Benjamin P. Hardy is a contributor, for Inc.com. here he asks some pertinent questions about your leadership potential. Are you unstoppable or average? Do you get derailed by prior success? Are you thinking linearly or exponentially? In short what are the things unstoppable people do compared to the rest of us; Do you do these 10 things?
1. Don’t get crushed by success.
“Success can become a catalyst for failure.” – Greg McKeown
Early mornings are often touted as the key to success–getting up at the crack of dawn is a daily habit you must cultivate to get more out of your day and maximize productivity. Here’s a refreshing alternative view written for Inc by Madeleine Dore. I feel better already!
Yet, despite our best intentions to rise early without a groan, many of us continue to reach for the snooze alarm–only to later berate ourselves for not instantly becoming morning people. When we’re told a morning routine will transform our day, will success always be outside our reach because we are late to rise?
When people hear the title of CEO, those three letters that command respect, they tend to imagine a relentless titan on a quest for entrepreneurial greatness. What comes to mind is the fiery temperament of a visionary like Steve Jobs, or the competitive drive of a leader like Travis Kalanick. Instead, they shared more traditional qualities, such as a strong sense of self-awareness, prioritization skills and, most of all, a willingness to listen and hear new ideas from their fellow leaders.
While the rich and powerful are widely regarded as ‘winners,’ long-term success comes from only strong relationships and your lasting impact.
Strength-based practice involves identifying a client’s strengths and building on them to create a reliable foundation for dealing with conflict or reaching future goals. There’s enough proof–and enough anecdotal evidence in my own life–that a strength-based approach works.
Most major nonprofits working face the challenge of having to make an impact, and scale that impact, using only scant resources. To figure out what’s working there, Bridgespan looked at 20 successful nonprofits to figure out what commonalities were allowing them to reach a combined millions in need.
Management is one of the top reasons cited for lack of engagement in the workplace, representing 70% of the variance between high and low engagement.
Many leaders can be good–but only the very select few can be great. What are the things that make truly spectacular leaders the way they are?