The 3 Pillars Of Success.

Just got back from a workshop in NYC for a large group of executives (145+ attendees). They enjoyed my talk (rating me 4.83 out of a possible 5.0 on my evaluation form), but they REALLY enjoyed the Q&A portion at the end. I thought I'd share the best question and my answer:

"How do we keep moving forward and not get caught up in the day-to-day malaise of emails and meetings?"

I said, "This might sound super-simple and you might know it, but there's a great way to look at each day and measure how you moved the big ball forward. I call it the three business 'pillars of success'."

ACTION

First, you have to take action — any action, to move FORWARD. Most people are scared to make a decision, pick a direction, or commit to a plan. They get caught in analysis-paralysis and get stuck over analyzing the problem/challenge and not moving forward. Sometimes they are afraid of making the wrong decision or fearful of commitment to a strategy that rubs against the corporate grain.

Solution: Just do it. Pull the trigger. Any action (even the wrong one) is better than no action. Especially if you are ready to go but are ambivalent that you might have forgotten something. Pick up the saw and start sawing.

If you're afraid of screwing up - don't worry. Making a decision and taking action usually isn't a death sentence. You can always stop, correct, and re-engage. Remember — this is the hardest part — pull the trigger and start the process.

PERFORMANCE

Once you take action, you need to push forward and see it through. Don't take a half-step and put your toe in the water — dive in. Push yourself to keep the momentum going. One single action just won't do it — you need to follow it up with consistent and powerful performance to ensure success.

Solution: Make a plan. Segment out all of your activities, tasks, and steps ahead of time. Once you see the big picture and all the discrete elements, it will make whatever you do that much easier and less stressful (and scary).

There will be a bump somewhere in the middle (usually a person) — something or someone to set you off your game. If it happens, expect it, and move around it ASAP to ensure that it doesn't disrupt all of your momentum.

RESULTS

Most people forget about this one. You have to deliver results to produce a successful project, product, or initiative. These are tangible deliverables that not only encourage you to move forward, but allay the fears of management that you're doing the right thing.

Solution: Don't go for the big bang at the end. Plan for and deliver small incremental results that will not only motivate you and your team, but also get the attention of management. Show them that slow and steady positive results win the day — this stops you from over-promising and under-delivering.

That's it. If you consistently look at everything you do with an Action/Performance/Results lens, you'll find you get a lot more important stuff done faster. Leave the emails and meetings to some other poor performer.

Structure Your Thinking To Deliver Results.

Too often, people tend to solve problems by taking two divergent directions:

1. They think of an idea — and zip off in that direction with no real assessment or planning. Measure once, cut twice.

2. They over-analyze their problem to death without taking action. Analysis-Paralysis.

The hardest part of any initiative or project is usually getting everyone on-board - mentally and physically. You need the go-ahead and the willing resources to make it happen.

Here's a simple way of presenting your case - not only to yourself to fully analyze each permutation, but to convince all parties that you're on the right track. I learned this method over 20 years ago during my Six Sigma/QAT training at ADVO. So here goes:

1. Start by defining the Current State. What is the current situation right now? What's been happening? Use metrics to clearly define the situation and make it real for all involved.

2. Then illustrate the Impact of the Current State if nothing is done. What is the eventual outcome of doing nothing? How much money, time, and resources will be wasted?

3. Hit them with the Desired State. Show yourself and your audience what nirvana is. Show them the money, the time savings, and piles of gold that would rain down from the heavens.

4. Finally, present your Solution (or solutions). Once you've defined the problem, shown them the promised land, show them how your solution will solve all of your current state problems and quickly deliver your desired state.

What are you really doing here? You're telling them a story — and people LOVE stories. It's simple, straightforward, and based on facts.

You see, the hardest job anyone will every have in business is convincing people over to their way of thinking. Why? Because emotions, fear, and ego get in the way.

Using this method, you slowly and factually take them through your thinking and getting them to nod their heads "Yes" during the entire process. By the time you present your solution, they have fully bought into your presentation.

P.S. Hope you like. BTW - this type of presentation also works well with sales — in-person and even on your website. Show them the current state, the impact of doing the same thing, then illustrate the desired state and deliver your solution. It's simple, easy and works every time.

How To Reward Your People.

Fact: We don't regularly acknowledge the people who make our 'career machine' run. Everyone who works so hard to make us look good to our clients and management.

So here's a old tool to help you remember. It's called R E W A R D S.

R = Results Only reward results to encourage behavior.

E = Explainable Able to explain to everyone else.

W = When it happens Reward someone as close to when it occurs, it's stronger, more powerful that way.

A = Available Available to everyone on your team. Don't play favorites.

R = Repeatable Other people on your team can do the same thing and the same result will occur.

D = Designed Specifically for the person, personalize it. It makes it special.

S = Share publicly Make an announcement, encourage new behaviors.

Try it this week — you will begin to see it slowly change your team's efforts.

What do you do to reward your staff?