Do NOT Teach a Starving Man to Fish

You've heard this old saying before: give a man a fish and you feed him for a day; teach a man to fish and you feed him for a lifetime. You may even be nodding your head in agreement right now. Sorry— this saying is all wrong.

When a person is starving, that's not the time to fill their head with knowledge. The right thing to do is to first give the person a fish - banishing their hunger - and only then teach them to fish.

Far too often, people ignore this common sense first step. They see someone who is struggling, and they rush to offer wisdom. "Let me tell you what I'd do in your position," a well-meaning individual might offer.

But few of us understand the anxiety, confusion, and uncertainty that comes with overwhelming need. People in the midst of personal disasters are reeling. They can't think straight. Their nerves may be shot. Their confidence may be non-existent.

We all know affluent, outwardly successful professionals who lack confidence and - at least temporarily - the ability to think straight. Can you imagine how people must feel in the midst of outright failure?

Rushing to offer a struggling person long-term advice is a waste of time.

Instead, it makes far more sense to help them regain their equilibrium. Once this happens... once their ears, heart and mind open, then you have an opportunity to teach a new skill.

What does it take to decide whether a person needs a fish before a fishing lesson? Two things:

1.) The ability to pay attention: Is the other person open and receptive, or looking at the world through narrowed eyes that tip off just how terrified they feel inside? You can't just take their words at face value, because claiming to be alright is a basic survival skill. You have to look at how the person acts and what they don't say.

2.) Empathy: The more successful you are, the harder it is to imagine what it must be like to be the opposite.

By the way, don't trust everything you read on the Internet, where the "give a man a fish" saying is attributed to everyone except my Uncle Nathan.

Caffeine: The Silent Killer of Success

This week's tip for improving your performance is the most simple and straightforward method I’ve provided thus far. For many people, this tip has the potential to have a bigger impact than any other single action. The catch? You have to cut down on caffeine, and as any caffeine drinker can attest, this is easier said than done.

For those who aren't aware, the ability to manage your emotions and remain calm under pressure has a direct link to your performance. TalentSmart has conducted research with more than a million people, and we’ve found that 90% of top performers are high in emotional intelligence. These individuals are skilled at managing their emotions (even in times of high stress) in order to remain calm and in control.

The Good: Isn’t Really Good

Most people start drinking caffeine because it makes them feel more alert and improves their mood. Many studies suggest that caffeine actually improves cognitive task performance (memory, attention span, etc.) in the short-term. Unfortunately, these studies fail to consider the participants’ caffeine habits. New research from Johns Hopkins Medical School shows that performance increases due to caffeine intake are the result of caffeine drinkers experiencing a short-term reversal of caffeine withdrawal. By controlling for caffeine use in study participants, John Hopkins researchers found that caffeine-related performance improvement is nonexistent without caffeine withdrawal. In essence, coming off caffeine reduces your cognitive performance and has a negative impact on your mood. The only way to get back to normal is to drink caffeine, and when you do drink it, you feel like it’s taking you to new heights. In reality, the caffeine is just taking your performance back to normal for a short period.

The Bad: Adrenaline

Drinking caffeine triggers the release of adrenaline. Adrenaline is the source of the “fight or flight” response, a survival mechanism that forces you to stand up and fight or run for the hills when faced with a threat. The fight-or-flight mechanism sidesteps rational thinking in favor of a faster response. This is great when a bear is chasing you, but not so great when you’re responding to a curt email. When caffeine puts your brain and body into this hyper-aroused state, your emotions overrun your behavior.

Irritability and anxiety are the most commonly seen emotional effects of caffeine, but caffeine enables all of your emotions to take charge.

The negative effects of a caffeine-generated adrenaline surge are not just behavioral. Researchers at Carnegie Mellon University found that large doses of caffeine raise blood pressure, stimulate the heart, and produce rapid shallow breathing, which readers of Emotional Intelligence 2.0 know deprives the brain of the oxygen needed to keep your thinking calm and rational.

The Ugly: Sleep

When you sleep, your brain literally recharges, shuffling through the day’s memories and storing or discarding them (which causes dreams), so that you wake up alert and clear-headed. Your self-control, focus, memory, and information processing speed are all reduced when you don’t get enough—or the right kind—of sleep. Your brain is very fickle when it comes to sleep. For you to wake up feeling rested, your brain needs to move through an elaborate series of cycles. You can help this process along and improve the quality of your sleep by reducing your caffeine intake.

Here’s why you’ll want to: caffeine has a six-hour half-life, which means it takes a full twenty-four hours to work its way out of your system. Have a cup of joe at eight a.m., and you’ll still have 25% of the caffeine in your body at eight p.m. Anything you drink after noon will still be at 50% strength at bedtime. Any caffeine in your bloodstream—with the negative effects increasing with the dose—makes it harder to fall asleep.

When you do finally fall asleep, the worst is yet to come. Caffeine disrupts the quality of your sleep by reducing rapid eye movement (REM) sleep, the deep sleep when your body recuperates and processes emotions. When caffeine disrupts your sleep, you wake up the next day with an emotional handicap. You’re naturally going to be inclined to grab a cup of coffee or an energy drink to try to make yourself feel better. The caffeine produces surges of adrenaline, which further your emotional handicap. Caffeine and lack of sleep leave you feeling tired in the afternoon, so you drink more caffeine, which leaves even more of it in your bloodstream at bedtime. Caffeine very quickly creates a vicious cycle.

Withdrawal

Like any stimulant, caffeine is physiologically and psychologically addictive. If you do choose to lower your caffeine intake, you should do so slowly under the guidance of a qualified medical professional. The researchers at Johns Hopkins found that caffeine withdrawal causes headache, fatigue, sleepiness, and difficulty concentrating. Some people report feeling flu-like symptoms, depression, and anxiety after reducing intake by as little as one cup a day. Slowly tapering your caffeine dosage each day can greatly reduce these withdrawal symptoms.

7 Signs it is Time to Quit your Job

A while back, I wrote an article titled, "7 Management Traits that Will Make All Your Employees Quit." The article produced an amazing conversation surrounding the traits of both effective and ineffective managers that is now 1800 comments deep. Many people were very gracious to share their personal experiences and stories from their careers. In that article, I described a brutal management style that led to all the employees in the regional office to either quit or get fired. In case you missed it here is the link: 7 Management Traits That Will Make All Your Employees Quit

Today, I am going to share with you the story of the day I quit, and provide a few of the signs I experienced that told me it was time to get out of there. When I left this company, for the first time in my life I didn't give two weeks notice. Nor did I type up a thoughtful resignation letter thanking them for the opportunity like I had with other companies I left in the past. When I got to the office on the day I quit I was both nervous and anxious, because my boss was very unpredictable. He had shown violent tendencies in the office, as well as, told stories about his violent past. I think the crazy and violent stories he told us were designed to intimidate us, and it worked. I had no idea how he was going react to the news that I was quitting. I made sure to get to the office before he did so I could have all my stuff packed up and ready to go. When he got there I told him right away. He became very upset and irrational. He threw out some major verbal insults my way. However, at least I got out of there without him inflicting any physical violence on me!

Yes, I know that leaving without giving two weeks notice is very unprofessional. However, the company had shown me no respect, and degraded me to the point that I honestly could not stay there a second longer. The day I quit that job was one of the most liberating experiences in my life. I couldn't get out of there fast enough. As I was leaving, when I got to the lobby area I had a quick decision to make, take the elevator or the stairs. I quickly decided to take the stairs as I could hit them running. I didn't want to wait for the elevator! The feeling I got once I made it to my car and started to drive away was amazing. I truly felt a sense of freedom like I had never felt before!

I had decided to pick up my daughter from daycare, and take her up to Horsetooth Reservoir (pictured here) to go swimming! The next few days were spent relaxing with my family and preparing to move on professionally. This is important, If you quit your job make sure to schedule some time to relax and spend time with your loved ones before starting the new job. If you need help with transitioning or finding a new job check out Mae Chapman's plan.

I'm not advocating quitting your job. However, if you are experiencing some or all of the symptoms I have listed below, it might be time to weigh your options:

1) You can't sleep at night due to the stress and thought of having to go into work the next day. The stress and lack of sleep really began to negatively affect my health.

2) The stress from the job makes you irritable and cranky around your family and friends. I was no fun to be around during this time. This job was so stressful that it started tonegatively affect the relationships with my loved ones.

3) The job has zapped all the life out of you. You are tired all the time and lack the motivation you once had. This can happen when your company has no policy or no intention of ever implementing a work/life balance program for employees.

4) You don't agree with the corporate culture or the direction the company is headed. In my case, the culture was a turn and burn environment. They had a high pressure environment, and we lived in constant fear of losing our jobs. There was no value placed in sales professionals, and the place was a revolving door.

5) Your ideas are not being heard, and your work is not valued. Many companies do a very poor job of recognizing their employees for their hard work and accomplishments. They don't have any concept of the value in saying thank you.

6) The "good old boys club" at the top has made it impossible for advancement. Nobody likes to work in a situation when they know where there is no chance that they can advance within the company. If you see a pattern of upper management hiring their friends over more qualified candidates this is a sign that your company has a "good old boys club."

7) You are the victim of verbal abuse, sexual harassment, or other types of illegal behavior. At the job I quit, I was bullied and verbally abused by my old boss. HR was no help and upper management turned a blind eye to it. DO NOT put up with this!

For me quitting that poisonous job was the one of the best decisions I ever made. Today, I'm in a much better place professionally at Skybeam . I am far less grouchy and stressed. Additionally, I am sleeping much better, and my family likes me a lot more these days. Why did you quit your last job? Was it because of any of the scenarios I described above? Has the grass been greener at your new job or do you regret your decision to leave?

Please note: The company I quit and described in this article and the "7 Management Traits" article, is not listed on my profile. I was only there a short time and have chosen not to include them in my professional highlights. As you can tell by the article the experience with this company was a "low light" to put it mildly.

How to Steal Ideas From Everybody You Meet

All creativity begins with the moment of conception.

That little piece of kindling that gets the fire going. That initial source of inspiration that takes on a life of its own. That single note from which the entire symphony grows. That single spark of life that signals an idea’s movement value, almost screaming to us, something wants to be built here.

And so, in this new blog series, I’m going to be deconstructing my favorite moments of conception from popular movies. Each post will contain a video clip from a different film, along with a series of lessons we can learn from the characters.

Today's clip comes from the Xerox scene of The Pirates of Silicon Valley:

So, what did they do right?

Good artists copy, great artists steal. According to the bestselling biography Steve Jobs, the Xerox agreement was sometimes described as one of the biggest heists in the chronicles of history. But the subtext is, it’s not because Jobs stumbled across some random fragment of an idea and casually incorporated it into his own strategy. He was ruthless, shameless and intentional. Apple knew whom they wanted to steal from, what they wanted to steal, and most importantly, how to persuade them to let them steal it. And, like any successful car thief, once they brought the stolen hotrod back to the garage, within twenty four hours, it had a new paint job, new rims, new tires, a convertible top and a better designed dice in the mirror. That’s not theft, that’s theater. Proving, that it doesn’t matter if you steal something, it only matters what you do with it once you’ve stolen it.

Ideas are free, only execution is priceless. Xerox’s technologies of the mouse, the graphic interface and the programming language were genius. But they were also ahead of their time. And because their team lacked the taste and design and finesse when it came to prototyping, presenting and the persuading their board of directions, they failed to realize their concepts. Steve, on the other hand, was five moves ahead. And as anyone in the startup world will tell you, he who ships first, wins. Ultimately”, with the help of his trademark reality distortion field, he convinced Xerox to open the kimono and share their new concepts in exchange for an equity investment. Who do you think got the short end of that digital stick? Jobs out executed the competition. He didn’t have an idea, he had an I did. To quote the Steve Jobsbiography once again, “The mark of an innovative company is not only that it comes up with new ideas first, but also that it knows how to leapfrog when it finds itself behind.”

Everything is prey. This scene perfectly points out the astonishing short sightedness and lack of imagination of top corporate executives. Steve knew the Xerox was sitting on a goldmine, and yet, he couldn’t believe they hadn’t yet commercialized their technology. And so, his philosophy was, if these dolts are so dense that they can’t realize the economic and cultural value of this software­­, that they, themselves, have developed, then they don’t deserve to have it. Xerox wasn’t worthy of their own innovation. And in the words of my favorite country song, “I could love you better than that, I know how to make you forget her, all I’m asking is for one little chance, baby I can love you better.” Jobs was right. It comes down to trying to expose yourself to the best things that humans have done, and then try to bring those things into what you’re doing.

4 Tips for Hiring People Who Work As Hard As You Do

A few years ago, I met serial technology entrepreneur, Heidi Messer, at a CEO Summit hosted by Astia, where I serve as a board member. Astia is advancing women into high growth entrepreneurship. I asked Messer how her priorities have changed since her first start-up experience. Unlike most CEOs who focus solely on sales or product development as an early stage imperative talking point, Messer said that human resources and culture have evolved as top priorities from the get-go. We talked about what successful companies do toattract talent.

Culture and people determine success. I get it. But, now what? How does a CEO ensure that she hires the right people and cultivates the right culture from the get-go? I turned to Sue Stockdale, author of Motivating People, consultant, speaker, and contributor at PSDNetwork LLC, where I am co-founder, for some tips. This is what she shared:

1. Subscribe to social media platforms you think your potential employees follow.

LinkedIn, Twitter, and Facebook are only the beginning; look at Pinterest, Instagram and Tumblr. Make sure your messaging on each platform is consistent with the story you want to tell about your business. Every touch point is a possible opportunity to engage prospects.

2. Use a behavioral assessment tool in your recruiting process.

Consider the skills, experience, behavior, and values that are important for your business and map them to the candidates you have coming through the door. You might find a candidate with the right skills and education, but not the right culture for the team you are building.

3. Be prepared to invest in your employees.

When you are running lean, like most start-ups, you rely on your staff to deliver fast results. But, your approach to their development needs to be long-term if you want to attract the right talent and keep them with you. "View your job as enabling your team to succeed," says Stockdale. You want to give people a reason to be led by you today and tomorrow. If you invest in hiring on and developing the right staff, they will invest in you.

4. Offer competitive compensation packages.

The war for talent for key positions is tough, even with economic uncertainty. "Candidates are looking for what's in it for me," says Stockdale. Competitive compensation packages that don't break the bank, opportunities to directly impact direction, and inspiring leadership styles all contribute to the attractiveness of candidate and employee engagement.

Over and over I hear from founding teams who learn that they chose the wrong staff or realized too late that they hadn’t created a structure and talent pool conducive to the type of corporate culture they desired. Don’t let this happen to you. Invest in the right people and you build the business you want to lead.

Three Musts to Retaining Superstar Talent

In a previous post, I wrote about five toolsto look for when recruiting superstar talent. In this post, I'd like to share some key lessons learned over the years when it comes to retaining your top people.

As a general rule, it's important to note that by the time your best talent comes to you and says they're leaving, more often than not, it's too late. They've long since reached the conclusion it's time to go, having repeatedly seen or experienced examples of why they no longer want to be at the company. At that point, it's going to be extremely difficult to keep them.

One of the reasons it's so hard to change a person's mind once they've communicated their intention to leave is that they may not be willing to share the truth behind their rationale. At least in the case of the tech industry, it's a "small town," so people understandably want to leave doors open vs. burning bridges by speaking hard truths. Without knowing what's really motivating a person's decision to transition, it can be challenging to convince them otherwise.

Additionally, if losing the person to another company, you'll most likely be up against a grass-is-greener dynamic. Departing employees know what it's like at your company -- both the good and the bad -- but they are being wined and dined by hiring managers and recruiters who are telling them only the good, if not the great, about what it's going to be like to join a new team.

Lastly, sometimes the person can't quite put their finger on the reason they want to make a change. They just "know it's time" or have a gut feeling it's the right thing to do. Generally speaking, it's hard to counter an argument when one isn't being made.

All of this underlies one critical dynamic when retaining talent: Start the retention process when the person is still open to staying and not after they've already told you they're leaving. From time to time, you may be fortunate enough to walk someone back from the ledge (in certain cases, I've seen people retained even after they've accepted roles elsewhere), but this is the exception rather than the rule. If you are counting on your ability to persuade people to stay after they've already made the decision to leave, you should expect to lose far more talent than you save.

So how can you prevent this scenario to begin with? In my experience, there are three critical must-haves, all of which need to be in place well before the individual comes to you saying they are on their way out: Mentorship, career path, and recognition.

Mentorship

The primary role of a mentor in this case is to help the mentee determine what it is they ultimately want to do, and ensure they are well equipped to pursue that path. Why is this so important when it comes to retention? Because the clearer your talent is about their desired end goal, the earlier in the process you can work with them to make it a reality.

Bear in mind, simply because you are someone's boss, doesn't make you their mentor. To the contrary, by virtue of your role as manager, your employee may be hesitant to share their future plans (especially if it doesn't include you), or concerns about why working for you or your team is leaving them dissatisfied. Without knowing what's on their mind, it's going to prove prohibitively difficult to make the appropriate course corrections.

Rather than assume you are the right mentor for your directs, help them find the right mentor. That means leveraging your understanding of the individual -- their strengths, weaknesses, values, sensibilities -- and suggesting the best person to complement them. A mentor can come from within your organization or outside the company. Either way, they are there for your employee first, providing an impartial sounding board that can draw upon the mentor's own relevant experiences to assist the talent in making and pursuing the right career choices.

Career path

One of the most common questions I'm asked, especially among interns and new college grads, is, "What can I do to successfully achieve my career goals?" My reply is simple: Understand what it is you ultimately want to accomplish. As straightforward as this sounds, I can't tell you the number of times I've asked this question of people who have been working for five, 10, even 15 years, and still don't have any idea what the answer is. Oftentimes, this is due to the fact their careers have largely been opportunistic vs. goal driven. Swept up in a current of promotions, raises, and job offers from the latest hot new company, these individuals steadily work their way up the ranks in title and money, only to find themselves thoroughly unhappy in their current role years later.

Three ways to avoid this scenario are for any individual to:

1. Know what they want to do (optimizing for both skills and passion)
2. Surround themselves with the right people (e.g. see "Mentorship" above)
3. Always be learning

As a manager, one of the most valuable things you can do for your top talent is ensure you are asking the right questions, encouraging the right conversations, and doing everything within your power to help them realize these three dimensions on the way towards achieving their dream job.

Recognition

Every individual you work with, regardless of their position within the organization, not only wants to be recognized -- they need to be recognized. It's a fundamental part of human nature.

While compensation is an important part of the mix, recognition goes well beyond what a person earns. It can take the shape of a promotion, a shout-out at a staff meeting, a congratulatory email, or a pat on the back. The key is taking the time to understand what motivates the individual and expressing your appreciation whenever appropriate. The more personal and authentic, the better.

Don't make the mistake of taking your most talented people for granted and assuming they know how you feel. If that's the case, more often than not you'll end up telling them, but only after it's too late. Recognize a job well done consistently and you'll not only be more likely to retain your most valuable people, you'll motivate them to do their best work along the way.

Facebook: I'm Giving Up, You've Jumped The Shark

I'm giving up. Facebook Wins, We all lose.

Facebook's Edgerank Algorithm keeps getting worse for exposure of both personal and business posts. I'm giving up trying to share relevent and educational articles from other sites. Facebook buries them. Shared photos and videos? Facebook buries them. With my Personal account supporting The Chris Voss Show blog I have roughly 20,000 facebook followers/friends and still even paying to promote, the results suck. I can tell now by how Facebook puts certain boxes around my posts when they go up, some really small for Youtube shares, others simple around a shared news story, that almost no one will see it. You can tell by the lack of comments and engagement. Text posts seem to be the only thing that works anymore. Facebook has been honest about what its burying and the bottom line is they want you to buy ads to promote your interests if you want engagement.

Buy Ads or get nothing. Pay to Play. Content engagement isnt quality anymore, its just about $$.

I knew this would happen all along. I knew Facebook would go ad based and betray all the people who spent tons of money building their Fan Pages and then hold the followers for ransom. Did you really think Facebook wouldnt grow up into an ad service platform? Just think if you'd spent all that money building up your own .com site? This was seen coming by me for miles away. For 4+ years I've told clients I consult with to grab as much online real estate as you can, cause someday it wont be free. Some listened, fools waited. I've got news for all you complainers. It will keep get worse and you will have to pay more or sit out.

Necessity and economics drive change. Time is ripe for change again.

I remember the heady days of MySpace. Its was an awesome exciting platform at the time where you could share and communicate with your friends. For companies struggling with the recent recession it was a great emerging platform for small and large business. Then Rupert Murdoch showed up and bought the company for $580 million and MySpace suddenly had massive debt. It had to grow up and meet shareholder demands. The end result was more ads, more red tape and pages you had to go through to do anything. They killed its experience and we left for new open Facebook.

Even Facebook knows it has you trapped and surrounded.

Now Facebook has become the experience killer MySpace was. A small percentage of followers will see your posts in terms of 3-7% if your lucky. Thats likely Impression Rates too showing up on a giant feed wall so you might as well be yelling into an empty forest? Even Rupert Murdoch Tweeted a warning to Facebook 10 months ago: "Look out Facebook! Hours spent participating per member dropping seriously. First really bad sign as seen by crappy MySpace years ago." Mark Zuckerberg is furiously investing in other companies as people move to other platforms with their time spent online. He knows he's got to squeeze you for whatever $$ you have left as you spend more time elsewhere and hopefully he'll pick you up at the other site. If you really think about it, its pretty smart. Facebook will squeeze you for money, you run to another site, Facebook owns it or buys it and will eventually squeeze you there too. ITS LIKE A RAT MAZE GAME! All Facebook has to do for survival is just buy the next place youre leaving it for. Well at least Facebook was smarter than MySpace in that regard.

Are you expecting it to improve or get cheaper by complaining?

Its not gonna get cheaper or easier on Facebook. If you're complaining now, its only gonna get worse and more expensive. Right now the only thing that seems to get any traction, engagement and views, is writing an original text post and I'm not even sure a photo should be on it, Facebook might think its a meme. The sad part is this really kills sharing outside posts and information which is what social media is built on - the freedom and democratization of information. Facebook wants you to make content for them and if you want to SHARE other stuff as a distribution point for others, you'll need to pay for that too.

I learned a long time ago as a serial entrepenuer and investor that if you dont own it and control it, kiss it goodbye. I've never poured money into getting Facebook Fan Page tons of fans. All my money goes into a site I own and control: TheChrisVossShow.com. I can still send posts to everyone on my lists without paying more. Maybe its time we all invested into something we control for a change and quit the rat maze race?

So Facebook you win. You've killed my fun and experience. Its all about you and your money grubbing now. I'm pulling back all the sharing and just doing a few text posts and a picture or 2 giving you the bare minimums until something better comes along. Which it will. Who needs a Facebook "killer" when you've got Facebook suicide.

Time for a change.

Heartbleed bug: millions of Android devices still vulnerable

Millions of Android smartphone and tablet users could still be vulnerable to the Heartbleed bug, which can be exploited by hackers to steal passwords, credit card details, encryption keys and other sensitive data from web servers, without leaving any trace.

Heartbleed is thought to be one of the most serious security flaws ever found, partly because it remained undiscovered for more than two years. Experts estimate that around two-thirds of the world's web servers run the software that contains the bug, known as OpenSSL, meaning they are vulnerable to attack until a security patch is installed.

In a blog post last week, Google product manager Matthew O'Connor said that all versions of Android are immune to Heartbleed, with the exception of Android 4.1.1. Patching information for Android 4.1.1 is being distributed to device manufacturers and mobile operators, who are responsible for creating and issuing the updates.

Android fragmentation is a known problem within the ecosystem, and millions of users could still be running version 4.1.1, which was released in 2012. According to Google's own Android developer dashboard, up to 34.4 percent of all Android users are currently running 4.1 - 4.1.2, though the exact number of users running 4.1.1 is not known.

The Heartbleed bug was made public at he beginning of last week by researchers from Google and a Finnish company called Codenomicon.

A fix was simultaneously made available and quickly implemented by the majority of vulnerable websites (including Google Search, Gmail, YouTube, Wallet, Play, Apps, App Engine, AdWords, DoubleClick, Maps, Maps Engine and Earth), but there is no easy solution for Android gadgets that carry the flaw, according to security experts.

“One of the major issues with Android is the update cycle is really long,” Michael Shaulov, chief executive of cyber-security company Lacoon Security told Bloomberg. “The device manufacturers and the carriers need to do something with the patch, and that’s usually a really long process.”

However, Marc Rogers, principal security researcher at mobile security firm Lookout, told the news agency there are no signs that hackers are trying to attack Android devices through the vulnerability, as it would be complicated to set up and the success rate would be low.

"Given that the server attack affects such a larger number of devices and is so much easier to carry out, we don’t expect to see any attacks against devices until after the server attacks have been completely exhausted," he said.

5 Things Super Lucky People Do

Do you feel lucky? Here's a clear-cut approach for improving your luck today.

"The Luck of the Irish" is an American phrase that comes from the days of the gold rush in the 1800s.  Intolerant Americans figured the Irish people weren't smart enough to find gold, and blamed their success on being lucky rather than skilled. In reality, America's early immigrants have time and again proven themselves to be hardworking and smart enough to generate their own good fortune consistently.

So often I have witnessed people excuse their own inadequacies by crediting the success of others to luck.  Salespeople I know disparage their more successful competitors as lucky. If those salespeople would make as many calls or work as many hours as their competitors, they would realize that their probability of closing is fairly equal. The competitors are simply swinging the bat more often.

The truth is that seemingly lucky people are opportunists. They do the things that allow them to take advantage of the world around them. For them, it's not about being in the way of good luck or bad. It's the actions they take to get what Jim Collins refers to as a high return on luck whichever way the pendulum swings. Follow these five tips and you can be as lucky as anyone, no four-leaf clover or rabbit's foot required.

1. Play to your strengths. So much time and energy is wasted trying to do things you probably don't do very well. Author and Inc. columnist Lewis Schiff learned from his survey of incredibly wealthy people that they got that way by focusing only on what they do best. Everything else you can delegate, or you could find a partner to compensate for your weaknesses. That way, you will shine where you excel and attract opportunity. Good things come to those who emanate success.

2. Prepare in advance. Unlucky people often get that way because they're reactive and unprepared for whatever comes. People who have stored food and water in their basements aren't lucky to find themselves prepared when disaster strikes, they used forethought to make sure they had what they might need just in case. I personally scoff at this horrible recent trend of disparaging business plans because things change constantly. The point of a business plan isn't to follow it no matter what, it's to establish a structure for smart decision making that allows you to succeed no matter what the future might bring.

3. Start early. Some people seem to have more hours in the day. I myself don't need more than six hours of sleep and am constantly finding ways to be more efficient. I use that extra time to start my projects well in advance. My rewards aren't dependent upon the time of day that I take action. (This column is being written at 3 a.m.) But it does matter that I'm beginning to explore projects I expect to complete months or years from now. So many people only want to put their energy into things that provide immediate gratification. The most fortunate people I know are the ones who planted seeds early and now reap that harvest of happiness.

4. Connect with as many people as possible. The key to success is access to opportunity. Access comes from influence. If you're influential, people will come and bring opportunities to you. The bigger your following, the more powerful your influence. The only way to build a big following is to provide value to many people. You have to provide the sort of value that will cause people to spread your thoughts far and wide, attributing credit to you when they do. Are you creating that kind of value? If not, figure how you can.

5. Follow up. Opportunities often come and go because people don't respond in a timely manner. I'm always amazed when people ask me for something and I respond only to never hear from them again. Three months ago, a young woman asked me if I hire interns or assistants. I replied immediately saying I'm always willing to consider hiring people who bring value to my work. I asked her how she thought she could enhance what I could do. I never heard from her again. Perhaps she now considers herself unlucky that opportunity doesn't come her way. I believe that following up is often more powerful and impressive than the act of initiating.

May you be so lucky to have people in your life that follow up.

4 Sales Strategy Lessons from House of Cards

Netflix subscribers rejoice – the much-anticipated second season of House of Cards premiered this week. Centered around an ambitious and cunning politician named Frank Underwood (portrayed by Kevin Spacey), the show has generated widespread acclaim from viewers and critics.

Underwood is known for his particularly ruthless political tactics, but he ultimately gets his way through sheer determination. While we don’t endorse any under-the-table dealings, sales professionals can still take a few lessons from Underwood when looking to advance their goals.

Keep these 4 thoughts in mind when structuring your sales strategy:

1. Know (and grow) your network

In season one, Underwood served as the Democratic House Majority Whip under a new White House administration. He had already established a reputation for cunning political insight, collecting numerous allies and holding them in his back pocket. He knows they can be trusted, and he uses them to further his goals.

Selling is a team effort, and your network plays a significant role with successful prospecting. Become familiar with you individual network, then use TeamLink to find the best path to your prospect. You stand a greater chance of success with a trusted source introduction than by reaching out cold.

2. Tell a compelling story

Most politicians are able to recite talking points and pull numbers from a recent poll. But truly gifted lawmakers can weave a story that captures the attention of their constituents. Underwood hails from South Carolina, not normally considered Democratic territory. But he leveraged his familial and military connections to win the rural seat, and then used his political talents to ascend higher.

Talking points might get you into the boardroom, but a compelling, relevant story about achieving results with similar companies can help win over prospects. Boost your chances even further by looping the customer into your story – it will show that you aim to represent them, not the other way around.

3. Engage directly

Underwood may have his loyal assistant in Doug Stamper, but he’s not afraid to do the work himself. In fact, he sometimes relishes direct contact with friends and enemies – it gives him more opportunities to read and understand their behaviors. His lengthy stay with presidential advisor Raymond Tusk served to evaluate his capabilities for higher office. Underwood is in his element during these direct discussions.

Making the initial connection is merely the first step – now you need to provide consistent, direct connections. Give your prospect a reason to keep engaging – a personalized piece of content helps build trust between both parties. There is no delegating with selling tactics – you are your own brand advocate. Make sure your profile is up to date, and enhance it with unique and curated content – think of it as a personal microsite.

4. Don’t speculate

Frank Underwood always has a plan. The entire story arc of the first season revolves around his elaborate plan to reach higher office. Underwood never makes a move without first assessing the risks and rewards – which then strengthens his tactics.

With the wealth of searchable data available from LinkedIn Sales Navigator, there’s no need to speculate on prospect behavior. Advanced segments help narrow your focus based on geographical or demographical metrics, allowing you to plan your methods before the initial contact.

Here are just a few of the data points you can leverage:

• Title
• Experience
• Seniority
• Company size
• Location

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