The Roots Of Greatness

How well do you execute on the following:

  • Returning the client's call-same day.
  • Slowing down to admire a fresh snowfall or beautiful sunrise.
  • Seeing people as a source of connection.
  • Trusting those who work for and with you (this is a big one for those "in-charge".)
  • Involving yourself in something bigger than yourself.

The answers to the above will reveal two things:

Your true values (the type you would deny or hide)

Opportunities for growth

I don't recommend seeking greatness if your motives are suspect.  But if you are aligned with motivations around changing the world, it can be a good thing…just make sure you have people around you that aren't impressed-by you.  I firmly believe that most people want to leave a mark before the clock runs out.

In the end, the roots of greatness are nestled in doing the small well.  It's the stuff of obscurity, humility and authentic love/care.  If those situations disappoint, you may have issues with self-worth or identity.  Needing the applause of others is a dead-end road.  Eventually, the "crowd" moves onto another show.  Believe me, I know.

So start working on doing the small well.  Slow down, be ok with coming in second, let someone else have the last piece of cake (figuratively speaking), find someone to love/care for.

Here's the secret:

    If you won't do the small things well, you'll never be able to do the great things well.

Hidden Costs

One thing that drove me crazy when I was paying for my sins in corporate America was all of the hidden costs inside the organization.  As a corporate manager I was always asked to cut expenses.  However, I was rarely asked to look at those hidden costs.  The costs that were silent killers.  For example:

  • Meetings.  Need I say more?
  • Training events that were the equivalent of a U2 concert.  Entertainment versus learning here.  Feels good in the moment, but forgotten when it counts.
  • Employees and their organizations who don't fully understand the difference between time and results.
  • Outdated policies and procedures written 20 years ago that are as relevant as a powder blue tuxedo.
  • Hiring practices that are driven by HR.  The hiring of talent is not a legal process.

If your organization really wants to be efficient and lean, then take a look at the hidden costs. It could lead to a new curve.  Failure to look always leads to atrophy.  And as we know atrophy lives next door to extinction.