Your Attitude Is Showing - Now What?

Your attitude is showing - and it's not good. What to do about it?

A story about an attitude needing adjustment - and about critical personal decisions.

A very close friend had her position cut from full time to 3 days a week. Her duties and responsibilities didn't change - just her hours and her compensation - which was cut by 40%. She was given 24 hours to decide whether or not she would accept the change. She decided to stay and work through the situation. But it hasn't been easy. Three months into the part time situation, she received her annual review - by mail. Her boss has marked her attitude as "meeting standards" toward her job and toward her fellow workers. All of her previous reviews were "excellent." It's red flag time.

She works in a branch location - and with all the things she has to do there, the reduction to three days doesn't allow for face time with her boss and peers at the main location. She's disappointed that peers who were not affected by the reduction in hours and pay haven't reached out to talk to her. She feels hostage to the feedback her boss receives from other members of his staff. Her boss spends no time with her.

She feels she is being poorly dealt with - and she's right - and it shows.

But the reality is that it is her attitude that is the key issue in her review - not how she's been dealt with. And there is no more damning thing to be said about a person in a leadership role than to be described as having a "bad attitude."

Her attitude has changed - from being a key member of the leadership team dedicated to making a new enterprise work, to being a part time worker who is expected to remain a dedicated leader of the new enterprise. It's easy for her to feel like a victim. Her boss notes in her review that she is not the same person since the "temporary setback" and that she needs to talk to him about how to remediate her attitude. The implication is that should things stay the way they are, her attitude will be considered unacceptable. And we all know what that means.

A tough place to be - but it happens more often than we would like to think.

What should she and the thousands that find themselves in similar situations do?

There are two sets of issues to be deal with. The first has to do with the situation - be it a job, a relationship, a career - and it does need to be dealt with first. The second has to do with attitude.

The first issue deals with the situation. Whether to stay or go? There are so many factors in that analysis that are specific to each situation that there can be no easy answer - but it's absolutely critical that there is an answer. Too many people just stagger along, feeling some weird kind of comfort in the status quo, and then waking up years later, as Thoreau describes it, finding themselves "leading lives of quiet desperation." So the first order of business has to be the decision to stay, or to leave - and the terms and conditions for either alternative. The realization that there is a choice can, by itself, be tremendously liberating.

Then the attitude issue needs to be addressed. Once again, choice is the key. Our manager may not be able to control or choose the circumstances that led to her cut in pay and hours, but she can choose how it affects her - and how she expresses how it affects her. It's perfectly human to be angry, depressed, and feeling victimized when negative changes happen, but after the appropriate "mourning" period, it's time to choose the best response - the one that affects behavior positively. It's important not to fall into the victim mode. Victims show negative behaviors, and in addition to being repellant, very little good ever comes from them.

In our manager's case, she has decided that some projects in her job are near and dear to her heart. They are in process now, they require her full attention, and they keep her involved and associating with people outside her organization who she really enjoys - three good reasons for her decision to stay. Longer term still needs to be decided, but the success of the projects will be good for her organization, and of long term career benefit to her. Plus she can feel good that she has kept her word and her integrity and not left commitments undone. The act of making that decision has helped her dig out of most of the negativity she had been feeling. She's no longer a victim - she's in charge of herself.

The attitude issue needs work - but the stay or leave decision has made that issue an easier one to deal with. It has made her inner attitude much more positive. She is reaching out to friends, to her boss and to associates to better understand how others perceive her attitude, and to adopt behaviors that accurately express her much improved inner attitude. She wants to be positive, and focused, and optimistic, and she knows she owns the rights to those qualities. She's going to make it happen.

If you see yourself or someone else in this kind of situation, use the two issue approach to get back on track. Situations change, so can attitudes and behaviors.

Written By Andy Cox, President

Cox Consulting Group, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com; Website: http://www.coxconsultgroup.com/; Blog: http://multiplysuccess.blogspot.com/

Copyright 2008 All Rights Reserved

How Leaders Increase Their Personal Energy

I recently posted a blog titled " How Leaders Create The Energy Essential To Success." It dealt with ways leaders create energy in their organizations through their beliefs and behaviors.

This blog deals with how leaders sustain and increase their personal energy.

In our discussions, leaders divided energy into two dimensions - external and internal. The external dimension is what's seen - what's perceived by others through behavior. Internal energy is what occurs as a result of internal attitudes, values and beliefs - elements like optimism, curiosity, sense of self, opportunities. Many highly successful, highly energetic people don't appear energetic in the external, Energizer Bunny, kind of way. But what they possess is the kind of internal energy that keeps them moving and asking and discovering and recharging their batteries through action.

Most leaders we talked to agreed that part of high energy, both internal and external, is probably genetic - some people's motors just run faster. But having said that, they all said the biggest elements of energy creation and renewal are passion, commitment, focus and accomplishment.

Many of the leaders we talked to used exercising as an example of how the two dimensions of energy work with - or against - each other. They described times they forced themselves to exercise even though they were angry, or frustrated, or disappointed. The effect of forcing themselves to meet their commitment to themselves lifted them up, and renewed their energy. They were proud that they fought through the negative emotions to do what they had committed to do. And even though their level of performance may have initially suffered because of the negative emotions, the action of keeping a commitment energized them - internally and externally. As one leader joked about exercise " It feels so good when I'm finished."

Leaders increase personal energy by pressing on, even when obstacles and emotions would make it easy to stop, pull back, defer. Action creates energy.

Leaders create and renew energy through accomplishment. The saying " Nothing succeeds like success" is so true - at all levels. And it's not just personal accomplishment that creates energy - it's accomplishment at the organizational, individual, workgroup and family level. Leaders look for accomplishment as a means of sustaining and growing their energy, as well as the energy of others.

Leaders take inspiration from the pleasure and achievement of others. They know there's plenty for everybody.


Leaders say breaking out - doing something they've never done before, can be terrifying, exhilarating, but always energizing. It doesn't have to be climbing Everest - it can be much more down to earth. The important thing is that it's new - new sports, new places, new physical challenges, new mental challenges. As one former teacher put it - "the only difference between a rut and a grave is a rut's longer." Ruts don't create energy - they pull it down at all levels.


Leaders like to travel to new places that test their assumptions. Going to a place where they're not in a position of leadership, where the language is different, the food is different, the culture is different, and observing and embracing it without comparison, is a great way to feel more alive - more energetic.

Leaders create effective, productive routines for the day to day things they need to do. They know weaving the important things into day to day routines is liberating. The fewer exceptional efforts required to complete the day - to - days, the more energy available for the creative, new, challenging, accomplishment - directed things.

Leaders find sources of inspiration - and are energized by them. Challenges in their enterprises, biographies of people that have overcome challenges, self help and motivation books, music, poetry, speeches, seminars, relationships with successful people, all add energy.

Leaders find a way to give and give back. They give their talent, their energy, their passion, their experience to others, and are energized by the experience. Thry give without calculating or expecting a return. And they're richer for it - renewed energy is just one of the rewards.

Leaders treasure small victories - they know they lead to big victories. Small victories, well celebrated, have an enormous impact on energy. And there are so many more of them than just waiting for the few big victories. It goes without saying that the big victories really get celebrated.

Finally, leaders cultivate optimism - in themselves and in others. They start each day with the belief that soemthing special is gonna happen - if they make it happen. And leaders use that optimism to think the best of others - they know negative expectations of others results in low energy .

Leaders we talked to offered many more ways they sustain and develop their personal energy. No single person does all of them. But they all agreed action is the basis for energy. While on the surface it might appear that action takes energy away, in reality it's the exact opposite. Effective action adds energy.

Your personal energy is a critical part of your success. Without a high level of both internal and external energy success is hard to find. Use the methods described in this article to help you create and sustain your own high level of energy. Act - today.

Written by Andy Cox, President

Cox Consulting Group, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com; Website: www.coxconsultgroup.com; Blog: http://multiplysuccess.blogspot.com

Copyright 2008 All Rights Reserved

How Leaders Create The Energy Essential To Success

Leaders know high energy individuals, workgroups and organizations create success. How to create and sustain that high energy is the key challenge leaders face every day.


The following behaviors and beliefs are keys that leaders we have worked with have found work to achieve consistent high energy with their people.


Leaders start with the belief that commitment unleashes energy and that compliance reduces energy. To the extent that their people feel committed to the goals of the organization, they will work harder, produce more and accomplish more than any group of people waiting to be told what to do. Compliance keeps people waiting for direction - it keeps them asking " What do you want me to do now?"


Leaders share knowledge and information, they don't hoard it. They want their people to know how things are going. They believe 90% of their people can handle the truth, but that 100% of their people are turned off by half truths and secrecy. Leaders practice the exact opposite of the "if knowledge is power, than the sharing of knowledge is a reduction in power" behavior of high control managers.


Leaders work with their people to create goals that align with the organization's goals. Then they keep the goals as simple as possible and work to have their people align their personal goals with the goals of the organization. And they fight to keep the goal process as simple and free of bureaucratic stuff as possible. They want goals to create energy, and not have process destroy it.


When leaders think they've communicated enough - they know they need to communicate more. Effective communication creates energy.


Leaders protect the time of their people. There are always distractions that can take the energy out of any endeavor. Leaders keep their people protected from the low value, time and energy eating things that invariably show up. Just as individuals need to keep their eye on the few important things, so must leaders keep their eye on the same few important things,


Leaders define what having "your eye on the ball " means. The purpose of goals - solid, real goals focused on contribution and accomplishment - keep the main things the main things - and make it easier for everyone to be energized and focused.


Leaders know action creates energy - lack of action sucks the energy out of any enterprise. Ever been in a restaurant when it's not busy? Bad time to be there - you might expect the best service and the best food, but it rarely works out that way. Come back when the place is really busy - and see a high level of service and energy and focus. Focused busy has a power all its own.


Leaders have high expectations of all their people - and they hold them to their expectations. Nothing is more demoralizing and sapping of energy than to have a manager indicate by words or actions that not much is expected. And guess what? When that belief is communicated - not much is accomplished. Nobody ever did anyone a favor by telling them to "take it easy."


Leaders demand that their people know what their contribution to the enterprise is and how it is measured, and how they are doing. And not just at the annual performance review. Leaders hold performance reviews all the time.


Leaders know the more open and communicative their behavior, the more authority, power and energy they and their people have. High control managers, on the other hand, fail to see that, and hold as much power as possible to themselves, and in doing that, they actually cede power to others, and don't tap the potential energy of their people.


Leaders protect the energy of their people from the negative 5 percent that show up - in even the best organizations. They protect them by taking swift action to either remediate the negative behavior, or, failing that, by getting rid of the negative 5 percenters. And not by simply palming them off on the next manager or leader.


Leaders incorporate these beliefs and behaviors into their every day work and play. They know that anything that requires constant special attention to keep going will fail. Only imbedded behaviors and beliefs have lasting value.



Review the behaviors and beliefs that leaders have shared in this blog, and see where you can add to your impact and create more energy with your people - and the people around you. Do it through action - today.

Written by Andy Cox, President

4049 E Vista Drive, Phoenix, AZ 85032 Phoenix: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com; Website: http://www.coxconsultgroup.com/; Blog: http://multiplysuccess.blogspot.com/

Copyright 2008 All Rights Reserved

How To Earn Respect

There's a secret to gaining respect - one that I had the good fortune to learn early in my career - and from a most improbable source. The secret to getting respect is to give respect.

Read on to see how that lesson was taught to me by a very special person.

Early in my career I was Branch Manager of a temporary help service. The largest part of our business was done in the Labor Division. The workforce was made up of day laborers - men who had fallen on the hardest of times. They were paid by the hour, and could receive a daily draw against wages earned. For most of them, working and getting the draw was the difference between having food and shelter or going hungry and sleeping in the Mission - or worse.

Every morning at 5:30 AM our office would open, and in would file the men looking for work.There were as many as a hundred who waited, drank free coffee, and hoped to be assigned and dispatched to a job. Many were assigned - some were not.

Early morning was a time when lots of bad things could happen - anger at not getting assigned - anger at perceived insults - anger at competitors for the same job - anger at life - and anger at being treated poorly by the full time staff. The result had been a number of fights, knifings, and one attempted shooting. Those problems resulted in a decline in business. I was sent there to correct the situation.

Our product was the labor that these men performed. It was definitely in our best interests to maintain a positive relationship with our own people. Unfortunately, many men left for jobs feeling angry, patronized and disrespected. Some never showed up at their assignments, others walked off the jobs, some forged their time tickets.

Observing the situation for a week I could understand why the men felt that way. They were patronized - they were treated as the bottom of the barrel - they were not given any reason to feel valued. And when one was publicly humiliated - and that happened too often - they all felt that humiliation. The only thing most of these men had left was a shred of self respect - or at least the need to feel respected. When that need for respect was abused, when it was not recognized, bad things happened.

The first step to change occurred when my boss gave me a sign to put up in the office- visible only to the full time staff. It said "There but for the grace of God, go I." A constant reminder of the thin line between good fortune and bad fortune.

And then we set up four rules that full time staff were required to follow:

1 - Every man who showed up for work, regardless of his condition or qualifications was to be addressed as "Mister" followed by his last name. First names could be used once the person was known. The use of any abusive name, description or nickname was prohibited

2 - Any discipline would be done confidentially, and without the use of abusive and demeaning terms

3- No assignments that were known to be unsafe would be accepted

4 - Assignments would be given on the basis of length of service, ability, past performance and availablility.

Those were the rules. Some full time staff had a problem with these simple rules - they were replaced.

Into this environment walked a man named Riley Bentley. Mr Bentley was an African American - like about half of our workforce. He was big, muscular and an intimidating looking and acting man. He had a silver earring long before they were popular, and he had a "keep away from me " manner. He was sober, he had no problem filling out the application, he looked you right in the eye. He was hired. From the first day, every job he was sent on resulted in excellent reports. He would come back every night, get his draw, and leave. No talk, no socializing - nobody messed with Mr Bentley.


He worked for us for about six months, then, like so many others, he stopped showing up. We had customers tell us if he came back they wanted to know - so they could get him back. Hard to imagine a man with his capabilities and no obvious vices not having a full time job.

After a three month absence, Mr Bentley walked back in. I was running the Labor Office - it was hard to get and keep full time staff who would obey the rules and treat the men properly, and when they left or were fired, I filled in. I was glad to see Mr Bentley and I told him so. He had lost some weight, but he was still the strongest, hardest working man we had. One night, Mr Bentley came back to the office just before 6 PM - closing time. He looked me right in the eye and said I could call him Riley. I said that he should call me Andy, and we shook hands on it. He walked with me to my car after I had closed up - I asked him if he needed a ride - he said no and kept walking. That became a regular thing. He would arrive at the office just before closing time after working hard all day - and then chat with me and then walk me to my car and head off into the night.

And then Riley was gone - and I hoped he had found a full time job - he deserved one.

A few months later Riley was back, thinner, but still as strong as ever. I noticed he perspired a lot, even though it was fall and cold and he did not wear a jacket. While he was gone we had gone through two new full time staff - and I was back to opening and closing the Labor Office. Riley resumed coming in every night and spending time leaning on the counter and looking out to the street while we talked and I took care of business. Part of the business was paying the men in cash. We kept a large sum of money in small bills for that purpose. We had a safe but it was so busy during the after work hours that the money was in the safe, but the safe was kept unlocked. Anyone could have come in and held me up. Riley could have turned me upside down and taken the money and there would have been no way for me to prevent it. I think Riley read my mind. One night he told me the reason he always stayed until I locked up and why he walked me to my car was to thank me for showing him respect - and his thanks was to provide me with his personal protection. I was ashamed for my concerns - and glad I had Riley - our office was in a very tough part of town.

Riley worked a few more weeks - he seemed to be in distress when he came in at night - perspiring heavily, shivering, but he persisted. He would not discuss his physical condition, and he would never accept a ride or any other kind of help.

And then he was gone. A few weeks later one of our regular men came in and told me Riley had been found in his room - in a chair - and he'd been dead about a week. I was stunned, and saddened, and sorry about the loss of my friend - because we were friends, in our own special way. Riley had given me his protection as his way of expressing his respect. I had given him respect because it just made sense - on a personal and business level, to recognize the humanity of our people. I was repaid a hundredfold for that by Riley.

Ever since that time, Riley Bentley is in my prayers - and he always will be.

Riley taught me the secret to gaining respect. The secret has stayed with me since that time. It's pretty simple. The secret is you get respect by giving respect. I will be forever grateful to Riley for that lesson.

There are other elements to gaining respect, such as keeping your word, making good on commitments, honoring what you promise. But aren't they all part of giving respect? I think so - giving respect is the cornerstone to getting respect.

In your own life, take the time to recognize people that you may have passed by. There's a saying " The true measure of a person is how they treat someone who can do them no good nor any harm." We all can profit from remembering that saying, and making it part of our daily self talk and behavior. And if you're really lucky, maybe you'll find a Riley Bentley in your life.

Start today.

Written by Andy Cox

Cox Consulting Group LLC, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com, Website: http://www.coxconsultgroup.com/; Blog: http://multiplysuccess.blogspot.com

Copyright 2007 All Rights Reserved

Eight Bad Assumptions We All Make, and How To Remedy Them

Assumptions have the potential to get you in trouble - big trouble. The assumptions that are the subject of this article are the ones we make based on our own behaviors, attitudes, and skills. We start by assuming that others think, act and have skills similar to our own. In fact, each of us is so unique that assumptions based on behaviors, attitudes and skills will result in being wrong at least 70% of the time.

An example:

A client had a manager who was highly intelligent, very energetic, demanding and always looking for new approaches to problems. Not a bad combination of attributes in a manager. He was also firmly convinced of the rightness of his ways. The business he was managing was in crisis - it needed firm direction. The problem was the frequency of new initiatives. He would direct his limited staff to new issues requiring action and resources on a weekly basis. The stretched thin, survival trained staff did all that they could to keep up -but they invariably fell behind. Lots of balls in the air - lots of activity - no additional resources. The manager assumed that since he had instructed his people on what to do that they were doing it - and they were afraid to tell him the truth.

He assumed his people would act the same as he did when his boss told him to do something. He would make his bosses request his first priority, and do whatever had to be done to get it done. He assumed his people would do the same when he made the same kind of demands.

That was a bad assumption.

He was very proud of all the things he was doing to turn this business around, and for the first few months, progress - measured by activity - was good. And then the cracks started to show. Shipments delayed, quality issues, turnover of critical people, earnings estimates missed. His response was to turn up the pressure to get the things done that he had assumed were either done or well on their way to completion. He was stunned to see that very little had really changed. His people were bogged down - too many balls in the air - too many things to focus on. He was fired.

So much of what had happened could have turned out differently, if he had assumed less, and verified more.


What follows are eight of the most common assumptions we all make in our work- every day. They have the potential to be fatal to our careers. The assumptions, a short narrative and a suggested remedy for each follow.

Assumption 1 - My boss and I are on the same page.


The newer the relationship, the better the chance that this assumption is wrong. Often very wrong.

Remedy - Ask your boss to write down the 3 to 5 most important things that you must do , and you do the same. Exchange your answers -being in agreement on 2 to 3 out of 5 is very good.


Assumption 2 -My people and I are on the same page.


Once again, the newer the relationship, the better the chance that this assumption is false - and really dangerous.


Remedy - Do the same thing with your people that you did with your boss - do the boss thing first.

Assumption 3 -I shouldn't have to ask.


Why not? Every one else has to. The very idea that other people should know what to do or how to act is so far from the truth that many, many relationships are destroyed by the assumption that someone should know enough to keep you from having to ask.


Remedy - Ask. If asking sticks in your throat - and it does for a lot of people, read the "Aladdin Factor" by Victor Hansen. Terrific book

Assumption 4 -People will do what I tell them to do.


Not necessarily. There are lots of reasons that they may do something other than what you anticipated. More pressing work, a misunderstanding about what is to be done, conflicting priorities, you name it, it exists.


Remedy - Create goals with the end in mind. Then communicate the goals, then hold regular updates - formally or informally, depending upon the culture of your organization.

Assumption 5 - People see things the same way I do.


Not true. Put a group of people in a room - show them the same picture. Watch the different interpretations, conclusions, ---. And yet they were all in the same room - given the same instructions - looked at the same thing. Amazing.


Remedy - Create goals that clearly state the result and the steps to take to reach it. Involve the people who will participate in meeting the goal in the development of the goals.

Assumption 6 -My managers have all the freedom they need to accomplish their goals.

Probably not. Reminds me of a highly experienced manager hired to run a Canadian acquisition of a US. His boss, the CEO, told everyone he had complete authority. Actually, he couldn't approve even a $10 expenditure without corporate accounting's approval. As soon as that became apparent, he lost a lot of influence with his people. The CEO said accounting had to be involved. His idea of involvement, the new manager's and the accounting department's take were very different. It never got resolved. The new manager resigned after 6 months .

Remedy - This is where the bureaucracy needs to be checked carefully. The boss assumes their people have the same approval and indirect reporting relationships and understandings as they do. Not. The boss needs to lead in developing effective, consistent working relationships up, down and sideways for their people.

Assumption 7 -People who speak with conviction are experts on the subject. Not necessarily.

Often the person speaking the loudest and with the most conviction is in fact drowning out the real expert who doesn't share the same behavior profile.

Remedy - Make sure all have the opportunity to voice their contribution. Be skeptical of all inputs until all the players are heard. Don't let anecdotal feedback overly influence the decision. How often have we all heard about the mysterious "they" that said something and it got play way out of proportion to its value and substance? Check any newspaper for examples of that dynamic.

Assumption 8 - People will see the same opportunity the same way I do.

No they won't. In fact, roughly 70% of the population will see consequences and problems before they see opportunities - if they see them at all. That leaves 30% that may see things the same way you do - not a high percentage. Both consequence and opportunity people are valuable, contributing people in every organization - value both inputs.


Remedy - Be sure to communicate what you see as the opportunity in terms of your people's interests. And be sure to listen to and value the issues and problems the pessimists will bring up - better to get them on the table than have them fester in the group without recognition or resolution.


Assumptions can be the biggest hurdle every manager and leader has to overcome in their career. Assumptions made about them, assumptions they make about others, all have low probability of being accurate. Start by checking your own thinking against the 8 assumptions stated in this article. Then act to replace them with goals and comunications that align effort with expectations. Start today.

Written by Andy Cox, President

Cox Consulting Group, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com; Website: http://www.coxconsultgroup.com; Blog: http://multiplysuccess.blogspot.com/

Copyright 2007 All Rights Reserved

Leaders Use Goals To Know When More Becomes Less

Leaders use goals to know when more becomes less. Leaders know there is a place where further effort, energy, knowledge, people resources and money don't really add much additional value. In fact, more of anything after a certain point may be stealing from other requirements. Leaders know time, money and effort, by themselves, are really inefficient measures - results are what count. And knowing what results are needed avoids the "more is less" trap.


Leaders know "more" can keep you stuck in the same place long after you've achieved most of what's really needed. "More" creates a comfort zone based on activity that tells us there is more to be learned - more to be prepared - more to be added. Leaders know that that comfort zone is an illusion, and that goals create action - they keep us from fooling ourselves into believing activity is accomplishment.


A personal example of what I mean:


Whenever I need information - for a client, a prospect, an article - I really dig in and search all kinds of resources to become really prepared. My searches have the potential to lead me deeper and deeper into a subject - or wider and wider into alternative subjects or information. The opportunities for research are endless - and so tempting. That must have to do with my high Theoretical value. I really value information for its own sake. I feel like I'm really accomplishing things as I acquire more and more knowledge. More is better - or is it? Problem is - even the most expert of experts have to set research aside - and act - if they are to become better known, better appreciated and better compensated. And if the search for "more" gets in the way of acting, then "more" is definitely less. I protect myself from that trap through goals.


Another example from my vast archives of "more" not being better:


An exercise I do daily is a hand grip exercise. I started doing it about five months ago when I felt my grip needed strengthening. I use the kind of gripper that has a spring that is squeezed until the handles touch. At the beginning it was a real effort to reach 30 reps for each hand. My goal was to reach 60 reps for each hand. I'm now up to 90 reps for each hand, and I hold the 90th rep for 60 seconds. I know I can do more if I persist, but I don't. Why? I'm way beyond my goal and I think I've reached the point where more is not better - the additional time I could use on this one exercise can be better used on something else - like converting my 24 pack abs into a six pack. In this case I've decided more would be a poor use of my time and energy. Now for the abs.......


On a work level, how often are we persuaded that more is better? In some cases, more is definitely better - like in more quality sales calls. But in other cases, like gaining more information before acting, or spending more time on preparation, more may be less. And that's where goals come in. Goals that measure results, not effort, create a climate of action - action to reach a measurable goal. And then consciously assessing the value of exceeding the goal.


Leaders know the biggest enemy of "more is less" is perfection. Perfection may be a worthy striving, but many careers have gone down the tubes by letting perfect get in the way 0f good. When taking more time to prepare for that perfect presentation, when just one more test may yield the data to make a perfect product, when the acquisition of knowledge, or money, or expertise, keeps action to meet a goal from happening - more is less.


In Harry Beckwith's book - "How To Sell The Invisible," he says "Don't let perfect get in the way of good." When I'm tempted to take the time and effort to make very good become perfect, I stop. And if I'm convinced that what I have done is very good, I tell myself to stop seeking more, and I act to complete whatever it is I'm doing. And how do I figure out what is very good? Goals.


In creating goals, resist the temptation to create them based on the best of intentions. Base them on hard headed, clear requirements to meet the larger goals of the enterprise. Can they be an improvement on performance levels already attained? Of course. But know when to say "enough," and go on to other equally important goals. Defining "enough" is the secret leaders use to ensure "more" doesn't become less.


Take a look at your own goals, habits of thought, behaviors and attitudes. Identify where you can use "more is less" in defining your own actions and success. I suspect you will find, in your analysis, that there are areas - right now - today - where you can change so that perfect doesn't get in the way of good.

Written by Andy Cox, President

Cox Consulting Group, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com; Website: http://www.coxconsultgroup.com/; Blog: http://multiplysuccess.blogspot.com/

Copyright 2007 All Rights Reserved

Leaders Set Goals To Define Priorities

Setting goals as the way to create priorities, whether in business or in personal life, is what leaders do to maintain direction and focus in their organizations and in their personal lives. Unfortunately, many managers take a tremendous amount of potential leverage out of their organizations by not prioritizing.

I had a boss whose standard answer to "What's the most important thing?" was "Everything's the most important thing." What a copout. We were in a crisis mode and there was a lot to get done, but what that "Everything is important" direction led to was a lot of counterproductive behavior - hunker down and keep the boss off your butt by being busy all the time - 24/7 - and ride it out. Do what you're told to do, and then ask "What's next?" After a year of that no leverage management style he was fired - but not until some very good people had left the organization.

Managers that take the "everything is Number 1" approach are often rewarded for being tough, no nonsense, aggressive problem solvers. The fact that many of the problems they solved were created by them seems to go unnoticed. Actually, instead of leadership, they use a brute force approach to getting things done. That often works in a crisis situation, but when everything becomes a crisis, those managers lose their effectiveness and their people become cynical about how they are treated. Brute force managers rarely have goals they share with people, and even more rarely do they have their people participate in any meaningful way in setting goals and priorities. To many of them, sharing information and open communication are threats to their control. Many of them are quite happy with a compliance level workforce - the "Just tell me what to do and I'll do it" people. There is no leverage in the Brute Force management style.

How do effective leaders create priorities that maximize their own effectiveness and the effectiveness of their organization?

They start with a clear understanding of what the three to five most important things are, both personally and professionally. This is tough - there are always many more issues vying for attention than there are resources available to address them. The leader makes the tough decisions - the Brute Force manager doesn't.

Then the leader enlists people in the areas of importance to help arrive at ways to succeed in meeting the most important requirements.

Then the leader creates and communicates and negotiates goals that support the most important three to five issues, or challenges, or opportunities.

The goals are used to create supporting goals, expectations and understandings of importance in the universe of people that can contribute to meeting the goal.

Then leaders act - and expect action from their people.


Leaders protect their own time, and the time of their people, so that maximum focus can be kept on the critical few, and not frittered away on the unimportant many.

And then leaders evaluate, change if change is necessary, and continue to use the process as the basis for action throughout their organization.

And they insist that this process be kept as simple as possible - minimum bureaucracy here. Don't wait for an enterprise wide software system to capture all the data and signups and goal statements. More good goal setting systems have drowned of their own administrative weight than for any other reason. Leaders fight that. Leaders know the critical intersection in goal setting and prioritizing is at the person to person level - not at the form completion and submission point.

And the resulting action they get is so different from the "Tell me what to do and I'll do it" people. Lots of leverage in a shared goal environment - on both a personal and work level.

Leaders know most people want to help, want to contribute, want to be involved in a worthy enterprise, want to be recognized for their contribution. Leaders also know most people work best and most effectively where they have structure and an understanding of what needs to be done. Once they have that, great things start to happen! They no longer have to say "Just tell me what to do and I'll do it" - they know the priorities and what is most important. They can use the freedom that knowledge provides to keep their eyes on the few big balls - and not be distracted by all the little balls that will always bounce around and take up all the time people will let them take up.

Leaders also know there are times when brute force may be the only appropriate tactic - a public safety health product recall, a natural disaster, a systems failure, a fire - all call for everybody pitching in to get things done - whatever that means. But leaders know the brute force tactic is the exception to the rule, and is only used when absolutely necessary. And their people know it - and rather than take it as just another in a long line of fire drills, they pitch in and know their efforts will be part of a worthy enterprise's efforts to succeed. The result is maximum leverage when needed.

If you work or live in an "Everything is important" situation, be careful of burning out. If you can take what leaders do and apply it to your work and your personal situation two things will happen - you'll have more time for the really important things, and your personal and professional success will increase - I guarantee it. And on those brute force days, or weeks, keep the leader's model of goals to priorities firmly in your sights - and get back to it as soon as possible. Start today.

Written by Andy Cox, President

Cox Consulting Group LLC, 4049 E Vista Drive, Phoenix, AZ 85032 Ph:602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com; Website:www.coxconsultgroup.com

Copyright 2007 All Rights Reserved

Personal Importance - Your Success Depends On It

One thing I've noticed about all the successful people I've met - they all are convinced of the importance of what they do and of their own personal importance. I don't mean in an egotistical, arrogant way, but in a way best expressed as quiet confidence. And many of them didn't start that way - they had to develop the habits of thought that allowed them to believe in their own worthiness and ability. It's not easy, but it is critical to personal success.

I've also noticed how many people, by their own actions, communicate their feeling of unimportance. They do it in little ways - deferring to someone else when they had a perfect right to stand their ground; when they apologize or minimize their own contribution; when they don't speak up even though they have a lot to say; when they fail to express their successes.

When we were kids, I remember being told to "not talk unless talked to," that I was to "be seen and not heard," that talking about myself was boastful, that it was "better to keep my mouth shut and appear dumb, than to open it and remove all doubt." I'm sure many of you have your own list of negative messages that were part of your life.

When those message soak in and become beliefs - and they do - it's tough to not feel that others must be better or more able or more worthy.

Think about your own self talk. What does it tell you about yourself - does it help you feel more worthy and able, or does it keep repeating those messages of your earlier years?

You’d be surprised how many people - when they really think about this, say they still hear their own "be seen and not heard" messages.

The story is told of the three stone masons - all working on the same job. When asked what he was doing, the first said he was cutting and laying stone. The second said he was building a school, and the third one said he was helping build a place of learning for children, and he wanted it to be the best built school he could manage. I suspect you know who felt important in contributing to this place of learning, and who was just laying stone. Same skills, same assignment, same project, probably the same work effort, but what a personal difference. The third mason will visit that school, point with pride to the contributions he made, tell his own children about it, and keep it as a personal point of pride and ability for the rest of his years. Don't we all want that kind of feeling about our work, our passions, our families?

To get that feeling one thing is certain - no one else can do it for us. We can be stone mason #1 and work and collect our pay, or we can be stone mason #3, and collect our pay and so much more. But only we can do it for ourselves.

People that have a feeling of self worth and those who are challenged to gain a greater sense of their own worth, look at the inputs and communications they receive in a very different way from people who don't have a good feeling about their worth and ability. Why? Because we all look for the things that confirm what our mind already believes or wants to believe! So the person with a positive self worth will hear an affirmation, the person working on getting a better sense will hear a constructive comment, and the person with a poor self worth will find a criticism or suspicion that they are being manipulated, or a reason to dismiss the compliment as so much BS. Same comment, same situation, three very different effects.

If you want to improve your own sense of self worth, what can you do?

1 - Stop looking back - what happened up to this point got you to where you are. Dwelling on it to find root causes just eats up today - which is all there is.

2 - Become very aware of what you tell yourself .

3 - Suspend judgment and just take what happens or is communicated for what it is - and no more.

4 - Start replacing damaging self talk with positive affirmations. Start by constantly reminding yourself of what you do well.

5 - Work with your strengths - the ones you feel good about - and be convinced you have more than you know - because I guarantee you do.

6 - Understand that you are unique - no one else on this earth is just like you - don't assume others can do what you do well - because they can't.

7 - Avoid the circumstances and events and people that would drag you back into where you no longer want to be.

8 - Identify how you want to make a difference - and go for it.

9 - Associate with successful people - and be amazed to find out they have their own challenges - just like you.

10 - Read biographies of great people - people that have overcome adversity to succeed. You will be amazed how their stories can affect and motivate you.

11 - Help someone else succeed - nothing helps you feel better about yourself than helping another person.

As you implement these steps, you're going to feel a real growing sense of your own importance, and your ability to get things done - in every part of your life. And as you gain a sense of your own worthiness and ability, it becomes more difficult for others to negatively influence you, and as you gain that better feeling about yourself, you will see so many more possibilities than you ever felt existed.

Start today!

Written by Andy Cox, President

Cox Consulting Group LLC, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax 602-795-4800; E Mail: acox@coxconsultgroup.com; Website: www.coxconsultgroup.com

Copyright 2007 All Rights Reserved

Encourage Thinking Outside The Box - A Tool

Thinking outside your box is a critical Personal Skill - one that will make the difference between success or failure. The critical skill is really about accessing the thinking of others to help see what possibilities lie outside your own world of thoughts and beliefs and biases.

Try this exercise to get the "out of box" juices flowing with the people you deal with.

Draw a square 1 foot by 1 foot. Divide all four sides into 3 inch increments. Connect the markings opposite to each other. You now have a large square with 16 little squares inside it - a checkerboard pattern.

Ask how many different squares can be seen in the checkerboard. The first answer is usually 16. Then someone will say 17 - then eighteen - then 19 or 20. That will only happen if you, as leader of this exercise, show an expectation for a larger number than the first answer - which is usually given quickly and with some conviction. Stay at it - keep asking how many squares others see. Engage everyone in the answer. The number of squares will continue to increase. With a lot of encouragement your group may get to 24 to 26. Not bad - but there are 30 squares of various sizes that can be identified in the checkerboard.

See how many people try to work alone. See how many include others in their discussion. When the group has just about exhausted the possibilities, tell them the answer. If someone gets the answer, ask them to describe the squares - so that others can gain knowledge.

The point? The group was probably willing to accept the 16 or 17 or even 20 squares that were stated quickly. Had they done that, they would have left 10 or so squares unidentified. Can your business afford that? Does that kind of dynamic happen to you often? Make those points as a means of pointing out how very important it is to challenge quick answers - how very important it is to share thoughts - how very important it is to encourage - or demand - that people expand their perceptions and look at things through the eyes of others.

There's balance required in this process. Winston Churchill once said "It's important to have an open mind, but not so open that our brains fall out." The same is true when it comes to thinking outside the box. But in at least 95% of the cases where groups attempt to reach for the best answers, many of the members simply don't share or contribute their inputs. The last thing you have to be concerned with is any brains falling out of open minds.

I suggest to you that the critical Personal Skill leaders bring to thinking outside the box is the skill to draw out and value those hard - to - get - at inputs from others.They're the difference between seeing 20 boxes or 30 boxes. Which is better for your organization?

Try this tool with your group - do it today

Written by Andy Cox, President

Cox Consulting Group LLC, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com, Website: www.coxconsultgroup.com

Coopyright 2007 All Rights Reserved