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7 Things Employees Never Tell Their Bosses About T.doc

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The Deadliest Threat to Success We all face things in our lives that are subtle and dangerous, and they’re even more dangerous when we ignore or don’t understand them. The Deadliest Threat to success for each of us is different, but it's there, lurking underneath the still waters of our daily lives. We can choose to fill ourselves with paralying fear, or to prepare ourselves so we’re not afraid when it attacks. !t takes respecting the reality of what we’re up against so we’re prepared to co
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  The Deadliest Threat to Success We all face things in our lives that are subtle and dangerous, and they’re even more dangerous when we ignore or don’t understand them. The Deadliest Threat to success for each of us is different , but it's there, lurking underneath the still waters of our daily lives. We can choose to fill ourselves with paralying fear, or to prepare ourselves so we’re not afraid when it attacks. !t takes respecting the reality of what we’re up against sowe’re prepared to confront it. ny one of these may be the Deadliest Threats in your life# Deadly Threat #1: Lack of Focus. This includes taking on pro$ects without filtering for importance, and then trying to multi%task our way out of being overwhelmed. !nstead it’s about saying &o(  before  the inbo) of life overloads. Warren *uffett suggests listing the top + things you want to do in the ne)t few years, circling the top  and forgetting about the other +-. *uffett advises, &verything you don’t circle becomes your /avoid at all costlist’. o matter what, these things get no attention from you until you’ve succeeded with your top .( Solution: Get Clear on Key Goals Deadly Threat #2: Anger.  !t hits us in moments when we least e)pect it, starting with stress, leading to frustration, then to a potential e)plosion. !n a flash, anger can destroy relationships and ruin careers. Whenever it starts to circle under the waters of life, take a few minutes to get collected. llow the negative emotions some space for a few minutes while pondering the ne)t step, and then focus on a positive response. *y meditating  before we act, we become powerful. Solution: Meditate in the Moment  Deadly Threat #3: The Status Quo . 0ost people go with the flow, don’t like to rock the  boat, and want to keep things as%is. nd that’s a problem. 1ife isn’t about laying low, it’s about being bold and having an impact. 1ike the pple slogan says# &2ere's to the cray ones. The misfits. The rebels. The troublemakers. The round pegs in the s3uare holes. Theones who see things differently. They're not fond of rules. nd they have no respect for the status 3uo. 4ou can 3uote them, disagree with them, glorify or vilify them. bout the only thing you can't do is ignore them. *ecause they change things. They push the humanrace forward. nd while some may see them as the cray ones, we see genius. *ecause the people who are cray enough to think they can change the world, are the ones who do.( Solution: Challenge Conventional Thinking Deadly Threat #: A!athy.  This strikes us in stealth ways and stops us from doing big things. !nstead, the key is to take action. 0y wife, 5ulia, is an e)ample of this. 1ast 0onday, 5ulia’s niece Skyla was in$ured terribly in a car accident that tragically took the life of her friend *raden6and their families have had a difficult time since then. !nstead of sitting idly by and waiting for someone else to do something to help, 5ulia launched a fundraiser on crowdrise, got herself on the news and radio, and has raised over 789,--- for the families so far. Solution: Take Action Now Deadly Threat # : Technology Addiction. 0any people are so hooked to their devices they’re losing out on key moments of life. othing can replace face%to%face listening,  sharing, and collaboration. So, why should we let our devices woo us away from what weknow we all need most: ;ut it away at night, keep it in your pocket or purse or glove bo) when you’re driving, and bury it under folders or in your bag during meetings. Studies show that powerful people favor in%person relationships over cellphones. Solution: Turn the Tech ff  Deadly Threat #: Selfishness. This one creeps into our lives and before long, we’re in it $ust for ourselves. nd it slows us down, unless we shift instead to a selfless lifestyle, like 5ason <reis.2ired as the youngest coach in professional soccer history at age 9=, <reis preached to his players the power of selflessness. s coach of >eal Salt 1ake he didn’t want >ock Stars like David *eckham. 2e wasn’t interested in the player who’d light up the field only to bask in his own glory. o, <reis wanted the opposite6guys wholoved the game and would give everything for the team to be successful. <reis converted >eal Salt 1ake from a struggling franchise into a selfless force that overwhelmed opponents. !n the +--? 01S @up, >eal Salt 1ake went head to head with *eckham and the Aala)y and beat them soundly . Solution: Serve thers Deadly Threat #$: Arrogance. *eing the smartest guy in the room isn’t what it used to  be. While it once impressed, now it annoys. Aoogle and Siri are the gurus of data, but nobody likes to hang out with them during social hours. *e open to new ideas, treating everyone with respect regardless of title, status, or wealth. Don’t focus on being a know%it%all, instead focus on being a connect!it!all   with the power of humility, kindness, and empathy for other people. Solution: Kee #umbly Confident  Whatever the Deadliest Threat is for you, apply the solution now. Don’t delay. 9 Tips to mpowering n Brganiation mpowerment is a concept that is often applied personally. ! empower employees to make their own decisions or advance toward their goals. *ut what if your goal is to give everyone in your company that uni3ue combination of power and responsibility:! have three tips for empowering an organiation#8. %&!hasi'e tea&(ork.  We demand employees work collaboratively to solve  problems, and that helps to create a culture of empowerment. To each individual, we say# 4ou are not responsible $ust for yourself. 4ou are responsible for the success of the team. @ollaboration encourages individuals to give more to their team, and to e)pect more in return.+. Allo( for failure.  *usiness is different than sports. !n sports, you only get a certain number of chances to succeed. !f time runs out or you take three strikes, that’s the end. !n business, you can swing as many times as you like. *ut to keep employees swinging, leaders must constantly emphasie that we will accept strikes. Cailure will happen. ccept that and employees are empowered to keep trying.9. )re*ent chaos.  mpowerment can’t mean letting everyone loose to do whatever  they like. t >akuten, one way we seek to guard against chaos is the rigorous use of <;!  key performance indicators. We measure everything. We know how longit takes for pro$ects to move through completion. We know how many engineers ittakes to e)ecute a change in the system. We even know how long it takes for an employee in the lobby to reach the company meeting room on the 8+th floor. To keep this group of empowered employees on task, we set clear and specific goals.mpowerment is more than an individual mandate  it is a recipe for company%wide success.2ow will you empower your organiation: The @ost of ;oor ccountability 4our organiational success depends on the performance of your people. Arowth, revenuegeneration and overall profitability is totally dependent on the contribution of your managers and staff, each person having a role to play and a contribution to make. Superior performance will only occur when you establish reasonable, yet challenging,  performance ob$ectives at the organiational, departmental, managerial and individual levels, and when you hold everyone  accountable for meeting them. $a ya ya % &'ve heard it all before( Bkay. So what are you really  doing about it then: While the relationship between  performance and success may be obvious, too often too many organiational leaders are less focused on doing the things necessary to e)perience success and are more willing to accept mediocre performance results. When you think about customer service, you are unfortunately more likely to come up with five instances of poor service for every one good e)perience Eand this is only one e)ampleF. 2ave our organiational leaders been fooled, or are they fooling themselves, into believing that satisfactory performance is actually occurring when in reality it is not: Do they care: s we gradually move beyond the lingering influence of the economic slowdown, new attention is being given to  performance and the people who are e)pected to deliver it  from the shareholder and  boardroom levels on down. The conse3uences of neglecting true performance, as represented in the following e)amples, reminds us that a failure to perform can be dangerous to your /career health’GCamous last words H we are already doing that now . Surround +ourself (ith the ,est )ossi-le )eo!le 4ears ago, ! was talking with a small business @B while attending a social event. &5im, he said, ! have never hired an engineer before. ! have found a really talented one, but ! amnot sure about how much salary ! should offer(. *eing a nice guy, although a little put off at his /freebie’ re3uest, ! gave him my opinion. Then after our discussion ! thought to myself, if this @B doesn’t know how much to pay an engineer Eeasy to determine in @anadaF, what makes him think that he has the capability to assess whether his engineer actually !S talented enough to meet his re3uired performance ob$ectives: The @B was more concerned about getting the short%term money right than getting the long%term hire right. *ut since our conversation was in a social conte)t, ! didn’t feel comfortable in  pressing this point. !n retrospect perhaps ! should have. 1ater in the evening ! was talking with the @B’s wife. &2is phone is always ringing(,  she lamented, &the office is always calling him(. ! found this interesting, but ! did not make the connection until a few months later when ! heard that he had lost his @B  position. The reason that his phone was ringing all the time was because his people were not as capable as he needed them to be. Since they were not able to meet the basic  performance e)pectation of dealing with une)pected issues, and therefore they constantlyneeded his input, we can assume that there e)isted an even larger underlying performance problem. s a result, the @B’s lack of ability to meet his performance ob$ectives was a conse3uence of his failure to surround himself with the right people who could perform to theirs. !f he had, his phone would not have always rung, his wife would have been happier, and he would more likely have retained his position. se Focused /ethods to Find the 0ight )eo!le 0ore recently, again in a social conte)t, ! was talking with a @B of a non%profit organiation. &! have the best team(, she proclaimed. &We all get along so well, and ! am really pleased with their loyalty to me(. 1ater the conversation shifted to general current hiring practices, where ! voiced my concern about organiations relying on /cattle%call’ hiring processes, specifically on%line screening, when attempting to hire above%average  people. ! e)plained that truly talented people are often passive and reluctant to apply to  positions on%line and, when ! am helping them via career counselling, ! often recommend that they go around that process. To which she replied, &Well, ! $ust don’t have the time totalk to them, nor do ! have the time to read 9-- resumes, so we use on%line screening. 0ore importantly, it does not matter to me how good they are if they can't follow our a lication rocess (. >eally:! thought to myself, &She is more concerned about making the process easier on herself inthe short%term than in achieving the best long%term result(. >ather than focus on finding the right person, by whatever means, she opted for the easier /let’s get a number of resumes, pick the best from whomever finds us and applies, and hope that it works out’ approach. nd because this choice generated increased resume flow, she then had to respond by finding a way to process them, despite the fact that it would not only decreasethe 3uality of the result in the short term, but most likely would increase her workload in the long%term should she hire the wrong person /faster and easier’. This thinking is directly opposed to my own since, as a professional 2ead 2unter, my priority is always toactively  find   one or three 3uality people, not to passively settle on the /best’ of 9-- peoplewho happen to reply to an advertisement. Crom a long%term perspective, it $ust works.0ost importantly, she would not accept that her respondent process was very possibly /turning off’ the talented people that she needed, assuming that they actually D!D find her, simply because they could not be bothered to apply within an on%line process. !f she  better understood the thinking of the talented, and adapted her methodology accordingly, she would have fewer but better resumes to read  and she would have more likely satisfied her personal performance re3uirement. 1ikely ! should have pushed harder for her to see this  but ! didn’t. )*erha s + work strategically smarter, not harder-. ! later heard that she was removed from her position. nd while ! don’t know all the details involved, it is safe to assume that, more often, people are removed because they did not meet the performance e)pectations of their role. She most likely had fooled
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