Every human has emotional, mental and spiritual needs. And certainly those differ from person to person. The trick is who or what you use/ask to meet the needs.
One area that I have observed that is way out of whack is our use of work in meeting needs. Many folks have expectations of their employers that are totally unrealistic. One of the best examples is unspoken (unwritten in most cases) agreement when a job is taken/filled..Often the employee sees it as a statement of worth that "xyz" employer would hire him or her. Conversely, the employer assumes the employee knows that the relationship is conditional. Conditional in that the job remains as long as the economic output justifies it.
I belieive you're responsible for yourself and not your employer. My point is the necessity of going in with eyes wide open. Doing and creating great work doesn't hurt either.
One of my coaching clients sent me this article on entrepreneurism. Specifically, the coming change in our workplace landscape. Many would say we're under way and I agree. The article includes a telling infographic as well.
So what are you doing about the shift? No drastic measures needed (maybe), just some hard looking and processing. One of the best ways to do this is written planning. Brainstorm the thing and ask lots of questions. By the way, throw the glamour, riches and elation around your employer out the window. This is about your work (the unique talents, gifts and passions forged into one), not your career, not your 401K.
I've written about this topic for some time. It was nice to have a client forward on an article of this magnitude. It encouraged me and it made me realize the work still to be done.
The below video clip was shot a couple of years ago. The relevance continues, especially in these upside-down times we find ourselves in. We're in a place where recognizing talent is essential. And by the way, it starts with your soul and the art of searching people.
I could write further on this, but check-out the video clip for more.
I have written many times that everyone is an entrepreneur (risk taker). The size and scope varies from person to person. The place where it happens can be different too.
I was in a conversation with a CEO yesterday about how we've moved to a place where if you don't see yourself as an entrepreneur, you'll be left behind. This is tough work. Many, I know, haven't accepted that we no longer live in an industrial age. Accept is the right word to look at here.
I've been an entrepreneur for 6 years. And as I think about that conversation yesterday, I realize that entrepreneurism did something I didn't expect when I started the conscious journey.
Entrepreneurism reintroduced Eric Pennington to Eric Pennington. Regardless of how much money I make, how many people experience what I offer or whether applause comes in waves, the reintroduction is a difference-maker.
So what's wrong with the status quo? A lot, when it comes to problems that continue to get worse.
For the purposes of getting to the heart of things, here's the definition of "status quo" from the Merriam-Webster's Dictionary:
The existing state of affairs (seeks to preserve the status quo)
I'll use my own experience to set some context and you can apply my example to anything you like.
About 25 years ago I persecuted my dad in-person and alone. I was angry for what was done and for what was missing. I waged this case on what seemed like a daily basis. I protested, I lied, I ignored, and I was silently cruel.
At a point, a few years into my marriage, my wife asked me if I realized how distant and cruel I became when I was around my father. I denied it, I defended myself and I felt exposed. How could she know my secret, my wound, my war? I decided to prosecute on.
The existing state of affairs (seeks to preserve the status quo)
You might wonder why I wouldn't make the choice to change, to turn it around, to forgive. I'm sure there are multiple reasons why, but certainly I felt more comfortable in the prosecution's case. I fooled myself into believing that my existing state would deliver an outcome I thought was right. Little did I know how wrong I was.
Many years on, my case rested and the charges were dismissed. I forgave and got a few years of peace and freedom before he passed. I actually found a man I liked and certainly loved. I do, at times, wish I would have come to my senses or figured out that it Really is better to forgive.
Are you tracking with me? Can you see the danger in sticking with the status quo?
Think about this:
The status quo fools you into believing that all is well, regardless of the problems looking right at you.
The status quo demands you lie and defend.
The status quo assures you saftey and a future you won't have to deal with.
The status quo accuses (loudly) reformers of betrayal and madness.
I'm doing more and more everyday to keep things real with everyone I encounter. This is significant because I'm a recovering actor.
We don't need anymore actors.
Keeping things real now is not such a chore for me now. Occasionally, I'll have an adviser alert me if my writing or speaking is sounding too "corportese" or "suit-like." Nothing against the corporate soldiers, it's just people have enough of that coming at them already.
Maybe it's just too terrifying for some to be who they are. Like the child at recess who feels awkward about asking to join in the game, due to the rejection of the herd previously. Or the adult sitting in the team meeting feeling embarrassed because their boss personally made them an example of what is frowned upon. If I had the ability, I would be right by their sides telling them:
"It's not you! There's nothing wrong with you."
The difficulty in keeping things real is becoming almost epidemic in my country. I mean, let's face it, many worship actors, entertainers, showmen, and celebrities. The lines of what is real and what is not have been blurred. I can understand why you might find it difficult to be who you really are.
The following is a question that came to me about 10 years ago. It stopped me cold when it landed in my ears, went to my mind and settled in my heart:
"Eric, are you really Eric or are you a representative of him?"
We don't need anymore actors. The problems we face, and will face, tell me we're going to need those who are real. People who are humble, wise and unafraid. The actors are only thinking of themselves. Believe me I know from personal experience. They really are not interested in you, just what is yours.
If you find yourself in the actor's camp today, you can look at me as an example of how one person can change. It's worth it.
I thought I would take some time to update you on my goings on. Specifically, from my post The Week That Was. My story is a mixed bag.
Fortunately, my wife landed with a new company on March 25. We were also able to get health insurance much sooner than we initially thought, April 1 to be exact.
This is all great news.
The other side of the coin is helping my wife navigate the change. I was truly struck by the "family spirit" that was her working group. They were and are very close. They encouraged one another, consoled one another, they behaved in a way that close families do. The sad reality is they're not a family. At least not in the eyes of corporate America. It reminded me how easy it is for organizations and their people to live in two different realities. One reality based on caring and performance, the other on results and a thing called money. Obviously, great danger follows these opposites.
Another striking result of this process is how little senior leaders know about communication. Specifically, how to say what needs to be said. If I didn't know any better, I would say a bunch of 3rd graders were running the show for my wife's former company and the new one too. If you're a professional, you're supposed act like one.
In the end, I'm looking out for my family and trusting in the One who knows and sees way more than I.
Many thanks for the concern and sentiments you've sent my way.
Every small business owner knows that costs are easier to
control than revenue—and that’s especially important for startups, who can run
up quite a bill while they’re waiting for things to take off. Here are a few
ways you can boost profits and power through lean times, no matter what niche
you serve.
1. Think used
Depending on the type of business you operate, you might be
able to incorporate used items into your office or store to save money. Light
fixtures, furniture, art, desks, computers and more can all be had for
significantly less than retail if you do some Craigslist hunting. Don’t be
afraid to repurpose industrial equipment that local companies might want to throw
away, as it comes cheap and you get that cool ‘industrial’ design
to your business. Be sure to test used electronics before purchasing—but a
little extra time can save you a lot of money, particularly in the beginning
when it matters most.
2. Move to the
cloud
How much are you spending on printing out and distributing
office memos? How often do you upgrade your version of Office or the Adobe
Master Collection? Google offers great ways for companies to share ideas and
create documents for free with their Google Docs collection. Adobe and many of
software distributors offer low cost cloud-based services that require a very
low monthly fee which can save you from having to spend hundreds on upgrades
every year. Cloud storage solutions are also becoming more affordable and
reliable; Google Drive, Drop Box and Microsoft all have
great solutions which are all cheaper than buying multiple hard drives.
3. Be energy efficient
You don’t need to be moving into a new space to enjoy the
savings from implementing energy efficient devices into your office. Start by
considering new lighting solutions like CFL’s LED’s or even energy efficient
tungsten bulbs. Unblock windows and utilize skylights if available. Not only do
windows help save on lighting costs all that natural light can help make your
employees happier. Instead of turning on the heater for the whole office,
invest in some energy efficient electric heaters
for the areas where it gets coldest. Hook up all electronics to smart power
strips that automatically shut off all power once the day is over and everyone
is gone.
4. Shop around
Let your office supply vendors know that you will be
shopping around to find the best deals and prices on the products you use the
most. Then do it. Online retailers like Amazon and Wal-Mart
offer great prices on bulk items and often will ship free to your store or
office. If you really like your vendors, offer them the option to price match or
to offer you other services to make up the difference in cost. Do this with
your internet, cable/satellite, and phone services yearly to ensure you’re
receiving the best rates available in your area.
5. Rethink your location
Are you absolutely sure your location is best suited to your
needs? Restaurants and some stores might be hard-pressed to move elsewhere, but
you should still consider the cost benefits especially if you have a loyal
clientele willing to go to another location. While you’re at it, you should
consider allowing as many of your employees as possible to telecommute. By
doing this and utilizing free Google services like Google Voice/Talk, Docs and
Drive you can reduce the amount of space you need in an office, how much energy
you have to pay for, and how much you have to spend on electronics.
Aimee Watts is a staff
writer for Mobile Moo. She has spent
ten years telecommuting full-time, and loves spreading tips and advice for
fellow work-at-home parents. She loves gadgets, new ideas, and skiing with her
two favorite people: her husband and teenage son. They live in Evergreen,
Colorado.
The book is
ripe with practical ideas, could you unwrap the concept of "their
there" and why it's important in the arena of influence?
MG: "Your here" is your agenda and in this distrustful world everyone
expects people to have one and so everyone either has their guard up or is
primed to put their guard up at the first sign of you trying to foist your
agenda on them.
JU: Focusing and remaining focused on "their there" or where the
other person is coming from and helping them to see and get to where they want
to go and way beyond that, where they could go is one of the keys to real
influence. In fact, the most influential people from our lives were influential
because they saw a potential in us that we couldn't see.
We here in
the U.S. live in a very self-focused culture. What are some ways to transcend
this state? MG: Think of someone and what they did who stood up for you when you couldn't
and/or stood by you in a crisis and refused to let you fail and/or stood up to
you in private and pushed you to do something you didn't think you could or
stopped you from doing something foolish that would have hurt you or your
reputation.
JU: Good point Mark. What was that
person's effect on you? Probably amazing.
What would be the best way to honor them? Probably by doing onto others
what they did onto you. What would be
the effect on people around you? Probably the same as that special person's
effect was on you… huge. Plus you might even like yourself or be proud of
yourself more.
What will the
solo/individual contributor find most practical in the book? JU: The solo/individual will find a 4 step way to truly win friends and influence
everyone, that works 100 % of the time if you apply it.
How does
listening help our efforts to influence? JU: Ask yourself, "When was the last time I felt someone: got my situation
(I mean really got my situation); got me in my situation (my fears, dread,
dreams and possibilities) and got not just where I wanted to be, but where I
could be that would be profitable, successful, meaningful and fulfilling.
" We're guessing, "Doesn't happen to often." That is the power of listening to influence
someone.
Could someone
apply the concepts found in the book to their personal lives? MG: In a word… absolutely. Just think
of the people who helped you become the best you could be and who will be among
the top handful of people you are most grateful to at the end of your
life. What if you became that to the
people in your personal life? Imagine the possibilities.
About The Authors MARK GOULSTON, M.D., is a business psychiatrist,
consultant, Chairman and Cofounder of Heartfelt Leadership, and the author
of the bestselling Just Listen and Get Out Of Your Own Way. He also
writes a Tribune syndicated career column; blogs for Fast Company, Business
Insider, Huffington Post, and Psychology Today; and is featured frequently in
major media, including the Wall Street Journal, Harvard Business Review,
Fortune, Newsweek, CNN, NPR, and Fox News. He lives in Los Angeles. JOHN
ULLMEN, Ph.D., is an acclaimed executive coach whose clients include dozens of
leading international firms. He oversees MotivationRules.com, conducts
popular feedback-based seminars on influence in organizations, and teaches at
the UCLA Anderson School of Management. He lives in Los Angeles.
I've been at this entrepreneur (risk-taker) thing for awhile-even before I knew it consciously. The learning never stops. I had a couple of great conversations today around marketing and the target of those intentions. Driving away from those conversations, I thought about who I'm marketing to. Maybe the question is appropriate for you as well.
Who are you marketing to?
My intentions with marketing may be different than you. Are you marketing yourself to a prospective employer type? Are you marketing yourself to a prospective client? Regardless, it pays to know. I know you may now be thinking I deserve the big "duh." Stick with me.
In the early days of Epic Living I put significant time into knowing who my target audience was. It was a noble effort, but it lacked the sobering understanding needed in the final analysis. Quite frankly, this lack of sobering understanding tripped me up. In other words, failure upon failure. Here's what I discovered some time ago:
I'm not marketing to me.
This reality is crucial. No matter how excited I was about a product or service or how much I thought what I was offering would change the world, I was a poor example of who would buy and follow. The deception lies in a belief that my excitement and applause represented the "whole" needed to sustain my ideas. The dirty little secret is often I didn't want to hear that my "great" idea was only interesting to a few. Ouch!
My friend, Craig Lerner of Involve, always follows my announcement of a new idea with a question. The question, so what? Yep, so what. So what if it does this, does that, saves starving children, and on and on. He's not trying to shoot my dream down, he's putting me through the sobering understanding thing. He has helped me immensely, even when I didn't want to hear it. You need a Craig Lerner.
So where does that leave us? Here are some key take-aways to consider, and remember, this is based on my experience.
Does anyone really care enough about what you offer to keep coming back? Yea, I know you may be a master closer, but after you let go of the vice grip, are they really a fan?
Is what you offer sustainable, solve a problem and have real demand? Sustainable in that it can be reproduced and used repeatedly. Solving a problem speaks for itself. Demand is that essential "it" quality that makes people pay a premium. Not because you sold them, but because there's true value present.
Is it simple? Most people (customers, employers, partners, etc.) have compressed attention spans and don't want to spend minutes trying to figure things out.
Have you real data to support what you do? Real data is not data you spin in-order to get a result you desperately want.
Are willing to set your hopes and dreams aside so that the integrity can emerge? I respect leaders who know that certain ideas stink or need another time and space to work. This is difficult, very difficult.
