Look, Lead, Love, Learn
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The document is a slide presentation by Bill Sheridan on business and personal development. It contains over 50 slides with quotes, summaries of books, and recommendations for improving business and leadership. The slides discuss topics like innovation, change, engagement, positivity, trust, and habits. They also promote a book club featuring various titles related to resilience, leadership, collaboration, and success.
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Look, Lead, Love, Learn
- 1. Four steps to better business, a better life ā and conquering complexity in the process From the pages of CPA Success Bill Sheridan, CAE Business Learning Institute
- 2. The U-505 ļ¼ 252 feet long ļ¼ Nearly 31 feet high ļ¼ 880 metric tons ļ¼ Sank eight ships before the U.S. Navy captured it in the south Atlantic on June 4, 1944. ļ¼ One of only four World War II-era German U-boats in existence as a museum ship. Bill Sheridan, CAE Business Learning Institute
- 3. View the full video at http://www.youtube.com/watch?v=DUuQIpVuhCg Bill Sheridan, CAE Business Learning Institute
- 4. Bill Sheridan, CAE Business Learning Institute
- 5. (Free today on Amazon.) Bill Sheridan, CAE Business Learning Institute
- 6. Bill Sheridan, CAE Business Learning Institute
- 7. Bill Sheridan, CAE Business Learning Institute
- 8. āInnovation is the creation of new forms of value in anticipation of future demand.ā -- Andrew Zolli Bill Sheridan, CAE Business Learning Institute
- 9. The world according to Peter Sheahan 1. 2. 3. 4. 5. Question all of our assumptions. Be a driver of change. Overcome the gravity of success. Beware of specialization. Action before clarity. Bill Sheridan, CAE Business Learning Institute
- 10. Bill Sheridan, CAE Business Learning Institute
- 11. Bill Sheridan, CAE Business Learning Institute
- 12. ā¢ ā¢ ā¢ ā¢ ā¢ ā¢ Be relevant. Improve. Learn. Adopt. Help your clients adopt. Look. Bill Sheridan, CAE Business Learning Institute
- 13. āEngaged people will do whatever it takes to get the job done. Engagement comes from conversation about the task at hand. Those conversations lead to dreams of what could be, which lead to talk of what must be done.ā -- Emmanuel Gobillot Bill Sheridan, CAE Business Learning Institute
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- 16. 1. Donāt hire unhappy people.. 2. Smile. 3. If friendliness is top priority, relevance is a not-toodistant second. 4. Be generous. 5. Be empathetic. Bill Sheridan, CAE Business Learning Institute
- 17. Meet Seth. Bill Sheridan, CAE Business Learning Institute
- 18. āIf you create something that somebody would pay for, but you give it away, not only are you building trust and a debt of gratitude but you shock them into sharing it. They share not only the asset itself, which is inherently valuable to the brand, but they share the fact that they are surprised that a brand would just give it to them and not try to sell them along the way.ā ā Joe Chernov, Kinvey Bill Sheridan, CAE Business Learning Institute
- 19. Bill Sheridan, CAE Business Learning Institute
- 20. Bill Sheridan, CAE Business Learning Institute
- 21. āAn investment in knowledge always pays the best interest. ā -- Jeff Magee Bill Sheridan, CAE Business Learning Institute
- 22. Change Bill Sheridan, CAE The Business Learning Institute
- 23. Bill Sheridan, CAE The Business Learning Institute
- 24. Bill Sheridan, CAE The Business Learning Institute
- 25. The Look, Lead, Love, Learn Book Club "Resilience: Why Things Bounce Back," by Andrew Zolli and Ann Marie Healy "Flip! How to Turn Everything You Know On Its Head and Succeed Beyond Your Wildest Dreams," by Peter Sheahan "Leadershift: Reinventing Leadership for the Age of Mass Collaboration," by Emmanuel Gobillot "Follow the Leader: The One Thing Great Leaders Have that Great Followers Want," by Emmanuel Gobillot "Linchpin," by Seth Godin Bill Sheridan, CAE The Business Learning Institute
- 26. The Look, Lead, Love, Learn Book Club "The Likeability Factor," by Tim Sanders "Today We Are Rich," by Tim Sanders "Love is the Killer App," by Tim Sanders "Escape Velocity: Free Your Company's Future from the Pull of the Past," by Geoffrey Moore "I Love You More Than My Dog," by Jeanne Bliss "Give and Take," by Adam Grant Bill Sheridan, CAE The Business Learning Institute
- 27. The Look, Lead, Love, Learn Book Club "Quiet: The Power of Introverts in a World that Won't Stop Talking," by Susan Cain "Flash Foresight: How to See the Invisible and Do the Impossible," by Daniel Burrus "The Silent Language of Leaders," by Carol Kinsey Goman "The Power of Habit: Why We Do What We Do in Life and in Business," by Charles Duhigg "Positivity: Groundbreaking Research," by Barbara Fredrickson Bill Sheridan, CAE The Business Learning Institute
- 28. The Look, Lead, Love, Learn Book Club "The Platinum Rule: Discover the Four Basic Business Personalities and How They Can Lead You to Success," Tony Alessandra and Michael J. O'Connor āDrive,ā by Daniel Pink āStart With Why,ā by Simon Sinek āInnovative Intelligence,ā by David Weiss and Claude Legrand āRegeneration: A Manifesto for Americaās Next Leaders,ā by Rebecca Ryan Bill Sheridan, CAE The Business Learning Institute
- 29. The Look, Lead, Love, Learn Book Club āTrust Your Vibes: Secret Tools for Six-Sensory Living,ā by Sonia Choquette āTrust Your Vibes at Work and Let Them Work For You,ā by Sonia Choquette āThe Seven Habits of Highly Effective People,ā by Stephen Covey āLifeās Golden Ticket: An Inspirational Novel,ā by Brendon Burchard āLean In,ā by Sheryl Sandberg Bill Sheridan, CAE The Business Learning Institute
- 30. Download these slides at ā¦ Slideshare.net/BillSheridan Bill Sheridan, CAE The Business Learning Institute
- 31. Questions? Bill Sheridan, CAE The Business Learning Institute
- 32. Download these slides: Slideshare.net/BillSheridan Follow me: ļ¼ MACPAās blog: CPASuccess.com ļ¼ Facebook.com/BillSheridan ļ¼ LinkedIn.com/in/BillDSheridan ļ¼ Twitter.com/BillSheridan ļ¼ Gplus.to/BillSheridan ļ¼ YouTube.com/BillSheridan ļ¼ SlideShare.net/BillSheridan ļ¼ Flickr.com/photos/Sheridan Bill Sheridan, CAE The Business Learning Institute
Editor's Notes
- Do we have any World War II buffs here today?This is the U-505.It is a German submarine, used in World War II, and she was a pretty nasty foe for the allies.She conducted 12 patrols in her career and sank 8 ships, including 3 American vessels.Sheās one of only four World War II-era German U-boats in existence as a museum ship, and today she makes her home at the Museum of Science and Industry in Chicago.Impressive display, but really, I was more interested in how they got the monster inside the museumās basement. Itās not like moving a couch; you donāt just wiggle the thing through the front door and down the stairs.
- So they altered the museum itself. They built a new underground wing by digging a hole, lowering the sub into it, then walling it up and building an exhibit around it.Whatās my point? Simply this: The big changes that are rocking our worlds often donāt fit neatly in the confines of our rigid business processes. Too often, we try to change the new stuff to fit our needs.But weāre the ones who need to change.
- Thatās the kind of thing that Tom Hood and I have been writing about in the MACPAās blog, CPA Success, for the past six and a half years.We launched the blog with the idea that we would write about the things that CPAs can do ā or ARE doing ā to succeed in this rapidly changing world.Itās been a lot of fun, and a very rewarding experience as well. The blog has earned praise throughout the profession as one of the top accounting blogs around.About a year ago, I noticed that a lot of what had written seemed to fall in four distinct categories ā four ideas, really, when it comes to the future of the profession, the changing face of leadership, change management, all of that.So I started to compile blog posts from throughout the years and drop them into these buckets in the hopes of creating a short e-book. I wanted something that members could take with them that would offer them lessons in leadership, little nuggets of inspiration, or even just a way to kill some time on an airplane. Thatās good too.
- The result is āLook, Lead, Love, Learn: Four Steps to Better Business, a Better Life ā and Conquering Complexityin the Process.āWe published the book literally THIS WEEK. Itās available on Amazon right now.And I want to spend some time today sharing some of those stories with you. I think there are some important lessons here that we ALL can learn from ā¦ or at the very least get us thinking about ways in which we might begin to change ourselves to accommodate some of these huge opportunities.
- So letās break down those four words.First: LookWeāre busier than ever trying to solve todayās problems, but the key to overcoming change and complexity is not our reaction to whatās happening today. Itās our ability to see whatās going to happen tomorrow. Plenty of opportunities loom on the horizonāif we take time to come up for air and look for them.Here are a few tales about the rewards of looking ahead . . . and the perils of looking away.
- So hereās a question: What do you think of when you hear the word āInnovation?āMost people are likely to conjure up images of some groundbreaking new device or idea, right? The iPhone. The Cloud. 3D Printing. Driverless cars. Things like that are the face of innovation right?Absolutely not. Not according to Andrew Zolli.Heās a futurist and CEO of the annual highly influential Pop!Tech Conference. And he says that real innovationis less about producing something new and more about anticipating whatās going to be newāand we all can do that.Hereās how he defines innovation.
- What heās saying is this: In order to innovate, you donāt have to know what people need. You have to know what theyāre going to need.Those types of innovation are what Zolli would call āweak signals of disruptive change.ā Theyāre not here yet, but you can see them coming.Great leaders are the ones who detect those signals early and act on them.To do that, though, we have to look. We have put aside the day-to-day, pick our heads up and see whatās coming at us from the horizon ā before it steamrolls us.āOur normal metaphors about innovation are all about breakthroughs, change, things that are different, a radical reframing of an industry,ā he said. āThe reality is that most innovative work is incremental improvement. Itās about staying ahead of trends as opposed to reacting to trends.Again, from Andrew Zolli:āWe need to engage the very top levels of the organization in a conversation about embracing a different kind of risk portfolio. That means having an established set of processes in place in which you have no expectation of return. You make investments not only for operational excellence but for learning and adaptation.ā
- Peter Sheahan has some suggestions along those same lines. Heās the author of āFlip: How to Turn Everything You Know on Its Head--and Succeed Beyond Your Wildest Imaginings.ā Hereās how HE says we need to tackle change:1. Our job going forward is simple . . . and supremely complex. Question all of our assumptions about whatās happening now and what it might look like tomorrow. Those assumptions will almost surely be wrong.2. Are you a steward of the past or a driver of change? Are you beholden to clients, members, or employees who are stuck in yesterday, or are you committed to leading people into a brave new world? If youāre the former, youād better figure out how to become the latter.3. The hardest thing about staying awesome is the gravity of success. The more we succeed, the more we want to keep doing the same old things. In a world of change, thatās a mistake.4. Complexity breeds specialization, and specialization breeds silos, and silos stifle communication, collaboration and innovation. Weāve tried for years now to tear down silos, yet we find ourselves in an era that promotes the very creation of silos. Walls destroy innovation and collaboration. Walls destroy our efforts to outpace the rate of change. Proceed with caution.5. In times of great change, action must come before clarity. We donāt have the luxury of examinations, studies, task forces, and white papers. We need to actāand fast. Donāt wait for a blueprint. Weāre building the blueprint on the fly. Take a leap of faith and adjust things after the fact.ā
- What does it mean to lead today? What separates the worldās best leaders from the rest of the pack?Hereās a guess: They use the word āweā more than the word āme.āLeadership today isnāt about barking orders and command decisions. Itās about nimbleness, flexibility, and collaboration.At CPA Success, weāve written a lot about the changing face of leadership. Hereās a taste.
- My wife Alison has a non-negotiable rule about eating out: Donāt order anything youād make for yourself at home. No chicken. No salmon. No spaghetti. If youāre going to lay out that kind of cash for a meal, make it an experience.She took that rule to an extreme for my 2012 birthday dinner. We went to an incredible place called Stone Soup Cottage, just west of St. Louis. This place opened in 2009; by 2010, it had been named the top restaurant in St. Louis. Itās that good.When you go to Stone Soup Cottage, you eat what they decide to feed you. Thereās no menu with a million options. In fact, youāre given a list of what youāll be eating that nightātake it or leave it. Itās called a tasting menu with six small courses, some of them paired with wine.Right away, I liked it. No menu meant no decisions and fewer things to worry about. I didnāt even mind that two of the courses featured truffles (which I hate) and that a third consisted entirely of something called āperiwinklesā (obviously a fictional food). No matterāthis was going to be a Godās honest experience.And it was. Simply put, it might have been the best meal Iāve ever had. Because the chef wasnāt spread too thin with an overpopulated menu, he could concentrate on a few things thoughtfully and artfully prepared. Heaven!
- So whatās the point?Here it is, leaders: Take a few chances every now and then.Sure, you can take the safe route, do the same old tired thing over and over again, and produce the same old results. You might even make money doing it.Hereās what you wonāt do:Stay relevant.Improve yourself.Learn anything new.Stay on top of the latest trends.Help your clients stay on top of the latest trends.Notice the weak signals of disruptive change and the game-changing opportunities they provide. Remember the formula stated at the beginningāthat your learning must be greater than the rate of change. Yes, itās possible to keep coasting ignorantly along until change crushes you.But do yourself a favor: Try the periwinkles.
- And one more thing ā maybe the most important thing. Have conversations. Hereās what leadership expert Emmanuel Gobillot says about conversations.Finally, says Emmanuel ā end each conversation with this question:Has this conversation made my team members feel stronger and more capable?
- The word Love covers a lot of ground. Love of family. Love of life. Love of work, justice, and your fellow man. Itās the notion that thereās something greater than self-interest at work here. Weāre here to serve, not be served. Once we learn that, the world is ours.Life sometimes has funny ways of teaching us lessons in love. Here are several of our favorites.
- Nice guys finish last? Not in Tim Sandersās world.Heās not alone, of course. The antiquated notion that says you have to be a bastard to get to the top has been rotting in the corporate landfill for a while now.Sanders, though, goes even further. Not only is it OK to be niceāit is absolutely essential.The best-selling author of Love Is The Killer App, The Likeability Factor, and Today We Are Rich (which is required reading, in my opinion) offers this straightforward message: Relationships matter.Check that. Relationships donāt simply matter; they might be the only things that matter.āYour network defines your net worth,ā Sanders said during his keynote at the 2011 CCH User Conference in San Antonio. āRelationship quality is everything.ā
- So if relationships are the only things that matter, what must we do to take advantage of that fact?Sanders offers these ideas: Donāt hire unhappy people: Your culture is at stake the minute you sit down to interview a potential employee. Too often, we focus on a prospectās skill sets. But the most important factor is not performance; itās happiness.High-performance jerks suck the life out of the office. Hire for happiness first and performance second.This is vitally important. If you hire happy people, your office will be a happy place to work. How much more pleasant, productive, and progressive will you be if your employees are happy and engaged? I donāt need to provide the answer.Smile. A smile says, āI like you. I appreciate you.ā That creates a culture of friendliness, making life at the office infinitely better.If friendliness is top priority, relevance is a not-too-distant second. Relevance is the only thing that keeps relationships going. And since relationships matter, relevance matters. You add value to your clientsā lives by being relevant.Be generous. Mentor others. Give away the stuff you know. Network relentlessly. And keep this in mind: Networking is not about you. Itās about connecting people to other people and then getting out of the way. If you do that well, it will come back to you.Be empathetic.Feel for the other person. Feelings are facts. āYou shouldnāt feel that wayā is not an appropriate response. To reach the pinnacle of relationship success, be emotionally available. Treat all feelings as facts. Listen. Respond. If you do that, youāll have become the most important person in your clientsā lives.My motherās favorite saying comes from the Disney movie āBambiā:āIf you canāt say anything nice, donāt say anything at all.āBased on what Tim Sanders tells us, I might change that to say:āIf you canāt say anything nice, youāre doomed to fail.āThatās because in todayās social world, relationships do matter. Friendliness is essential. Relevance is non-negotiable. Add value and do it nicely. Fail to do that, and you risk becoming irrelevant.Itās your choice.ALSO, Seth Godin on generosity = profits.ALSO, new Molly / nice post.
- And by the way, this isnāt just touchy-feely stuff. This is about the bottom line, too.This is Seth Godin. Seth, of course, invented the Internet ā¦ and thought of everything before anybody else ā¦ and basically is here to make us feel worthless, then kick our butts and turn us into better people. Thatās just what he does, and heās good at it.Anyway, Seth has this theory: One of the first steps in becoming indispensable to our clients is to give them stuff for free. Specifically, share what we know with them. Share our knowledge. Add value to peopleās lives. IIf we do that often enough, we build trust and respect with our audiences and expand our networks at the same time. People start to see us as leaders in our fields, and they start to turn to US when they help in our areas of expertise.In Sethās words, āGenerosity generates income.ā The more we give away, the more we stand to make in return.Itās an entirely new business model, and one thatās built for the era of social business. Our opening play is no longer, āLet me sell you something.ā Itās, āLet me solve your problem. Let me make you smarter. Let me give you something of value.ā If you do that often enough, selling stuff becomes ridiculously easy.
- This is the power of the CCH User Conference, by the way. -- Darren Rootās session āWhat it means to be a digital CPA Today.ā-- Mentioned the book āYoutility,ā by Jay Baer-- I signed up for his blog āConvince and Convertā-- Received an e-mail thanking me for signing up, and a link to download a free e-book of 21 great quotes about marketing. This was one of them.
- Never. Stop. Learning. Itās the only way to conquer change and complexity. Itās been said that the most valuable skill we can have in this ever-changing world is the ability to acquire new skills. Success is ours for the takingāwe just have to be open to learning new skills, earning new knowledge, asking, listening, absorbing.Keep your L > Cāthat is, keep your rate of learning ahead of the rate of change. Piece aā cake, right? Actually, yeah. Consider these ideas for doing it.
- My daughter Molly had one of those āwhy do I have to learn this stuff?ā episodes on the way home from school recently.Using math skills sheās learned on the way to 4th gradeāand without a hint of ironyāshe said, āI canāt believe I have to go to school for twelve more years!āPartly because parents are required to say stuff like this but mostly because I believe it, I replied, āIf you do it right, sweetheart, youāll be learning new stuff for the rest of your life.āThatās what I love about CPAsāwe get to learn for a living. Most of us struggle to carve out time to learn new stuff, but our designationāour very careersādepend on it.How cool is that?
- And yet I still hear instructors complain about folks who come to their CPE programs and hide behind newspapers or laptops for two or four or eight hours. āI donāt really want to learn anything,ā these so-called students are conveying. āJust give me my credits.āReally? In a life this short, you prefer to blow this opportunity to learn something new?Jeff Magee is a Business Learning Institute instructor and thought leader, and he spends more time thinking about personal and professional development than almost anyone I know. He said something to me recently that really struck home. Here it is:āIn todayās workplace, weāve learned that just being average is acceptable.Weāve created a society in which everybody points fingers at problems but nobody gets into the game to fix them. The worst part is that we have clients and customers who are paying us to be trusted advisors. They want us to be the plus in the conversation. How can we help someone if weāre bringing a minus to the equation?āGiven the rate of change and complexity these days, you could throw a digital dart at the MACPAās online catalog and find a relevant technical topic you need to learn. Or ditch the technical stuff and brush up on success skillsāleadership, sustainability, social media, change management, or personal growth. Thereās plenty of that to be found through the Business Learning Institute.Or forget about CPE and learn something really radical, like computer programming, or web development, or pretty much anything MIT has to offer. Even places like iTunes U, TED, and the Khan Academy offer fantastic education opportunitiesāand theyāre all free.Look, I donāt care what you do. Play guitar. Cook. Needlepoint. Map your family tree. Rewire your house. Create a blog and write a post every day. (Imagine that!) Ā Just learn something. Then learn something else. Then share it. Donāt forget about that partāshare what youāve learned with others. Help other people learn. (Using social media is a great way of doing that, by the way.)The point is this: Always be learning. Most everything else is a waste of our all-too-short lives.Ā
- So letās talk about whatās happening today that makes this conversation worth having.It all boils down to one word ā Change.Always had change, but rate of change is intense today.-- legislative / regulatory changes. Makes SOX look like a walk in the park.-- demographic shifts. 4 generations in the workplace.-- that leads to all kinds of leadership shifts and succession issues.-- biggest of all, technology shifts. Mooreās Law ā processing speeds, or overall processing power, for computers doubles every 18 months or so.-- Aspen Intitute rate of change: As it relates to science and technology, the rate of change in the next decade is likely to be 4 to 7 times faster than in the previous decade. If it is 4 times faster, it would be like planning for today in 1890. If it is 7 times faster, it would be like planning for today in 1670.
- My boss, Tom Hood, likes to put it this way:In an era of constant change, the most important skill we possess today is the ability to learn new skills.This is Tomās formula: L > C. āTo keep pace in your industry, let alone as a leader, requires your rate of LEARNING to be greater than, or equal to, the rate of change.Social media helps us do that.
- So what does all of this mean?To me, it all boils down to 3 letters ā and no, those letters arenāt āCPA.āTheyāre Q.E.D.How many math geeks do we have in the audience? Know what that stands for?Itās Latin: āQuod erat demonstrandum.ā It literally translates to āwhich was to be demonstrated.ā Itās basically a fancy way of saying that youāve solved a problem. When you get the answer, you put āQEDā at the end of the problem. My high school calculus teacher used to tell us that it stood for āQuit. Enough. Done.āYour job, CPAs, is to solve problems. Your problems. Your companyās problems. Your clientsā problems.And in an era of great change and complexity, to solve those problems, you need to look. And lead. And love. And learn.And then do it again.
- "Escape Velocity: Free Your Company's Future from the Pull of the Past," by Geoffrey Moore. He dives deeper into the notion of the "gravity of success" and looks at ways to pull free from what he calls the "gravitational pull of legacy business.""I Love You More Than My Dog," by Jeanne Bliss. Ever notice there are some companies that have fanatical followers? Trader Joe's. Harley-Davidson. Apple. Zappos. The Container Store. Wegmans. Jeanne Bliss calls them "beloved companies," and she takes a closer look at what these companies do differently to make that connection with their customers."Give and Take," by Adam Grant. Great book. Grant looks at the givers in business -- people who go out of their way to help others -- and the takers, who are in it for themselves. He wanted to know which type of person is most successful. Surprising results."Quiet: The Power of Introverts in a World that Won't Stop Talking," by Susan Cain. Who has read this book? Another great read."Flash Foresight: How to See the Invisible and Do the Impossible," by Daniel Burrus. Burrus has made a career of predicting the future of technological change, and he claims that we all can develop what he calls "flash foresight" -- a burst of insight about the future that produces a new and radically different way of doing something that will open up invisible opportunities and solve seemingly impossible problems.Ā"The Silent Language of Leaders," by Carol Kinsey Goman. This one is all about body language and what it tells our employees, clients, competitors. Body language from a business point of view. Really fascinating."The Power of Habit: Why We Do What We Do in Life and in Business," by Charles Duhigg. Looks at why we do what we do and how we can change our habits for the better."Positivity: Groundbreaking Research Reveals How to Embrace the Hidden Strength of Positive Emotions, Overcome Negativity, and Thrive," by Barbara Fredrickson: This isn't just touchy-feely stuff. There has been a significant amount of research done on the subject that proves positivity has a huge impact on how successful we can become. The 3-to-1 ratio: We need 3 truly positive experiences to overcome every negative experience.
- "Escape Velocity: Free Your Company's Future from the Pull of the Past," by Geoffrey Moore. He dives deeper into the notion of the "gravity of success" and looks at ways to pull free from what he calls the "gravitational pull of legacy business.""I Love You More Than My Dog," by Jeanne Bliss. Ever notice there are some companies that have fanatical followers? Trader Joe's. Harley-Davidson. Apple. Zappos. The Container Store. Wegmans. Jeanne Bliss calls them "beloved companies," and she takes a closer look at what these companies do differently to make that connection with their customers."Give and Take," by Adam Grant. Great book. Grant looks at the givers in business -- people who go out of their way to help others -- and the takers, who are in it for themselves. He wanted to know which type of person is most successful. Surprising results."Quiet: The Power of Introverts in a World that Won't Stop Talking," by Susan Cain. Who has read this book? Another great read."Flash Foresight: How to See the Invisible and Do the Impossible," by Daniel Burrus. Burrus has made a career of predicting the future of technological change, and he claims that we all can develop what he calls "flash foresight" -- a burst of insight about the future that produces a new and radically different way of doing something that will open up invisible opportunities and solve seemingly impossible problems.Ā"The Silent Language of Leaders," by Carol Kinsey Goman. This one is all about body language and what it tells our employees, clients, competitors. Body language from a business point of view. Really fascinating."The Power of Habit: Why We Do What We Do in Life and in Business," by Charles Duhigg. Looks at why we do what we do and how we can change our habits for the better."Positivity: Groundbreaking Research Reveals How to Embrace the Hidden Strength of Positive Emotions, Overcome Negativity, and Thrive," by Barbara Fredrickson: This isn't just touchy-feely stuff. There has been a significant amount of research done on the subject that proves positivity has a huge impact on how successful we can become. The 3-to-1 ratio: We need 3 truly positive experiences to overcome every negative experience.
- "Escape Velocity: Free Your Company's Future from the Pull of the Past," by Geoffrey Moore. He dives deeper into the notion of the "gravity of success" and looks at ways to pull free from what he calls the "gravitational pull of legacy business.""I Love You More Than My Dog," by Jeanne Bliss. Ever notice there are some companies that have fanatical followers? Trader Joe's. Harley-Davidson. Apple. Zappos. The Container Store. Wegmans. Jeanne Bliss calls them "beloved companies," and she takes a closer look at what these companies do differently to make that connection with their customers."Give and Take," by Adam Grant. Great book. Grant looks at the givers in business -- people who go out of their way to help others -- and the takers, who are in it for themselves. He wanted to know which type of person is most successful. Surprising results."Quiet: The Power of Introverts in a World that Won't Stop Talking," by Susan Cain. Who has read this book? Another great read."Flash Foresight: How to See the Invisible and Do the Impossible," by Daniel Burrus. Burrus has made a career of predicting the future of technological change, and he claims that we all can develop what he calls "flash foresight" -- a burst of insight about the future that produces a new and radically different way of doing something that will open up invisible opportunities and solve seemingly impossible problems.Ā"The Silent Language of Leaders," by Carol Kinsey Goman. This one is all about body language and what it tells our employees, clients, competitors. Body language from a business point of view. Really fascinating."The Power of Habit: Why We Do What We Do in Life and in Business," by Charles Duhigg. Looks at why we do what we do and how we can change our habits for the better."Positivity: Groundbreaking Research Reveals How to Embrace the Hidden Strength of Positive Emotions, Overcome Negativity, and Thrive," by Barbara Fredrickson: This isn't just touchy-feely stuff. There has been a significant amount of research done on the subject that proves positivity has a huge impact on how successful we can become. The 3-to-1 ratio: We need 3 truly positive experiences to overcome every negative experience.
- A great way of building up your list of followers quickly is by āpower following.ā Find an influencer in your area of expertise, and look at who he or she is following.Letās take Tom Hood as an example: