How to Find Your Mastermind by Sharon Lechter

Your associations are among the most valuable resources you have. Are you part of a Mastermind? If so, is it helping you speed your way to success? Here are a few categories to consider to ensure you find your Mastermind of associations that will support your goals. No matter what kind of Mastermind you are seeking, always remember that trust and confidentiality will be key ingredients for a productive group. 

Napoleon Hill coined the term Mastermind in the early 1900s, and he defined it as:  

The coordination of knowledge and effort, in a spirit of harmony, between two or more people, for the attainment of a definite purpose. 

Identify the Mastermind You Want  

Today the term is used as a “one size fits all” description for many different types of group meetings. The term is often interchanged with “strategic planning meeting,” “brainstorming session,” or “brain-trust.” I have found that if you further define the purpose of your Mastermind, it will become much easier for you to find your Mastermind. Since Hill also said the first step for achieving your goals is definiteness of purpose, I have combined definiteness of purpose with the concept of the Mastermind principle in the following categories for my business and individual goals. 

Peer Mastermind 

Me working on my business issues while simultaneously helping other peers work on their issues as well. 

I have been a member of the Women Presidents Organization for over 20 years. My chapter is comprised of approximately 15 women who are all the founders, presidents, or top women executives within their specific and unique fields. When I come to the table with an issue in my business or personal life, inevitably several of the other women have dealt with similar issues during their careers. They share their individual experiences with their own journeys…what worked and sometimes even more importantly what didn’t work…and they help me chart a more laser-focused action plan to address my specific issue. The very next month, I may be sharing my personal experiences to help another member of my group address a current issue she is facing. Many of my closest friends have come from this Peer Mastermind. In order to find your Mastermind of peers, be clear on whom you consider to be a peer and what type of common experiences will facilitate the highest level of support for each other. 

Advisor Mastermind 

Me working ON my business with strategic advisors and mentors. 

My advisor Mastermind is essential in helping me chart the strategic vision of my company. By bringing together my financial and legal advisors, along with my mentors who have already achieved success in the field I am pursuing, I draw on an incredible depth and breadth of knowledge of true experts. I often say, “Seek counsel, not opinions.” My advisor Mastermind provides me priceless counsel by bringing their expertise, their experience…and their rolodexes (incredible contacts) to the table.  

Team Mastermind 

Me working IN my business by bringing my internal team together to draw from internal strengths and to better identify internal weaknesses. 

I have an incredible team, and I learn as much, if not more, from them than they do from me. While I am usually out “stirring the pot,” they are back at the office in the trenches dealing with the day-to-day business we create. It is essential that I keep up on the issues they face, the solutions they come up with, as well as the feedback we receive from our customers and strategic partners. A leader’s greatest skill should be the ability to listen. We have a policy of identifying “little wins” at our company so that we bring the positive energy from the celebration of each and every accomplishment into our environment. In order to find your Mastermind team to work IN your business with you, be clear on the skill sets and character traits that will support you today as well as move you in the direction you want to go for the future of your business.  

Personal Mastermind 

Me working on my physical, spiritual, and mental (emotional) goals. 

This has been the most challenging of my Mastermind efforts as I have always felt “I need to do it on my own.” In the last few years, I have realized that having a Mastermind of close family and friends who are committed to each other’s physical, spiritual, and emotional health has built in an accountability that has motivated me to work much harder to achieve those goals. If you are like me and tend to deprioritize you own well-being, having a personal Mastermind is a great way to move your wellness to the front burner. In order to find your Mastermind for areas of your personal life, be sure you are ready for accountability and then give your group permission to call you out if you aren’t keeping commitments to yourself. 

The Takeaway  

Please ask yourself about your Masterminds and where they fall within these categories. Do you need to better focus your current group…or do you need to create a different Mastermind to focus on achieving specific goals for your business or personal growth? The key to finding your Mastermind for any category in your life is to be clear on your goals and outcomes from the group. 

This article originally appeared on sharonlechter.com. Now you can preorder the long-awaited new release from Sharon and co-author Dr. Greg Reid, Success and Something Greater: Your Magic Key, from Amazon, Barnes & Noble, or 800-CEO-READ. In this official publication of the Napoleon Hill Foundation, you’ll learn the success secrets of today’s most prosperous individuals, including John Assaraf, John Ashworth, Michael Houlihan, Bonnie Harvey, and many more.

Grow Your Home-Based Business with Help from the Power Habits® System by Noah St. John

Do you want a successful home-based business? 

Having a successful home-based business means you have the FREEDOM to do what you want, when you want…and also have the LIFESTYLE you desire…along with the EXPERIENCE of knowing you’re making great money while making a difference. 

Would you like me to give you the exact framework that has empowered my clients to find a way to add over $2 BILLION dollars in sales? 

In less than 90 days from now, you could be living a richer, happier life…with more success in your business and personal life…while working LESS than you are now. 

How do I know? Because those who follow my Power Habits® System regularly double their income while working less…sometimes in just a matter of weeks! 

For example, Ray Higdon, who has a successful career in network marketing, reflected after employing my Power Habits® System, “I made my annual income in just 44 days!” 

Prem Jantarapet came to the United States from Thailand with just $18 in her pocket and didn’t speak any English. She wanted to start a home-based business. She learned the Power Habits® System through my Freedom Lifestyle Experience workshop and now makes over $10,000 each month. 

One of the key strategies for creating a successful home-based business is getting rid of your head trash. Head trash is what keeps some entrepreneurs from growing their business. It’s formed from unconscious beliefs that hold you back by producing unproductive and unhealthy behaviors. Have you been missing out on potential customers because you’ve been prey to either fear or procrastination? Have you lost clients to someone else because you didn’t believe in yourself enough? Are people regularly passing up your offers? Head trash is likely the culprit in all these scenarios.  

In order to get rid of your head trash, you need to change your subconscious beliefs. So many people get it wrong by focusing on the external behaviors, but those will only change once your beliefs do. Using my Afformations® Method, one of the components of the Power Habits® System, can help you combat self-defeating beliefs that drive your actions. 

First, identify the habit you want to change. For example: “I want to reach out to more potential clients.” 

Next, FORM what you want into an empowering question that assumes that what you want already happened or is already true. So for this example, you might ask yourself the following: 

Why is it so easy to reach out to potential clients? 

Why are so many people interested in learning more about my business? 

Afformations® are significantly more powerful than affirmations because statements alone do not change your deeply held self-limiting beliefs. If you state, “I am good at reaching out to potential clients,” your brain will likely respond with more head trash like “Hah. No you’re not.” But when you Afform® the same idea and ask yourself about the positive result you envision, your brain is forced to provide a positive argument for your success, which, in turn, alters your belief system in an authentic and profound way. 

Third, you must give yourself to the question. Read your Afformations®, write them, say them out loud, and listen to them—daily, even hourly. Using all four modes of human communication will enable you to change your subconscious thought patterns that have been limiting the success of your home-based business. 

Finally, take new actions based on your new assumptions about life. Right now, you are making hundreds, perhaps thousands, of unconscious assumptions about life and your relationship to it. These assumptions form the basis of how you go through life—positively or negatively, confidently or hesitantly, from love or from fear. However, the problem is that we usually don’t recognize our own unconscious assumptions. 

For example, if you hold the assumption that “Things never work out for me,” your actions will be hesitant, your posture will be one of defeat, and you will tend to give up at the first sign of resistance or rejection. But if one of your assumptions is “Things always work out for the best for me,” your actions will tend to be confident, your posture will be self-assured, and you will persist even in the face of temporary failure. Which means that no matter what you assume, you always make yourself right. To continue our example, act on the assumption that “People are interested in learning more about the products or opportunities offered by my home-based business” by reaching out to them without fear or hesitation.   

Don’t let your head trash hold you back from living the Freedom Lifestyle of your dreams. Preorder a copy of my new book, Power Habits®: The New Science for Making Success Automatic®, and learn how to leverage the five systems of support to: 

• Make a definitive difference in the world 

• Have a genuine impact on the people you’re here to serve 

• Supercharge your ability to attract more wealth and abundance 

• Enjoy more time off without the guilt 

• Overcome the fear of failure so you can achieve more while working less 

By preordering your copy by September 21, you’ll be able to claim up to $599 in free bonuses, including live video trainings to empower you to live the Power Habits® System. 

Change Your Habits with Three Simple Steps by Adrean Turner

Are you spending more time on the Internet and not enough time dreaming or actually “living” your life? Do you shop more and save less? Perhaps you struggle to see the glass as refillable. Bad habits are the easiest to identify because we typically feel guilty either during or after them. 

Often new habits are formed when we make small improvements for our overall well-being, whether that’s healthy eating, positive thinking, or exercising. However, habits are more than just a form of self-care. They can shape our identities and help us achieve major career goals. This is an idea that behavior modification expert James Clear covers in his recent book Atomic Habits: An Easy & Proven Way to Build Good Habits and Break Bad Ones. When we want to make a career move—whether it’s getting a promotion, changing companies, or starting a business—we’re not just taking actions to achieve a goal; we are becoming a new person. 

To change your habits for greater clarity, productivity, and results, implement these three steps: 

1. REPEAT your new habits. Consistency is key. Studies show that it takes at least 21 days to eliminate a bad habit and create a new, positive habit. Discipline is the bridge between goals and achievement. Repetition will make new habits a reality. 
   Bad habits are powerful because you don’t even think about them. You just do them. 

2. REPLACE your bad habit with something else. For instance, if you’re trying to be more positive, when negative thoughts arise recite affirmations or inspirational quotes. Perhaps your goal is to eat healthier. Substitute those salty, high-calorie snacks with fruit. Think about what your bad habit gives you and find a replacement that provides the same benefit. You have to be purposeful. 
   Habits don’t have a lot of thought behind them—they’re almost like reflexes. 

3. REMOVE your triggers. If you smoke, stay away from the places you always smoke. If you’re trying to save money, avoid the places that tempt you to spend a lot of money. Better yet, automatically send your “shopping budget” to a savings account when you get paid. 

 Bad habits are like a comfortable bed. They are easy to get into but hard to get out of. But IT IS POSSIBLE to achieve what you believe and work for. 

This post originally appeared here on www.coachadrean.com. 

Adrean Turner is an author, certified career coach, speaker, professional development trainer, and business consultant. She leverages 23 years of experience in management, marketing, operations, teaching, and training to partner with individuals, entrepreneurs, and organizations to achieve their maximum potential. For more information and inspiration from Adrean, read her book F.I.T. for Success: Fearless, Inspired, Transformed for Success. You can follow Adrean on Twitter @coachADREAN, on Facebook @coachadrean, on Instagram @coachadrean, and on YouTube @CoachAdrean. 

Three Myths That Can Wreck Your Hiring Process by Dr. Rick Goodman

There’s a lot of received wisdom about the hiring process—a litany of “best practices” we’re all supposed to follow. 

The thing is, that received wisdom isn’t always so wise. And the best practices? They’re not always very good. 

You’ve got to be judicious, and to get the ball rolling, I want to highlight three common hiring myths that I believe do more harm than good. 

1. Beware of job hoppers. 

You probably know who I’m talking about when I mention job hoppers—the folks who seem to find a new position every year or so, never staying in one place for long. 

The conventional wisdom is that job hopping is a warning sign, an indicator that the person can’t commit and won’t really be invested in the long run. 

Sometimes that turns out to be true—but I wouldn’t dismiss job hoppers right out of the gate. What you may find, especially with younger employees, is that they’re actually looking for some real leadership, and for a place where they can learn and grow. 

It’s possible they just haven’t found it yet. And maybe you could provide it to them. 

2. Detailed descriptions are best. 

Another myth you’ll run into is the notion that an incredibly detailed job description is best for finding the right match. 

But let me push back against that. Offering a mundane bullet-point list of responsibilities may not attract the best candidates. In fact, it might just bore them. 

So, what if you wrote a job description where you emphasized values and mission but also left some room for really talented employees to come in and tell you how they would shape the position in question?  

That may be the best way to bring in a really exciting crop of applicants. 

3. Experience is key. 

Obviously, it can be advantageous to find applicants with a certain level of technical expertise. But does experience trump teachability? Is having a long resume a substitute for passion? 

I think these qualities can offset a lack of technical expertise—and in some cases, they may actually be more important. 

Those are my thoughts—and I’d love to hear from you. Tell me your take on common hiring myths. You can reach out to me any time! 

Hit me up at www.rickgoodman.com or call 888-267-6098. You can also learn more in my book The Solutions-Oriented Leader, which provides step-by-step advice on transforming your life, your business, and your team—including your hiring process. 

Are You in the Work-at-Home Doldrums? Here Are 5 Strategies That Will Help by Jennifer Janechek

This article originally appeared in Thrive Global.

As any remote worker or entrepreneur knows, working from home can be both a blessing and a curse. On the one hand, your schedule might be more flexible, with opportunities to squeeze in chores or childcare responsibilities in between work commitments. On the other hand, it’s easy to fall into a rut and feel disconnected from the other people in your organization—or, if you’re a solopreneur, to lose the drive and energy necessary to maintain your momentum. 

When you feel like all you’re doing is slogging away at your tasks, you’re not particularly excited about the work that you’re doing, you feel fatigued—or perhaps restless—by the early afternoon, and your productivity has declined as a result, you’ve entered what I refer to as the work-at-home doldrums. It can be difficult to pull yourself out of the listlessness and lack of motivation that are characteristic of the doldrums. It requires a conscious effort to make a change to your daily habits and your work rhythm. Below are five strategies for regaining your dynamism: 

1. Identify your great motivating desire.  
   One of the advantages of working in an office setting is that you’re surrounded by people who can boost your energy and inspire you when you’ve lost your verve. (Of course, if your team tends toward the negative, the opposite can happen too.) When you’re working remotely and/or independently, it can be easy to lose sight of your guiding purpose and become enmeshed in the minutiae of the day to day. If you’ve been feeling unmotivated lately, take some time to reflect on your great motivating desire. Napoleon Hill said that “the subconscious mind may be likened to a magnet, and when it has been vitalized and thoroughly saturated with any definite purpose it has a tendency to attract all that is necessary for the fulfillment of that purpose.” To attain that definiteness of purpose, journal daily about your long-term goal and your reasons for wanting it. Rather than just writing a bullet-point to-do list, take time each morning to contextualize your daily tasks in the scope of your motivating desire. Doing so will give you the purpose and energy you need to pull yourself out of the work-at-home doldrums, for as Earl Nightingale explained, “The key that unlocks energy is desire.” 

2. Add exercise to the mix. 
   I have noticed that on the days that I skip my workout in the interests of “getting more done,” my productivity plummets, along with my energy levels. Depending on your work-at-home situation, you might be able to arrange your schedule so that you can fit in a 30-minute workout somewhere in your workday. Doing so is a surefire way to regain mental clarity, enhance performance, and reignite your passion for your responsibilities. Determine what works best for you: for some, exercising first thing in the morning helps drive their motivation for the rest of the day; for others, taking a mid-day exercise break enables them to step away from their work and get the energy boost they need to return to their work refreshed. 

3. Reconfigure your work rhythm. 
   I’ve written previously on the importance of creating a daily work rhythm. Charting the ebbs and flows of your energy levels and time-blocking your activities to suit your biological and emotional rhythms is a very effective way to maximize your productivity and not feel drained at the end of your workday. However, maintaining the same routine for too long a period of time can have the reverse effect, causing you to fall into a rut. If you feel like you’re just going through the motions, it might be time to switch up your routine. Answer e-mails at the end of the day instead of at the beginning, move your planning and creation period to the early morning instead of the late afternoon, call clients after lunch instead of before it—reconfigure your schedule so that you’re doing different “types” of activities at different times of the day than you normally do. 

4. Change your workplace. 
   Sometimes all it takes to regain your momentum is to change where you work—even for a day or two. If you can do some or all of your tasks at a local coffee shop or library instead of in your home office, the change of scenery might help give you the mental space you need to refocus on your action items. What’s more, getting out and around people can boost your energy and help you get excited about adding value to others’ lives. 

5. Schedule a regular call with a team member. 
   One of the biggest complaints from entrepreneurs with home offices and remote workers is a sense of isolation. These feelings of loneliness and disconnection, coupled with anxieties about not appearing busy enough to those in a central office, can really take a toll on your productivity and, more detrimentally, your emotional health. Scheduling a regular time to check in with a team member via phone or video call will help you feel more connected and energized. In addition, talking through your current projects will help lessen any concerns about the quality and quantity of your contributions.   

Whether you are growing your business out of your home office or are working remotely for a larger organization, it’s likely that you’ll experience the work-at-home doldrums at some point in your career. Knowing how to identify when you’re in them and implementing strategies to free yourself from them will be a crucial part of your success journey. 

How do you avoid the work-at-home doldrums—or pull yourself out of them once you’re in them? We want to hear from our readers! 

Your Best People Are Leaving…and I Know Why by Sam Silverstein

Your organization is in crisis. A key person—or maybe a bunch of people—just left, and now you’re struggling to deal with the consequences. 

Before you talk yourself into believing that you’re the victim here, let me suggest some tough questions. Please answer them honestly. 

• Are you personally committed to telling your people the truth? How does your team know for sure? What evidence do they have to the contrary? 

• Are you personally committed to standing by your people, even when all hell breaks loose? How does your team know that for sure? What evidence do they have to the contrary? 

• Are you personally committed to making sure your word is your bond? How does your team know for sure? What evidence do they have to the contrary? 

I work with a lot of leaders. One of the things I find consistently is that when key people in the organization leave unexpectedly, this has less to do with the employee’s level of commitment than it does with the leader’s level of commitment—usually in one, two, or all three of the areas you just read. 

Consider: When someone doesn’t tell us the truth about problems that are holding back their team…whose fault is that, ultimately? Who is supposed to model the commitment of telling the truth, even when the truth hurts? We are. 

When someone walks away from the organization when all hell breaks loose, whose fault is that really? The leader’s, of course. That’s who’s supposed to show what total commitment during tough times looks like. 

When someone says they want to stay on as a contributor in a key position long enough to finish a strategically important project…and then walks away in the middle of that project to go work for a competitor, whose fault is that, ultimately? Well—who hired that person, or set the process for hiring? Even more importantly, who is supposed to live the commitment, day in and day out, of one’s word being one’s bond? Obviously, it’s the leader. 

Your key people are leaving because of a lack of accountability. And that starts at the top, with the way the leader thinks about the people in the organization. Accountability is the highest form of leadership. When it isn’t there…the best people leave.  

Key people leave because they don’t enjoy the people they work for—meaning the leadership. They leave because they don’t enjoy the working environment—which is the responsibility of leadership and which connects directly to leadership’s perceived willingness to be personally accountable for fulfilling important commitments. And they leave because they can’t achieve the mission they’re supposed to achieve—because they’re constantly being undermined by leadership that doesn’t tell the truth, won’t stand by them, and doesn’t live by “my word is my bond.” 

Those are all things that the leader can and must control. 

When the leader is personally committed in each of these three areas, as well as others just as important, guess what happens? People bust their humps to avoid letting the leader down…even if the competition offers them more money and better benefits to jump ship. 

So, consider. Maybe it’s not really about them lying to you. Maybe it’s not really about them walking away from you when things get tough. Maybe it’s not really about them failing to honor their word. Maybe it’s actually about the quality of the relationship you were committed to. Maybe that relationship wasn’t strong enough for them to want to stay on your team, for them to believe they had a future with you. 

If that hurts to read, then that probably means this article is worth reading again. When you’re done, e-mail me at info@samsilverstein.com for some ideas on how to turn things around. 

This article originally appeared here on www.samsilverstein.com. 

Sam Silverstein is dedicated to empowering people to live accountable lives, transform the way they do business, and create a more accountable world. He helps companies create an organizational culture that prioritizes and inspires accountability. Pick up a copy of his most recent book in the No More Excuses series, No Matter What: The 10 Commitments of Accountability. You can follow Sam on Twitter @SamSilverstein,  Facebook @SilversteinSam,  Instagram @samsilverstein, and YouTube @samsilverstein. 

Happy Birthday by Jim Stovall

The United States celebrates its birthday on the 4th of July with fireworks, family, friends, food, and a midsummer holiday. It is important to remember why we celebrate.  

The United States of America is a beacon of hope and possibility for people around the world. As a government of the people, by the people, and for the people, we are imperfect because we are people. We make mistakes, we disagree, and we debate, but like any other family, we have always pulled together and united whenever confronted or threatened.  

Election cycles leave a lot of Americans disappointed and disillusioned. It is important, though, that we focus our feelings of discontent into positive and productive pursuits. If you did not like the last election results, midterm campaigns are already organizing, providing you with an outlet for your efforts and energy.  

Democracy is an exercise in compromise, which inevitably means that no one gets all of what they want, but all of us get some of what we want. Just as in our legal system, we derive our closest version of truth and justice by having a jury of citizens evaluate and decide between two opposing positions, our government functions best when the various factions work out their differences in the public forum.  

Democracy is never efficient, clean, nor streamlined, but it is the best chance we humans have to provide everyone with life, liberty, and the pursuit of happiness. You can find a smooth, efficiently-running government in North Korea. For example, a completely new policy can be imagined in the morning, drafted during the day, and implemented by nightfall. There will be no debate, dissent, or dispute—but I can’t imagine anyone in America wanting to trade our turmoil for that brand of false tranquility.  

Even in the midst of the most turbulent political process in recent memory, this grand ideal we call America worked well. Our greatness is symbolized and lived out when one administration relinquishes control and voluntarily turns it over to an incoming administration even though the two groups may be polar opposites and diametrically opposed to one another. Our system is not always comfortable or attractive. It is simply the best one the world has ever known. 

As you go through your day today, celebrate what America is and what it can be. 

Today’s the day! 

---

This and other motivational pieces by bestselling author Jim Stovall can be found in his Wisdom for Winners series, each title in which is an official publication of the Napoleon Hill Foundation. Listen to these inspirational collections of Stovall’s writings now on Audible: Wisdom for Winners: A Millionaire Mindset, Wisdom for Winners Volume 2, and Wisdom for Winners Volume 3.

How You Say It by Jim Stovall

How you say something can be as important or even more important than what you say. Tone, inflection, and verbiage can carry the day or cost you everything. For example, in the midst of heated arguments, an explosive exchange or vindictive response might grab immediate attention, but oftentimes can cost you respect and cooperation you may need to reach your goal.  

My late, great friend and mentor Coach John Wooden told me that when he was only five or six years old, he and his older brother were cleaning out the barn on their family farm. His brother teased him as older brothers will often do to younger brothers, and the young Coach Wooden responded with profanity he had heard but wasn’t even sure what it meant just as his father walked into the barn. Coach Wooden told me that his father responded with love and respect asking both of the boys to promise to never use bad language again.  

As Coach Wooden was telling me this story, he was 98 years of age, having lived an active and productive life until a few months short of his hundredth birthday. He told me that in the 90 years since he had made that promise to his father in the barn, he had kept his word. Coaching is a profession that is often known for its profanity and coarse language, but Coach John Wooden rose above that and taught his players to do the same.  

He shared with me about a time that his UCLA Bruins were the visiting team, and they were meeting in their locker room in an arena across the country. One of the janitors for the building had come into the locker room and used some profanity. Coach Wooden stopped the meeting and politely said, “Sir, could you please watch your language.” The janitor was quite surprised, being used to such language being acceptable in the locker room, and asked, “Are there ladies present?” Coach Wooden responded, “No, sir. There are no ladies present, but hopefully there are a number of gentlemen.” 

What you say tells others what you know. How you say it tells them who you are. You can disagree verbally without being disagreeable. It is important to never attack another person. When it is necessary, you must challenge the other person’s behavior. In this way, we would never call a person a liar. We would, instead, challenge the truth of a specific statement they have made.  

Try to make every statement in such a way that you would feel comfortable being quoted directly, both now and far into the future.  

As you go through the day today, pay attention to not only what you say but how you say it.  

Today’s the day! 

This and other motivational pieces by bestselling author Jim Stovall can be found in his Wisdom for Winners series, each title in which is an official publication of the Napoleon Hill Foundation. Listen to these inspirational collections of Stovall’s writings now on Audible: Wisdom for Winners: A Millionaire Mindset, Wisdom for Winners Volume 2, and Wisdom for Winners Volume 3. Be sure to also check out The Art of Communication, coauthored with Dr. Raymond Hull. 

Sell is a Four-Letter Word by Jennifer Gluckow

It means YOU GOT YOUR WAY and/or MONEY. 

“Jen, I’m not in sales.”  
Wanna bet?  

Here are 6 situations that define why everyone’s in sales: 

• Have you ever negotiated to buy a car? 

• Have you ever negotiated to buy a house? Sell a house? 

• Have you ever tried to get bargains or find things on sale? 

• Have you ever argued about the price of something? 

• Have you ever persuaded somebody to your point of view? 

• Have you ever asked for a raise? 

You, my friend, are in sales.  

You may not consider yourself a salesperson, but you’re still selling (whether you want to admit it or not!). 

Think about the things you “sell.” 

Selling your point of view, your ideas, your choice of where to eat or where to vacation, even what’s for dinner—it’s a sale. A persuasion to gain agreement to your choice, idea, point of view, or action. A sale. 

You need to sell yourself (to a college, to a company for a job, to a potential life partner). NOTE: While there is no price tag attached, you’re still having to communicate your value, build relationships, and close the deal. 

You need to sell your ideas. They may be to your boss, to internal colleagues, or to customers. But regardless of to whom you are selling, you need to communicate your value, build relationships, and close the deal. 

See the big picture? Sales isn’t just a career—it’s a way of life. 

Many people in sales want to believe they help the client. Well, here’s a secret—the best salespeople are helpers. The best salespeople care and are genuine. And the best salespeople believe in themselves, their company, and their product. They believe the customer will be better off with their solution. Sound like you? 

I’ve met a lot of entrepreneurs and small business owners all over the world who love their craft—they love what they’re creating and believe in it, but don’t know how (or want) to sell it. Here’s a clue: a company without a leader in sales is not a company. At least it won’t be for long. 

For many, sales is a dirty word—I get it. You associate it with a sleazy or pushy car salesman (or woman!), or the worst sales experience you’ve ever had. 

Here’s a lesson I learned from my early sales days: In high school I worked in a neighborhood clothing boutique. During my first day on the job, my manager said, “DON’T force anything. If something doesn’t look good on someone else, find them something that DOES look good. DON’T let anyone go home with something that doesn’t look AMAZING.” 

At first, this seemed contrary to selling—wasn’t I supposed to sell the most clothing possible (and thereby make more commission?). Isn’t that why they hired me? To sell? 

After helping a few customers and following my manager’s strict instructions, I realized why she was right. If the customer went home with something that didn’t look right and modeled it for their spouse or their friends, and their “trusted advisors” said, “Ew return it,” they would never trust me (or shop with me again). But if they got the “oooh la la” response, they would be back in a NY minute. And bring their friends. 

The lesson: Tell the truth. Make a friend. Become a trusted advisor and you win. Your job as a salesperson is to help the client. 

No one wants to feel sold. Do you? 

Everyone wants suggestions, recommendations, knowledge, and expertise. 

Customers want to feel like you’re solving their problem, not selling them.  

When you’re genuine and sincere, you build trust. That trust allows you to sell in the future. 

A personal and powerful sales experience: I worked at a company that had salespeople (let’s define them as helpers with sales quotas) and account managers (defined as helpers, without sales quotas). The account managers would sit with the customer a couple times per year to review their account, figure out what was going right, what could be improved, and how we could help. Sounds great, but it was a major problem. The salesperson often didn’t attend those meetings. So during that time, the account managers would become the trusted advisor and the salesperson would lose credibility because they only showed up when it was time to renew the account. Do you show up only when it’s time to collect a check? The account managers were able to recommend products or services based on the trust they built through HELPING.  

LESSON: Be the helper all times of the year. Look out for your customer’s concerns and problems. Check in on their account and make sure they are continuously better off with your solution. Maintain your relationship every day, not just on a sales day. 

 If you produce the best product or service or have the best offer—the best pie, bread, crepe (can you tell I’m hungry?), software, solution of any sort—you need to be able to attract buyers, help demonstrate how they win with your solution, and have the confidence to ask for the sale. 

Everyone is in sales. You’ve probably been selling since you were five years old, you just don’t call it that.  

Take a hint from Zig Ziglar: “I have always said that everyone is in sales. Maybe you don’t hold the title of salesperson, but if the business you are in requires you to deal with people, you, my friend, are in sales.” 

Admit it, you’re in sales. Now go sell something. 

The original post appeared here on Jennifer Gluckow’s website. Her book Sales in a New York Minute: 212 Pages of Real World and Easy to Implement Strategies to Make More Sales, Build Loyal Relationships, and Make More Money is available from Amazon, Barnes & Noble, and 800-CEO-READ. 

Idleness by Earl Nightingale

When we think of service, we tend to think of being busy. But that’s only part of the story. Idleness is important too—the kind of leisure we need in order to listen to that inner voice, to let our imaginations really take off. 

In his book The Conquest of Happiness, Bertrand Russell blames modern parents for failing to recognize the advantages to their youngsters of what he calls “fruitful monotony.” He wrote, “A generation that cannot endure boredom will be a generation of little men, of men unduly divorced from the slow processes of nature, of men in whom every vital impulse slowly withers, as though they were cut flowers in a vase.”  

Today’s great concern is for organized, supervised, and directed activity. Each year fewer children are being left alone long enough to discover and enjoy the world—the time of fruitful monotony. Too many of us feel we have to pacify and occupy our kids with toys and more toys, games and television. Television takes up some of the time that would otherwise be spent in creative activity. 

Robert W. Wells, a feature writer for the Milwaukee Journal, wrote an article many years ago that I clipped and saved. In it, he said, “Children have an inalienable birthright—the leisurely pressure-free hours when a child is thrown on his own resources and forced to become acquainted with himself.” Wells told of a time when he was a boy that he found himself terrifically bored. He complained to his grandmother about having nothing to do. He explained, “She took me by the hand and led me out onto the big front porch, where a succession of fiercely preoccupied bumblebees plunged headlong into blue morning glory blossoms. The sounds and smells of summer were in the air.” And his grandmother said, “Nothing to do? The world is there. Go use it.” 

Boredom is a great time for reflection, for using the imagination. I suppose Isaac Newton was bored when he saw the apple drop from the tree and began to wonder about gravity. You can get your best ideas when you have nothing to do but think. Fruitful monotony—don’t fight it; use it creatively. 

This is an excerpt from Earl Nightingale’s The Direct Line, available from Amazon, Barnes & Noble, 800-CEO-READ, and other fine retailers. The first beautifully packaged print edition of Nightingale’s famous audio program, this book offers a practical guide designed to help you find real and lasting success in your career, relationships, and finances. Pick up a copy today and begin the most exciting and rewarding journey on earth—your journey of self-discovery and personal fulfillment! Also, don’t forget the accompanying action guide, available from Amazon and Barnes & Noble!  

Sign up here to receive free samples from this and other Nightingale-Conant publications. 

The Power of Commitment by Sam Silverstein

Last year I gave a speech in Long Beach, California. I arrived early the day before, which meant I had time to enjoy the nice weather, beautiful views, and great food of that fair city. A friend of mine happened to mention that I should visit the Queen Mary cruise ship, a beautiful reminder of an elegant way to travel the world, now retired in Long Beach and used as a hotel. Hearing the ship’s name brought on a strange wave of emotions. Before my friend had finished speaking, I knew I had to go. 

A quick online search confirmed that daily tours were available. I walked to the pier. 

The tour guide shared various historical tidbits about this famous ship. One was that the Queen Mary, along with the Queen Elizabeth, is credited with shaving between one and one and a half years off of World War II because of the number of soldiers they were able to transport speedily to Europe from Canada, Australia and the United States. Another nugget of information the tour guide passed along was that the last Atlantic crossing before the Queen Mary was converted to a military transport begin on August 30, 1939 in Southampton, England. 

What the tour guide didn’t know was that my grandfather and his family had a role in that final transatlantic sailing. 

This was well after the infamous Kristallnacht in Germany, the night windows were shattered, buildings were burned and destroyed, and people were killed. My grandfather took Kristallnacht as his cue to protect his loved ones. He smuggled his family into Switzerland. Initially, he was only able to get his wife and two children out of Germany—not himself. After three tries, and using a passport that he had personally forged, he eventually made his way to join them in Switzerland. Then, after significant bargaining, he was able to transport his family across France to Cherbourg, where, in the summer of 1939, they boarded the Queen Mary and, after a long ocean voyage, came to safety in the United States on the final Atlantic civilian crossing before the vessel was converted to military use.  

That’s the ship I was visiting that day in Long Beach. The ship that saved my family’s life. 

Whenever I think of accountability, I think about my grandfather. 

I look back on what he accomplished nearly eighty years ago, and I think, “That’s what real commitment looks like.” He was totally committed to doing whatever he had to do to ensure the safety of his family. He was absolutely locked in on that outcome. There was simply no other alternative to success…which in this case meant getting his family to America. He was committed to leading them to safety, and then to positioning them to achieve their fullest potential and live their lives successfully. 

Do you know what else comes to mind when I think of that ship my grandfather made his way onto nearly eight decades ago? Some big questions about business and the power of commitment. For instance: 

• What would it be like if you felt that your boss, your leader, had that same level of commitment to you as an employee that my grandfather had for his family? 

• What would happen if the leader of your organization was just as committed to you as an individual as my grandfather was to his family? 

• What if the leader of your organization was just as locked into protecting and caring for people as my grandfather was? 

• What if that leader was willing to be 100 percent committed to your safety, to your growth as a person, and to your success as an employee? 

• Why does that level of commitment have to be limited to the family? 

• Why can’t it be that way in a business? 

• What if the leader of your organization decided there were simply no alternatives to giving you what you needed to succeed? 

• What would be possible for you, for your team, for your company, if the leader was 100 percent committed to each and every one of its employees, at the level my grandfather was committed? 

• What would you commit to accomplish for such a leader? 

It is only the commitment from the leader to his or her people that creates accountability in the leader. That’s what creates the desire to be accountable in the team: 100 percent commitment from the top. That’s what inspires people to thrive, grow to be their best, and, in the process, help the organization to grow to be its best. Commitment is what makes the greatest journeys possible. 

Sam Silverstein is dedicated to empowering people to live accountable lives, transform the way they do business, and create a more accountable world. He helps companies create an organizational culture that prioritizes and inspires accountability. His most recent book in the No More Excuses series, No Matter What: The 10 Commitments of Accountability, is available now from Amazon, Audible, Barnes & Noble, Books-a-Million, 800-CEO-READ, and other fine retailers. You can follow Sam on Twitter @SamSilverstein, Facebook @SilversteinSam, Instagram @samsilverstein, and YouTube @samsilverstein. 

Intentional Living through Increased Productivity: An Interview with Author John Martin by Jennifer Janechek

On the heels of his very popular first book, Empower Yourself: 7 Steps to Personal Success, John Martin has released a new title that is sure to accelerate your timeline to personal and professional success. Increase Your Personal Productivity: Your Guide to Intentional Living & Doing More of What You Enjoy is a wonderfully helpful guide to implementing a personalized goal system—one that is actually sustainable and repeatable. If you’ve been sitting on the sidelines watching others live lives that you deem impossible for yourself, or if you just need some support in your current success journey, Increase Your Personal Productivity will provide you with the tools you need to define and achieve success on your own terms. I recently had the opportunity to chat with John about his latest book, and I learned a lot about his refreshing take on productivity.  

How do you define or measure productivity? 

It’s a very personal, individualized measurement. For me personally, I measure it by whether I hit my goals on a monthly, or even daily, basis. When I’m hitting my goals consistently on a daily basis, then I feel like I’m being productive.  

Some people swear by creating a daily agenda the night before, and others start each morning by writing their to-do list. What is your approach to creating a plan for the day? 

I keep a running to-do list for daily goals that I review each morning. I prefer to write it out on paper—things like a word count goal for writing, notes about work deadlines. I like to focus on major tasks that need to be accomplished that day.  

What are your thoughts on time-tracking software? Do you use it? 

No, I don’t. For me, it’s just one more thing to do—updating lists or software. I prefer to maintain a handwritten list; it keeps things simple and allows me to focus my energy on other tasks. I’m not opposed to the idea, though. I could see where it would be useful for people.  

What would you say is the biggest obstacle to productivity? 

Self-judgment. Mentally beating yourself up for not getting as much done as you intended or as you got done the day before. Focusing on shortcomings or allowing interruptions to dominate your attention causes you not to be present in the moment. The result is that you fail to move forward because you’re overthinking—thinking about the past instead of acting in the present. 

What is your best tip for increasing productivity?  

If I had to pick one, it would be to stop second-guessing yourself—to stop overthinking what you’re doing. A lot of it comes down to finishing a project, e.g., if you’re making a movie, don’t keep editing it. There’s a point that you just have to release the product to the world or else you’ll overedit it. Or there’s the failure-to-launch phenomenon—not being able to actually start on a project because you’re constantly planning it, never acting on it. These are major barriers to productivity. 

Why do you think people have such a hard time starting tasks? 

Well, it’s probably pretty primitive. It’s hardwired into us not to want to do things that are outside our comfort zone, and it’s difficult to switch gears mentally. Change is difficult; creating the momentum to go against our preference for stasis is difficult. That’s why it’s easier to sit on the couch instead of going for a run. Often it’s just a small mental shift that’s required to overcome our resistance to doing something difficult, and once we shift our mindset we can create positive momentum where doing the things we need to do for our health, success, and happiness becomes second nature. 

Speaking of working out, I’m always interested on people’s take on whether it’s best to work or workout first thing in the morning. Some people insist that the first 90 minutes of your day should be spent on your most creative, intensive tasks, while others note the benefits of starting your day with exercise. What are your thoughts on this? 

I think either is beneficial. Again, it comes down to knowing yourself. Productivity is such a personal metric, and improving it is about knowing what makes you the most productive and what you need to accomplish your goals. 

Going back to the question about difficulty starting tasks, what is your advice to people who struggle with this?  

Let go of your fear about your performance. Many people who have home-based businesses limit themselves because they’re afraid to take the first step and end up looking like a rookie. This creates a huge mental block that restricts their success. 

Also, have patience with yourself about procrastination. People work at different paces. If you struggle with procrastination, accept that about yourself and figure out how to create new habits that foster momentum. I like the Mel Robbins technique of counting down from five and then doing whatever it is you were reluctant to do. Implement little tricks to shift your mindset and overcome anxiety about starting tasks, whether big or small. 

So it sounds like you’re reframing the conversation around procrastination a bit? Most people treat procrastination as inherently negative, but your message about acceptance seems to go against the grain. Can you talk to me more about this?  

Yes, I would say so—because the idea is to avoid negative self-talk. If we’re constantly scolding ourselves for our tendency to procrastinate or are hyperfocused on it, we’re not going to be present and accomplishing the goals we’ve set for ourselves. We’re going to be living in the past rather than acting in the present. Now if you’re missing deadlines because of procrastination, that’s a different story. But if you’re simply delaying tasks as part of your work process, accept that about yourself and figure out how to shift your mentality to create more space for personal and professional success.  

Do you have any tips for managers for increasing their employees’ productivity? 

Encouragement over criticism. Model the behavior you expect. I think of the quote “The gang keeps pace with the leader.” If you’re productive, your people are more likely to be productive. 

What are you hoping is the major takeaway from your book? 

I’m hoping that readers learn organizational, time management, and mindset tips that help them set and achieve goals while staying true to the flow of their personality. Whether you’re wanting to start a home-based business or a side hustle, or whether you’re hoping to get more out of your current career, this book will help you learn more about what works for you and develop action plans that complement, rather than resist, your personality. 

10 Steps to Serious Goal-Setting by Zig Ziglar

Permission to reprint this article that originally appeared here provided by our good friends at SUCCESS Magazine. 

When you plan and prepare carefully, you can legitimately expect to have success in your efforts. When you recognize and develop the winning qualities that you were born with, the winner you were born to be emerges. Although not all your expectations are going to come to pass, you give yourself an infinitely better chance of succeeding by taking the proper steps. 

Regardless of your goal—losing weight, furthering your education, earning a promotion, saving money for a new home or an exotic vacation—you can expect to achieve your goal if you plan and prepare for it. 

Start with these 10 steps: 

1. Build a solid foundation. 
   Honesty, character, integrity, trust, love, loyalty. This foundation will give you an honest shot at reaching any goal you have properly set. 

2. Make the commitment. 
   The most practical, beautiful, workable philosophy in the world won’t work—if you won’t. As Mary Crowley said, “One person with a commitment is worth a hundred who only have an interest.” 

3. Break it down. 
   Break down your intermediate and long-range goals into increments. 

4. See it. 
   If you want to reach a goal, you must “see the reaching” in your own mind before you actually arrive at your goal. In your imagination, see yourself receiving that diploma, getting that job or promotion, making that speech, moving into your dream home, achieving that weight-loss goal…  

5. Hold yourself accountable. 
   Daily discipline is the key to reaching your goals. Record your progress toward your goals every night, and list the six most important things you need to do the next day. 

6. Expect change. 
   Make a decision to move toward a goal carefully—but we willing to change your direction to get there as conditions and circumstances demand. Push on, friend. 

7. Tell people. 
   Chances are excellent they’re going to encourage you. 

8. Be a team player. 
   You can have everything you want in life if you will just help enough other people get what they want.  

9. Write it all down. 
   Each time you reach a goal, your confidence will grow so that you can do bigger and better things. After accomplishing any goal, write about it—in your journal, wherever. 

10. Reflect. 
    What you get by reaching your destination isn’t nearly as important as what you become by reaching your goals—what you will become is the winner you were born to be! 

Zig Ziglar’s Goals: How to Get the Most Out of Your Life is available from Sound Wisdom on May 21, 2019. In it, the legendary speaker and author elaborates on the crucial steps you must take to set and achieve your goals. Pre-order your copy now from Amazon, Barnes & Noble, and other fine retailers.  

Get Unstuck: Practice the Art of the Three Ps and Notice Amazing Results by Darlene Corbett

Three and a half years ago, my mother took a one-way flight to Heaven. After her departure, I began to think about the lessons she taught me. My mother was probably the quintessential extraordinaire when it came to the art of being polite, personable, and demonstrating the personal touch. Like many parents, she drummed into us the importance of saying “please,” “thank you,” and “you’re welcome,” which was not unusual during the era in which I was raised. In addition, she went overboard with acknowledging people’s birthdays, anniversaries, and special events. When it came to her own children, she sent cards and gifts on other days as well, recognizing Valentine’s Day, Easter, Thanksgiving, Christmas, and any other day that merited attention. God forbid if we did not reciprocate. People who were acquainted with my mother always appreciated her acknowledgment of their special day at even an older age when such notifications were almost null. Now my mother was a bit over the top when it came to such occasions, but I am most appreciative of her persistence about the importance of being polite, personable, and demonstrating the personal touch.   

Being Polite  

Many years ago, I was walking across a very busy street with bags in each hand. I was trying to get to my office, and traffic was relentless. Finally, some decent soul allowed me to cross the street. As I hurried along, I did not acknowledge the person who, unlike many others, politely stopped their car to allow me to pass. Moving along without saying thank you, this particular driver shouted out to me “You are welcome.” I realized how right he was and turned around and shouted out a hearty, “Thank you.” I never forgot this small but significant act of kindness, and since that time, I have not forsaken my embedded need to practice the art of being polite with a “thank you.” 

Being polite with authenticity is truly an art. Expressions of gratitude should be heartfelt and not rote. Not only does it convey to the giver you are sincere, but giving it all you have makes you, the recipient, feel good. Try it out! You will begin to notice a warm inner feeling by revealing your appreciation.   

Being Personable  

I get it. Not everyone is an extrovert, which may make it challenging to be friendly and engaging. With that said, we have to function in society, so what do you have to lose by trying even minimally to being personable? 

First thing, start with a smile! If it is difficult, practice, practice, and practice. When you are walking down the street and catch someone’s eye, smile and say, “Hello.” Most of the time, it will be reciprocated. Even in so-called aloof New England, this is effective. How do I know? Because often, I give it a try.  

Second, whether you are in the grocery store, a bank, or any other place you are serviced, say “hello” with a form of “how are you?” These employees whom you encounter and are tirelessly putting out food or dealing with money are often diligent workers, on their feet much of the day, and possibly feeling invisible. A friendly exchange can make a world of difference. You do not know how you might impact them. In fact, we often may never know, but what if they are having a bad day? A warm interaction can alter their outlook even temporarily. 

Ah, the Personal Touch  

Finally, the personal touch is the supreme form of appreciation and recognition! The polite and the personable are a part of this, but there is more. How about the old-fashioned but ageless personal connection? Yes, I am talking about the world before texting, e-mailing, facebooking, tweeting, linking in, gmailing, and other forms of impersonal communication? Truly, there is nothing like the personal touch! A thank you note that is written with your unique penmanship and tailored specifically for the person at hand is irreplaceable.  

Although texts and e-mails can be efficient, more effective is a phone call with a human voice and all of the nuanced emotions that accompany it. How about face-to-face contact? Along with other species, we are social beings, and although some require more communication with a living creature than others, everyone wants it in some form. Remember the film Cast Away? Tom Hanks plays a survivor who is stranded on an island for years. He creates a face on an inanimate object just to experience something remotely familiar. How about infants’ ability to thrive and attach? Without the warmth of human connection, they often suffer irreparable damage. As much as AI and robotic exchanges are on the rise, I hypothesize nothing will ever replace the human relationship.  

Finally, no matter how people try to measure behavior, some expressions are immeasurable such as the healing power of love. Along with kind and thoughtful human beings, the unconditional love of a pet is often a corrective experience, especially for those who have suffered irrevocable loss. We humans are most blessed to have these incredible creatures as a part of our lives. They provide an abundance of love and ask for so little. Although some would debate the intelligence of canine and feline companions, for this particular matter, well, does it really matter? Whether or not they realize it, these furry four-legged creatures’ generous offerings of warmth and cuddles to a willing recipient are examples of the power of the personal touch. 

Think about the power of connection and the personal touch! They can make all of the difference in the world. Comforting words, a heartfelt hug, cradling a child, or petting a welcoming four-legged friend are invaluable. You cannot put a price tag on them. 

Do you believe in the art of the polite, the personable, and the personal touch? If you haven’t focused on these three elements, notice not only how the other person experiences it, but also how these gestures might transform you. Begin to make a concerted effort, and watch what happens! You will be simply amazed by its power of helping you get unstuck. 

Darlene Corbett is a keynote speaker, success coach, and licensed therapist who is committed to helping people become “unstuck” through visualization and scripting so that they can live their lives to the fullest. Her book Stop Depriving the World of You: A Guide for Getting Unstuck is available to purchase from Amazon, Barnes & Noble, and many other fine retailers. 

Rainy-Day Umbrella by Jim Stovall

In the annual survey of American’s savings rates, an alarming trend is emerging. Reports show that 60 percent of American households could not cover a $500 car repair from savings. This, reportedly, would force them to increase their credit card balance, borrow from family and friends, not pay one of their other bills, or do without a necessity in their monthly expenses.  

I have been more impoverished than most people, and I’m grateful to say today I enjoy a level of wealth that exceeds all but a handful of my readers. This gives me a perspective that many people don’t have.  

In the process of going from overwhelming debt to building significant assets and security, there are a number of meaningful milestones. I remember paying off all of my credit card debt and committing to never carrying a balance again. I remember buying a used car and, eventually, a new car and paying cash for them. I remember paying off the mortgage on my home, and I remember writing the biggest check I have ever written in my life and giving it to charity. All of these milestones are significant to me as I look at my financial life, but they pale in comparison to the feeling of having a fully-funded rainy-day or emergency account.  

It is frightening to comprehend that the majority of Americans would be thrown into financial turmoil over a $500 car repair. Most of these individuals are not poor people, they are poor managers. Prudence dictates that we have insurance to cover medical emergencies or damage to our home or car, but we must also have funds to handle or self-insure the ongoing expenses of life.  

If you’ve owned and operated an automobile for any length of time, you realize it’s not a question of if but when you will be forced to deal with a car repair. Five-hundred-dollar car repairs are not unusual. In fact, they are inevitable.  

Our busy lives are filled with unanticipated expenses whether it’s uninsured medical and dental procedures, appliances that need to be replaced or repaired, costs surrounding kids and school fees, or any number of financial bumps in the road, being able to cover these costs from a pre-established rainy-day or emergency fund is one of the greatest feelings you will ever enjoy. If you want to improve your financial life as well as your mental health and family dynamic, stop playing financial Russian roulette with expenses that you know are eventually headed your way.  

As you go through your day today, establish a rainy-day fund that will keep you and your family safe and dry. 

Today’s the day! 

This and other motivational pieces by bestselling author Jim Stovall can be found in his Wisdom for Winners series, each title in which is an official publication of the Napoleon Hill Foundation. Listen to these inspirational collections of Stovall’s writings now on Audible: Wisdom for Winners: A Millionaire Mindset, Wisdom for Winners Volume 2, and Wisdom for Winners Volume 3. 

The Leadership Manifesto by Shawn Doyle

I travel all over the world as both a trainer and a speaker, and leadership development is the focus of my work. I work with companies of all sizes: small, medium, large, and corporate giant. In doing this, I have come to a realization—it is time for a revolution in the way we think about, train, and develop leaders. In fact, let’s just scrap it all and start over.

The way in which we view leadership development now is worthless. Why do I make such an outrageous statement? I see managers and leaders who are failing themselves, failing their teams, and failing their companies. Their companies, of course, failed them first, by never providing the proper training for their leadership roles. 

To start the much-needed revolution, it’s time for the Leadership Manifesto. Follow it and see the difference. Ignore it, and bask in the ineptitude of your leaders.

There are six principles to follow in the Leadership Manifesto:

1. Stop promoting people to leadership roles just because they are technically competent. 
   Fred is a brilliant programmer who got promoted. His new position requires that he manage a team of sixteen people. However, he has no interest in leading people and probably isn’t a very gifted leader anyway. All Fred ever wanted to do was do his job well, but now he has to manage a team, which is killing him slowly. 
   Solution: Promote people in the organization that have the technical knowledge and the potential to lead.

2. Stop promoting someone and then assuming they know how to lead. 
   Alexis gets promoted to a leadership role. She is excited and optimistic about the future but scared to death. Why? She has never led a team before, and she doesn’t know how. She won’t admit it or ask for help. She figures that since she was promoted, she’ll just have to figure out how to be a leader. Alexis goes from the frying pan straight into the fire. Her only option is to model what her managers have always done in the past—many of whom, by the way, were completely incompetent. 
   Solution: Have a comprehensive leadership development training program to get new managers up to speed.

3. Stop assuming existing managers don’t need development. 
   I once met with a CEO of a small company and asked him about his current training and development initiatives. He raised an eyebrow questioningly and said, “Who would I train? Most of my managers have been here a long time.” When I mentioned the concept of ongoing development, he smiled and replied, “I hired them because they know what they are doing. Why would I have to train them? If I have to train them, I hired the wrong person.” From the expression on his face and the tone of his voice I could tell that the discussion wasn’t going to go anywhere. He clearly did not understand and was never going to. Just because you hire a manager doesn’t mean that he or she is already a great manager. Even if they are, training always helps the people in leadership roles to grow their skills. 
   Solution: Every leader in the organization should have an individual development plan and should receive training annually. If they don’t, they will leave and go somewhere where they can get training and development.

4. Stop allowing mean leaders to lead teams. 
   I have been in many organizations where I meet and observe managers who are mean, surly, demanding, rude, offensive, and specialize in striking fear into the hearts of the team members. Why is this allowed? The answer is always either “they get results,” or “they have been there a long time.” Neither of these answers is an acceptable or a legitimate excuse for that kind of objectionable behavior. The days of mean bosses are over. This is 2019, and leaders have to lead with influence, negotiation, expectation, and motivation. What companies don’t understand is that allowing abominable managers to keep being mean is sending employees a confusing message: “We allow our managers to treat you like dirt, but we value you still.” Yeah, right.
   Solution: Mean leaders need to be put on notice that they have to change or they have to go. There’s sure to be a celebration in the employee lunchroom if the tyrannical manager gets fired, and they’ll certainly breathe easier if the manager is forced to change.

5. Stop allowing executives to think that they don’t need development.
   In many companies, I hear: “Well, we can have training, but our vice presidents won’t attend.” Why not? “They don’t feel that they need training, and if they did, it would be an admission that they have skills they need to work on.” In many organizations, attending training is viewed as a sign of weakness. What’s going on here? Just because someone attends training, they’re weak? Shouldn’t commitment to development be viewed as a strong point? Apparently not. In the leadership ranks in many organizations, this is a liability. Sad, but true. Arrogance and ego are robbing executives of development that they need. 
   Solution: The CEO has to model a dedication to development and insist that every executive get training and development annually, based on specific and identified areas for improvement. When the rest of the organization sees that executives are committed to development, then they will be more inclined to develop themselves.

6. Stop waiting until you have a vacant leadership role to identify talent.
   Here is how I see it happening in many organizations. Someone in a leadership role resigns or gets fired. Panic ensues. The executives meet to see who can fill that role. Is there someone internally they can promote? Do they need to do an outside executive search? Although they seem organized, they will never admit that there is no strategy—it’s called flying by the seat of your pants. 
   Solution: Every organization should have a talent management initiative. This would include recruitment, succession planning, leadership development for future leaders, leadership development for current leaders, and ongoing individual development plans. This helps to build the talent pool for future needs. 

I want to see a brighter day when companies and organizations are led by leaders who are inspired, dedicated, and skillful in the way they lead their teams. Let’s tear down the old bronze monuments to arrogance, incompetence, and management by intimidation.

Let the revolution begin.

 For more business and personal development insight from Shawn Doyle, check out his titles from Sound Wisdom, including his Jumpstart Series, The Sun Still Rises, The Leadership Manifesto, and Two Months to Motivation. Be sure also to listen to his podcast Winning Edge@Work, co-hosted with Rachael Doyle.

Finding Your Great Motivating Desire by Earl Nightingale

The key that unlocks energy is desire. It’s also the key to a long and interesting life. If we expect to create any drive, any real force within ourselves, we have to get excited. 

Did you ever wonder where those human dynamos, those people who can pack as much work into one day as most of us do in two, get all the energy and drive that makes them go? Well, the source of drive and energy in human beings is known. It’s the personal excitement that comes from a great motivating desire. 

If you ask most people why they get out of bed in the morning and slug away all day on the job, they’ll probably have to think about it awhile before coming up with an answer. When they do, it’s usually along the line of “Oh, to pay the rent” or “To put food on the table.” Answers like these aren’t exciting. I belong to the group that thinks life is far too short to be dull. Shelter and food are things we need, but unless we’re living out in the street or starving to death, we’re not up to getting too excited about a place to sleep or something to eat. 

Those who have no exciting reason for getting out of bed in the morning may be fine people, but they never seem to accomplish anything out of the ordinary, and they miss a lot of fun and a lot of rewards that they could be enjoying. They haven’t got the drive to become outstanding because they don’t have a great motivating desire. 

The key that unlocks energy is desire. It’s also the key to a long and interesting life. If we expect a person to do something we want him to do, we have to get him excited. And if we expect to create any drive, any real force within ourselves, we have to get excited. We have to decide on something we desire very much—a goal that fires our imagination with a mental picture of having something, doing something, or being something. 

In a company I once surveyed, one of the men had won the admiration of all the others. I noticed that he had thorough knowledge of his company, its products, its markets, and its competitors. He took pains to understand his customers and their problems. These things, along with an easy manner and a good personality, marked him as an outstanding employee. We asked him about all this, and he said, “When I came to this company a few years back, I decided to shoot for a manager’s job in one of our districts. I’m doing everything I can to be the kind of man who would have that job.”  

Well, that explained it. In his mind, he was already running his own district. The rest of him was merely carrying out the motions that would soon propel him into the job he wanted. Meanwhile, he was enjoying himself tremendously. The mental image of being a district manager so appealed to him that he found all the enthusiasm, energy, and drive he was going to need to achieve that position. Everything he said and did in his current job had to conform to the image he held in his mind. He was outstanding because nothing less than his best would fit with the goal he’d picked out. 

Of course he’ll get that district manager job and all that goes with it. People with unusual drive and energy, people who excel, are the ones who have given themselves a mental picture, a goal to work toward. And the amount of drive they possess will always be in exact proportion to the strength and desire to make that mental picture a reality, to reach that goal. 

We don’t have to worry about setting a goal we can never reach; that’s the strange and wonderful thing about humans, something that most people seem to miss. We never seriously desire anything we can’t possibly have. If you get all fired up over something, whether it’s an executive position in your company or the income you feel you and your family need to do and have the things you want, if you can clearly envision how it will feel to satisfy your desire, well, then it can be yours. 

Arnold Bennett wrote that the kind of desire that triggers drive and energy within us isn’t some vague hankering, some undefined wish. The productive kind of desire is real, it’s concrete, it’s a mental picture that will never leave us alone. It’s always there in front of our minds, prodding and poking, goading us on. It’s an obsession, a whip. It has no mercy, and we’ll never be satisfied until we’ve achieved that which we truly desire. 

Well, how about you? What’s your goal? What is it that gets you fired up every time you think about it? If you have such a goal, you’ll never have to worry about the drive and energy you’ll need to achieve it. But if you find that you lack drive, that you’re short on energy, give it some thought. Decide on the dream that’s more important to you than any other. Then begin to make that dream a reality. You can—and you’ll find that you’ve got all the drive you need and all the energy you want. 

This is an excerpt from Earl Nightingale’s Your Success Starts Here: Purpose and Personal Initiative, now available from Amazon, Barnes & Noble, Books-a-Million, 800-CEO-READ, and other fine retailers. This volume contains Nightingale’s most potent messages about finding your purpose and taking the steps to better your life and relationships and achieve professional and financial success. It is never too late to give your life meaningful direction—pick up your copy of Your Success Starts Here today! 

Four Ways to Turn Introversion into a Leadership Asset by Jennifer Janechek

In her bestselling book Quiet: The Power of Introverts in a World That Can’t Stop Talking, Susan Cain explains how in the twentieth century, extroversion became a cultural value—one that resulted in the conflation of success and outgoingness, likeability and talkativeness. Consequently, “introversion—along with its cousins sensitivity, seriousness, and shyness—is now a second-class personality trait, somewhere between a disappointment and a pathology.” However, as she notes, pointing to figures like Sir Isaac Newton, Rosa Parks, Steven Spielberg, Dr. Seuss, and J. K. Rowling as examples of high-achieving introverts, “we make a grave mistake to embrace the Extrovert Ideal so unthinkingly. Some of our greatest ideas, art, and inventions…came from quiet and cerebral people who knew how to tune in to their inner worlds and the treasures to be found there.”   

The Extrovert Ideal has long shaped assumptions about what effective leadership looks like: good leaders, according to the prevailing wisdom, are loquacious, loud, and quick to act. But as Dr. Rick Goodman suggests in his new book The Solutions-Oriented Leader: Your Comprehensive Guide to Achieve World-Class Results, introversion can be a huge asset, rather than a liability, for success in leadership. He writes: “One of the main things that holds introverts back, I think, is the perception that those who are quiet, even shy, cannot make commanding figures.” To break through misperceptions about introversion and tap into its power for leadership greatness, Goodman recommends the following four strategies: 

1. “Remember that listening—not talking—is the mark of a really engaging leader.” 
   Despite the assumption that the most effective leaders are the ones who talk the most, active listening is a far more important leadership skill. Indeed, Goodman notes that potentially the most significant challenge faced by today’s business leaders is positioning yourself “to lead your team not just through commands and dictations but through real engagement.” Meaningful engagement requires not listening to respond, but listening to understand, a communication skill at which introverts are particularly adept. 

2. “Remain calm during times of crisis.” 
   There’s a temptation for extroverts to channel their energy and loquacity into impassioned dialogue when things get stressful, but introverts, with their tendency to calmly, internally process situations before responding, can diffuse emotional situations by offering deliberate, rational, and well-thought-out solutions. Goodman advises introverts to “seize crises as opportunities to provide stable, steady leadership.” 

3. “Force yourself out of your comfort zone.” 
   Although you might prefer small-group situations to large speaking events and value deep, meaningful conversation over small talk, to be an effective leader you’ll want to push yourself a bit to engage with others in the ways that matter to them. Goodman recommends playing to your strengths but also challenging yourself to step out of your comfort zone in order to grow as a leader. 

4. “Allow yourself some quiet time.” 
   Contrary to popular belief, introversion does not mean that you don’t like others or you’re antisocial; in fact, introverts can be quite social beings—in measured doses. What distinguishes introverts from extroverts is that being around others saps their energy rather than boosting it; as such, introverts require time alone to recharge their batteries. Creating space for this—whether by setting aside fifteen minutes in the morning to be by yourself and collect your thoughts for the day, taking a time-out during the workday to fill up your energy reserves, or using another recovery strategy—will help improve your impact as a leader. 

For more strategies on transformational leadership and tips for increasing productivity, enhancing employee engagement and retention, all while creating a happy work environment, pick up a copy of Dr. Rick Goodman’s The Solutions-Oriented Leader: Your Comprehensive Guide to Achieve World-Class Results, available from Sound Wisdom on April 16. 

Dr. Rick Goodman is one of the most sought-after thought leaders and keynote speakers internationally specializing in leadership, engagement, and business growth. As a serial entrepreneur who has built several multimillion-dollar businesses, Dr. Rick walks his talk and shares his winning leadership philosophy with his audiences based on lessons learned as one of the team physicians for the Super Bowl champion St. Louis Rams and his association with other championship teams like the NBA champions Miami Heat. 

His mission is to introduce his transformational leadership and team-building formulas and systems into 10,000 businesses worldwide, A few of Dr. Rick's clients include Heineken, AT&T, Hewlett-Packard, Ultimate Software, Inova Health Systems, and Franklin Templeton Investments. 
 
He is the founder and president of Advantage Continuing Education Seminars (ACES), one of the largest online continuing education companies in the world. He is a distinguished member of the National Speakers Association, the Global Speakers Federation, The Society for Human Resource Management (SHRM) and the Florida Speakers Association. 

Are You Accountable to Your Customers? by Sam Silverstein

Accountable leadership cares less about the short-term bottom line…and more about the long-term relationship. 

 A key test of accountability comes in the form of two tough questions:  

• Can your customers count on you to act in their best interests? Do they know you’ve always “got their back”?  

• Do they know you are accountable to fulfill a commitment to provide them with full value…and to give them all the information they need to make an informed decision?  

A recent PBS NewsHour story is making customers think twice about whether their most trusted providers are offering the right answers to those questions.  

Gretchen Liu, 78, went online and paid her insurance provider’s chosen supplier a copay of $285 for a 90-day supply of some medication she needed. The price seemed high, but her condition was serious, so she simply paid the bill and trusted that her insurance company was pointing her toward the best available price. Time passed, and Liu needed a refill of her medication before going on a trip. She headed to the pharmacy at Costco…where she learned that she could have gotten the very same medication there for only $40 if she had opted to pay for the same (generic!) drug out of pocket, instead of using the online copay arrangement provided by her insurance company! 

Let’s be frank. Something went very wrong here, something that needs to be noticed not just by online pharmacies and insurance companies, but by companies operating in all industries. When we don’t tell our customers how to make the very best choice, we let them down…and we don’t fulfill our accountability to them to look after their interests and deliver full value. 

There are two places where accountability needs to show up in this kind of situation. First, the online vendor for these medications should prominently inform customers when they can get a substantial price break by not using the copay option. The online pharmaceutical vendor, and by extension the insurance company, failed this test. 

Second, the pharmacists we visit in person should also make sure we get the best price possible. The Costco pharmacist passed this test. Guess which supplier Liu trusts more? Guess which she is more likely to recommend? 

One relationship with the customer—Costco’s—was based on accountability. The other wasn’t. Can you blame Liu—or any of us who need prescription drugs—if we start assuming that we need to watch out for our own interests, rather than trust our insurance company’s chosen suppliers? 

News flash: If you’re my insurance company, I’m your customer! That means you should be looking out for my best interests. 

That’s true for any company, of course, not just companies that sell insurance.  

If a company is more concerned with its immediate bottom line than it is with the customer’s best interests, that is a short-term decision, and a poor one. That company is maximizing a short-term profit in exchange for a long-term loss. When that company stops looking out for its customers, it might maximize its profits that month, that quarter, or maybe even that year—but there are going to be long-term problems down the line…and if the company ignores those problems for long enough, its survival will eventually be at stake! 

So: How committed is your organization to always do what’s best for the customer? How likely are you to tell a customer, “You know what? You can save some money and/or time if you do it this way instead of that way”? How committed are you and your team to giving customers all the information they should be able to expect from you? 

If you hesitated before answering any of those questions, consider that the problem you just uncovered begins with your company leadership’s commitment to employees.  

When leadership is only focused on the short-term bottom line and is not looking out for the best interests of customers, that sends a message to the employees in the organization that leaders probably aren’t looking out for their best interests, either! All too often, that message is part of a corporate death spiral—poor employee morale reinforces poor customer service, which reinforces poor employee morale, and on and on. This cycle is a hallmark of unaccountable leaders—not bad employees! Wherever there is a customer service issue, that points toward an accountability issue internally in the organization…usually at the very top.  

The flip side is also true. If the people in the organization know that the leader has their back and is personally accountable to uphold a commitment to help them achieve their full potential and be the very best they can be, then that leader is building a culture based on accountability and commitment—and those employees are going to be accountable to fulfilling a commitment to the customers to deliver full value, time after time after time. 

Rest assured: If you care about the long-term relationship more than the short-term bottom line, you will build a marketplace advantage based on accountability…and you will turn your customers into passionate advocates for your brand. 

Sam Silverstein is dedicated to empowering people to live accountable lives, transform the way they do business, and create a more accountable world. He helps companies create an organizational culture that prioritizes and inspires accountability. His most recent book in the No More Excuses series, No Matter What: The 10 Commitments of Accountability, is available now from Amazon, Barnes & Noble, Books-a-Million, 800-CEO-READ, and other fine retailers. You can follow Sam on Twitter @SamSilverstein, Facebook @SilversteinSam, Instagram @samsilverstein, and YouTube @samsilverstein. 

What Entrepreneurs Can Learn from Poetry by Jennifer Janechek

This article originally appeared here on Entrepreneur. 

Humanities majors are becoming increasingly desirable to corporations. Just take a look at this recent study suggesting that Google’s most-prized skills in its employees are those cultivated by a humanities degree rather than a STEM one. But even if you don’t have a degree in the humanities, you can still take insight from the wisdom that programs of study like English, history, and philosophy have to offer. 

For instance, I recently read Mary Oliver’s A Poetry Handbook: A Prose Guide to Understanding and Writing Poetry (Mariner Books, 1994) in preparation for a poetry segment in a literature course I’m teaching, and I was struck by how much of Oliver’s advice to budding poets is incredibly relevant to the corporate world as well. The following points and their accompanying Handbook quotes demonstrate how the humanities, and poetry in particular, can offer fresh advice and creative strategies for entrepreneurship. 

1. Imitation is a good starting place. 

“Emotional freedom, the integrity and special quality of one’s own work—these are not first things, but final things.” 

Oliver recommends that beginning poets start with imitation, learning the techniques of craft from the masters of poetry and experimenting with different poetic forms until they gain a thorough enough understanding of the mechanics of poetry to break out on their own. The same advice seems relevant for those new to the workforce: spend time studying the success stories of those in your field, learning what enabled them to achieve greatness, before striking out on your own. Read books like Napoleon Hill’s Think and Grow Rich, which details over 20 years of research on the basic principles contributing to the success of over 500 of the world’s wealthiest businesspeople. It’s important to know what’s been done before, and how it’s been done, to avoid as many pitfalls as possible and to be able to develop your own work style. 

2. Be wary of when your work habits become “second nature.” 

“It demands, finally, a thrust of our own imagination—a force, a new idea—to make sure that we do not merely copy, but inherit, and proceed from what we have learned. A poet develops his or her own style slowly, over a long period of working and thinking—thinking about other styles, among other things. Imitation fades as a poet’s own style—that is, the poet’s own determined goals set out in the technical apparatus that will best achieve those goals—begins to be embraced.” 

While imitation is a great starting point, you don’t want to spend your entire work life copying what others have done. Rather, you want to “inherit, and proceed from what we have learned,” as Oliver says. Use your study of others’ stories to develop your own unique vision and style. 

3. Avoid clichés at all costs. 

“The cliché works in poems as it works in any kind of writing—badly. Do not use the cliché in a poem unless, perhaps, you are writing a poem about the cliché.” 

Clichés abound in the corporate world as much as in the academic world. They fill our hurried e-mails, our copywriting, and our presentations. Relying on clichés suggests a certain laziness and a lack of engagement with the person or topic. Put in the extra effort to say something original and meaningful that will add value to your life and the lives of the people with whom you’re working. 

4. Finding a work rhythm enhances productivity and pleasure. 

“Rhythm is one of the most powerful of pleasures, and when we feel a pleasurable rhythm we hope it will continue. When it does, the sweet grows sweeter. When it becomes reliable, we are in a kind of body-heaven.” 

When we read poems with enjoyable rhythms, we feel pleasure. We do this because rhythm is one of the greatest joys of the human body. Just like rhythmic text brings us joy, daily rhythms nourish our bodies and our souls. Developing a work rhythm will similarly bring more pleasure to your professional life and will help you accomplish more and feel less stressed during your workday. 

5. Inspiration is important, but it almost always takes hard work to get desirable results. 

“Have some lines come to you, a few times, nearly perfect, as easily as a dream arranges itself during sleep? That’s luck. That’s grace. But this is the usual way: hard work, hard work, hard work. This is the way it is done.” 

We might be tempted to think that the most successful poets, businessmen, etc., were just “lucky” or that they received inspiration from the muses and simply coasted to greatness. In 99.9 percent of cases, that is not true. Success, as Oliver notes, requires “hard work, hard work, hard work.” 

6. Workshopping ideas and business materials makes for better employees and better products. 

“With everyone using an understandable language, and with a number of persons scrutinizing the work, the workshop members can learn a great deal about their general aptitude and specific writing skills—can learn much more than even the most diligent writer could ascertain in the same amount of time while working alone.” 

The poetry workshop has been a staple in creative writing programs since the early twentieth century. Although collaboration is a buzzword in the business world, it’s not the same thing as workshopping. Companies might continually improve the effectiveness of their employees and refine their products by encouraging workshops—meetings where employees use a shared language in order to scrutinize their work processes, materials, etc. For these to be successful, it’s crucial for everyone to lay aside their egos, be willing to receive and provide constructive criticism, and forgo comments based on personal tastes/opinions for those more focused on objective reasons why something does or does not work. 

7. It’s crucial to stay aware, curious, and engaged. 

“A mind that is lively and inquiring, compassionate, curious, angry, full of music, full of feeling, is a mind full of possible poetry.” 

While it’s beneficial to have a work rhythm, you don’t want to let your habits turn into mindless routines. When this happens, you can fall into the work doldrums, where you operate on autopilot and stop thinking creatively. To give your job (and yourself) the best, prevent yourself from developing tunnel vision: stay engaged with and curious about your surroundings and your career, have daily and weekly check-ins with yourself about your goals and the steps you’ve taken to achieve them, and continually read books and articles that keep you passionate about your work and your vision. 

How does poetry inform your work? Do you write or read poetry for fresh inspiration? Let us know in the comments below! 

Jennifer Janechek is the director of content strategy for Sound Wisdom. She has her PhD in English literature from the University of Iowa and her MA in English from the University of South Florida. She is also the founder of The Work-at-Home Mom Blog, which provides inspiration and community for moms who juggle work and parenting simultaneously. Her writings can be found in Entrepreneur, The Good Men Project, and many other publications. Follow her on Instagram, Twitter, and Facebook @thewahmblog.