The world doesn’t lack for creative ideas—it lacks people to champion them. Once you have an idea, how do you communicate it? Adam Grant, Wharton’s top-rated professor and a New York Times bestselling author of Originals, will share insights on how to speak up without getting silenced, and how to find allies in unexpected places.

About the Book:

The #1 New York Times bestseller that examines how people can champion new ideas—and how leaders can fight groupthink, from the author of Give and Take and co-author of Option B

“Reading Originals made me feel like I was seated across from Adam Grant at a dinner party, as one of my favorite thinkers thrilled me with his insights and his wonderfully new take on the world.” —Malcolm Gladwell, author of Outliers and The Tipping Point

Originals is one of the most important and captivating books I have ever read, full of surprising and powerful ideas. It will not only change the way you see the world; it might just change the way you live your life. And it could very well inspire you to change your world.” —Sheryl Sandberg, COO of Facebook and author of Lean In

With Give and Take, Adam Grant not only introduced a landmark new paradigm for success but also established himself as one of his generation’s most compelling and provocative thought leaders. In Originals he again addresses the challenge of improving the world, but now from the perspective of becoming original: choosing to champion novel ideas and values that go against the grain, battle conformity, and buck outdated traditions. How can we originate new ideas, policies, and practices without risking it all?

Using surprising studies and stories spanning business, politics, sports, and entertainment, Grant explores how to recognize a good idea, speak up without getting silenced, build a coalition of allies, choose the right time to act, and manage fear and doubt; how parents and teachers can nurture originality in children; and how leaders can build cultures that welcome dissent. Learn from an entrepreneur who pitches his start-ups by highlighting the reasons not to invest, a woman at Apple who challenged Steve Jobs from three levels below, an analyst who overturned the rule of secrecy at the CIA, a billionaire financial wizard who fires employees for failing to criticize him, and a TV executive who didn’t even work in comedy but saved Seinfeld from the cutting-room floor. The payoff is a set of groundbreaking insights about rejecting conformity and improving the status quo.

 

About the Author

Adam Grant is Wharton’s top-rated teacher. He has been recognized as one of HR’s most influential international thinkers, BusinessWeek’s favorite professor, one of the world’s forty best business professors under forty. Grant was tenured at Wharton while still in his twenties and has been honored with the Excellence in Teaching Award for every class he has taught. His first book, Give and Take, was a New York Times bestseller translated into twenty-seven languages and named one of the best books of 2013 by Amazon, Apple, the Financial Times, and the Wall Street Journal—as well as one of Oprah’s riveting reads, Fortune’s must-read business books, Harvard Business Review’s ideas that shaped management, and the Washington Post’s books every leader should read. His speaking and consulting clients include Google, the NFL, Merck, Goldman Sachs, Disney Pixar, the United Nations, and the U.S. Army and Navy. He serves as a contributing op-ed writer for the New York Times and was profiled in a cover story by its magazine. Coauthor of the new book Option B with Facebook COO and Lean In author Sheryl Sandberg, Grant earned his Ph.D. in organizational psychology from the University of Michigan and his B.A. from Harvard College.

 

Buy the Book:  

R.R.P. = AU $22.99

Buy the book  ...
10+% Discount  AU$17.97 (free postage) For Pivotal Gold Members.  Membership is Free.  Click here to register 

40% Discount  AU $15.79 (free postage) For Pivotal Gold Plus Members.  Join here

We’ve all read those statistics that reveal the number of employees who leave their jobs due to management. A recent study of 7,200 employees found that 50% of them left a job because of their manager. These statistics have a negative effect on talent retention and just spikes attrition. But what if those statistics can be used to boost managerial performance instead? Managers who actively prioritize time to listen to their employees have the opportunity to boost business in a number of ways.

Employees Are Empowered to Feel Like A Valuable Part of the Team

Companies who have support from their employees have a better chance of reaching their goals. In the case of Xerox, the company even managed a dramatic turnaround thanks to the efforts of its CEO. This and other success stories all have a common thread - employees are part of the decision-making process.

  • Employees who buy into the plan will welcome change - one of the toughest situations businesses face is change management. There are a number of reasons employees feel ill at ease with change and these include: a lack of understanding, inability to see how it affects the bigger picture, and a shortage of skills or staff to manage current tasks. Those who are part of the journey from the ground up will respond better to change.

  • Employees are better able to motivate their peers - It’s easy to assume that motivation is only needed at a managerial level. Real motivation filters through to other staff members, who will have a positive effect on their colleagues. This promotes teamwork and better facilitation of projects.

  • Employees will feel like they’re part of something special - One of the biggest reasons employees hate their jobs is the feeling that they’re not valuable collaborators.

How To Knuckle Down and Listen to Employees

Managers often avoid listening to an employee because they assume it will involve a cup of coffee and they then proceed to tell their whole life’s tale. However, this is not the case. When employees speak, it’s important for managers to listen with the intention of understanding their situation.

Managers need to be aware that listening to someone is about giving them more than just a platform to speak. They also need to know that their input is valuable. This means that they can’t share the floor or compete with other people or devices. This is about fostering good relationships overall. Managers can take a queue from their personal relationships in this regard. If it doesn’t work at home it also won’t work at the office. These include:

  • Using an electronic device, replying to messages, scheduling appointments, etc. while an employee has the floor.

  • Don’t take it personally. The employee is merely conveying things that are important to them. If they’re being disrespectful or disruptive, rather call them aside and deal with them personally than in front of the group.

  • Use the opportunity to grow. Nothing spells leader more than the ability to take criticism without getting offended.

Fostering good - yet professional - relationships with staff will involve learning a bit more about them as people. Remember the things that are important to them in order to build a relationship of trust. After all, Sir Richard Branson once said “If you look after your staff, they’ll look after your customers. It’s that simple.”

 

From contributor, Jackie

When we deny our stories, they define us. When we own our stories, we get to write the ending.

Social scientist Brené Brown has ignited a global conversation on courage, vulnerability, shame, and worthiness. Her pioneering work uncovered a profound truth: Vulnerability—the willingness to show up and be seen with no guarantee of outcome—is the only path to more love, belonging, creativity, and joy. But living a brave life is not always easy: We are, inevitably, going to stumble and fall.

It is the rise from falling that Brown takes as her subject in Rising Strong. As a grounded theory researcher, Brown has listened as a range of people—from leaders in Fortune 500 companies and the military to artists, couples in long-term relationships, teachers, and parents—shared their stories of being brave, falling, and getting back up. She asked herself, What do these people with strong and loving relationships, leaders nurturing creativity, artists pushing innovation, and clergy walking with people through faith and mystery have in common? The answer was clear: They recognize the power of emotion and they’re not afraid to lean in to discomfort.

Walking into our stories of hurt can feel dangerous. But the process of regaining our footing in the midst of struggle is where our courage is tested and our values are forged. Our stories of struggle can be big ones, like the loss of a job or the end of a relationship, or smaller ones, like a conflict with a friend or colleague. Regardless of magnitude or circumstance, the rising strong process is the same: We reckon with our emotions and get curious about what we’re feeling; we rumble with our stories until we get to a place of truth; and we live this process, every day, until it becomes a practice and creates nothing short of a revolution in our lives. Rising strong after a fall is how we cultivate wholeheartedness. It’s the process, Brown writes, that teaches us the most about who we are.

 

About the Author:

Dr. Brené Brown is a research professor at the University of Houston Graduate College of Social Work.She has spent the past thirteen years studying vulnerability, courage, worthiness, and shame.

 

Buy the Book:    Amazon  or The Book Depository

 

Constantly seeking feedback from your customers is a great way to learn how to market your business more effectively. If you’ve never done this before, do it immediately as it is one of the best ways to discover what you do that actually differentiates you from your competition.


I can’t tell you how many times I’ve worked with a small business that had no idea what its competitive advantage was until we heard it right from the mouths of happy customers. Seeking feedback is also a great way to get better and plug gaps. I can tell you that if you’re not receiving a large amount of your business by way of referral or word of mouth, you’ve probably got some gaps in your processes.


Below are five questions I like to pose to customers as they can provide a great discussion base for getting at what’s truly important to you and your customers. Create a form and get in the habit of surveying a handful of customers every month. I think you’ll be rewarded with tremendous insight and you’ll also find that your customers enjoy being asked what they think. One word of caution, don’t accept vague answers like “you provide good service.” While that may be true and good to hear, you can’t work with that. Push a bit and ask what good service looks like and maybe even if they can tell you about a specific instance in which they felt they got good service.

1. What made you decide to hire us/buy from us in the first place?

This is a good baseline question for your marketing. It can get at how effective your advertising, message and lead conversion processes are working. I’ve also heard customers talk about the personal connection or culture that felt right in this question.

2. What’s one thing we do better than others you do business with?


In this question you are trying to discover something that you can work with as a true differentiator. This is probably the question you’ll need to work hardest at getting specifics. You want to look for words and phrases and actual experiences that keep coming up over and over again, no matter how insignificant they may seem to you. If your customers are explaining what they value about what you do, you may want to consider making that the core marketing message for your business.


3. What’s one thing we could do to create a better experience for you?


On the surface this question could be looked at as a customer service improvement question, and it may be, but the true gold in this question is when your customers can identify an innovation. Sometimes we go along doing what we’ve always done and then out of the blue a customer says something like, “I sure wish it came like this,” and all of a sudden it’s painfully clear how you can create a meaningful innovation to your products, services and processes. Push your customers to describe the perfect experience buying what you sell.





4. Do you refer us to other, and if so, why?


This is the ultimate question of satisfaction because a truthful answer means your customer likes the product and likes the experience of getting the product. (You can substitute service here of course.) There’s an entire consulting industry cropping up around helping people discover what Fred Reichheld called the  Net Promoter Score in his book  The Ultimate Question.


Small businesses can take this a step deeper and start understanding specifically why they get referrals and perhaps the exact words and phrases a customer might use when describing to a friend why your company is the best.


5. What would you Google to find a business like ours?


This is the new lead generation question, but understanding what it implies is very important. If you want to get very, very good at being found online, around the world or around the town, you have to know everything you can about the actual terms and phrases your customers use when they go looking for companies like yours.


Far too often businesses optimize their web sites around industry jargon and technical terms when people really search for “stuff to make my life better.”


Bonus: I’m a big fan of building strategic partnerships and networks. Another question I would suggest you get in the habit of asking your customer is – “What other companies do you love to refer?” If you can start building a list of “best of class” companies, based on your customer’s say so, there’s a pretty good chance you’ve got a list of folks you should be building strategic relationships with.

Author:  John Jantsch 
John Jantsch has been called the World's Most Practical Small Business Expert for consistently delivering real-world, proven small business marketing ideas and strategies, and this article comes from his Duct Tape Marketing Blog  http://www.ducttapemarketing.com/blog/.

 

William Kamkwamba, from Malawi, is a born inventor. When he was 14, he built an electricity-producing windmill from spare parts and scrap, working from rough plans he found in a library book called Using Energy and modifying them to fit his needs. The windmill he built powers four lights and two radios in his family home.

Onstage, Kamkwamba talked about his invention and shared his dreams: to build a larger windmill to help with irrigation for his entire village, and to go back to school.

Following Kamkwamba's moving talk, there was an outpouring of support for him and his promising work. Members of the TED community got together to help him improve his power system (by incorporating solar energy), and further his education through school and mentorships. Subsequent projects have included clean water, malaria prevention, solar power and lighting for the six homes in his family compound; a deep-water well with a solar-powered pump for clean water; and a drip irrigation system. Kamkwamba himself returned to school, and is now attending the African Leadership Academy, a new pan-African prep school outside Johannesburg, South Africa.

 

Public Speaking comment from Nathan: William was able to give an engaging and motivational talk without having so much as a high school education. Most people who are inexperienced presenters tend to use the same crutches: default PowerPoint themes, bullet points, notes, few pictures. But not William. Notice the simplicity of his slides. Many of them are full-bleed photographs. He doesn’t use bullet points and he speaks in a natural, conversational tone. Most importantly, his message comes from the heart. Building windmills, and engineering in general, is something that he loves.

A message every adult should read because children are watching you and
doing as you do, not as you say.

Father and child, pivotal parenting

When you thought I wasn't looking I saw you hang my first painting on the
refrigerator, and I immediately wanted to paint another one.

When you thought I wasn't looking I saw you feed a stray cat, and I learned
that it was good to be kind to animals.

When you thought I wasn't looking I saw you make my favorite cake for me,
and I learned that the little things can be the special things in life.

When you thought I wasn't looking I heard you say a prayer, and I knew that
there is a God I could always talk to, and I learned to trust in Him.

When you thought I wasn't looking I saw you make a meal and take it to a
friend who was sick, and I learned that we all have to help take care of
each other.

When you thought I wasn't looking I saw you take care of our house and
everyone in it, and I learned we have to take care of what we are given.

When you thought I wasn't looking I saw how you handled your
responsibilities, even when you didn't feel good, and I learned that I would
have to be responsible when I grow up.

When you thought I wasn't looking I saw tears come from your eyes, and I
learned that sometimes things hurt, but it's all right to cry.

When you thought I wasn't looking I saw that you cared, and I wanted to be
everything that I could be..

When you thought I wasn't looking I learned most of life's lessons that I
need to know to be a good and productive person when I grow up.

When you thought I wasn't looking I looked at you and wanted to say,' Thanks
for all the things I saw when you thought I wasn't looking.'




Each of us (parent, grandparent, aunt, uncle, teacher, nurse, friend)
influences the life of a child.

How will you touch the life of someone today?
Live simply. Love generously. Care deeply.
Speak kindly.

Pivotal Mother

A woman, was renewing her driver's license at the Motor Registration office,
The counter clerk asked her to state her occupation

She hesitated, uncertain how to classify herself.
"What I mean is," explained the counter clerk,
"do you have a job or are you just a ...?"
"Of course I have a job," snapped the woman.
"I'm a Mum."
"We don't list 'Mum' as an occupation,
'housewife' covers it,"
Said the clerk emphatically.

I forgot all about her story until one day I found myself in the same situation, this time at our own Medicare office.
The Clerk was obviously a career woman, poised, efficient, and possessed of a high sounding title like, "Official Interrogator" or "Town Registrar." "What is your occupation?" she probed.
What made me say it? I do not know.
The words simply popped out.
"I'm a Research Associate in the field of
Child Development and Human Relations."
The clerk paused, ball-point pen frozen in midair and looked up as though she had not heard right.
I repeated the title slowly emphasizing the most significant words.
Then I stared with wonder as my pronouncement was written,
In bold, black ink on the official questionnaire.
"Might I ask," said the clerk with new interest,
"just what you do in your field?"
Coolly, without any trace of fluster in my voice,
I heard myself reply,
"I have a continuing program of research,
(what mother doesn't)
In the laboratory and in the field,
(normally I would have said indoors and out).
I'm working for my Masters, (first the Lord and then the whole family)
and already have four credits (all daughters).
Of course, the job is one of the most demanding in the humanities,
(any mother care to disagree?)
and I often work 14 hours a day, (24 is more like it).
But the job is more challenging than most run-of-the-mill careers and the rewards are
more of a satisfaction rather than just money."
There was an increasing note of respect in the clerk's voice as she
Completed the form, stood up, and personally ushered me to the door.
As I drove into our driveway, buoyed up by my glamorous new career,
I was greeted by my lab assistants -- ages 13, 7, and 3.
Upstairs I could hear our new experimental model,
(a 6 month old baby) in the child development program,
Testing out a new vocal pattern.
I felt I had scored a beat on bureaucracy!
And I had gone on the official records as someone more distinguished and indispensable to mankind than "just another Mum." Motherhood!





What a glorious career!
Especially when there's a title on the door.
Does this make grandmothers
"Senior Research associates in the field of
Child Development and Human Relations"
And great grandmothers
"Executive Senior Research Associates?"
I think so!!!
I also think it makes Aunts
"Associate Research Assistants."

Sheryl Sandberg and Adam Grant combine stories, research, and practical advice to help you build strength for life's challenges—and help your family and community do the same.

Over the course of thirty years, I have competed in hundreds of road races, duathlons and triathlons, including dozens of national world championship events. The competition at most of these events is intense. Usually, only three people in each five-year male and female age group win prizes (gold, silver and bronze, just like in the Olympics). The rest, hopefully, have a good time, don't get hurt and away feeling good about the experience. But, it is well-known that not everyone goes away happy, in fact, the vast majority of people do not even enter competitions, for many different reasons. One might be bad experiences with the whole idea of competing. How do you feel about competition? Do you have enough of it in your life, or way too much? Do you welcome or avoid it? Do you think competition is overemphasized in our schools and work settings? What about our national focus on spectator sports - do you sometimes think these competitions are taken too seriously?

Runners - competition

The proper place of competition in the context of a healthy life is a much-debated topic in mental health circles; as far as I can tell, there is little consensus. As a lifelong athlete, I enjoy competition but I recognize there's a price to pay, that competition has a dark side. Decades ago, I started thinking about these kinds of questions, perhaps a bit more than my fellow athletes who all seem committed to the unbounded joys and benefits of competition. Then I came across the tale of "The Dodo and the Caucus Race" in Lewis Carroll's "Alice in Wonderland." In the third chapter of Alice, all the characters, after getting thoroughly soaked, have a discussion about the best way to dry off. The dodo says, "The best thing to get us dry would be a Caucus race." He then lays out a circular track and lines everyone up at random starting places. There was no`One, two, three, and away!' but they began running when they liked, and left off when they liked, so that it was not easy to know when the race was over. However, when they had been running half and hour or so, and were quite dry again, the Dodo suddenly called out, 'The race is over!' The participants were puzzled and asked, 'But who has won?' This question the Dodo could not answer without a great deal of thought, and it stood for a long time with one finger pressed upon its forehead while the rest waited in silence. At last the Dodo said, 'Everybody has won, and all must have prizes.'

That's how it is today with kids races. Scheduled just before the start or shortly after the completion of triathlons and road races wherein adults compete - without expectation of any medals or prizes save for a few top finishers, all finishers get medals at the kiddie races. Maybe we should organize adult races more along these lines. I say that, but I don't mean it, believe it or think it's a good idea, nor would I want anything to do with a race wherein all must have prizes. On the other hand, I say, let's have Caucus races in schools, workplaces and throughout society. There can always be optional chances for those of us who enjoy harmless competitions to play our games and, on occasions, to feel swift and strong, and sometimes brave and smart, at least for the moment, though we really know better. But there is much to be said for the approach demonstrated by Lewis Carroll's wise dodo: No judgments of superiority or inferiority among participants; no winners or losers and cooperation with ends attained and prizes for all.

Trophies - competition

So, I am of two minds: prizes for all, but not in selected events where awards go only to the swift and fortunate. Some achievements (examples might include playing the piano, competing in triathlons and hitting home runs) are done better by some than others and deserve acknowledgment and reward. However, on matters pertaining to the intrinsic and ultimate worth of a human life, or the ability to live in accord with known precepts for REAL wellness, the judge of the caucus race appears to be the wisest of men.

And yet, there are many complications associated with competition that can be acknowledged. Many familiar with my racing career ask how I deal with the downside, including but not limited to anxieties common to competition. I've been asked about how to deal with defeat, about worries of making mistakes or not being good enough or getting hurt and so on.

The fact is that there truly is little room at the top. Does competition really fit with REAL wellness? How about that focus on happiness, reason and quality of life? Also, what about the others involved in the competitions? If I win, does that not by definition mean others lose? If I have more of something (e.g., trophies, medals, ribbons and the adoration of the crowds, for instance!), is there not less of such for everyone else? Is that fair, or nice or a situation we want to encourage? Isn't competition a zero sum game? How can it be healthy to focus on beating everyone?




The critics do make good points. It would be nice to live in an ideal world where everyone gets the same of everything and all are equal. But, we are not all alike, and what floats one boat will sink another.

The questions posed and others like them are competition issues with which most of us have had to deal. We are all shaped by competitions of varied kinds over the years. In the first part of life if not continuing as adults, we often did not get to choose the competitions in which we found ourselves. The competitions were thrust upon us! Think of the early years of school, and competitions for grades, honors and so on. Our attitudes toward those competitions have surely shaped some aspects of our personalities and values. It should not surprise us when people react to competition differently one from another. How clear are you about your own attitudes toward competition?

At this point, we might define what exactly we view as competition? The dictionary (Webster's 9th) offer this definition: "The active demand by two or more organisms for some environmental resource in short supply." It could be a yellow jersey, an oval office in Washington, the vote of a Congressperson, finding an affordable home in a desirable area, winning Pulitzer Prizes for best Ezine essays - whatever. For me, competitions most often take the form of athletic pursuits, as in weekend age group rivalries. If the question is phrased in this manner - "Is competition a good thing for you, Don,?" the answer is easy: Yes, very much so.

The reason competition is such a positive experience for me is that I try to usually succeed in making competitive events a no lose proposition. More important, with a little bit of mental rehearsal and physical practice, you can do the same. Here's how. If I win, I'm happy. Naturally. If not, however, I can win anyway, but in different ways. It's all how you choose to think of competition and the winning/losing part. If I can put this desire to creatively interpret winning into my brain and emotions, it works well. This thinking guarantees a winning experience of one kind or another. The trick to enjoying competition is to have more than one way to win. For instance, if I am not the first across the line, which has occurred more often than I like this year (though second is not so bad if the times are fast enough), I make a point not to mope or get down and out about it. More often than not, Lance Armstrong finishes in the middle of the peloton (the pack of riders), and everyone knows that Babe Ruth struck out more often than he hit homers. There are other gains from participating in the game, such as the thrill of the race, the camaraderie and the excitement of it all. I focus on the fact that I have worked hard (athletes always push beyond the pale in a race in a manner not possible in training) and thus gain added fitness. If I have done my best, and I almost always give nothing less, there is no basis for despair or disappointment at not being first.

Related article:  The Potential of Change

An inspirational 27-minute film about fitness and competition called "Coping With Life on the Run" was produced and narrated by the late running guru George Sheehan in 1977. It was a big hit - I loved it and found much that was inspirational, including the soundtrack. The film depicts runners of all ages and physical abilities excelling in competitions in their own fashion, and getting emotionally high on a feeling of having performed in outstanding ways. One scene shows a man in a wheelchair coming through the finish line, doing wheelies. Another participant in the run is on a bridge during the race, alone, because the rest of the competitors have long since crossed the finish line. As he nears the camera, it is apparent that he is running with one leg and a prosthetic limb. To this athlete, the competition has great meaning. His goal is to finish, which he does in the throes of triumphant exhilaration. Most of the other competitors, particularly in the middle and back of the pack, seem to experience similar thrills, exuberance and connectedness. While they don't win in a formal way, they prevail in terms of personal goals and individual pleasures. This is exemplary of what competition offers, at its best. It motivates people to excel. It promotes self-esteem! It gives meaning. I can almost hear Robert Green Ingersoll describing the passengers on a metaphorical train of life, all doomed, having a grand time, despite knowing the common fate that awaits them all - "I tell you, we have got a good deal of pluck."

I could go on about the benefits of competition but I think you get the idea. The fears associated with it, the bad feelings it arouses in some, are more related to the way they respond to it before, during and/or especially after the fact - and those outcomes are subject to change, if such is desired.

Competition is not always a good thing for everyone. Some should reform their attitudes about it or just avoid it. Competition is best if not viewed as a big deal with permanent winners and losers. A healthy perspective is simply to be part of something special, a step up on a stage worthy of your time and a venue suited to your talent. Make winning inevitable by the way you choose to view the process. Make it a game broad enough to enable you to win your division. When people ask what division I'm in, I say, "The master male category for people over six feet three inches and 170 pounds who are right-handed with blue eyes, produce a wellness report, host a wellness website, live in Florida and have a strange sense of humor." If you get yourself in the right division, you can win, too - and then you will LOVE competition. As Ashleigh Brilliant observed in one of his marvelous 17-word epigram Potshots, "To be the best, be the only one in your group."

Related article:  9 Attitudes of Successful Business Owners

Sheehan wrote that the purist form of competition comes from attempting to be the best you can be. Competition is the road to excellence..."Each one of us must be a hero. We are here to lead a heroic life...the heroic act, the courageous act, is its own reward." (Personal Best, Rodale, Emmaus, PA. 1989, pp. 7 and 8.) All the best. Be well.

 

Author:  Donald Ardell is publisher of the ARDELL WELLNESS REPORT - an electronic newsletter devoted to weekly commentaries on current issues that affect personal and social well-being from a quality of life perspective. The emphasis is on REAL wellness. REAL stands for the key issues embraced and advanced in Don's philosophy, namely, Reason, Exuberance, Athleticism and Liberty. Sample copy of latest edition by request. If you like it, you can sign up - the price is right - free. awr.realwellness@gmail.com