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2010

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I run into a surprising number of people who explain away their lack of organization and discipline by emphasizing the importance of maintaining freedom and flexibility.  Sadly, what they desire eludes them because the truth is that the more organized and disciplined you are, the more freedom and flexibility you will have. Freedom and flexibility without organization and discipline is simply illusory.  If you do not know what you need to do and when you’re going to do it, life’s tasks become overwhelming and you’re forced to pursue moments of escape.  You avail yourself of your “freedom and flexibility”, but you cannot fully enjoy it because you are distracted by thoughts and concerns about what you may have forgotten or neglected at work or home. Contrast this with being more organized and disciplined.  With good organization, you’ll know what you need to do, when you need to do it and…

Wondering if you’re an effective leader? A good gauge to consider is how inquisitive you are. The best leaders are insatiably inquisitive. They keep asking why. They dig for answers. They’re keenly aware of what they do not know. They are disciplined learners. I believe everyone is a leader. While reach and effectiveness vary, everyone leads to some extent whether they want to or not. We lead by action or inaction, by speaking up or remaining silent and by pursuing knowledge or remaining ignorant. If you do a gut check and find you’re not inquisitive anymore, chose to change course. Make a list of what you don’t know and begin to learn. Dig for answers. Keep asking why. Become insatiably inquisitive to become an effective leader again.

Feeling stressed, strained, worried or overwhelmed by all your tasks and responsibilities?  Read on… Anytime you do something more than once, pause to consider how a more efficient approach could save you time instead of just doing enough to complete the task now.  The key is to always calculate time savings on an annual basis and to take this approach with a lot of tasks.  Over the course of a single year, the efficiencies accumulate and have a significant impact.  This is what I call the accumulated efficiency effect. Let’s say you type a very similar two paragraph email twice a month.  It takes you four and a half minutes each time.  Whenever the occasion arises, four and half minutes never seem costly enough to put a better process in place. What if you took thirty seconds to save the text as a template?  Now you’re saving four minutes twice…

Most people will tell you they hate meetings. They’re left over from the days of only being able to share information by being in the same room together.  We have so many more options today, but people insist on pretending it’s still 1940.  People are checking their email, intranets, wikis, dashboards, twitter, etc. while in the meeting, but whomever calls the meeting isn’t thinking about how to use those tools to eliminate the need for the meeting in the first place. So do meetings still serve a useful purpose? I’d say so, when strictly limited to gathering people to leverage their experience, knowledge, creativity, etc. in real time to collaborate and solve a problem together.  If you’re booking conference rooms and blocking everyone’s calendar just to share information, give status updates, etc., you’re wasting everyone’s time.  If you don’t care about wasting time, try calculating the accumulated wage cost for…

Think about all the things you need to get done, whether at work, home or another context. Now think about the things on that list that are quick or easy and the things that are time consuming or challenging. Compare the two lists. Consider which is populated with tasks that are more transformational for you and others, will have a bigger impact or will help you leap, rather than simply step, ahead. Inevitably, the list with time consuming or challenging tasks stands out, but it’s not where most of us spend our time. The gravitational pull when we awake each morning is to be attentive to the quick or easy stuff. As the day goes on, we struggle to fit in anything else. If you want to consistently leap ahead, have an impact and be transformative, start your day doing the difficult work first.

I’m leading my company, The Karis Group / Kare360, on a quest in 2010 to become a national leader among small business at how we find, interview and train new hires (“FIT” process).  The goal is to become the best in our peer group and to establish The Karis Group as an known, appealing and magnetic employment brand. Why do this?  Well, if we don’t have the best people, we won’t have the best company.  If we don’t have the best company, we won’t be able to deliver the best products and services.  If we don’t make our team better with each hire, at best we idle, at worst we decline compared to our competitors.  People are our business and among the things we have to excel at, to be better at than anyone else, is how we find, interview and train new hires. Consider today how strategic you are throughout…

In one of my college English classes, I was given an assignment along with everyone else to write a book review. I was getting good grades on these routine assignments, but was sick of writing them. I actually wanted to become a better writer, not just earn a good grade. I decided to risk failure and petitioned my teacher to let me write a fictional story based on a character in the book. If I neglected to put in the effort, I’d accept a failing grade, but I needed him to agree to not fail me simply because I didn’t stick to the assignment or couldn’t write good fiction. After some persuasion, the teacher finally agreed. I worked really hard on that paper because I was a complete novice at writing fiction. I ended up doing ok, but not as well as I would have done writing the book review.…

Let’s say you manufacture keyboards.  When someone asks what your company does, you respond, “We design and manufacture keyboards.” What if you changed your response to say, “We help people interact with computers.”  Suddenly, you have a lot more opportunities in front of you.  You can let the creative juices flow and design the next generation of devices that allow people to tell a computer what to do. Be careful of defining your purpose too narrowly.  Out of a desire to focus, you might miss what you really do and stifle innovation.

Stories inspire. Rules constrict. Stories are memorable. Rules are very forgettable. You’ve seen them, or maybe you’re part of or are leading one now – an organization that is managed by rules. Do this and don’t do that, binary instructions that assume people operate like computers. Better organizations and leaders use stories to guide their people. Sure, a few rules may be needed here or there, but stories about a wowed customer, a loyal employee or someone or something you want to emulate are far more effective. Leading by telling more stories plants memorable reference points that provide inspiration and guidance for how to behave, in everyday situations and in ones never contemplated by a set of rules. So stop looking for bigger binders for that ever expanding book of rules, policies or procedures that everyone wants to burn. Start looking for and telling stories. Agree?

I was at a golf tournament a few weeks ago and watched some of the world’s best players work their way around the course.  One of the things you notice, and hear great golfer’s talk about, is that while they take dead aim, they also plan on where to miss. Why would the most accomplished golfers in the world plan on where to miss?  It’s because the game is hard.  They can’t execute perfectly every time.  If something goes slightly wrong, they want to make sure their ball lands in a safe area so they’ll have a chance with their next shot. The same lesson applies to life, whether personal or business.  You cannot execute perfectly every time.  Most of the decisions you make will be impacted by circumstances and events that were unforeseeable or beyond your control.  Plan for the miss and give yourself some margin for things to…