Stop “Some Day” Syndrome

Good tips from WikiHow

Everyone suffers from Someday Syndrome at some point in their lives, often catching it repeatedly. You probably have something similar going on in your life – a project, a task, a goal – that you just haven’t got around to doing yet. Right? It would be easy to quote Nike and say: Just Do It, but if it were that simple Someday Syndrome wouldn’t exist. Here are some key ways to cure Someday Syndrome so that you don’t need to suffer through a cure.

• Be you.
• Clear out the junk.
• Know what you want.
• Make a grand plan.
• Take one step at a time.
• Ignore the rest.
• Get help.
• Don’t compare.
• Be uncomfortable.
• Celebrate the process as well as the end.
• Don’t stop at the easy point.

Quotable Quotes – On Youth

Youth cannot know how age thinks and feels. But old men are guilty if they forget what it was to be young.
- J.K. Rowling

The old repeat themselves and the young have nothing to say. The boredom is mutual.
- Jacques Bainville

Not everyone grows to be old, but everyone has been younger than he is now.
- Evelyn Waugh

In youth we run into difficulties. In old age difficulties run into us.
- Beverly Sills

Why Do You Use Twitter?

You may remember when I first started writing about Twitter and then when I started using it. I have found it fun and interesting using the micro-blog format. It is certainly faster than writing a 200-250 word blog article.

So how about you? Why do you Twitter? Do you like to keep up with friends and family? Do you view it as a “game” wanting to see how many followers you can gain? Do you use it as a form of self-expression or do you think of it as a way of developing community?

Let me know here in the comment section below. Enjoy!

Related Articles
- Jeffrey Veen Taps Into eLearning Via Twitter
- Blogging Is Dead, Long Live Twitter!
- Twitter Is For The ADD Generation – Part 1
- Twitter Is For The ADD Generation – Part 2
- Twitter For The ADD Generation – Response
- Now, Some Possible Value In Using Twitter

Strengthen Your Mantle for Greatness

By Dan Coughlin

Assume success.

Assume that all of your hard work over all these years has suddenly paid off in the form of you achieving what you’ve always wanted. You now have the income, title, responsibilities, authority, scope of influence, skills, reputation, clients, and flow of opportunities that you’ve always dreamed of having.

Now the real work begins.

It is far harder to handle success successfully than it is to persevere through tough times. Are you really ready to demonstrate long-term greatness if great success suddenly comes your way?

A Brief History of Being Good with Bad Times and Bad with Good Times

Over the past one hundred years, Americans have demonstrated they are very good at dealing with bad times and very bad at dealing with good times.

During the U.S. involvement in World War I (1915-1918) Americans pulled together and demonstrated extraordinary levels of sacrifice, commitment, and teamwork to pull through the country’s worst catastrophe since the Civil War. This was followed by the Roaring 20s when many Americans thought they had discovered the secret to wealth in the stock market and danced their hearts away.

That was followed by the Great Depression and World War II, a time once again marked by long-term sacrifice, focus, commitment, and teamwork. In the relatively affluent 50s, American companies flourished and Americans bought toasters, washing machines, televisions, cars, and refrigerators like they were going out of style, which they often did. This was followed by the tumultuous late 60s and the economic recession throughout much of the 70s.

The materialism and economic growth of the 80s were followed by the recession of the early 90s. The wild prosperity fueled by the dot com craze of the late 90s was followed by the dot com bubble burst in March 2000 and the ensuing recession that marked those years. U.S. citizens bonded together after the terrorist attack of September 11th 2001 in ways many people had never seen before. The rise in home prices and the stock market in 2003-2006 were followed by the prolonged recession from December 2007 through today. Once again Americans are becoming good at sacrifice, commitment, and teamwork.

But why are we so bad at handling good times in ways that could allow us to continually improve our results? Why are we so often are own worst enemy when we are in the best position to generate long-term sustainable success? And what lessons can be learned from history that an individual can apply in his or her own career to sustain greatness when success finally arrives?

Lesson #1: Remember there ain’t no free lunch, no silver bullets, and no secret fountains of money.

During good times, Americans have consistently thought they had it all figured out. Somehow we forget that we’ve had short-term success in the past that didn’t work out very well.

In the mid-1920s, mid-1980s, late 1990s, and mid-2000s, many Americans thought buying stocks would automatically move them up the economic ladder. The greatest piece of business advice I’ve ever learned is “there ain’t no free lunch.” In the late 1890s people thought finding gold was the key and in the late 1990s people thought buying dot-com “gold” was the answer. Don’t ever assume that a stock purchase, a good relationship with your boss, a degree from the “right” university, or employment at a “great” company will ensure your long-term greatness. It won’t. The stock market collapses in 1929, 1987, 2000, and 2008 have shown what goes up doesn’t necessarily always continue to go up.

Based on the amazing sales of American manufactured products and the extraordinary rise in the standard of living for Americans in the 1950s, many people thought that U.S. managers had discovered a silver bullet and would continue to generate incredible economic growth forever. Unfortunately, that’s not what happened. Many key U.S. executives in the 1960s focused more on profits than on constantly improving the quality and safety of what their companies were producing and they made their companies and industries vulnerable to attacks from a host of other companies.

They quickly learned through the painful 70s that customers don’t care about their profits. They also learned that customers do care about quality, safety, and value. Many executives in the financial industry from 2003-2007 thought they had figured out a way to turn bad loans into great products until one day they found out that wasn’t a secret fountain of money either.

When your great day of success shows up, don’t waste any energy thinking you have it all figured out. Keep striving to get better. Success just means you have a better foundation to work off of for the future. It doesn’t mean you have a guaranteed incredible future.

Lesson #2: Great performance creates great value, and poor performance ruins it.

Jason Jennings has written a tremendous new book called, Hit The Ground Running: A Manual for New Leaders (Portfolio 2009). I’ve decided to rename the subtitle: A Manual for Leaders Who Aspire for Greatness because I believe any executive or manager in any for-profit or not-for-profit organization would benefit tremendously from this remarkably powerful book.

Jason Jennings is the rare person who has the energy to climb the massive mountain of research necessary to really understand an issue and the patience to climb down the mountain and explain what he has learned in practical ways that people can actually use. He and his research team took the 1,000 largest publicly-owned U.S. companies and searched for the best performers from 2001-2007. He wanted the whole focus to be on performance that occurred in the 21st century. Through a series of extraordinarily stringent filters, he narrowed his list to the nine best-performing American companies in this century. He then personally interviewed the ten CEOs (one company has co-CEOs) of these companies. What he found re-energized me. These ten CEOs did, and did not do, some very unusual things.

They were clearly anti-fancy. When they inherited large personal offices, they got rid of the fancy furniture, brought in conference tables and whiteboards, and created working functional spaces for themselves and their team members. One took out his private bathroom and asked why in the world he would need his own bathroom.

They were anti-buzzwords. None of them talked about six-month strategic development processes, stated lofty and complicated visions, spent insane amounts of money for big-name consulting firms to tell them what to do, or hung posters with catchy themes at every one of their business locations.

They talked with employees, board members, managers, and past CEOs. These high-performing CEOs are very down-to-earth individuals. Consistently, they said they didn’t have all the answers and wanted to get to know and learn from as many people connected with their organizations as they could. They were not acting like the proverbial superhero action figures ready to save people from peril. They were genuine individuals who simply wanted to learn anything they could to help their companies succeed in the short and long term.

They clarified a destination and practical steps to achieve that destination in a reasonable time frame. They simply refused to get caught up in making wild predictions to drive their stock price higher. They were maniacal about establishing practical plans and continually monitoring progress to make sure those plans were on track. They remained flexible in making adjustments to hit their desired destination. They kept their businesses as simple as they possibly could in order to optimize efficiency and productivity.

The single biggest takeaway for me from the very best CEOs and their companies is that they maintained a singular focus on improving the performance they felt would benefit their customers the most in terms of creating real value for them.

If you want to be able to strengthen your mantle for greatness, the absolute key is to always improve your performance, which is the actual creation of value that other people will want to use and will benefit from in a meaningful way. If you develop the ability to always do exactly that in good economic and bad economic times, you will be able to handle success and maintain the capacity for greatness over the long term.

Lesson #3: Avoid the “So what are you up to lately?” dilemma.

I think this is the most subtle and pervasive problem in the history of U.S. economics. No matter how successful a company or an individual becomes, the first question asked of him or her by friends and family is, “So what are you up to lately?” In other words, “What have you achieved lately, what is your salary, what new homes are you buying, what vacation homes are you building, and where is the next fancy resort you’re going to visit?” The problem isn’t with the question or the questioners. The problem is the distraction that individuals allow it to create.

This obsession with more, more, more, bigger, bigger, bigger, and faster, faster, faster throws out of whack the steady, plain, simple, consistent, and boring process of creating greater value that customers will want to purchase at reasonable fees that will generate long-term growth. This is not a modern phenomenon. At least since the 1920s, and then repeated at least every couple of decades, Americans have become maniacal about taking some short-term success and wanting to convert it immediately into much greater success. Whatever happened to the tortoise beating the hare?

I encourage you to improve, create greater value, achieve some success, and then repeat that formula consistently over the entire period of your working life. It is what made you successful once and it is what will consistently make you successful in the future. Just don’t force the future into today’s envelope. Be patient and let your improvements generate greater success when the time is right.

Lesson #4: Values matter and so do lack of values.

Nothing has ever destroyed future greatness faster than a breakdown in personal values. Values are beliefs that determine behaviors. You get to choose six. What six values do you want guiding your behaviors? Ok, if you really want, you can choose eight, but that’s it. Here are mine: integrity, curiosity, friendliness, open-mindedness, innovation, and empathy. OK, two more: tenacity and accountability. That’s it.

Choose your values carefully. If you want to build a personal mantle that can handle success and sustain itself for a lifetime of greatness, then you have to live by the values you’ve chosen carefully. I’ve never met the person who chose cheating, lying, and stealing to be the values that would guide his or her life. For some people, those things snuck in when they weren’t watching their values. Watch your values carefully and let greatness sneak in when you’re not looking.

If you lie about little things, you’ll lie about big things. If you’ll take more money than your company can realistically afford to pay you just because you can get away with it, you’ve shown where your priorities are for the long term. Don’t reward yourself today based on dreams for tomorrow. If you’re honest in little things, you will be in big things as well. Values have a way of repeating themselves.

Be ready for success. It can happen at any moment.

About Dan Coughlin

He is a business keynote speaker, management consultant, and author of ACCELERATE: 20 Practical Lessons to Boost Business Momentum. He speaks on leadership, branding, sales, and innovation. His next book, The Management 500: A High-Octane Formula for Business Success, which is about practical management lessons from the history of professional auto racing, will be published in May 2009.

App Trap Uninstalls All Those Pesky Added Files

By E. Brown

My friend, Heath, introduced me to App Trap the other day and I do not know how I have lived with out. It is a great little app for the Mac and needs to be on every Mac computer (hear me Apple?).

I love trying new software. Yet, every time you download and install an application or trial version, files get placed in all kinds of places. Many apps come with an uninstall feature, but there are many that do not. Welcome App Trap. This free software (although you can make a PayPal donation, which I’d recommend) will save you all kinds of time hunting down pref files and other assorted library files.

Once you install App Trap it sits and watches what applications you download and delete. When you delete an app you will get a message asking you if you want App Trap to delete all the other associated files to that application. Once you say “yes” App Trap neatly rounds up all the files and plops them into your Trash. They are not gone until you empty your trash so you can easily retrieve them if you feel you’ve made a mistake. It is that simple.

Download a copy today and you’ll be singing it’s praises as I am. If you already have it or know of something better, comment below.

Enjoy!

How To Improve Your Learning

Kendra has some good insights about being a learner. Here she shares some effective ways to enhance your personal learning. I liked number ten. I think you’ll like this too. Enjoy!

By Kendra Van Wagner, About.com

I’m always interested in finding new ways to learn better and faster. As a graduate student who is also a full-time science writer, the amount of time I have to spend learning new things is limited. It’s important to get the most educational value out of my time as possible. However, retention, recall and transfer are also critical. I need to be able to accurately remember the information I learn, recall it at a later time and utilize it effectively in a wide variety of situations.

1. Memory Improvement Basics
I’ve written before about some of the best ways to improve memory. Basic tips such as improving focus, avoiding cram sessions and structuring your study time are a good place to start, but there are even more lessons from psychology that can dramatically improve your learning efficiency.

2. Keep Learning (and Practicing) New Things
One sure-fire way to become a more effective learner is to simply keep learning. A 2004 Nature article reported that people who learned how to juggle increased the amount of gray matter in their occipital lobes, the area of the brain is associated with visual memory. When these individuals stopped practicing their new skill, this gray matter vanished.

So if you’re learning a new language, it is important to keep practicing the language in order to maintain the gains you have achieved. This “use-it-or-lose-it” phenomenon involves a brain process known as “pruning.” Certain pathways in the brain are maintained, while other are eliminated. If you want the new information you just learned to stay put, keep practicing and rehearsing it.

3. Learn in Multiple Ways
Focus on learning in more than one way. Instead of just listening to a podcast, which involves auditory learning, find a way to rehearse the information both verbally and visually. This might involve describing what you learned to a friend, taking notes or drawing a mind map. By learning in more than one way, you’re further cementing the knowledge in your mind. According to Judy Willis, “The more regions of the brain that store data about a subject, the more interconnection there is. This redundancy means students will have more opportunities to pull up all of those related bits of data from their multiple storage areas in response to a single cue. This cross-referencing of data means we have learned, rather than just memorized.”

4. Teach What You’ve Learned to Another Person
Educators have long noted that one of the best ways to learn something is to teach it to someone else. Remember your seventh-grade presentation on Costa Rica? By teaching to the rest of the class, your teacher hoped you would gain even more from the assignment. You can apply the same principle today by sharing your newly learned skills and knowledge with others.

Start by translating the information into your own words. This process alone helps solidify new knowledge in your brain. Next, find some way to share what you’ve learned. Some ideas include writing a blog post, creating a podcast or participating in a group discussion.

5. Utilize Previous Learning to Promote New Learning
Another great way to become a more effective learner is to use relational learning, which involves relating new information to things that you already know. For example, if you are learning about Romeo and Juliet, you might associate what you learn about the play with prior knowledge you have about Shakespeare, the historical period in which the author lived and other relevant information.

Read More…

Book Review – The Unseen

By E. Brown

I have to admit, this is the first time I have read anything by T. L. Hines. I am typically reading business and work related material. I save reading fiction for down-time when I need a little “fluff” and entertainment to take my mind away from present matters. And, isn’t that what fiction is for — an escape, a getaway, a chance to relax and vicariously “live in someone else’s world” for a while?

The main character, Lucas, in Hines’ book, The Unseen, spends most of his waking hours by living his life through the imagined worlds of others. You see, Lucas is an urban explorer. He lives in abandoned buildings, sewers and subway tunnels. He spies on people and invents elaborate worlds in his mind as a past time. That is until his world is intruded upon by another explorer. Donovan belongs to a group called the Creep Club. After befriending Lucas, Donovan invites Lucas to a Creep Club meeting. Lucas expects to find like-minded urban explorers, but he what he really finds is far more sinister.

The beginning of the book sets up some of the characters and starts to introduce various plot lines that coalesce toward the end of the book. I found that as the story progressed the action did as well. Hines surprised me a couple times when I thought the story should be winding down — he infused a new shot of adrenaline and kept me moving through the pages.

For some readers, this book might seems average and predictable — spotted with government intrigue, subtle romance, and good-guy-wins-in-the-end themes. For readers like me, that’s okay. In a sense, like the character Lucas, I read fiction to take a break from the real world in order to imagine, to recharge, and, yes, to think about bigger things than myself. So, if you have never read The Unseen, I recommend giving it a go. Find a comfy chair, sit back and enjoy.

Grandview Tavern & Grille

By E. Brown

If you’re ever in the greater Cincinnati area, on the Kentucky side of the river in Fort Mitchell, you have to try the Grandview Tavern & Grille. Managed by Matthew Haws, the Grandview has recently acquired Executive Chef, Mike Nelsen. All I can say is, “Good job!” Mike has revamped the menu and brought new life and new flavors to the establishment.

On this particular evening I was there for dinner with some good friends. When we looked at the menu we saw the selections of salads, entrees, and desserts were creative and would satisfy the most discriminating palette.

The Food
I started with the Salmon Salad although the Warm Goat Cheese Salad did catch my eye also. The Salmon Salad included peaches, candied pecans, tomato, gorgonzola cheese, and Italian vinaigrette. The blend of flavors was very well balanced. Personally, I would have preferred a little more salmon but the melody of taste would have been unbalanced. Overall, a very good salad that I would recommend. Other salads to choose from are: Caesar, Nicoise, Cobb, and Black & Bleu.

Dinner entrees at the Grandview Tavern range from Tavern Meatloaf to Pasta Diavolo and for fish lovers from Pistachio Crusted Tilapia to Shrimp and Scallop Scampi. I had the Pasta Diavolo. It consisted of blackened shrimp and steamed mussels in a spicy tomato sauce over roasted red pepper papardelle pasta with spinach, and served with a parmesan toast point. At this point, I was slightly surprised. The dish was not as flavorful as I had expected. I expected the blackened shrimp to add a spicy “bite” to the dish. Instead it was all rather bland. Whereas with the salad I could taste the various ingredients, this pasta dish had no variety.

“What about the grille,” you may ask? For those of you craving meat from the grille, Grandview offers the standard fare: Ribeye, New York Strip, and Filet Mignon.

The Atmosphere
If you visit the Web site you will see that the interior of the Grandview is warm and inviting. The ambient lighting is just right. Believe me, I have been in some establishments where it seems the light is turned low because they do not want you to see what you’re eating.

During warmer seasons the Grandview sports a patio that they open to patrons. Recently refurbished, the patio is spacious and relatively quiet allowing you to enjoy the company you’re dining with.

Overall
In spite of some of my disappointments, I would still recommend the Grandview. With the many menu items you are bound to find a favorite that will keep you coming back for more. For those of you who like trying something new, the menu offers the variety you will crave. The pricing is about what you’d expect — salads around $11, entrees around $25, and grille items around $28. The service is friendly and timely and Matthew Haws will listen to your thoughts and comments regarding any of the dishes. With the new management and Chef, I feel the Grandview can only get better and better.

Enjoy!

Passion Comes From Purpose, Not the Other Way Around

By Dan Coughlin

Raison d’etre.

I just love that phrase. It means, “reason for existence.” If you want to maintain the enthusiasm and make the effective decisions necessary to accelerate through this economic crisis, it is critical to take the time necessary to clarify the purpose of your career, the purpose of your work group, and the purpose of your organization. Being excited all day won’t help you find a purpose in your work. Knowing the reason why you, your group, and your organization do what you do will generate a steady flow of passion even in the worst of times as long as you really believe in the purpose of that work. If not, then find the work that has the purpose you want.

My next book, The Management 500, is about management lessons from the history of auto racing. As I peeled back the layers of the auto racing onion, I found a heart. A great big pulsating heart. Actually I found a lot of hearts. The secret to the success of NASCAR, IndyCar, and Formula 1 racing is passion. Drivers, engineers, mechanics, crew chiefs, crew members, and fans alike derive incredible passion from a simple purpose: a desire to win the race.

One of my favorite pieces in my research was finding an original copy of Enzo Ferrari’s  1964 autobiography. One sentence stands out above all the others. He wrote,

“Fate is to a good extent in our own hands if we only know clearly what we want
and are steadfast in our purpose.”

Sports
Carl Edwards was named the NASCAR.com 2008 Driver of the Year. How did he do it? He finished in 2nd place in both the season-long NASCAR Sprint Cup Series AND the season-long NASCAR Nationwide Series. This means that from February through November of 2008, Carl Edwards competed successfully over the course of 36 races in two different leagues. It would be like a professional basketball team coming in second in the NBA and second in the top Spanish League in the same season. And where does his passion come from? He has an extraordinary desire to win races.

Not-For-Profits
Dan Harbaugh is president of Ronald McDonald House Charities in St. Louis. Dan Harbaugh is one of the most consistently passionate people I’ve ever met. I’ve known Dan for ten years and have seen him present to hundreds of people, have discussions in small groups, and attend seminars as a student in the very best of economic times and the very worst. In every situation he brings an extraordinary degree of passion. Where does this passion come from and how can he possibly sustain it so consistently? The answer lies in his purpose. He absolutely believes in the purpose of RMHC, which is primarily to provide a home away from home for the families of very sick children. With that purpose in mind, he continues to march forward with enthusiasm.

Small Businesses
Elaine Floyd is a small business owner with two busy teenagers and a very busy husband. Elaine Floyd is one of the most passionate people I’ve met in the past fifteen years. She is the president of EFG, Inc., which helps clients craft their messages into really powerful professionally published books. And where does Elaine draw her passion from? She finds enormous excitement and satisfaction in helping other people get their message out by intersecting cutting-edge computer technology with the creative flair of high-end book publishing.

Schools
Matt Miller is a grade school principal. Matt Miller brings more passion to his work than almost anyone I know. I’ve seen him get four hundred kids to scream and yell about reading books and comprehending what they know. I’ve seen him get students to cheer for each other for being kind to one another. I’ve seen him wander into classrooms, accept trays in the cafeteria, and pat kids on the back. I’ve seen him snap two fingers and get hundreds of loud kids to become instantly quiet. And where does his daily enthusiasm come from? He wants kids to succeed in life, and he understands that it’s the little things that make for long-term, life-long success.

Big Businesses
Roy Spence is Chairman and CEO of GSD&M Idea City, which over the past twenty years has been the advertising agency for BMW, AT&T, Wal-Mart, AARP, Southwest Airlines, the PGA Tour, American Red Cross, and a host of other major organizations. Roy Spence is the most passionate person I’ve ever met, and his purpose is to help organizations make a difference in the world. And he’s very, very good at it. Over the course of three years, I worked as a consultant with a few dozen people at GSD&M Idea City in a wide variety of functions and up and down the org chart. Every time I walked into their building I felt as though I was stepping into the Disney Company back in the 1930s when Walt Disney was actively involved. The creative energy pulsated throughout the building.

In the more than forty meetings I attended there a single common theme came up every time. In every meeting, the common question was, “How will this idea support the purpose of this client’s business?” Everything at GSD&M Idea City revolved around this question. If the idea did not support the client organization’s purpose for existence, then it was rejected. It was this passionate commitment to finding and supporting the client’s purpose that helped lead to extraordinary breakthrough results for many of these organizations.

Roy Spence, and GSD&M Idea City’s chief purposeologist, Haley Rushing, have written an extraordinary new book called, It’s Not What You Sell, It’s What You Stand For. I encourage you to read this book. It is packed with practical advice and real-world examples on how to intersect the idealism of purpose with the pragmatism necessary to generate extraordinary business results.

I believe that as you read it you will find yourself, as I did, thinking more and more about why you do what you do, why your groups do what they do, and why your organization exists. You will also find the key questions to answer on how to convert a business purpose into a driver of better sustainable results. This book is really a masterpiece on making the purpose of an organization the driver of effective decision-making. Through its ideas, suggested tactics, and real-life examples at Southwest Airlines, BMW, the PGA Tour, and many others you will clearly see how a well-defined purpose can impact your operations, research and development, hiring, and marketing, and produce extraordinary sustainable results.

Downtime is a Terrific Time to Prepare for Greatness

If your business has slowed down, don’t waste a minute worrying. Instead use this time to clarify your answers to these three critically important questions:

i.    Why do I do what I do for a living?
ii.    Why does my work group exist?
iii.    What purpose is our organization trying to fulfill?

The first step to building an extraordinary career, team, and organization is to know the reason behind the activities. This clarification will help you and others decide what to do and more importantly what not to do. With a clear purpose, you can sustain a focused effort over the long term and generate extraordinary results.