Leadership

Never underestimate the power of persistence

persistencePersistence requires that you constantly sell yourself on the idea that you will accomplish what you set out to do. You may not always know how, but you will succeed.

Cavett Robert, founder of the National Speaker Association talked about persistence when he said, “You don’t drown by falling into water, you only drown if you stay there.” You fell, so what, get up and get going. You only have to get up one more time than you fall.

Persistence is what makes people successful. President Calvin Coolidge wrote, “Nothing in the world can take the place of persistence… Nothing is more common than unsuccessful people with talent.”

There are three steps that you must take to tap into the power of persistence. Og Mandino authored a tremendous book titled The Greatest Salesman in the World. I have referenced some of his wisdom in each of the three steps listed below:

Take the first step – Determine to not stop until you succeed. Don’t start your journey until you are convinced you will reach the end.   Before you take a single action know that not every one will work out as planned, but that through all of your actions you will be successful,

“If I persist, if I continue to try, if I continue to charge forward, I will succeed.” – Og Mandino

Take one step at a time – Determine to enjoy the journey. The path to success is filled with wonders and opportunities to learn and grow. Be all in to every step, you never know what nugget of wisdom you will find.

“Always will I take another step. If that is of no avail I will take another, and yet another. In truth, one step at a time is not too difficult.” – Og Mandino

Take the next step – Determine to always look forward. Your full reward for persistence is at the end of the journey. Never stop and never settle for anything less than completion.

“The prizes of life are at the end of each journey, not near the beginning…Failure I may still encounter at the thousandth step, yet success hides behind the next bend in the road.” – Og Mandino

 

 

Stop chasing what doesn’t bring success

chasing successWhat you do should align with your goals for success or you shouldn’t be doing it.

Eddie Rickenbacker had an interesting career. Throughout his life he was a World War I flying ace, a comic strip and book writer, the President of the Indianapolis Motor Speedway, and the President of Eastern Airlines. When asked about the secret for his success he said, “I can give you a six-word formula for success: Think things through – then follow through.”

Rickenbacker had hit upon the simple truth of success that many have found, “Decide what you want to accomplish, then go do it.”

If you know what you want, but don’t do anything to get it, there can be no success. If you don’t know what you want, and do anything without regards to where it will lead, there can be no success.

Here is how you stop chasing what doesn’t bring success:

First define success (what do you want to accomplish).

Earl Nightingale was one of fifteen marines who survived the 1942 attack on Pearl Harbor aboard the USS Arizona. In 1949 he was inspired when he read Think and Grow Rich by Napoleon Hill and decided that the six words, “We become what we think about,” were the answer to his questions. Nightingale became a motivational speaker and produced The Strangest Secret, the first spoken-word recording to achieve Gold Record status and went on to write and record over 7,000 radio programs.

When you define success by establishing goals, you will focus on those goals and become what you think about. Nightingale was so sure of this that he said, “To achieve happiness, we should make sure that we are never without an important goal.”

Second design success (a plan to reach your goals).

Tony Hsieh started an online advertising network called LinkExchange which he later sold to Microsoft for $250 million. He joined Zappos as the CEO and later sold Zappos to Amazon for $1.2 billion and remains as CEO. Even though Hsieh has achieved professional and financial success, he has said the secret is to, “Chase the vision, not the money.” Hsieh had a vision, and demonstrated as CEO of Zappos, that happiness can drive success, “Whether it’s the happiness our customers receive when they get a new pair of shoes…or the happiness our employees feel being part of a culture that celebrates their individuality.”

When you have a clear vision for success you need an equally clear plan to achieve it.   Here are the core values of Zappos, the plan, they use to achieve success through happiness:

1) Deliver Wow Through Service 2) Embrace and Drive Change 3) Create Fun and a Little Weirdness 4) Be Adventurous, Creative and Open-Minded 5) Pursue Growth and Learning 6) Build Open and Honest Relationships with Communication 7) Build a Positive Team and Family Spirit 8) Do More with Less 9) Be Passionate and Determined 10) Be Humble

Third align with success (adjust your plan and keep it focused on your goals).

Zig Ziglar was one of twelve children raised by a single mother, who he said thrived on adversity, after his father died when Ziglar was five years old. At the age of twenty-one he became a cookware salesman and manager where he learned and practiced techniques for success over the next twenty years. He published his first book, See You at the Top, when he was Forty-Nine, after it was rejected by thirty publishers. Ziglar went on to publish over twenty books with millions in print, as he traveled the world speaking and motivating audiences for nearly forty years.

If you want long term success you have to be able to adjust your plan without ever adjusting your goal. Zig Ziglar stayed focused on his goal of spreading the importance of a positive self-image even though his plan may have changed. He is quoted as saying, “When obstacles arise, you change your direction to reach your goal, you do not change your decision to get there.”

How to help your team believe in themselves

i-believe-in-youYou are a leader with experience. You’ve accomplished a lot in your career and want to give back and help encourage your team to achieve the success that you have. You can see their potential and believe in them – you know they can do it.

Just because you can do it, and believe they can do it, that doesn’t lead to your team’s belief in themselves. For your team to believe in themselves, your belief needs to lead to their belief. They won’t believe until they learn it, know it and experience it. Your part is to teach them, develop them, then let them.

In The Last Lecture, Carnegie Mellon professor Randy Pausch talked about believing in yourself (he called it self-esteem). He said you can’t give it to someone; it has to be developed. His process for developing belief is this, “You give them something they can’t do, they work hard until they find they can do it.”

Here is that process laid out in three steps. Follow these and your team will believe in themselves.

Individuals learn when leaders teach them.

What am I supposed to do to be successful? In order to believe in yourself you have to know what is expected so you understand the definition of success. The only way that this happens is when the individual listens to what is being taught by the leader.

“I have learned a great deal from listening carefully.” – Ernest Hemingway

Individuals know when leaders develop them.

How do I do what I am supposed to do to be successful? Knowing what is expected doesn’t mean you know how to achieve it. This is where leaders show the individuals through side-by-side coaching and mentoring.

“A man only learns in two ways, one is by reading, and the other by associating with smarter people.” – Will Rogers

Individuals experience, when leaders let them.

What does it feel like when I do what I am supposed to do to be successful? Knowing what to do and how to do it is cemented in when you actually do it. Leaders let their team do it on their own so they work through their mistakes and get it right.

“A mind that is stretched by a new experience can never go back to its old dimensions.” – Oliver Wendell Holmes

Leadership – Back to Basics

back to basicsEveryone wants to work on the next innovation, the next cool project, and the next big challenge – it’s easy to see why: it’s fun, exciting, and invigorating. We all want to be part of something bigger than ourselves – it’s easy to see why:   the impact is greater, the recognition is greater, and the reward is greater.

If you want to achieve the next fun, exciting, and invigorating goals – get back to basics.

If you want to have a greater impact, greater recognition, and a greater reward – get back to basics.

“Success is neither magical nor mysterious. Success is the natural consequences of consistently applying the basic fundamentals.” – Jim Rohn

Leadership: Back to Basics

The basics are the same but every project is different

Success comes from doing the basics right – one step at a time: How will you do it, who will do it, and when will you do it? Some may say those things are best left for others to think about – let’s focus on the big ideas. While big ideas are essential, executing the big ideas makes them real and not just ideas. Big ideas will remain just big ideas unless you get back to basics and implement them.

The key to making even the basics exciting is to be aware that even though the basic steps are the same, the project is different. Like a bike ride, or hiking, the actions are the same each time but the scenery is different at each location. Leaders need to celebrate the new success through the same steps.

Remember the Greek philosopher, Heraclitus, who said, “You could never step twice into the same rivers; for other waters are ever flowing on to you.”

The basics get you started on the path to success

You have great ideas, you are going to change the world – ok, now what? You have to do something to start to change the world. Getting back to basics will get you started. How will you do it, who will do it, and when will you do it?

Doing something big requires you to start with something small. Vaclav Havel, the first president of the Czech Republic said it like this, “The vision must be followed by the venture. It is not enough to stare up the steps – we must step up the stairs.”

The basics are best done first so you can savor victory last

When you start something new it is hard to know exactly how it will turn out. You don’t know all the steps you must take to succeed. That’s why getting back to the basics is so important. It takes time and energy to think it through. How will you do it, who will do it, and when will you do it?

The Chinese philosopher, Lao Tzu is quoted often in saying, “A journey of a thousand miles must begin with single step.” Wise advice for sure. But lesser known is the first sentence in his guidance, “Do the difficult things while they are easy and do the great things while they are small.”

Taking care of the basics first, will allow you to savor the victory last.

 

Growth: be who we’ve become.

growth - goldfishIt’s said that a goldfish will only grow to the size of the tank it is in. It would actually be more accurate to say that the environment that exist inside of a small tank can limit the growth of a goldfish. A high concentration of naturally occurring items such as nitrates in water and certain pheromones in the fish itself are what can limit growth. Moving to a larger tank where these items are diluted removes their negative effects and allows the fish to grow to its full potential.

Growth in individuals and companies is the same. We will not grow to our full potential if our environment is growth inhibiting. Do we have challenging goals that stretch our abilities? Are we surrounded by others who encourage our growth? If we are, then we are on our way to being all we can become. If we are not, maybe it is time to change the environment or change to a different environment.

 “Growth is the great separator between those who succeed and those who do not.  When I see a person beginning to separate themselves from the pack, it’s almost always due to personal growth.” – John Maxwell

 Growth is not a destination; it is a direction. Growth is moving forward not backward. Growth is meant to be continuous.

“Without continual growth and progress, such words as improvement, achievement, and success have not meaning.” – Benjamin Franklin

In fact, according to Henry Ford, “If everyone is moving forward together, then success takes care of itself.”

When we grow we are like the fish who no longer fits into the small tank – we leave behind what we were so we can be who we’ve become.

Lead Through Stories

Story tellingThere are two ways to share knowledge; you can push information out to people, or you can pull people in with stories. Whether you are speaking to hundreds or coaching one person, if you want your message to resonate, if you want the listeners to take action, tell it with stories.

In his book, The Storytelling Animal: How Stories Make Us Human, Jonathan Gottschall takes a scientific look at storytelling and says, “Even when the body goes to sleep, the mind stays up all night, telling itself stories.” This is how we learn.

Why are stories so important in leadership? Stories paint pictures. Stories connect facts. Stories bring success.

Stories paint pictures

The beginning of every successful project, team, or company is a picture of what it looks like when it is done, built, or running. Leaders paint the picture of success so their team has hope for the future. The best way to do this is through stories that describe what the future will look like when you get there.

Great stories come from great storytellers. One of the best was Walt Disney who said,

“That’s what we storytellers do…We install hope again and again and again.”

Stories connect facts

Some say we are on data overload in business today. We have enough facts to make every decision that is possible – several times over. The challenge is in connecting all those facts in a way that leads to the right answer for the right question. Stories can do that. Leaders need to weave the facts together so their team can see how it all connects.

“Storytelling is about connecting to other people and helping them see what you see.” – Michael Margolis, CEO and founder of Get Storied

Stories bring success

No matter what business you are in, your product has to sell for you to be successful. Sales happen when the customer can see themselves benefiting from what you offer. This only happens when the story you tell helps the customer see the benefit of using your product. In sales it is said that, “You sell the benefit, not the feature.”

“You can’t sell anything if you can’t tell anything.” – Beth Comstock, leads GE Business Innovations

Get on with your new job

new jobWhen you transition to a new job you have to leave the old job behind.

This doesn’t only mean if you move to a new company, this is for where you are now. It’s probably easy to think of leaving your old job behind if you change companies, but this is also for those who are promoted, transferred, or take on more responsibility within the same company. You have to leave the old job behind to succeed at the new job.

“I must be willing to give up what I am in order to become what I will be.” – Albert Einstein

The key to success in this is not to just think of this when you accept a new job, it’s too late then. Plan for it to happen and it will. Your new job will need your undivided attention. There is work to do now. You have to leave your old responsibilities ready to run without you.

If you want that promotion, transfer, or more responsibility, start taking action right now in the areas of Education, Delegation, and Succession.

Education

Provide the opportunities for your team to learn and apply what they are learning. Encourage them to take classes, and attend seminars. These are important activities for them to know what you know, and more.

There is a Japanese proverb that says, “Better than a thousand days of diligent study is one day with a great teacher.” While you will not be able to spend your days teaching your team personally, since you have your own job to do, you can invest your time sharing your knowledge and wisdom as you lead. Recognize that your team is watching what you do and listening to what you say and be purposeful in your actions and words so that they learn from you as well.

Delegation

When a manager delegates, employees learn how to make appropriate decisions within their level of authority. John Maxwell says, “If you want to do a few small things right, do them yourself. If you want to do great things and make a big impact, learn to delegate.”

This is an example of what Stephen Covey said about the importance of delegation, Organizations don’t grow much without delegation…because they are confined to the capacities of the boss.” Leaders have to delegate if they want their team to be able to do what they do so they can move on to their new job.

Succession

Succession planning is of equal importance to setting the vision and strategy for the company or team. I fact everything that leaders do should be about succession planning, including setting the vision and strategy. Leaders should use every opportunity to teach and grow leaders in the organization to be able to take on their job.

“One of the things we often miss in succession planning is that it should be gradual and thoughtful, with lots of sharing of information and knowledge and perspective, so that it’s almost a non-event when it happens.” – Anne Mulcahy

If you aren’t teaching someone else how you do what you do, you are letting opportunity pass you by. Your main role as the leader is to prepare a successor while you lead the team. It shouldn’t be something that is part of your long term plan to get to when you are near the end of your season – that’s too late.

Wait for it, Work for it, and Win it

patience persistence and perspiration - napoleon hillYou have big dreams. You know what you want to accomplish and it’s impactful, life changing, and rewarding. You want to get there now because when you do it will make such a difference in people’s lives. But wait for it…Success will come, but only if you are willing to be patient and wait for the big payoff, be persistent and never give up, be willing to perspire and work hard.

 “Patience, persistence, and perspiration make an unbeatable combination for success.” – Napoleon Hill

 

 

Patience

Get the whole dream right, not just a quick imitation that won’t have lasting success. Daily accomplishments will lead you to your dreams. Don’t settle for anything less.

Arnold H. Glasow started his own business just after the depression marketing a humor magazine to businesses across the country. After sixty-years selling his humor magazine, he published his first book at the age of 92 titled, “Glasow’s Gloombusters,” which contained many of his humorous uplifting sayings. One of Glasow’s sayings stressed the importance of patience,

 “The key to everything is patience. You get the chicken by hatching the egg, not by smashing it.”

Persistence

You have admirable goals. You have a great team who supports your goals. But your plan failed. Now what? Create a new plan. If your goals are indeed admirable and you have broad support to achieve these goals, then don’t stop now.

Bjorn Borg was the first male professional to win 11 Grand Slam singles titles: six at the French Open and five consecutive at Wimbledon. Borg credits his success to his persistence,

“My greatest point is my persistence. I never give up in a match. However down I am, I fight until the last ball…I have turned a great many so-called irretrievable defeats into victories.”

Perspiration

Accomplishing things that matter is hard work. If it wasn’t, everyone would be doing it every day. Great ideas require great work to achieve great success.

Bil Keane, the creator of The Family Circus comic strip, worked hard to achieve his dream. He published his first cartoon in 1936 when he was 14 years old, in the amateur page of the Philadelphia Daily News. During his 3 years in the army Keane drew cartoons for the Yank, the WWII Army Weekly, and Stars and Stripes, the Department of Defense newspaper. After the Army, he drew for the Philadelphia Bulletin for 13 years. In 1960, at the age of 38, Kean premiered The Family Circus cartoon and along with the cartoon, published 86 books over 37 years.

Keane talks about his hard work creating the Family Circus when he said,  “In Roslyn, Pennsylvania, we started our real-life family circus. They provided the inspiration for my cartoons, I provided the perspiration.”

 

Unity is diversity with a common goal

unity is strengthMy family went white water rafting in Colorado.   On the boat was the very experienced guide – who had led expeditions for years, two guides in training – who had been on daily excursions for weeks, and my family – who had never rafted before. This was a group with very diverse experience in white water rafting.

They key to our success was to all work together with a common goal: make it to the end with no one falling out. Along the way we would challenge our capabilities, form bonds with the other rafters, and have lots of fun.

The experience guide gave us specific instructions before and during the most stressful times. This prepared us for what was coming and the enabled us to maneuver through the rapids, “Row once…row twice on the right…row once on the left…” The guide and the guides in training then encouraged us with compliments on our efforts when we had made it through each turn.

Our unity to the common goal with our diverse team gave us strength, significance, and ultimately success. These same three areas can also improve your team’s performance.

Strength

Athos, Porthos, Aramis – The Three Musketeers, were joined by the loan swordsman D’artagnan to protect the king in the book by Alexandre Dumas. Their motto was “All for one and one for all.” Along with defending the king with their lives, they would also fight for each other.

Just like the different experience of people on our white water rafting excursion, unity to a common goal brings teams of diverse talents together and makes the team stronger than the individual strengths of each person.

Significance

The guide on our white water rafting excursion put is in the right seats for our level of experience, gave us encouragement and positive re-enforcement at every turn, and led us to success. This was an engaged team, we felt like we played a significant part in the success of our goals.

The average companies today have employees who are not engaged. The most recent Gallup surveys show that only 30% of employees are engaged, 50% are not engaged, and 20% are actively disengaged. Imagine how our white water rafting would have gone if we had three people following the guides rowing instructions, five with their oars out of the water and two rowing in the opposite direction.

Gallup’s research shows that employees want significance. When companies focus on allowing their people to “have the opportunity to do my best” and “understand the mission and purpose of the company” employee engagement increases.

Success

Our white water rafting excursion was a success. Not just because no one fell in the water, but because we accomplished something we had never done before, and weren’t sure we could. My family takes trips like this all the time, pushing the limits of what we have done before, always with the help of other people who have already done what we are attempting. It is more than the individual accomplishment; it is the long term impact of stretching to achieve more.

There is an African Proverb that says “If you want to go quickly, go alone. If you want to go far, go together.” You see if you want your teams to go farther than they have ever gone, a unified team of diverse people will get you there.

 

Why so complicated? Simplify.

complicated simpleWhen Ford sold the Model T in 1908 it was the first mass-produced car for the middle class. Henry Ford had a simple vision, “I will build a car for the great multitude. It will be large enough for the family, but small enough for the individual to run and care for. It will be constructed of the best material, by the best men to be hired, after the simplest designs that modern engineering can devise…” When demand for the Model T increased dramatically in 1913, Ford switched to using only black paint to increase the efficiency of the assembly line and to keep prices affordable. It is here that Henry Ford is often quoted as saying, “Any customer can have any color paint as long as it’s black.” It was a simple vision.

By 2006 Ford was selling cars under nine different brands in six continents. It had become a much more complicated business and Ford lost $12.6 billion that year, the year that Alan Mulally became the CEO and began what would become one of the greatest turnarounds in business history.

Mulally re-focused Ford to simplify the business and return to profit using the same process he used as the CEO of Boeing, the same process that other great leaders had used in the past: Simplify the Message, Simplify the Schedule, and Simplify the Measurements. If you find yourself in a business that has gotten to complicated, take a look at this three-step process.

Simplify the message

Steve Jobs was a master at simple messaging. From the Apple logo to every new product release, the message was clear and easy to understand. Jobs said, “Simple can be harder than complex. You have to work hard to get your thinking clean to make it simple. But it’s worth it in the end because once you get there, you can move mountains.”

Alan Mulally started with harkening back to the simpler time of the Model T. Henry Ford envisioned, “Opening the highways for all mankind,” According to Mulally, you have to figure out a way to, “Get every employee to understand the vision of the company, buy in to the plan, and feel supported in their jobs.”

Mulally introduced a simple message called One Ford. “One Ford optimizes our collective strength by aligning our efforts toward a common definition of success, with a clear focus on the skills and behaviors we must develop to accomplish One Team, One Plan, One Goal,”  This would bring all the global businesses together to more efficiently and effectively achieve success.  This included simple behaviors that were fundamental to One Ford: Foster Functional and Technical Excellence, Own Working Together, Role Model Ford Values, Deliver Results.

Simplify the schedule

Jim Rohn is best known for being a bestselling author and motivational speaker. He began his career as an entrepreneur in the direct selling business where he learned his craft and developed methods for success. Rohn’s simple method for success is stated as follows, “Success is nothing more than a few simple disciplines practiced every day”

Alan Mulally joined as the CEO of Ford during “Meeting Week.” This was the time of the month when all of the corporate meetings happened across one entire week; finance, sales, products and others. Mulally sat through the week then cancelled all of the meetings and replaced them with one weekly “Business Plan Review,” meeting where the strategic focus of the company would be reviewed all in one day. If problems were identified in this meeting, follow-up meetings would be scheduled to dig deeper and identify solutions.

This new meeting structure brought the entire company into focus for every executive to see, offer opinions and solutions in line with the One Ford message of working as One Team, with One Plan, and One Goal.

Simplify the measurements

Theodore Seuss Geisel, better known as Dr. Seuss, was the author of 51 books that sold over 600 million copies that were translated into 20 languages. His books covered deep, complicated subjects in simple ways that everyone from the youngest toddler to the oldest adult could understand. Seuss said, “Sometimes the questions are complicated and the answers are simple.”

When Mulally joined Ford in 2006, the automotive business was complicated, and it would remain complicated. But Mulally could handle complicated. When asked how he would handle auto manufacturing when a car has 10,000 moving parts, the former Boeing CEO responded, “An airplane has two million, and it has to stay up in the air.” The questions would remain complicated while the answers would be simple.

Gone were the long presentations during “Meeting Week” from every division and they were replaced with color coded charts in the “Business Plan Review” that showed the same data for each division so everyone knew if they were on track or not, where they were not, they would talk about how to get on track. Mulally is known to tell his team to, “Let the data set you free.” These simple measurements would foster greater unity across the whole team in line with the One Ford message of working as One Team, with One Plan, and One Goal.

 

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