in South African, Nigerians subscribing to DSTV should stop patronising DSTV for now. All Nigerians on MTN should port to other networks. This is in solidarity with our brothers being killed in South African. Please kindly share.
This is why I’m mad. Security forces turn their backs while their people steal from a store belonging to a foreigner. Shey if these ones don’t have any sense, the police will also say they don’t have sense?
As far as I am concerned, they are aiding these attacks on other
blacks. Worst still, their government hasn’t responded yet. Such a shame!
Nothing has made me so mad in a long time. If like me, you saw that video of
children tied up, beaten and gasoline poured on them, you would be mad
too.
Executive Seminar with CEO of Northrop Grumman
Wes Bush is the CEO of Northrop Grumman, an American aerospace and defense technology company. The company has achieved 24 billion in sales working for the US government allies around the world. Northrop’s 65,000 employees across 25 countries, most of whom work in STEM roles, pride themselves on contributing to the advanced research and development that position us at the front edge of defense technology. Though the role of personnel – the men and women who bravely give their lives for our country – should not be underestimated, this technology plays a vital role in ensuring our military’s success.
After graduating with a degree in electrical engineering from MIT, Bush took a risk by taking a job in the aerospace and defense industry. Once he got security clearance, he instantly knew he was in the right place. In fact, Mr. Bush still greatly enjoys watching new employees first see the company’s confidential projects. Some of the projects Mr. Bush works on (at least the ones he can discuss) include developing unmanned systems that operate in space, in the air, on the water, and undersea – environments where you don’t want to put a human for an extended period of time. These vehicles allow for greater endurance, particularly in rough environments or dangerous conditions. For example, after the destruction of the Fukushima nuclear power plant in the Japanese Tsunami in 2011, Northrop sent an unmanned aircraft to measure the damage in an environment that was not safe for human occupancy due to possible radioactive fallout.
The systems Mr. Bush creates are exceptionally advanced. The aircraft that they build are essentially robots that successfully fly themselves, take care of dangerous situations, and return autonomously. These robots range from the size of an insect to the size of a 737. Additionally, in terms of cyber security, Northrop Grumman must constantly update their systems to stay on the cutting edge. As cyber warfare has quickly transitioned from nation-states essentially poking each other to a nation-state carrying out an advanced attack on Sony, the ability to ensure that our critical infrastructure and government networks are secure is a tough problem that requires constant development.
Another project Northrop Grumman has worked on is the James Webb Space Telescope. Using telescopes, we are able to look into the past – we see the light that distant bodies emitted many years ago finally reaching Earth. The more powerful the telescope, the farther away the stars we can look at, and the farther back in time we can see. The James Webb Space Telescope is a telescope one hundred times more powerful than the Hubble Telescope and aims to see into the beginning of the universe by picking up the photons that have been trudging along for the last 14 billion years. To do so, Northrop Grumman faced the task of building an exceptionally large mirror, one that is too large to be sent into space in one piece. Consequently, they designed a mechanism for folding this mirror for launch that required precision down to one billionth of an inch.
To tackle these exceptionally complex problems, Mr. Bush values the input of diverse disciplines – scientists to carry out research, engineers to build structures, and business administrators to ensure the success of the company’s management. A company can only create new technology with a working business function that successfully manages its returns and serves its shareholders. However, at the very core, Mr. Bush believes the company is about the people: the talent, the leadership, and how you can bring everyone together to get things done. As a leader himself, Mr. Bush offers the following advice for productive management.
First, you must be passionate about what you do. Passionate commitment to your enterprise’s work is something that everyone who works for a leader looks for. When bumps in the road arise, a great leader doubles down and fully commits themselves to their role, rather than being deterred by the struggle. These bumps often reveal whether or not you are working in the right place. Though it’s easy to achieve mediocrity, this passion is necessary to achieve excellence.
Secondly, you must bring real expertise to what your enterprise is doing. Many folks who attempt to bring leadership with little background run out of opportunity and gas because they haven’t invested the time to achieve proper knowledge. This is particularly prevalent among those who have graduated from great universities; they quickly get great management positions, but stall midcareer because they do not have the knowledge early enough to dedicate themselves to their industry. As a leader it’s vital that you can engage with each level of the company and understand their issues. As CEO, it’s your job to set the course of action, and to do that effectively, you must know how much you can stretch your team to ensure the action plan is realizable. Though it takes time to gain this expertise, it will certainly pay off in the long run and can be done in a variety of ways. Grad school can be helpful; work experience is also extremely effective. However, the experience of building a base of knowledge is crucial.
Thirdly, you must have an absolute commitment to integrity. Throughout our careers, we are constantly judged by our ethics and level of integrity. The confidential nature of Northrop Grumman’s work makes maintaining a level of trust within the company crucial. If we do not feel a sense of trust in our industry and we feel we are personally losing integrity, we are not in the right place. Integrity tests both us and the organizations we end up in.
Another key issue Mr. Bush tackles is the transfer of knowledge from experienced workers to new hires. Currently, he sees millennials bringing an excited outlook to the industry: they value teamwork and integration in projects, as well as high energy with a lack of patience. To best harness this potential, Mr. Bush has had success using a mentorship program, which allows inexperienced workers to have a more seamless transition and the experienced workers to consider new approaches.
When facing tough decisions, Mr. Bush uses three key guideposts. First, he values trust, and thus seeks to maximize trust in and within the company. Second is innovation. He firmly believes being open to new ideas is an important part of progressing as a company and maximizing efficiency. Third, finding which option will best lead to creation. The company must consider what will appease the shareholders, what will help individual employees, and what will allow the company to grow as a whole. Above all, although he works for a largely confidential company, Mr. Bush most encourages transparency in decision-making, as customers and employees will ultimately most respect enterprises that are clear about their intentions.
Zimbabwe’s High Commissioner to South Africa, Isaac Moyo says the Zimbabwean government has concluded plans to begin the evacuation of about 1,000 Zimbabweans resident in South Africa following the recent xenophobic attacks in the country.
“Identification and processing of repatriation documents has already been done. It is very sad. Most people do not have any documentation. They don’t have any clothes apart from what they are wearing. Many of them left all their clothes and property behind. We are documenting people. This process means that we are giving them some sort of documentation to use upon returning to Zimbabwe. We are organising some buses to take them from Durban to Beit Bridge (the border between South Africa and Zimbabwe). Then they will be taken from Beit Bridge to their home provinces. We would want (the departure) to be as soon as possible. People are currently living in the most difficult conditions” he told the state-owned Chronicle newspaper today.
The Most Undervalued Leadership Traits Of Women
It’s impossible to respect, value and admire great leadership if you
can’t identify what makes a leader great. Because of this, the identity
crisis I have written about that exists in today’s workplace is
something that women leaders in particular have been facing for much
too long. While the tide is changing and more women are being elevated
into leadership roles, there is still much work to do. As of July 2013, there were only 19 female elected presidents and prime ministers in power around the globe. In the business world, women currently hold only 4.6 percent of Fortune 500 CEO positions
and the same percentage of Fortune 1000 CEO positions. As women
continue their upward trajectory in the business world, they have yet to
be fully appreciated for the unique qualities and abilities they bring
to the workplace.
Like many who grow up with a Hispanic upbringing, I was surrounded by strong-willed, hardworking and purpose-driven women. It is through their leadership that the traditions, values and legacy of our family have been upheld. My grandmother, mother, wife, and sister-in-law all possess natural leadership skills and they are masters of opportunity management – seamlessly keeping us all in check while running the family household and at the same time supporting our family businesses. They have taught me that a woman’s instincts and emotional intelligence can be off the chart. They seamlessly manage crisis and change and are turnaround experts – sensing and neutralizing any signs of danger well before it invades our path. It is because of the women in our family that we are well-organized, full of love, spiritually aligned and well-balanced. We are by no means a perfect family, but we are a modern family who embraces traditions even as we adapt to changing times.
It can be difficult for a man to understand how women think, act and innovate unless he has been closely influenced by the women in his life. I’ve learned that women may process things differently and in their own terms. Fortunately for me, I’ve been influenced by great women who made me appreciate their approach towards leadership. I’ve grown to understand their decision-making processes, the dynamics and subtleties of their personality and style, and other special character qualities that women possess.
The best women leaders I know have circular vision that enables them to be well-rounded people. For example, they have their finger on the pulse of the culture and can talk to you about the latest pop-culture news – but then easily switch gears to give you their perspective on what is taking place on Wall Street. Women leaders seeking a chance to be significant see the world through a lens of opportunity; they are especially in search of those opportunities previously unseen (perhaps this is why the women I know enjoy a good treasure hunt). My experiences have taught me that great women make it a point to teach men about women.
I’ve seen women run the show for years both at home and in the
workplace, which has enabled me to recognize behavior patterns and see
the value behind their way of doing things. These women are master
multi-taskers and highly collaborative (though not afraid to get
territorial to protect their domain). They enjoy their own space to
test themselves and find their own rhythm. These women leaders are like
scientists: many of them want to make new discoveries or solve for
problems where others have failed. The women leaders I’ve been around
don’t stop pursuing until the job gets done. This is why I believe they
are good collaborative leaders – not afraid of trial and error as long
as they continue to build the resource infrastructure around them that
gets them closer towards accomplishing their goals. As one of my women
mentors told me, “Without enough of the right resources around me, I
will not risk the outcome. I know the resources I need to get the job
done right. I’d rather be patient than foolish.”
The women leaders I know invest in themselves and become knowledge seekers. They are not afraid to ask questions when given a safe platform to express themselves. For example, during my keynote and conference appearances – more often than not – it is the women who ask me the most questions and they are also more inspired to adopt new ideas and ideals. Though extremely curious, it’s often balanced with a bit of skepticism – after all, they don’t want to be fooled or taken advantage of. My experiences have taught me that women leaders need to trust a person before they will endorse what they have to say. Many just want to know that there is legitimacy behind the opportunity.
As I’ve learned from my women bosses and mentors, they want things to be authentic yet practical. These women leaders enjoy a good challenge – and seek to find meaning and purpose from each circumstance they face and opportunity they are given. They like to see and understand the connectivity of thoughts and how they work or why they don’t. They want all the facts and figures before making important decisions.
Competitiveness amongst themselves may really be about looking for validation — an identity that matters and a voice that is heard. Successful women leaders don’t rely on favors; they earn respect and truly believe they can influence their own advancement by serving others. Consummate team players, they also seek to prove their value and self-worth by exceeding performance expectations.. Looking for respect more than recognition, the most successful women leaders don’t seek to become the star of the show — but they enable others to create a great show. In other words, being in the spotlight is not what drives them – but rather it’s the ability to influence positive outcomes with maximum impact.
One thing is certain: these women leaders understand survival, renewal and reinvention. They have grit and are not afraid to fight for what they believe in or an opportunity to achieve something of significance. They believe in what they stand for, but that doesn’t mean they won’t put their ideas and ideals to the test. For them, doing more with less is simply a matter of knowing how to strategically activate those around them.
While women leaders have their productivity secrets, it’s not secret where they come from: the leadership traits that women leaders naturally possess and – based on my personal and professional experiences – are the most undervalued.
1. Opportunity-driven
When confronted with a challenge, the women I know look for the opportunity within. They see the glass as half-full rather than half-empty. They push the boundaries and, when faced with adverse circumstances, they learn all they can from it. Optimism is their mindset because they see opportunity in everything.
Estée Lauder, the child of Hungarian immigrant parents, was quite the opportunist in the cosmetics industry. During the postwar consumer boom, women wanted to start sampling cosmetic products before buying them. Lauder noticed and responded to this shifting dynamic by pioneering two marketing techniques that are commonly used today: the free gift and the gift-with-purchase. It’s exactly this type of inventiveness that other women use to pursue the opportunities in front of them.
2. Strategic
Women see what often times others don’t see. As one of my women mentors told me, “A woman’s lens of skepticism oftentimes forces them to see well beyond the most obvious details before them. They enjoy stretching their perspective to broaden their observations. Many women are not hesitant to peel the onion in order to get to the root of the matter.”
At times they “play the part” to test the intentions of others and to assure that they are solidly grounded and reliable. Successful women leaders know how to play the game when they have to – and can anticipate the unexpected. They know what cards to play and keenly calculate the timing of each move they make.
I wouldn’t be surprised to learn a woman leader made the word “organic” a business term. I learned that women who enjoy the ebbs and flows of business activity also know that the best things are accomplished when they are done naturally – and unforced. When things are happening organically, this means that they are functioning within a natural rhythm and speed – that is safer and risk adverse.
This is not to say that women are uncomfortable with risk – in fact, they will often tackle risk head-on in order to get to the root cause of a problem and to solve for it (they value time and money). Women leaders who don’t allow their egos to stand in the way of good business are in the mindset of getting things done for the betterment of a healthier whole.
3. Passionate
While women in general were historically viewed and stereotyped as emotional leaders by men, I believe they are just passionate explorers in pursuit of excellence. When women leaders are not satisfied with the status quo, they will want to make things better. These women leaders get things done and avoid procrastination. As another one of my women mentors said, “They enjoy order and stability and a genuine sense of control. Many women have learned not to depend upon others for their advancement and thus have a tendency to be too independent. A woman’s independent nature is her way of finding her focus and dialing up her pursuits.”
When these women leaders are locked into what they are searching for – move out of the way. Their passionate pursuits allow them to become potent pioneers of new possibilities. No wonder minority women represent the largest growing segment of entrepreneurs. According to a report by the Center for Women’s Business Research, U.S. Hispanic and African American women entrepreneurs grew at rates of 133.3% and 191.4% respectively from 1997 to 2007.
4. Entrepreneurial
Entrepreneurship is just a way of life for many women. They can be extremely resourceful, connect the dots of opportunity and become expert in developing the relationships they need to get the job done. Many women leaders also see through an entrepreneurial lens to best enable the opportunities before them. They know that to create and sustain momentum requires 100% focus on the objective – and so they don’t enjoy being disrupted by unnecessary noise and distractions.
As one of my former women bosses told me, “Women can play into the politics of the workplace, and do so if it means adding value to the momentum they are attempting to create.”
Many women leaders find excitement and motivation by being extremely creative and resourceful when completing tasks and other duties and responsibilities –. They avoid falling too far behind on projects – knowing that if they do it will disrupt their focus and momentum. That is why I learned never to disrupt a woman’s focus and concentration if I can avoid it.
My former female boss continued by saying, “This is why women like control. Not necessarily to be in charge, but to not lose the rhythm or compromise the momentum they need to accomplish their goals.”
5. Purposeful and Meaningful
I have found that many women leaders enjoy inspiring others to achieve. They know what it’s like to be the underdog and work hard not to disappoint themselves and others. Women leaders in particular often have high standards and their attention to detail makes it difficult for others to cut corners or abuse any special privileges.
Women leaders with a nurturing nature are good listeners and excellent networkers/connecters. They enjoy creating ecosystems and support a collaborative leadership style that melds the thinking and ideas of others; this is what multiplies the size of an opportunity and/or its speed in execution in order to create a larger sphere of influence and overall impact. Women who don’t have to be right all the time make good consensus builders and will more likely enjoy participating in a team environment.
6. Traditions and Family
Whether at home or at work, women are often the glue that keeps things together and that is why they represent great leadership for America’s future. When they sense growing tensions that can lead to potential problems or inefficiencies, the most successful women leaders enjoy taking charge before circumstances force their hand. Women are usually the ones to secure the foundational roots of the family and to protect family and cultural traditions from wavering. They provide the leadership within the home and in the workplace to assure that legacies remain strong by being fed with the right nutrients and ingredients.
The most successful women leaders are big believers in team building and the enforcement of mission, goals and values to assure that everyone is on the same page with like intentions. This secures a sense of continuity making it easier for everyone to have each other’s backs. No wonder women are assuming more management and leadership roles in family owned businesses.
To the great women in my personal and professional life, thank you for the opportunity to be inspired and mentored by your leadership (you know who you are). I’ve read many things about women in the workplace and their lack of advancement into senior executive roles and in the boardroom. Rarely have I read something from a man who has been inspired and influenced by the wisdom of a woman’s leadership. Hopefully this perspective helps awaken more of us to the opportunity of learning about leadership from the women in our lives, whether in the home or at work.
Like many who grow up with a Hispanic upbringing, I was surrounded by strong-willed, hardworking and purpose-driven women. It is through their leadership that the traditions, values and legacy of our family have been upheld. My grandmother, mother, wife, and sister-in-law all possess natural leadership skills and they are masters of opportunity management – seamlessly keeping us all in check while running the family household and at the same time supporting our family businesses. They have taught me that a woman’s instincts and emotional intelligence can be off the chart. They seamlessly manage crisis and change and are turnaround experts – sensing and neutralizing any signs of danger well before it invades our path. It is because of the women in our family that we are well-organized, full of love, spiritually aligned and well-balanced. We are by no means a perfect family, but we are a modern family who embraces traditions even as we adapt to changing times.
It can be difficult for a man to understand how women think, act and innovate unless he has been closely influenced by the women in his life. I’ve learned that women may process things differently and in their own terms. Fortunately for me, I’ve been influenced by great women who made me appreciate their approach towards leadership. I’ve grown to understand their decision-making processes, the dynamics and subtleties of their personality and style, and other special character qualities that women possess.
The best women leaders I know have circular vision that enables them to be well-rounded people. For example, they have their finger on the pulse of the culture and can talk to you about the latest pop-culture news – but then easily switch gears to give you their perspective on what is taking place on Wall Street. Women leaders seeking a chance to be significant see the world through a lens of opportunity; they are especially in search of those opportunities previously unseen (perhaps this is why the women I know enjoy a good treasure hunt). My experiences have taught me that great women make it a point to teach men about women.
The women leaders I know invest in themselves and become knowledge seekers. They are not afraid to ask questions when given a safe platform to express themselves. For example, during my keynote and conference appearances – more often than not – it is the women who ask me the most questions and they are also more inspired to adopt new ideas and ideals. Though extremely curious, it’s often balanced with a bit of skepticism – after all, they don’t want to be fooled or taken advantage of. My experiences have taught me that women leaders need to trust a person before they will endorse what they have to say. Many just want to know that there is legitimacy behind the opportunity.
As I’ve learned from my women bosses and mentors, they want things to be authentic yet practical. These women leaders enjoy a good challenge – and seek to find meaning and purpose from each circumstance they face and opportunity they are given. They like to see and understand the connectivity of thoughts and how they work or why they don’t. They want all the facts and figures before making important decisions.
Competitiveness amongst themselves may really be about looking for validation — an identity that matters and a voice that is heard. Successful women leaders don’t rely on favors; they earn respect and truly believe they can influence their own advancement by serving others. Consummate team players, they also seek to prove their value and self-worth by exceeding performance expectations.. Looking for respect more than recognition, the most successful women leaders don’t seek to become the star of the show — but they enable others to create a great show. In other words, being in the spotlight is not what drives them – but rather it’s the ability to influence positive outcomes with maximum impact.
One thing is certain: these women leaders understand survival, renewal and reinvention. They have grit and are not afraid to fight for what they believe in or an opportunity to achieve something of significance. They believe in what they stand for, but that doesn’t mean they won’t put their ideas and ideals to the test. For them, doing more with less is simply a matter of knowing how to strategically activate those around them.
While women leaders have their productivity secrets, it’s not secret where they come from: the leadership traits that women leaders naturally possess and – based on my personal and professional experiences – are the most undervalued.
1. Opportunity-driven
When confronted with a challenge, the women I know look for the opportunity within. They see the glass as half-full rather than half-empty. They push the boundaries and, when faced with adverse circumstances, they learn all they can from it. Optimism is their mindset because they see opportunity in everything.
Estée Lauder, the child of Hungarian immigrant parents, was quite the opportunist in the cosmetics industry. During the postwar consumer boom, women wanted to start sampling cosmetic products before buying them. Lauder noticed and responded to this shifting dynamic by pioneering two marketing techniques that are commonly used today: the free gift and the gift-with-purchase. It’s exactly this type of inventiveness that other women use to pursue the opportunities in front of them.
2. Strategic
Women see what often times others don’t see. As one of my women mentors told me, “A woman’s lens of skepticism oftentimes forces them to see well beyond the most obvious details before them. They enjoy stretching their perspective to broaden their observations. Many women are not hesitant to peel the onion in order to get to the root of the matter.”
At times they “play the part” to test the intentions of others and to assure that they are solidly grounded and reliable. Successful women leaders know how to play the game when they have to – and can anticipate the unexpected. They know what cards to play and keenly calculate the timing of each move they make.
I wouldn’t be surprised to learn a woman leader made the word “organic” a business term. I learned that women who enjoy the ebbs and flows of business activity also know that the best things are accomplished when they are done naturally – and unforced. When things are happening organically, this means that they are functioning within a natural rhythm and speed – that is safer and risk adverse.
This is not to say that women are uncomfortable with risk – in fact, they will often tackle risk head-on in order to get to the root cause of a problem and to solve for it (they value time and money). Women leaders who don’t allow their egos to stand in the way of good business are in the mindset of getting things done for the betterment of a healthier whole.
3. Passionate
While women in general were historically viewed and stereotyped as emotional leaders by men, I believe they are just passionate explorers in pursuit of excellence. When women leaders are not satisfied with the status quo, they will want to make things better. These women leaders get things done and avoid procrastination. As another one of my women mentors said, “They enjoy order and stability and a genuine sense of control. Many women have learned not to depend upon others for their advancement and thus have a tendency to be too independent. A woman’s independent nature is her way of finding her focus and dialing up her pursuits.”
When these women leaders are locked into what they are searching for – move out of the way. Their passionate pursuits allow them to become potent pioneers of new possibilities. No wonder minority women represent the largest growing segment of entrepreneurs. According to a report by the Center for Women’s Business Research, U.S. Hispanic and African American women entrepreneurs grew at rates of 133.3% and 191.4% respectively from 1997 to 2007.
4. Entrepreneurial
Entrepreneurship is just a way of life for many women. They can be extremely resourceful, connect the dots of opportunity and become expert in developing the relationships they need to get the job done. Many women leaders also see through an entrepreneurial lens to best enable the opportunities before them. They know that to create and sustain momentum requires 100% focus on the objective – and so they don’t enjoy being disrupted by unnecessary noise and distractions.
As one of my former women bosses told me, “Women can play into the politics of the workplace, and do so if it means adding value to the momentum they are attempting to create.”
Many women leaders find excitement and motivation by being extremely creative and resourceful when completing tasks and other duties and responsibilities –. They avoid falling too far behind on projects – knowing that if they do it will disrupt their focus and momentum. That is why I learned never to disrupt a woman’s focus and concentration if I can avoid it.
My former female boss continued by saying, “This is why women like control. Not necessarily to be in charge, but to not lose the rhythm or compromise the momentum they need to accomplish their goals.”
5. Purposeful and Meaningful
I have found that many women leaders enjoy inspiring others to achieve. They know what it’s like to be the underdog and work hard not to disappoint themselves and others. Women leaders in particular often have high standards and their attention to detail makes it difficult for others to cut corners or abuse any special privileges.
Women leaders with a nurturing nature are good listeners and excellent networkers/connecters. They enjoy creating ecosystems and support a collaborative leadership style that melds the thinking and ideas of others; this is what multiplies the size of an opportunity and/or its speed in execution in order to create a larger sphere of influence and overall impact. Women who don’t have to be right all the time make good consensus builders and will more likely enjoy participating in a team environment.
6. Traditions and Family
Whether at home or at work, women are often the glue that keeps things together and that is why they represent great leadership for America’s future. When they sense growing tensions that can lead to potential problems or inefficiencies, the most successful women leaders enjoy taking charge before circumstances force their hand. Women are usually the ones to secure the foundational roots of the family and to protect family and cultural traditions from wavering. They provide the leadership within the home and in the workplace to assure that legacies remain strong by being fed with the right nutrients and ingredients.
The most successful women leaders are big believers in team building and the enforcement of mission, goals and values to assure that everyone is on the same page with like intentions. This secures a sense of continuity making it easier for everyone to have each other’s backs. No wonder women are assuming more management and leadership roles in family owned businesses.
To the great women in my personal and professional life, thank you for the opportunity to be inspired and mentored by your leadership (you know who you are). I’ve read many things about women in the workplace and their lack of advancement into senior executive roles and in the boardroom. Rarely have I read something from a man who has been inspired and influenced by the wisdom of a woman’s leadership. Hopefully this perspective helps awaken more of us to the opportunity of learning about leadership from the women in our lives, whether in the home or at work.
10 Habit of Higly Successful People
Whatever your definition of success (each person's definition of "success" is and should be different), one thing is true for everyone: success means getting things done.
Highly successful people are able to get a lot more things done, and here are simple ways you can too:
1. They eliminate every "ego" commitment.
We all do things that have more to do with ego than results.
Maybe you serve on a committee because you like how it looks on your CV. Maybe you teach at a local college because you like the words "adjunct professor." Or maybe, like me, you do the occasional radio interview just because it seems cool to be on the radio (but in no way benefits me professionally.)
Anything you do for ego is a waste of time. Think about things you do mainly because they make you look important, smart, or cool. If it provides no other "value," drop it.
Anything you do that serves the greater glory of you is a waste of time; besides, the best glory is reflected, not projected.
2. They don't struggle for that extra 5%.
I'm fairly competitive so when I start to do something I soon start wanting to do it better than other people.
(Okay, I'm overly competitive.)
Take cycling. I'm faster, fitter, etc. than the average person. But compared to the fast guys, I'm nothing. They can drop me within a few miles. Drives me crazy. Makes me ride more and train more and spend tons of hours on a bike--and for what? So I can hang with them for a couple more miles? So my time up a certain mountain is only 30% slower than theirs instead of 40%?
The kind of improvement has no real importance.
Sure, I may get in better shape, but at that point the improvement to my overall health is incremental at best. And in the meantime I have to spend hours on cycling I could spend working towards more important goals.
Or I could just spend more time with my family, the most important goal of all.
Think about something you already do well but are trying hard to do even better. Then weigh the input with the outcome.
Sometimes "good" truly is good enough, especially if that 5% gain is hugely disproportionate to the pain required to reach it.
3. They find the perfect way to say, "No."
Most of us default to saying "yes" because we don't want to seem rude or unfriendly or unhelpful. Unfortunately, that also means we default to taking on more than we want or can handle.
It's important to know how, with grace and tact, to say no.
Maybe your response will be as simple as, "I'm sorry, but I just don't have time."
Develop your own way of saying "no" and then rehearse so it comes naturally. That way you won't say yes simply because you think you should--you'll say yes because you know it's right for you.
4. They eliminate useless "me time" commitments.
I used to play fantasy baseball and football. But when I thought about it, I had no idea why. Sure, I could rationalize it created a nice break in the week. I could rationalize it was a "mental health" activity that let me step aside from the stress and strain of business life.
I could, but that wasn't true. I just did it because I had always done it, and once I start every year I don't want to quit because, um, I'm not a quitter. (I know that sounds stupid, but I'm willing to bet you do at least one thing for the same reasons.)
Look at the things you do because you've always done them and decide if it's time to stop.
Here's an easy test: If you wouldn't do something while you were on vacation, there's no good reason to do it when you're not.
5. They set hard limits.
Deadlines and time frames establish parameters, but typically not in a good way. We instinctively adjust our effort so our activities take whatever time we let them take.
Tasks should only take as long as they need to take--or as long as you decide they should take.
Try this: Decide you'll only spend 10 minutes a day on social media. Just 10.
The first day you'll get frustrated because you won't get everything done you "need" to get done. The second day you'll instinctively skip a few feeds because they're not as important. The third day you'll re-prioritize and maybe use a tool like Buffer to get better organized.
By the fifth day you'll realize 10 minutes is plenty of time to do what you need to do; all that other time you used to spend was just fluff.
Pick a task, set a time limit, and stick to that time limit. Necessity, even artificial necessity, is the mother of creativity. I promise you'll figure out how to make it work.
6. They establish a nighttime routine...
The first thing you do is the most important thing you do, because it sets the tone for the rest of the day.
So be smart and prepare for that "first thing" the night before. Make a list. Make a few notes. Review information. Prime yourself to hit the ground at an all-out sprint the next day; a body in super-fast motion tends to stay in super-fast motion.
7. And a morning routine.
Then make sure you can get to that task as smoothly as possible. Pretend you're an Olympic sprinter and your morning routine is like the warm-up for a race. Don't dawdle, don't ease your way into your morning, and don't make sure you get some "me" time (hey, sleep time is me time). Get up, get cleaned up, get fueled up--and start rolling.
My elapsed time from bed to desk is about 15 minutes (easy since my commute is two flights of stairs), so there's not much I can improve. So I do something else; I get my most important task done before I check email.
Think about it this way: sprinters don't do cool-down laps before they race. Neither should you.
8. They outsource the right tasks.
I was raised to think that any job I could do myself was a job I should do myself.
That's why it took me a long time to decide the kid down the street should cut my grass. He can use the money. I can use the time.
But that's a simple example. Here's an even better approach: write down the two or three things you do that generate the most tangible return. Maybe it's selling. Maybe it's developing your employees. Maybe it's building long-term customer relationships.
Me? I make the most money when I'm writing; anything else I do that takes me away from writing limits my ability to generate revenue.
Figure out the two or three things that you do best--and that generate the best return on your time--and then strip away all the other "stuff" by outsourcing those tasks. (Or, oftentimes, simply by eliminating those tasks.)
Your bottom line will thank you for it.
9. They fix what they often break.
I used to be terrible about putting meetings and phone calls on my calendar. I figured I'd get to it later... and then I never did. Then I spent way too much time, often in a panic, trying to figure out when and where and who...
All that time was wasted time. So I finally decided I would immediately enter every appointment into my calendar the moment I made it--no matter what.
You probably have at least one thing you tend to mess up. Maybe you don't file stuff properly. Maybe you put off dealing with certain emails and then forget them. Maybe you regularly find you're unprepared for a call or meeting.
Whatever your "things" are, fix them. You'll save time and aggravation.
10. They don't multi-task.
Plenty of research says multi-tasking doesn't work. Some research says multi-tasking actually makes you stupid.
Maybe you agree. Maybe you don't. Either way, I feel sure there is at least one thing you do that is so important you should never allow a distraction or a loss of focus.
Choose one important task and commit to turning everything else when you tackle it. Focus solely on that task. See if you do it better.
I bet you will--and I bet that will make you decide to stop multitasking when you perform many other tasks.
Highly successful people are able to get a lot more things done, and here are simple ways you can too:
1. They eliminate every "ego" commitment.
We all do things that have more to do with ego than results.
Maybe you serve on a committee because you like how it looks on your CV. Maybe you teach at a local college because you like the words "adjunct professor." Or maybe, like me, you do the occasional radio interview just because it seems cool to be on the radio (but in no way benefits me professionally.)
Anything you do for ego is a waste of time. Think about things you do mainly because they make you look important, smart, or cool. If it provides no other "value," drop it.
Anything you do that serves the greater glory of you is a waste of time; besides, the best glory is reflected, not projected.
2. They don't struggle for that extra 5%.
I'm fairly competitive so when I start to do something I soon start wanting to do it better than other people.
(Okay, I'm overly competitive.)
Take cycling. I'm faster, fitter, etc. than the average person. But compared to the fast guys, I'm nothing. They can drop me within a few miles. Drives me crazy. Makes me ride more and train more and spend tons of hours on a bike--and for what? So I can hang with them for a couple more miles? So my time up a certain mountain is only 30% slower than theirs instead of 40%?
The kind of improvement has no real importance.
Sure, I may get in better shape, but at that point the improvement to my overall health is incremental at best. And in the meantime I have to spend hours on cycling I could spend working towards more important goals.
Or I could just spend more time with my family, the most important goal of all.
Think about something you already do well but are trying hard to do even better. Then weigh the input with the outcome.
Sometimes "good" truly is good enough, especially if that 5% gain is hugely disproportionate to the pain required to reach it.
3. They find the perfect way to say, "No."
Most of us default to saying "yes" because we don't want to seem rude or unfriendly or unhelpful. Unfortunately, that also means we default to taking on more than we want or can handle.
It's important to know how, with grace and tact, to say no.
Maybe your response will be as simple as, "I'm sorry, but I just don't have time."
Develop your own way of saying "no" and then rehearse so it comes naturally. That way you won't say yes simply because you think you should--you'll say yes because you know it's right for you.
4. They eliminate useless "me time" commitments.
I used to play fantasy baseball and football. But when I thought about it, I had no idea why. Sure, I could rationalize it created a nice break in the week. I could rationalize it was a "mental health" activity that let me step aside from the stress and strain of business life.
I could, but that wasn't true. I just did it because I had always done it, and once I start every year I don't want to quit because, um, I'm not a quitter. (I know that sounds stupid, but I'm willing to bet you do at least one thing for the same reasons.)
Look at the things you do because you've always done them and decide if it's time to stop.
Here's an easy test: If you wouldn't do something while you were on vacation, there's no good reason to do it when you're not.
5. They set hard limits.
Deadlines and time frames establish parameters, but typically not in a good way. We instinctively adjust our effort so our activities take whatever time we let them take.
Tasks should only take as long as they need to take--or as long as you decide they should take.
Try this: Decide you'll only spend 10 minutes a day on social media. Just 10.
The first day you'll get frustrated because you won't get everything done you "need" to get done. The second day you'll instinctively skip a few feeds because they're not as important. The third day you'll re-prioritize and maybe use a tool like Buffer to get better organized.
By the fifth day you'll realize 10 minutes is plenty of time to do what you need to do; all that other time you used to spend was just fluff.
Pick a task, set a time limit, and stick to that time limit. Necessity, even artificial necessity, is the mother of creativity. I promise you'll figure out how to make it work.
6. They establish a nighttime routine...
The first thing you do is the most important thing you do, because it sets the tone for the rest of the day.
So be smart and prepare for that "first thing" the night before. Make a list. Make a few notes. Review information. Prime yourself to hit the ground at an all-out sprint the next day; a body in super-fast motion tends to stay in super-fast motion.
7. And a morning routine.
Then make sure you can get to that task as smoothly as possible. Pretend you're an Olympic sprinter and your morning routine is like the warm-up for a race. Don't dawdle, don't ease your way into your morning, and don't make sure you get some "me" time (hey, sleep time is me time). Get up, get cleaned up, get fueled up--and start rolling.
My elapsed time from bed to desk is about 15 minutes (easy since my commute is two flights of stairs), so there's not much I can improve. So I do something else; I get my most important task done before I check email.
Think about it this way: sprinters don't do cool-down laps before they race. Neither should you.
8. They outsource the right tasks.
I was raised to think that any job I could do myself was a job I should do myself.
That's why it took me a long time to decide the kid down the street should cut my grass. He can use the money. I can use the time.
But that's a simple example. Here's an even better approach: write down the two or three things you do that generate the most tangible return. Maybe it's selling. Maybe it's developing your employees. Maybe it's building long-term customer relationships.
Me? I make the most money when I'm writing; anything else I do that takes me away from writing limits my ability to generate revenue.
Figure out the two or three things that you do best--and that generate the best return on your time--and then strip away all the other "stuff" by outsourcing those tasks. (Or, oftentimes, simply by eliminating those tasks.)
Your bottom line will thank you for it.
9. They fix what they often break.
I used to be terrible about putting meetings and phone calls on my calendar. I figured I'd get to it later... and then I never did. Then I spent way too much time, often in a panic, trying to figure out when and where and who...
All that time was wasted time. So I finally decided I would immediately enter every appointment into my calendar the moment I made it--no matter what.
You probably have at least one thing you tend to mess up. Maybe you don't file stuff properly. Maybe you put off dealing with certain emails and then forget them. Maybe you regularly find you're unprepared for a call or meeting.
Whatever your "things" are, fix them. You'll save time and aggravation.
10. They don't multi-task.
Plenty of research says multi-tasking doesn't work. Some research says multi-tasking actually makes you stupid.
Maybe you agree. Maybe you don't. Either way, I feel sure there is at least one thing you do that is so important you should never allow a distraction or a loss of focus.
Choose one important task and commit to turning everything else when you tackle it. Focus solely on that task. See if you do it better.
I bet you will--and I bet that will make you decide to stop multitasking when you perform many other tasks.
Leadership Lessons From Hillary Clinton (Whether You Like Her or Not)
Hillary Clinton’s recent announcement brought a few of these qualities to mind for me. Like her or not, the following leadership gems are worth consideration.
1. Purpose-driven work takes courage.
Let's face it. Hillary has been through the wringer. Folks have said hateful things about her, her husband, and her daughter. They’ve questioned her integrity. Her decisions. Even her intelligence. They’ve called her every name in the book, and it’s about to get worse. She knows this, and she’s running anyway. Either she's immune, or she truly believes in her ability to make a difference. Think about it: Hillary doesn’t need money, power, or fame. And if you believe she would subject her family to further madness for any of those things, you have a thing or two to learn about mothers. Anything truly transformational requires revolutionary courage. And in this case, the revolution will most definitely be televised.
2. Diverse work experiences breed confidence.
Have you noticed how difficult it is to intimidate Hillary? That’s because she’s well prepared. She’s served as FLOTUS, Secretary of State, and United States senator. She has won and lost, pushed and been pulled, lived in both the foreground and the background. I’m hard-pressed to name someone more intimately familiar with the office of the President than Hillary, save those who have actually been President. Varied professional experiences give you a more comprehensive view. A leader with a strong vision, backed by experience, is a more confident leader.
3. If at first you don’t succeed, try, try again.
It’s not uncommon to fall short of a goal the first time you pursue it. Some have difficulty rebounding from failure, but since we all experience it at some point, the sooner we learn to dust ourselves off, the better. Instead of retreating, we can take advantage of the opportunity to grow inside the gap--to learn new skills, gain new insights, and create new connections. Hillary has more momentum behind her this time than when she first ran for President. And the second time up a hill is usually much easier than the first. You know where the stones are!
4. Haters gonna hate.
News flash: Not everyone’s going to like you. In fact, the more dramatic the change you are championing, the more pushback you’ll receive. Unfortunately, that pushback doesn’t always come to you respectfully. Sometimes it’s downright nasty. But your job is to make sure your heart is pure, your motivations are right, and your behavior is in sync with your values. You also have to realize that as a leader, you will be called upon to take the high road, no matter how tempted you are to dive down low. If you can remember and abide by these rules, you can take the lickin’ and keep on tickin’.
5. Your success is often not about you. Or at least not only you.
A Hillary Clinton presidency is symbolic. Many will assess each candidate against the issues they care about and vote accordingly. Others will vote for Hillary because of what, or who, she represents. A Hillary Clinton presidency would give women all over the world confidence that they, too, can attain heights higher than history has allowed, and greater than today's data suggests. As we’ve learned from our current state of affairs, this kind of breakthrough isn't without its troubles. But trouble or no trouble, a breakthrough is exactly what it would be.
The next several months will be interesting, to say the least. Women will be paying close attention to how Hillary traverses the path ahead of her, and how others respond to her along the way. Political affiliation aside, the leadership lessons will be ripe for the picking. That is, if you're paying attention.
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