Wednesday, December 17, 2014

Goal setting and achieving happen at a different level of consciousness

Simply put

- Goal setting happens in the conscious mind.

- Goal achieving happens in the subconscious mind.

- The subconscious mind is responsible for maintaining our reality. 

- Our reality is made up of beliefs and habits that leads to activities that lead to the results we obtain.

- Results are a direct reflection of beliefs and actions.

- Thus, we must change our reality, our beliefs, our actions, in order to achieve goals.

We can set goals all day long, but they stay in our consciousness, rejected by our unconsciousness, until we change our thinking as it pertains to those goals.

Goal achieving happens in the subconscious mind and the subconscious is trying to reject any changes. Right now, if this is new to you, it's rejecting it...afraid a change might be coming.

To that end, don't let your subconscious reject something before understanding it.




Friday, December 12, 2014

Roadblocks and blind spots, and an assessment's view

I wonder about what's blocking me from reaching my potential and it's unnerving to think there's things in my way I'm not aware of! The whole "what-I-don't-know-that-I-don't-know" syndrome can cause the deep ponderer some real problems.

But....it should also cause one to search the matter out, to ask questions, to go deeper.

Do you try to think into your results? Think about it, if you believe the Bible you have to wonder about these statements -

You are made in the image of God.
Seek out the kingdom within you.

I do believe the Bible is relevant and the period-the-end Word of God, but....I also believe all the truths are not readily apparent. This that causes me to really wonder what I'm missing? How do I bring out that image in me? What am I missing that's causing me not to move on? What character flaw do I not see? What competence do a strengthen and what weakness do I just drop? What I'm I not seeing that others see? What's keeping me from getting past a recurring problem? What's.......

To see something in your blind spot, you have to either move around, or, have someone point it out to you. Otherwise it's not a blind spot. Correct? Normally, I need someone to point it out to me, or to utilize some sort of device.

A device to eliminate blind spots, and roadblocks, are good assessments. I've been using assessments for over 20 years. This began when I read an article about the top 20 loan officers in the U.S. and was struck by all the commonalities. Not necessarily in their marketing and customer base, but other aspects of the people themselves. The search for those commonalities led me to the utilization of over 3,000 assessments as I've worked to help individuals and teams increase their performance and results.

A good assessment will help.....
  • give a clear and accurate depiction of where the individual is today
  • prepare the individuals for the path and create a map to insure the individual's success
  • identify key areas in which the individual needs development
  • an individual choose or change careers
  • equip teams to function at a highly collaborative level
  • manage employee development
  • leadership development
  • with job fit (whether you're looking for a job, or interviewing others)
  • succession planning and talent management
What an assessment is not - an assessment doesn't put you in a box. An assessment helps you learn the talents, attitudes, skills and knowledge already in your box. That realization can then be used to improve and get better results in the years ahead.

To that end...... what "lid" is keeping you from rising to your potential?

What blind spots have kept you from your potential in 2014?

What blind spots will keep you from your potential in 2015?

Saturday, December 6, 2014

Pushing a rope. But then there's the prize

I've been in a head down, not-so-much smiling, but dialing mode lately. Cold calling.

Cold calling, and it's not my sweet-spot. Actually, I spend a lot of time getting ready to call, and getting ready to get ready.

It's a bit like when I finally KNOW I have to get my taxes done...a lot of other stuff seems to get done first. I'll do almost anything to keep from doing my taxes. All kinds of stuff seems to become not-so-hard.

And then, I see this..it's a tip I get weekly from Marcus Buckingham's Standout program. The tip is spun off an assessment I did a couple of years ago.


Now, it's not that I didn't already know that, but it sure helps!

Do you know what I mean? Here I've been making the calls, and it is like pushing a rope, but part of the prize is getting the appointment and getting in the room.

And at the end of a not so good in the results category day, I see this.

Great reminder. Tomorrow's coming!

Tuesday, December 2, 2014

Follow Well to Lead Well

A leader leading leader is not the only one leading. A leader leading leader attracts people that follow and lead well and empowers both to take action.

Courageous Follower: pg 35 - "leaders want their staff to assume more responsibility, initiate ideas, and take action of their own."

Some positive examples this week of a leader leading leader; Curtis staying after me for a meeting (it took 2 tries to get me in the meeting) about settings on a new piece of software that we're trying to implement, Jamie going beyond her normal responsibilities to get a problem fixed, and Austen developing a new market awareness program.

This is type of work that energizes a leader and leaves him refreshed at the end of a hard day instead of worn down.

We must all learn to do the job we're hired to do and accept that the job is not all laid out on a policy or a checklist. We have to think and take action; ask questions, insure we have the knowledge and keep asking ourselves and others questions until we do.

Don't be the weakest link, take action and be a leader leading leader.

This is also a great example of good Character, Competence and Chemistry as described by Bill Hybels in Courageous Leadership and Dan Cathy of Chic-Fil-A.


Follow well.

This is a partial repost from 7/29/2009

Thursday, November 27, 2014

Trust. It's even profitable.

Trust is to success as influence is to leadership. You can't have one without the other. Stephen M. R. Covey, in his book Speed of Trust, tells us that we'll get deals done faster as our trust increases; us trusting others and others trusting us.

Covey outlines trust as Character and Competence.

Character is made up of Integrity and Intent.

Competence is about Capabilities and Results.

As he further breaks each of these down he identifies Integrity, Intent, Capabilities, and Results as the four cores of credibility.  Increase each of these and "deals" will get done faster. Increase the speed of getting business done and expenses go down. We know that as expenses go down, profits will go up.


The more you're trusted, the more you'll profit.

Simple. Huh?


Monday, November 24, 2014

The 3 C's of Success

Working with a client this week and discussing the qualities they were looking for in a new hire, the "3 C's" came up in the discussion. I was reminded of two men I highly respect - Bill Hybels and Dan Cathy. Both have built incredible organizations and use the qualities of Character, Competence and Chemistry in their selection process for new hires, associates and in Mr. Cathy's case, owner/operators of Chick-Fil-A stores.

Thursday, November 20, 2014

Margins are the space needed to stay sane.

Margins are the space needed to stay sane.
-        Someone

The unbridled-driven person keeps adding things to their plate. Yet, rarely does he leave room for problems and confusion sets in. Confusion can lead to frustration, and frustration to a sincere desire to quit.


Does this describe or you? Or are you the recipient of a driven’s drive?

A good leader will leave margins in his schedule to handle the problems. Then, when problems come up, and they will, when confusion sets in, and it will, it isn’t compounded by not having enough time. 

Friday, November 14, 2014

Seriously…why would anyone care about growth?


Who cares about growth? Seriously…why would anyone care about growth?

For one………growth can be painfully slow.

Who wants to think about growth?

That can be so agonizing. Maybe I'm just thinking about it in relationship to how fast things seem to be happening these days.....that might be an age thing (?!)

Sunday, November 9, 2014

Looking in, out and up: made for stewardship

Remain in me, as I also remain in you. No branch can bear
fruit by itself; it must remain in the vine. Neither can
you bear fruit unless you remain in me.
- John 15:4


Attending a mastermind group focused on John Maxwell's book The 15 Invaluable Laws of Growth, John Griffin, a Maxwell certified coach and trainer, gave us assignments to bring 2 questions about the next Law to the next meeting. While these 7 weeks together doesn't give us time to do more than hit the top-of-the-waves, the book and Griffin's poking caused me to dig, as I was hoping. Yet, I wasn't necessarily expecting the digging to be in regards to work.

Friday, November 7, 2014

How much are you rationalizing your own failures?


I've been thinking. LOL. I know the joke, "That's a bit scary!"

My brother Randy says I think too much. What he probably means is I over-think things. And he's probably right except what I'm probably doing is……….what I'm probably doing is……

I'm trying to rationalize. I think.

Transparency. Stephen M.R. Covey, in his book Speed of Trust, defines transparency as "telling the truth in ways it can be verified." That's transparency!