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Achieving the Impossible Starts with a Dream

By Bigg Success Staff
07-29-08

Leadership Skills

goal

Setting really good, achievable-yet-stretching goals for ourselves isn’t easy. It’s even harder to set goals for your team.

Here’s an idea that would also apply to your individual goals as well. Set goals based on your “most likely” scenario. But don’t stop there. Now set goals for your “best-case” outlook.

Look at your two sets of goals. Now direct all the resources at your disposal for the best-case. You might fall short in the end. However, in all likelihood, you’ll achieve more than you would by just having one set of goals.

When we start to focus our minds on how to achieve any goal, we start finding ways to make it happen. If we set small goals, we achieve small things. If we set bigg goals, we achieve bigg things.

Don’t believe it? Think about Jack Kennedy and the man on the moon, Neil Armstrong. He took a giant leap for all of us when he walked on the moon. Jack Kennedy didn’t have to set a goal of walking on the moon. It was risky – many people thought it was impossible. But he did it anyway – he knew it was important for his country to show the world and, even more importantly, its own people what was possible.

By focusing on a bigger dream, his team got excited about his vision and made it happen. If he had set smaller goals, there wouldn’t have been the same level of enthusiasm. So share a bigg vision with your team, get their buy-in, and go for it! 

3 Hear today’s lesson and laugh on The Bigg Success Show. ]

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Are You a Born Leader or a Born Boss?

By Bigg Sucess Staff
06-26-08

Leadership Skills

leader 

Some people seem born to lead; others appear born to boss. It’s not necessarily innate; it is also shaped by attitudes, perceptions, and experiences.

Some people think that they are leaders because of their position. However, by definition, you can’t be a leader if no one willingly follows.

That’s what bosses don’t get. Barking out orders doesn’t accomplish much in the long run. Especially in a tough labor market.

Leaders make requests because they can. They don’t demand because they don’t have to. Their people willingly follow them because of a clearly communicated vision coupled with mutual respect. And you can’t expect others to show you respect if you don’t show respect to others.

Remember the old saying, “People join companies; they leave bosses.” You may have heard that quote with the word “managers” substituted for “bosses”. But note that you’ve never heard “leaders” instead of “bosses”.

Do you suppose there’s a reason for that?

Hear today's lesson and laugh on The Bigg Success Show. 

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Keep Your Troops Focused on Victory

04-07-08
By Bigg Success Staff

Leadership Skills

focus 

As the leader of your troops, you have to keep your group focused on what you’re trying to accomplish. Few things will discourage your team faster than feeling like their leader isn’t committed to the cause.

So you need to demonstrate to your troops how important you believe it is to succeed. Here are four ways to do just that: 

Keep the spotlight on
Keep your 270 vision of success] in front of your troops at all times. If it’s not important to you, it won’t be important to them.

You demonstrate how important it is by keeping the spotlight on it. Keep it at the forefront of your mind so it will be at the forefront of theirs.

Report progress
Let your troops know how things are going. They’ll make assumptions if you don’t. If you’re ahead of your plan, congratulate them and encourage them to keep going.

If you’re behind, discuss how to make up for the deficiency and the consequences of not doing so. Remind them why success is so important.

Direct needed energy and resources

There are a lot of things that you would like to accomplish. However, you’ve defined success so now you need to show you’re committed to achieving it.

To do that, steer all the energy and resources of your team toward that vision. If you can succeed without doing this, you haven’t been ambitious enough in your vision.

If you set the vision, but then don’t devote the required energy and resources, you’ll rob your team of victory. Give them what they need so they accomplish what you need. 

Don’t let anything distract you.
Along the way, there will be many distractions. Don’t make the mistake of reacting to things that only divert resources from the victory you defined.

That will discourage your troops. People follow leaders who know what needs to be done and then focus single-mindedly on achieving it.

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Hear today's lesson and laugh on The Bigg Success Show. 

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Your Leading Role: Define The Roles Of Your Troops

By Bigg Success Staff
03-05-08

Leadership Skills

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We recently wrote an article, 248]. Just like a general leading soldiers into battle, you guide your troops through their daily challenges.

As the leader, your role is to define the roles of your troops. You’ve already communicated your vision of victory to them. Now, your troops need to understand how what they do fits into that vision.

Novice leaders often relegate duties willy-nilly. Established leaders delegate responsibility, and accountability, for achieving clearly established goals.

6 things your troops need to understand about their roles

Duties
Every person in your command needs to understand exactly what they are expected to do and by when they need to do it. Break their tasks down so they clearly know their responsibilities.

Procedures
You have developed proven ways to accomplish each task efficiently. Outline that procedure for your troops so they don’t have to learn it on their own. Of course, you will always be testing new ways to do things even better, but you have to give them a launching point.

Resources
Let your troops know where they can get help when they have questions. Depending on the nature of the question, it may be general help or something specific to their job. You may develop a page of frequently asked questions or have a page that shows who to contact for questions on a variety of subjects.

Expected results
Your troops also need to understand the exact outcome you expect. Just providing them with a list of duties won’t inspire them to action – agreeing to specific accomplishments with target dates will, if you have the right person in the job.

Evaluation
Let each of your troops know when their performance will be assessed and the standards upon which they will be judged.

Show them upfront any forms you may use to appraise their performance. Help them understand how you will measure results. Your troops will appreciate this forthrightness and objectivity.

Rewards
You can’t motivate your troops; that has to come from within. But you can inspire them by giving them a valued prize for success. And it doesn’t necessarily have to be financial.

Some of your troops may prefer something else – like an extra day off. If you can customize the reward without being unfair to the rest of your troops, do it! You’ll reap the rewards!

With these things done, you can put together a Position Manual for every position in your charge. We’ve detailed it here for entry level positions. As you move up in the organization, your Position Manuals should focus more on results, and less on methods.

By clearly delineating roles, you’ll show your troops you trust them to achieve your vision. Of course, you’ll check up on them from time to time. But the hard work is done – everyone in your organization knows what they need to accomplish!

Hear today's Bigg Success Show for a 5-minute lesson and laugh.

 

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Put Your Cocktail Napkin To Good Use

Last time, we talked about 92 Ben Franklin’s system ]for not just setting goals, but actually getting them. We’ve also posted an article on 95 Ben’s thirteen virtues ]and a PDF file of the form he used to track his progress.

New Year’s Eve is just days away. That got us thinking about parties, confetti, horns, cocktails … and cocktail napkins.

We have a suggestion for how to put your cocktail napkins to good use.

Before we talk about that, though, let’s quickly discuss mission statements and vision statements. Companies have them. So should you. After all, you are the CEO of the most important organization in the world: You, Inc.

As we’ll define it here, your mission statement describes how you serve those around you, how you touch the people in your world. For example, the mission statement of a business might describe how it serves its customers, its employees, and its shareholders.

A vision statement is a concise declaration of your purpose, your reason for being here, how you make your mark. For example, Google’s vision statement is “Google provides access to the world’s information in one click.” Short. Simple. Yet powerful.

So a mission statement is a longer, detailed version of your vision statement. It fills in the blanks. It flows from your vision statement. Your vision statement is the biggest of the bigg picture …

…. which brings us back to the cocktail napkin.

A vision statement is simple and concise. So concise that you could write it on a cocktail napkin! That’s right … your cocktail napkin is a tool. Because it’s small, it forces you to define and refine your vision statement to keep it short.

Why is it so important to keep your vision statement short? We’re glad you asked! A short, simple vision statement paints a vivid image of your desired future. It’s memorable. So you make better decisions because your vision statement gets into your subconscious mind. It inspires you to reach for this future you picture.

It’s constantly with you. You know what you’re trying to accomplish. Your purpose is etched in your brain!

To show that we aren’t all talk and no action here at Bigg Success, show co-hosts George and Mary-Lynn shared what they wrote on their cocktail napkins.

George:      To make a real, positive difference in people’s lives.
He said that originally he didn’t include the word “positive” in his statement. Then someone made a difference in his life – in a bad way. He realized he should add the word “positive”. Your vision statement will also likely evolve over time.

Mary-Lynn:      To bring out the best in myself and others.
When she thinks of “best”, words such as “ability”, “talent”, “personality”, “attitude”, and “relationships” come to her mind. Your vision statement will likely include powerful words with more than one meaning to you. These rich words are why your vision statement packs so much punch!

Our Bigg Quote today is a challenge from Helen Keller.

“The most pathetic person in the world is someone who has sight, but no vision.”

So put that cocktail napkin to good use – ring in the New Year with a vision!

Next time, for New Year’s Eve, we’ll discuss what we learned about Bigg Success this year. Until then, here’s to your bigg success!