The 7 Ways Successful People Approach Their Work

When it comes to work, everyone has their own methods for getting tasks done.

But it turns out that the most successful people tend to have similar habits.
Or, so says Laura Vanderkam, author of a new mini e-book, "What the Most Successful People Do at Work." (The e-book is the third in a series, which also details the habits of successful people in the mornings and on weekends; the series will be published in paperback in September.)
Vanderkam, who wrote 168 Hours, a guide to getting the most out of your time, has, over the years, asked hundreds of people to track how they spend their days. Her analysis of these time logs has provided the fodder for her books, and in her latest examination -- of how successful people approach work -- she’s come up with seven common habits that people who shine in their fields use to accomplish things.
While one of these matters above all others, it is also the one that takes the longest to achieve -- and you'll see why in a minute. Here are the seven commonalities she found.

1. Mind Your Hours.
If you want to give your working hours a makeover, you've got to know how long your activities take. One of the most prolific children's book illustrators interviewed in the e-book can project exactly how much time a drawing will take (and actually measures each by how many Seinfeld reruns will play in the background before she’s finished). Then, she uses that knowledge to set goals for specific time periods — i.e. three illustrations in a day.
To get the same understanding of your own work or productivity, Vanderkam recommends you keep a time log for a full week so you also capture the weekend — that’s when people tend to be less conscious of what they're doing. There's no one way of tracking your time, so just pick something that works for you. As Vanderkam said by phone from her home outside Philadelphia, "The goal is to be helpful, not to make you hate your life." For instance, Vanderkam updates her time log twice a day. Another person might want to do it more frequently, using a computer or smartphone app. Whatever you choose, make it something convenient that will also allow you to faithfully track what you've been doing.
"Time passes whether or not you make a conscious choose about how to use that time," Vanderkam says. "And not being conscious of how you spend your time is also a choice. I can't tell you how many people tell me by the second day, 'I got so sick of saying, "checked Facebook," for the tenth time that I stopped doing it.’”

2. Plan.
The next step to being more conscious with your work time is to plan out your hours. This might seem really obvious, but many harried workers find themselves in triage mode — only answering urgent matters and never taking a moment to strategize about how best to spend their time. As Vanderkam writes, "People lament that they’d love to have strategic-thinking time, but they’re just too busy!"
She recommends having a planning session at least once a week -- or a big one weekly and then smaller ones as projects get finished. She also suggests planning over different time frames. For instance, at the end of the year, you could plan your goals for the year, and then, in your weekly planning sessions, make sure you are steadily working toward those goals.

3. Make Success Possible.
With a new plan, it's easy to start getting excited about your goals, become over-ambitious ... and then fail. But you are more likely to reach your dreams as long as you set discrete, doable tasks for yourself -- and then make sure you're held accountable. First, break down big projects into small steps, and try to limit yourself to tackling three to six a day.
Then, make sure you get to them. Everyone has a different accountability system, says Vanderkam. She personally uses an accountability partner, with whom she has weekly check-ins on Friday. Others might want a more punitive or public approach, such as making a promise on Stickk, a web site in which people can set goals and then promise to do something dreaded, such as donate to an organization they loathe, if they fail.

4. Know What Is Work.
Many of us end up spending inordinate amounts of time answering email. As Vanderkam writes, “According to a 2012 McKinsey Global Institute report on the social economy, knowledge workers spend 28 percent of their time wading through their inboxes.”
But checking email is not the same thing as doing “work” — and by that, Vanderkam means the core of what you’re trying to accomplish. “Email expands to fill in the available time. Give email less time, and it will take less time,” she says. If you’re the kind of person who is worried about leaving your inbox unattended, Vanderkam suggests starting to wean yourself off by being on email for 20 minutes, and then using the next 40 minutes to focus on a task without interruption. Eventually, expand those times between email check-ins.
Another thing that can look like work but isn’t always: meetings. “The reason you have a meeting is that you want something to change in the world by the end of it,” she says. “The problem is that people have meetings to check that everyone is still doing their jobs — but hopefully you hired people good enough where you don’t have to check.”
She also notes that many people schedule meetings as a way of imposing a deadline.  She says that if you’re a supervisor giving an assignment, you should explain that you won’t meet about the work, but you still need the project done by a certain time. In general, she says, “meetings have to earn their place in someone’s life.” For this reason, she recommends shying away from recurring meetings. “Everything you do with an hour should be a conscious decision,” she says.

5. Practice.
Vanderkam points out in her book that while professional musicians or athletes spend time practicing their craft or sport, many people with other jobs don’t. “Yet, if you think about it, your job is likely a performance of sorts, too,” she writes. And that means that you can also consciously practice your job skills with the goal of improving, though you’ll need to ask someone to give you feedback.
“That’s the chunk that’s missing for a lot of people in their work,” Vanderkam says. “We don’t have as much feedback as we need. People do yearly performance reviews, but that’s kind of useless vs. ‘What did you do right in this presentation?’” If you don't get regular feedback, then after you, say, complete a task or give a presentation, ask your supervisor what you can do to improve next time. Or, have a friend in the same profession either look over your work before you send it to your boss or watch you practice giving your presentation before the real thing.

6. Pay in.
Let’s say, God forbid, that you lost your job today. In order to find a new one, you’d have to draw on your career capital, which Vanderkam says is “the sum total of your experiences, your knowledge, your skills, your relationships — and all these things enable you to get a new job if you need one, create new situations for yourself or other people, or even let you take a break without having it ruin your career.” Successful people tend to pay in to their career capital account regularly.
There are three main ways to create career capital. One is to simply improve your skills and adopt new ones important in your line of work. Take professional development classes, or have a mentor help you figure out what you’ll need to learn in order to succeed five, ten or 20 years from now. Another type of career capital deposit is developing a portfolio of your work. “The good thing about writing or illustrating books is that they are then out there in the market, speaking for you and your ideas even when you’re not around,” she writes. And that explains why experts in many fields from medicine to business take up the pen. But writing or publishing isn’t the only way to create this portfolio. Doing work that has any kind of visible, tangible outcome will have the same effect.
The third and final way to build your career capital is to build up a network of people loyal to you. You can do this by introducing colleagues to others you know who could be helpful to them, providing references for people, and also standing by associates when they’re down. “Anyone can have lunch with someone who is successful,” says Vanderkam. “Real career capital comes from having lunch with someone who just lost the job she loves.”

7. Pursue pleasure.
The final commonality Vanderkam found among the successful is that they find joy in their work. While many of our jobs have elements we like less than others, over time, she recommends we try to tweak our time to spend more hours doing the things we love and fewer hours doing the things we don’t.
The other thing she found is that joy, in turn, often comes from feeling a sense of progress in our work. In fact, a feeling of progress brings more joy than encouragement from a boss. For this reason, focusing on the core parts of your work that are measurable and give you the greatest sense of accomplishment will bring you joy, further fueling your desire to work.
So, which of the seven rules does Vanderkam think is most important? Paying into our career capital account, which of course, builds slowly. But, she says, “If you take the long-term view of your career, say, ‘I won’t be with any one organization the whole time, but I will be with me. What can I do to make sure that “me” is a great person to work with?’ If you’re paying into your career capital account every day, it’s hard to see how your career couldn’t soar.”

http://www.forbes.com/sites/laurashin/2013/05/01/the-7-ways-successful-people-approach-their-work/

Don't Fix the Present, Create the Future

Creating an ideal future can often make present problems irrelevant. Here are five ideas to help you make your future fix-it free.

The title for this column came from a trusted mentor, author, and futurist Watts Wacker. I heard this at a conference in 1999, and as a mantra it's given me direction through every hardship, battle, and challenge. Sometimes it drives me to create major change, which can be uncomfortable, but it also allows me to look forward and shake off unproductive legacy thoughts and ideas that may hold me back from my preferred destiny.

My son graduates Georgetown University in less than 60 days. And as I look forward to his bright future ahead, it occurs to me that he luckily may not yet have too much of the present to fix. Still, with a tough job market ahead, he could use a few more tools to help him create a worthy future. And whether you are just beginning like him or on a rocky path to your desired success, here are five critical concepts you and he should master to get there.

1. Collect People Not Things
No question I am an individualist, but I totally appreciate those around me and am a much better collaborator than a solo artist. When times are tough, my network helps me cope, gives me guidance, and presents opportunities when I am ready. They also most importantly save me from myself when I'm not ready. These people are willing to sacrifice comfort to tell me the truth so I can be a better person. Our relationships are built on reciprocity.

Naysayers are constantly amazed at the ways unrelated people are willing to step up and help with resources, connections, insights, and most importantly their time. In good times we share opportunities and successes together. I respect these supporters by answering every communication, sharing freely and being open to learn from them. The people whom are closest are those who, when approached right, will move heaven and earth for my family and me because they know I would do the same.

2. Find the Economic Model to Do What You Love
There is an economic path in just about any direction. It's not always clear, but there is great joy in figuring out how to generate money from fun activity. I love to brainstorm and surface ways for turning new ideas into cash. Of course the path to get there may take a few years and you may have to do some real work to make it happen. (I define WORK as the things you have to do in order to do the things you LOVE to do.) But ultimately most skills and activity can lead to a decent living if properly applied and the material expectations are realistic.


3. Gain Through Giving and Gratitude
Little of my success today is my own. I have a circle of brilliant people who engage with me, challenge me, and help me grow. I do the same for them because a rising tide raises all boats. I work hard to make sure that I bring respect and value to every encounter whether I know the person or not. Because of this I have been blessed with many opportunities. It did not happen overnight. Today opportunities come as much from people I helped over a decade ago, as they do from recent contacts. Share your value. Give with confidence, strength, and appreciation. Then people will want to engage with you and create success together.

4. Put Your Ego in Your Wallet Where it Belongs

It took me decades to overcome my natural insecurities and stop focusing on achievement for achievement sake. I realized years ago that money while not innately good or evil, is a necessary resource to accomplish anything of significance. This lens helps me validate every opportunity and decision so that I am always heading down a path of independence and financial security. I really don't care if I am right or wrong. I am happy to be wrong if someone has a better way that will bring happiness and success faster and more sustainably. As my beloved Grandmother Ethel (RIP) always said: "I've been rich and poor. While there's no shame in being poor, I'd rather be rich."

5. Be Responsible for Your Own Experience
I don't understand people who need to blame. There are always factors outside your control. Everyone has hardships and opportunities. All people have choices to make. Certainly some are more advantaged than others. But ultimately success depends on how you define it and how willing you are to escape your own comfort zone to achieve it. It's the journey that matters since most never know when the end is coming. I choose to make each day an awesome experience so that I never look backward in regret. Then I can celebrate feeling one step closer to my desired future every day.

http://www.inc.com/kevin-daum/dont-fix-the-present-create-the-future.html

7 Things Confident Leaders Don't Do

In a world full of wannabe entrepreneurs and leaders, don't try to be what you're not.


If you've been around long enough, you begin to realize that success is just as much about what you don't do as what you do. Any CEO, entrepreneur, or venture capitalist will tell you that lack of focus is one of their most insidious enemies.

It's always been true, but the temptation to try to do more or give in to distraction has never been greater than it is today.

Don't get me wrong. Some people do manage to find ways to capitalize on their natural tendency to get easily sidetracked. I should know. I'm one of them. Still, it's a constant battle that I fight to this day. No kidding.

In my experience, and I've worked with hundreds of successful executives and business leaders, there are certain things they simply don't do. I don't know if they're instinctive or cognitive, but I've noted seven things they rarely, if ever, do.

1. What everyone else is doing.
Quite the contrary, they tend to have a natural tendency to question conventional wisdom and challenge the status quo. Fads, cultural norms, groupthink, forget it. They don't worry about their personal brands, personal productivity, or social media.

That is, unless that's their competency, their passion, who they are. I'm sure Mark Zuckerberg and Jack Dorsey manage to update their Facebook and Twitter pages from time to time.

2. Worry about weaknesses.
Maybe they should. For all I know, maybe that's the difference between successful people and really successful people. All I know is, they're usually confident and comfortable with who they are. They're not plagued by the fear and self-doubt that derails so many people. They don't fixate on what they're not. They accept it.

Don't get me wrong. They are human. They have fear. But one of the key reasons why they're so successful at what they do is because it is their passion. They've found their true path. When they're doing what they love, they're comfortable with it, not fearful of it. And it shows in their work.

3. Waste a lot of time.
It's not that they're concerned with productivity or time management. They don't waste a lot of time because they have a vision--a mission. They truly want to spend their lives on whatever it is they love doing, so that's what they do. Period.

They don't indulge activities that so many people waste their lives on. They don't try to get inside other people's heads. They don't ask why things happen or why people do the things they do. That is, unless it's a problem they really want to solve.

They don't wish for things to be different. They make things different.

4. Try to be successful.
Don't get me wrong. I'm not saying they're not savvy business people. What I am saying is they're usually just trying to accomplish something. Then they're trying to accomplish another thing. Then another. Most successful people are driven to do, to accomplish, to win. It's one thing at a time. Success just comes with the territory.

5. Breathe their own fumes.
There is a downside to being too indoctrinated with your own vision. You can become blinded by it. That's what ultimately takes down lots of people who are initially successful but can't sustain it. They stop asking questions, succumb to their own status quo, stick with flawed ideas.

Highly accomplished people do not surround themselves with yes-men, give in to group think, or accept anything other than the genuine unfiltered truth. Sure, they might bite your head off at first. But that doesn't mean they're not listening. What can I say; that's how it is.

6. Fear competition.
They understand competition, know their competition, are comfortable with competition. They're generally confident in their abilities and courageous in the face of competitive battle.

That said, they're not fools. They're not sure they'll prevail. It's just that, the question doesn't usually enter their minds. They just do what they do best and give it all they've got. After the fact they may look back and see that they've won, but only briefly. By then, they're usually on to the next battle.

7. Try to be what they're not.
Not a single successful executive, VC, entrepreneur, or business owner that I've ever known has ever gotten to where he is by being something he's not. Not a single one. Anyone who tells you to focus on self-promotion instead of doing whatever it is you love to do just doesn't get it.

It sounds so simple, but this is the big takeaway that will set you apart. In a world full of wannabe entrepreneurs and leaders, where everyone's a CEO of their own little world, don't try to be what you're not. Just be you.

http://www.inc.com/steve-tobak/7-things-successful-people-dont-do.html

7 Habits of the Ultra Wealthy

Is the secret to success hiding in plain sight? Here's what you need to know about getting ahead (that others don't).

How many times has your success depended on knowing something that most people don't? The survey research I did for my new book, Business Brilliant, uncovered just how frequently highly-successful people think and act differently from the great majority of people with identical levels of education and smarts.

There are certain elements of success that everyone agrees on--ambition, hard work, persistence, and a positive attitude. But my survey showed how some people have "business brilliance," a distinctive take on getting ahead that is often at odds with the more pervasive mindset.

If you want to get an edge and separate yourself from the common herd, take some cues from the seven beliefs and habits of the most successful people:

1. An equity position is necessary to get wealthy. 
Ninety percent of the super-successful say this is true, versus fewer than half of the masses. More importantly, 80 percent of "business brilliant" people say they already have an equity stake in their work. Just 10 percent of the middle-class have an equity position of any kind, and the vast majority (70 percent) say they're not even trying to get one.

2. I'm always looking to gain an advantage in my business dealings. 
About 90 percent of "business brilliant" individuals say they are always trying to grab an edge, compared with just about 40 percent of the middle-class. Gaining even small advantages in a series of deals can have a cumulative effect on your wealth, but since most people aren't even looking for one, they're that much more likely to end up on the disadvantaged side of every deal.

3. Doing things well is more important than doing new things.
Getting wealthy usually means you've taken an ordinary idea and executed it exceptionally well. That's what 9 in 10 "business brilliant" people believe. Most other people, though, think that wealth requires a big, new idea. Unfortunately for them, big ideas are rare and risky. Too many people are waiting on the sidelines for the perfect big idea to come along, while the most successful people have jumped in the game, and busily honed their skills at execution.

4. I hire people who are smarter than I am.
Exceptional execution requires those who are business brilliant to focus on the two or three things they do very well. So they get their work done by building teams with complementary capabilities. Surveys show that most people, though, would rather learn to do tasks they're bad at than get others to do them. The business brilliant know that you get to the top because of your strengths, not your weaknesses.

5. It's essential I really understand my business associates' motivations.
If you're dependent on other talented employees, you'd best know what makes those talented people tick. That's the belief of about seven in 10 people in my "business brilliant" cohort, compared with fewer than 20 percent of the middle-class. My survey suggests that your willingness and desire to really get to know and understand your business associates is a sure marker of success--and one that most people don't have.

6. I can easily walk away from a deal if it's not right.
The "business brilliant" know that bad deals, like bad marriages, can be painful--and costly. So if the deal on the table isn't right, 71 percent say they have no problem cutting bait and moving on. Only about 22 percent of the middle-class say the same. Most people are willing to take their chances on deals that don't seem right from the start, even though it's less risky to walk away.

7. Setbacks and failures have taught me what I'm good at. 
Those who are "business brilliant" have, on average, more failures than members of the middle-class. But they use those failures to help them succeed on the next attempt. Just 17 percent of the middle-class say they learn from their failures in this way, which is really a shame. Everything worth trying contains an element of risk, after all. If you fall on your face, you might as well learn from the experience to help you succeed on your next try.

http://www.inc.com/lewis-schiff/habits-strategies-of-ultra-wealthy.html

8 Promises You Should Make Every Day

Make a difference--at work, in your personal life, and in the lives of others. Say these vows to yourself daily--and then follow through.

You can be an analytical, data-driven, steely-eyed businessperson all you like, but business is ultimately about people.
That means business is also about emotions: both yours and those of the people you interact with every day.
Want to make a huge difference in your life and in the lives of the people you care about, both professionally and personally?
Say these things to yourself every day--and then vow to follow through on the commitment you make:

I will answer the unasked question.
Maybe they're hesitant. Maybe they're insecure. Maybe they're shy. Whatever the reason, people often ask a different question than the one they really want you to answer.
One employee might ask whether you think he should take a few business classes; what he really wants to know is whether you see him as able to grow in your organization. He hopes you'll say you do and he hopes you'll share the reasons why.
Your husband might ask if you thought the woman at the party was flirting with him; what he really wants to know is if you still think he's flirt-worthy and whether you still find him attractive. He hopes you'll say you do and he'll love when you share the reasons why.
Behind many questions is an unasked question.
Pay attention so you can answer that question, too, because that is the answer the other person doesn't just want, but needs.

I will refuse to wait.
You don't have to wait to be discovered. You don't have to wait for an okay. You don't have to wait for someone else to help you.
You can try to do whatever you want to do. Right now.
You may not succeed. But you don't have to wait.
Don't wait.

I will appreciate the unappreciated.
Some jobs require more effort than skill. Bagging groceries, delivering packages, checking out customers--the tasks are relatively easy. The difference is in the effort.
Do more than say "thanks" to someone who does a thankless job. Smile. Make eye contact. Exchange a kind word.
All around you are people who work hard with little or no recognition. Vow to be the person who recognizes at least one of them every day.
Not only will you give respect, you'll earn the best kind of respect--the respect that comes from making a difference, however fleeting, in another person's life.

I will give latitude instead of direction.
You're in charge. You know what to do. So it's natural to tell your employees what to do and how to do it.
In the process you stifle their creativity and discount their skills and experience.
Letting another person decide how is the best way to show you respect their abilities and trust their judgment.
In a command and control world, latitude is a breath of freedom and is a gift anyone can give.

I will stop and smell my roses.
You have big plans. You have big goals. You're never satisfied, because satisfaction breeds complacency.
So most of the time you're unhappy because you think more about what you have not achieved, have not done, and do not have.
Take a moment and think about what you do have, professionally and especially personally. At this moment you have more than you once ever thought possible.
Sure, always strive for more but always take a moment to realize that all the things you have, especially your relationships, are more important than anything you want to have.
Unlike a want, what you have isn't a hope, a wish, or a dream. What you already have is real.
And it's awesome. And it's yours.
Appreciate it.

I will look below the surface.

Sometimes people make mistakes. Sometimes they piss you off.
When that happens it's natural to assume they didn't listen or didn't care. But often there's a deeper reason. They may feel stifled. They may feel they have no control. They may feel frustrated or marginalized or ignored or not cared for.
If you're in charge, whether at work or at home, you may need to deal with the mistake. But then look past the action for the underlying issues.
Anyone can dole out discipline; vow to provide understanding, empathy, and to help another person deal with the larger issue that resulted in the mistake.
After all, you might have caused the issue.

I will make love a verb.
You love your work. When you're working that feeling shows in everything you say and do.
You love your family. When you're with them does that feeling show in everything you say and do?
Hmm.
Love is a feeling, and feelings are often selfish. Turn your feelings into an action. Actively love the people you love. Show them you love them by words and deeds.
When you make love a verb the people you care about know exactly how you feel. Make sure they do.

I will be myself.
You worry about what other people think. Yet no matter how hard you try, you can't be all things to all people.
But you can be as many things as possible to the people you love.
And you can be the best you.
Be yourself. That is the one thing you can do better than anyone else.

http://www.inc.com/jeff-haden/8-statements-that-transform-your-professional-and-personal-life.html

Most Important Task You're Ignoring

Answering emails, putting out fires--those are important. But one founder suggests something else should take up at least 25 percent of your day.

Businesses are built on a few key pillars: the idea, the team, the plan, and the execution. However, one pillar that is often neglected in the fast-paced world of email and social media is good old-fashioned relationships--with employees, investors, suppliers, customers, the press, and probably many more people involved in your business. For me, this is what holds everything together.

Too many founders I've met speed through their days on autopilot, putting out fires to keep all the balls in the air. You know the drill: get into the office, check calendar, respond to urgent emails, drink too much coffee, avert crisis... and repeat! Maybe you squeeze in some relationship building at the end of the day. It’s an easy trap to fall into, but in my experience, relationship building should trump all of these things. In fact, I'd say founders should spend 25 percent of their time building, fostering, and growing relationships.

It’s actually quite easy when you break it down. Here is how I look at it:

Step 1: Write down your list.
Pick five people in each category above who are critical to your success. Make a list. Refer to it weekly.

Step 2: Make (genuine) contact.
Pick up the phone and see how things are going. Be sincere. Get to know them. Use your commute to knock this one out, so you won't be distracted with other work.

Step 3: Date.
Plan dinners, break bread, go to happy hours, go skiing. Build a friendship. People like to do business with people they like--full stop. (Note: If you truly don’t like a person, don't force it.)

Step 4: Repeat. Frequently.
A few years ago, Yes To hit a bump in the road (well, HUGE obstacle might be more accurate). After two years of phenomenal growth, we faced a major production issue with a key retailer that had the possibility to cripple the company. Our supply chain was clearly at fault and we admitted so to the retailer. Upon learning of this issue, I immediately left my family vacation and flew with my entire executive team to the visit the retailer. We rolled up our sleeves and worked with them until we found a solution. We apologized. Profusely. And together, we successfully brought this account back from the brink.

A year after this debacle, Lance (my business partner) and I sat with the CEO of this company. He leaned over and said with a smile "if it wasn't for me, you guys would have been long gone." He emphasized to us that because he gotten to know us as people, he truly wanted to be part of our success rather than our failure. This was someone with whom we spent years building a true friendship, someone we trusted, and someone who truly changed our lives. The four easy steps came through for us that day.

http://www.inc.com/ido-leffler/relationships-make-break-your-business.html

3 Keys to Business Excellence

Excelling in business isn't necessarily rocket science. In fact you just have to master these three things.

I was recently fascinated by an intriguing video of author and screenwriter Neil Gaiman giving a commencement speech to the 2012 University of the Arts graduating class. There were several marvelous insights in the speech, which you can see here. About three quarters of the way through, Gaiman eloquently articulates the path to business excellence for freelancers. It applies very nicely to business across the board.
Entrepreneurs, managers, and employees alike take heed, if you want to be considered excellent at business, you need to master these three simple things.

1. Be Efficient --Turn in work on time.
2. Be Effective--Do great work.
3. Be Congenial--Be a pleasure to work with.

Of course this makes perfect sense. But Gaiman goes on to point out that even any two of these will keep you in business if you can't master all three. Here is why:

• If you do great work and are a pleasure to deal with, then most people will put up with a deliverable arriving a little late.

• If you turn in work on time and you are a pleasure to deal with, then most people will put up with your work being a little less than perfect.

• And if you turn in great work and you turn it in on time then people are more willing to put up with you being unpleasant.

Now I agree wholeheartedly that two out of three may be enough to keep you limping along in the business world, but it also leaves the door wide open for those really amazing people in business who strive to achieve a hat trick.

Gaiman has done an excellent job of identifying the typical approach to business: Two out of three ain't bad. That means those of you who are diligent enough to be efficient, effective, and congenial, can achieve excellence and roar past your mediocre competition with ease.

http://www.inc.com/kevin-daum/3-keys-to-business-excellence.html

10 Skills You Need to Be the Next Great Entrepreneur

If you're not deemed management material, you never get your shot at the big-time. Period. You never get the chance to learn or hone those skills that will enable you to someday start your own business.

Unfortunately, a lot of people who might have turned out well never get the chance to find out or show their stuff. It's a bit of a Catch-22, I know. C'est la vie. There's just no way around it.

Even big-time entrepreneurs like Larry Page and Mark Zuckerberg had to learn how to be effective managers. If not, the companies they founded, the Googles and Facebooks of the world, never would have gone anywhere. I don't care how cool their innovations were.

Here are the skills and attributes that executives and business leaders look for in up-and-comers. If you've got some of them or can fake it well enough to convince the powers that be to give you a chance, you might be management material.

Seeing the big picture. When I meet someone who understands markets, how companies operate, how business gets done--who gets it--I think that guy's got potential. If, on the other hand, all you know and are interested in is your own little domain, that's all you're likely to see in your career.

Hunger to achieve. If you live to accomplish things, to make things happen so you can look back and say I did that or I was part of that, managers and recruiters will see it. They look for that sort of thing in up-and-comers. It helps, of course, to have the capability to deliver, but it's a great starting point.

Courage. Very few of us actually possess any meaningful amount of self-confidence when we're young for the simple reason that we haven't had enough experience, enough successes and failures, to develop confidence yet. But if you have the guts to at least act like you do, that's enough to get folks to believe in you and give you a shot.

Functional competence. Whatever it is you're going to be running, if people don't think you've got the expertise to do it effectively, forget it. These days, managers are expected to be the best at what they manage. The best engineers are usually tapped to run teams. The brightest finance minds become controllers. That's how it works.

Prioritization and tradeoffs. The real world isn't like what they teach you in school. Nothing is ever black and white or cut and dried. That's why so much of management competence is your ability to effectively prioritize and make tradeoffs. Make versus buy decisions. Zero based budgeting. Knowing what's critical and what to bump. Every management interview will have questions along those lines. Now you know why.

A motivator of people. Some folks just have this ability to get people moving in unison to accomplish a goal. They can explain things in ways that people understand, that resonate with them, that get them excited. You'd jump through hoops of fire for them. Well, maybe not that, but you get the point. They have executive presence. We say they're born leaders, but in reality, they're just skills we develop along the way.

Decision-making. If you ask 10 people what decision-making is all about, you'll get 10 different answers. Mostly you'll get vague notions about decisiveness and leadership. Decision-making isn't just about being decisive. You have to make the right decisions. That comes down to probing, listening, reasoning, and knowing when to trust your gut. Doing that well is the most important aspect of management, hands down.

Adaptability. We live and work in a fast-paced world. Managers have to be flexible, capable of adapting on the fly to changing conditions. If you can't adapt, you'll never last. You won't be able to face the obstacles that competitive markets throw at you and, not just persevere, but come out on top. And you won't be effective working with a diverse group of peers and executives, either.

Initiative. I became a supervisor in my teens, a manager in my twenties, and a senior executive of a midsized public company in my thirties. How did that happen? Mostly, it was initiative. I literally went out looking for the toughest and highest visibility tasks, stuck my neck out, and went for it. Senior executives love that sort of thing.

Top-down management style. Command and control style management isn't popular these days. Whatever. Call it what you want, getting things done is all about setting the right goals, determining how best to achieve them, and getting everyone executing like their lives depend on it. I call that top-down management. When you're young, we want to see you move heaven and earth and make things happen. There'll be plenty of time to smooth out your rough edges later.

http://www.inc.com/steve-tobak/10-skills-to-land-a-management-job.html

10 Things Really Amazing Employees Do

Here are ten traits that any great employer should recognize and reward instantly.

As a longtime employer of dozens, I was always grateful to have good employees. It takes a lot to recruit and maintain top talent. Every once in a while special employees come along that just really seem to get it. They drive the entire company forward in ways that were unimaginable. Advancement and reward is never an issue for these rock stars because they understand the power of cause and effect, and only a worthy company can retain them and afford them.

Here are 10 things amazing employees seem to do effortlessly. Here's how to help your great employees be even more amazing.

1. Enthusiastically Learn All Aspects of Business
They understand they're part of something bigger and more worthwhile than just their job. They look to learn other areas of the business and be fluent in finance and management so they'll positively impact multiple areas of the company.
What you can do: Invest in material and seminars on business basics like accounting, marketing, and management so all employees have easy access to learn and grow.

2. Steward the Company
They treat the company as if it were theirs. They look to make prudent decisions about expenses and opportunities with the long-term future of the company in mind. They easily assess risk vs. reward, selflessly when making decisions.
What you can do: Be transparent in your business. The more you share your financials and philosophy, the easier it is for employees to make the right decisions.

3. Generate Viable Opportunities
You don't have to be in sales or marketing to help a company grow. Strong networkers from all divisions see company growth as a collective effort and constantly keep their eyes open for ways to more than pay for themselves.
What you can do: Make sure all your employees understand your value proposition and can easily identify opportunities. Then reward them openly for their efforts.

4. Resolve Issues Before They Are Issues
My favorite days running companies are when I notice positive change in procedure when I was totally unaware of the need for change. Amazing employees are always looking to improve systems proactively, and they do.
What you can do: Communicate a clear written vision of where the company is going and encourage initiative so people feel safe and empowered to make change.

5. Tell It Like It Is
Amazing employees understand that hiding bad news helps no one. They find kind ways to bring uncomfortable information to the surface, but they DO bring it to the surface. They tell people what's necessary before major damage is done.
What you can do: Foster an open communication environment where people are not only given permission to tell the truth, but also absolutely required.

6. Demonstrate High Standards, With Low Maintenance
I always feel relaxed when I can trust an employee to perform a task to the same high standards I would expect from myself. Not all can do this without constant attention or difficulty. Amazing employees quietly drive their own high standards.
What you can do: Set the example and the tone for high performance with minimal drama. Publicly reward those who can execute in the same manner.

7. Grow Themselves, and Others
They not only drive their own career but they inspire others to do the same. These employees lead by example in how to advance without creating animosity or resentment. They see and create their perfect future, and also bring others along.
What you can do: Encourage personal development and peer growth through dedicated group time and learning for career advancement.

8. Research, Apply, and Refine
No employer expects people to know everything. In this fast changing world, I choose employees who will learn over those who know. The best employee proactively explores options, takes action and then improves without direction from the top.

What you can do: Invest time in exploration and expansive thinking. Encourage people to explore deep visionary projects with time and reward for the findings.

9. Stimulate Happiness
Amazing employees aren't always sunshine and roses. They do know how to keep it real. But they understand the dynamics of people, stress, and the blend of work, life and friendship. They are self-aware and able to direct their own path that brings out their best with family, friends and career. They exude positive energy even in stressful times and share it around, making for a happier office.
What you can do: Create an environment where people can openly express themselves. Encourage them to work hard in fulfilling ways and achieve their dreams.

10. Facilitate Amazing Bosses
Amazing employees make me grow as an employer. They self-confidently get their value and help me get mine. They make me want to be worthy of working with somebody of such high caliber, without ever saying it directly of course.
What you can do: Make effort to genuinely show appreciation for any of the behaviors above so people feel their value and will grow to full potential. Then they will do the same for you. 

http://www.inc.com/kevin-daum/10-things-really-amazing-employees-do.html

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

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

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

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

Success Means Learning to Let Go

When most people think about success, they think about adding things to their life: more money, more prestige, a nicer car, a bigger house. The problem with that way of thinking is that it ignores the fact that your ability to succeed is directly proportional to your ability to let go of things. Let me explain.

Because you are a human being, you have the potential to do and to be many different things. However, though it's true you can do anything, you can't do everything. Every life decision that you make is not just saying yes to the future you want to create but also no to the many other futures that you might have otherwise created.

If you're going to be truly successful at pursuing that future, you can't waste time and energy mooning about what might have been if you had made a different decision. You'll only achieve your goal if you truly let go of those other desires and possible directions.

The ability to let go is especially essential for managers. It's a truism that the most effective managers delegate as much as possible. By contrast, people who micromanage are always a burden on themselves and the people around them.

Success as a manager therefore means letting go of responsibility and authority. Mitchell Kertzman, one of the most successful entrepreneurs in the world, once told me:

When I started [my first] company, it was a one-man business. There was a time when I did every job in this company. I wrote the programs, I sent out the bills, I did the accounting, I answered the phone, I made the coffee. As the company has grown, I do fewer and fewer of those jobs. And that's just as well, because I was certainly less competent at them than most of the people who are doing them now. I'm the reverse of the Peter Principle in the sense that I've finally risen to my level of competence, which is that I don't do anything very well and now what I do extremely well is nothing.

Similarly, Lew Platt, arguably HP's most successful CEO, once characterized the job of the CEO as "managing the white spaces on the organizational chart."

Business pundits are forever touting the importance of being flexible and nimble. What that really means, though, is that you, and your organization, must be willing and able to let go of behaviors that were successful in the past and are no longer working.

The same is true throughout life, which is actually a process of shedding the burdens and misconceptions of youth. As St. Paul so memorably put it:

When I was a child, I spoke as a child, I understood as a child, I thought as a child: but when I became a man, I put away childish things.

This is not a philosophy of loss or grief but of the greater success you can achieve that can come only if you truly learn to let go. At the risk of going from the profound to the trivial, I would like to illustrate this point with an experience of my own.

A few months back, I was in a state of incredible frustration. Every part of my business seemed to be stalled, with the solution out of my control. While I was in this state, I called a friend of mine, the movie producer/sales executive David Rotman. (I wrote about him in a prior post.)

He listened to me complain for a few minutes and then said: "Geoff, take a piece of paper and a Sharpie and write the following words in big letters: 'I love letting go.' Now hang that paper by your computer screen."
"That's your advice?" I asked.

"Yes," he replied.

I did as he asked, and I'm looking at that piece of paper even as I write this post. Do you want to know what that piece of paper did for me? Plenty. Because it was in my face every time I sat down to work, it reminded me that it's crazy to obsess about things over which I have no control.

It was hard, but I finally managed to let go of the things that were driving me crazy. And guess what? I began to see that some of the goals I was so worried about meant a lot less to me today than in the past. As a result, I started putting more energy into my writing and into my creative thinking.

What happened? Well, I can't give you the details just yet, but some incredibly positive things happened, none of which would have taken place if I hadn't followed David's advice, if I hadn't let go of my conception of how things were supposed to be.

I'm not holding myself up as some kind of role model, because, to be honest, I struggle with this stuff every day. However, I do know one thing for certain. Whatever success I might achieve in the future will be the direct result not just of letting go but of learning to love the entire process.

http://www.inc.com/geoffrey-james/success-means-learning-to-let-go.html

5 Things That Really Smart People Do

Most people don't really think much about how they learn. Generally you assume learning comes naturally. You listen to someone speak either in conversation or in a lecture and you simply absorb what they are saying, right? Not really. In fact, I find as I get older that real learning takes more work. The more I fill my brain with facts, figures, and experience, the less room I have for new ideas and new thoughts. Plus, now I have all sorts of opinions that may refute the ideas being pushed at me. Like many people I consider myself a lifelong learner, but more and more I have to work hard to stay open minded.
But the need for learning never ends, so your desire to do so should always outweigh your desire to be right. The world is changing and new ideas pop up everyday; incorporating them into your life will keep you engaged and relevant. The following are the methods I use to stay open and impressionable. They'll work for you too. No matter how old you get.

1. Quiet Your Inner Voice
You know the one I am talking about. It's the little voice that offers a running commentary when you are listening to someone. It's the voice that brings up your own opinion about the information being provided. It is too easy to pay more attention to the inner voice than the actual speaker. That voice often keeps you from listening openly for good information and can often make you shut down before you have heard the entire premise. Focus less on what your brain has to say and more on the speaker. You may be surprised at what you hear.

2. Argue With Yourself
If you can't quiet the inner voice, then at least use it to your advantage. Every time you hear yourself contradicting the speaker, stop and take the other point of view. Suggest to your brain all the reasons why the speaker may be correct and you may be wrong. In the best case you may open yourself to the information being provided. Failing that, you will at least strengthen your own argument.

3. Act Like You Are Curious
Some people are naturally curious and others are not. No matter which category you are in you can benefit from behaving like a curious person. Next time you are listening to information, make up and write down three to five relevant questions. If you are in a lecture, Google them after for answers. If you are in a conversation you can ask the other person. Either way you'll likely learn more, and the action of thinking up questions will help encode the concepts in your brain. As long as you're not a cat you should benefit from these actions of curiosity.

4. Find the Kernel of Truth
No concept or theory comes out of thin air. Somewhere in the elaborate concept that sounds like complete malarkey there is some aspect that is based upon fact. Even if you don't buy into the idea, you should at least identify the little bit of truth from whence it came. Play like a detective and build your own extrapolation. You'll enhance your skills of deduction and may even improve the concept beyond the speaker's original idea.

5. Focus on the Message Not the Messenger
Often people shut out learning due to the person delivering the material. Whether it's a boring lecturer, someone physically unappealing, or a member of the opposite political party, the communicator can impact your learning. Even friends can disrupt the learning process since there may be too much history and familiarity to see them as an authority on a topic. Separate the material from the provider. Pretend you don't know the person or their beliefs so you can hear the information objectively. As for the boring person, focus on tip two, three, or four as if it were a game, thereby creating your own entertainment.

http://www.inc.com/kevin-daum/5-things-that-really-smart-people-do.html

6 Things Extraordinarily Successful People Do

You have great ideas and you're passionate about them. So where's your path to great success? Let these golden rules of successful entrepreneurs guide you.

A successful entrepreneur can be defined and measured by a number of different standards. But an extraordinary entrepreneur possesses qualities and strengths that make them stand out from the crowd.

They build on life's lessons, rather than resent and resist them, and they demonstrate a keen wisdom, often beyond their years. Perhaps they are shrewd in the boardroom--but these extraordinary entrepreneurs also follow their hearts. And for that, they are rewarded in many ways, including wealth. Yet they remain accessible, grateful, and committed to their vision.

Here are six qualities that I see in the extraordinarily successful entrepreneurs I coach. How many do you possess?

1. They face their fears.
Entrepreneurs who are living their dream have learned not only the strategic maneuvers that take their businesses into six and seven figures (and beyond), but also have honed the character strengths associated with leadership and success. One of those strengths is the ability to identify and work through internal barriers. Those barriers include fear.
These extraordinary people know that it's not a lack of funding, or any other external circumstances, that prevent growth. They know the only true limits are one's own limited beliefs, and the fears associated with them.
The extraordinary entrepreneur is able to set aside ego. He explores his fears, and successfully either releases them or move forward in spite of them.
Bonus tip: If you are stuck, the reason probably lies within you.  Find a coach, peer, or mentor to help you identify the sticking point and work on it.
 
2. They don't do it all alone.
Sure, we all think we are great at delegating. Buth, honestly, how many of you will admit to being control freaks about your business?
You've heard it before; successful people surround themselves with smart and resourceful people.  Great employees, advisors, mentors, and coaches are crucial to success. Extraordinarily successful entrepreneurs listen as others express their opinions and advice and are able to trust other reliable people to carry out parts of the mission.
Bonus tip: Begin small; outsource administrative and book keeping tasks. Surround yourself with supportive, brilliant people and read up on the leaders whom you most admire.
 
3. Extraordinary entrepreneurs are willing to change directions for the greater good.
An entrepreneur is at the helm of her company and understands the need to change course from time to time. Determination is an admirable quality. Stubbornness is not. Extraordinarily successful entrepreneurs know that ideas change shape; the end result may not be exactly as originally intended. Sometimes an entrepreneur's knowledge and experience simply doesn't match that of an advisor or even a senior-level employee. The extraordinary entrepreneur will set their ego aside and embrace input from someone whose expertise exceeds his own.
Bonus tip: Listen to your customers. Your products and services must change with the demands and desires of the consumer. You may believe that the produce you are rolling out is perfect just the way it is, but others may have a different idea. Be flexible and open-minded about change.
 
4. They aren't afraid to fail often--and fail quickly.
There's a big difference between entrepreneurs who see failures as missed opportunities and those who see them as learning experiences.
Extraordinary entrepreneurs quickly let go of any guilt or blame associated with loss. They are strategic about the next move and have a recovery plan in place. They also know how to mitigate risk.
Bonus tip: When you have an idea, explore its viability and hop on it. Launch a limited version of your idea and see where it goes. Learn from the experience and listen to feedback.
 
5. Extraordinary people are authentic. They stay true to their values.
Our values guide us through decisions. They also get us through the difficult times. Extraordinary people understand that their most important values dictate their corporate culture and assist them in developing their "why" (what I call the "vision beyond the vision").
Our values drive our passion. They remind us of why we are committed to the process. Extraordinary people are clear on their top values and develop a corporate culture that honors those values.
Bonus tip: Consider the qualities and experiences that are most important for you. Identify your top values and live by them. When you are out of sync with your desires, revisit those values. They are a roadmap leading to success and happiness.
 
6. They give generously of themselves.
Recently I reached out to an author I've admired for many years. When I e-mailed his assistant, I hardly even expected a response.
What I got was a 90-minute phone call with my virtual mentor. He not only shared his wisdom and answered my questions, but he inquired about my life and business as well. And he listened. In fact, he acted as though no one else existed in the entire world during our time together.
Extraordinary people want to help others become successful. They don't show envy; rather, they demonstrate pride and admiration for others who achieve their dreams.
Bonus tip:  Learn from teaching others. Find opportunities to share what you know without imposing your beliefs on others. Give from the heart, with no strings attached. This act alone breeds success.

http://www.inc.com/marla-tabaka/6-things-extraordinarily-successful-people-do.html

The 3 Real Reasons for Business Success

If you're like most people, you probably think business success is the result of innovative products, strong financial backing and long work hours.
But you'd think wrong.

Most successful business ideas are stolen from other companies. And millions of companies have spun through billions of dollars, only to fold up and die.

As for long work hours, as I explained in this post, consistently working more than 40 hours a week actually makes you less productive.

What, then, are the true reasons that people (and the companies they create) become successful? There are three:

1. Ability to Empathize
There is simply nothing so important in business as understanding what other people are feeling and likely to feel in the future.
This capability determines whether customers will want your products, whether employees will accept your leadership, whether colleagues will work well with you, and whether investors will be willing to take a risk on you.
Without empathy, there's absolutely no way that you'll get all these folks pulling in the same direction.

2. Clarity of Purpose
In the science of physics, unfocused energy is quickly dispersed and that's true in business as well.
Vague all-encompassing corporate statements like "we're a one-stop-shop," "we sell to a broad customer base," and "we have a worldwide focus" are certain signals that a company is destined to fail.
Successful people and companies concentrate with crystal clarity on a single highly-desirable product or service that they can make or provide better than anyone else.
 
3. Sense of Timing
Every good business idea has a brief period in time when it's ripe for the plucking. Move too soon and you'll be a footnote; move too late and you'll be an also-ran.
Business history is littered with great ideas that died because they were before their time: Altavista, Lisa, Friendster, Newton, Visicalc and Wordperfect, just to name a few.
As for the "me-too" products that were late to market... why, they're not even memorable enough to mention.

http://www.inc.com/geoffrey-james/the-3-real-reasons-for-business-success.html

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

Be Happier: 10 Things to Stop Doing Right Now

Happiness--in your business life and your personal life--is often a matter of subtraction, not addition.

Consider, for example, what happens when you stop doing the following 10 things:

1. Blaming.
People make mistakes. Employees don't meet your expectations. Vendors don't deliver on time.
So you blame them for your problems.
But you're also to blame. Maybe you didn't provide enough training. Maybe you didn't build in enough of a buffer. Maybe you asked too much, too soon.
Taking responsibility when things go wrong instead of blaming others isn't masochistic, it's empowering--because then you focus on doing things better or smarter next time.
And when you get better or smarter, you also get happier.

2. Impressing.
No one likes you for your clothes, your car, your possessions, your title, or your accomplishments. Those are all "things." People may like your things--but that doesn't mean they like you.
Sure, superficially they might seem to, but superficial is also insubstantial, and a relationship that is not based on substance is not a real relationship.
Genuine relationships make you happier, and you'll only form genuine relationships when you stop trying to impress and start trying to just be yourself.

3. Clinging.
When you're afraid or insecure, you hold on tightly to what you know, even if what you know isn't particularly good for you.
An absence of fear or insecurity isn't happiness: It's just an absence of fear or insecurity.
Holding on to what you think you need won't make you happier; letting go so you can reach for and try to earn what you want will.
Even if you don't succeed in earning what you want, the act of trying alone will make you feel better about yourself.

4. Interrupting.
Interrupting isn't just rude. When you interrupt someone, what you're really saying is, "I'm not listening to you so I can understand what you're saying; I'm listening to you so I can decide what I want to say."
Want people to like you? Listen to what they say. Focus on what they say. Ask questions to make sure you understand what they say.
They'll love you for it--and you'll love how that makes you feel.

5. Whining.

Your words have power, especially over you. Whining about your problems makes you feel worse, not better.
If something is wrong, don't waste time complaining. Put that effort into making the situation better. Unless you want to whine about it forever, eventually you'll have to do that. So why waste time? Fix it now.
Don't talk about what's wrong. Talk about how you'll make things better, even if that conversation is only with yourself.
And do the same with your friends or colleagues. Don't just be the shoulder they cry on.
Friends don't let friends whine--friends help friends make their lives better.

6. Controlling.
Yeah, you're the boss. Yeah, you're the titan of industry. Yeah, you're the small tail that wags a huge dog.
Still, the only thing you really control is you. If you find yourself trying hard to control other people, you've decided that you, your goals, your dreams, or even just your opinions are more important than theirs.
Plus, control is short term at best, because it often requires force, or fear, or authority, or some form of pressure--none of those let you feel good about yourself.
Find people who want to go where you're going. They'll work harder, have more fun, and create better business and personal relationships.
And all of you will be happier.

7. Criticizing.
Yeah, you're more educated. Yeah, you're more experienced. Yeah, you've been around more blocks and climbed more mountains and slayed more dragons.
That doesn't make you smarter, or better, or more insightful.
That just makes you you: unique, matchless, one of a kind, but in the end, just you.
Just like everyone else--including your employees.
Everyone is different: not better, not worse, just different. Appreciate the differences instead of the shortcomings and you'll see people--and yourself--in a better light.

8. Preaching.
Criticizing has a brother. His name is Preaching. They share the same father: Judging.
The higher you rise and the more you accomplish, the more likely you are to think you know everything--and to tell people everything you think you know.
When you speak with more finality than foundation, people may hear you but they don't listen. Few things are sadder and leave you feeling less happy.

9. Dwelling.
The past is valuable. Learn from your mistakes. Learn from the mistakes of others.
Then let it go.
Easier said than done? It depends on your focus. When something bad happens to you, see that as a chance to learn something you didn't know. When another person makes a mistake, see that as an opportunity to be kind, forgiving, and understanding.
The past is just training; it doesn't define you. Think about what went wrong, but only in terms of how you will make sure that, next time, you and the people around you will know how to make sure it goes right.

10. Fearing.
We're all afraid: of what might or might not happen, of what we can't change, or what we won't be able to do, or how other people might perceive us.
So it's easier to hesitate, to wait for the right moment, to decide we need to think a little longer or do some more research or explore a few more alternatives.
Meanwhile days, weeks, months, and even years pass us by.
And so do our dreams.
Don't let your fears hold you back. Whatever you've been planning, whatever you've imagined, whatever you've dreamed of, get started on it today.
If you want to start a business, take the first step. If you want to change careers, take the first step. If you want to expand or enter a new market or offer new products or services, take the first step.
Put your fears aside and get started. Do something. Do anything.
Otherwise, today is gone. Once tomorrow comes, today is lost forever.
Today is the most precious asset you own--and is the one thing you should truly fear wasting.

www.inc.com/jeff-haden/how-to-be-happier-work-10-things-stop-doing.html

Why You Can't Do It All

The simple rule for start-up survival is to focus on the 80/20 rule-the 20% of tasks that generate 80% of the benefit.

My first year at business school, I thought my professors were trying to kill me. Each night, I had more reading and homework than could possibly get done in one evening even if I stayed up all night. I quickly realized that one of the key lessons of survival was prioritization--figuring out what portion of the work was most important and what just was not going to get done.

I remember one night, working on a term paper with a group of students. We had worked hard on the paper and we all thought it was in good shape. We had other work to complete that night and were not anxious to pull an all-nighter so we were ready to move on. One of the team members, however, felt it was not "A" material and wanted to keep working on it. I remember thinking even back then that this guy did not "get it."
My life in start-ups has been the same experience as business school. To survive and flourish, you have to quickly figure out what is "important" and what is "noise." You can't do it all...

Both at my former company TripAdvisor as well as my current company Car Gurus, we have a saying: follow the 80/20 rule, technically known as the Pareto principle. The Pareto principle tells us that 20 percent of the inputs account for 80 percent of the results. You have to cut through the noise, figure out what tasks represent the 20 percent with the greatest leverage and focus on those tasks. Find those projects that make a big impact and ignore EVERYTHING else.

Is it difficult to step away from fire drills and turn away from the mounting volume in your inbox? Absolutely. But if you don't, your days--and your team's days--will slip away without having addressed the projects that will really drive your business.

The sooner you figure out how to apply the 80/20 rule and run with it, the better off you'll be.  There are 100 things you can focus on each day, and it's up to you to parse the data, decide what projects or features have the greatest leverage and get the product to market as fast as you can.

Don't forget, you can't do it all....

http://www.inc.com/langley-steinert/why-you-cant-do-it-all.html