Review: Living Forward by Michael Hyatt and Daniel Harkavy

Most people don’t plan their lives, write Michael Hyatt and Daniel Harkavy, authors of Living Forward: A Proven Plan to Stop Drifting and Get the Life You Want. Instead, people drift through the years, going where circumstances take them rather than taking control.

Living Forward offers a game plan for taking control through a tool call a “Life Plan,” which, as the authors explain, will answer three vital questions.

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Whenever you make a plan, you must begin with the destination. Only by knowing where you are going can you figure out how you can best get there. For the authors, the destination of a life is one’s legacy. Thus, the first question a Life Plan answers is

How do I want to be remembered? The best way to identify your desired legacy, according to the authors, is to write your own eulogy. This rather impertinent process forces you to think about what you would like others to say about you at your funeral.

The first step, of course, is to understand who those others will be. Writing your eulogy, the authors explain, begins with identifying all of your key relationships, either by individual name or by group (e.g., my peers in the company). You then describe how you want to be remembered by each group.

Most of us live extremely busy lives. However, the authors note, a busy life is not a sign of success if you are not busy doing the right things: the things that are most important to you. The second question answered by the life plan is about priorities:

What matters most to me? To help readers determine their priorities, the authors offer a tool based on what they call Life Accounts. The term is chosen for its connotation of bank accounts — that is, accounts that either have a growing balance, consistent balance or declining balance. Grouped in three concentric circles around the YOU at the center, the first three Life Accounts — spiritual, intellectual and physical — involve your relationships with yourself. The second concentric circle of three Life Accounts — marital, social and parental — involves your relationships with others. Finally, the outermost concentric circle of three Life Accounts — vocational (your job), avocational (your hobbies) and financial — concerns your output.

These are prototypical Life Accounts, but the authors emphasize that people may have different accounts and even a different number of accounts. Every individual must determine what is most important to them and, thus, create their own Life Accounts. Whatever the specific accounts may be, “the goal is to have a positive balance in each of your Life Accounts,” the authors write.

The authors cite two criteria that for them are the essential components of a positive balance in a Life Account…..(click here to continue reading)

 

Discover the 12 Levers of Success

Primary GreatnessFrom Stephen R. Covey — the late, legendary author of The 7 Habits of Highly Effective People — a new set of rules for achieving a happy and fulfilling life of primary greatness. Many of us are hurting. We have chronic problems, dissatisfactions and disappointments. The idea of living a “great life” seems a distant dream.Too often, however, we have the wrong idea of what a great life is. Stephen R. Covey believed there were only two ways to live: a life of primary greatness or a life of secondary greatness. Through his classic books and seminars, he taught that the intrinsic rewards of primary greatness — integrity, responsibility and meaningful contribution — far outweigh the superficial rewards of secondary greatness — money, popularity and the self-absorbed, pleasure-ridden life that some people consider “success.”

In Primary Greatness, a posthumous work, Covey lays out the 12 levers of success that will lead to a life of primary greatness: Integrity, Contribution, Priority, Sacrifice, Service, Responsibility, Loyalty, Reciprocity, Diversity, Learning, Teaching and Renewal. For the first time, Covey defines each of these 12 qualities and how they provide the leverage to make your daily life truly “great.”

IN THIS SUMMARY, YOU WILL LEARN:
• The key differences between primary and secondary greatness.
• Why principles ultimately govern values.
• The four human endowments that help us align ourselves to principles.
• The most important features of the 12 key principles, or levers.

Join us for our next Soundview Live webinar!

Critical Conversations: Ensuring Success without Sacrificing Sanity
Date: Wednesday, April 27th
Time: 12:00 PM ET
Speaker: Cornelia Gamlem & Barbara Mitchell
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Click here to register!

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In this Soundview Live webinar, Critical Conversations: Ensuring Success without Sacrificing Sanity, Barbara Mitchell and Cornelia Gamlem will offer guidance to employees, managers at all levels, and business owners communicate effectively to achieve a tension-free workplace.

What You’ll Learn:

  • Set and manage expectations
  • Identify changes in the workplace and the workforce
  • Create more options to solve conflicts
  • Recognize your personal conflict style, and why it is important
  • Effectively handle disruptive behavior

Guest Blog, Part II: Specific Secrets that Prevent Leaders from Success

Webinar: How to Win Big in Business and in LifePart II of AmyK Hutchens’ guest blog on the specific secrets that prevent leaders from achieving greater success faster.

Don’t forget to sign up for AmyK’s webinar:
How to Win Big in Business and in Life
Date: Thursday, February 4, 2016
Time: 12:00 PM

 

(Continuation of Part I)

  1. Likeability Malady Leaders do not wake up and consciously think, “What can I do today to get my followers to like me?” However, they often avoid conflict by choosing harmony over discord and choosing likeability over criticism.

When leaders focus on being liked, they unconsciously attempt to please the people they’re leading, and people-pleasing can lead to a lack of clarity, integrity and truth about what they stand for, where they’re going and why. People-pleasing alienates followers and fractures the group, reaping the exact opposite of what they were trying to do – gather people together for a common cause, a common goal, a common destination. When leaders focus too much on being liked, they lose the courage to say what needs to be said or do what needs to done. This lack of courage generates missed opportunities and yields diluted results.

Focusing on leading does not require leaders to abandon kindness. Behaving in a likeable manner, showing mercy, offering forgiveness, and demonstrating self-respect conveys leadership and yields results—a bonus, ironic byproduct is that others followers often like leaders more when they’re focused on leading instead of worrying about likeability. Instead of trying to be everything to all people, leaders need to be themselves in order to maintain integrity in their words and actions. Those that follow them will do so because they believe in the authenticity of the leader and his or her ultimate mission.

  1. Comparison Condition is one of the worst forms of self-abuse. Many leaders are so busy comparing themselves to other businesses and/or other leaders, living in a world of “should haves” and “should bes,” that they lose focus on their own path to success. When leaders compare themselves to everything and everyone, they end up taking detours, trying out other peoples’ paths. They dilute their talent and ultimately lose their mojo. When leaders lose their sense of self, when they drift too far, they often burn out and lose their followers. Staying on their own path is integral to focus, productivity, performance and results. It’s hard to charge full-steam ahead when you’re always looking sideways.

 

When leaders are willing to expose the secrets they keep – even if only to themselves, and work through them – they can positively and exponentially transform their business success. Often times, leaders say they pay a high price to chart a new course. The price leaders pay is a direct reflection of the secrets they keep.

 

AmyK Hutchens is the Founder of AmyK Inc., a firm specializing in leadership, innovation and sales Think Tanks. Recently awarded International Speaker of the Year by Vistage UK (World’s leading CEO membership organization), and the author of the Amazon bestseller, The Secrets Leaders Keep, AmyK is a catalyst for igniting brilliance in leaders. More than 40,000 executives in over nine countries have benefited from her keen insight and intuitive understanding of the issues leaders face. Learn even more at www.amyk.com. Follow AmyK on Twitter at @AmyKInc.

 

Master Personal Transformation, Seize Opportunity and Thrive in the Era of Endless Innovation

In Disrupt You!, Jay Samit, a digital-media expert who has launched, grown and sold startups and Fortune 500 companies alike, describes the unique method he has used to invent new markets and expand established businesses. He reveals how specific strategies that help companies flourish can be applied at an individual level to help anyone achieve success and lasting prosperity –– without needing to raise funds from outside investors. Incorporating stories and anecdotes from innovators and disruptive businesses, Samit shows…

 

Click here to read the rest of this summary or become a Soundview subscriber today to take advantage of thousands of useful summaries, interactive webinars and more!

Develop the Resilience You Need to Succeed

Professional athletes, surgeons, first responders –– all perform remarkable feats in the face of intense stress. Why do they thrive under pressure, while others succumb? What separates the two is attitude. Resilient people meet adversity head-on and bounce back from setbacks. They seem to naturally exude an inner strength –– but studies show that resilience is something that anyone can build.

Analyzing the heroic exploits of U.S. Navy Seals and others who succeed against all odds, Stronger identifies five factors that combine to unlock deep reserves of personal power: active optimism –– believe that you can change things for the better; decisive action –– you can’t succeed if you don’t take the leap; moral compass –– face any challenge with clear guiding principles; relentless tenacity –– try, try again; interpersonal support –– gain strength from those around you.

Drawing on the unique perspective of a standout team of authors (a stress-management expert, a skilled entrepreneur and a Navy SEAL), Stronger explores the science behind resilience and explains how you can develop this vital trait for yourself. Whatever your profession, today’s demanding world calls for a special kind of strength. Stronger holds the key.

In this summary, you will learn:

  • The five sequential factors of personal resilience.
  • The difference between active and passive optimism.
  • The elements of a strong moral compass.
  • How to be tenacious and gain support for your efforts.
  • Frameworks and prescriptions for practicing the factors of personal resilience.

The complete summary is waiting for you in your Soundview Library.

 

Not a subscriber to Soundview Executive Book Summaries? Click here to purchase the full summary, or sign up for a subscription here.

 

November Best Business Books

Our November issue of Soundview Executive Book Summaries includes summaries of three great titles. These three books provide guidelines to help you improve yourself and your company across the areas of innovation, design thinking and informal teams.

thefourlensesofinnovation

The Four Lenses of Innovation

A Power Tool for Creative Thinking

by Rowan Gibson

Rowan Gibson presents an innovation methodology for systematically stretching your thinking, discovering inspiring new insights and producing a portfolio of high-quality ideas and radically new growth opportunities. You will learn how to reverse-engineer creative genius and make radical business innovation an everyday reality using four key business perspectives.
theachievementhabit

The Achievement Habit

Stop Wishing, Start Doing and Take Command of Your Life

by Bernard Roth

Bernie Roth, co-founder of the Stanford d.school, offers a guide for harnessing the power of design thinking to help meet life’s challenges and fulfill goals. Behaviors and relationships can be transformed as you become more effective at solving problems, more focused on things that matter, and more satisfied with life. Achievement is like a muscle; learn how to flex it.

teamgenius

Team Genius

The New Science of High-Performing Organizations

by Michael Malone & Rich Karlgaard

Rich Karlgaard and Michael S. Malone focus on the critical role of Informal teams within the core of successful companies. Combining best practices and the latest in scientific research, the authors show how to build the dynamic, robust and great teams leaders need in order to compete in today’s world.

If you’re a Soundview subscriber, check out your new titles in your online library today. And if not, click on a title to purchase it; or perhaps now is the time to Subscribe and get these great titles and much more to strengthen your business skills.

5 Steps to Transform Your Team’s Passion into Execution of Your Strategy

This blog was first published by Daniel Prosser on www.danprosser.com.

Every company leader wants to feel they’ve done everything possible to fulfill on their strategy every year. Leading studies show that while as many as 95% of companies have done the planning and created a cogent business plan or strategy, at least 87% of those companies won’t follow through and meet those goals this year, next year, or any year. And furthermore, it’s not the strategy that is usually at fault.

Keep this up every year and it won’t help that people, more likely your very best people, will ultimately begin leaving to find a better place to employ their talents. After all if you worked hard (and I think you are) to make a difference and it’s not working, what would you choose to do? It only makes sense.

You can do something about this in your company even if you don’t have all the right people on the bus just yet. Companies that have changed their thinking have put their companies on a course for actual 2 – 3X expansion of their current bottom-line performance. This is especially common among those companies known as ‘Best Places To Work’.

This is not fantasy thinking. Any company can do this. The difference between those companies who do it and those that don’t is those who do are willing to first uncover and confront what’s in the way, and then give up their current system of limited and limiting thinking. Gallup found that companies that do change their thinking see an average of 2.6 times more growth in earnings, 12% higher customer advocacy, 18% higher productivity, and 12% higher profitability. Every bit of those improvements wind up on the bottom line.

“Almost every significant breakthrough has been the result of a courageous break with traditional ways of thinking” – Stephen R. Covey

The companies who produce these kinds of results have first identified what is standing in the way of their forward progress and then – they shift their current thinking, they unhook their current model; they shift their current paradigms. They literally go to work to transform the way they are ‘being’ versus concentrating on what they are ‘doing’ as a company, by adopting a new system in which they’ve literally risked their present ways of thinking to build a more powerful and profitable future.

What exactly did they shift?

  1. An Awareness of the conversations and beliefs that undermine and sabotage future performance and a new Awareness of what is truly possible once that truth has been told.
  2. An enduring vision of the future that puts everyone on the exact same page; a future that empowers people, can’t be forgotten, and won’t disappear or go out of existence.
  3. A strategy that eliminates the need for survival tactics and empowers employees and other stakeholders to take responsibility for causing breakthrough results.
  4. A future-focused culture that gets the constraints left by past performance out of the way of having what you say you want and create the connections people need with each other and to the activities (roles/goals/responsibilities) that are consistent with the vision.
  5. An accountability system that gives people back their power to produce ‘real measurable results’ using a new structure to support what the organization is committed to.

The challenge in shifting to a future based company is to maintain accelerated forward progress. To do this the leadership have to give something up. They need to give up being right and believing they have all the answers.

Once they set their egos aside and are promoting a more relational culture, they can then stop managing people and start managing the promises people make as they establish effective accountability and become more effective at managing promises that close the gaps between what is possible and current performance.

To learn more about the conversations that can move a company into the top 13%, register for our Soundview Live webinar with Daniel Prosser: Become One of the 13% That Successfully Execute Their Strategy.

More of the Best Business Books of 2015

Leading a business is difficult. We’re in an era when technological breakthroughs are changing whole markets overnight, and where the expectations of employees are much different than in past decades.

Our summaries for this month speak to the challenges of leading in this ever-changing environment.

thehighspeedcompany

The High-Speed Company

Creating Urgency and Growth in a Nanosecond Culture

by Jason Jennings & Laurence Haughton

Jason Jennings shares strategies and practices demonstrated by businesses with proven records of creating cultures with strong purpose, trust and follow-through. Jennings details the key traits of these high-speed companies and how they outperform others, ultimately showing how to build and sustain one of your own.

makeitmatter2

Make It Matter

How Managers Can Motivate by Creating Meaning

by Scott Mautz

Scott Mautz reveals that fostering meaning at work by giving workers a greater sense of significance is the key to motivation and engagement. By making work matter, people become more committed to their jobs, which positively influences productivity, products and personal satisfaction. Mautz offers tools and plans to create meaning in and at work.

thehardthing

The Hard Thing About Hard Things

Building a Business When There Are No Easy Answers

by Ben Horowitz

Ben Horowitz tells it straight as he shares insights gained from developing, managing, selling, buying investing in and supervising technology companies. He offers techniques for navigating the struggle of being a leader and explains why you should take care of the people, the products and the profits, in that order.

If you’re a Soundview subscriber, check out your new titles in your online library today. And if not, click on a title to purchase it; or perhaps now is the time to Subscribe and get these great titles and much more to strengthen your leader skills.

 

 

 

 

Creating Behavior That Lasts –– Becoming the Person You Want to Be

Triggers2

Do you ever find that you are not the patient, compassionate problem solver you believe yourself to be? Are you surprised at how irritated or flustered the normally unflappable you becomes in the presence of a specific colleague at work? Have you ever felt your temper accelerate from zero to sixty when another driver cuts you off in traffic?

As Marshall Goldsmith points out in Triggers, our reactions don’t occur in a vacuum. They are usually the result of unappreciated triggers in our environment — the people and situations that lure us into behaving in a manner diametrically opposed to the colleague, partner, parent or friend we imagine ourselves to be. So often, the environment seems to be outside our control.

Even if that is true, as Goldsmith points out, we have a choice in how we respond. In Triggers, Goldsmith shows how we can overcome the trigger points in our lives and enact meaningful and lasting change. Goldsmith offers a simple “magic bullet” solution in the form of daily self-monitoring, hinging around what he calls “active” questions, six “engaging questions” that can help us take responsibility for our efforts to improve and help us recognize when we fall short.

With these and other strategies, Triggers can help us to achieve change in our lives, make it stick and become the person we want to be.

IN THIS SUMMARY, YOU WILL LEARN:

• The most common belief triggers that keep us from changing.

• To identify your triggers and use active questions to counter them.

• The power of the environment to influence behavior and the importance of structure to change behavior.

• Why a “good enough” attitude can harm interpersonal relationships.

Not a Soundview Executive Book Summaries subscriber? Then click on the title to purchase and download it right now to begin learning these critical business skills.