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Recap Your Year

You can’t open a magazine or newspaper without seeing a recap of 2011. It is hard not to be reminded of the major events–as determined by the media–that have occurred in the past 12 months.

I’m not sure how truly useful these recaps are but I quickly conclude two things: there was nothing I had to do with these major events and there’s nothing I can do about them now.

The best I can hope to do is learn vicariously from those people and events and find some ways to apply the lessons in my own life.

A better use of time is to recap and review your own life in the past year. You were directly involved and there are probably things you can do about at least some of what happened.

Look first at the successes. Did you fully appreciate the good things that happened, and the significant things you achieved? High achievers are too quickly on to the next goal. They often miss the pleasure and increase in optimism that comes from reflecting on success.

Next look at the setbacks. What were the lessons you learned? Have you made changes in your behavior to lessen or mitigate future setbacks? Is there anything you can do know to address whatever difficulties have occurred? If not FIDO (as my Marine friends say): Forge it, Drive On.

Now consider those important relationships in your life. Focus not on the many acquaintances we casually call friends, but on those significant few who truly are. Recap the good memories and look for opportunities to deepen those relationships.

Finally, project into the year ahead to form ideas, goals and plans for how you’d like your life to be. Use the lessons of the past to create the successes of the future.

Recapping the year we’ve finished can bolster our positive feelings, increase our optimism and steady our resolve to make the best of the New Year ahead.

What do YOU have planned for the New Year? Share in the comment box below or connect with me on  Facebook and Twitter.

 

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15 Things Emerging Leaders Need to Know

1. Leading is harder than being a leader. Many aspire to be leaders only to find out that doing leadership is challenging.

2. If you don’t have compelling reasons to lead, you won’t last as a leader.

3. If it benefits only you, it is ambition, not leadership.

4. There are many excellent guidelines but few good recipes. Beware of cookie cutter approaches to leading.

5. No matter what you choose to do, you will bring your uniqueness to it.

6. All business is personal (despite the old cliché that it isn’t).

7. Focus is important but shared focus is critical.

8. True followers follow out of commitment, not compliance.

9. If you use your title to get things done, you’re not really leading.

10. Don’t ignore your inner life. Your inner life will support your outer life or bring you down.

11. The soft skills are the hardest: things like compassion, grace and mercy.

12. You must be tough on results but soft on people.

13. There will always be critics. If you can’t learn from them, ignore them.

14. Keep good notes.

15. Determine what matters and measure it consistently.

For information about having me speak to your emerging leaders, please contact Helen Broder at helen@marksanborn.com or 703-757-1204.

 

Which of the 15 do you find most valuable? Share in the comment box below or connect with me on  Facebook and Twitter.

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Understanding and Using Commitment to Achieve Remarkable Performance

Remarkable performance doesn’t happen by accident. Whether delivered individually or organizationally, it is always preceded by commitment. Think about the connection between commitment and performance this way:

•Commitment is the price you are willing to pay to get remarkable results.

•Performance reveals the price you have paid.

Consider:

•A remarkable performance reveals how highly you value (price) your customer, spouse, child, boss, co-worker, or other goal (athletics, music, academics, and so on).

•A poor performance reveals how little you value (price) those same people or goals.

When we deliver a remarkable performance we are saying, “There is no other place or way I would rather spent my “commitment dollars” than on you. But when we deliver a poor performance we are saying, “My “commitment dollars” would be better spent somewhere else.

Which do you want to communicate when it comes to your most important relationships and goals?

Commitment is not a binary (either/or, on/off, yes/no) experience. You and I make choices every day that reveal different levels of commitment. For instance, I enjoy the occasional good movie but I have no intention of being a movie reviewer so I am not committed to viewing every movie that comes out. That would be a poor investment of my “commitment dollars.”

You are making the same choices daily. Our challenge is to make smart, conscious investments of commitment; to pay the right price at the right time and place. When a remarkable performance is called for, we need to be ready to write a check and pay the price.

LEVEL EVIDENCE

1. Interested - Aware of the basics and adding to that knowledge on a casual basis.

•Non-remarkable: the equivalent of flipping through magazines or listening to CNN Headline News while working out at the gym.

 

2. Informed - Knowledgeable as a result of persistent, intentional study. 

•Potential for remarkable: subscribing to magazines, buying books, taking classes, attending to seminar with the intention of

 

3. Involved - Knowledgeable as a result of both study and activity

•Evidence of desire for remarkable: taking what they are learning and applying it to life; beginning to make positive changes in light of recognized benefits.

 

4. Immersed - Recognized as an expert or specialist

•Gateway to remarkable performance: rising above the pack, standing out in the crowd; expert/specialist status creates desirability and indispensability.

 

5. Invested - Recognized as “a” leader in the field

•Consistently remarkable performance: investing time, talent, and treasure in improving; clearly committed to education, improvement, and continually seeking higher standards of performance.

 

6. Innovative - Recognized as “the” leader in the field

•Defines remarkable performance: doesn’t seek new standards as much as set new standards of excellence and remarkable performance. Discovers new, innovative ways to increase his/her own value by meeting the needs of others.

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Reinvent Your Reality

Let me begin by posing a question:

Am I the only person working this week?

This is an odd time of year. People often take off work between Christmas and New Year’s.

I’m not one of them. I love this time of year. It is perfect for reflection and planning.

And I’m not complaining that I’m working because I spent the week before Christmas in Kauai with my family and friends John and Laura Stack and their kids. Denver was cold and snowy. Hawaii wasn’t. It was a great trip.

It was at the airport my friend Laura made the comment about getting “back to reality.” And that reminded me…

Why do we choose the normal every day experience of life as “reality”? Why not the peak experiences?

I’ve written about this before. I believe our experience of reality isn’t based on our location. Our experience is based on our expectation.

I’m not going to get philosophical about the nature of reality except to remind you that reality is singular. You and I don’t have our “own” realities, despite common belief. We have our individual experiences of reality.

The way I felt in the warm, lush surroundings of Hawaii is the way I want to feel in the cold, snowy environment of Denver. I want to be fully alive, engaged and enjoying wherever I am doing whatever I’m doing.

I think we often need to reinvent our experience of reality. I’m not suggesting denial or some Pollyanna approach to life. I am suggesting that we aim higher and benchmark against the times we feel at our best and make that our “reality.”

Is working here in my office the same as being in Kauai? Of course not.

Is it as much fun? Actually, it is. I love my work and the opportunities it affords me.

Some would say, “That’s fine for you. I hate my job.” I’ve had jobs that I didn’t like so I did something really odd: I learned to like how I did the job (which is slightly different than actually liking a bad job).

If you can’t leave it, love it. Or at least love what you do, how you do it, why you do it or for whom you do it (which I talk about in my book The Encore Effect).

Life is short. Don’t dumb down your experience of reality. Reinvent it. Make it more purposeful, better  and enjoyable.

And that is the opportunity not of every New Year, but of every new day.

I wish you and your’s a New Year filled with health, happiness and prosperity.

 

How are you going to start the New Year? Share in the comment box below or connect with me on  Facebook and Twitter.

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The Power of Practice: Part 3

Don’t be discouraged by the ten-year rule. Ten years seems like a long time until you realize that it can be achieved minute by minute and day by day. When it comes to practice use the ten-minutes/ten-years tactic: Practice deliberately every day to become remarkable, but understand that it will probably take ten years to become world class. (Think of world-class as the zenith of remarkable.) And it will still take ten years whether you start now or next year.

One of my earliest mentors shared a metaphor about mastery. He told me to rob a few gas stations on my way to the bank heist. He obviously wasn’t encouraging a life of crime. He was illustrating an important concept: To get remarkable at the big performances, practice getting good on the small performances along the way performances.

Learn to Practice and Practice to Learn

Deliberate practice means incorporating new insights and understanding daily as you practice. In other words, deliberate practice requires learning and building on the fruits of that learning.

Here are four learning tactics to fuel your practice. They are free, time-tested, and can be applied by anyone who is striving to become a remarkable performer:

1. Read. Surveys periodically tell us how many Americans are/are not reading books, and the trends are not always encouraging, especially among young people. But since the advent of the Internet, book-reading statistics don’t tell the whole story since so many people read online these days. Given the unlimited amounts of information available online today there is little justification for anyone not being a reader. Nor is there any reason for anyone to be without the information that would fuel his or her ascendancy to remarkable-performer status.

What performance do you want to improve? Begin by searching books, magazines, the internet or anywhere you can find ideas that will help make your performance remarkable.

2. Observe. There is a big difference between looking and observing. Every waking moment we see people, places, things, and actions. But how many of them do we observe for the purpose of learning from them?

My friend Jim Cathcart says, “To know more, notice more.”

3. Learn from the best. One of the early legends of speaking, Cavett Robert, used to say in jest, “People say I plagiarize, but if I do, I steal from the very best.”

Who are your mentors—either personal or long-distance? How many videos or DVD’s do you study in order to learn from those you admire? What kind of notebook or journal do you keep in which you write down serendipitous lessons learned throughout the day? Learning comes from careful observation, not casual looking.

4. Play. If you think of practicing your craft as “play” rather than  “work,” you’ll find the process much more enjoyable. Play is the application of the principles you’ve learned. And play casts failure in a whole new light.

I seldom encounter business professionals who make time to practice their craft. While many learn from “practice in play” (gaining insights from doing one’s work rather than practicing in advance of performance), the remarkable performers are always those who know the importance of practice and make it a priority.

What have you been practicing to improve your ability to learn? Share in the comment box below or connect with me on  Facebook and Twitter.

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