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Put Yourself Out There

by Guy Gage

People get up every morning wishing their lives were easier, more interesting, or more fulfilling. Where they are it isn’t enough for them. They want more. This is normal and understandable. The only problem is that they will wake up tomorrow wishing the same thing, having done nothing different the day before to make their wish come true.

The same goes with you. You want to develop your career. Maybe become nationally known in your profession, have clients that are larger than any in the firm, or desire to expand your practice beyond your current region. But you’re reluctant to really step out. Let’s face it—it’s easier to stay the same than to try something new. But staying the same is unlike you, because you’ve tried new things throughout your career.

If you never tried anything new,

  • you wouldn’t have conducted your first significant client meeting by yourself
  • you wouldn’t have had your first difficult conversation with a staff member.
  • you wouldn’t have looked a prospect in the eye and asked for their business.
  • you wouldn’t have made an authoritative announcement from a leadership position.
  • you wouldn’t have stated with confidence a technical pronouncement that may not be clearly defined yet.

You must continue to put yourself out there. That’s how you gain experience. That’s how you grow. But you’re afraid…

Will I look stupid?

Will I be able to answer the hard questions?

Will I be good enough?

If you’re reading this and you think it doesn’t apply to you, what does that tell you? It means you are living safely within the confines of your small, stable world, doing what you’ve always done. You need to explore what is beyond those confining boundaries in order to expand your experience and grow as a professional. Yes, I’m suggesting you put yourself out there…this week.

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The Power of Fun

by Guy Gage

Whenever I come across professionals who are grousing around, I’m known to ask if they like what they do. Of course, they go through their litany of reasons why they shouldn’t, but will eventually acknowledge that they do. In the moment, they just forgot and allow the grind to overtake them.

Liking what you do should be fun. Otherwise, you just have a job that makes it hard to get out of bed and quitting time can’t come soon enough. Here are three things you need to know about having fun.

First, fun doesn’t mean play. Fun doesn’t mean frivolous. Fun doesn’t mean unimportant. It DOES mean that the activity is important enough that you’re going to bring a perspective of fun to it. Otherwise, why bother?

Second, you need to know what the research says. Having fun:

reduces stress and tension so you can think more creatively and analytically

reminds you that your work is meaningful and worth the effort

puts you in a good mood

makes you more productive

Third, you need to know that fun doesn’t just happen. If you wait for your work to be magically entertaining, it’s no wonder you don’t enjoy what you’re doing. Fun isn’t a residue of your work; it’s how you approach your work. You have to put yourself in a proper frame of mind FIRST, not wait until something happens to jar you into experiencing fun.

You can’t blame your misery on your schedule, the volume of work, your clients, colleagues or technology. Instead of reminding yourself of all the reasons why you shouldn’t be having fun, remember that what you do really matters to others, that they appreciate the value you bring, and that you enjoy serving—ALL FUN!

If you remember to have fun, you WILL have a Great Week. So smile, enjoy and serve!

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Don’t Lose Your Momentum

by Guy Gage

In my wayward youthfulness, I had, on occasion, run out of gas and had to push my ride to a safer place off the road. You’d think I’d learn after the first time, but I was invincible…before I realized I wasn’t.

But I did learn something. Once I got my car moving by pushing, I didn’t want to let up because it was easier to shove a moving car than to let it slow down and have to expend the energy to get it moving again. Something about inertia, a body at rest, etc.

This lesson applies to you also. Not only when you run out of gas, but with your initiatives, large and small. You just can’t let things drag on. The first step is important, but isn’t enough.

If you’re like most, you have an initial burst of energy to get into something and experience a sense of accomplishment for having started it. That feeling of well-being sets in and you ease up. Whatever momentum you gained is now lost.

It feels like procrastination, but it’s really lost momentum. To others, it looks even worse:

  •  You don’t care
  • It’s not  that important
  • You forgot about it
  • You can’t keep up
  • It’s more than you can handle

The flip side is also true. By getting momentum and continuing with immediacy and persistence, you separate yourself from others.

When clients get it, they experience your responsiveness.

When people in your firm get it, they experience your leadership.

When prospects get it, they experience your desire.

When people in the community get it, they experience your commitment.

There are always reasons to let something go dormant, like other priorities and crises. You have to refuse to allow everything else go dormant.  It’s too hard to get it started again.

This week, stay strong and keep your momentum. Life will be better if you do.

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The “It” That Matters

by Guy Gage

One of the difficult transitions professionals must make when they become partner is how to think and act like partners. Some seasoned partners express concern that new partners just don’t have it…whatever the “it” is. When I ask for a further explanation of what they mean, they really struggle with defining what’s missing. They just know “it” isn’t there. This is disappointing for the seasoned partners and discouraging for the new ones.

Here’s the problem. Up to this point, managers have established their sense of authority based on their technical competence and serving clients, being rewarded by compensation and promotion.  However, when filling a partner role, these alone are insufficient. Partners must gain respect and status based on something more—referred to as executive presence.

For the past decade or so, the leadership literature has emphasized the importance of how executives present themselves. When you observe those who exhibit executive presence, you notice that they possess the ability to be acknowledged and listened to by others. It’s the old EF Hutton effect (if you’re too young, google it).

Developing executive presence is a long process of adjusting your perspective of yourself and expanding your behavioral habits and practices. For instance, executive presence isn’t about how tall you are but rather in your posture. It isn’t how attractive you are but how approachable you look. It isn’t what you say; it’s how you say it. None of these alone will make much difference, but collectively, they communicate “presence.”

So, if you’re interested is commanding respect and authority to make a difference, concentrate on raising your game. You can read, observe and discuss, but the quickest way is to find someone who will give you the feedback and guidance you need to identify and solve those practices that limit your distinctive presence.

This week, focus on one thing that will position you as one deserving of attention and respect. It’s what separates managers from partners—the “it” that matters.

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Tale of Two Ends

by Guy Gage

Over the years, I’ve written about the importance of being your best because your best self is the one that is extraordinary, effective and high-contributing. This past week I witnessed both ends of the spectrum in different firms.

One partner was scattered, frantic and chaotic. He was unable to maintain any semblance of professional maturity, which made it difficult for others to take him seriously. His directives and deadline promises were met with rolled eyes. Everyone knew he meant well. He just couldn’t deliver.

Another client was focused, relaxed and productive. She demonstrated self control and focus that was compelling. Others listened to her, responded to her requests and were energized to take action. People were inspired and engaged.

Both of these people had significant responsibilities and could have been overwhelmed with all they had on their plates. One mastered the situation; the other was enslaved by it. One was appealing; the other was…well, ugly.

The difference? One focused on being her best by preparing herself for the day. She paused at various times, reminding herself who her best self was and what characteristics and behavior she wanted to demonstrate. As a result, her effectiveness was remarkable.

The other just reacted to whatever the day threw at him. He was busy every moment and exhausted at the end, yet had very little to show for all his efforts.

Which one do you tend to be? Have you taken the time to clarify who your best self is? Having done so, do you remind yourself on a regular basis to be that person? This is the only way to conquer all that is demanding of your time and attention. Otherwise, you render yourself as mediocre. The choice is yours. This week, which will it be for you?

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Flying In The Fog II

by Guy Gage

Last week I wrote about how leaders must make decisions when they don’t have all the information they need. I called it flying in the fog, which describes that anxious feeling you get of having to decide something before you’re ready. It’s risky and you don’t want to make mistakes.

But as I demonstrated last week, your brain is your ally. When you have assurance about what can be known, namely, the first and last things, you will be able to fill in the information-voids that confound you. The first thing is assessing clearly where you are (read it here).

The last thing that can be known is the desired outcome. What do you want the end result to be? Without clarity of the outcome, you will second guess yourself, wondering what you should do. In the end you make poor choices and set wrong priorities. Goal clarity is essential.

Your goal serves as a sort of magnet that draws you to it. Even when you aren’t thinking about your goal consciously, your subconscious mind is on it, thinking of how to attain it. That’s why you have great insights while driving, in the shower or when you just wake up. As long as you have goal clarity, you activate your subconscious creativity because your subconscious mind isn’t restricted by the boundaries of your conscious mind. That’s why it’s important to write down the outcome you want—it forces clarity.

Over time, you’ll learn that often, “right now” isn’t the right time, just as “better wait” is too late. Experience gives you confidence in your judgment. You do this by thinking about your decision making after the fact and learn how to fly in the fog.

This week, clarify your goal and pursue it with confidence.

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Flying In The Fog

by Guy Gage

Sometimes you have to make choices without all the information. Not preferable, but that’s what leadership is all about: making decisions without the clarity you would like to have. If you don’t act, you’ll procrastinate, delay decisions and miss opportunities due to undue caution. Sometimes you have to fly in the fog.

But don’t you worry, because your brain has the uncanny ability to fill in and complete the picture when all the pieces aren’t there. Here’s an exercise to prove it. When reading something that is grammatically nonsensical, your brain will make sense of it anyway. Take the following example:

It deson’t mttaer in waht oredr the ltteers in a wrod aepapr, the olny iprmoatnt tihng is taht the frist and lsat ltteer are in the rghit pcale. The rset can be a toatl mses and you can sitll raed it wouthit a pobelrm.

Similarly, to venture forward to make good decisions where there are information-voids, you need to rely on your brain to help you—as long as the first and last parts are there. First, you need to have a good understanding of where you are.

In your practice, think of the decisions you’ve made where something hasn’t gone well. Often, you can attribute the problem to a poor choice you made because you made assumptions that were inaccurate. You didn’t start out right.

“My client got his information to me late so of course he will understand that I have to extend the completion date.” Then you get chided because your client DIDN’T understand why you missed the deadline. You can blame the problem on your client all you want, but it was your assumption that was faulty.

So, the next time you have to fly in the fog, rely on your brain to guide you by taking the time to fully understand the situation. Next week I’ll discuss the last part.

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Defrag Yourself

by Guy Gage

Just as your computer needs to be recalibrated when it gets slow and inefficient, so do you when you get slow and inefficient. Your computer needs to be defragged and so do you when you’ve got lots to do and your work files are everywhere. You feel pressured and stressed. You’re irritable, unfriendly, demanding and intolerant. You need to go defrag yourself.

When a 2-week vacation in the Caribbean isn’t possible, do something that has been practiced for centuries: focus on your breathing. When you concentrate on your breathing, you cleanse your body of carbon dioxide and refresh it with oxygen. In doing so, you also gain a better perspective of your situation.

Focused breathing that has a defrag quality isn’t all that difficult, but it does take practice. First, get alone. Close your door and get away from your work by looking out the window, closing your eyes, etc. Then breathe backwards. Begin by exhaling slowly. At the end of your exhale, allow a count of 2 before you inhale slowly. Repeat 5 times. Feel the stress drain from your body. Afterward, you will feel a sense of centeredness…you know…like you’ve been defragged.  You will be refreshed and ready to take on the next task.

So why won’t you do this simple exercise?

1. You’re too busy. Are you saying you don’t have 90 seconds to spare? Really?

2. You don’t believe it will work. You’re smarter than centuries of research and practice? Really?

3. You don’t want to appear silly. What if someone sees you. REALLY?

If you’re a serious professional, you do the things that make you better, even something as simple as focused breathing. This week, build into your daily schedule when you will BREATHE, and then do it. As you restore your best self, you will enjoy what you do and you will do it with excellence.

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Don’t Perform. Contribute.

by Guy Gage

I assume you have already mapped out your week or will do so immediately after reading this post. Having done it, how do you view the work that is before you? It matters, you know.

If you view your work as merely performing your many responsibilities, you will be uninspired, overwhelmed and disengaged, yearning for the day and week to be over.

However, if you view your work as contributing to others’ success, you will be just the opposite. You will feel more energized, pouring yourself into solving complex problems and serving others through your technical capabilities.

You may ask if this just a mind game, regurgitating the power of positive thinking. Is this some kind of parlor trick or slight of hand (or mind)? No, the research is overwhelming.

We know from scientific studies in neuropsychology that your perspective affects your brain chemistry. Under duress, if you view your work as “performance,” your body will produce hormones like cortisol (a stress hormone). If you view your work as “contribution,” your body will produce dopamine (a motivation hormone). Depending which hormone is released drives your motivation and behavior. That’s the science. The truth is that you influence which chemical is released.

Try this: when you have some activity that you aren’t looking forward to, instead of “having to” perform it, think about “wanting to” contribute. In just a matter of minutes, the dread and drudgery you felt will dissipate and you will be energized to take on the task; at least enough to get you started. You will break the inertia of avoiding the activity and engage it with professional excellence.

The point is that your choice makes all the difference. This week, choose to contribute. You will feel better and contribute more.

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Take Your Life Back

by Guy Gage

Recently I’ve heard about and noticed an increase in the number of managers and partners who are losing their sense of professional fulfillment. They are tired, overwhelmed and generally aren’t happy. What’s going on?

If you’re like them, a large part is because you’ve given your life away. You aren’t in control. You live your professional career as if other people and situations are in charge and you’re just being led along.

Yes, there’s too much to do. Yes, people don’t cooperate. Yes, the expectations are great. But you have yielded to them as a victim to everything “out there” at the expense of being in control “in here.”

How you’ve given your life away:

1. You give it away to your inbox. It seems that more and more, professionals are simply reacting to whatever comes in front of them at the moment. You exercise little prioritizing, planning, or personal disciplines to protect yourself from being bombarded. You react as if everything’s important, succumbing to the tyranny of the urgent.

2. You give it away to others. You spent your early years learning the profession from professionals more seasoned; listening, learning, and following their direction. You aren’t a newbie anymore. You have wisdom, learned good judgment and have experience. You know what you should do and how to spend your time. But instead, you still yield to others’ expectations.

3. You give it away to doing it all. Over the years, you’ve accomplished much. You’ve learned much. You are capable of so much. However, you are now operating in complexity and nuance, which requires more of your time and attention. But you don’t have it because you’re trying to do everything. Rather than refine your focus and get deep in a few things, you take on everything at a surface level, contributing little.

You won’t take your life back in a week, but you can start—right now. What’s one thing you will do to begin the voyage of being happy and having fun?

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