How can I improve my success?

I know very little about horses, with the exception of two very important facts. The first is some wise advice given to me: when walking behind a horse, ALWAYS put your hand on their behind, this prevents being kicked. It is important to remember that this only applies to horses, do this to a women and you will get kicked.

The second: where the head goes, the horse goes. A horse must go in the direction of their head. When riding a horse, pull the reins in the direction that you want the horse to turn. In order to rear up a horse must throw its head backwards; a strap tying the head to the saddle eliminates the ability to throw its head back making it impossible for the horse to rear up. If a horse is lying on the ground, it must throw its head up to stand up. It is possible to prevent a 1500-pound horse from getting up by just putting your foot on its head.

This principle is identical with us, except that it is our words that control our direction. What we say, and have been saying, is the direction that our life is going. If we say, "I always seem to run out of time to complete my projects," we have determined what will continue to happen. "My people never seem to be able to deliver on the expected results," will most likely continue to come true (likely? they can overcome our negative speaking with their own positive words). Speaking negatively will take our life in a negative direction.

The good news is that we can change our direction by changing our words. "I will find a way to get this project done on time and it will be the exceptional work," "I will help my people deliver on results and together we will find a way to get it done," are statements that will cause us to become proactive and successful. 

This is not an easy thing to change; first start by listening to what you are / have been saying. Of course, this is rooted in what you have been thinking.

Use words that take you in the direction you want to go and it will force your thinking to change.

 

How can I improve my success?

It’s the people of the business . . .

The level of enthusiasm of your guest experience can never rise higher than the enthusiasm of your OWN employees - Joel Manby

Difficult to imagine anyone disagreeing with this, but for many this is just head knowledge or intellectual knowledge, known but not acted on or used. Why? Great service is difficult to measure, particularly any link to the bottom line, and far too many organizations have the bottom line as their vision or purpose.

"But don't organizations exist to make a profit?" you may ask. Profit is the positive outcome of whatever it is your organization does. The organization didn't start with the sole purpose of making profit. Sure, it [profit] was a motivator, but the true reason was the product or service offered.

If you actually want enthused employees, there are two types of motivation: extrinsic and intrinsic.

• Extrinsic motivation is the reward from outside sources such as pay, benefits, promotion etc.
• Intrinsic motivation is internal, the feeling of accomplishment and gratification that we derive from doing a good job.

Pay your people well. Pay them at the high end of the scale for your industry and hold them accountable to your clear expectations. The accountability part is key, you will attract many to your organization but the accountability will "weed the garden" so to speak and retain the very best.

Infinitely more important is tapping into intrinsic motivation. People want to matter, to contribute, to be empowered, to be autonomous. They want responsibility, to work independently, and provided with freedom to show ingenuity. If you treat your people like "cogs in the wheel," you will get "cogs" and your guest experience (any interaction with customer) will be just about as routine, flat and un-engaging as using an automatic gas station pump, self-checkout or ATM machine.

Focus on the people of the business vs. the business of the people.

It’s the people of the business . . .

Technology Addictions

Imagine if we could bring someone from the past, say . . . 200 years ago, into the present day. Consider just the ability to communicate today compared to the year 1812. The capability to know in mere seconds the answer to any question and news from anywhere on the planet from a device that fits in the palm of the hand. It would be difficult, perhaps impossible for them to comprehend. Now give them a job in a modern work environment — disaster. This would however, make for a great movie.

The work environment has become overwhelmingly complex. Some of it is necessary and beneficial, but most of it is counterproductive. Consider the deception of multi-tasking that provides people with the false sense of belief that they can accomplish more by doing more activities at once. It is a lie. See here for more explanation.
The modern trend of multitasking is largely a result of technology; I can pretend to carry on a conversation with you while texting both my kids and my wife, read email while driving my car with at least one hand and listen to Meagan (the lady in my GPS who is always patient with me) guide me to my destination. The fact is that I am not doing any of these things well (most have negative consequences . . . to not doing them well).

We plan less effectively, communicate less succinctly, and listen less attentively because of technology. What would we do if it [communication technology] suddenly disappeared? What if we considered a "fast" of sorts ─ some restriction ─ on the use of technology and everything that gives us the false perception that we can do more by doing many things simultaneously.
Imagine how the following would make everyone in your organization more productive:

• You can only work 40 hours per week, but your compensation depends on results; use your time wisely.
• You can only send 10 emails per day ─ no exceptions ─ choose your words wisely.
• You can only spend 2 hours per week in meetings ─ make sure your objectives for meetings are clear.
• You can only talk on your phone with a blind fold on . . . radical yes, but think what behaviours would change.

There should be a purposeful and continuous goal to hold technology in the place of a help vs. the master. There era of carbon paper did have some advantages.

Technology Addictions

Time to Think

Recently, I missed doing something that is obvious and has always been second nature to me. Upon reflection considering how I could overlook this simple but important detail, it was immediately apparent – too busy! Too many priorities, emails, initiatives, problems, phone calls and meetings. Have you ever found yourself happy for the night only because you know the rest of your world is not at work and likely won't call or send an email?

The only reason I was able to identify the problem — slap myself in the face to get out of the hypnotic state of executing busy work — was that I reflected. I took some time, if only a brief moment, to think. Leaders must set aside time to think. This is not a suggestion of a good idea, it's mandatory and failure to do so will stagnate all upward progress – you will merely be a manager of other's initiatives and requests. And, sorry to be the one to break it to you — if this represents your life — they can pay someone a lot less money to do what you are doing.

Rags-to-riches millionaire and philanthropist Peter Daniels has created successful ventures around the world. In The Power of Focus, authors Jack Canfield, Mark Victor Hansen and Les Hewitt write, "When asked what turned his life from triple indebtedness to unprecedented success, he (Peter Daniels) replied, 'I scheduled time to think. In fact, I reserve one day a week on my calendar just to think. All of my greatest ideas, opportunities and money-making ventures started with the days I took off to think.'" http://www.make-it-fly.com/ar-0606.htm

 The first step toward providing regular time to think is to give yourself permission: it is ok not to fill up your entire day – it is ok to schedule time that has no tangible or measurable activity other than to spend time pondering, reflecting, brainstorming and dreaming.
The next challenge is to eliminate all distractions . . . perhaps this is why some of my best thinking is done while in the shower. Watch now someone will come up with a waterproof Blackberry.

Time to Think

The Secret to Success

Why are some successful and some are not: some perform well while others struggle: some are rich, some are poor?

Education is certainly a factor, there is direct correlation between level of education and level of income, but there are plenty of well-educated people on both sides of the issue.

Place of birth in terms of country or city due to limited or abundance of opportunity definitely plays a role, but again, plenty of people born in free societies struggle and fail throughout life.

Good looks, luck, being born with a silver spoon in your mouth etc. all increase ones chances of success, wealth and continuous promotion but do not guarantee it. The one element that is common among the most successful and wealthy is excellence. Excellence in virtually everything they do; in appearance, in manners, in behaviour, integrity, style and work ethic and most importantly, excellence in their craft. They stand apart and look different, we get a unique feeling from them that somehow attracts us to them and causes us to want to be like them. We often can't explain exactly what it is about them, but we intuitively know that it is good, right and the secret to their success.

Excellence is the common denominator – the secret ingredient.

The Secret to Success

Are you a micro-manager?

The art of micro-managing is a delimiting and demoralizing force. I am sure you have heard this term, and may be a victim of it [micro-management] – past or present - but what if you are one; a micro-manager? Here is a telltale sign:

If your communication, written and oral, is so complete (all aspects covered - who, what, when where, why & how - every "i" dotted, every "t" crossed – essentially nothing left to work out so that your managers could simply forward or repeat without amendment or addition) you are likely a micro-manager.

Great leaders make themselves redundant. If you have made your managers redundant – you are a micro-manager.

Inventories can by managed but people must be led; Ross Perot

There is good news for the micro-manager: massive cost savings.

Huh?

You can pay your managers a fraction of the salary because you no longer need them to think (you do all the thinking around here). Even better yet, if you are really good at micro-managing, you can get rid of them altogether and just communicate directly with the front line. The problem for organizations is that when the micro-manager leaves - and everyone eventually leaves – no one knows what to do.

Tell the people what to do and not how to do it and let them surprise you with their ingenuity; G.S. Patton.

Are you a micro-manager?

Consideration

Contrary to, what seems to be, popular belief – the world (earth) revolves around the sun – not you - not me.

The vast majority of problems, in business, leadership, public policy - the world - are rooted in the absence of consideration. At some level we do understand this; consider the Charter of rights and Freedoms (Canada) Constitution (United States), both created in an attempt to ensure that basic rights are protected, in other words, to be "considerate" of all. The problem is that many use these rights in acts that are completely inconsiderate of others, which I suppose, proves the point that we can't force or legislate consideration. This [consideration] has to come from within every individual.

The greatest cause of driving accidents is not speed or alcohol use as is commonly touted, but rather a lack of consideration among drivers. A signal light is to advise other drivers who are near to you that you are about to make a lane change. This is basic consideration. If a driver is in the left hand lane (fast lane in North America), and another driver – driving faster - wants to get by you, why not move out of the way? Those who run red lights, text or talk on the cell phone while driving clearly don't care about anyone else.

Consideration is absent among those who drive personal vehicles that are so loud that we can hear them within seven kilometers (four miles). Why do we require noise bylaws that restrict noise levels at certain times of the day? Shouldn't this [be quiet while others are trying to sleep] be obvious? We even have signs that instruct dog owners to pick up their dog's crap. Why is this [signs] even necessary if we were considerate of others?

Self-centeredness is the root of all evil. Every crime committed can be traced back to the root of self-centeredness. If people thought of someone else, other than themselves, when they were about to steal, kill, lie, cheat, etc., they likely would not.

Think about the greatest leader your path has crossed; are they generally more considerate? Now consider the level of thoughtfulness toward others among the leader (s) whom you would not aspire to model.

Great leaders are considerate.

Consideration