In June, some of the Michael Hyatt & Company team signed up for our first month-long mindfulness challenge. Folks meditated every day and reported back in a special Slack channel on what worked and didn’t work for them, and whether or not they found it worthwhile.
You might wonder why we would do this as an organization and if it was a success.
How Leading with Positive Expectations Can Work for You
Winston Lord is a former ambassador to China who once wrote speeches for Henry Kissinger. Looking back, he said he couldn’t “recommend that to anybody.” Why? “You’d have to go through about 20 drafts and many insults before you got to the final speech.”
In one outrageous but true example, Lord took Kissinger a draft of a speech. Kissinger called him into his office the next day. “Is this the best you can do?” he asked. “Henry, I thought so,” Lord answered, “but I’ll try again.”
Next draft—same response. Back to drawing board again … and again … and again. The back-and-forth went on until the ninth draft, when Lord’s patience finally snapped.
3 Reasons Your Leadership Doesn’t Get the Results You Want
Tell me you’ve had this experience. You assign a task but then forget about it. I sure have. As a leader, I am not a micromanager. That’s good news for my team. But I have to be intentional that delegation doesn’t drift into abdication.
It’s not always disastrous when this happens. If we’ve hired well, our teams bridge the gap and nobody is worse off. But sometimes when assignments fall through the cracks, we create serious problems for ourselves.
Join Me in Nashville for the Best Year Ever Live! Event
Earlier this year we did something exciting. I’d hosted a conference for Platform University before. But January 2017 was the first time we’d ever hosted a live version of my popular 5 Days to Your Best Year Ever goal-achievement course.
It was a blast! But there was a problem. It was well into fall when we decided to do the event. And we didn’t announce it until registration opened for the course in December. You can probably guess the problem.
Sometimes I think that introverts and extroverts are from different planets, and I am not alone in picturing it that way.
Quiet Revolution co-founder Susan Cain calls the distance from introversion to extroversion the “single most important aspect of personality.” One leading scientist calls it the “north and south of temperament.”
I’m excited to announce that Michael Hyatt & Company was just named to the Inc. 5000, which ranks America’s fastest-growing private companies. The accomplishment not only makes me feel proud of our work, it makes me feel grateful for you: our readers and customers.
To compile the list, Inc. magazine tracks three-years’ worth of growth. Over those three years, Michael Hyatt & Company grew 330 percent. We’re ranked 1,235 out of 5,000 who made the list. There are about 26 million businesses in America, so that’s quite an achievement. And we owe it to you.
At this point in my career, I’ve sold a lot of books. But I was hardly an overnight success. First came work in publishing and agenting. I learned how book sales worked—and didn’t work—well before I published a word of my own.
I want to use my experience here to puncture a thought bubble I encounter when talking with would-be writers and other creatives. I call it the Romantic View of Creativity. It’s not only dead wrong; if you fall for it, it will sabotage your success.
I am good at a few things. But waiting is not one of them. Whether it’s being put on hold when I call a business, sitting in the waiting room of my dentist’s office, or standing in the airport security line, I am impatient.
Thinking about this, I was reminded of a time when my granddaughter, Libby, landed in the emergency room. She had been showing strange symptoms for a couple of years. Finally, after Libby got violently sick, my daughter, Mindy, took her to the emergency room.
Over my career, I’ve had more bad bosses than good ones. You probably have, too. At some point along the way, I realized that studying them could give me a valuable education in what not to do. I started taking notes.
My employees over the years have benefited from my observations of poor leadership in action. In management, knowing what not to do can be just as important as knowing what to do.