Find Your Passion: 25 Questions You Must Ask Yourself By Henri Junttila

Find Your Passion: 25 Questions You Must Ask Yourself by Henri Junttila is a self-help book that encourages people to find their passion and get the life they want.

Finding your passion is about exploration, living the life of your dreams, getting out of your comfort zone, overcoming obstacles and bringing out your inner joy.

Passion is waking up energized and motivated to do the things you love. It means being able to persist through adversity.

To identify and live your passion, Henri Junttila poses 25 questions that will help you assess yourself, overcome roadblocks and successfully create your life goals.

Find Your Passion: 25 Questions You Must Ask Yourself By Henri Junttila

Self-Assessment

First, you must get to know yourself, your strengths and weaknesses, your interests.

Your definition of passion

According to Henri Junttila, you must first discover what the word passion means to you and what it means to people around you. You must also be able to envision yourself living a passionate life and find out how it feels to be passionate.

Keep in mind that your passion is personal, internal and intrinsic to your being. It is not what society, friends and family tell you it should be.

Talents, strengths and weaknesses

Everyone has a gift and it is your duty to find out what you are gifted at because most of the time, your passions lie within your gifts.

Besides, tapping into your strengths will make you a happier person. Not doing so will definitely make you feel miserable, out of focus, burnt out.

It is therefore detrimental to:

  • Explore every single one of your interests and natural inclinations. For example, what do you find yourself naturally talking about? People can have several passions. They should explore all of them and see which ones resonates the most.
  • Remind yourself of your dreams, strengths and passions as a child.
  • Analyze the reasons why you are interested in certain activities.
  • Evaluate the advice that is requested from you and the advice that you give.
  • Take strengths and weaknesses assessment tests.
  • Analyze your situation, how people feel about you.
  • Do things that are out of your comfort zone.
  • Value your natural gifts.
  • Find out how you can apply your strengths in different areas of your life.
  • Don’t take advice from people but instead follow your gut.
  • Strengthen the connection to your inner voice. Your intuition has your best interest and can never lead you astray.
  • Determine what angers and disturbs you so you can avoid settling for mediocrity.

Making A Life Plan

Goals ate milestones. They are there to measure your progress and your passion.

  • Figure out your life goals in five or ten years.
  • Identify the pros and the cons of success. Check if they are worthwhile and if you can tolerate them. Usually the benefits outweigh the drawbacks.
  • Work like you will succeed and dream like you cannot fail.
  • Visualize your goals, yourself living a successful life and take the steps needed to achieve that.
  • Detail your plan and the life you want.
  • Improve your problem solving sills.
  • Don’t make assumptions.

Finding Your Passion and Self-sabotaging

We are sometimes our worst enemy. Our assumptions about people or about ourselves are hard to shift or to disable. And sometimes, they can hold us back.

To get rid of the debilitating assumptions that you make about yourself:

  • Find out what you hate, what would hinder you as a human being, what you wouldn’t do, what would go against your core values.
  • Trust your gut.
  • Don’t impose limits to your imagination.
  • Change your perspective on your problems.
  • Review your systems of belief and integrate the ideas needed to succeed.
  • Don’t listen to naysayers. This is hard because naysayers are mostly family and close friends who are afraid of facing their own realities and who are afraid that you will outgrow them.
  • Dream big but don’t settle.
  • Don’t give up on yourself and your dreams.
  • Don’t allow yourself to get overwhelmed.

Overcoming Factors Out Of Your Control

In life, there a numerous obstacles to success and to happiness: money, death and other factors.

Indeed, money or lack thereof is limiting. People need money to go after their passion, to recover from failure, to have the opportunity to explore, to remove fear.

However, finding your passion is all about being resilient and understanding that not everything is going to go your way. You must also:

  • Understand that to every problem there are multiple solutions.
  • Understand that nothing will never be perfect and that there is no right time to start.
  • Don’t be afraid of failure or of success. Work like you cannot fail.
  • Follow your passion whether you have money or not.
  • Even when facing obstacles or feeling stuck, take baby steps no matter what.
  • Think about your own death and the legacy you want to leave. Thinking about your own death will help you prioritize and focus on the essentials.

Review

Find Your Passion: 25 Questions You Must Ask Yourself by Henri Junttila is a relatable, quick and easy to read book that helps you to get to know and love yourself just the way you are.

It is primarily written for people who feel lost in the world, who are fearful, who go through life without passion or without a clear purpose. The silver lining is that it’s never too late to find and follow your passions.

In Find Your Passion: 25 Questions You Must Ask Yourself, Henri Junttila was able to share all this useful information in such a concise book. He also provides us with additional insightful questions and a complete workbook, which makes the book completely unreadable without a paper and a pen.

It is imperative that you keep this book close by, that you take your time to answer these questions and that you don’t censor yourself. Your answers may not come to you at first but you can always revisit the book.

Be authentic with the world and with yourself and you will never fail.

Favorite quote(s)

When I see people limit themselves, I get angry. I see the potential in people, but they don’t do anything about it. They settle for mediocrity, and they believe they can’t do better.

Living a passionate life doesn’t happen overnight. It’s hard work, and it’s not as glamorous as people make it out to be. However, this doesn’t mean you shouldn’t go after it. It simply means that it takes more work than you’d expect.

Ratings 4/5

Author

Henri Junttila

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Overcoming Procrastination & Becoming More Proactive

Whether you work from home or go to the office, procrastination plagues everybody.

However, a leader has no room for procrastination. Leaders who procrastinate are ineffective, unproductive and unaware of their own abilities.

They are unable to make the right decisions at the right time, to take action, to bring forth their vision, to reach their goals, to effectively manage their time, to discipline their thoughts and behavior, to properly manage uncertainty.

Consequently, followers start questioning their leadership potential and credibility.

Wondering how to stop procrastinating and to become much more proactive?

Overcoming Procrastination & Becoming More Proactive

What is procrastination?

Contrary to popular belief, procrastination is not being lazy. Instead, procrastination is a defense mechanism.

Procrastination is the action of putting off an important yet unpleasant task, it is avoiding pain and pushing it back for later, it is neither starting nor completing a task.

Procrastination is ruled by fear, memories, avoidance of negative emotions, avoidance of pressure. Procrastination is often times linked to being a perfectionist.

Everybody procrastinates in different areas of their lives. You are a procrastinator if you:

  • lack motivation and resilience.
  • are often overwhelmed and frozen by tasks at work.
  • are afraid of failure or success, are afraid or paralyzed by the limelight.
  • don’t know where to start, are waiting for the right time and for everything to be perfect.
  • don’t find the time.
  • don’t feel like doing anything.
  • are waiting for all your ducks to line up in a row.
  • make excuses for your excuses.
  • doubt yourself and the task that you have to undertake.
  • don’t meet deadlines at work.
  • unable to make decisions or are motivated by the last minutes pressure.

How to stop procrastinating?

Leaders don’t have the luxury to procrastinate because it is similar to self-sabotage. However, they are all subject to it to some extent.

Indeed, the more the task is daunting , the more we push it back. The more we push it back, the less time we have, the more the task becomes daunting.

Stop procrastinating will help you gain a sense of satisfaction and will increase your chances of success.

  1. Take care of yourself first and foremost. Procrastination can affect different aspect of their lives as well.
  2. Assess your strengths and weaknesses, be confident in your own abilities and maximize your potential.
  3. Stay positive, think about your past successes and boost your leadership self-esteem.
  4. Identify your purpose, your goals and understand the 80/20 Principle.
  5. Find meaning and satisfaction in your job.
  6. Learn self-discipline and increase your emotional intelligence. This will help you monitor what you say about yourself and to yourself, make clear and immediate decisions, to fight and understand your emotions. Don’t be afraid of challenging the status quo. Don’t let fear dictate your behavior and your decisions.
  7. Avoid overwhelming yourself, overthinking or over-analyzing a task. Measuring how difficult the task is and being afraid of failure will deter you from achieving any consequential result.
  8. Our perception of pain is programmed by past society and by past experiences. To get rid of that perception, visualize your success and your task accomplished.
  9. Write down what you have been procrastinating on and why. Write down 3 tasks that you must do. Work 5 minutes on each task successively without distraction.
  10. Break down on task in smaller feasible steps. Take the first step, focus on one step at a time and create momentum.
  11. Prioritize these steps: discern urgent tasks from important tasks, use the 80/20 principle. Take care of the hardest and most important task first and focus your energy on that.
  12. Estimate and isolate the time needed to execute your task. You can set a deadline and use a timer
  13. Commit to your tasks.
  14. Measure your progress and remind yourself of your accomplishments.
  15. To manage your time appropriately, anticipate obstacles, withstand challenges and find solutions.
  16. Make sure that your workspace is organized  for the work at hand.
  17. Stay away from distractions. Stay away from internet and social media, turn off your phone, don’t check your emails.
  18. Develop a sense of urgency. It is critical to remind yourself that you will lose the opportunity, to remind yourself of the consequences of not making decisions or taking action, to remember that there is no right time to accomplish your task.
  19. Create a vision board in order to better visualize your goals.
  20. Create a routine and aim for the long-term.
  21. Don’t try to be perfect.
  22. Surround yourself with like-minded people.
  23. Watch motivational videos to get you started.

Don’t wait until you are 100% sure.  The perfect time is now.

Hope that I’ve helped you get it together on your way to leadership!

Don’t forget to like, share and leave a comment below.

Empowering Your Team & Retaining Talent

Keeping a job for a lifetime at the same company is no longer a concern for employees. Nowadays, most employees are looking to explore, to evolve professionally, to grow personally and do not depend on one company to do so. 

With the amount of layoffs in the last generation, employees have learnt to mistrust leaders and corporations. They no longer feel empowered, committed, engaged, aligned with their organization or no longer think that leaders have their best interest at heart.

However, good employees are needed to reach company goals. Leaders should be concerned when several good employees leave in a matter of weeks, when employees start performing poorly, act disengaged, take too many sick leaves, skip meetings, arrive late, are unmotivated, are overworked, unproductive or underpaid.

Wondering what are the strategies and tactics to empower your team, to maintain a trust climate, increase employee alignment and retain talent?

Empowering Your Team & Retaining Talent

What is employee empowerment?

Employee empowerment is a loosely used term.

It mostly designates the way people feel about themselves at work, the ease with which they are able to use their strengths, to freely demonstrate their talents, to achieve their purpose, to find meaning and satisfaction in their jobs.

It also stems from their ability to feel productive, confident and in control in the workplace.

Furthermore, employee empowerment is a leadership style. Leaders must feel empowered in order to empower. Indeed, they must be able to maintain self-confidence, to manage their time, to gain influence, to effectively communicate, to listen, to reach their goals and to be open to learn.

In addition, an empowered employee doesn’t need permission to do his or her work, to create an appropriate process, to control the outcomes of his or her work, to develop a personal scope.

On the other hand, employees who are disempowered don’t openly critique the organization, don’t make open suggestions, don’t challenge the status quo, don’t know what is expected of them, and are often blindsided. When employees don’t feel empowered, they tend to leave.

What are the challenges of employee empowerment?

Deciding to quit is a long process that can be triggered by various traumatic, memorable and emotional events:

  • Lack of empowerment, of recognition, validation or compensation.
  • Lack of career opportunities and possibilities of growth.
  • Lack of challenge. This creates boredom, a need for a career change and a need for more responsibility.
  • Lack of purpose. In this case, employees feel like they are not operating at their maximum potential, that their strengths are not properly used, that their jobs don’t have meaning and don’t bring them satisfactionWork constitutes an important part of your life. Therefore, making it meaningful and empowering is necessary.
  • Career disillusionment. Employees feel like their career path is not as they believed it to be.
  • Workplace toxicity and leader’s unethical behavior. Workplace toxicity comes from the fact that core values and trust have not been instilled. This can result in being influenced, in spreading toxic behavior, in feelings of being marginalized or harassed.
  • Aggressive office politics.
  • Poor communication with higher-ups.
  • Work-life imbalance and lack of flexible hours.
  • Change in personal situation (health, family, …).
  • New sudden career opportunities.

Should you hold back employees who want to leave?

Retaining young employees is the most difficult because they need more care, more validation and more training.

To increase employee engagement and to compete for talents, most organizations resort to quick fixes that provide short them results. It is essential to:

  • Accept that employees are going to leave no matter what.
  • Accept that employees who are leaving are sure about their decision.
  • Accept that the decision to leave is potentially connected to your behavior, to the company’s policy and culture.
  • Hire appropriate employees for the job in the first place by directly asking them about their needs.
  • Conduct an employee exit interview and ask your employees why they want to leave. Doing so will help you fix recurring problems within the organization and reduce employee turnover.

How to empower employees and prevent them from leaving?

To decrease employee turnover, leaders must change their mindset and rethink the company culture. Empowerment can lead to higher levels of commitment, innovation, motivation, more productivity and better relationships.

  • Determine your core values. Have enough integrity to share and demonstrate your values.
  • Be an example, demonstrate the benefits of empowerment, act ethically and a teacher to your team.
  • Assess and improve your communication style.
  • Be fair at all times and don’t pick favorites.
  • Learn to cope with change. Don’t expect immediate change and the change you envisioned.
  • Build an environment that promotes inclusiveness and unity. For example, remove the traditional organizational structures to improve communication among workers.
  • Value your employees and their expertise.
  • Listen to your employees. Ask them for advice, let them speak freely and truly consider their responses.
  • Share your vision and your story with your team in order to motivate them towards a unique goal and to check if they align with it.
  • Set high but achievable expectations for your team. Let them know about it.
  • Clearly define everyone’s activities so they don’t step on other people’s toes.
  • Help your employees identify their purpose, even if their calling is not in the organization. It would be more rewarding for them and more effective for you to remove them from the team and give them some indication of an ideal career path.
  • Increase your employees awareness. Share information about organizational policies, processes, structures, standards, decisions.
  • Involve your employees in the decision-making process
  • Learn to delegate. There is nothing more frustrating than a leader who micromanages, who needs to approve every stage of the process, who doesn’t think that their team can have the workload without them.
  • Encourage people to take initiative and to solve their own problems.
  • Give your employees autonomy and more ownership of their work. Give them the freedom to reach the company’s objectives.
  • Allow people to take risks and to make mistakes.
  • Increase accountability and avoid the blame game at all cost, especially when something goes wrong.
  • Recognize, reward your employees and show appreciation for the work that your team puts in. Help them understand that their contributions at work have a real impact.
  • Request and provide feedback often. Give credit when it is due, provide coaching and training.
  • Have an open door policy, if possible.
  • Help your employees grow professionally and personally. Allow them to succeed and be the best. Make them look good and they will reward you with good work
  • Increase benefits, avoid overwork, allow flexible hours and leaves of absence.

Hope that I’ve helped you get it together on your way to leadership!

Don’t forget to like, share and leave a comment below.

Are You Successfully Managing A Healthy Work-Life Balance? — 26 Tips For Preventing Burnout

The workplace can help us realize your potential but it can also trigger fight or flight responses in us, bring out our innermost insecurities. At work, as leaders so many things threaten our career goals, our promotions, our desires for success, our relationships and most importantly our sanity.

Leaders constantly feel the pressures of keeping up, of always being on top of everything. It is even a requirement that leaders project confidence, demonstrate optimism, or remain stoic in the face of events.

However, sooner or later, we end up sacrificing what we value most, solely keeping up with appearances, looking busy but being unproductive, spreading ourselves thin, doing sloppy work and not caring about people.

Wondering what strategies to use to improve your well-being and work-life balance?

Healthy Work-Life Balance Preventing Burnout

What is work-life balance?

Work is part of life: we spend most of our waking hours at work more than anything else. Needless to say, work and life are not opposite nor are they inseparable: lack of work-life balance has direct repercussions on our health, finances and families, creates fatigue, poor judgement, poor performance, high emotions.

Creating work-life balance is not giving equal attention to both work and life. But, it means that you are satisfied with your contributions to your life and work, that you are able to create a sustainable synergy between both so that you are fueled by them on a daily basis.

A healthy work-life balance can be motivated by life changing events or by a desire to do better. Work-life balance involves wise time management, self-discipline, and creates a better quantity to quality ratio.

Balancing work and life is hard but achievable because time is limited and we want to maximize our time the best we know how.

Benefits of a healthy work-life balance

A healthy work-life balance is an issue that mostly plagues millennials. To them, work should be enjoyable, emotionally and financially rewarding.

In many ways, it forces us to redefine success, our career and our relationships. It also helps us fulfill our needs, give us a profound sense of satisfaction, and become the best version of ourselves.

It allows you to create intention: you move with a clearly defined purpose. It is essential to manage your time and resources, level of commitment, to invest most of them in yourself and not in someone else’s dream.

It has the ability to increase job satisfaction, well-being, sense of self, self-awareness, effectiveness, adaptability, resilience, and creativity. It provides the tools to improve work performance, to revamp health, to maintain relationships, to appropriately deal with stress, and to avoid burnout.

How to create the best work-life balance?

Sometimes we are unable to distance ourselves from work because we feel indispensable to the organization, we feel threatened, or replaceable. Furthermore, achieving work-life balance is hard: some people, mostly high achievers, can feel guilty for taking time off and not investing it in their work.

However, an unhealthy work-life balance can lead to burn out, can trigger unexpected emotional outburst, heavily strain your physical and emotional well-being.

Burnout is hard to recover from. It hits you unexpectedly but is actually a slow burning process. Burnout is caused by overworking yourself, by a lack of recognition, by a lack of validation and chronic stress. It translates itself into feelings of powerlessness, hopelessness, dissatisfaction, despair, depressions, low self-esteem, feelings of being stuck and of failure.

In addition, it is detrimental to understand that living to work or sacrificing health and energy is not the way to succeed. To successfully create a healthy work-life balance:

  1. Take care of yourself first and boost your leadership self-esteem from time to time. It is cliché but it is true: when you fly on airplane, you must put your mask on first before assisting others.
  2. Be clear about your purpose. Identify the reasons why you are working, establish a personal mission statement or elevator speech.
  3. Take back control of your time, your energy, thoughts and happiness. Strangely enough, we choose the life we want to live. We chose yesterday the life we are living today.
  4. Be present and get out of autopilot mode. This will help you appreciate moments in your life and to think on your feet.
  5. Assess your strengths and weaknesses to figure out where and how to apply them, to know when and how to say no and to get the most out of work.
  6. Identify stressors, the things that fulfill you the most and those that don’t. What activities engage you the most? If your aren’t applying your strengths and interests at work, find areas outside of work to do so.
  7. Prioritize what matters most, avoid multitasking, pay attention to the vital few, keep your life simple and don’t be afraid of missing out.
  8. Align your daily activities in life and work with your values, principles.
  9. Set specific goals for yourself to increase motivation, to build up confidence and to stay focused.
  10. Be more disciplined. In order to make your life worthwhile, avoid distractions. This means that you have to shut down your phones, your television and avoid checking your emails outside of work.
  11. Be open to new opportunities, new experiences.
  12. Build real connections and learn to discern the authentic relationships by observing their actions.
  13. During the day, clear out at least one hour to relax and empty out your mind. Try meditation and a new sport. If it is not working, give yourself the space and the time to explore new things.
  14. Reduce your commuting time or avoid commuting during peak hours if possible.
  15. Dedicate more hours to sleep. Sleep is a cure for many diseases. It helps to eliminate bad toxins, to increase your focus and your job performance.
  16. Challenge your core habits and deal with change one at a time. Implementing a successful work-life balance can be overwhelming at first but it makes sense in the long run.
  17. Promote well-being in the workplace. Dedicate a specific space for work only, decorate your office with things you enjoy, be playful without being frivolous, show your employees that you take vacations and encourage them to do the same.
  18. Learn to delegate, to clearly communicate your requirements and to set boundaries. Setting boundaries help you gain respect from your employees.
  19. Stop focusing on analytics, metrics, meetings and deadlines to measure your self-worth.
  20. After work, reward yourself, leave work for the workplace and concentrate on your family and friends when you are with them.
  21. Help your employees understand that their health, well-being is more important to their productivity. That being said, monitor the most ambitious and driven employees to make sure they don’t burnout or literally work themselves to death.
  22. Value your employees and show your appreciation for their hard work.
  23. Don’t burden your employees with heavy workload and unreachable deadlines.
  24. Allow flexible hours and other activities in the workplace.
  25. Put the power of internet to good use and allow people to work from home. Employees working from home are more productive, have reduced commuting time, have less stress, are not constantly bothered by events in the office. It also allows the organization to save money on energy consumption and office space.
  26. Seek external help if needed.

Hope that I’ve helped you get it together on your way to leadership!

Don’t forget to like, share and leave a comment below.

Leaders Eat Last — Why Some Teams Pull Together and Others Don’t by Simon Sinek

In Leaders Eat Last — Why Some Teams Pull Together and Others Don’t, Simon Sinek believes that every single employee is capable of becoming a leader, of being remarkable, of exercising courage and sacrifice, of investing into the company, and of finding fulfillment at work.

Leaders Eat Last — Why Some Teams Pull Together and Others Don't by Simon Sinek

The General Role Of The Leader

In addition, Simon Sinek considers humans as hunters, organizations as tribes and leaders as those who put order within the tribe.

In modern days, leaders are perceived as dominant, are the ones that eat first, are the ones who make the most money, who get preferential treatment and most importantly are those who are supposed to protect. Indeed, they have more resources at their disposal and have to use it appropriately to ensure the survival of their tribe.

However, for long-lasting results, to gain the loyalty and respect of their employees, they must not consider their well-being above the well-being of the tribe. They must eat last.

It is the role of leaders of an organization to be courageous, to demonstrate empathy, to lay down the foundation for success, to show employees appreciation and to allow them to take appropriate risks.

The Circle Of Safety

The Circle Of Safety contains all the people of an organization. It is a safe space where employees feel fulfilled at work, don’t dread Monday morning, are willing to advance the company’s purpose.

It is an environment of increased commitment, fulfillment, gratitude and happiness, where employees are more relaxed, thrive, collaborate and work for each other.

In the Circle Of Safety, leaders and employees share the same values, pull their respective loads and are committed to the Circle.

Everyone feels valued by their peers, they know that their colleagues have their backs, they believe that they belong to something greater than themselves, that they can safely drive innovation, share ideas and express themselves freely.

By the same token, employees and leaders must independently weigh their decisions and ponder whether or not their decisions are beneficial to the group. It is wise to remember that working toward individualistic goals will hurt the group.

Leaders In The Circle Of Safety

Besides, leaders are the gatekeepers of the Circle. They set the standards, they decide who gets in and who stays at the door.

To create safety, leaders have to meet certain conditions and build a soothing company culture. Company culture in modern days is unnatural because they go against all natural needs, instincts, rights for safety and fulfillment.

If leaders want to create a Circle Of Safety, to establish an innovative, stable, robust, lasting, successful company, they must:

  • Understand that employees are not a means to an end and shouldn’t be exploited.
  • Increase employee cohesion and inclusion. They must no longer fear each other but must be willing to fight external challenges together. Moreover, there is power in numbers: when challenges arise, employees in the Circle Of Safety must put all their differences aside to reach a common goal.
  • Avoid placing money above people but place people above everything else.
  • Remember that they are the models for the organization. Therefore, they must define a clear set of values and beliefs for themselves and for their employees.
  • Inject empathy into the workplace culture and treat everyone fairly. This will make both employees and leaders more human, and make work more enjoyable.
  • Extend trust to earn trust. Trust also lies in the fact that leaders know when to follow the rules and when to break them in order to guarantee the safety of their employees.
  • Help people solve problems. They will in turn, help each other.
  • Listen to their employees.
  • Protect their employees internal conflicts and promote collaboration.

 

The Feasibility Of The Circle Of Safety

Making people feel safe, putting their well-being first is idealistic but impractical.

On one hand, people work out of necessity, are willing to stay in a job that they hate to provide for themselves and for their loved ones. They don’t want to selflessly commit to and invest themselves into the company. They are reluctant to put forth the time and effort because they are not in control and  might not receive the proper rewards.

On the other hand, it is quasi difficult to find organizations that genuinely care for their employees safety and well-being. Most of them tend to care more about reaching numbers and are willing to sacrifice people to get there.

The truth is most companies and leaders display poor character and induce a stressful and fearful culture. Employee disengagement, high employee turnover and health problems ensue.

Abundance and Abstraction

Finally, when leaders have everything in abundance, which is often the case today, they lose the real value of things.

As a consequence, the more their companies grow, the more they are out of touch with their employees and their consumers, the less they empathize with them. To solve this abstraction, leaders should:

  • Get to know their employees personally. Investing time and energy in them will transpire as appreciation.
  • Continually spread ideas, find people, connect with them, build real human relationships and bring them together.
  • Expand their company to 150 employees at most in order to remember everyone and to keep strong relationships.
  • Observe the real impact and results of their time and effort, alongside their employees’. This will consequently increase everybody’s quality of work.
  • Give people the time needed to trust, to find their way and place with the Circle Of Safety.

The Influence Of The Company Culture

The culture severely impacts the survival of the company. When there are no values, no principles, no particular beliefs, when the culture is based on numbers, reports and performance, the company is doomed to fail.

Moreover, leaders with poor character fabricate a bad culture that in turn breeds bad leaders. This is why, leaders are required to:

  • Rely on integrity and trust, spend time with the people they serve and shift their focus to the latter.
  • Find someone to lean on and to help them through hardships.
  • Discover their life purpose.
  • Work hard for what they have in order to value it.
  • Hold on to their responsibilities.

Review

Simon Sinek, in Leaders Eat Last — Why Some Teams Pull Together and Others Don’t, provides an innovative leadership strategy to build a successful organization, to increase employee engagement and fulfillment.

After Start With Why — How Great Leaders Inspire Everyone To Take Action, Leaders Eat Last is intended for millennials and promotes leadership excellence. To develop a successful organization, Simon Sinek encourages us to discover the reasons why we do what we do, to understand people and their needs, to go beyond having good competencies and good managerial skills.

In this great book, Sinek places people at the forefront of the company and demonstrates that building a company from the ground up takes on a whole new sense. He believes that leaders have to take care of the well-being of their employees first and their employees will take care of the rest.

Besides, he doesn’t claim to be an idealist, to believe that all workers love their jobs and that all leaders treat their employees well. He understands that most people work out of necessity.

Lastly, he analyzes our biological needs and transposes them to the modern working world. Our natural needs are powerful forces that we cannot control.

Favorite quote(s)

In our modern world, advancing our careers and trying to find happiness and fulfillment are the definition of success. But the systems inside us that guide our behavior and decisions still function as they did tens of thousands of years ago. Our primitive minds still perceive the world around us in terms of threats to our well-being or opportunities to find safety.

Being a leader is like being a parent, and the company is like a new family to join. One that will care for us like we are their own . . . in sickness and in health. And if we are successful, our people will take on our company’s name as a sign of the family to which they are loyal.

This feeling of belonging, of shared values and a deep sense of empathy, dramatically enhances trust, cooperation and problem solving.

Quite often, what’s good for one is not necessarily good for the other. Working exclusively to advance ourselves may hurt the group, while working exclusively to advance the group may come at a cost to us as individuals.

Leadership is about integrity, honesty and accountability. All components of trust.

Ratings 3.75/5

Author

Simon Sinek

 

Goal Setting & The 80/20 Principle — 18 Ways To Apply This Principle And Change Your Life

Strangely, this week, I found myself explaining the 80/20 principle to everyone I know. Though this principle is well-known by leaders, it is rarely applied. Leaders around the globe get flooded with information, sometimes more than they can handle. However, they have to make swift decisions and keep their most important objectives in mind.

To extract value and positivity in every situation, to improve our daily life, our institutions, our efficiency, our processes, our achievements, it is detrimental to understand the 80/20 Principle.

Wondering how to generate goals and focus on the most important ones using the 80/20 Principle?

Goal Setting & The 80/20 Principle

What Is The 80/20 Principle?

The 80/20 Principle is actually known as the Principle of Imbalance, the Principle of Least Effort or the Pareto Law, uncovered in 1897 by Vilfredo Pareto, an italian economist. In the 19th century, in England, Pareto noticed that 80% of the wealth and income was accumulated by only 20% of the population.

Furthermore, Pareto remarked that the wealth was not evenly distributed and that not only wealth was distributed in this manner. The Pareto Principle was consistently reproducible in different countries, in different times and with different sets of data.

The Pareto Principle :

  • has been justified by Professor Zipf who demonstrated that 70% of marriages happened to people living 30% within each other.
  • has been used by Joseph Moses Juran during the industrial revolution, in Japan, in order to improve the quantity, the reliability and the value of customer goods.
  • is illustrated in every cause to effect relationship. For example,
    • 20% of employees or customers are responsible for 80% of the company profits.
    • 20% of criminals commit 80% of the crimes.
    • 20% of your clothes in your closet will be worn 80% of the time.
    • 80% of our achievements happen in 20% of our time.

According to Richard Koch, author of The 80/20 Principle The secret of achieving more with less, the principle either requires 80/20 Analysis or 80/20 Thinking:

  • 80/20 Analysis: Before taking action, Prior analysis of the non linear relationship between cause and effort. This analysis is time-consuming but more detailed.
  • 80/20 Thinking: Before taking action, intuitively identify what is most important, then verify the usefulness of the 80/20 principle in the given situation. This is faster.

Why It Will Change Your Life

Generally, the 80/20 is used to prioritize, to set goals, to achieve more in less time and with less effort. It can be applied in business, in life, in any social grouping and in various cultures. For instance, in business, it helps you identify the areas where you lose time, money and where it is possible to cut your losses.

To exploit its full potential, the 80/20 principle exerts us to:

  • Spot the most important and ignore the massive unimportant.
  • Understand that every action doesn’t lead to the same outcome or even lead to one.
  • Use and work on strengths rather than weaknesses.
  • Seek shortcuts instead of taking long detours.
  • Gain more control over our lives and thoughts, our work and career selection.
  • Relax, work less and “target a limited number of very valuable goals”.
  • Transform your work habits.
  • Target a number of valuable goals.
  • Develop a healthy business strategy.
  • It is always possible to improve your skills.
  • Multiply what is effective.
  • Apply it in business to reduce costs and to generate more revenue.

Putting The Principle Into Practice To Set Tangible Goals

The 80/20 is for those who want more of their life, for the ambitious, for the goal-oriented and for the self-disciplined. Being ambitious is not synonymous to bein overworked, busy, or sacrificing yourself. To harness the 80/20 Principle, to make your dreams more feasible and to grow exponentially in any field:

  1. Discover what you are more enthusiastic about in life.
  2. Avoid investing the same amount of energy in everything that you pursue. Be strategic and identify the best 20% and invest 80% of your effort.
  3. Most people believe that goals are wishes, mere desires that they don’t believe they can achieve. Get clarity and be specific on what you want. There is no unrealistic goals.
  4. Make your goals big. The bigger the goal, the bigger the impact on your life, the higher the motivation and the longer you can maintain the vision.
  5. Make sure that these goals are self-imposed.
  6. Keep your goals simple. Simple is rare but simple is effective. Choose simplicity first. For example, identify the simplest and most standardized product, nurture the simplest 20%, make it high quality and eliminate the rest. In addition, simple businesses are better than complex ones because they deliver better value and perform better.
  7. Find ways to make your goals achievements fun. Avoid spending time on easy tasks and tune out distractions. Johann Wolfgang von Goethe said it best: “Things that matter most must never be at the mercy of things that matter least”.
  8. Avoid focusing on the negative and waiting for a positive outcome. It is necessary to let go of the customers, employees, products and processes that don’t bring profits
  9. Know your values and purpose. Then, align your goals with your values in order to feel more fulfilled.
  10. Analyze the reasons and the costs of these goals beforehand. Applying the 80/20 Analysis will indicate whether or not you would pursue them.
  11. Write down your goals for various parts of your life (career, work processes, leadership styles, lifestyle, health) and accomplish the most important goal. These goals must have value. Writing down goals allows you to solidify them subconsciously and to get everything into place.
  12. Write down what you really want and write it down as if you are writing it from the future, having already achieved your goal.
  13. Work on this one goal all the time. 20 Percent of your activities will result in 80 percent of our results. It is  a known fact that you shouldn’t put all your eggs in a basket. Instead, choose the basket to put all your eggs into.
  14. Review these goals on a daily to keep your commitment to yourself.
  15. Divide your goals into smaller steps to make your plan more coherent and easier to achieve.
  16. Identify the obstacles, the knowledge needed, the relationships that you have to build to achieve your goals.
  17. Measure your progress with parameters like money, time, energy, emotional investment. You can even create a deadline. If you miss a deadline, create another one.
  18. Share your goals with those that will implement it.

Last Words Of Advice!

Don’t beat yourself or your team up for not realizing all your goals. Have you used the 80/20 principle and what have you noticed? What is one of the goal that you want to accomplish?

Hope that I’ve helped you get it together on your way to leadership!

Don’t forget to like, share and leave a comment below.

Goal Setting & The 80/20 Principle

The Talent Code by David Coyle

In The Talent Code, David Coyle explores how talents are created and nurtured throughout life. He first demonstrates that talent is a consequence of deep practice, is  ignited and occurs in mysterious places and at different moment.

The Talent Code

The Deep Practice Process

People with talent take time to practice, have a great deal of concentration and focus. They counterintuitively practice failure to make themselves successful later on. This is what David Coyle calls deep practice.

Deep practice is to talent what a whetstone is to a knife. It sharpens a natural ability and converts failed situations into learning experiences. That is why, gifted people are found in hot beds where events seem accelerated and fluid. On the outside looking in, gifted people look strange.

To go further into the deep practice process, break a skill into small components, learn them, learn their variants, search for their potential errors, gradually correct these components.

In addition, studies have shown that making mistakes, correcting them, deep practicing and working through failure force us to function at the edge of our abilities and talents, allow us to improve our resilience and our ability to learn.

Talents develop a strategy to building up a skill so that they can accurately measure their progress, sense mistakes before they occur, adapt their strategy in case of failure, customize it to different situations, avoid blaming their success on luck.

Afterwards, in a unchallenging situation, a small effort will produce big results and will guide you towards your talent sweet spot.

The Importance Of Myelin

According to Daniel Coyle and to early reasearch, the learning process in talented people starts in our brain with myelin. Myelin is a microscopic substance in the brain, insulating neural circuits, strengthening and regulating neurological signals, that decreases with age, that drives our perception of the world, that increases our ability to learn, to talk to read and to communicate.

Furthermore, myelin creates habits that they can only be removed by creating another one. It follows the same rules universally and doesn’t grow without a conscience action on our behalf.

Needless to say, by deep practicing, we build higher and automatic skills, we train our neurological signals to borrow a specific path and to increase the quantity of myelin in our brain.

How to rewire our brain while being cognizant of myelin

Theses studies are still in the early ages. However, deep practicing, repeating an action, watching talented, skilled people allows us to imitate them, to rewire our brain.

According to Ericsson’s research, to optimize the level of myelin in your brain, it is detrimental to practise daily between 3 to 5 hours.

The Ignition Process

According to Daniel Coyle, talents come from more than genes and environment. Deep practice, not enjoyable at first, is the first step to developing talent and requires time, commitment, energy and passion.

The second step is understanding and implementing the ignition process which allows us to create and sustain motivation. Ignition operates through emotion and visualization of the future, sparks intense unconscious response and accelerates progress.

Moreover, this process does not follow basic and regular rules. The ignition process is triggered by certain signals or primal cues, by a lack of safety, by education, by exposure to a different environment and to aspirational figures. It is also triggered by words, motivational and inspirational language, by high value messages, by praises and affirmations.

To get people motivated, it is important to “speak to the ground-level effort, affirming the struggle”, to congratulate them on their hard work. To sustain the ignition process, one must have self-discipline, understand their priorities and be accountable for their errors.

Identifying and Igniting talent in others

Talent coaches are viewed as great leaders and teachers because ignite our talent and using our talents can change our lives and those of others around us. Talent coaches:

  • Are people who were talented but unsuccessful but who have taken the time out to identify the reasons why.
  • Are generally quite and reserved.
  • Are warm and empathetic.
  • Listen more than they speak.
  • Offer short targeted advice instead of motivational and inspirational speeches.
  • Are committed to and are sensitive to their students, to the people that they coach. For example, they customize their messages to their students.
  • Are sharp and capture every information regarding their student.
  • Pay attention to details, rehearse the words that they will potentially use.
  • Measure their voice, control their body language.
  • Live by their values and principles.
  • Breaks down their message in “chunks” and understand the importance of deep practice.
  • Have an ability to locate the strengths, the sweet spots of an individual and to pull them out their shell and out of their comfort zone.

It is clear to say that the spotlight is rarely shun upon the coach, that teaching and leading is a skill on its own and the best coaches spend decades nurturing their coaching skills.

To help young talented people to build their skills, it is important to seek out someone talented but who doesn’t seem like it, someone who is wise, who doesn’t engage in small talk, who doesn’t necessarily have diplomas or graduated from summa cum laude from a top-notch school.

Review

In The Talent Code, David Coyle is an easy to read book that ambitiously identifies the origin of talent in individuals. He gives an interesting spin on how talent is created—not born— and nurtured. To prepare for his book, David Coyle had to travel for research, had to interview scientists, coaches and teachers and to visit talent hotbeds.

The Talent Code is extremely useful to people who are shy, introverted, who lack motivation and the fire necessary to pursue their gift, who seek to coach and lead and who seek a strategy to build strong skills.

It is also detrimental in the music industry, in business, in corporate , in the education and sport fields. Furthermore, after reading this book, I have a greater respect for people with talent but also for people who are able to nurture talent in others.

Favorite quote(s)

The conventional way to explain this kind of concentrated talent is to attribute it to a combination of genes and environment, a.k.a. nature and nurture.

Ratings 3/5

Author

David Coyle

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Start With Why — How Great Leaders Inspire Everyone To Take Action by Simon Sinek


In Start With Why — How Great Leaders Inspire Everyone To Take ActionSimon Sinek explains the importance of identifying your personal purpose and extending this knowledge to different areas of your life.

Discovering your purpose will help you to avoid making bad assumptions about people, to make better decisions, to inspire people, to motivate people to achieve goals, to build great organizations and to mature into a successful leader.

Undeniably, most of us make unfair assumptions about other people, about the world around us and we tend to adjust our lives around these assumptions. Others attempt to gather information through polls, surveys, personal experience or external perspectives to make important decisions and to motivate people.

However, having the right data and all the great advice in the world doesn’t protect us from making bad decisions and underperforming. How to make the best decisions, achieve a desired outcome, motivate people and be successful, discarding all assumptions?

Manipulation for Motivation

Leaders achieve results by making decisions. When leaders don’t understand their goals or the way to achieve an outcome, they tend to manipulate others to reach their goals.

Manipulation is quite visible and effective in the business world, has become the norm and a flawed assumption in itself. For example, businesses either:

  • Drop their prices to attract customers in order to get rid of old products and to welcome new ones. This creates low expectations in customers who stop buying and wait for the next price decrease.
  • Give away free promotions with their products to entice customers. The promotional process is purposefully complicated to reduce the number of people getting the free product but to increase the number of random product purchase.
  • Use fear to motivate people, to make them obey rules, to understand the consequences of their actions and moreover to step away from unwanted products. Fear tactics are seen in advertisements and in politics.
  • Make us aspire to a better lifestyle with one product. This tactic has a positive intention but is still manipulative because it is only effective with insecure people.
  • Use peer pressure to make people believe that their product is the best and that they have no choice but to purchase it. This tactic is designed to make people feel like they are missing out on something.
  • Innovate in order to compensate for society’s need for change and to potentially boost sales. In reality, companies don’t invent new products but add features to existing ones.
  • Write conditions in fine prints , offer products at low tariffs to only rise the price later.

However, manipulation is a back biting and short termed method to get results. It guarantees transactions and not loyalty.

Inspiration for Motivation: The Golden Circle

Some leaders go against the norm and choose to inspire people rather than manipulating them. To do so, they follow the Golden Circle.

Inspired by the mathematical golden ratio, the Golden Circle rule has many applications in different areas of life, favors “order and predictability in human behavior”, helps leaders communicate their vision from the inside out.

The Golden Circle is a guide to vastly improving leadership skills, the corporate culture, the company’s hiring skills, product development, sales and marketing. It even explains loyalty and how to create enough momentum to turn an idea into a social movement.

Start With Why

The Golden Circle has 3 steps: first identify why,  then ask how and lastly ask what.

Ask Why

Leaders who know why they do what they do first build long-lasting success, are much more appealing, are able to communicate their belief, to include people, to drive positive decisions and to command loyalty. A lack of understanding of why leaders do what they do only breeds doubt, make decisions harder, make them resort to manipulation.

Knowing why will improve the leader’s charisma and confidence, will attract followers by giving them something to believe in, will inspire them but won’t be able to drive an entire movement.

To have a broader impact, leaders have to be authentic, to trust their gut and their purpose. Additionally, they have to diffuse their message, through commercials and through their logo, with a purpose and not with manipulation tactics.

Ask How

The second step resides in putting the purpose into action. To put their vision into action, leaders must gather a following and gain their trust. Therefore, leaders have to identify their core values and principles that guide their decisions, be disciplined enough to stick to these values, share their purpose, and show that they are not self-interested.

Followers having the same set of values as the leaders will have the opportunity to innovate, to trust the workspace and to go the extra mile. Having a loyal following provides peace of mind, increases trust, reduces the stress levels and the need for hard work.

Needless to say, leaders with different sets of values, often don’t fit in a particular culture. If they don’t belong, they won’t be able to make others feel like they belong, they won’t hire people who will embody their values.

Ask What

The third and last step consists in leaders remaining consistent and staying accountable to their values and principles.

Maintaining the Golden Circle

When leaders or organizations no longer have purpose, start feeling unsuccessful and start being untrustworthy, though having great achievements under their belts.

Leaders must fight to maintain the Golden Circle so that they can sustain trust, drive and purpose. To do so, they must maintain clarity of their vision, extract it and integrate it into the culture of the company and find a successor willing to preserve the vision.

Review

Start With Why — How Great Leaders Inspire Everyone To Take Action, by Simon Sinek is a self-help book that help you understand the importance of having a purpose.

The Golden Circle classifies people in Why-types (visionaries), How-types (realists and executives) and What-types (employees). In addition, the Golden Circle clarifies the conception of great organization and the composition of all hierarchy. At the top of the organization, stands the leader representing the vision and imagining the destination. In the middle, are the executives who know how to bring the vision to life and imagine the route. Finally, at the bottom, are the employees who implement the results (money, profit, prices).

It is remarkable for people who owns businesses, for leaders who want to market themselves, to find their purpose and sustain success. Becoming successful without knowing who you are is almost impossible.

I would have to agree with Simon Sinek: loyalty and trust are the most valued and long-lasting qualities in relationships and in business. These qualities reduce our stress levels and the pressure to compete or to innovate.

Furthermore, it discloses real truths in marketing, in business and in corporate, observes what makes them successful and what makes them fail. It also shows us the numerous manipulation tactics that we have certainly fallen victims to.

Favorite quote(s)

We are drawn to leaders and organizations that are good at communicating what they believe. Their ability to make us feel like we belong, to make us feel special, safe and not alone is part of what gives them the ability to inspire us. Those whom we consider great leaders all have an ability to draw us close and to command our  loyalty.

Cultures are groups of people who come together around a common set of values and beliefs. When we share values and beliefs with others, we form trust. Trust of others allows us to rely on others to help protect our children and ensure our
personal survival. […]  A company is a culture.

What all great leaders have in common is the ability to find good
fits to join their organizations

Ratings 4/5

Author

Simon Sinek

Purchase

Simon Sinek

author

Simon Sinek is a motivational speaker. He is also the author of Start With Why — How Great Leaders Inspire Everyone To Take Action (2009) and of Leaders Eat Last — Why Some Teams Pull Together and Others Don’t.