ELEPHANT ALERT!

Are you a quitter? Are there things that you want to do professionally and personally that, over time, are beginning to seem out of reach? Are you tempted to quit?

Would it surprise you to know that the strategies most people and organizations employ to achieve their objectives actually keep them from tasting success?

Here’s the elephant in the office: Too many people think that in order to get ahead, they’re supposed to look behind. In pursuit of prized objectives, some organizations make it a practice to focus on what’s not working, who’s to blame, all their problems and what they don’t like about each other.

It’s no wonder people quit; the relentless analysis of why we’re not good enough dismantles the fortitude of the strongest amongst us.

Maybe quitting – something – is the best option.

STOMP THE ELEPHANT

Perhaps it’s surprising: quitting is part of the formula for success. And what we quit is the key.

Here are the top three things you can quit doing to guarantee progress towards your goal:

1. Quit looking for the evidence that you’re not making progress;
2. Quit depending on or allowing external circumstances to determine your emotional state;
3. Here’s the big one. This key has an ironic twist. It’s a step that most people don’t take, but you can: Quit focusing on what you should quit doing and begin focusing on what you should do.

We should never quit pursuing what it is we want to achieve. What we should quit are the practices, behaviors and beliefs that stop us from accomplishing our objectives.

In the name of achieving your dreams today, what will you quit?

Where will you lead – where will you stomp elephants – today?

WHAT APPEARS TO BE

How much money do you need to be happy? How fat does your wallet have to be before you will say, “Okay. They’ve satisfied me. My paycheck is big enough. I’ll never b*%#! and moan again”?

Most people find the idea of “being bought” insulting. Yet, do you know bosses that fall for this approach? They think they can “buy” productivity.

WHAT MIGHT BE

A group of bosses within a large company that is struggling have shared, “Morale will improve when the stock price increases.” In other words, don’t worry about how people feel; just help them make more money and then they’ll “be happy.” (Some are no longer wondering why this company is struggling.)

Readers who have done their research are cringing. Morale is a measurement of the past – and a predictor of the future. This is a cause and effect world – and morale is most assuredly a cause variable.

You can buy a person’s time, but you can’t buy their discretionary efforts, their ownership mentality, their willingness to contribute to a healthy team and fight for a cause.

You can’t buy morale.

WHAT CAN BE

Money is a motivator. It’s a remarkable way to ‘keep score,’ and determine who wins. All of which means, money is an outcome.

The wisest amongst us don’t make money the target; instead, they focus on the variables that deliver the most money: trust, ingenuity, collaboration, communication, execution, motivation, etc. And not so ironically, when these things are in place, people are happier.

And they make more money.

You don’t lead money, you manage it. But you can lead people. How effective are you?

What is the difference between what “might be” and what “can be”?  You decide.

WHAT APPEARS TO BE

What the boss announces: “We need to cheer up around here. Morale is down.”

What the team thinks: “Oh jeez. Not again. What will it be this time? A ropes-course over the Grand Canyon? Or maybe we’ll sing ‘We are Family’ to the rhythm of ‘We Will Rock You’…and still get lousy results.”

Such teams have it right: Morale is overrated.

But – gasp! – isn’t that leadership heresy? No, it’s not. It’s overrated because some bosses confuse what morale is.

WHAT MIGHT BE

When “morale is down” the average boss tries to fix it. Resources are spent on motivational speakers and posters with trite quotes – in an attempt to “pump up the troops.”

Like one who attempts to cure a headache with aspirin, these bosses mask what is – and delay treatment for a patient who may be in critical condition.

WHAT CAN BE

Morale is a symptom. It’s an outcome. It’s the effect of these three causes:

1. The ability one has to influence others and him or herself (leadership);
2. The potency of the environment (culture);
3. The capability to create greater results (business).

When any person perceives a drop in their ability to experience and execute the above, morale drops. When no steps have been taken to improve the proficiencies in the above three areas, might it be insane to attempt to “cheer others up”?

Morale is a key to success. Whether your team has it or not is an indicator of the leadership work that was done yesterday – and the type of work needed today.

As you move forward, will you focus on fixing the symptoms in your business – or building greater capabilities?

What is the difference between what “might be” and what “can be”?  You decide.

WHAT APPEARS TO BE

This is the era of the “super-size me” approach to business. One of you won’t do. Your company needs two.

This is a time when companies are looking for the quickest way to build stock price. There are many gimmicks those on the top floor can use to achieve this – yet research shows those companies who SUSTAIN greatness do it because they are filled with leaders who lead people, not just manage numbers.

WHAT MIGHT BE

The “lead by numbers” approach means “do more with less.” Which means we have finally solved the fast-food mystery: people are super-sizing their meals not because they are hungry; they’re up-sizing in an effort to super-size themselves. They’re hungry for a way to be super.

WHAT CAN BE

Here’s the paradox: people want to be great. People are naturally motivated and inspired. They ALREADY come to work in a super size – a size that is more than enough to get the numbers the top floor wants. Yet, too many companies are using this approach: they’re tearing people down, and then racing to see who can build up their people first.

News flash: only one of you is needed.

(Don’t believe other people want to be great? Look at yourself. A bit pretentious, isn’t it: to think you’re the only one who has this desire?)

Let’s begin something by taking control again. Let’s live in our own, pure motivations. Let’s promise ourselves that we’ll never forget – and daily tap into – our own desire to be great. And then act out of that greatness.

Who cares if those on the top floor make more money than we do. We’ll get something that no one should be without: self-worth and dignity…and the regular size combo meal.

What is the difference between what “might be” and what “can be”?  You decide.