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FLASHPOINTS

We’ve heard the safety presentation by the flight attendants regarding the use of oxygen masks should there be a sudden drop in cabin pressure. If we’re going to provide optimum, longterm value to our team, we must take care of ourselves first: physically, spiritually, mentally, and emotionally. Creating time for things like working out, regular break times, proper rest, and better planning to avoid the constant need for late night work contributes to that goal and sends a powerful message about priorities to our family and teams. Even taking time off to volunteer for a worthy cause does wonders for team morale, a sense of team cohesion and spiritual fulfillment. How are you ensuring that both your and your team’s needs are being met? Maybe you should ask them.

Nothing is less attractive than a “professional” second-guessing themselves. It hurts morale, sales, networks, and even the attraction and retention of good teammates. Our highly competitive society craves talking to, learning from, and being in community with other high performers, where excellence is the minimum standard for success. It’s up to us to figure out how to be the best in our industry, and how to be the best possible versions of ourselves. That involves choice—the choice of striving for excellence in all we do. This doesn’t mean being snooty when telling others about ourselves and our pursuit of excellence, but it does mean having confidence in ourselves, our abilities, and the path we’ve chosen to master. What are you doing to increase your self-confidence and your abilities?

Dig the well before you are thirsty. Chinese Proverb.

Nurture your mind with great thoughts for you will never go any higher than you think. Benjamin Disraeli.

Coaches and mentors reveal themselves throughout our lives—in school, the workplace, and even in our social circles. But have we always been ready to receive them? Being coachable requires taking the time to be aware of our gifts, attitudes, and limiting beliefs—and also being open to wisdom that others might impart to us. Self-awareness is key, which requires us to be humble and to give our egos a swift kick in the rear! Just like the saying, “You can lead a horse to water, but you can’t make him drink,” there is only so much experience and know-how these people can pour into our lives—the rest is up to us. Are you ready to receive? What do you need to do to be more coachable?

Everyone’s a consumer and a marketer. As consumers, we’re accustomed to questioning relationships, products and brands because we’ve all been bitten in the past—we’ve learned something we didn’t like, or our expectations simply weren’t met. And, as marketers, we’re even more vulnerable; from global competition to shrinking consumer budgets, to the white noise from social media channels, we’re left with only one way to respond: tell it like it is! We’re all a little suspicious of glitz, glam, and flowery slogans, but we find power in truthtelling and sharing exactly what consumers need to know to make the best decision for them. With time, we’ll start developing fans; and when that happens, they’ll tell others. How can you be more authentic with your personal and professional messaging?

High achievers recognize the importance of positive imagery and visualization to obtain the loftiest of goals. We understand that, in every area of our lives, we should have a defined vision that guides our daily journey. But how often, and how effectively, have we expressed our vision to the people we’ve entrusted to help us? A better question is, have they caught the vision bug? It may seem “adequate” to thoroughly articulate the specific job duties we expect our team members to accomplish, but we really want more than that, don’t we? Vision TRAINING and vision ADOPTION for every stakeholder is crucial for optimum productivity and accomplishment. How have you ensured that your vision has become your team’s vision?

Our journey toward significance, influence, and achievement likely began with a simple vision, known only to ourselves (and perhaps a small band of believers). As we gain momentum, however, and begin to enlist supporters to our cause, we need to make the journey less about us and more about them. Enduring success requires we ensure our own agenda is aligned with the best outcome for the entire team. To increase team member engagement and inspiration, each action and every communication must come from the framework of “we”, not “I.” When we transform our thinking and recognize that our primary mission is about serving our teams, then trust, cohesion, and allegiance will most surely follow. And next? Success! How often do you use “I,” when you should be saying “we”?

If only success could be as simple as placing our order from the take-out menu and waiting for it to arrive at our doorstep or be delivered through our car window. Ah, but that’s wishful thinking. That kind of success is cheap and rare, only attained by lottery winners (and those winnings are often quickly lost). The rest of us have to get in the kitchen, blend the ingredients and grind the coffee beans ourselves. Translation: it takes sustained, positive action, following a proven plan, and heading in the right direction to realize enduring success. World changers, dream builders, and achievement seekers consistently take small steps every day toward their goals and fullest potential. So what recipe are you engaged in to complete your order?

If you want to achieve a high goal, you're going to have to take some chances. Alberto Salazar.

Serving others should be an honor and a privilege, not a duty. Theodore Mouser.

16What type of work environment have we created for our team? Is it stuck in the industrial age, serving the needs of the system, or is it serving the needs of the people? Yes, flexibility in the areas of working hours, leave arrangements, and working from home are crucial to improving team member engagement … but true flexibility is when people are given a chance to do something special, to take on a new challenge, to achieve mastery in some new area of interest. As the economy shifts and change occurs faster than ever, our teams must keep pace. But it’s only a loyal, energetic, and fully engaged workforce that makes those transformations quickly. So what do you need to do to create that type of environment for your team?

While there are guidelines for how to work at our peak, we’re all unique creations, so there are no hard and fast rules. As leaders, we need to show others the way to peak performance, but it starts with understanding our own habits and needs. Ask these questions: Is slow and steady best, or is an impending deadline better? Are you energized being around others in your industry, or is it better to work with just a few close colleagues? Does travel suit you well, or do you prefer to stay home? Whatever the answers, we must be aggressive in factoring them into our schedules and our environments—the world needs us at our best as often as possible. What are the things that help you perform at your peak?

The following quote is from an unexpected source, yet it’s full of wisdom. On an episode of the television show Glee, one student says to another’s father, “Help your son honor his gift.” Like that father, we need to consider the important role we play in the lives of those around us—helping them to achieve their goals, moving them closer to their fullest potential, or helping them avoid crucial mistakes. We need not overcomplicate relationships … they’re simply about being available, listening, asking probing questions, offering encouragement and an occasional nudge toward a more focused sight picture. Simply put: serve others. This amounts to a significant contribution to their life! How are you being a mentor or coach in someone else’s life?

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