Friday, June 28, 2013

What Distinguishes Successful People? Less Than You Think

What Distinguishes Successful People? Less Than You Think
Robert Browning said, "a man's reach should exceed his grasp." That, more than anything, separates successful people from the pack.

A lot happens between the day you come into this world and the day you leave it. If that sounds like one big understatement, then tell me this: Why do so many people lament that life is short?
Sure, some don't mean anything by it; it's just their way of saying you have to make the best of it. But others say it in a regretful way, like they missed out on something. I hear that sentiment often enough from fellow baby boomers: "It's like I went to bed a young man and woke up looking like this," they exclaim, "What the heck happened?"
I often wonder why I've never felt that way. To me, life has always felt long and full of twists and turns and possibilities.
The perception of time passing is a subjective thing. And it relates very much to how you live your life.
You see, what separates successful people from everyone else is surprisingly little. Certainly less than you might think. I'd even go as far as to say that the biggest difference between successful business leaders and the pack is that the leaders know there really is no difference.

For the most part, success isn't predetermined.

Sure, some are born with privilege, but that's rare. Most of the successful people I know started with nothing. They're self-made. What really distinguishes them is that their reach always exceeded their grasp, as Robert Browning so aptly put it.
They always wanted more out of life, so they always strove to achieve more, at least until they felt they'd had enough. Sure, they also had the guts to take risks, but that's really no different from being willing to get on a really scary ride at the amusement park.
Just think about it. If you go to the amusement park and you're only willing to go on the boring rides, you can sort of sleepwalk your way through the whole thing. Then when nighttime comes, you wonder what all the hoopla was about. But if, on the other hand, you challenge yourself, face your fear, and get on those terrifying rides, you'll end up with loads of wonderful memories of an eventful and fulfilling day.
Life is the same way. So is your career.
Here's a great example. I've always been a slow starter. No, I'm not slow; it just takes me a while to figure things out. While I was hired into my first engineering job with great fanfare and expectation on the part of my employer, it took years for me to really start to shine. Even then, I got bogged down in middle management for quite a long time. And that just wasn't acceptable.
So I quit and tried something different: sales and marketing. It wasn't until my mid-30s that I finally reached the executive ranks. I could have milked that until retirement but you know what? I still had some other rides I wanted to try, if you know what I mean. So here we are. Am I done? No way. Not yet.

Satisfaction and success are subjective.  

Lots of people I know have had second or even third acts in their careers. Many have gone the entrepreneurial or venture capital route after decades of climbing the corporate ladder. Lots of famous people weren't satisfied with their original careers, either.
John Grisham was a criminal lawyer and a congressman for nearly two decades before his first book was published. Even then, he continued to practice law until his second book, The Firm, became a hit. Ronald Reagan was an actor for decades before getting into politics. It's a long, long list.
Look, I'm not going to sit here and tell you that anyone on planet Earth can be wildly successful. I know that lots of authors and coaches suggest they can help anyone unlock their inner potential to succeed. I'm not one of them. But don't think for a minute that anything is predetermined. It has more to do with you than anything else.
Mostly, I think it comes down to what drives you. If you're content with who and what you are, that's great. Stick with it and call it a day. If you're not, the message here is a simple one. Keep getting on those rides until you've had your fill. Then, when nighttime falls, I guarantee you'll feel like you've had one hell of a fun day at the amusement park.
And you'll never wake up wondering where the time went--or feeling like life is too short. It'll feel just about right.



By: Steve Tobak


Source: Inc.

Monday, June 24, 2013

7 Management Practices That Can Improve Employee Productivity

7 Management Practices That Can Improve Employee Productivity


All companies want to improve employee productivity, but how often do they examine their own management practices as a means of attaining it?  Studies consistently show that a disturbingly high number of non-management employees are disengaged, not working at full productive capacity.  Following are 7 practical suggestions – steps management can take to improve productivity by putting employees in a more productive mindset.
Design economic incentives so employees at all levels of an organization can benefit from them.  There’s a natural tendency for management to focus most heavily on senior-level economic incentives. While this is completely understandable, it’s best not to neglect substantive incentives for lower-level employees… that is, if you expect them to be vigorously committed to an enterprise’s success.  To the argument that this will be unduly costly, a program has to be carefully structured, of course, so additional payouts reflect clearly defined revenue and/or earnings targets.
Provide meaningful feedback in a constructive manner on a regular basis.   Feedback is a foundational management skill; the ability to provide regular, helpful feedback to employees in a manner that encourages, not discourages, is a cornerstone of effective management.  That’s not to say feedback is always positive – that wouldn't be management at all – but that the communication is done thoughtfully… whether the occasion is encouragement for a job well done, or that course correction is needed.
Respect employees as individuals, in addition to the job they do.  Respect can be a simple but powerful motivator, just as its unpleasant twin, lack of respect, has the opposite effect.  When employees feel genuinely respected (always assuming it’s warranted), they’re much more likely “to go the extra mile” to help a company succeed.
Be sure management at all levels of an organization receives adequate training. There’s a tendency for companies to invest heavily in “leadership training” while focusing far less on supervisors and middle managers.  I can readily speak from experience on this one, having received considerably more training and development opportunities in the latter stages of my career than in the early formative stages, when I most needed it.
Provide support for employees when it’s genuinely needed.  Valued support can take many forms: equipment when existing is outdated or inefficient; emotional support in the face of (occasionally) unfair criticism; flexible support for a reasonable level of work-life balance.   Management support in times of need won’t be forgotten; it builds employee goodwill and loyalty.
Don’t be emotionally stingy.   There’s nothing for management to gain by withholding praise and recognition when it’s warranted.   A recent employee study I came across indicated that recognition is often a more powerful motivator than money.  While this may well be less true at senior levels as financial rewards escalate, this post is focused on general employee productivity…where the broadest gains can be made.
Ensure senior leadership models behavior that makes the rank-and-file proud to be part of the team.  Nothing demoralizes employees more quickly than seeing senior leaders act in a way they don’t respect, and few things energize employees more than a senior team they admire.  Leaders are always being watched and judged; employees have keen eyes (and are keen data sharers!).  When leadership is “walking the talk,” it will be quickly noted – but so will “talking the walk” without actually walking it.
To help boost productivity, employee engagement matters.  Ultimately, most employees would much rather be part of a team they’re committed to, not just a member of an organization.  Developing and maintaining a consistent management approach that engenders esprit de corps is a key link in the productivity process.
Such management – balancing appropriate levels of results-orientation with understanding of employee needs – is neither easy nor unattainable.
It’s also the thread from which the cloth of day-to-day productivity gains are made.



By: Victor Lipman

Source: Forbes

Friday, June 21, 2013

First 5 Steps to Achieving Great Things

First 5 Steps to Achieving Great Things
Greatness doesn't just happen. The best leaders take steps to ensure that when they do something, they do it better than anyone else.

You're good. You wouldn't be where you are if you weren't. But you know you're capable of better than good. You're capable of achieving truly great things.

Problem is, days go by, then weeks, months--maybe even years--and you're still cranking out good. You've yet to design that unbelievable product, write that great novel, dominate that market. Everyone admires you, but you've a growing sense of disappointment in yourself.

How do you change that dynamic? How to you move from delivering good, to delivering Holy Cow! every time? Try these five steps:

1. Prioritize.
First things first. If you want to achieve something great, best decide what it's going to be.

This may seem like a flash of the blindingly obvious, but I've noticed an interesting and consistent positive correlation between those who know what they want to achieve and those who achieve great things. As my mother used to say, "If you aim at nuthin', you'll hit it.".

Can you jot down on a notepad the two or three great things you want to achieve? No? Then start there.

2. Plan ruthlessly; execute relentlessly.
The highly successful leaders I work with distinguish themselves from the merely competent by one thing: They have a plan, they work the plan, but they aren't trapped by the plan.
While this sounds like a simple mantra, merely competent leaders stumble in its execution--specifically, they either design a plan, but don't work it; or they work the plan, but shudder to a halt when they reach a barrier or uncover a problem.

The answer? Once you start implementing, don't stop until you've finished. Adapt on the fly, improvise as best as you can, but unless something truly horrendous will happen otherwise, keep going.

Here's a small example of what I mean: I deliver a lot of online webinars. Some of them are "canned" (recorded in advance) and some of them are live. I've noticed that with the canned webinars, I'll often start and restart many times, unhappy with my choice of words or the tone I've struck. With the live webinars, once I've started, I've no option but to keep going. And guess which webinars almost always turn out to be more vibrant, and better received? The live ones.

3. Get out of your inbox.
Leaders in thrall to their inbox, once only apparent when you visited someone at their office, now, you can see it everywhere: peck, peck, peck; on airplanes, at lunch, during rest room breaks. Any where, any time there is a minute to spare.

Here's the thing: if you're in thrall to your inbox, you're working to other people's agenda, not your own (a view I was intrigued to see shared by one surprising individual).

It may be over-promoted and it's often over-complicated, but the ability to achieveInbox Zero (or something close to it) isn't optional for great leaders. If you're serious about achieving great things, you need the time and space to do it, and if you're using every break available to scroll through your inbox (or your social media stream), then I have news for you--you ain't doing great things.

4. Get out of your office.
You truly want to achieve great things? Get the heck out of your office.
Not just because it removes you from all the interruptions and distractions that being in your own environment makes you subject to, but because it takes you out of the comfort zone of maintenance activities.

Your office desk, chair and computer monitor is where you do the 80 percent of merely good work, day in, day out. Find a retreat space, a unique corner somewhere, where you can specifically go to work on your major achievements. It may be a conference room down the hall, it may be the local coffee shop, it may be a broom cupboard--doesn't matter--just find a space that isn't the place where you do 'normal stuff'.

5. Review, revise, adapt, push on.
It's day two. You've made a start on your great project. What to do today? Try this formula I arrived at in achieving one of my own big goalsReview what you did yesterday; revise anything that looks a little off; adapt your overall plan as necessary, and most importantly, push on.




By: Les McKeown


Source: Inc.



Monday, June 17, 2013

8 Qualities of Remarkable Employees

 8 Qualities of Remarkable Employees
Forget good to great. Here's what makes a great employee remarkable.


Great employees are reliable, dependable, proactive, diligent, great leaders and great followers... they possess a wide range of easily-defined—but hard to find—qualities.
A few hit the next level. Some employees are remarkable, possessing qualities that may not appear on performance appraisals but nonetheless make a major impact on performance.
Here are eight qualities of remarkable employees:

1. They ignore job descriptions. The smaller the company, the more important it is that employees can think on their feet, adapt quickly to shifting priorities, and do whatever it takes, regardless of role or position, to get things done.

When a key customer's project is in jeopardy, remarkable employees know without being told there's a problem and jump in without being asked—even if it's not their job.

2. They’re eccentric... The best employees are often a little different: quirky, sometimes irreverent, even delighted to be unusual. They seem slightly odd, but in a really good way. Unusual personalities shake things up, make work more fun, and transform a plain-vanilla group into a team with flair and flavor.

People who aren't afraid to be different naturally stretch boundaries and challenge the status quo, and they often come up with the best ideas.

3. But they know when to dial it back. An unusual personality is a lot of fun... until it isn't. When a major challenge pops up or a situation gets stressful, the best employees stop expressing their individuality and fit seamlessly into the team.
Remarkable employees know when to play and when to be serious; when to be irreverent and when to conform; and when to challenge and when to back off. It’s a tough balance to strike, but a rare few can walk that fine line with ease.
4. They publicly praise... Praise from a boss feels good. Praise from a peer feels awesome, especially when you look up to that person.
Remarkable employees recognize the contributions of others, especially in group settings where the impact of their words is even greater.
5. And they privately complain. We all want employees to bring issues forward, but some problems are better handled in private. Great employees often get more latitude to bring up controversial subjects in a group setting because their performance allows greater freedom.
Remarkable employees come to you before or after a meeting to discuss a sensitive issue, knowing that bringing it up in a group setting could set off a firestorm.
6. They speak when others won’t. Some employees are hesitant to speak up in meetings. Some are even hesitant to speak up privately.

An employee once asked me a question about potential layoffs. After the meeting I said to him, “Why did you ask about that? You already know what's going on.” He said, “I do, but a lot of other people don't, and they're afraid to ask. I thought it would help if they heard the answer from you.”

Remarkable employees have an innate feel for the issues and concerns of those around them, and step up to ask questions or raise important issues when others hesitate.

7. They like to prove others wrong. Self-motivation often springs from a desire to show that doubters are wrong. The kid without a college degree or the woman who was told she didn't have leadership potential often possess a burning desire to prove other people wrong.

Education, intelligence, talent, and skill are important, but drive is critical. Remarkable employees are driven by something deeper and more personal than just the desire to do a good job.

8. They’re always fiddling. Some people are rarely satisfied (I mean that in a good way) and are constantly tinkering with something: Reworking a timeline, adjusting a process, tweaking a workflow.

Great employees follow processes. Remarkable employees find ways to make those processes even better, not only because they are expected to… but because they just can't help it.



By: Jeff Haden


Source: Inc.







Friday, June 14, 2013

4 Surprisingly Effective Things to Say

4 Surprisingly Effective Things to Say

As the boss, you have to know it all and always be in the right. Wrong. Try these simple, yet powerful words to build trust and lead with integrity.

We all make mistakes, say the wrong things, and misjudge a situation from time to time. But not everyone will admit their errors, especially in a competitive environment.


Perhaps legendary leadership author and pastor John C. Maxwell said it best: "A man must be big enough to admit his mistakes, smart enough to profit from them, and strong enough to correct them."

I learned that very important lesson early in my career at NBC-TV.  As the assistant to the vice president of sales I reported to an amazing mentor who relied heavily on my judgment and diligence.  But on one occasion I had a terrible lapse in common sense and fell short of her expectations. I really screwed up.

Naturally, my boss was livid. She immediately called me on the carpet for my error in judgment. My defenses reared up; my fight or flight instinct screamed, "Fight to survive!" Thankfully, in a moment of sanity I took a more sensible approach. Here's what I said.
 I was wrong. I'm sorry. I know that I still have a lot to learn. Please let me fix it.

Apparently, this reply from a young, ambitious employee was far from expected. I will never forget the series of internal responses reflected in my boss's eyes:  surprise, confusion, acceptance, and something that may have been admiration. Whew! In that moment I knew I'd done exactly the right thing.

This experience taught me something I've carried with me through the years: a little honesty and humility go a long way in life.  It enriches relationships, prevents unnecessary confrontation, saves time, and builds trust. What could have destroyed my career instead earned the trust of a powerful and successful woman and opened the door to growth, learning, and many promotions over the years.
The next time your defenses are up you may find instant relief in one or more of these surprisingly effective, yet simple statements. Give it a try, the only thing you have to lose is a little ego!

I'm sorry.
A short and sweet apology lowers the levels of resistance and anger in the room. Diffuse the situation with these simple words. The conversation will become less stressful and a solution to your problem or challenge is more likely to surface.

I was wrong.
Admitting your mistake is cleansing. No need to defend yourself, no need to create a litany of excuses. How freeing! Admit it and correct it. It's that simple!

I need help.
Go ahead. Accept that you don't know it all. A great entrepreneur surrounds herself with people who know more than she does. Reach out to your army of supporters and save yourself a lot of frustration and time.

I don't know.
Do you think you have to have all the answers? Well, you're wrong. Even "experts" don't know it all.  Any true expert will tell you is that no one is expected to have all the answers. Let's face it, if we knew everything life would be boring! This is an opportunity learn and grow; something every entrepreneur loves to do!


By: Marla Tabak

Source: Inc.

Monday, June 10, 2013

Are You a Leader or a Manager? There's a Difference


Are You a Leader  or a Manager? There's a Difference
The terms leadership and management are often used interchangeably, but there is a huge difference between a leader and a manager.

Leaders aren't always managers and vise versa. It is a rare individual that is both of these things. They have very different skill sets, both critical to success at a high-growth business.

Understanding who your leaders are and who your managers are will help you create an organizational structure that not only addresses core business functions and needs but also morale and culture, which are equally if not more important. It will also help you identify where there might be gaps or people in the wrong "seats on the bus," to quote Jim Collins.

Leaders have a unique ability to rally employees around a vision. Because their belief in the vision is so strong, employees will naturally want to follow them. Leaders also tend to be willing to take risks in pursuit of the vision.

Managers, on the other hand, are more adept at executing the vision in a very systemic way and directing employees on how to do so. They can see all of the intricate moving parts and understand how to make them harmonize. Managers are usually very risk-adverse.

Deep down, a lot of entrepreneurs are leaders and not managers. I'm one of those. I don't think that I manage well, and if I had to focus solely on that it would be extremely painful for all involved. Conversely, if a manager is expected to lead a company, that company will be managed into a nice, tidy grave.

It's true that some managers can inspire and some leaders can systemically execute, but these are not their core strengths. For a start-up, the entrepreneur really has no choice but to be both leader and manager, which is usually okay since it's probably just him/her and one or two others. Understanding which you are will help you make important, early choices about whom you need to grow that complement your strengths and ensure the success of your business.


By: Curt Richardson

Source: Inc.

Friday, June 7, 2013

Your Success Is Always In Somebody Else's Hands

Your Success Is Always In Somebody Else's Hands

Whether you're starting a company, developing a product, or selling yourself, your success is always dependent on the needs and wants of whoever you're trying to appeal to.


Everyone knows what that phrase means: beauty is subjective. But to me, it's always meant far more than that because so many things in life are subjective.

In business, your product is only good if customers are drawn to it, find it useful, and enjoy the experience. You can develop the world's greatest device or application, but if customers don't want it, need it, or enjoy using it, they won't buy it.

Likewise, your capabilities as a worker are only marketable if employers need what you have to offer. Lots of companies may pass on you, but as long as you find the one that likes your capabilities and style, that's a match made in business heaven.

In other words, real world success is always about understanding the needs and wants of your customers, your management, whoever you're trying to appeal to. It's very subjective and it isn't easy but it's nearly impossible if you lack that understanding because the truth is that your success is always in somebody else's hands.
Whether you're starting a company, developing a product, or selling yourself, I always tell people to take their perspective up a level. Before you start planning, developing, or selling, first do your best to understand what folks are looking for. Then figure out how to deliver the goods.

Really Understanding

Said another way, the most successful companies are the ones with a deep understanding of the application for their product. How their customers want to buy it, use it, experience it. And guess what? They want their employees to have the same perspective.

Steve Jobs was always a brilliant marketer, but what propelled him and Apple to the top was his unique ability to understand what people wanted to do. Then he designed products to meet that application. He developed devices that effortlessly did what people most wanted to do.

It didn't surprise me in the least to hear that Microsoft CEO Steve Ballmer is looking to restructure the software giant and turn it into a "devices and services company." Why do you think that is? Ballmer learned the lesson from Jobs and Apple. Software may be Microsoft's expertise, but that's not what customers care about. They want complete solutions to their problems.

Also, demand for Xbox 360 has exploded since Microsoft began focusing not on the games, but on how people played them. Inventing Kinect, the body motion and voice-activated game controller, was a real breakthrough. And now Microsoft hopes to take that advantage to the next level by making the new Xbox One the hub for your living room.

Similarly, Intel Capital just launched a new $100 million fund to invest in what it calls perceptual computing technology, meaning how human senses interact with computing devices using voice recognition, facial recognition, eye tracking, or gesture control. Intel understands that demand for chips is all about making devices that use them more human-like in their interface.

The Takeaway

Business success isn't really about you and your capabilities. It isn't even about your company's expertise or your product's cool new features.

It's about elevating your perception to understand the needs of your customer, your management, whomever you're trying to appeal to. Once you get a handle on that, then, and only then, look at what you've got and figure out what you need to deliver the goods.

That's when you should start planning your company, developing your product, or selling yourself or your ideas to management. These days, it's hard enough just to get a shot at an opportunity. In all likelihood, you won't get a second chance. Don't waste it.



Remember, beauty is always in the eye of the beholder. And your success is always in somebody else's hands. Always.


By: Steve Tobak


Source: Inc.

Monday, June 3, 2013

9 Slightly Crazy Things That Might Make You Wildly Productive


9 Slightly Crazy Things That Might Make You Wildly Productive
Break up your routine with these secret (slightly off-the-wall) tricks to jump-starting your productivity.

The other day during a grueling seven-hour car ride, I found myself feeling the stress of fatigue, impatience, and boredom. Suddenly, my dog, Riley, yawned with an outrageously funny expression of his own boredom. The sound was remarkably human and not one I'd heard before; it made me laugh so hard that it brought tears to my eyes.

Instantly, I had more energy. I felt more optimistic about the day ahead and, with the stress removed, I suddenly remembered that I had brought along an audio book that would surely cure my boredom. I was also reminded of some research I'd read.

In short, it said that the act of smiling has the power to subtly alter one's brain chemistry. Feelings of happiness have an even greater impact on the brain chemistry. We know that happy people are healthier than unhappy people--and an improved mood leads to an ability to think and act more quickly.

Think of your brain as a brilliant chemist; more than 100,000 chemical reactions go on in your brain every second. When the brain produces the neurotransmitter known as serotonin, tension is eased. When it produces dopamine or norepinephrine, you are able to focus and take action, resulting in higher levels of productivity.

We also know that changing our physiology releases these "feel good drugs," affecting our mood and energy almost instantly. The trick is to change your negative body language (frowning, slumping, clenching of the jaw, shoulders up to the ears) and replace it with positive, empowering, joyful actions. Simple things like acting silly, laughing, reciting affirmations and doing a few jumping jacks can change your state immediately.

But it's not always easy to convince yourself to step away from the stress and do a little jig to release happy hormones from your brain. It takes discipline and lots of previous, positive experience with a process to make it a habit. So start small, like I did. Since that car ride, I've been practicing the power of a simple smile. When you put a smile on your face, all of the muscles on your face respond. Your eyes brighten, facial muscles loosen and the brow becomes smooth and relaxed. Even your thoughts may change.

The goal is to break your current, negative state by disrupting it with something that will "shock" your internal chemist into action. Here are a few things I suggest you try to jump-start your productivity by adding some positivity. I admit a lot of them might make you look like a crazy person, but, in the pursuit of productivity, I'm willing to try anything.

1. Smile at strangers. Step away from your stressful environment for a 20-minute walk. Smile at the people you meet along the way. You will more than make up for the time with your increased productivity levels when you return.

2. Bust a move. Put on some great dance music and have a little 5-minute party! That's right, just dance. You don't even need a partner!

3. Fire up the YouTube. Find a favorite funny video on YouTube and take a laughter break. Cute cat videos have been shown to help as well. (Not kidding.)

4. Talk to yourself. This sounds nuts, but take a cue from old-school motivational speakers and books: Pace around the room reciting empowering affirmations in a positive, confident tone of voice and great posture.

5. Belt it out. Sing to your animals or children--just be silly and let them in on the fun!

6. Get physical. Do a series of jumping jacks with a big smile on your face. (Bonus: 100 jumping jacks is said to burn 100 calories. Have a snack!)

7. Dial a friend. Pick up the phone and cheer up someone's day with an "I love you!"

8. Hoot and holler. Just let out a simple "woo-hoo!" and think about a goal or future event that really charges you up.

9. Do a Julie Andrews. Think of one or two things that you are deeply grateful for and allow the thoughts to bring a smile of gratitude to your face. (You should think of a few of your favorite things several times a day anyway!)



By: Marla Tabaka


Source: Inc.