Monday Mornings with Madison

Yearly Archives:
2013

Perspiration: The Role of Hard Work in Success

Over the last two weeks we looked at the role of motivation and inspiration in success. Most people who are successful have both internal sources of motivation and external sources of inspiration. Combined, they provide a great deal of the impetus that makes things happen. But the truth is that even the most successful, driven people have times when there are neither motivated nor inspired. At those times, the job still has to get done.

When motivation and inspiration both run out, that is when it is time to rely on the good, old-fashioned work ethic. The most successful people know that there is no substitute for hard work. Long after bursts of motivation run dry and sparks of inspiration fizzle out, perspiration – rolling up the sleeves and putting the nose to the grindstone — is what carries the day. Forget the adage about ‘working smarter, not harder.’ At the end of the day, evidence shows that what is often needed most is just simple hard work. Here’s why. Continue reading

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Motivation and Inspiration: Two Key Ingredients for Success

Speak to anyone involved in doing something creative for a living, and you are bound to hear a lot about inspiration. Artists. Musicians. Entrepreneurs. Writers. Actors. Inventors. Photographers. Architects. Most will reference muses or sources of inspiration. For some, it is divine inspiration. For others, inspiration comes from nature… the light, the ocean, mountains, or sky. Still others are inspired by people and their stories… a muse or coach. Inspiration is the stimulation from an outside source that spurs a person to special or unusual activity or creativity. But since inspiration comes from outside, it is often out of one’s control. For some, inspiration is like lightning… it strikes and then is gone.
So how does one ‘find’ inspiration? If it is an external source, is it possible to seek inspiration? And can someone set out to inspire another? Is inspiration completely spontaneous, or is it something that can be attained, given or harnessed? Continue reading

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Motivation and Inspiration: Two Key Ingredients for Success

Much has been written about both motivation and inspiration. People often use the words ‘motivated’ and ‘inspired’ interchangeably. Yet, the two words are actually not synonymous.
Motivation is when an individual brings his/her own impetus to a job, task or action. According to Websters, it is defined as “the force that drives an organism to act towards a desired goal and elicits, controls, and sustains goal-directed behaviors.” Motivation is rooted in a basic impulse to optimize well-being, minimize physical pain and maximize pleasure. For example, when a person is motivated to do a job well, there is an internal force compelling him/her to optimize their own well-being. What triggers the motivation might be an internal value such as wanting to do a job well or desiring to overcome a challenge, or the trigger may be an external factor such as getting recognition, be promoted, get a raise or earn a bonus. But regardless of whether the trigger comes from within or outside, the motivation to act is a personal force.
Inspiration, on the other hand, is not an internal, personal force. It is a stimulation from an outside source that spurs a person to special or unusual activity or creativity. Inspiration can come from another person that acts like a muse or coach. There is also divine inspiration; a spiritual push or rousing that compels or prompts a person to act.
Although they might lead to the same outcome, what differentiates them has to do with the source. Motivation – even when linked to external forces – ultimately comes from within whereas inspiration comes from outside. Motivation is a personal responsibility while inspiration is the responsibility of others. Let’s start with our own behavior. How does one motivate oneself? Continue reading

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Recommendations: To Give Or Not To Give

It used to be that letters of recommendation were typically requested only by employees from bosses and from teachers by graduating seniors trying to gain admission to college. Social media has changed all that. Today, anyone can give anyone else a recommendation and many do. Coworker to coworker. Boss to employee. Employee to Boss. Vendor to Customer. Customer to Vendor. Manager to another Manager. Teacher to University. University to Employer. Recommendations are everywhere (mostly because of the amazing power of a third-party endorsement). Indeed, LinkedIn recently added a new tool for recommendations. Besides allowing one person to post a written recommendation for another person, now LI also allows one person to endorse the specific skills of another person. This can be invaluable for someone presenting him or herself as an ‘authority’ in a particular topic or area.

Last week, we considered how to go about asking for a recommendation. However, the flip side of the coin is that there many issues to consider when giving a recommendation. Should you give a recommendation to anyone who asks? What if the person requesting one really doesn’t deserve it? For instance, what if the person requesting a recommendation is a nice person but has really bad work habits? And what about the number of recommendations requested? For the top leaders of companies and managers of big departments, giving one person a recommendation on LinkedIn might lead 50 others to ask as well. What is the protocol for deciding when and how to give recommendations? To give or not to give recommendations, that is the question. Continue reading

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Getting Recommendations

It’s been said that past performance is often the best predictor of future behavior. Show me an employee who has a solid work history — effective, efficient and reliable in past jobs — and I’ll show you an employee that will probably be effective, efficient and reliable in her next job (assuming she is doing the same type of work). On the other hand, show me an employee who has changed jobs often, was regularly late for work and produced subpar work in his last three positions and I will show you a person who will likely be tardy and ineffective in his next job until he changes jobs again, which is likely to happen quickly.

That is why letters of recommendation are so valuable. A letter of recommendation from a former boss, coworker or subordinate can speak volumes about how a person’s skills, talents and training translate into the real world. A professionally-written resume might omit facts, exaggerate abilities, and even fabricate information, but a recommendation gives an employer a glimpse of how a potential candidate has actually performed in the past. A recommendation can provide insights into a person’s work habits, interpersonal skills and intangible qualities that no resume, cover letter or job interview can reveal. Likewise, a lack of recommendations or lukewarm recommendations can speak volumes too. For professionals who are offering a service – such as attorneys, accountants, bankers and Realtors — customer recommendations speak volumes about that individual’s ability to deliver results in a positive manner. Given the value of a good recommendation, it is important for most people to have strong recommendations. Yet, when it comes to getting recommendations, there is a lot of uncertainty. When it comes to asking for recommendations, what is the protocol? Continue reading

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Super Salesmanship

The leadership at every company wishes every employee who interacts with customers was a ‘super salesperson’. Imagine what a company could achieve if all of its employees – that includes anyone dealing with potential customers – did everything possible to convert each potential customer into an actual customer. That is surely every Sales Manager’s dream… or perhaps, they might say, fantasy. Most Sales Directors would likely say “It is easier said than done to make all employees into super salespeople.” After all, there are millions of books, videos, articles, blog posts and consultants touting the best guidance on how to improve sales. If improving sales was easy or if there was a perfect proven formula, there would be no need for so much advice.

Yet, it may be that the best strategies to supersize sales for any company can be found within the company. That is often what managers and leaders find when they step back and observe their own company employees in action. Instead of looking outside to gurus and experts, the best sales ideas often bubble up from within. How might a company begin to identify super sales ideas within their own organization? And how can a company then leverage those ideas to improve sales across the board? Here’s how.
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The Amazing Power of Habits – Part 3

For the last two weeks, we’ve been considering the power of habits. We learned that habits reside in the basal ganglia within the brain and that habits are separate and independent from memory and learning. We discovered that nearly half of all our daily behavior and decisions are actually driven by habits rather than conscious, deliberate thought. Once habits are formed, they become more formidable in controlling behavior as they become ever more entrenched in our brain’s neural pathways. Breaking bad habits, therefore, can be a challenge… although not impossible. The key is to change or remove the cues triggering the habit or the rewards reinforcing it. Even so, breaking a bad habit requires a lot of deliberate thought.

Scientists have discovered that one of the best ways to break a bad habit is to simply replace it with a new good habit. Actually one habit doesn’t so much replace another. Rather, one habit fades while another is reinforced. So, instead of expending a lot of money, energy and time breaking bad habits, most people are better off establishing and reinforcing good habits. Over time, the new good habits will become entrenched in the brain’s neural pathways while old habits fade (through lack of use and reinforcement) even though they can still be triggered by old cues. When harnessed for good, habits can be incredibly productive and positive. Here are 11 tips to help establish new good habits. Continue reading

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The Amazing Power of Habits – Part 2

At the end of each year, many people prepare a list of “Resolutions.” Exercise more. Eat healthier. Put more into savings. Quit smoking. Get organized. Lose weight. Get regular medical and dental care. Gyms sign up tons of new members. Enrollment in weight loss programs swells. Office and organizational supply stores sell more tools and supplies. Intentions are good. Willpower is focused. And yet, despite the best of intentions, most people are unable to keep their ‘resolutions’ for more than a week or two.

Practically speaking, the average list of ‘Resolutions’ is little more than a list of bad habits people want to break and a list of good habits people want to start. Yet, most bad habits persist while good ones languish. Resolutions get recycled year after year. That is because most people don’t understand how habits work so they aren’t able to intentionally stop bad habits or start good ones, even though new habits are continually being formed and old ones discarded unintentionally. Why is it people can’t break or start habits at will, but somehow manage to break and start habits without trying all the time? Is it even possible to control habits? The answer is yes. It starts by understanding why habits are necessary and how habits work.
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The Amazing Power of Habits – Part 1

Have you ever driven home from work and then realized when you got home that you had no recollection of doing it? Or you got up in the morning and did your morning routine (brush teeth, shave, groom hair, shower and dress, make bed, etc.) but could not remember actually performing some or any of the tasks. It was as if you were on auto-pilot. In a sense, you were. But instead of drawing on information from your memory bank, you were drawing information from a different, deeper part of the brain that doesn’t involve either learning or memory. You were performing a habit.

Until recently, most scholars believed that learning, memory, and habits were all inextricably connected. A person learns how to do something, remembers doing it and then, through repetition over time, becomes habit…. a recurrent, often unconscious pattern of behavior acquired through frequent repetition. Based on this, it stands to reason that without the ability to learn and remember, a person could not form new habits or perform existing habits. But research has proven that that is actually not true. The latest brain research is revealing that learning, memory and habits all ‘live’ in different parts of the brain and are not actually connected. A person can form and perform a new habit even if the person has no ability to learn or remember new information. And research has found that habits are more powerful and persistent in controlling individual behavior than conscious thought. This can be invaluable to business. Continue reading

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