Tag : success

  • Good decisions

    Posted May 19th, 2011 By in Clarity & Focus, Decision Making With | No Comments

    This post is adapted from Chapter D of my new book “The Busy Fool’s A to Z of Loving Work

    Decision-makingDecisions are much easier to make when you have clarity about what you are really trying to achieve.

    It’s often said, in the success literature, that wealthy people tend to make decisions quickly, and change their minds rarely, while unsuccessful people hesitate for ages before making a decision, and then dither about actually putting it into practice.  That’s true to an extent; and there’s more to it than simply making decisions quickly.  A lot of unsuccessful people also make decisions quickly – they’re just the wrong ones!

    So how do successful people get to make the right decisions, and make them quickly?  By doing their homework; there’s no quick-fix, no silver bullet answer.  They do the hard work to understand their market, their clients, their business, themselves – in fact everything that could make a decision a good one or a bad one.  And here’s their trick – they only do it once.  They focus, so everything they learn can be re-used for their next decision.

    And each decision is backed up with all their previous research, plus whatever they’ve learned since.  They don’t have to start their information-gathering from scratch every time.  They do the work of figuring out the right work or business to be in, once.  After that, it’s just maintenance.  So they have the information they need to make a confident decision quickly, without having to think about it too hard.

    Where unsuccessful people go wrong is they skim the surface and then make bad decisions they later doubt, and feel they have to keep checking over and over.

    When every decision you make comes with a doubt attached, you’ll find yourself always expecting to be ‘found out’.  Whenever I hear people saying they feel like they are a bit of a fraud, that sometime soon people are going to realise they’ve been making it up as they go along, I know they haven’t put it the work required .

    I once took a job I was hopelessly under-qualified for.  Even my staff had a better idea how to do the job than I did – and it wasn’t the usual unfounded complaint of “I could do better than my boss”, they really could!  It was one of the worst years of my working life, because I really didn’t know what I was doing.  Eventually, what I’d spent the previous year dreading happened, and the directors realised we’d all made a horrible mistake.  And I’ve never been so relieved to lose a job!

    To be confident in your decisions, you need to put in the work to know what you’re talking about.  Once you’ve done that, the work will start to feel easy, and to feel like it’s not work at all.  And you can’t know enough about everything, so you will first need to put in the work to know what it is that you really want to do.

    There’s no quick fix – all those successful people who seem able to make the right decision at the drop of a hat, they’ve worked bloody hard to get to that point.

     

  • Why Focus is important (video)

    Posted Jan 3rd, 2011 By in Audio and Video, Business Strategy Coaching, Clarity & Focus With | 1 Comment

    Business Strategy Coaching

    You may have read my post on the importance of Focus – well here’s a video version :-)

  • Change, Complexity, Competition

    Posted Nov 28th, 2010 By in Business Strategy Coaching, Clarity & Focus, Motivation & Management, Sales and adding value With | 1 Comment

    Business Strategy Coaching

    I think it was Peter Drucker who said that the major challenges facing businesses today are accelerating change, increasing complexity and ever multiplying competition.  For me, those are all reasons to focus:

    • Focus on one area so you can see the changes in your niche before others do, and create an offering that takes advantage of the change, adding more value in the new circumstances
    • Focus on one area so you can become the best at resolving the complexity for your clients, becoming the obvious choice, the “go-to person” in your niche.
    • Focus on one area so you can keep a watch on what your competitors are doing, and what new competitors are arriving, and keep your own offering the best in the market.

    It’s only by concentrating on one area of expertise that you will be able to maintain enough focus to make sure that you offer people needing help in your area the best solutions, the most value, and remain the obvious choice to work with.

  • Wealth Dynamics: When is a shortcut not a shortcut?

    Posted Nov 23rd, 2010 By in Clarity & Focus, Decision Making, Motivation & Management With | 1 Comment

    When talking about Wealth Dynamics, Roger Hamilton points out that successful people follow radically different paths to wealth.  Bill Gates and Warren Buffett – for years the #1 and #2 richest men in the world – have completely different ways of being successful.

    Gates had all his eggs in one basket, relying on innovating within Microsoft for his success.  Buffett, on the other hand, grew his wealth by spreading Berkshire Hathaway’s assets amongst a number of stable businesses, and actively avoids technology stocks.

    Hamilton’s conclusion, explained very well in the Wealth Dynamics concept, is that there are lots of different ways to become wealthy.  And that each of us has one way that will work better for us than any of the others.  So what is a direct route for me could easily be an unfulfiling short-cut for you.  You may get some fleeting success, it may even come to you quicker, and if it’s taken you off your true path, the way that you, and you alone, add maximum value for others, that success is likely to be short-lived.

    So are you learning from people like you – or are you trying to become someone you’re not?

    Click on this link to take the Wealth Dynamics profile test and find your best path to wealth.

  • Shortcut or direct route?

    Posted Nov 14th, 2010 By in Business Strategy Coaching, Clarity & Focus, Motivation & Management With | No Comments

    Life Purpose

    Like many of us, I’ve spent a fair chunk of the last few years looking for that elusive short-cut to wealth & success. In a conversation last week with one of my more enlightened clients,
    Malcolm Tullett, it came to me in a flash: if you’re taking a short-cut, by definition you’re off the path.

    I’m as keen as the next person to achieve my goals as quickly as I can, so I’m kind of opposed to anything that makes life harder. I don’t hold with the view that fulfillment comes only as a result of hard work. In fact, my whole premise is that life should be easy, if you’re on the right path. So surely taking the most direct route should be a good thing, shouldn’t it?

    I believe that there’s a path we need to tread in order to get the learnings we need to be truly fulfilled. They’re probably different for each of us – after all, we each apply a different set of filters to “reality”, based on our experiences, beliefs and values. So what is a useful direct route for one person may mean missing something important for another – a short route cutting out an essential learning.

    What would you say is the difference for you between taking the most direct route and taking a short-cut?

  • Where’s your focus?

    Posted Nov 7th, 2010 By in Clarity & Focus, Motivation & Management With | No Comments

    We’ve all heard it said so many times it’s almost corny, and it’s still true – you get what you focus on. Not magically – by a lot of effort. And that effort is directed by what you focus on.

    So if you’re focussing on getting a new car, you’ll spot opportunities to get it that you otherwise would miss. That can be as simple as actually reading the cars section of your local paper. Or visiting the local car lot. Or maybe a little more subtle, noticing that car parked outside the supermarket with the “For Sale” sticker in the window. All stuff that you wouldn’t take notice of if you’re not in the market for a new car.

    It’s not only direct attention that is focussed by the search for a new car. If you want a new car, yet can’t afford it, you’ll also be more likely to spot opportunities to earn the money for it. So long as you’re attention is on the car, rather than not affording it. If your focus is on not affording it, what you’ll most likely see is more confirmations that you can’t have it. You’ll look at the bank statement, or the pile of bills that represent your current reality, not at the part-time business opportunities or the new job advert.

    The trick is to ask not “Why isn’t this happening?”, but “How can I make this happen?” or “What do I need to do for this to happen?”

  • “Action always starts with calculation”

    Posted Oct 26th, 2010 By in Clarity & Focus, Decision Making, Motivation & Management With | No Comments

    These days we are constantly harangued with the need to take action, not to just sit around wishing for good things to come to our business, LoA-style.  But what about the need to plan, to analyse the opportunity, to truly understand how to get the most out of our best opportunities?

    I’m just reviewing a free e-Book from business advisor Jonathan Farrington on his approach to Key Account Management.  In it he quotes Chinese general Liu-Ji, writing over 600 years ago: “Action always starts with calculation.  Before fighting, first assess the relative wisdom of the leadership, the relative strength of the enemy, the size of the armies, the lie of the land, and the adequacy of provisions.  If you send troops out only after making these calculations, you will never fail to win”.

    The trouble with analysis is that it often becomes a barrier to action, as different stakeholder groups call for research and analysis on a bewildering array of concerns.  In small businesses, it can even become an excuse to avoid taking the risk of acting at all – “I’ll make my move just as soon as I’ve analysed ‘abc’ … ah, and I’d better make sure about ‘xyz’ too … oooh, come to think about it, ‘def’ might be a problem too, best wait until we’ve checked that out … and …”  These are both aspects of the phenomenon known as “paralysis by analysis”.  As I was copying out Liu-Ji’s list, I was thinking, “Blimey, this is going on a bit” and wondering if all these aspects really have to be analysed up-front.  And yet, as Liu-Ji says, by analysing we can dramatically increase the chances of a “win”.  So it seems the trick is to make sure you analyse the critical success factors, and get your understanding about the rest by ‘learning-by-doing’ – getting started and adjusting the plan as new information arrives.

    The way I do opportunity analysis is to spend some time with a client really understanding what makes a good opportunity for them, then helping them to check all the opportunities being considered against those criteria, to identify the best ones, for them.  I call it “Inquisitive Analysis” – because I look at the human side of things as well as just the numbers.  One very important outcome of the process is an understanding of the vulnerabilities that will need to be fixed (either in the plan, or the individual!) – and whether they’re show-stoppers that need to be resolved before even starting out, or can we get going and deal with them ‘on the march’.

    The right level of analysis might take a few hours of hard work, but it can save days and weeks of wasted effort later; and just as importantly, it can provide the reassurance and confidence to take that all-important first action.

  • No Regrets!

    Posted Sep 26th, 2010 By in A Better World, Clarity & Focus With | No Comments

    I seem to be in mismatching* mode these last few days – here’s another old saw I don’t agree with.

    I guess it depends what you understand by “regret”. I define it as wishing I hadn’t done something, or had done something differently. So it seems rather foolish not to regret some of the stuff I’ve done in the past – coasting my way to a 3rd class degree, thinking I could get past the muppet turning right against my motorbike, taking that job … the list is endless! Did I learn stuff from those mistakes? Absolutely! Which is why I now wish I hadn’t done them. To me, refusing to regret things that I’ve done implies refusing to get the learnings from them.

    There’s a big difference between regretting stuff I did (or didn’t do for that matter) and worrying about stuff that others did that harmed or hurt me. I rather wish certain women had treated me differently. It would have been nice if certain bosses had recognised my enormous talents. And it sure would have been nice if the muppet in the Citroen hadn’t decided to turn right across my path that December evening in 1978. But I can’t regret any of that – you can only regret your own actions. The equivalent to regret when it concerns other people’s actions is resentment. That doesn’t help me grow like the learning experiences I regret, it eats me up by placing the cause of my success or failure outside of myself.

    And the biggest danger of all is if I start to beat myself up about the things I did to myself. That serves no purpose at all – if resentment against others poisons the heart, resentment against oneself is corrosive to the very soul.

    So yes, I regret loads of stuff – but I resent nothing.

     
    *Mismatching is a concept used in NLP, to indicate someone who automatically disagrees with whatever you tell them. Mismatchers can have great value if they are conscious they are doing it, because they challenge assumptions that others may simply accept. Where it has become automatic, personally I just find them annoying.

  • Do what you love and the money will come!

    Posted Sep 24th, 2010 By in Clarity & Focus, Loving your Work, Motivation & Management, Sales and adding value With | 1 Comment

    As Featured On EzineArticlesWhat a crock of ****!

    I love sitting around in beachfront bars, sipping a cold beer, occasionally glancing up from some esoteric tome to observe the passing totty. Regrettably, I can’t find a way to “monetize” that. I also love talking to people about their aims and objectives, and asking awkward questions they don’t want to confront. I have found a way to monetize that. It’s all about picking the right things that we love – the ones that answer my two “Big Business Questions”:

    • How much do I want to do this?
    • Will I make any money at it?

    I’ve managed to monetize my passion for what I call “inquisitive analysis” – by a lot of bloody hard work, and by doing some stuff I would really rather not have to. I’ve studied successful businesspeople, trained in NLP and communication, created a rather nifty analysis tool … and left the suburban comfort of my home office and started selling to people.

    It’s only fairly recently, largely through the excellent work of one of my mentors, Nick Heap, and also of my coach Jules Cooper, that I came to realise that if I wanted to have a successful business, then I’d have to do some things that right now I’d really rather not do. Asking people to hire me for a start. Expecting them to pay for the time I’d been giving away for free. Or selling them my products. Even cold calling!

    Of course, we can all point to examples of successful people who say their work is their passion, and they’d do it even if they didn’t get paid. And I believe we *can* all achieve that blissful state. But not by just ‘doing what we love’. When you look at some of the most famous successful work-lovers, we can detect a common theme. They all identified what they needed to do, so that they could be successful at what they love. And got on and did it. Top personal development trainer Chris Howard talks about how he grew his business after he learned to love cold calling. Chris says that we’re told that successful people are the ones who are willing to do the things that others won’t, when in fact it’s that successful people are the ones who learn to love the things that others hate.

    Bill Gates loved computer programming, but he recognised that he needed to get good at selling, marketing and putting deals together. Pretty soon he was more about doing the deals than writing the code, and appeared to absolutely relish creating them. Warren Buffet hated speaking in public, yet he recognised that he needed to present his vision for his companies, made himself do it, and eventually became an entertaining speaker who appears to have great fun on the podium. Oprah’s passion is as a broadcaster and presenter, yet she has created for herself a love of running a business such that she is involved at every level of Harpo Productions.

    So it’s not a case of successful people do what they love, and the money magically comes flowing in. They work out how to add value doing what they love, and what things they are going to have to do, to deliver that value. And then they learn to love doing those things too.

    So it’s not “Do What You Love” – it’s “Love What You Do”

  • How much time are you wasting?

    Posted Jun 15th, 2008 By in Clarity & Focus, Time Management With | No Comments
    Opportunity Matrix™ - how NOT to be a Busy Fool

    Opportunity Matrix™ – how NOT to be a Busy Fool

    Time IS Money

    Time IS Money

    Now, I’m not talking about the time you spend gawking at the goggle-box (though that really is a complete waste of time), and I’m not talking about the time you spend wading through spam e-mails.  I’m not even talking about the time you spend on the web using online networks (or whatever).

    The time I’m talking about is the time when you’re working hard, but you’re working on the wrong things – on sub-optimal opportunities. OK, what do I mean by sub-optimal?

    Experience has shown me that the business owners that really succeed do three things well: they focus, they are passionate about what they do, and they understand viability. The reasons Focus is important, I covered in two recent blogs (So why is Focus important to success? and Focus, potential and performance); Passion and Viability I will cover in a few days. What I mean by sub-optimal, are those “opportunities” where you aren’t really fired up by them, and/or they aren’t really viable.

    The trouble with these sub-optimal activities is that they don’t just affect you by wasting your time. They also affect your efficiency and effectiveness in doing the things you should be focussing on, because a part of your attention is always on them, even if only slightly. And each time you shift focus from a good opportunity to one of your sub-optimal ones, it take you a while to get back into the swing of it. In extreme circumstances, they can affect your whole attitude to your business – if you’re wasting time on things you’re not really enjoying, or that are harder than they should be to make a success of, it’s easy to get dispirited and disheartened.

    I’ve been reading a lot of biographical material lately – people like Bill Gates, Warren Buffet, Oprah Winfrey, Carlos Slim Helu (“Who he?” I hear you ask; the second richest man on the planet, according to Forbes), Branson, Trump. And what shines through in all of it is focus and passion – they do what they do because they love doing it, and they focus on what they’re good at. They don’t get distracted by stuff they don’t enjoy – many of them say outright, something like, if it isn’t fun, don’t do it.

    If this has already made you think about how you’re spending your “work” time, that’s good. If you still need a bit more motivation to stop wasting time on your “sub-optimals”, click HERE to try out my opportunity cost calculator to work out how much money that wasted time could be costing you!

    What time management and/or prioritisation methods do you use, to make sure you’re spending your time on the stuff that really matters to your business success?

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