WHAT IS A COMMUNITY?

Today marks exactly one year from when me and my two kids finally stepped off from our neighbor's roof after two days of Ondoy's deluge.  There were several lessons I derived from this experience that similarly affects organizations in itself.  I want to invite you to reflect on this analogy and how we can adapt to it.

We weren't even on our own roof since our house had a protracted roof design so I had to swim across raging floodwaters a total of 5 times to bring my 2 kids, my in laws even our dog to the house across the street.

By the time the clock struck 6pm the waters had reached the second floor of our house so we had to make a decision to stay and perish, or take the risk. 

In a cruel twist of fate all our windows were weld shut, no emergency exits.  You don't think of this stuff when everything's fine and sunny.  One brave neighbor had to swim under the waters to find their saw and hand it to me amidst the risk. I simply knew I didn't have enough time. Again our good neighbor tied a tire interior to downed power lines and threw it our way.  With the help of 3 guys I was able to shuttle my family to the other side.

It wasn't much of a picnic on the other side either.  We were a total of about 5 families on that roof since it was the nearest and highest.  For the next two days and nights we had to endure the cold nights and scorching daytime sun.  Only the kids were the ones who ate since supplies were scarce. 

We barely made it with very little resources and a lot of natural curveballs thrown our way, but after 2 days of sun, rain, hunger and mosquitoes we made it out alive.

I know others had it worse and lost loved ones during that event.  Looking back now there were 2 things I realized with this experience:

1.) Problems redefine priorities - A lot of furniture, clothing, jewelry and appliances were lost during that storm.  Coming down from that roof we knew we were carrying with us nothing else but our most valued possesion; our family alive and intact.

Problems regardless of magnitude can disturb, shake up and distress anyone.  Just look at how many lives were directly affected, even the ones in non affected areas and how a nation's emotion was stirred just watching the sequence of events. 

Adversity has it's way of changing at how we view things, and how we put them in their proper perspective.  In the movie "The Day The Earth Stood Still" humankind underwent an ideological cleansing of sorts facing the possibility of extinction.  We were in fact facing the same situation.  Had the waters risen any further there was no other place for us to go.  And for most of us the thought of our own mortality does redefine suddenly our priorities. 

Some experts say the likelihood of Ondoy happening again is next to nill.  Nobody believes these "experts" anymore and honestly I don't care.  Myself like a majority of people affected by Ondoy and Peping understand the perils.  We saw death right in the eye; children, women, dogs and elderly people included.  Anyone who has been in a traumatic experience can either tremble in the thought of a reoccurrence or they would grin and say "Bring it on!" 

Oh and by the way my kids were laughing the whole time I was leading them across the fllodwaters!

Which leads me to realization number....

2.)  Community is more powerful than unity - John Maxwell said in one of his talks that it is literally impossible to achieve the notion of unity because it meant everyone in the organization all agreed.  If you believe that he says, you're probably smoking something. 

A world, organization or entity that NEVER disagreed on anything is impossible.  Unity can be achieved on one or several goals and visions, but not exclusively on every ingredient and methodology on how to achieve it.  Everybody can be united on issues of world peace, climate change or how to reach this year's quota.  But when the question emerges on HOW to achieve it, unity goes right out of the window. 

Community on the other hand is closer to the truth as possible and is readily achievable.  When you are in a community, it is automatic to presume that we have differing opinions and don't normally see eye to eye.  We accept it as a fact that we don't always agree, but the key factor in a sense of community is that all of us understand and acquiesce that we are part of ONE team. 

We can have our disagreements here and there, heck some might not even like how you look but eventually surrender to the bigger picture, that all of us form a singular organization, a sum bigger than it's parts. 

I didn't even know the names of those people who helped me and family during that time of crisis, but helped nonetheless.  Could they have had any pre-ordained assumptions on who I was a a neighbor?  Maybe, but helped nonetheless.  Could I have slighted them in any way even inadvertently in the past that might have changed their dispositions?  Maybe, but helped nonetheless.         

Look at your team right now.  In the face of problems and imminent risk, do they bind together or scurry off in different directions? Is everyone united in celebrating this year's success but scattered and indifferent when the numbers were low the last?  

Rather the usual united hoopla that happens during plenary meetings, try to establish a culture that will say "I may not have agreed with your idea, but I will support it nonetheless" then go ahead and celebrate it afterwards.

Build that level of confidence and trust in each other through the highs and lows.  And when the lows do come up, grab each other by the hand and say..

BRING IT ON!!!

  

Ethics In The Workplace

Check out this week's blog post by one of our expert coaching partners.  You can find her details after the blog.

By Flor Glinoga

Why talk about Ethics? Everyone seems to be ethical. They know how to behave at work; and do not steal stuff or harass people or…… but, why do these things happen?

·         Being a little late to work occasionally?

·         Surfing the web when you run out of things to do?

·         Downloading some music to your computer?

·         Installing software that is not approved by the company?

·         Forgetting to handle a couple of tasks you were given?

·         Getting stuck on a problem but not asking for help?

There are a hundred-fold of things that might seem “OK” with a casual glance but which can actually be “Not OK” in the sight of others.

At work, for example, the secret to not getting on the wrong side of your boss is to have a proactive attitude to your job. Even a job that may not be everything you want.

Here are some measures to practice:

1. Be Dependable.

Nothing is going to be as important to your supervisor as your dependability. This may not be so glamorous; but sure is a key to developing a trust relationship with your manager.

Be there, on time, every day. Stay there until the job is done, every day. Finish every task as quickly and completely as you can consistent with doing it right. Become a resource that the employer can depend on.

2. Be Curious.

    

Take an interest in the job, in the company, in the products, and in the markets for your products. Ask for training or advice when you encounter something new.

Get a book and read up on the technologies you are using. Understand your assignment both technically and how it fits into your manager’s goals.

3. Be Realistic.

In every job there are four or five elements of drudgery for every element of interesting work. Accept the need to do the dull, simple stuff as well as the fun stuff.

Remember that like most other new employees; start off with some simple assignments so the employer can see if you are dependable, curious, realistic, and much more.

4. Be Fussy.

Good enough usually isn’t. Try to always do the whole job well, including all the loose ends and “what-ifs”. If it has your name on it, or associated with it, you absolutely want it to be right, complete, and properly executed.

5.  Be Professional.

You are a party to a contract. The employer is paying you and devoting resources to extending your education. In return, you owe it to that employer to put in a full day, every day. Use the Web and Internet as resources for the job when appropriate; don’t use them to kill time or avoid having to do something that isn’t interesting.  See No. 3.

6.  Be Balanced.

It is a job, not your whole life. Work hard at work; but keep your family, friends, significant others, and yourself in balance.

You will do better at work if you exercise every day; you will do better at home if you know you are doing your best at work. Keep your balance.

Here are some more tips when you get across these specific dilemmas:

How do you handle a problem?

Be thoughtful about your activities and you probably will not have a problem. However, if you should make a mistake…

·         Be HONEST; let your supervisor know in a timely way so he or she is not taken by surprise.

·         ANALYZE the problem; why did it happen? What will prevent it from happening again?

·         CORRECT the problem as quickly and completely as possible. Do not sweep it under the rug.

What do you do if you run out of work?

Ask for more work and quickly! Let your supervisor know that you are done with your assignments (but be sure you really, really are done). If the boss is not around, ask someone else if you can help out with anything. Do NOT ‘take a vacation’ at your desk until someone comes along to give you another assignment.

Your supervisor just told you that you made a mistake, or need to improve something, or some other criticism. What do you do?

Do not panic, feedback is a routine part of every job.  It is what you do with the feedback that matters. Rule number one: Listen and learn. Do not get mad, pout, go off in a huff, or exhibit other behavior that would make matters worse.

Feedback is essential to learning, accept it in good humor and set about changing what needs changing. When you think you have the subject of the feedback in the right kind of shape, ask for more feedback to see if the boss agrees.

The job turns out to be dull, repetitive, or in some other way just isn’t what you want to do. What can you do?

First, remember that every job has more routine in it than it has excitement, so evaluate the job across a long enough time frame to be sure you are not being too quick to judge.

Second, do not even think about slacking off “until they give me something interesting to do.” It does not work that way.

The secret to being able to trade in a dull job for a better one is to be the kind of employee that the company wants to keep. That means do a great job at whatever you are asked to do. Then you can negotiate for something else when the time comes!

For no reason that you can identify, you and your supervisor do not get along with each other.

This can be a difficult problem. The protocol in such a case is:

First, discuss your concerns with the supervisor. He or she may have some reasons for what you see as a problematic relationship. Be prepared to accept feedback and act on it. You have nothing to lose by bringing it up with the boss. Do not go over anyone’s head, though, until you take this step.

Second, TELL YOUR COACH or MENTOR that you have a problem so he or she can help.

One Final Thought

A job, like admission to the Company, is an OPPORTUNITY. Make the most of it!

  

Ms. Flor M. Glinoga, a Pyschologist,HR Consultant and People Dynamics' Management. Also a graduate of the Project Management Course, Flor has over twenty five (25) years of professional experience in the design, implementation and evaluation of training programs and organizational development HR Practitioner, and Executive Coach, is Profiles Asia Pacific's Master Trainor. Flor has a B.S. and M.S. in Psychology, and a Masters in Development from the Wharton School of Economics, University of p Pennsylvania. 

WHY DO PEOPLE MAKE UP EXCUSES?

Here are some of the craziest excuses I have found for not coming to work. Maybe some of them sound familiar?

I won't be in today. My fish is sick and I need to take it to the vet.

I won't be in today because I have come down with Spring Fever.

I have a head ache.... # 22...actual times someone at work has called in with this excuse!

I won't be in today. I'm still drunk from last night.

Last night we had a party and I woke up with a strange man in my bed!

My car ran out of gas on the way to work. I was pushing it to a gas station and I got a stomach hernia and I have to go to the doctors.

Tom Robbins says: "any one who goes to work everyday... everyday... IS sick! so, 'call in well' to work today!

I won't be coming in today, I've spent my last cent playing online bingo and I don't have any money left for the bus. Don't worry, I'll try to win it back today while I'm off!

Excuse me sir, but I won't be in today. My home is flooded and I'm currently standing on my

dresser in my second story bedroom. Thanks and have a nice day. (Sounds familiar)

Hello, I've used all of my sick days and I'm calling in dead.

I can't come in to work today because I'll be stalking my previous boss, who fired me for not showing up for work. OK?

Constipation has made me a walking time bomb.

The dog ate my car keys. We're going to hitchhike to the vet .

I'm not coming to work to day because my computer has got a virus. And my computer means more to me then this job

=)




What makes shortcomings and lapses in the team more frustrating? It’s the long list of excuses that follow. Why do people make up excuses and how do we make it stop?

One of my clients called me up and told me that one of her problems is the unremitting excuses her people throw at her when they fail to complete a task. She wasn’t complaining about her team not being able to accomplish something noteworthy but rather the rationale that they will always cough up in defense of.


I gave her several reasons why our guys never really own up to their deed (Does that sound too sexist?). I told her it wasn’t really a matter of incompetence but rather an issue of integrity. Let me give you several reasons why people try to worm their way out of these situations:




1.) TO COVER UP BEHAVIOR THAT IS UNACCEPTABLE - People make mistakes not because they wanted to nor is it because they were made up that way. Most times we fail to meet up to expectations because of our behavior towards that certain task which do not want to be made public. We don’t want everyone else to know that deep inside we don’t fully agree with this project, account or decision.


We cover up that lack of initiative and enthusiasm which eventually leads to subpar performance with a plethora of reasons why this and that won’t work. Every possible cause why things would go wrong would point to any direction outside our selves. The problem is that whatever corrective measure we use, something will go wrong because deep inside one member of our team is internally sabotaging the project albeit unwillingly. Unless this behavior is put out in the open and addressed, the troubles will just keep on surfacing.



2.) TO PLEASE EVERYBODY – Or at least try to. Your kid asks you if you can be there at the PTA meeting on a Friday knowing fully well that you’ll be swamped that day. “Sure honey I’ll try” as you rush off. Friday comes and you are swamped and do miss that meeting. That is why I normally don’t end a sales call just yet when the customer says “sure” and “I’ll try”. I would only be content when they say “certainly” or “absolutely”.


We know that we can’t please everybody, but walk around trying to do the entire opposite. It’s a case of trying to bite off more than one can chew. We get into the habit of over committing simply because we have a hard time saying no. We try to avoid conflict as much as we can or lie ourselves out of it.


If you can’t do it, why say you can in the first place?

 

3.) THEY THINK NO ONE WILL FIND OUT – We tend to conjure up those little white lies with the notion that we can actually get away with it. And most times we do but this is where it gets risky.


“Just this one time” then on to the next minute indiscretion until it snowballs and gets out of our control. We put it off for a moment, thinking we’re still in the clear. But unless the error has not been corrected or the task completed, our litany of defenses keep mounting up until at a certain point we forget what order our sequence of artificial events are.


You see, excuses are normal responses to failed expectations. I myself have failed so many times I lost count. My list of excuses has been so formidable that I had a worksheet of scenarios and possible explanations for each one. I virtually became a MAKAPILI. (if you forgot what a Makapili is, ask any kid in 5th grade) I would point to any other reason or person to fault but never myself.


That was, until I began a personal pursuit on excellence that I discovered a decisive trait that all successful people had and that is OWNERSHIP. It is the innate ability to accept full responsibility for one’s actions and decisions. Unless one takes complete ownership of his life, he will always have someone or something to blame for his shortcomings.


 In the context of organizations, here are some ways to minimize if not totally remove the excuses game:



1.) PROVIDE CONTINUOUS FEEDBACK – This goes both ways. Asking for and giving feedback. Mostly we receive updates on critical tasks when it’s dreadfully due. By then everyone else is just busy thinking of some excuse why it wasn’t met. I see this first hand all the time. Managers would blame the weather, the economy and even the financial troubles in Mongolia for their results.


By asking for and giving feedback early on, adjustments are made and progress put in the right place. Nobody wants to be told he was pronouncing depreciation as deprecation in plain view of the executive committee. You’d want to be told how you were doing early on and not late in the game where modifications are much harder to make.


And while you’re at it, confess immediately. Man up to the fact that you are not in any vicinity near your targets. It’s actually more acceptable (and encouraged) that one admits early on about his mistakes to superiors rather than lying his way out of it. In fact, ask for assistance if you really need it. A true team player gives his coach a clear picture of how he can contribute to win the game and the prudence to admit where he will need the help of the rest.




2.) MAKE THE VISION CLEAR – This was my first question to my client I mentioned above when she told me her people kept making up excuses: “Do THEY know what YOU expect from them?” I heard this funny line once that says:


“Do not assume it is a matter of common sense when it is not common to others.”

Sometimes our job descriptions are 3 pages long choc full of technical jargon with a proverbial line at the end that says “and any other task that may be assigned to him from time to time” without fully comprehending what our main tasks are. Our people get lost in translation and assumed expectations until nothing was ever done right from the get go. What do you expect? How do you know it's sub par when you don't even know what at par is?  Does he or she expect the same thing as you do? And oh, don’t say it’s just a matter of common sense.



3.) DEFINE THE IMMEDIATE GOAL – If each member of the team was to be given a major task, try define the immediate goal which when achieved, takes you closer to completing the task. Try to arrange the goals in it’s proper sequence and chart your progress one after the other.


Say you were planning to host a corporate event like a product launch or a company teambuilding, what would be the most immediate goal that would make sense of everything else when attained? Is it securing a location? Completing the guest list? Retail presence after the event? Because without achieving the most pressing purpose, none of the tasks down the line will eventually matter.




You will go through some bumps in the road and maybe come up with several excuses in hand. Sure you can get away with it but not for very long. I’ve taken that route before and never really got me anywhere.


Ownership in itself is being accountable for all your actions regardless of outcome. You are where you are now because of your past decisions and preferences whether you admit to it or not. Don’t blame the environment or the economy and most especially God for where you are now.


Don’t make an excuse or try to find one. Because the longer it takes you to do the right thing, the harder it becomes. It is you who will decide how high or low you will achieve in life.


You are the driver and God is your GPS. Now THAT’S common sense!

DO NOT GREET THE CUSTOMER

If the majority of your sales happen in a store or retail set up this piece of advice is for you. 

Early on in my career I worked as a Store Manager for one of the top clothing brands in the country.  The rate of success in a retail environment hinges on the number of sales you versus foot traffic that is why our Sales Associates (S.A.) fight tooth and nail to fight for the customer’s attention when they are in the vicinity of the brand. 

I have been very fortunate to have lead one of the most productive group of stores during that time mostly due to a simple formula that we applied coming from an average cosmetics S.A.

Her name was Kate.  She was one of the top performing S.A.’s in her division as well as in my area but was never really more eloquent or good looking than others.  Her cosmetics fixture in the beginning was actually at the deep end of the store but eventually moved her near the entrance when I observed how she connected with customers. 

I wanted everyone in my team to see how she did things and eventually do the same.  And it worked most of the time.

The technique boils down to a simple act:  The first point of contact.

What do you say when a friend visits your house?

Do you say “Good morning Sir, thank you for coming to the Smith residence. How may I help you?”

I sincerely doubt it.

You would say “Hi John, how are you?  Please come in.  Feel at home.”

Now doesn’t that sound better?

We’ve been so used to the robotics of customer service that it has become exactly that: robotic.  The usual lines of Good ______, welcome to _______ has been so monotonous that sometimes SA’s greet us good morning at 7pm!  Talk about a hangover.  We take greetings as a necessary chore that they throw it out on us without even looking.  Literally a no-look pass. 

You know this just as well.  You’re a customer too. 

Now during these times the word customer experience wasn’t even a priority.  Customer delight was more the byword of the times.  Companies had an unusual swagger that said I’m at the top of the food chain, I’m not at all threatened by competition because there is none. 

Kate did things differently, but had amazing results.  Every time a customer comes in rather than the usual greeting she would say “Hi mam, how are you?”  She would then say her name, offer to shake the customer’s hand and ask if she could do a demo. 

The word “Hi” was a phrase reserved for friends and family, much so asking “How are you?”   Then to proceed to introduce yourself and shake a stranger’s hand without the assurance of a sale?  And you had to do this 200 times a day?  Insane.

But it worked.  Most of the other SA’s resisted initially because they were stuck to the routine.  Leadership through production.  Soon enough everyone noticing the health benefits the new practice brought to their sales commissions followed suit. 

The practice was quite simple but reflected two basic truths:

1.)    People naturally have the need to be recognized:  Ever heard of the phrase “Do you know who I am?”  Everyone literally feels they are someone or a part of something.  We can’t help it, so we feel the need to feed our egos with recognition.  Or someone else has to do it for us.

2.)     Customers are not consumers:  A consumer is nothing more than a statistic in economic studies while a customer is a living, breathing human being.  Don’t treat them like another number in the head counter.

Let me ask you a question:  does your level of customer service increase in direct proportion to your product’s price?  If your answer is yes, then you’ve got a serious problem. 

DO NOT GREET YOUR CUSTOMERS. 

Engage them.  Welcome them as if they were long lost friends visiting your house. 

Why do top-notch, highly paid Account Managers spend a lot on suits, shoes and gadgets then go to great lengths (and expenses) to land that sale?  Why do you think they hire personality development consultants to learn how to carry themselves well?  It’s because they understand that small window of the customer’s attention during the initial contact is the most important.  Unfortunately, they miss out on one crucial thing that does not fade:  It’s old fashioned sincerity and accessibility.

Does our philosophy have to change with regards to price?

Does it seem like a lot of work?  Not really, unless your company culture permits it. 

The excellent companies have two common traits:  They achieve extraordinary results from ordinary people, and they are passionately close to their customers. 

If you still don’t believe me that going a bit further leads to lasting results, I suggest you to watch this video of an ordinary security guard who redefined customer experience:

http://www.youtube.com/watch?v=KFmbxRIdHzs

Face What You Fear

One of the topics that I get the most feedback and reactions is my discussion on fear.

I talk about it in my leadership and personal development programs and when I have my attendees write me back on which topic they thought had great impact on them, one of them is always the mastery of fear.

Now lets define fear for a moment so that we have a better understanding of what it is, and what it does or does not do for us.


In one study fear is defined as “an emotional response to the idea that something bad is going to happen” Most of us have different types of this ailment: fear of flying, enclosed spaces, fear of the dark, or even fear of ghosts.

Earl Nightingale was accurate in saying that there 2 things common in everyone: that he wants something, and that he is afraid of something. So its very clear that in every person who has a dream, is also something that he is afraid of either doing or having. Now let me tell you something, im not an expert on Psychology or human behavior, but I do know one thing about this topic of fear that is very important: it is the one thing that has stopped so many people from getting to where they wanna be in their lives.

Why?

Take fear of rejection for example, or the fear of criticism. A lot of people prevent themselves from performing at a very high level because they are afraid of what people might say to them. They are afraid of what will happen even before it’s happened hence the delays and eventual loss in production which experts call procrastination.

In a recent study on self determination theories it was concluded that the higher the level of fear in a person, the more likely are the chances of them procrastinating or putting off a task for later. On the other hand, the higher the vitality and energy of the person, their chances of delaying a certain task dwindled.

Let me break this down for you further. People show signs of apprehension because there is a certain level of risk involved, and risk happens when there is a possibility of loss. Believe me, I’m an accountant. This is very obvious in investments where businessmen hold back on their money due to the probability of losing it on a wrong decision. It’s also very clear in our everyday lives where a lot of us fear going to the next level because they are afraid losing their reputations, their jobs, or simply losing credibility. They hold back, stifling their great ideas and their potential until such time that somebody brave enough would come forward, bring that idea into action and eventually be rewarded for it. Then everyone would celebrate that person and call him a risk taker. Of course we’d feel resentment saying “hey I that was my idea, I thought of it first” but what made that other guy advance in their careers or business or relationships compared to us? Well to be completely honest that thin line is all about one word: perspective.

Just as I write this podcast there was news of a bomb threat in one of the schools near the area. Now imagine if the cops or the bomb squad were afraid of bombs, what do you think would happen? You see that guy who was rewarded for pushing forward with his innovative idea wasn’t more talented or smarter than you.

Thomas Edison wasn’t afraid that people would ridicule him for failing 10,000 times in inventing the lightbulb, or that Michael Jordan would take the blame for failing to make the last shot. There was another man who wasn’t afraid of criticism when teachers called him a slow learner, retarded even. And his name was Albert Einstein. You know very well where these guys went on with their lives.

These people went from ordinary to legendary because of one common trait: They had a different perspective on failure. But you might say to yourself but I can’t be like Michael or Einstein, they had something I don’t. All the contrary really. They knew the true meaning of fear, it is a FALSE EMOTION APPEARING REAL. Let me say that again

F.E.A.R. is a False Emotion Appearing Real.

We say it’s a false emotion because it’s a normal response to ignorance, we are afraid of what we don’t understand. We’re afraid of monsters under the bed, the dark or spiders or being alone. It might have started out from past experiences, outside influences like our families or even from the media but whatever it is that we fear, you will realize that it is something that we don’t know much about. I face groups of people all the time, but I was the total opposite way back. I still get nervous now and then but if there’s one thing I learned about fear is that I turn that nervousness into excitement. Because the pessimist always feels anxiety, while the optimist sees opportunity.

Carl Jung said it perfectly that “if there is a fear of falling, the only safety consists in deliberately jumping”

The people who had made the most of themselves admitted they had fears, that they were afraid of something. But rather than get tied down and watch others advance they faced the fear of failure, of criticism, of rejection and realized that after they made the leap of faith that their fears were something they just manufactured in their heads. So what if I missed the shot? So what if people laughed at me? So what if people call me weird?


They knew there was a risk, they knew there was a possibility of losing, but they kept on moving and move forward they did.

So what are you afraid of? Admit to yourself you do feel fear, it’s very normal. But once you acknowledged that fact go ahead and face what you fear. Study it, put it under a microscope and dissect it. The more you learn about what you fear the lesser the risk. And when the level of risks goes down, competence and confidence steps in, then fear eventually dissipates. Remember that the greatest regrets we will ever have in life are the adventures, the dares, and the what if’s we didn’t take. So go out there and as Robin Sharma said run towards your fears.

Make that sales presentation, say to that person you love them, profess your faith to world and feel that rush of achievement.


Take that first step. Because the arrow that hits the bullseye is the result of a hundred misses, but you won’t win the gold if you don’t take the shot.

Robin's 73 Best Business and Success Lessons

The ROBIN SHARMA 73


The 73 Best Lessons I've Learned for Leadership Success in Business and Life


By Robin Sharma, author of the international bestseller "The Leader Who Had No Title".




Hi There,


I'm skiing in South America but have also been doing a lot of thinking. I wanted to thank you for all your kind support of my work. So I have summarized the 73 best ideas/insights/lessons I've learned for winning in business and life below. I hope they help you. And I hope you'll share them with others who will benefit from them. Again, thanks for supporting my mission to help people in organizations around the world Lead Without a Title. I'm grateful.


Robin


You can really Lead Without a Title.


Knowing what to do and not doing it is the same as not knowing what to do.


Give away what you most wish to receive.

The antidote to stagnation is innovation.


The conversations you are most resisting are the conversations you most need to be having.

Leadership is no longer about position - but passion. It's no longer about image but impact. This is Leadership 2.0.


The bigger the dream, the more important to the team.

Visionaries see the "impossible" as the inevitable.




All great thinkers are initially ridiculed - and eventually revered.


The more you worry about being applauded by others and making money, the less you'll focus on doing the great work that will generate applause. And make you money.


To double your net worth, double your self-worth. Because you will never exceed the height of your self-image.


The more messes you allow into your life, the more messes will become a normal (and acceptable) part of your life.




The secret to genius is not genetics but daily practice married with relentless perseverance.


The best leaders lift people up versus tear people down.

The most precious resource for businesspeople is not their time. It's their energy. Manage it well.


The fears you run from run to you.


The most dangerous place is in your safety zone.


The more you go to your limits, the more your limits will expand.

Every moment in front of a customer is a gorgeous opportunity to live your values.

Be so good at what you do that no one else in the world can do what you do.

You'll never go wrong in doing what is right.

It generally takes about 10 years to become an overnight sensation.

Never leave the site of a strong idea without doing something to execute around it.

A strong foundation at home sets you up for a strong foundation at work.

Never miss a moment to encourage someone you work with.

Saying "I'll try" really means "I'm not really committed."

The secret of passion is purpose.

Do a few things at mastery versus many things at mediocrity.

To have the rewards that very few have, do the things that very few people are willing to do.

Go where no one's gone and leave a trail of excellence behind you.

Who you are becoming is more important than what you are accumulating.

Accept your teammates for what they are and inspire them to become all they can be.

To triple the growth of your organization, triple the growth of your people.

The best leaders are the most dedicated learners. Read great books daily. Investing in your self-development is the best investment you will ever make.

Other people's opinions of you are none of your business.

Change is hardest at the beginning, messiest in the middle and best at the end.

Measure your success by your inner scorecard versus an outer one.

Understand the acute difference between the cost of something and the value of something.

Nothing fails like success. Because when you are at the top, it's so easy to stop doing the very things that brought you to the top.

The best leaders blend courage with compassion.

The less you are like others, the less others will like you.

You'll never go wrong in doing what's right.

Excellence in one area is the beginning of excellence in every area.

The real reward for doing your best work is not the money you make but the leader you become.

Passion + production = performance.

The value of getting to your goals lives not in reaching the goal but what the talents/strengths/capabilities the journey reveals to you.

Stand for something. Or else you'll fall for anything.

Say "thank you" when you're grateful and "sorry" when you're wrong.


Make the work you are doing today better than the work you did yesterday.

Small daily - seemingly insignificant - improvements and innovations lead to staggering achievements over time.

Peak performers replace depletion with inspiration on a daily basis.


Take care of your relationships and the sales/money will take care of itself.


You can't be great if you don't feel great. Make exceptional health your #1 priority.


Doing the difficult things that you've never done awakens the talents you never knew you had.

As we each express our natural genius, we all elevate our world.

Your daily schedule reflects your deepest values.

People do business with people who make them feel special.

All things being equal, the primary competitive advantage of your business will be your ability to grow Leaders Without Titles faster than your industry peers.

Treat people well on your way up and they'll treat you well on your way down.

Success lies in a masterful consistency around a few fundamentals. It really is simple. Not easy. But simple.

The business (and person) who tries to be everything to everyone ends up being nothing to anyone.

One of the primary tactics for enduring winning is daily learning.

To have everything you want, help as many people as you can possibly find get everything they want.

Understand that a problem is only a problem if you choose to view it as a problem (vs. an opportunity).


Clarity precedes mastery. Craft clear and precise plans/goals/deliverables. And then block out all else.

The best in business spend far more time on learning than in leisure.

Lucky is where skill meets persistence.


The best Leaders Without a Title use their heads and listen to their hearts.

The things that are hardest to do are often the things that are the best to do.

Every single person in the world could be a genius at something, if they practiced it daily for at least ten years (as confirmed by the research of Anders Ericsson and others).

Daily exercise is an insurance policy against future illness. The best Leaders Without Titles are the fittest.

Education is the beginning of transformation. Dedicate yourself to daily learning via books/audios/seminars and coaching.

The quickest way to grow the sales of your business is to grow your people.