Collaboration Even Successful in Nature

In Shawn Achor’s latest book, Big Potential, he starts off with a story of lightning bugs in the mangroves of Southeast Asia.  This particular variation of lightning bug (Photinus Carolinus) synchronize their flashes to increase the likelihood of finding a mate.  Flashing alone, fireflies have a 3% chance of finding a mate, but by synchronizing, that probability rises to an astonishing 82%.  This is a simple example of how nature understands that working together collectively and collaboratively leads to greater combined success of the group and the individual.  This same phenomenon can enhance individual performance in organizations through collaboration that drives mutual success leading to personal growth.

By the way, in nature, this also causes a spectacular sight when the entire forest lights up at the same time with the lightening bug synchronization.

While, in this instance, nature figured out that collaboration produces better results than competition, it is counter intuitive to our beliefs or how we are raised that this could be possible for humans.  We continue to believe that we need to shine above everyone else to gain the spotlight.  This belief starts early in our lives and has been around for generations; however, it has been proven, through studies, that over time this obsession with being #1 has strengthened and has had a negative impact on true cooperation and ultimately both personal and organizational performance.

Companies continue to maintain “cooperation”, “collaboration” and “team work” in their corporate values slides; however, establish measurements that are counter to these statements.  For instance, it is very common for a challenge to be created along the lines of “the first team to achieve $100M in revenue receives a special bonus”.  On the surface, this may seem like friendly competition to drive both teams to strive harder to reach the $100M target.  But what if by cooperating the teams could have achieved $200M more quickly or even $250M by identifying additional synergies?

Throughout my career, I have seen examples on both sides of this equation – individualism undermining potential success and true collaboration driving greater success.  While maybe not flashing in 100% synchronization as the Southeast Asia lightning bugs, the teams operate toward common success and support the value of team strength.

In one instance, I was lucky enough to be part of an organization that grew revenues 7X in 4 years.  Additionally, we went from operating at a loss to significant operating margins.  While there were many reasons for this growth – great people, strong market and a leading product, other regions had many of these same elements, but lacked the level of collaboration that we created in our region.  While the corporate culture was more cut throat, we were lucky enough to be a remote region and isolated from that divisive atmosphere.  We knew that we wanted to deliver the highest corporate results, what we often referred to as “big bags of cash” to corporate (in the form of operating margin), and we had our style to drive that success.  Being in the Americas region and part of a UK based company, we were considered “cowboys”.

Our team was built with diverse core capabilities that could operate in unison to continue to deliver sustainable successful weeks, months and quarters.  4 key elements of the culture we built were –

  • Respect – the foundational core value that everything else layered on was respect. We listened to each other’s inputs, exchanged ideas and accepted constructive advice for improvement. Once organizations lose respect within their teams, the core will begin to crumble and put it in a downward spiral.
  • Commitment – each member of the team was committed to achieving our greater purpose and ended up with seeing significant opportunities for their personal growth. The team also experienced personal joy of collaborating.
  • Team Results – by setting a collective team target, made up of a combination of the individual goals with clear responsibilities, the team worked together. Even if an individual focused solely on achieving their personal targets, they may achieve that particular goal, but wouldn’t be specifically recognized until the collective target was achieved.
  • Accountability – as we worked toward the team targets/goals, there was a level of holding each other accountable as well as ourselves individually. Based on having a core value of respect, this was managed in a professional manner, but the reality was that everyone wanted to perform to support the team.

As you build out the culture of your company and team, remember the phenomenal increase in success that the lightning bugs in the mangroves of Southeast Asia achieved by collaborating and operating in unison.  I know you will see significant results.

Upskilling – Providing Mastery and Motivation

The four motivational focus areas for employees are PAM C; Purpose, Autonomy, Mastery, and Connection.   Mastery consists of continuously learning and growing. Training is a concrete method to provide Mastery for your employees.

Training is an investment for both employees and employers, offering everyone the chance to apply new skills to their work. Employees learn new skills which can provide new opportunities, and enhance their earnings potential. For businesses Upskilling ensures that your staff are highly
skilled and boosts productivity. This gifographic from The Brighton School of Business & Management examines the world of Upskilling, looks at the advantages, and highlights a number of ways to enhance your own skill set.

Infographic from Brighton School of Business Management



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My Passion is helping people become successful and happy. I have found that many people want to be successful but just don’t know how. More importantly, people want to be successful because they feel that reaching some success pinnacle will result in them becoming happy. The research and my experience has shown that just the opposite is the case. Success does not lead to happiness. Happiness leads to success.

Leadership – Don’t Over Complicate It

As with many things in life, people tend to over think leadership and what it means to the success of their organization and themselves.  CEO’s, Boards, and other management often take so much time to think and re-think their vision, strategy and plan that they either never get to a point of execution  or by the time they do, the market has changed.  Additionally, by that time, their employees may have lost interest.  Leaders then become frustrated and start the infinite “do loop” process over again.

When it comes to leadership, don’t waste time overthinking it.  As Tony Jeary communicates in his book Strategic Acceleration, leaders need to look at Production Before Perfection (PBP) – a strategy that focuses on “starting instead of finishing, and then adjusting as you go”.  Think about it this way, it is a generally well accepted fact that companies measure and are measured by results.  However, you can’t produce results until you start doing something.  By sitting back and waiting for perfection, you are basically doing nothing.

Consider the Pareto Rule or the 80/20 rule – where 80% of the results come from 20% of the action.  Instead of acting, some people spend 80 percent of their time waiting for the last 20 percent of the data or information.  All of this time could be spent making progress instead of waiting for perfection.

Leadership doesn’t have to be complicated.  If you think it is, answer these 2 simple questions and you will be off to a good start and can re-evaluate and adjust as you progress and learn:

  1. What’s the WHY of your business?  People want to be part of something that has purpose and that they can understand.  By establishing the WHY of your business – setting a simple purpose for your organization, something that gives your team a reason to come to the office or do their job each day, you will see improved engagement and performance.  Purpose is something that filters down to everyone in the organization and they begin to see how they “fit” and help with the success of the company.
  2. WHO Are You?  Being a leader is much more dependent on WHO you are than WHAT you do.  People can generally see right through fabricated and scripted attempts at leadership.  Too often I see people who read a book (or a blog) and try to mimic what someone has stated as a critical leadership skill.  Leadership is about your values and beliefs and how you bring them into the culture of the organization.  Be authentic.  How are people treated?  Does management listen?  Do you allow people to follow their plans to achieve goals or do you micro-manage their every step?

Be humble and realize that individual contributors are just as critical (probably more critical) as the senior leadership in an organization.  Everyone contributes in their own way and if you set the right purpose for the organization and it is filtered down to every employee, the sum of the parts will be greater than any single individual.

Being a leader may be challenging at times, but don’t over complicate the role with by overthinking your plan.  Even if you know that you are only 80% there… get started and adjust along the way.

Constancy and Consistency – part of building an engaging culture

Over the past few posts, we have been writing about employee engagement and ensuring that people are truly connected in the organization – not simply via electronic means (Facebook, LinkedIn, etc.).  Additionally we talked about giving employees the autonomy to drive change in the organization by offering a clear vision and purpose across the group.  A third critical area required when building an engaged culture are both constancy and consistency – ensuring that processes is ongoing and is genuinely consistent.

In many instances, the only time that an employee has a true conversation around their performance or the direction of the company is during some type of annual performance/merit review.  Companies rely on these reviews as part of the annual salary treatment program and then put the conversations back on the shelf until the next review cycle.  While the corporate mantra is that they support ongoing development of their employees, the process isn’t consistently managed across the organization.

In order to build a truly engaged organization driven toward success, communication and interaction with the team needs to be an ongoing activity and not simply a prescribed corporate process that must be followed.  It must be a part of the daily activities across the organization and show that leadership is truly “invested” in each individual’s success as well as the profitability of the company.

I recently participated in this annual ritual.  As many members of my team were new, I invited their previous manager to sit in and review performance.  I began with an outline our expectations and how we would collectively contribute to the overall success of the organization.  To my surprise, a number of people took offense to my clarity on ways we could improve and took it as an insult to their performance – even though all of the information pertaining to performance was very good.  What I learned from this process, was that the previous manager never truly outlined expectations and goals for each individual and didn’t manage the process constantly through the year.  While I take this aspect very seriously, the previous manager took the process as an annual edict versus an ongoing engagement process.

While I am not a Seattle Seahawks fan, Pete Carroll seems to follow the philosophy of working with his team on a consistent basis to drive not only their best performance, but also the success of the team.  After his team’s recent win over the 49ers and earning a trip to the Super Bowl, coach Carroll stated the following about what he attributes success to – “It comes down to taking care of the people in your program and making them the best they can be – not giving up on them and never failing to be there for them.”

Here are a few key activities leaders can take to ensure they are constant and consistent in their development of the team:

  • Understand that each person brings a different value to the program – While official job descriptions make each position look “cookie cutter”, as leaders we need to understand that each person brings a unique value to the organization and we need to help each person develop separately to succeed. By understanding the uniqueness and establishing targets & goals that fit the individual, they will become more excited and engaged with their role in driving success.
  • Establish a cadence of updates and communication – Whether weekly or monthly, establish meetings with individuals on your team to discuss progress towards their personal success. Offer personal feedback on strengths and areas to continue to improve.
  • Make it less of a review – Don’t formalize the process and make people feel as if they are under a microscope and need prepare a formal review. Leverage it from a conversational perspective and allow them to drive the message.  This will help them communicate and allow you to understand their concerns and areas of focus.
  • Be there – Make sure that you follow through with your promises and that you are there to support each person individually. The less people feel like a number, the more engaged they become.

In order to drive continuous improvement across your organization, at both the personal and professional levels, you need to be constant and consistent.  By focusing on these 2 key factors, your team will be excited about their purpose and know that you truly care about them as well as the company.  This will improve engagement and performance.

Importance of Social Connection at Work

While it may sound counter intuitive, today’s always connected world requires leaders to focus more on connectivity – social connectivity.  Today’s technology allows workers to be “connected” at all times, however, it is important that you focus on a level of social connection strategy for you and your organization.  Through this “always connected world”, business is becoming more and more flexible with how employees work – working from home, working remote and virtual offices are all concepts that are being adopted in today’s world.  In reality, some successful companies are 100% virtual.  This is great in providing employees autonomy and an ability to set their own hours (as long as they produce results and achieve objectives).  However, it is important to understand that in order to sustain a strong level of productivity, employees need a level of social connection.

Research shows that people need social connections to be productive – actually to survive.  This is important in our work lives as much as it is in our social lives.  In a 2012 article in Psychology Today, Dr. Emma Seppola summarized her studies by saying that social connections “create individuals who have higher self-esteem, are more emphatic to others, and, as a consequence, others are more trusting and cooperating with them.”   While Dr. Seppola’s study wasn’t focused on remote or virtual employees, it does provide a linkage between social connections and positive performance.

In today’s environment, leadership can become too remote from their teams allowing the employees to lose connection.  Not only do they lose the social connection with the organization, they also lose connection to the purpose, strategy and vision of the organization.  Without the ability to have casual conversations at the water cooler or routinely take lunch breaks with different members of the team, employees can quickly become distant.  This distance causes less engagement and therefore, less productivity.

Leaders need to learn to operate differently with a remote organization.  There is a different level of effort that is needed to ensure continued engagement and stimulation.  You can’t simply follow the old rule of “Management by Walking Around” anymore, you need to change the game.

Here are a few ideas to ensure your employees maintain a level of social connection –

  • One on One calls – set a regular cadence of one on one calls with each team member. The purpose of this connection isn’t for the employees to feel like they are being grilled on performance and providing updates, although that can be a part of the conversation.  The purpose of these calls is to simply engage – talk about whatever she wants to discuss.  Ensure they are not structured meetings and are allowed to flow naturally.
  • Call – Don’t Email – it is all too easy to send a quick email to ask a question or provide some guidance to others. However, it is important that you resist this urge for the “simple” and talk to your employees.  Pick up the phone and call.  It is sad to say, but these types of conversations often happen so infrequently, that employees “fear” calls from their management.
  • Encourage employees to directly engage – the social connection doesn’t always mean that leaders need to be a part of the engagement. Leaders should encourage their teams to interact with each other and people from other organizations – in person or over the phone.
  • Video Calls – there is a multitude of free technology on the market that allows for video calls. Take advantage of this technology to have video calls with your team.  The simple addition of seeing the other person leads to even stronger connectivity.
  • Face to Face meetings – if at all possible, make it a point to allocate a budget for face to face meetings.  The problem if you don’t set aside a budget in advance and commit to holding the meetings, it doesn’t happen. This can be difficult due to travel costs and logistics, but if possible, a good face to face conversation is helpful.

It is important for leaders and organizations to change and adapt to the new connected world.  Understand that connected (by technology) doesn’t always mean being connected to the organization and engaged with its success.

Understanding Employee Perspectives is Critical to Success

Establishing a culture of engagement is a competitive advantage for any company.  Creating an engaging organization relies on a number of different factors; however, one of the most critical is gaining and leveraging input from your employees.  It’s not really about if you ask for feedback through surveys, 1:1 conversations, mentoring, etc., it is more about how you respond to the inputs and how it changes your organization.

Leaders want to create organizations that are exciting and great places to work; however, candid feedback from employees can provide enlightening information that may or may not align with the leader’s perspective.  Understanding this detail can be a catalyst to the success of the organization.

Employee surveys are nothing new and organizations have been attempting to take the pulse of the employee base for decades.  However in many instances, those surveys were seen only as HR initiatives by both the employee and management.  They were a necessary evil to comply with an underlying mandate to show compassion around the well being of the employee.  Because of this perception, employees didn’t wholeheartedly participate and the results generally became binders that collected dust on the shelves of management.  Don’t get me wrong, there were people within organizations that took this process seriously; however, without being fully embraced, success was limited.

I remember a time early in my management career, there was a big push to address survey results communicated by the employee base.  One of the executives leveraged what became an overused term of the time – Walk the Talk.  While this became a mantra within the company with a large internal marketing initiative, it really wasn’t embraced by management and soon became another failed attempt of adapting the organization based on input from the employees.

In today’s market you need candid & honest feedback even if it may be controversial.  You want to understand how well employees are emotionally committed and connected to the organization’s vision.  Lastly, it is imperative that employees feel like their input is being considered and leveraged in driving the success of the organization.

In order to ensure that you gather the right feedback, you need to ensure that you provide clarity on your purpose of the survey.  You need to communicate that you are truly looking to improve the overall success of the organization and understand that success at the individual level (personally and professionally) will drive organizational success.  You need to highlight what type of information you are asking for, what you will be doing with the information and most importantly, WHY you are asking for feedback.

Once the survey is completed make sure you identify key areas of focus, actions that will be taken and how you will measure improvement.  Be careful to not overextend yourself by trying to focus on too many things at once.  Be selective of the priority items to ensure that efforts will enhance performance and progress will be made.  Additionally, communicate this information with the team.  Again, it is critical that everyone sees their inputs being considered and leveraged.

Another critical element is the cadence by which you administer the surveys.  Many companies do annual surveys while others do them much more frequently.  If you try to do surveys too often, the leadership team will not have time to influence a difference in the organization.  You need to have time to make a difference … a noticeable difference that employees can recognize.  If you don’t complete surveys at least once per year, it will not be recognized by the employees.  One thing is for sure, it can’t be a ONE TIME activity… you need to measure … take action … measure again.

While the cadence of an official broad reaching employee survey can’t be more than 2 times per year, it is important that the organization continuously gathers input from individuals.  This can be done through a number of ways, including one on one meetings between employees and management, mentoring programs, and casual conversations.

In today’s market, there are a number of online/mobile applications that are designed to measure employee happiness & engagement.  myhappiness ( is one such application that is designed to give individuals the ability to measure their happiness or how burnt out and frustrated they may be.  The application sends out daily notifications to employees to allow them to rate their happiness on a scale from 1 – 100.  It then allows them to rate individual areas of their lives (work, relationships, money, etc.) that are contributing to their happiness level.  Additionally, the individual can write comments on what’s impacting their day – positively or negatively.  This data can be aggregated at an organizational level to begin to give insight to employee happiness and their engagement at work.

No matter what method you use, it is critical in today’s competitive employment market to encourage employee engagement and make sure you are leveraging the information provided.


Leading by Example

In today’s business environment, with the changing attitudes of employees, it is even more important that leaders live the culture that they are expecting from their teams.  Over my career, I have heard the complaint that management wants changes, but their actions don’t match their words.  Terms like “Walk the Talk” have been around for years – trying to articulate that management must live by the words they’re communicating.  But management often operate under the theory of “do as I say and not as I do”.

In order to truly develop the culture you want in your organization, you need to operate with a high level of integrity whereby you are living the message that you are preaching.  This poses a very difficult question for leaders in organizations.  Are you willing to make the changes in yourself and actions that support what you are asking your team to adopt?  If not, your organization will likely fail to achieve the heights you are looking for.  My perspective is that it is even stronger than a “willingness” to change – but that change is a “must”.  As you make the changes in yourself, things will simply begin to show up in others.  Your team is looking to you.

First, you must ensure your vision and direction are crystal clear (see “Does your organization have clarity?”).  Once you have clarity, the following guidelines will help you operate true to your message.

  • Hold yourself accountable to modeling behavior – Nothing is more important than your team observing you doing what you are excepting of them.  To ensure that you are modeling the behavior you are looking for, check yourself.  Make it a simple part of your daily routine to be introspective and ask yourself the question – Am I who I want the team to be?  If you aren’t, then you can identify what changes you need to make and take a step in that direction.  Then ask yourself the same question tomorrow.  Like the changes you are looking for within your team, it may not be immediate.
  • Operate as part of the team – People don’t want an aloof leader that isn’t involved and proves that she understands the complexities of the business.  Be a leader that rolls up the sleeves and is hands on – get involved.  Again, this provides a visible effort on your part to live your expected culture.
  • Help Employees Achieve Success – The more that you mentor and teach members of your team (or encourage others on your team to mentor), the more your team will recognize that you are not only passionate about the success of your company, but also about their success.  While today’s workers like autonomy to be able to tackle their jobs, they also need to be given the tools to master their roles.
  • Be Open to Feedback – Asking for feedback is important, but even more important is being open to feedback and respecting the information you receive.  Too many times, leadership asks for feedback, but spend too much energy justifying their actions.  While you don’t have to act on every piece of feedback, you do need to be open and consider the information you are being provided.
  • Strategic Communication – Communication is important to ensuring continued progress.  By providing strategic conversations and information with your team, they will be more engaged and feel more a part of the organization.  These conversations will help them appreciate the progress the organization is making.  Additionally, it will help them understand the challenges.

Bottom line, it is very easy to dictate culture; however, to have the culture develop and grow, you as a leader must show your willingness to change as well.  Use the example steps above, or find others that fit your style, to ensure that you are proving your willingness to “Walk the Talk”.

Does Your Organization Have Clarity?

Clarity: it guides every aspect of your company from employees and daily activities to investments, long and short term decisions and virtually every facet of the organization.  Without it, success will be minimal.

We often see leaders in organizations that believe their purpose is clear; however, in many instances, it is only clear to them.  They wonder why the organization is struggling to achieve its goals.  These leaders need to begin to peel back the onion to determine if there is truly clarity across the organization.

Clarity needs to start at the top, with a defined purpose of the organization.  By providing clarity of purpose, you establish the basis for which all decisions and activities will be made.  As decisions are made and actions taken, the fundamental question that should be asked is – Does this align with the company’s purpose?  If it doesn’t, then the action shouldn’t be taken and people should move on to more critical issues that support the purpose.

If there is ambiguity in your purpose and too much left for individual interpretation, decisions may conflict with the purpose and may not be aligned with others who have interpreted the purpose as something different.  Activities will be uncoordinated and while they will likely be based on sound business logic, they may not be in line with the organizational objectives.

We often hear the word “silos” in business.  This is when different pieces of the organization are operating separately and truly by themselves.  Silos tend to happen when there isn’t clarity of purpose at the organizational level.  People spin off and begin doing what they “believe” is right without fully understanding the broader impacts.  This often creates conflicting strategies that then compete for the same resources and drive additional inefficiencies.

Organizational roles & responsibilities must also have Clarity.  Without this clarity, people become confused as to what expectations are on them and how they are impacting the overall success.  Without a strong understanding of their individual purpose, people will become less engaged in what they do and thus less effective.  A number of studies show that employees want to be engaged and supporting success.

Clarity of roles & responsibilities is critical not only at the individual level, but also across the organization – having a clear understanding of what others are responsible for.  With this understanding people will know who to leverage and team with to accomplish objectives.  By clearly tying each individual’s purpose to the broader purpose, you will create a stronger and more cohesive team with known objectives and linked goals.

Clarity also helps with accountability across the organization.  With a clear sense of purpose and defined roles & responsibilities an organization and its individuals are more likely to hold each other accountable to achieving goals and objectives.  Too often we see organizations that lack clarity which makes accountability difficult to achieve.  If individuals are accountable, they are more likely to be driven toward success.

If you lead an organization, take a moment to ensure that you are driving clarity across all aspects of your business.  I would even ask you to validate your belief by surveying your team and asking a few simple questions:

  • What is the purpose of our organization?
  • Do you understand your role in driving the success of this purpose?
  • Do you understand the roles of others and how they are linked to the success of this purpose?

While you may find some interesting responses, all of the information you gather will allow you to ensure yourself of clarity.

Communicating in the Virtual World

guest blog by:  Wayne Irwin


With the ongoing evolution of technology, virtual offices and teams are becoming more prevalent in organizations.  This provides a great level of flexibility at both an organizational and personal level.  At a personal level, technology allows employees to work remotely and have a more flexible schedule.  Organizationally, companies can leverage diverse skills that are found in varied geographic areas.

While there are a number benefits to remote offices and virtual teams, there are also nuances that need to be understood in order to take full advantage of what virtual offices can provide.  A key point that individuals and leaders must understand are the differences in communication needs with virtual teams. When teams aren’t physically collocated, you need to be even more effective at communicating.

Communication is an integral piece for the success of any team.  Additionally, developing strong relationships at work is important for one’s overall happiness.  As the nature of organizations change, so should the focus on communication and relationships.

Virtual teams have the ability to communicate through a number of technical medium – email, text messaging, instant messaging/chat, or voice calls.  While this “technical” communication can seem to be efficient, it isn’t always effective and lacks the richness and personal interaction that face to face communication provides.  This can put virtual teams or remote members of teams at a disadvantage.  With this in mind, face to face communications should be used as often as practical.

Keys to effective communication span the in person and virtual worlds; however, the rules become even more critical in a virtual environment.  The following are a few quick rules to keep in mind to enhance the communication in a virtual environment:

  1. Clarity – the meaning of your communication should be easy to understand and leave little open for interpretation.  Have a purpose for your communication that provides clarity to everyone involved.  This can be something that you put in the opening paragraph of an email or used as part of your opening statements on a call, but it provides scope and meaning to your audience.
  2. Concise – get your point across, provide facts & data, and don’t drone on.  Your audience likely will not take the time to follow your message and will quickly lose interest.
  3. Complete – your communication should cover all relevant data points and not leave loose ends.  Incomplete information opens your messages up to being confusing and ineffective.
  4. Confirm – virtual communication doesn’t allow you to “read” your audience and it is easy to assume that your message is being understood.  However, often times, both parties walk away with this understanding – and both are wrong.  Take time to validate that your message is being heard and that you are both on the same page.
  5. Considerate – in today’s world of rapid fire communication, be considerate and minimize replying all or replying with one word answers.

In the end, whether we like it or not, technology is driving us towards a virtual environment.  We all need to look at our communication etiquette to ensure we are being effective along with efficient.  Remembering the 5 “C’s” above will be the initial steps in facilitating better virtual communications.

Success: How to Stop Speeding and Get There Faster

Have you ever been driving to some important event, running a little late, and then you get lost?  You think you know where to go, but you are not quite sure, so you go faster and faster, trying to get there on time, but still getting more lost?   You think you are heading in the right direction, but not quite sure, so you go even faster.  You could stop to check the map on your phone, but you are so close, you know your destination is probably just around the corner.  So you speed up a little more.

This is what we do in our lives.  We think we are on the right course, but something doesn’t feel right so we just keep speeding up.  We keep getting busier and taking on more commitments because success and happiness are just around the next turn.  One more big project, one more raise, one more promotion, and we will arrive at happiness and success.  We think we are on the right path, but partially formed thoughts in the back of our heads keep nagging at us.  Unfortunately, we are too close to stop and re-evaluate.  We are too busy to take a few minutes and examine what we are doing or to admit we might have taken a wrong turn somewhere.  We might have something in our plans that is moving us farther from happiness and success rather than closer, but we are going too fast to stop and find out.

Is it time to stop and check the map?

  1. Stop and take 15 minutes to write down your definition of success.  What is success for you?  How will you know when get there?  What are the markers in your life that tell you when you have arrived?  Do they include your family, your health, and your relationships? Does your definition of success include being happier? Is there more in your definition of success than just your career or the amount of money you will accumulate?
  2. Now write the top 3 milestones you have to work toward each day to reach that definition of success.  What are the 3 things in your life, that when reached, you will be confident in saying that you have met your definition of success?
  3. Check your to-do list for today. Is working on each of your 3 milestones a top priority, or are other less important but more urgent matters pushing them down or even off the list?  Slow down and focus on your definition of success and your top 3 milestones.  Get those done first and you will know you are on the right path.


Write your definition of success and identify the 3 milestones you need to work towards each day, and you won’t have to keep speeding up.  But you will get there faster!



My Passion is helping people become successful and happy. I have found that many people want to be successful but just don’t know how. More importantly, people want to be successful because they feel that reaching some success pinnacle will result in them becoming happy. The research and my experience has shown that just the opposite is the case. Success does not lead to happiness. Happiness leads to success.

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