Leaders Know High Expectations Lead to High Performance

Leaders know high expectations lead to high performance. Leaders know that the more people believe in themselves, and their leaders believe in them, the more they will accomplish - at all levels.

We often think of leadership in terms of the Jack Welch's; the leaders of the military; the leaders of our government and institutions; the leaders of our industries. But leadership doesn't come in any particular wrapper - it shows up all over the place.

Let me share a story of real leadership:

A young girl, in second grade in a small town in Wisconsin was tested and classified as a below grade level student. That designation put her in an educational wasteland. Not much expected of her, not much effort spent on her development. Her parents discovered she had a vision problem - she had been accommodating it by memorizing everything. It caught up with her in second grade. Her parents fixed the vision problem. Her parents talked to the school, but they were firm in their decision to keep her in a below grade level class. The young girl had a hard time thinking of herself as being as good as other kids - after all, her school said she wasn't up to standard. And now she was the only kid in class with glasses.

After this young girl had completed fourth grade, her family moved to California. It was a good time to let this young girl catch her breath academically, and so she repeated fourth grade. No onus on it - she was in a completely different place.

And then the stars aligned and this young girl met the leader who would take her to a new place in her life.

Her fourth grade teacher was Mrs. Kruger. A former military nurse who had been in the South Pacific during WW II. No nonsense, firm, tough. On parents night she warned all parents to let her students be accountable for their actions. If a student forgot their lunch, don't bring it to school. They won't starve. Let the kids know they are responsible for their own actions. There were no below grade level kids in Mrs Kruger's world. The young girl did forget her lunch early in the year. She came home hungry, but she never forgot it again.

Mrs Kruger taught from high expectations. If an assignment was turned in that didn't meet her expectations for that student, they got to do it over, and over, and over - until she was satisfied that they had done their best work. The young girl was forced to redo her work often, and she didn't always like it. But the work she turned in after being forced to redo it was always better for the extra effort - and she saw that - and knew hard work resulted in accomplishment.

There was no horseplay in Mrs Kruger's class - no disrespect. She simply would not let it happen. Her class was a demanding, but safe place for her students to learn. She was energetic, critical, optimistic, and a wonderful teacher for this little girl. Her students respected and feared her - although she never threatened or used force of any kind. She just demanded her students do their best - even if they weren't convinced they could do better. And when they did, she recognized them with praise.

After a year with Mrs Kruger, this young lady had achieved a three grade level improvement in reading, writing and arithmetic. It wasn't easy - she worked really hard. But she knew she had performed - and what a change that made in her feelings about herself.

From that start - from that year with Mrs Kruger, this young woman went on to Honors Level classes in high school, to graduating from Boston College, and to getting her Masters in Special Education from Simmons College in Boston.

We're very proud of our daughter- and we're very thankful that she had the opportunity to spend a year of her young life learning from Mrs Kruger - a true leader.

There are so many qualities that a leader may possess - but the qualities of optimism; of demanding and expecting the best; of rewarding accomplishment; rank at the very top of the leadership list.

Take a look at how much you expect from yourself - and from others. If there is room for improvement, think of this story of Mrs Kruger, who made such a difference in our daughter's life - and then go out and make it happen.

Do it today. We all can be Mrs Kruger in our own way.

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

How Critical Is Balance To Your Success?

Balance is in the eye of the beholder. There are no standards available to apply to balance.

But let me define balance, for purposes of this blog. Balance is having the time to meet the goals we have set for ourselves.

There are people who are balanced with an 80 to 100 hour workweek. Their reward for this level of commitment is expressed in their income, status, promotions. They're in balance - as long as they are meeting their goals.

Other people are balanced with a 40 hour work week. Their reward may be expressed through the success of their children, their church, their Scout troop. They're in balance - as long as they feel they are meeting their goals.

The point being that balance is very much a personal value call. And what is balance at one point in a person's life may change - based on any number of circumstances.

The 100 hour a week person will find, once they are at the top of their profession, that their goals change - and they adapt to find a combination that provides balance. The worker with family values will find, once children are grown and on their own, some other outlet for energies and needs, and establish new goals to find balance.

The real issue is when we feel out of balance - the needs of the various parts of our lives create frustrations - a feeling that what we are doing - or are compelled to do, doesn't allow time to do the things we want to do. The results include negative energy, resentment, anger, passive aggressive behavior - destructive emotions and behaviors that keep balance from happening.

When that happens, ask yourself these questions:

Do you have goals?
Are they your goals?
Are they specific, measurable, attainable, realistic and time framed?

If you can't answer yes to those three questions, you will probably answer yes to the following questions.

Do you resent the demands put on you by others?
Do you feel regardless what you are doing, you should or could be doing something else?
Do you feel your time is not your own?
Do you feel that there is always more to do than you could possibly accomplish?
Do you feel unappreciated?
Do you envy the success of others?
Do you tell yourself someday things will change - and be "better"?

If you answered yes - negative emotions are causing you all kinds of problems, whether you realize it or not.

To overcome those negative emotions, you must have goals that are yours, that are specific, measurable, attainable, realistic and time framed. Look at the goals you do have with that in mind. Adjust if you have to to meet your own circumstances and to preserve or gain balance in your life. And if you don't have your own goals, get them. 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

The Power of Keeping Track

I am constantly battling my weight. I'm always chasing that elusive "ten pounds" that so many of us just never seem to get around to losing. Unfortunately, that "elusive ten" sometimes balloons to twenty pounds - or even a little bit more.

You know when that happens? It happens to me when I decide I don't want to spend the time to keep track of what I eatand drink. I reach a point where I am convinced that I know - from past experience and from past keeping track - how much I can eat and what I can eat, so why spend the time on recording what I already know?

This last time I made the decision to stop recording what I eat, I gained ten pounds in the following ninety days - ten pounds that becomes more and more difficult to shed as I get older. No big change in eating habits - no change in exercise habits - just a little bit here and a little bit there. I'm back to keeping track, and I see where those little snacks and larger portions that I kidded myself into believing would have no effect did add weight.

Keeping track keeps me honest to myself. It keeps me accountable for my own behavior - for my own choices. I don't have to share the records with anyone else - just with myself. I find when I do that, good things happen - probably because I am dealing with reality, and not with selective memory - that ability to only remember the high spots.

If you're dealing with weight, or any of a thousand other challenges and goals, keep track. Write down what is most important to you and then keep track of how you are progressing toward where you want to be. It doesn't have to be an involved process - keep it simple so you persist in recording.

In my experience, and the experience of many, many succesful people, keeping track is the most important single thing you can do to reach where you want to be. Do it - today.

Written by Andrew Cox, President, The Cox Consulting Group LLC

Ph:602-795-4100; Fax: 602-795-4800; E Mail: andycox@coxconsultgroup.com; Website:www.coxconsultgroup.com

Copyright 2006, All Right Reserved

Your Worst Enemy - Your Best Friend

I’m my worst enemy – I’m my best friend. Let me explain.

I have developed a series of beliefs in my mind that guide my behavior and my feelings and emotions. Those beliefs are based on a lot of things – experience, teaching, emotions, conditioning, – the one thing they are not based on is the truth. They are all mine -my beliefs – regardless how far from the truth they may be.

An example – I have always thought I have skinny arms. My forearms are 14” and my biceps are 15” – not huge, but not skinny. And yet, to me they are not nearly large enough. I feel like I am a small man – but I am 5’10” tall and weigh 190 pounds. Not huge, but not small. What creates my beliefs of being a small person with skinny arms? I’ll bet you have some of the same beliefs – neck too long, legs too short, butt too big, butt not big enough, 12 pack hiding a six pack , too skinny, too fat -----.

Most of these kinds of personal beliefs are harmless – but others can make or break our success in life. Peter Senge in his book The Fifth Discipline talks about the two beliefs most of us have in some measure that affect our ability to perform. These beliefs – I call them worms because they can be so imbedded in our mind – can lead to failure in our lives. And yet, the worms are not the truth. The two beliefs/worms that are so critical are: “I am not able”, and “I am not worthy”. Chances are one or both affect you – they affect at least 70% of the population!!

Dan S Kennedy, in his book No Rules, 21 Giant Lies for Success, talks about the insurance salesmen who gather on Monday morning for the weekly motivation meeting. They leave fired up to get sales, but most return on Thursday or Friday with their tails between their legs - unsuccessful in making sales. The unsuccessful ones started with their conscious mind full of positive affirmations, but with their subconscious throwing out the anchor of “I’m not able” and/or “I’m not worthy” to slow them down. And the result was that regardless how hard they worked with their conscious affirmations, the beliefs kept them from succeeding. The first time they hit rejection, their worms were there to confirm their beliefs. Their beliefs made them their own worst enemy – no one else could even come close.

So how do you overcome these worms so you can be successful. How do you become your best friend? First, you become aware of what your mind is telling you. What conversations are you having in your mind? Are you convinced that you can and will succeed? Or do you have this nagging feeling that – well – maybe this is a real stretch, and maybe I can’t do it. When you sense that kind of internal conversation, you’re on your way to overcoming the negative beliefs that have been holding you back. Once you identify them, realize they are all yours. They are your conclusions – and they are not the truth. You’ve been your own worst enemy. Challenge the negative belief - it's not the truth – replace it with a positive belief. Become your best friend. It is done every day of the week by people that discover their own value and worth, and throw out their own old, inaccurate ideas of themselves. Do it today – you are as able to do it right now as you ever will be. Help your internal beliefs align with your affirmations and watch yourself grow.

Written by Andrew Cox, President

Cox Consulting Group LLC

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

Copyright 2006, All Rights Reserved

Seeking Reality, A Crucial Skill

At a recent gathering of the Managers and VP's and C Level leaders in a large organization, they were all asked the question "If you had to rank yourself in terms of importance and contribution to our company of all the people at this meeting,, where would you rank ?" The responses were anonymous. 90% responded that they felt they were among the top 10%!! Time for a reality check.

Which brings me to the subject of this Blog. One of the key skills needed for success is to view reality as it exists - not as you wish it would exist, or want it to exist. That sounds pretty simple - it isn't.

A story: A new boss in a client company had all the education, experience, and industry knowledge to be really successful. He had the habit of assigning projects as they became obvious to him, without regard to the resources needed to get the job done. He saw clearly in his mind the need to act - and he was an impatient man. He saw there was so much to do, and so little time. Any attempt by the person assigned the project to negotiate a due date or modify the bosses assignment was met with anger and threats. So the assignee would tell the boss he would start work on it right away - because that was the only acceptable thing to say. The boss would go away satisfied that he would see results and get action - after all, the person he assigned the project said he would. He was able to report that huge progress was being made under his guidance.

After six months, this boss was stunned to find that all these projects were half done, or hardly started, or mired in lack of resources. He saw this as a challenge to his leadership. His reaction was to terminate some of the managers who had failed to perform, and bring in new people with "energy" to get things back on track. They didn't - the same things happened to them - and after eighteen months on the job the boss was fired - but not until he had cost a number of good people their jobs, and caused the business to suffer.

The moral of this story: Saying something doesn't make it so, no matter how hard you try. The personal skill this boss lacked was the skill to see things as they really are, rather than how they would be if his ideas were in place. This boss was so convinced of the rightness of his ways that he could not see the possibility that there may have been acceptable alternatives. His ego wouldn't allow it. The result was two parallel planets - his world as he saw it, and the world measured by results.

Success in any business enterprise requires a large dose of reality - both personally and organizationally. Take the time to inventory your view of reality. Check with people you trust, seek out facts that can't be disputed, seek out people that are outside your usual suspects, listen to what is said - and then challenge yourself and your perceptions to get closer alignment of your view and the reality of world around you. It's a crucial skill.