Not many Jobs these days: The Steve Jobs Mystique

January 29, 2010

Washington Post “On Success” Column answer to:

Not every product the Apple CEO has introduced has been a hit. So what accounts for the aura of incredible success that surrounds Steve Jobs? Why don’t others who are possibly just as successful become cult figures like he has? Also see The New York Times article on Apple’s new tablet.

The first people to enter any market make most of the money. Jobs not only got there first, but he pretty much invented the market! He saw the potential of a mouse-driven graphical interface when most people were still excited about their Rolodex. (If you are under 30 years old, you might think that’s just a cheap watch.) Steve was also (kind of) kicked out of the company he started for being…well…really weird, and then started another company that his old company bought, making him the CEO again! So, he invented the “high-tech, crazy, in-your-face” entrepreneurial persona. That makes him very “edgy” – and if there is one thing most giant-company CEOs are not, it’s anything that’s even remotely similar to edgy! They are usually pretty stiff and very good at saying things that won’t upset the public, even after they get fired and manage to pilfer a lot of cash on the way out.

Cult status is acquired by being unusual or different and very well known. (I see this personally in my industry with professional speakers) Most highly successful entrepreneurs play to the masses (as in masses of money) and of course do very well. However, you’re not likely to see them on the BIO channel unless they also become a serial killer!


The REAL Truth about Change Management

January 26, 2010

Let’s get real! The main reason people don’t want to change is because no one wants to be a senior beginner.  If people believe their value or expertise will be undermined as they’re forced to adapt to the new way, resistance to change is the natural reaction.

Transition does not feel the same for everyone.
Some adapt well (but not as many as you’d think), some struggle but manage to adapt, and some lose the will to live! Several studies show that when an organization’s most talented people decide to leave, it’s during times of change. The people who are committed, naturally good at what they do, and driven compulsively to succeed have the most difficulty with change. It’s a lot easier to be totally flexible when you pretty much sucked anyway. My (melodramatic) point is that adaptability is a wonderful trait to have in an employee; it’s just not a trait you are likely to find in your superachievers.

If you hope to not alienate your superachievers (and your regular achievers) during times of change, you’ll need to make sure they feel valuable during and beyond the transition. That means the people in your organization have to be influential and not just knowledgeable about how change works. It means you’d better have their trust or be real good at rebuilding it quickly when a message like “We need to double our production with existing resources” hits the street. It means the change has to make sense to the people who can make or break your success, not just to your liquidly flexible, mediocre masses. And if you do not like what I’ve written and you are having a hard time adapting these concepts, congratulations – you’re a talented superachiever!

So what’s actually working?
Spend some time proving to your people how valuable they are during transition by making the change as easy as possible. Also, make sure the people with giant mouths in your organization who have the ear of masses know how the change will benefit them personally. You want to make sure those big mouths are flapping for you, not against you. And finally, quit using the phrase “We need to do more with less” as if it’s somehow motivational. It’s tough even for your diehard leaders to get behind that verbiage when in reality the goal of most humans is to actually do less with more! Instead, tell people the truth behind the change: “We are trying to be more profitable so we don’t have to cut your pay, which might cause you to scare off the customers!”     

Alternative truth for the politically correct 
“We are trying to be more profitable so we can afford to keep doing what’s best for the customer and our employees.”

Change Management Speaker
Change Mangement In-House Training Programs

business success

What’s Goin’ Down With Garrison       

Lately, my time’s been spread almost equally between delivering keynote speeches, contributing weekly to the Washington Post’s online column “On Success,” and meeting demand for my new book The Real Truth About Success. Already in its second printing, the book is now available in six languages and electronically in a Kindle version. Audio’s next! Plans are being made for distribution of the book in 20 countries! After many book signings and radio interviews, I’m glad to find out that success and truth are so universally in demand.

Thanks, everyone, for making The Real Truth About Success a success 

I’m grateful …
To my publisher, McGraw-Hill, for their hard work and guidance and making sure the book is available at all bookstores and online outlets. We are thrilled about it being a top seller – having a second printing so soon is great news!    

To the global groups who are making things happen for us. Having the book released in multiple languages is great (it looks like about 14 so far) but I’m not sure how accurately my material will translate. How exactly does one say “psychotic BS” or “jellyfish managerial style” in Korean? My agent says not to worry. She’s great, by the way; special thanks to you, Wendy. Question: When the audio version is released, will people in other countries think it’s me speaking their language? 

To Linda for making this book happen even with my crazy schedule. You are like family and a key factor in the success of the book and Wynn Solutions Team.

To Barnes & Noble and Borders bookstore personnel for coming to my speaking events and making the book available to attendees. (Special thanks to the woman in Nashville in August who worked by herself and did not panic when panic was an understandable option!)  

For the great reviews we have received from readers, media, Facebook users, Twitterers, corporations, and associations. I really appreciate all of the good feedback! And thanks also to those who have posted positive reviews at Amazon.com to help sell books online.

To the radio show hosts who’ve actually read the book before the interview. I have radio experience and know that skimming 10 minutes before the broadcast is the norm.

And finally to the all the interviewees involved in the research (even those who hung up on me!) for the valuable information you provided. This book could not happen without your willingness – to tell the real truth about success.


Get-over your overnight success theories

January 25, 2010

Response to The Washington Post “On Success” question about Scott Brown’s stealth success?
Q: How often do achievements like that of the newly elected Republican senator from Massachusetts seem to materialize out of thin air? Do you believe in the concept of overnight success?

Most overnight success is about working really hard for a while – or, in some cases, most of your life! – and then having one action or set of circumstances throw you over the top. We don’t track people in their careers when they’re doing nothing special. Why would we? Still, most people like the idea of overnight success because we can just wait for someone we’ve never heard of to emerge to a position of success and then we can say, “This guy came out of nowhere and now he’s big time; maybe I can do that even though I have no experience and I’m the living embodiment of mediocrity!”

My point (and I’m pretty sure I just made it, but because I’m a professional speaker I’ll do it again) is that, to a great extent, overnight success is a myth. It’s more than extraordinarily rare for someone to be working at Burger King one day and running for governor the next. Even VP candidate Sarah Palin was an actual governor, not just a housewife we found in the wilderness! Now, maybe the entertainment world can fool us because some singer we’ve never heard of competes in a contest and suddenly has fame and success. But none of those people started singing yesterday. … OK, clearly some did, but Simon Cowell or some other mean British guy usually crushes their dreams before their lack of talent can infect the public.

As far as Brown goes, he may be someone to watch; he has some presidential qualities about him (which means he is not goofy or overtly fake and looks like the winner of a central casting call for politician-looking guys). If he works hard for a few years and plays his cards right, he might eventually become an overnight success in the White House.

Read more from “On Success” pannelist at the Washington Post


Oh, the drama! Failing to acheive your goal! – Washinton post “On Success” response.

December 22, 2009

Q: What’s the right response when you come tantalizingly close to success but fail to achieve your goal? How hard is it to recover from heartbreaking setbacks like the ones the Washington Redskins have endured in recent weeks? How often have you experienced reversals that tested your own spirit?

The lowdown on losin’ it

Well, let’s be honest: The most common response to failure when you’ve just missed your goal by an inch is to freak out, followed shortly by whining and complaining that life is not fair. (There may be profanity involved.) While this might not be the best response, it is the common one, based on the many anonymous answers I’ve heard to that question.

If you are a passionate, creative person, (like a motivational speaker) it could be difficult to recover because you have a high propensity for dramatic reactions — that is, a low lose-it threshold.

In the course of my company’s research, we’ve found that very successful, driven people or people who care deeply about something have a tendency to overreact. (Just read the comments on my post about Tiger Woods titled “Paying for fame.”) It seems to be a rare (and kind of dull) group of people who can consistently separate the data from the drama and react in what people keep telling us is an appropriate manner.

If you are a Redskins fan, the appropriate response is to put your foot through your television! I know how you feel: I’m a Houston Texans fan (as in we’ve never had a winning season and we’re the first team in history to do so with a No. 3-ranked offense two years in a row). It’s hard to recover from heartbreaking setbacks; but let me just say that if a football team tops your list of disappointments, then your life must be fantastic!

I have had my share of personal setbacks; in fact, back in high school, football was involved. I once threw eight interceptions in one game. My dad said it had to be a record. (Thanks, Dad!) If I had died sometime during my junior high football days, they would have built a statue of me in front of the school. Unfortunately, I lived just long enough to suck!

That high school football experience became a strong learning point, though. I was well liked by my teammates and learned that if your relationships are strong enough, you can survive the blame, even if your response to failure is, um… a failure.

Read more “On Success” answers


Paying for fame – Washington Post On Success Response

December 8, 2009

Q: How much privacy do super-successful public figures deserve? Do the infidelities of Tiger Woods or former presidential candidate John Edwards change your perceptions of them?

Response from motivational speaker Garrison Wynn

Human beings do the same things regardless of their individual level of fame or talent. We just expect more of people who are well-known because we secretly want them to pay a price for their fame and money. For the general public, it’s a combination of envy and an understandable inability to emotionally put ourselves in their shoes.

Super-success is usually a package deal: You win fame and attention, and the bonus prize is life under a microscope — which just so happens to magnify the good and the bad. So, whether a public figure seeks fame or gets thrust into the spotlight because of some off-the-charts giftedness, the price of that fame is already high. But most of us won’t understand that unless we actually become famous, which means you will more than likely never know (no offense).

Our research shows that a high percentage of people who are willing to do what it takes to become extraordinarily good at something suffer from compulsive behavior. (It’s the foundation of drive.)

Consider: All Elvis Presley wanted in the end was to be able to go to the movies without having to rent the entire theater. He once said it would be nice to be in an audience, not just be there for the audience. That might make a very compulsive person feel he needs a special someone on the side — or maybe it just drives him to eat a lot of peanut-butter-and-banana sandwiches!

Read more “On Success” Questions and Responses from the Washington Post


Don’t Let Your Behavior Betray Your Skill

November 16, 2009

Recently I was asked to become a panelist for a new column in the Washington Post “On Success“.  The first question I had the opportunity to answer is:

Q: Are successful people blunt by nature? In recent weeks, retired NFL star John Riggins has been scathingly critical of his former team, the Washington Redskins. Is his take-no-prisoners rhetoric typical for achievers? Do the tactful accomplish more?

The most successful people we uncovered in our research were mostly negative/critical thinkers, which stands to reason: If you see a glass as half empty, you are much more likely to fill it up than if you see it half full. These top performers can be blunt by nature but know they must be tactful under certain conditions. A professional football player does not need the influence capabilities of a CEO to succeed. He needs innate ability, desire and a 20-inch neck! Also, many former pro football players are on pain medication that, when used long term, makes them cranky and liable to say things to the press they wish they could take back.  Motivational Speaker - Garrison Wynn


Interview with Kurt Schemers on Traders Nation

October 13, 2009

I had a great time discussing my new book “The Real Truth about Success” with Kurt Schemers at Tradersnation.com. He is witty guy and I look forward to visiting with him again in November.


Lies About A Doomed Economy And Why we Believe Them

September 10, 2009

Time to Hear the Real Truth

As we work our way through this economically challenged period, you’ll notice the economy getting a little better. Even media outlets now understand they’ve begun to lose audiences over the constant negative hype – or should I say “objective reporting”? – so they have to get a bit more honest. Amid all the bad news, a recent CNN newscast uncharacteristically acknowledged that the crime rate is down 38 percent since 1980. As much as it may tick off the doubters, things are getting better, like they always do.

Economic TruthYou know me not to be a Pollyanna; I’m pretty realistic about things. I’m not buying into the end-of-the-world theory. I had to laugh the other day when I came across a TV show called Life After People. You know we’ve fully bought into the doom concept when a show about the world moving on after humans have died gets a prime-time spot. What’s next? How to Be a Regretful Corpse? Let’s face it: Things are getting better and there is nothing we can do about it. 

Six Signs That Our Situation Is Getting Better

A Time Line for 2009

  1. The swine flu headlines, coupled with major use of the word pandemic, turn out to be overblown. When it comes down to it, this sensationalized flu was just – well, the flu. And a weak flu at that, claiming fewer than 500 lives in the United States. Let’s put that into perspective: Each year in the United States, car accidents kill about 50,000, the flu kills about 36,000, and at least one guy dies from getting sick in his car. In reality, cars and the regular old flu are relatively deadly but we shrug them off as negligible hazards because we’d rather obsess about the swine flu! I guess swine flu sounds so much more menacing and devastating, like evil devil-pigs are scheming and plotting to infect your neighborhood. (When we’re no longer impressed by swine flu, we can worry about the newest health threat, the H1N1 virus. Just hide your disappointment when you learn it’s another name for swine flu.) 
  2. We ignore clear signs that the real bad news is drying up. The other day I honestly thought I was watching the Michael Jackson Channel. The Glittered Gloved One had his fame and income-generating ability reconstituted in the only way that seems to work consistently: He died. He was a great talent, for sure, and his resurgence of fame is proof that there was not enough bad economic news to edge out the coverage of his passing. 
  3. People work hard to take the encouraging edge off of any statistic that shows economic improvement. You’ll hear something like this: We did not lose as many jobs as we predicted last month but unemployment is still high. Translation: We made a negative prediction that we hoped would get attention, and it turned out we were wrong. But just because the rate of job loss is topping off does not mean people have enough jobs. So things are bad, even if they are not quite as bad as we’d hoped
  4. USA Today begins to print lame recession stories. In “One Step Back: Retail Sales Slip; Jobless Claims Tick Up,” we learn that retail sales slid 0.1% in July after increasing 0.8% in June. While a cursory reader takes in the headline and thinks we’ve tanked again, readers with a greater attention span get the bigger picture: Hello, we’re still up 0.7%! And the really astute reader sees that these numbers are all just fractions of a percent. Other headlines help confuse the issue: “Economy Seems to Be Coming Back; Consumers Not So Sure,” followed by “Stocks Drop as Investors Worry About Consumers.” So who do we believe? The consumers reading the headlines? The investors reading the consumers? Or the analysts reading the actual numbers? If I were a betting man, I’d go with the actual numbers…but that’s just me.  
  5. We start talking about Iraq again and pretending that North Korea is a threat. Let’s get real. We might not be the most popular country on the planet, and we have our drawbacks as a culture and people. But I have hung out with high-ranking U.S. military officers who told me that we could beat any country in a war over the weekend “if we had to – if only they would let us use all the cool war technology we have!” That’s pretty scary, but it makes a strong point. (It also makes me glad these guys are on our side.) No country is a traditional military threat. (Terrorism, sure – but an invasion? Not so much.) I guess with a 24-hour news station and only about an hour’s worth of actual news to report, we have to worry about something
  6. My 80-year-old dad has gone back to complaining about physical ailments and what’s wrong with whoever just left the room.

 Focusing on the Real Truth

We have to get back to the real truth: Life has it bumps. We overreact and make the bumps worse sometimes, but then we eventually return to the business of living and moving forward.  

Wynn Solutions has found that the most successful people in this slump did not hunker down and ride it out. They fought their way through and even grew in a way that will make them super-successful when the economy is fully restored. Cutting back on sales and marketing or canceling meetings is not the road to success. Neither is reducing the quality of your ingredients to cut costs. (I just ate at a restaurant that served me something that might best be described as a chicken knuckle.) 

My company has been blessed, like many of you have been, with a lot of business in 2008 and 2009, and we all know we did not get there hunkered down. (Even the phrase “hunkered down” paints a picture of someone slumped over in a shallow hole. It’s self-defeating!) We got there by finding our unique edge and applying or customizing it to the shifting needs of our market. As I’ve often said, you can pray, but then you have to get up and act like it worked! You rarely move ahead if you sit on your behind.   

This point is a recurring theme in my new book, The REAL Truth about Success: What the Top 1% Do Differently, Why They Won’t Tell You, and How You Can Do It Anyway (published by McGraw-Hill and available worldwide in bookstores on October 9th and on Amazon.com now). Through a decade’s worth of interviews, I’ve learned that some of the nation’s most successful people get where they are by acting on some distinctive edge or personal advantage. They aren’t necessarily the best or brightest or even the most talented – but they know what’s special or unique about them and put it into play, positioning them well in a competitive market. 

And much like the headlines above, our interviewees were a bit evasive about the real truth … mainly because the truth might not sound intriguing or impressive enough! 

We found that people at the top often give misleading answers when you ask them questions about how they got there. In fact, they tend to give reasons for success that sound identical to answers we got from people who are not very good at what they do. We heard far too much consensus, so we changed our method of questioning. “No offense,” we’d say (which is exactly what you say right before you offend someone), “but a thousand people do what you just said and they are not successful like you! They are not No. 1, so clearly what you told us is not your key to success.” The revised approach generated some different answers – some shocking, some ridiculously simple, and some downright weird. 

Ultimately, we discovered that what the top 1% did not have in common was a good attitude, superior intellect, and talent. What they had were advantages that gave them an edge. Everyone has advantages; it’s just that most people don’t know what their advantages are, don’t know how to use them, or have beliefs that make them think they shouldn’t use them. That makes these lies about success much easier to tell than the truth. But the real truth – in my book and in the points above about the economy – is far more encouraging than the “spun truth” that we’re fed every day.
More on economic speaker Garrison Wynn.


Influence: Getting People to Think

June 24, 2009

Influence. We all want it to some degree. Whether its influence with your boss, your employees or even your spouse, influence allows our ideas to be heard and used. But you need to know what people value before you can influence them.  By getting the other person to focus on what they value, your influence becomes more accepted, even expected.

The way to keep people focused is to get them to think, not just teach them. Teaching people is important but it only allows them to do what they’ve learned. When you get them to think they become innovative. They can improve, expand upon and create. They are not just drones who do what they are programmed to do. And you teach people to think by asking good questions.  Remember, the person asking the questions is in control of the conversation. 

     
Examples of two good questions:  

  1. Is there a question I didn’t ask you today that you think I should have?  This is a good thing to ask at the end of a conversation. It proves to person that you care and it gets them to think more deeply about what you’ve told them. It may even get them to ask the question they were afraid to ask.  
  2.  Is there a difference between what you think is important about your job and what others think is important about your job?  This type of question can help create more awareness of priorities. It allows them to see more than just their side of an issue, putting a proper perspective on the issue at hand.     

Of course, asking questions just to ask questions can backfire. It’s not only annoying, but can sometimes open you up to potentially awkward situations, eroding any credibility you had up until you unload the mother of all bad questions.

Some potentially bad questions could be:

  • Are you sure you have the smarts to do this job?
  • Are you male or female?
  • How are you still working here?
  • When’s the baby due? Oh…you’re not pregnant.
  • Is that your real hair?
  • Do you make your own clothes?

It’s easy to avoid asking bad questions, just keep your mouth shut! But asking good questions takes effort. Sometimes we like to shoot from the hip. Unfortunately that only works if you are a good shot. And even good shots miss on occasion. One of the things you can do is every time you ask a good question write it down. Start stockpiling them, store them somewhere you can review them often. Over time, you will have these great questions committed to memory.  You’ll have questions for every scenario. It takes time to build a group of good questions, but once you have them, you’ll see your influence grow.
Did we answer all your questions?   

Listening article: Listening Like a Leader – The Truth about Trust


Your a “Big Mouth” – And I Like It!

June 24, 2009

bigmouth
To have influence make sure the influential people with the biggest mouths are on your side up front.

You have people in every organization who have the ear of the masses and can’t shut up (and they never will). Somehow, through sheer personality and guile, these people have some sway over the rest of the group.

Find these people!

Get them behind your idea by showing them how good they will look to others if they support your agenda. Let them become your “PA System” and work for you to spread the word. Having a lot of people believe in what you do before you actually do it, gives you a huge edge. It’s like discussing the details of a great buffet to a hungry audience 10 minutes before lunchtime. You pretty much had their attention before you started talking. Otherwise, the only change you will make will be changing your mind about the change.

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