Tuesday, 15 January 2013

Train Yourself to Be an Optimist: 4 Steps

Optimistic people are happier, healthier, more successful, and have longer lives. You can be one of them.
Big Stock Photo

Some people seem to have a sunny disposition, while others always focus on the darker side of things. Are they just born that way? Yes, to some degree, says Jason Selk, mental coach and author of Executive Toughness. But it may surprise you to learn that you can mentally train yourself to change your outlook on life toward the more upbeat.

"We're born with a range of potential for optimism or mental toughness," Selk says. "Human beings are made up of thoughts, feelings and behaviors, and thoughts control both how we feel and how we behave. We aren't prisoners of those thoughts. We can choose the way we think, and in so doing, choose our entire life experience."

Optimists lead better, longer lives. During the 1960s, Martin Seligman used personality questionnaires to sort Mayo Clinic patients into optimists and pessimists. When he followed up with those patients 30 years later, the optimists were 19% likelier to still be alive. "If you're an optimist, you'll live longer than if you were a pessimist," Selk says. "And you'll be healthier, happier, and more successful during those years."
Is that enough to convince you that training yourself for optimism is well worth the effort? If so, here's how to get started:

1. Switch your thinking from problem to solution.
Selk notes that human nature is to focus our attention on problems and dangers, probably a leftover survival mechanism from our past as prey for wild animals. So it's important to make a conscious choice to switch. "Any time you catch yourself focusing on a problem or self-doubt, ask yourself: 'What is the one thing I can do differently that could make this situation better?'" Selk advises.

That will get your mind focused on solving problems rather than worrying about them, and give you more confidence and a better chance at success. Try to make this switch within 60 seconds of having a problem-focused thought.

2. Give yourself a mental coach.
"Many of us feel more confident and perform better when someone is cheering us on," Selk notes. "Yet being a high performer requires that you watch, evaluate, and are accountable to yourself."

The solution, he says, is to mentally conjure up someone who has served as an inspiration, mentor, and role model. If you're faced with a daunting task, ask yourself how this person would advise you, or handle the challenge himself or herself. "Ask yourself: 'What would so-and-so do if she had two reports and only 24 hours to complete them both?'" Selk says.

3. Take 30 seconds each day to visualize success.
"Set an alert on your calendar to remind yourself to replay this self-image video daily," Selk advises. "This simple mental training exercise dramatically increases the likelihood you will achieve your win, and it will improve your mood."

To be most effective, your mental video should be as specific as possible, with details as to where you are and what you're doing in this successful future, he adds. "That will elevate a vague life plan into a true vision that you can use to transform the way you think about yourself and your future."

4. Give yourself pats on the back.
I actually reach back and physically give myself a pat when I've accomplished something. You don't have to be that literal but however you do it, "Develop the habit of recognizing your 'done wells,'" Selk says.

Don't wait till you've finally finished that huge project or made that successful presentation. Instead, recognize incremental successes and accomplishments. "Take a few seconds per day to ask, 'What have I done well today?'" Selk says. "This simple gesture reinforces optimism on a daily basis. The answers inevitably add up to help you develop self-confidence, which is extremely important for high-level performance."

SOURCE: www.inc.com

6 Things Really Powerful Leaders Do


Not everyone is ready or willing to lead. Here are six things you'll need to master to move masses, inspired by Seth Godin's latest talk.
Lead bike with followers

According to Seth Godin and his new book The Icarus Deception (Portfolio), more than 100 years of industrialization have led to institutionalism, and the glorification of being a follower. Living in the safety net of what has already been proven allows for a modicum of success, if any, and a whole lot of mediocrity. Most importantly, the impact you'll leave on those around you by doing only what is expected is sure to be minimal. As Seth asked from the stage Wednesday, "Will anyone really miss you when you're gone?"
No need to reiterate exactly what else Seth says in his new book. Buy it yourself. But I will share the inspiration I took away, and how it's already driving my own actions as a leader. Use these tips to masterfully lead your tribe and as Seth encourages: "Ship your art."

1. Build on Your Own Authenticity

You know when you are in your zone, and when you are just playing the game to get ahead. Everyone does what they need to do to make the machine work. But powerful leaders are authentic. That doesn't necessarily mean they are well liked. They are however comfortable in their own skin, and they create an environment around them that supports their worldview. This way they can thrive and create with little resistance. Own who you are and wear it proudly.

2. Clearly Define YOUR Following

Today's technology and Internet connectivity more than ever provide opportunity to attract followers and lead. Accept, however, that not everyone is your follower.  Determine the attributes of those who will gain from what you can teach, share, and sell. Don't assume that just because you're a boss, you're a leader, or that being an entry level employee makes you a worthless cog in the machine. Your followers exist around every corner. Broadcast your vision. Attract them with your inspiration. Ignore everyone else. Truly, there just isn't enough time and energy to make everyone a convert. The most powerful leaders focus on where they are going and trust that the right people will follow. Make your voice heard so they'll find you.

3. Break Away From What You Know

No one has it all figured out. Even Albert Einstein and Thomas Edison had to experiment to discover the truths of science and invention. But today knowledge is easily accessible. Experience brings comfort but that comfort can become a prison or worse, a death chamber as the world changes around you. Today's world is moving fast and you need to constantly explore. Learn broadly so you can assess where the opportunities and dangerous hazards lie ahead. Respect every day as Seth's concept of a blank slate, applying what you know and re-exploring the status quo. Then you can create new art that is moving and valuable.

4. Make Yourself Vulnerable

Failure is painful, embarrassing, hard, frustrating, and at times, devastating. Yet without it growth and massive success is all but impossible. Limits will never be truly tested without the risk of breakage and destruction. On a smaller scale, learning new things is filled with constant, disheartening failure. I remember four weeks of Spanish immersion as an adult. I spent five hours a day being wrong and feeling stupid. Yet the breakthroughs were exhilarating and beneficial. Just a simple mind expansion opened doors beyond my expectations. The CTOs who never really explore marketing or the CEOs who never learn to write will forever limit themselves and leave room for their competitors to blaze new trails. You don't need to be an expert in everything, but the broader your exposure, the more language you have to connect. Learn the things you need to learn, meet the people you need to meet. Stretch, risk, grow, and revel in the risks and rewards ahead.

5. Be Generous to Your Tribe

What's the point in having a following if you are not going to lead them anywhere?  Followers sign on because they believe you can enlighten and enhance their existence. Share what you are learning and what you produce. Don't worry that it's not perfect. Include them in the process. Let them engage and share in the experience. Give them the gratitude, recognition, and encouragement to step up and lead in synergy with your vision.

6. Allow Time to Work Its Magic

So many people race against the clock as if time is their enemy. But people who lead use time as a powerful tool for change. People need time to absorb new ideas and determine a course of action. Following a leader helps but credibility comes with time and consistency before followers will amass. Lasting impact comes not from a single incident but from a steady consistent march forward. Embrace the blessings that come with patience.

People choose to lead for different reasons. Some can't help themselves and others find it the only way to maintain their material needs. Whatever your motivation, leadership brings great responsibility. It's hard. It's intricate. It's risky. It's certainly not always pleasant. But the highs from the successes well outweigh the lows from the failures. I for one will continue to risk and ship my art. Thank you Seth for the added inspiration.

SOURCE: www.inc.com

3 Ways to Manage Your Impatience


Are you frustrated with your own impatience and the pace of others? Here are three ways to cope and make time your friend.

 
So many people consider time an enemy. Entrepreneurs feel the pressures of technology changing, competitors gaining advantage, or limited funds running out. Managers race against quarterly deadlines and performance targets. Young people push to get ahead before their expenses eat up their savings. All of this results in feelings of anxiety and impatience.

Impatience has its benefits as well. It creates drive, speed, and action. But many valuable opportunities are lost due to impatience. Most great business models and effective marketing programs require time to develop, prove, and take hold. Some of the best things are truly worth waiting for.

Still, it can be excruciating to wait for the world to catch up with what's already finished in your head. Few that are successful are ever truly patient. They have learned to manage their impatience and use it to their advantage. Here are a few ways to make the passage of time more tolerable and effective.

1. Reward and Reflect on Midpoint Milestones

So many people drive themselves crazy focusing on the end goal that they lose sight of the accomplishments along the way. The bigger the project, the more steps to get there. Every milestone deserves a celebration and a post-mortem. Every midpoint is an opportunity to reward the performance of the people involved helping to motivate their ongoing efforts.  Then together you can analyze, refine, and improve in a structured manner.

These activities will help you feel less anxious as you manage expectations for time-frames and accomplishments. The detailed analysis will give you additional specific action steps going forward to improve your progress and move the project along a little faster. Create a detailed plan and a structured post-mortem process so you can revel and refine.

2. Bring Friends Along For the Ride

You can be your own worst enemy when in an impatient mode of operation. In 2008 my industry and company collapsed and I had to begin a 3-year journey of rebuilding from scratch. With few resources I had no choice but to go it alone... sort of. I knew it would take time to rebuild and that I was the only one who could do the work. But I included friends and colleagues on my journey. I spent time on the phone and in person discussing my plans and soliciting support and response.

The feedback was immensely helpful and helped me gauge my progress. Not only did my friends soften my anxiety, but keeping them informed allowed them to offer solutions and opportunities along the journey. Most importantly, they helped me keep my sense of humor when things were most frustrating. Set aside time to share your journey with those who care about you. Encourage them do the same. That's what bars are for.

3. Engage in Alternative Activities

Back in 2001, I had to rebuild my real estate finance company after a previous downfall.  Even though I knew clearly what needed to happen, I also knew based upon available resources it was going to take a while. If I could have done every job myself, it might have gone faster, but of course, I was reliant on others internally and externally. The business could only move as quickly as employees, vendors, and customers would allow. I was faced with a choice. Abandon the plan or let it take the natural time to succeed. My early approach as an entrepreneur was to simply push harder. This time, I realized that applying more energy would only cause more stress internally and slow the process down.

So instead, I backed off. I disengaged. I found alternative activities to occupy me. I engaged heavily with the Entrepreneur's Organization building learning programs and holding board positions. I used the time to learn, and build a bigger and better network.  Instead of applying 100 percent of my energy to the rebuilding company, I only applied the 25 percent required since the same results would have occurred regardless of the energy expended. Now the company grew on its own merits. My time focused elsewhere resulted in greater opportunities and benefits when the company was ready, and I was no longer needed all the time.

Long-term projects are valuable and worthwhile. They can kill the competition and create great wealth. Learn how to manage your impatience and apply the right amount of energy to a project so it can take its natural course and achieve exponential results. Accept that the greater the complexity, the greater the benefit, and the longer it will take to reach its full potential. Forcing it to move at an unrealistic pace is like trying to teach a pig to sing. It wastes your time and annoys the pig.

SOURCE: www.inc.com

One Leadership Skill That Will Set You Apart


This skill probably isn't one you've ever thought about developing--and that's a big mistake.
businessman standing in spotlight
 
I recently wrote about control freaks, and was surprised by the feedback I received regarding one suggestion--to be more vulnerable. For many, vulnerability signifies weakness and incompetence. They believe it has no place in leadership where authority and strength must be maintained.
I worked with a founder-turned-executive for several years, encouraging him to be more vulnerable. He is a brilliant visionary and leader. However, he had a bad habit of hulking up when he felt fear or insecurity. Rather than be vulnerable and reveal his self-doubts, he would let his emotions (and the underlying shame) morph into an aggressive force field to keep people out. Unfortunately, it only served to shut out the people whose support he needed most.

I told him, "You don't have to be vulnerable with everyone--that would be exhausting--just with people who matter. Your family. Your business partners. Your girlfriend."

Leadership gurus have extolled vulnerability's importance and TED talks have espoused the power of vulnerability, but what exactly is it? And why do we humans collectively suck so bad at it.

Vulnerability is taking a risk, stepping into the emotional unknown, and exposing who you really are. You're comfortable showing your deficits as well as your assets.

Vulnerability is when you can admit you're wrong and take responsibility for your part in a conflict. By claiming your role in the dysfunction, you are better positioned to de-escalate a situation and to work toward a resolution.

Vulnerability is when you can give honest appraisals of a person or situation. Saying what you really think isn't always easy. If fortified with compassion, however, it can be the quickest route to building trust with another person.

Vulnerability is when you can encourage others to be better than you. You aren't intimidated by another's big success. You're inspired and challenged by it.

Vulnerability is recognizing when you're having an emotion and naming it. It's the opposite of posing.
Vulnerability goes a long way to build trust and loyalty, create stronger connections between partners and teams, and mitigate conflict. So why is it so damn hard?

Simply, it pushes us into the unknown and primes us to experience one of the hardest emotions there is--shame.
Shame is that emotional punch in the face the moment when your worst fear is realized. You know the moments.

In a conversation with someone, she off-handedly verifies the thing that you're most insecure about. There it is. It's out. Your cover is blown. The fear that you're not smart enough, successful enough, thin enough, caring enough, or whatever enough is, in fact, true and being exposed right at that moment.

Or, you're new to a company or social group and have no idea what to do or how to act. Your deepest insecurities are out in full force. The insecurity you feel is a form of shame. The posturing you do to cope is a way to slam the door on vulnerability.

What you do in these moments has the potential to set you apart as not only a great leader, but also a great person.

There is one caveat. Some people are just not safe to be vulnerable with. They will distort, minimize, or use it against you later. Decide who has earned your authenticity and trust. Then lean into vulnerability by being honest about what you're feeling. Find the humor and laugh at yourself. Empathize with everyone else's crazy insecurities. Take a risk. Be open.

Because most of us suck at it, if you can master the art of vulnerability, you have a distinct advantage. It may very well be the one leadership skill that endears you to others, creates unwavering loyalty, and sets you apart from the pack.

SOURCE: www.inc.com

Saturday, 1 December 2012

5 Things That Really Smart People Do

Don't get in the way of your own learning. Here are five ways to step aside and continue to increase your smarts.
Einstein
 
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Most people don't really think much about how they learn. Generally you assume learning comes naturally. You listen to someone speak either in conversation or in a lecture and you simply absorb what they are saying, right? Not really. In fact, I find as I get older that real learning takes more work. The more I fill my brain with facts, figures, and experience, the less room I have for new ideas and new thoughts. Plus, now I have all sorts of opinions that may refute the ideas being pushed at me. Like many people I consider myself a lifelong learner, but more and more I have to work hard to stay open minded.
But the need for learning never ends, so your desire to do so should always outweigh your desire to be right. The world is changing and new ideas pop up everyday; incorporating them into your life will keep you engaged and relevant. The following are the methods I use to stay open and impressionable. They'll work for you too. No matter how old you get.

1. Quiet Your Inner Voice

You know the one I am talking about. It's the little voice that offers a running commentary when you are listening to someone. It's the voice that brings up your own opinion about the information being provided. It is too easy to pay more attention to the inner voice than the actual speaker. That voice often keeps you from listening openly for good information and can often make you shut down before you have heard the entire premise. Focus less on what your brain has to say and more on the speaker. You may be surprised at what you hear.

2. Argue With Yourself

If you can't quiet the inner voice, then at least use it to your advantage. Every time you hear yourself contradicting the speaker, stop and take the other point of view. Suggest to your brain all the reasons why the speaker may be correct and you may be wrong. In the best case you may open yourself to the information being provided. Failing that, you will at least strengthen your own argument.

3. Act Like You Are Curious

Some people are naturally curious and others are not. No matter which category you are in you can benefit from behaving like a curious person. Next time you are listening to information, make up and write down three to five relevant questions. If you are in a lecture, Google them after for answers. If you are in a conversation you can ask the other person. Either way you'll likely learn more, and the action of thinking up questions will help encode the concepts in your brain. As long as you're not a cat you should benefit from these actions of curiosity.

4. Find the Kernel of Truth

No concept or theory comes out of thin air. Somewhere in the elaborate concept that sounds like complete malarkey there is some aspect that is based upon fact. Even if you don't buy into the idea, you should at least identify the little bit of truth from whence it came. Play like a detective and build your own extrapolation. You'll enhance your skills of deduction and may even improve the concept beyond the speaker's original idea.

5. Focus on the Message Not the Messenger

Often people shut out learning due to the person delivering the material. Whether it's a boring lecturer, someone physically unappealing, or a member of the opposite political party, the communicator can impact your learning. Even friends can disrupt the learning process since there may be too much history and familiarity to see them as an authority on a topic. Separate the material from the provider. Pretend you don't know the person or their beliefs so you can hear the information objectively. As for the boring person, focus on tip two, three, or four as if it were a game, thereby creating your own entertainment.



SOURCE: www.inc.com

Printing without Ink: Startup ZINK Imaging is giving inkless printing a new look.


Last week, a number of new technologies were announced at DEMO, a conference in Palm Desert, CA, where startups are unveiled. One company, called ZINK Imaging, impressed the media by offering a new way to print pictures without ink. By rethinking printing, ZINK, a spinoff of Polaroid, claims it can make ultraportable printers that can fit in a human hand or be integrated into digital cameras and cell phones. 

The company’s trick is to use a novel type of photo paper that changes color when heat is applied, says Steve Herchen, chief technology officer at ZINK. “It’s the first new printing technology for digital printing that’s come along in more than a decade,” he says. There are a number of benefits that come with the new technology that aren’t available with today’s portable printers, he adds. At the top of his list is not worrying about running out of ink. People would still need to buy special photo paper, but the goal is to make this paper, which is expected to cost from 20 to 25 cents, ubiquitous.
Another benefit that comes out of the new printing approach, Herchen says, is technologists’ ability to make the printer small enough to embed in portable gadgets. “If you look at any printer that prints with ink, you’d see that a fair amount of space is taken up by ink cartridges, ink ribbons, and the mechanisms to manage them,” he says. With the ZINK printers, all of that bulk can be eliminated.
Historically, printing has been divided into several camps. Many home-office printers are inkjet, a relatively inexpensive technology that squirts ink from cartridges directly onto paper. More expensive laser printers use another approach that creates images using electrically charged colored powder, called toner. The third technology is called thermal printing. The most common type of thermal transfer printing uses a ribbon, similar to that in a typewriter, says Eric Hanson, manager of marking technology at Hewlett Packard Labs, in Palo Alto, CA. The ribbon is pressed to the paper, then heat is applied with a thermal printhead to transfer color. “Essentially, there’s a color that can be vaporized from a ribbon and stick to paper that’s designed for those dyes to stick to them,” Hanson says. An example of this technology is found in Kodak’s Easy Share Camera and Printer.

ZINK’s printing technology is a first cousin of these traditional thermal printers. In fact, the company uses a thermal printhead similar to what’s on the market today. “The printheads aren’t unique to ZINK,” says Herchen. “The technology to drive them is well-known. However, we’ve adapted them in a special way so that heat can be applied to ZINK media.” Unlike the existing technologies that use thermal printheads to transfer color to paper, the new media has the color embedded in it, in the form of dye crystals that are clear at room temperature. The thermal printheads have been modified to selectively bring out the color in the dye crystals. 

To make ZINK photo paper, which Herchen says feels exactly like regular photo paper, the researchers start with a white plastic sheet as a base material, then add very thin layers of dye crystals. The dye molecules that make up these crystals are structured in such a way that the crystal is transparent. When heat is applied, the molecules change their physical orientation from a crystal to an amorphous glass, a process that releases color. 

The configuration of the crystal layers–yellow on top, magenta in the middle, and cyan on the bottom–is a crucial element in the printing process. When these layers pass through the thermal printhead, says Herchen, they are heated by 300 tiny heaters per square inch. And in order to bring out the appropriate color at each pixel, the temperature and amount of time each heater is on is precisely controlled. The crystals in the yellow top layer require the highest temperature to show their color but the shortest amount of time. To turn on the cyan bottom layer, the heaters operate at their lowest temperature for the longest amount of time. Bringing color out of the magenta middle layer requires heating times and temperatures somewhere in between.
“[The printer] is doing combinations of these pulses for every single pixel,” says Herchen. To produce a green pixel, for instance, the heating element would turn on some yellow layers with a quick, high-temperature pulse, cool back down, and then turn on cyan with a longer, low-temperature pulse. It takes only tens of microseconds to deliver these pulses. In a typical two-by-three-inch picture, which takes less than a minute to print, there are approximately two hundred million heat pulses.

A technology based on thermal heating begs the question: how easy is it to ruin the paper before and after one has printed a picture? Herchen says that laboratory tests have shown that the paper–both before and after printing–doesn’t change colors at temperatures as high as 70 °C (158 °F). And if placed in sunlight, the picture will fade at a rate similar to that of other thermal printings and many inkjet printings: about 5 to 15 years. 

Some analysts think that ZINK’s technology has the capability to change the way people think about photos. “Right now, we’re still relatively formal about photos,” says Chris Shipley, executive producer of DEMO and cofounder of Guidewire Group, a technology research firm. People take pictures, collect them, and put them in books, but if they’re taken with a cell phone, often they stay there, she says. “The idea that a photo can be a note, a moment captured and shared quickly, is something that ZINK enables,” Shipley says. In the short run, she says, the technology could make photo sharing more casual.

Herchen says ZINK has plans for two products by the end of the year: a stand-alone portable printer and a printer integrated into a digital camera, both producing two-by-three-inch pictures. While the printer can be designed into tiny gadgets, it can also be integrated into larger electronics, and Herchen expects that within the next few years the printing technology could also show up in computer towers, laptop computers, and even home television sets.

SOURCE: http://www.technologyreview.com

Want to Grow Fast? Then Slow Down


There's an art to maintaining a rapid growth trajectory. Ironically, you may have more success by taking things slowly.
shuttterstock
 
Every entrepreneur wants their company to grow, and grow fast. But this is a classic case of "be careful what you wish for."

Admittedly, fast growth is a nice problem to have--Avondale is a twice-listed Inc. 500 company and the fastest-growing professional services firm in the U.S. We've gone from a five-person start-up to a 30-person, international organization. But we've had our bumps along the way. We've found that we actually grow faster when we refocus on a few key priorities. We've learned that sometimes you need to slow down to grow fast.

One of the keys to our current growth trajectory has been "strategic retrenching." By pushing too hard to grow too fast in too many directions, we have ended up inhibiting our growth. One benefit of running a smaller company is the ability to take advantage of your nimbleness to venture in new directions. But if you choose too many paths or stretch into ventures that are far from your core business, it opens you up to failing at all of your endeavors.

Last year was a case in point. We started the year firing on all cylinders. We had long-term partnerships with a series of companies that were right in our sweet spot: helping companies grow a small business into a big business. Responding to this growth, we went on a hiring spree and attracted some great talent (another nice problem to have). But as we brought on the new people, rather than have them focus on serving our existing business (ostensibly why we hired them), we branched into new efforts that leveraged our new hires' varying backgrounds. We rapidly kicked off a series of brand-new ventures that were related to but not focused on our current client base and required investments of time and money.

The result was less success, rather than more. The team was working harder, not smarter, and the more time and resources we invested in the new initiatives, the further away the return moved. Additionally, our core business was beginning to plateau--we were still moving in the right direction, but at a slower rate.

After a tough look in the mirror, we realized that we were spread too thin and rather than doing a few things well, we were doing a lot of things just okay. We changed course and refocused the full team on a few things that we had the bandwidth to accomplish quickly.

Within a quarter, this refocused strategy produced huge results. We retained and reinvested in our existing book of business, landed two new partnerships in our core business and closed a partnership deal in our principal investing business. All it took was slowing down and concentrating our top-notch team on achieving a few key priorities.

Being nimble is a huge advantage of small, growing companies, but there's an art to choosing which new opportunities to chase, how and when. When we move into our next growth initiative, we'll make sure we take it slowly.
Send us your questions on managing your growth trajectory. We can be reached at karlandbill@avondalestrategicpartners.com.


SOURCE: www.inc.com