Wednesday, October 24, 2012

Read These 10 Things You Must Stop Doing Now To Be Happy


Be Happier: 10 Things to Stop Doing Right Now

Sometimes the route to happiness depends more on what you don't do.
sad and happy smiley face cupcakes
Happiness--in your business life and your personal life--is often a matter of subtraction, not addition.
Consider, for example, what happens when you stop doing the following 10 things:
1. Blaming.
People make mistakes. Employees don't meet your expectations. Vendors don't deliver on time.
So you blame them for your problems.
But you're also to blame. Maybe you didn't provide enough training. Maybe you didn't build in enough of a buffer. Maybe you asked too much, too soon.
Taking responsibility when things go wrong instead of blaming others isn't masochistic, it's empowering--because then you focus on doing things better or smarter next time.
And when you get better or smarter, you also get happier.
2. Impressing.
No one likes you for your clothes, your car, your possessions, your title, or your accomplishments. Those are all "things." People may like your things--but that doesn't mean they like you.
Sure, superficially they might seem to, but superficial is also insubstantial, and a relationship that is not based on substance is not a real relationship.
Genuine relationships make you happier, and you'll only form genuine relationships when you stop trying to impress and start trying to just be yourself.
3. Clinging.
When you're afraid or insecure, you hold on tightly to what you know, even if what you know isn't particularly good for you.
An absence of fear or insecurity isn't happiness: It's just an absence of fear or insecurity.
Holding on to what you think you need won't make you happier; letting go so you can reach for and try to earn what you want will.
Even if you don't succeed in earning what you want, the act of trying alone will make you feel better about yourself.
4. Interrupting.
Interrupting isn't just rude. When you interrupt someone, what you're really saying is, "I'm not listening to you so I can understand what you're saying; I'm listening to you so I can decide what I want to say."
Want people to like you? Listen to what they say. Focus on what they say. Ask questions to make sure you understand what they say.
They'll love you for it--and you'll love how that makes you feel.
5. Whining.
Your words have power, especially over you. Whining about your problems makes you feel worse, not better.
If something is wrong, don't waste time complaining. Put that effort into making the situation better. Unless you want to whine about it forever, eventually you'll have to do that. So why waste time? Fix it now.
Don't talk about what's wrong. Talk about how you'll make things better, even if that conversation is only with yourself.
And do the same with your friends or colleagues. Don't just be the shoulder they cry on.
Friends don't let friends whine--friends help friends make their lives better.
6. Controlling.
Yeah, you're the boss. Yeah, you're the titan of industry. Yeah, you're the small tail that wags a huge dog.
Still, the only thing you really control is you. If you find yourself trying hard to control other people, you've decided that you, your goals, your dreams, or even just your opinions are more important than theirs.
Plus, control is short term at best, because it often requires force, or fear, or authority, or some form of pressure--none of those let you feel good about yourself.
Find people who want to go where you're going. They'll work harder, have more fun, and create better business and personal relationships.
And all of you will be happier.
7. Criticizing.
Yeah, you're more educated. Yeah, you're more experienced. Yeah, you've been around more blocks and climbed more mountains and slayed more dragons.
That doesn't make you smarter, or better, or more insightful.
That just makes you you: unique, matchless, one of a kind, but in the end, just you.
Just like everyone else--including your employees.
Everyone is different: not better, not worse, just different. Appreciate the differences instead of the shortcomings and you'll see people--and yourself--in a better light.
8. Preaching.
Criticizing has a brother. His name is Preaching. They share the same father: Judging.
The higher you rise and the more you accomplish, the more likely you are to think you know everything--and to tell people everything you think you know.
When you speak with more finality than foundation, people may hear you but they don't listen. Few things are sadder and leave you feeling less happy.
9. Dwelling.
The past is valuable. Learn from your mistakes. Learn from the mistakes of others.
Then let it go.
Easier said than done? It depends on your focus. When something bad happens to you, see that as a chance to learn something you didn't know. When another person makes a mistake, see that as an opportunity to be kind, forgiving, and understanding.
The past is just training; it doesn't define you. Think about what went wrong, but only in terms of how you will make sure that, next time, you and the people around you will know how to make sure it goes right.
10. Fearing.
We're all afraid: of what might or might not happen, of what we can't change, or what we won't be able to do, or how other people might perceive us.
So it's easier to hesitate, to wait for the right moment, to decide we need to think a little longer or do some more research or explore a few more alternatives.
Meanwhile days, weeks, months, and even years pass us by.
And so do our dreams.
Don't let your fears hold you back. Whatever you've been planning, whatever you've imagined, whatever you've dreamed of, get started on it today.
If you want to start a business, take the first step. If you want to change careers, take the first step. If you want to expand or enter a new market or offer new products or services, take the first step.
Put your fears aside and get started. Do something. Do anything.
Otherwise, today is gone. Once tomorrow comes, today is lost forever.
Today is the most precious asset you own--and is the one thing you should truly fear wasting.

Must Know: Emerging Markets in 2013



The Emerging Market You're Probably Ignoring

Here's what you don't know about this market: More than half the population is under 25 years old--and that's a big business opportunity.


Medina, Saudi Arabia
Looking for an emerging market? Looking for a youthful market? Try the Arab world: More than half its population is under 25 years old.
Compare that to the U.S., where only 34% is less than 25.
Here's another in my series in which I pick a topic and connect with someone a lot smarter than me. (There's a list of previous installments at the end of the article.)
This time I talked to Vijay Mahajan, a business professor at the University of Texas and the author of The Arab World Unbound (as well as the 86% Solution, named the 2007 book of the year by the American Marketing Association).
The demographic data--and the opportunity it creates--is really surprising, at least to me.The Indian market comes close, at 48%. But compared to India, the Arab world has a higher percentage of its current population under 25 and a higher fertility rate to regenerate its youth.
And the Arab youth like global brands. Surveys show brands like Nokia, Toyota, Sony, Pepsi, Head & Shoulders, Rolex, Nike, Dove... all have brand favorability scores over 60%. Arab youth crave the best brands, wherever they come from.
It shows my ignorance of the region and its people--embarrassingly so--but I was also surprised by your data and insights into Arab women.In general Arab women are sophisticated, highly educated, and at the same time very family-oriented. While I'm exaggerating slightly, think of the mother's position in the family as just next to divine. Men won't do anything without consulting their mothers and grandmothers.
So product marketing has to start with the notion that it must appeal to women, because women are key decision-makers within the family.
Sounds no different than what happens in my house.Also keep in mind it is very important for women to show that they take care of their families... and by extension, they take care of themselves. Fashion is a very big thing, not only the clothes women wear inside but also the clothes they wear in public. While Arab women tend to be modest, their clothes are still a symbol of who they are as individuals.
Children are obviously very important as well. Mothers want to do a good job raising their children, providing for them, educating and enriching their lives.
Arab mothers are like mothers everywhere. They want the best for themselves and their families and they buy things just like mothers all around the world.
And they're very, very smart.
So where are the opportunities?Everywhere.
Take hospitality: Approximately 70 million people travel to Arab countries every year. Because of the nature of the region there are three types of tourists: business, pleasure, and visitors to holy places. More than 60% of the world is religiously connected to the region.
Christians go to the West Bank, Muslims to holy places in Saudi Arabia, others go to the Dead Sea or Mount Horeb, the "Moses Mountain." When 60% of the world is connected, there's naturally a huge market: travel, hospitality, food, services, etc.
I have to admit the idea of taking advantage of those opportunities sounds daunting, though.First keep in mind there are huge ex-pat populations in most countries. And some Silicon Valley entrepreneurs have started incubators and business plan competitions.
But you won't find opportunities by being safe. You'll need to go, explore, and get a feel.
Also keep in mind an excellent business infrastructure is already place. Broadband penetration is higher than in India or China. And almost 10% of North Africans live in Europe and transfer money back home.
The Arab world has a globally connected population, an incredibly vibrant business community, and millions of young people eager to start businesses and raise families and join the global marketplace--and consume products from all over the world.
The opportunity is there--as long as you're willing to understand and embrace cultural differences so you can truly be a part of an emerging market.
Quick note: I'm American and I see through American eyes. That means I hold a number of false assumptions and I miss a lot of stuff. Even if you don't plan to expand overseas, read a book like The Arab World Unbound.
If you're like me, it's a great way to start understanding just how much you don'tknow.

Read The World's Simplest Management Secret


World's Simplest Management Secret

Forget what you learned in those management books. There's really only one way to ensure that everyone on your team excels.
 
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Management books have it all wrong. They all try to tell you how to manage "people."
It's impossible to manage "people"; it's only possible to manage individuals. And because individuals differ from one another, what works with one individual may not work with somebody else.
Some individuals thrive on public praise; others feel uncomfortable when singled out.
Some individuals are all about the money; others thrive on challenging assignments.
Some individuals need mentoring; others find advice to be grating.
The trick is to manage individuals the way that THEY want to be managed, rather than the way that YOU'd prefer to be managed.
The only way to do this is to ASK.
In your first (or next) meeting with each direct report ask:
  • How do you prefer to be managed?
  • What can I do to help you excel?
  • What types of management annoy you?
Listen (really listen) to the response and then, as far as you are able, adapt your coaching, motivation, compensation, and so forth to match that individual's needs.
BTW, a savvy employee won't wait for you to ask; he or she will tell you outright what works. When this happens, you're crazy not to take that employee's advice!
Unfortunately, most individuals aren't that bold, which is why it's up to you to find out how to get the best out of them.
And you'll never get that out of a management book.
There is no one-size-fits-all in a world where everyone is unique.
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Tuesday, September 18, 2012

Read What Entrepreneurs Really Worry About


What Entrepreneurs Really Worry About

A recent survey found small business owners believe taxes and health care are the most important issues.
Obama and Romney Don't Know
 
What's the most important campaign issue to small business owners? Well, it's notMitt Romney's "47%" comment, that's for sure. 
The economy and jobs is--by far--the most important issue for entrepreneurs in the upcoming presidential election, according to a recent survey conducted by Thumbtack.com, an online platform used to find local service providers. The company teamed up with with the George Washington University Graduate School of Political Management to surveymore than 6,000 small business owners from across the country. 
The survey also found that more small business owners believe Barack Obama is more supportive of small business than Mitt Romney.
When asked, "What is the single most important issue in your choice for president?" 40% of respondents said "economy/jobs." "Ethics/honesty/corruption in government" was the second most popular answer with 13% of small business owners saying it was paramount in selecting a candidate.
More respondents (39%) said Obama was more supportive of small business with 31% choosing Romney. But it seems the small business owner vote is still very much up for grabs, as 28% saying they weren't sure who was the better small business candidate.
The survey also explored the specific economic issues most important to entrepreneurs. More than a quarter (26%) said unemployment and the job market was the biggest economic issue this election season, with 16% saying it was the federal budget deficit and 10% saying its health care costs.
Small business owners rated gas and fuel as the most burdensome cost on their businesses, with self-employment, personal income taxes, and health care costs ranking second through fourth. Minimum wages costs was ranked as the least burdensome aspect of a business.
The survey was administered from July 27 to August 22. Survey respondents were predominantly male--62.3% to 37.6%--but this reflects the 64.1% male, 35.9% female gender composition of American business owners as reported by the U.S. Census Bureau.

Monday, August 13, 2012

Read The 3 Interview Questions That Reveal Everything About You


3 Interview Questions That Reveal Everything

Employee fit is crucial. Here's a simple way to know if a job candidate is right for your business.
Interview Clipboard
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Interviewing job candidates is tough, especially because some candidates are a lot better at interviewing than they are at working.
To get the core info you need about the candidates you interview, here's a simple but incredibly effective interview technique I learned from John Younger, the CEO ofAccolo, a cloud recruiting solutions provider. (If you think you've conducted a lot of interviews, think again: Younger has interviewed thousands of people.)
Here's how it works. Just start from the beginning of the candidate's work history and work your way through each subsequent job. Move quickly, and don't ask for detail. And don't ask follow-up questions, at least not yet.
Go through each job and ask the same three questions:
1. How did you find out about the job?
2. What did you like about the job before you started?
3. Why did you leave?
"What's amazing," Younger says, "is that after a few minutes, you will always have learned something about the candidate--whether positive or negative--that you would never have learned otherwise."
Here's why:
How did you find out about the job?
Job boards, general postings, online listings, job fairs--most people find their first few jobs that way, so that's certainly not a red flag.
But a candidate who continues to find each successive job from general postings probably hasn't figured out what he or she wants to do--and where he or she would like to do it.
He or she is just looking for a job; often, any job.
And that probably means he or she isn't particularly eager to work for you. He or she just wants a job. Yours will do--until something else comes along.
"Plus, by the time you get to Job Three, Four, or Five in your career, and you haven't been pulled into a job by someone you previously worked for, that's a red flag," Younger says. "That shows you didn't build relationships, develop trust, and show a level of competence that made someone go out of their way to bring you into their organization."
On the flip side, being pulled in is like a great reference--without the letter.
What did you like about the job before you started?
In time, interviewees should describe the reason they took a particular job for more specific reasons than "great opportunity," "chance to learn about the industry," or "next step in my career."
Great employees don't work hard because of lofty titles or huge salaries. They work hard because they appreciate their work environment and enjoy what they do. (Titles and salary are just icing on the fulfillment cake.)
That means they know the kind of environment they will thrive in, and they know the type of work that motivates and challenges them--and not only can they describe it, they actively seek it.
Why did you leave?
Sometimes people leave for a better opportunity. Sometimes they leave for more money.
Often, though, they leave because an employer is too demanding. Or the employee doesn't get along with his or her boss. Or the employee doesn't get along with co-workers.
When that is the case, don't be judgmental. Resist the temptation to ask for detail. Hang on to follow-ups. Stick to the rhythm of the three questions. That makes it natural for candidates to be more open and candid.
In the process, many candidates will describe issues with management or disagreements with other employees or with taking responsibility--issues they otherwise would not have shared.
Then follow up on patterns that concern you.
"It's a quick way to get to get to the heart of a candidate's sense of teamwork and responsibility," Younger says. "Some people never take ownership and always see problems as someone else's problem. And some candidates have consistently had problems with their bosses--which means they'll also have issues with you."
And a bonus question:
How many people have you hired, and where did you find them?
Say you're interviewing candidates for a leadership position. Want to know how their direct reports feel about them?
Don't look only for candidates who were brought into an organization by someone else; look for candidates who brought employees into their organization.
"Great employees go out of their way to work with great leaders," Younger says. "If you're tough but fair, and you treat people well, they will go out of their way to work with you. The fact that employees changed jobs just so they could work for you speaks volumes to your leadership and people skills."

Tuesday, July 17, 2012

How to be Great


5 Ways to Beat Mediocrity

It's easy to rest on success. But so often that can turn a great company into an average company.
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The Olympics are probably the greatest recurring example of superhuman effort compressed into a single point in time: A lifetime's practice comes down to a single 100-meter dash; four years of training pays off (or doesn't) in one passed baton in the final leg of the relay; nanoseconds, or fractions of an inch, separate elation and despair. 
Running a business can become the exact opposite--no single point of payoff, no clear winner or loser at a particular point in time, no podium, no gold medal. There's just the long, arduous slog of doing the same things, day in, day out.
And it's in that sameness, in that cradle of monotony, that mediocrity is born. 
If you are left unchallenged, you perform...adequately. Appropriately. You do what is right. You do what is enough. You excel intermittently, fail occasionally, but mostly, you just get by. Who's to say what difference this sales report will make in the long run? Where's the payoff in stacking this inventory correctly? Why exactly should I be excited about this week's management meeting?
But some businesses do operate like an Olympic team. 
These companies hone and polish their business model, reshape and retool their decision-making processes, and practice their trade relentlessly, until they have it down, perfectly--or as near to perfect as they can get it. These companies work unceasingly at their product and service offerings, acutely conscious that they have to outperform the competitors. These businesses race to a goal as if their lives depended on it. Then race to another goal. Then another.
Think of Apple--who's to say its product announcements lack any of the drama or grandeur of ascending an Olympic podium (and who's to say the subsequent revenue isn't the equivalent of winning business gold)? Or take the Virgin Group, or Berkshire Hathaway. While competitors plow through each mundane day, these and many other companies race each day as if it's their last with passion and commitment.
So how do you make your team Olympics-worthy? 
1. Set BHAGs
Jim Collins and Jerry Porras's concept of the Big Hairy Audacious Goal has fallen out of favor in recent years--except with gold-medal winners. Look at any of the companies in the list above, and their audacious goals stare right back at you. What are yours?
2. Achieve
Huh? Isn't that like saying "breathe"? Well, no. 
I've worked with many companies (the majority, in fact) that set goal after goal after goal, as if goal setting is what will get them the gold. It won't. Achieving those goals is what gets the gold. Start with a goal you can achieve. Achieve it. Then another. Then another. Then achieve your BHAG. Then another BHAG. And another. Build a solid record of achievement. Very few nonachievers turn up at the Olympics and then suddenly win. They arrive at the Olympics with a track record of achievement.
3. Celebrate people
There's a reason that sales goals alone don't bring the gold medal: In the end, they're just numbers. Sure, sales goals are important (you won't get far without them), but people aren't motivated to go for gold by just numbers. They're motivated, frankly, by what's in it for them--ego, power, fun, passion, fulfillment--the exact same things that motivate you.
On the way to achieving your goals--small and large--make sure that your people are the centerpiece of celebration, not the numbers. It's your people who will win the gold for you, after all, not your balance sheet. 
4. Teach, coach, mentor
Business is a team sport--you don't get the gold by excelling individually. Communicating your goals is one thing; inspiring your people to rise to those goals is another. But trading your time and energy to be a resource to your team members--mentoring them, coaching them, teaching them what you know and they don't--that's how you build not just a winning team but also one that can compete at Olympic level.
5. Get out of the way
If you diligently apply the four principles above, at some point your team members will begin to push you. You will feel it--their intuition about what works and what doesn't becomes more finely honed than yours. Their ideas are faster, better, easier to implement than yours. Their knowledge of your product, of your customers, of your systems is deeper, richer than yours.  
That's when you know you have an Olympics-level team--one that can win. Your job is to get out of the way and let it.
Will you go for the gold? Or is today just another day?