Place High Value On The Small Stuff - It's Key To Success

Small stuff needs to be celebrated. How often have you been to a meeting, been involved in a project, attended a convention or a gathering where things clicked – where it became apparent that there had been a great deal of planning and attention to detail – and the overall effect was terrific. The small stuff got the attention it needed to ensure success.

Think about kaizen – the Japanese philosophy of “continuous improvement.” It has had a huge positive impact on productivity and profitability – but it depends on a lot of what some would call “small stuff” for its success.

As a point of information, “small stuff” was originally a nautical term used to describe cordage – usually of less than an inch in diameter – the small stuff as opposed to the larger diameter rope used as standing and running rigging, and mooring and anchor and towing ropes. It didn't mean small stuff was unimportant – small diameter rope has a thousand critical and decorative uses aboard every boat and ship.

The problem with the term “small stuff” is that it sounds so dismissive, as if whatever has earned that description doesn't really matter. And the problem is that it does matter – a lot - and dismissing it can have a negative effect on outcomes.

Outside the nautical world, small stuff isn't that easy to define. One person's small stuff is big stuff to someone else.

I worked with a manufacturing firm – 1000 employees and about $100 million in annual sales - that was looking for savings from operations to help boost profit without capital investment. Project teams were established and tasked with finding real dollar savings within the operation – savings that could be sustained and would have a positive impact on the business. At the first status meeting to review progress, the teams were excited about providing feedback on their results. The first team presented its first finding – a reduction in cost of $25,000 that could be implemented quickly and with no capital investment. The CFO, who was new to the organization and its culture, made it very clear that he considered $25,000 “small stuff” - he was looking for the really “big dog” savings. The effect of his response was to take all the air out of the teams – the savings the teams had identified were all of a similar size, and after his reaction they backed away from presenting them. They didn't want to be embarrassed or dismissed for their lack of scale. In fact the teams had identified an aggregate of $500,000 in savings that could be achieved. quickly and with little out of pocket cost. While the CFO kept looking for the big dogs, the little dogs didn't get done.

Nobody likes being told that what they have accomplished is “small stuff.” Dismissive words or gestures that challenge the value and importance of work are extraordinarily destructive.

The CFO in this situation realized his mistake and adjusted his own approach to fit the culture he found himself in. He experienced a valuable lesson from his first reaction – a reaction of disappointment. But he recovered, inventoried his own beliefs, adapted to the beliefs of his new organization, and got back on track .

It took awhile, but the project teams recovered their commitment and pressed on and the cost savings actions were accomplished. They were a major contributor to the success of the business.

The CFO found out that successful organizations, like the one he was now with, have a number of shared beliefs that result in the commitment and engagement of their people. Here are four of the top beliefs:

1 - They believe all work being done is necessary and important to the success of the enterprise – there is no “small stuff” in the negative sense.
2 - They believe goals are the linkage that binds work together and aligns it with the important few objectives of the enterprise
3 - They believe clearly stated goals provide the direction needed for the most important work to be done first
4 - They believe goals provide the structure for people to know they are part of a worthy enterprise; that they are contributing to the enterprise; and that they can receive recognition through goal accomplishment.

To increase your own engagement and commitment, and that of the people you work with, take inventory of your own beliefs and behaviors and those of your organization. Compare them to the four beliefs listed. If you hear “small stuff” in your vocabulary or the vocabulary of others, make sure its used as a positive descriptor. Then celebrate and recognize those positive "small stuff" contributions. It may not seem like a big shift, but big shifts – of all kinds – come from the cumulative effect of small shifts – what some may call “small stuff.” That's how positive, effective, long lasting change occurs.

Written by Andy Cox, President

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

Copyright 2009 All Rights Reserved

The Hypocrisy of the Torture Policy

This post doesn't have much to do with Multiply Your Success, but I just had to write it.

I've just gotta get this off my chest. I've just gotta write my feelings about the current torture debate and another formerly high profile issue, and the hypocrisy I see between the administration's stand on the two.

Like so many others, I've been watching the development of the “torture” debate. I have my own feelings about what represents torture and when it's appropriate, but the position of the administration on torture versus its stand on late term abortion strikes me as so contradictory – so hypocritical.

On the one hand our leaders are telling us we must be true to our moral values and not use torture as a means of gaining intelligence and information that may be critical to our national security. And we are told there can be no exceptions to this policy. We are told there are better ways – or different ways to get that information – although what those ways may be remains a mystery. We are told that the use of torture cheapens our moral values and exposes us to disapproval throughout the rest of the world.

The administration has gone so far as to release highly classified documents that detail the debate and the techniques defined by the previous administration. They have released information that effectively “outs” some CIA operatives involved in the alleged torture – who were simply obeying orders. Wasn't the Valerie Plame affair about outing an agent? No outrage this time, since it is the current administration that did the outing – on TV. But I digress – an issue for another time.

And while this debate goes on an abortion doctor from Kansas, who donated to the campaign coffers of our new Secretary of Health and Human Services – continues to perform late term abortions for $5000 a life. Our President, by his silence, his legislative history and his selection for Secretary for HHS, condones this infanticide. Where is the concern for the coarsening of our moral values caused by the obscene use of late term abortion?

So let me get this straight. We should all be outraged over the aggressive interrogation techniques used to extract valuable intelligence and information from three enemies of our country – men who had a track record of doing harm to us. Interrogation techniques that were attended to by doctors and lawyers to see that the guidelines set after 9/11 were followed and the lives of the three were not threatened. Techniques that left the the three with no scars, impairments or long term effects.

But at the same time that we should be outraged and swear never to use these non fatal practices ever again, we should stand by and know that, for $5000, a viable fetus – a living child – can be destroyed by an abortion clinic doctor and his staff. And if the baby survives the barbarous methods of late term abortion used to extract it from its host – I can't bring myself to call the person who is having this procedure a mother - that sturdy little life is left to die. No lawyers or doctors or thoroughly vetted procedures attend to this little piece of life. And we shouldn't be affected by this practice – a practice being performed – not in some backward part of the world – but throughout this nation – this nation of laws and of deep concern for its moral values and the potential coarsening of those values?

Mr President – you've got your stands on these two issues backwards.

Written by Andy Cox, President

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

Copyright 2009 All Rights Reserved

Two Key Elements In Achieving Success

Peter Drucker and Jack Welch, two experts in anyone's list of experts, have identified many key elements leading to personal success. The following two are so fundamental and critical, but often get pushed aside in favor of the “silver bullet of the month” element. They bear repeating.

Drucker said there is nothing as worthless as doing well something that doesn't need to be done at all.

Jack and Suzy Welch, in their weekly “The Welchway” column in Business Week, advised a questioner seeking career advice – a self described introvert - to find and release his inner extrovert if he wanted greater success in a large organization. Relationships count, and being known and having your value known is a personal responsibility – so adapt.

What do the Peter Drucker statement and the Jack and Suzy Welch advice have in common? They deal with two key elements required to achieve success

Key Element One – You've got to be doing work that others see as valuable and it's up to you to advertise it's value.

And the valuing of the work starts with the person doing it. If they don't see its value, you can be sure others won't either. It's the difference between being “just the receptionist” and being “ the first person people meet when they come to my company.” It's the difference between being a “retail clerk” and an “expert on men's fashions.”

The burden of establishing the value of the work belongs to the person doing the work - they're the person most affected by the perception of the value of what they do. It's in their best interest to advertise and promote what they're doing as worthy and valuable to the enterprise. In many organizations, expecting that your work will speak for itself results in disappointment and frustration. When there are so many others speaking out for their work you gotta stand up for what you do.

Ask yourself - Can you, in thirty seconds, explain what you do and its value to your organization? Not being able to do that effectively creates the perception of low value. The story of the three bricklayers illustrates that point. The first, when asked what he does, said “ I lay brick.” The second said “I'm helping build a school.” The third said “I'm contributing to the building of a place where children in our community will learn – a special place.” Same job, same outcome, same pay - three very different pictures of value added. Which of the three would you rather have working for and with you?

A story about how to keep value and accomplishment a secret:

A good friend was in a new position promoting a new enterprise that was going to open its doors in about a year. Her job was to promote and develop interest and commitment in this new enterprise in its target market. She started from scratch, with very little to work with other than her knowledge and presentation and relationship skills. The results of her efforts would not really be apparent until the enterprise opened. She did an excellent job of promotion – outside her organization. Inside her organization – not so much. She was working independent of any direct supervision. She was advised to develop a regularly published report – weekly preferred, at the least monthly - to communicate her activities and accomplishments. She thought that was too much like self promotion, and, besides, she didn't like doing that kind of work. So her bosses really had only anecdotal information on which to judge her effectiveness. Had she put together a routine of reporting and creating a vision of what she was doing, she would have been seen as the highly effective, valuable and successful person she was. But no one was in a position to see her success. She was lucky she had a patient boss – and an excellent track record - many others aren't so lucky.

Key Element Two– Know who you are - your unique blend of skills, motivators and behaviors. Not just who you think you are, but how you are perceived by others. Then get to know your organization's expectations and culture. Then adapt to meet the needs of your organization - you must accept the responsibility of matching up with the requirements of the work and of the culture.

Sounds like a nobrainer. But many a can't - miss prospect, a big success in one situation, ends up not succeeding in what looks like a similar situation. The cause?

It starts with making the assumption that what worked at one place will work at another - that the motivators, values, behaviors and personal skills brought to the job match the requirements of the new enterprise. It's amazing how often they don't. It's also amazing how out of touch people can be with the reality of their personal skills, motivators and behaviors.

An example:
A manager whose experiences and values have resulted in her being very successful as a planner and preparer. She now works in a mid size company where speed to market is an absolute value. She insists that everything be planned and prepared so that chances of 100% success at implementation are as high as possible. No ready, fire aim for her. She's convinced of the rightness of her ways. Chances of success in that environment unless she adapts her values and behaviors – very low.

To put these two key success elements to work for you, take Drucker's observation to heart and make sure you do work valued by both you and your organization. And, of course, do it well. And take Jack and Suzy Welch's advice to heart and get to know the culture of the organization and how you fit in it and adapt to make sure your work is valued by others – self promotion is a valuable personal skill. It's an outcome of being convinced of the value of what you do, and, as the expert on what you do, you have the unique capability to share and create that value with others.

Written by Andy Cox, President

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

Copyright 2009 All Rights Reserved

Create Constructive Confrontation To Multiply Success

An expert at debating was asked what to do to win an argument when an opponents' preparation, grasp of the facts, position on the subject and conviction make them a clear favorite to win.

He advised taking five actions in order to “Win.”
1 - Attack their behavior
2 - Ridicule and dismiss or show contempt for the person and their position
3 - Question their motives
4 - Apply a negative label to them,
5 - Speak loudly and quickly

Sound familiar? In other words, practice Destructive Confrontation.

Pretty scary stuff. The debate experts' experience was that few people could stay on point while being subjected to that kind of personal attack. None of the five actions have anything to do with the merits of the positions. His experience was that even the most rational debater would at some point become emotional and defensive, and once that happened, they were finished – as far as winning the debate was concerned.

He's right – and it's not limited to the arena of debate.

Destructive Confrontation – it's the source of more negative emotions, poor communications and low productivity than any other behavior.

What's bad about it is that it has nothing to do with the merits of an argument – nothing about facts – nothing to do with gaining understanding – nothing to do with learning.

What's troubling is to see how that behavior has captured our discourse – on every level. Watch any news show, read any Opinion page in a newspaper, read any number of blogs, observe meetings where the outcome is the increase in importance of one group at the expense of another, and it becomes obvious that a large segment of our population is destructive to those who don't share their viewpoint.

It doesn't have to be that way.

“Without conflict there is no learning.” I don't know who to attribute that statement to, but I had a boss who believed in it and demanded argument and conflict as a means of creating better communications and better decision making. The workplace he created was highly productive, relationships were based on respect and trust, and it was one of the most demanding, rewarding places I ever worked. Constructive confrontation was the rule of the day – it was a behavior that produced superior results.

Many people make the mistake of thinking that the opposite of destructive confrontation is some warm, fuzzy place where we all “ just get along.” There is nothing further from the truth. Constructive confrontation is a contact behavior, and it requires a number of behaviors, beliefs and values that are opposite to destructive confrontation. For some leading organizations, it's so important that they conduct training and evaluations to ensure that it is part of their behavior. They are convinced that “without conflict there is no learning.”.

Successful organizations – and individuals - that practice Constructive Confrontation realize there are a number of factors that are critical to its effective use. Tops among them are these eight:
1 - The belief that every person's point of view brings value to decision making
2 - The self discipline to get past initial emotional reactions and deal with facts and figures
3 – Effective communications skills that can effectively express a point of view
4 - The ability to deal with things as they are – a real world view
5 - The conviction that constructive confrontation will produce better results – results with a higher chance of acceptance and success
6 – A willingness to seek out, listen to and accept alternative solutions
7 – A desire to act decisively and use Constructive Confrontation to arrive at the best possible outcome as quickly as possible
8 – The emotional maturity to look at issues as issues, without personalizing them

The encouraging thing about all eight factors is that they can be learned and acquired. There is no magic formula to developing effective Constructive Confrontation. But it is tougher to develop as a behavior than Destructive Confrontation – which comes from emotion and the all too human desire to “win” - whatever that might mean.

But contrast the effect of the two – in your personal life and in your organizational life. There really is no contest. Constructive Confrontation has the ability to create results and success. And yet, it's amazing how few are really good at it. It's a top ten percent behavior. Knowing that, ignore all the negative yelling and screaming that we hear every day and the all too human temptation to let emotions rule, and cultivate the eight factors as a means of increasing your level of success - in relationships, business, personal interests and family - and who knows -possibly even in politics.

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 2009 All Rights Reserved

Two Special People To Learn From

I've been really fortunate to know people who have shown the kind of qualities and behaviors that have such a positive effect on so many. Here are stories of two such people whose behaviors and attitudes - in the last week – have had a positive effect on me.

Catherine M sent me an E Mail about a week ago. I didn't know her, and she knew me only from an article on respect that I had written. She was looking for help. She had had a very upsetting incident that an administrator at the school where she volunteers, and where her daughter is a student, had started. Catherine was very upset – she had been criticized in front of students and others – and when she called the administrator to talk about the event and the way it had been handled, the administrator laughed at her and treated her with disrespect. She was asking me for advice. I wasn't able to access her E mail for two days, but I sent her a response as soon as I could and promised to follow up with a further response the following day. Before I could do that, Catherine sent an E mail thanking me for my comments, and telling me that she had spent the weekend volunteering at a Pediatric ward in a hospital – helping young patients. She told me that had helped her clear her head and put what had happened in perspective. Rather than let the disrespectful actions of another pull her down, she took action and reached out and helped others. And in taking action she recovered from the hurt and embarrassment she had suffered from the administrator. As she said, she wasn't going to let someone else's actions control her emotions.

Terrific – taking action and reaching out to help others – a prescription for overcoming so much of what ails people. Congratulations, Catherine, for your maturity, honesty and respect for others.

Pat S called me the other day. He is the paper delivery person who gets our papers at our front door before 5 AM every morning. We had not received a paper one morning, and I had called to report the paper as not delivered. That was the reason for Pat's call. He was very concerned about our service. He told me he makes sure he puts the papers as close to the front door as possible – and I agreed that he does that. He was sure he delivered a paper that morning. We came to the conclusion that someone had taken the paper sometime between 4:45 AM, when he delivered, it, and 6 AM – when I went out to get it. He asked what I thought he could do to see that that didn't happen in the future. I assured him he was very diligent in delivering the paper and there seemed no action other than for me to get up earlier and retrieve the paper.

He then asked me if I shopped at a grocery store near our house. I told him I did. He told me he is the meat cutter there and works full time from noon until 8:30 PM. He asked me to stop in and say Hi, and he would be happy to help me with my shopping requirements.

Pat S works a full time job and has a paper route seven days a week. And his reason for calling was to make sure I was satisfied with his service. Our entire conversation was positive and focused on service. Terrific guy – terrific attitude. He starts his paper run at 3 AM, follows that with a full time job, and finds the time to follow up with his customers.

As long as we have people like Catherine M and Pat S we're in good shape.

Taking action, reaching out, helping others, providing excellent service, being positive. Those attitudes and behaviors are all around us. I feel fortunate for that. And I thank these two very special people for the real world examples they set for me and so many others.

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 2009 All Rights Reserved

Six Ways To Control The Trap Of Too Many Choices

Choice is a good thing. There can be few more liberating beliefs than the belief that we can choose our response. But for a large group of people who are motivated by the acquisition of knowledge, choice can become a real threat to accomplishment.

When does choice become a drag on accomplishment? Answer: When too many choices keep you from acting.

An example: I like to tie flies for trout fishing. I like to read about tying flies – I like to acquire materials to tie flies – I like to acquire the literature about tying flies for fishing. I like to go online and watch videos of tying flies – and I like to watch CD's and VHS tapes of flies being tied. So when I sit down to actually tie flies, I have an absolute mountain of information to help me in my tying. And that's the problem. I have so much stuff that making a decision regarding what fly to tie, in what size, whether dry, wet or nymph, for still water or flowing streams, weighted or unweighted, becomes an exercise in itself.

My favorite Uncle Jimmy never had this problem – if he were still with us he'd die laughing at my “problem.” Jimmy kept a couple dozen hooks on hand, black rooster feathers and brown rooster feathers. Some black tying thread and a home made vise and a set of scissors made up his tying kit. Just before going fishing in the Pocono Mountains outside Scranton PA he would tie two flies – one with the brown feathers and one with the black . No dry flies, no wets or nymphs – just flies that were dry flies until they got wet and wouldn't float, then they became wet flies until they got so wet they sank to the bottom, and then they became nymphs. But he just called them “Flies.” He fished with them until he lost them or they became so beat up that even a frugal fisherman like Jimmy knew they were finished. And he caught lots of fish.

So how did a guy with an Uncle Jimmy as a role model end up with so much stuff he finds it hard to even decide what fly pattern to tie?

The answer: I became too focused on the acquisition of knowledge at the expense of actually tying flies and fishing. I suspect I have a lot of company. And I have the good fortune to live in a time of plenty. And in plenty there is a trap. It's the trap of too many choices – too many alternatives – too many methods and processes and technologies. And at some point the acquisition of all those things makes a decision infinitely more difficult to make. But as long as the acquisition of stuff is occurring, it's easy to feel like progress is being made – even though it isn't.

The motivator that drives the behavior of information gathering is called the Theoretical motivator. It's what moves people to gain knowledge and information. It is, like most motivators – a strength. At least until it becomes a weakness. And knowledge acquisition can definitely become a weakness. There are very few jobs – even in academia – where the acquisition of knowledge and information is an end in itself.

Failure to control this impulse to press on in the preparation and knowledge gathering phase of an assignment, a project, a goal, can be very career limiting. Success likes speed; bosses like speed; first to market wins; ready, fire, aim wins. The knowledge seeker runs the very real risk of being left behind – and not even realizing it until it's too late. And the value of all that preparation and knowledge and expertise is never valued or recognized.

What can high Theoretical people – the knowledge seekers - do to ensure their own success, and ensure their being recognized as experts and doers?

Here are six ways for high Theoreticals to keep their motivator as a strength, and not let it become a weakness.

1 - The single most important thing is to understand there is learning in taking action. The ready, fire aim model has real value. Thomas Edison was fond of reminding people that he hadn't failed 1000 times – he had simply found 1000 ways that something wouldn't work – and in that action and discovery he came ever closer to inventing the telegraph, the phonograph, and, much later, the light bulb. The learning curve associated with taking action is much steeper than the curve associated with preparation. Both have their place.

2 - Realize that preparation and knowledge acquisition, while important, can be forms of “Resistance” - that mysterious force that keeps us from doing what we need to do. Others call that behavior procrastination. Realize that using activity – as opposed to action – as an excuse to keep from acting on the important few, rather than the unimportant many, is a sure way to fail.

3 - People with a high Theoretical motivator need SMART – Specific, Measurable, Attainable, Realistic and Relevant, and Time specific - goals. Goals that place high value on action, with tight timelines and accountabilities to act – and to accomplish. And no more than 3 to 5 at any one time.

4 – Focus, focus, focus. Another quote from Edison: “If we did all the things we are capable of doing, we would literally astound ourselves.” High Theoretical people love that kind of thought – it conveys the hope and belief in the tremendous capacities each of us have. But I suspect even Edison focused on one thing at a time – I suspect those 1000 plus experiments that ended up with a light bulb were conducted with all the focus and attention he could bring to bear. Trying to do too much at one time destroys focus, and Edison knew that.

5 – Don't confuse the acquisition of some object with accomplishment. Don't confuse hope with action. Too many books lie on too many shelves unread - books that had the potential to provide useful stuff – but required the action of reading and doing to acquire the “stuff.”And don't let hope be the meal of the day. Samuel Adams said “ Those that dine on hope go to bed hungry.”

6 - Create the habit of thought of focusing on the important, and overcome that itch to dig deeper into something of interest. At the end of each day, ask the question “ What did I accomplish today on the important things?” and at the beginning of each day ask the question “ What am I going to accomplish today on the most important things?” SMART goals make those questions a lot easier to answer.

In my own case, I've stolen a page from Uncle Jimmy's book. I have cleared my workbench of all but four dozen hooks and the material for one fly pattern. It's called an Elk Hair Caddis and it is one of the all time great patterns for trout. I will not look at any other fly until I have tied at least four dozen of one size of this pattern. I set a SMART goal – I can get on with tying flies - I feel much better about doing something I really enjoy. Try it yourself.

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 2009 All Rights Reserved

Three Keys To Finding Success

What do Peter Drucker, Jack and Suzy Welch and my college friend have in common when it comes to defining the keys to success? Read on to see how three very different perspectives and values can all be used to define the keys to success.

Peter Drucker said nothing is as worthless as doing well something that doesn't need to be done at all.

Jack and Suzy Welch, in their weekly “The Welchway” column in Business Week advised a questioner – a self described introvert - to release his inner extrovert if he wanted greater success in a large organization.

A college friend of mine was absolutely committed to being a salesman – even though his relational skills were close to non existent, and his overpowering obligation to tell all the truth all the time and at great length cost him all kinds of possibilities. He's had many, many sales jobs that just didn't work out.

What do the Peter Drucker statement, the Jack and Suzy Welch advice, and my college friends failures have in common? They deal with three key elements required to achieve success:

1 - Success is found where the work being done is perceived to be of high value.
2 - Success is found where success can be defined
3 - Success is found where strengths in behaviors, motivators and personal skills match work requirements - where doing what you are good at matches what needs to be done and how it is to be done.

1 - Establishing High Value

Drucker was right. If what is being done well is seen as not having value, then regardless how well it's done, it doesn't matter.. How often do we hear people complain that they are not appreciated for what they do? This happens most often in organizations where goals are not clearly stated.- where the importance of work is not made clear. But the burden of establishing the value of the work being done is the burden of the person doing the work. Why? Because they are the person most affected by the perception of the value of their work. It's in their self interest to advertise and promote what they're doing as worthy and valuable to the enterprise. Each person should be able, in thirty seconds, to explain what they do and its value to their organization. Not being prepared to do that creates the perception of low value. Its like the three bricklayers working on a new school. The first, when asked what he does said “ I lay brick.” The second said “I'm helping build a school.” The third said “I am am contributing to the building of a place where children in our community will learn – a learning place.” Same job, same outcome - three very different pictures of value added.

2 - Defining Success

A good friend was in a new position promoting a new enterprise that was going to open its doors in about a year. Her job was to promote and develop interest and commitment in this new enterprise in its target market. She did an excellent job of promotion – she was convinced of the rightness of her approach. At the same time, she was working independent of any direct supervision. She was advised to develop a monthly or weekly report to communicate her activities and accomplishments. She thought that was too much like self promotion, and, besides, she didn't like doing that kind of work. So her bosses really had only sporadic anecdotal information on which to judge her effectiveness. Had she put together a routine of reporting, created a vision of what she was doing and defined success for her bosses, she would have been seen as highly effective and successful – because she was. But no one was in a position to evaluate her success – and her relationships suffered. The work she was doing was important and of high value – but she didn't allow for it to be seen by others.

3 - Doing What You Are Good At Where It Will Be Valued

Many an A player in one situation ends up not succeeding in another. The cause?
Making the assumption that what worked at one place will work at another and not making sure motivators, values, behaviors and personal skills match the requirements of the new enterprise. It's amazing how often that happens – from both an individual and an organizational standpoint.

Three examples:

1 - The salesperson in a transactional sales job who prides himself on his relationship skills. The organization measures success on the number of prospects contacted and sold - one contact, one sale is the ideal. The salesman sees his success in the quality of his sales. His value and his behavior are at variance with the expectations of his company. Chances of his being successful in that environment without adapting – very low.

2 - A manager whose experiences and values have resulted in her being very successful as a planner and preparer. . She now works in a mid size company where speed to market is an absolute value. She insists that everything be planned and prepared so that there will be 100% success at implementation. Chances of success in that environment without adapting – very low.

3 - A manager whose motivators and values are to support tradition and process now works in an organization that prides itself on its seat of the pants, ready – fire – aim approach Chances for success in that environment without adapting – very low.

The thread that runs through all the keys is the requirement for the individual, not the organization, to take the lead to see that all three keys are met. They need to define the value of what they do to the organization. They need to define success as the basis for discussion and understanding. They need to do what they are good at, and determine what new skills are needed to adapt and be successful in different environments.

Take a measure of where you are today in relation to these three keys. Then take the actions that come from your analysis to ensure greater success – however you define success.

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 2009 All Rights Reserved