From the millionaire entrepreneur and New York Times bestselling author of The 10X Rule comes a bold and contrarian wake-up call for anyone truly ready for success. One of the 7 best motivational books of 2016, according to Inc. Magazine.
Before Grant Cardone built five successful companies (and counting), became a multimillionaire, and wrote bestselling books… he was broke, jobless, and drug-addicted.
Grant had grown up with big dreams, but friends and family told him to be more reasonable and less demanding. If he played by the rules, they said, he could enjoy everyone else’s version of middle class success. But when he tried it their way, he hit rock bottom.
Then he tried the opposite approach. He said NO to the haters and naysayers and said YES to his burning, outrageous, animal obsession. He reclaimed his obsession with wanting to be a business rock star, a super salesman, a huge philanthropist. He wanted to live in a mansion and even own an airplane.
Obsession made all of his wildest dreams come true. And it can help you achieve massive success too. As Grant says, we’re in the middle of an epidemic of average. The conventional wisdom is to seek balance and take it easy. But that has really just given us an excuse to be unexceptional.
If you want real success, you have to know how to harness your obsession to rocket to the top. This book will give you the inspiration and tools to break out of your cocoon of mediocrity and achieve your craziest dreams. Grant will teach you how to:
· Set crazy goals—and reach them, every single day.
· Feed the beast: when you value money and spend it on the right things, you get more of it.
· Shut down the doubters—and use your haters as fuel.
Whether you’re a sales person, small business owner, or 9-to-5 working stiff, your path to happiness runs though your obsessions. It’s a simple choice: be obsessed or be average.
Actionable books summary:
“To have what you want in life, you must give yourself permission to throw yourself all in on your dreams.”
– Be Obsessed or Be Average, page 20
Be Obsessed or Be Average is another in your face, motivational book by bestselling author Grant Cardone. This book discusses how being obsessed is one of the best tools we have to leverage in order to breakout from living a mediocre and average life to the one that we dream of. Cardone is an entrepreneur, real estate investor, sales trainer, consultant and public speaker whose style is both genuine and motivating.
The book is a very engaging read throughout, with many examples and stories from the author. Cardone’s writing style is very effective, and if you’ve ever heard him speak, it’s like he’s right there talking to you. In each chapter he provides the reader an opportunity to answer a series of questions to help apply and relate what he is discussing to their own individual life.
Be Obsessed or Be Average takes the reader on a journey, beginning with Grant Cardone’s personal story of “becoming obsessed”, and he then proceeds to take the reader down a path that will help you discover what it is you’re passionate and then build on it.
Only You Are Responsible For Your Success
“The obsessed embrace the fact that they—and only they—are responsible for their success.”
– Be Obsessed or Be Average, page 23
Taking responsibility for our lives is something that we all inherently know we need to do. While it’s often easier said than done, the point Cardone makes here is that until we make that shift to where we’re owning everything that happens around us, we’ll never be able to get to where we ultimately want to be. “There are billions of people on this planet living in daily emotional turmoil, knowing they are living and operating below their potential,” Cardone writes. “No one feels sorry for you. No one is going to help you.”
While this might be tough to hear, it’s the truth. Until we’re able to control our own attitudes and actions towards everything that happens in our lives, we’re not going to achieve our full potential. Cardone says something that continues to stick with me and that is, “for me success is defined as the attainment of my potential.” That seems like a great thing to strive towards!
What to Be Obsessed With
“You don’t need to like what you do to love what you do.”
– Be Obsessed or Be Average, page 41
Early in the book, I kept asking myself, this is all great, but how do I know or determine what my obsession is?
What I found by asking myself the question, “Am I obsessed with this?”, was that I gained real clarity on a) whether or not I was obsessed with that particular thing and b) whether or not I could get obsessed with that thing. Those are introspective questions that I never really had good insight into until reading this chapter.
Cardone poses questions to the reader throughout the book. Here are some questions to help you determine what you’re obsessed with.
What excites me now? What have I been interested in since childhood?
What am I willing to do for no money? If money had nothing to do with my life, what would I do with my time?
Skills and talents
What can I do better than anyone? What have I always been good at?
Who are five successful people that I admire? What quality do I wish I shared with those people?
I were going to write a book, what would it be about? What inspirational lessons would I draw from my life?
The major takeaway here is that there’s probably not going to be just one outcome. You’ll likely find that you’re “obsessed” with many things, however, this exercise will begin the process of more clearly identifying what those things are and how you might impact them moving forward.
“The greatest you will be discovered far outside your comfort zone.”
– Be Obsessed or Be Average, page 128
The notion of fear and our comfort zone is one that, no matter what we do, we need to learn to embrace. If you do any reading on the topics of performance improvement, success, mindset, flow, etc., all the research indicates that growth happens just outside the reach of our current abilities. Creating the mindset needed to push ourselves and stretch ourselves is one that will help us to grow, get better, and take the necessary steps towards the results that we want to achieve. Cardone shares with us that to him “fear is an indication of what you should do, not what you shouldn’t do”.
“How much success you have in the future may very well be determined by this one thing: how much you persist through the hard times.”
Be Obsessed or Be Average by Grant Cardone is a good read for anyone who needs a little added motivation to accomplish something that is important to them. I appreciate the simplicity of the book’s message, and it’s one that can be universally applied to one’s life or organizational role.
While reading the book, I would encourage you to take the time to give the questions asked by the author some thought. I found them to be insightful in many ways.
What’s your obsession? Go find it!
ASIN : 1101981059
Publisher : Portfolio; First Edition, Fourth Printing (October 11, 2016)
Language : English
Hardcover : 240 pages
ISBN-10 : 9781101981054
ISBN-13 : 978-1101981054
Item Weight : 14.4 ounces
Dimensions : 6.2 x 0.85 x 9.3 inches
Best Sellers Rank: #22,739 in Books (See Top 100 in Books)
#98 in Sales & Selling (Books)
#260 in Entrepreneurship (Books)
#378 in Business Motivation & Self-Improvement (Books)
Customer Reviews: 4.7 out of 5 stars 1,509 ratings
Amazon category: Books › Business & Money › Business Culture
There are several beliefs on where participative management –also known as participatory management- originated. Participative management is a central idea in contemporary management. Most academic authors trace its origins to the post-World War II works of researchers such as Kurt Lewin, Douglas McGregor, Chris Argyris, H. Igor Ansoff, and Michael Porter (Kaufman, 2001).
Every workplace is unique; even when two companies work in the same field of work and produce the same outcome, no two companies will ever be the same because, in companies, employees reside. Furthermore, no employee will ever be identical to another employee, and therefore no leader will manage their work the same way as another leader. Hence, we have many management types that have been categorized into three main styles; autocratic, democratic, and laissez-faire.
The autocratic style is divided into three subcategories, authoritative management type, persuasive management type, and lastly, Paternalistic management type. In general, styles that fall under the category of the autocratic style tend to be the most imposing and least flexible. This is because the manager makes all workplace decisions, and they have complete control over any employee. In addition, Employees are viewed as pawns that must operate within well-defined boundaries while being continuously watched. Moreover, Employees are not urged, and in some cases deliberately discouraged, from asking questions, submitting ideas, or sharing their opinions on how to improve procedures.
On the other hand, the laissez-faire style is divided into two subtypes; the Visionary management style and the Delegative management style. This type of management tends to revolve around managers that describe their objectives and why they are essential to persuade their team to strive toward achieving their ideal goals.
Furthermore, the manager motivates the team, and then they are given the freedom to perform their responsibilities with little supervision. Managers will periodically check-in, but they are confident that their shared vision of the future will keep staff on track and deliver positive outcomes. Managers also provide a lot of positive input to their staff throughout and after the process, making sure to reward them generously.
And finally, our last main category is the democratic management style; here is where our topic at hand lies as it’s one of the subtypes of this style. The democratic management style is divided into five subcategories; Consultative management style, Participative management style, Collaborative management style, Transformational management style, and Coaching management style.
Now we will get further into detail about the specifics of participative management later on in the article. However, the general idea behind the democratic management style is that managers urge employees to participate in the decision-making process. However, the final choice is essentially their responsibility. Communication is essential in this type of management style as it improves team cohesion. This management style enables a wide range of perspectives, abilities, and ideas to be considered when making choices.
Now that we briefly explained various management styles, let’s dive right into breaking down what participative management essentially is. Managers and employees are all actively involved in the decision-making process in this manner. Employees are provided more knowledge about the firm and its aims, and they are urged to come up with new ideas. Managers solicit employees’ views, ideas, and opinions. Moreover, managers collaborate with team members to help them make choices and then implement these decisions.
However, many different scholars have written more extensively about the origins and history of Participative Management, such as Carroll and Schuler (1983). They claimed that participatory management could be traced back to the early 1960s and the writings of behavioral scientists like Douglas McGregor and Rensis Likert.
Furthermore, according to Stanton (1993), the origins of Participative Management may be traced back to two behavioral scientists, Lester Coch and John F. Kennedy. Additionally, according to Stanton (1993), the beginnings of Participative Management may be traced back to two behavioral scientists, Lester Coch and John French, who published a paper in the late 1940s on organizational transformation (Kaufman, 2001). Finally, cotton’s participatory management approach was allegedly influenced by social scientist Kurt Lewin (1994).
Core factors present in participative management
Several factors come into play when deciding to follow the participative management approach. In the following few paragraphs, we will be tackling several vital factors you need to keep at the forefront of your mind to ensure that you are correctly leading your team using participative management. These characteristics should be present in the manager themselves and should be taught to the team members.
The first characteristic is one of the most vital skills you require as a participative manager and in participative management in general. Of course, any proficient leader should be able to communicate in their work correctly. However, in this case, communication is more important than you think. Participative management is built around the fact that team members and managers should share their collective ideas to come up with the best possible plan to ensure the company’s success.
This improves the efficiency of work as well as encourages creativity and growth in your employees. So if communication weren’t present, the workplace would be faced with several dilemmas that could’ve been quickly resolved if communication was present; these dilemmas include; a leader’s inability to communicate their thoughts; hence a leader wouldn’t be able to deliver their ideas, goals as well as any advice they have for the team members. Furthermore, team members and employees tend to follow in the footsteps of their leaders; therefore, by having a leader who lacks communication skills, the team members themselves won’t improve upon their skills. Hence, turning the workplace into a mess of scattered thoughts and incoherent ideas slows down the work process and produces terrible results.
Teammates will establish reciprocal trust by encouraging listening and understanding of challenges, which will improve the company’s operations and internal team growth.
Another critical aspect of participative management is motivating and encouraging employees to participate in company decision-making through participative management. When making decisions, the employee must demonstrate his engagement and motivation while defining norms and limitations.
Why is participative management beneficial in your workplace?
There are several reasons why you should implement participative management in your workplace. One of the main points is that employees are more engaged in their job since they may express and develop their ideas more fully. Moreover, they will also receive a great deal of feedback and direction on their activities. Another idea is that working groups have a greater level of motivation since this method of operation is built on the value of each employee’s job, and workers will go out of their way to be recognized.
Furthermore, Employee engagement is also higher since they will feel more connected to the firm due to the tasks they are assigned. As a consequence, there will be more collaboration and knowledge exchange across the teams. The firm will have an authentic, collaborative culture, which will have a beneficial influence on the company’s outcomes. And finally, Employees will have more autonomy, and they will be able to go further in their job without contacting their management. Because of this collaborative atmosphere, communication will be more straightforward. Employees will be less hesitant to offer fresh ideas to their coworkers and bosses.
Stand Out is a very useful and practical book. The ideas and principles shared throughout the book are not groundbreaking. Essentially the approach is to find problems people want solving, create your niche, experiment with solving problems, tell people about your ideas and involve them in a community. By following these steps you’ll have a Thought Leadership platform. It is from this platform that you can really start to build a business and go “professional”.
There are two key steps to the approach:
Step 1 – Finding Your Breakthrough Idea
Find The Big Idea
Develop Your Expert Niche
Expand Current Thinking by Providing New Research
Combine ideas from disparate fields. Find the connections other people haven’t
Create a Framework, an easy way for people to consume your idea
Step 2 – Building a Following Around Your Ideas
Build Your Network
Build Your Audience
Build a Community
FINDING YOUR BREAKTHROUGH IDEA
Dorie starts this section by saying, ”Your voice deserves to be heard.”
But it’s true. In the beginning, you question yourself. To find your breakthrough idea, however, you need to shift your mindset from questioning you to more of a questioning mindset. It’s a key but subtle difference.
Getting past this mindset will help you succeed, but if you’re going to find your breakthrough idea Dorie tell us:
“You don’t succeed by following the rules and thinking exactly like everyone else; You need to as “what if?” and “why not?”
Questions to get you started finding your breakthrough idea include:
What are others overlooking?
What questions do “newbies” in this field ask?
What do people think is impossible in this field?
What are three upcoming trends in your industry?
What innovations do you know about that others do not?
What personal experience have you had that has changed your view of the world?
DEVELOP YOUR NICHE
A lot of people I speak with have this misconception that their breakthrough idea has to be this big, grandiose thing that immediately and forever alters the world; like the release of the iPad. This is not the case.
In fact, Dorie explains “niching down” or narrowing your focus on a topic, at first, can be very powerful. Remember this key point, as long as you know more than the people around you, you’ll be making a real contribution.
Regardless of your idea, the key to finding your niche is to just start. Once you begin to focus on your niche you’ll be amazed where the journey might take you.
If you find yourself stuck ask yourself these questions.
What topics in your niche do you want to learn more about?
What book, Websites or podcasts can teach you the most about them?
Can you test your ideas in low-risk ways? (Write a blog post, conduct a survey, etc.)?
Again, the important thing here to get started. Pick a topic, then expound on your ideas and see where they take you.
BUILDING A FOLLOWING AROUND YOUR IDEAS
[Tweet “You could have the best idea in the world but it won’t have much impact if no one’s ever heard of it. – @DorieClark”]
Because you have the courage to put yourself out there, to stand out, others will take notice. They will be interested in what you have to say. When you reach this point, Dorie suggests following a 3 step process; One-to-One, One-to-Many, and Many-to-Many.
One-to-One: Build your network
This topic has come up so many times on the podcast, building a network is critical if you want to stand out. It’s also the topic that causes people the most consternation.
Dorie outlines for us the necessary steps to take to build our network, starting with people we already know and who believe in us such as family and friends.
Since they are close to us, they are usually willing to help get the word out about your idea. Getting started is as simple as talking with them about your idea to get feedback.
If they push back, use the opportunity to test your reasoning and get them on board. Their perspective will help you develop and refine your own reasoning.
Building your network outside of family and friends is critical. Dorie provides several examples in Stand Out about people just like you and me, who leveraged and grew their network as they refined and further developed their ideas.
Outside of your family and friends group, other ways to build your network include:
Creating your own professional development group (think mastermind)
Conduct interviews with established people in your niche
Leverage your existing affiliations (Alumni groups, LinkedIn groups)
Remember at this point you are spreading your idea and appealing to individuals. You are focused on expanding your niche viewpoint as well as your personal network.
As you do this, people will begin to recognize you as a thought leader. Your name will begin to be associated with your niche. When this begins to happen, you will be in a place to take your idea to a larger audience.
One-to-Many: Build your Audience
So this is the place where I see many people struggle; not with the concept, but with the execution. Up until this point you’ve been spreading your ideas mostly through word of mouth, in the “safe zone.”
However, to really get the word out to the many, Dorie tells us the two best ways to build your audience is through Social Media and Blogging.
I have written about the benefits of blogging here and here so for this blog, it is well-covered ground. However, if you’re still struggling to get over the technology hump, I suggest you start here.
Dorie explains when getting started with social media, the best tactic is to begin by listening. Follow people on blogs, Twitter, Facebook and other platforms.
Listen to what they’re talking about and how they are presenting their ideas. You will learn by observing.
While social media is key to getting our idea out to a larger audience, we need to use it correctly and in coordination with our blog. Dorie tells us by creating content through blogging you demonstrate your expertise which you can then leverage in both social and traditional media to magnify your impact.
In this way, you are building your audience as you take your idea from one-to-many. Dorie also offers that another great option for getting your word out is to write a book.
Think about this for a minute before you dismiss it. If you’re blogging, listening and participating in social media, interviewing people already in your niche, you have already started to curate and accumulate a lot of great information about your niche.
A book offers you a great way to combine all of your information and learning into a single place.
Many-to-Many: Build a Community
Since the best ideas don’t stay connected to their creators forever, you will want to turn your individual contacts into a community. One of the best ways to do this is to become a connector.
When you reach this point ask yourself the following questions:
Which people would most benefit being connected to each other?
What challenges do they face?
How can you help them connect with each other?
In addition to being a connector of individuals on a one-to-one basis, the internet now affords us the opportunity to create tribes and places for them to connect on a larger scale.
In order to make all of this happen, there are various strategies you can deploy to help bring your community together and further get your idea out into the world.
3 Big Ideas
Becoming a Thought Leader is now a great way to “Stand Out” across your industry. Done well, it can enable you to do purposeful work and live the life you want.
Anyone can become a Thought Leader. There is no secret magic and even with popular topics, you can stand out by putting disparate elements together and presenting ideas in a new and meaningful way.
There is a structured process that can help you be a successful Thought Leader. This includes finding problems and building a following.
Big Ideas Expanded:
Too many people believe that if they keep their heads down and work hard, they’ll be lauded as experts on the merits of their work. But that’s simply not true anymore. To make a name for yourself, you have to capitalize on your unique perspective and knowledge and inspire others to listen and take action. But becoming a recognized expert is a mysterious and opaque process. Where do the ideas come from, and how do they get noticed?
Featuring vivid examples and drawing on interviews with Seth Godin, Robert Cialdini, Daniel Pink, David Allen, and other thought leaders, Dorie Clark explains how to identify the ideas that set you apart, promote them successfully, and build a community of followers. It’s not about self-promotion. It’s about changing the world for the better while giving you the ultimate career insurance.
To be a successful Thought Leader you need to find real problems that people need help solving. The ideas you share need to be valuable and often this value is in helping someone overcome a challenge.
To find these problems, thought leaders are driven by asking questions that others have not, and question assumptions others take for granted.
It’s common to think there are no new problems to solve. What is surprising is that almost any field can be transformed by challenging basic assumptions. Most systems reward those who follow the rules, not those who break them. So when you challenge these basic assumptions it can lead to big breakthroughs.
Developing a Big Idea doesn’t require genius. What’s required is the ability to ask good questions, to challenge assumptions, and to listen to the gut instinct that alerts you when the rest of the world is overlooking something. You need to be able to see differently, and that means not just mixing disciplines, but becoming a person whose perspective is so broad, it defies categorization.
One way to add value is helping people prepare for the future—to provide real solutions to upcoming challenges—people will clamour to get your help for these future challenges. To do this Thought Leaders should research trends across industries. What is the next new big challenge people will be facing? What are three trends shaping your industry? Are they short-term or fundamental? How would you describe them to an outsider unfamiliar with your field?
What you need to do as a Thought Leader is to find your niche. Finding your niche is not an exact science, and you often won’t know in advance what will work. If I had waited for the right idea, I’d probably still be waiting. Instead, experiment often to learn which one people cared about.
Readers will trust the established experts and have no reason to turn to you, so you need to find a way to stand out. Experimenting often will help you build an understanding of your followers.
One way to find people interested in your ideas is to think about who needs your skills or approach but doesn’t typically have access to them.
Curation can be one of the best ways to become a trusted Thought Leader. Curating rarely requires a graduate degree or special licensing. Instead, it takes a willingness to spend time, a genuine interest in the field, and a desire to help others make the best decisions possible. When your message is different—not for the sake of being different, but because your research has uncovered an overlooked story—you’re likely to draw attention.
The Thought Leadership path can be winding and dispiriting, so few choose to follow. No industry ever welcome those who challenge its received wisdom, but if you’re willing to risk short-term disapprobation, you can ultimately make a substantial contribution to your field.
What are the assumptions underlying your field?
What questions do “newbies” in your field often ask that get shot down or dismissed?
What’s the conventional wisdom about how to do things “the right way” in your field?
What do most people in your field think would be impossible?
What research project or initiative would—if you successfully undertook it—change how your field operates?
What experiences have you had that others in your field most likely have not? How does that difference shape your view of the industry?
Is there a way you can differentiate yourself from others in your profession?
What is the traditional background of influential players in your field?
Is there a way to leverage being the opposite of that?
Is there a realm you’re interested in where your skillset is rare or hasn’t been fully utilized in the past?
The Stand Out workbook has many more questions to help you.
Instead of telling you what KNOWN is all about, I’m going to share what I personally learned from writing this book. After all, when you study and write about a single topic nearly every day for 14 months, you pick up a new trick or two. Arguably, I’ve earned the equivalent of a master’s degree in personal branding!
You will learn a TON from reading my book. There’s no fluff here — My goal is to have at least one insight or lesson on every single page of the book. And here are five big lessons I personally learned from what turned out to be an epic journey.
At the beginning (FROM THE AUTHOR)
First I should explain WHY I wrote the KNOWN book.
The seed of the idea was planted about three years in an exchange I had with my friend Jay Baer. We went back forth debating this question: Can anybody become known today? He wasn’t quite sure, surmising that there was an intangible “it factor” that’s difficult to pinpoint.
I could not get this out of my mind. Is there a “process” people could learn to become known … a repeatable, accessible path?
Being known is not the same as being famous. It’s not about having millions of fans and red carpet appearances. Being known is about approaching your web presence with an intent that creates the proper authority, reputation, and audience to realize your potential and achieve your goals … whatever they might be.
My first step was to read everything I could get my hands on about developing a personal brand — every book, post, and research paper. I found there was a lot of fluff out there. Everything seemed to be about finding your “passion” … but then what? How do you activate that? How do you turn that into an actual result?
I literally became obsessed with figuring that out.
So I started talking to people. I searched out individuals who were the best-known in their field … and it kind of snowballed! I ended up interviewing nearly 100 people from all over the world from business, education, real estate, construction, music, fashion, art, banking, and many other professions. I discovered something profound. Every person, in every field, in every region of the world, had followed exactly the same four steps to become known!
So I began to dissect this revelation, twist it, turn it, and figure out how this could be a path for anyone. And that is the premise of the book.
Lesson 1: It’s not all about passion.
This is a pervasive myth in business right now — success comes from following your “passion.” But I learned that sometimes a hobby is just a hobby. In fact, research shows that the number one reason for failure is that people follow a dream without any audience to support it.
Do you like the show “Shark Tank?” What’s the number one reason the sharks shoot down a business idea? Because it’s not scalable. It’s the same with a personal brand. If you have a dream, there has to be enough people out there to help you make it come true.
Of course it’s important to find something you love, your voice, your distinctiveness in this big world. But finding your passion is not nearly enough. How do you put that passion to work to achieve your goals?
Over the long haul, if you can’t connect with an audience big enough to matter, what in the world are you doing? In my book, I provide proven exercises to help you refine your “passion” into something that works — a sustainable interest that has a PLAN behind it!
As I interviewed these amazing people, a theme emerged. Every person told me something about how their work had a positive impact on others. Everybody had a purpose besides just selling themselves, or selling a product. They had a deep sense of contributing to the world somehow.
Lesson 2: The critical impact of purpose
To become known in the world, you need to be consistent and have some grit. You can’t give up easily. Studies prove that people who have grit are able to persevere because they’re driven by a higher ideal. They have a sense that people need them and depend on them for something.
This truth flies in the face of a lot of the Internet culture about “the hustle” and constant self-promotion every day, everywhere. You have to have a purpose. To make it in the long-term, you must realize it’s not about you. It’s about them.
Lesson 3: There’s no overnight success, literally!
In my sample of people who successfully became known, it took an average of 2.5 years for a personal brand to “tip” and gain traction. In fact, only one person made it in one year (his secret is in Chapter 5) and on the other end of the spectrum, author Brian Meeks sacrificed for five years before he accomplished his goal of quitting his job to pursue writing full-time.
The last question I asked everyone was “If you could provide one piece of success advice to my readers, what would it be?” Nearly everyone said something about resilience, tenacity, and consistency. They told me that the biggest problem is that people quit too soon.
Perseverance is more important than genius!
My learning here: Passion is common. Endurance is rare.
Lesson 4: A focus on space
This was such a profound lesson for me — even if you have everything together and work your butt off, you can’t succeed unless you’re in the right “space” (or channel) on the web.
A couple months ago I gave a talk about my ideas in the new book. A man came up to me afterward and said, “I have been working so hard for years, producing great content every week, and in the first 10 minutes of your talk I realized what was wrong — my niche had already been filled with people who have been known far longer than me.”
Finding the right space to occupy is an absolutely critical step. My book takes you through exercises to determine the existing competition, and eight strategies to find a space, even in a highly-competitive field.
The internet is just beginning. There’s room for you, too.
Lesson 5: You don’t have to be an expert to succeed
I know this is common sense but it was a fact that smacked me in the face. All these people we look up to? None of them started at the top! Every person had to learn along the way and build their brand step-by-step.
Many of the successful people in this book were broke, destitute, or on the brink of personal disaster before they started their march on the path to become known. They stumbled, they were insecure, they did stupid things they regretted.
Years of hard work are often mistaken for innate talent. You might assume that being known for something is unattainable because you’re not the best at something. That’s not true. The people you’ll meet in this book share a trait: They didn’t start as natural experts in anything. They became known through commitment, constancy, and repeated practice.
To be known, you don’t have to be a subject matter expert. But you must have the determination and patience to become one. A professional is simply an amateur who didn’t quit.
Vision in leadership should clearly be stated and understood in the letters before taking up the mantle of leadership position. When the man leading the pack doesn’t have a clear direction and the necessary root to ply to get to such a destination, how can such lead others reach the destination? The leader of an organization should be the CEO of the organization. The CEO here isn’t an acronym for the generally believed meaning.
By CEO here, it means chief source of the management and direction of the business. You will agree that anyone who will occupy such a position in any organization must have a clear vision of leadership and sound knowledge of the organization’s field. There are three stages to immersing your entire being into making your organization great. i.e., how to duly use your leadership vision to perform the CEO’s role fully. It’s as follows:
Comprehending and focusing on your company’s highest value contribution.
You are realizing and owning your role as a leader.
I am relinquishing everything else and holding others liable.
CEO of your company, you are no longer the “head of everything.” Your only duty is to provide leadership. There are no ifs and or buts. The sooner you recognize it, the better. Being a leader comes with a set of obligations that cannot be relinquished under any condition. The core responsibilities of corporate leadership, which you should never be delegated to anyone, include:
Owning the vision and the strategy to realize the vision;
Communicating the vision to insiders and outsiders;
Enabling others to act to realize the vision;
Breeding a crop of other leaders.
Taking Control of the Vision
Have A Vision For Your Life That Is Unique To You.
Vision in leadership guides the way for your team or organization to move forward. However, you must first have a personal vision before your business can have a vision.
Many managers inherently know that a vision statement is required of their organization. They’re thinking, “since everyone else has one, I better have one too.” That is the beginning of problems in any organization; management doing something that they don’t understand, much less believe in. You would have gotten to some organizations where none of the organization members understand the meaning of their Statements of mission and values.
You’ve got one in your organization, and you probably can recite it by heart. The problem of an organization not living out its vision begins with the leader of the organization. If a leader lacks vision for his or her own life or even understands what a vision is, he can’t possibly have a vision for his or her company and expect them to live it out.
Your Distinct Vision
The topic of vision is straightforward: what do you want out of life? What are your achievement targets when you grow up? Most entrepreneurs aspire to one day be influential business leaders who can develop future leaders and teach other business people how to do things properly. It doesn’t matter people’s intention for you; think about what you want. Maybe you want to be a writer. Great! Writing is powerful because words can influence people’s opinions, thoughts and beliefs. Maybe you want to lead the team that will be changing the community. Perhaps it’s something else for you. But most importantly, you need to know what you want and see yourself in that future.
If you’re not sure what you want presently, your answers to these types of questions are, “um… I suppose I want this.. or that..” or some vague answers like,” I want to be rich.” If you align with any of the points mentioned above, it’s time to step away from the daily grind and begin worrying about what you want.
Take a vacation to a peaceful location and start thinking about the challenge. It concerns your life, and if you place a premium on the value of your existence, nothing would be too costly for you to go and find out what is your life’s calling. That is so important in creating an excellent vision in leadership. You can be accurate in pursuing your passion and attaining your goals because you chose to be genuine to yourself.
Your vision will not be just another slogan on the wall; it will be written in your heart, influencing every word and deed you do. And that speaks louder than any plaque on the wall. Your team will see it in you. They will see you are faithful, authentic in pursuing the vision you have set your life out, and they will follow you for it. So take some time to think about it. Keep your life in focus, and don’t let life’s clutter get the best of you. Nobody else will battle for a strong leadership vision if you don’t.
To be great, a vision has to be both compelling and propelling, meaning it both pulls and pushes people toward something greater than themselves. It’s the basis of all effective leadership. A leader leads because they can see beyond “what is” to “what can be.” They lead because their vision is not only inspiring, but it’s encompassing for themselves and others around them.
When the vision in leadership isn’t clear enough or outrightly lacking, the people following such a system will be gravely affected.
However, it also suggests that a comprehensive vision encompasses more than one thing, the visionary to the people who are inspired and compelled to do more, to be more. Throughout history, every great leader has had the ability not only to “see” a better future but to convey a sense of greater possibility and guide others along the way.
Vision is not only the vehicle that propels a leader but carries the people who see, embrace, and helps bring possibility into reality. In times of turmoil or uncertainty, it’s the leaders with a vision of possibility and certainty that change the world because they help us change our perception of today and the potential we see in ourselves.
It’s only after that that you are ready to create and convey your team’s vision. Your vision in leadership should never deviate too far from your vision. You can’t live your life one way and want your followers to live theirs another way.
Vision In Leadership is Vital In The Corporate World
A clear vision excites me. Future visions should enthrall people. It has to be a future that everyone wishes for. The excitement that can bring out the passion in people to commit to seeing that vision come to pass.
A good vision stretches. A good vision challenges people to rise beyond their comfort zone and develop as individuals to become better and stronger leaders. A vision that does not extend everyone’s abilities and strengths cannot be considered a vision because realizing the same will not be a top target.
While a successful vision requires a lot of imagination, it must be clear enough for everyone on the team to understand what you’re talking about. It’s better to have no vision at all than to have a vague vision. You must be extremely specific, detailing everything that you see in your mind’s eye to your team!
A good vision includes everyone Remembering that you are not getting your team to buy into your schedule. It involves everyone seeing the same thing as the leader, and it’s a massive win for everyone.
Vision in leadership is powerful, and it can compel others to commit like nothing else. Many of history’s most outstanding influential leaders were visionary leaders, and their visions transformed the world. Of course, a vision begins with a thought or an idea, but it can change teams, communities, and even nations when put into action!
Companies that are stagnant and lack a strategic vision in leadership about how they can be unique and different in the marketplace or satisfy their customers will not be successful in the future. Creating the best vision in leadership for any organization should encompass the overall idea of what the organization should be and wants to be in the future. It often includes the original intent or dream of the company leader or founder.
The vision in leadership should be clear and concise so that everyone in the organization understands it, believes in it, and implement it at all times. Passion for the vision should build enthusiasm, inspire and lead people to care. In many organizations, the vision in leadership (CEO) is what employees strive for and follow. Still, in most of these companies, the vision in leadership often fails to deliver results because the people don’t believe in such vision or have any attachment or strong emotion to the idea.
It needs to connect with individual employees’ desires, wishes and ambitions, and dreams. The vision in leadership has to go beyond superficial and reflect the inner voice or mission of the company. It must always make sense and be consistent with the company’s values and image.
Do you ever wonder where you fit in? Do you sometimes get that feeling that you have something much bigger to offer the universe, but then it fills you with fear and anxiety, so you think maybe I’ll just pay it safe? But what is safe? The factory job? The cubicle job?
Factories all over have been converted to open spaces for startups. Skyscrapers have entire floors open for lease because the “same as everyone else” class of jobs have dried up. Many of us were raised to seek out a job that required us to fit in, to conform, to adapt until we fit the mold.
The Freaks Shall Inherit The Earth is a guide for the kind of person who wouldn’t normally pick up a business book.
The personal business revolution is upon us. Here’s your recipe book for starting your revolutionary business, including some of what you will learn:
How to be as weird as you want while providing a viable business structure to support it
What most people are missing from the basic frameworks of doing business
How to turn passions into businesses
How to build out the Digital Channel
What Kickstarter and Square mean for the future of business
Take the plunge. Learn to fail and then win. Dare to do something that “everyone else” doesn’t. The Freaks Shall Inherit the Earth will help.
Bestselling author and successful entrepreneur Chris Brogan explains step-by-step how to build your business from the ground up, all without compromising the unique mindset and personal values that make you a freak in the first place.
Best summary I got:
In Chris’s words, you’ll have to become a freak first. In the best sense of the word.
Here are 3 lessons from The Freaks Shall Inherit The Earth to show you how, and how it’ll help you succeed in business:
Don’t fit in, standing out is always better!
If you can overcome personal problems, you can overcome business problems too.
Use your media effectively to build content, a community and a marketplace.
Feeling freaky already? Let’s unleash your inner rebel!
Lesson 1: Embrace your inner freak, because standing out is always better than fitting in.
The very first step towards unleashing your inner freak is to accept that you have one. If you don’t like yourself with all your quirks and awkward traits, no one else will either. Freak in this sense doesn’t mean that all you do is look weird. That may be the case, but it doesn’t have to be.
A freak is someone who thinks differently than others, who doesn’t just want to survive, but to live and have fun, and who therefore doesn’t think too much of rules and systems.
Freaks are the people who quit consulting jobs to start hacky sack businesses, who call the same person 365 times in a row to get what they want, who hand out chocolates on Wall Street and build jetpacks in their spare time.
Everyone’s a freak at heart. You have a weird hobby too, I know you do. Thanks to the internet, freaks can now dominate thanks to their refusal to fit in. You can find fellow cat hat knitters, rice car model makers and board game creators all over the world and connect with them.
Plus, no gatekeepers. Zero. You can publish a book, host a TV show, start a podcast, anything you want. Just accept that you’re a freak and you can start thinking about how to run your business your way.
Lesson 2: When you can overcome personal problems (which you can), you can overcome business problems too.
I’m sure you’ve overcome one or the other personal problem in your life, right? Like getting over a tough break-up, fixing your kid’s mobbing issues in school or dealing with a shitty co-worker.
Guess what: if you can move past personal problems like these, you can move past business problems too.
People are always scared of all the things that could possibly go wrong after they start a business, like running out of money, not getting any customers or hiring a terrible person. And all of these things will happen. But you can deal with them. They’re just different problems, not harder problems, or impossible ones.
Just see these as challenges. Like you wouldn’t date an egoistic person twice, focus on not repeating your mistakes in business, and you’ll learn to deal with them over time.
Oh and by the way, quitting is a legitimate strategy too. Sometimes things are just not meant for you to work out. There’s nothing wrong with throwing in the towel, as long as you’re doing it for the right reasons.
Lesson 3: Use media to build content, a community, and a marketplace for your business to thrive.
So what do you do to get your inner freak out into the world? Simple: You use the media available to you. As the word suggests, media function as a mediator for you to get your story across to others. Chris says good media are like a campfire that you and your tribe can sit around and then talk to each other to share ideas and experiences.
He says to use media well and make a profitable business, you have to create three things in particular:
Content – this is where you show how you’re different, give people something to share and talk about and turn your ideas into art.
A community – the place for your audience to get together and talk to you, but also to each other, about the values you share, the things you could do to make the world better and what rules need to be broken to do so.
A marketplace – this is how your business actually becomes a business, thanks to products and services you offer, all centered around your core message and helping you and your community reaching your shared goal faster.
That’s all I’ve got for today, except: What are you waiting for? Get out there and make change happen!
TABLE OF CONTENTS
1 Business New and Old and New Again 1
2 The Wild Colors and the Solid Spine 13
3 Choose Your Own Adventure: Defining Success 25
4 Skill Building for Your Business Goals 35
5 Fall in Love with Not Knowing 51
6 Structure a Framework for Your Days 65
7 Are You an Employeepreneur? 77
8 Create Systems That Work for You 87
9 Are You a Solo or Small Business Owner? 99
10 Fall in Love with Not Knowing, Redux 113
11 Worship Obstacles and Challenges 129
12 Build Your Own Media Empire 139
13 Connect with Your Freaks 153
14 Own Everything 163
15 When It All Goes Wrong 175
16 Take Action! Fight Crime! Save the World! 183
Publish date: 21 April 2014
AMAZON CATEGORY: Books › Business & Money › Small Business & Entrepreneurship