Stuck between mediocrity and excellence

The book, "Who Moved My Cheese?" has been on my bookshelf for more than a few years. Quite honestly, I don't remember if I read it end to end. So I picked it up and the story vaguely started coming back to me which means that I did read it, but didn't really READ it.  My thing about business self-help books like these are that the concepts and ideas being communicated don't really sit with you unless you are in a situation that makes the ideas hit home.  It's like being a sports analyst without having never really played the sport.  Nothing makes it real like having the experience.  A quote that hit home for me was,  "...a change imposed is a change opposed."  And yet this is how many corporations impose  their edicts expect change to happen within a workforce that is more than happy to oppose  the guys in the ivory tower.  Yes I'm talking about the latest safety policy, finance department "guidance", or expense policy ch...

An expectation is only an expectation if there are consequences.  An expectation is simply a wish if there is nothing to back it up. When you manage people, you have to start with setting expectations.  Expectations, standards -- whatever you want to call them. Start with the non-negotiable principles that define you as a manager or leader.  But that's only the beginning.  It's one thing to set your expectations.  It's another thing to back them up-- which is harder that it sounds.  People are emotional. People are manipulative. People know how to work the system.  Just ask any parent trying to raise a child the right way.  Standing your ground is a lot harder than it seems. The important thing is to have a set of expectations and stick to them. If you stick to them, everyone-- and everything will fall in line. 

If someone were to ask me what my ideal job would be upon moving on from graduate school, I would probably say something to the effect of,  "I'd like to be in a job that evokes a sense of respect from my friends, their friends, and most everyone that I meet. In addition to that, it needs to be a job that has path which leads to a cool title and a lot of money. I picture myself in a corner office with windows where you have an incredible view of whatever city I work in... "  Fast forward to today and let me describe my ideal job for you, "I'd like a job that gives me the flexibility to spend time with the ones I care about, provides me with enough money to live within my expected standards, AND allows me to work with people that I like that value my contribution." PERIOD.  What they don't tell you in business school is that the first description of an ideal job is far from ideal.  Sure,  everyone ogles over your title on LinkedIn and on your bus...

The thing that I miss most about working for a big firm is delivering engagement as part of a team.  Not just any team. But a team of high functioning individuals.  There is a lot to be said for feeling like you are a part of something bigger.  Connection.  There is no doubt in my mind that a consulting team delivers far better results than a seasoned individual.  One plus one equals three as they say.   Also it's common sense to say that a group with a common purpose and mission can affect a system more then one person.  Especially if you are paying them by the hour.  Don't underestimate the value of a consulting team that is focused, high functioning, and has a sense of urgency to work themselves out of a job.  The consultant that's out on an island that is connected to nothing is highly likely to make herself comfortable on the island and continue to search for something to connect with. 

At some point through a sales process, something has to get on paper.  After it's on paper, then ideally you want to get all parties to agree as to what's on that paper.  The simple example is that if I go to Chick-fil-A and I place an order, what's on my receipt should match what I ordered.  All the "my pleasure's" are a bonus.  In the consultative sales process, there is a give and take between client and consultant on exactly what service is being provided and to what degree (i.e., scope).  The more you talk, the more risk there is of offering advice for free.  The more you put on paper, the less chance there is of "disconnects in communication."  Consultative selling is hard because it's a lot of work to articulate what you think and what you think the client is thinking into communication that gets both parties to agree.  On top of that, you have to inject a point of view which means that you may have to actually think.  ...

The thing about advice is that you can selectively choose which part of it you want to take.  In addition to that, you can also choose which benefit will result out of the selected piece of advice that you have decided to follow.  Example: If I do any of the Beachbody workouts, my before and after pictures will look just like the ones I see on the infomercials.  Forget about the fact that there is a nutrition plan that comes with most, if not all, of those workouts that you have to follow.  Doing Insanity and then eating at 5 Guys won't get you a T-shirt. There is a lot to be said for understanding the bigger picture.  There is even more to be valued when you understand the full extent of what you need to take on and execute to get the results that you want. How many of us can say that we've really been "all in" what we want to accomplish? 

All you need to do is move the needle.  Work paralysis occurs when you get bogged down in the timeline of where you should be.  You want to lose 20 pounds, but it has to be gone by tomorrow.  You want to be at the next level in your job and you wonder why it's five years after you expected to be there.  You want your business to transform overnight, but you forgot how many years it took to for it to become what it's become.  Ctrl-Z doesn't work in life because life is a journey and a marathon.  All you need to do is move the needle in the right direction--- whether you feel it's an inch or a foot.  As long as it's moving.