Positive Paranoia

June 1, 2011

As a professional speaker I was in the airport the other day getting ready to fly to Las Vegas. (I’m there more than Cher.) I was relaxing at the President’s Club, eating cheap cheese and old fruit with all my elite-status, high-mileage brethren. The gentleman who sat down beside me wore a baseball cap that read “NYC Police.” He proceeded to tell me he was an undercover cop, so I had to ask, “Then you only wear this hat on your days off?”

I think a great number of people have no idea how they appear to others. You could fill a large psychiatry office with all the books that have been written about how we perceive ourselves. But few books have any real impact in the area of how we are viewed by others. Taking a look at how others see us is not an easy thing to do. However, if we want to have enough personal influence to make all the communication skills and brilliant ideas we have succeed, willingness needs to raise its ugly head. For example, if you sit down to put on your rollerblades and your spouse calls out “Honey, please be careful,” it means you do not skate well! If people look at your artwork and say things like “Wow, you sure used a lot of paint!” or “This would look awesome in the garage,” it means you don’t have any talent.

Getting honest about who you really are to others is crucial to success. It’s a practice common among top businesspeople. In our 10-year survey of 5,000 top professionals, Wynn Solutions found that the most successful – the top 1% – had a realistic view of how others perceived them. This dose of realism serves them well because they can influence others only as far as those others will allow. So if the great self-portrait I’ve painted in my mind far exceeds the exhibit I’ve put on display to the public, I’ll struggle to convince anyone of my genius.

Believing in yourself is great, but you need others also to believe in you if you hope to motivate or lead people in the direction you want. It’s good to have confidence, and certainly self-esteem is important … but if I believed I was OK regardless of society’s opinions, I would be at the grocery store in my underwear.

We sometimes make the mistake of thinking that something’s true if we just believe strongly enough. I believe the speed limit on toll roads should be 100 mph. That’s slower than the no-speed-limit autobahn, so it seems fair to me. But the cop who pulled me over last week believed I should go to jail. So what I believe is often not only irrelevant; it’s illegal!

Is it possible that some things you believe about yourself may not be true? Can you ask a very close, give-it-to-you-straight friend how you come across to others? This may sound to some like an invitation to developing a slight case of paranoia. But spending your life obliviously unaware of what is preventing you from being seen as valuable is much worse. Being worried about not being OK makes you human and relevant. Showing up to the big board meeting in an ’80s dress with shoulder pads could make you (literally) history – especially if you are a man!

Hire  Guest Speaker Garrison Wynn


Why Would Anybody Want to Be in a Fair Fight? Creating your own advantage

April 11, 2011

Create your own advantage!

If you have trouble discovering an innate advantage—or if what you find doesn’t seem advantageous enough—you create an advantage. The top 1 percent we surveyed and studied did not always have size, beauty, or remarkable demeanors (some were downright obnoxious and a bit hard on the eye), but they all had advantages they used to help them be successful. These advantages were often not innate but things a lot of people might have. The top performers just identified the potential advantages and, if they did not have what they needed to create them, went out and got it.

Creating an advantage is not easy, especially if you have no talent, but it is always possible. Just think about people you’ve worked with over the years: unimpressive, untalented, and eventually in charge.  As you read this, look around you. What does success look like? What do those successful people have that you don’t (other than success, obviously)? Chances are they have more than innate advantages. Try to discover some learnable behaviors or positioning strategies that you could duplicate. Is there an education level that can’t be maneuvered around? Is there training or certification needed?

As you look around, remember that it’s important to know the business culture you’re operating in. You must see business for what it really is: a place where fairness falters, where even the seemingly undeserving win. The terms “fair fight” and “level playing field” have little business in the business world. The bottom line in the real business world is that fairness rarely raises its ugly head. A fair fight means you are unprepared. Heck, I could lose a fair fight. I personally like my fights lopsided in my favor and my opponents minimally skilled and easily defeated.

Let’s be really honest: You want a fair fight only if you believe that equality is more important than personal success or if you are bored with how easily you’ve been winning your fights. When I first started to hear the advantages of the most successful, it did not seem right that they were successful regardless of talent, skill, or education. But I realized that the people who are willing to overcome everything in their path (like a giant lack of talent) because of their desire for their goal were as deserving as anyone else.

Viewing business this way requires a willingness to step away from traditional norms of fairness—to understand that “unfair” fighting does not mean unscrupulous or dishonorable. It means thinking critically about some business practice, personality trait, or personal strategy and then methodically employing it to your advantage so you stand out from others and win. Creating a phony Facebook account for a person who is competing with you for a promotion that clearly states his dedication to Hitler is definitely unscrupulous. However, making sure you discuss your love of the History Channel in the interview with your Nazi-crazed future boss is not. You knew what he valued and got excited about his favorite subject. And you used your thought-to-be-useless knowledge of World War II to get the promotion.

Read more from motivational guest speaker Garrison Wynn’s best selling book: “The Real Truth about Success: What the top 1% do differently”


Personal Influence: Can you disagree with your boss’s ideas and still be successful at work?

June 28, 2010

Be influential or quit!

We like to think we can disagree with the people in charge and have things go our way with great consistency. After all, in the movies it’s the struggling person with no influence who has the great idea that everyone opposes and who, through sheer grit and determination (and often involving Jeff Bridges or Kevin Costner), rises to the top to make the higher-ups look like idiots. In life, though, it’s more typical that people who openly disagree with the boss end up first in line on the chopping block – especially if they are right and have the support of other people managed by that same boss. I have also seen people promoted to a position that gets them away from other humans. I personally was exiled to Omaha years ago for increasing sales by doing the exact opposite of what my boss said I should. Not that the people in Omaha were not humans … it’s just that I went from a big-city office where things were moving and shaking to a location where people wore Christmas sweaters. I have noticed over the years that when the people who are driving change wear a lot of holiday clothing, your chances of global impact are minimal.

In 10 years of research on leadership and change management, I have observed that VP teams commonly get rid of talented employees who openly disagree and have the positioning and charisma to influence others. It actually makes sense for that to happen. Dragging people screaming and kicking in a direction they don’t want to go has a history of being expensive and diluting the company’s vision. Though teamwork can be overrated, without it you can’t make things happen or develop agreed-upon, repeatable processes. Organizations and individuals don’t choose the best ideas; they choose the ones they are most comfortable with.

It is possible, however, to use personal influence tactics that can get you traction for your ideas. For example, it’s important understand that people are much more likely to agree with those who have agreed with them first. Agreement is the foundation of accountability. If you look for areas where you agree with the boss and you state your agreement (“I agree with that; let me tell you how I can help you”) before making a recommendation, you are much more likely to have your input heard and used. It’s a kind of formula that I call Ask, Listen, Agree, Recommend. This works well because people rarely object to their own ideas! They think, “My idea sounds fantastic coming from you! We should definitely do that.” Unfortunately, only a small percentage of people use this tactic. It’s just too simple, and people who feel oppressed by their boss really need to be right and make the boss wrong. So they grumble and do nothing, or they accidentally blurt out something that seals the fate of their work life – something like “I know you’re intelligent; I just can’t tell that by talking to you.”

I was dragged into an opportunity that I was not thrilled with, and it turned out to be one of the best things that ever happened to me. It was the last corporate job I had before starting my own company in 1996. They were so screwed up that I was exposed to almost every problem an organization could have, including a bizarre concept of “next-day air” shipping. They said next-day air meant we would receive the order Monday, pull the product from inventory Tuesday, and ship it Wednesday so the customer gets it Thursday. I explained that today (Monday) is today and tomorrow (Tuesday) is the next day, hence the term “next-day” air! They said I was wrong and needed to tell my employees and customers that next-day air took three days. I told them I was quitting, not today but the next day, which, if you look on your calendar, is tomorrow! I’m sure they are better off without me and my crazy logical disruptions. That psychotic BS inspired me to help other organizations as a motivational speaker with leadership, communication, and influence. But in reality I started my own company for the same reasons most entrepreneurs do but will rarely verbalize: I got tired of making other people rich!


Almost Famous: Success and careers after college

June 23, 2010

In honor of recent graduates: When you finished your schooling, did you know what you wanted to do in life? How long did it take to find a job or profession that “fit” you? Are you still in your original field?

I had the idea that after college I would move back home, my mom and dad would move out, and I’d get the house! I’m being brutally honest; at 21 years old, I had potential but I was much more into partying. In my opinion at the time, I had learned two very valuable things in college: Never run out of beer and only date girls who have their own cars!

What I wanted in life at that point was to be judged according to my wit, knowledge, and education, but I learned that I was really judged by my actions. (I was also judged by an actual judge, but we won’t go into that.)

After college, I started working for AT&T during the divestiture. I learned a lot about office politics but little about what I wanted to do with my life. I came from successful people and I was expected to be affluent, not just earn a living. So, naturally, I wanted to be in show business or become an artist. My education was in psychology, history, and marketing, so it seemed I was only qualified to think deeply about convincing people to spend money in the past!

When we look back through our career tracks, most of us talk about the “path” we were on; but if we really take time to think about it, it seems more like an unblazed trail than a path. Personally, what I traveled was more like that worn area you see in someone’s yard from people cutting through the lawn because they did not have the patience to walk around it.

When I became a corporate department head at a Fortune 500 company at age 27, I was clearly promoted beyond my abilities. People used to mistake me for my own assistant (which does have its benefits when you want to avoid people you have never met). I was forced to learn to be influential, considering that every conversation my management peers had with me started with the word “Son”!

Along my “unblazed” trail, I became a professional stand-up comedian, touring the country and appearing at places like the Comedy Store in Los Angeles and the Funny Firm in Chicago. I appeared with people who are now household names, and one of my ex-girlfriends went on to be a famous movie star. I did some TV and radio and had speaking parts in a few films (which went directly to video). People often ask me how this segment of my career came about. All I can say is I went to an open mic night, and within a year I was earning a living on the road. I did this hot and heavy for six or seven years before realizing that, for me, making people laugh was not enough. I’ve got nothing against stand-up – I just wanted to make more of a contribution. Plus, living in a different city each week and sharing the comedy condo with depressed guys who used to be famous and their tattooed girlfriends with big snakes around their necks … let’s just say it gets old after a while.

Ultimately, I put my business background, education, and show business experience together to create the life I have now. In 1996 I started a research-based training company that specializes in personal influence in areas of leadership, sales, marketing, change management, and safety. Through this company I now speak at conventions 100 times a year. (It’s still a lot of travel but not as many tattoos and snakes … depending on the convention.)

My advice to graduates is to do very little of what you don’t do well and a lot of what you do very well. It’s practical, proven advice that might also sound profound if you are under 25 years old and still hung over from college.


Everybody Knows Something you don’t: Lost and the Lesson of Flassie

June 4, 2010


I once had to evacuate Houston for a hurricane and then had to “reevacuate”—that’s what I call it when everyone rushes back into the place they left in such a hurry. I’m lost on the outskirts of town, so I pull into a gas station where I see this crusty old guy sitting outside. I’m judging him immediately, right? I’m thinking this guy’s so old that he looks like he’s not going to live through the conversation.

My gas station friend has fishing hooks in his hat, and he’s got that faraway look in his eye, like I’m not going to get very good information from the man. I try anyway.

“Excuse me, sir. I’m trying to get back into Houston. Can you help me?”

He says, “What road did you come in on?”

C’mon. You just watched me pull in, didn’t you?

I say, “Well, the road you’re on. There’s one road, and you’re on it. I came here on the road your gas station’s on.” This guy is not winning any Nobel Prize, I conclude.

He says, “Well, what you want to do is go down the road a piece.”

A piece? “A piece of what? What does that mean?” I ask.

“You know, some miles.”

“One mile? A million miles?” Work with me, gas station man!

“What you do is go down the road a piece. There’s going to be like a highway, and there’s going to be a hump on this highway; get to the top of that hump, look outcher window and you’ll see like a dirt road, a pond, and a trailer park.” He pauses. “Don’t go in there. Stay on that main road, and take a left where the old schoolhouse used to be.”

OK, gas station funnyman. We’re going to go over this one more time.

“You’re telling me to take a left at a landmark I’ve never heard of that no longer exists. Is that correct?” Then I snap and use the D word. “Are you just dumb?”

He says, “You know something, son, I ain’t the smartest man around these parts. But then again, boy, I ain’t lost neither.”

I learned a valuable lesson in that exchange: Everybody knows something you don’t. The minute you think you know it all, your wisdom vanishes. In that moment when you think you no longer need input from anyone, wisdom leaves you. Your aptitude, your experience, your talent, your skill, and your time on the job—that all stays. Just the wisdom vanishes.

This lesson was as applicable during my encounter with gas station man as it has been in my work as a speaker and consultant. When I’m in front of the CEO, the CEO has to know more about his organization than I do. The minute I think I know it all, I greatly reduce my power to be effective or influential. I’m pretty sure nothing good comes from telling a CEO that I know more than he does.

Interestingly, the lesson is well known among some of the top performers we interviewed, especially those in leadership positions. We noticed that they were not afraid to admit they didn’t know it all. As a result, they knew the value of collecting information from people around them. These leaders might or might not incorporate people’s ideas into their decisions, but the information they’ve gathered allows them to understand where everybody’s coming from. They can deliver their decisions in a way that signals a true understanding of what the people around them value. You can deliver decisions in many ways, but you can’t be influential unless you know what someone values. So realizing that everybody knows something you don’t and then being willing to gather (and maybe even use!) information can position you to succeed in a big way.

Do you remember the TV show Lassie? Remember little Timmy? On the show, little Timmy would always be in his house when Lassie would rush in and bark. Timmy would put his hand to his ear and say, “What? What, Lassie? There’s a horse with his foot caught in the railroad tracks?” Apparently, Timmy spoke fluent dog.

Remember the TV show Flipper? Flipper was pretty much just a liquid Lassie. Flipper the dolphin could sound off to his human friend who would say, “What? What, Flipper? There’s a horse in trouble at the lagoon?” You could put those two shows together and call it Flassie.

The point here isn’t that I wish I could translate animal talk. (In reality, Dr. Doolittle seemed pretty miserable.) But Lassie and Flipper didn’t have to speak a human language or understand the details of their situation to deliver the most important information, which was “Go now!” The message of these shows was “trouble’s a-brewin’, and this animal knows something we don’t.”

I think most people understand at a basic level that everyone knows something we don’t. We just forget that sometimes when it’s time to position ourselves to be successful. But people who never forget it, like the insurance salesman I interviewed, have a great chance to stand out above their peers, giving them a distinct advantage.


The Innate Secret Advantage: I could dunk too if I were seven-foot-two!

May 27, 2010

Speed, agility, great ball-handling skills, and natural instincts for game pacing and dictating a team’s offensive strategies are hallmarks of the NBA’s best point guards. Muggsy Bogues had those and more, which led to his selection as a first-round draft pick out of Wake Forest University and a successful 14-season NBA career with the Charlotte Hornets, Washington Bullets, Golden State Warriors, New York Knicks, and Toronto Raptors. Bogues was also—and remains—the shortest NBA player in history.

Short in stature and tall on talent, Bogues faced plenty of skeptics who doubted he could play pro ball in an arena where six-foot-three is considered short. And the skeptics seemed to have a point. If your name is Muggsy and you’re five-foot-three, you sound more like a cartoon character than a pro basketball player. But Muggsy’s lack of stature actually seemed to help him. Faster and more maneuverable than the hulks, lower to the ground than even the shortest guards he faced, Bogues used his height to his advantage. In other words, he went beyond talent to use what others saw as his apparent disadvantage (his size) and turn it into an innate advantage.

Bogues made an excellent guard, but a center he could never be. That job goes to guys like Yao Ming. Under a 10-foot rim, Ming’s standing reach of nine-foot-seven pretty much guarantees him the job, agile or not. I’m surprised a guy that tall can get out of his own way! Yet he has starred at center for the Houston Rockets since 2002 and is a huge celebrity in China. It seems that the Chinese are so industrious that they’ve even found a way to manufacture tall people.

In business, however, innate advantages are subtler than Ming’s or Bogues’s size and become evident throughout our lives and professional careers. One top performer used his innate advantage of an engaging smile and aura of sincerity underscored by a clean, honest look. As a result, people just naturally wanted to meet him, talk with him, even pay for his lunch. In time, he used the enormous trust people had in him to his advantage, not by being dishonest but by enhancing his ability to sell insurance based on his gift for being Mr. Likable.

In fact, much of our success is based on appearance and personality. They’re part of the reason image consulting is a multibillion-dollar industry. It often takes an image consultant to transform a person’s least desirable qualities because, let’s face it, we’re not all that honest with ourselves about what might need to be fixed. It’s like a really wealthy man with horrible teeth. How can he have such devastating dental denial? Does he know he scares kids at the pool?

When it comes to advantages, most of us know the good stuff we got dealt; we just don’t use it to get ahead. Yet it doesn’t take a consultant to play up any innate advantage you have in appearance, image, or personality. That job’s for you! Sometimes it’s just a matter of mapping that innate advantage to your goals. This chapter helps you understand the power of your innate advantage.

The Physical Advantage

The world is full of remarkable athletes, but every few years some insanely gifted overachiever commands the spotlight, first by breaking a world record, then smashing it the next time out, and then continuing to obliterate it over and over until we can’t help but wonder what freaky genetics are in play there.

Michael Phelps is that athlete. He dominated the 2008 Summer Olympics, winning gold medals in all eight of his events, including some incredible swim-from-behind, win-by-a-hair victories. And winning by a hair is tough in a sport where all competitors shave their body hair before each event!

The man’s a machine. He regularly trains six hours a day, six days a week, and he smokes pot! That’s impressive! But surely some of the athletes competing at his world-class level must be training and working just as hard. So what’s this guy’s advantage? What’s the deal?

The deal is that the man really is a machine ideally constructed to plow through water. Most people have a wingspan that matches their height, but the six-foot-four Phelps has a wingspan of six feet, seven inches. And yet his legs, proportionally, are the size of someone who’s just six feet tall. He has hands that have been compared to dinner plates, and he wears size 14 shoes. When you see him on television, you think maybe your TV picture is warped, but that’s what he really looks like!

So while an above-average heart and lung capacity power his long-lever arms and dinner-plate hands to create more propulsion than other people his size can muster, his large torso skims boatlike across the surface, followed by short legs that create minimal drag. And then his size 14s shove him forward some more. No doubt about it, Phelps is one maneuverable mutant!

But we’re not done. And I’m not talking about his fondness for pot.

Phelps is also double-jointed. Great flexibility in his shoulders, elbows, knees, and ankles gives him fluidity in his range of motion, creating less disruption to his stroke and greater power in his underwater body-flutter thingy. (I’m running short on anatomy adjectives.) In his book No Limits: The Will to Succeed, Phelps himself puts it this way: “The flexibility in my ankles means I can whip my feet through the water as if they were fins.” That’s as impressive as it is disturbing.

If Phelps keeps succeeding, he might even be as impressive as Lance Armstrong, who overcame testicular cancer that, by the time of diagnosis, had spread to his lungs and brain. Some intense chemo, some intense training, and the guy went on to win a few Tour de Frances . . . Tours de France? Whatever. He won seven of them. It’s a record, regardless of how you actually say it, and one that is likely never to be equaled.

How did he do it? Is he superhuman? A freak of genetics like Phelps? Partly. Armstrong’s heart is one-third more effective than the average man’s, and it’s thought to be almost a third larger (uncommon but not unprecedented among elite athletes). Some of this is likely the result of triathlon training from his teen years, but there is also some genetic component that allowed him to develop an almost superhuman heart muscle. You can’t get that with pull-ups. The Discovery Channel program The Science of Lance Armstrong (I have a hard time just going to the gym, and this guy has his own science?) reported that for unknown reasons Armstrong’s muscles produce less lactic acid than other people’s muscles and that his body eliminates lactic acid more efficiently, leading him to experience less “muscle burn” at the point of peak exertion. He has this great innate ability to push on when most of his competitors are left pushing through the pain.

I don’t mean to minimize the grueling training and pure determination of these two amazing athletes by highlighting their innate advantages. On the contrary! It’s important to realize that they willingly trained to improve whatever assets they could. Phelps might not be able to make his legs any shorter, his wingspan any wider, or his feet more Phlipperish, but his continuous training can stretch his endurance, perfect his stroke, and improve his entry and flip-turn techniques. This guy is just one Darwinian step away from a gig at Sea World.

Phelps and Armstrong might have abnormal heart and lung capacities (and, in Phelps’s case, abnormal lunch capacity—he puts down about 10,000 calories a day). But they’re not content to leave that head start unimproved or undeveloped. They train like crazy to expand what they were naturally given. They recognize and use their natural physiological endowments. That’s exactly what innate advantages are all about for any top performer. We have all heard the saying “It’s not what you’ve got but how you use it.” The real truth is that it’s a lot about what you’ve got, and if you don’t have a lot, you might struggle to compete at the highest level.


Why Would Anybody Want to Be in a Fair Fight? Create your own advantage

May 26, 2010

If you have trouble discovering an innate advantage—or if what you find doesn’t seem advantageous enough—you create an advantage. The top 1 percent we surveyed and studied did not always have size, beauty, or remarkable demeanors (some were downright obnoxious and a bit hard on the eye), but they all had advantages they used to help them be successful. These advantages were often not innate but things a lot of people might have. The top performers just identified the potential advantages and, if they did not have what they needed to create them, went out and got it.

Creating an advantage is not easy, especially if you have no talent, but it is always possible. Just think about people you’ve worked with over the years: unimpressive, untalented, and eventually in charge. As you read this, look around you. What does success look like? What do those successful people have that you don’t (other than success, obviously)? Chances are they have more than innate advantages. Try to discover some learnable behaviors or positioning strategies that you could duplicate. Is there an education level that can’t be maneuvered around? Is there training or certification needed?

As you look around, remember that it’s important to know the business culture you’re operating in. You must see business for what it really is: a place where fairness falters, where even the seemingly undeserving win. The terms “fair fight” and “level playing field” have little business in the business world. The bottom line in the real business world is that fairness rarely raises its ugly head. A fair fight means you are unprepared. Heck, I could lose a fair fight. I personally like my fights lopsided in my favor and my opponents minimally skilled and easily defeated.

Let’s be really honest: You want a fair fight only if you believe that equality is more important than personal success or if you are bored with how easily you’ve been winning your fights. When I first started to hear the advantages of the most successful, it did not seem right that they were successful regardless of talent, skill, or education. But I realized that the people who are willing to overcome everything in their path (like a giant lack of talent) because of their desire for their goal were as deserving as anyone else.

Viewing business this way requires a willingness to step away from traditional norms of fairness—to understand that “unfair” fighting does not mean unscrupulous or dishonorable. It means thinking critically about some business practice, personality trait, or personal strategy and then methodically employing it to your advantage so you stand out from others and win. Creating a phony Facebook account for a person who is competing with you for a promotion that clearly states his dedication to Hitler is definitely unscrupulous. However, making sure you discuss your love of the History Channel in the interview with your Nazi-crazed future boss is not. You knew what he valued and got excited about his favorite subject. And you used your thought-to-be-useless knowledge of World War II to get the promotion.

Lesson
A fair fight is for the unprepared.
Getting ready for an unfair fight does not mean that you’ll be doing something dishonest or unscrupulous. It means looking for the advantages you have and being willing to use them to win. Plain and simple, life is not fair. The same goes for the business world. We need every advantage we can get to guarantee success. Being prepared is the basic ingredient to improving your chance of success in any endeavor.

Keynotes for  Business Success


Satisfaction Might be The Enemy of Greatness

April 28, 2010

Can you be successful AND happy?
A new collection of Charles Schulz’s writings shows that the creator of “Peanuts” was always insecure, even as he drew and wrote the world’s most beloved comic strip. How much does success color one’s self-image? Does a job well done necessarily bring satisfaction?

What I’m getting ready to say might not be the feel-good realization of the summer!

Charlie BrownI spent 10 years researching successful people and found that when phenomenally talented people speak anonymously and honestly, the most common recurring theme is low self-esteem. The truth is that if you have massively high self-esteem, you have a tendency to lack ambition. That’s why all those people you know who don’t need your approval do in fact need to borrow your money!

Most people who believe they are OK regardless of their actions or circumstances don’t need to achieve much. It’s why the average person makes a modest income and lives a so-called normal life. But the people who have something to prove because they feel a bit less than OK usually need to overcompensate. And they usually don’t need to live in their parents’ houses at age 29.

During our interviews with more than 5,000 successful people, we heard many statements like “I have a hard time enjoying life if I don’t finish first, drive an expensive car or live in a house that cost ‘Oprah-money.’” People who have something to prove are the most competitive. Often drive is fueled by compulsive behavior; it’s why the most talented people on earth drink too much, have out-of-control sexual behavior and often end up “graveyard dead” before their time from all those excesses.

But most people don’t admit this because another symptom of compulsive behavior is lying! People like Thomas Edison, who admitted way back when that low self-esteem fueled his success (he failed an exam to be a railroad engineer and said he spent his life proving his worth), and now Schulz, should be commended for their honesty. Frankly, the more appropriate question might be “How much does self-image color one’s success?”

During our research we had to get very personal and build a lot of trust to get real answers. People like to say they believed in themselves because it’s embarrassing to make statements like “I see a glass as half empty, which consistently motivates me to fill up the glass.” You can’t really pump people up, get on CNN or sell breakfast cereal with that sound bite. Our research showed that the most successful people were negative thinkers who were not blindsided by obstacles they never saw coming. Their lack of faith that everything was going to be OK pushed them into action. Let’s be real: A lack of satisfaction creates the continual improvements that move our civilization forward. And that creates the freedom and great life that allows the average person to feel contented. So if it were not for the slightly miserable overachievers, there would be a lot less joy in the world! Satisfaction may be the goal of the common man, but it is the enemy of greatness.


Who are those old guys? The Who at the Super Bowl

February 11, 2010

 

From “On Success” Washington Post Column
The Who:
aging or ageless?
The Who were on center stage — again — during the Super Bowl’s half-time show. Why are some performers able to sustain their success for decades while others lose their appeal? What are the qualities and skills needed to stay revved up and relevant?

The Who super bowlWhen you’re talking music, sustained success has a lot to do with how complex and difficult your music was to begin with. The Who’s music is not the easiest to replicate. And if we’re being honest here, when you go back and listen to The Who’s recordings, you’ll realize that Roger Daltry’s voice could barely hit the notes back in the day, much less 35 years later live at the Super Bowl.

Another example of this age-old-rockers-who-still-draw-crowds phenomenon can be seen in the Rolling Stones. The Stones didn’t play that well to begin with; so now, as they’re seemingly close to death (I think Keith Richards actually died in 1985 – it’s just that nobody has told him), it’s easier to perform to an appreciative crowd. Mick Jagger has a limited vocal range and it’s easy for him to sing most Stones songs, which never were very challenging vocally anyway. People will say, “Wow, he sounds pretty good for an old guy,” because range and the ability to hold a note fades with age. Even so, not long ago I did hear a live version of the falsetto ridden “Miss You” which caused my dog to bark uncontrollably! Additionally, Aerosmith was so messed up on drugs in the 1970s that they naturally sound fantastic now!

Examples like these emphasize an essential truth: If you keep things simple, you typically have longevity. As a professional speeaker, I know that the more moving parts something has, the more likely it is to break down. Drawn from mechanical engineering, this basic principle applies to life and business as well. Still, it’s a difficult thing to watch as our favorite talented people lose their edge. We’re left questioning what sense it makes when giant talents like Jimi Hendrix and Janis Joplin die in their prime, while the Who and other greats have unfortunately lived long enough to suck!

Article in Rolling Stone : Fans React to the Who’s Super Bowl Halftime Performance


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!


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