some productive day dreaming, with notebook at hand, about new product or service ideas. Or write that birthday card to your Aunt Zelda.
The bad news is that we all waste enormous amounts of time. The good news is that even without giving up some guilty pleasures such as watching "Downton Abbey"--you do need breaks from work and personal life expectations--there are many opportunities to snatch back a few minutes here and there to take care of small tasks that would otherwise nag or never get done.
http://www.inc.com/erik-sherman/stealing-time-how-highly-productive-people-get-more-done.html
Time is a precious and tricky resource. You only get so much, and when it's gone, it's gone for good. You can start the day with the best of intentions to cram in as much as possible. But then you wind up having to deal with all those things--phone calls, an urgent request from customers, computer outage, a delay running necessary errands--that steal some of that time out of your day.
But while there isn't a way to change the nature of reality, you can improve your productivity. Instead of being purely a victim, steal some of that time right back.
Think Differently
Rarely do things you need to accomplish happen in one continuous block like a video game, where if you don't get through the next start, you start over at a previous point. Instead, your day is filled with what are much shorter segments of small tasks that either exist on their own or are part of bigger undertakings.
Instead of being like a video game, your day is more like how a computer multitasks. There are many jobs that have to be done. The computer gives each a turn, performing some work on one, then putting it on hold and moving to the next.
Start Stealing
To steal time back, you need to learn how to make use of the periods in which you're left waiting for something else to happen. For example, you're on hold, waiting for a vendor customer service person to get on the phone and handle a problem you're having. Instead of just listening to terrible music, scan through some emails or skim an article you've been meaning to read.
Perhaps you're paying a call on a prospect and will be waiting for five minutes. Sounds like a good time to pull out a tablet loaded with some work (you did bring it along, didn't you?) and make some progress on a response to an RFP. At a restaurant in that time between placing an order and receiving your food? Do some productive day dreaming, with notebook at hand, about new product or service ideas. Or write that birthday card to your Aunt Zelda.
The bad news is that we all waste enormous amounts of time. The good news is that even without giving up some guilty pleasures such as watching "Downton Abbey"--you do need breaks from work and personal life expectations--there are many opportunities to snatch back a few minutes here and there to take care of small tasks that would otherwise nag or never get done.
http://www.inc.com/erik-sherman/stealing-time-how-highly-productive-people-get-more-done.html
How to Create a Positive Attitude
A positive attitude is never automatic. You have to work at it! Here's how to become a master of the mind.
A positive attitude--optimism, expectancy, and enthusiasm--makes everything in business easier. A positive attitude boosts you up when you're down and supercharges you when you're already "on a roll."
Here's how to cultivate a positive attitude, regardless of what's happening at work, based upon a conversation with Jeff Keller, author of the bestseller Attitude Is Everything:
1. Remember that YOU control your attitude.
Attitude does not emerge from what happens to you, but instead from how you decide to interpret what happens to you.
Take, for example, receiving the unexpected gift of an old automobile. One person might think: "It's a piece of junk!" a second might think: "It's cheap transportation," and a third might think: "It's a real classic!"
In each case, the person is deciding how to interpret the event and therefore controlling how he or she feels about it (i.e. attitude).
2. Adopt beliefs that frame events in a positive way.
Your beliefs and rules about life and work determine how you interpret events and therefore your attitude. Decide to adopt "strong" beliefs that create a good attitude rather than beliefs that create a bad attitude. To use sales as an example:
Spend at least 15 minutes every morning to read, view, or listen to something inspirational or motivational. If you do this regularly, you'll have those thoughts and feelings ready at hand (or rather, ready to mind) when events don't go exactly the way you'd prefer.
4. Avoid angry or negative media.
Unfortunately, the media is full of hateful people who make money by goading listeners to be paranoid, unhappy, and frightened. The resulting flood of negativity doesn't just destroy your ability to maintain a positive attitude; it actively inserts you into a state of misery, pique, and umbrage. Rather than suck up the spew, limit your "informational" media consumption to business and industry news.
5. Ignore whiners and complainers.
Whiners and complainers see the world through crap-colored glasses. They'd rather talk about what's irreparably wrong, rather than make things better. More importantly, complainers can't bear to see somebody else happy and satisfied.
If you tell a complainer about a success that you've experienced, they'll congratulate them, but their words ring hollow. You can sense they'd just as soon you told them about what's making you miserable. What a drag (figuratively and literally)!
6. Use a more positive vocabulary.
I've written about this before, but the point is worth making again. The words that come out of your mouth aren't just a reflection of what's in your brain--they're programming your brain how to think. Therefore, if you want to have a positive attitude, your vocabulary must be consistently positive. Therefore:
A positive attitude--optimism, expectancy, and enthusiasm--makes everything in business easier. A positive attitude boosts you up when you're down and supercharges you when you're already "on a roll."
Here's how to cultivate a positive attitude, regardless of what's happening at work, based upon a conversation with Jeff Keller, author of the bestseller Attitude Is Everything:
1. Remember that YOU control your attitude.
Attitude does not emerge from what happens to you, but instead from how you decide to interpret what happens to you.
Take, for example, receiving the unexpected gift of an old automobile. One person might think: "It's a piece of junk!" a second might think: "It's cheap transportation," and a third might think: "It's a real classic!"
In each case, the person is deciding how to interpret the event and therefore controlling how he or she feels about it (i.e. attitude).
2. Adopt beliefs that frame events in a positive way.
Your beliefs and rules about life and work determine how you interpret events and therefore your attitude. Decide to adopt "strong" beliefs that create a good attitude rather than beliefs that create a bad attitude. To use sales as an example:
- Situation: The first sales call of the day goes poorly.
- Weak: A lousy first call means that I'm off my game and today will suck.
- Strong: Every sales call is different, so the next will probably be better.
- Situation: A customer reduces the amount of an order at the last minute!
- Weak: Customers who change orders can't be trusted.
- Strong: Customers who change orders are more likely to be satisfied!
- Situation: A big sales win comes seemingly "out of nowhere."
- Weak: Even a blind pig finds an acorn once in a while.
- Strong: You never know when something wonderful will happen!
Spend at least 15 minutes every morning to read, view, or listen to something inspirational or motivational. If you do this regularly, you'll have those thoughts and feelings ready at hand (or rather, ready to mind) when events don't go exactly the way you'd prefer.
4. Avoid angry or negative media.
Unfortunately, the media is full of hateful people who make money by goading listeners to be paranoid, unhappy, and frightened. The resulting flood of negativity doesn't just destroy your ability to maintain a positive attitude; it actively inserts you into a state of misery, pique, and umbrage. Rather than suck up the spew, limit your "informational" media consumption to business and industry news.
5. Ignore whiners and complainers.
Whiners and complainers see the world through crap-colored glasses. They'd rather talk about what's irreparably wrong, rather than make things better. More importantly, complainers can't bear to see somebody else happy and satisfied.
If you tell a complainer about a success that you've experienced, they'll congratulate them, but their words ring hollow. You can sense they'd just as soon you told them about what's making you miserable. What a drag (figuratively and literally)!
6. Use a more positive vocabulary.
I've written about this before, but the point is worth making again. The words that come out of your mouth aren't just a reflection of what's in your brain--they're programming your brain how to think. Therefore, if you want to have a positive attitude, your vocabulary must be consistently positive. Therefore:
- Stop using negative phrases such as "I can't," "It's impossible," or "This won't work." These statements program you for negative results.
- Whenever anyone asks "How are you?" rather than "Hangin' in there," or "Okay, I guess..." respond with "Terrific!" or "Never felt better!" And mean it.
- When you're feeling angry or upset, substitute neutral words for emotionally loaded ones. Rather than saying "I'm enraged!" say "I'm a bit annoyed..."
9 Hidden Qualities of Stellar Bosses
What your employees see you doing matters. But often it's what they can't see that matters more.
Good bosses look good on paper. Great bosses look great in person; their actions show their value.
Yet some bosses go even farther. They're remarkable--not because of what you see them do but what you don't see them do.
Where remarkable bosses are concerned, what you see is far from all you get:
They forgive... and they forget.
When an employee makes a mistake--especially a major mistake--it's easy to forever view that employee through the perspective of that mistake.
I know. I've done it.
But one mistake, or one weakness, is just one part of the whole person.
Great bosses are able to step back, set aside a mistake, and think about the whole employee.
Remarkable bosses are also able to forget that mistake, because they know that viewing any employee through the lens of one incident may forever impact how they treat that employee.
And they know the employee will be able to tell.
To forgive may be divine, but to forget can be even more divine.
They transform company goals into the employees' personal goals.
Great bosses inspire their employees to achieve company goals.
Remarkable bosses make their employees feel that what they do will benefit them as much as it does the company. After all, whom will you work harder for: A company or yourself?
Whether they get professional development, an opportunity to grow, a chance to shine, a chance to flex their favorite business muscles, employees who feel a sense of personal purpose almost always outperform employees who feel a sense of company purpose.
And they have a lot more fun doing it.
Remarkable bosses know their employees well enough to tap the personal, not just the professional.
They look past the action to the emotion and motivation.
Sometimes employees make mistakes or simply do the wrong thing. Sometimes they take over projects or roles without approval or justification. Sometimes they jockey for position, play political games, or ignore company objectives in pursuit of personal goals.
When that happens it's easy to assume they don't listen or don't care. But almost always there's a deeper reason: They feel stifled, they feel they have no control, they feel marginalized or frustrated--or maybe they are just trying to find a sense of meaning in their work that pay rates and titles can never provide.
Effective bosses deal with actions. Remarkable bosses search for the underlying issues that, when overcome, lead to much bigger change for the better.
They support without seeking credit.
A customer is upset. A vendor feels shortchanged. A coworker is frustrated. Whatever the issue, good bosses support their employees. They know that to do otherwise undermines the employee's credibility and possibly authority.
Afterword, most bosses will say to the employee, "Listen, I took up for you, but..."
Remarkable bosses don't say anything. They feel supporting their employees--even if that shines a negative spotlight on themselves--is the right thing to do and is therefore unremarkable.
Even though we all know it isn't.
They make fewer public decisions.
When a decision needs to be made, most of the time the best person to make that decision isn't the boss. Most of the time the best person is the employee closest to the issue.
Decisiveness is a quality of a good boss. Remarkable bosses can be decisive but often in a different way: They decide they aren't the right person and then decide who is the right person.
They do it not because they don't want to avoid making those decisions but because they know they shouldn't make those decisions.
They don't see control as a reward.
Many people desperately want to be the boss so they can finally call the shots.
Remarkable bosses don't care about control. As a result they aren't seen to exercise control.
They're seen as a person who helps.
They allow employees to learn their own lessons.
It's easy for a boss to debrief an employee and turn a teachable moment into a lesson learned.
It's a lot harder to let employees learn their own lessons, even though the lessons we learn on our own are the lessons we remember forever.
Remarkable bosses don't scold or dictate; they work together with an employee to figure out what happened and what to do to correct the mistake.
They help find a better way, not a disciplinary way.
Great employees don't need to be scolded or reprimanded. They know what they did wrong.
Sometimes staying silent is the best way to ensure they remember.
They let employees have the ideas.
Years ago I worked in manufacturing and my boss sent me to help move the production control offices. It was basically manual labor, but for two days it put me in a position to watch and hear and learn a lot about how the plant's production flow was controlled.
I found it fascinating and later I asked my boss if I could be trained to fill in as a production clerk. Those two days sparked a lifelong interest in productivity and process improvement.
Years later he admitted he sent me to help move their furniture. "I knew you'd go in there with your eyes wide open," he said, "and once you got a little taste I knew you'd love it."
Remarkable bosses see the potential in their employees and find ways to let them have the ideas, even though the outcome was what they intended all along.
They always go home feeling they could have done better.
Leadership is like a smorgasbord of insecurity. Bosses worry about employees and customers and results. You name it, they worry about it.
That's why remarkable bosses go home every day feeling they could have done things a little better or smarter. They wish they had treated employees with a little more sensitivity or empathy.
Most importantly, they always go home feeling they could have done more to fulfill the trust their employees place in them.
And that's why, although you can't see it, when they walk in the door every day remarkable bosses make a silent commitment to do their jobs even better than they did yesterday.
And then they do.
http://www.inc.com/jeff-haden/9-hidden-qualities-of-remarkable-bosses-mon.html
Good bosses look good on paper. Great bosses look great in person; their actions show their value.
Yet some bosses go even farther. They're remarkable--not because of what you see them do but what you don't see them do.
Where remarkable bosses are concerned, what you see is far from all you get:
They forgive... and they forget.
When an employee makes a mistake--especially a major mistake--it's easy to forever view that employee through the perspective of that mistake.
I know. I've done it.
But one mistake, or one weakness, is just one part of the whole person.
Great bosses are able to step back, set aside a mistake, and think about the whole employee.
Remarkable bosses are also able to forget that mistake, because they know that viewing any employee through the lens of one incident may forever impact how they treat that employee.
And they know the employee will be able to tell.
To forgive may be divine, but to forget can be even more divine.
They transform company goals into the employees' personal goals.
Great bosses inspire their employees to achieve company goals.
Remarkable bosses make their employees feel that what they do will benefit them as much as it does the company. After all, whom will you work harder for: A company or yourself?
Whether they get professional development, an opportunity to grow, a chance to shine, a chance to flex their favorite business muscles, employees who feel a sense of personal purpose almost always outperform employees who feel a sense of company purpose.
And they have a lot more fun doing it.
Remarkable bosses know their employees well enough to tap the personal, not just the professional.
They look past the action to the emotion and motivation.
Sometimes employees make mistakes or simply do the wrong thing. Sometimes they take over projects or roles without approval or justification. Sometimes they jockey for position, play political games, or ignore company objectives in pursuit of personal goals.
When that happens it's easy to assume they don't listen or don't care. But almost always there's a deeper reason: They feel stifled, they feel they have no control, they feel marginalized or frustrated--or maybe they are just trying to find a sense of meaning in their work that pay rates and titles can never provide.
Effective bosses deal with actions. Remarkable bosses search for the underlying issues that, when overcome, lead to much bigger change for the better.
They support without seeking credit.
A customer is upset. A vendor feels shortchanged. A coworker is frustrated. Whatever the issue, good bosses support their employees. They know that to do otherwise undermines the employee's credibility and possibly authority.
Afterword, most bosses will say to the employee, "Listen, I took up for you, but..."
Remarkable bosses don't say anything. They feel supporting their employees--even if that shines a negative spotlight on themselves--is the right thing to do and is therefore unremarkable.
Even though we all know it isn't.
They make fewer public decisions.
When a decision needs to be made, most of the time the best person to make that decision isn't the boss. Most of the time the best person is the employee closest to the issue.
Decisiveness is a quality of a good boss. Remarkable bosses can be decisive but often in a different way: They decide they aren't the right person and then decide who is the right person.
They do it not because they don't want to avoid making those decisions but because they know they shouldn't make those decisions.
They don't see control as a reward.
Many people desperately want to be the boss so they can finally call the shots.
Remarkable bosses don't care about control. As a result they aren't seen to exercise control.
They're seen as a person who helps.
They allow employees to learn their own lessons.
It's easy for a boss to debrief an employee and turn a teachable moment into a lesson learned.
It's a lot harder to let employees learn their own lessons, even though the lessons we learn on our own are the lessons we remember forever.
Remarkable bosses don't scold or dictate; they work together with an employee to figure out what happened and what to do to correct the mistake.
They help find a better way, not a disciplinary way.
Great employees don't need to be scolded or reprimanded. They know what they did wrong.
Sometimes staying silent is the best way to ensure they remember.
They let employees have the ideas.
Years ago I worked in manufacturing and my boss sent me to help move the production control offices. It was basically manual labor, but for two days it put me in a position to watch and hear and learn a lot about how the plant's production flow was controlled.
I found it fascinating and later I asked my boss if I could be trained to fill in as a production clerk. Those two days sparked a lifelong interest in productivity and process improvement.
Years later he admitted he sent me to help move their furniture. "I knew you'd go in there with your eyes wide open," he said, "and once you got a little taste I knew you'd love it."
Remarkable bosses see the potential in their employees and find ways to let them have the ideas, even though the outcome was what they intended all along.
They always go home feeling they could have done better.
Leadership is like a smorgasbord of insecurity. Bosses worry about employees and customers and results. You name it, they worry about it.
That's why remarkable bosses go home every day feeling they could have done things a little better or smarter. They wish they had treated employees with a little more sensitivity or empathy.
Most importantly, they always go home feeling they could have done more to fulfill the trust their employees place in them.
And that's why, although you can't see it, when they walk in the door every day remarkable bosses make a silent commitment to do their jobs even better than they did yesterday.
And then they do.
http://www.inc.com/jeff-haden/9-hidden-qualities-of-remarkable-bosses-mon.html
Leave Behind More Than Just Memories: How to Build a Legacy
This isn't about people just remembering who you were. Here's how great leaders build a legacy that goes beyond fond memories.
One of the strange bewilderments of business is why so many entirely competent leaders finish their leadership journey without leaving behind much of a trace, while others--not necessarily more brilliant--leave behind a legacy.
What is it about some leaders that enables them not only to make an impact during their careers, but to continue to change how people act and think in their organizations (sometimes, in an entire industry) even after they've gone?
Some of it, of course is simple exposure.
Being the head of a Fortune 100 company gets your leadership principles disseminated somewhat more ubiquitously than if you're running a three-location chain of bedding stores. But the less glamorous truth is that some leaders simply do a better job than others of building and instilling a legacy.
If you want to leave behind more than a memory; if you genuinely want to change the industry or organization you work in for the long term, here's how to do it:
1. Know what matters. You can't leave behind a legacy by accident (well, you can, but it's usually a negative one). Until you know, clearly and unambiguously, what you want your legacy to be, it's tough, if not impossible, to begin building it.
The foundation of building a legacy is a deep sense of knowing--not just knowing what is important to you, but what is non-negotiable.
In a sense, it doesn't matter what those non-negotiables are. They could revolve around corporate culture, team-building, production quality, customer service, innovation, or any one of a thousand other things. What matters is that you know what they are.
It helps to put your non-negotiables down on paper. Write a manifesto. Print off a pdf and distribute it. Revise it regularly, over time, amending the wording to clarify and hone your non-negotiables. Strip away everything that's merely a 'nice to have', until the manifesto sings your legacy a cappella--clearly, and uncluttered by distracting background melodies.
2. Get off the front line. Take a look at that list of non-negotiables. It won't take root in your organization (and you can't build your legacy) if you're stuck permanently in the weeds managing the day to day detail of your business, division, department, project, group or team.
Yes, managers leave legacies too, but they're different. Manager legacies are tactical, anecdotal, of the "do you remember so-and-so...?" sort. We're talking about leaving a leadership legacy--a touchstone to guide future generations. That can't be built from behind a spreadsheet or in the bowels of a powerpoint deck.
Find a COO. Delegate more. Redraw your job description. Make Friday's a "no-managing" day.
However you manage it, if you're serious about leaving a leadership legacy, you need to get out of the front line and spend time - lots of time - with people.
3. Nauseate yourself. And what do you do with your people, now that you've stepped away (at least somewhat) from the front line?
Answer: Make yourself ill.
Seem strange? Well, here's the thing: If you spend time with truly great leaders, leaders who are building a lasting legacy, you'll notice they all have one thing in common. They repeat their non-negotiables endlessly, ceaselessly, ad nauseum.
They do so verbally, and by example. They do it in meetings, both formal and informal; they repeat them in one-on-ones; in performance reviews and all-staff meetings; in writing and on the phone; they regurgitate them as the answer to as many questions as tortured logic will allow. They recycle them, reprint them, reinforce them, insistently.
Great leaders drive home their non-negotiables over and over and over again, to the point where they feel physically ill at the thought of repeating them even one more time.
And that's just the beginning.
One industry leader I've worked with for over 20 years told me that he'd only begun to drive his personal leadership vision into his company after 12 years of ceaseless pounding on his "non-negotiables".
When the sound of your own voice repeating the same basic principles one more time makes you feel sick, then you've started the construction of your legacy.
4. Leave. Ready for a statement of the stunningly obvious? Leaving a legacy behind requires you to no longer be there.
Sadly, many leaders miss this vital point, and hang around too long, lingering until the point when what would have been a towering legacy is diminished by time. (This happens not just in business. It happens regularly in sports, religion, politics and entertainment too. Think of how many well known leaders in their field would have left a much more substantial legacy had they simply stepped away earlier.)
Do yourself - and your legacy - a favor. Quit while you're at the top. Go transform some other part of your life.
http://www.inc.com/les-mckeown/how-to-leave-a-leadership-legacy.html
One of the strange bewilderments of business is why so many entirely competent leaders finish their leadership journey without leaving behind much of a trace, while others--not necessarily more brilliant--leave behind a legacy.
What is it about some leaders that enables them not only to make an impact during their careers, but to continue to change how people act and think in their organizations (sometimes, in an entire industry) even after they've gone?
Some of it, of course is simple exposure.
Being the head of a Fortune 100 company gets your leadership principles disseminated somewhat more ubiquitously than if you're running a three-location chain of bedding stores. But the less glamorous truth is that some leaders simply do a better job than others of building and instilling a legacy.
If you want to leave behind more than a memory; if you genuinely want to change the industry or organization you work in for the long term, here's how to do it:
1. Know what matters. You can't leave behind a legacy by accident (well, you can, but it's usually a negative one). Until you know, clearly and unambiguously, what you want your legacy to be, it's tough, if not impossible, to begin building it.
The foundation of building a legacy is a deep sense of knowing--not just knowing what is important to you, but what is non-negotiable.
In a sense, it doesn't matter what those non-negotiables are. They could revolve around corporate culture, team-building, production quality, customer service, innovation, or any one of a thousand other things. What matters is that you know what they are.
It helps to put your non-negotiables down on paper. Write a manifesto. Print off a pdf and distribute it. Revise it regularly, over time, amending the wording to clarify and hone your non-negotiables. Strip away everything that's merely a 'nice to have', until the manifesto sings your legacy a cappella--clearly, and uncluttered by distracting background melodies.
2. Get off the front line. Take a look at that list of non-negotiables. It won't take root in your organization (and you can't build your legacy) if you're stuck permanently in the weeds managing the day to day detail of your business, division, department, project, group or team.
Yes, managers leave legacies too, but they're different. Manager legacies are tactical, anecdotal, of the "do you remember so-and-so...?" sort. We're talking about leaving a leadership legacy--a touchstone to guide future generations. That can't be built from behind a spreadsheet or in the bowels of a powerpoint deck.
Find a COO. Delegate more. Redraw your job description. Make Friday's a "no-managing" day.
However you manage it, if you're serious about leaving a leadership legacy, you need to get out of the front line and spend time - lots of time - with people.
3. Nauseate yourself. And what do you do with your people, now that you've stepped away (at least somewhat) from the front line?
Answer: Make yourself ill.
Seem strange? Well, here's the thing: If you spend time with truly great leaders, leaders who are building a lasting legacy, you'll notice they all have one thing in common. They repeat their non-negotiables endlessly, ceaselessly, ad nauseum.
They do so verbally, and by example. They do it in meetings, both formal and informal; they repeat them in one-on-ones; in performance reviews and all-staff meetings; in writing and on the phone; they regurgitate them as the answer to as many questions as tortured logic will allow. They recycle them, reprint them, reinforce them, insistently.
Great leaders drive home their non-negotiables over and over and over again, to the point where they feel physically ill at the thought of repeating them even one more time.
And that's just the beginning.
One industry leader I've worked with for over 20 years told me that he'd only begun to drive his personal leadership vision into his company after 12 years of ceaseless pounding on his "non-negotiables".
When the sound of your own voice repeating the same basic principles one more time makes you feel sick, then you've started the construction of your legacy.
4. Leave. Ready for a statement of the stunningly obvious? Leaving a legacy behind requires you to no longer be there.
Sadly, many leaders miss this vital point, and hang around too long, lingering until the point when what would have been a towering legacy is diminished by time. (This happens not just in business. It happens regularly in sports, religion, politics and entertainment too. Think of how many well known leaders in their field would have left a much more substantial legacy had they simply stepped away earlier.)
Do yourself - and your legacy - a favor. Quit while you're at the top. Go transform some other part of your life.
http://www.inc.com/les-mckeown/how-to-leave-a-leadership-legacy.html
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