If this doesn’t inspire you to bless somebody today, I don’t know what will. Thanks to Chris Brogan for sharing it via his Google+ account.
Question: Who’s the biggest tipper you know? You can leave a comment by clicking here.
We’re about 50 percent short of our goal, Dad.” My oldest daughter, Megan, had just called to brief me on our recent new membership campaign for Platform University. It was day four of an eight-day promotion. My heart sank.
I don’t like missing goals. Our campaign target was to add one thousand new members to the site. Based on previous experience, we should have added five hundred members by the end of the fourth day. We were at 256.
In late 2009 I hit burnout. I’d been working sixteen-hour days, six days a week. I was spending hardly anytime with my beautiful wife, or our three children, whom I love more than anything in the world.
I was desperately unfit, unhappy, and becoming unappreciative of the success I had amassed thus far. I realized there and then something had to change.
Many words in the English language are difficult. In fact, there’s even a Dictionary of Difficult Words, but none are more difficult than the ones in the four sentences I share in this episode.
If you are going to lead well, you have to get proficient in the use of these sentences. And, I’ll tell you a little secret: most leaders aren’t good at these, and it’s costing them—big time!
My first big corporate job came with lots of perks. But after just a few weeks, I noticed some disturbing behavior among my peers and the company’s leadership.
I eventually came to the conclusion that my values just didn’t sync with the company’s. We were on a collision course. I knew I had to find a company that shared my values—or start one.
Building a values-based organization is critical if you want to create a culture that achieves lasting impact. But values have to be more than platitudes. You have to translate them into behaviors. And to do that, you have to drive them deep into the organization.
When I started building my platform, it never occurred to me to make money from it. When someone suggested I start accepting advertising, I resisted because I thought (erroneously) it would compromise my integrity.
Then I realized that all professional creatives charge for their work. In fact, this is what separates the professionals from the amateurs.
The difference between successful people and very successful people is that very successful people say “no” to almost everything.
Today, I was thinking back to perhaps the busiest time in my career: the first few months right after I left Thomas Nelson, almost three years ago. At that time, I was spending all day, every day buried in administrative detail—responding to emails, making travel plans, and filling out expense reports.
Finally, I decided I had had enough. Something had to give. I needed to take a different approach if I was going to get my head above water.
If it hasn’t happened to you already, it will soon. Eventually you are going to work for someone who is immoral, incompetent, or just mean—maybe all three!
The good news is that you often learn more from a bad boss than a good one. But only if you are open and teachable.
The foundation of effective leadership is character. Nothing else has more impact. Nothing else has greater reach. And nothing else can make up for its lack—not education, experience, talent, or contacts.
Every now and then you hear a story about someone’s character that brings this principle into sharp focus. I had this experience just last night.
As a leader, you are going to draw fire. People will criticize you. Some will second-guess your decisions. Others will impute motives that aren’t there. A few will falsely accuse you.
If you are going to be effective as a leader, you can’t afford to be easily offended. Don’t take the bait! Nothing will derail you faster and consume your energy—energy you could be using to do what matters most.