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Sep 29 / Daniela Bryan

How to Increase Executive Performance in Just Two Sentences

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An incredibly easy way to increase your executives’ performance and grow your organization

 

Improving employee performance is simple. It doesn’t require a rocket scientist, a slave driver or a bolt of lightning. You don’t have to micromanage, get picky about your executives’ productivity metrics or incentivize them with tons of money.

 

When it is obvious that the goals cannot be reached, don’t adjust the goals, adjust the action steps.” ~Confucius

 

The truth behind increasing employee performance is obvious, easy to understand and will result in a net gain for your business.

 

In fact, it is so simple it can be explained in just two sentences:

 

1)  Provide a clear vision and set realistic expectations.

 

2)  Equip your executives with all the tools to succeed.

 

I know … you are probably a little disappointed. You wanted some magic, something different and clever, the missing ingredient that has held you back and will produce breakthrough results. Instead I am proposing something your human resources department has told you for years, and if not, they should have been.

 

But hear me out: I have coached hundreds of executives in thousands of coaching hours and the results are obvious. It’s not just me saying this. Franklin D Roosevelt and Winston Churchill passed on this wisdom decades ago. It is wisdom that has been proven over time and will probably also work for you (if you just put it into practice).

 

In short, if you want peak performance and the highest probability of success, then these two sentences contain the essential wisdom you need to know. Let’s get into more detail on them.

 

PROVIDE A CLEAR VISION AND SET REALISTIC EXPECTATIONS

 

The first sentence includes a couple of concepts that aren’t optional unless you want to provoke chaos. If these concepts are not realized, decisions are either not made at all or are poorly made — both recipes for disaster.

 

  1. Provide a clear vision
  2. Set realistic expectations

 

There are endless ways to arrive at a vision. You can take it from the organization’s founders or have your own aha moment in the shower. You can brainstorm it with your executive team or dream up something outrageously exciting on your own.

 

Whichever way it happens, you must create a gap between where you are today and where you want to be tomorrow. Otherwise, what’s the point? Why would anyone work hard to get exactly nowhere? If a goal can be checked off like an item on a to-do list, it is just not lofty enough. A vision, on the other hand, is so inspiring and exciting that it naturally pulls your team forward. It provides meaning and ideally a noble cause.

 

A clear vision provides something to take risks for because the benefits far outweigh the costs. It needs to be clear and specific enough to rally the troops. When John F. Kennedy professed in 1962 to put a man on the moon within a decade, an entire nation rallied behind the vision. For a vision to work it must come alive. Writing it down on your annual report or the entrance wall in your headquarters isn’t good enough. You need to be the steward of the vision and breathe life into it every day.

 

A vision alone won’t do, though.

 

In addition, it is your responsibility as leaders to communicate individual, team and organization-wide expectations. How else will people know what to do? How else can you measure if a job is well done? How else can you possibly ask your executives to hold themselves and each other accountable?

 

Here are the top expectations I have of myself and of anyone I am working with:

 

1. Act with integrity – always

2. Be committed to the cause; if you can’t, please make room for those who can

3. Show up and be prepared to take action; nothing less will do

4. Collaborate for the best ideas to come to fruition because it is fun

5. Accept ambiguity since the only thing that is certain is that change happens

 

 

EQUIP YOUR EXECUTIVES WITH ALL THE TOOLS TO SUCCEED

 

In the middle ages, a man was given a horse to do his work. In the industrial revolution, he was given a machine to be productive. Today he needs a person, another human being by his side to sort through the clutter and messiness of rapid change.

 

It is wisdom my late mother knew when she said ‘behind every successful man is a woman.’ It is not the gender that matters, but the fact that one human being needs another to succeed.

 

 

No athlete in his right mind would ever attempt to make it to the Olympic Games without a coach (or two). Eric Schmidt, executive chairman of Google, publicly stated that the advice that stuck out for him was to get a coach.

 

A coach is someone who can give correction without causing resentment.” ~John Wooden (basketball player and coach)

 

Remember when Meredith Grey in Grey’s Anatomy referred to Cristina as her ‘person?’ Cristina was her go-to person when things got tough, when moral and ethical dilemmas came up, when relationship issues stifled progress, when the stress became unbearable. Cristina was her friend, her confidant, her ally. A coach does essentially the same and some. Coaches aren’t attached to the specifics of the outcome, just to the overall success of the executive.

 

Can you imagine what your business would look like if every executive was given the opportunity to partner with a coach? Every single one? It would be like equipping each employee with a rocket booster to perform better in his/her job, to live happier lives and be more creative/innovative in the process.

 

Why should you take on this expense? Because it is probably cheaper than what you are currently doing.

 

Think about it: All executives get directions from the boss, the board, the powers that be. But who actually helps them to succeed? Who acknowledges all the hard work and the long hours? Who cheers them on when the going gets tough? Who can challenge them without demotivating them at the same time?

 

According to a Towers Watson Study, attracting employees is challenging as well.

 

Towers Watson’s 2010 Global Talent Management and Rewards Study

  • 52 percent of United States companies have a problem attracting “critical-skill employees” while 31 percent have problems retaining them
  • For “top-performing” employees, the numbers aren’t much better: 45 percent of U.S. companies have problems attracting them and a quarter have problems with retention
  • Even “high-potential” employees are hard to come by: 40 percent of U.S. companies struggle to attract them and 25 percent have problems with retention

 

If you add up the cost of attrition, retention and motivation, it might just make sense to support your valuable employees with someone who will focus on their success.

 

“Looking again at the employers’ list of qualities, it seems that there’s a tendency to forget that employees have lives — or needs or wants — outside of the office.” ~ Phil Stott, Vault.com

 

IN SUMMARY

 

Increasing your executives’ productivity and leading them to peak performance is simple. Show them where to go and be specific about the part you want them to take in the journey. Then value their contribution by giving them all the support to succeed.

 

The only thing between you and a growing business is your willingness to take action.

 

Please share your thoughts below. What did you take away from this article? What actions will you take as a result of reading it?

 

Aug 21 / Daniela Bryan

Discover If You Have What It Takes to Be a Great Leader

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Learn How Four Simple Truths Will Automatically Put You into the ‘Great Leader’ Category

 

You have made it to the C-Suite!

Or to head of the business unit or country manager or what have you.

 

Just because you have made it to the top, though, doesn’t make you a great leader. All it means is that you have made it to the top of the political food chain. Each company has a different company culture and with it an inherent political process as to how to make it to the top. Congratulations, you have figured out the system.

 

You have worked hard to be at the top, but now all the responsibility lies on you. Everyone is looking to you for bottom line results. And it starts to get really lonely, really fast.

 

Let’s establish a few basics about leadership:

 

WHAT IS LEADERSHIP?

Leadership is being a resource to the group. Nothing more and nothing less.

You might be surprised to read this. You are there for your team, not the other way around. If you can make your team succeed, you succeed. You don’t have to have all the answers, all of the connections, all of the resources. In all honesty that’s kind of a relief, isn’t it? So, what do you need to do?

 

WHAT IS YOUR RESPONSIBILITY AND HOW DO YOU GET EVALUATED?

It is your responsibility to build and maintain a high-performing team around a common purpose. And you get evaluated by the performance of the team. That’s it. Plain and simple.

WHAT MAKES YOU A GREAT RESOURCE TO YOUR TEAM?

Here are four simple truths that your team expects from you. The people on your team will only follow you if you exemplify all four of these. Only then will they get moving and make the impossible possible. Only then will they enthusiastically show up for work, innovate, execute and grow the business. Any misstep in these categories and you will pay a price. So, let’s take a look:

 

1)  Trust

Your team members want to know they can trust you, that you won’t betray them or stab them in the back, that you won’t steal their ideas, their health, their livelihood or their dignity. Simply put, the people on your team expect your highest level of integrity. And they deserve nothing less because they spend their precious time for you, your cause, your destiny.

 

2) Good Judgment

Good judgment is the ability to make the best decision possible on the basis of an objective assessment of facts while resisting influences of peer pressure and emotion.

Ironically, good judgment can’t be recognized directly but can only be inferred by the lack of bad judgment. What one person sees as good judgment, another will see as bad.

 

“Good judgment comes from experience, and a lot of that comes from bad judgment.” ~ Will Rogers

 

Not making a decision is rarely the best answer. Only when you don’t have sufficient information to make a decision is it wise to consciously decide to wait until you do. Beware, though, that sometimes decisions then get made for you.

 

As a leader you are in the business of decision making. Listen to your team’s advice and then make your own decision. Your team expects that.

 

3)  Experience

Your team will demand experience from you. Do you know what you are talking about? Have you gone to battle before? Have you succeeded in similar situations? If you are not authentic in how you show up, your team members will be able to tell and they will test you. Walking the talk is essential.

 

And last but not least:

 

4)  Vision

Do you have a vision that you can communicate and rally people around? Does the vision make sense? Is it a believable story and does it fit into the context of the business? Is it worth your employees’ effort? If the vision is big and compelling enough, it will pull a team, an organization, even whole nations to success.

 

 

Doing the right thing at the right time is easier said than done, but it’s the ultimate goal.

You don’t have to be a CEO to be a leader. Everyone can be a leader. And as a matter of fact we need a lot more leaders, but not just any leaders. We need great leaders.

 

Below are some of my all time favorite leadership quotes to help remind you of what it takes to be a GREAT leader.

 

 

A great person attracts great people and knows how to hold them together. —Johann Wolfgang Von Goethe

 

People buy into the leader before they buy into the vision. —John Maxwell

 

No man will make a great leader who wants to do it all himself, or to get all the credit for doing it. —Andrew Carnegie

I must follow the people. Am I not their leader? —Benjamin Disraeli

Earn your leadership every day. –Michael Jordan

Jul 30 / Daniela Bryan

Being an Employer of Choice

I love my job

What Will Make You the Employer of Choice?

Some of the largest expenses of any business organization are salaries and employment costs. Every reorganization, downsizing or rightsizing initiative looks at employee costs first.

But wait. There is an elephant in the room.

A significant cost that is less talked about is the expense of attracting, hiring and retaining the best talent.

In a recent conversation with the Senior Vice President of Human Resources for a global public relations firm in San Francisco, she estimated the cost of replacing a vice president-level executive to be about $500,000. Loss of productivity and costs for recruiting, hiring, training, as well as keeping an employee engaged add up and are significant.

Hence, it seems logical to invest in talent that is a good fit to begin with. But how do you find the best talent that fits your organization? How do you retain that talent? And why should you care?

For the long-term viability of your organization you can’t afford not to, but here are three simple reasons why you should care to be the employer of choice:

1) Birth rates are falling and talent requirements have changed

The lowest birth rate ever reported for the United States was in 2011 — 12.7 per 1,000 people, according to the Center for Disease Control’s online report in its March issue of Pediatrics. European birth rates are even lower, with the lowest birth rate in Germany at 8.2 births per 1,000 people. So the talent pool is shrinking.

In addition, if we have learned anything since the great recession started in 2008, the talent required for fast-changing technologically advanced companies is shifting significantly. No longer is it sufficient to have graduated from a good university with a sought-after degree. Employers are looking for entrepreneurial-minded, flexible employees who can solve problems that have not even been identified yet. And not everyone is on board with this new mindset.

With a shrinking pool of candidates, organizations need to recruit employees in a different way. Coming out of the recession one might think there is plenty of talent out there. However, the game has changed. Organizations need different talent than what seems to be available. It might seem counterintuitive considering new technology advancements, but retaining or hiring older employees might be the way to go. Equally, women, and especially mothers, bring a unique skill set to problem solving. Last time I checked, children don’t come with manuals. Mothers make it up as they go. Just what you need in this new work environment.

2) Society is knowledge based

In The Age of Discontinuity (1969), Peter Drucker wrote about a transition from an economy based on material goods to one based on knowledge. I believe we have arrived there. In a knowledge-based society, the employers and employees engage differently, more collaboratively and with more transparency — out of necessity. We need to challenge the assumptions under which employers and employees engage. What will make an employee maximize her potential in a knowledge-based society? And what qualities does she need to bring to succeed? Enthusiasm and the willingness to learn are equally important to existing skill sets.

3) The nature of the work force is shifting

The environment and sustainability are becoming increasingly important issues for society at large. Resources like water and oil are limited. Natural disasters call for resilience. Terrorism is random and arbitrary. During this time of rapid change, the desire to make the most of every day is prevalent in people’s minds. It behooves employees and companies to share and compromise their finite resources. Well, the same could be said for our government.

If you agree with why you should be an employer of choice, it’s time to think about the next step: How do you become the employer of choice?

According to Gallup’s recent State of the American Workplace report, of the country’s roughly $100 million full-time employees, an alarming 70 million (70%) are either not engaged at work or actively disengaged. So, when people do change jobs, they are cautious about where to sign on the dotted line.

From an employer’s point of view, hiring in a knowledge-based society looks different. One of my CEO clients is in the process of filling a vice president position for research and development. Even after getting everyone’s buy-in, completing negotiations, and obtaining a signed contract, he is still nervous about whether the candidate will come on board.

So what to do? Here are some ideas:

1) Communicate and demonstrate your company culture

Design your organization to excite people’s minds. Every employee wants to come to work and do her best. Unfortunately, too many employees come to work and are hindered by the company culture to be their best. It is time to be open to what the employee’s ideas are. Listen to your employees and learn from them. And when you think you have listened, listen again. Give people autonomy to solve problems and allow them to be self-responsible.

How do you demonstrate a commitment to your culture?

In meetings at online retailer Amazon, for example, an additional chair to resemble the customer having a seat at the table is placed around the table. The company is very customer focused and this drives the culture.

Take a look at your company culture and identify the attractiveness to prospective employees. If you get negative feedback from prospective and current employees, realign based on your culture and values. And no, you as the boss don’t have all the answers. Engaging employees and customers is essential. It is time to engage all of the human resources available.

2) Create a work identity around a cause rather than the company

Ford Motor Company is moving from a traditional automobile manufacturer to a 21st century technology company focused on responsible mobility. Starbucks is moving from a coffee company to being one focused on community. What is your organization’s cause? What are you called to do?

Focus your organization on solving a problem rather than on what product it can produce. Become organic and constantly evolving and innovating. Become a collaborative solutions developer.

Financial incentives are still important but increasingly employees want to feel that what they do matters. The factory models of paying based on tire output, sales bonuses, or base pay plus stock options are outdated and not sufficient in a knowledge-based economy. Provide incentives based on purpose not performance.

3) Create social good and successfully align all stakeholders

[Deleted a sentence here that felt redundant.] Maybe install a Stakeholder Board rather than a traditional Board of Directors. By having all stakeholders at the table you have a better chance of operating in everyone’s best interest.

Hire diversity of thought because your employees need to deal with unique problems that call for unique solutions. Why would you hire everyone to be just like you? The more diverse your workforce, the better chance you have of coming up with unique solutions. Your employees need to be flexible and adapt easily to change. Hire employees that can work autonomously. They need to own the cause.

Focusing your recruiting and engagement process on shared values is key. Social media offers a great avenue for transparency. Increased transparency requires authenticity. The public relations backlash of inauthenticity is costly.

In order to be at their best, let employees make decisions. For example, people like different work environments; some like it fast-paced and intense, some need structure, some are great team players and others work better alone. The more people are involved in designing their work environment, identifying the people they work with, crafting the way to engage, and most importantly, helping determine what they want to make a difference in, the more motivated they will be.

Welcome to the new normal: This is how you earn leadership every day.

Jun 23 / Daniela Bryan

Five Lessons on How Not to Offend a Prospective Customer When Sponsoring a Conference (based on an experience with BMW)

Executive Leadership

Before attending the Sustainable Brand 13 Conference in San Diego recently, I proudly told my teenage son I might be able to test drive the new electric BMWi there. I was looking forward to learning more about the car and how BMW engages in sustainable practices. I was even more excited because I am a native of Munich and BMW represents a bit of my home, culture and heritage.

How deeply offended and disappointed I was!

As an Executive Coach who has logged thousands of hours coaching senior executives, often with a cross-cultural context, I witnessed a major company falling into the trap of offending a prospective customer in a global setting with potentially far reaching influence. Read on for lessons that can be learned and shared from this experience:

1) Be Conscious of Who Is Around You and What You Say — Always

You never know who is sitting next to you. Looking for a seat in the ballroom, we chose to scoot next to two gentlemen, well dressed and engaged in conversation. They had to get up to let us squeeze by and I overheard them speak in German. I immediately addressed them in German, but my comment was more or less ignored. That was fine, except apparently neither of them had picked up that I am a German native and could understand everything they said. One of them proceeded to make a derogatory statement about Americans and continued that he couldn’t wait to go back to Munich, where everything was correct. I was outraged. I wondered what gave him the right to negatively speak about his hosts and assume to know what is right. Shortly thereafter one of the men was called on stage. Imagine our surprise when we saw he was to give a keynote address to 1,000 sustainability experts as a main sponsor of the conference and the head of marketing for BMWi. Don’t ever assume that people can’t hear you or understand you.

2) Know When to Pitch — and When Not to Pitch

Even when you are sponsoring a conference and have invested significant funds to have the platform to speak from, don’t assume that it is appropriate to do so. People started to tune out when the product advertisement was shown, which was right at the beginning of the presentation. Pick up the audience where they are, namely curious about how you go about sustainability practices and don’t pitch them. Listeners are more sophisticated than you might think, so give them some credit. A keynote address is not the right place for a pitch.

3) Be Transparent

We were told about glitzy sustainability practices with regard to using natural wood rather than plastic in cars, environmentally friendly ways to use olive oil to treat the leather, or using electricity instead of diesel or fuel to energize a car. The fact that the carbon fiber chassis are produced in Washington State (in cooperation with Boeing) — where the CO2 emissions are astronomical and where the chassis then have to be transported all over the world, resulting in large transportation costs — was brushed under the carpet. According to an article posted on Smart Planet by Mark Harper in 2011, carbon fiber in automobiles increases their carbon footprint from a total life cycle perspective and may have recycling challenges as well. It certainly seemed like a case of greenwashing. Again, know your audience and be transparent.

4) Be Culturally Sensitive

When interviewed after the keynote, the head of marketing for BMWi, a German native whose English was very good, made a statement that made me cringe in my seat: “We don’t see ourselves ruling countries.” The audience laughed uncomfortably. There is a historical and cultural context to remember. Germany has in fact ruled other countries with catastrophic consequences, twice. The collective memory around the world and in particular in the U.S. is extremely sensitive to even the slightest reference to something similar happening again. It behooves any German leader to be beyond humble and sensitive to the history and cultural nuances. Confidence is good; arrogance is not.

5) Be Careful How You Treat the Competition

When sitting in front of the exposition tent for lunch, I overheard a conversation that made me smile. Directly across from our table were the cars BMW had brought to test drive (disappointingly not the BMWi, but a previous concept car). Within close proximity a Nissan Leaf was parked, which one could argue is a direct competitor of BMWi. As we were eating, the Nissan Leaf was towed. The conversation around my lunch table was centered around how the BMW executives had the car towed. I don’t know if that is true, but the perception of BMW simply removing the competition from the playing field caused a strong negative reaction and seemed to cement the unfavorable image created in the morning session. Might BMW have benefitted from engaging in a dialogue about electric automobiles instead of a dialogue about removing the competition?

Not only will I not purchase a BMW any time soon, I suspect my CEO clients and followers will hear about my choice as well.

May 23 / Daniela Bryan

The Devil is in the Detour

What do you do when you know there is a traffic jam in route to your destination?

You take a detour, won’t you? You deviate from the most direct course.

You circumvent the heavy traffic to save time, avoid stress and get to your destination with peace of mind.

Let me ask you:

What do you do when something turns out different from what you expected, such as the resignation of your leader, or unexpected drying up of funds, or the sudden outburst of an unhappy customer?

Now, you have two choices:

a)  You pretend nothing happened (or you didn’t notice) and continue on the same course as before, resulting you to be stuck in traffic, or

b)  You circumvent the situation and take a detour

The good thing is there are only 2 choices, either you do nothing or you do something. Only in rare cases is doing nothing a good way out of a mess. If you decide to do something though, you have to make many more decisions. You have to evaluate which route to take, you have to consult maps and other resources. You have to discern what matters most to you, i.e. getting there fast or in once piece. This detour, this new reality often derails people. All of a sudden there are temptations to take short cuts, such as driving across people’s lawns. In the business world detours could bring ethical dilemmas.

When things turn out differently, the best made plans and intentions go out the window.

We know that things will turn out differently than expected all the time. I can cite dozens of examples every day, where things turned out differently than expected. So, what do the best of us do, when they become aware of a traffic jam, when there is change?

Here are my top 7 tips to adapting to change:

1) Know That You Will Have to Take Detours. Period.

The possibility for change is infinite, every nanosecond of every day can have an exponential impact on others. YOU can have an exponential impact on others. Change is constant, it’s a fact of life. Yet so many walk through life taking the status quo for granted. Because change frightens people and it upsets the story that we are telling ourselves every day. Whatever story you are telling yourself right now, know that it’s real only for a fleeting moment and this works to your advantage and your disadvantage. It means good things can turn bad instantly and, bad things can turn good also in an instant. Accepting this possibility rather than fighting it gets you ready and primed for whatever life will throw at you.

2) When the Unexpected Happens, Stop and Listen

Only when you find yourself in an emergency will the fight or flight response serve you well. The problem is that most of us don’t find ourselves in emergencies all the time. We are made to belief we are in an emergency more often than we really are though to get us to react. All the urgent phone calls and email asking you to do something are usually not urgent at all. They might be urgent to the person requesting something from you, but not for you. So, stop and assess the situation. Listen to your gut. Ask yourself, will this get me closer to my goal, or will it take me further away from my goal.

3) Be REALLY Clear on Where You Want to Go

You might think you knew where you were going. However, traffic jams and change give you a chance to reevaluate, if you still want to go where you said you wanted to go. The best way to get clarity is by talking the situation through with someone. By talking out loud and you listening to your own voice clarity is inevitable.

4) Consult All Resources, And Then Some

Here is another truth: You don’t have all the answers. As much as you might think you do and the fact that you are at the top of your game makes you belief it even more, but you just don’t know it all. Nobody does, so you are in really good company. Let’s stop pretending and faking it. Let’s just face up to it. You need our help, your family and friends, your colleagues, your community, your organization. Whatever circles you are navigating in, there are resources for you to consult. May be someone in your carpool, knows of a different short cut you weren’t aware of. Maybe your colleague in the office is aware that the all important meeting was canceled anyhow. Think outside of the box and trust that others are well-informed, might have the missing piece and want to help.

5) Consider the Return

Now, this is an interesting one. I am talking about both the return now (abandoning the mission), or the return after completing the mission. How will you be received by your team, your tribe, your community when you come back? Will they acknowledge you for the trouble you have gone through to get there and back? Will there be gratitude for your efforts? If not, time to consider what you are doing…

5) Be Open to New Opportunities on the New Route

Let’s say the traffic jam caused you to choose a different form of transportation. Let’s say you find yourself now sitting in a commuter train, a bit uneasy about what will happen next, but confident enough that you will make it to your destination in time. Open your eyes to what you see along the way. Just by looking out the window, you might see another prospect, or you might run into your neighbor who holds the key to your new life science discovery without you knowing it yet. Anything is possible, always.

6) Enjoy the Ride

Yes, you are on a different course. Things have changed and things are turning out differently than you thought, but hey, why not smell the roses as long as you are at it. This moment will never come back, so make the most of it, by recognizing it.

7) Arrive in Less Time and Stress Free

Yeah, you made it. Congratulations! You have arrived faster and are feeling accomplished. No, it wasn’t the most direct route, but that’s okay. You got there and you gained valuable insights along the way. You learned a new route, a new way of doing things, got to know new people, and found new opportunities. What could possibly be better than that?

How can you use these tips?

Plug in your ‘traffic jam’ into this list of tips, the team leader that quit, the oil spill attributed to your company, the drug addiction of your teen at home or the cancer diagnosis. What is your pattern of dealing with change? Do you react too fast? Do you not consult others in your network? Have you lost your way a bit?  Are you missing the nuggets along the way?

Time to take a deep breath – and assess.

I bet you won’t look at a traffic jam in quite the same way again.

Mar 29 / Daniela Bryan

Investing the Difference

To create financial wealth you need to make more than you spend and invest the difference. This seems like such a simple concept, but it is not that easy to attain. I have been thinking a lot about our stressed out society. March seems to have been the month of computer challenges or put out backs, both signs of stress. Everyone is super busy working hard on not making the house of cards collapse. How ironic that Netflix introduced a series called “House of Cards” this month, but I digress. What if we were to apply the said concept of making more than spending and investing the difference to the way we spend our time?

I believe our time is finite and none of us really knows how much time we have in our able bodies. So, we really can’t make more time, except by living healthy and preventing illness and physical decline as much as possible. In a sense we’d be adding time to our time bank by eating well, exercising and maintaining our bodies at peak performance.

In addition, we need to spend time on what matters most and what ensures our survival. We do this by engaging in meaningful work. Notice: I am saying meaningful work, rather than a job – there is a difference. Meaningful work can be helping your children with their homework, helping your spouse solve a problem or volunteering for a good cause. With the time left over, we can invest in ourselves by learning new skills, enjoying the company of friends, replenishing our soul in nature etc.

My intention is to add to my piggy bank of time by actively living healthy, subtracting time engaged in what’s needed for my sustainability and enjoying life to the fullest with the rest.

How does this concept sit with you?

On which end of the equation do you need to make adjustments? What if the difference between time you have available and the time you spend is 0? Then it’s time to contact me at db@dbcoach.com.

Feb 28 / Daniela Bryan

Schools of the future…

I had an epiphany: “Life Coaches are unnecessary,” stated Dr. Yong Zhao in his address to the Santa Cruz education community at Cabrillo College, California. When he said it, everyone laughed, and so did I. Dr. Zhao was making a distinction between what we need to survive, such as food, water, and shelter, and what we really don’t need, such as iphones and coaches, along with divorce attorneys, accountants and a slew of other professionals.

He made a compelling case for the value of the US educational system, that despite having produced mediocre student math scores in comparison to the Asian scores for years, the US still outperforms all other countries in producing entrepreneurs. He attributed this strength to higher creativity and especially higher confidence in students. He went on to say that we are in danger of losing that entrepreneurial spirit when we strive to compete with Chinese “sausage making machines,” producing employees for manufacturing jobs that are on the decline.

What is needed in today’s work environment more than ever are entrepreneurial qualities to solve the problems we are facing in our families, communities, organizations and society. All of us need to be entrepreneurs, social entrepreneurs for non-profit causes, policy entrepreneurs for government agencies, intrapreneurs within organizations or business entrepreneurs running our own companies.

How do we educate our kids to be entrepreneurial? By starting with the strengths of the child rather than by imposing a certain curriculum onto our children. Sure all kids need to have a foundational knowledge to function in society and we can debate what that foundation is. But students need personal education, fostering their natural talents and gifts. And we need teachers who are willing to not be the expert at any subject other than uncovering those gifts through inquiry. And here we close the loop: We need all teachers to be coaching their students. Do they turn into life coaches in the process?

Everyone understands that a great football coach is needed to get to the Superbowl. Teachers need coaching skills to uncover the strengths of the child. The good teachers already have these skills. We need educational environments that allow teachers to explore with their students. Maybe we won’t need lifecoaches or executive coaches in the future, although I doubt it. However, I am convinced all of us need the skills coaches embody, such as inquiry, focus on the student, and value- based goal setting to teach, invent, discover and sell our way to a happy, healthy and useful life.

What can you contribute toward this journey to entrepreneurship of our future generations?

Jan 29 / Daniela Bryan

Inventory

Have you ever sat down and tried to write something but the page remained empty? This phenomenon is commonly referred to as writer’s block. I have had a severe case of writer’s block this month. I haven’t written any blog posts, no linked-in updates or Facebook posts. My mind went on strike. That’s not to say that my mind was empty, on the contrary, I have been thinking about lots of things – my stand on gun control, President Obama’s call to action, creating shared value, sustainability, purpose, having an empty nest and what to focus on for the next year, the next decade. And yet, I couldn’t write any of it down.


I have been in hibernation mode ever since the holidays. Not that I haven’t been productive, in fact I have been very productive, completing and delivering my taxes to my accountant, clearing last year’s files, enrolling new clients in addition to all the other activities that come with running a business, serving on a board, providing for teenagers, pets and homes etc. No, I have not been a couch potato. I have, however, taken a big step back.


Rather than rushing in to continue as I finished the last year, I am reflecting on my way of doing things, my processes, my purpose, my values. Unsettling as it may be, it left me content. I haven’t felt rushed or rushing others, have contemplated and assessed. In short, I have taken inventory. Isn’t that what businesses do once a year? Taking stock of the resources you have at your disposal, making a note of the constraints that you believe you have to live within and question them?


I have taken inventory ever since I wrote my Manifesto (see above). Writing my Manifesto was a real awakening for me. Every word is carefully chosen. Each sentence crafted with care. Every period placed with intention. Reading my Manifesto every day has helped me focus on what matters most, reduce waste and create with purpose, not just for the sake of creation. I can’t say I have arrived at the other bank of the river yet, but in the meantime, I am going with the flow while keeping my eyes firmly on the goal.


Have you taken inventory lately?

What does your manifesto look like?


PS. Writing about not writing was the only way to be authentic. Going with the flow always works for me.

Jan 2 / Daniela Bryan

Dany’s Manifesto

Instead of writing New Year’s Resolutions, I decided to write a Manifesto, helping me focus on what matters most this year. It has been a powerful process and I can only encourage you to write one of your own. Here is what I came up with:

Time is of the essence. Time is limited and plentiful all the same. What am I waiting for? For someone else to act? It’s time for me to connect the dots for maximum impact.
Sustainably. Responsibly. Boldly.
Uncovering the essence is like a complex puzzle.
Of people. Of communities. Of organizations.
We have a mountain of challenges to address, so engaging with passionate people who want to ascend to make a difference might as well be fun!

Nov 8 / Daniela Bryan

What motivates you?


Brian Johnson, author of the Philosopher’s Notes is putting out short little videos about optimal living. His video on Intrinsic vs. Extrinsic Motivation spoke to me. What drives you every day? Intrinsic or Extrinsic? I know that I feel much better when driven by internal motivation of meaningful relationships, personal growth, and community contributions.

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