For most people, success, and fulfilment - in other words, a great life - is simple: just always play at the level you are at when you are at your best.
We all have periods and topics where we're almost unbeatable: Maybe it was your last presentation, your customer meeting 2 years ago, where you transformed the problematic customer into a friend with recurring sales. Or simply your day yesterday when you were incredibly productive.
What hardly anyone does, however, is to de-construct these successes and trace them back to the causes. And thus, to make them repeatable.
That works great with a coach. Here are three ideas if you try it for yourself:
Here's what we do among friends: We have fun, we trust each other, we give honest feedback, we forgive each other, we fight together for our dreams, and we look forward to spending time together.
Above all, when we work together on goals that are important to all of us, an incredible amount of energy and passion can unfold. I don't know how you feel, but I know I can remember these times very well.
Here's the point: Why don't we act the same way during our work? Why do we often switch to a different program as soon as we get into the office?
Of course, there are many reasons to do just that and see our work as an unfriendly environment. And will, therefore, do exactly the opposite of what we would do among friends. Here is the counter-program (how to create a friendly environment):
With my customers (and with companies in general) there are two groups: one group achieves success quite quickly, the other group moves rather slowly, and accepting change seems to be very hard for these groups.
Well, one group is open to new ideas, they question old concepts makes decisions and implement what they have decided. They try out new things and above all are prepared to question themselves. They believe in their own power to shape the future and in the value of external support for this.
With the other, group, it couldn't be more different: they defend themselves, have little confidence in new things, believe in external factors that make life difficult for them, can't decide on new approaches and needs a long time to start something innovative. As a result, they are skeptical about external help, because it could push them right out of their self-built mental cage.
The morning air is already a little fresher, you can feel that autumn is coming. It's always unbelievable in how fast time goes: there are less than four months left in this year!
Which goals and dreams have you achieved so far, privately and in business, in your career? If you could rate yourself on a scale from 1 to 10, where do you stand?
Are you fully on course, having fun and influencing other people positively? Are you helping your customers and colleagues more than ever before? Or did time pass by faster than you hoped and you are a little behind your goals? Or didn't anything not go very well this year?
One of the greatest hurdles that will prevent us from achieving more and resulting in us being more fulfilled by lies with the conviction is that we are "the way we are." Like someone's gonna tell us to be just like that.
I have news for you: We can turn into almost anything we want. Even then, we still remain “the ones we are.”
The problem is not only that people limit their own success, but they are also unhappier. This is like a tight cage that we build around ourselves to protect us against "dangers" from the outside. Not only that it also prevents us from growing.
I came across a funny story on the web the other day: In Berlin, a cycle path has been built to such an extent that it is almost impossible to follow the lane and avoid pedestrians (as you can see in the picture).
We find something like this funny because it doesn't fit into the perfectionism we see elsewhere, especially in Germany and Switzerland. Moreover, because it also excuses us for our own fallibilities.
It is a well-known wisdom that our true character shows up in stressful situations. Because in this case the control by the conscious mind is reduced or switched off.
Great leaders are distinguished by the fact that they are outstanding leaders especially in stressful situations where "sunshine managers" often fail.
On the contrary, we have recently witnessed a sad demonstration of bad leadership: the catastrophe of the collapse of the Morandi bridge in Genoa in Italy is terrible. I have been here several times and, I am certain that I have already crossed the bridge.
What was needed right after the accident was a prudent clarification of the causes to ensure the prevention of an incident like this from ever happening again? That is precisely what we must expect from the political leaders.
Some have apparently failed this test and provided a sad example of catastrophic leadership (as if it wasn't already enough of a tragedy).
Studies are one of those things: you always have to understand the context before drawing conclusions.
I recently stumbled across a study by Ethan Bernstein and Stephen Turban - two academics from Harvard Business School - who concluded that people in open-plan offices communicate less openly (and more by email instead).
The reason seems clear: people don't want to expose themselves to others with their statements.
Here comes my diagnosis: If you have this problem (that people are afraid to open up to their colleagues), we have a real problem with culture. And open-plan offices simply disclose this (similar to how the reduction of inventories reveals problems in production).
What applies to individuals is just as true for teams: The most important foundation for outstanding success is success habits, which are fed by the beliefs.
Sounds simple, but hardly anyone pays attention. Look around you, do you know even one outstanding team that has destructive habits and is unproductive? Or that doesn't believe in its own success?
The good news: you can (and must) train your beliefs and habits.
The same applies to teams. Here are three ideas on how you can improve the performance of each team:
Does this sound familiar? You try to explain to your team (or your colleagues) again and again what matters, what needs to be done and which skills are particularly important right now.
You may even invest a lot in training and education - only to realize the results are limited.
Here comes the exciting thing: the best of the best have different focuses and are therefore at the top. Leadership and sales legend Brian Tracy has coined this formula: (IA + AA) x A = IHP
This means: the inborn attributes (IA) plus the acquired attributes (AA), multiplied by the attitude (A), result in individual human performance (IHP). The important thing: the attitude (A) is the multiplier.
And this is exactly the attitude you have to work hardest on to achieve outstanding success.
Simply enter your name and email and hit "Submit".
Important: You will receive an email with information on data privacy, which you must confirm in order to register effectively. Please check your email inbox.