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What is your emotional IQ?

For decades, a lot of emphasis has been put on certain aspects of intelligence such as logical reasoning, math skills, spatial skills, understanding analogies, verbal skills etc. Researchers were puzzled by the fact that while IQ could predict to a significant degree academic performance and, to some degree, professional and personal success, there was something missing in the equation. Some of those with fabulous IQ scores were doing poorly in life; one could say that they were wasting their potential by thinking, behaving and communicating in a way that hindered their chances to succeed.
One of the major missing parts in the success equation is emotional intelligence, a concept made popular by the groundbreaking book by Daniel Goleman, which is based on years of research by numerous scientists such as Peter Salovey, John Meyer, Howard Gardner, Robert Sternberg and Jack Block, just to name a few. For various reasons and thanks to a wide range of abilities, people with high emotional intelligence tend to be more successful in life than those with lower EIQ even if their classical IQ is average.

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19

07 2010

Dealing with Difficult Personalities

An office environment is just like any other situation where many people must work together in order to achieve similar goals. There are going to be natural leaders among the group along with natural followers. Some will be extroverted and firm in their convictions while others may be more introverted and easily swayed to the majority opinion on an issue. Every employee, from management to labor, brings with them personality traits that are unique to that individual. Some characteristics are most welcome, such as leadership ability or diplomacy in discussions. Other personality traits, however, can adversely affect the delicate interpersonal dynamics of the office environment. Dealing with these difficult personalities can be a challenge, but here are some ideas on how to identify five common disruptive personality types and how to deal with them on a daily basis.

The Chronic Complainer

The ‘chronic complainer’ is usually the co-worker that has worked for the company a few years longer than he or she might have expected. He or she may have once been a model employee, but a few shot-down ideas or confrontations with the boss later, they prefer to be the voice of doom for the office. If bad news is circulating, the chronic complainer will hear it first and enjoy breaking it to fellow employees. The chief effect of the complainer is a general lowering of morale and reluctance to initiate constructive dialogue with ‘the enemy’, the supervisors and higher management

The best way to handle a chronic complainer is to keep their views in perspective. Their opinions do not have to reflect those of the entire office. Whatever events triggered their obvious dissatisfaction are their own issues, and should not affect your own goals and relationships with key members of management. Forget about trying to change their opinions- concentrate on forming your own. Complainers are sometimes completely justified in their complaints, but still allow room for more objective facts concerning the issue involved.

The Office Gossip

This personality type lives for the controversies and disagreements that may arise in such close quarters. Although rarely a part of the official loop, the office gossip will routinely position themselves to ‘accidentally’ overhear privileged communications or intercept confidential memos and phone calls. The chief effect of the office gossip is misinformation and the loss of trust among peers. Some co-workers may establish a covert relationship with the office gossip, hoping to obtain information that will be useful to them. This is usually an unhealthy alliance, and one you should avoid at all costs. Deal with the office gossip by not dealing with them. Once you have identified a gossip, make an effort to avoid discussing anything remotely confidential near them. If they approach you with a new rumor, politely but firmly inform them that you are not interested in what they have to offer. Gossips tend to seek out only those who are eager to hear the latest.

The Information Miser

If you work in a business environment that uses a system of ‘nodes’ as their model, you may encounter the ‘information miser’. The nodes model relies on each element of the company working as a separate but equal ‘node’ or point on a grid structure. Accountants answer to an accounting manager, who compiles the information and waits until another node, e.g. marketing, makes a formal request for that information. Most of the time, this arrangement works well. Decisions in any one node do not have to be approved by an executive

Who may not be strong in that area? But on the human level, certain node managers realize that their information is vital, which gives them considerable leverage when bargaining for their own agendas. They will hold onto their information until they are satisfied that their own needs have been met. Dealing with the ‘information miser’ may be very difficult, because in a sense they do hold most of the cards. You need to keep a human face on your dealings with such people. As long as you represent ‘Marketing’, they can hold out as long as they need to. If you come across as “Bob, the nice guy who works in marketing”, then they are more likely to give you what you need. Acknowledge their power, but appeal to their human side.

Know-it-alls

Perhaps the worst scenario possible in the workplace can be the inevitable calling of the expert. You’ve done everything you know how to do to fix the situation, but now you must call in the reinforcements. Introducing… the know-it-all. The know-it-all may be a skilled repairman or a knowledgeable consultant

, but an absolute disaster as a co-worker. The chief effect of a know-it-all is a definite reluctance to call for such help ever again. Situations that could actually benefit from their expertise may go unaddressed for months, simply because no one wants to deal with the know-it-all. This is a difficult challenge if you want to maintain a good working relationship with this obviously talented and useful co-worker. Keep in mind that you won’t change their arrogance and overbearing ways overnight, if ever. Try to encourage some interaction away from the office environment- an invitation to the after-work wind-down or an informal party. Know-it-alls sometimes use their intelligence as a defense against personal intimacy with their fellow workers. They may not even realize that their sharp remarks and quick dismissals sound as harsh as they do. You may privately suggest to such a difficult co-worker that they use more discretion when dealing with their co-workers.

Mood-swingers

These are the people whose daily temperatures must be taken before entering into any conversation. They may be perfectly pleasant one day, then completely irrational the next. If they are in a supervisory position, their subordinates usually walk on eggshells in their presence. They are the mood swingers, a tribe unto themselves. Their most common effect on the office environment is an atmosphere of uncertainty and dread. Maybe they will be receptive to your idea, maybe they will laugh you out of their office. You just can’t tell. The best way to deal with a mood swinger is to strike while the iron is hot. Get as much work done with them on their good days, so the bad days won’t affect your own agenda nearly as much. You don’t really want to know all the reasons behind their moodiness and emotional outbursts, so don’t bother trying. Their bad days may seem to coincide with the days you need their input the most, so you may want to change your priorities. Save the bad news for their good days, when they are more likely to deal with it rationally. But by the same token, don’t confuse bad moods with an inability to function as your supervisor or co-worker. Sure, they are in a terrible frame of mind, but they did show up for work and they can still sign off on that project you’ve been working on. Their outbursts are rarely personal, even though they may seem that way while they are happening. As long as you can distance yourself from the brunt of their self-inflicted fury, you can survive the mood swinger fairly unscathed to deal with them on a daily basis.

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14

07 2010

The Sacrifice of Leadership

How do you become a STRATEGIC LEADER?  Strategic Leadership is using the right techniques and tools to change the perception of others in a way that they follow you.

Sacrifice

Sacrifice is a tool of every strategic leader. A true leader will know that every sacrifice and brings larger benefits in the future.
Prime Minister Winston Churchill, addressing the House of Commons on May 13, 1940, described the Nazi threat to Britain:

“I would say to the House, as I said to those who have joined this government: ‘I have nothing to offer but blood, toil, tears, and sweat. We have before us an ordeal of the most grievous kind. We have before us many, many months of struggle and suffering. You ask, what is our policy? I will say: It is to wage war by sea, land and air with all our might and with all the strength God can give us . . . That is our policy. You ask what is our aim? I can answer in one word. It is victory-victory at all costs, victory in spite of all terror-victory, however long and hard the road may be, for without victory there is no survival”

(William Manchester, The Caged Lion, Michael Joseph, London, 1988, pp. 682-683).

Many have acknowledged the leadership of Winston Churchill. Sir Winston didn’t become a great leader overnight, but it was strategic. Churchill’s leadership, like that of many great leaders, was built on sacrifice-great ambition occasionally set back, risky decisions gone awry and jealousy from political opponents.

Sacrifice plays a role in providing an aspiring leader the opportunity to guide willing followers to success. Great leadership isn’t easy or cheap. Of himself and his call to lead his country, Churchill said:

“I felt as if I were walking with destiny, and that all my past life had been but a preparation for this hour and for this trial”

Jeff Compton

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07

01 2010

The REAL DEAL Speaker™

Leadership is nothing more than perception. It’s not the morals, character, bravery or knowledge of a person that makes them a leader. These are all good qualities, but it doesn’t make you a leader. The REAL DEAL is that you become a leader when others perceive you as a leader. A leader is someone who can change the perceptions of other to see them as a leader. Leaders are not born they are made; they are made through act of performing techniques designed to change perception.

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27

12 2009

Influence: How And Why People Agree To Things

  • One of the most illuminating books I have read in a long time! JC

Influence: How And Why People Agree To Things

by Robert Cialdini

Influence: How and Why People Agree To Things by Robert Cialdini teaches us the basics of how people are influenced. It breaks influence into six key factors:

  1. Reciprocation
  2. Consistency and Commitment
  3. Social Proof
  4. Authority
  5. Liking (the person who is trying to influence us)
  6. Scarcity

Each of the above points is detailed in a chapter. Academic studies and examples are given in a very engaging fashion. Some of the studies are for the birds. For example, mother turkeys, who are known to be caring parents (as far as birds go), tend to respond only to the “cheep-cheep” sound of their chicks.

Hearing the cheep-cheep, the mother turkey coddles and cares for the young turkey chick. It is a short-cut response that nature has given turkeys to know how to behave. It tends to work well in nature. But, tricky scientists recorded the cheep-cheep sound and placed the recording into a stuffed Polecat, the natural enemy of the turkey, and found that the mother turkeys adopted the stuffed polecat. Coddled it and cared for it.

That was quite amazing, as the usual response of a mother turkey to a stuffed Polecat without the cheep-cheep recording is an outright assault on the Polecat. This reflexive behavior tends to work most of the time, but sometimes is inappropriate. The mother turkey is responding in what Cialdini refers to as a “click, whir” method. Once some reactor sets off a signal (click), the mother turkey plays its own internal tape (whir) which signifies the appropriate response.

Only, sometimes, the response is not appropriate. And, some predators have learned the mimic strategy to trick their prey. Now, this may be useful if your goal is to be adopted by a turkey (or maybe its something that could protect you from a wild turkey attack!), you say, but how does this apply to me?

The answer is that people themselves have “click, whir” behavior. Because people wish to avoid the work of making decisions, they have internal tapes they run which tell them how to respond under various conditions. Most of the time our internal tapes are appropriate. But, sometimes, they are not. And some human predators have learned to exploit our “click, whir” behavior. Often, these predators come in the form of salespeople.

Cialdini discusses how to say “No” to each of these six influence factors by being aware of how influence works and reading your internal gut feeling.

This book is excellent reading for anyone who wants to learn how to influence others. Job hunters, managers, and marketers will benefit from reading this book. Although we do not suggest you try to use this knowledge in a devious way, knowing how to approach asking for a request is useful. Investors can benefit also.

For example, “social proof” states that we often look to others to determine what is correct behavior in a situation. We most look to others to deem what is correct in times of uncertainty. This can lead to “pluralistic ignorance.” Everyone is assuming that the other guy knows what he is doing and we follow. Manias and gross overvaluation of publicly-traded stocks come to mind.

In an attempt to avoid the hard work of thinking, we follow the herd off the cliff, blindly assuming where everyone else is going must be safe. As stated in Influence 95% of people are followers and only 5% of people are leaders.

Often, we are most likely to follow “experts.” This is the authority factor above. We tend to believe and follow anyone who we assume is an expert. However, following experts can also lead to problems.

Influence points out that about 10% of medication administered by hospitals may be in error. This is a serious problem and can obviously lead to death.

Why is it that hospitals have such a problem with errors in medication? Despite the training and knowledge of R.N.’s, they tend to unquestioningly follow the instructions of the doctors. Even if the instructions don’t make sense.

Cialdini tells the story of a man who complained of an earache. He had an ear infection and the doctor prescribed eardrops for him. On the prescription, the doctor wrote, “Place drops in R ear.” As the doctor was in a hurry, he abbreviated “Right” with R.

Sure enough, the trained nurse obediently followed the instructions and placed the required number of drops in the patient’s anus. Neither the patient nor the nurse questioned the instructions, as they came from an authority.

Read Cialdini’s Influence: How And Why People Agree To Things. Even if you never feel the need to be adopted by a mother turkey, maybe it will keep eardrops out of your anus, help keep you from buying things you later regret, and help you understand how influence works. We highly recommend this book.

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09

08 2009

Business Motivation by Nancy Wurtzel

Here’s a great article by Nancy, enjoy…

Business Motivation

Motivation. It’s a complicated subject that is studied by many and understood by few. Virtually every aspect of human life — from the mundane to the life-changing — is guided, swayed and altered by motivating factors.

For instance, what to have for dinner may be motivated by a desire to lose or gain weight. Whether or not to attend a business seminar may be motivated by the speakers, location and cost. When and where to buy new clothing may be motivated by a long list of personal preferences as well as the changing seasons and weather conditions.

Even reading this article is a motivated behavior. Do you like the style of writing? Are you curious about the subject matter? Do you have a desire to learn new information? Do you have enough time to finish reading? If the answers are no, you probably won’t continue reading!

But since you have continued, you are obviously motivated. You want to learn more about how to get and stay motivated, and how this motivation can help you become a better business owner.

THE BUSINESS OF MOTIVATION
Motivation is one of the most powerful driving forces in the workplace. It can mean the difference between tremendous success and failure.

Motivation stems from two sources. The first part of motivation is external or extrinsic (outside the person) sources. Other motivating factors come from internal forces, which are mainly your thoughts, patterns and collective experiences.

However, humans are unique, so what motivates Jack will not necessarily motivate Jill. You — and only you — will be able to determine what works.

Take the time to examine what internal and external factors are motivating you as a business owner. What can you do to enhance and refine your motivation to make yourself more productive and more fulfilled?

Here are seven keys to motivation that may prove helpful.

1. INSPIRATION
Inspiration is critical to getting and staying motivated. If you are not interested in your business, your motivation level will never be high and you won’t be able to sustain interest for very long.

On the flip side, if you are energized and excited about the work you are doing, you will have more persistence, energy and intensity.

Take an honest look at your inspiration level. Are you excited about going to work or is it an obligation? You would be surprised at the number of people who choose a business that looks good on paper, but in reality does not interest them in the least. These individuals will grow weary and uninterested pretty quickly because they have no inspiration or passion to sustain them during the difficult times they will encounter as a small business owner.

If you don’t really enjoy your work, then think how you can re-focus your small business to better match your needs. Or consider making a change entirely. That’s pretty drastic advice, but inspiration is that important.

2. SETTING GOALS
Short and long-term goal setting is vital for any business owner. If you didn’t set goals, you would be adrift with nothing to strive for and no charted course to follow.

How could you possibly be motivated if you were unsure about the direction of your company?

Take the time to put your goals in writing. A business plan may sound daunting, but it is really nothing more than goals, strategies, implementation and a budget. Write your own business plan and update it at least annually. Include “mini-goals” that can be accomplished in a matter of hours, days or weeks as well as the more ambitious “grand-goals” that may take years to complete. Refer to this plan throughout the year.

But can a business plan really help motivate you? Yes! Written goals will make you feel more professional and certainly more connected to your business. It will also free you from having to reinvent your business goals every single day.

3. NETWORKING
Another key factor in getting and staying motivated is networking with other small business owners. One person can’t move huge mountains. However, when a number of people begin working together the mountains are suddenly only small hills — simply challenges waiting to be surmounted.

In fact, the isolation of working alone is of one the most difficult parts of being an entrepreneur. Mutual support is motivating. So, make it easier on yourself by connecting with others either in your community or online. Even when businesses are not related, you will often find common ground and ways to work together.

Many successful entrepreneurs report that finding the right networking group was a turning point in the growth of the business. Working together, a networking group can help its members generate more qualified sales leads and solve problems faster and more efficiently. Sharing ideas, expertise and experience is also an invaluable aspect of networking groups. And, don’t forget about sharing costs, possibly by buying in bulk or with joint marketing projects.

Your own personal team of business owners will help re-energize you when the burdens of running your own business seem too much. With your networking team to rely on, you can accomplish more in less time and probably have more fun in the process. Certainly, you will feel less alone.

4. REWARD YOURSELF
Small business owners will always have to work hard, but all work and no play is a huge mistake. Your motivation will soon begin to fall if you never take any time away from the demands of running the business.

So, plan frequent rewards for yourself. No, it doesn’t need to be a trip to Hawaii (although this is a great idea). Your reward can be as simple as a lunch out with an old friend, a matinee with your significant other, an afternoon of shopping or a relaxing massage.

If your budget and time will allow, take a few days off for a short trip or simply schedule a vacation from work for a few days. Make it a real vacation — even if you don’t leave town — so no checking email, voice mail or the fax machine. You need to get away, unwind and renew yourself. This “down” time to regenerate will help improve your attitude and perspective. It sounds corny, but you will come back to your business with a new sense of motivation.

5. EXERCISE
While it isn’t always immediately apparent, there is a powerful connection between the mind and the body. It is vital for every small business owner to take breaks and exercise — everyday. If your body isn’t healthy, your motivation will certainly suffer.

These exercise breaks don’t have to be huge blocks of time, and you needn’t spend money joining a gym or hiring a personal trainer. Start by walking briskly for 30 minutes before, during or after work. After you have incorporated a walk each day, then try doubling the time or doing two walks each day.

Whatever works for you is best, but the important thing is to start. You will begin to feel better.

After the walking is part of your routine, add some basic light weights. Buy a tape or go online to find out how to properly use the weights so you won’t injure yourself.

You can keep the weights under your desk, and use them for just a few minutes at a time. Buy a timer the next time you are at the grocery store. Set the timer for for three minutes to start and then add a minute or two until you’re up to 10 or 15 minutes each day.

Some small business owners have a television at work and they schedule a CNN break along with their weights. This way, they are catching up with world and local news while simultaneously getting some moderate exercise.

8. ORGANIZE
Organization is critical to motivation. How can you feel good about your work, when you can’t find important papers or you are constantly late returning messages? Your business will falter and your motivation will suffer.

Some people just can’t get organized. If you are one of them, then consider bringing in someone — a business friend, family member or professional — to help you get the clutter and mess cleaned up. You will be amazed at how this one important step will help you get back on the organizational track. Don’t stop there. Now really get organized by creating business systems that will help you streamline your operations.

The real challenge will be keeping yourself on track by maintaining these systems. For many, it is a daily challenge, but if you use your organizational systems you’ll be free to think about other important issues.

7. MOTIVATIONAL SPEAKERS AND AUTHORS
As small business owners, it seems we are bombarded with motivational ideas and materials– tapes, books, CD’s, seminars, workbooks, videos and more. Why are there so many different motivational products, authors and speakers? Because people are buying these materials. Used effectively, they are effective and therefore they sell!

However, there are so many different motivational gurus that it is often difficult to see through the clutter to find someone that makes sense for you — someone who can get you “fired up” about working and improving your business.

Try talking to your mentor or networking group members to see who they might recommend. Start being aware of the motivational industry and how it might help you become more enthused and positive about your business. Do some light research of your own to find some authors and speakers that interest you.

Before you invest in motivational materials, you can probably find some inexpensive ways to obtain the materials. Check out your local library, tune into your local PBS station, buy materials with a networking friend, visit used bookstores or buy used materials online. Don’t make a huge investment, because you will probably want to sample many different viewpoints.

But do these materials really work? Yes, but only if you make the effort. Just like exercise, you have to work the muscles — in this case your mind muscles.

It is up to you to take that information and apply it to your own life and business. Really use the motivational ideas over a period of time and you will begin to see results.

KEEP THE MOMENTUM GOING
Motivation is what moves us forward in our daily and business lives. Take the time to examine your motivating factors and use some of these keys to improve your focus and renew your enthusiasm. If you keep on track, the motivation momentum can’t help but carry you forward.

Nancy Wurtzel is the founder and owner of All About Baby, an online store located at www.allbaby.com. All About Baby offers more than 300 personalized and memorable baby gifts for young children. The site also features interesting and helpful child-related content. Ms. Wurtzel has over 25 years of marketing and communications experience. She consults with small businesses seeking to enter the marketplace or grow their existing e-commerce business.

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15

07 2009

A Wonderful Life | Michael J. Fox

Here’s another great story from the web…
Article SuccessMagazine.com

A Wonderful Life
Michael J. Fox, the incurable optimist

Lisa Ocker June 29, 2009

Michael J. Fox seems at peace, even grateful for lessons learned from Parkinson’s disease. He’s inspiring millions with a new book and hit TV special. But his journey has not been easy.

Michael J. Fox’s rock bottom came in the summer of 1992. Passed out on the sofa in his Manhattan apartment, a Coors tallboy toppled onto the rug next to him, he awoke as his 3-year-old climbed on top of him, prodding him to get up. Squinting through his hangover, he could see his wife standing in front of him. He slowly raised his gaze to meet hers.

“Is this what you want? This is what you want to be?” she asked.

Fox’s rock bottom wasn’t close to the tabloid Hollywood versions that end in a broken marriage, a car wrapped around a tree, an embarrassing YouTube video or worse.

Sure, he liked to tie one on with friends, especially before he got married. And with such a quick rise to superstardom—starring in the hit TV show Family Ties just three years after dropping out of high school, followed by the blockbuster Back to the Future trilogy—he had gotten a little lost in what he later described as the Hollywood fun house.

But by Hollywood standards, Fox remained a nice guy, a regular guy who was mindful of his working-class Canadian roots, a star who signed autographs. When he married actress Tracy Pollan, he cut back on his partying. He was a family man who loved his wife and young son more than life itself.

Fox’s drinking habits changed, though, after being diagnosed with Parkinson’s disease in 1991. Unlike his partying bachelor days, there was no pretense of celebration and camaraderie. “Joyless and secretive, I drank to disassociate; drinking was now about isolation and self-medication,” he writes in his 2002 memoir, Lucky Man.

His final binge came after shooting for the movie For Love or Money wrapped earlier than expected one evening. Even though he and his wife had seen little of each other that summer—while he was filming the movie, Tracy was appearing on Broadway—Fox was not inclined to go home. Instead, he figured there was more time for drinking before Tracy expected him. So he and some crew members spent the rest of the night downing margaritas, vodka shots and beer.

For Fox, rock bottom was having disappointed the people he loved most— particularly Tracy.

This is what you want to be? Tracy’s words were painful enough, but Fox writes that what really frightened him were the resignation and disappointment he saw in her face.

On that day, Fox made the choice to give up drinking. It was the first step in a long and difficult road toward taking control of his life. Giving up alcohol was the first instance among many for which he would be grateful to Parkinson’s disease, he later wrote.

In his best-selling memoir, Lucky Man, and the new release, Always Looking Up: The Adventures of an Incurable Optimist, both published by Hyperion, Fox chronicles his journey to the place of gratitude and joy he occupies today. He also shared his insights and explored the nature of positive thinking in an ABC special, Adventures of an Incurable Optimist, watched by 10.2 million viewers, according to Nielsen Media Research.

Fox’s story is poignant, funny. His fame, ironically, makes him more relatable—less the big superstar than someone we really care about, someone we watched grow up as Alex Keaton on Family Ties. But his down-to-earth qualities and his flaws—not the epic Hollywood variety, but the Everyman flaws—make his story and its lessons hit home.

With wit and great insight, Fox shows how easy it is—for all of us—to neglect what’s most precious. Little by little, the Parkinson’s disease that threatened to take everything away became the “gift” that ultimately made him aware of what he stood to lose.

After giving up drinking, there were other challenges, not the least of which was his relationship with Parkinson’s disease. Despite the doctors’ diagnoses and his increasingly violent tremors, Fox was in deep denial. “Bad enough I had allowed P.D. to own me, but by my silence—cutting my wife and family off from the experience—I had made them slaves to it as well,” he writes. It would be early 1994 before he made another appointment with a neurologist and started to take ownership of his disease.

He also had to grapple with his workaholic tendencies. For as long as he could remember, he writes that he possessed a “keep-your-head-down-and-keep-moving mentality.” Even after his early successes brought financial security, he remained obsessed with work and box-office success. Although Tracy encouraged him to be choosy and to take only the roles he really wanted, he rationalized that having a family necessitated his continued work, even if that meant lengthy periods away from home.

“It is one of the great ironies of my life that only when it became virtually impossible for me to keep my body from moving would I find the peace, security and spiritual strength to stand in one place,” Fox writes. “I couldn’t be still until I could—literally—no longer keep still.”

One of the first neurosurgeons he had seen—and rejected— had predicted Fox had a good 10 years left for acting. That was in 1991. By 1996, Fox was settling into the kind of job he had long envisioned—living and working in New York on the hit TV series Spin City. The situation was nearly perfect, he says, but, still, it had its stresses, especially as his disease progressed.

On New Year’s Eve 1999, the Fox family, which by then included twin daughters Schuyler and Aquinnah, was vacationing at St. John in the U.S. Virgin Islands. Snorkeling in the crystalline waters, they spotted a sea turtle. As it glided effortlessly, grazing on sea grasses, Fox continued to swim a respectful distance behind it. He noticed a chunk missing from a flipper and wondered what kind of ordeals the turtle had survived.

When he got out of the water, he had a revelation that he still doesn’t completely understand. He told Tracy he would retire from his hit TV series Spin City. Just like that. Good, she said, and hugged him.

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30

06 2009

What Drives You?

Here’s a great article I picked up off the web…

What Drives You to Success?
By: Harriet RubinTue Dec 18, 2007 at 11:56 PM for Fast Company

Ten reasons people are driven to succeed.

“There’s no success like failure,” wrote Bob Dylan, “and . . . failure’s no success at all.” Here are 10 of the most compelling “drivers” that account for the correlation between success and excess.

1. You need to make money – and to make meaning.

“Today’s generation of businesspeople is the first to face a double goal: profit and a meaningful life,” says Caroline Myss, a psychologist and author of the best-selling book Anatomy of the Spirit: The Seven Stages of Power and Healing (Harmony Books, 1996). “Never before were leaders allowed to have a heart or to ask, ‘Who am I?’ Nobody is immune to this crisis of spiritual seeking. Business has always been the solid foundation of life. But now this rock-hard level of society is finally experiencing its own spiritual cataclysm.”

2. Welcome to the United States of Anxiety.

Today there are more than 3.5 million households in the United States with a net worth of $1 million or more. Between 1983 and 1992, the number of millionaire families doubled. The stock market is skyrocketing to all-time highs; the IPO market offers the promise of instant wealth. But how long will this trend continue? Will you get yours before it all comes down?

3. If you thought climbing the career ladder was tough, try climbing without one.

The end of hierarchy has left people liberated – but also confused. “Up until the 1960s,” says Myss, “the longer you were with an organization, the more respect you gained. Now experience doesn’t count. To get to the next level of success, you need to make a quantum leap, which requires a burst of energy that many people just don’t have.”

4. The “Brand Called You” has a dark side.

Brand management is a tricky proposition. Look at what happens to brands in the marketplace: They achieve prominence and success, but they also receive criticism and suffer from mismanagement. Nike goes from being brand-management darling to being a brand problem child. How would you like that to happen to the brand called you?

5. Work is (still) alienating.

In the early 1900s, factory work was said to alienate dislocated farmers from the source – and the satisfaction – of production. Work today is perhaps no less alienating. “We have no role as workers anymore,” says media consultant John B. Evans. “To be divorced from doing meaningful work, such as raising a family or participating in your community, makes you feel like an imposter.”

6. Mortality has become the new morality.

After age 30, you achieve new levels of professional success and business power. After age 30, you confront your own mortality. Feelings of high accomplishment arrive simultaneously with feelings of great loss. You control your company, you control your department, you control your territory – but ultimately, you control nothing. You confront the biggest fear in your life: the fear of your death.

7. Leadership has become dangerous to your health.

Leaders today feel trapped in a role from which they cannot escape. “People start projecting on you,” says addiction-compulsion specialist Mary Bell. “Sometimes, when you go to a dinner party, the people around you are enthralled by all that you do and say. Everybody’s seducible. Other times, you feel like you’re invisible.” Followers and leaders fall into patterns of helplessness and powerfulness – and wage a civil war through sabotage and mutual distrust.

8. Chaos – if it’s out there, it’s in here.

The world is changing so rapidly and so unpredictably that a product that’s hot one moment will be cold 10 seconds later. At the birth of the Information Age, Marshall McLuhan made a point that’s more true now than ever: If it works, it’s obsolete. Fleeting success is a prescription for insecurity.

9. Your life is one extended report card.

“At the halfway point in your life, a qualified success is subjectively not much better than a gross failure,” says Daniel Levinson, author of The Seasons in a Man’s Life (Alfred A. Knopf, 1978). Either you’ve made it big or you haven’t. You no longer fit into the category called “Shows promise.”

10. You believe that you’ve sold out.

“Whether in the Harvard establishment or at the heights of American business, people feel that they’ve embraced authority and sold out a fundamental aspect of their own soul,” says Jungian analyst Nathan Schwartz-Salant. “They feel they might have been a different person, a better person, if they had gone another route.” You feel the need to justify the choices you’ve made – so you end up wanting to destroy not who you are but who you never became.
From Issue 18 | September 1998

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