Category Archives: Personal Development

Break the S-R Loop to Make Change Work

We taught mice and pigeons to do all sorts of interesting things during my graduate school class in behavioral psychology. The principle is simple: provide a stimulus and elicit a response. The stimulus-response cycle still plays an important role in animal training today. And, it is evident in virtually every routine action we take.

You don’t think about your response; you just make it. And at some point, it becomes automatic. On most days, those automatic responses are benign routines that allow you to effectively navigate.

Unfortunately, they can also become anchors that prevent you from making a change that will transform your business and your life.
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Focus on What Truly Matters

These days it seems that we’re all so busy, overcommitted, and information-obsessed. Our never-ending to-do lists are long and we run around trying to “keep up” or “be important,” and in the process stress ourselves out. Unfortunately, it often takes something bad to happen to slow us down, wake us up, and force us to focus on what truly matters most in life. Continue reading

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Generating Urgency: What’s Keeping You from Changing?

The willingness and urgency to change are based on emotional readiness not intellectual understanding.

If intellectual understanding – knowing what we should do – was all it took to change, the gap between realizing we need to do something different and the work of implementing that change would be non-existent. But that’s not how it works. Continue reading

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The Motivational Prescription for Failure

I saw this quote by David Frost posted on Twitter: “Don’t aim for success if you want it; just do what you love and believe in, and it will naturally come.”

It sounds great, doesn’t it? Unfortunately, it is not true. Continue reading

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You Can’t Lead if You Can’t Develop

There are three realities in leadership: Leaders are defined by their results. The act of leadership is about the ability to influence others to accomplish the desired result. You will never succeed at your first two responsibilities if you can’t … Continue reading

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Why Most of Us Won’t Achieve Our New Year’s Resolutions

Most of the talk about New Year’s Resolutions is just that – talk. Despite all of our good intentions, most of us won’t achieve our goals for the year. Research released by the University of Scranton Psychology Department reports that only 8 percent of Americans are regularly successful in achieving their resolution. 49 percent achieve occasional success, and 24 percent are never successful. So in other words, the odds are stacked against you even if you set a goal for the New Year Continue reading

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Hey Boss, who is really running your business? Grow a pair and find out!

This week we feature a guest blog by New York Times best-selling author, Larry Winget. It is based on his new book, Grow a Pair.

I can’t recommend this book enough. Buy it now, and then buy another copy for that person you know needs to grow a pair. Continue reading

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Connect with People Where They Are

Scott Keller and Carolyn Aiken, consultants at McKinsey & Company, suggest that 80 percent of what leaders care about and talk about when trying to enlist support for change does not matter to 80 percent of the workforce.

To gain the commitment for the change that you want, you must connect with people where they are. You do that by making the change relevant and real. Continue reading

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The Problem and Opportunity with Change

Another blog post about change? Really? The last three I posted aren’t enough? How about the thousands of other books, blogs, and articles on the subject?

I am with you. I don’t need to hear another message that changes are coming and I need to get on board.

And yet, we are confronted with this reality: Most of our efforts to make change work don’t work as well as we had hoped … or even at all. Continue reading

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The Scary Side of Mentoring

The old-fashioned view of mentoring is someone outside a learner’s chain of command who equips that learner with new skills and knowledge. It is an archaic expert to novice or smart to unwise philosophy. The goal is the transfer of information or expertise, much like pouring knowledge into the head of a passive learner. It is the model that antiquated teachers used to teach facts students only recalled long enough to score favorably on the test. Continue reading

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