Tuesday, 23. September 2008 by Ronald T. Brown, Ph.D.
Are you experiencing any of these symptoms?
• You’re not motivated, feel burned out
• You’re distracted, off-focus
• You’re not following through well
• You’re not getting the results you seek
• Deep inside you want to be doing something else
• You’re blaming others, the economy, bad luck, “the system”…
** In general, do you feel your life is spinning in a mediocre existence? Here are a few thoughts that may help…
First of all, being mediocre does have its advantages. For one, you get play it safe and not look foolish. You get to avoid risk, and safely hang within the crowd. Yet the problem is, a mediocre life is boring and requires you to bury your dreams and potential.
** Excellence is derived when we embrace the change and growth needed to attain a breakthrough level of performance, and is supported by the following mindset:
1. Embrace Stress and Discomfort. Any challenge that demands your best will create stress. The key is to view discomfort as natural and necessary for growth. Like diving into the deep end of the swimming pool for the very first time – willingly enter into the discomfort that accompanies change and strategic growth – instead of playing it safe in the shallow end where all the little kids hang out…
Be willing to push through barriers. Learn to balance stress with pre-set times of recovery.
2. Let go of Preconceptions. Change demands we embrace new paradigms and new ways of thinking. Be prepared to accept (and make) the personal and corporate changes that growth demands. Let go of what you think you know and be willing to embrace something anew. Stop being an “expert” - choose to be a novice. Remain open and curious. When you think you already know the best methods and strategies, you close yourself from the ingenuity of your own creative mind, and the creative mind of those around you.
3. Know what you really want. Have a clear understanding of what your passions are, and what you want your life to stand for and represent. Points 1 & 2 about stress and change will only drain and de-motivate you if you do not really care where the stress and change is leading you to. Working hard toward a goal will leave you unfulfilled – if that goal does not align with where you personally want to go as well.
** Excellence is derives from feeling passionate about a goal or cause, where you then able to align your God-given strengths in support of that cause, while embracing the personal growth and change needed to attain the goal.
Excellence reaches beyond what you think is possible – and it will be your belief, passion, and alignment of strengths toward that goal, which allows you to reach a new level of excellence.
Sunday, 21. September 2008 by Ronald T. Brown, Ph.D.
Vince Lombardi said, “Fatigue makes cowards of us all.” In the research for their book, “The Power of Full Engagement,” Jim Loehr and Tony Schwartz stress that managing one’s energy is the key to peak performance.
“The importance of physical energy seems obvious for athletes, construction workers, and farmers. Because the rest of us are evaluated by what we do with our minds than with our bodies, we tend to discount the role that physical energy plays in performance. In most jobs, the physical body has been completely cut off from the performance equation. In reality, physical energy is the fundamental source of fuel… It lies not only at the heart of alertness and vitality but also affects our ability to manage our emotions, sustain concentration, think creatively, and even maintain our commitment to whatever mission we are on.”
My brother owns a dog who loves chasing after sticks, tennis balls, or whatever else is thrown into the lake we frequently visit in northern Minnesota. There is nothing like the joy in that dog’s eyes, and the enthusiasm in his pant, as he anticipates “the throw.” And after a few fake throws (you have all done this to a dog) I toss a stick as far as my arm can throw. Then, like a bolt of lightening, off goes the dog, only to return a few minutes later with the stick in mouth, ready to do it all over again.
What I have discovered is that if I can keep that dog chasing sticks for a long enough period of time, he will eventually reach a state of fatigue where he is forced to quit. He just can not continue. And if this dog reaches this level of fatigue, he is usually done, not just for a few minutes, but for the rest of the day. He will just lay there and sleep with the stick hanging out of it’s mouth for a long, long time.
Our bodies work in the same way. If our bodies are allowed to reach a certain level of fatigue, we end up being tired and worn out – not just for a few hours, but for a number of days. In this go, go, go – action packed world in which we live, you need to carefully manage your energy to maintain the fortitude and resilience needed to pursue your goals. This involves keeping your life in balance. Balancing your need for rest and renewal with the need to work and execute well.
A few thoughts on managing your Energy:
• Energy is the currency of personal and professional success.
• You choose your energy – just as you choose your attitude. You must take personal responsibility for your energy level.
• High levels of “emotional energy” are derived from: Clarity of Purpose, Daily Focus toward that Purpose, Authentic Passion, Laughter, and Meaningful Relationships. High levels of “physical energy” are derived from: A Healthy diet, Proper Rest, and Regular Exercise.
• Your level of Emotional Energy and level of Physical Energy are interrelated. They feed off each other.
• It’s all about managing your time AND energy. You need to focus on, and develop habits that maximize both.
• Don’t waist your emotionally energy on people who don’t care – on people who just don’t get it… “Don’t let anyone walk through your mind with muddy feet.”
Tuesday, 16. September 2008 by Ronald T. Brown, Ph.D.
Being assertive, in the proper setting and situation, is a great advantage – especially when it comes to your career and reaching your potential. After all, most supervisors do not care about the kind of tie you have on, or how well you make coffee. They are interested in, and are likely to remember, if you are a person who wisely and consistently shows initiative.
Whether in your career, working on a hobby, or personal goal – learning how to take initiative is the first step to achieving grander goals and attaining your highest ambitions. Taking initiative truly opens the doors of success…
** When showing initiative, remember these truths:
1) Taking Initiative Does Not Equate To Being Aggressive.
Many people make the mistake of thinking that showing initiative, or begin assertive, is the same thing as being aggressive – thus they hesitate to step out. While being an “aggressive” person can backfire on you big time – wisely and boldly showing initiative will open doors and quicken your ability to attain your dreams and goals.
Being aggressive is mean. On the other hand, being assertive is about proactively facilitating growth in yourself and organization.
2) Your Initiative Rests On Self-Confidence.
It is hard to consistently show initiative when you lack self-confidence. And the foundation for building your confidence is belief – Belief in yourself, your dreams, and what you can become.
3) Initiative Benefits Every Area Of Life.
Therefore, in your spiritual, physical, social, and mental life – work to boldly step forward by:
Seeking
Asking
Going
Moving
Apologizing
Loving
Confronting
Helping…
** Your choice to step out will pay rich dividends.
Thursday, 11. September 2008 by Ronald T. Brown, Ph.D.
A CEO may think they have the power to set strategy, the authority to make things really happen, and have full access to every point in their organization. But the following 7 realities tell what is actually the case:
1) A CEO can’t fully run a company. The sheer volume and intensity of external demands take many new CEO’s by surprise. Almost every CEO struggles to manage the time drain of attending to shareholders, analysts, board members, industry groups, politicians, and other stakeholders – Thus the wise use of a exemplary Leadership Team is required.
2) For a CEO, simply giving “orders” is very costly. Only in times of critical urgency is giving orders appropriate and valued by staff and employees. During regular business situations, order giving will suck the engagement and creative juices right out of the organization.
3) It is hard for a CEO to know what is really going on. While a CEO is flooded with information, reliable information is surprisingly scarce. This is because most information that reaches a CEO has been filtered in some way (sometimes with good intentions – and sometimes with not so good intentions.)
4) CEO’s are always sending a message. The words and actions of a CEO, however small or casual, are instantly spread, amplified, scrutinized, interpreted, and sometimes drastically misunderstood.
5) The CEO is not the boss. Although a CEO may sit at the top of the hierarchy, they still report to a Board of Directors – who are ultimately in control.
6) Pleasing the shareholders is NOT the goal for a wise CEO. CEO’s must realize that the creation of long-term value is supremely important. Quick maneuvers to increase stock prices are usually not wise.
7) A CEO is only human. A CEO’s needs to stay balanced, and connected, not only with the organization – but also with their family and community.
Some More General Lessons:
• A CEO must learn to manage organizational culture and context more than focusing on the daily operations.
• A CEO must recognize that their position does not confer the right to lead – nor does it guarantee the loyalty of those in the organization.
• A CEO must remember they are subject to stern limitations, and must resist feelings of being some type of organizational “god.”
Sunday, 07. September 2008 by Ronald T. Brown, Ph.D.
Effective Leaders treat others the way they would like to be treated. They are individuals who have:
1. The ability to accept people as they presently are, not just as the leader would like them to be. Though effective leaders see the potential in their people – and encourage movement toward that potential – they are careful to also show love and acceptance
now. Sometimes it is easier to see the future potential in someone than to show them acceptance today.
2. The capacity to approach relationships in terms of the present rather than the past. They do not allow past deficiencies skew an accurate assessment of the facts today.
3. The ability to give people they work with at least the same level of courtesy, and kind attention, that they extend to strangers and friendly acquaintances.
4. The ability to put their trust in others, especially when delegating a task that involves significant risk.
5. The ability, and inner confidence, to do without the constant approval and recognition of those around them.
Tuesday, 02. September 2008 by Ronald T. Brown, Ph.D.
“Conflict Leadership” is the art of enabling a group to explore the differences that have created a conflict - and then build a process to move beyond the conflict effectively. To do this a leader must understand that a conflict is an opportunity, rather than a problem to be avoided. In The Magic of Conflict, Thomas Crum writes:
“Conflict is neutral; neither positive nor negative, it just is. Nature uses conflict as its primary motivator for change, creating beautiful beaches, canyons, mountains, and pearls. It’s not whether you have conflict in your life; it is what you do with that conflict that makes a difference.
“In addition, Conflict is not a contest. Winning and losing are goals for games, but not for a conflict – instead learning, growing, and cooperating are the desired outcomes… Conflict is rarely about who is right. It is about the acknowledgment and appreciation of different experiences, perspectives, and possibilities.”
In high performance organizations, people are continually working to resolve the ongoing conflict between the past (which defines the organization’s current behavior and performance) and the vision of what still could be. In this process of pushing for growth, conflict is bound to emerge as individuals struggle and disagree over ways to solve an issue, deal with communication, and make final decisions regarding how to move the organization forward.
To help navigate conflict, a leader should:
1) Value, and Steer, the Energy – Conflict inevitably produces energy. A leader must control and balance this energy within him/her self – and then appreciate, and steer, the energy conflict creates in others.
2) Seek and Gain Understanding – “Seek first to understand, then to be understood.” A leader must carefully oversee, nurture and protect the communication process between individuals, groups, and the organization.
3) Create and Adhere to a Process - Before progress can be made in moving beyond a conflict, the parties must agree to the process they will follow to move past the confusion and toward a solution. The leader’s role is to help build a process that will allow the individuals, or group, move through the conflict in a healthy way.
4) Promote Mutual Benefit – Each individual has a style when dealing with conflict. Some “Avoid,” others “Compete,” some “Compromise,” others “Accommodate” while other “Collaborate.”
A leader should help individuals transcend their “natural” style and work toward a collaborative, win-win perspective, which meets the needs of each party. This requires an “abundance” mindset that allows everyone to move toward the best solution for everyone involved.
5) Clarify Responsibility and Accountability – This is the last critical element in leading conflict. Developing and growing beyond a conflict requires committed action and follow-through. Where individuals make commitments, and then are held accountable to make progress toward those commitments.
Thursday, 28. August 2008 by Ronald T. Brown, Ph.D.
“The size of your thinking, goals, attitude, and even your personality is greatly influenced by your environment.”
The number one obstacle to reaching a higher level of success is a lack of belief. Where one has a driving
fear or
doubt that an accomplishment can be attained.
Such a lack of belief is usually birthed, and nurtured, by an array of suppressive influences in our environment which continually work to keep our thinking (and lives) at a mediocre level. These suppressive forces can include
the media, co-workers, our current job, one's ethnic culture, our living environment, and even our own comfort zone.
But sadly, many times the most negative force will arise from a select group of individuals, who you personally know, who are content to live a mediocre life - and who try to intimidate others into doing the same.
Remember:
“People who tell you something cannot be done almost always are unsuccessful themselves - and are themselves usually always strictly average or mediocre in terms of accomplishment.” (Rev. Norman Vincent Peale)
Nay-sayers are everywhere. They delight in sabotaging the positive progress of others to justify their own lack of effort and sloth. Effective leaders are careful to fight off these negative, suppressive influences by surrounding themselves with individuals who think progressively. Who confidently believe in themselves... and in others.
Spend your time with those who are already successful - and who firmly believe YOU can accomplish their same level of success… or even more!
Sunday, 24. August 2008 by Ronald T. Brown, Ph.D.
In psychology, the “Big Five” personality traits are five broad dimensions of personality discovered through empirical research. Research has shown these traits predict those who will be good leaders, team players, and overall more successful.
These five factors are:
1) “Openness” is a general appreciation for art, emotion, adventure, unusual ideas, imagination, curiosity, and variety of experience. People who are open to experience are intellectually curious, appreciative of art, and sensitive to beauty. They tend to be, compared to closed people, more creative and more aware of their feelings.
Sample Openness:
• I am full of ideas.
• I am quick to understand things.
• I have a rich vocabulary.
• I have a vivid imagination.
• I have excellent ideas.
• I spend time reflecting on things.
• I use difficult words.
2) “Conscientiousness” is a tendency to show self-discipline, act dutifully, and aim for achievement. The trait shows a preference for planned rather than spontaneous behavior. Conscientiousness includes the factor known as Need for Achievement.
Sample Conscientiousness:
• I am always prepared.
• I am exacting in my work.
• I follow a schedule.
• I get chores done right away.
• I like order.
• I pay attention to details.
3) “Extraversion” is characterized by positive emotions, surgency, and the tendency to seek out stimulation and the company of others. Extraverts enjoy being with people, and are often perceived as full of energy. They tend to be enthusiastic, action-oriented individuals. In groups they like to talk, assert themselves, and draw attention to themselves.
Sample Extraversion:
• I am the life of the party.
• I don’t mind being the center of attention.
• I feel comfortable around people.
• I start conversations.
4) “Agreeableness” is a tendency to be compassionate and cooperative rather than suspicious and antagonistic towards others. Agreeable individuals value getting along with others. They are generally considerate, friendly, generous, helpful, and willing to compromise their interests with others. They believe people are basically honest, decent, and trustworthy.
Sample Agreeableness:
• I am interested in people.
• I feel others’ emotions.
• I have a soft heart.
• I make people feel at ease.
• I sympathize with others’ feelings.
• I take time out for others.
5) “Emotional Stability” represents individuals who are not easily upset and are emotionally balanced. They tend to be calm, emotionally stable, and free from persistent negative feelings.
Samples:
• I stay calm.
• I do not get irritated easily.
• I am not stressed out.
• I feel positive about my life.
Tuesday, 19. August 2008 by Ronald T. Brown, Ph.D.
In the process of promoting needed change in an organization, wise leaders make use of carefully crafted stories which engage their followers not only at the rational level, but (more importantly) at the emotional level.
These wisely crafted stories weave together
ideas,
values, and preferred modes of
behavior… they build cases for organizational change and clearly describe what a winning future looks like.
To accomplish this, successful leaders regularly use three types of stories:
1) “Who Am I?” stories
2) “Who are we?” stories
3) Stories which envision a preferred future
These stories are careful to cover three essential elements:
1) The case for change
2) Where we are going
3) How we will get there
Organizational change is more of an “
art” than a “
science”. And the art of story telling is one tool effective leaders learn, and then use regularly, to navigate this process.
Thursday, 14. August 2008 by Ronald T. Brown, Ph.D.
“As a man thinks in his heart, so is he” is more than just an aphorism, it is a Universal Law rooted in Truth. A man or woman literally becomes what they think about - and ponder in their heart.
A person’s character, and subsequently their lives, are the sum of their inner thoughts and beliefs. It must become crystal clear that your predominate thoughts and beliefs will mold and shape the destiny of your life – this applies to your finances, health, relationships, emotional state, and spiritual life.
Think about it… the Creator of the Universe (whose image you and I are made in) formed the cosmos out of His thoughts and subsequent spoken word. That same creative power (to a lesser degree) resides in you and I. It was a thought from God that sparked the creation of this world – and in similar fashion, your thoughts will work to create your world!
If Alexander Graham Bell had not “thought” he could invent a communication device that would allow a person to converse with someone a thousand miles away, he would have never stepped out to create that device.
Take the Wright Brothers. Their idea of a flying machine had it inception in a thought – the work of their hands in building a flying machine was just the physical manifestation of what they had already envisioned in their mind - and believed in their heart.
“The key to re-create your world is to change your thinking.”
Whether you hold thoughts of fear, or thoughts of success – they will work to create that result in your life.
“As a man thinketh in his hear, so is he…” (Proverbs 23:7 KJV)
