When I asked successful business and thought leaders how they prepared to reach their goals in the upcoming year, several said gratitude gave them an edge.
Some mentioned setting aside special time to reflect and express gratitude for all the positive they experienced. This close to Thanksgiving, that seems perfect this time of year. But why stop there?
Jon Gordon told me practicing gratitude one day a year isn’t enough. “If you do it daily,” he said, “you’ll notice incredible benefits and major life change.” The science backs him up.
I’ve studied high achievers for decades. They all have different traits and habits that make them unique, but what I find fascinating are all the commonalities. What if having a successful year came down to just a handful of best practices?
I asked thirty well known high achievers to tell me how they set themselves up for success as the New Year approaches. Super-successful people like Tony Robbins, Dave Ramsey, Chalene Johnson, John Maxwell, and Chris Brogan all let me peek into their year-end process.
After studying their responses, I identified eight commonalities. Consider these best practices for getting a jump on the New Year. And Thanksgiving—which we’re celebrating this week in America—is the perfect time to get started. Why?
This week my team met for strategic planning. We set aside several days so the leadership team could review our values, goals, and budget. We’re just finishing up today, actually.
But Day 1 was dedicated not just to leaders, but to the full team. Why? I prioritize my team. Customers are important for a business. But without a stable, effective team you can’t serve them well.
Last week I wrote about how the mindset of a successful creative differs from less successful ones. I listed thinking big as the No. 1 characteristic. Over the years, I’ve heard from countless people who struggle with this.
I get it. When we’re young, parents and teachers tell us we can do anything. We can become whatever we want! Then we grow older, and these same people tell us we must become more realistic.
Usually, that’s just code for small thinking.
Several years ago, I was having a really rough day at the office. It seemed everything that could go wrong was going wrong—at the worst possible time.
I was the CEO of Thomas Nelson then, and one of my biggest authors was threatening to leave. I had a major position I couldn’t seem to fill, despite numerous interviews. And several of our customers were upset over what I had thought was a minor policy change.
“When will it ever end?” I thought.
I’m not much of a baseball fan. I played in high school, but I lost interest after breaking my elbow. So while most of my friends were deep into game seven of the World Series, I went to bed. Then they woke me up.
Several of us were staying in a vacation home for a marriage retreat. It was almost midnight when I started hearing voices rise in the house. There was laughing and a lot of excitement.
I tried to go back to sleep. But I couldn’t. Now I was curious. What was going on out there? I wondered. Surely the game is over by now.
I used to watch Apple’s product events with eager anticipation. But when I watched the most recent one, I was disappointed. I’m a serious Machead. But if I’m honest, I think they’re losing their mojo. It’s a cautionary tale, one that Steve Jobs actually warned about.
Using IBM and Xerox as examples, Jobs explained the evolution of large, successful companies in two stages. In the first stage companies focus on products that solve customer problems. In the second they focus on sales and marketing.
Ever wonder why some people are likable and others aren’t? Without a high likability quotient, it’s tough to succeed in almost any area of life—especially as a leader or entrepreneur.
If you want to win with people, they not only have to know you; they also have to trust you. Likability is the bridge between the two. It’s a prerequisite to trust. Why? I’m not going to trust someone I don’t like.
We completed Season 8 of “This is Your Life.” The podcast is currently on hiatus while we design a new and improved show. We’ll be airing some fan favorites in the meantime and will debut the new format in the new year. So stay tuned! Today, we have one of our most popular episodes to share with you. Enjoy this listener favorite!
In this episode, Michele Cushatt and I discuss the topic of accountability in leadership. Most leaders avoid it. Real leaders embrace it.
The reason is that taking responsibility for your attitudes, actions, and overall results is tremendously liberating. Attempting to avoid accountability—playing the victim—keeps you stuck.
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A consultant prospecting for business gave me a call a while back. I was reluctant to meet, but he was a friend of a friend. I mistakenly gave him thirty minutes to tell me about his company and services. Complete waste of time.
I gently tried to interject my thoughts, but he didn’t seem too interested in my point of view. Evidently, he had his script. He was determined to plow through it.
It made me wonder how many times I do the same thing with others.
Recently, I was talking to the leader of a nonprofit organization who was complaining that volunteerism was at an all time low. “Even when people volunteer, most of them don’t show up or follow through,” he said. “They just don’t seem to be engaged.”
This is a common problem in the for-profit world as well. In fact, barely one in ten of the global workforce is engaged on the job, according to Gallup. Most people are just checked out.