OPTIMIZING BUSINESS PERFORMANCE

performI have coached a number of companies whereby management is doing everything right– clear vision, core values, mission statement, USP (Unique Sales Proposition), and have clearly branded themselves in their respective market.  The problem is the team members have not bought into these changes.  So, what is the problem?

The foundation for getting your employees to take ownership in the Strategic Plan, is to give them a game worth playing. Please keep in mind that your business certainly is not a game, but nonetheless you must create an environment where people are given the expectation and the understanding that only their personal best is allowed to support the team effort.

It is no longer just a matter of properly motivating and inspiring your people; every game worth playing has to have rules that are designed to help everyone win. So, what are the rules of your game? Does everyone know what the rules are? How do you get everyone to buy into the rules of the game?

Preparations

Without the preparation of clearly defined roles and responsibilities, the rules of the game are never clearly defined. What ultimately happens is that employees make up their own rules, many times not aligned with Strategic Plan. This leads to mismanagement and further miscommunication, and that is a recipe for disaster. What are the necessary steps to avoid the chaos?

1- Agreements

Managers and employees establish clear agreements for the expectation about the work that is to be done, the quality of the work, and how and when it is to be done. Within the body of these agreements are the Roles and Responsibilities, Accountabilities, Key Performance Indicators (KPI’s), the Systems, and the Work Flow.

Unless these items are clearly defined and clearly documented, you are left managing by abdication. By establishing an environment of Management by Agreement, only then are the standards fully communicated and documented.

2- Communication

Any and all changes in the Roles and Responsibilities and the Mapped Procedures, occur only after there is mutual agreement between the manager and employee. Agreement needs to be reached about anything that might deviate from the expected results, work, and standards.

3- Responsibilities

By having an agreement, employees take full responsibility for performing the work and achieving the results as agreed upon. The managers are accountable for providing the employee with the necessary resources, tools, guidance and training to achieving the work.

4- Changes

The employee and the manager are accountable for immediate notification for any and all changes or exceptions to the established agreements.

5- Space

Managers can assume the work is being done as agreed upon, unless notified by the employee. To avoid micro-management of the employees, a mindset change needs to happen to allow employees the space to do their job, with the understanding they know what is expected of them, when it is expected and how it is expected.

6- ‘Huddles’

Schedule regular ‘huddles’ with the employee and manager to communicate and update the progress of the work and the KPI’s. By regular communication, testing and measuring, only then can you confirm that you are on track with the plan.

7- No Exceptions

Failure to notify each other of changes, exceptions, or missed due dates is unacceptable. Period. Your management strategy can only be effective if you are willing to hold your employees and your managers accountable for their agreements, and if you are willing to hold yourself accountable to those agreements.

8- Trust

Relationships built on trust are developed as managers and employees keep their commitments and successful results are achieved. Trust is an ideal to live by, without trust your management strategy cannot work. Find a way to implement these Rules of the Game, and make them rules that you live by in your business. You will find that you start taking huge strides toward consistency in your business and predictable results. You will also go a long way toward creating a company culture that people are attracted to and fulfilled by.

Conclusion:

Problems with getting your employees buy-in?  Just contact me for a free 2 hour consultation.

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IMPORTANT LIFE RULES

Sam Biz Card BackI remember my twin boys just learning to play the game of baseball when they were just eight years old. The laughter of the parents when a child who finally hit the baseball and ran down the wrong base line– directly to third base instead of first base.

Then, there was the experience of my twins learning the fine game of soccer. At this age, there was no real offense or defense, rather it was an entire swarm of small bodies chasing the ball, with the only player staying in their respective position being the goalie.

Finally, the basketball game when a child got so excited that he got the ball and forgot to dribble on the way to the basket.

I have coached a number of my children’s sports teams, and learned the importance of learning the simple rules of the game. Initially, coaching involved managing the level of chaos and confusion as children learned the rules of the game. But over time, it was profound that the once-confusing rules become second nature, and I finally watched children play together as a team without a second thought about the rules.

RULES TO LIVE BY

Playing a sport without knowing the rules leads to chaos, confusion, and even injury. Likewise, in your life and in your business, without clearly defined rules, the result is disorder, dissatisfaction, and even harm. Here are some simple rules that can help you navigate life and your business. I hope they provide you with thoughts to ponder and reevaluate the rules in your life and your business.

RULE #1: Family is always first.

Many leaders give lip service to putting family first, but they don’t actually practice this concept by giving their spouse or kids top priority. What does it mean to put family first? It involves redefining success. Do not measure success in terms of career accomplishments, money, cars, or a big house. Rather, success is when those closest to you truly respect you and refer to you as an good example. Practically speaking, make sure to schedule family time before setting your work time. It is far more important to have quality family time than to have work demands that result in the continuous 60 hours per week.

RULE #2: Follow the Golden Rule

Ask three questions about our leaders:

1) Do they care for me?

2) Can they help me?

3) Can I trust them?

As a leader, ask these same questions of yourself: Am I caring? Am I helping? Am I reliable? Set the example to those under you to treat others the way you would like to treated.

RULE #3 Take care of yourself

Doing things for yourself is not a selfish act; it’s a critical and important act. Brian Dyson, CEO of Coca Cola said, “Imagine life as a game in which you are juggling some five balls in the air. You name them- work, family, health, friends and spirit and you’re keeping all of these in the air. You will soon understand that work is a rubber ball. If you drop it, it will bounce back. But the other four balls- family, health, friends and spirit are made of glass. If you drop one of these, they will be irrevocably scuffed, marked, nicked, damaged or even shattered. They will never be the same. You must understand that and strive for balance in your life.”

A very dear friend and mentor of mine learned the importance of this rule the hard way, through the trauma of a heart attack and a quadruple bypass. If you are not managing the necessary time to rest and replenish, to exercise, and to monitor your mental facilities, then eventually you and your body will breakdown. When that happens you have no value to anyone around you.

RULE #4 Choose a positive attitude

Happiness cannot be won, bought, or brought to you by another person. Rather, it results from a conscious choice to be grateful and to make the best of life’s challenges. Whatever happens to us, we always have control of one thing: our attitude. Yes, attitudes are contagious.

RULE #5 Always have a plan.

The key to personal growth is to have a beginner’s mindset– remembering when you first started your business. Beginners admit they do not know everything and proceed accordingly. As a general rule beginners admit that they are open, humble, willing to learn and grow, willing to make the necessary changes, and are noticeably lacking in the rigidity that accompanies experience, success and ego.

RULE #6 Always give more than you receive

Looking back over your career, make a list of those that served as your mentor. Everyone at many points in their career ask for help, but not everyone has the capacity or willingness to give and mentor others. When you stop trying to ‘use’ people around you, only than can you learn ways to add real value to your personal relationship with others and only then can your influence truly soar.

THOUGHTS FOR DUMMIES

Mcgovern.2You likely never heard of Pat McGovern until this week, but the man behind the ‘For Dummies’ series of books and many other media brands left a lasting legacy.

The world lost a multibillionaire entrepreneur recently–a great leader whom most Americans have probably never heard of. Given that he was the person behind some very successful media brands, that says a lot.

Pat McGovern, 76, began his business career in the 1960s, as the founder and chairman of International Data Group. He was the man responsible for magazines such as Computerworld, Macworld, PC World, and many other brands in the U.S. and abroad, including the “For Dummies” series of instructional and self-help books.

Think Big / Be First

McGovern wrote an article for Inc. in 2007, in which he talked about the importance of expanding your horizons to be successful. He was one of the first American CEOs to establish a joint publishing venture in China, for example, and his company was a pioneer in venture capital in Vietnam and India. With the establishment of a website operating from Antarctica, IDG became the first company in the world to have a presence on all seven continents.

“When a company ventures abroad, its point person should be its CEO, traveling frequently and acting boldly and enthusiastically,” McGovern wrote. “IDG launches businesses in three to five new countries each year, and for virtually all of them I’m first on the ground, meeting with potential customers, government ministers, and management candidates.”

Step Aside and Trust

McGovern was thinking globally long before most of his peers. His companies launched titles in Japan and the Soviet Union in the 1970s, and he reportedly spent four months of the year traveling overseas to drum up new business. Yet he was a hands-off leader, allowing the people he put in charge of overseas divisions to make decisions.

“His primary control is financial,” Inc. reported in 1988. “His headquarters works as an investment bank, putting money into each unit’s worthwhile ventures, denying or withdrawing it from ones that are not worthwhile, while McGovern cruises from office to office like a cheery potentate on a magic carpet, bringing enthusiasm and bonuses wherever he goes.”

Get Out of Your Way

Inc.’s Leigh Buchanan started out at IDG as a copy editor in the late 1980s, and she described her surprise when McGovern stopped by her cubicle to hand her a year-end bonus check.

Pat thanked me for my contributions. He asked how things were going and looked vaguely disappointed when all I could muster was an unilluminating “Fine.” Then he complimented me on a column I had ghostwritten for some technology honcho. The column was my most substantive accomplishment to date and the thing I was proudest of. But my name didn’t appear on it anywhere, so how did he know? After three or four minutes, he handed me my bonus and proceeded to the next cubicle.

When she interviewed him years later, Buchanan said she learned that McGovern made one-on-one visits like that to every single one of the company’s 1,500 employees at the time, and that the process took almost four weeks.

Be a Personality, But Be Humble

McGovern was worth an estimated $5.1 billion, but he cultivated a modest image. He lived in a same house in Hollis, New Hampshire, which he bought in 1989. He flew coach and drove used cars, reported The Wall Street Journal. He would show up at employees’ 10th anniversaries to take them out for dinner.

“I don’t think he did these things because he was naturally outgoing,” wrote Harry McCracken, who covers technology at Time, but who spent 16 years working for McGovern at IDG. “If anything, he seemed to be on the reserved side–but…he believed that one of his responsibilities as IDG chairman was to make other staff members feel good about their work. Even when I was a low-level editor, I got occasional complimentary notes from him–always written on the same ultra-cheery letterhead, with GOOD NEWS! and a rainbow at the top. He must have bought it by the truckload.”

Earned a Lot and Give it Away

In 2000, McGovern and his wife founded an institute for the study of the brain at his alma mater, MIT, with a $350 million gift. It was one of the largest donations ever to a university in the U.S. To put it in context, the donation dwarfs the entire endowments of more than 640 American colleges.

SALES MANAGEMENT DONE RIGHT

Sales Engagement1.  What percentage of salespeople consistently over-achieve?

2.  Are your salespersons’ order-takers and account managers instead of proactive Hunters and Closers?

3.  Are your sales people effective selling value and trust rather than selling price?

4.  What is the percentage conversion of your pipeline to closed transactions?

5.  Are there enough qualified opportunities to close in your pipeline?

6.  How many steps in your sales process have been properly mapped?

7.  Do you have a formal sales process that everyone follows every time?

8.  Do you have a formal sales recruiting process that consistently yields the ‘right’ salespeople?

9.  Does your sales force execute your strategic plan, and keep it moving forward?

10. Is your sales team aligned with your sales strategies and core values?

11. Are your salespeople coached on a consistent basis?

12. What Key Performance Indicators (KPI’s) do you track and test that drive sales?

13. Do you hold a daily short (10 minutes) ‘huddle’ where salespeople are held accountable for their KPI’s?

14. Is everyone using your automation to track clients, sales and the sales process?

15. Have you optimized your selling demographic and geography?

16. Do you have a formal 90 day orientation and professional sale training process that prepares each salesperson for success at your company?

17. Are your salespeople selling consistently regardless of outside influences?

18. How have you optimized your sales cycle and reduced your ‘Cash Gap’?

19. Does your sales management spend too much time over-managing your salesperson accountability?

20. Have you identified and quantified all the value drivers for: total sales call, closed sales calls, the cost of a bad hire, etc.?

21. Are your salespeople fully engaged?

22. Do your salespeople know exactly what is expected of them at work?

23. Have you supplied your salespeople the necessary materials and equipment to their work right?

24. Do your salespeople have the opportunity to do their ‘best’ every day?

25. In the last seven days, have you given a salesperson recognition or praise for doing good work?

26. Do your sales support personnel, respect and care about your salespeople?

27. Do you have an active role of encouraging your salesperson personal and professional development?

28. Do your sales people opinions count?

29. Does the company mission/purpose of your company make your salespeople feel their job is important?

30. Are your salespeople committed to doing quality work?

31. Have you, in the last six months, talked to your salespeople about your progress?

32. In the last year, have you created opportunities for salespeople to learn and grow?

IMPROVE YOUR CUSTOMER EXPERIENCE

Customer ExperienceGallup’s research shows that few employees are aligned with or empowered to deliver the core elements of their company’s brand identity and promise. Executives must start by engaging their employees and then taking these steps to help their workers become effective brand ambassadors.

1- ACKNOWLEDGE THAT ALL EMPLOYEES PLAY A KEY ROLE IN BRINGING THE BRAND TO LIFE.

Successful branding is not just a marketing or sales function; it is an essential activity for human resources, management, and leadership.

2- AUDIT YOUR INTERNAL COMMUNICATIONS

Thus ensuring that all communications are consistent with your brand identity and promise. Invest in making employees aware of your brand promise, and empower them to act on it.

3- ARTICULATE WHAT YOUR BRAND REPRESENTS AND WHAT YOU PROMISE TO YOUR CUSTOMERS.

Inject the core elements of your identity into the workplace constantly and consistently across time, locations, and channels. Use these elements to define not only how you treat your customers but also how you manage, coach, and treat your employees.

4- DEPLOY SIMPLE PROCESSES

And ensure that you highlight and discuss the core elements of your company’s brand identity every day. Use minute meetings, lineups, or staff gatherings to provide specific examples of how to deliver the brand promise.

5- USE SIMPLE TOOLS

This might include such things as wallet cards as ready references to the brand, and require employees to memorize the key brand elements.

6- REGULARLY ASSESS HOW WELL YOUR EMPLOYEES KNOW AND UNDERSTAND YOUR BRAND PROMISE.

All employees — especially those in customer-facing roles — should believe in and feel they have the resources and permission to deliver your brand promise. Provide additional support in areas that fall short.

7- ENSURE THAT NEW EMPLOYEES UNDERSTAND YOUR BRAND IDENTITY AND PROMISE.

All new employees should be able to articulate what your company stands for and what makes you different within their first 30 days of employment, and your managers should reinforce this message every day.

8- MAKE SURE THAT EVERY EMPLOYEE UNDERSTANDS HOW HIS OR HER JOB AFFECTS THE CUSTOMER EXPERIENCE.

This is particularly important for roles that are not customer-facing. Constantly connect the dots between what employees are paid to do and what your organization stands for.

9- RECOGNIZE EMPLOYEES WHO DELIVER YOUR BRAND PROMISE TO YOUR CUSTOMERS.

Recognition is an important psychological need. Employees who know that they will receive recognition for acting on the brand promise will have a strong incentive to do so.

10- REGULARLY SOLICIT OPINIONS FROM YOUR EMPLOYEES ON NEW AND BETTER WAYS TO DELIVER YOUR BRAND PROMISE.

Convene town hall meetings that allow employees to share their ideas and receive feedback. Demonstrating an authentic commitment to alignment is the best way to embed it in your company’s culture.

LEARN FROM PRIVATE EQUITY FIRMS

Equity firmsExisting leadership teams can become too attached to decisions that were made in the past, particularly if the existing leaders were involved in making those decisions. If a Private Equity firm (or other external investor) were to take a financial stake in your company tomorrow, what changes do you think they would want to make?

You don’t have to wait for someone to invest in your company to experience the benefits of seeing your business from an “outside in” perspective. Here is my take on an article from Booz & Co on the key lessons the world’s best performing Private Equity firms can teach business leaders.

Cash is King

If a Private Equity firm were to acquire your company, they often use debt financing to fund the purchase. This creates a real urgency to optimize the cash flows of your company to help repay the debt. To do this, they would aim to tightly manage your accounts receivables, streamline and optimize your inventories, and scrutinize all discretionary expenses.

Put yourself in their shoes. Imagine you have just invested in your business. Examine every expense item and categorize them into three buckets.

1. “Must have” (required to keep the lights on)

2. “Smart to have” (creates a future strategic advantage)

3. “Nice to have” (everything else).

The next step is to eliminate as many of the “Nice to Have” expenses as you can.

Core vs. Non-Core?

Optimizing cash is all very well, but building the long-term value of your company means going beyond financial engineering and cost cutting. In order for a Private Equity firm to successfully exit their investment they need to convince future buyers that they have positioned your company for long-term growth and profitability.

It seems counter intuitive, but as management thought leader Peter Drucker said, “The first step in a growth policy is not to decide where and how to grow. It is to decide what to abandon. In order to grow, a business must have a systematic policy to get rid of the outgrown, the obsolete, and the unproductive.

This usually means analyzing your product lines, service offerings, and office locations to assess their future profitability and growth potential. Some activities might be “Core” to your business right now, but they may not be the right activities for you to be investing resources in going forward.

I often say to clients, “You must continually pull the weeds to create a beautiful lawn”. It takes real courage to make these strategic decisions, but when you do, it frees up resources to focus them on the right “Core Activities” that will drive your long-term success.

Get it Done

In the first one hundred days of ownership, Private Equity firms have little appetite for socialization and consensus building. They feel a sense of urgency to implement the strategic changes they have identified.

Business leaders can learn a lot from the Private Equity firm’s need for speed. Yes, getting consensus and alignment about these changes is ideal, but you can’t please everyone, and waiting too long to implement the necessary strategic changes can profoundly impact your company’s future outcomes.

Right Management in The Right Bus, Going The Right Direction

Private Equity firms know that a strong management team is critical to business execution and the ultimately the success of their investment. Sometimes they invest in a company based on the strength of its management talent. Otherwise they will act swiftly to put the right management team in place. Research has shown that middle managers are the key to successful business execution.

As RESULTS.com CEO Ben Ridler says, “As a CEO, getting the right front line managers in place is critical to success. You have two jobs. Either you are coaching and developing these managers, or you’re looking for their replacement.”

Align Incentives

Private Equity firms pay modest base salaries, but add incentives to align everyone’s interests so that the staff share in the upside. They also share in the downside. Private Equity firms will reduce or even eliminate incentive payments if the company fails to achieve the agreed targets. Often time’s staff are given real “skin in the game” in the form of equity in the company. Because this equity is essentially locked up until the Private Equity firm sells your company, or lists it on the stock market, it aligns everyone’s long-term interests.

Make Performance Visible

Private Equity firms pay rigorous attention to a carefully chosen set of Key Performance Indicators (KPIs) that will drive the success of your business model. They make this performance visible, and to keep the managers and their teams focused on the most important metrics and projects that will move the business forward. Radical transparency drives business results.

Conclusion

Take a few minutes today to imagine yourself in the shoes of an outside investor who is performing due diligence on your company with the intention of investing in you. What would they identify that needs to change about the activities your company is currently performing, or how it is currently managed?

KEYS TO EFFECTIVE COACHING

helpBusiness coaching has gone from fad to fundamental. Leaders and organizations have come to understand how valuable it can be, and they’re adding “the ability to coach and develop others” to the ever-growing list of skills they require in all their managers. In theory, this means more employee development, more efficiently conducted. But in reality, few managers know how to make coaching work.

According to the 2010 Executive Coaching Survey, conducted by the Conference Board, 63% of organizations use some form of internal coaching, and half of the rest plan to. Yet coaching is a small part of the job description for most managers. Nearly half spend less than 10% of their time coaching others.

With such limited time devoted to coaching, organizations need to be sure their managers know how to do it right. To improve the quality and impact of your coaching efforts, start by giving your individual managers tangible information about how to coach their direct reports. Typically, managers meet their coaching obligations by giving reviews, holding occasional meetings and offering advice. For coaching to be effective, they need to understand why they are coaching and what specific actions they need to take.

Coaching focuses on helping another person learn in ways that let him or her keep growing afterward. It is based on asking rather than telling, on provoking thought rather than giving directions and on holding a person accountable for his or her goals.

Broadly speaking, the purpose is to increase effectiveness, broaden thinking, identify strengths and development needs and set and achieve challenging goals. Research has boiled down the skills managers need to coach others into five categories:

1. Building the relationship.

It’s easier to learn from someone you trust. Coaches must effectively establish boundaries and build trust by being clear about the learning and development objectives they set, showing good judgment, being patient and following through on any promises and agreements they make.

2. Providing assessment.

Where are you now and where do you want to go? Helping others to gain self-awareness and insight is a key job for a coach. You provide timely feedback and help clarify the behaviors that an employee would like to change. Assessment often focuses on gaps or inconsistencies, on current performance vs. desired performance, words vs. actions and intention vs. impact.

3. Challenging thinking and assumptions.

Thinking about thinking is an important part of the coaching process. Coaches ask open-ended questions, push for alternative solutions to problems and encourage reasonable risk-taking.

4. Supporting and encouraging.

As partners in learning, coaches listen carefully, are open to the perspectives of others and allow employees to vent emotions without judgment. They encourage employees to make progress toward their goals, and they recognize their successes.

5. Driving results.

What can you show for it? Effective coaching is about achieving goals. The coach helps the employee set meaningful ones and identify specific behaviors or steps for meeting them. The coach helps to clarify milestones or measures of success and holds the employee accountable for them.

You should seed your organization with coaching role models. All managers need some guidance on the whys and hows of coaching, but most organizations can’t afford to train them on a large scale, so the least you can do is make an effort to create a culture of coaching. The key is to create a pool of manager-coaches who can be role models, supporters and sustainers of a coaching mindset.

When you select the right people and invest in their development and position them as coaching advocates, you plant the seeds for expanding coaching well beyond the individual manager-direct report relationship. Your role models demonstrate effective coaching both formally and informally, and they help motivate others to use and improve their own coaching capabilities.

Always link the purpose and results of coaching to the business. Managers have to know the business case for coaching and developing others if they’re to value it and use it effectively. Where is the business headed? What leadership skills are needed to get us there? How should coaches work with direct reports to provide the feedback, information and experiences they need to build those needed skills? Set strategic coaching goals, tactics and measures for the organization as well as including coaching as an individual metric.

Conclusion:

Finally, give it time. It’s not surprising that managers feel they don’t have enough time for coaching. Even if you make learning and coaching explicit priorities, time is tight for everyone. But as your coaching processes and goals become more consistent and more highly valued, in-house coaching will take root. Your managers will have a new way to develop and motivate their direct reports. Individuals and groups will strive to build new skills and achieve goals. And your business will be on track to a more efficient, comprehensive system of developing people.

NOT SUCCESSFUL AS YOU SHOULD BE . . .

Success 2So with January behind you, how are those 2014 Goals coming along? Feeling down about your business these days? Is the broken economy hurting your sales and keeping you up at night? Need some motivation and tough love to help you stop pitying yourself? Well, here you go, here are 13 reasons you might have in your head about why you’re not as successful as you should be.

#1 Reason You Are Not As Successful As You Should Be – LAZINESS!!

I don’t think there’s an easy way to put this. I have to assume that you’re lazy. Every single successful person works their butts off to get where they are. It’s ok to be lazy. Just admit it. But don’t whine about not being rich and successful, Ok?

#2 Reason You Are Not As Successful As You Should Be – ENTITLEMENT!!

Only a few people in the world are part of the lucky ‘Reproduction Club’, neither You and me. We have to work to get what we want. Quit thinking you are owed something. You’re not. Get to work Now!

#3 Reason You Are Not As Successful As You Should Be – FEAR!!

You are afraid, plain and simple and afraid of looking silly. Afraid of what your friends and family will say. Are you afraid of everything? Look, you’re either going to stop being afraid, or you’re not. Nobody can convince you to stop. Imagine though… what awaits you when you stop with the fear excuses?

#4 Reason You Are Not As Successful As You Should Be – NEGATVITY!!

You may not realize it, but the people you associate with might be negative. They could be soul-sucking beings who don’t want anyone to be successful. Get rid of them, now! Surround yourself with successful people. People you want to be like.

#5 Reason You Are Not As Successful As You Should Be – STOP THINKING, START DOING!!

How much do you want to bet you have Analysis Paralysis? You think way too much about what you could or should do. Doers get what they want, and everyone else gets what they get. Stop Analyzing and start Doing.

#6 Reason You Are Not As Successful As You Should Be – NO GOALS!!

You plan nothing. You believe that someway, somehow, everything you always wanted will just magically happen. So you “play it by ear” and wait. You need goals to shoot for. Otherwise, you’re just treading water.

#7 Reason You Are Not As Successful As You Should Be – “THEY”!!

There’s no “They”. There’s no secret group of people who controls your success or failure. You’ve made that up to make you feel better about yourself. The truth is you, and you alone, control your success in life/business/everything. It’s easy to blame “Them” though, isn’t it? Don’t be Weak.

#8 Reason You Are Not As Successful As You Should Be – THERE IS NO “X” FACTOR!!

You can’t do it because you’re not pretty or smart enough. Or don’t have a strong personality? You don’t have the “X” factor? Wow, what an unbelievably lame excuse. The truth is that even jerks, idiots and boring people can be just as successful as anyone else. Your problem is you don’t believe it yet.

#9 Reason You Are Not As Successful As You Should Be – ARE YOU A TIME WASTER?

You’re a classic time-waster. You spend hours and hours every day working on not-working. You do things that aren’t productive. How are you ever going to get anything done, or reach any goal if you keep wasting time? You’re not. So you might as well give up now if you’re going to keep this path.

#10 Reason You Are Not As Successful As You Should Be – SOCIAL MEDIA IS B.S.!!

You spend way too much time in social media land.  You waste probably about 50% of your productive hours of the day doing this. The sad part is, you know it, but you can’t Stop. So, you can’t get anything done that matters.

#11 Reason You Are Not As Successful As You Should Be – YOU ARE THINKING TOO SMALL!!

You think way too small. You are constantly looking only a day or a week ahead instead of years ahead. Because of this, you never get anywhere, and you never lead; you always follow.

#12 Reason You Are Not As Successful As You Should Be – YOU DON’T WANT IT BAD ENOUGH!!

You don’t really want to be successful. Sure, you like to dream about it like everyone else. But in your heart you are afraid of what might happen if you really get it. That’s B.S. fear your brain is feeding you. Success is change, and it feels really, really good. Tell your brain to shut the [foolishness] up.

#13 Reason You Are Not As Successful As You Should Be – YOU DON’T BELIEVE!!

You never believed that it’s possible. Society taught you that only a few “exceptional” people get what they want. Everyone else should just settle. If you really want to believe that, go ahead. The rest of us will be at the front of the line because we believe.

Jim Kukral latest book is Business Around a Lifestyle Volume 2.

PRIDE

PrideAs John Maxwell writes, that when you think of the word pride, does it strike you as positive or negative? There are certainly many positive types of pride. It’s good to “take pride in our work.” We like it when someone tells us, “I’m proud of you.” And nearly everyone wants to live in a neighborhood where people display “pride of ownership.” All of these expressions communicate a positive kind of pride: dignity, respect and honor, traits that we all can embrace.

But pride isn’t always positive. Pride can also mean conceit, arrogance, or superiority. This kind of pride is based on self-centeredness, and it’s destructive.

Selfish pride is especially destructive to relationships. That’s because the opposite of loving others is not hating them but rather being self-centered. The great writer and apologist C.S. Lewis had this to say about pride:

“The point is that each person’s pride is in competition with everyone else’s pride. It is because I wanted to be the big noise at the party that I am so annoyed at someone else being the big noise…. Now what you want to get clear is that Pride is essentially competitive, is competitive by its very nature, while the other vices are competitive only, so to speak, by accident.”

Pride gets no pleasure out of having something, only out of having more of it than the next man. We say that people are proud of being richer, or cleverer, or better looking than others. If everyone else became equally rich, or clever, or good looking, there would be nothing to be proud about. It is the comparison that makes you proud: the pleasure of being above the rest.

So how do we solve the problem of pride? I believe there are several steps we can take to counteract our tendency toward self-centeredness.

1. Recognize and Admit Your Pride.

C.S. Lewis said about acknowledging pride: “If anyone would like to acquire humility, I can, I think, tell him the first step. The first step is to realize that one is proud. And a biggish step, too. At least, nothing whatever can be done before it. If you think you are not conceited, you are very conceited indeed.” You will not solve a problem that you don’t know exists.

2. Express Your Gratitude.

Henry Ward Beecher said, “A proud man is seldom a grateful man, for he never thinks he gets as much as he deserves.” There is something about saying “thank you” that takes our eyes off of ourselves and puts them back on the blessings we’ve received and the people who’ve blessed us.

3. Practice Servanthood.

A person who is truly great is always willing to be little. But pride fights against servanthood, because a proud person demands to be served. Serving others requires us to focus on their needs rather than our own, and this also reminds us of how we are part of something bigger than ourselves.

4. Laugh at Yourself.

There’s an old saying, “Blessed are they that laugh at themselves, for they shall never cease to be entertained.” Once you begin to look for the humor in your behavior and situation, you find it everywhere. Prideful people take themselves way too seriously. By laughing at yourself, you begin to see how absurd we can all be sometimes.

If your pride pushes you toward performing with excellence, doing your best, and finding joy in the accomplishments of others, it’s probably helping you become a better leader. But if there’s even a hint of competition or self-promotion in it, it’s probably having a negative effect on your relationships. That can hurt both your life and your leadership. If that’s true, do what I try to do: shift my focus onto others and follow the tips above.

VISION, DON’T BE SHORT-SIDED

This is a perfect example of the ‘Art of Negotiations’.

In 2007, ABC/ESPN and TNT agreed to pay the National Basketball Association a combined $7.4 billion for the right to broadcast games on their television stations for eight years. Every month, the NBA takes this money and divvies it up by sending out 31 checks to team owners around the country (and one in Canada). But wait, there are only 30 NBA teams. Why is the NBA cutting 31 checks? That extra check goes to a pair of obscenely lucky brothers named Ozzie and Daniel Silna. Technically the brothers’ combined income was enough to make them the 7th highest paid people in the entire league last year. Together they earned roughly $2 million more in salary than superstars Kevin Durant, Dwyane Wade, Chris Bosh, Chris Paul and even LeBron James.

Daniel and Ozzie Silna

But there’s just one problem. Ozzie and Daniel Silna are not professional basketball players or current franchise owners. Neither of them have ever played a single minute in the NBA and, in fact, they are universally despised by executives at the NBA. So how are they earning so much money? Ozzie and Daniel Silna are the former owners of an American Basketball Association (ABA) team called the Spirits of St. Louis. Back when the ABA folded in 1976, the Silna brothers agreed to dissolve their team in exchange for what seemed like a meaningless concession involving a tiny percentage of future NBA broadcast revenues. At the time, no one ever could have ever imagined that this would accidentally turn out to be the greatest sports business deal of all time. A deal that the NBA woefully regrets every season to this day, and has made the Silna brothers, extraordinarily wealthy.

The NBA’s Big Regret

Ozzie and Daniel Silna were born in 1933 and 1944, respectively, to a pair of Latvian immigrants who had settled in New Jersey in the 1930s. Their father ran a small textile business which both brothers took over until the company was sold in the early 1960s. Soon after, Ozzie and Dan launched their own knitting business that eventually grew into one of the largest manufacturers of polyester just as disco fever swept the nation in the 1970s. Dan Silna, a lifelong basketball super fan, suggested that they use some of their newfound wealth to acquire an NBA franchise. They attempted to purchase the Detroit Pistons for $5 million, but their offer was rejected.

As strange as it sounds, at the time there were actually two professional basketball leagues operating in the United States, the National Basketball Association (NBA) and the American Basketball Association (ABA). The ABA was founded in 1967 as an attempt to chip away at the NBA’s monopoly on professional basketball. And there was absolutely a time when the ABA posed a significant challenge to the NBA’s dominance. ABA owners started an all-out salary war by offering young players much larger contracts than their NBA counterparts could afford. The ABA also introduced exciting new concepts like the three-point line and the All Star Game dunk contest. Future NBA legends Julius Erving, Moses Malone, Connie Hawkins and Larry Brown all got their start in the ABA.

Julius Erving ABA Game

When the Silna brothers’ attempt to purchase an NBA franchise came up short, they did the next best thing and went shopping for an ABA team. In 1973 they stuck a deal to purchase the ABA’s struggling Carolina Cougars for $1 million. Almost immediately, the brothers decided to move the team to St. Louis where they hoped to reach a larger contingent of basketball fans. They poured $3 million of their own money into the newly named “Spirits of St. Louis” signing hot young players and upgrading the team’s facilities. They also hired a young announcer fresh out of Syracuse broadcasting school by the name of Bob Costas to do the team’s play-by-play commentary.

The 1974 Spirits of St. Louis

In their first season, The Spirits of St. Louis made the playoffs where they defeated the ABA defending champion New York Nets before losing to the eventual winning team, the Kentucky Colonels. Unfortunately, that was the high point for the Spirits. A year later in 1976, the American Basketball Association went belly up. As part of a dismantling agreement, the four most viable ABA teams would become full-fledged NBA franchises. Those four lucky teams were the Denver Nuggets, Indiana Pacers, San Antonio Spurs and New York Nets (today’s Brooklyn Nets). Of the three remaining ABA teams, the Virginia Squires went bankrupt before any financial compensation agreement could be made with the NBA. That left the Kentucky Colonels and the Spirits of St. Louis. As part of the dismantling agreement, both teams needed to approve the merger for the deal to go through. The Kentucky Colonels’ owner (who was the president and largest shareholder of Kentucky Fried Chicken) accepted a $3.3 million buyout offer and then went on to successfully run for Governor. Having just poured their hearts and souls into their beloved Spirits, the Silna brothers were much more reluctant to accept a quick buyout and disappear from basketball forever. They did eventually agree to accept a $2.2 million lump sum in exchange for their former players who were successfully drafted into the NBA. But that wasn’t quite enough to make them satisfied.

At the time, NBA television viewership was barely a blip on the ratings radar. Even an NBA championship series would be shown on tape delay after the 11pm news. So, for NBA executives it seemed like a very meaningless and inconsequential concession to offer the Silnas a small percentage of “Visual Media” (television) revenues to make them go away. They didn’t even offer a small percentage of all NBA revenues, their offer was 1/7 of any revenues earned by the four ABA teams that were being absorbed. In other words, the Silna’s agreed to give up their ABA franchise in exchange for 1/7 of the television revenues generated by the Spurs, Nuggets, Nets and Pacers. And here’s the kicker: The 1/7th ownership stake would last in perpetuity. Meaning, forever, or as long as the NBA exists as an viable entity. Specifically the contract reads “The right to receive such revenues shall continue for as long as the NBA or its successors continues in its existence.” Their attorney who negotiated the deal, would get a 10% cut of the Silna’s royalties.

For the first years, between 1976 and 1978, the Silnas did not earn a dime from the NBA and the league looked like it had negotiated a brilliant deal. In 1979 however, the Silna’s received their first royalty check in the amount of $200,000. For the 1980-81 season, the Silnas earned $521,749. Then, between 1980 and 1995, the NBA’s popularity exploded thanks to players like Kareem Abdul-Jabbar, Larry Bird, Magic Johnson and later Michael Jordan, Charles Barkley and Shaquille O’Neal. And with that explosion in popularity came several very large television contracts.

Magic and Jordan

The first mega contract that the NBA struck happened in 1997 when NBC and Turner agreed to pay $2.7 billion to broadcast games on television. Five years later, ABC/ESPN/TNT agreed to pay a combined $4.6 billion. In 2007, ABC/ESPN/TNT signed an eight year deal for $7.4 billion. Every time a new deal was stuck, the Silna brothers cashed in. During the 2010-2011 season, the Silna’s earned a royalty of $17.45 million. For 2011-12, they earned $18.5 million. For the most recent NBA season, 2012-2013, the Silna brother’s share of TV revenues was just over $19 million. In total, since that original 1976 agreement was stuck, Ozzie and Daniel Silna have earned a whopping $300 million in NBA television royalties. And if that’s not crazy enough, they are expecting to receive an additional $95 million over the next five years! But wait, it gets better…

Because the language in their original contract covers all “visual media” revenues, last year the Silna’s took the NBA to court over money earned from sources that were unimaginable back in 1976. For example, international broadcasts, internet rights and the NBA TV cable network. Recently, a Federal judge sided with the brothers and ruled that the NBA must pay them to cover incremental revenues from the last few years, and increase future royalties from now on! Oh, and by the way, in 1982 the NBA offered to buy the brothers out of their contract for $5 million paid over 5 years. The Silna’s rejected that offer and countered with $8 million over 8 years. The NBA declined.

By: Brian Warner