How To Stop Putting Things Off And Make Yourself Get To Work

How To Stop Putting Things Off And Make Yourself Get To Work

No more excuses: Stop procrastinating and get to work with these tips

One of the biggest problems you need to solve if you work for yourself is how to make yourself do work.

The best entrepreneurs have figured it out and just pound out the work they need to do.

But many others put off their dream careers, or stay in jobs they like, because they’re afraid to figure this out. Being in a job, or staying in college, means that you have someone else imposing work and deadlines on you, and you’ll get fired (or dropped from school) if you don’t do the work. So you put off doing the work until you can’t anymore because of the fear of being fired.

What does this say about us? It’s saying that we can’t trust ourselves enough to figure out how to motivate ourselves. I know, because I was in this boat for many years. It wasn’t until I started to learn to solve this problem that I found the courage to work for myself.

It’s solvable. It’s not easy, but it’s doable. And you can do it just as much as I can--I’m no superman, trust me. I feel lazy, I procrastinate, I fear failure, just like anyone else. But I’ve learned a few things that work for me.

What works for you will be different, but here are some ideas I use that might help:

SHOW UP

If you need to write, the main thing you need to do is just to sit down in front of your text editor. If you start cleaning the house, or watch some videos, or read stuff online, to put off the moment when you have to start to write, then you’re never going to write. Instead, show up. The rest will come.

THINK ABOUT WHO YOU’RE HELPING

Sure, there’s a lot of fear involved in doing hard work. But when you look at the fear you’re only looking at the downside. What about the upside? By showing up and working, you’re going to help someone. I think about readers who might need what I have learned. But sometimes you’re just helping yourself, building a new career or business. And that’s okay--you’re a person deserving of that help, and that’s a worthy endeavor.

RUTHLESSLY CARVE OUT THE SPACE

You’re too busy? Bullshit. Make the time if it’s important. Stop watching TV, reading news, browsing things online, looking at social media, saying yes to other people’s requests, going to lunches, get out of being the head of those committees, whatever. Carve out the time. Put it on your calendar daily and make it happen. Make that time sacred, and don’t let anything interfere. You have to be incredibly ruthless to make this happen, but you can do it.

DO THE SMALLEST POSSIBLE STEP

Yes, I mean smallest possible. That doesn’t mean, “Write the first section of that report” … it means, “Go to your computer and open a document.” Or “Get up off the couch.” Or “Write one word.” Call that a success. Trust me, if you can take that first tiny step, the next step is a little easier. Get over the initial hurdle by making that hurdle as low as possible, and then keep clearing really easy hurdles until you’re an unstoppable force of nature.

LET YOURSELF FEEL THE FEAR

We tend to not want to be afraid, and so we think about anything else. We don’t admit the fear to ourselves until we have to. Well, it’s time--you have to. Admit that you’re afraid, and see that that’s okay. We’re all afraid. I certainly am, all the time. It’s perfectly okay to be afraid--let yourself feel it. Be open to the feeling of fear, be present with it, really experience it. See where it’s coming from. What scenarios have you imagined that cause you to be afraid? Are those scenarios real? What would you do if they happened? Could you survive? I bet you could.

COMMIT TO OTHERS

Social motivation is probably the most powerful motivation there is. If you’re having trouble, ask a friend for help. Ask for some accountability. Give yourself a consequence if you fail. Don’t fail. You can do this.

You can make yourself work even if you’re afraid.

You can ruthlessly make the time, take the smallest step, feel the fear and overcome it, find inspiration in the people you’re going to help. You can show up.

This article originally appeared in Zen Habits and is reprinted with permission.

By Leo Babauta

Source: Fast Company

5 Simple Ways To Bring Out The Best In Your People

5 Simple Ways To Bring Out The Best In Your People
It’s something all managers want to do, yet, as every manager knows, it’s easier said than done: bringing out the best in your people. How often as managers are we frustrated by chronic employee under-performance? Studies routinely show that an unacceptably high number up of employees – up to 70 percent – are disengaged, emotionally disconnected from their companies. Yet the most effective management is often the simplest and most basic. All five of these management tips have a common cost: nothing.

“Tone at the top” – Lead in a way that makes it easy for others to want to follow. Setting the right example by your own business behavior – your own evenhandedness and ethics – makes it easy for your employees to respect you. Nobody wants to follow somebody they don’t respect, yet they’re eager to follow those they do. It’s always surprised me how often management doesn’t play by the same rules they ask others to – when setting a fine example costs nothing and only breeds productivity.

Take a sincere interest in the course of their careers –Studies show that high-performing companies routinely motivate their people by emphasizing career development. Any manager can too, easily. It’s human nature and only makes sense. All employees at all organizational levels are keenly interested in the course of their own careers. Showing genuine interest in helping employees gain the skills they need to succeed is a solid way to build lasting loyalty.

Ambitious but not unrealistic expectations – Both in formal job objectives and informal day-today managerial expectations, you want to set targets that stretch your employees but are attainable. Let them know you have high (but not unreasonable) standards, and at all times expect excellence. Competence breeds confidence, and successfully achieving ambitious goals motivates them to do it again.

Provide honest insightful feedback on a regular basis – The key word here is “honest.” As in candid feedback traveling in two directions – positive and negative, up and down… feedback that neither ducks the hard stuff nor ignores the positive stuff. If employees aren’t receiving regular feedback, how will they know if they’re doing well or need to course-correct? How can they give their best if it’s not completely clear what their best looks like?

Get to know who your people are - If you want to bring out the best in your employees, you have to, at least to some extent, understand them. Gain a basic understanding of what interests them, what bothers them, what they care about, what motivates them. Is it money, respect, praise, a bigger office, or a chance to spend more time with the kids? There are a multitude of possibilities. The better you know your people, the better chance you’ll have to pull the right managerial levers.

I’ll be the first to admit nothing on this list is inordinately complex. But just because something is common sense doesn’t mean it’s commonly practiced. The best managers are insightful and employee-centric. They understand their employees, and know that bringing out the best in them – to ultimately drive positive business results – is the absolute best thing they can do as a manager.

By Victor Lipman

Source: Forbes

3 Things Failing Miserably Teaches You About Leadership

3 Things Failing Miserably Teaches You About Leadership

Skip the painful process of falling flat on your face, and learn these important lessons from one CEO who has stumbled badly.

You've no doubt been told countless times to stop fearing failure and accept it as a growing experience and precondition of innovation and accomplishment. It's a popular mantra, but in a world filled with corporate CYA and zealous reputation management, examples of it in practice are pretty light on the ground. But there is one standout example: meet James Altucher.

A serial entrepreneur who has started 20 companies (17 of which failed), Altucher has built a massive following by admitting in detail all the incredible ways he's screwed up. But reading Altucher's work isn't all about reveling in another's missteps. He's also a generous giver of advice on what all that failing has taught him.

Take, for example, a recent in-depth answer he wrote to the question, "What is the most important thing you have learned about leadership?" on question-and-answer site Quora. In his response he once again admits his shortcomings. "They fired me as CEO. Then they fired me as a board member," he writes. "The reason? I was a bad leader. Here are some things I didn't know about my own company: I didn't know what our product did. I didn't know any of the clients. I didn't know how much money we made. I didn't know how much we lost. And I had crushes on the secretaries and maybe two or ten other employees."

But he doesn't stop there. Altucher also goes on to share what his failure actually taught him about leadership, offering up 10 lessons he took away from these experiences. That's handy as a practical illustration that all those touting the educational value of failure might be on to something, but better yet, it offers entrepreneurs hard-won knowledge without actually having to walk Altucher's painful path. Here are a few examples:

1. Yes, and...

Saying no is easy. Far more difficult than shooting down ideas is encouraging creativity and drawing out better ones. In order to do this you need to take a page from improv comediansand learn to tame your knee-jerk, "No!" response to innovative suggestions. You need to get better at fielding ideas and improving them. You need to develop the habit of responding with "Yes, and..." Altucher lays out his bullet-pointed suggestions for a better way to give constructive criticism:

• "Yes, and"
• List what's good
• How you would improve
• Figure out the vision that is the base of the idea that you are talking about.
• Connect the "Why" of what you are suggesting to the initial vision. Does it work better than the initial idea?
• Be open to the fact that you might be wrong. ALWAYS ALWAYS you might be wrong.

2. Be the Storyteller-in-Chief

There are limits to how many people any individual human can build meaningful connections with (your 600 Facebook friends notwithstanding). Altucher calls this the 30/150 rule: below 30 people you're a tribe; from 30 to 150 you can know of everyone by reputation at least; after 150 forget about personal connections entirely. So what ties together organizations as they grow past this 150-person barrier? Stories.

"We united with each other by telling stories," Altucher writes. "If two people believe in the same story they might be thousands of miles apart and total strangers but they still have a sense they can trust each other." Leaders need to leverage this truth by telling visionary stories such as "we are delivering the best service because... We are helping people in unique ways because... A good story, like any story ever told, starts with a problem, goes through the painful process of solving the problem, and has a solution that is better than anything ever seen before."

When you're past the point of listening to and taking care of every employee individually,telling these sorts of unifying stories is essential for a leader. "Companies live and die on this," Altucher insists.

3. Lead Yourself

Altucher isn't the only leadership expert who makes the incredibly essential but all-too-frequently overlooked point: You're unfit to lead others until you're pretty good at leading yourself. So before you develop lofty aspirations of guiding others, make sure you've done the necessary work on yourself.

"Before I can lead anyone I have to lead myself. I have to read. I have to try and improve one percent a week. I have a handful of interests and I have a lot of experience. I have to get better at the things I'm interested in. I have to understand more deeply the painful experiences I've had, I have to every day practice the health: physical emotional mental spiritual, that I suggest to everyone else," he writes.

What leadership lessons have you taken away from your failures?

Source: Inc.

By Jessica Stillman

8 Entrepreneurial Qualities That Contribute To Success

8 Entrepreneurial Qualities That Contribute To Success There are entrepreneurs who are extremely successful and everything they touch seems to turn to gold, and there are some that do not see as much success. What are the deciding factors that separate those that crank home run after home run and those that struggle at the plate? While the majority of entrepreneurs have no problem working hard, not all work smart and possess the following entrepreneurial qualities responsible for driving success. 1. Not being afraid of delegating tasks. As entrepreneurs, we tend to always have a full plate and feel that we can take on any task. In reality, if we keep adding to the already-full plate it is eventually going to collapse and create a mess. Don't be afraid to delegate tasks to an experienced member of your company that has the ability to get tasks completed. 2. Managing time effectively. Proper time management is necessary to distinguish between extremely urgent tasks and those that can wait. Use a notebook or whiteboard to prioritize your tasks by writing them down. Mobile devices and tablets have calendars and notepads, but nothing is more effective than actually writing down your "to-do" list. Focus on one task at a time and don't let new "to-do's" disrupt your focus. Knock them out one at a time. 3. Visualizing goals and success. You need to see your goals and success in your mind first if you plan on making them a reality. Not only do you need to visualize the end result, but you also need to visualize every step that it is going to take to get there. Napoleon Hill said it best: "What the mind can conceive and believe it can achieve." 4. Listening and communicating well. If you aren't a good listener and communicator it will result in miscommunications and wasted time, not to mention added work to correct the miscommunications. Time is one thing that all entrepreneurs would like more of. How often have you wished there was more hours in a day? Avoid wasting priceless time repeating and redoing tasks due to poor communication. 5. Understanding your time is valuable. While it would be great to be able to give everyone the time that they wanted, it would leave you with little to no time to accomplish the things that you need to get done. If a sales representative has a question, they should address it with the sales manager. If a customer has a question they should be speaking with your customer-care representative. While people might demand your time, it doesn't mean that you have to grant them the time. Your time is valuable, so don't waste it on disruptions that should be handled by other members of your organization. 6. Seeking help when you need it. We often let our stubbornness prevent us from asking for help. Have you ever been stumped and someone comes along with the answer and you think, "Why in the world didn't I think of that?" Often times a clear mind and different viewpoint can quickly solve a problem or provide an answer to a question. Don't be afraid to ask for help when you need it, as it can also help to strengthen the communication within your organization. 7. Getting out of the office. As an entrepreneur, you have probably spent several 18-hour days behind your computer or worked through the night late at your office until the sun came back up. It is important to break your day up, for both your physical and mental health. Take a few breaks throughout the day and walk around the office or take a walk outside to clear your head and give your eyes a break from the computer. Leave your office for lunch, even if you bring it — go eat outside and get some fresh air. Want to jumpstart your day and have healthy energy throughout the day? Go to the gym bright and early before you hit the office every morning and get a good workout in. You will have a clear mind, abundant energy and improved mental focus. 8. Giving back. It is important to understand how lucky we are, as entrepreneurs, to do what we love. When you are appreciative of what you have accomplished and then take a step back to see what you can do to give back, it gives you a feeling like no other. My company helps several 501(c)(3) organizations with their nonprofit marketing each year. Helping several nonprofits that support causes I believe in is a great feeling. "You can have everything in life you want, if you will just help other people get what they want," said Zig Ziglar. Nobody said being an entrepreneur is an easy thing to do, and while these qualities will not translate into automatic success, they sure can help. By Jonathan Long Source: Inc.

All Entrepreneurs Need to Tell These 6 Stories

Think you've got your pitch down cold? Good for you, but your work isn't over.

All Entrepreneurs Need to Tell These 6 Stories

You may have one story down, but you've got five more to go, says Eileen Gittins, the CEO of Blurb. Gittins was speaking at the Dell Women Entrepreneurship Conference in Austin on Monday.

Gittins' company started out as a way for people to make well-designed photo books in somewhat less than an eon. Since then, Blurb has grown into a popular platform for e-books, publishing about 7,000 titles a day and reeling in about $100 million in revenues a year.

As Blurb grew, Gittins learned how important it was for her customers to believe there were real live people behind it, and to trust in them. Blurb has no retail stores and no salespeople--it was all about the computer screen. Gittins found that storytelling was key to developing her brand and her culture, and came to believe that all entrepreneurs have to be able to tell these six stories.

1. The pitch.

The first story, says Gittins, is the pitch, which she calls "the story to get you started." You tell what you are doing, what you have on offer, and why the person listening should care about you. Gittins must have a good one--she's raised $80 million in venture funding, and, as she puts it, "kissed so many VC frogs I don't even remember their names."

2. The story about your company.

This tells what you do, why you do it, and what distinguishes you in the marketplace.

3. A personal story.

"A personal story can advance your business more than you can imagine," Gittins said. Her company has an all-hands meeting every month: "I get the engineers to show up at 8:30, which is an act of god," she said.

At those meetings, each department nominates someone to tell a story of something that happened recently in the business. It can be of success, failure, or something in between. The stories help build trust between colleagues. And, Gittins says, and at some point, "People don’t want to hear from you. What they really want to do is hear from the guy who runs customer support or the CEO's assistant. Those tend to be the personal stories."

4. The catalyst story.

This is the most important one, said Gittins. The form is predictable: There's a hero, there are obstacles, the hero overcomes the obstacles, and all is sweetness and light. But the use of this story is anything but: "One of the great things about the catalyst story is it's a great way to help your people understand some of the change you want to surface at your company," Gittins said.

"We started in the world of personal publishing, where you make a photobook for your mom or the people you know. Now we're doing self-publishing, and if people aren't authors they don't understand it."

The catalyst story, she says, needs to be specific as to date and time. And by the time it's over, it should be obvious to everyone in the audience what would have happened without the catalyst.

5. The branding story.

At a small company, this story may rely heavily on the founder’s own story.

6. 'The vision thing.'

"This is the biggest possible vision of where your company can go," says Gittins. And it often starts out a bit like a children’s story: "Once upon a time…" or "Imagine a world where…"

One of her favorite variations on "the vision thing" is to imagine the characteristics of the hypothetical company that would put her out of business tomorrow. Once you've done that, she says, "you've just defined the vision for what you need to do to pre-empt that from happening."

By Kimberly Weisul

Source Inc.

14 Tactics for Reading People's Body Language

14 Tactics for Reading People's Body Language

Whether someone's lying to you, hitting on you, or bossing you around, you can read their intent and emotional state in their body language--if you know what to pay attention to.

According to UCLA professor Albert Mehrabian, 55 percent of what you convey comes frombody language, 38 percent from the tone of your voice, and only seven percent from the words you say.

So how do read between the lines? We've compiled tips from Psychology Today, research journals, and other publications to help you understand what people are telling you, far beyond their words.

1. Look for a lack of crinkles around the eyes to detect a fake smile.

Making a genuine smile--also known as a Duchenne smile--is nearly impossible to do on command. It's why family photos tend to look so awkward.

The smile, it turns out, is all about the crow's-feet around your eyes. When you're smiling joyfully, they crinkle. When you're faking it, they don't.

If someone's trying to look happy but really isn't, you won't see the wrinkles.

2. Raised eyebrows are often a sign of discomfort.

In the same way that real smiles shape the wrinkles around your eyes, University of Massachusetts professor Susan Krauss Whitbourne says worry, surprise, or fear can cause people to raise their eyebrows in discomfort.

So if someone compliments your new hairstyle or outfit with their eyebrows raised, it may not be sincere.

3. If their voice goes up or down, they're likely interested.

Whether you know it or not, your vocal range shows your interest.

"Once a conversation begins, besotted women slip into sing-songy voices," Psychology Today reports, "while men drop theirs an octave."

4. If they mirror your body language, the conversation is probably going well.

When two people are getting along, their postures and movements mirror each other's. When your best friend crosses her legs, you will, too. If you're on a date that's going well, you'll both be making the same goofy hand gestures.

This is because we mirror each other when we're feeling a connection, says positive psychologist Barbara Fredrickson.

5. Eye contact shows interest--both positive and negative.

When you look at someone in the eyes, it sets an arousal state in the body.

"How that arousal is interpreted, however, depends on the parties involved and the circumstances," writes Claremont McKenna College organizational psychologist Ronald E. Riggio. "Being stared at by a stranger who appears large or ominous can be seen as a threat and elicit a fear response ... However, the gaze of a potential sexual partner causes arousal that can be interpreted positively--as a sexual invitation."

6. But if they look into your eyes for too long, they might be lying.

In an attempt to avoid looking shifty-eyed, some liars will purposefully hold their gaze a touch too long, so that it's slightly uncomfortable.

They may also stand very still and not blink.

7. An expansive pose signals power and a sense of achievement.

How people hold themselves is a big clue as to how they're feeling. Harvard professor Amy Cuddy finds that expansive poses increase testosterone and confidence. If they're leaning back and relaxed, they feel powerful and in control. Similarly, research shows that even people born blind raise their arms in a V shape and lift their chins slightly when they win a physical competition.

On the other hand, a low-power pose--seen when someone closes up and wraps their arms around themselves--increases cortisol, a stress hormone.

8. Crossed legs are usually a sign of resistance and low receptivity, and are a bad sign in a negotiation.

Out of 2,000 negotiations videotaped by Gerard I. Nierenberg and Henry H. Calero, the authors of "How to Read a Person Like a Book," there wasn't a single settlement when one of the negotiators had their legs crossed.

Psychologically, crossed legs signal that a person is mentally, emotionally, and physically closed off--which may mean they're less likely to budge in a negotiation.

9. A "cluster" of gestures shows a real feeling of connection.

Attraction isn't communicated through one signal but a sequence.

Neuropsychologist Marsha Lucas has a good one to watch for: "After making eye contact, she looks down a bit, gathers or otherwise preens her hair, and then looks up at you while her chin is tipped."

10. If they're laughing with you, they're probably into you.

If someone is receptive to your humor, they're likely interested in you.

Evolutionary psychologists say that humor plays a pivotal role in human development. It serves as a way of signaling a desire for a relationship, be it platonic or romantic.

11. A clenched jaw, tightened neck, or furrowed brow shows stress.

All these are "limbic responses" associated with the limbic system in the brain.

"Emotion, spotting and reacting to threats, as well as assuring our survival, are all heavy responsibilities of the limbic system," says former FBI counterintelligence agent Joe Navarro. "The bus leaves without us, and we are clenching our jaws, rubbing our necks. We are asked to work another weekend, and the orbits of our eyes narrow as our chin lowers."

Humans have been displaying discomfort this way for millions of years, Navarro says.

12. Expansive, authoritative postures show leadership.

Whether they're innate or learned, there are a number of signals and behaviors people use when they feel that they're a leader, or at least are trying to convince you that they are.

They include holding an erect posture, walking purposefully, steepling and palm-down hand gestures, and generally open and expansive body postures.

13. A shaking leg signals a shaky inner state.

"Your legs are the largest area of your body," University of Massachusetts professor Susan Whitbourne says, "so when they move, it's pretty hard for others not to notice."

A shaky leg signals anxiety, irritation, or both, she says.

14. Crossed arms can signal defensiveness, depending on the context.

It's easy to seize on body-language cues, but it's important to be aware of the context. While crossed arms typically indicate that someone is closed off, people are also more likely to cross their arms when it's cold and when their chair doesn't have an armrest.

Be aware of the environment before making a decision or changing strategy based on these types of behaviors.

By Drake Baer and Max Nisen, Business Insider

Source: Inc.

A Crash Course in Leadership For 20-Something CEO's

A CRASH COURSE IN LEADERSHIP FOR 20-SOMETHING CEOS, FIVE ESSENTIAL LESSONS FOR TODAY'S CROP OF YOUNG LEADERS.

Traditionally, leaders spent 20 or more years rising through the ranks before they made it to the corner office. But we’re seeing a rise in CEOs in their 20s and 30s, who either founded their own company or rose quickly through the ranks of an established organization.

Discussions on the topic of 20- and 30- something CEOs usually focus on the creativity of youth, versus experience gained through decades on the job. But these attributes aren’t mutually exclusive.

As a father of two sons, I approach giving advice to any young person with some trepidation. But after four decades at Deloitte, I have unique insight into the factors that determine whether a senior leader of any age sinks or swims.

1. LISTEN TO THE RIGHT PEOPLE. IGNORE THE REST.

Younger CEOs need a whole lot of confidence in themselves and their mission. You likely have very few resources. And there’s a good chance you’re going to fail.

It’s a fact; some people won’t understand your vision. Some people will think they’re being helpful by telling you to give up. At the same time, mentors will never be more important in your career than they are right now. Mentors help us look at problems differently, and see things in us that we can’t see ourselves.

One of my most important mentors was instrumental in pushing me out of my comfort zone and opening my eyes to the possibilities for my career. Every young leader needs someone like that.

2. BE TOUGH ON PROBLEMS, NOT ON PEOPLE.

CEOs need to be resilient and have the courage to make difficult decisions. But some leaders can make the mistake of being “tough” not just on the problems facing their business, but also their people.

To foster long term respect––with their people, their clients, and their management team––20- and 30-something CEOs need to inspire, rather than terrify. This isn’t being “soft.” The tone you set will reverberate through the culture of your organization. I remember a time when a client was upset with how a particular situation had been handled. Losing my cool or raising my voice with the team responsible wasn’t going to do anything to help the issue at hand.

Instead, I worked side-by-side with the leaders on both teams to work through the problem, to repair the client relationship, and to get things back on track.

3. CONTINUE TO TAKE MEASURED RISKS, EVEN WHEN THE STAKES GET HIGHER.

One thing I love about startups is how their leaders have the courage to take risks, knowing these are essential to drive the company forward.

My son Matt Salzberg (a young CEO in his own right, he leads Brooklyn-based startup Blue Apron), shared a concept with me that sums it up. He said “An entrepreneur is someone who jumps from a plane without a parachute, and figures out how to build one on the way down.”

But as organizations grow, they have more to lose, they can become more cautious, and they can become slower to innovate.

Not many businesses stay at the top for more than 100 years, or even 50. The reason Deloitte continues to succeed is because we’re continually anticipating the big challenges and opportunities that our clients will be facing in the future. This fuels the development of more innovative services and delivery models.

4. EVOLVE AS A LEADER WHILE YOU SWING FOR THE FENCES.

Be ready to adapt your approach, style and strategy throughout your company’s lifecycle.

One of the biggest challenges cited by younger CEOs is managing large teams of people. So start focusing on getting better at this right now, before you experience growing pains.

All CEOs must continue to evolve their style and approach throughout their career.

5. PLAN IN QUARTERS, BUT THINK IN YEARS.

Launching a startup requires a long-term dream or vision, but is mostly measured in small increments. Funding rounds, product launches, perhaps looking ahead to the buyout, or IPO.

Younger CEOs need a plan to take their organization well into the future, not just as far as an IPO.

When I was U.S. CEO, I managed the business quite closely between each internal reporting period, but I was (and remain!) just as passionate about building on our global strategy and vision for the future.

I can’t fully understand how our organization will need to adapt in the next 50 or 100 years. But five or 10 years is a great place to start.

I’m really inspired to watch the careers of younger CEOs unfold. I think in the past, younger and older CEOs have viewed each other almost as different species. Moving forward, I hope we can create closer connections where we can learn from each other and become more effective, inspirational, and innovative leaders as a result.

--Barry Salzberg is global CEO of Deloitte Touche Tohmatsu Limited and proud to have recently started writing for the LinkedIn Influencers blog. You can follow his posts on LinkedIn.

By Barry Salzberg

Source: Fast Company