Right Attitudes

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Skills for Success

Our 10 Most Popular Articles of 2021

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Top Blog Articles of 2021 Here are our most popular exclusive features of 2021. Pass this on to your friends; if they like these, they can sign up to receive our RSS feeds or email updates.

And here are some articles of yesteryear that continue to be popular:

We wish you all a healthy and prosperous 2022!

Wondering what to read next?

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  5. If You’re Looking for Bad Luck, You’ll Soon Find It

An Underappreciated Way to Improve Team Dynamic

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An Underappreciated Way to Improve Team Dynamic Reverse mentoring (the youngest and brightest teaching the oldest and experienced) has obvious symbiotic benefits for the mentor and mentee. The approach can also stimulate compelling results for the core organization and help mobilize nontraditional teams.

Reverse mentoring flips the hierarchy. It helps senior employees avoid the “ivory tower syndrome,” which happens when they become so out of touch that they can no longer relate to the juniors’ day-to-day struggles. The fresh perspectives on how the young think and work can benefit their more established colleagues.

Reverse mentoring builds up the junior employees’ sense of belonging. When included in the decision-making process, they’re comfortable expressing their views.

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Selling is About Solving Customer Problems

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The best salespeople don’t sway customers through manipulative games and mesmerizing presentations. Instead, they figure out how they can enhance a customers’ lives.

Selling is About Solving Customer Problems If customers believe their problems are real and, more importantly, if they understand them personally, they’re more likely to be persuaded by an image of a satisfying solution.

No product or service is excellent in and of itself. It’s only worthy if it fulfills customers’ needs.

Invest more time in the problem representation stage. Develop a fuller appreciation of your customers’ problems. Make the idea of paying money for the solutions seem natural. Induce consumers to fit your products and services into their long-held routines.

Idea for Impact: Focus on solving customer problems. Don’t find customers for your product. Find products for your customers.

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Lessons from Airline Entrepreneur David Neeleman: Staff Your Weaknesses

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Airline serial entrepreneur David Neeleman has Attention Deficit Hyperactivity Disorder (ADHD.) School was torture. He couldn’t focus, and he procrastinated constantly.

“I felt like I should be out doing things, moving things along, but here I was, stuck studying statistics, which I knew had no application to my life,” Neeleman once said. “I knew I had to have an education, but at the first opportunity to start a business, I just blew out of college.”

Despite his own struggles, Neeleman went on to build a stellar business career in the airline industry. He started Morris Air, WestJet, JetBlue Airways, Azul Brazilian Airlines, and Breeze Airways. He’s even led the revival of TAP Air Portugal.

Through it all, Neeleman made the best of his strengths—original thinking, high energy, and the ability to draw the best out in people.

Lessons from Airline Entrepreneur David Neeleman: Staff Your Weaknesses

Far from lamenting his ADHD, David Neeleman celebrated it

Early on, Neeleman realized that he must manage his ADHD carefully. Throughout his career, he got help with his weaknesses.

People with ADHD tend to possess rare talents and gifts. They can be extraordinarily creative and original. They display ingenuity, and they encourage that trait in others. They can improvise well under pressure.

However, ADHD confers disadvantages too. People with ADHD are likely to be incredibly forgetful, disorganized, impulsive, and hyperactive. They drag their feet and miss deadlines. Their performance can be inconsistent. They can drift away mentally unless, oddly enough, they’re under stress or handling multiple inputs.

Sadly, modern society (including parents, schools, workplaces, and career counselors) tends to linger upon the negative symptoms and encourages people with ADHD to learn to cope with them. Strengths are more likely to go unnoticed.

Idea for Impact: Don’t let your weaknesses stop you from reaching your life goals.

In your work-life and outside, seek environments that allow you to bring more of your strengths to play. But don’t ignore your weaknesses (or the downsides of your strengths.)

Staff your weaknesses. Identify two or three key job activities that you don’t do well. Determine how you can delegate those responsibilities to others or seek help. This way, your weaknesses don’t become the Achilles heel that can hamper the strengths that make you effective.

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The Best Way to Achieve Success is to Visualize Successful Outcomes

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The Power Of Visualization And How To Use It

What athletes think about has a profound effect on how they perform—both negatively and positively. American sportswriter George Plimpton’s Sports! (1978) identifies the “self-satisfying optimism” that permeated the mind of soccer star Pel? under the stress of contest:

In the New York Cosmos’ locker room, it was Pel?’s ritual to lie on the floor with his feet elevated on a bench, one towel neatly folded under his head, another shielding his eyes. Half in, half out of his cubicle, he would begin a sort of waking dream—pleasurable scenes of playing barefoot on Brazilian beaches, playbacks of triumphs of his astonishing career that he planned to emulate. The more important the game, the longer his dream. On the occasion of the first huge crowd the Cosmos drew in New Jersey’s Meadowlands—62,394 people—he spent 25 minutes under his towel and then scored three goals against the Tampa Bay Rowdies.

Idea for Impact: Foreseeing yourself succeed helps you believe that it can happen.

Before you meet with a new sales prospect or when you’re procrastinating on any daunting task, take some time to imagine richly what you will see, taste, hear, smell, and feel once you’re successful.

Use the power of visualization to evoke the future self, who’s achieved your goals. See in your mind’s eye the finish line you’re aiming at.

Visualize what “done” looks like. Imagine the sense of achievement. Envision the relief of being finished. See the fame, rewards, accolades, awards, adulation, satisfaction you’ll receive in your mind’s eye.

Imagine taking action.

Visualize achieving your goal.

Now make it happen.

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  5. The Power of Sharing Your Goals

Don’t Get Stuck in Middle Management

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This survey by the Association of Asian Americans in Investment Management reports (via The New York Times DealBook column) the nature of discrimination and bias faced by Asian Americans:

Asian Americans and Pacific Islanders are often stereotyped as lacking leadership skills. At investment firms, they “fill middle management ranks, but their percentages plummet in senior management and C-suites.” Respondents said they were often tapped as technical experts and benefited from the perception that they are good workers. But their advancement stalled as they sought more senior roles that emphasize networking and communication skills.

Don't Get Stuck in Middle Management Most professionals fail to realize that the competencies that made them successful in their early corporate roles are not necessarily the attributes that will allow them to outshine in roles higher up on the ladder. These desirable qualities would include forming coalitions, managing relationships and alliances, determining where and when to shift one’s focus, and learning to appreciate different perspectives.

Work out what you need to get to the top and fight the perceptions

  • Evaluate where your development priorities should be. Find out how you can acquire the necessary skills and competencies. Go get them. Become more visible to management and situate yourself for a promotion.
  • Network wisely. Understanding who must be won over to your point of view is vital for training for your promotion. Spend time cultivating meaningful relationships.
  • Ask for honest feedback—not just from your boss but also from well-respected peers, customers, mentors, and others. Confront problems quickly lest they metastasize.

Idea for Impact: In today’s world, your skills and promotability are your responsibility.

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  5. Book Summary of Peter Drucker’s ‘The Practice of Management’

The Truth about Being a Young Entrepreneur

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The Truth about Being a Young Entrepreneur

I think we should start telling our young people that getting into business is hard.

Let’s stop pumping them up, “Go for it, kid. This is awesome. This is going to be the best thing you’ve ever done. If X can do it, you can do it too. You’re going to smash it.”

Entrepreneurs have a tendency to over-confidence, and the over-confident tend to be socially and culturally primed for entrepreneurship.

Fact is, most first-time entrepreneurs wish that someone had told them how hard it was going to be. Ideas are a dime a dozen. When real-life replaces daydreams, researching, experimenting, taking on customers, building a team, gaining wisdom, and getting cash in the door are all awfully difficult. Most self-employed people put in very long hours and worry about their work, even outside of work. Entrepreneurship simply isn’t for everyone.

America is fascinated by entrepreneurs. But the successful-young-entrepreneur narrative has generated a false affirmation that sets up people for disappointment when they encounter reality.

Don't build a startup to become a trend In recent years, we’ve seen more young people diving into the startup realm. Yes, young entrepreneurs have lower opportunity costs and a better sense of the new generation’s needs. But they don’t have the network, mature frame of mind, industry insight, and adequate financial resources vital to success. Indeed these factors are why older entrepreneurs tend to have a substantially higher success rate.

Let’s stop creating false hopes for young people who don’t realize how difficult business—even a one-person-shop—is. Yes, encouragement is essential, and it can go a long way in helping people succeed. However, let’s lend support to reality and not a myth.

Idea for Impact: If you have the entrepreneurial itch, don’t become quickly sold on tales of grandeur.

Don’t build a startup to become a trend.

Don’t quit your day job yet—especially if your business idea is a spin-off from your present occupation or you intend to turn a hobby or a particular interest into a thriving business.

Don’t give up that steady paycheck until after you’ve built a side hustle.

Don’t listen to the superstars.

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  4. Negotiating Without Giving In // Summary of Roger Fisher’s ‘Getting to Yes’
  5. Sometimes You Should Stop Believing // The Case Against Hope

Five Ways … You Could Elevate Good to Great

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  1. Five Ways Don’t be too self-critical. If you must dissect your faults, do so with a mirror, not a magnifying glass. For instance, reframe “I’m buried in debt” as “I owe $800 on credit cards and $10,000 in student loans.”
  2. Set easy-to-meet, incremental goals. You’ll feel so good about the results that taking the next step will be much easier. The best plans are only good intentions unless you set deadlines for yourself and achieve results. Keep a written list of all your accomplishments, however small, and celebrate your progress.
  3. Don’t try to do everything. Continuous learning on a few areas will help you pin down and sharpen the essential skills to move up.
  4. Make the most of mentors. Bring together a range of experts and tap into their knowledge and experience. Watch and learn how those you admire got to where they are now. Take responsibility for your own development and placement. Map out your own journey.
  5. Seek out opportunities. Join cross-team projects. Get involved with all aspects of your job. Keep your eyes and ears open to everything up for grabs. Ask for what you want and take risks—you’ll accomplish more and feel good about being brave.

Bonus: Come to terms with your limitations and deal with problems deftly before they metastasize.

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  5. Beware of Advice from the Superstars

Five Rules for Leadership Success // Summary of Dave Ulrich’s ‘The Leadership Code’

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The key to success in any discipline is to figure out the few things that must be done really well and to get those basics right. But so many leaders fail on the fundamentals—and don’t even realize it.

The real implication of leadership has been buried deep over the years: leadership isn’t about the position but about who you are and the responsibility you can undertake. Leadership consultants Dave Ulrich, Norm Smallwood, and Kate Sweetman’s The Leadership Code: Five Rules to Lead By (2009) argues that everything you ever need to know about leadership comes down to five straightforward rules.

If you understand these rules and put them into practice, you can’t fail to spur others and enrich teams, organizations, or communities.

'The Leadership Code' by Dave Ulrich (ISBN 1422119017) Rule 1: Be A Strategist. Deliberate leaders answer the question “Where are we going?” and mull over multiple time frames. They institute a great enough sense of urgency and remove impediments to the new vision. They anticipate the future and work with others to determine how to advance from the present to the desired future. Shape the future.

Rule 2: Be an Executor. The “executor” aspect of leadership focuses on the question, “How will we make sure we get to where we are going?” Effective leaders understand how to make change happen, assign accountability, assess plans, coordinate efforts, and share information that should be incorporated into strategies. Make things happen.

Rule 3: Be a Talent Manager. Leaders who engage talent now answer the question, “Who goes with us on our business journey?” They select the right people for the right job and ensure that people have the right tools and autonomy to succeed. Leaders foster an inviting organization, create a high level of performance and passion, and continuously monitor problems that need to be fixed. Engage today’s talent.

Rule 4: Be a Human Capital Developer. Leaders who are talent developers answer the question, “Who stays and sustains the organization for the next generation?” Leaders take the time to become aware of how future trends could affect their organizations. They position their teams to win by bearing in mind the longer-term competencies required for future strategic success. Build the next generation.

Rule 5: Be Proficient. Leadership demands are more daunting than ever, and the pressure to perform is relentless. Create regular timeouts to review where you invest your time and energy to ensure that you remain capable of self-managing your personal strengths and weaknesses and generating new behaviors to deal with new challenges. Invest in yourself.

As with most “rules-for-success” books, the authors tout their assessment of “hundreds of studies, frameworks, and tools.” But their work is no more than a distillation of notable leadership thinkers’ experiences. Nonetheless, the rules sound right. The five rules are simple, but they aren’t easy. They are sensible and practicable. They’re what you can focus your effort on for maximum return.

Recommendation: Quick read The Leadership Code. It makes a great early book choice for new leaders. It provides a grounded approach to the fundamentals.

Never underestimate the power of key leadership principles that can be well executed. Complement The Leadership Code with Peter Drucker’s The Practice of Management (1954; my summary) and Julie Zhuo’s The Making of a Manager (2019; my summary.)

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  4. Book Summary of Peter Drucker’s ‘The Practice of Management’
  5. One of the Tests of Leadership is the Ability to Sniff out a Fire Quickly

Our 10 Most Popular Articles of 2020

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Top Blog Articles of 2020 Here are our most popular exclusive features of 2020. Pass this on to your friends; if they like these, they can sign up to receive our RSS feeds or email updates.

And here are some articles of yesteryear that continue to be popular:

We wish you all a healthy and prosperous 2021!

Wondering what to read next?

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