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by Rick Baker
On Aug 5, 2011
Although I have not been able to discover any written confirmation of it, I believe, since the beginning of time, when Man wanted to build something for himself he or she chose the best materials available.
If a shelter was desired then a nice rock cave would be favoured over a hole in a tree stump or a lean-to made of tree branches. If a fire was desired then dry sticks would be favoured over wet rocks. Etc.
Similarly, our ancient ancestors learned some cave-people were good at some things while other cave-people were good at other things. Over time, for example, some cave-people became makers of arrow heads, some became makers of wheels, some became gathering experts, some became hunters of land animals, and others became hunters of fish.
Later, specialization leapt to new technological heights. Some of the cave-people evolved into doctors, engineers, abstract painters, astronauts, and sales folks.
While all these changes occurred, people built on strengths and failed when they tried to build on weaknesses.
Now, in the 21st Century, we find our education systems and our businesses so developed we occasionally forget the lessons of the past.
Particularly, we forget people weaknesses don't build.
by Rick Baker
On Aug 3, 2011
A traditional aphorism of wisdom states: if it ain’t broken, don’t fix it.
If that thought is kept in the isolation ward then it is fine.
In reality, the human mind has few if any isolation wards.
And, it seems many people take that if-it-ain’t-broken-don’t-fix-itthought and stretch it into new dimensions, specifically:
- if it ain’t broken, leave it alone and
- if it is broken, fix it.
We have learned those can be serious-problem dimensions.
Here are some thoughts
- Successful people in all occupations build on their strengths. Successful people focus attention on their talents, their passions, and their strengths. They dedicate a larger-then-average amount of their time gathering knowledge and honing skills around their talents. Successful people surround their strengths with action and they aim their strengths toward results.
- When successful people have weaknesses they do not dwell on them. They do two other things:
- they improve in their areas of weaknesses just enough to ensure the weakness does not disrupt or negate their strengths and
- they ally with others who possess the necessary but missing strengths
This approach to strengths & weaknesses is one of the major reasons successful people are successful.
by Rick Baker
On Aug 2, 2011
Here’s a picture to help you crank up your Leadership Strengths.
Specifically, if you want to expand your skill at inspiring followers or influencing the outcome of actions or persuading people to join your way of thinking – here is a picture and a checklist:
Footnotes:
- Remember when you were a kid…often kids got what they really, really, really wanted
- A link to Good Habits, Bad Habits, & New Things…[this Thought Post is a New Thing, a 1-Page Tool you can think about as you plan how to achieve your goals]
by Rick Baker
On Jun 14, 2011
A dozen things you better know
1. You better know your Chief Desire
Whether you have a vivid lifelong Vision or a keen interest in accomplishing something important during the next few months, know what you want. Write down what you want in as simple and clear terms as possible. Napoleon Hill used the terms ‘Definite Purpose’ and ‘Definite Chief Aim’ to describe ‘what you want’. He stressed the importance of definiteness of purpose. To get through the toughest times, which you will no doubt encounter…you must make a habit of stoking the flame of your Chief Desire.
Key Resources:
- Napoleon Hill, ‘Think and Grow Rich’
- Spirited Leaders Academy Workshops #1 & #2
2. You better know how to apply your Strengths to work
Some activities invigorate you so much you shine and time flies when you perform them. You perform at your best when you do these activities. These signal your strengths and your personal strengths are your key to business development success.
Key Resources:
- Tom Rath – ‘StrengthsFinder 2.0’
- Spirited Leaders Workshop on Strengths
3. You better know how to manage your Weaknesses for work
You find some activities grating. They drain your enthusiasm. Even if you perform them well you will never excel at them and they will never cause business development excellence. Learn how to manage your work so your weaknesses have minimal impact.
Key Resources:
- Marcus Buckingham, ‘GO Put Your Strengths To Work’
- Spirited Leaders Workshop on Strengths
4. You better know how to make Connections With People
Business is about PEOPLE. To do business you must connect with people. Your good reputation is an essential ingredient. If you are a natural connector then you have a tremendous advantage. If you are not a natural connector then you will need help from ‘matchmakers’ who illustrate strength in making valuable, timely business connections.
Key Resources:
- Malcolm Gladwell, ‘The Tipping Point’
- Spirited Leaders Workshop on Connecting
5. You better know how to Click With People
You must learn how to obtain what you desire while satisfying the needs of other people or, at the very least, not violating the needs of other people. Excellence happens under an environment of aligned, harmonious effort. Work on expanding your pleasing personality. Ask great questions. That’s so important it must be repeated: Ask great questions!
Key Resources:
- Ori Brafman and Rom Brafman, ‘Click’
- Spirited Leaders Workshop on Connecting
6. You better know how to Lead Change
People only do 3 things: Good Habits, Bad Habits, & New Things. And, ‘Constructive Criticism’ is an oxymoron. Remember those two simple facts when you work to cause Clients to feel good about having a long term relationship with you…and remember those two simple facts when you want to help other people to become your Clients.
Key Resources:
- Dr. Jonathan Haidt, ‘Happiness Hypothesis’
- Chip Heath and Dan Heath, ‘Made to Stick’ & ‘Switch’
- Spirited Leaders Academy Workshop #2
7. You better know your business development Hedgehog & More*
* Hedgehog, Differential Advantage or Unique Selling Proposition, & Value Propositions
Stand out! Work at a business that can provide simple clear answers to tough questions like:
- What do you excel at doing?
- How are you different from your competitors?
- How are your products & services different from your competitors’?
- Why should I buy from you?
8. You better know your business Target Markets
Do not limit your target market thinking to demographics. That just scratches the surface. Always remember people place the orders. Always remember people’s buying habits are heavily influenced by emotions and justified [later] with logic. Watch what they do. Observe with a clear and open mind. Seek the roots of behaviour patterns.
Key Resources:
- Jeffrey Gitomer, ‘Sales Bible’
- Guy Kawasaki, ‘Reality Check’
- Spirited Leaders Academy Workshop #3
9. You better know your Business Development Pillars
Today, your business development must be supported by several marketing & sales pillars. You need a pillar of social media presence. You need at least one pillar of promotion. You need a pillar of cold calling. You need more than that. And, all your pillars must be pointed in the same direction…your marketing & sales actions must be integrated…your marketing & sales pillars must complement and enhance each other.
10. You better know your business ‘Master Rules’
4 strategic things set the stage for your ‘Master Rules’. Those 4 things are your business’ shared Values, Vivid Vision, key success factors, and key failure factors. ‘Master Rules’ are the link that bonds your strategic thoughts to your practical actions. So, ‘Master Rules’ must be clear and simple. And, ‘Master Rules’ must be repeated. ‘Master Rules’ must also be few in number…this ensures boundaries are set on actions without stifling creativity.
11. You better know your business Goals
S.M.A.R.T. Goals worked well in prior generations ago and they worked well a decade or two ago. Now, Goals must be more textured. When you set goals, it is essential to anticipate people reactions…specifically, you must understand in advance the emotional reactions your goals are likely trigger. This applies to the emotional reactions of your people, your clients, your suppliers, etc. You can do this by adding an ACRE of considerations when you set SMART goals:
A Action
C Conversion
R Repercussion
E Emotions
12. You better know what you must Measure and Measure what you must know
Performance Tracking & Key Performance Indicators: these are pure gold when you have the discipline to establish them and make them Good Habits. This is one area in business where zero tolerance is the best policy: if it’s worth doing then it’s worth measuring. Conversely, if it isn’t worth measuring then why would you bother doing it?
Key Resources:
- Douglas W. Hubbard, ‘How To Measure Anything’
- Brent Peterson and Gaylan Nielson, ‘Fake Work’
- https://rickbaker.ca/post/2010/01/19/CHANGING-FOR-THE-BETTER-Good-Habits-Bad-Habits-New-Things.aspx
- Spirited Leaders Academy Workshop #6
13. You better know exactly how Your Role contributes to your business
There are 3 Steps:
- Ensure role clarity…role descriptions, etc
- Ensure reward clarity…goals, performance, & rewards
- Perform an iterative process: test Your Role against every one of the first 12 Things You Better Know. Do this step now. And do this step at least once per year.
by Rick Baker
On May 31, 2011
As many of you know, we buy and give away many copies of the book STRENGTHSFINDER 2.0.
We do that because we believe the Gallup organization has come up with a terrific solution to a problem that has troubled and stalled many people for many years.
The Problem: focusing on people’s weaknesses.
Our exposure to ‘focus on weakness’ may have started in our family home when we were infants or toddlers. Or, our exposure to ‘focus on weakness’ may have started when we met our first teachers. Or, it may have started at the hands of neighbourhood bullies. Or, it may have started when we joined the workforce and received our first performance appraisal. The point is it happened. If we happened to be among the fortunate few who received a balance of positive/supportive feedback to offset the ‘focus on weakness’ then…we are among the fortunate few. Most people have received much more negative feedback than positive feedback. Most people have become accustomed to focusing on weaknesses…their weaknesses, other people’s weaknesses, employees’ weaknesses, etc.
And, that’s the Problem.
The Solution [at least one big piece of the Solution]: focusing on people’s STRENGTHS.
How do we focus on Strengths?
Well, according to all the Gallup research, the key is understanding the innate talents that drive and set boundaries on people’s personalities and people’s behaviour. Each person has a unique set of talents. Each person has the ability to use his/her unique talents to generate great performance of certain actions…not all actions, just some actions.
Marcus Buckingham’s definitions:
Talent: any recurring pattern of thought, feeling or behavior that can be productively applied
Strength: consistent near-perfect performance of an activity...with passion
When we know our talents – I mean when we really know the details of our talents – we have the ability to understand our Strengths and our weaknesses. And, we have the ability to spend as much time and effort developing Strengths aligned with our talents rather than mending weaknesses not aligned with our talents. And – working on areas of Strength delivers more bang for the buck.
When we focus on Strengths we focus on the positives.
When we focus on the positives…people like it…and people tend to embrace positive change.
Footnotes:
by Rick Baker
On May 27, 2011
I think we should focus on strengths.
We should spend time working on our strengths rather than our weaknesses.
So, I have been captured by the good work the people at the Gallup organization have done to create STRENGTHSFINDER.
I own copies of all the books written by Marcus Buckingham and by Tom Rath…and I am re-reading all of them.
While doing this re-reading, I was slowed down by one section of Marcus Buckingham’s book ‘Now, Discover Your Strengths’. Marcus talked about brain neuroplasticity and he had a strong view that brain neuroplasticity is overrated. His words made it clear he knew the facts – ie, the 2001 facts – about brain neuroplasticity. He knew about neurons and lost-limb work [I immediately thought about Ramachandran], etc.
Marcus made it clear he thought people were overestimating the value of using ‘brain plasticity’ activities/exercises to create better results at work. He stressed, at the very least, this is an inefficient way to go about self-improvement.
Rather, he recommended [I am using my own words here]:
- Focus on Strengths…that’s the best place to improve one’s performance
- When the job/role requires it, patch up Weaknesses…or work around them if that is possible.
Also, Marcus talked about:
- Talent Themes…how they are innate and cannot be changed
- Values…how we can choose to adjust them [and adjust our character]
Marcus Buckingham got me thinking.
First
I believe people only do 3 things.
I believe if we boil things down then people only do 3 things:
- Good Habits
- Bad Habits
- New Things
That’s it. Whether I do things voluntarily or in reaction to some unknown drivers in my involuntary back-up systems, whether I do things in reaction to subconsciously-driven emotions, or whether I logically plan out things and do them…every single thing I do can be sorted into one of 3 categories:
- Good Habits
- Bad Habits
- New Things
Not to get too bogged down in detail [assuming it isn’t already too late], some examples:
- I breathe whether I want to or not…that’s a Good Habit because it tends to keep me alive
- I look both ways before I cross the street…that’s a Good Habit my Dear Mom taught me
- I eat too much ice cream…that’s a Bad Habit because it removes my ability to buy smaller belts
- I have trouble getting to sleep…that’s a Bad Habit because it wastes time, annoys me, etc
- I read books…depending on the book that’s a Good Habit [re-reading Napoleon Hill’s ‘Think and Grow Rich’] or that’s a New Thing [when it is my first reading of the book]
- I took the STRENGTHSFINDER test…that was a New Thing that led to some Good Habits
- I read plenty of books about the brain: de Bono, Ramachandran, Doidge, Schwartz, Amen, Glynn, Lynch, Maltz, Ratey, Robbins, Calvin, Begley…etc, etc
Here’s the point
Yes - I read plenty of books about the brain and I am specifically interested in reading about brain neuroplasticity.
Putting Marcus Buckingham’s thought together with my philosophy about Good Habits, Bad Habits, & New Things…
Is that a Good Habit or a Bad Habit?
What if I asked Marcus Buckingham, “Marcus, is that a Good Habit or a Bad Habit?”
I wonder if Marcus would say, “Rick, that’s a Bad Habit”.
I wonder if Marcus would say, “Rick, that’s definitely a Bad Habit because you are not focusing on one of your Strengths!”
Ouch!
Footnotes
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