Procrastination has become a blight on society that while it hasn’t become an acceptable standard of behavior, it has it’s supporters.
Someone quipped, “Procrastination is a silly thing, it only makes me sorrow; but I can change at any time—I think I will tomorrow!”
Have you ever noticed how procrastination leads to rampant forgetfulness? Especially when to procrastinate is to “intentionally put off habitually something that should be done.” Procrastination is unproductive delay, even an irretrievable loss of progress.
For as much relief we think we get by putting off difficulties, it is draining and heavy. Philosopher, William James stated, “Nothing is so fatiguing as the eternal hanging on of an uncompleted task.”
So, what can you move that you have been carrying for far too long? What is your best tool to discipline things done? I’d like to hear your ideas?
Tuesday, December 7, 2010
Thursday, December 2, 2010
Don’t be afraid to ask for help, unless...
“Don’t be afraid to ask for help, unless you are afraid of succeeding.” - Harvey MacKay
In what is remarkable insight, MacKay illustrates a very common weakness in people -- that they worry about being seen as weak and unknowing. The most able CEO's I have ever met were curious, active listeners, and always anxious to sit you down to learn. Their attitude was that there was something to be learned from virtually everybody.
Why we are afraid to ask for help is unusally simple. It revels in our own perceived self-worth, accomplishments, talents, wealth, or position. Somehow, a look our accumulations should be evidence enough of our “superiority”...over you. At its core is the need for adulation. I don't need help...especially from you. It is a terrible tragedy when the virtue of self-reliance is transformed into a vice.
On the other extreme is the sickness of envious comparison. We look bitterly at those who have better status, richer talents, or greater possessions than they do. They are hyper-critical, and tear down others as if they were entitled to do so.
In the end, those who don't ask for help rarely make it beyond themselves.
In what is remarkable insight, MacKay illustrates a very common weakness in people -- that they worry about being seen as weak and unknowing. The most able CEO's I have ever met were curious, active listeners, and always anxious to sit you down to learn. Their attitude was that there was something to be learned from virtually everybody.
Why we are afraid to ask for help is unusally simple. It revels in our own perceived self-worth, accomplishments, talents, wealth, or position. Somehow, a look our accumulations should be evidence enough of our “superiority”...over you. At its core is the need for adulation. I don't need help...especially from you. It is a terrible tragedy when the virtue of self-reliance is transformed into a vice.
On the other extreme is the sickness of envious comparison. We look bitterly at those who have better status, richer talents, or greater possessions than they do. They are hyper-critical, and tear down others as if they were entitled to do so.
In the end, those who don't ask for help rarely make it beyond themselves.
Monday, November 29, 2010
Are you lazy or do you simply lack talent?
I first heard this startling inquiry from Frank Somma (www.franksomma.com). It is a remarkably clear and effective question.
If you prefer a kinder inquiry, then use the following:
"Is obtaining my objective a matter of working harder, or developing new skills?"
I have followed a number of people who have struggled with regaining employment since the financial crisis of a few years ago. These are good and talented people. They should have jobs by now. But guess what? There is a reason why they don't. That reason will be different depending on the person, but believe me, there is a reason. And the answer is revealed by honestly asking the lazy or untalented question.
When success is slow to come, or when results remain out of reach, don't scratch your head, shrug your shoulders or blame the world for your troubles...look inward and ask the question (you pick the version).
For those of you who are called to lead, don't short-change those you are trying to help with some careless pap of "just keep pluggin' along...something good will happen".
That is just being lazy.
If you prefer a kinder inquiry, then use the following:
"Is obtaining my objective a matter of working harder, or developing new skills?"
I have followed a number of people who have struggled with regaining employment since the financial crisis of a few years ago. These are good and talented people. They should have jobs by now. But guess what? There is a reason why they don't. That reason will be different depending on the person, but believe me, there is a reason. And the answer is revealed by honestly asking the lazy or untalented question.
When success is slow to come, or when results remain out of reach, don't scratch your head, shrug your shoulders or blame the world for your troubles...look inward and ask the question (you pick the version).
For those of you who are called to lead, don't short-change those you are trying to help with some careless pap of "just keep pluggin' along...something good will happen".
That is just being lazy.
Tuesday, November 23, 2010
It is the start that stops most success
Have you ever noticed the incredible energy that accompanies a good idea? You think about the possibilities. Your mind spins. Your heart races. You are invigorated with excitement. You share it with your team. They vocally support your inspiration. However, when you let up on the pressure, the old refrain is true…
When all is said and done, more is said than done.
It takes tremendous determination to escort a good idea or initiative through the gamut of resistance. Even the best of ideas are hammered by those who feel it is their personal responsibility to protect the status quo, or to protect you from yourself.
This is where leadership matters.
A leader helps people focus their attention on:
• opportunities rather than problems
• strengths more than weaknesses
• what can be done instead of what can't
When a business owner leads his organization to implement something new, there needs to be a healthy recognition that opposition will certainly rear its ugly head. A leader cannot be deterred or discouraged by such opposition. And, the most severe opposition will come very early on…when people see you are serious about this nutty idea of yours.
An experienced business owner or shop manager is savvy enough to realize that implementing an idea is more than simply deeming it so and everybody lines up and marches. Opposition will manifest itself in a myriad of manners. It will come from those who are reluctant to change; from those who lack the skills to change; and from those who are learning the skills to implement your vision (meaning they are committed to the cause, just not as proficient as they need to be yet). Understanding the mindset of opposition you are facing will help you apply the appropriate remedy.
Remember, it is the "start" that stops most success.
When all is said and done, more is said than done.
It takes tremendous determination to escort a good idea or initiative through the gamut of resistance. Even the best of ideas are hammered by those who feel it is their personal responsibility to protect the status quo, or to protect you from yourself.
This is where leadership matters.
A leader helps people focus their attention on:
• opportunities rather than problems
• strengths more than weaknesses
• what can be done instead of what can't
When a business owner leads his organization to implement something new, there needs to be a healthy recognition that opposition will certainly rear its ugly head. A leader cannot be deterred or discouraged by such opposition. And, the most severe opposition will come very early on…when people see you are serious about this nutty idea of yours.
An experienced business owner or shop manager is savvy enough to realize that implementing an idea is more than simply deeming it so and everybody lines up and marches. Opposition will manifest itself in a myriad of manners. It will come from those who are reluctant to change; from those who lack the skills to change; and from those who are learning the skills to implement your vision (meaning they are committed to the cause, just not as proficient as they need to be yet). Understanding the mindset of opposition you are facing will help you apply the appropriate remedy.
Remember, it is the "start" that stops most success.
Friday, July 16, 2010
The Failure of Successes
By all accounts, my father was a success in life. Successful entrepreneur, happy family, generous spirit. He was indeed a very successful man. Some believed he had the "Midas Touch". Many observers might thought his success came easily...or that he had always been succesful.
Nothing could be further from the truth.
To see him in action did not inspire. I found myself looking down my well-healed Fortune 100 trained nose. In fact, I would wonder how he did so well. He was not a polished speaker. He blurted out thoughts that were undeveloped, unrefined, and sometimes, unnerving. His constant flow of ideas ranged from the terrifying and terrible to the clumsy and mundane. I would guess his ideas had a failure rate of about 99%. But his 1% made him a pillar in the community, and a force in his industry.
What drove his success was that he relentlessly pursued an objective. He didn't acknowledge failure like most timid souls. Stone walls were simply that...walls to be torn down, climbed over, or busted through. As he grew older, he grew wiser. He learned that that there was always another path to the prize.
There was one area where failure mattered to him, and that was with people. He would never fail a friend. It is still an honor to have his old industry pals come up to me to remind me what kind of man my father was and share the depths of their love and respect for him.
Seth Godin's Blog on "A hierarchy of failure worth following" reminded me of all that was great about my father. Particularly about his approach to failure. I commend his blog post to you.
http://sethgodin.typepad.com/seths_blog/
=====================
"A hierarchy of failure worth following" by Seth Godin
Not all failures are the same. Here are five kinds, from frequency = good all the way to please-don't!
FAIL OFTEN: Ideas that challenge the status quo. Proposals. Brainstorms. Concepts that open doors.
FAIL FREQUENTLY: Prototypes. Spreadsheets. Sample ads and copy.
FAIL OCCASIONALLY: Working mockups. Playtesting sessions. Board meetings.
FAIL RARELY: Interactions with small groups of actual users and customers.
FAIL NEVER: Keeping promises to your constituents.
The thing is, in their rush to play it safe and then their urgency to salvage everything in the face of an emergency, most organizations do precisely the opposite. They throw their customers or their people under the bus ("we had no choice") but rarely take the pro-active steps necessary to fail quietly, and often, in private, in advance, when there's still time to make things better.
Better to have a difficult conversation now than a failed customer interaction later.
Nothing could be further from the truth.
To see him in action did not inspire. I found myself looking down my well-healed Fortune 100 trained nose. In fact, I would wonder how he did so well. He was not a polished speaker. He blurted out thoughts that were undeveloped, unrefined, and sometimes, unnerving. His constant flow of ideas ranged from the terrifying and terrible to the clumsy and mundane. I would guess his ideas had a failure rate of about 99%. But his 1% made him a pillar in the community, and a force in his industry.
What drove his success was that he relentlessly pursued an objective. He didn't acknowledge failure like most timid souls. Stone walls were simply that...walls to be torn down, climbed over, or busted through. As he grew older, he grew wiser. He learned that that there was always another path to the prize.
There was one area where failure mattered to him, and that was with people. He would never fail a friend. It is still an honor to have his old industry pals come up to me to remind me what kind of man my father was and share the depths of their love and respect for him.
Seth Godin's Blog on "A hierarchy of failure worth following" reminded me of all that was great about my father. Particularly about his approach to failure. I commend his blog post to you.
http://sethgodin.typepad.com/seths_blog/
=====================
"A hierarchy of failure worth following" by Seth Godin
Not all failures are the same. Here are five kinds, from frequency = good all the way to please-don't!
FAIL OFTEN: Ideas that challenge the status quo. Proposals. Brainstorms. Concepts that open doors.
FAIL FREQUENTLY: Prototypes. Spreadsheets. Sample ads and copy.
FAIL OCCASIONALLY: Working mockups. Playtesting sessions. Board meetings.
FAIL RARELY: Interactions with small groups of actual users and customers.
FAIL NEVER: Keeping promises to your constituents.
The thing is, in their rush to play it safe and then their urgency to salvage everything in the face of an emergency, most organizations do precisely the opposite. They throw their customers or their people under the bus ("we had no choice") but rarely take the pro-active steps necessary to fail quietly, and often, in private, in advance, when there's still time to make things better.
Better to have a difficult conversation now than a failed customer interaction later.
Tuesday, April 27, 2010
What can you possibly learn from two old-timers?
I am the proud shareholder of Berkshire Hathaway stock, the company led by Warren Buffett and Charlie Munger.
In a recent letter to shareholders, Buffet gave a symphony of suggestions regarding those principles, practices and priorities that protect Berkshire Hathaway's performance. My thanks to Greg Bustin (bustin.com) for creating a superior summary of Buffet's communication.
On conviction
“We’ve put a lot of money to work during the chaos of the last two years. It’s been an ideal period for investors: A climate of fear is their best friend.”
On delegation
“We tend to let our subsidiaries operate on their own, without our supervising and monitoring them to any degree. That means we are sometimes late in spotting management problems and that both operating and capital decisions are occasionally made with which Charlie and I would have disagreed had we been consulted. Most of our managers, however, use the independence we grant them magnificently, rewarding our confidence by maintaining an owner-oriented attitude that is invaluable and too seldom found in huge organizations. We would rather suffer the visible costs of a few bad decisions than incur the many invisible costs that come from decisions made too slowly – or not at all – because of a stifling bureaucracy. We now have about 257,000 employees and literally hundreds of different operating units. We hope to have many more of each. But we will never allow Berkshire to become some monolith that is overrun with committees, budget presentations and multiple layers of management. Instead, we plan to operate as a collection of separately managed businesses, most of whose decision-making occurs at the operating level.”
On the CEO’s role
“Charlie and I will limit ourselves to allocating capital, controlling enterprise risk, choosing managers and setting their compensation. It’s my job to keep Berkshire far away from problems. Charlie and I believe that a CEO must not delegate risk control. It’s simply too important. If Berkshire ever gets in trouble, it will be my fault. It will not be because of misjudgments made by a Risk Committee or Chief Risk Officer.”
On accountability
“In my view a board of directors is derelict if it does not insist that its CEO bear full responsibility for risk control. If he’s incapable of handling that job, he should look for other employment. And if he fails at it, the financial consequences for him and his board should be severe. It has not been shareholders who have botched the operations of some of our country’s largest financial institutions. Yet they have borne the burden, with 90% or more of the value of their holdings wiped out in most cases of failure. Collectively, they have lost more than $500 billion in just the four largest financial fiascos of the last two years. To say these owners have been ‘bailed-out’ is to make a mockery of the term. The CEOs and directors of the failed companies, however, have largely gone unscathed. Their fortunes may have been diminished by the disasters they oversaw, but they still live in grand style. It is the behavior of these CEOs and directors that needs to be changed: If their institutions and the country are harmed by their recklessness, they should pay a heavy price – one not reimbursable by the companies they’ve damaged nor by insurance. CEOs and, in many cases, directors have long benefitted from oversized financial carrots; some meaningful sticks now need to be part of their employment picture as well.”
On communication
“We try to communicate with our owners directly and informatively. Our goal is to tell you what we would like to know if our positions were reversed. Additionally, we try to post our quarterly and annual financial information on the Internet early on weekends, thereby giving investors plenty of time during a non-trading period to digest just what has happened at our multi-faceted enterprise. These matters simply can’t be adequately summarized in a few paragraphs. Last year we saw how sound-bite reporting can go wrong. Given a few experiences we’ve had like that, you can understand why I prefer that our communications with you remain as direct and unabridged as possible.”
On passion
“At 86 and 79, Charlie and I remain lucky beyond our dreams. We were born in America; had terrific parents who saw that we got good educations; have enjoyed wonderful families and great health; and came equipped with a ‘business’ gene that allows us to prosper in a manner hugely disproportionate to that experienced by many people who contribute as much or more to our society’s well-being. Moreover, we have long had jobs that we love, in which we are helped in countless ways by talented and cheerful associates. Indeed, over the years, our work has become ever more fascinating; no wonder we tap-dance to work. If pushed, we would gladly pay substantial sums to have our jobs (but don’t tell the Comp Committee).”
In a recent letter to shareholders, Buffet gave a symphony of suggestions regarding those principles, practices and priorities that protect Berkshire Hathaway's performance. My thanks to Greg Bustin (bustin.com) for creating a superior summary of Buffet's communication.
On conviction
“We’ve put a lot of money to work during the chaos of the last two years. It’s been an ideal period for investors: A climate of fear is their best friend.”
On delegation
“We tend to let our subsidiaries operate on their own, without our supervising and monitoring them to any degree. That means we are sometimes late in spotting management problems and that both operating and capital decisions are occasionally made with which Charlie and I would have disagreed had we been consulted. Most of our managers, however, use the independence we grant them magnificently, rewarding our confidence by maintaining an owner-oriented attitude that is invaluable and too seldom found in huge organizations. We would rather suffer the visible costs of a few bad decisions than incur the many invisible costs that come from decisions made too slowly – or not at all – because of a stifling bureaucracy. We now have about 257,000 employees and literally hundreds of different operating units. We hope to have many more of each. But we will never allow Berkshire to become some monolith that is overrun with committees, budget presentations and multiple layers of management. Instead, we plan to operate as a collection of separately managed businesses, most of whose decision-making occurs at the operating level.”
On the CEO’s role
“Charlie and I will limit ourselves to allocating capital, controlling enterprise risk, choosing managers and setting their compensation. It’s my job to keep Berkshire far away from problems. Charlie and I believe that a CEO must not delegate risk control. It’s simply too important. If Berkshire ever gets in trouble, it will be my fault. It will not be because of misjudgments made by a Risk Committee or Chief Risk Officer.”
On accountability
“In my view a board of directors is derelict if it does not insist that its CEO bear full responsibility for risk control. If he’s incapable of handling that job, he should look for other employment. And if he fails at it, the financial consequences for him and his board should be severe. It has not been shareholders who have botched the operations of some of our country’s largest financial institutions. Yet they have borne the burden, with 90% or more of the value of their holdings wiped out in most cases of failure. Collectively, they have lost more than $500 billion in just the four largest financial fiascos of the last two years. To say these owners have been ‘bailed-out’ is to make a mockery of the term. The CEOs and directors of the failed companies, however, have largely gone unscathed. Their fortunes may have been diminished by the disasters they oversaw, but they still live in grand style. It is the behavior of these CEOs and directors that needs to be changed: If their institutions and the country are harmed by their recklessness, they should pay a heavy price – one not reimbursable by the companies they’ve damaged nor by insurance. CEOs and, in many cases, directors have long benefitted from oversized financial carrots; some meaningful sticks now need to be part of their employment picture as well.”
On communication
“We try to communicate with our owners directly and informatively. Our goal is to tell you what we would like to know if our positions were reversed. Additionally, we try to post our quarterly and annual financial information on the Internet early on weekends, thereby giving investors plenty of time during a non-trading period to digest just what has happened at our multi-faceted enterprise. These matters simply can’t be adequately summarized in a few paragraphs. Last year we saw how sound-bite reporting can go wrong. Given a few experiences we’ve had like that, you can understand why I prefer that our communications with you remain as direct and unabridged as possible.”
On passion
“At 86 and 79, Charlie and I remain lucky beyond our dreams. We were born in America; had terrific parents who saw that we got good educations; have enjoyed wonderful families and great health; and came equipped with a ‘business’ gene that allows us to prosper in a manner hugely disproportionate to that experienced by many people who contribute as much or more to our society’s well-being. Moreover, we have long had jobs that we love, in which we are helped in countless ways by talented and cheerful associates. Indeed, over the years, our work has become ever more fascinating; no wonder we tap-dance to work. If pushed, we would gladly pay substantial sums to have our jobs (but don’t tell the Comp Committee).”
Thursday, March 25, 2010
Why I Probably Won't Answer Your Call
Have you ever seen a quirky ad and dismissed it? Then you see it again and again and realize, "It must be working if they keep running it!"
For the most part, that is probably an accurate assumption.
Yet, the persistent perpetuation of poor sales practices can't share that same observation, can it?
The assumption: Cold calling must work if salespeople keep doing it.
The reality (okay, my reality) is if by some miracle of miracles, they get past my receptionist, then my assistant, and my caller ID, I am pretty quick to size them up as selling something I don't need. Why would I then bother to visit face to face if you can't persuade me with any compelling argument other than "it will only take a few minutes of my time?" Or what of those 'follow up' letters or emails that say something like:
“Hi there, I’m the guy who cold-called you and left me a message. I know that you haven’t called back, but I figured that if I sent you a letter, and then called you again, that somehow everything would change in your mind, and you would speak to me… by the way, I have a program that is good for you (but I offer no compelling evidence to such), and here is everything you need to know about me so that when I call, you can be assured of our superior smarts. I will only need a few minutes of your time...”
This is a “chase and pester” marketing piece that I frequently get and routinely ignore…and you probably do too.
How many cold callers have you ever done business with? Pretty low percentage, I'm guessing. Ever hear of those heart-warming cold calling stories where the owner says, "I almost didn't speak to this sales guy and I had no idea how his product would dramatically shape the success we were having as a business. If he hadn't come, there is no way we would be speaking today..." Are you with me? Just doesn't happen, does it.
I'm not suggesting that cold calling doesn't ever work, or that empty follow-up letters don't garner some response, but I do suggest there are more effective methods with higher ROI.
However, most small businesses use under-trained, call-reluctant salespeople as their primary marketing method. I think that is a waste of money.
May I suggest a few resources to educate yourself as well as receive valuable content on your marketing efforts?
Duct Tape Marketing
http://www.ducttapemarketing.com/
Dan Kennedy and Bill Glazer Inner Circle
http://dankennedy.com/
Monopolize Your Marketplace
http://www.mymonline.com/
If you read and apply any of this, I just might call you back.
For the most part, that is probably an accurate assumption.
Yet, the persistent perpetuation of poor sales practices can't share that same observation, can it?
The assumption: Cold calling must work if salespeople keep doing it.
The reality (okay, my reality) is if by some miracle of miracles, they get past my receptionist, then my assistant, and my caller ID, I am pretty quick to size them up as selling something I don't need. Why would I then bother to visit face to face if you can't persuade me with any compelling argument other than "it will only take a few minutes of my time?" Or what of those 'follow up' letters or emails that say something like:
“Hi there, I’m the guy who cold-called you and left me a message. I know that you haven’t called back, but I figured that if I sent you a letter, and then called you again, that somehow everything would change in your mind, and you would speak to me… by the way, I have a program that is good for you (but I offer no compelling evidence to such), and here is everything you need to know about me so that when I call, you can be assured of our superior smarts. I will only need a few minutes of your time...”
This is a “chase and pester” marketing piece that I frequently get and routinely ignore…and you probably do too.
How many cold callers have you ever done business with? Pretty low percentage, I'm guessing. Ever hear of those heart-warming cold calling stories where the owner says, "I almost didn't speak to this sales guy and I had no idea how his product would dramatically shape the success we were having as a business. If he hadn't come, there is no way we would be speaking today..." Are you with me? Just doesn't happen, does it.
I'm not suggesting that cold calling doesn't ever work, or that empty follow-up letters don't garner some response, but I do suggest there are more effective methods with higher ROI.
However, most small businesses use under-trained, call-reluctant salespeople as their primary marketing method. I think that is a waste of money.
May I suggest a few resources to educate yourself as well as receive valuable content on your marketing efforts?
Duct Tape Marketing
http://www.ducttapemarketing.com/
Dan Kennedy and Bill Glazer Inner Circle
http://dankennedy.com/
Monopolize Your Marketplace
http://www.mymonline.com/
If you read and apply any of this, I just might call you back.
Friday, March 19, 2010
It’s just mythology, right?
You remember this Greek myth I’m sure, but probably not the name of Sisyphus. By command of Zeus, Sisyphus was compelled to roll a huge rock up a steep hill. The curse was that before reaching the top of the hill, he would lose control, and the rock would crash its way back down the slope, forcing him to begin again. It was a punishment befitting his arrogance.
Some might identify with the futility of such labors that never find a conclusion. Never ending tasks; perpetually incomplete projects; decisions held in aggravating abeyance. It is called, “The Sisyphus Syndrome”.
Less known about is the ignorant step-brother of Sisyphus. His name was Busyphan. He was neither cursed nor reviled by the gods, but instead was left to his own genius and whim. He was an appointed govenor of the people. Despite the freedom and power, he was debilitated by distractions. He held no objectives like his brother to push the stone to the summit, but rather he wasted the days of his determination with a fascade of work that held little importance.
Busyphan spent countless hours corresponding on affairs that held neither consequence nor conclusion. He presided over menial matters by gathering together the populars who would profess, interpret, expound and pontificate. No decisions need be made. They could fill their bellies with contented extrapolations, but not with moving the status quo. It is called "The Banality of Busyphan".
Very few will identify with Busyphan, but many can easily see his inabilities manifest in their coworkers and supervisors. Busyphan could never count a drop a sweat to any action other than email and meetings and a regurgitive rehash of the seemingly same subjects week after week. Blood or tears would never mark any work deemed noble or great.
Tragic characters. Tragic circumstances. Tragic little accomplished. But then again, it’s just mythology, right?
Some might identify with the futility of such labors that never find a conclusion. Never ending tasks; perpetually incomplete projects; decisions held in aggravating abeyance. It is called, “The Sisyphus Syndrome”.
Less known about is the ignorant step-brother of Sisyphus. His name was Busyphan. He was neither cursed nor reviled by the gods, but instead was left to his own genius and whim. He was an appointed govenor of the people. Despite the freedom and power, he was debilitated by distractions. He held no objectives like his brother to push the stone to the summit, but rather he wasted the days of his determination with a fascade of work that held little importance.
Busyphan spent countless hours corresponding on affairs that held neither consequence nor conclusion. He presided over menial matters by gathering together the populars who would profess, interpret, expound and pontificate. No decisions need be made. They could fill their bellies with contented extrapolations, but not with moving the status quo. It is called "The Banality of Busyphan".
Very few will identify with Busyphan, but many can easily see his inabilities manifest in their coworkers and supervisors. Busyphan could never count a drop a sweat to any action other than email and meetings and a regurgitive rehash of the seemingly same subjects week after week. Blood or tears would never mark any work deemed noble or great.
Tragic characters. Tragic circumstances. Tragic little accomplished. But then again, it’s just mythology, right?
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