âThe only purpose of starting is to finish,â writes Seth Godin in his remarkable book Linchpin. Finishing or shipping, as Godin calls it, âmeans hitting the publish button on your blog, showing a presentation to the sales team, answering the phone, selling the muffins, sending out your references. Shipping is the collision between your work and the outside world.â
But one of the things that makes shipping so difficult is thrashing. Thrashing is âthe apparently productive brainstorming and tweaking we do for a project as it develops⌠sometimes thrashing is merely a tweak; other times it involves major surgery.â
Thrashing is essential; however, itâs the timing of the thrashing that can make or break a project. In the video below, Godin insists on thrashing early because that is when itâs easy and cheap. He is right. Professionals thrash early and then they get to work so as to ship with top quality and pride, respecting deadlines and other peopleâs time, and doing so within budget. Itâs not a dream, it can be done.
The problem comes when people behave in an amateur way and do all the thrashing near the end. Godin continues, âthe closer we get to shipping, the more people get involved, the more meetings we have, the more likely that CEO wants to be involved. And why not? Whatâs the point of getting involved early when you canât see whatâs already done and your work will probably be redone anyway? The point of getting everyone involved early is simple: thrash late and you wonât ship. Thrash late and you introduce bugs. Professional creators thrash early. The closer the project gets to completion, the fewer people see it and the fewer changes are permitted.â
Thrashing allowed at the end leads to missed deadlines, much stress, unnecessary changes, late nights, much heartache, frustration and resentment. Coordinating all the thrashing from teams of people that increasingly get larger as the deadline approaches is very difficult. âProjects stall as they trash. Nine women canât have a baby in one month, no matter how closely they coordinate their work.â
So, what to do? Godin offers two solutions. Both will make people uncomfortable, yet they are the only way in which projects will be shipped on time and without the unnecessary heartache that too-many-cooks-in-the-kitchen brings. Here they are:
1. âRelentlessly limit the number of people allowed to thrash. That means you need formal procedures for excluding people, even well-meaning people with authority. And you need secrecy. If you have a choice between being surprised (and watching a great project ship on time) or being involved (and participating in the late launch of a mediocre project), which do you want? You must pick one or the other.â
2. âAppoint one person to run it. Not to co-run it or to lead at task force or to be on the committee. One person, a human being, runs it. [His or] her name on it. [His or] her decisions.â
In the video, Godin tells the story of how his boss loved to show up the day before with âjust a little suggestionâ that led to a domino effect of changes resulting in missed deadlines. Godinâs solution was to adopt a disciplined approach: thrash at the beginning and allow people to share their input and ideas early on. Then, have the thrashers sign a form stating that they have given their input and that they will not provide further input or changes after a certain deadline. This allows the people who are working on the project the necessary time for completion and shipping.
ACTION
TODAY: Think of ways in which you can apply early thrashing to your projects. How can you also instill the discipline in your team of thrashing early and shipping on time?
FUTURE: As you encounter the start of new projects, think of the optimal time and way in which thrashing should take place. Should it be a meeting? Should it be one-on-one? Should it be via a form? Think also of the time when thrashing should come to an end. Donât veer away from the discipline of thrashing early and having a cut off point. Then take the best ideas, incorporate them into the project and get to work so that you can ship the best possible project on time and on budget.
Know someone who needs to stop thrashing at the end of a project? Please share this post with that person via email, Facebook or Twitter, thank you!
I recently spent some time with my niece and her best friendâtwo adorable and giggly teenagers. I loved their energy and their outlook on life, and one of the things I enjoyed the most was their recalling âthe worst day at schoolâ with such terrible problems as a dull pencil at a math test and not being able to open a window to get fresh air from outside. How I wish I could put them in a bubble and keep their innocence and the scope of their problems that way forever!
They will go through periods of life when they canât seem to find their purpose. We all do, no matter our age, outlook on life, or occupation. Itâs part of being human, thus the quote:
âThe two most important days in your life are the day you are born and the day you find out why.â — Attributed to Mark Twain
Because of this, I wanted to share brief but powerful idea that I recently came across in Tama Kievesâ book A Year Without Fear: 365 Days of Magnificence. Whether you are trying to find your purpose or know someone who is, I hope you will find it as insightful and inspiring as I do:
âIf you canât find your âpurpose,â find a way to love yourself more. Find a way to forgive yourself. Praise your very existence. Praise your house filled with clutter, good intentions, and papers you save, while, really, letâs be honest here, not having a clue as to whatâs on them. Become the referee that rules in your favor. Your right life will come from the right relationship with yourself.â
Do you have the right relationship with yourself?
ACTION
TODAY: Take a moment to think about the most important relationship: with yourself. Where are you fully satisfied and want to continue building upon that great foundation youâve laid? What are there areas that you want to improve upon? Pick one of the latter and take one action todayâno matter how smallâthat will shift you into the direction you want to go.
FUTURE: As you examine every one of your goals periodically, make a point of examining the relationship with yourself in order to fulfill those goals. Where are you happy and satisfied? Where do you need to improve? Make the actions you need to take part of the path towards your goals.
Do you know someone who is trying to find his or her purpose? Please share this post via email, Facebook or Twitter, thank you!
I recently went through an experience where an airline performed a procedure a specific way one time, and thenâunder the same circumstancesâperformed a completely different procedure a second time.
As I pointed out the discrepancy in performance (because it was to the detriment of my time and money), the airline started pointing fingers at possible culprits of said discrepancy. It was very unfortunate: instead of fixing it, airline personnel were focused on making up excuses and blaming.
This reminded me of M.J. Ryanâs book Habit Changers, specifically the passage where she says, âWhen a crisis hits, fix it. Donât waste time analyzing why or who. Then afterward solve for the pattern so that it doesnât happen again.â Or put another way: âFirst correct, then prevent.â
ACTION
TODAY & FUTURE: Donât blame or point fingers: focus on correcting first and preventing second. Learn what happened so that you can apply those valuable lessons towards the future.
Breakfast has been lauded as the most important meal of the day. I love my breakfast and have no plans to stop eating it. So does author Dan Pink, âAs a devout breakfast eater, I endorse this principle.â However, in his book WHEN, he says, âAs someone paid to muck around in scientific journals, Iâve grown skeptical.â
While there are indeed virtues to breakfast, leading British research in nutrition points to the myths and merits and concludes, âThe current state of scientific evidence means that, unfortunately, the simple answer is: I don’t know.â
So, youâre off the hook: you can eat or skip breakfast, as you prefer. But how about lunch? According to Pink, âsocial scientists are discovering that itâs far more important to our performance than we realize.â
The âoften-maligned and easily dismissed meal called lunchâ has been even touted as âfor wimpsâ on TV. But that is about to change right now. A 2016 study between people who ate at their desk (known as sad desk lunch) and those who didnât, found that âthe non-desk lunchers were better able to contend with workplace stress and showed less exhaustion and great vigor not just during the remainder of the day but also a full one year later.â
Your lunch break, if indeed a break, can provide âan important recovery setting to promote occupational health and well-beingâparticularly for employees in cognitively or emotionally demanding jobs.â
The key here is not just your lunch meal but also the break itself. Pink goes on, âthe most powerful lunch breaks have two key ingredientsâautonomy and detachment. Autonomyâexercising some control over what you do, how you do it, and whom you do it withâis critical for high performance, especially on complex tasks. [âŚ] Detachmentâboth psychological and physicalâis also critical. Staying focused on work during lunch, or even using oneâs phone for social media, can intensify fatigue, according to multiple studies, but shifting oneâs focus away from the office has the opposite effect.â
With all this evidence, Pink concludes, âLunch is the most important meal of the day.â
Happy lunching!
ACTION
TODAY: If you suffer from sad desk lunch (especially if you live in the US where this is prevalent), know that there is help out there. Take a moment to check out the Box Lunch Lifestyle philosophy. Itâs a great concept for lunch and oh-so-simple: plan and make your meal (ahead of time); then every weekday take time to eat, and take time to do something that youâve always wanted, in as little as 30 minutes. You wonât mess with your weekends in case you have kids or social activities. The result? Youâll love your meal, youâll eat healthy, and youâll finally find the time to do something youâve always wanted. Parts of this blog have been written during lunch breaks applying the Box Lunch Lifestyle ideas. It works for me, so I truly hope it works for you too!
FUTURE: Find a way to take a walk or to escape from your desk at lunch as much as you can. Exercise the autonomy and detachment that Dan Pink talks about. Socialize. Do something that takes your mind away from your work. Enjoy your food. Your imagination is the limit, so come up with a list of things to do during your lunch now that you know that itâs the most important meal of the day!
Know someone who eats at his or her desk? Share this post with them via email, Facebook or Twitter, thank you!
Weâve all heard the adage itâs better to give than to receive. We bought into it and became giversâwhich is wonderfulâbut we also became very bad receivers. T. Harv Eker, personal development guru and author of Secrets of the Millionaire Mind says, âThe whole idea is ludicrous. Whatâs better, hot or cold, big or small, left or right, in or out? Giving and receiving are two sides of the same coin. Whoever decided that it is better to give than to receive was simply bad at math. For every giver there must be a receiver, and for every receiver there must be a giver. [âŚ] Both have to be in perfect balance to work one to one, fifty-fifty. And since giving and receiving must always equal each other, they must also be equal in importance.â
Giving gives us a feeling of fulfillment like no other. Weâre joyful and grateful to be able to give. But what about when we are trying to give and the other person refuses to receive? It feels terrible, doesnât it? Now, think about those times when we are the ones that are not willing to receive.
How many times have we refused to receive something that someone wants to give us? Or taken a step further, how many times have we refused to receive something that we want to give ourselves? How many times have we said no to an opportunity and refused it because we feel weâre undeserving, not worthy, or because we have impostor syndrome? This may very well be at the subconscious level, but if youâve ever done something to sabotage your success in big or small ways (Iâm not proud to say that Iâm a repeat offender in this departmentâŚ) you know what Iâm talking about.
Think about it for a moment. Thereâs a part of you that feels worthy of some things (eating, working, driving); and thereâs another that doesnât (when someone wants to give you a gift or an opportunity that is bigger than what you consider acceptable). You are living with this duality that you made up in your mind.
Eker says, âRecognize that whether you are worthy or not itâs all a made-up âstory.â Nothing has meaning except for the meaning we give it. [âŚ] If you say youâre worthy, you are. If you say youâre not worthy, youâre not. Either way you will live into your story. [âŚ] Only the most evolved creature on the planet, the human being, has the ability to limit itself like this. One of my own sayings is, âIf a hundred-foot oak tree had the mind of the human, it would only grow to be ten feet tall!â So hereâs my suggestion: since itâs a lot easier to change your story than your worthiness, instead of worrying about changing your worthiness change your story. Itâs a lot faster and cheaper. Simply make up a new and much more supportive story and live into that.â
How about if the new story you adopt is that of being happy and grateful to receive; willing to enjoy and make the most out of the gift; and share the joy of receiving so that others can learn to be better receivers too?
ACTION
TODAY: Give yourself a gift that in the past you wouldnât even have considered. You can buy something if you want, but if you donât, it doesnât have to be a physical thing. It could be taking time from your busy schedule to walk in nature, or taking a long, contemplative bath, or giving yourself a free evening and not cleaning the kitchen tonight (hahahaha) and using that time to read your favorite book instead. You can take it up a notch and give yourself the opportunity to get to know someone: go to lunch with a colleague and donât talk about work. Send an email to a person you admire. Youâre only limited by your imagination, so make it a lovely-and-unheard-of gift from you to you. Enjoy it, no guilt, no afterthought, no remorse, just plain acceptance and gratitude. Try it!
FUTURE: Keep in mind that giving and receiving is 50-50. So, when someone wants to give you something (from a compliment to a large gift), be open to receive it and be grateful. Gifts arenât earned otherwise theyâd be called compensation. They come from the heart, and the giver always thinks that you are worthy of the gift, so itâs just you the one who needs to change your story to be a better a receiver. Change it and enjoy receiving!
Know someone who needs to learn to receive? Please share this post with that person via email, Facebook or Twitter!
When we think of the bottom line, the first thing that comes to mind is money. However, in Thinking for a Change, leadership guru John C. Maxwell says that if we solely focus on financial matters as the bottom line, we may miss something critical. He says, âInstead, think of the bottom line as the end, the take away, the desired result. Every activity [and organization] has its own unique bottom line. If you have a job, your work has a bottom line. If you serve in your church, your activity has a bottom line. So does your effort as a parent, or spouse, if you are one.â
Maxwell tells the story of Frances Hesselbein who headed the Girl Scouts of America for many years and turned it around into the successful organization that it is today. When she became CEO of the organization, it was in trouble because it lacked direction, and interest in it was dwindling from girls to participate as well as from adults to volunteer. She needed to focus on the bottom line. In her words, âWe kept asking ourselves very simple questions. What is our business? Who is our customer? And what does the customer consider value? If youâre the Girl Scouts, IBM or AT&T, you have to manage for a mission.â
Asking these questions and her focus on a mission led Hesselbein to find the Girl Scouts bottom line: âWe really are here for one reason: to help a girl reach her highest potential. More than any one thing, that made the difference. Because when you are clear about your mission, corporate goals and operating objectives flow from it.â
In this case, her bottom line was not measured in dollars but in changed lives.
If you are wondering how you can put bottom-line thinking to work for you, Maxwell shares the following five points to do this.
1. Identify the real bottom line.
âIt can be as lofty as the big-picture vision, mission or purpose of an organization. Or it can be as focused as what you want to accomplish on a particular project.â Be very specific. âWhat are you really trying to achieve? When you strip away all the things that donât really matter, what are you compelled to achieve? What must occur? What is acceptable? That is the real bottom line.â
2. Make the bottom line the point. Your bottom line will be your guide and goal for all you do, and everything else revolves around it. âSometimes, for example, an idealistically stated mission and the real bottom line donât jibe. Purpose and profits [seem to] compete [⌠but] profits serve purposeâthey donât compete with it.â
3. Create a strategic plan to achieve the bottom line. Organizations should identify and focus on the âcore elements or functions that must operate properly to achieve the bottom line. [âŚ] The important thing is that when the bottom line of each activity is achieved, then THE bottom line is achieved.â
4. Align team members with the bottom line.
âIdeally all team members should know the big goal, as well as their individual role in achieving it. They need to know their personal bottom line and how that works to achieve the organizationâs bottom line.â (A post to reinforce this point is Believe.)
5. Stick with one system, and monitor results continually. âBottom-line thinking cannot be a one-time thing. It has to be built into the system of working and relating and achieving. You canât just tune in to the desired result every now and then. Achieving with bottom-line thinking must be a way of life, or it will send conflicting messages.
ACTION
TODAY: Do you know the bottom line for the various aspects of your life? Take a moment today to pick one area you want to focus on and find out the bottom line.
FUTURE: Donât lose sight of that clarity and the bottom line you just figured out. Everything you do should revolve around that bottom line. As you embark in any action or project, ask: is this in alignment and getting me closer to my bottom line? If the answer is yes, go for it! If itâs no, then course-correct and do something instead that gets you closer to your goal.
Happy bottom-lining!
Know someone who could benefit from figuring out his or her bottom line? Please share this post via email, Facebook or Twitter, thank you!
Are you lucky? According to Darren Hardy, author of The Compound Effect, âeveryone has the opportunity to be âlucky,â because beyond having the basics of health and sustenance, luck simply comes down to a series of choices.â He continues, âThe difference between becoming fabulously rich, happy and healthy, or broke, depressed and unhealthy, is the choices you make throughout life. Nothing else will make a difference.â
Hardy was the publisher of SUCCESS magazine for many years, and he recalls a time when he asked Richard Branson, the founder of Virgin Group, if he thought luck had been a part of his success. Branson answered, âYes, of course, we are all lucky. If you live in a free society, you are lucky. Luck surrounds us every day; we are constantly having lucky things happen to us, whether you recognize it or not. I have not been any more lucky or unlucky that anyone else. The difference is when luck came my way, I took advantage of it.â
Weâve all heard the maxim that says: luck is when preparation meets opportunity. Hardy agrees, yet he believes preparation and opportunity are not enough, thus he adds two more components to the luck formula:
Preparation (personal growth): âBy consistently improving and preparing yourselfâyour skills, knowledge, expertise, relationships, and resourcesâ you have the wherewithal to take advantage of great opportunities when they arise (when luck âstrikesâ).â Movie producer Samuel Goldwyn said, âThe harder I work the luckier I get.â
Attitude (belief/mindset): âItâs simply a matter of seeing situations, conversations, and circumstances as fortuitous. You cannot see what you donât look for, and you cannot look for what you donât believe in.â Bernadette Jiwa, business and brand strategist, writes in her book Hunch, âevery day is filled with opportunities, either seized or missed, ours for the taking if only we can learn to listen for them.â (Read post).
Opportunity (a good thing coming your way):
âLuck isnât forced. Itâs a natural occurrence, and it often shows up seemingly of its own accord.â And, even though opportunity is a good thing coming your way, sometimes it comes in disguise and shows up, as Albert Einstein said, in the middle of difficulty.
Action (doing something about it): âThis is where you come in. However this luck was delivered to you⌠itâs now your job to act on it. [âŚ] So no more whining about the cards you were dealt, the great defeats you suffered, or any other circumstances. Countless people have more disadvantages and greater obstacles than you, and yet theyâre wealthier and more fulfilled. Luck is an equal-opportunity distributor. Lady luck shines on all, but rather than having your umbrella overhead, youâve got to have your face to the sky. When it comes down to it, itâs all you. Thereâs no other way around it.â
âYou seldom, if ever, get lucky sitting down.â Zig Ziglar
ACTION
TODAY: Take a moment today to think of all the opportunities that you have in front of you: the wild ones, the sensible ones, the big ones, the small ones. The idea is not to spread yourself too thin and act on them all, but to start seeing opportunity all around you. Youâll soon realize how lucky you are and how you can increase your luck by acting on an opportunity should you decide to do so. Is there one that fits right in with your goals? Go for it! If not, no worries, keep this quote from Richard Branson in mind, âOpportunities are like buses â thereâs always another one coming!â
FUTURE: Make a point of constantly learning and growing yourself (I know a blog called EntreGurus that can help you⌠đ ), seeing opportunity wherever you go, and being ready to act when luck presents itself. Make sure that the opportunities you act on are taking you further in the direction of your goals. Remember, if itâs not an absolutely âHell, yeah!â then say no.  Thatâs how you maximize your luck.
Best of luck! đ
Please share this post with a lucky friend or colleague via email, Facebook or Twitter!
The business world is peppered with quotes and slogans to never give up and never quit. When I wrote about Selective quitting from Chris Guillebeauâs book Born For This, the post highlighted how to quit projects or courses of action that were not in our best interest. In todayâs idea, from Seth Godinâs The Dip, weâll take a look at when to quit and when to stick.
Godin explains that âMost people will tell you that you that you need to persevereâto try harder, put in more hours, get more training, and work hard. âDonât quit!â they implore. But if all you need to do to succeed is not quit, then why do organizations less motivated than yours succeed? Why do individuals less talented than you win? It involves understanding the architecture of quitting, and, believe it or not, it means quitting a lot more than you do now.â
The author continues, âStrategic quitting is the secret of successful organizations [and individuals]. Reactive quitting and serial quitting are the bane of those that strive (and fail) to get what they want. And most people do just that. They quit when itâs painful and stick when they canât be bothered to quit. [âŚ] Understanding the different types of situations that lead you to quitâor that should cause you to quitâis the first step toward getting what you want.â
Godin shares two curves that define virtually all situations that we face. Understanding them is the basis for success.
CURVE 1: THE CUL-DE-SAC
Cul-de-sac means dead end in French. Weâve all seen it and experienced it: âItâs a situation where you work and you work and you work and nothing much changes. It doesnât get a lot better, it doesnât get a lot worse. It just is.â And thereâs not much to say about the cul-de-sac other than when you find yourself in it, you need to get out of it as fast as you can. âA dead end is keeping you from doing something else. The opportunity cost of investing your life in something thatâs not going to get better is just too high.â
CURVE 2: THE DIP
Image courtesy of Seth Godin.
When you first start something thereâs a fantastic rush of energy and excitement: youâre learning by leaps and bounds and making much progress. This growth and rapid learning keeps you going over the ensuing days or months. And then you fall into the Dip.
âThe Dip is the long slog between starting and mastery⌠the long stretch between beginnerâs luck and accomplishment⌠[but itâs] actually a shortcut, because it gets you where you want to go faster than any other path.â Those that stick through the Dip and make it to the other side come out victorious, because âalmost everything in life worth doing is controlled by the Dip.â
The important thing to keep in mind is that âjust because you know youâre in the Dip doesnât mean you have to live happily with it. Dips donât last quite as long when you whittle at them.â
The things or skills that we most value are scarce. Without the Dip, scarcityâand thus valueâwouldnât exist. âWhatâs hard is getting there⌠thereâs a huge Dip along the way.â If it were easy, everyone would be there already. Thatâs why âthe people who invest the time and the energy and the effort to power through the Dip⌠are the ones who become the best in the world.â
To sum up, Godin gives the following wise advice: “Stick with The Dips that are likely to pan out, and quit the Cul-de-Sacs to focus your resources. Thatâs it.â
Both Seth Godin and The Dip were mentioned recently in the Billions TV series on Showtime. Here’s the video clip. (Courtesy of Seth Godin. Note: strong/uncensored language). And Iâm absolutely thrilled and very proud that, today, Seth Godinâwhose mind and writings Iâve long admired, and who I have the honor and joy of calling a friendâis being inducted into the Marketing Hall of Fame. SUPERCONGRATS SETH!! For these and billions of other reasons, you are indeed on the other side of the Dip as the best in the world: well deserved and hats off!
ACTION
TODAY: Are there any cul-de-sacs among your current life or business projects that you need to quit? Are you experiencing any Dips? Take a moment to think about your future and the goals you want to achieve. And then determine the best course of action for you.
FUTURE: As you periodically examine your goals, quit the cul-de-sacs to free up energy and resources as well as to make valuable room for other endeavors. When you find yourself in a Dip, remember that you donât have to like it or enjoy it, but you can certainly push through it to get to the other side, and once youâre there, the effort will have been worthwhile.
Know someone who is in a cul-de-sac and needs to quit? Or someone who is in a Dip and needs encouragement to keep at it? Share this post via email, Facebook or Twitter!
Jack Mitchell is the Chairman of the Mitchell Stores. These high-end apparel boutiques provide such exceptional customer service, that Mitchell Stores is a case study at Harvard Business School.
What makes Jack Mitchell and his stores so special? The fact that they hug their customers. Mitchell says, âIn some instances, we physically hug the customersâIâve seen sales associates actually give customers a bear hug and then dance with them around the floorâbut we mainly metaphorically hug them by showering them with attention in a way that every business ought to but doesnât. [âŚ] Thatâs what Mitchellâs is about: making people say âWow!â â And itâs true, I kept thinking wow! many times as I read through Hug Your Customers.
Mitchell defines hugging âas a mindset more than a physical act. Itâs a way of thinking about customers⌠in the simplest sense, a hug is anything that exceeds a customerâs expectations.â For instance, Mitchell recalls a time when the new Chief Financial Officer of a large corporation went into his store. He (Mitchell) greeted him and congratulated him on his companyâs stock rising $5 the previous day. Needless to say, the CFO was blown away. Thatâs what he means by a metaphoric hug.
And just as clothing, hugs come in all sizes: one time Mitchell flew a suit on a corporate jet to Tokyo for the son of a customer who needed it the next day. He also recalls lending his very own top coat to a customer who needed it right away (and happened to be the same size) while the customerâs coat arrived two days later. And at another point a customer brought in a dress she had purchased at another luxury store to get it altered in a hurry, and they did it for her.
Itâs important to highlight that everyone hugs differently, âand thatâs the way it should be,â says Mitchell. âYou adopt the hug that works for you and your customer⌠Some people are comfortable giving a bear hug. Others recoil at anything too physical. Thatâs fine. Those people like to shake hands, or give a high five, or look you in the eye, or send personal notes.â
Mitchell states that one of the best hugs is a letter of thanks, and itâs a bonus hug if itâs handwritten or if you handwrite a note on the side of a typed letter. As an exercise, he once sat down to write a list of different hugs and got to 33 before his hand started cramping. I suggest you do the same for your customers or clients. What can you do for them that will create that wow! response? Iâm adding below some of the hugs in Mitchellâs list hoping they will spark some ideas in you (some of them wonât apply to your business, but think about equivalents that work for you).
Offer someone a beverage or snack
Carry their bags to the car
Send a birthday card
Send an anniversary card
Remember names
Sew on a button
Press pants
Call when you say you will
Send flowers on a holiday
Send flowers after a big sale
Call and invite to lunch at the store
Make reservations for someone at an exclusive restaurant
Get tickets to a ball game or the theater
Open the store after hours for private appointments
Have a liberal return policy that allows you to give money back with a smile
Call another store to get something you donât have
Show product knowledge
Smile
Resolve credit issues instantly
Give a firm handshake
Look a customer in the eye as a friend who cares
Exchange business cards
Telephone someone whoâs sick to show you care
Send an email (especially to people who travel internationally)
Listen
Happy hugging!
ACTION
TODAY: Make a list of the ways in which you can hug your customers. Youâll be surprised as to the difference that even small details can make!
FUTURE:Â Adopt the hugging mindset. Keep your list of hugs handy and keep adding to it. Get together with your team and brainwrite ways in which you can hug your customers more and more often. Determine which hugs you can turn into policies so as to serve your clients better and offer an exceptional experience.
Know someone who needs a hug? Send this post to that person! You can do so via email, Facebook or Twitter, thanks!
We all have an ego, and thatâs a good thing. It pushes us to do bigger and better things, it fuels our desire to win, and drives us to succeed. But if we let it take the lead, it becomes a destructive force that âclouds our judgment and prevents us from seeing the world as it is,â say Leif Babin and Jocko Willink, authors of Extreme Ownership.
Further, if left unchecked, âego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism⌠Often, the most difficult ego to deal with is your own.âÂ
As philosopher and writer Michel de Montaigne said “I have never seen a greater monster or miracle than myself.” So, if ego has these two sides, how do we make sure that it doesnât hijack us to take over but stays on the miracle side instead?
The authors say that it the ego must be in check at all times and we must operate with a high degree of humility. âAdmitting mistakes, taking ownership and developing a plan to overcome challenges are integral to any successful team⌠strive to be confident, but not cocky.â
Babin relays a story of one of his clients: this was a manager faced with a superintendent subordinate who had more knowledge and experience than him. The subordinate had taken actionâwithout running it first by the managerâthat would cost the company lots of money.
Needless to say the manager was very upset. His ego had taken a hit because the subordinate had not cleared the action with him. With Babinâs help, the manager was able to check his ego and realize that the action may not have been deliberately done to hurt him or to see how much the subordinate could get away with. The manager said, âIâm sure he [the subordinate] thought he was doing the best for the immediate situation as it presented itself.â Over the ensuing conversation, Babin and the manager came to the conclusion that the subordinate acted in good faith, yet was unaware of the big picture. Thus, the subordinateâs action, taken without running it first by the manager, had cost the company hundreds of thousands of dollars.
It was the responsibility of the manager to explain the overall plan and mission to all subordinates, so that they could see the impact of their actions.
Had Babin and the manager not spoken, the manager would have likely confronted the subordinate and it would have resulted in a clash of egos. Instead, Babin recommended to the manager to take Extreme Ownership and not point fingers, but take full responsibility. Hereâs what Babin said to the manager:
âThis isnât his fault, itâs yours. You are in charge, so the fact that he didnât follow procedure is your fault. And you have to believe that, because itâs true. When you talk to him [the subordinate] you need to start the conversation like this: âOur team made a mistake and itâs my fault. Itâs my fault because I obviously wasnât as clear as I should have been in explaining why we have these procedures in place and how not following them can cost the company hundreds of thousands of dollars. You are an extremely skilled and knowledgeable superintendent. You know more about this business than I ever will. It was up to me to make sure you know the parameters we have to work within and why some decisions have got to be run through me. Now, I need to fix this so it doesnât happen again.â â
Our egos donât like to take blame, so itâs natural for anyone in a leadership position to find where the blame lies when something goes wrong in the work of a team. However, itâs incumbent upon us to check our egos and to make sure everyone knows how their actions fit in the big picture. The bottom line: âItâs about the mission and how best to accomplish it.â
Happy leading with ego in check!
ACTION
TODAY: Are you the leader of a team or part of a team? Do you and everyone on your team know how each individualâs work fits into the big picture? If not, explain to all or ask your leader. This will save you and your team much heartache!
FUTURE: As you embark on new projects, always seek to communicate to your team what the overall mission is and how each member fits within it. Take full responsibility and extreme ownership of everything that happens. Operate with humility and check your ego constantly, that way youâll ensure it will drive you to succeed.
Know someone who needs to check their ego? Please share this post with that person via email, Facebook or Twitter, thank you!
TODAYâS IDEA: Thrashing
