We all know someone who, regardless of the challenge, always seems to land on their feet or benefits from “lucky breaks.” The question I have often asked myself is whether or not it really was luck? Or, was the “event’ the result of the approach the person took to give them the edge? In other words, did they create their own luck?
Let’s take a closer look at 5 simple steps others take do to gain the edge or put the odds in their favor: Continue reading →
We are all challenged daily to not only make plans, but to actually “be in the moment” and keep the commitments inherent in those plans. We find ourselves constantly pulled in a number of competing directions – that we bring upon ourselves – with the result being we just can’t do it all. The results are sad: business opportunities are missed, we disappoint customers, co-workers and even our family and friends. When will it stop?
It stops when you exercise a healthy dose of self-discipline and make the decision – no the commitment – to stop! Start by stepping back and getting clarity on what’s important in that “moment.” You have to be 100% committed and present when at work and then 100% committed and present in your personal family life. Wherever you are, or whatever you’re doing, “Be in the Moment” to make the most of it.
Stop looking “to find or squeeze in” those important business appointments or special family moments between your self-imposed impossible schedule. Start by first determining what those important things are and then book them on your calendar right now! Stop waiting for the last minute to book it or when you happen to remember that you have to do something or be somewhere.
“Yeah Right!?” That’s what I sometimes hear from certain business leaders when I talk about creating a “no excuse” culture within their organization. I’m then “reminded” that excuses are part of the game and you just have to accept them. From my perspective, accepting that “excuse making” comes with the territory is, well…an excuse not to take action!
Effective leaders know that building and sustaining a “no excuse” culture can be done – not overnight – but as a result of the combination of several distinct (but related) tactics. These tactics include: Continue reading →
A while ago, I wrote about “quiet confidence.” In that Wake-Up Call, I stated that quiet confidence means that you consistently believe in yourself – 100% – to the point where you know that success is the only outcome. Individuals who possess quiet confidence know exactly what they have to do to achieve their goals. They don’t talk about what they’re going to do, they let their actions (and results) speak for them. Individuals who practice quiet confidence possess a healthy dose of self-confidence.
Self-confidence is an important element of success. When you have it, you’re bold and are willing to take smart risks. You’re willing to question the “status quo” and try new approaches if that’s what it takes to be successful. You compete with yourself to be better from one day to the next.
If you’re a leader, you have the responsibility to instill self-confidence in each of the members of your team if you want them to perform at an effective level. Some leaders don’t see instilling self-confidence in their team as a necessary part of their role. That’s too bad because individuals who have doubts about their abilities do not perform at 100%. This could drag down the performance (and results) of the entire team.
Some of the ways a leader can pump up their team’s self-confidence are: Continue reading →
Back on August 4th, the Wall Street Journal ran article about how the Board of Avon Products Inc., pushed out their CEO – they fired her – as a result of her 5 years of disappointing results.
If you’re the CEO or leader of your company (regardless of its size), you are ultimately responsible for what goes on. Why? Because, as the leader, you are paid to deliver (get) results – period! In essence, you’re the CRO; that is, the Chief Results Officer.
So now you’re thinking that you’re not a public company and not subject to a Board or shareholders. Make no mistake, whether you are a publically or privately held company, your customers have a say in how well you’re doing with respect to the quality of your results.
If your results don’t meet your customer’s expectations, they have a very simple way of telling you: They go elsewhere! And, when they leave you, they tell others about your performance. At some point this customer exodus will threaten the very existence of your business. Your customers not only expect, but demand, that you continually get better and consistently deliver results that are valuable to them! Continue reading →
Peter Drucker is universally known as the “father of management theory.” After his death in 2005, Businessweek magazine called his work “a blueprint for every thinking leader.”
Over the last 6 months, I have spent a significant amount of time re-acquainting myself with his work. I had first read many of his works while I was growing in my career at USLIFE.
From this recent review, I learned or re-learned many things. However, two of his statements were very interesting to me. They were:
“Executives spend more time on managing people and making people decisions than on anything else – and they should. No other decisions are so long lasting in their consequences and so difficult to unmake.”
“Of all the decisions an executive makes, none are as important as the decisions about people because they determine the performance capacity of the organization. Therefore, one should better make sure that these decisions are made well.”
Over the course of the last 12 to 18 months we have witnessed an intensified and very comprehensive display of what leadership is not by our elected officials at all levels across all party lines.
Now, I’m not taking sides or interested in a political discussion. Like you, I’m a citizen waiting for the people we elected to, well…do their job for all of us.
However, as a result of this political display of drama, anger and missteps, I thought I would turn it into a simple learning opportunity on what I believe (and have coached clients on) are the criteria we should set for not only our elected officials, but more importantly, for each of us who are leaders within our businesses. Continue reading →
There are always more things that you can possibly do. The biggest challenge we all have is that there’s never enough time to get done everything that we want to do. Staying focused on our priorities, which allows you to get things done, is one of the toughest challenges we all have.
Many mistakenly believe that they can “multi-task” their way through anything. I often describe multi-tasking as multi dumb! Some think it’s a highly developed skill that all should possess The fact is, it stifles any chance of staying focused, and only adds to your stress and lack of meaningful productivity.
Many also think that making a list of “to do’s” (the longer the better) makes them effective planners. They proudly display their filled yellow pad like a shield that they think will protect them. Again, another fallacy because they don’t question whether some of the things on their list should be there at all! To me, the most important thing about planning and making a list is to decide what not to do.
Stop doing things that don’t make any sense. Focus on those things that have the highest reward/payoff. Continue reading →