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.
The government we want is nimble, flexible, and responsive. The government we experience, in many cases, is slow, cumbersome, and totally unresponsive. Let’s put this another way: We want our government to operate like our favorite business. We believe, in contrast, that our government is the poster child for lumbering bureaucratic inefficiency and employees who are out of touch with the realities of the marketplace. Twenty plus years of working with private and public sector organizations has taught me that the truth is actually somewhere between the two extremes.
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.
Your best employees are contemplating quitting. Some of them already have – even though they are still on the job. Hiring is picking up – especially for the stars who more than compensate for their cost with superior performance. Your best employees will have the opportunity to leave. Are you vulnerable for an exodus? Chances are the answer is yes if you are guilty of any of the following:
Leaders distinguish themselves in times of great risk and great reward. Whether it is the political leader who bolsters our confidence in times of crisis or the business leader who follows her instincts to seize an opportunity, we respect and admire the leader who is out front when the stakes are high.
Three weeks back I wrote about my exceptional service experience at Sewell Lexus of Dallas. The theme of the post was that it was the Sewell people rather than their product that has kept me as a loyal customer for over 20 years. The premise behind that post is the same one I offered in my 2006 book, Results Rule!: Fundamentals are the minimum. Being distinctive is the difference if it adds value. I can purchase a Lexus from a number of different dealers. The quality and service of the Sewell staff makes them distinctive in a way that adds extreme value. The very nice folks that service GE kitchen appliances just reminded me that you can’t forget the first part of my premise: Fundamentals are the minimum. Because without the fundamentals, there is nothing you can do to stand out with your customers (at least not in a positive way).
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
There has to be something we can learn from Washington’s failure to address the debt limit, right? There are three very important lessons about leading change you can take from the chaos over approving the federal budget and raising the debt ceiling.
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.
Liars – we've all seen them, fallen victim to them, and if we are truthful, joined their ranks from time to time. Some do it for malicious reasons. Others do so out of a sense of kindness or benign indifference. But, we all do it. There are times when that article of clothing makes us look fat. There are times when we feel like crap, and there are times when we feel the pressure to say what is untrue to cover for our lack of performance. And that is why you need to read The Truth About Lies in the Workplace.