How do you measure success? Learn why this question matters and how to use it to great effect.
NJ Governor Chris Christie, who ordered the evacuation of Atlantic City, and Atlantic City Mayor Lorenzo Langford, who reportedly encouraged people to seek shelter locally, are now duking it out in the press with blame, insults, and accusations of playing politics. Whatever you call it, it is inappropriate and irresponsible behavior on both sides. I can not think of an occasion where pointing fingers and hurling insults has been effective. Can you? Unfortunately, this behavior is not uncommon and may be occurring in your organization as you read this.
I had a meeting with a high ranking executive of a Fortune 50 company recently. Unfortunately, he wasn’t quite high enough! He and I agreed they had a tremendous opportunity to save hundreds of thousands of dollars and that I was the perfect choice to make it happen quickly. His boss, however, thought they could do it without outside help, despite no track record and no relevant expertise. This is when I realized they had an even bigger problem! High ranking executives in multi-billion dollar companies should be willing and able to push back when an obvious opportunity is denied with little scrutiny. Of course, the same can be said of any management team, regardless of the size of the organization. No leader needs ‘yes’ men. Every team needs healthy debate. If that debate isn’t occurring, your organization suffers from one or more of the following: Employees don’t dare stick their necks out Employees don’t care enough to stick there necks out Employees aren’t aware enough to know when to stick their necks out A healthy organization debates and unites. An unhealthy organization sits quietly in the back of the bus where they can snicker, console, and wait for a change in drivers. Does your team push back?
In less than 4 minutes, this video will teach you the 3 words that will allow you to manage both short and long term goals.
There are five effective ways to deal with work overload. Unfortunately, most people choose #6, the only ineffective option. How about you?
Examine your list of top priorities and subsequent action items. These are likely things you and your colleagues can do, check off, and be done. If the lists are short, focused, powerful, and aligned, that is excellent. But it is not enough. There is one more question that deserves consideration as the new year kicks off. What do you want to be? Do you want to be: More decisive A better listener Bolder Less defensive More of a team player A better leader More open-minded Fit and thin An expert The list of possibilities is endless and the choice applies to you personally as well as to your company. What kind of company, division, or department do you want to be? Focus is just as important when striving to be something as when striving to do something because you don’t become something without doing something. So what do you want to become during 2012? Resolve to make it so today!
Does the word accountability bring to mind uncomfortable images and words such as: Holding someone’s feet to the fire Watching over someone’s shoulder Pressuring, pushing, prying, or punishing If so, this 2 minute video is for you!
I am frequently contacted by long-time readers of my Clear Thoughts™ newsletter wishing I could help their organizations. This just happened several times in the past few weeks and in each case, the situation was the same: The loyal reader would love to hire me but doesn’t have the authority The person with the authority has never heard of me and doesn’t think a consultant is the answer The reader has generously shared my newsletters with direct reports and peers The reader has never shared upwards This leaves the reader feeling frustrated beyond belief and wondering how to get the boss to give me a call. Here is what you can do to prevent this from happening to you!
I was inspired to watch Undercover Boss for the first time last night because of my connections and proximity to Yankee Candle. The show obviously provides fabulous publicity, though there is no way for me to know how much of that the CEO and team can control. My experience during more than twenty years of corporate life is that lots of rewards come to those in the right place at the right time. One of the employees alluded to this. Sometimes the motivation is indefensible – discrimination, nepotism, and more. Other times it is mostly luck – getting on a high profile project or unusually talented team. And sometimes, it seems to be a combination of human nature and unaware managers – rewarding the masterful fire fighter who saves the day while forgetting about those who quietly and consistently produce solid results. Harlan Kent certainly reinforced that belief that it pays to be in the right place at the right time. A few employees got really lucky to be part of the show. But they aren’t the only employees at Yankee Candle who work hard, take pride in their work and the company, and face personal challenges. I’d love to see them make all their other employees feel as lucky to be working for Yankee Candle. Imagine if everyone got the mentoring they needed to find a rewarding job, the acknowledgment they deserve for their effort and care, and the extra support that would help overcome personal obstacles! Imagine the loyalty, productivity, and customer care that would ensue!
The top 5 goals for small business owners for 2012 according to the March issue of Inc. Magazine are: Grow the business Improve relationships with friends and family Eat healthier Work out more Work less Do these look like your goals? If so, is this the way you think about them or have you taken the critical next steps?