What a city in the mountains can teach you about Vision

8 11 2017

Many of us are stuck in the weeds when we should be climbing peaks.

This is YOUR Time

Most business owners spend their time putting out fires which leads to missed opportunities. Here is your chance to change all that.

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Three things to do TODAY to get your life in check

28 09 2017
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What Will You Sacrifice for Success?

Recently I had a meeting with a colleague and he said something that really hit home.

This person is driven and early in his career he made sacrifices with his family to get ahead. He achieved great financial success and rapidly rose up the career ladder. However, the financial gain was offset by the costs to his personal life: divorce, disconnected with his children, and even his own health. He told me now that he is older, and wiser, he wouldn’t have given up so much personally to gain what he did financially.

I see the same thing happening with business owners. Let’s face it – when there is no safety net and your family depends on the income your company produces it is easy to lose focus on your long-term goals. Which is WHY it is so important to continually find ways to be more effective with your time.

Here’s three things you can do RIGHT NOW to be more effective in business so you can be more present at home:

1) Do, Delegate, Dump – Triage action items. Do only what is necessary for you to accomplish. Delegate those tasks to others that are better suited to do them and Dump the unimportant stuff. Repeat this process frequently.

2) Compartmentalize time – Most meetings are a waste, technology often intrudes more than it enhances, and interruptions are often a sign that you haven’t placed the level of trust necessary for others to function successfully on their own. Block your time answering emails. Minimize the number of meetings and have clear agendas and action items. Empower your team to utilize the talents you hired them for.

3) Learn to say NO – Hi achievers load their plates up with too much. They are afraid to miss out on an opportunity, and fear letting people down. Because we can’t say no we are stuck doing things that eat up valuable time. Know what is important to commit to and kindly pass on the rest.

Your work is important and your personal life doesn’t need to suffer because of it. Does that mean you don’t have to occasionally sacrifice? No.

What it means is you should continually be looking for ways to improve.

We often have blinders on and fail to see the impact our actions make on our overall success.

I’m passionate about helping business owners like you achieve more in ways that improve the quality of life. I want you to look back on your successes without regret.

That’s why I want to share this FREE time management course with you today.

– Dan

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Updates and Special Invitation from Dan

28 08 2017
Thanks for being connected to me. I don’t use email often and just realized that I have a number of things in the works that you might be interested in. If you want to keep in touch with what I am doing, I ask that you click below. Like you, I only want to send you something if you want it so this will be one of the few times I will reach out unless you are interested in more.




Introducing Social for Success

26 07 2016

Say hello to Laurea, a social network being developed for successful people. Our goal is to develop a tool that helps people achieve more.

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Introducing Social for Success
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Say hello to Laurea, a social network being developed for successful people. Our goal is to develop a tool that helps people achieve more. By surrounding yourself with a success network, you will become the person you always wanted to be. We are actively recruiting Beta testers to help us as we develop the application.

Want to help change the world? Sign up to be a Laurea Beta Tester today!

www.mylaurea.com

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Fix Your Divots

20 06 2013

We’ve finally arrived at the true golf season, for those both serious and casual golf fans out there. The sun is shining, the grass is green, the weather’s warm and your favorite summertime drink probably tastes just a little better when enjoyed during a great round of golf (or for those of us who never shoot a great round, any round of golf will do). 

I’ve always enjoyed golf. Sadly I have neither the time nor innate talent to ever be very good at it, but that doesn’t stop me from enjoying it nevertheless. And one of the things I like about it is the many lessons, both personal and professional, that can be learned on the course. We know many of the personal lessons: be honest, play the ball where it lies, keep your own score, be respectful, etc. Dozens of analogies and direct correlations can be found.

I’d like to focus on one professional area that I think needs more attention these days. 

When you come out to the course for an early morning tee time, you will usually find it in immaculate condition. The fairways are meticulously mowed, the greens are smooth and fast, the sand raked and ready to ensnare wayward shots. The only thing the course asks of you is that you leave it no worse when you are finished with your round. That means you replace divots you create. You fix ball marks on the green. You rake the bunkers if you go in there. 

Sadly, both on and off the course, many people simply don’t seem willing to be bothered by these details. They take the attitude that they paid their fee, they can do what they want. Let the next group worry about it.

This is precisely the same attitude I’ve seen many times in the corporate world as well. One of the most accurate Dilbertism I’ve seen is the Seagull Manager. That describes a manager who flies in, makes a huge mess of everything and then takes off again. With the changed face of loyalty that I wrote about in the last entry, organizations have become revolving doors to new groups of people, from staff up to executive leadership. And so they’ve become more vulnerable to the individual or group who doesn’t think it’s their responsibility or duty to leave the organization no worse than they found it.

It’s an unfortunate, but wholly correctable, phenomenon. Pretend you’re the owner (both at the course and at work) and ask yourself if you’d want someone like you to fix their divots before they leave. I bet the answer’s a resounding yes.





The New Loyalty

10 06 2013

We live in a mobile economy. Pensions have given way to the 401k, the gold watch at 20 years of service has been replaced by limited term contracts and one year performance incentives. My father had never heard about corporate recruiters; I get several notes a year from them looking for talent for the next assignment. ‘How long have you been with the company’ has been replaced by ‘What have you done for me lately’. Just last week the recently named NBA coach of the year was fired. Who doesn’t have their resume constantly updated?

Have we seen the death of loyalty?

No, I don’t think we have. But we have to recognize that it’s changed, and much like we live in a different society and economy today, so to loyalty looks different than it did for the previous generation. 

Company loyalty is a quaint idea, to be sure. Gone are the days when the company stuck its neck out for the benefit of the employee. I don’t see that kind of loyalty coming back.  In simple terms, loyalty to an employee is about taking a short-term risk in order to create a long-term gain. There is simply too much pressure from Boards and external stakeholders to produce now for that kind of risk to be taken. It’s become far too easy to manage individual contributions on a spreadsheet and quickly cut and replace the cell that is causing issue. 

Loyalty today exists in personal relationships. As humans, we’re hardwired to empathize and care about one another. We engage, we connect, we take an interest and share with each other in ways both professionally and personally beneficial.

So take time to build relationships with the people you value. You’ll get the benefit of what they’ve learned and done, which is likely to enrich your own work. You’ll also build some goodwill in the event that they need to go to bat for you, which the company as a whole isn’t usually willing to do anymore. And these are the people you can turn to down the road, when you need help or assistance or advice. 

You’d be surprised how willing people are to help someone they built a relationship with, even when years have passed.





Trust Matters

31 05 2013

I wrote previously about the need to have a shared vision and trust within an organization in order to break down work silos. Clients that I have worked with generally understand the issues surrounding shared vision. Frankly, it’s not a hard concept to convey, both in terms of its importance and how to create and reinforce it.

Trust tends to be a little trickier. 

On its surface, it doesn’t seem like it should be. After all, we understand the concept, right? We have to believe that people we count on will do the right thing even if we’re not around to make sure of it. And I can think of hundreds of examples per day when I count on that for everything from being effective at my job to simply getting home safely. 

What I’ve found is that the interpretation of trust varies greatly depending on who you’re talking to, and that’s what makes the issue tricky. I have experienced environments where management says they trust their employees completely (as long as their employees show them everything they’ve done to make sure it’s correct). And I’ve experienced the opposite as well; people are trusted because they’re expected to be, no proof required. As a result of the differing interpretations, it’s hard for an organization to say whether they have it or not. I may say (and believe) I trust you while you experience no trust in the way I act. 

So how do we get there?

As with many things, going to the extremes is usually a recipe for failure. You’re either going to alienate your best talent, the ones who need a little freedom and leeway to be effective, or you’re going to leave your organization vulnerable to serious liability. 

My suggestion is to set expectations. Outline what trust means to you and acknowledge the gap between being tightly managed and having no management at all. Then communicate how you want your employees to work and solicit their feedback on an ongoing basis. 

At the end of the day, trust tends to be built, not given or taken.








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