Grit can Help You Achieve Your Goals and Overcome Obstacles.

Grit by definition means, "firmness of character; indomitable spirit; pluck."

Now take a good look at yourself. Is grit a quality you possess?

You'd know if you had it. Grit comes from within. It helps us accomplish our goals and achieve long-held ambitions. It gives us persistence and perseverance. Grit also lifts us up when we suffer setbacks.

Yes, grit keeps our wheels in motion. Without it, some people just wouldn't get out of bed in the morning.

Also read: Adopt a Resilient Mindset

If your grit has lost its gusto, or is simply non-existent, here are some great grit-building exercises from the top researchers in the field.

1. Don't give up.

It's tempting to quit when you're tired or discouraged, but when you fail to follow through, you destroy all chances of becoming the achiever you want to be.

2. Surround yourself with gritty people.

Find a culture or group of people who demand the best of themselves - and of you, too. Even a bootcamp style exercise program will give you a taste of grit.

3. Read biographies.

Book stores, libraries, newspapers - they are all filled with stories about people who never took no for an answer. Walt Disney, for instance, went bankrupt several times before he succeeded with his lovable Mickey Mouse character.

4. Be passionate.

In order to have grit, you have to be passionate about what you do and the goals you want to accomplish. Having that passion will keep you moving forward, even in hard times.

5. Learn from mistakes, criticism.

Gritty people seek out and learn from criticism and failure. They know how to handle setbacks and bounce back from them. Grit, in a sense, makes you resilient.

Also read: High Profile Leaders and Ways they Stay Productive

Think of grit as being a shield; a shield against failure, and all things that can bring you down. If haven't found your grit yet, I urge you to dig deep to find it and build it up. Your life's dreams depend on it.

5 Things Your Staff Needs from You RIGHT NOW

As the saying goes, a happy staff is a PRODUCTIVE staff. That's why it's worth it for you to foster a better (healthier) work environment for your employees.

Sure, money will make them happy. But higher pay won't make your employees perform at higher levels. What you need from them is COMMITMENT and MOTIVATION.

Money won't buy these traits, but your behavior will.

1. Give them space; room to grow.

Step away from the role as a micromanager and give your staff some freedom. Autonomy breeds engagement, satisfaction, and in some cases, innovation.

2. Give them goals.

Goals spark competition, create a sense of purpose, and add meaning to mundane tasks.

Without a goal to shoot for, work is just work. And, that's not fun nor motivating.

3. Make your mission clear.

Remind your staff about your firm's mission. It will give them a sense of inclusiveness; make them feel a part of something bigger.  Also, striving to be worthy of words like "best" or "largest" or "fastest" or "highest quality" provides a sense of purpose.

4. Be open to suggestions.

An employee who feels he or she can't offer input will ultimately feel closed off and unhappy. Encourage everyone to make suggestions and ideas.

You don't want robots working for you, you want real people who care about the work they are doing.

Also, take the time to make employees feel valued for their ideas.

5. Show them the future.

Every job should have the potential to lead to something more, either within or outside your firm.

Take the time to develop employees for jobs they someday hope to fill. And if you don't know what they hope to do, try asking. Those conversations will foster interpersonal connections with your staff, and give them confidence to strive to be more productive and, ultimately, higher up on the ladder.

Article adapted from 8 Things Your Employees Need Most by Jeff Haden, Inc.om.

Report Shows Increasing Disparity for Women Lawyers

A survey conducted by the National Association of Women Lawyers casts an unfavorable light on U.S. law firms. The survey indicates that there is a relatively low percentage of women equity partners - about 15% - and that the compensation gap between men and women is growing.

What's even more startling is the information published in a different, yet similar report titled,  New Millenium, Same Glass Ceiling? The Impact of Law Firm Compensation Systems on Women. It revealed that "existing compensation systems in law firms were rank with subjectivity, lacked transparency, and left large openings for gender bias."

Even more shocking?

Nearly one-third of the women surveyed reported being bullied, threatened, or intimidated when it came to the issue of origination credit, which is a key factor in setting compensation.

"The focus for quite a long time has been on getting a critical mass of women into these leadership positions," says Joan William, co-author of the report. "One the other hand, once they get there, they face serious, serious problems even if they do everything right. What we saw were depressingly, tightly documented patterns of gender bias."

The study also showed:

• A lack of women and minorities on compensation committees.
• More than half the women surveyed reported being denied their fair share of origination credit.
• Women are not being given networking opportunities that lead to landing new clients.

Williams also notes that women are commonly asked to sit on diversity committees, mentor associates, work pro bono, and take on other team-work assignments that are more important to the firm's long-term health - all of which do not add up to billable hours. Because most compensation systems award rainmakers and billing hours instead of other roles and responsibilities, it appears that women are getting the short end of the stick.

While the study has been well received, the authors note that it's time for law firms to step up to the plate and begin assessing and cross-checking what they're doing. Women need to be advancing toward equity partnership, equity credit, and named to important committees - not taking a step back.

Source: Women Trapped Under the Same Glass Ceiling by Hannah Hayes.

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Real leadership is more than having authority.  You can grant someone a position, but you cannot grant him real leadership. Real leadership is being the person others will gladly and confidently follow regardless of your position.  Simply put, leadership is INFLUENCE.

How do you know if you have influence?  Leadership expert John Maxwell uses this acrostic in his acclaimed book, Becoming a Person of Influence:

• Integrity—builds relationships on trust
• Nurturing—cares about people as individuals
• Faith—believes in people
• Listening—values what others have to say
• Understanding—sees from their point of view
• Enlarging—helps others become bigger
• Navigating—assists others through difficulties
• Connecting—initiates positive relationships
• Empowering—gives them the power to lead

Mark the qualities listed above that you excel in.  Now  list the qualities you need to work on—along with a short note on how you are going to improve in that area.

Evaluate Your Leadership

Rate your leadership by placing the number 1, 2, or 3 next to each statement:

1=Never    2=Sometimes    3=Always

1. People seem to want to follow me.
2. Within the context of new acquaintances, I emerge as the leader.
3. As an elementary-school child, I was recognized as a leader.
4. My family recognizes me as a leader.
5. I find it easy to recruit people for volunteer projects.
6. I feel I am understood as a leader.
7. I have a great relationship with at least 80 per cent of the people in my firm.
8. When conflict arises between someone in the firm and myself, I confront that person one-on-one to deal with the situation.
9. Most of the key leaders in the firm agree with my leadership.
10. My partners and practice group members respect me as a leader and follow my lead enthusiastically.
11. It is easy for me to patiently listen when in a conversation, and I avoid interrupting until the other part has finished.
12. I make mistakes, but I do not make the same mistake twice.
13. I find it easy to relate to and connect with new people.
14. Concerning issues that are important to me, other leaders vote in a positive and supportive way.
15. I do not have trouble getting people to follow through with their commitments.
16. People trust me as a person and as a leader—my integrity is unquestioned.
17. I am definitely an encourager of people, so much that people migrate toward me in a crowd.
18. My influence is growing.

• 50-60 This is an area of strength.  Continue growing as a leader, but also ss area may not be spend time helping others to develop in this area.
• 40-49  This area may not be hurting you as a leader, but it isn’t helping you much either.  To strengthen your leadership, develop yourself in this area.
• 20-39 This is an area of weakness in your leadership.  Until you grow in this area, your leadership effectiveness will be negatively impacted.

Action Steps to Unleash Your Leadership Potential

Would you consider yourself to be a leader? Whom do you influence?

This week try to influence five people:

1. Your superior
2. A colleague on the same position level
3. A follower in your sphere of influence
4. A follower not in your sphere of influence
5. A family member or close friend

What you do to exert your influence could be as simple as suggesting where to go eat, or as important as suggesting a new project.

The measure of your success will be:  Did people follow you?

Good Leaders Help Build Passionate, Hard-Working Departments that are Committed to their Firms

One of the greatest skills a good leader can possess is the ability to motivate. Professionals who lack this skill often find themselves frustrated with their department heads and staff over their lack of focus and, perhaps, productivity.

A little motivation from the RIGHT PERSON, however, goes a long way.

Motivation improves morale, creates passionate and hard-working teams - and, above all else, improves the firm as a whole.

So, how can you lead to improve motivation?

Let these five leadership principles be your guide.

 1. Sing their praises.

Don't hold back, be generous with your praise. Everyone wants it and it's one of the easiest things to give. Praise improvements that you see your department managers and staff make. Praise one-on-one and in front of others.

2. Encourage team work.

Get rid of the hierarchy around the department. Instead of assigning project leads, empower your staff to work together as a team. Think about it. What’s worse than letting your supervisor down? Letting your team down! Allowing people to work together as a team, on an equal level with their co-workers, will often produce better projects faster. 

3. Make your ideas theirs.

People hate being told what to do. Instead of telling people what you want done; ask them in a way that will make them feel like they came up with the idea. “I’d like you to do it this way” turns into “Do you think it’s a good idea if we do it this way?”

4. Treat a staff member to lunch once a month (or week).

This shouldn't be a new policy, but rather a nice surprise. Literally walk up to one of your employees, and invite them to lunch with you. It’s an easy way to remind them that you notice and appreciate their work.  

5. Be transparent.

Your department wants to be included in news about the firm - good or bad. When your company does well, celebrate. If there are disappointments, share those too. If you expect high performance, your team deserves to know where the company stands. Be honest and transparent.

You would be surprised that with a little fine tuning your leadership skills will soar to new heights - and so will your department's morale. A motivated staff is a happy staff.

Adapted from article 9 Nine Things That Motivate Employees More Than Money by Ilya Pozin at Inc.om.

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High-Profile Leaders and Ways they Stay Productive

Sometimes Staying Productive takes Ingenuity

Let's face it - all of us need a little kick in the rear sometimes to stay productive. Life throws many curveballs, especially around the holidays - but that doesn't mean productivity is a lost cause.

There are many surprisingly creative ways to keep the wheels in motion. In fact, you might be shocked to learn that sleep and rest are excellent ways to stay productive.

Don't believe me? Just ask Internet publishing pioneer Arianna Huffington. She and other high-profile leaders shared their ways of staying productive in an excellent article at Inc.com.

Here they are in no particular order.

Arianna Huffington, Internet Publishing Pioneer:

As president and editor-in-chief of the Huffington Post Media Group, Huffington helms a web universe that attracts 250 million unique visitors each month, and has been busy poaching big-name talent from the likes of The New York Times. While many high-powered folks claim to get by on very little sleep, Huffington advocates the opposite. She told Slate.com in 2009: “My single most effective trick for getting things done is to stop doing what I'm doing and get some sleep."

Larry Page, Google Co-Founder:

Page told Wired in a 2011 profile that he and Brin abruptly decided to get rid of their assistants after they found themselves scheduled in too many undesired meetings. “Most people aren’t willing to ask me if they want to meet with me,” he says. “They’re happy to ask an assistant.” Anyone who wants his attention, now has to approach him.

Stephen King, Author:

In his 2000 autobiography, On Writing the legendary author offers straightforward advice to aspiring scribes: Write every day. Ideally, strive for 1,000 words, but however many you can manage will suffice so long as you do it each day. King himself writes at least ten pages every day—weekends, and holidays included. While King is not your typical entrepreneur, he is a paragon of productivity. He has published 49 novels that have sold over 350 million copies.

Ram Shriram, Angel Investor and Founding Google Board Member:

Shriram says the best way to improve personal performance is to track it in a daily diary. In a 2005 comment toBusiness 2.0, he explained that the point is not to beat yourself up for mistakes—a counter-productive exercise if there ever was one—but to create a kind of manual for what has worked and what hasn't in your business. "Documenting it ensures we'll always remember it."

Stephen Gillett, EVP of Digital Ventures at Starbucks:

Gillett told Wired in a 2006 interview, "I used to worry about not having what I needed to get a job done. Now I think of it like a quest; by being willing to improvise I can usually find the people and resources I need to accomplish the task."

Carol Smith, Chief Revenue Office at Harper's Bazaar:

Smith says dedicating a few hours on Sunday to catch up on email and tend to work matters could wind up saving you time at the office come Monday. In a 2009 interview with The New York Times, the so-called branding powerhouse explains: “I come to work almost every Sunday for at least four hours to go through my e-mail. I did it when it was a real inbox…and now I do it with email. I'm glad I come in on Sunday. It's the quiet time. I get things out of the way...so when I come in on Monday, it's like my vacation day."

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Three-Point Call to Action Serves as an Example for Lawyers and other Businesses.

The recent passing of Apple Co-Founder Steve Jobs has led a lot of professionals to reflect on the entrepreneurial legacy he left behind. There's no doubt that Jobs created an empire. But it's how he created that empire - and the people who helped him - that should make people stand up and take note.

By 1977, as Jobs and and his business partner, Steve Wozniak, were busy taking orders for the very first Apple I and looking for venture capital as they developed the Apple II, the men brought on investor Mike Markkula into the business. Markkula injected $250,000 into the company, became a third partner, and sat down to write, "The Apple Marketing Philosophy." It's a three-point call to action that has served Apple for decades, and can also be a prime example for your business practices.

Point No. 1: Empathy
Apple should strive for an "intimate" connection with customers' feelings. "We will truly understand their needs better than any other company," Markkula wrote.

Point No. 2: Focus
To be successful, Apple should center its efforts on accomplishing its main goals, and eliminate all the "unimportant opportunities."

Point No. 3: Impute
Apple should be constantly aware that companies and their products will be judged by the signals they convey. "People DO judge a book by its cover," Markkula wrote. "We may have the best product, the highest quality, the most useful software etc.; if we present them in a slipshod manner, they will be perceived as slipshod; if we present them in a creative, professional manner, we will impute the desired qualities."

It's important to note that with this marketing philosophy in place, Steve Jobs was able to take Apple to the next level. Jobs pioneered Apple's customer first marketing plan. And, instead of creating products they wanted to make, Jobs aimed to produce products that addressed consumers' needs, feelings and motivations.

Are you doing the same for you clients? Perhaps it's time.

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Ways to Use Mistakes to Your Advantage

No one is perfect. All of us make mistakes - even despite rigorous planning. But when mistakes happen - especially to you - it's important not to sit there and wallow in pity. Get smart and use mistakes to your advantage!

How?

Learn from them right away.

1. Figure out right and wrong.

You have to determine what happened. What didn't work - and what did. It’s vital not to discount things by focusing exclusively on errors. Use what you learn as a benchmark when another similar project rolls around.

2. Publicize your mistakes.

Sure, it's sounds excruciatingly painful to tell the world about your mistakes, but owning up to problems will make you appear open and honest. It may even spur discussion about ways the project or case could have been carried out differently. Publicizing your mistakes - believe it or not - gives you an opportunity for growth.

3. Move forward.

Again, the key is to not sit idle and dwell on past mistakes. Onward and upward! Progression is one of the keys to success, not perfection.

Adapted from article How to Use Mistakes to Your Advantage by Margaret Heffernan.

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3 Ways to Defend Yourself Against Rejection

Rejection is a tough pill to swallow, but it is inevitable in the business world. Living in fear of rejection is something many people do. They play it safe, never speaking up or putting their ideas out there. Unfortunately, in an effort to save themselves pain, these people are doing more harm to themselves than good.

How?

Little risk means little reward.

The key is to think about rejection in a entirely different light.

Here are three ways to defend yourself against rejection, soothe the pain - and make you braver.

1. Expect it.

Anticipate rejection. It's as simple as that.

This will challenge you to set a high benchmark to what you do and force you to push forward. And, if rejection does arise, you'll be able to handle it better because you already prepared for it.

Do your best, while preparing to handle the worst.

2. Maintain control.

There are two focuses of control in life — external focus, which refers to anything outside our sphere of influence, such as our environment, colleagues, and society. Internal focus refers to what’s within our sphere of influence — our thoughts, feelings, actions, behaviors, etc. Most people will adopt a high external focus of control in the face of rejection, which serves absolutely no purpose other than to feel down about yourself. Not only that, you’re also relinquishing your power to others.

The best way to handle rejection is to maintain your focus of control. Focus on the things you can take action on.

3. Understand rejection is progression.

Contrary to popular belief, rejection is progression, not a step backward. Rejection is actually a step forward to knowing what people want, what’s out there in reality, and how to improve ourselves to achieve our goals. Rejection is actually your partner in growth.

Rejection is nothing to be afraid of. It does not mean you have failed. It does not mean everything you have done has been a complete waste of time. It means it's time to move forward - onward and upward!

Adapted from article How to Be Rejection Proof by Jessica Stillman.

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Source: Inc. Magazine

Inc. Magazine Names its Top Leadership Books of All Time

Everyone needs a dose inspiration now and then, and the following books recommended by Inc. Magazine leave no stone unturned on the topic of leadership.

Build your business bookshelf with them, learn from them, and be inspired to LEAD.

1. On Becoming a Leader, by Warren Bennis.

This thought-provoking classic of business literature draws from hundreds of interviews to help answer the question: What is a good leader? Professor Bennis, a pioneer in leadership studies, casts his net wide, examining the psychological and philosophical attributes of thinkers, scientists, executives, and entertainers who all share an ability to unite people in a common purpose.

2. Onward: How Starbucks Fought for its Life Without Losing its Soul, by Howard Schultz.

The charismatic billionaire's tale of how he helped Starbucks claw its way back to the top of the java-chain is engrossing. The hits-and-misses Schultz recounts ring familiar to anyone with even a passing familiarity with the chain and provide an honest look at the pitfalls of trial and error. Schultz's own rise from a rough Brooklyn childhood to Fortune 500 CEO is also a touching backstory.

3. Delivering Happiness: A Path to Profits, Passion, and Purpose, by Tony Hsieh

This fun-loving entrepreneur may be as well-known for his unconventional management principles as he is for his Zappos shoe empire. Tony Hsieh’s high-minded manifesto: The workplace can and should be a place where employees find personal fulfillment. To that end, Hsieh focuses on fostering happy, passionate, and communicative staffers.

4. Wooden on Leadership: How to Create a Winning Organization, by John Wooden.

Easily the most successful college basketball coach in history, 10-time NCAA champion John Wooden was beloved by UCLA players and fans as both a coach and mentor. His “Pyramid of Success,” a triangular diagram illustrating 25 behaviors he saw as critical to personal achievement, is widely cited by management consultants and team-builders worldwide. Though Wooden authored seven leadership books, this one most pointedly applies to the workplace. Wooden offers both concrete tips—each chapter concludes with a bulleted list of actionable steps—and “big picture” inspiration.

5. Primal Leadership: Realizing the Power of Emotional Intelligence, by Daniel Goleman.

In this analytical take on managerial success, the psychologist credited with popularizing the concept of "emotional intelligence,” looks at its application to leadership. Through dozens of case studies, Goleman builds a convincing argument that the best leaders are—for lack of a better term—in touch with their feelings. Individuals with what he calls "resonance," the ability to channel emotions in a positive direction, are by and large the most effective and inspiring.

What are your top picks for books on leadership? Send me your thoughts.

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