I’d been under the weather and forced to come to a complete halt. I tried planning projects I could tackle during the downtime, priorities I could finally shoot to the top of my list. For a planner like me, even my downtime needed to be accounted for. But, it simply wasn’t to be…

I had no choice other than to STOP DOING. My brain simply could not, would not shut off. I kept thinking of all of the personal projects I could ( translate ‘ should ‘) be working on, given this unusual and prime downtime. Shame on me if I did not take advantage !!! So many things I’d been putting off, so many personal development resources at my fingertips; if I did not complete some and begin on all, I’d begin 2012 feeling lazy, unproductive, behind the eight ball, weak and doomed to fail. I chastised my brain for being foggy, and would not let myself off the hook. I even tried to start back officially working and meeting personal commitments before my health would agree, because the calendar said the holidays were over; I was met with disaster, disappointing others with my poor results and sending mixed signals that I could, when – trust me – I could not.

Roughly one month later, and after the proverbial fog has passed, I notice myself with a greater strength and clarity than I’ve had in quite a while. Although my task list was left unattended, and part of “the old” me still wishes I had gained greater ground, I may just have gotten more accomplished by allowing myself to do nothing at all.

I’d ended 2011 hardened, exhausted, and generally tough on the inside and out. Fighting against a self-imposed timeline and working under constraints that no one else was measuring except me. Having had [forced] time to decompress, my mind, heart and intuition are slowly beginning to come together and listen to each other’s signals. With time comes patience and with patience comes clarity. With clarity, I choose to believe that my task list will magically prioritize itself; and I can begin 2012 with far more personal power and anticipated productivity than I would have otherwise, even if I’d spent all 3 weeks mapping out goals. Just maybe, giving myself a break instead of pushing forward aimlessly, is a very appropriate beginning to the productivity posts, after all…

Well, fancy that.

I may not have gone where I intended to go, but I think I’ve ended up where I needed to be. ~ Douglas Adams

Wishing You Success,
Natalya

Being a Buffett groupie at heart, I have made every attempt to know a little about the companies he owns, why he owns them and how they are performing. And since I have someone extremely capable helping me to decide whether to buy, sell or hold – I get the luxury of spending most of my time admiring Buffett’s persona rather than his pocketbook.

But therein lies the point – his persona has led to what’s in his pocketbook (and therefore the pocketbooks of his shareholders).

Just recently, Berkshire Hathaway (Buffet’s holding company) – announced amidst much speculation that the 81-year old’s eventual successor will be his son, Howie. Should not be shocking. You would expect the same from, let’s say the Trumps or any other prominent, wealthy, family business. But it just so happens that Howie is a corn and soybean farmer, who likely does not own a three-piece suit nor has had any reason to step foot into Berkshire’s Omaha headquarters recently. However, Buffett made his choice clear, stating that:

…His son will serve as a “guardian” of the company’s “values” rather than a CEO. ‘You worry that somebody will be in charge of Berkshire that uses it as their own sandbox in some way,’ ‘That changes the way that decisions are made in reference to the shareholders. The odds of that happening are very, very, very low, but having Howie there adds just one extra layer of protection.’ ~ Excerpted from an article by Clare O’Conner (Forbes Magazine)

Howie is very happy tilling to his corn and soybeans, I assure you, so this is not about nepotism nor climbing the Corporate Ladder. What it is, however, is a strategic and genius decision Buffett has made to assure shareholders that his legacy of values and principles will not die with him.

Anyone can run a business, not everyone can run a business as intelligently, authentically and with the respect of its stakeholders in mind as much as Buffett has.

If only the values of authenticity, sound judgement, fairness, and the readiness to admit and be led by what one knows and does not know were more prevalent. We would all enjoy a measure of success closer to what Buffett has.

Wishing You Success,
Natalya

If You Enjoyed This, You Might also Enjoy:

• Transparency Versus Authenticity
• Killing Them with Kindness…Corporate Kindness

But anyone who’s been up, down or on some middle rung of the corporate ladder (and life) can certainly relate to the wisdom and musings of the 26-yr. old CEO whose article 26 Lessons from a 26 Year Old CEO was simply too good not to re-post, and whose success in business and in life have surely just begun.

And…I’ll go ahead say it up front, #s 9, 18, and 24 are among my ultimate fan favorites.

26 Lessons from a 26 Year Old CEO
Reprinted from Forbes Woman
By: Shama Kabani - CEO of The Marketing Zen Group

On April 25th I turned 26, and a few weeks later my web marketing agency turned two. What started as a single person mini-business, has turned into a 27 person global web marketing firm in just two short years. I’ve been immensely grateful for the opportunities life has presented me with. And, as I look forward to the future, it would only be fair to look back as well. Here are 26 lessons I have learned as a young entrepreneur and CEO:

1. A written vision of what you want your company to look like in 3 years is important. The pen (or keyboard!) has power. It isn’t enough to envision your goals in your mind. You must have a blueprint on paper. Every decision you make, ask yourself: does this help me get closer to my vision?
2. Learn to listen to your clients. When we started, we were only offering social media consulting services. But, clients quickly demanded more. We eventually ended up serving as their web marketing department. The marketplace will tell you what it needs. You have to listen, and then deliver.
3. Half the job is keeping up. The pace of technology will only continue to quicken. It doesn’t matter what your industry is, you have to keep up in order to constantly leverage it for your business.
4. Always think in terms of value — not price. Always judge based on the value something or someone brings to the table. Price is arbitrary.
5. Only hire people who have fire. This is especially true if you are running a small to medium sized business. In a large corporation, there is room for many types of personalities and people. In a smaller business, passion is a must in every position. Hire people who are driven to do well and see your business succeed.
6. If you must fire, be graceful and professional about it. This is hands down the worst part of being a CEO. It is tough to let people go, but for the greater good of the business, sometimes it must be done. It doesn’t matter if you are firing or being fired, don’t burn bridges.
7. Learn to forgive. Things happen. People change. You can’t move forward in business — or in life — if you can’t forgive and move on.
8. Cash flow is crucial. This is especially true in a recessionary economy, and if you are growing quickly. Work with clients to get payments upfront.
9. Balance is overrated. Aim for joy. When work is fun, you don’t feel the need to take as many breaks. Balance in today’s world looks very different than it did just 20 years ago. Embrace it.
10. Don’t underestimate the power of PR. The power of the press may now be in more than just the hands of journalists (umm…social media, anyone?). Learn to be a friend to the press.
11.Treat your team well. People will follow a leader who treats them with respect. Learn to value your team’s input, and always reward them for a job well done.
12. Focus is the most underrated skill that you must master. 90 percent of the time, what is on your computer screen is not resulting in a positive ROI. Learn to focus on what truly matters in your business. Then, do it consistently.
13. Multitasking doesn’t mean greater productivity. Don’t put “good multitasker” on your resume. Numerous studies have shown that multitasking decreases brain power.
14. Age isn’t just a number. Age does matter. Managing a Gen Y employee is different than managing a baby boomer.
15. Appearances matter. I just interviewed an intern who showed up in an outfit more appropriate for an 8 a.m. class. I had to wonder how he would represent us in front of clients. Whether we like it or not, appearances matter. Dress appropriately.
16. Learn to view situations objectively. Just because you would or wouldn’t do something, doesn’t mean others are the same way.
17. Life is short, and very easy to take for granted. Sounds like something you’d read in a self-help book, but true nonetheless. Life is temporary, and the only thing that matters at the end of the day is how you treated those around you.
18. Pets make the workplace better. I propose that every office should have a mascot. Ours is a little Maltese-Poodle mix named Snoopy. No day is a sad day.
19. A support network is crucial. As much as you try, you can’t do it alone. Building a personal and professional support network is imperative.
20. Give luck its due. Luck has played a huge part in my life. I don’t deny it. I am just grateful for it.
21. Hard work is a given. Struggle doesn’t have to be. I’ve learned that there is always work that will need to be done. The task list is never complete. So, just enjoy it!
22. It IS lonely at the top. And, yes, the view & the food are both amazing.
23. Ignore the trolls. They like the power the anonymity of the internet gives them. Don’t pay them any attention.
24. Be picky when choosing your friends. My friend list (and I don’t mean Facebook) is short. Surround yourself with people who inspire you.
25. Karma exists in business and in life. The old adage says “what goes around, comes around.” The older I get, the more I see this being true. Think twice before you act.
26. Being a CEO means being a CVO. CVO stands for Chief Value Officer. Always ask yourself: How can I create value for our clients? Our prospects? Our internal team? The answers will guide you to building a better company.

Wishing You Success,
Natalya

That said, I cannot deny that I’ve worked in high-level positions and been responsible for high-profile clients and high revenue projects and teams. Doing those things – successfully – requires a certain work ethic, authoritative approach, surrounding oneself with excellence and – simply put – a refusal to settle for mediocrity. Have those traits that won me a fan club for my capability and output – sure. Have they also won me many naysayers who secretly think of me as witch with a Capital B – most definitely! Have I compromised my compassion for others and overlooked my own respect of those with similar standards of integrity and quality – never.

I’m just glad that, according to a Forbes magazine recent article, I’m not alone. But rest assured, even if I were, I would be happy to stand on my own.

10 worst stereotypes about powerful women
Forbes Magazine, Thu., Nov. 3, 2011
By: Jenna Goudreau, Forbes Staff

Women continue climbing the rungs of power — building their ranks as heads of state, corporate leaders and media influencers — but their minority status means they still face harsh, limiting assessments based on their gender. “Women are being judged more, even by other women,” said Valerie Young, author of “The Secret Thoughts of Successful Women.” While male leaders are allowed to have complex personalities, powerful women are often summed up by hackneyed stereotypes that undermine them and their power. Forbes Woman tracked down many of the world’s most powerful women, from IMF chief Christine Lagarde to Jill Abramson of The New York Times, to ask: What is your least favorite stereotype about powerful women? Gender and career experts also weighed in on the dangerous notions about female success and how they seep into the collective subconscious. The following represent the 10 most hated and pervasive stereotypes.

No. 1: Ice Queen
Halley Bock, CEO of leadership and development training company Fierce, notes that the ruthless “ice queen” stereotype is rampant. Cultural depictions, like frigid magazine editor Miranda Priestly in “The Devil Wears Prada” (and her real-world counterpart Anna Wintour of Vogue) and back-stabbing boss Patty Hewes on “Damages,” paint successful women as unsympathetic power-mongers. It is, of course, a Catch-22. “A woman who shows emotion in the workplace is often cast as too fragile or unstable to lead,” Bock said. “A woman who shows no emotion and keeps it hyper-professional is icy and unfeminine. For many women, it can be a no-win situation.”

No. 2: Single and lonely
Harvard lecturer Olivia Fox Cabane notes that the strong perception that powerful women are intimidating to men and will need to sacrifice their personal lives may stop women from going after power. Even those women who aren’t interested in marrying, face harsh judgments. Men get to be “bachelors” while women are reduced to “spinsters” and “old-maids.” In fact, when Janet Napolitano was nominated Secretary of Homeland Security, critics said her being single would allow her to “spend more time on the job.”

No. 3: Tough
The first female Executive Editor of The New York Times, Jill Abramson is anything but stereotypical. She had a hard-charging career as an investigative reporter at The Wall Street Journal and edited her way to the top of the Times masthead. She’s also a true-blood New Yorker and is writing a book about puppies. Despite her complexities, she must contend with being called “tough” and “brusque,” making the “she’s-tough stereotype” her least favorite. Said Abramson: “As an investigative reporter, I had tough standards and a formidable way of framing and reporting stories, but I don’t think of myself as a tough person.”

No. 4: Weak
Costa Rica President Laura Chinchilla, the country’s first female leader, told me that successful women face typecasting largely because society is still adjusting to women’s recent decision-making power. Chinchilla believes the most pervasive stereotype is that women are “weak,” a perception that may stem from women’s greater desire to build a consensus. “We understand success not as the result of just one person but as the result of a team,” she said. “[It’s a] different way of dealing with power [that] is misunderstood as a kind of weakness.”

No. 5: Masculine
The notion that powerful women must be, lead and look like a man really aggravates Christine Lagarde, the managing director of the International Monetary Fund. In a video interview with Forbes she said — pumping her fist — she hates the idea that “you have to look like a businessman.” She admitted she sometimes feels the pressure to look the “right” way, but tries to resist not being “overly businesslike.”

No. 6: Conniving
When NBC’s Curry first started her career, she was told she couldn’t be a news reporter because women had “no news judgment.” Now, she’s at the top of her game and says the stereotype that most offends her is “the idea that a woman can only be successful because she somehow connived or engineered her rise — that she could not rise simply because she was too good to be denied.” She has experienced it herself, saying that she gets asked if she “forced” NBC to give her the anchor job or if there was a “backroom deal.” Curry told me, “I find it really annoying.”

No. 7: Emotional
Ellen Lubin-Sherman, executive coach and author of business guide “The Essentials of Fabulous,” believes one the most dangerous stereotypes female leaders will face is that they are prone to emotional outbursts. Despite Secretary of State Hillary Clinton’s consistent cool-headed demeanor, when she teared up on the campaign trail, the media pounced. Similarly, former Yahoo Chief Carol Bartz is frequently cited for her “salty language,” which has been used as evidence that she is “emotional” and a “loose cannon.”

No. 8: Angry
“Anger is a sign of status in men, but when women show anger they are viewed as less competent,” said Young. First Lady Michelle Obama was condemned as an “angry black woman” when she was campaigning for her husband in the 2008 presidential election. The Harvard-trained lawyer conscientiously softened her image and speeches in order to be more “likable,” becoming better known for her fashion and her unending support of her husband than for her stance on political issues.

No. 9: A token
Women hold just 16 percent of corporate board seats. But instead of focusing on balancing things out, they are often devalued as being a “token” of diversity rather than having earned the post. Former U.S. Secretary of State Condoleezza Rice was often the only woman in the room, but her gender didn’t get her there. “While companies take their diversity goals seriously, they are not going to settle for less than the best person for the job,” said Lynne Sarikas, director of the MBA career center at Northeastern University. “Women are hired because of their education and experience and what they can do for the company.”

No. 10: A cheerleader
Billie Blair, president and CEO of Change Strategists, notes that prominent women who are considered feminine and warm may be dismissed as “cheerleaders” rather than the strong leaders that they are. When former Alaska Governor Sarah Palin was running for VP, Blair was amazed to hear a male client describe her as “a cheerleader, not a coach nor a quarterback.”

Wishing You Success Maintaining Your Standards In Spite of Stereotypes,
Natalya

So time for me to write a blog this week, and I thought -”what impact has Steve Jobs had on me, my productivity, the way I look at technology…?”

Well, let’s start with the fact that now I actually look at technology without trying to fight it with an invisible sword. After battling the smart phone war within for 5 years, I was woo’d over by the IPhone’s promise of a built-in, dynamic GPS that could get me anywhere I needed to go. Three years later, I am proud to say that, while I’ve yet to use its GPS functionality, I have become an avid IPhone aficionado with an APP for everything including but not limited to: my grocery list, hurricane tracking, the Today Show, my favorite blogs and radio stations, The Harvard Business Review, Kindle, Skype and – of course (being a wordie at heart) – Scrabble. And, though I have not crossed over fully yet, I do have friends and family who love their IPads and MacBooks and simply would not look back.

Reasons to be an IPhone groupie aside, as I read more and more of the articles about Steve Jobs, I realized that his success was born of and founded upon truths which should be fundamental to us all….

(Author’s Note: Listed in no particular order – these are by no means his only lessons, but rather the ones which impacted me most. ) *

Steve Job’s insights into life :

• “If you knew you were going to die tomorrow, would you still want to do what you’re about to do today?” [N] Of any of his statements, this one held the most weight for me. Perhaps because I knew it came from someone who has/is facing death head-on or perhaps because such a simple question should have an equally simple answer. And if the answer is not simple, then perhaps it’s not the right answer…so keep asking yourself this question…I know I will.
• Don’t pander — better. “We didn’t build the Mac for anybody else. We built it for ourselves.” [N ] For some it is the hardest way, for others it is the ONLY way – whether you fail or succeed, live as YOU believe. For without beliefs on which to stand, your work ethic and moral compass will falter like a weakly rooted tree in hurricane force winds and eventually topple over. And, although it IS important to win friends and influence people (Thank you, Dale Carnegie), it’s equally (if not more important) to be true to your own standards and let those standards lead the way regardless of consequence. Often the consequence of leading by others’ opinions results in your certain demise.
• Build a temple. “Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work.…” [N] Jobs’ statement holds its weight by framing work as a temple. If you are a person of great faith, or even one who understands history and faith, then you know that you would never think of entering a sacred temple without the greatest respect for what is housed within it. And so holds true for your own work – whether personal or professional, it is up to you to value what you do and its inherent worth; build a moat of respect and success around your own output and the integrity of your reputation.
• Have taste. “The only problem with Microsoft is they just have no taste. They have absolutely no taste.” [N] Jobs defines “taste” as the opposite of “tackiness” and goes on to say that “…We might just be approaching the tackiest point in history known to man.” First impressions, lasting quality, and sincere effort just are not where they should be today and have not been for a very long time. So, Jobs’ took the high road to ensure that his products blew all others out the water in aesthetics, function and thoughtfulness. And for anyone who has ever sat at an Apple store’s “Genius Bar”, you have experienced that service and the kind of camaraderie among customers and employees alike which arises only when shared beliefs in a product and level of service are at the forefront.

Wishing You Success,
Natalya

Image Courtesy of : victusspiritus.com

Quotes courtesy of – MSNBC, random interviews, Huff Post, Umair Haque

…many people will have goals they wish to accomplish at the expense of others…

Some may be well-intentioned; others not so much.

• Consider the caring mentor who takes a young friend under his/her wing- guiding gently over a cup of coffee or introducing activities and people who will assist the young person’s growth and future. Not wishing to be overt nor overbearing, the young person is a beneficiary of the mentor’s [hidden] and well-positioned agenda. Realize, however, that the mentor – perhaps unknowingly – is invested in fulfilling an internal need of helping others even more so than seeing beneficiaries blossom; for in the act of mentoring, the internal goal of self-fulfillment is realized.
• Then, consider the insecure, social climber who seeks out her unsuspecting future husband based on his pedigree, and proceeds to pursue her hidden agenda of wealth, happiness and social success via her new surname. Her bubble soon bursts when she realizes that a name cannot buy social acceptance nor the approval of those from whom she seeks it most; when her [hidden] agenda is foiled, she must find ways to rebel against the same unsuspecting spouse and whom she must now blame for her own disappointment. And, such is the behavior of most hidden agendas- they ultimately turn on their very own originators and result in a lose-lose situation.
• Now, most familiar to me, are hidden agendas of the professional kind. Often times, in a professional environment, people believe that the only way to advance is at the expense of another. Make him look badly so I can shine. Or, similarly, let her be the voice of dissent and project negativity and dissidence while I instigate her so she can achieve my goal. Ultimately, however, you can be diligent and not the pawn for another’s dissatisfaction. Pay attention to what others do and say and how they require your direct or indirect participation in relation to an outcome or desired goal. Although I am not a proponent of the perpetual cynicism and doubt, unfortunately the reality is that you do need to develop awareness in order to avert malevolent intent and the furthering of others’ hidden agendas at work.




Sometimes a person’s agendas are hidden even from themselves, because they are in denial about it.

Wishing You Success Identifying and Avoiding Hidden Agendas,
Natalya

Quotations courtesy of The Fifth Dimension

While no one wants to live in an emotional desert in which positive expectations are treated as mere illusions, psychologists report that unrealistic or mismatched expectations are actually counterproductive and destructive.

So, how do you know when to lower your expectations to avoid the negative backlash without destroying the very sense of hope which propels us forward?

There are numerous publications which will provide you with the “4, 5 or 12 steps to managing expectations”- and while helpful, these don’t drill down to the core issue. Your expectations are about YOU : what you want to happen, how you want others to behave, etc. And therefore, the solution also lies with you. What are you willing to accept? What is “good enough” and when is “good enough” not good enough?!

Simply put, it’s important to check your expectations before you leave the door – share your own truth with yourself, so to speak. Stop and really hear and feel what you are expecting in your gut. This proactive exercise will help you calm down and process the possibilities of both potential positive and negative outcomes against the bar of your own truth.

And although this piece of “advice” may seem random, it has a lot to do with being productive, balanced and effective in both work and life. The more you’re aware of your expectations, where they fall in the spectrum of hopeful versus catastrophic – the better you will be able to manage them and effect positive experiences and outcomes no matter what.

Wishing You Success Managing Your Expectations,
Natalya

If you enjoyed this, you might also like:

• The Downside of Overconfidence
• Manage Expectations, or Expect to be Managed

In one such case of wordplay, an inspirational speaker* recommended that [ when praying ] we present a case for what we desire [ with evidence from the Bible to support our achievement of these wishes ] to God instead of pleading for solutions. Such a simple swap of words, from pleading to presenting, resulted in a novel concept and new way to approach fulfillment.

Spirituality aside, my mind is always working on new methods to analyze and approach professional success. It did not take me long to take the case of pleading v. presenting and consider its efficacy in the office or on a project.

If you have the ability to identify a need or issue, you must also find the confidence to present a solution – only then can you acquire the resources needed to execute. Any manager will tell you – come to me not with a problem, but rather with suggestions for its solution, and then – I will help you make that solution happen. In other words, help me help you.

In the spiritual realm, that confidence comes from faith and is implied in sourcing the Biblical foundation for your hopes and wishes; in the workplace, that confidence comes from knowing your work, your capability and commitment to improving the process.

Wishing You Success,
Natalya

Image Courtesy of dreamstime.com

* Joel Osteen

For anyone not familiar with the term, “workshifting” refers to “anyone who works out of coffee shops, hotels, airports and whose home every bit as much as the office” (Definition courtesy of www.Workshifting.com, Powered by Citrix).

Given that I still struggle with these tenets daily – when the need to please and assist mask the [greater] need to produce and produce well – these statements are helpful reminders that quality, balance, and living your truth are crucial to productivity and success.

5 Things Workshifters Won’t Say, But Should
By Natalya Sabga on June 22, 2011 12:08 PM |

Making the proverbial shift into workshifting is tough – for employers and workshifters, alike. Though gaining greater credibility, the workshifting lifestyle is still nebulous at best and completely scary at worst to most organizations considering permitting an employee to workshift or hiring a workshifter outright.

This perceived dilemma can make some workshifters second guess their daily decisions, promises and commitments in order to say what we believe the hiring parties want to hear.

So, I have come up with the 5 things most workshifters won’t say, but should:

1. “My greatest quality work is produced when I have the most flexibility in time, location and method.”
2. “I would love to help you/your organization with this project/issue, but it’s not within my core competency and it would be better for you to ask someone else with that strength.”
3. “I would need to assess the current status of your organization and measure the gap between where it is currently at versus what you want this project/assignment to achieve, before I commit or spec out my statement of work.”
4. “As a rule, I need a full 24 (48) hours’ notice in order to attend a meeting on-site, except in the case of an emergency or project showstopper.”
5. “I lobbied for a workshifting lifestyle so I could perform at my best and serve you at the highest level of my capability; therefore, being asked to commit to more than my realistic capacity or having to forgo my flexibility defeats both of our ultimate and intended goals for success.”

Some of these statements may appear harsh or “un-A-player-like” at first, but rest assured – they are often the mantras which need to be heard first and most. Your opportunity to workshift has been hard won and much deserved; so wouldn’t you prefer to set yourself up for success with expectations based on realistic and supportive parameters or speak only empty promises and have your work and workshifting lifestyle suffer?

Wishing You Success in any workstyle you adopt,
Natalya

* Find Gihan Perera on Facebook!

Photo Credit: forangels.org

At the risk of sounding self-important and utterly overconfident – which I am NOT – I should explain that what I didn’t know then is that I possessed certain key characteristics which, today, are known as “The Five Traits That Get You Promoted to CEO”*:

*Author’s Note: Although aptly named, the article could just as well be called “The Five Traits Which Get You Through Life With Strength and Success…”

From his interviews with over 70 chief executives and leaders, New York Times columnist Adam Bryant identified the “X factors” for leading an organization—qualities that can determine who gets promoted to that corner office:

• Passionate curiosity: Relentless questioning and being infectiously fascinated with everything around you, human nature in particular ~ [N says] It’s not enough to just “learn the lingo” of the industry or organization, you need to learn the players, the art of interacting with them to get things done and how to lose in order to win…
• Battle-hardened confidence: Overcoming—and even relishing—adversity. CEOs most often ask job candidates how they’ve dealt with failure in the past ~ [N says] Failure IS your friend if a) you’re the first to call out your mistake (or as soon as it is discovered), admit fault and ask how you can learn from or avoid the same mistake in the future. Adversity awaits you around every corner; sometimes it’s your fault and other times, it’s someone else’s. So, knowing how to address and mitigate damage as soon as adverse events occur are keys to undoing the ill effects while growing in confidence the next time something goes wrong.
• Team smarts: More than just being a team player, understanding how teams work and getting the most out of the team (in sports terms, being a playmaker) ~ [N says] Independence is a fallacy- we are all interdependent, and nowhere is this truer than when the collective success of your team = your success. Learn your people- their strengths, weaknesses and buttons so you can guide them to their highest success (and ultimately your own…)
• A simple mindset: Being concise, simple, and clear in your communications ~ [N says] I speak at length in my book about working for an IT company, where my advanced education was rendered moot by 19-year old hacking geniuses. Had it not been for my command of the written word and the ability to sound like I knew what I was talking about, I would have never made it past the reception desk. Communication skills, both verbal and written are the greatest muscles you can tone. If these skills do not come naturally, find yourself a Business Writing course and Dale Carnegie chapter…
• Fearlessness: Comfort with the unknown and taking calculated, informed risks; also, seeing opportunities and being proactive about positive change ~ [N says] The operative words here are calculated and informed . Do your homework and once you have earned that battle-hard confidence, taking educated risks, but not risking overconfidence, will become second nature. And yes, with change does come opportunity – so keep your eyes wide open and don’t let the slim opening of opportunity close before you exert a little upfront effort to see what positive influence you can make with or without the promise of reward and recognition.

Whether you are an aspiring executive or the CEO of your own career path…do you possess these traits?

Wishing You Success,
Natalya

Image Courtesy of You Know You Made IT When…