They might have social anxiety, but they contribute more to group projects than the office extroverts.
Social anxiety. Emotional volatility. Withdrawal.
These may not be the characteristics you typically associate with effective employees, but new research from UCLA suggests that neurotic people are actually more valuable on team projects than the flashy extroverts.
What’s this mean for managers? You’re probably under-using the
introverted, neurotic staff members, when you should, in fact, be
maximizing their potential on group projects.
The researchers conducted two separate studies--one that surveyed MBA
students' behavior and another that noted employee behavior towards the
two personality types.
The findings? Qualities that make extroverts seem like strong
workers, such as their assertiveness and dominance, raise team members’
expectations of them.
Extroverts in the study were also more likely to be poor listeners
and indifferent to input from other team members. Ultimately, over the
10-week period, this tension caused extroverts to disappoint their
groups and underwhelm their peers’ expectations.
Rising to the occasion were the neurotic group members. Neurotics’
personalities are the kind that get highly engaged with tasks,
researchers said, leaving them to gain status among the group members by
surpassing their low expectations.
http://www.inc.com/sonya-chudgar/neurotic-introverts-are-your-top-team-members.html
4/17/13
11 Inspiring Quotes From Sir Richard Branson
he iconic Virgin Group founder seems to have done it all. Now he
explains to Inc. how to start a company from pennies, when to "snoop
around," and his trouble saying "no."
Sir Richard Branson, founder of the Virgin Group--an empire of more than 400 companies that includes an airline, a mobile phone company, and a credit card company--sat down Wednesday with Inc. editor-in-chief Eric Schurenberg. Their exclusive interview kicked off Inc.'s GrowCo conference in New Orleans.
Branson spoke about the power of delegating, the importance of branding, how to assess risk, and why he wants to change the entire concept of space travel--soon.
Here are some of the interview's most poignant take-aways.
1. "A business can be started with very little money."
When Branson was 15 years old, he decided he wanted to start a magazine to give young people a way to speak out against the Vietnam War. He didn't have any money--not even enough change to make a phone call. But when his mom found a necklace and turned it over to the police, nobody claimed it. So she sold the necklace, and gave Branson a couple hundred dollars. That money enabled him to bring on advertisers, which led him to start printing his publication.
2. "Consider getting smaller in order to get bigger."
Rather than grow his original record business exponentially larger, Branson instead set up 30 different record companies. Rather than have a few top managers overseeing layers upon layers of people below them, some lower-level employees became managers of those smaller entities. A hearty spirit of competition developed. Branson attributes this strategy's success to the fact each company knew directly and immediately when it had succeeded, and when it had stumbled. Virgin today is a huge entity with more than $20 billion in revenue--but Branson's original strategy has been retained in that it also is a series of smaller companies.
3. "You can be a David vs. a Goliath, if you get it right."
When Branson launched Virgin Atlantic, it had tough competitors such as TWA, Pan Am, and Air Florida. "I mention these names," said Branson, "because none of them exist anymore." Why'd the others fail? The others didn't focus on the customer, Branson said.
4. "A business is simply an idea to make other people's lives better."
Branson explained this is what drives him as an entrepreneur: "If you can make peoples lives a lot better, you've got a really good business."
5. "Unless you dream, you're not going to achieve anything."
Branson is funding Virgin Galactic to make space travel more accessible to average people--even if it would still cost an individual a couple hundred thousand dollars. Because governments have traditionally overseen space travel, only a select and elite (and very small) group of people have been into space in the last six decades. Branson is trying to change that. "People in this room under the age of 50," Branson said, "if they want to go to space will be able to go to space in their lifetime."
6. "You can get too close with a doctor, or banker, and not realize you should actually snoop around."
When he launched Virgin Atlantic, Branson found a manager at his bank on his doorstep one Friday evening in a complete panic, questioning how someone in the record business could launch an airline. The banker said he would foreclose on the whole Virgin Group that Monday. "I just pushed the bank manager out of my house and told him he wasn't welcome," Branson said. He then explained that, in a state of "half-anger, half-fear," he spent the weekend asking people he knew to chip in to help him gather the money he needed upfront. And the next week he changed banks--something he should have done much earlier (he even got a better package from the new bank).
7. "Detail is very important."
Richard Branson carries a notebook at all times, so he can write down conversations. He doesn't want to forget on, say, a Virgin Atlantic flight, what his customers or staff tell him. He brings the notebook along when he visits out-of-town teams and goes out with them. "When I get drunk with staff, I won't remember, so I'll definitely write it down," he laughed.
8. "You can create a business, choose a name, but unless people know about it you're not going to sell any products."
When Virgin Atlantic was getting started, it was so much smaller than its competitors that Branson went to extraordinary lengths to put the brand on the map, including stunts like attempting to get a boat across the Atlantic in the shortest period of time. "Luckily when it sank, the Virgin brand was sticking out of the water," he joked. Likewise, when Branson tried to be the first to cross the Atlantic in a hot air balloon, it was rescued by helicopters--but Virgin was all over the newspapers.
9. "Find somebody else to run your business on a day-to-day basis."
Branson recommends you should be brave enough to find somebody else to run all the day-to-day, and nitty-gritty details of your company, and then step aside and work from home for a while, so you can start to think about bigger picture--or your next business.
10. "Protect against the worst eventualities. Make sure you know what they are."
Ask yourself when you embark on a new venture if you can afford the absolute worst-case scenario, and then just go on and do it. "You may say, 'OK, I feel so sure about it I will mortgage the house.' I have done that against my wife's wishes on two or three occasions," he said.
"Sometimes you'll fall flat on your face, sometimes you won't," he added.
11. "I think because I have great difficulty saying the word, 'no,' almost every day's a different adventure."
Branson's not one for taking it slow. Or turning down opportunities--even if they mean jetting around the world and back. Inc. caught up with Branson in New Orleans between a trip to New York--where he announced the Virgin Atlantic service from two New York City-area airports to Los Angeles and San Francisco--and his next stop: Peru.
http://www.inc.com/allison-fass/richard-branson-virgin-inspiration-leadership.html
Sir Richard Branson, founder of the Virgin Group--an empire of more than 400 companies that includes an airline, a mobile phone company, and a credit card company--sat down Wednesday with Inc. editor-in-chief Eric Schurenberg. Their exclusive interview kicked off Inc.'s GrowCo conference in New Orleans.
Branson spoke about the power of delegating, the importance of branding, how to assess risk, and why he wants to change the entire concept of space travel--soon.
Here are some of the interview's most poignant take-aways.
1. "A business can be started with very little money."
When Branson was 15 years old, he decided he wanted to start a magazine to give young people a way to speak out against the Vietnam War. He didn't have any money--not even enough change to make a phone call. But when his mom found a necklace and turned it over to the police, nobody claimed it. So she sold the necklace, and gave Branson a couple hundred dollars. That money enabled him to bring on advertisers, which led him to start printing his publication.
2. "Consider getting smaller in order to get bigger."
Rather than grow his original record business exponentially larger, Branson instead set up 30 different record companies. Rather than have a few top managers overseeing layers upon layers of people below them, some lower-level employees became managers of those smaller entities. A hearty spirit of competition developed. Branson attributes this strategy's success to the fact each company knew directly and immediately when it had succeeded, and when it had stumbled. Virgin today is a huge entity with more than $20 billion in revenue--but Branson's original strategy has been retained in that it also is a series of smaller companies.
3. "You can be a David vs. a Goliath, if you get it right."
When Branson launched Virgin Atlantic, it had tough competitors such as TWA, Pan Am, and Air Florida. "I mention these names," said Branson, "because none of them exist anymore." Why'd the others fail? The others didn't focus on the customer, Branson said.
4. "A business is simply an idea to make other people's lives better."
Branson explained this is what drives him as an entrepreneur: "If you can make peoples lives a lot better, you've got a really good business."
5. "Unless you dream, you're not going to achieve anything."
Branson is funding Virgin Galactic to make space travel more accessible to average people--even if it would still cost an individual a couple hundred thousand dollars. Because governments have traditionally overseen space travel, only a select and elite (and very small) group of people have been into space in the last six decades. Branson is trying to change that. "People in this room under the age of 50," Branson said, "if they want to go to space will be able to go to space in their lifetime."
6. "You can get too close with a doctor, or banker, and not realize you should actually snoop around."
When he launched Virgin Atlantic, Branson found a manager at his bank on his doorstep one Friday evening in a complete panic, questioning how someone in the record business could launch an airline. The banker said he would foreclose on the whole Virgin Group that Monday. "I just pushed the bank manager out of my house and told him he wasn't welcome," Branson said. He then explained that, in a state of "half-anger, half-fear," he spent the weekend asking people he knew to chip in to help him gather the money he needed upfront. And the next week he changed banks--something he should have done much earlier (he even got a better package from the new bank).
7. "Detail is very important."
Richard Branson carries a notebook at all times, so he can write down conversations. He doesn't want to forget on, say, a Virgin Atlantic flight, what his customers or staff tell him. He brings the notebook along when he visits out-of-town teams and goes out with them. "When I get drunk with staff, I won't remember, so I'll definitely write it down," he laughed.
8. "You can create a business, choose a name, but unless people know about it you're not going to sell any products."
When Virgin Atlantic was getting started, it was so much smaller than its competitors that Branson went to extraordinary lengths to put the brand on the map, including stunts like attempting to get a boat across the Atlantic in the shortest period of time. "Luckily when it sank, the Virgin brand was sticking out of the water," he joked. Likewise, when Branson tried to be the first to cross the Atlantic in a hot air balloon, it was rescued by helicopters--but Virgin was all over the newspapers.
9. "Find somebody else to run your business on a day-to-day basis."
Branson recommends you should be brave enough to find somebody else to run all the day-to-day, and nitty-gritty details of your company, and then step aside and work from home for a while, so you can start to think about bigger picture--or your next business.
10. "Protect against the worst eventualities. Make sure you know what they are."
Ask yourself when you embark on a new venture if you can afford the absolute worst-case scenario, and then just go on and do it. "You may say, 'OK, I feel so sure about it I will mortgage the house.' I have done that against my wife's wishes on two or three occasions," he said.
"Sometimes you'll fall flat on your face, sometimes you won't," he added.
11. "I think because I have great difficulty saying the word, 'no,' almost every day's a different adventure."
Branson's not one for taking it slow. Or turning down opportunities--even if they mean jetting around the world and back. Inc. caught up with Branson in New Orleans between a trip to New York--where he announced the Virgin Atlantic service from two New York City-area airports to Los Angeles and San Francisco--and his next stop: Peru.
http://www.inc.com/allison-fass/richard-branson-virgin-inspiration-leadership.html
8 Things You Should Not Do Every Day
It's for your own good. Cut these things out of your day and you'll see gains in productivity--not to mention happiness.
If you get decent value from making to-do lists, you'll get huge returns--in productivity, in improved relationships, and in your personal well-being--from adding these items to your not to-do list:
Every day, make the commitment not to:
1. Check my phone while I'm talking to someone.
You've done it. You've played the, "Is that your phone? Oh, it must be mine," game. You've tried the you-think-sly-but-actually-really-obvious downwards glance. You've done the, "Wait, let me answer this text..." thing.
Maybe you didn't even say, "Wait." You just stopped talking, stopped paying attention, and did it.
Want to stand out? Want to be that person everyone loves because they make you feel, when they're talking to you, like you're the most important person in the world?
Stop checking your phone. It doesn't notice when you aren't paying attention.
Other people? They notice.
And they care.
2. Multitask during a meeting.
The easiest way to be the smartest person in the room is to be the person who pays the most attention to the room.
You'll be amazed by what you can learn, both about the topic of the meeting and about the people in the meeting if you stop multitasking and start paying close attention. You'll flush out and understand hidden agendas, you'll spot opportunities to build bridges, and you'll find ways to make yourself indispensable to the people who matter.
It's easy, because you'll be the only one trying.
And you'll be the only one succeeding on multiple levels.
3. Think about people who don't make any difference in my life.
Trust me: The inhabitants of planet Kardashian are okay without you.
But your family, your friends, your employees--all the people that really matter to you--are not. Give them your time and attention.
They're the ones who deserve it.
4. Use multiple notifications.
You don't need to know the instant you get an email. Or a text. Or a tweet. Or anything else that pops up on your phone or computer.
If something is important enough for you to do, it's important enough for you to do without interruptions. Focus totally on what you're doing. Then, on a schedule you set--instead of a schedule you let everyone else set--play prairie dog and pop your head up to see what's happening.
And then get right back to work. Focusing on what you are doing is a lot more important than focusing on other people might be doing.
They can wait. You, and what is truly important to you, cannot.
5. Let the past dictate the future.
Mistakes are valuable. Learn from them.
Then let them go.
Easier said than done? It all depends on your perspective. When something goes wrong, turn it into an opportunity to learn something you didn't know--especially about yourself.
When something goes wrong for someone else, turn it into an opportunity to be gracious, forgiving, and understanding.
The past is just training. The past should definitely inform but in no way define you--unless you let it.
6. Wait until I'm sure I will succeed.
You can never feel sure you will succeed at something new, but you can always feel sure you are committed to giving something your best.
And you can always feel sure you will try again if you fail.
Stop waiting. You have a lot less to lose than you think, and everything to gain.
7. Talk behind someone's back.
If only because being the focus of gossip sucks. (And so do the people who gossip.)
If you've talked to more than one person about something Joe is doing, wouldn't everyone be better off if you stepped up and actually talked to Joe about it? And if it's "not your place" to talk to Joe, it's probably not your place to talk about Joe.
Spend your time on productive conversations. You'll get a lot more done--and you'll gain a lot more respect.
8. Say "yes" when I really mean "no."
Refusing a request from colleagues, customers, or even friends is really hard. But rarely does saying no go as badly as you expect. Most people will understand, and if they don't, should you care too much about what they think?
When you say no, at least you'll only feel bad for a few moments. When you say yes to something you really don't want to do you might feel bad for a long time--or at least as long as it takes you to do what you didn't want to do in the first place.
http://www.inc.com/jeff-haden/8-things-you-should-not-do-every-day.html
If you get decent value from making to-do lists, you'll get huge returns--in productivity, in improved relationships, and in your personal well-being--from adding these items to your not to-do list:
Every day, make the commitment not to:
1. Check my phone while I'm talking to someone.
You've done it. You've played the, "Is that your phone? Oh, it must be mine," game. You've tried the you-think-sly-but-actually-really-obvious downwards glance. You've done the, "Wait, let me answer this text..." thing.
Maybe you didn't even say, "Wait." You just stopped talking, stopped paying attention, and did it.
Want to stand out? Want to be that person everyone loves because they make you feel, when they're talking to you, like you're the most important person in the world?
Stop checking your phone. It doesn't notice when you aren't paying attention.
Other people? They notice.
And they care.
2. Multitask during a meeting.
The easiest way to be the smartest person in the room is to be the person who pays the most attention to the room.
You'll be amazed by what you can learn, both about the topic of the meeting and about the people in the meeting if you stop multitasking and start paying close attention. You'll flush out and understand hidden agendas, you'll spot opportunities to build bridges, and you'll find ways to make yourself indispensable to the people who matter.
It's easy, because you'll be the only one trying.
And you'll be the only one succeeding on multiple levels.
3. Think about people who don't make any difference in my life.
Trust me: The inhabitants of planet Kardashian are okay without you.
But your family, your friends, your employees--all the people that really matter to you--are not. Give them your time and attention.
They're the ones who deserve it.
4. Use multiple notifications.
You don't need to know the instant you get an email. Or a text. Or a tweet. Or anything else that pops up on your phone or computer.
If something is important enough for you to do, it's important enough for you to do without interruptions. Focus totally on what you're doing. Then, on a schedule you set--instead of a schedule you let everyone else set--play prairie dog and pop your head up to see what's happening.
And then get right back to work. Focusing on what you are doing is a lot more important than focusing on other people might be doing.
They can wait. You, and what is truly important to you, cannot.
5. Let the past dictate the future.
Mistakes are valuable. Learn from them.
Then let them go.
Easier said than done? It all depends on your perspective. When something goes wrong, turn it into an opportunity to learn something you didn't know--especially about yourself.
When something goes wrong for someone else, turn it into an opportunity to be gracious, forgiving, and understanding.
The past is just training. The past should definitely inform but in no way define you--unless you let it.
6. Wait until I'm sure I will succeed.
You can never feel sure you will succeed at something new, but you can always feel sure you are committed to giving something your best.
And you can always feel sure you will try again if you fail.
Stop waiting. You have a lot less to lose than you think, and everything to gain.
7. Talk behind someone's back.
If only because being the focus of gossip sucks. (And so do the people who gossip.)
If you've talked to more than one person about something Joe is doing, wouldn't everyone be better off if you stepped up and actually talked to Joe about it? And if it's "not your place" to talk to Joe, it's probably not your place to talk about Joe.
Spend your time on productive conversations. You'll get a lot more done--and you'll gain a lot more respect.
8. Say "yes" when I really mean "no."
Refusing a request from colleagues, customers, or even friends is really hard. But rarely does saying no go as badly as you expect. Most people will understand, and if they don't, should you care too much about what they think?
When you say no, at least you'll only feel bad for a few moments. When you say yes to something you really don't want to do you might feel bad for a long time--or at least as long as it takes you to do what you didn't want to do in the first place.
http://www.inc.com/jeff-haden/8-things-you-should-not-do-every-day.html
10 Ways to Make Email Better
Hate managing email? This list of tricks can help.
I have nearly 21,000 email messages in my inbox. I don't file, archive, or delete anything.
Think this hands-off approach is a bloody mess? Personally, I think my approach is working--I try to touch email messages as few times as possible, spend zero time organizing them and feel confident if I ever need to search for a keyword or for someone who works at a particular company, Gmail's search capabilities can find it in my massive pile.
Yet I'm doing it all wrong, according to email-filtering service Sanebox, which advises the opposite strategy--one in which you let its algorithms sift through all your messages and organize them neatly into manageable folders that do all sorts of neat tricks. I've tried it, and it is, indeed, slick.
In fact, the folks at Sanebox argue that keeping all your mail in your inbox is "terrible for your productivity," the company opined in a really helpful (and entertaining) list of 100 email hacks it recently compiled.
Here's a round-up of the company's best tips.
Turn off notifications.
You're humming along with work swimmingly and you hear it--the ping on your phone that tells you an email just landed in your inbox. Now you're curious, so you hop in there to see who it's from and your productivity just stopped dead still. Unless you're waiting for some time-sensitive critical message, don't give yourself an excuse to keep checking email. Silence notifications wherever you're getting them (including visual popups on the desktop). A better bet is to set aside a few times during the day to deal with email.
Never unsubscribe from suspicious emails.
Hate spam? One way to get even more of it is to hit an unsubscribe link in a message you're not sure why you're getting. If you do, you could end up at a website where you're asked to input your email address to confirm your desire to unsubscribe. Now the spammer has verified your email address (it was only a guess that landed the original message in your inbox) and can sell it to others who will barrage you with messages.
Don't use images in your signature.
Sometimes people are looking for a particular file and filter their messages according to which ones include attachments. By including an image (which becomes an attachment) in your signature you're actually mucking up their search results. Plus, tossing around unnecessary graphics is a waste of bandwidth.
Don't use email to discuss a difficult subject.
If someone at work needs straightening out, don't do it on email, particularly if there's a chance the discussion could become contentious or if someone could be hurt or offended. It's much easier to gauge someone's emotions and respond appropriately on the phone, via video chat, or even better, in person.
Never email your credit card information.
Unencrypted email is not secure so you don't want to use it to communicate any kind of confidential information. For one thing, a message may have to cross any number of networks before a recipient gets it, and once it arrives how will that person store it? What if their system is compromised?
Forget about attachments and use links instead.
Dropbox, Google Drive, Microsoft SkyDrive, and the like are great because you can share a file with others and as soon as someone makes an edit to it, the change is viewable by everyone who has access. Attachments, on the other hand, are static--if you find yourself in an email volley including various iterations of the same document things can get confusing. With a URL linking to the cloud, however, version control isn't a worry.
Stop scanning and faxing.
If you've ever been emailed a contract to physically sign and return to someone, you know what a pain this can be. You either have to print it out and find an actual fax machine, or take the time to scan, save, and attach each page into an email.
Instead, use an online fax service such as Hello Fax. The first five pages are free; after that plans start at $10 a month.
Amp your network right inside email.
Rapportive is a free tool for Gmail users that adds a sidebar to each message you receive that shows you what the person looks like, information about what they do, where they're located, as well as what social networks they use. The best part is this: Directly within the window you can send a LinkedIn connection invitation, add someone to a Google+ circle, follow him or her on Twitter, or friend them on Facebook.
Fill in the recipient last.
There's nothing worse than accidentally sending a message before you intend to. Save yourself this embarrassment by leaving the "To" field empty until your missive is perfect. Gmail users can also use Google's "Undo Send" feature which gives you a few seconds after you hit send to change your mind. To turn it on, go to settings (the cog on the right of your Gmail window), then Labs, where you'll find the feature plus a slew of others you might find helpful.
Use an unguessable password that's different for each account.
You've heard this one before, but it bears repeating because lots of people still get in trouble for not heeding this advice. Your email password absolutely has to be one that someone can't guess and one that you don't use with any other account.
To ensure it can't be guessed, use the first letters of a memorable phrase, such as yamsmosymmhwsag, a 15-character password (longer is better) taken from "You are my sunshine, my only sunshine. You make me happy when skies are gray."
Another trick: Think of a two-word phrase at least eight characters long that you can remember, such as "SteakBurrito" and pepper it with symbols that look like letters, like this: St3@kBurr!t0. Then, for each site that you need a unique password, take the first and fourth letter of the site and stick it in the middle of your skeleton key. So, for Facebook, your password would be St3@kfeBurr!t0.
And don't store all your various passwords on paper or in a file somewhere but in a password manager such as LastPass. Not only can the service generate unique passwords, it's free and available as a plugin for all the major browsers.
http://www.inc.com/christina-desmarais/10-ways-to-make-email-better.html
I have nearly 21,000 email messages in my inbox. I don't file, archive, or delete anything.
Think this hands-off approach is a bloody mess? Personally, I think my approach is working--I try to touch email messages as few times as possible, spend zero time organizing them and feel confident if I ever need to search for a keyword or for someone who works at a particular company, Gmail's search capabilities can find it in my massive pile.
Yet I'm doing it all wrong, according to email-filtering service Sanebox, which advises the opposite strategy--one in which you let its algorithms sift through all your messages and organize them neatly into manageable folders that do all sorts of neat tricks. I've tried it, and it is, indeed, slick.
In fact, the folks at Sanebox argue that keeping all your mail in your inbox is "terrible for your productivity," the company opined in a really helpful (and entertaining) list of 100 email hacks it recently compiled.
Here's a round-up of the company's best tips.
Turn off notifications.
You're humming along with work swimmingly and you hear it--the ping on your phone that tells you an email just landed in your inbox. Now you're curious, so you hop in there to see who it's from and your productivity just stopped dead still. Unless you're waiting for some time-sensitive critical message, don't give yourself an excuse to keep checking email. Silence notifications wherever you're getting them (including visual popups on the desktop). A better bet is to set aside a few times during the day to deal with email.
Never unsubscribe from suspicious emails.
Hate spam? One way to get even more of it is to hit an unsubscribe link in a message you're not sure why you're getting. If you do, you could end up at a website where you're asked to input your email address to confirm your desire to unsubscribe. Now the spammer has verified your email address (it was only a guess that landed the original message in your inbox) and can sell it to others who will barrage you with messages.
Don't use images in your signature.
Sometimes people are looking for a particular file and filter their messages according to which ones include attachments. By including an image (which becomes an attachment) in your signature you're actually mucking up their search results. Plus, tossing around unnecessary graphics is a waste of bandwidth.
Don't use email to discuss a difficult subject.
If someone at work needs straightening out, don't do it on email, particularly if there's a chance the discussion could become contentious or if someone could be hurt or offended. It's much easier to gauge someone's emotions and respond appropriately on the phone, via video chat, or even better, in person.
Never email your credit card information.
Unencrypted email is not secure so you don't want to use it to communicate any kind of confidential information. For one thing, a message may have to cross any number of networks before a recipient gets it, and once it arrives how will that person store it? What if their system is compromised?
Forget about attachments and use links instead.
Dropbox, Google Drive, Microsoft SkyDrive, and the like are great because you can share a file with others and as soon as someone makes an edit to it, the change is viewable by everyone who has access. Attachments, on the other hand, are static--if you find yourself in an email volley including various iterations of the same document things can get confusing. With a URL linking to the cloud, however, version control isn't a worry.
Stop scanning and faxing.
If you've ever been emailed a contract to physically sign and return to someone, you know what a pain this can be. You either have to print it out and find an actual fax machine, or take the time to scan, save, and attach each page into an email.
Instead, use an online fax service such as Hello Fax. The first five pages are free; after that plans start at $10 a month.
Amp your network right inside email.
Rapportive is a free tool for Gmail users that adds a sidebar to each message you receive that shows you what the person looks like, information about what they do, where they're located, as well as what social networks they use. The best part is this: Directly within the window you can send a LinkedIn connection invitation, add someone to a Google+ circle, follow him or her on Twitter, or friend them on Facebook.
Fill in the recipient last.
There's nothing worse than accidentally sending a message before you intend to. Save yourself this embarrassment by leaving the "To" field empty until your missive is perfect. Gmail users can also use Google's "Undo Send" feature which gives you a few seconds after you hit send to change your mind. To turn it on, go to settings (the cog on the right of your Gmail window), then Labs, where you'll find the feature plus a slew of others you might find helpful.
Use an unguessable password that's different for each account.
You've heard this one before, but it bears repeating because lots of people still get in trouble for not heeding this advice. Your email password absolutely has to be one that someone can't guess and one that you don't use with any other account.
To ensure it can't be guessed, use the first letters of a memorable phrase, such as yamsmosymmhwsag, a 15-character password (longer is better) taken from "You are my sunshine, my only sunshine. You make me happy when skies are gray."
Another trick: Think of a two-word phrase at least eight characters long that you can remember, such as "SteakBurrito" and pepper it with symbols that look like letters, like this: St3@kBurr!t0. Then, for each site that you need a unique password, take the first and fourth letter of the site and stick it in the middle of your skeleton key. So, for Facebook, your password would be St3@kfeBurr!t0.
And don't store all your various passwords on paper or in a file somewhere but in a password manager such as LastPass. Not only can the service generate unique passwords, it's free and available as a plugin for all the major browsers.
http://www.inc.com/christina-desmarais/10-ways-to-make-email-better.html
How to Take Your Company to the Next Level
By strategically sizing up the competition, you can help take your business to the head of the pack.
"I want to take my company to the next level."
I hear these words from CEOs all the time as they talk about their goals and dreams for their companies.
When I push for the details, the conversation tends to get a little murky. It's usually just a recap of how the company has been performing recently. The conversation always ends with a statement of aspiration, "I just know we are ready to really grow."
Certainly, set your goals for the stars. Along the way, however, you need to pass the runner in front of you before you overtake the record-setter at the front of the pack. If you have ever raced, you know the importance of focusing on the racer right in front of you as you look for your opportunity to pass.
What to do:
1. Study the pack
Pick out the market leader. Now pick out the one-to-three competitors who are at the next level ahead of you. Take your ego out of the conversation as much as possible and put your analyst hat on. What separates the pack into their current positions? These layers in the market are often set by what the market values. The question should be, what criteria are being valued by the customers you want and the market-share you want to take? If you can determine those elements, you can plan your company's stepping-stones for growth.
2. Emulate, eliminate, differentiate and overtake
You've done your homework on your competitors. Now look at your company. In the comparison between you and them, what are the characteristics that are making them successful? This is no time for emotional self-indulgence. Focus on what is worthy of emulation, what should be eliminated from your costs and offerings, what truly differentiates them from you, and what it will take to overtake them.
3. Build your race strategy one competitor at a time
There are lots of things to learn from the market leaders. I believe in learning from the best practices of the best players. However, the company who is ahead of you is your focus in the short-term. Market performers have a tendency to cluster around similar components of success. Figure out those cluster formulas.
A word of caution: This set of strategies is about getting your company to the next level, but it is not a plateau. As a CEO, building a strategy exclusively around replicating the successful traits of your competitors will lead to a flattening growth curve. You need to combine the winning characteristics of your competitors with your own unique game-changing strategies. By defining what the next level is, then identifying how to get there, you can give your team a real plan.
http://www.inc.com/tom-searcy/ceos-set-the-right-next-level-for-your-company.html
"I want to take my company to the next level."
I hear these words from CEOs all the time as they talk about their goals and dreams for their companies.
When I push for the details, the conversation tends to get a little murky. It's usually just a recap of how the company has been performing recently. The conversation always ends with a statement of aspiration, "I just know we are ready to really grow."
Certainly, set your goals for the stars. Along the way, however, you need to pass the runner in front of you before you overtake the record-setter at the front of the pack. If you have ever raced, you know the importance of focusing on the racer right in front of you as you look for your opportunity to pass.
What to do:
1. Study the pack
Pick out the market leader. Now pick out the one-to-three competitors who are at the next level ahead of you. Take your ego out of the conversation as much as possible and put your analyst hat on. What separates the pack into their current positions? These layers in the market are often set by what the market values. The question should be, what criteria are being valued by the customers you want and the market-share you want to take? If you can determine those elements, you can plan your company's stepping-stones for growth.
2. Emulate, eliminate, differentiate and overtake
You've done your homework on your competitors. Now look at your company. In the comparison between you and them, what are the characteristics that are making them successful? This is no time for emotional self-indulgence. Focus on what is worthy of emulation, what should be eliminated from your costs and offerings, what truly differentiates them from you, and what it will take to overtake them.
3. Build your race strategy one competitor at a time
There are lots of things to learn from the market leaders. I believe in learning from the best practices of the best players. However, the company who is ahead of you is your focus in the short-term. Market performers have a tendency to cluster around similar components of success. Figure out those cluster formulas.
A word of caution: This set of strategies is about getting your company to the next level, but it is not a plateau. As a CEO, building a strategy exclusively around replicating the successful traits of your competitors will lead to a flattening growth curve. You need to combine the winning characteristics of your competitors with your own unique game-changing strategies. By defining what the next level is, then identifying how to get there, you can give your team a real plan.
http://www.inc.com/tom-searcy/ceos-set-the-right-next-level-for-your-company.html
3 Phrases That Will Get You Noticed
When these phrases are used appropriately and wisely in group and team
situations, they will put you in a natural leadership position.
I spend a lot of time helping leaders with succession planning--essentially, helping them develop other leaders.
What's interesting is what happens just before the developing begins.
Truth is, leaders aren't developed from scratch. What happens instead is that someone is first recognized as a potential leader and then the development begins.
So what is it that leaders look for in those they think might have the potential for leadership? How are future leaders recognized? By a lot of things, obviously, many of them idiosyncratic to the corporate environment within which they will work.
However, when I help senior executives make this decision, one thing comes up frequently: How the leadership candidate conducts themselves in group situations--and specifically, how they contribute to group discussions.
There are three phrases in particular, variants of which I hear remarked upon time and again when they're used appropriately and wisely in group and team situations:
1. "I have nothing to add."
You know the person who simply has to contribute to every single item under discussion, irrespective of whether or not they have anything of note to contribute? Don't be that person.
Doing so shows only fear (that you might be outshone by someone else if you don't speak to every point) or bumptiousness (you believe you actually do know something about everything under discussion, however esoteric).
Be confident in your own potential leadership abilities to simply state you have nothing to add when, um, you have nothing to add.
2. "I don't understand what you mean by..."
Don't want to seem stupid in front of colleagues? Fearful that if you don't know the meaning of every acronym thrown around that you'll be dismissed as not "with it"? Get to the back of the succession line.
Potential leaders talk like 6-year-olds when necessary. "I've never heard that phrase in this context before--could you help me understand what you mean by it?" won't get you laughed at (unless you work with jerks, in which case, you have deeper problems), it'll get you recognized as genuine and trustworthy.
3. "I recommend that we..."
There's a type of team member who will avoid making any statement that involves some risk on their part. Whether it's being asked to express an opinion or make a recommendation, they'll wiggle like a trapped squirrel rather than be definite about their own views.
This usually comes out of a fear of being wrong (sometimes its genuine shyness, but that's rarer than you'd think), and people who are afraid of ever being wrong don't make good leaders.
I don't suggest that you start throwing around your opinions on every matter under the sun (see point 1 above), but if you want to be considered for future leadership, I do recommend you fully think through those issues in which you are involved, and make your recommendations clearly and without vacillation (opinions can come later; share them if and when you're asked).
Want your leadership potential to be recognized? Try using these three phrases--or whatever version of them you're comfortable with--next time you're working in a group or team.
http://www.inc.com/les-mckeown/3-phrases-that-will-get-you-noticed.html
I spend a lot of time helping leaders with succession planning--essentially, helping them develop other leaders.
What's interesting is what happens just before the developing begins.
Truth is, leaders aren't developed from scratch. What happens instead is that someone is first recognized as a potential leader and then the development begins.
So what is it that leaders look for in those they think might have the potential for leadership? How are future leaders recognized? By a lot of things, obviously, many of them idiosyncratic to the corporate environment within which they will work.
However, when I help senior executives make this decision, one thing comes up frequently: How the leadership candidate conducts themselves in group situations--and specifically, how they contribute to group discussions.
There are three phrases in particular, variants of which I hear remarked upon time and again when they're used appropriately and wisely in group and team situations:
1. "I have nothing to add."
You know the person who simply has to contribute to every single item under discussion, irrespective of whether or not they have anything of note to contribute? Don't be that person.
Doing so shows only fear (that you might be outshone by someone else if you don't speak to every point) or bumptiousness (you believe you actually do know something about everything under discussion, however esoteric).
Be confident in your own potential leadership abilities to simply state you have nothing to add when, um, you have nothing to add.
2. "I don't understand what you mean by..."
Don't want to seem stupid in front of colleagues? Fearful that if you don't know the meaning of every acronym thrown around that you'll be dismissed as not "with it"? Get to the back of the succession line.
Potential leaders talk like 6-year-olds when necessary. "I've never heard that phrase in this context before--could you help me understand what you mean by it?" won't get you laughed at (unless you work with jerks, in which case, you have deeper problems), it'll get you recognized as genuine and trustworthy.
3. "I recommend that we..."
There's a type of team member who will avoid making any statement that involves some risk on their part. Whether it's being asked to express an opinion or make a recommendation, they'll wiggle like a trapped squirrel rather than be definite about their own views.
This usually comes out of a fear of being wrong (sometimes its genuine shyness, but that's rarer than you'd think), and people who are afraid of ever being wrong don't make good leaders.
I don't suggest that you start throwing around your opinions on every matter under the sun (see point 1 above), but if you want to be considered for future leadership, I do recommend you fully think through those issues in which you are involved, and make your recommendations clearly and without vacillation (opinions can come later; share them if and when you're asked).
Want your leadership potential to be recognized? Try using these three phrases--or whatever version of them you're comfortable with--next time you're working in a group or team.
http://www.inc.com/les-mckeown/3-phrases-that-will-get-you-noticed.html
4/10/13
Computing the Trimmed Mean Average in SQL
This article by Bob Newstadt
presents code to compute a trimmed mean in SQL. The trimmed mean is a
more robust version of the simple mean (SQL AVG() aggregate function).
It is a useful tool for summarizing ill-behaved real world data.
We all use statistics to help us understand the world. Think of batting averages, grade point averages, or the oft-quoted median price of a single family home. However, averages of real word data can be misleading. Two common problems are having too few samples or having wild values known as outliers.
A widely applicable technique to deal with these issues is the trimmed mean. The trimmed mean computation discards extreme values and averages the remaining samples. The amount of trimming can be tuned to fit the problem. Ideally, this avoids the outliers which can plague the mean while otherwise using as much of the data as possible.
This article presents several ways to compute a trimmed mean in SQL. Among the solutions is code which yields the mean, the median, or something in between depending on the amount of trimming you specify. These queries have been tested using SQL Server 2000 and may use some non-standard extensions.
The average is thrown off by the “curve-wrecking” student 7 who earned a score of 90.
We can rewrite this solution to improve performance. The following code cuts the number of table scans in half.
TOP’s argument N can not be a variable. Until you upgrade to Yukon, the next version of SQL SERVER 2000, you will need to resort to dynamic SQL if N is variable. Many DBAs try to avoid dynamic SQL for security and performance reasons.
TOP applies to the whole result set. This makes it hard to compose some complex queries which depend on TOP. Consider computing the trimmed mean of each student’s scores. Using TOP you would need to have a cursor to process each student’s scores separately. The query from the previous section can be extended to handle this problem without using cursors.
If just a single result is required and if the amount of trimming is not variable then using TOP may work. Here’s an example of computing the left median using TOP.
http://www.sqlteam.com/article/computing-the-trimmed-mean-in-sql
We all use statistics to help us understand the world. Think of batting averages, grade point averages, or the oft-quoted median price of a single family home. However, averages of real word data can be misleading. Two common problems are having too few samples or having wild values known as outliers.
A widely applicable technique to deal with these issues is the trimmed mean. The trimmed mean computation discards extreme values and averages the remaining samples. The amount of trimming can be tuned to fit the problem. Ideally, this avoids the outliers which can plague the mean while otherwise using as much of the data as possible.
This article presents several ways to compute a trimmed mean in SQL. Among the solutions is code which yields the mean, the median, or something in between depending on the amount of trimming you specify. These queries have been tested using SQL Server 2000 and may use some non-standard extensions.
Sample data
Let’s create a table variable containing a set of scores.Declare @TestScores table (StudentID int, Score int)
insert @TestScores (StudentID, Score) Values (1, 20)
insert @TestScores (StudentID, Score) Values (2, 03)
insert @TestScores (StudentID, Score) Values (3, 40)
insert @TestScores (StudentID, Score) Values (4, 45)
insert @TestScores (StudentID, Score) Values (5, 50)
insert @TestScores (StudentID, Score) Values (6, 20)
insert @TestScores (StudentID, Score) Values (7, 90)
insert @TestScores (StudentID, Score) Values (8, 20)
insert @TestScores (StudentID, Score) Values (9, 11)
insert @TestScores (StudentID, Score) Values (10, 30)
The average is thrown off by the “curve-wrecking” student 7 who earned a score of 90.
select avg(cast(score as float)) as mean from @testscores
32.899999999999999
If that high score were 900 the mean would be really out of whack, all due to one far out value.
Trimming the smallest and largest values
This trick will compute the mean excluding the smallest and largest values.select (sum(score)-min(score)-max(score)) / cast(count(*)-2 as float)
as meantrimmedby1
from @testscores
29.5
Of course there must be more than 2 scores for this to work.
Trimming the N smallest and largest values
This code removes the smallest N and largest N scores before computing the average. N is a variable set at run time.declare @N int
set @N = 3
select @N as N, avg(cast(score as float)) as TrimmedMeanN
from @TestScores a
where
(select count(*) from @TestScores aa
where aa.Score <= a.Score) > @N
and
(select count(*) from @TestScores bb
where bb.Score >= a.Score) > @N
3, 26.0
The where clause keeps only the scores which fall between the N
largest and the N smallest values. The correlated subqueries in the
where clause rank each a.score compared to all scores in @TestScores.
Duplicate values are either all removed or all retained. For example, if
all scores are the same then none of them will be trimmed no matter
what N is. Apply this algorithm only when there are at least 2N scores.
Trimming the smallest and largest percentile
A more general approach is to trim by a fixed percentage instead of a fixed number. Here we trim by a factor between 0.0 and 0.5. Trimming by 0.0 trims nothing yielding the mean. Trimming by .25 discards the scores in the top and bottom quartiles and averages what’s left. Trimming by .5 yields the weighted median. The median is weighted when there are duplicate values. In this example the central values are 20,20,20,30 which average out to 22.5. Compare this to the non-weighted median 25.0 ((20+30)/2).declare @pp float
set @pp = .5
select @pp as factor, avg(cast(score as float)) as TrimmedMeanP
from @TestScores a
where
(select count(*) from @TestScores aa
where aa.Score <= a.Score) >=
(select @pp*count(*) from @TestScores)
and
(select count(*) from @TestScores bb
where bb.Score >= a.Score) >=
(select @pp*count(*) from @TestScores)
.5, 22.5
This code is similar to the previous query except @N is replaced by
@pp*count(*). The relation > was changed to >= so that a factor of
.5 generates the weighted median instead of trimming all samples.
We can rewrite this solution to improve performance. The following code cuts the number of table scans in half.
declare @pp float
set @pp = .5
select @pp as factor, sum(cast(score as float)*weight)/sum(weight) as TrimmedMeanP2
from
(
select
a.score,
count(*) as weight
from @TestScores a
cross join @TestScores b
group by a.score
having
sum(case when b.Score <= a.Score
then 1 else 0 end) >= @pp*count(*)
and
sum(case when b.Score >= a.Score
then 1 else 0 end) >= @pp*count(*)
) as x1
.5, 22.5
The @TestScores table is cross joined with itself to permit
comparisons of every score in the table ‘a’ with every score in table
‘b’. The results are grouped by a.score. Thus there will be at most one
row in the derived table for every distinct value of a.score. In this
example there are 3 scores with the value 20 causing the join to
evaluate 30 rows (3*10) for that group. The having clause retains those
a.score groups near the center of the distribution. The derived table
generates a weight with each score proportional to the number of
duplicate values there are for that score in the original table.
Finally, the outer select calculates the weighted average of the
retained grouped scores.
Trimming using TOP
You may be thinking: Why go to all this trouble when TOP and ORDER BY can easily filter rows from a table? The TOP operator has some limitations which are inconvenient to work around.TOP’s argument N can not be a variable. Until you upgrade to Yukon, the next version of SQL SERVER 2000, you will need to resort to dynamic SQL if N is variable. Many DBAs try to avoid dynamic SQL for security and performance reasons.
TOP applies to the whole result set. This makes it hard to compose some complex queries which depend on TOP. Consider computing the trimmed mean of each student’s scores. Using TOP you would need to have a cursor to process each student’s scores separately. The query from the previous section can be extended to handle this problem without using cursors.
If just a single result is required and if the amount of trimming is not variable then using TOP may work. Here’s an example of computing the left median using TOP.
select top 1 Score as medianByTOP
from (select top 50 percent Score
from @TestScores
order by Score) as x
order by Score desc
20
This code takes the max value in the bottom half of the distribution. A 25% trimmed mean using TOP can be coded as:
select avg(cast(score as float)) as TrimmedMean25pByTOP
from (select top 66.666 percent Score
from (select top 75 percent Score
from @TestScores
order by Score desc) as x
order by Score) as y
29.166666666666668
The inner derived table trims the lowest 25%. The outer derived table
trims the highest 25% of the original. The select clause averages the
middle 50% of the distribution (66.666% of 75%=50%).
http://www.sqlteam.com/article/computing-the-trimmed-mean-in-sql
4/2/13
10 Things Really Amazing Bosses Do
Are you truly an amazing boss or just a good one? See how many of these 10 traits are natural for you.
Recently, I had overwhelming response to my column on 10 things Really Amazing Employees Do. In it, I also gave tips for being a better boss. Better is great, but amazing bosses didn't need the tips because they already knew what to do.
Being a boss is hard. People don't naturally wish to have one. And not everyone aspires to be one. But most people are anxious to follow a good leader, and most organizations live and die on the quality of the leaders who run them. See how you stack up with these 10 traits. I have given a reference point for good bosses as well so you can assess if you are truly hitting the mark or if perhaps your people are just being nice when they say you're amazing.
1. Good Bosses maintain control and get things done.
Amazing Bosses know efficiency can be the enemy of efficacy in the long run and so they work to create an atmosphere of expansive thinking. They empower their team with time, resources and techniques, to solve big issues with big ideas instead of Band-Aids and checklists.
2. Good Bosses foster a sense of community, making room for everyone.
Amazing Bosses form an internal culture by design rather than default, making sure they attract the right people to get on the bus and then get them in the right seats. They also make sure that the wrong people never get on the bus, or if they do, they get off quickly.
3. Good Bosses invite creative thinking.
Amazing Bosses know how to integrate creativity into daily conversation and procedures so that every employee feels natural about being creative and facilitating productive creativity when interacting with others in the company.
4. Good Bosses create an open environment for voicing concern and frustration.
Amazing Bosses create an environment where people are empowered to make change on their own to improve product, process, and procedures. They integrate open communication to the point where the expression of honest concerns is expected, required, and desired by everyone involved to achieve the highest levels of team performance.
5. Good Bosses encourage career development for their employees.
Amazing Bosses integrate individual learning and development into every job description so that personal growth is required and rewarded. They know companies that do this thrive thanks to new leaders rising from the inside. They make sure the company apportions time and dollars toward personal growth so that everyone shares reasonable expectations of commitment and success.
6. Good Bosses run effective and efficient meetings.
Amazing Bosses make sure that everyone on the team understands the difference between a valuable meeting and a waste of time and resources. They educate the team on facilitation techniques and give each person consistent practice at structuring and leading effective meetings with postmortem feedback.
7. Good Bosses build trust so people feel safe.
Amazing Bosses encourage constant interaction and high performance within the team so they succeed or fail together, creating tight bonds of loyalty to the company and each other. Successes are met with equal high praise and rewards, while failures are met with encouraging acceptance and postmortem learning discussions yielding next-step improvements. (Of course amazing bosses know how to make sure people and teams fail safely in the first place.)
8. Good Bosses generate happiness in the workplace.
Amazing Bosses constantly seek and execute ways to help employees gain deep personal satisfaction from their responsibilities so they are inspired and excited to come to work and perform well every day.
9. Good Bosses make sure people are responsible for their roles and actions.
Amazing Bosses promote personal accountability by providing clear communication and buy-in as to the culture, vision, and goals for the company. They know how to effectively and efficiently align the team, communicate in rhythm, and measure progress so they can adjust quickly with minimal risk.
10. Good Bosses know how to praise and show gratitude.
Amazing Bosses know how to instill a deep sense of personal satisfaction and accomplishment in individual team members. They help employees develop a strong sense of self-confidence and self-praise that outweighs any pat-on-the-back or award provided.
http://www.inc.com/kevin-daum/10-things-really-amazing-bosses-do.html
Recently, I had overwhelming response to my column on 10 things Really Amazing Employees Do. In it, I also gave tips for being a better boss. Better is great, but amazing bosses didn't need the tips because they already knew what to do.
Being a boss is hard. People don't naturally wish to have one. And not everyone aspires to be one. But most people are anxious to follow a good leader, and most organizations live and die on the quality of the leaders who run them. See how you stack up with these 10 traits. I have given a reference point for good bosses as well so you can assess if you are truly hitting the mark or if perhaps your people are just being nice when they say you're amazing.
1. Good Bosses maintain control and get things done.
Amazing Bosses know efficiency can be the enemy of efficacy in the long run and so they work to create an atmosphere of expansive thinking. They empower their team with time, resources and techniques, to solve big issues with big ideas instead of Band-Aids and checklists.
2. Good Bosses foster a sense of community, making room for everyone.
Amazing Bosses form an internal culture by design rather than default, making sure they attract the right people to get on the bus and then get them in the right seats. They also make sure that the wrong people never get on the bus, or if they do, they get off quickly.
3. Good Bosses invite creative thinking.
Amazing Bosses know how to integrate creativity into daily conversation and procedures so that every employee feels natural about being creative and facilitating productive creativity when interacting with others in the company.
4. Good Bosses create an open environment for voicing concern and frustration.
Amazing Bosses create an environment where people are empowered to make change on their own to improve product, process, and procedures. They integrate open communication to the point where the expression of honest concerns is expected, required, and desired by everyone involved to achieve the highest levels of team performance.
5. Good Bosses encourage career development for their employees.
Amazing Bosses integrate individual learning and development into every job description so that personal growth is required and rewarded. They know companies that do this thrive thanks to new leaders rising from the inside. They make sure the company apportions time and dollars toward personal growth so that everyone shares reasonable expectations of commitment and success.
6. Good Bosses run effective and efficient meetings.
Amazing Bosses make sure that everyone on the team understands the difference between a valuable meeting and a waste of time and resources. They educate the team on facilitation techniques and give each person consistent practice at structuring and leading effective meetings with postmortem feedback.
7. Good Bosses build trust so people feel safe.
Amazing Bosses encourage constant interaction and high performance within the team so they succeed or fail together, creating tight bonds of loyalty to the company and each other. Successes are met with equal high praise and rewards, while failures are met with encouraging acceptance and postmortem learning discussions yielding next-step improvements. (Of course amazing bosses know how to make sure people and teams fail safely in the first place.)
8. Good Bosses generate happiness in the workplace.
Amazing Bosses constantly seek and execute ways to help employees gain deep personal satisfaction from their responsibilities so they are inspired and excited to come to work and perform well every day.
9. Good Bosses make sure people are responsible for their roles and actions.
Amazing Bosses promote personal accountability by providing clear communication and buy-in as to the culture, vision, and goals for the company. They know how to effectively and efficiently align the team, communicate in rhythm, and measure progress so they can adjust quickly with minimal risk.
10. Good Bosses know how to praise and show gratitude.
Amazing Bosses know how to instill a deep sense of personal satisfaction and accomplishment in individual team members. They help employees develop a strong sense of self-confidence and self-praise that outweighs any pat-on-the-back or award provided.
http://www.inc.com/kevin-daum/10-things-really-amazing-bosses-do.html
3/19/13
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
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
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
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?nav=pop
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?nav=pop
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
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
Stop Bargaining and Start Negotiating
A good negotiator knows how to get the bargainer off his or her script.
For me, the term “bargaining” conjures up a chaotic, aromatic scene in one of Taiwan’s night markets, where haggling over the price of pineapples, slippers, or just about anything else is a national sport.
When I first arrived in Taiwan, I couldn’t really participate, much to the disappointment of the vendors. Once I learned my numbers and a few other key words, though, the vendors really lit up. As an American, it felt awkward, but I slowly got used to it.
More recently, I attended a seminar on negotiation led by management consultant Jack Kaine. He wasn’t talking about pineapples, of course. He focused on negotiation for entrepreneurs, making a big distinction between bargaining and negotiation. I was caught off guard and drawn in at the same time. Aren’t bargaining and negotiation the same thing?
Not at all. And not just because I’m selling product development services rather than chicken feet.
Something about this distinction really sank in for me, and I found myself using it almost immediately without realizing it.
The distinction goes like this:
Bargaining is about focusing on who is right. It is competitive and win-lose.
Negotiation is about focusing on what is right. It is cooperative and win-win.
To truly engage in a negotiation, you must have trust and openness between the parties. Otherwise, it is impossible to find the common win-win.
When I found myself in a conversation with a bargainer who was trying to nickel-and-dime some services that had been requested by his more win-win-minded colleagues, I went off-script and asked what he really needed. I agreed with him that I was asking for a lot of money, and asked him what he wanted me to eliminate from the scope of work. After all, scope and pricing are judgment calls, and I was merely trying to provide him with a good outcome.
That stopped the bargaining in its tracks. Who wants to be the person in their organization responsible for a sub-par outcome?
Negotiation often requires creativity to ask the right clarifying questions and figure out what is truly of value to the other party. It may not be what you think until you ask.
To stay on a negotiation script and get off the narrow-minded bargainer’s script, focus on these three things:
Education. Questions, questions, questions. Learn what is truly important to the other person. Creatively push on the boundaries to explore what may not be obvious at first. This will enable you to address value in the deal and get away from focusing solely on numbers.
Expand the pie. Instead of subtracting things, figure out what you can add to get to a win-win. If you ask enough questions, you’ll know how to add extras that may not even cost you much, but may be of huge value to the other person. Perhaps they are totally off the main topic of the deal, but who cares if it gets you to a place where everybody wins?
Make it personal. Yes, you may be doing a deal with a behemoth, but you are negotiating with people who have their own issues, problems, and agendas within the behemoth. Don’t lose sight of the people! Find out what they need in the deal to make the most effective use of your time together. Build trust. Never back them into a corner.
Bargaining in the night market was good training. I remember all the antics my friends engaged in, like stomping out of the stall and having the vendor chase you down the alley lowering the price, only to return and continue the game. It was passive-aggressive drama at its best, but kind of fun if you didn’t take it too seriously. Of course, when the only thing at stake is a pineapple, it’s a little easier to play hardball than when you are desperate to get a new contract for your company.
Still, the best way to learn to negotiate well is to do it. And in the best negotiations, everyone walks away feeling like they got a good deal-;making them more likely to come back and do business another day.
http://www.inc.com/laura-smoliar/the-difference-between-bargaining-and-negotiating.html
For me, the term “bargaining” conjures up a chaotic, aromatic scene in one of Taiwan’s night markets, where haggling over the price of pineapples, slippers, or just about anything else is a national sport.
When I first arrived in Taiwan, I couldn’t really participate, much to the disappointment of the vendors. Once I learned my numbers and a few other key words, though, the vendors really lit up. As an American, it felt awkward, but I slowly got used to it.
More recently, I attended a seminar on negotiation led by management consultant Jack Kaine. He wasn’t talking about pineapples, of course. He focused on negotiation for entrepreneurs, making a big distinction between bargaining and negotiation. I was caught off guard and drawn in at the same time. Aren’t bargaining and negotiation the same thing?
Not at all. And not just because I’m selling product development services rather than chicken feet.
Something about this distinction really sank in for me, and I found myself using it almost immediately without realizing it.
The distinction goes like this:
Bargaining is about focusing on who is right. It is competitive and win-lose.
Negotiation is about focusing on what is right. It is cooperative and win-win.
To truly engage in a negotiation, you must have trust and openness between the parties. Otherwise, it is impossible to find the common win-win.
When I found myself in a conversation with a bargainer who was trying to nickel-and-dime some services that had been requested by his more win-win-minded colleagues, I went off-script and asked what he really needed. I agreed with him that I was asking for a lot of money, and asked him what he wanted me to eliminate from the scope of work. After all, scope and pricing are judgment calls, and I was merely trying to provide him with a good outcome.
That stopped the bargaining in its tracks. Who wants to be the person in their organization responsible for a sub-par outcome?
Negotiation often requires creativity to ask the right clarifying questions and figure out what is truly of value to the other party. It may not be what you think until you ask.
To stay on a negotiation script and get off the narrow-minded bargainer’s script, focus on these three things:
Education. Questions, questions, questions. Learn what is truly important to the other person. Creatively push on the boundaries to explore what may not be obvious at first. This will enable you to address value in the deal and get away from focusing solely on numbers.
Expand the pie. Instead of subtracting things, figure out what you can add to get to a win-win. If you ask enough questions, you’ll know how to add extras that may not even cost you much, but may be of huge value to the other person. Perhaps they are totally off the main topic of the deal, but who cares if it gets you to a place where everybody wins?
Make it personal. Yes, you may be doing a deal with a behemoth, but you are negotiating with people who have their own issues, problems, and agendas within the behemoth. Don’t lose sight of the people! Find out what they need in the deal to make the most effective use of your time together. Build trust. Never back them into a corner.
Bargaining in the night market was good training. I remember all the antics my friends engaged in, like stomping out of the stall and having the vendor chase you down the alley lowering the price, only to return and continue the game. It was passive-aggressive drama at its best, but kind of fun if you didn’t take it too seriously. Of course, when the only thing at stake is a pineapple, it’s a little easier to play hardball than when you are desperate to get a new contract for your company.
Still, the best way to learn to negotiate well is to do it. And in the best negotiations, everyone walks away feeling like they got a good deal-;making them more likely to come back and do business another day.
http://www.inc.com/laura-smoliar/the-difference-between-bargaining-and-negotiating.html
3/15/13
10 Reasons to Pick Up the Phone Now
Today fewer people get on the phone, preferring to text, chat, and
e-mail. Here are 10 scenarios where a live voice is still the best
option.
I've noticed recently that the Millennial generation's trend of phone avoidance is quickly spreading to people of all ages. It started with smartphones. Texting replaced leaving voicemails and whole conversations now take place with our thumbs. Calling someone has now become low on the communication priority list and even frequently disparaged.
Certainly written communication has its advantages.
1. When You Need Immediate Response
The problem with text or e-mail is you never know when someone will get back to you. You like to think the other person is sitting there waiting for your message, but it's not always true. These days when someone sees your name on the ringing phone, they know you are making an extra effort to speak to them. Of course if they are truly busy, in a meeting, sleeping, or hiding from you, the caller ID will tip them off and you go to voicemail, which they rarely check anyway. At least now you can express yourself with heartfelt emotion.
2. When You Have Complexity with Multiple People
My wife Van was recently coordinating an overseas engagement for me and there were six different people in multiple time zones involved in the logistics. After five cryptic e-mail conversations that created more confusion, she was literally screaming at the computer. Finally I suggested a conference call. In 30 minutes, all questions were answered, everyone was aligned, and Van went from frustrated to relieved. She is now a newly recruited phone advocate.
3. When You Don't Want a Written Record Due to Sensitivity
You never know who will see an e-mail or a text. True, phone calls can be recorded...but not legally in most states without prior notification or a judge's order. Unless you are absolutely comfortable with your message getting into anyone's hands, best to use the phone for conversations that require discretion.
4. When the Emotional Tone is Ambiguous, But Shouldn't Be
Sometimes a smiley face is not enough to convey real emotion. Emoticons help broadly frame emotional context, but when people's feelings are at stake it's best to let them hear exactly where you are coming from. Otherwise they will naturally assume the worst.
5. When There is Consistent Confusion
Most people don't like to write long e-mails and most don't like to read them. So when there are lots of details that create confusion, phone calls work efficiently to bring clarity. First of all, you can speak about 150 words per minute, and most people don't type that fast. Second, questions can be answered in context so you don't end up with an endless trail of back and forth question and answers.
6. When There is Bad News
This should be obvious, but sadly many people will take a cowardly approach to sharing difficult news. Don't be one of those callous people. Make it about the other person and not you. Humanize the situation with empathy they can hear.
7. When There is Very Important News
Good or bad, if there is significance to information, the receiver needs to understand the importance beyond a double exclamation point. Most likely they will have immediate questions and you should be ready to provide context to prevent unwanted conclusions.
8. When Scheduling is Difficult
After going back and forth multiple times with a colleague's assistant trying to find an available date and time, I finally just called her. Now I didn't have to worry that the time slot would be filled by the time she read my e-mail. We just spoke with calendars in hand and completed in five minutes what had exasperated us over three days. Later that day I watched one of my foodie friends spend 20 frustrated minutes using Open Table and finally suggested he simply call the restaurant. In three minutes he had a reservation and a slightly embarrassed smile.
9. When There is a Hint of Anger, Offense, or Conflict in the Exchange
Written messages can often be taken the wrong way. If you see a message that suggests any kind of problem, don't let it fester--or worse try and repair it--with more unemotional communication. Pick up the phone and resolve the issue before it spirals out of control.
10. When a Personal Touch Will Benefit
Anytime you want to connect emotionally with someone and face-to-face is not possible, use the phone. Let them hear the care in your voice and the appreciation in your heart.
http://www.inc.com/kevin-daum/10-reasons-to-pick-up-the-phone-now.html
I've noticed recently that the Millennial generation's trend of phone avoidance is quickly spreading to people of all ages. It started with smartphones. Texting replaced leaving voicemails and whole conversations now take place with our thumbs. Calling someone has now become low on the communication priority list and even frequently disparaged.
Certainly written communication has its advantages.
- You can get your message out whether or not the other person is available.
- You can respond without concern for time zones or sleep patterns.
- You don't have to waste time with unwanted chatty gossip.
1. When You Need Immediate Response
The problem with text or e-mail is you never know when someone will get back to you. You like to think the other person is sitting there waiting for your message, but it's not always true. These days when someone sees your name on the ringing phone, they know you are making an extra effort to speak to them. Of course if they are truly busy, in a meeting, sleeping, or hiding from you, the caller ID will tip them off and you go to voicemail, which they rarely check anyway. At least now you can express yourself with heartfelt emotion.
2. When You Have Complexity with Multiple People
My wife Van was recently coordinating an overseas engagement for me and there were six different people in multiple time zones involved in the logistics. After five cryptic e-mail conversations that created more confusion, she was literally screaming at the computer. Finally I suggested a conference call. In 30 minutes, all questions were answered, everyone was aligned, and Van went from frustrated to relieved. She is now a newly recruited phone advocate.
3. When You Don't Want a Written Record Due to Sensitivity
You never know who will see an e-mail or a text. True, phone calls can be recorded...but not legally in most states without prior notification or a judge's order. Unless you are absolutely comfortable with your message getting into anyone's hands, best to use the phone for conversations that require discretion.
4. When the Emotional Tone is Ambiguous, But Shouldn't Be
Sometimes a smiley face is not enough to convey real emotion. Emoticons help broadly frame emotional context, but when people's feelings are at stake it's best to let them hear exactly where you are coming from. Otherwise they will naturally assume the worst.
5. When There is Consistent Confusion
Most people don't like to write long e-mails and most don't like to read them. So when there are lots of details that create confusion, phone calls work efficiently to bring clarity. First of all, you can speak about 150 words per minute, and most people don't type that fast. Second, questions can be answered in context so you don't end up with an endless trail of back and forth question and answers.
6. When There is Bad News
This should be obvious, but sadly many people will take a cowardly approach to sharing difficult news. Don't be one of those callous people. Make it about the other person and not you. Humanize the situation with empathy they can hear.
7. When There is Very Important News
Good or bad, if there is significance to information, the receiver needs to understand the importance beyond a double exclamation point. Most likely they will have immediate questions and you should be ready to provide context to prevent unwanted conclusions.
8. When Scheduling is Difficult
After going back and forth multiple times with a colleague's assistant trying to find an available date and time, I finally just called her. Now I didn't have to worry that the time slot would be filled by the time she read my e-mail. We just spoke with calendars in hand and completed in five minutes what had exasperated us over three days. Later that day I watched one of my foodie friends spend 20 frustrated minutes using Open Table and finally suggested he simply call the restaurant. In three minutes he had a reservation and a slightly embarrassed smile.
9. When There is a Hint of Anger, Offense, or Conflict in the Exchange
Written messages can often be taken the wrong way. If you see a message that suggests any kind of problem, don't let it fester--or worse try and repair it--with more unemotional communication. Pick up the phone and resolve the issue before it spirals out of control.
10. When a Personal Touch Will Benefit
Anytime you want to connect emotionally with someone and face-to-face is not possible, use the phone. Let them hear the care in your voice and the appreciation in your heart.
http://www.inc.com/kevin-daum/10-reasons-to-pick-up-the-phone-now.html
What a 14-Year-Old Can Teach You About Management
Six business lessons an entrepreneur gleaned from her daughter's first job.
My daughter Lily is fourteen. Over the holidays, she had her her first job. She was employed as a Christmas elf in Santa's grotto at our local farm shop. She is studying business at school but she learned a lot more on the job.
So I asked what she'd learned after three weekends of solid elfing:
1. People need to know what you offer.
Her grotto was a little hidden and even I, looking for it, thought it was hard to find. She told her boss they needed a bigger sign, which they got the next weekend. Children piled in.
2. It's more fun being busy.
No matter how thrilling or dull a job, it is always more fun being busy than sitting around. If you have employees who aren't busy, find something for them to do. Down time breeds discontent.
3. Colleagues make or break the experience.
Her last day, Lily had a bad cold and didn't feel like working. I did not suggest she stay home; I just asked if she was up to it. She bridled, insisting that, however she felt, she couldn't let Ross--the Santa Claus--down. She'd instantly absorbed the fact that people in a business aren't loyal to the company but to each other.
4. It's more fun doing a great job.
Over time, my daughter got better at her job and, as she did, she said she enjoyed it more. "Now I think about ways to keep the kids entertained," she said. "They can't spend more--it's a fixed price--but it's more fun when the customers are happy."
5. Money you earn is different from the money you're given.
Receiving her first pay packet was a great moment for Lily. She's about to go on a school trip to Russia. Is she planning to spend all her earnings there? "No!" she insisted. "I'm saving that money; I earned it."
Lily's first job has been a lot more positive than mine was. I worked, at the age of 16, as a receptionist for a psychotherapist who could never explain what he wanted. He fired me after two weekends. Lily's been lucky to have a great boss and good co-workers.
Watching her also reminded me that most people do want to do a great job. If they aren't excellent, it might not be their fault.
http://www.inc.com/margaret-heffernan/management-observations-of-first-time-employee.html
My daughter Lily is fourteen. Over the holidays, she had her her first job. She was employed as a Christmas elf in Santa's grotto at our local farm shop. She is studying business at school but she learned a lot more on the job.
So I asked what she'd learned after three weekends of solid elfing:
1. People need to know what you offer.
Her grotto was a little hidden and even I, looking for it, thought it was hard to find. She told her boss they needed a bigger sign, which they got the next weekend. Children piled in.
2. It's more fun being busy.
No matter how thrilling or dull a job, it is always more fun being busy than sitting around. If you have employees who aren't busy, find something for them to do. Down time breeds discontent.
3. Colleagues make or break the experience.
Her last day, Lily had a bad cold and didn't feel like working. I did not suggest she stay home; I just asked if she was up to it. She bridled, insisting that, however she felt, she couldn't let Ross--the Santa Claus--down. She'd instantly absorbed the fact that people in a business aren't loyal to the company but to each other.
4. It's more fun doing a great job.
Over time, my daughter got better at her job and, as she did, she said she enjoyed it more. "Now I think about ways to keep the kids entertained," she said. "They can't spend more--it's a fixed price--but it's more fun when the customers are happy."
5. Money you earn is different from the money you're given.
Receiving her first pay packet was a great moment for Lily. She's about to go on a school trip to Russia. Is she planning to spend all her earnings there? "No!" she insisted. "I'm saving that money; I earned it."
Lily's first job has been a lot more positive than mine was. I worked, at the age of 16, as a receptionist for a psychotherapist who could never explain what he wanted. He fired me after two weekends. Lily's been lucky to have a great boss and good co-workers.
Watching her also reminded me that most people do want to do a great job. If they aren't excellent, it might not be their fault.
http://www.inc.com/margaret-heffernan/management-observations-of-first-time-employee.html
Why 'Win-Win' Negotiating Is the Surest Way You'll Lose
When it comes to deal-making, you should master this simple three-step strategy of the self-made wealthy instead.
Everybody loves a win-win answer to a problem. It's great when a potentially-contentious situation ends up with everybody coming out ahead. And isn't that the way most business deals should go, too? Let's all sit down and find a way for everyone to win. What could be better?
But when I surveyed people for my new book, Business Brilliant, one group overwhelmingly disagreed with the the idea that "win-win solutions are best." That group was self-made multi-millionaires, people whose net worth exceeds $30 million.
What do these super-successful people know about win-win deal-making that nobody else does?
It turns out that if you look at the very best in negotiation thinking, the notion of "win-win" is widely regarded as a dangerous trap. Even the late Stephen Covey, author of Seven Habits of Highly Effective People and hardly an advocate of cut-throat business practices, was wary of win-win. He cautioned that the win-win ideal often tempts good-hearted people to buy into bad deals that they later come to regret, sometimes for years.
Here's why. Let's say, for example that you adopt a "win-win" attitude with someone who has an "I-must-win" outlook. Covey and others would say that your "win-win" perspective almost guarantees you'll be the only one offering concessions in order to reach agreement. Then you're not playing win-win at all. You're playing wimp-win. You're the wimp and the other guy wins.
So what should you do? Almost all guides to negotiating more or less recommend the same three-step alternative to win-win: First, write down your wished-for goals. Second, study what the opposition wants. Third, write down the number and conditions at which you will walk away. Negotiation guru Michael C. Donaldson calls these three steps "wish, want, walk."
Simple enough? Not really. Research shows that executing on each of these steps makes most people feel awful. For instance, setting high goals means you'll almost always miss those goals, but you'll achieve more than if you had set lower, more realistic goals. Most set low goals because of that enjoyable feeling you get when you succeed. People actually feel better when they ask for $50 and get $50 than when they ask for $100 and get $60, even though you're obviously better off with $60 than you are with $50.
Researching the other side's position and probing for weaknesses to exploit doesn't feel very good, either. The survey research I did showed that about 75 percent of middle-class people don't agree with exploiting weaknesses during negotiations. Among the multi-millionaires, though, 100 percent agreed! Exploiting weakness is the name of the game.
And as far as walking away from a deal? Just 22 percent of middle-class people say they have an easy time abandoning a business deal "if it's not just right." But for multi-millionaires, it's unanimous. Take a walk if you can't get what you want: 100 percent agreement.
Of course, negotiating is a psychological game, but to be successful at it, it's important to know the obstacles inside your own head that make each step of wish, want, walk so difficult to execute. If you're like most people, you'll avoid setting a very high goal at the start of a prospective deal because you feel better about yourself if you're reasonable and realistic. You're also likely to feel reluctant to investigate and exploit the other side’s vulnerabilities because that’s not something that a nice person does. And, walking away because you haven't gotten what you want? That makes the whole process feel like a waste of time. Who wants to go home empty-handed after all that work?
If you're dealing with an experienced negotiator, that negotiator is trying to use all these psychological biases and social norms against you. He'll thank you for being reasonable (hoping to cow you into abandoning your highest goals). He'll remind you of your own weaknesses, having thoroughly studied your position. And he'll dare you to be rude enough to walk away. He'll exploit what's known as "the norm of reciprocity," by telling you how smart and considerate you are--and then he'll make a ridiculous low-ball offer. His flattery creates inside you a natural psychological urge to reciprocate by accepting the offer, when the thing you really need to do is tell him that you're ready to walk away if that's the best he can offer.
Self-made multi-millionaires know this. It's how they got where they are. Now that you know it, too, will you make use of it? Stephen Covey used to say that negotiation is all a matter of courage. When you settle for a "win-win" deal that you really don't care for, Covey said you're basically choosing to sell yourself out. You're telling your negotiating opposite, Covey wrote: "I'll be so considerate of your convictions and desires that I won't have the courage to express and actualize my own."
http://www.inc.com/lewis-schiff/negotiating-successfully-strategy-win-win.html
Everybody loves a win-win answer to a problem. It's great when a potentially-contentious situation ends up with everybody coming out ahead. And isn't that the way most business deals should go, too? Let's all sit down and find a way for everyone to win. What could be better?
But when I surveyed people for my new book, Business Brilliant, one group overwhelmingly disagreed with the the idea that "win-win solutions are best." That group was self-made multi-millionaires, people whose net worth exceeds $30 million.
What do these super-successful people know about win-win deal-making that nobody else does?
It turns out that if you look at the very best in negotiation thinking, the notion of "win-win" is widely regarded as a dangerous trap. Even the late Stephen Covey, author of Seven Habits of Highly Effective People and hardly an advocate of cut-throat business practices, was wary of win-win. He cautioned that the win-win ideal often tempts good-hearted people to buy into bad deals that they later come to regret, sometimes for years.
Here's why. Let's say, for example that you adopt a "win-win" attitude with someone who has an "I-must-win" outlook. Covey and others would say that your "win-win" perspective almost guarantees you'll be the only one offering concessions in order to reach agreement. Then you're not playing win-win at all. You're playing wimp-win. You're the wimp and the other guy wins.
So what should you do? Almost all guides to negotiating more or less recommend the same three-step alternative to win-win: First, write down your wished-for goals. Second, study what the opposition wants. Third, write down the number and conditions at which you will walk away. Negotiation guru Michael C. Donaldson calls these three steps "wish, want, walk."
Simple enough? Not really. Research shows that executing on each of these steps makes most people feel awful. For instance, setting high goals means you'll almost always miss those goals, but you'll achieve more than if you had set lower, more realistic goals. Most set low goals because of that enjoyable feeling you get when you succeed. People actually feel better when they ask for $50 and get $50 than when they ask for $100 and get $60, even though you're obviously better off with $60 than you are with $50.
Researching the other side's position and probing for weaknesses to exploit doesn't feel very good, either. The survey research I did showed that about 75 percent of middle-class people don't agree with exploiting weaknesses during negotiations. Among the multi-millionaires, though, 100 percent agreed! Exploiting weakness is the name of the game.
And as far as walking away from a deal? Just 22 percent of middle-class people say they have an easy time abandoning a business deal "if it's not just right." But for multi-millionaires, it's unanimous. Take a walk if you can't get what you want: 100 percent agreement.
Of course, negotiating is a psychological game, but to be successful at it, it's important to know the obstacles inside your own head that make each step of wish, want, walk so difficult to execute. If you're like most people, you'll avoid setting a very high goal at the start of a prospective deal because you feel better about yourself if you're reasonable and realistic. You're also likely to feel reluctant to investigate and exploit the other side’s vulnerabilities because that’s not something that a nice person does. And, walking away because you haven't gotten what you want? That makes the whole process feel like a waste of time. Who wants to go home empty-handed after all that work?
If you're dealing with an experienced negotiator, that negotiator is trying to use all these psychological biases and social norms against you. He'll thank you for being reasonable (hoping to cow you into abandoning your highest goals). He'll remind you of your own weaknesses, having thoroughly studied your position. And he'll dare you to be rude enough to walk away. He'll exploit what's known as "the norm of reciprocity," by telling you how smart and considerate you are--and then he'll make a ridiculous low-ball offer. His flattery creates inside you a natural psychological urge to reciprocate by accepting the offer, when the thing you really need to do is tell him that you're ready to walk away if that's the best he can offer.
Self-made multi-millionaires know this. It's how they got where they are. Now that you know it, too, will you make use of it? Stephen Covey used to say that negotiation is all a matter of courage. When you settle for a "win-win" deal that you really don't care for, Covey said you're basically choosing to sell yourself out. You're telling your negotiating opposite, Covey wrote: "I'll be so considerate of your convictions and desires that I won't have the courage to express and actualize my own."
http://www.inc.com/lewis-schiff/negotiating-successfully-strategy-win-win.html
Want Smarter Employees? Quiz Them
The act of taking a test actually helps you learn. It's one more tool to help your employees be the best they can be.
Your teachers who used to torment you with pop quizzes and complex final exams weren't just trying to torture you. (Okay, maybe some were.) They wanted to see what you had learned, in order to know what help you needed in order to master the material. (I may be overly optimistic when it comes to teachers.) But, we've known for years that the act of actually taking the test--recalling information--actually helps you learn. It's not just the studying for the test that helps you, the test-taking itself cements the information.
Turns out that this is just as valid for adults in the office as it is for children in school, according to a new study published by the American Psychological Association. People in the study performed better on a final exam when they had taken a test previously, when compared with those people who just studied the material.
So, what does this mean for your business? Well, you probably don't want to break out the No. 2 pencils quite yet. Your employees may not be thrilled to have to take tests. And giving them frequent tests may just result in a super high level of turnover. But when new information needs to be learned by your staff, a test may be just the way to cement their knowledge--not just proof that they were listening in the first place.
For instance, if there are regulations that are critical for your employees to know, give them the material to study and then give them a test on it. The test needs to be difficult enough that their brain actually has to work to pull up the new information. Tests that people can pass without actually learning anything new are a waste of time for everyone.
Or, if you are running your whole company through sexual harassment training, consider giving them a real test three or four days after the presentation. Not only will you see what they learned in the training, they'll remember the information better for the future.
You can also do self-testing as you learn new skills. Things change constantly, and if you want to be on top of things, learning about a new topic and then taking a test on it may just well help you master that information.
Testing may increase the knowledge base of your employees. And that is something that can help you succeed.
http://www.inc.com/suzanne-lucas/want-smarter-employees-quiz-them.html
Your teachers who used to torment you with pop quizzes and complex final exams weren't just trying to torture you. (Okay, maybe some were.) They wanted to see what you had learned, in order to know what help you needed in order to master the material. (I may be overly optimistic when it comes to teachers.) But, we've known for years that the act of actually taking the test--recalling information--actually helps you learn. It's not just the studying for the test that helps you, the test-taking itself cements the information.
Turns out that this is just as valid for adults in the office as it is for children in school, according to a new study published by the American Psychological Association. People in the study performed better on a final exam when they had taken a test previously, when compared with those people who just studied the material.
So, what does this mean for your business? Well, you probably don't want to break out the No. 2 pencils quite yet. Your employees may not be thrilled to have to take tests. And giving them frequent tests may just result in a super high level of turnover. But when new information needs to be learned by your staff, a test may be just the way to cement their knowledge--not just proof that they were listening in the first place.
For instance, if there are regulations that are critical for your employees to know, give them the material to study and then give them a test on it. The test needs to be difficult enough that their brain actually has to work to pull up the new information. Tests that people can pass without actually learning anything new are a waste of time for everyone.
Or, if you are running your whole company through sexual harassment training, consider giving them a real test three or four days after the presentation. Not only will you see what they learned in the training, they'll remember the information better for the future.
You can also do self-testing as you learn new skills. Things change constantly, and if you want to be on top of things, learning about a new topic and then taking a test on it may just well help you master that information.
Testing may increase the knowledge base of your employees. And that is something that can help you succeed.
http://www.inc.com/suzanne-lucas/want-smarter-employees-quiz-them.html
The Deadly Cost of a B-Player
Here's how mediocre employees can take down a business. Don't let it happen to you.
I recently attended VatorSplash here in San Francisco, and I had the fortune of listening to Renaud Laplanche, CEO of Lending Club speak about a variety of topics. The one that struck me most wasn't about innovation (which is one thing Vator is all about) it was about hiring. My ears perked up.
There's no shortage of information about hiring on Inc.com; Tony Hsieh let us in on the hiring snafus at Zappos. So I'll add this article to the list because it seems so obvious but it's not. It's about how a B-player can ruin your business, or at least take years away from where your business "should be."
Renaud laid it out simply: when you hire a B-player, they'll do an okay job and there's not really a reason to fire them. But B-players can do a few damaging things to your business:
How have you dealt with B-players on your team? I'd love to hear your challenges and successes.
http://www.inc.com/janine-popick/the-deadly-cost-of-a-b-player.html
I recently attended VatorSplash here in San Francisco, and I had the fortune of listening to Renaud Laplanche, CEO of Lending Club speak about a variety of topics. The one that struck me most wasn't about innovation (which is one thing Vator is all about) it was about hiring. My ears perked up.
There's no shortage of information about hiring on Inc.com; Tony Hsieh let us in on the hiring snafus at Zappos. So I'll add this article to the list because it seems so obvious but it's not. It's about how a B-player can ruin your business, or at least take years away from where your business "should be."
Renaud laid it out simply: when you hire a B-player, they'll do an okay job and there's not really a reason to fire them. But B-players can do a few damaging things to your business:
- They'll either hire mediocre people just like them or even worse, C-players, making an increasingly larger portion of your business run by them.
- Your A-players will leave because they don't want to work on a mediocre team and they get sick of the general feeling of not being able to get things done.
How have you dealt with B-players on your team? I'd love to hear your challenges and successes.
http://www.inc.com/janine-popick/the-deadly-cost-of-a-b-player.html
3 Things You Don't Know About Sales
Ideas are great, but no start-up can survive without sales--and a
mastery of the psychology behind selling. (Hint: manipulation skills are
not required.)
Sales can be a daunting task for any young entrepreneur.
If you're working on a start-up, you're spilling your heart and soul into your idea. Now, you somehow have to convince others to buy into--and literally purchase--your idea too. The truth is, most entrepreneurs don't know the first thing about getting an effective sales process up and running, let alone how to pitch customers.
Since we created ElasticSales, which is essentially a sales team on demand, I've had the opportunity to work with several different young companies. I always start by teaching them about the psychology behind sales. Why? Because most people think a sale is about manipulating or pushing people into making a decision. That couldn't be further from the truth.
Here are the most important things I tell my clients (and my own salespeople) again and again about the psychology of sales:
1. People don't buy products or services. They buy emotions.
By "emotions," I mean: A desired feeling. Superiority. Love. Comfort. Excitement. Security. Or sometimes, the opposite--fear.
These and more are all emotions around which you can position your product or solution. However, you have to know what emotion your customers are actually looking for. If you don't, you won't understand how to sell to them.
The best way to determine this is to ask the customer what's important to them and what they need. Once you know this, you can position your solution around their needs and then sell your benefits--NOT your features.
2. Emotional states dictate buying (and all other) decisions.
Have you ever been in a "shopping rush?" A state in which you wanted to buy something desperately, though the feeling has very little to do with what you are about to buy?
This phenomenon happens in both consumer and enterprise sales. Make sure you pay attention to what emotional states your customers are in before selling them anything. Are they depressed? If so, they really shouldn't be making a big purchasing decision. Are they in that "shopping rush" where they have no idea what you're offering? Then the last thing you want is your customer to feel buyer's remorse because you pressured them into a purchase.
Above all, make sure you're in a good state for your customers as well! Customers can pick up if you're not in a good state to sell them your business.
3. Communication is all about tonality and body language--it has little to do with content.
This is a very old truth, but it's still surprising to most people. If your lips are saying "buy!" but your body and voice are communicating "don't do it," you won't win many deals. Listen to your phone calls or record yourself conducting a presentation. Make note of your tone and posture and ask yourself, "Would I buy from this person?"
If the answer is "no," then you have to adjust your pitch. Be conscious of your tone and body language to make improvements everyday. After a few weeks, you'll see improvements in your tonality, body language, and sales.
http://www.inc.com/young-entrepreneur-council/rules-to-work-by-steli-efti.html
Sales can be a daunting task for any young entrepreneur.
If you're working on a start-up, you're spilling your heart and soul into your idea. Now, you somehow have to convince others to buy into--and literally purchase--your idea too. The truth is, most entrepreneurs don't know the first thing about getting an effective sales process up and running, let alone how to pitch customers.
Since we created ElasticSales, which is essentially a sales team on demand, I've had the opportunity to work with several different young companies. I always start by teaching them about the psychology behind sales. Why? Because most people think a sale is about manipulating or pushing people into making a decision. That couldn't be further from the truth.
Here are the most important things I tell my clients (and my own salespeople) again and again about the psychology of sales:
1. People don't buy products or services. They buy emotions.
By "emotions," I mean: A desired feeling. Superiority. Love. Comfort. Excitement. Security. Or sometimes, the opposite--fear.
These and more are all emotions around which you can position your product or solution. However, you have to know what emotion your customers are actually looking for. If you don't, you won't understand how to sell to them.
The best way to determine this is to ask the customer what's important to them and what they need. Once you know this, you can position your solution around their needs and then sell your benefits--NOT your features.
2. Emotional states dictate buying (and all other) decisions.
Have you ever been in a "shopping rush?" A state in which you wanted to buy something desperately, though the feeling has very little to do with what you are about to buy?
This phenomenon happens in both consumer and enterprise sales. Make sure you pay attention to what emotional states your customers are in before selling them anything. Are they depressed? If so, they really shouldn't be making a big purchasing decision. Are they in that "shopping rush" where they have no idea what you're offering? Then the last thing you want is your customer to feel buyer's remorse because you pressured them into a purchase.
Above all, make sure you're in a good state for your customers as well! Customers can pick up if you're not in a good state to sell them your business.
3. Communication is all about tonality and body language--it has little to do with content.
This is a very old truth, but it's still surprising to most people. If your lips are saying "buy!" but your body and voice are communicating "don't do it," you won't win many deals. Listen to your phone calls or record yourself conducting a presentation. Make note of your tone and posture and ask yourself, "Would I buy from this person?"
If the answer is "no," then you have to adjust your pitch. Be conscious of your tone and body language to make improvements everyday. After a few weeks, you'll see improvements in your tonality, body language, and sales.
http://www.inc.com/young-entrepreneur-council/rules-to-work-by-steli-efti.html
8 Most Common Complaints About the Boss
What are you doing that really drives your employees crazy? You might want to give this list a close read.
Two facts of professional life:
So I asked Jim Hessler and Steve Motenko, leadership coaches and hosts of The Boss Show (a podcast "for anyone who is or has a boss") to list the most common complaints employees have about their bosses.
Why these guys? Their list is based on thousands of confidential discussions with employees and bosses.
They hear things your employees will never tell you.
The good news? Their list contains no real surprises.
The bad news? Their list contains no real surprises--meaning, most employees have the same issues with their bosses.
The great news? If you deal with the issues below, you'll immediately stand out as a great boss--and your business will be seen as a much better place to work.
Here's the list. My boss:
According to Hessler, The Boss Show provides a constant reminder that even in a hierarchical relationship, leadership is a two-way street. Rather than regarding disgruntled workers as "victims" of their bosses' incompetence or disengagement, he and Motenko often highlight the employee's responsibility for making things better.
"Ranking on the lower level of the professional totem pole seems to make a lot of people passive," Motenko says, "or perhaps they are there because they are passive."
So what can you do? Take a look at the list. Take a hard look at the list. How many items apply to you--even if not consistently but only occasionally?
Then get to work. If you believe your employees are your most important assets--and you should--start treating them with the consideration and respect they deserve.
http://www.inc.com/jeff-haden/8-most-common-complaints-employees-have-about-their-boss.html
Two facts of professional life:
- Every employee has a boss, and
- Every employee has at least one complaint about his or her boss, including, unfortunately, you.
So I asked Jim Hessler and Steve Motenko, leadership coaches and hosts of The Boss Show (a podcast "for anyone who is or has a boss") to list the most common complaints employees have about their bosses.
Why these guys? Their list is based on thousands of confidential discussions with employees and bosses.
They hear things your employees will never tell you.
The good news? Their list contains no real surprises.
The bad news? Their list contains no real surprises--meaning, most employees have the same issues with their bosses.
The great news? If you deal with the issues below, you'll immediately stand out as a great boss--and your business will be seen as a much better place to work.
Here's the list. My boss:
- Micromanages me
- Doesn't listen
- Doesn't want to have his/her opinions and ideas challenged
- Doesn't follow through on promises
- Assigns deadlines without considering what's on my plate
- Doesn't have time for me
- Doesn't give helpful feedback about my performance
- Is disorganized and reactive
According to Hessler, The Boss Show provides a constant reminder that even in a hierarchical relationship, leadership is a two-way street. Rather than regarding disgruntled workers as "victims" of their bosses' incompetence or disengagement, he and Motenko often highlight the employee's responsibility for making things better.
"Ranking on the lower level of the professional totem pole seems to make a lot of people passive," Motenko says, "or perhaps they are there because they are passive."
So what can you do? Take a look at the list. Take a hard look at the list. How many items apply to you--even if not consistently but only occasionally?
Then get to work. If you believe your employees are your most important assets--and you should--start treating them with the consideration and respect they deserve.
http://www.inc.com/jeff-haden/8-most-common-complaints-employees-have-about-their-boss.html
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