In the last memo, I wrote about how your own uncertainties stand in the way of more success. It is especially blatant if you are a leader. Here, your uncertainty is transferred to others.
The difference: the most successful ones handle it differently than the rest.
Today, I will make a personal confession to you: I'm having a lot of trouble dealing with uncertainty. Not good! Why? Because every piece of growth, every bit of progress, and every change causes uncertainty.
The good news: I'm not alone! So, I can help others overcome the difficulties with uncertainty, because I just learned how to deal with the challenge myself.
The bad news: I'm not alone! The more CEOs I support, the more I realize that many have the same difficulty: fear of uncertainty.
The good news (finally!): You can work on it. However, most likely you'll need a coach for that.
Today, the chances are that I'll push you out of your comfort zone. And that's exactly the purpose of this memo: to stimulate thought and action through emotions.
Let’s get to the point: One of the most persistent myths is the one of “talent.”
Yes, I know, this takes away the excuse of many people, who prefer not to invest much effort in some tasks because they tell themselves they have "no talent." Anders Ericsson and Robert Pool have demonstrated in numerous studies – explained in their excellent book "PEAK” – that the highest achievers have one behaviour in common: deliberate practice, combined with perseverance.
I'm not talking about the physical benefits of individuals (yes, they exist), but about all of us being able to accomplish almost everything through mental...
Let’s suppose, as a manager, you would have top sellers, equipped with optimal sales methods and a winning sales mindset, as well as excellent leadership: how much more could you sell? 10%, 20%, 50%? More?
The problem: Most leaders look at the wrong symptoms and pull the wrong triggers.
My latest article in the Swiss SME magazine ORGANISATOR (in German) explains the three main barriers to greater sales success with practical tips on what you can do right away in the coming months to see substantial improvements to your “top and bottom line “ – sustainably.
You can either request the article as pdf in German by clicking here or get the key points explained right below:
A lack of winning mindset is a key issue in most...
Here's the good news: you can train the recovery. The most successful people train this ability again and again (and much more frequently than the "normal") by provoking setbacks through more ambitious goals.
This is like skiing: If you do not go to your limits every now and then, you will hardly get better.
If you are used to dealing with setbacks, you can go back to normal at least ten times as fast as the rest– with the corresponding positive effects on your success.
All of us are interspersed with thinking barriers and paradigms.This once helped us to survive. Today, it is poison if we want to advance with our team or our company rapidly.
But beware: do not look at others in your team, but first on yourself.
"A Brief History of Time": No, this is not Stephen W. Hawking's remarkable book (which is said to be the book with the greatest discrepancy between sales and reading), but something much simpler:
What does this mean according to the laws of economics? Correct: Time is valuable. More valuable than anything else that we can multiply, like money, for instance.
And here is the bummer: We have all the same amount of time available: exactly 24 hours a day.
Now you may think: that's all very profane! And you’re right: It is! However, as in the book quoted at the outset, there is a huge discrepancy between understanding and implementation. So, here are some ideas about "time pirates" and "time wizards":
Time pirates (they steal productive time):
Some time ago, at the Swiss Family Business Award in Berne / Switzerland, at an annual award ceremony for outstanding family businesses: three companies in the finals, one wins.
You can always argue to what extent such awards really reward the best and to what extent politics plays a role. And yet, I found it remarkable that the winner (Jucker Farm) – asked about their success recipe – immediately named three decisive factors for the company's sustained success, which fit perfectly into what I am constantly trying to teach to my clients:
Yes, October has begun, and with it, the last 3 months of the year. In principle, this division of time is indeed arbitrary, and yet it is helpful to see the end of the year as a kind of milestone for the route we are marching on.
As an average-age reader of my memos, you probably have about 20 to 50 of such milestones left in your life.
This doesn’t sound too much, so it makes sense to make the best of each one. For the next one, you have just barely 3 months left.
I see time and again how we lose sense in the daily business routines, why we do all this. We come every morning, produce, attract customers, improve, generate ideas, execute instructions, answer emails, sit in meetings, talk with customers, and so on. But why?
(This also explains why so many people are unhappy or unfulfilled.)
This is no different in a company or a team: sustainably successful companies or teams perceive themselves as positive, as making the life of other businesses or people better, and as constantly evolving.
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