Consistently Great

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Clarity, Energy, Written Plan, Focus, Massive action, Consistent Results

Anyone can be succesful, if they are clear on their objectives and consistent and persistent  in their efforts. Consistency is where most people fall down.

The habits and tasks needed to live a succesful life are things that anyone can and usually does do. It’s just that the succesful person does them consistently.

It’s not how long it takes, it’s the results produced. The results produced in an hour of focused, committed, high-intentioned activity can be hundreds of times more valuable than the same effort without these ingredients. And there is no obstacle that will not submit to consistent, focused, massive action.

If you want to gain a really remarkable reputation, stay on your toes. Like a professional athlete or a famous rock star, you are only as good as your last game or your last hit. Your fans (or, in most everyday cases, your coworkers or clients) won’t love you unconditionally: they will continue to judge you based on your work and the results and benefits they enjoy from it. Consistent top level performers are in a winning mindset regardless of circumstances, distractions, results or other external factors.

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Motivation versus manipulation

 

The following is adapted from Zig Ziglar’s book, Something To Smile About, published by Thomas Nelson.

The word “motivation” is often confused with manipulation.

Motivation occurs when you persuade others to take an action in their own best interests. Things such as people preparing their homework, accepting responsibility for their performance, and finishing their education are the results of motivation.

Manipulation is persuading others to take an action that is primarily for your benefit. Things such as selling an inferior product at an inflated price and working people overtime with no extra pay are examples of manipulation.
Manipulation self-destructs the individual doing the manipulating. Word gets out on manipulators, and people grow less and less likely to respond in a positive manner to their manipulation. Productivity declines. Leadership occurs when you persuade a person to take an action that is in your mutual best interests.
Comparing motivation to manipulation is like comparing kindness to deceit. The difference is the intent of the person. Motivation will cause people to act out of free choice and desire, while manipulation often results in forced compliance. One is ethical and long lasting; the other is unethical and temporary.
Leaders and motivators are winners; manipulators are losers who produce resentment and discord. Become a motivator, lead your people, and don’t manipulate them.

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Conversations for Creating Star Performers

Source: Forbes  Feb 03, 2012

Some of you cynics may think that such a thing isn’t possible, but Shawn Kent Hayashi, who has worked for years with entrepreneurs, as well as Fortune 500 giants, argues otherwise. In her new book, “Conversations for Creating Star Performers,” she offers examples and ten strategies to leverage conversations into game-changing moments for team members and your company:

  1. Build awareness of expectations. Conversations about what effective performance looks and sounds like are an obvious strategy, but too often found missing. No team member knows what they don’t know, so regular communication from leaders is key.
  2. Understand individual motivators. Star performers are always people who have aligned their work to their values so that they are passionate about what they are doing, and the work will feel like play. Great leaders align the values of work to their team.
  3. Capitalize on the strengths of each team member. When hiring or inheriting new team members, it’s important to discuss their strengths, development areas, and blind spots early. Always try to align people’s roles to their natural talents and interests.
  4. Help team members develop a plan for their future. Take the time to develop individualized development plans for every team member, as a joint effort. Focus should be on current strengths, blind spots, where they want to go, and how to get there.
  5. Make new skill development an ongoing priority. Survival in today’s fast-moving business world requires continuous learning and broadening of your skills. You will need to be inspiring and connect the dots to show the benefits of new abilities.
  6. Get people unstuck and back on track. People don’t get back on track unless they know there is a problem. It’s up to you to give the tough feedback, without emotion, while keeping it in context. Then, with clarity, provide the next steps to get back on track.
  7. Support team members in being accountable. Communicate the measurable results expected, and get a commitment for specific action steps and timeframes. Remember that you must role model and reward accountability to get it from your team.
  8. Provide real feedback on their performance. Performance feedback works and is appreciated when it is done often, and in the context of specific accountable actions. Once per year discussions, only when there is a problem, don’t work.
  9. Celebrate successes and even small steps. Always affirm and reward team members often, and criticize infrequently. Experts say it takes five positive interactions to dilute one negative, if we want the relationship to thrive. Create a positive emotional wake.
  10. Develop future leaders early. Successful competition in the marketplace is correlated to a company’s ability to attract, retain, and develop talent. Develop a deep talent pool and it’s never too early for succession planning. This forces you to think about how team members can grow to satisfy their long-term objectives and yours.

A strong and positive business culture is instrumental in bringing out and retaining stars. Top executives and leaders set the culture, but every manager’s actions and interactions with top performers and every team member solidify and drive that culture.

During the recent recession, it was easy to conclude that you have other priorities, and team members would perform at their best to keep their jobs. But keeping a job and top performance at the job are two different things. Now, as business confidence builds, it’s time to double-check how you’re treating all your potential star performers. They will love it or leave it.

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