A wise teacher was taking a stroll through the forest with a young pupil and stopped before a tiny tree.

“Pull up that sapling,” the teacher instructed his pupil, pointing to a sprout just coming up from the earth. The youngster pulled it up easily with his fingers. “Now, pull up that one,” said the teacher, indicating a more established sapling that had grown to about knee high to the boy. With little effort, the lad yanked and the tree came up, roots and all. “And now this one,” said the teacher, nodding toward a more well-developed evergreen that was as tall as the young pupil. With great effort, throwing all his weight and strength into the task, using sticks and stone he found to pry up the stubborn roots, the boy finally got the tree loose.

“Now,” the wise one said, “I’d like you to pull this one up.” The young boy followed the teacher’s gaze, which fell upon a mighty oak so tall the boy could scarcely see the top. Knowing the great struggle he’d just had pulling up the much smaller tree, he simply told his teacher, “I am sorry, but I can’t.”

“My son, you have just demonstrated the power that habits will have over your life!” the teacher exclaimed. “The older they are, the bigger they get, the deeper the roots grow, and the harder they are to uproot. Some get so big, with roots so deep, you might hesitate to even try.”

Creatures of Habit
 Aristotle wrote, “We are what we repeatedly do.” Merriam-Webster defines habit this way: “an acquired mode of behavior that has become nearly or completely involuntary.”

There’s a story about a man riding a horse, galloping quickly. It appears that he’s going somewhere very important. A man standing along the roadside shouts, “Where are you going?” The rider replies, “I don’t know. Ask the horse!” This is the story of most people’s lives; they’re riding the horse of their habits, with no idea where they’re headed. It’s time to take control of the reins and move your life in the direction of where you really want to go.

If you’ve been living on autopilot and allowing your habits to run you, I want you to understand why. And I want you to let yourself off the hook. After all, you’re in good company. Psychological studies reveal that 95 percent of everything we feel, think, do and achieve is a result of a learned habit! We’re born with instincts, of course, but no habits at all. We develop them over time. Beginning in childhood, we learned a series of conditioned responses that led us to react automatically (as in, without thinking) to most situations.

In your day-to-day life, living “automatically” has its definite positives. If you had to consciously think about every step of each ordinary task—making breakfast, driving the kids to school, getting to work, and so on—your life would grind to a halt. You probably brush your teeth twice a day on autopilot. There’s no big philosophical debate; you just do it. You strap on your seatbelt the minute your butt hits the seat. No second thoughts. Our habits and routines allow us to use minimal conscious energy for everyday tasks. They help keep us sane and enable us to handle most situations reasonably well. And because we don’t have to think about the mundane, we can focus our mental energy on more creative and enriching thoughts. Habits can be helpful—as long as they’re good habits, that is.

If you eat healthfully, you’ve likely built healthy habits around the food you buy and what you order at restaurants. If you’re fit, it’s probably because you work out regularly. If you’re successful in a sales job, it’s probably because your habits of mental preparation and positive self-talk enable you to stay optimistic in the face of rejection.

I’ve met and worked with many great achievers, CEOs and “superstars,” and I can tell you they all share one common trait: They all have good habits. That’s not to say they don’t have bad habits—they do. But not many. A daily routine built on good habits is the difference that separates the most successful amongst us from everyone else. And doesn’t that make sense? From what we’ve already discussed, you know successful people aren’t necessarily more intelligent or more talented than anyone else. But their habits take them in the direction of becoming more informed, more knowledgeable, more competent, better-skilled and better-prepared.

My dad used Larry Bird as an example to teach me about habits when I was a kid. “Larry Legend” is known as one of the greatest professional basketball players, but he wasn’t known for being the most athletically talented player. Nobody would have described Larry as “graceful” on the basketball court. Yet, despite his limited natural athletic ability, he led the Boston Celtics to three world championships and remains one of the best players of all time. How did he do it?

It was Larry’s habits—his relentless dedication to practice and to improve his game. Bird was one of the most consistent free-throw shooters in the history of the NBA. Growing up, his habit was to practice five hundred free-throw shots every morning before school. With that kind of discipline, Larry made the most of his God-given talents and kicked the butts of some of the most “gifted” players on the court.

Like Larry Bird, you can condition your automatic and unconscious response to be those of a developed champion. This chapter is about choosing to make up for what you lack in innate ability with discipline, hard work and good habits. It’s about becoming a creature of champion habits.

With enough practice and repetition, any behavior, good or bad, becomes automatic over time. That means that even though we developed most of our habits unconsciously (by modeling our parents, responding to environmental or cultural associations, or creating coping mechanisms), we can consciously decide to change them. It stands to reason that since you learned every habit you have, you can also unlearn the ones that aren’t serving you well. ]]> http://www.strategicconcepts-ca.com/news/articles/habits-by-darren-hardy/feed/ 0 http://www.strategicconcepts-ca.com/news/articles/renew-your-business-for-spring-m-browne/ http://www.strategicconcepts-ca.com/news/articles/renew-your-business-for-spring-m-browne/#comments Tue, 30 Mar 2010 18:14:09 +0000 info http://www.strategicconcepts-ca.com/news/?p=1252 It is spring,  a time for renewal and a fresh start.  We invest time in spring cleaning around the house, plant flowers, wash off the lawn chairs in preparation for BBQ’s and fun times ahead.  It is also the perfect time to do the same with your business. Consider this a season of renewal.  Take a step back and look at your business, what needs to be cleaned out and spruced up?  Do you need to invest in your website?  Do you have a clear goal of what you want to accomplish this season?  What role do you want your employees to take during your business’ renewal?  New Year’s Day is not the only opportunity to get motivated and set goals.

Businesses have been cutting back and reducing their marketing budgets so much that they are not going to be ready to take part in the economic renewal.  When is this finally going to happen? Now, there are signs everywhere.  Restaurants have wait times, people are buying kids spring clothes and businesses that have worked wisely have actually expanded.  As with the early signs of spring, you will miss the signs of the renewal if you don’t look  for them. 

Companies that continue to provide good service, new servics and keep their names out there have a greater change for growth. Give your customers a reason to take a second look. If we all think about Hallmark stores,  we know that each season we go into their stores for a birthday or Easter card we know that seasonal marketing is everywhere capturing our eye to bring into their stores. The only thing that does not change is the good service we come to expect with each visit.

We all have experienced challenges during this economy but we must look forward to come out of it. We know that there is a day when we will finally be in a good place forgetting exactly when things all began to be positive once again. It is funny how we can remember when things began to go bad but not so much so when things began to be positive again.  Working together with others we can keep ourselves focused on our own motivational programs with small rewards along the way.

Motivational tips for you and your employees:

1)   Have a grip party for a 1/2 hour.  Discuss light weight problems this economy has caused your company, have each participant  find one funny solution and move on.

2)   Hold a meeting outside in the beautiful spring weather to inspire a discussion about how you will renew your business.  Ask each person to provide at least 3 solutions but how deeper discussion for a follow up meeting.

3)   Thank your customers with added services and pleasant changes to your store or website.

4)   Survey your customers for their opinions on how you could serve them better, why they do business with you and how you can motivate them to do more  business with you.

5)    Look to your competition, visit their stores and websites what is it that you found to be attractive about their business. Note the positive differences between you and them.

6)   Read, research and rediscover your industry. What has changed since you went into business? Can you develop a niche in your industry?

7)  Provide reward programs using platforms that focus on providing capitvating incentives that attract customers again and again.

Whether you are thinking about customer retention or buiding your business, use the freshness of the season to start you off in the right direction.

A study was undertaken on the Hawaiian island of Kauai by two researchers named Emily Werner and Ruth Smith. This study, which followed more than 450 people from childhood through their adult lives, was an attempt to learn why some people are motivated to overcome severe disadvantages while others from the same background seem to have been overwhelmed by their problems. This research continued for an incredible length of time: 40 years, to be exact.

According to the research, one of the most interesting qualities of these motivated individuals is their ability to recognize potential sources of support in other people, to look beyond the walls of their homes to find relatives, friends, teachers or other role models who can provide help. This very important finding illustrates the benefits of forming mentor relationships to encourage achievement.

Choosing a coach or mentor is like having an additional correctional device to keep you on target. An analogy of this premise comes from aerospace technology. Years ago, the military used inertial guidance systems on missiles. Unfortunately, once the course of an inertially guided missile is set, it proceeds along that path with no capability for adjustments. It’s like a bullet fired from a rifle. Even when the aim is good at the outset, if the target moves unexpectedly once the projectile is in flight, the shot is going to miss. And if there’s one thing you can count on in life, it’s that the target is going to be moving! In the Gulf War of 1992, the Patriot missile that defended Israel and Saudi Arabia was introduced. Unlike previous defenses, this system had an advanced self-adjusting navigation system that continuously monitored the missile’s trajectory as well as the path of its swiftly moving target. The Patriot was able to make whatever corrections were necessary, regardless of changes in the position or speed of its objective.

A highly motivated person uses a coach or mentor in the same way when he or she has targeted a worthwhile goal. A coach or mentor can assist you in making adjustments and navigating through difficult times.

Finding coaches and mentors is an important mission, and you will no doubt have several over the course of your life. It is critical that you choose them wisely. Your mentor is someone to whom you’ll be committing a great deal of time and attention, and who ideally will take a very focused interest in you as well.

Have all ingredients at body temperature. Sift intelligence, ambition, and understanding together. Mix cooperation, initiative, and open-mindedness until dissolved. Add gradually ability, tactfulness and responsibility. Stir in positive attitude and judgment. Beat in patience until smooth. Blend all ingredients well. Sprinkle liberally with cheerfulness and bake in oven of determination. When absorbed thoroughly, cool and spread with kindness and common sense.

If that seems like a long list of ingredients, well, it is. But good leadership won’t happen if any of those items are missing.

I love to study leaders and the different ways they lead. If there ever was a need for great leadership in a company, that time is now. Taking an organization through a good economy is tough enough; when the going gets rough, the real leaders shine. Consider the challenges that faced these leaders.

The military presents many opportunities to observe leaders in action. For example, President and General Dwight Eisenhower used a simple device to illustrate the art of leadership. Laying an ordinary piece of string on a table, he’d illustrate how you could easily pull it in any direction. “However, try and push it,” he cautioned, “and it won’t go anywhere. It’s just that way when it comes to leading people.”

The Duke of Wellington, the British military leader who defeated Napoleon at Waterloo, was a great commander but a difficult man to serve under. He was a perfectionist and very demanding, who complimented his subordinates only on rare occasions. In retirement, Wellington was asked by a visitor what he would do differently if he had his life to live over again. The old Duke thought for a moment and then said, “I’d give people I worked with more praise.”

The famous general and Macedonian king Alexander the Great led by example. As he led an army across the desert, a soldier came up to him, knelt down, and offered him a helmet filled with precious water. “Is there enough there for 10,000 men?” asked Alexander. When the soldier shook his head, Alexander poured the water out on the desert sands, refusing to take even a sip.

My friend Marilyn Carlson Nelson, Chairman of Carlson, wrote in her book How We Lead Matters, “The fact is that being a leader in any field requires discipline, effort, and yes, sacrifice. It can be all-consuming. And during that time, life may not have much balance. It’s been said, ‘If you can’t ride two horses at the same time, you should get out of the circus.’ A circus is not at all a bad analogy for the swirl of demands placed on leaders at the top.”

Leaders are not always popular. Former U.S. Secretary of State Colin Powell wrote in his book, My American Journey, “I learned … you cannot let the mission suffer, or make the majority pay to spare the feelings of an individual. I kept a saying under the glass of my desk at the Pentagon that made the point succinctly if inelegantly: ‘Being responsible sometimes means pissing people off.’”

Ken Blanchard once told me, “The key to successful leadership today is influence, not authority.”

“A business leader has to keep their organization focused on the mission,” says Meg Whitman, former CEO of Ebay. “That sounds easy, but it can be tremendously challenging in today’s competitive and ever-changing business environment. A leader also has to motivate potential partners to join.”

Leadership guru Warren Bennis spent several years researching leaders for his book “Why Leaders Can’t Lead.” He traveled around the country spending time with 90 of the most effective and successful leaders in the nation—60 from corporations and 30 from the public sector. His goal was to find these leaders’ common traits. At first, he had trouble pinpointing any common traits, for the leaders were more diverse than he had expected.

But he later wrote: “I was finally able to come to conclusions, of which perhaps the most important is the distinction between leaders and managers. Leaders are people who do the right thing; managers are people who do things right. Both roles are crucial, but they differ profoundly. I often observe people in top positions doing the wrong thing well.”

Mackay’s Moral: Good leaders inspire others with confidence in them. Great leaders inspire them with confidence in themsel

Good cooks evolve from lots of practice but a chef is an expert who uses their passion to create an amazing experience. Chefs use developed skills and instincts to use the right ingredients, knives and pans to help them deliver a masterpiece. The right knives to smooth, serrated and cut, a good chef knows exactly when to use the right tools, whether they are for slicing, cutting or spreading frosting on a cake.

Good managers develop skills much like a great chef. They learn to lead, inspire, motivate employees and create positive results. They know when and why to use each style. Managers gain an understanding about which skills they should use for various types of employees and situations. They learn that it is crucial to keep all their plates spinning in the air representing different responsibilities and challenges.

Great leaders must consistently find a new ways to motivate employees. Finding new and exciting motivation really is a trail and error experiment. What works for some may not work for others and what worked last year may no longer be that interesting. Managers look to the Internet for ideas and success stories to help them put together new incentive contests. Customer Service Week is just around the corner so, managers scramble for contests and prizes that will not break the bank. This year the trend is to provide the participant’s choice of incentive. No hassle of trying to make one incentive fit all. Managers and business owners also look to the Motivation Show in Chicago for the latest trends and ideas for the coming year. One thing to keep in mind is the use of an Incentives Broker who will scan the market for new incentives and do all the comparison shopping for you. Usually their is no upfront costs because their commission is built into their incentives.

Before it used to be that an admired leader was like a great painting: no one could define it, but everyone knew it was special when they saw it. Empathy, self-awareness and the ability to lead by continuing development of their staff is what separated a good leader from the rest.

How do you know when to use one style of management over another? Use what we know from Emotional Intelligence:

• Ask your employees using open ended questions for broader responses
• Observe your employees reaction to yours and your peer’s management styles
• Challenge yourself over and over again looking for the right type of management styles. Keeping a diary of successes and failures
• Ask a mentor and pay attention to what works for you and other departments
• Experiment and take the plunge with new ideas. Test ideas on small groups before you launch your new project
• Management up what are others in upper management doing in your division and others, is their a common theme?

As a manager,  your top objective is to instill confidence in your company, your department and in your department’s services.

But let me tell you this: You won’t do it via osmosis! It won’t just “happen.” Growing in your leadership is not something that comes from the fairy godmother of leadership. You can’t touch the hem of a great leader’s garment and become “Super-Leader!” Oh, that it were that easy!

So what does it take?

Time.
Experience.
Training.
Hard Knocks.
A Mentor.
Discipline.
And a few others.

But let’s start at the very beginning. You want to be a leader. That’s good. You want to be a better leader. That’s good too. But what comes first? Preparation. Leadership Prep. What is it? What needs to happen in order to get yourself ready to become a leader? As you get ready to take the next step in your leadership journey, take the time to go through a little reflection on Leadership Prep.

Before you become the leader you want to be:

Count the cost. Leadership is hard. There will be times that you say, “Leadership isn’t worth it. These people are crazy and I don’t deserve this.” It is true. You don’t deserve it. But you choose it. You choose it because you want to lead people. You want to improve their lives. You see the higher ground that they cannot see and you desire to take them there. It will take time. It will take money. It will sap your strength and energy. Count the cost, my friend. Leadership is not for the weak and timid. Yes, the rewards are great, but so are the sacrifices. Prep yourself for the cost of leadership.

Assess your strengths and weaknesses. Too many people dive into trying to lead and end up dying out because they were not honest with themselves about their strengths and weaknesses. They get going and realize that they should have strengthened themselves in certain areas because now it is killing their ability to lead. If you know your strengths, then you can focus yourself on them and allow yourself to be successful through them. If you are aware of your weaknesses, you will be able to stay away from them, or hire to cover them, and thus allow yourself to become even more successful as a leader. So prep yourself by becoming exceedingly clear on your strengths and weaknesses.

Settle in for the marathon, not the sprint. Very few – I mean VERY few – people get big leadership assignments at early ages. And when they do, even fewer of the few see things happen fast in their leadership. No. Usually things happen slowly. Why do we think they will happen fast then? Because those are the only stories we hear on TV and read about in magazines. “Twenty-five-year-old starts business that grows to $20 million a year in sales in JUST TWO YEARS,” Sells a lot better than “Forty-five-year-old works hard for twenty years and builds lasting business that makes a difference in her community.” Right? Right. So, unless you are one of the chosen few, you will need to prep for a marathon, not a sprint. This is both a mental and emotional adjustment that needs to be made. Prep for the long haul!

Develop a learning attitude. You have perhaps heard it said, “Leaders are readers.” It is true. Even more so, leaders are learners. I don’t know any leader who has attained any level of leadership who doesn’t keep himself or herself on the edge of learning. One of my mentors runs a company that you would all know by name—in fact, you probably used one of their products today, no matter where you live in the world—that does billions of dollars a year in revenue (Yes, with a “b”) and he still takes time each year to go to a school of leadership! He is already a tremendously successful leader, yet he is still working on it! THAT is a learning attitude! If you want to lead, prep yourself for it by developing a learning attitude.

Acquire a love for people. In reality, we do not lead organizations or businesses. No. We lead people. We are successful if we know how to lead people. People are the name of the game. And the best way to become a leader of people is to love people. Others can tell instinctively whether or not we love them and have their best interests at heart. If they do not know that we care for them, they will not follow. Leadership is the art of directing people we care for and desire to help. In other words, we love people. If you have an issue with people, chances are you are not ready to lead them. To prep yourself for leadership, acquire a love for people. If the other things are in place, then they will want to follow you.

You CAN become a leader. I truly believe that. If you are already a leader, I know you can become better. Take a long, hard look at yourself and see if perhaps there are some areas you need to prep yourself in regard to leadership so that when you really get going you don’t have to stop and go back!

Leadership Prep – that’s the place to start!

Since the accomplishment of a difficult task means more to the high achiever than any external motivation, it means that motivation will remain strong throughout his or her career. Think of how much stronger and more permanent such a motivation is compared to one that is extrinsic.

Suppose you choose a particular career because of the money. What happens when there’s more money in doing something else? You’re likely to abandon one path as soon as another possibility opens up, and eventually you’ll find yourself wondering what you’re really doing… maybe even who you really are.

Since there is no inner drive to stay on any particular path, the journey will be arduous, and motivation will tend to weaken whenever the external reward seems remote or out of sight. This is especially true with individuals who want a home business with high rewards and minimal risk. Some people spend their entire lives wandering from one field to another, always looking for an easier way to find that pot of gold, never achieving a significant goal worthy of their inner potential.

I’ve met many people who fit this description. If they’re in sales, they move from company to company, from industry to industry, for one product or service to another. They are very hard to keep on your hand held electronic address book or in your directory of contacts because they are always either coming or going or starting another new business of their own. When that doesn’t work, they get involved in sketchy enterprises, especially start-up-companies offering big, easy rewards, such as a wonder diet company where you can lose all the weight you want by eating anything you want and swallowing one amazing pill a day. They go from one Roman candle to another, from one “exciting opportunity” to another disappointment.

The problem is, money alone does not stimulate intrinsic motivation and therefore is a means, not an end. Money is like fuel for your car. It is not the destination. It is not the journey. It is only part of the transportation system. Make your “why” grab you by your very soul. You’ll never be disappointed for very long. And you’ll stay committed regardless of “stock market gyrations” or setbacks.

This week, find your unique “why” and pursue it with passion!

Let’s say you would like to build your library. If that is a strong desire for you, what you’ve got to do is get the first book. Then get the second book. Take action as soon as possible, before the feeling passes and before the idea dims. If you don’t, here’s what happens . . . .

YOU FALL PREY TO THE LAW OF DIMINISHING INTENT.

We intend to take action when the idea strikes us. We intend to do something when the emotion is high. But if we don’t translate that intention into action fairly soon, the urgency starts to diminish. A month from now the passion is cold. A year from now it can’t be found.

So take action. Set up a discipline when the emotions are high and the idea is strong, clear, and powerful. If somebody talks about good health and you’re motivated by it, you need to get a book on nutrition. Get the book before the idea passes, before the emotion gets cold. Begin the process. Fall on the floor and do some push-ups. You’ve got to take action; otherwise the wisdom is wasted. The emotion soon passes unless you apply it to a disciplined activity. Discipline enables you to capture the emotion and the wisdom and translate them into action. The key is to increase your motivation by quickly setting up the disciplines. By doing so, you’ve started a whole new life process.

Here is the greatest value of discipline: self-worth, also known as self-esteem. Many people who are teaching self-esteem these days don’t connect it to discipline. But once we sense the least lack of discipline within ourselves, it starts to erode our psyche. One of the greatest temptations is to just ease up a little bit. Instead of doing your best, you allow yourself to do just a little less than your best. Sure enough, you’ve started in the slightest way to decrease your sense of self-worth.

There is a problem with even a little bit of neglect. Neglect starts as an infection. If you don’t take care of it, it becomes a disease. And one neglect leads to another. Worst of all, when neglect starts, it diminishes our self-worth.

Once this has happened, how can you regain your self-respect? All you have to do is act now! Start with the smallest discipline that corresponds to your own philosophy. Make the commitment: “I will discipline myself to achieve my goals so that in the years ahead I can celebrate my successes.”

If you look at your Gen Y staff you find those successful at academic challenge, they question management direction and want to sincerely not the “why’s? and “why not’s”. They are a generation dedicated to friends, family and their drive. What Generation Y is not is experience with economic challenges, sure they may have heard stories about recessions past but this experience is a bit of a shock.

Let’s face it, this economic storm is not what most students were hoping for in high school and on graduation day from college. How easy it might be to become frustrated with some employees that are not motivated to keep working.  We may think these employees are passive and uninvolved. The fact is — many have had to learn the hard way — our departments don’t have to be lack luster, and employees who seem unmotivated don’t have to remain in the unmotivated stage for very long. Making a change requires great deal of soul-searching and rethinking about the entire department and your own motivations. And, in some cases we accept some of the blame of the dull unmotivating atmosphere ourselves. Would we want to work at their desks in our own departments today? 

Employees need to feel that they have the real ability to share and ask for solutions. For the most part, they are the products of years of experience in schools where they were essentially told to sit down, shut up, listen, and learn – an experience that taught them that their boss is the source of knowledge and direction.  

Students are in college spending their time and money because they want to learn and because they want a better life for themselves. They are a valuable resource of new ideas and concepts. They should be your first source of inspiration. Their passion is still burning underneath just waiting for the opportunity to make things happen in their world.   

These employees want to have their individual needs met. They want to feel like they are more than part of a company, that their individual talents and abilities are respected and deemed worthy.  They look for incentives and rewards for their hard work.

 
• They want bosses who are real  and inspiring people, who recognize them as potential leaders – bosses who geniunely care about them — not just their daily performance. 
• They want to be challenged, not decimated. 
• They want caring leaders who check in regularly, who support their individual learning and development, who inform them individually of their progress, and who assign a variety of tasks that give them the opportunity to learn in modes that fit their individual styles and that are designed to meet their level of learning. 
• They like bosses who walk the talk.

• Bosses who can be themselves and can smile and joke around once in a while. ,

• They like clear, complete explanations and examples with cross training opportunities.

• Remember to talk to your employees about their motivations because what motivates you does not always motivate them.

When we think  I think about the type of employee we are looking for, we look for those with a spark in their eyes and a fast step. We hire those people to begin with it is our responsibility as leaders to keep the fire burning. We need to create and recreate environments that will be enjoyable and motivating. We need to keep things fresh by providing opportunity of change, cross training and shadowing for our future leaders.

Gen Y employees are willing to learn; they simply need an ocassional stimulation, an incentive to take it up a gear.