Achieving Your Goals…For Real!

 How would you like a shortcut to success? A strategy to follow that would help you get what you want in the most efficient and effective way possible? 

If you're like me, you have a limited number of hours in the day and a limited amount of energy to get what you need to get accomplished while at the same time going after your bigger goals. Get ready to learn a simple four-step strategy that will help you create your best life in the most streamlined way possible.

1. Know your desired outcome. When you use your car's navigation system, do you type in all of the addresses you don't want to go to or just the one where you do want to go? Clearly, it is critical to know your desired outcome. What do you want to achieve? What are you going after? How would you like it to be? Now is not the time to be casual, vague, or even humble. Imagine you've rubbed the magic lamp and you get one shot at requesting what you want. Get clear and get specific.

2. Take action. The best advice I could give you about reaching your goals and creating a better life? Get started. Simply do something -- anything, really. Don't fall into the trap of having to know the best action to take to get started because this will cause delay. In fact, it's a crutch many of us use so we don't have to get started.

Analyzing 1,001 treadmills to find the best combination of features is far less scary than going to the gym and getting on one. You can see this dynamic at work in meetings -- let's schedule another meeting to talk about everything we need to do instead of actually getting started. But why do we get stuck in this inaction trap? It's safe. We are afraid of doing something that may be wrong. Inspiration is fickle. You'll feel it one minute and then poof, it will be gone the next unless you nurture it with movement -- taking action and getting started. It's better to throw the gauntlet down by doing something -- even the wrong thing -- than staying in your head and losing the inspiration.

3. Focus on feedback. Remember the hot or cold game you played as a kid? What if you played that game but didn't move? You'd never know if you were getting closer or farther away from the prize. If you stay in your head too long and try to analyze every conceivable next step, you'll never know if your path is leading you closer or farther away. Taking action is how you get feedback. Take the step, because even if you are wrong, that will give you valuable feedback so you can adjust your approach.

4. Be behaviorally flexible. If you notice your actions are not leading you to your desired outcome (or maybe not as quickly as you wish), then you have to be flexible in your approach. It's not enough to just notice what you are doing isn't working; you have to shift your strategy. If you keep hearing "colder," as in the game above, then stop moving in that direction even if you've invested a lot of time and energy. Stop, turn, and take a step in a different direction until you get closer to your outcome.

Whether you are starting a new business, in charge of a new product launch, wanting to re-connect with your spouse, wishing to get healthier, or hoping to create your best life, keep these four steps front and center, and they will help you achieve your goals faster and more efficiently.

What is your opinion?

Identifying the Bad Boss, before it is too late.

You go for a job interview, answer all their questions, and then there is that inevitable moment: do you have any questions for us? This is your moment to find out whether you want the job and, in particular, what kind of person your putative boss might be. So what are the questions that will reveal his or her true colors?

1. Of all the people who have worked for you, who are you proudest of -- and why? You want to work for someone who will help you grow, develop and advance. If this boss hasn't helped people progress, this could indicate a fear of rivals -- in which case, you'll be held back. It may also suggest that no significant mentoring or coaching will occur, in which case: what, apart from salary, will you gain from the position? On the other hand, if the executive can cite a number of people who've gone on to a wide range of opportunities, you could be onto a winner.

2. Can you describe a disagreement within the project, job or department and how it was resolved? All healthy departments argue: that is how organizations think. If there's no debate, there's no thinking. What you want to glean from the answer is whether there is a professional level of confidence around healthy disagreement. If there isn't, then your own views won't be welcome -- a sure sign that politics trump intelligence. Avoid.

3. Are there formal opportunities to mentor or coach rising stars in the firm? If you can't be a mentor, it's highly likely you won't get one either. Many job candidates hesitate to ask if they'll get mentoring or coaching (they think it looks weak), so this can be a good way to find out without appearing to ask.

4. What did the last person in this position go onto do -- and what were they like? The background to a vacant position is always interesting. If the past incumbent left under a cloud, some of that opprobrium may attach to the position -- in which case, beware. If they've advanced inside the firm, it means you could too. If no one really knows -- they're lying and you should have a serious rethink. It's helpful to know how the job was done before, if only because it is far easier to follow someone who is different; if they're too similar, you may find it difficult to assert your own identity.

5. How far have the expectations and requirements of the position changed since it was first created? If it hasn't changed at all, there's a high likelihood that this is a pretty stable -- but possibly rigid -- organization. Whether that is to your taste or not is a personal choice. But you want to know before you go any further whether you're jumping into a torrid or a stagnant pond.

None of these questions will get you into trouble -- but they may stop you jumping into it.

What is your opinion?

Are You a Great Employee?

This definitely isn't the first time somebody's written about what makes employees special. But it may very well be the first time someone's telling you what will genuinely get your management excited about you and ultimately get you promoted; No kidding.

Look, you've got to understand the reality here. People will cite ridiculously esoteric research studies and pull all sorts of popular, feel-good stuff out of their utopian behinds -- whatever it takes to get you to click. That's great for feeding your ego and your addiction to distraction, but it doesn't do squat for your career.

This is different. It's not some kumbaya fluff that will get you a big pat on the back, a "Nice job, buddy" from the boss, or a gift certificate for a cheap dinner. This is what employees really do to distinguish themselves in the eyes of management. It's how up-and-comers become up-and-comers. It's how you get recognized and moving up the corporate ladder. It's what today's top executives did when they were in your shoes.

 

Take responsibility for hot projects with a fearless attitude: And get this. If it works out, you don't waste a lot of time basking in the glory, at least not at work. Maybe you go out and celebrate with the other team members. That aside, you're all about finding the next big challenge. You're hungry for more. And if it fails, you don't point fingers. You take full responsibility and learn from it. And you know what? That's when management will start to see you as one of them. That's big.

Demonstrate natural leadership: That means when you take charge of something, people naturally follow, even though you don't have the title or the authority. Never mind everything you read; that's what natural leadership is really all about. There are all sorts of different styles that work, but mostly it comes down to a fearless self-confidence and charisma that people find magnetic. That's like gold in the corporate world.

Say, "Sure, no problem, will do," and then do it: Its one thing to have a solid work ethic and get the job done; that certainly key in the real business world. But it's another thing entirely to always accept challenging assignments with open arms and a simple, "No problem, will do" acknowledgement. And the tougher it is, the more confidants you sound and the harder you work to make it happen. That's the sign of an employee who needs a promotion or two.

Roll with the punches without taking things personally: Sure, it's hard to keep your balance when the rug's just been pulled out from under you. But let's face it. The nature of contemporary business is one of constant change, reorganizations and layoffs. Programs come and go. Companies too. One day you're rolling in resources, the next day you need three signatures for a chair. That's the way business is. And if you're flexible, you're adaptable, you've got fortitude and you don't take things personally, that's big.

Think of the company's goals as your goals: I know, the jaded among you will say that blind loyalty to a company will enslave you and get you nowhere. Well, there's truth to that. After all, any employee can be fired or quit, and that's as it should be. This is about understanding how companies operate and making the company's or the department's priorities your own. When you start to identify with the goals of management -- live, eat and breathe them -- then you start to become management. Yes, that's a good thing.

Do whatever it takes to get the job done, even when you're not getting paid for it: Look, success in the real world doesn't work like tit for tat. First, you put yourself out there, take risks, do the work, and accomplish things. Then, and only then, do you get to put your hand out and say, "Give me some." Then, if your company doesn't take care of you, you learn a lesson, put your accomplishments on your resume, and move on to a better place that values overachievers like you.

Grow the business or improve the bottom line: Yeah, I know it's not popular, but that doesn't make it any less critical or true. These days, it's all about doing more with less. Being more efficient, effective, scrappy, innovative, motivational, engaging, and not only that, happy about it. Think of it as a problem-solving challenge where the problem is how to grow the business or cut spending while improving productivity. Like it or not, that is what it's all about.

I would love to hear your opinion.

The Right Marketing Plan

A marketing plan should be a written document, not scratching on a cocktail napkin or recalled from memory. To take your business to the next level requires preparing a written marketing action plan every quarter.

Without a 90-day marketing GPS to guide you to your destination, treacherous roadblocks and time-consuming detours can keep you from reaching your goals. Even if you are a one-person sales department, you should know where your leads are coming from.

Try not to look at planning as an obligatory to-do, but as a way to solve tangible problems like generating awareness and improving credibility. Think of it as a way to solve lead generation problems before they arise. Here are some checklist steps to guide you:

1. Attack strategy quarterly. Begin developing a strategy-driven marketing action plan every 90 days. Marketing plays a vital role in successful business ventures, yet many sales people often overlook its systematic implementation. Put down on paper how you are going to do three things:

-- Generate leads for the sales team

-- Build awareness of what your company sells

-- Enhance the credibility of the organization

2. Think strategic first. Too many individuals believe that the tactical plan -- the newsletters, press kits, trade shows, banners, 800-numbers, display advertisements, logos and giveaways -- comes before the strategic plan. Those promotional, publicity and advertising tactics (and there are hundreds to choose from) should be contained within a well-orchestrated marketing action plan. But first create your strategic messages that will generate leads, build awareness and enhance credibility.

3. Update what's happening now. The situation analysis introduces the company and includes:

-- A brief overview of the product or service

-- A brief overview of the personnel involved

-- A past history of the company

-- Its present performance

-- Financial information, if appropriate

4. Profile away. Profiling is a bad word these days, but it works here. The product or service profile provides information regarding the specific items you intend to market. By addressing the following categories, a profile emerges. They include:

-- Position Statement: The niche the product or service is intended to occupy

-- Description: The product or service described in detail

-- Pricing: The methods used to establish pricing. Questions such as, "Will discounts be offered?" are asked

-- Market maturity: The overall market maturity is addressed

-- Quality/Reliability: What level of quality is being portrayed? What's the relation to price?

-- New market potential: The potential size of the market is assessed

-- Delivery of service: An explanation of the service delivery mechanism is given

-- Packaging: Includes overall presentation of the product or service and its delivery

-- Image: The impression customers receive from employees, facility, furnishings, stationary, etc.

5. Make the first the last. The executive summary consists of a one-page, top-level summary of the entire plan. It's placed at the front of the document, but it's the last thing you'll write. Its purpose is to convey the gist of the plan to stakeholders, investors and anyone else who needs to know these facts in a hurry:

-- The scope of the plan in an outlined paragraph

-- The product or service being marketed

-- For whom the plan is being prepared

-- The time period the plan covers

-- The geographic area where the implementation occurs

-- The strategic messages and the tactics to get them to the target markets

If you manage to write two or three paragraphs for each of the topics, you'll end up with plenty. But no more than 10 pages, please. From there, you can refine your tactics. More important, you've taken a big step forward because you've written your strategy down on paper.

I invite your comments!

Are you working for a Dysfunctional Company?

I was reading about how Barack Obama and George W. Bush are the most polarizing presidents of the past 50 years, meaning they had the largest gap in approval ratings between democrats and republicans.

Some think there's a chicken and egg aspect to the question of which came first, our divisive leaders or our divided nation, but I think it's entirely a function of leadership. If Obama and Bush were effective leaders, the nation wouldn't be so divided.

That's because, by definition, leadership is about somehow getting people with disparate views to coalesce and execute on goals and plans they would never agree to on their own. Clearly, that's not happening in Washington and that's why America's so divided; Makes sense, right?

Now, it's tempting to paint all ineffective leaders with the same brush. You can get away with that in politics. Just label the incumbent a big fat loser, vote the bum out of office and call it a day. But when it comes to the corporate world, that's not entirely practical because, well, it's often hard to tell the losers from the keepers.

For example, I've worked with micromanaging control-freak jerks that were remarkably effective leaders. They united people and accomplished great things. On the flip side, I've known good executives who were well liked but, nevertheless, couldn't get everyone moving in the same direction.

While companies may not have political parties to deal with, polarizing leadership and divisive management are real and entirely common issues that destroy organizational effectiveness and ultimately lead to operating failure in companies big and small.

Since we can't really solve a problem without identifying it first, here are seven signs of a dysfunctional company with polarizing leadership:

Ivory tower effect: When self-important executives make decisions in a vacuum or otherwise barricade themselves in their expansive corner offices, which create a nasty cultural divide between management and employees. On the contrary, I knew one executive VP who insisted on sitting in a cubicle with his people. Good man.

Warring factions: You hear it all the time: "There's a natural tension between sales and marketing"; or "Come on, everybody hates HR," like it's an inevitable feud between warring factions. That's bologna. There's nothing natural or inevitable about it. It's dysfunctional, it's divisive and it fosters rivalry instead of alignment.

Strategy du jour: When dysfunctional executives consistently overreact to a single data point and take the entire organization in a new direction. Often the result of hallway or ad-hoc meetings in obscure places and making decisions in the absence of those who are actually responsible for that sort of thing.

Analysis paralysis: When executives, especially from warring factions, chronically debate issues to death, going down one rat hole or knock-down, drag-out fight after another without actually making decisions because there's no clear leadership to drive consensus.

Walk on water behavior: When leaders either consciously or subconsciously hoist certain groups up on pedestals while denigrating others. Besides being divisive, that also creates "walk on water" behavior where exalted groups aren't subject to standard processes like budgeting, for example.

Silo mentality: When teams, departments or entire divisions act as if they're independent from the rest of the company, usually in a defensive "it's us against them" sort of way when fighting for resources; Often the result of being denigrated by a dysfunctional and divisive CEO. A.k.a. "bunker mentality."

Sacred cow: A pet project -- usually owned by a founder -- that's immune to criticism and the company's standard processes. In other words, it continues to be funded long after it shouldn't. Also leads to passive aggressive behavior where the exec in charge agrees to kill it but never actually does.

I would love to hear your opinion!