Category: Success

The Smartest Person in the Room…

The smartest person in the room isn’t who you think it is…

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Isn’t who you think it is.

Isn’t the one who spends most of the meeting talking.

Isn’t the one who thinks everyone will benefit from their wisdom and experience.

Isn’t the one worried about their image as a go-getter.

Isn’t the one trying to answer every question.

Isn’t the one who knows everything.

The smartest person knows they don’t have all the answers.

The smartest person knows they don’t have all the right questions.

The smartest person is constantly learning, and always curious.

The smartest person spends most of their time listening.

The smartest person always surrounds themselves with other smart people.

The smartest person never worries about who gets the credit.

The smartest person in the room doesn’t care who the smartest person is.

 

 

Inspiration is great, but…

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When was the last time you were truly inspired?

Maybe you saw an inspirational movie, an awesome TED talk, or read an inspiring book. Maybe you had a great meeting with your boss. Maybe you have a brilliant idea that will change the world.

Inspiration can come from just about anywhere.

Inspiration is great, but is it enough? Does inspiration alone drive us to take action, to move toward our new future? Maybe, but probably not.

Inspiring thoughts quickly fade. Without action, inspiration is just another passing thought…soon forgotten.

Remaining in the status quo usually seems safer than taking action.

It’s almost a cliché: The journey of a thousand miles begins with the first step. Inspiration is nothing until it’s coupled with your willingness to take action. To take the first step, and then the next.

Action is the fulfillment of inspiration, and often inspires others in the process.

What action are you taking today to pursue the things that inspire you?

What’s Wrong with Murphy’s Law

In 1949, Captain Murphy gave us his “law:”

If anything can go wrong, it will go wrong

Since then, a number of variants and other “laws” have emerged:

A dropped piece of bread will always land butter side down.

The line next to you will move more quickly than the one you’re in.

If all you have is a hammer, everything looks like a nail.

Success always occurs in private, and failure in full public view.

All things being equal, you lose.

As soon as you mention something…if it’s good, it stops; if it’s bad, it happens.

Anything is possible if you don’t know what you’re talking about.

A shortcut is the longest distance between two points.

There’s no time like the present to procrastinate.

What’s wrong with Murphy’s Law, and these other variants? On the surface, nothing. They each have kernels of truth and wisdom.

But, they ignore other possibilities:

Everything that can work, will work. Consider how many things worked as they were supposed to today. You probably don’t remember them, since they worked so well.

How often do you really drop a piece of bread?

Sure, your line may move slower today. That won’t be the case every time. If we consider our neighbor’s perspective, they’re enjoying the fact that their line is moving faster today than your line. Isn’t it nice to see someone have a small victory?

We all have more than a hammer. Remembering to look in our toolbox from time to time and dust off our other tools is the key to success.

Our successes and failures are always personal first.  The people who are willing to share in both are what matters.  The size of the audience doesn’t.

All things are rarely equal.  The level of equality at the start has little to do with whether you win or lose.

We get the things we visualize the most.  We have more control over what happens than we realize.

Some of the best discoveries came from people asking the dumb question, or looking at something with “untrained” eyes. The most potent resource in a company is the new employee who “doesn’t know anything.”

Unexplored shortcuts take you nowhere. Some shortcuts lead to entirely new destinations that you never thought possible.

Now is the perfect time to begin, or begin again.

The only thing we control in life is our attitude. Our attitude has more impact on our lives than any of these “laws.”

But, was it the Most You Could Do?

It’s easy to do your least…

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How often do you hear (or say), “It was the least I could do,” in response to someone’s gratitude. Rather than saying, “You are welcome,” or “It was my pleasure,” the gesture’s value is minimized, since it was the least we could do.

It’s easy to do the least. The least amount of work to keep our job. The least amount of studying to ace (or merely pass) the final exam. The minimum exercise to stay in shape (or close enough). The smallest charitable donation to show our support. The minimum level of quality to pass inspection.

The challenge is in defining the most. What is the most you can do?

How about putting in a level of effort and commitment to not just keep your job, but to redefine what your job can be? What’s the level of effort you can put into your studies to not just pass the exam, but to master the topic for your lifetime? What are the limits of your strength and endurance, and where can those limits take you? What can you do to not only support your favorite charity, but multiply your support by engaging others?

When was the last time you focused on the quality of your work, even when you knew few (if any) would see it? The truth is at least one person always sees the work you do. You.

If something is worth your time and attention, treat it that way. Maximize your involvement. Contribute the best version of yourself to the cause. Go all-in, every time.

When you always bring the best version of yourself, the definition of “your best” continually improves.

Old Docks, New Horizons

You don’t have to be Galileo, Christopher Columbus or Marco Polo to be an explorer…

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Old docks capture my imagination. There’s a quiet intensity about them. A history we can feel more than see. They offer a lasting invitation to explore. To cast-off, set sail, and see what’s over the horizon.

Will you accept that invitation? How far will your explorations take you? Which way will you go? What if you can’t see the other side? Should you cast-off anyway?

We answer (or avoid) these questions every day.

Is it best to merely stand on the dock and look out at the horizon, wondering what’s just out of sight? Or, better yet, wait for someone to return and describe what’s out there? No way!

Every explorer (and innovator) in history chose to leave the safety of the dock. They couldn’t see the other side. In fact, they chose to leave the dock precisely because they needed to see over the next horizon, and the one after that.

They knew what we each know, whether we choose to admit it or not.

The answers to life’s biggest questions come to those who seek.

You don’t have to be Galileo, Christopher Columbus or Marco Polo to be an explorer. We are each explorers. All we have to do is accept the invitation.

 

 

Who’s With Me?

Leadership lessons from Bluto (John Belushi) in Animal House, circa 1978…

Bluto--whos with me

 

Leadership lessons from Bluto (John Belushi), circa 1978…

 

Bluto: Hey! What’s all this laying around s***? 

Stork: What the hell are we supposed to do, ya moron? We’re all expelled. There’s nothing to fight for anymore.

D-Day: [to Bluto] Let it go. War’s over, man. Wormer dropped the big one.

Bluto: What? Over? Did you say “over”? Nothing is over until we decide it is! Was it over when the Germans bombed Pearl Harbor? Hell no!

Otter: [to Boon] Germans?

Boon: Forget it, he’s rolling.

Bluto: And it ain’t over now. ‘Cause when the goin’ gets tough…

[thinks hard of something to say]

Bluto: The tough get goin’! Who’s with me? Let’s go!

[Bluto runs out, alone…]

Other than not being in the script, why didn’t anyone follow Bluto at this point?

Simple. He didn’t outline the mission, or why it was important. He didn’t engage the early adopters, the risk takers.

He didn’t capture the imagination of any thought leaders in the group. Sure, he conveyed some intense emotion.  He may have even motivated a few of his team members to think a bit, and ignore Stork and D-Day’s surrender. But, take action? Not a chance.

[Bluto returns, looking frustrated…]

Bluto: What the f*** happened to the Delta I used to know? Where’s the spirit? Where’s the guts, huh? This could be the greatest night of our lives, but you’re gonna let it be the worst. “Ooh, we’re afraid to go with you Bluto, we might get in trouble.” Well just kiss my ass from now on! Not me! I’m not gonna take this. Wormer, he’s a dead man! Marmalard, dead! Niedermeyer…

Otter: Dead! Bluto’s right. Psychotic… but absolutely right. We gotta take these bastards. Now we could do it with conventional weapons, but that could take years and cost millions of lives. No, I think we have to go all out. I think that this situation absolutely requires a really futile and stupid gesture be done on somebody’s part!

Bluto: We’re just the guys to do it.

[Boon and D-Day stand up] 

Boon: Let’s do it.

Bluto: [shouting] “Let’s do it”!

[all of the Deltas stand up and run out with Bluto]

How did Bluto turn the tide? He challenged the team to face their fears. He outlined the (crazy) mission, and why it mattered.

Most important…he ignited a thought leader in the group.  Otter took emotional ownership of the crazy mission and vision that Bluto (sort of) outlined.  Otter gave it clarity, and made it safe for everyone to support.

Once Otter (and D-Day and Boon) stand in support of Bluto’s crazy idea, the rest of the team unites. The exact plan isn’t clear, but the thought leaders create the wave of support it needs to launch.   The rest is detail.

All Bluto has to do is add:  “We’re just the guys to do it.”

He doesn’t ask, “Who’s with me?” when he leads the team out the second time.  He already knows, and so does his team.

Who are the thought leaders in your organization?

How do you influence them? How do they influence you?

What are you doing to harness their power?

Who’s with you?  That’s up to you and your thought leaders.

http://youtu.be/q7vtWB4owdE

Do It Anyway

Very few of us will change the (entire) world. But, following the advice in these verses is a great way to change our little corner of it…

I recently came across this poem.  It was painted on the wall of Mother Teresa’s home for children in Calcutta, India.  While it’s well-known to many, it’s new to me.  I like it so much I’ve decided to share it here:

People are often unreasonable, irrational, and self-centered.

Forgive them anyway.

If you are kind, people may accuse you of selfish, ulterior motives.

Be kind anyway.

If you are successful, you will win some unfaithful friends and some genuine enemies.

Succeed anyway.

If you are honest and sincere, people may deceive you.

Be honest and sincere anyway.

What you spend years creating, others could destroy overnight.

Create anyway.

If you find serenity and happiness, some may be jealous.

Be happy anyway.

The good you do today, will often be forgotten.

Do good anyway.

Give the best you have, and it will never be enough.

Give your best anyway.

In the final analysis, it is between you and God.

It was never between you and them anyway.

Very few of us will change the (entire) world. But, following the advice in these verses is a great way to improve our little corner of it.

That’s all that matters anyway.

Questions of Talent

How much time do you spend thinking about the talent in your organization?

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Talent is the life blood of any organization. This is easily forgotten as organizations try to remain relevant in a world characterized by nanosecond attention spans.

It doesn’t matter what product or service your organization delivers. Having the right talent in the right places at the right time is the key to your organization’s success.

With so much riding on talent, is it a top priority for you? How much time do you spend thinking about the talent in your organization?

How engaged is the talent in your organization? Do they really care about the mission, or are they just going through the motions, collecting a paycheck?

Do you know who’s ready to move up, who’s moving sideways, and who needs to move out?

What are you doing about it?

What about your own talent? Are you prepared to move up? Do you still fit in your role, or your organization?

Who are you developing to be your replacement?

Are you truly engaged in the mission, or just going through the motions?

If you aren’t fully engaged, it’s time to either move on, or re-commit. Life’s too short to live somewhere in between.

 

Mountains, Elephants, and Steps (they have more in common than you’d think)

Don’t worry about the mountain…worry about the next turn.

OLYMPUS DIGITAL CAMERAI recently read an interview with James Doti, president of Chapman University. He’s a runner, triathlete, and mountain climber…in addition to his day job.

He mentioned a discussion he had with his mountain guide at the beginning of a big climb (I think it was Kilimanjaro) that went something like this:

Doti: That mountain is going to be tough!

Mountain Guide: Don’t worry about the mountain. Worry about the next turn.

Excellent advice. It made me think of two more quotes:

How do you eat an elephant? One bite at a time.

 

The journey of a thousand miles begins with one step…and then another.

The sentiments in each of these quotes is the same. Every journey, every project, every career path, every big achievement, and every lifetime are made up of small and seemingly insignificant steps along the way.

I haven’t climbed Mt. Kilimanjaro (yet), but I’ve climbed Mt. Whitney twice. There’s a famous section of that climb called The 99 Switchbacks. It begins at about 12,000 feet. Each turn gets you one step closer to the summit.  After 99 turns, you reach the Trail Crest at about 13,600 feet.

Then the mountain plays a dirty trick and descends down the back side about 800-1,000 feet before turning back up toward the summit at 14,500 feet. That small descent may sound trivial. It’s not! At that altitude, and after making it through the switchbacks, descending on the way to the summit is quite a mind bender. The only response to the mountain’s challenge is to take the next step, and the one after that.    

Funny thing about the triumphant photo at the top of the mountain (or graduation, retirement, etc.) is that it doesn’t show all the small steps that made the photo possible. Those are for the climber (or graduate, or retiree) to remember and appreciate.

The small steps represent our decision to start. To continue. To change direction, or ask for help. To persevere. To achieve.

 

Photo:  Our crew on the summit of Mt. Whitney, 2009 (time flies!).  I’m the guy on the far right, trying to catch his breath.  I never would have reached the summit without help from everyone in that picture. 

Entering the Advise and Hope Phase

My role is to provide the best advice possible, asking the tough questions that nobody else will ask…

For the past six months or so, I’ve been a management consultant. I’ve also coached a couple people who want to improve their performance as managers and leaders.

Over the years, I’ve known a number of consultants, lawyers, and others who provide ad hoc services to companies and individuals. They always talked about how they loved their work. They tackled challenging situations for their clients. They provided excellent advice about how to work through them. It may have been how to grow a new business, limit risks associated with an existing business, or maybe the best way to find and retain the right talent.

And yet, there was always something missing. The missing ingredient? They didn’t own the execution of their advice. In fact, there’s no guarantee that their clients would even take their advice and run with it. They were in the “advise and hope” business.

I didn’t fully understand this distinction until my children became adults. As a parent, I enjoyed teaching our kids the ways of the world. Talking through new situations, and helping equip them to make sound decisions on their own. When they started actually making those (hopefully) sound decisions for themselves, I realized I had entered the “advise and hope” phase of parenting. I’m pleased that my children often seek my advice, but I know that the final decisions are up to them…as it should be.

Having experienced this subtle shift in my role as a parent made the recent shift in my professional life a bit easier. I fully understand that no matter how great (from my perspective, of course) my advice is, ultimately the client determines their next steps. They choose which parts of my advice to take, and which to ignore.

My role is to provide the best advice possible, asking the tough questions that nobody else will ask. After that, it is up to my client. I don’t get to own their decisions.

I own one thing: my sincerest hope that I can help my clients achieve success, even if they ignore some of my best advice.