Western culture dangles the idea that not only can we have more, but we are also entitled to it. Keeping up the pace of the “good life” can be just as stressful as recognizing that we don’t have all we were told we should have.
As modern life demands that we attend to more things in less time, we believe we must move faster to accomplish all that life requires. As we do, the pressure builds. Yet, moving faster isn’t the answer. Multi-tasking, neuroscience tells us, compromises our effectiveness. Yet, we race ahead, and before we know it, we have moved away from our center, the place I call “home” 0r “here.” The more we distance our attention from ourselves, the more drained, pressured, and disheartened we feel. Our decisions may become flawed and our relationships stressful. In this state, even when things go our way, life seems hard (page 59).
The Hidden Leader: Discover and Develop Greatness within Your Company by Scott K. Edinger and Laurie Sain
Hidden leaders know that it is rare for a great accomplishment to be achieved by one person in a vacuum. Multiple contributors, at many levels, are involved in a success. Hidden leaders not only pay attention to the potentially unsung contributors to success, they make sure they give them public credit for their contributions.
This willingness to credit others’ contributions strengthens relationships deeply. In many corporate cultures, managers and supervisors assume that if they haven’t criticized a worker, the worker should somehow know the exact things he or she is doing well. The hidden leader, on the other hand, identifies specific contributions and tells others about the person’s work. This builds a relationship between the hidden leader and the contributor because the person feels appreciated (pages 90 & 91).
Fail Fast or Win Big: The Start-Up Plan for Starting Now by Bernhard Schroeder
Let’s consider this entrepreneur: Isabelle started her company on the campus of her university when she was a student, and I managed to help her get the product placed in the university bookstore. At first, everything was great and her product was selling well, but then she started having quality problems. She quickly pulled the product, corrected the quality issues, and relaunched. Sales took off, and Isabelle slowly expanded into the local community, using independent retailers. She then expanded her store presence throughout the region and ultimately on a national level. Today, she has over 60 stores across the country carrying her products, and she is in discussion with two major retail brands, which would expand her distribution to over 200 stores. Why are those two brands interested in working with her? Because of the rave reviews she received in those 60 independent stores that carried her products (pages 58 & 59).
Selling Above and Below the Line: Convince the C-Suite. Win Over Management. Secure the Sale. by William “Skip” Miller
Fear of the unknown leads to a lack of confidence, to an unwillingness to accept a challenge that involves risk. People who fear the unknown are afraid to try something that has never been done before—or that they have never done before; they think it will create more problems than the current situation. Fear of the unknown includes a fear of making the wrong decision and a fear of unknown outcomes.
Fear of failure may be the fear that encompasses all the fears discussed above. We fear becoming a big loser. No matter what choice we make, it will be the wrong one. We will be laughed at and be seen as someone who is never to be trusted again. We’ll become a social pariah with no respect from friends and coworkers. The boss will never give us a second chance. Try as you might, you won’t get the sale (pages 40 & 41).
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