Posts Tagged ‘results’
Wednesday, March 16th, 2011
“The only difference between a rut and a grave … is in their dimensions.” - Ellen Glasgow
As Director of Research and Professional Development at the Center for Critical Thinking and Chair of the National Council for Excellence in Critical Thinking, Dr. Richard Paul defines critical thinking as thinking about your thinking while you’re thinking in order to make your thinking better. He goes on to say that critical thinking is not just thinking but thinking which entails self-improvement.
People get into ruts personally and professionally. Going through the motions becomes standard operating procedure and yet at the same time people complain about the lack of results, and they wish for more money or different outcomes. The ability to think critically is a powerful human ability and yet many have let their capacity for critical thinking diminish. In order to be the best ‘you’ can be and in order to accomplish everything you wish to accomplish, you need to embrace the process of critical thinking. One of the most powerful ways to improve is to question and rethink everything. Thinking just to think goes nowhere. Developing a skill of critical thinking allows us to ask questions to determine where our thinking goes and what results can be achieved. The field of Physics would not exist if Isaac Newton and Albert Einstein did not continue to ask critical questions on what was possible. Every advancement in cancer treatments has taken place because doctors keep asking the next purposeful question in order to find cures. The world is thinking differently about energy and conservation of the planet because people keep posing questions like ‘what if?’
Improved results, positive progress, and continuous improvement require questions not answers. Questions uncover problems, suggest multiple solutions, and get to the root cause quickly. So, what kind of questions spur critical thinking?
- Deep questions: help us find root cause and complexity
- Purpose questions: help us to understand the objective
- Information questions: help us make sure our source of information and the information are quality
- Interpretation questions: help us to organize information
- Assumptive questions: help us to see what we might be taking for granted
- Implication questions: help us see where our thinking is going
- Point of view questions: help understand our point of view more clearly and be accepting of differing point of view
- Relevance questions: help us to see what is really relevant to the situation
- Accuracy questions: help us make sure we are dealing with information that is correct
- Precision questions: help to have a laser focus
- Consistency questions: help ferret out inconsistencies
- Logic questions: help us consider how all the pieces fit together and everything makes sense
In the pursuit of results and accomplishment we are all too often our biggest enemy. We accept and get very comfortable with status quo. We often accept, without question, what corporations, organizations, and the media tell us. If you want to take your personal and professional results to another level then you need to start thinking about thinking with the objective of creating the best ‘you’ possible. Doing the same things over and over again will not create different or better results. However, by using the process of critical thinking you will uncover solutions and actions that will never be revealed by others or the status quo.
Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in business and management consulting, strategic planning, leadership development, executive coaching and youth leadership. For more information visit www.resourceassociatescorp.com or contact RAC directly at 800.799.6227.
Tags: Center for Critical Thinking, Critical Thinking, Dr. Richard Paul, Einstein, Ellen Glasgow, Isaac Newton, questions, results, status quo
Posted in Critical Thinking | No Comments »
Wednesday, March 2nd, 2011
Realizing a compelling vision often means change, accepting new perspectives, and abandoning old habits and techniques. Many times the necessary changes require doing things differently. Lofty aspirations may involve outsourcing, merging, building strategic alliances, partnering, or acquiring other resources or organizations. It could mean selling off pieces of existing business that no longer fit strategically. It could involve restructuring your organization. What does it mean to you? There are tremendous risks in maintaining the status quo and doing it because “we have always done it that way.” It means that there is no longer validity in the expression, “If it isn’t broke, don’t fix it.” The operative phrase today is, “How can we make it better?”
As Margaret Wheatly observed, “I believe that we have only just begun the process of inventing the new organizational forms that will inhabit the 21st century. To be responsible inventors and discoverers, we need the courage to let go of the old world, to relinquish most of what we have cherished, and to abandon our interpretations about what does and doesn’t work. We must learn to see the world anew.”
It is important to erase boundaries between different parts of the organization so that processes, production, and communication flow seamlessly and swiftly. People who are involved in the processes should also be involved in examining how they and the organization can get better and quicker. Improving quality and speed while reducing cost and complexities can create a significant competitive advantage. The objective is to eliminate as many non-value-added, time consuming steps in a process as possible through simplification, elimination, and concurrence. People must be focused on taking the frills out of core business processes in order to focus on the results rather than activities. “Most companies squander 10 to 20 percent of revenue in support of wasteful products or procedures … at Kodak, waste drained an estimated 1.6 billion to 3.2 billion … sharpen their pencils. Cut costs and shorten organizational cycles in everything.” ~ George Fisher, former Chairman and CEO of Eastman Kodak.
This process will quicken responsiveness, show major improvement to the bottom line, and it can be done fast. Competition leaves little choice. An organization must continuously do things better and faster or it will die. If you do the things that you’ve always done and expect different results, you are engaging in institutional insanity. If you want different results, you must do things differently, or you must do different things.
Far too many people make the mistake of believing that you just have to work harder. Remember the first rule of holes: “When you are in one—quit digging.” Sometimes success requires doing things in a dramatically different way or making radical changes.
There may be people who will resist change because it is different or new. Resistance to change is a common and universal malady. Therefore, understanding some of the barriers to change may help in creating and implementing successful growth strategies. Some common barriers to change and innovation are:
- Lack of data makes decision making difficult
- Personal goals conflict with professional goals
- Management behavior discourages implementation
- Employees don’t understand or really want to make the change
- Poor communication of vision, values, and mission
- Recognition and appraisals are inconsistent with attaining goals
- Unwillingness to develop new goals
- Lack of process or structure
Addressing resistance to change becomes a major focus and an integral part of a unified implementation strategy.
Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in helping businesses and individuals achieve high levels of excellence and success. Learn how by visiting our website or contact RAC directly at 800.799.6227.
Tags: Change, Eastman Kodak, Margaret Wheatly, resistance to change, restructuring, results, Vision
Posted in Change, Vision | No Comments »
Wednesday, September 8th, 2010
Depending upon what research study you read, companies in the United States are spending upwards of 134 Billion dollars a year on employee training and development.
However, according to a study on retention in The Journal of Economic Education, the annual rate of retention loss for employee training and development averages between 13 to 23%. In other words, American employers are throwing away between 17 and 30 Billion dollars a year on unused or lost training and development.
In any business environment wasted dollars is bad, and in today’s business environment, eliminating wasted dollars is mission critical. The situation at hand is really a double-edged sword. Companies need to continue to invest in the development of their people (even now) in order to manage brain drain, to engage and motivate younger employees, and to create future leadership and growth initiatives for the organization all the while maximizing every dollar invested. So how can an organization accomplish both objectives simultaneously?
The good news is it can be done, but it does require examining and implementing employee training and development in a different way. It starts with understanding it is not just about the degree to which participants acquire the new knowledge, skill, or attitude, and it is not just about whether the participant attended the actual event. It is more about how the new knowledge, skill, or attitude is applied and how the application can positively impact a business through quantifiable results.
Donald Kirkpatrick is Professor Emeritus of the University of Wisconsin in North America and a past president of the American Society for Training and Development (ASTD). He is best known for creating a highly influential model for training and development evaluation. It is defined by four levels of participant learning.
His first two levels of learning are typically how companies measure the success of their training and development investment. Kirkpatrick defines the first level of learning as reaction. Reaction measures whether participants liked the event and the measurement tool is usually the session critique often referred to as a “smile sheet”—did the participants enjoy and find some value in the time they spent? Kirkpatrick’s second level focuses on participant learning. Did the participants acquire the new and intended knowledge, skill, or attitude? Often at this level pre and post testing is used as a measurement tool. What was the participants’ level of knowledge going into the training or development event, and how much did the level of knowledge increase as a result of completing the event?
Level one and two are important because you cannot move to Kirkpatrick’s level three and four without starting at the beginning. Kirkpatrick’s levels of learning are interconnected, as it is a learning process. However, many companies don’t pursue measurements beyond Level one and two because three and four require detailed goals and actions steps and take time to measure as well as manage.
Kirkpatrick’s Level three is focused on improved behavior. To what degree did participants take the new knowledge, skill, or attitude and apply it to the real world setting of their job, their role, and the goals of their department/company? Changing behaviors takes time, but by allowing time to pass participants have the opportunity to implement the new knowledge, skills, and attitude therefore learning retention and job transferability can indeed be measured—did behaviors change as a result of the new learning? Ideally this measurement is conducted three to six months after the learning event with commitment from not only the participant but their manager, team leader, boss, etc., to follow-up and measure individual application.
Level four focuses on measurable business results. Level three sets the stage and creates the ability to measure results long-term. By allowing time for the participants to actually apply the new knowledge, skill, or attitude and by measuring the improved behavior through individual goals and action steps, looking at improved results through an entire team or department is the next logical step. Here are some examples of achieving level four successes within a team or a department:
- Creating a development/training process focused on improving the knowledge, skill, and attitude of members of a sales team could lead to level four measurements such as increased sales volume, increased customer retention, shortening the sales cycle, and increased profitability—all meaningful results to the success and profitability of an organization.
- Working with any department or company in the area of process improvement could lead to level four improvement such as reduction of defects, errors, rework, time, and improvement of efficiencies. If a company could take their typical three-week order processing system down to 24 hours, the saving of company resources and the financial impact is huge.
In today’s world, positive business results and taking full advantage of every investment is crucial. For future training and development events take the time, make the commitment, and follow through to Kirkpatrick’s level three and four. The business results will be unparalleled to what your organization has experienced in the past.
Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in helping businesses and individuals achieve high levels of excellence and success. Learn how at www.resourceassociatescorp.com or contact RAC directly at 800.799.6227.
Tags: development, journal economic education, Kirkpatrick, RAC, Resource Associates Corporation, results, Retention, training, wasted dollars
Posted in Business Management, Management, Retention | 1 Comment »
Wednesday, July 7th, 2010
 Often when succumbing to frustration, businesses and individuals find success to be a fleeting proposition. There is no question that success is a journey, but it can become a very manageable and measurable journey focused on desired outcomes and results. There is a significant difference between wishing for success and accomplishing success. And, that difference makes all the difference in the world!
Successful businesses and successful people have a long list of attributes that contribute to and foster their accomplishments. However, the objective of this article is to focus on five foundational attributes that apply to both personal as well as business success. Understanding and committing to these five core attributes will definitely propel you to a higher level of success.
Perspective: For the last three summers the Food Network has run the show “Who The Next Food Network Star.” Within the first several weeks of the season the judges inquire as to each contestant’s culinary point of view. What is his/her unique perspective on food, cooking, and the potential audience he/she may be in front of with this individual’s own show? Why would the audience at home want to watch their show and learn these recipes and techniques? Differentiation is critical as with your business and you. What is your business’s unique point of view? How does your business’ perspective differ from the competition? What are your unique set of beliefs to business and your life, and how can YOU capitalize on those?
Conviction: Having a strong belief in yourself and your business goes hand in hand with your unique perspective. On a scale of 1-10 (10 being the highest) rate your belief in yourself and your belief in your business. Are your ratings where you want them to be? If not, why not? What you accomplished yesterday is a great measurement of the success of past decisions. However, your conviction or belief in yourself and in your business is a huge predictor of your future success.
Vision: Where do you want to go? What do you want to become? Why? Just like an organization’s vision your personal vision should be a short, succinct, and an inspiring statement of what you intend to become and achieve at some point in the future. Vision refers intentions that are broad, all-inclusive and forward thinking. It is the image that a business must have of its goals before it sets out to reach them. It describes aspirations for the future, without specifying the means that will be used to achieve those desired ends. Warren Bennis, a noted writer on leadership says: “To choose a direction, an individual (an organization) must have developed a mental image of the possible and desirable future state.”
Experience: Every individual and every business represents a unique set of skills and knowledge. How can you leverage those talents?
Attitude: “The longer I live, the more I realize the impact of attitude on life.” This quote by Charles Swindoll states that attitude is more important than many things. The remarkable thing about attitude is we have a choice every day regarding the attitude we will embrace for that day. We cannot change our past, and we cannot change the fact that people will act in a certain way. We cannot change the inevitable. The only thing we can do is control our attitude and stay focused. Your attitude is your greatest tool!
Your challenge is to review these five attributes and conduct an honest assessment of where you stand as it relates to your perspective, conviction, vision, experience, and attitude. Are these five attributes propelling you to success, or are they hindering your desired outcome? Based on your answer to the last question what additional steps do you need to take or what do you need do differently? Your outcomes are directly connected to your choices—so choose wisely.
Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in helping businesses and individuals achieve high levels of excellence and success. Learn how at www.resourceassociatescorp.com or contact RAC directly at 800.799.6227.
Tags: attitude, Attitudes, Bennis, conviction, perspective, RAC, resource associates, results, Swindoll, Vision
Posted in Attitudes | No Comments »
Thursday, May 27th, 2010
Attitudes determine the way we treat people. They affect the way we perceive change. They influence our ability to set and reach goals. Attitudes affect our ability to realize and progress through Maslow’s levels of need satisfaction (http://www.abraham-maslow.com/). The following sequence may help you see the significance of attitudes.
Results: Each of us as goal seekers want to achieve certain results from our lives.
Behavior: The results we get depend upon our behavior, how we react to situations.
Attitude: The results we get depend upon our behavior and attitudes toward the people or events involved, and toward ourselves.
If attitudes are basically negative, goals will be set low, and it will be difficult to progress. Growth and promotion will be all but impossible until a positive mindset is developed.
You can identify people with negative attitudes by their actions and by their reactions. When presented with a challenge their focus will be on problems: what can’t be done, and why things won’t work. Their discussions will often revolve around negative issues and blame. They do not respond well to compliments and will even discount them. However, they remember every one of their failures and mistakes, and this memory stifles much of their activity. They are usually part of the problem not part of the solution.
If attitudes are basically positive, individuals will focus on possibilities and ideas for improvement. This will be evident in the way they treat people. They will be very comfortable giving others credit, and their transactions will be directed at making others feel better about themselves. They accept both constructive criticism and compliments with open consideration and appreciation. They are regularly part of the solution and rarely part of the problem.
It is important to understand that attitudes are developed very early in life. Years and years of early conditioning helped to develop the attitudes that many people carry with them throughout life. Much of early conditioning was negative, what you can’t do, where not to go, etc. For the most part, negative attitudes are far more prevalent than positive attitudes. Too many people think more often of what’s wrong, how they might fail, and why it won’t work rather than what’s good, what’s right, and how it can work.
On the positive side, since attitudes are developed, they can be changed. In fact, as a leader, you will frequently find yourself in a position to help people develop positive attitudes. The first step is understanding that what took years to develop will also require some time and effort to change. Daily encouragement is important. Positive input on a daily basis will help to replace some of the negative attitudes with positive ones. Audio books, articles, brainstorming sessions, affirmations, and seminars are some techniques you can employ to create positive input.
There are many ways and opportunities to create a learning organization with a focus on positive attitudes and possibility thinkers. Recognition programs, leadership opportunities, personal mentoring, and corporate coaching (http://www.resourceassociatescorp.com/whatwedo/lifebuscoach) are but a few ways to help your team develop the appropriate attitudes focused on goal achievement. One of the vital contributions a leader can make is instilling the desire and creating the opportunity for continuous improvement.
Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in helping businesses achieve sustainable results through leadership development and executive coaching. For information on creating a leadership succession plan visit www.resourceassociatescorp.com or contact RAC directly at 800.799.6227.
Tags: Attitudes, Behavior, Coaching, goal achievement, Leadership, Maslow, RAC, Resource Associates Corporation, results, Success
Posted in Attitudes | 1 Comment »
Monday, March 29th, 2010
Trust is essential to the success of any team.
Outstanding performance and winning teams are based on trust and competencies that produce results. Trust is a belief that those who you depend on in your team will meet your expectations. When trust is present, your team members will work effectively together, share information freely, share challenges and mistakes, admit lack of knowledge, and commit themselves to the success of the team. It is easier to build trust when working in the same physical environment because you will be exposed to many visual clues. Researchers say that it takes less than four minutes to make a trust judgment based on someone’s voice, body language, and words. However, in today’s business arena, there are times where a team is functioning remotely and developing trust can never be forgotten or pushed to the wayside.
When people fail to work well together, it is often because there is no trust. When there is no trust, there is fear, and fear is a major deterrent to innovation and results, and without trust the best ideas will never surface. Trust can never be mandated, as it must always be earned. There must be honest, complete, and open communication delivered in a way that fosters mutual respect. Your employees must feel free to ask questions with the confidence they will receive support and the necessary information. Each employee must also feel free to openly express his or her thoughts and feelings. There can be no hidden agendas or clandestine activities. An effective leader must become an expert at ensuring that everyone is kept informed and feels that they are in on things.
In his book, Building Productive Team, Glenn Varney introduces what he calls the Trust Cycle as a means of showing how leadership can prevent cynicism and establish trust. The Trust Cycle shows “Trust is developed from adequate to total information so that the individual can influence or make decisions, which builds more trust.”
There are many factors and behaviors that build trust, and even though developing trust is a very individual experience, research has shown there are some common factors, which help create an environment of trust. Trust can be enhanced when a leader focuses on building strong relationships with and among the team. Review the following categories and concepts as it relates to your department, team, or business unit. What can you do to build stronger relationship and deeper trust within your team? How will it impact the overall results?
- Results: All team members are focused on and produce results, exceed customers expectations, meet delivery times, and measurable results are documented.
- Integrity: Team members can be trusted to mean what they say when they say it, show commitment to the team, do what they say they will do, communication is essential, and behavior is in the best interest of the team.
- Change: Team members are willing to change and adapt, open to other view points, and are flexible.
- Empathy: Putting yourself in a team member’s shoes and showing care and concern are culturally sensitive, and sensitive to the impact of all decisions.
Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in helping businesses and individuals achieve high levels of excellence and success. Learn how at www.resourceassociatescorp.com or contact RAC directly at 800.799.6227.
Tags: building productive teams, Communications, glenn varney, Leadership, Management, performance, RAC, Resource Associates Corporation, results, trust
Posted in Business Management | 1 Comment »
Wednesday, February 24th, 2010
Human capital is a top priority in today’s organizations.
In fact many organizations are faced with the reality that they need to get more results through smaller and perhaps more fragmented teams. As your employees have added and shifted roles, positions, and responsibilities, how do you know you have the right people in the right positions in order to maximize your organization’s efforts and outcomes?
The reality is, in some cases you do have the right team members in right places, and in some cases you probably guessed wrong, as we all have. Companies forced to reorganize made quick decisions resulting in people landing in the wrong roles. Likewise, companies that have experienced intense growth have ended up with similar results. Diagnostic assessments can help you to determine performance gaps and help your company to effectively understand and align the talents, behaviors, and motivators of every employee. Having the right employee in the right position is as critical to the individual’s success as it is to the success of the company.
The first step in bridging performance gaps is for management to be committed to a people development process for employees. It should be based on the skills, attitudes, and behaviors necessary to do their jobs successfully. If the size of the organization is large enough it can be HR implemented, but the objectives and strategies of developing employees and how those employees are going to help drive results needs to be driven by management.
After the commitment is in place and the objectives have been identified, diagnostic assessments can help specifically and individually determine performance gaps, as developmental issues will be employee specific. Assessments can also be the secret tool for creating skill development as well attitudinal and behavioral improvement while eliminating resistance to change.
When working with clients, we focus diagnostically on the whole person as defined by these three key areas:
- WHAT natural talents do your employees possess? How do they make decisions and interact with the world around them, as well as how do they perceive themselves?
- WHY are your employees motivated to use their natural talents, based on their personal motivators and drivers? Everyone has their own unique mix of personal drivers and motivators that help guide them toward success. Understanding what really drives a person is a crucial part of success.
- HOW do your employees prefer to use their natural talents, based on their preferred behavioral style? Since each individual has their own unique preferences and habits for how they like to behave, this understanding is crucial when working with team members, as a leader or manager, or in an environment that requires conflict resolution.
Establishing new behaviors requires the employee feel able to adopt the behavior and feel comfortable doing so. A well-designed people development process focused on objectives using diagnostic assessments drives long-term change. We consistently see 80-100% in adaptable change after the completion of a development process with sustainable results that remain a year later. To learn how to achieve these types of sustainable results for your business visit www.resourceassociatescorp.com.
Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in business and management consulting, leadership development, executive coaching, and youth leadership. For more information visit www.resourceassociatescorp.com or contact RAC directly at 800.799.6227.
Tags: Assessments, Attitudes, Behaviors, Diagnostic, Motivators, Natural Talents, Performance Gaps, results, skills, Wrong Role
Posted in Business Management | 2 Comments »
Thursday, February 11th, 2010
As a leader you must be many things to many people.
We have discussed in previous posts the need for a leader to be a visionary because involving people in realizing a compelling vision provides a beacon for the future and a standard of excellence. We have also talked about the leader’s role as a coach. A leader as a coach reinforces the results they believe people are capable of achieving as winning depends on execution.
In addition to the roles of visionary and coach there are two additional roles that round out an exceptional leader: The role of mentor and the role of director.
The Leader as a Mentor
While many aspects of the mentoring role are similar to coaching, the significant differences lie in the mentor’s advisory or teaching role. A mentor is a trusted advisor and tutor. Mentors share the benefit of their experience and knowledge. It is a critical role in developing individuals who will collectively be responsible for the success of the organization. As a mentor you should seek innovation, encourage experimentation, reward appropriate risk taking, drive out fear, and create an environment where everyone communicates freely, honestly, and positively.
Establish an environment that encourages and rewards people to develop their skills, improve their results, and learn new skills. Actively seek to help people learn from your experiences and knowledge. Develop a culture where people feel responsible for their own results and are supportive of others, as well as provide the model, knowledge, training, and freedom to achieve their goals. Today’s leaders must foster a culture where continuous learning and continuous improvement are the norm not the exception.
The Leader as a Director
In the director’s role, the leader is like a symphony orchestra conductor. Everyone knows their part, comes in on cue, and maintains the tempo that had been established. The conductor does not play the instruments, that is the role of the musicians. Each musician does not decide when to play, that is the role of the conductor. The role of the conductor is to elicit the best possible individual performance in concert with the entire orchestra to create a symphony of sound. The leader/director establishes the direction for the organization and for the people. This does not mean the leader is the authoritarian expert who knows all of the answers. Rather, it means that the leader, as director, gathers the input and ideas from everyone in the organization, establishes goals, and aligns the resources to achieve those goals. The director creates conditions under which peak performers can thrive. The director continuously evaluates whether the direction serves both the organization’s best interest and the best interest of all individuals involved.
All leadership behavior must create an environment in which people are encouraged to seek out innovative ways of doing things which will ultimately lead to more revenues or lower costs. Excellent leaders use their complimentary skills as a visionary, a coach, a mentor, and a director to accomplish just that. In the words of former President Dwight D. Eisenhower, “Leadership is the art of getting someone else to do something you want done because he/she wants to do it.”
Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in business and management consulting, strategic planning, leadership development, executive coaching, and youth leadership. For more information visit http://www.resourceassociatescorp.com/ or contact RAC directly at 800.799.6227.
Tags: Costs, Director, Execution, Leader, Mentor, RAC, Resource Associates Corporation, results, Revenues, Symphony, Trusted advisor, Visionary Coach
Posted in Leadership | 3 Comments »
Tuesday, August 18th, 2009
“Success is … the continual achievement of your own predetermined goals, stabilized by balance, and purified by belief.” – Resource Associates Corporation
In real life many people get stuck in a professional or personal position where goals are defined for them. The result is frustration where no one feels fulfilled and the goals often are never reached. However, sometimes developing a successful business does not come easily or in a time frame that is initially envisioned. This is not only frustrating, but often creates self-doubt. Our research shows that one of the key factors to a successful business is the commitment to a plan and persistence to make it.
However, there are a set of principles, that if applied will pay rich dividends toward your personal and professional success. These eleven principles will give you some additional direction in creating a balanced, successful life. As you continue to read, challenge yourself to identify which principles if implemented will take your business and life to the next level. Success, accomplishment, and life balance are right around the corner if you choose to do something about it – so – carpe diem – seize the day!
Earn trust by giving it. We live in a cynical world and it is becoming commonplace for people to want to see “it” before they believe “it.” Trust in the business world is critical, and you can build trust by being a person of your word and encouraging people to trust you by trusting them.
Take responsibility for your actions. Do what you say you are going to do! Admit it when you are wrong and take corrective action immediately. Make sure your actions are consistent with your values, and remember actions will always speak louder than words.
Get the facts before making a decision. Take the necessary time to collect the facts in order to make the best-educated decision. However, do not overdo it—too much information can cause paralysis by analysis, which causes inactivity, and inactivity causes failure.
Go the extra mile. Decide to make a difference! Go the extra mile for your customers, your family, and yourself. The little things always matter and they will add up to a stronger business and better relationships.
Put first things first and last things not at all. Use your “must do” and “should do” lists effectively. Focus on the activities that will impact your business and life goals—let the rest go. Simplify your world by knowing what is important to you and prioritize accordingly.
Accentuate the positive. Focusing on the negative will always net negative results as well as make everything seem incredibly challenging. Focusing on the positive will unveil new possibilities and opportunities that will directly link to your goals … and it just feels much better.
Center your life on specific goals. Specific, measurable, attainable, realistically high, and time trackable goals are the key to success and the fulfillment of your purpose.
Devote yourself to lifelong learning. What goals have you established to exercise your brain muscles? If you are unclear about the answer to this question develop those goals now! Develop goals that will force you out of your own comfort zone—it will be a liberating and exhilarating experience.
Discover and follow your calling. We refer to it as discovering and following your passion. Understanding your passion is critical to your success and living a life of balanced fulfillment. Living your passion is not the impossible dream; however, it will always require focused commitment and the desire to be the best you can be.
Concentrate on what you do well. Everyone has been given specific and unique gifts. Determine what yours are and maximize them. Do not try to be somebody else—work on being the best YOU! Listen to others, learn from others, but follow your unique direction.
Pour a solid foundation of hard work. Nothing worthwhile is ever easy. Hard work is essential for a successful business. Hard work is required for success in personal relationships. Hard work is required for any kind of worthwhile goal accomplishment, however, some of the hardest work I have had to do, I enjoyed the most.
So which of the eleven principles did you make a written note to address as it relates to improving your business, your life, and your current level of accomplishment? One of them, half of them, all of them … the number you selected is irrelevant. The commitment to take action is the most important step of all. Success in life is a continuous and evolutionary process. There really is no destination; there are only self-imposed limitations. Every day provides new challenges and if you are looking in the right places, life also provides the necessary solutions.
Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in business and management consulting, leadership development, executive coaching and youth leadership. For more information visit www.resourceassociatescorp.com or contact RAC directly at 800.799.6227.
Tags: fulfillment, goals, persistence, plan, results, Success
Posted in Goal Planning | No Comments »
Tuesday, August 18th, 2009
You were created with unique qualities and abilities. Take the time to identify your strengths as they give you the ability to make valuable contributions to others and to the world that no one else can.
No matter how much of a useful quality you possess, you can always develop it so that it becomes even more valuable. One additional degree of personal growth today can make a big difference in your positive impact tomorrow. Does one degree really make a difference? To answer that question, imagine that you are heating water on the stove. The water will boil at 212 degrees Fahrenheit and produce steam, a source of tremendous power. But if you drop the temperature back just one degree, you only have hot water. The moral of the illustration: Don’t stop developing your strengths until they produce maximum power in your life and the lives of others.
Too often people neglect their strengths and debate the questions, “Why work on areas where I am already strong?” They devote most of their time and energy to shoring up their weaknesses and developing skills they don’t have. If you manage your life by only concentrating on your weaknesses, you take energy away from accelerating your strengths, thereby generating mediocre results.
Research indicates that as many as two-thirds of all working adults are slaving away at jobs they don’t like and for which they are not well suited. In a research poll of millions of workers, only one-third reported they were engaged in the kind of work they do best. No wonder so many businesses are characterized by apathy and mediocrity instead of passion and excellence! As we become pressed by the challenges of life, we often accept mediocrity by neglecting your strengths and shoring up a weakness.
If a weakness is really holding you back, naturally you should work to develop it. For example, if your deficiency in public speaking is curtailing your job performance and your daily work is in concert with your goals and purpose then it makes sense to devote some attention to improving that area. The blunt truth is you cannot be anything you want to be. For example, it is hard to be a successful professional basketball player in the NBA if you are 5′ 4″. The average height of these professional athletes is 6′ 7″. However, the good news is that you can always be more of who you are!
Tammy A.S. Kohl is President of Resource Associates Corporation. For over 30 years, RAC has specialized in business and management consulting, leadership development, executive coaching and youth leadership. For more information visit www.resourceassociatescorp.com or contact RAC directly at 800.799.6227.
Tags: developing, results, skills, Strengthen, Strengths, succes, Time, weaknessess, work
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