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Behaviors Archives - Moellering

10 Things Successful People Do Every Day

H ave you ever wondered if there is a secret formula for being successful? Why is it that some people seem to have a Midas touch while others struggle to get by? American historian, best-selling author and keynote speaker Kevin Kruse recently interviewed more than 200 highly successful people, a group that included seven billionaires, 13 Olympians, and accomplished entrepreneurs from many walks of life. One simple question provided a tremendous amount of insight. The question was: “What is your number one secret to productivity?”

One simple question provided a tremendous amount of insight. The question was: “What is your number one secret to productivity?”

Avoid meetings like the plague

Notorious time killers, meetings can derail positive progress in a hurry. Billionaire Mark Cuban advises, “Never take meetings unless someone is writing a check.” If you find meetings are absolutely necessary, keep them short and to the point. Stay focused.

Process everything just once

How many times have you gotten a memo or an email and you read it, set it down and put it in your to-do-later file. The next day, you glance at it again but still take no action. Finally, on the third day, you finally respond to it. Time spent looking at it the first two days was wasted time, since you didn’t take action until the third day. Make it a point to finish what you start so you can maximize the use of your time.

 

Carry a notebook

Many people consider Richard Branson to be the standard by which entrepreneurs are judged. His secret to success is having a notepad handy at all times. Regardless of how technology savvy he and his company may be, Branson is most comfortable writing down ideas on paper when they appear in his mind. Doing so gives him a starting point from which to build a more robust concept later. Writing things down allows the idea to have a place to live, freeing his mind to focus on other things.

 

Live in minutes, not hours

The absolute most valuable commodity in the universe is time. Successful people try to use every minute wisely.

The absolute most valuable commodity in the universe is time. Successful people try to use every minute wisely.

To that end, why schedule a meeting for an hour if you may really only need 37 minutes to accomplish what you set out to achieve? Using every minute to its fullest helps a person simply get more done, and do so more efficiently.

Schedule activities through calendar only

How many people spend time creating to-do lists that somehow never get fully realized? Studies show that only 41% of items on to-do lists ever get done. This lack of resolution leads to something known as the Zeigarnik Effect, a fancy term indicating these unresolved tasks will cloud one’s mind until they are resolved. Instead of creating these self-imposed mental distractions, schedule everything through your calendar and leave the to-do lists for the amateurs.

 

Limit distractions

Remember how excited we all were when email was first created, and we could instantly communicate with others with just a few keystrokes? How do we all feel about emails today? What used to be a welcome new addition has become, for many, a pesky gnat that won’t go away.

Like any other task, emails need to be managed. Limiting time spent reviewing emails will help you focus more and be distracted less, allowing you to accomplish so much more. Be sure you are managing emails and not letting emails manage you!

 

Create a consistent routine

Having a solid foundation for starting one’s day off right leads many successful people into hugely productive days.

Having a solid foundation for starting one’s day off right leads many successful people into hugely productive days.

Habits can vary from person to person. The key is to find what works for you that makes you feel good, provides energy and propels you to attack the day with vigor and purpose. For some, these habits include a morning run or yoga. Others prefer eating a healthy breakfast or a period of mediation. Find what works for you and do it consistently.

 

Master the art of delegation

Successful people don’t need to have their hands in everything. They simply want projects to get done. Those who understand delegation realize it’s about the task, not the person, and completing the task is far more important than having an active role in the process. The more that can be outsourced, the clearer the mind to focus on the things that really matter.

 

Prioritize the important things in life

The most successful people on Earth find time for the things that matter. Going back to Richard Branson, he often breaks midday from work to go kitesurfing. This activity provides an opportunity for him to clear his mind as he focuses on staying upward in the water, while serving the added bonus of being a great form of exercise. Nothing like clearing one’s head while doing the body good!

Work hard, but be prepared to walk away when the work is done. Make time for those who are important in your life. Have family dinners. Be present for the kids’ recitals. Take the family vacation and extend it an extra three days, just because. When you prioritize what matters, it creates a balance that makes everything else become that much easier and more enjoyable.

Article written by Dave Clark, Staff Writer and Editor at TTI Success Insights.

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My Personal Civil War: What Happens When Behaviors or Motivators Clash

S ome people call it an internal struggle. Others call it a “me-me” conflict. I like to call it my personal civil war. Many of us have one (or more) of these internal conflicts and they tend to cause us mental anguish, often on a daily basis.

This “me-me” conflict comes when either primary behaviors or motivators are contradictory to each other and clash. These conflicts make us want to go in more than one direction at the same time, creating internal discord. Learning to manage these internal conflicts is necessary in order for us to maintain our sanity, let alone be productive.

Many of us have one (or more) of these internal conflicts and they tend to cause us mental anguish, often on a daily basis.

These conflicts explain why some people want to win the lottery but won’t buy a ticket. Or, why others who pledge to get in shape in the morning are spotted at the donut shop and fast food restaurant by lunchtime. With these opposing mental forces pushing and pulling us in different directions, we often concede to the behavior or driver that is strongest.

Understanding behavior

Based on the behavioral science known as DISC, there are four very different and unique behavior stylesDominance, Influence, Steadiness and Compliance. Nearly all of us have one factor that has a stronger intensity than the others, making it our primary behavioral style.

Dominance refers to how people address problems and challenges. A high-D usually embraces challenges and places a high value on hitting goals. Whereas, a low-D is cautious and calculating when dealing with conflict or challenges.

Influence refers to people and contacts. A high-I is often seen as a people-oriented communicator and an optimistic team player. Someone with a low-I style, may excel behind the scenes and preferring to work alone.

Steadiness refers to a person’s pace and consistency. A high-S is composed and resistant to change, wanting to focus on one task at a time. On the flip side, a low-S may have an impatient and impulsive nature and enjoy multi-tasking.

Compliance refers to how people respond to procedures and constraints. A high-C style is a conscientious perfectionist. High-C’s think very systematically and make calculated decisions based on detailed facts. Yet a low-C can be opinionated and unsystematic, not always based on facts.

Behavioral conflicts

As a high-D with an extremely low-S, I tend to focus on completing tasks in record time. The low-S indicates a need for speed, that, coupled with my high-D, means I love to dive into things quickly and I am eager to drive for results, which can make me impatient.

When I am editing my blogs, I raise my C to focus on my attention-to-detail. Doing so slows me down tremendously, to ensure that every word is the right word in the right context, placed in the proper tense and spelled correctly. Since I don’t believe in Spellcheck, maintaining a laser focus is essential to execute the editing. (Yes, the “e-based” alliteration was by design, another factor that requires a very specific focus.)

Making myself slow down and focus on such minute details conflicts with both my desire to complete my project (high-D) and my need to do it quickly (high-S). Therein lies the conflict.

Understanding motivators

Motivators are the things that make us get out of bed and do the things we do, day in and day out. These are the why behind our behaviors.

When viewed through the science known as 12 Driving Forces®, there are six key areas that each possess two distinct drivers or different motivations that impact your decisions. These six areas on which the drivers are based around are knowledge, utility, surroundings, others, power and methodologies.

Motivators are the things that make us get out of bed and do the things we do, day in and day out.

Motivator conflicts

Resourceful vs. Harmonious

Conflicts can abound within the Driving Forces. For me, my biggest conflict occurs between two of my strongest drivers, known as Resourceful and Harmonious. Harmonious speaks to enjoying the experience, living in the moment and having balance in one’s surroundings. Resourceful speaks to driven by maximizing efficiency and returns for investments of time, energy and resources.

While Harmonious indicates that I want the space I occupy to be visually appealing, it costs money to beautify one’s surroundings. My Resourceful driver often feels like “luxuries” such as nice living spaces isn’t maximizing my resources. Thus, a conflict arises.

These same two drivers do battle anytime I want to plan a vacation. Creating memories by traveling to exotic lands are something that I truly enjoy because my Harmonious driver craves this. My Resourceful driver, however, has a hard time justifying spending thousands of dollars on a week or less of enjoyment, money that could be “maximized” better paying off the car, house or credit card bills.

Harmonious vs. Receptive

The Harmonious driver also conflicts with another one of my leading drivers, my Receptive driver. This speaks to me driven by new ideas, methods and opportunities that fall outside a defined system of living. Simply stated, it means I like to try new things. Sometimes, however, when I begin to juggle too many different things at once, it negatively affects my Harmonious making me not “enjoy the moment” and ultimately resulting in increased stress.

Behavior and motivator conflicts

The “civil wars” don’t just happen inside the realm of behaviors and motivators exclusively. There can be crossover conflicts, as well.

High-D vs. Harmonious drive

For example, my high-D behavior that focuses on results is often in competition with my Harmonious driver which likes unity and balance in my surroundings and relationships. Often, it’s hard to achieve balance when you are up against deadlines trying to get results.

The “civil wars” don’t just happen inside the realm of behaviors and motivators exclusively. There can be crossover conflicts, as well.

High-C vs. Harmonious drive

Conversely, when I raise my C in editing mode, it sometimes also conflicts with my Harmonious driver. Case in point, the chorus of a song I wrote entitled “Lonely No More.” Music is all about creating something that sounds pleasant to the ear. The chorus of my song contains the words, “I’ll never be lonely no more.”

These words, with the music behind it, flow free and easy and sound exactly as I intended when I wrote the song. But then my adapted high-C kicks in, and reminds me that I have created a double negative that makes no sense grammatically. If being a writer wasn’t my day job, it probably wouldn’t be a big deal. But I am, and knowingly creating something grammatically incorrect makes me feel very uneasy, even if it sounds good.

I fully understand that the song would be grammatically correct if I were to change the line to be “I won’t be lonely anymore” or “I will be lonely no more.” However, my Harmonious will have none of this, because it simply doesn’t sound as pleasant sung with either of these two variations. (Trust me, I’ve tried it, and I hate it.) I wrote this song in 1996 and this internal struggle still bothers me almost daily.

High-I vs. Altruistic & Resourceful drivers

An interesting fact is that while my Influence (people-oriented) behavioral style scores a 93/100, indicating that I’m clearly a people person, I score a 0 on my Altruistic driver. I generally like people and prefer to be around them, especially socially, but I feel no responsibility to fix the world’s people problems. I sometimes feel guilty when I don’t give the homeless guy my spare change, because I am people-centric, but between my lack of Altruism and high Resourceful (wanting to maximize my resources), I ultimately decide to keep that spare change in my pocket.

Conclusion

We all have daily internal conflicts that we have to fight through. Understanding and identifying these issues, especially what they are and how much power they have over us, can be a huge factor in learning how to properly deal with the conflicts. Doing so can help create a little more balance and a little less stress in your life, which can be great, especially if that sort of thing appeals to you.

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10 Ways to Get Out of Your Own Way and Achieve the Success You Deserve

I t may be easy to cite someone we consider to be successful, but it’s not always as easy to figure out exactly how that person became successful in the first place. Most of the time, success or failure is staring us in the mirror. If we fall into bad habits, including filling our heads with negative thoughts, we may find ways to self-sabotage our own endeavors that can lead to our own undoing.

Inspired by an article written by Larry Kim of Inc., being aware of your pitfalls is the first step in overcoming them. If you have an important goal you’d like to achieve, it’s best to avoid doing these ten things:

 

1. Comparing yourself to others

There are over seven billion people in the world. You’ll be better than some, just as easily as some will be better than you. If you are judging your value solely on how you stack up against others, you will be fighting a battle you likely won’t win. There are very few people who are the absolute best in the world at what they do, and the odds are stacked against you that you are one of those people.

If you are judging your value solely on how you stack up against others, you will be fighting a battle you likely won’t win.

The key isn’t necessarily to be the best; the goal should be to do the best you possibly can and to be better than you were yesterday. If your progress is consistently moving forward, chances are you will be successful.

2. Being afraid to fail (excessive risk mitigation)

I had a friend who wanted to open a brewery. He was an amazing brewer who made better beers than most commercial operations. He had tons of experience on the amateur level and was well schooled, graduating from the esteemed Siebel Brewing Academy. He had every tool needed to be a successful brewery business owner, except one. He was a professional risk mitigator.

Instead of moving his project forward, he’d continuously review his business plan, tweaking and tinkering, always trying to mitigate risk. While due diligence is important, there is such thing as too much thinking. In trying to mitigate risk, he mitigated his entire brewery concept because it never opened. So consumed with what could go wrong, the project never got off the ground. Sometimes you just have to trust yourself and go for it.

3. Becoming complacent

When you feel like you’ve reached a place where you just can’t improve any more and have nothing further to learn, an alarm should sound, flashing lights should go off and a mechanical punching bag should activate. The world is constantly changing and there is always something new to learn. While there’s nothing wrong with being confident in one’s abilities, complacency is the place where the world passes you by.

4. Losing faith in yourself and your abilities

Having doubts is a normal part of life and entirely natural. Doubts can be the fuel we need to double down on our efforts to accomplish a goal. However, continuously second-guessing yourself can be unhealthy and can retard forward progress on goals, if not sabotage them altogether.

“It is human nature to feel confident about yourself one moment, and doubt yourself the next. Some of that has to do with life experiences while other times it can be caused by a shift in chemicals within the brain. Regardless of the cause, maintaining a steadfast belief in yourself and your abilities is what will power you through, day in and day out.”

5. Surrounding yourself with negative people

The reggae artist Lloyd Brown shares wisdom in his song Know Yourself when he says “You need to fly with eagles and no walk with chickens.” It’s much harder to aspire to greatness when you hang out with mediocrity or less.

In no way is this referencing someone’s socioeconomic status. The negative in the term “negative people” refers to people who do very little to better their own lives while spending time denigrating others for attempting to better theirs.

Energy exists in the world. The more you surround yourself with positive energy, including positive people, the more energized you’ll feel. You are much more likely to achieve greatness if you are operating out of a positive energy state more often than not.

6. Thinking you’re not good enough; having “perfectionist” theory

Certainly, there is nothing wrong with trying to improve. If you are passionate about something, your goal may be to try to become the best you can possibly be. Sometimes being good, or even excellent, needs to be good enough. If you don’t understand this, you may forget to enjoy the ride.

It doesn’t matter what you do or the scale of that particular endeavor. Maybe you make donuts for a living or maybe you are a garbage collector. Perhaps you’re a major league ballplayer or a fiction writer. Regardless of the endeavor, the key is to do your best, but not get hung up on trying to be perfect.

Even the greatest in the world have off days. The seemingly unhittable pitcher Nolan Ryan, author of seven no-hitters, found a way to lose 292 games during his career. I have yet to find anyone that would consider Ryan to be anything close to a failure.

7. Basing success solely on finances

When do you know that you have “made it?” How do you judge your own success? While it’s understandable that entrepreneurs will often judge their success or failure by their bottom line, there are so many other factors that go into whether or not a person or a business is truly successful.

Money generated is one factor, but other factors include: how many jobs has your company created for others? How much revenue has your company generated for your community? Have you created a product that has made the lives of people in your neighborhood better? Certainly, money can be one area where one judges success, but it should never be the sole consideration.

8. Wasting time on regrets

Maybe we tried something and failed. Maybe we failed to try something we should have. Whatever the case; it’s time to move on. Living life in the past, dwelling on things that went wrong, or didn’t happen at all, is neither productive nor inspiring.

Living life in the past, dwelling on things that went wrong, or didn’t happen at all, is neither productive nor inspiring.

Everyone gets five minutes to feel sorry for themselves. Then it’s time to get off the mat, believe in yourself again and start making forward progress.

9. Using words that lack action

On their 1983 blockbuster album Pyromania, Def Leppard declared, “Give me action, not words.” A perfect theme for an album that is the soundtrack for the 80s big hair generation, it also applies to life in the everyday world. What good is talking about doing something if you don’t actually do it?

It’s great to visualize an idea, and part of that visualization often includes verbalizing your ideas. Verbalizing your intentions to do something brings that idea to life. However, ideas without action behind them are meaningless. Picture your idea in your mind, verbalize it, then begin immediately to put that idea into action.

Picture your idea in your mind, verbalize it, then begin immediately to put that idea into action.

10. Envying success of others

There is nothing wrong with admiring people who have achieved success. In fact, having role models can be a great way to help you visualize what your ideal situation looks like.

For example, as a musician and a bit of an aspiring entrepreneur, I completely admire Sammy Hagar. Not only is he a fantastic songwriter and performer, he’s capitalized on his celebrity by creating multiple, highly successful brands, including his Cabo Wabo Tequila and his Sammy’s Beach Bar restaurant locations.

The key is to admire, and not to envy, those who have found success. I view Hagar as an inspiration who earned what he has by putting every ounce of passion into his craft. Now he gets to bask in the rewards of all his hard work. Rather than waste a moment being envious, I envision myself being similarly successful, and maybe one day celebrating that success over some of that Cabo Wabo with the man himself.

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Mentoring Using DISC

L eading a successful team can be compared to a directing a musical performance, such as a classical orchestra or choral concert. Individuals who bear little resemblance to each other often need to learn how to harmonize and respect the differences they bring to the team. Their diversity in style and substance, when properly harmonized, makes beautiful music.

It is rather easy for a conductor to identify who plays what instrument. It is no less important for managers to know the behavioral or work styles of the individuals they manage and how they can best contribute to the organization.

Behavioral styles, such as DISC, can tell a lot about how a person will typically behave a majority of the time. The DISC indicators can be considered predictors of how a peer or colleague might approach a challenge or influence others to their way of thinking.

Being able to adapt to people who possess different behavioral styles is the key to success in both business and in life.

Being able to adapt to people who possess different behavioral styles is the key to success in both business and in life. Since behavioral styles are observable, it’s easy to determine someone’s style and react accordingly.

As someone who specializes in mentoring, I often discuss ways a mentor can best work with a mentoree, even with very different behavioral styles. While the examples below illustrate the mentor/mentoree relationship, these skills can be applied between any two people communicating in any setting.

DISC Defined

DISC is an acronym that stands for Dominance, Influence, Steadiness and Compliance. The science of DISC explains the “how” a person does what they do, and can be a strong predictor of future behavior.

When someone scores higher in one particular area of DISC compared to the others, they are considered “high” in that particular factor. High-D’s are all about results. High-I’s are about interaction. High-S’s seek stability while the high-C is all about following rules. This basic understanding helps to illustrate how to identify various behavior styles when entering a room with other people.

Working with an opposing behavioral style in a mentoring partnership

Sometimes, you might be paired with someone because of their career trajectory or technical expertise but find that you do not share much else in common. Here are some ideas for working with a partner whose DISC style feels in opposition to your own:

A high-D and a low-D — For the high-D adapting to the low D: Slow down. Drop the intensity. Create a safe learning environment.  If the low D feels calm and comfortable, they are more likely to admit “I don’t know” or “This is where I need help.” Low Ds like lessons to follow and a forum to discuss problem-solving options.

A high-I and low-I — Outwardly, these two styles share very little in common — one is people-oriented and the other is task-oriented. One tends to trust indiscriminately while the other tends to remain guarded and untrusting. The high-I will have to respect the low-I’s low-trust level and will need to seek to build trust gradually. Ask the low-I for their input while planning development activities and for their impressions on how comfortable they are with stretch assignments.

A high-S and a low-S – In this relationship, the calculated decision maker must adjust to a high-risk taker. In other words, someone who prefers a slower pace (high-S) needs to work with someone who moves quickly. The high-S will need to pick up the pace when communicating with the low-S: cover only the high points and strive for directness.

A high-C and a low-C – Because the high C and the low C are both task-oriented, the area of potential conflict lies within the scope of compliance and risk taking. The risk-averse high-C competes with the low-C’s need for independence which can many times cause a considerable amount of tension. The high-C will need to give the low-C honest feedback if they are tackling problems with little regard for the possible ramifications of a quick decision.

Using DISC to design developmental activities

No matter which style each partner brings to the relationship, savvy mentors will look for opportunities to move the mentoring meetings beyond philosophical chats and/or venting sessions. In other words, to maximize learning, mentors should engage the mentoree in a variety of situations and developmental experiences.

To maximize learning, mentors should engage the mentoree in a variety of situations and developmental experiences.

To keep your mentoree engaged, consider their DISC style (both highs and lows) when designing development activities.  For example:

High-D’s, high-C’s or low-I’s – Tend to put tasks before people, so they struggle with interpersonal skills. If the goal is to enhance people skills — ask your mentoree to consider investing one day each month listening to the concerns and needs of his/her employees or peers.  Encourage them to look for opportunities to help someone talk through a project with which they are struggling.

High-I’s or high-S’s — These two behavioral styles have trouble setting clear standards and holding others accountable – particularly people over whom they do not have authority. In this case, perhaps the goal would be to work with your mentoree to create a project management system for following up on outstanding tasks and action items.

Low-S’s or high-D’s —These two styles tend to struggle with maintaining emotional intelligence during difficult times/situations. The ideal developmental activity would be to identify someone for the mentoree to shadow who is going to lead a team through a difficult conversation about a failed project.

Low-D’s, high-S’s or high-C’s — These styles need time to think things through before making a decision or taking a risk. To help build confidence in decision-making and risk-taking, encourage your mentoree to journal about what holds them back from making a decision. At your next mentoring meeting, discuss the pros and cons of the decision and an action plan for moving forward.

DISC as a guide for mentoring meetings

When meeting with a high-D or high-C: Expect these meetings to be brief and to the point.  Be sure to show up on time and prepared to dive into business.

When meeting with a high-I: Provide a friendly and fun environment. Give them plenty of time to talk. Remember they get pretty excited about things – lots of things – so you might need to ground them a little.

When meeting with a high-S: Just like the High-I’s, they need a friendly environment. Don’t rush headlong into business, give them a chance to break the ice and warm up to you. Always give them time to think things through. Be sure to send an agenda ahead of the meeting so they know what topics you would like to discuss.

When meeting with a high-C: Be sure to show up on time and stick to business. Don’t expect the meeting to run a full hour if they run out of things to discuss. Be careful of appearing too lighthearted, casual or showy and be sure to follow through on your promises. Just like the High-S’s, they will appreciate an agenda sent ahead of time.

Conclusion

Whether you are in a mentor/mentoree relationship or simply communicating with a friend or co-worker, understanding and being able to adapt to differing behavioral styles is the key to great communication and success in work and in life.

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