Introduction:

 

Chapter 1 – Strategy One: Be Authentic, It’s Easier To Remember

Review: To be a successful and effective leader of a small to midsize business you must:

  1. Be who you are and not who you think you should be.
  2. Bring your best self forward and change what is not working.
  3. Individualize and give permission for others to do the same.
  4. Update your “story”; your old one may be obsolete.

Robust actions to take:

  1. Write five adjectives/nouns that best describe the ideal CEO/leader
  2. Write five adjectives/nouns that best describe you (negative and positive) as a CEO/leader
  3. What are the similarities and what are the differences?
  4. If there are differences, what do you need to let go of and/or access to be in more alignment with the ideal CEO/leader?
  5. What are some of your behaviors that get in your way of leading your business?
  6. What price are you paying for continuing those behaviors?
  7. What are you willing to do about this?
  8. What is your greatest fear of revealing who you really are to others?
  9. What prices are you paying by withholding yourself?
  10. What is one action you can take to bring more of yourself to your employees and organization?
  11. What is your story?
  12. Is it still serving you well or is it worn out?
  13. If worn out, what is the story you would like others to tell about you?
  14. What is one action you can immediately take to move towards that story?

 

Chapter 2 – Strategy Two: Take Care of Yourself First, Then Others

 

Steps to be Successful in Business and Life

Step 1: You have great clarity about what you want to do in your life. Low-performance people use confusion as a strategy for staying stuck.

Step 2: You have the ability to sense the future and move toward your fresh pictures, thoughts, and emotions. Low-performance people focus on the past, allowing outdated pictures, thoughts, and emotions to determine their future.

Step 3: Your inner dialogue is positive about yourself and about life in general. Low-performance people have a negative inner dialogue about themselves and life.

Step 4: Your emotions are positive regarding your future and yourself. Low-performance people’s emotions are negative.

Step 5: You embrace a high degree of accountability and self-efficacy. Low-performance people embrace a high degree of subordination and helplessness.

Step 6: You are real about your life. Low-performance people are in denial and fantasy.

Step 7: You work diligently and with intelligence. You pay the price through sacrifice, delaying gratification, and doing whatever it morally takes to get the job done.

Review: To be a successful and effective leader of a small to midsize business you must:

  1. Take the garbage out daily.
  2. Be selfish and avoid the “what if?”
  3. Master the balancing act
  4. Stretch and go beyond comfort

Robust actions to take:

  1. For one workweek journal all of the activities that you are involved in on a daily basis. Do not censor, and please include everything whether it seems stressful or not. Rate each activity on a scale of 1 to 5 with 1 being the least stressful and 5 being the most stressful. Pay special attention to the 5’s. Identify what you are doing on a daily basis to relieve the stress, and if there is not an activity, choose one that allows you to drain the accumulated tension from your system.
  2. Write down what you have done for yourself in the last six months that was just for you. If the list is short or nonexistent, decide right now to declare something. Approach this activity as if it really mattered and with the same robust passion and interest that you do when taking care of others. This is a non-negotiable contract with you. Make a commitment to honor it no matter what.
  3. Declare one goal in each of the following categories that you will achieve in the next 12 months.
  1. Identify and commit to unreasonably reset yourself in all areas of your life. Examine where you have fallen asleep and give yourself a wake-up call. 911. You deserve it, the people in your life deserve it, and I guarantee that once you become fully awake again your life will dramatically change for the better.

 

Chapter 3 – Strategy Three: Lead the Organization, Let Others Manage It

Review: To be a successful and effective leader of a small to midsize business you must:

  1. Inspire, influence, and transform your people.
  2. Set the corporate compass with your vision.
  3. Be decisive.
  4. Drive the business with your principles.
  5. Delegate, then get busy doing what you are paid to do.

Robust actions to take:

  1. Who in your organization do you need to spend more shoulder to shoulder time with developing their skills, behaviors, and leadership abilities?
  2. When are you going to start your monthly one-to-ones with your direct reports?
  3. Define your vision for your organization.
  4. What decisions are you procrastinating on making?
  5. What explicit principles do you want to make visible to your organization?
  6. What tasks and responsibilities are you willing to delegate to another person in the organization?

 

Chapter 4 – Strategy Four: Value Resiliency Over Brilliancy

Review: To be a successful and effective leader of a small to midsize business you must:

  1. Get over whatever “it” is fast.
  2. Understand that resiliency is your differentiator. Leverage it.
  3. Download resilience into your organization.
  4. Make your personal resiliency unmistakably visible.
  5. Create a strong support group around you.
  6. Be willing to do something different.
  7. Throw intelligent and appropriate resources at the obstacle.

Robust actions to take:

  1. Currently what is the most challenging “it” in your business?
  2. What are you doing about it?
  3. If you were to create an advisory group, how would you use them?
  4. Who specifically would you choose?
  5. What is your plan to create resiliency in your company?

 

Chapter 5 – Strategy Five: It’s All About the People

Review: To be a successful and effective leader of a small to midsize business you must:

  1. Understand that consistent, extraordinary results are created by extraordinary people.
  2. Make it the priority to proactively recruit, hire, train, and retain extraordinary talent.
  3. Get rid of deadwood now.
  4. “Show and tell” them that you care.

Robust actions to take:

  1. What are you going to do to raise the level of talent in your organization?
  2. What do you need to do to be more proactive in recruiting, hiring, training, and retaining extraordinary talent?
  3. What do you need to do to extricate the deadwood in your organization?
  4. What are you going to do to express the care that you have for your employees?

 

Chapter 6 – Strategy Six: Understanding Your Numbers is Not an Option

Review: To be a successful and effective leader of a small to midsize business you must:

  1. Make money and get everyone’s attention.
  2. Pound your financial stakes in terra firma.
  3. Create your box score.
  4. Do not fly blind.
  5. Insist upon financial literacy.

Robust actions to take:

  1. Identify your financial stakes for your organization.
  2. Determine the financial indicators in your corporate box score.
  3. Select the financial reports that you need. When do you need them? In what form? Who should provide them to you?
  4. State how you are going to communicate your financials to your organization. Identify what is going to be communicated.

 

Chapter 7 – Strategy Seven: Set Your Plan in Motion With One Hand on the Reverse Gear

Review: To be a successful and effective leader of a small to midsize business you must:

  1. Keep constant vigilance
  2. Hire and train strategic thinkers
  3. Satisfy those needs profitably
  4. Monitor your competition
  5. Keep your competitive advantage appropriate

Robust actions to take:

  1. What are you trying to accomplish in your business?
  2. Why are you trying to accomplish this?
  3. When do you want this completed?
  4. How are you going to do this?
  5. Where is this all going to take place?
  6. Who is going to do the work?
  7. Who is your most feared competitor?
  8. What is your competitive edge that defines why you are the first choice of customers?