Why You Don't Delegate Your Work.

Delegation is scary. It's a loss of control, it's relying on someone other than yourself to deliver, and a lot of people feel it actually will take more work than doing it themselves. That's all true. You do lose control — but in a planned and calculated way. You can monitor the situation.

Someone else does deliver — and with that, comes a host of insecurities and uncomfortableness. It's the unknown.

It will take more work — initially. But once the person has it down, you then can spend time on more important things.

Here's my hierarchy of delegation and where most of us get nervous when we think of delegating:

Tier 1 — Basic Work

This is the easiest part to delegate - the work. It just entails that the new person has the ability and focus to cover and deliver the proposed workload on time. Most of the time, they can do this part easily. At first, you have to walk them through it, but if you've chosen your person correctly, they will pick this up in a flash.

Tier 2 — Irregularities

This is where certain small 'bumps in the road' are found by the person and it takes them a little bit out of their regular basic work arena. Most (if not all) people can handle this area and usually you don't need to help out (maybe the first time). Example: when a bookkeeper finds an errant entry.

Tier 3 — Pop-Up Events

These are regularly planned events, deliverables and extra work that are expected, but do take the person out of the normal 'basic work' area. They might be a presentation, a monthly/quarterly report, or a meeting. This is a slightly scary area for delegators — they worry the person might screw up (and they will then look bad) or the person will forget (oops!).

Tier 4 — Emergencies

This is the critical, defining moment for delegators. They worry the person they delegated to will not be able to handle those emergencies which crop up from time to time. They could be mistakes made by the client, unforeseen circumstances, or just plain shake-ups of the normal process which have a critical time component attached to them. I always tell my clients this is where they have to jump in the first few times to help the person they delegated to with the matter at hand.

Tier 5 — Personality/Process Issues

Here is the deal-breaker for delegation. Delegators are afraid of relinquishing certain duties or projects because 'only they' can handle the people attached to the account or project. Usually they feel they have more time invested and really know the peculiarities of the people involved or they've built a solid reputation with them.

See where I'm going? A lot of delegation is the worry of losing control and taking a hit to your self-esteem. Remember . . . only YOU can do this critical work. What would happen to your ego if the person you picked did it BETTER? If they handled emergencies a little faster and more efficiently? If they ACTUALLY got along better with clients and colleagues than you did?

Most of the time, we are worried about the person screwing up and making us look bad (or worse, lose the account). The funny thing is, much of this is fixed by close monitoring and jumping in when needed. But the real obstacle in delegation is the psychic hit to our self-esteem, ego, and our work output. We don't want to look bad or ineffective.

Delegation is like jumping into a cold pool  — it's hard to talk yourself into it, but when you do jump in, it's cold for a few seconds and then you quickly get used to it. My mantra — if you don't delegate, you'll never move up, improve, or take on more challenging/interesting responsibilities.

A Goal Without A Plan Is Just A Wish.

A powerful quote and image (a la Mad Men) to start off your Friday. Next steps to be the person you could have become:

1. Take a piece of paper and pen.
2. Write down what you have right now — relationship, career, possessions, friends, worth, etc. Keep it general.
3. Now write down your dreams — relationship, career, possessions, friends, worth, etc. Keep it general, but THINK BIG.
4. Compare the two.
5. Start developing paths with steps from your current state to your desired state.
6. Start moving forward. Today.

"A goal without a plan is just a wish." - Antoine de Saint-Exupery

The Two Most Important Days Of Your Life.

“The two most important days in your life are the day you are born and the day you find out why.” — Mark Twain What a powerful quote. But what does it really mean?

And more importantly, what does it really mean TO YOU?

Some people already know — they're sure about their purpose. There are also some people who have a good idea, but they aren't 100% sure about why they're on this earth.

And then there are people who don't know. Why is that?

• They don't want to know. When they get close to learning their true purpose — they step back and shy away.
• They go through life without a purpose. They don't realize the magic of having a purpose and the power it brings.
• They vacillate from one purpose to another. This isn't a bad thing — but in the end it probably causes internal and external confusion of purpose.

So the big question is — How do you figure out your life's purpose? I have some strategies:

• Sit down and think, meditate and reflect.
• Review where you've been, what you've done, and who you've impacted/influenced so far.
• Review what things/people/activities energize you (and what ones enervate you).
• Start to finely focus your lens and cull down your choices to a few.
• Then step back and look at the whole picture.
• Finally, make a clear decision, understand what your purpose is, and move forward.

Years ago, two powerful things happened which helped me fully understand my purpose in life.

First, one of my best friends from college, Dave Taylor, recommended a book to me — Tuesdays With Morrie. I can't tell you how much this book changed my life and outlook on the world. If you haven't read it — READ IT. If you have — READ IT AGAIN.

It allowed me to briefly step off the corporate rat race mentally and better understand what are the really important things in life.

Second, I hired Karen Gregaitis, my Dale Carnegie trainer and coach to help me excel and cope with my erratic corporate leadership role. She recommended I take an assessment call Tru-Values (a tool I use with many of my clients) which allowed me to better understand the value drivers in my life.

To this day, I focus on my four values - Encourage, Energize, Enlighten & Have Fun. Wonder why I coach, write, and speak?

I'm doing what I love. ARE YOU?

P.S. If you would like to learn more about the Tru-Values assessment, let's connect.

Powerpoint: Do You Make These 5 Simple Slide Mistakes?

I can't tell you how many BAD presentations I've sat through. Let's just say — a lot. My major pet peeve centers around what your presentation slide background looks like. Now before you start your protestations (i.e., executives from organizations) — I totally understand you might have to stick with an approved slide background. I truly feel sorry for you. I was an executive for 20 years and for all internal (and many external) presentations, I broke the rules. No one ever took me to task — ever.

But here are my thoughts (in no special order):

1. "I have to have my logo on each slide!"

No you don't. Maybe your company requires you to have it there, but if you really looked into it, you probably don't need to.

Most of the time, you will need to begin (and end) the presentation with your logo, but for all intents and purposes, the inner slides will only need the information you're presenting. Now if you need to send/distribute the presentation, that's another story — see #5.

Slide real estate is at a premium and the inclusion of a repetitive logo on each slide (and the accompanying buffer around it) is a WASTE OF SPACE. Remember — the object of each slide is to be open, simple, and uncluttered so the audience can focus on the message. Repetitive logos, slide numbers, dates, and titles are not required.

2. "I have to have my company's colors on each slide!"

No you don't. Think of FedEx - purple and orange - imagine a background of purple and orange. OMG. Your job is to present a message to your audience — not hit them over the head with each slide. We've already dispatched the logo, let's work on the background colors.

When you work with a number of colors, shapes, or repetitive images, you are muddying the message. It's as if the audience is wearing 3D glasses and the movie isn't 3D. When you have a number of colors, shapes, lines, or gradations, it just makes it harder to see the font on the screen. Especially if the gradation moves from light to dark — try placing a phrase in black on a background that has a gradation from white to black. You won't see some of the letters — making it hard to read — equals lost message. It also looks juvenile.

3. "The audience can't see the words on my slide when I project on a screen!"

This happens ALL the time. Why? All projectors, screens, and room lighting are different — so you need to compensate for these changes. What I do is always work with a white background — you can never lose with white. It brightens up the screen, takes advantage of any projector bulb's shortcomings, and keeps people's focus on the screen. In addition, colors look brighter.

You can also use a black (or dark) background. But I find it tends to darken the whole room and adds a somber edge to the experience. Steve Jobs used a slightly-graded background for his presentations — but he had perfect stage lighting. Try it — you might like it. One caution — if you like to use images, sometimes their background is white — so you'll have to do some Photoshop magic to make the background around them transparent. That's why I stick with white.

4. "I have to stick to the 'Powerpoint-approved' template!"

No you don't. Honestly, they suck. They stick with boring fonts, the leading (space between each line of text) is not the best, and their choice of bullets . . . terrible. The only way for you to personalize the presentation (to your subject) is to start fresh and choose your own layout. Once you lock it in — stick with it — it will then be easy for you to replicate again and again and again.

In addition, you don't want your presentation looking generic or like another person's presentation. Candidly, when I see a canned 'Powerpoint-approved' background presentation, I think two things:

1. This person has no idea what they're doing. They're whole presentation is suspect.
2. This person really doesn't care about the look and feel of their presentation. They've rushed it.

5. "Projecting and printing are two totally different deliverables!"

So they can look different. In fact, they can look like two totally separate deliverables. Why?

1. One is for projecting on a screen in front of an audience with commentary from you. The audience is focusing on you and using the slideshow as an accompaniment to bolster your message.
2. The other is for silently reading at one's desk. Two different deliverables. You do need a logo or copyright on each page because the presentation might be pulled apart and distributed to other people. Also, it's frequently printed on white paper, so the use of complex and colorful backgrounds (and fonts) might interfere with the final printed product. In addition, if you have to email it, eliminating most (if not all) images will dramatically affect the size of the emailed file.

I run into these five mistakes at least once a week and it's a train wreck when it happens. In fact, I see a presenter (who is an accomplished academic and speaker) who sabotages their own presentation by making all five of these mistakes.

Are You An Egomaniac?

A few weeks ago, I posted one of my most read articles, 'Are You Late All The Time?'. I received a huge response from readers (thank you!), all letting me know they are either mending their ways or will take charge with late people in their life. Here's a little secret about Rich Gee — I am an avid Vince Flynn Fan — I read all of his books. I am currently in the middle of one of his older novels, Act of Treason. Not to get into the story, but there's a great description of people who are habitually late for meetings. I'll quote it in it's entirety (it's so good):

"When someone is constantly late, they fall into three categories."

"The first, he called idiot savant. The type of person who is so smart in his or her field of expertise that their mid is literally elsewhere. In layman's terms he explained that these people were smart in school and dumb on the bus."

"The second category was made up of perfectionists, people who were incapable of letting go of one task and moving on to another. These people were always playing catch-up, rarely rose to any real position of power, and needed to be managed properly."

"The third category, and the one to be most wary of were the egomaniacs. These were the people who not only felt that their time was more important than anyone else's, but who needed to prove it by constantly making others wait for them."

WOW. The only thing I would add to this description — one can share elements of each category. So you can be a perfectionist with a little idiot savant. Or a bit of an egomaniac (be honest, we all are at one time or another) with a dash of  perfectionism.

Or all three. Coming from someone who is maniacally early all the time — it's hard for me to understand habitually late people. Now I do.

Is there a diagnosis for people like me who are always early? Where do you place yourself? I'd love to know — comment below.

Be Proud Of Yourself.

As a coach, one of my responsibilities is to help my clients acknowledge their accomplishments. Why? Because we don't. We get so caught up in the rat-race, getting things done, moving as fast as possible — and we don't take the time to stop and review where we are and where we've come from.

A big part of my job is acknowledgement — I help my clients fully appreciate where they are in life — all the hard work, all the sweat and tears, all the long nights and early mornings — everything.

Why? It gives us perspective. It allows us to understand what it takes for us to really succeed. It also allows us to understand how hard we are on ourselves and how we forget all the hard work.

So . . . I want you to take a few minutes this morning and fully acknowledge where you are in life today:

• Do you have a roof over your head? A lot of people don't.
• Do you have a full stomach? A lot of people are hungry in this world.
• Do you have a partner in life? Family? Good for you!
• Are you employed? Nice work!
• Do you have a car? Excellent!
• Do you have a savings account? Good planning!

If you say yes to most of these questions — congratulations! If you have most - great job.

Be proud of yourself — who you are, what you do, who you impact, and what you leave behind. If you put yourself in the position of acknowledging your current position and what you've done — you have only one way to go — UP.

HOW DO YOU ACKNOWLEDGE YOUR ACCOMPLISHMENTS? HOW ARE YOU PROUD OF YOURSELF?

LET ME KNOW BELOW . . .

The Secret To Getting Things Done.

Candidly, it hard to get things done. Of course, some things are easy, but many of them are quite difficult. We are always looking for ways to do things better, faster, and with less worry and work. Years ago, I came upon one of the most simple and powerful quotes I've ever read. It's from Mohandas Gandhi, who in his 78 years of life, gave us so many great quotes (and his actions too!).

"Action Expresses Priorities."

That's it. That's MY secret to getting things done.

Think about it — All of your actions, all the things you do, all the things you deliver — set your priorities. Once you take action, you instantly decide what you want to do first. Why? People tend to act upon those things that have meaning to them.

But I think it's deeper than that. I think when you don't know what to do, you need to just take action anywhere and suddenly certain things will start to fall into place.

But that's the problem today — we don't take action. We're afraid to — we procrastinate, over-analyze, and postpone because we are sometimes afraid of action.

Because action will ensure we have to make a decision — we have to do something that is sometimes hard, or we will have to deal with the results of that action.

But what we don't realize is that action moves us forward. It propels us . . . it forces us to rocket faster and faster. And sometimes we are afraid of that.

So ask yourself:

• How can I take action today?
• What should I do first? Second? Third?
• What should I stop doing?

So the next time you are putting off something — a decision, a task, a phone-call — just think "Action Expresses Priorities".

Who Else Wants To Add Power & Purpose To Their Life?

Ever see the last scene from The Bourne Supremacy? Here it is (start the clip at 1:25 in). In addition to the great soundtrack cut from Moby, you see Bourne walking off into the crowds of Manhattan.

Do you notice HOW he walks? With PURPOSE.

He has a fast stride, is focused, and is determined to move forward, quickly.

I want you to do the same thing. I want you to walk 20% faster than you do now. Why?

1. You get where you're going faster.
2. You use different muscles when you walk faster.
3. You catch people's attention when you move faster.
4. You breathe differently and your heart pumps a bit faster.
5. It adds focus, energy, and action to every step you take.

Let me say that again — IT ADDS FOCUS, ENERGY, AND ACTION TO EVERY STEP YOU TAKE.

Focus - Since you're moving faster, you have to anticipate and react faster. So you have to hone in on what you're doing and focus.

Energy - Since you are moving your body differently and with purpose, you get the lungs, blood, and muscles all flowing.

Action - Combine both of these together and you are adding activity to a mundane process.

How many times do you catch yourself strolling or walking slowly? Ever think about how that makes you feel? That's right — it relaxes you, it slows down the energy, and allows you to focus (i.e., worry) about a lot of things.

Walking 20% faster will get you out of the doldrums, get your juices flowing, and honestly . . . ideas will pop out of your head. You WILL add power and purpose with every step.

Try it.

Why The iPad Is Firing You From Your Job.

Eliminate the middleman. If you've ever reviewed a process, one of the first rules of management is to eliminate the superfluous and streamline. I've never seen a successful organization ADD layers of management or processes and succeed. The more people, approvals, and regulations all add time and money to any endeavor.

So the rationale for success in the 21st century is to be more agile, efficient, effective, nimble and inexpensive. Follow this simple progression — Memos to Email to Messaging or Film Camera to Digital Camera to iPhone. Faster, cheaper, more effective.

Take a look around — it's happening all over:

• Best Buy is Amazon's showroom. I can't remember the last time I bought something there.
• Have you walked into a Macy's, JC Penney, or even a Walmart lately? The employees HATE their job and each place is a mess.
• See a cash register at an Apple Store? They check you out with their iPhone. In fact, they have an app for your iPhone to allow you to check yourself out (I tried it this weekend - it works!).
• Bookstores are dying all around us. So are record stores.
• Expensive gyms are being consolidated into inexpensive monthly membership groups.
• Supermarkets have lost their way. There are some stand-outs (Shop-Rite, Whole Foods, Trader Joe's, Aldi), but for the most part, they're getting TOO big.

What's happening? They are eliminating the middleman. Why buy shoes at a shoe store when I can use Zappos? Same price, huge selection, and they have my size. If they don't fit, I can send them back free. Aldi's supermarkets can run with 3-4 employees (I'm not kidding) - super efficient layout and structure.

What would happen if Stephen King decided to leave his publisher? He could write his book, hire his editor to edit the book, and distribute it via Amazon. He could also have it printed via a print-on-demand structure. And he can eliminate the middleman. And keep ALL the profits.

Look at what Radiohead did when they offered their new album digitally and allowed their fans to pay anything they wanted for the music. They averaged about $5 per album download and kept ALL the profits.

What would happen if a famous professor taught a course via webinar and charged $1000 a credit ($4K total) per student? And they offered it to anyone? How much would they make if 500 students attended? That's right . . . $2 million dollars. The logistics are easy - billing, registration and testing online - books can be purchased digitally. The professor can take questions and have a virtual whiteboard. All they have to do is teach ONE CLASS. Eliminate the middleman.

Kickstarter is a game changer. Check out Amanda Palmer. She bypassed the recording industry, requested $100K via Kickstarter and raised $624K to launch her new album (great video).

The iPad is a game changer. It is slowly killing huge areas of business, entertainment, and education. Textbooks, printing, television, DVD's, gaming, etc. Walk into an Apple Store and look around — I only saw 3 computers. The rest of the huge store was littered with iPads, iPhones, and MacBooks. Another one bites the dust.

My charge for you today: Is your position, vocation, or organization being slowly eliminated? Are you the middleman? It might not be happening now — but it might in the future.

You don't want to be the company who made slide rules when calculators were invented.

3 Tips To Take Better Notes [Infographic]

Do you want to take better notes and be able to remember the important tasks you usually forget?

This graphic can help point you in the right direction. Just try one tip and you'll see better notes, better recognition, and better performance. You will remember the things you usually forget.

NOTE: Here's the template I use (listed under Format).

**to save, right click on the image and choose “save image as”**

Do you like this?

“Like” It. “Tweet” It. “+1″ It. "Pin" it.

QUESTIONS? COMMENTS? WANT TO SEE MORE GRAPHICS LIKE THESE?

How LinkedIn And Twitter Changed My Day.

The other day, a close friend and colleague of mine said she attended a killer workshop on social media.

She said the presenter gave her a boatload of new ideas and energy for her to expand her current business campaign using Twitter, Facebook, LinkedIn, and Pinterest. From her energy, I got the feeling the presenter not only hit a home run, but he also brought in the other three players (he really knows his stuff)!

So what did I do after we spoke? I immediately went to LinkedIn and tried to link with the presenter. Guess what happens?

I get this response: "Rich, Great to connect. So you know, based on a session you once did at the local library, you inspired me to start a company, build a website, promote myself on social media which resulted, among new business, in being asked to join an MBA program. I would enjoy the chance to let you know what you did if you would like to know. But thank you very much for all you did."

We then had a roundtable tweet-fest on Twitter to let everyone know what happened!

What did this teach me?

1. You never know who's listening when you present.
2. You never know how your words can impact another person.
3. The world is getting smaller every day.
4. I need to get out even more and present.
5. Always reach out to people whenever you hear their name.

Who will YOU meet this week?

Are You A Habitual Pushover? Guess What -You Probably Are.

Own a business? Do you have money collection issues? Manage a team in corporate? Are you missing deadlines?

You probably are a PUSHOVER. Let me explain.

Our natural instinct is to try to please, to perform or to get along with others. Sometimes, when we encounter someone with a stronger personality, we tend to bend our own rules to accomodate their needs.

I frequently mention with my clients the practice of looking at behaviors on a spectrum. For example, if you have a spouse/partner, one of you is probably a hoarder and one of you is probably a tosser. One throws away everything and the other saves everything. Hopefully, neither of you are at the extreme ends of the spectrum, but you are definitely not at the same point.

It's the same with being a pushover. At one end of the spectrum is a tree that bends with the slightest wind and at the other, a hard-ass SCROOGE who demands the last penny owed to them. Some of you might be at one end (the Scrooge) who demands all payment up front or pushes their team mercilessly to beat every deadline.

And you're probably not at the other end of the spectrum never billing a client or missing all of your deadlines.

But you're somewhere in the middle. And I guess, you're closer to the pushover than the Scrooge. Here's how to think about it.

The middle of the spectrum is THE PROFESSIONAL. That's where you want to be. Someone who moderates their decisions and actions based on the situation. Most of the time, you're the professional, handling projects and billing your clients.

Sometimes though, you will have to move slowly to one end or the other of the spectrum. With certain situations, you might give your team an extra day to complete their project successfully or allow a good client to pay you one week later. Other times, you might have to come down hard on your team to hit that deadline or bill your client in full prior to any more work can be accomplished.

You're not the hard-assed Scrooge or the Pushover — you're just being a Professional.

So next time the situation changes for you or your team, realize you can move up and down the spectrum to get what you really want.

How To Sell Anything.

During my 20 year tenure working in corporate management, many times I found myself as a product manager. As Wikipedia states, a product manager investigates, selects, and develops products for an organization. That's what I did. As a product manager, you have a number of constituencies to sell to — it's not only the end user 0r customer, but also the account executive or salesperson. They add the 'voice' to your product and either make it grow or die.

After many months on the job, I saw a subtle, yet clear reality began to emerge. There were three distinct groups of people who were my 'audience' - people who instantly got it, people who were on their way to getting it, and people who were obstacles. Let me explain:

The 'Get-It' Crowd

These are the 'platinum' members to your club. When you present your product to them, they instantly 'get it' and want to sell it to other people. They see the inherent qualities of your product, they understand how it works, and they quickly incorporate it into their product line.

What to do: Keep these people close, shower them with affection and acknowledgement, and ensure you listen to them. They will give you critical information about the reality of your product. You can then modify it as needed to make it sell even faster.

The 'Almost-On-Board' Crowd

These are the people who are on the fence. Why? Usually because of a few reasons:

• They are always unsure of new products.
• They need to be sold.
• They need more information.
• They are not focused yet - they just need to focus on your product.

What to do: Reach out to them, educate them, answer their questions, go out on sales calls with them. They just need that one time to see one of their current clients embrace the product and then they're sold. Once that happens, they are on-board.

The 'Negative' Crowd

These are the people who will NEVER get it. Either they are obstinate and will never embrace your product or they feel they have the right mix of products for their client base. In either case, you not only have an uphill battle to wage, you're fighting on Mt. Everest.

What to do: Honestly — don't waste your time with these people. You have enough blood, sweat and tears to expend on the other two groups. I know it's harsh and there is the group of salespeople who say "You never know . . . " — but in the end, even if you convert one person from this group, you could've converted 5-10 in the 'Almost-On-Board' crowd. Cut your losses and don't bother.

If you use these three strategies effectively, you'll find it so much easier (and faster) to get your products to market and in front of the people that matter — your customers.

3 Books You Should Be Reading Right NOW.

I'm frequently asked by organizations in my business consulting area what are the best books their employees should read and refer to. Honestly, there are a lot of good books out there. And unfortunately, there are millions of stinkers out there too.

Today, everyone thinks they can write a book. But most of them suck (hey, it's my opinion).

Here are the three which have withstood the test of time and to this day influence millions of executives and employees throughout the world:

How to Win Friends & Influence People

By Dale Carnegie.

This is the bible — buy it and live it. This grandfather of all people-skills books was first published in 1937. It was an overnight hit, eventually selling 15 million copies. How to Win Friends and Influence People is just as useful today as it was when it was first published, because Dale Carnegie had an understanding of human nature that will never be outdated.

The Magic of Thinking Big

By David Schwartz.

Long regarded as one of the foremost experts on motivation, Schwartz will help you manage better, earn more money, and — most important of all — find greater happiness and peace of mind. He proves that you don’t need to have an innate talent to attain great success — but you do need to learn and understand the habit of thinking and behaving in ways that will get you there.

Linchpin — Are You Indispensable?

By Seth Godin

Linchpin is a most unusual, well-organized, concise book about what it takes to become indispensable in the workplace – whether you work for someone else (at any level) or are self-employed. It’s about how business has rapidly changed and how treating employees like factory workers (or doing your job like one) doesn’t work any longer. We must make choices and take action to “chart our own paths” and add value that others do not.

We cannot wait for a boss or a job description to tell us what to do, rather we must just take the initiative ourselves. Only then can we become indispensable “linchpins,” rather than replaceable “cogs.” ”You don’t become indispensable merely because you are different. But the only way to become indispensable is to be different. That’s because if you’re the same, so are plenty of other people.

I recommend these three books DAILY to my clients.

Go out and buy them for your iPad or even better, pick up the audiobook and devour it.

Top Posts for April 2012.

Okay, I posted one day early this month, so sue me. In case you missed them, here are my top ten posts for April 2012:

1. How To Stop Working So Late – Part One. 789 views
2. The Ten Commandments Of Leadership. 549 views
3. Two Questions That Will Change Your Life In A Powerful Way. 478 views
4. How To Stop Working So Late – Part Two. 441 views
5. Three Secrets Presentation Pros Keep To Themselves. 428 views
6. 4 Tips To Say “NO” and Make It Stick. 330 views
7. 3 Simple Rules In Life. 243 views
8. Top Five Regrets of the Dying. 235 views
9. Two People To Keep Your Eye On At Work. 231 views
10. When Your Company Throws You A Left Hook To The Chin. 210 views

I want to thank all of my readers who made April the biggest (most visited) month ever for my site. I really appreciate all of the visits and most of all telling other people about my site. It means a lot to me.

If you get a chance, please forward your favorite to someone else you know. Thank you!

Which post really resonated with you?

Stay in touch — I love your feedback! Keep it coming. Regards - Rich

#001: Bulletproof Your Career [Podcast]

Welcome to my new podcast, Psycho Career & Career Psycho. Like my blog, it focuses on the trials and tribulations we all face in the business world. My goal is to help you live with more passion, work with greater focus, and lead with extraordinary influence.

My co-host is Margo Meeker, one of the best psychotherapists and life coaches out there. I've known Margo for years and have collaborated on many successful workshops with her throughout the U.S..

Why Psycho Career & Career Psycho? First, we wanted to catch people's attention and imagination with the title. We didn't want to do "Biz Talk" or "On The Road" or "Marketplace with Mabel" — we wanted a title that caught your imagination and honestly conveyed what's happening out there in the world right now. It's crazy! There are psychos out there! :)

Also, we wanted to cover what Margo is — a psychotherapist/life coach — and me — a business and executive career coach. So it fits!

We hope to make this a fairly regular podcast (hopefully weekly!). But for now, we are testing the waters and seeing where the rapids take us.

Our first podcast topic is 'Bulletproof Your Career' - how to keep your job and succeed in these tumultuous times. Margo and I cover the four areas critical for every person out there to keep their wits about them while making their way up the ladder of success.

We would LOVE your feedback - tell us what you think!

So without further ado . . . here's our podcast (see top of post)!

How To Be Bold In Life.

At the top of my site is a simple phrase — "Be Bold In Life". I've used it to describe my coaching for the past eleven years. It's one thing to understand the term "be bold in life" and another to actually do it.

I found out the secret many years ago when I worked in corporate. It's simple, concise and you've probably heard it before:

"Ask for forgiveness, not permission."

I'm not asking you to be inconsiderate. Or obnoxious. Or uncaring. But if you have a choice to take action or ask someone's opinion on taking action . . . TAKE ACTION. Think it through and then ACT.

In business, people who are asked for their opinion tend to give it. And if you ask them if the sky is blue, they tend to disagree with you and say it's pink with white streaks. It's human nature. And unfortunately, it slows you down.

Too many times, we look to others for their permission — and in so doing, we are relinquishing our power and importance to another person. Keep the power, the idea, and the responsibility with you and ACT.

You might be afraid of making a mistake or causing a huge issue. I'm not going to say it doesn't happen. Most of the time though, people understand if your heart was in the right place and you were doing something good for the company. They get it. You might get a slap on the hand (and I've received many of those).

I've even received reprimands for my actions. But in the end, my boss understood why I took action and ultimately, it helped me move my career forward.

And that's the real reason why we do it. Be Bold In Life. Take Chances. Ask for forgiveness, not permission.

How You Easily Deceive Yourself.

Scenario 1: "Let's meet at 2 PM Friday — I have a lunch meeting at Noon and I can run from there to your office to meet. I know it will be tight, but I will only allow myself one hour to eat." Scenario 2: "My day is full of back to back meetings, in different buildings, but I can make it without being late."

Scenario 3: "We can get your final approval in, print up your order, and have it out by the end of the day."

Which one is your scenario? Okay — let's get serious. We know these scenarios work some of the time, but most of the time, you're either late or you miss your deadline.

With the myriad of things we do in our career, time management, or the appearance of time management is our kryptonite. The more we try to do, the more we juggle, the less time we have for mistakes, traffic, and plain-old scheduling.

When it comes to time, where do you deceive yourself?

• Do you get up late and have to rush around getting dressed and ready for the day?
• Do you leave at the wrong time every day so you hit a higher level of traffic commuting?
• Is daily planning in the morning a chore (so you don't do it)?
• Do you over-promise and under-deliver?

Here are a few great time management posts to help you:

How To Survive In A High Performance Workplace

5 Ways To Kill Email

The Best Time Management Tool I Recommend To My Clients

Time Management Stinks. Here Are 10 Tips That Work for Me.

Make It Count.

One of the most energizing videos I've seen lately - great music, editing, quotes — Casey Neistat is a force to be reckoned with.

Quotes from the video:

"Life is a daring adventure or nothing at all." - Helen Keller

"Buy the ticket, take the ride." - Hunter S. Thompson

"You only live once, but if you do it right, once is enough." - Mae West

"Above all, try something." Franklin D. Roosevelt

"I never worry about the future, it comes soon enough." - Albert Einstein

"One who makes no mistakes, makes nothing at all." - Giacomo Casanova

"In the end, it's not the years in your life that count, it's the life in your years," - Abraham Lincoln

"Do More" - Casey Neistat (tattoo)

"If I'd followed all the rules, I'd never have gotten anywhere." - Marilyn Monroe

And my favorite: "Action expresses priorities." - Gandhi

The Ten Commandments Of Leadership.

Leadership is not easy. It's tough. It's unpredictable. It takes focus, determination, and most of all opportunity. Leadership cannot be planned - it happens in the moment. So I've put together the top ten commandments of leadership to help you anticipate a leadership moment:

1. Think before you speak.

As leaders, we are always trying to help and solve the problem. Or when it's time to take a team member out to the woodshed. We tend to speak and act first, and take prisoners later. Stop for a second and THINK. What's the BEST way to go about this?

Instead of solving the problem, how about letting the person suggest some of their own solutions? Instead of getting angry at a team member, ask them what they think they did wrong. Sometimes people are harder on themselves — and in the end, these actions become learning experiences that stick forever.

2. Push your people. Get them to do scary things.

I've always had my people push themselves — take on at least one scary project which takes them WAYYY out of their comfort zone. This allows them to grow in their position, deliver the best they can do, and most of all NOT GET BORED.

If you keep them performing at an optimal level on one of their projects, these behaviors will spread to the other activities they execute. If they fail or fall short, you're there to catch them and then help them at that point on.

3. What's the right thing to do? Evangelize ethics in everything you do.

People look up to you and see what you do. In everything you do. If you gossip, they will gossip. If you cheat a client, they will too. As a leader, you become the moral mirror image for all of your people.

In addition, try to encourage the right behavior in your people — if they come to a philosophical crossroads, ask them what would be the RIGHT thing to do.

4. Show them the way. Be visionary.

We get too caught up in the politics and tactics of our job. Good leaders consistently keep their eye on the long term benefits and goals. Teach your people to goal-set, plan, monitor, and assess for every project and activity they do.

Give them the long picture — where you want to see the company go, the division, the department and ultimately, them. Give it life, make it visionary, get them involved.

5. Don't take on any monkeys. You will never lead your team.

First, read this great HBR report (it's from 1974 and it's one of their most read reports). It's the standard to help you lead and manage your team — don't let them drop monkeys on your desk — help them solve their own problems.

In fact, this commandment should be emblazoned on the wall behind your desk: "Don't come to me with a problem unless you have one or more solutions.".

6. Fight the good fight. Take a stand.

Never be wishy-washy on anything important. Your people will see that immediately. Analyze the pros and cons, take the end result into account, and make a decision. If you're wrong, admit it immediately and change course. But we get so caught up in the decision process — being afraid of making the wrong decision, we make the situation worse.

If someone or something is going after your department or one of your people and they are clearly wrong, defend them to the death. There might be some people who might say you're committing political suicide, but I feel if you and your team are in the right, it will ultimately surface in your favor.

7. Be strategic, monitor tactical.

Too many leaders try to micromanage. Don't make this mistake. Focus on the big picture and how all of the pieces fit together. Don't worry about the day to day, monitor it with your people's input, but keep them focused on the goalposts.

8. Communicate clearly.

Many leaders mistake intelligence with obfuscation. They use big words, grand designs, and ornate constructs to communicate their goals. BAD IDEA. If your people have to decipher what you are looking for, you exponentially increase the opportunity for them to misunderstand your message and do the wrong thing.

Be clear, concise, and straightforward in ALL of your communications — you'll find things move that much faster and people get your drift immediately.

9. Be confident, not cocky.

The difference between cockiness and confidence:

• Cockiness - "I know that. We've been doing that for years."
• Confidence - "Wow, I didn't know that. Tell me more."

Which person do you like to work with? Most everyone likes to work with a confident person — someone who is comfortable in their own shoes, someone who is not afraid to not know something and is inquisitive to find out more. One of the goals of leadership is to get your people to absorb and display your leadership attributes in their day-to-day work. Who do you want to work with — a confident ally or a cocky jerk?

10. Understand the 'meta' in every conversation.

This is a big one — what's the BIG picture? When you are speaking with someone, giving a presentation, holding a status meeting — give people the 5,000 foot picture and then zoom up to the 50,000 level.

Tell them what really is happening, what is the REAL reason the company is doing something. Most of the time, your people don't have a clue about what is going on and it's your job to give them the big picture.