Two books I have studied this year stuck out to me yesterday after a meeting with our company leaders. One Extreme Ownership and the other Multipliers. We were discussing what it will take for 2018 to be a better year than 2017 for our market. Many different opinions were shared but the thing that stood out to me was simply we needed to multiply the abilities of each leader and help them own the success of not only their buildings, but the cluster and markets as well.
Have you ever noticed that you are most miserable in life when you are worried about yourself and personal problems? The mind is so powerful that you will literally attract more of what you focus on. When you think of all of the things that can go wrong and then allow yourself to worry and fret over these items you will find more things to worry and fret over. That which we feared most has come to pass, as they say. The opposite is also true, if you focus on what you are grateful for then you will find more things to be grateful for in life.
One way to find things in life to be grateful for is to help others. When you get involved with helping others you forget about yourself and when you are done it is easier to reflect on your problems without so much negative emotion. You are in a better state of mind and when you compare your problems to the problems of those around you it becomes much easier overcome your personal challenges. When we are taking things for granted and feel down the simple fix is to help someone else to feel up.
What does this have to do with the two books mentioned? Here are a few quotes for you to ponder and make your own connection. It will mean different things to different people and even mean different things at different times in your life.
“Implementing Extreme Ownership requires checking your ego and operating with a high degree of humility. Admitting mistakes, taking ownership, and developing a plan to overcome challenges are integral to any successful team.”
“Extreme Ownership. Leaders must own everything in their world. There is no one else to blame.”
“Leaders should never be satisfied. They must always strive to improve, and they must build that mind-set into the team. They must face the facts through a realistic, brutally honest assessment of themselves and their team’s performance. Identifying weaknesses, good leaders seek to strengthen them and come up with a plan to overcome challenges. The best teams anywhere, like the SEAL Teams, are constantly looking to improve, add capability, and push the standards higher. It starts with the individual and spreads to each of the team members until this becomes the culture, the new standard. The recognition that there are no bad teams, only bad leaders facilitates Extreme Ownership and enables leaders to build high-performance teams that dominate on any battlefield, literal or figurative.”
“any team, in any organization, all responsibility for success and failure rests with the leader. The leader must own everything in his or her world. There is no one else to blame. The leader must acknowledge mistakes and admit failures, take ownership of them, and develop a plan to win.”
“When setting expectations, no matter what has been said or written, if substandard performance is accepted and no one is held accountable—if there are no consequences—that poor performance becomes the new standard.”
“Leaders must always operate with the understanding that they are part of something greater than themselves and their own personal interests.”
“Prioritize your problems and take care of them one at a time, the highest priority first. Don’t try to do everything at once or you won’t be successful. I explained how a leader who tries to take on too many problems simultaneously will likely fail at them all.”
“You can’t make people listen to you. You can’t make them execute. That might be a temporary solution for a simple task. But to implement real change, to drive people to accomplish something truly complex or difficult or dangerous—you can’t make people do those things. You have to lead them.”
“It is better to debate a decision without settling it than settling a decision without debating it. JOSEPH JOUBERT”
“Perhaps these leaders understood that the person sitting at the apex of the intelligence hierarchy is the genius maker, not the genius.”
“THE FOUR PRACTICES OF THE TALENT MAGNET Among the Multipliers we studied in our research, we found four active practices that together catalyze and sustain this cycle of attraction. These Talent Magnets: 1) look for talent everywhere; 2) find people’s native genius; 3) utilize people at their fullest; and 4) remove the blockers.”
“Multipliers invoke each person’s unique intelligence and create an atmosphere of genius—innovation, productive effort, and collective intelligence.”
“It isn’t how much you know that matters. What matters is how much access you have to what other people know. It isn’t just how intelligent your team members are; it is how much of that intelligence you can draw out and put to use.”
“Multipliers aren’t “feel-good” managers. They look into people and find capability, and they want to access all of it. They utilize people to their fullest. They see a lot, so they expect a lot.”
“When leaders teach, they invest in their people’s ability to solve and avoid problems in the future.”
“When leaders define clear ownership and invest in others, they have sown the seeds of success and earned the right to hold people accountable.”
“The highest quality of thinking cannot emerge without learning. Learning can’t happen without mistakes.”
“Mistakes are an essential part of progress.”
“Don’t just identify the problem; find a solution.”
“The Diminisher is a Micromanager who jumps in and out. The Multiplier is an Investor who gives others ownership and full accountability.”
“Leaders rooted in the logic of multiplication believe: 1. Most people in organizations are underutilized. 2. All capability can be leveraged with the right kind of leadership. 3. Therefore, intelligence and capability can be multiplied without requiring a bigger investment.”
“changing a culture meant changing the conversation. And, to change the conversation, people would need new words, especially words about behaviors that would lead to winning results.”
“Talent Magnets remove the barriers that block the growth of intelligence in their people.”
“There are risks in every action. Every success has the seed of some failure.”
“The promise of a Multiplier is that they get twice the capacity, plus a growth dividend from their people as their genius expands under the leadership of the Multiplier.”
“If you want to build a ship, don’t drum up the men to gather wood, divide the work and give orders. Instead, teach them to yearn for the vast and endless sea. ANTOINE DE SAINT-EXUPÉRY”
Many of these quotes are powerful by themselves but if you look for the common theme you will find the answer to how 2018 can be the best year your life. #10XExtremeMultilpiers