Personal Development

Personal development includes activities that improve awareness and identity, develop talents and potential, build human capital and facilitate employability, enhance quality of life and contribute to the realization of dreams and aspirations. The concept is not limited to self-help but includes formal and informal activities for developing others in roles such as teacher, guide, counselor, manager, life coach or mentor. When personal development takes place in the context of institutions, it refers to the methods, programs, tools, techniques, and assessment systems that support human development at the individual level in organizations.

2 Easy Steps to Transform from Manager to Coach

March 28, 2018 • 5 minute read • by Saeed


“The most difficult thing is the decision to act, the rest is merely tenacity.” ~ Amelia Earhart

At the core, coaching is a more powerful form of communication and engagement. This richer form of communication begins by asking better, well crafted questions that focus not on the problem or the solution but on the individual and their process.

If you are a manager, this means getting off of your agenda for a moment and taking the time to better understand your direct report’s point of view. It means respecting their point of view and then together, co-creating a new possibility that would support your shared goals. It is about providing them with the space as well as the ability to tell you what they want or need. And this can happen during every conversation you have.

Coaching is the single most important managerial competency that separates highly effective managers from garden variety supervisors. Here are two steps that form the foundation of coaching to transform you from manager to coach.

Step 1: Ask Powerful Questions

To ensure you have a solid foundation to build from, you will need to start with a baseline of best practices, and then, over time you can make it your own by leveraging your own style, strengths and personality into your coaching.

Coaching engages a process of mindful conversation through powerful questions.

The right questions tend to show up naturally and organically within each conversation. The best coaches have attuned their listening skills to find the right question at the most appropriate time to unlock a key insight. This is both an art and a skill that must be practiced over and over to do well.

When this process of mindful inquiry is deployed against problems in a consistent manner not only are the ideas and solutions generated more meaningful, but there is a level of self-reliance and empowerment created in the individual that has lasting impact.

There are two main types of questions, OPEN and CLOSED. Closed questions are less useful in coaching because they only promote a “yes” or “no” response. Open questions promote discovery and stimulate thinking. They are therefore ideal for coaching.

Open questions are ones that start with what, where, when, how, and who. Aim to avoid the ‘why’ question which can be seen as aggressive and stimulate a defensive response. There are three specific types of open questions you may find helpful when coaching. They are:

1. Clarifying questions: “What else can you tell me about that?”

2. Creative questions. “What if the possibilities were limitless?”

3. Process questions. “How would you approach that from a different perspective?”

The best way to get someone to self generate ideas and solutions is by asking them, which is why powerful questions are so critical. And powerful questions are the key to helping individuals unlock their own potential.

Step 2: Foster Action and Accountability

Gaining insight into your own process is one side of the coin. It is half the story. The other side is acting on the solutions you generate.

In coaching, the desired solution is generated by the individual, not the coach, as they begin to better understand their own process. The magic of this method of engaging employees is that when they generate the solution, they also own it. And if they own it, we’re more apt to act on it.

Accountability increases the positive impact of coaching conversations and solidifies solutions and actions towards desired results.  Holding people accountable is about being clear, following up regularly, and having honest conversations when their commitment is wavering. Again, their process is more important than what they did or didn’t do. In coaching, you are always seeking to tap the roots, not swing from branch to branch.

A Final Word

At most companies, coaching isn’t part of what managers are formally trained to do. To foster higher levels of satisfaction and engagement, managers and employees should be having regular communication around growth and development. The best method to do this is coaching. It’s a powerful experience to create a resonant connection with another person and help them to achieve something they care about and to become more of who they want to be.

Without these regular conversations, employee growth is stunted. So is engagement and retention. Starting today, you can be significantly more effective as a manager — and enjoy your job more — by engaging in regular coaching conversations with your team members.

To do so effectively, you must understand what drives each person, help build connections between each person’s work and the organization’s mission and strategic objectives, provide timely feedback, and help each person learn and grow on an ongoing basis.

Starting today, create and sustain a coaching partnership that is focused on moving forward positively, listening deeply, asking powerful questions and building accountability.

Good luck.

Wait! Before you go…

I really appreciate your readership. If you found this article valuable, please like, comment, and share it with your network so that it can benefit others.  I also invite you to FOLLOW ME on LinkedIn or subscribe to my BLOG to receive exclusive content not found here.

Why would you follow me?

The most compelling reason I can think of is this: I believe what I write and I write what I believe. By that I mean your life is a reflection of you. If you want to change your life, you have to change yourself. If you want to change the world, you have to be that change. I see myself as an alchemist of ideas writing at the intersection of personal, professional, and organizational development to help readers be the most effective human being they can be in order to create lasting impact in the world.

It’d be great to have you along on this journey.

©2018 – All Content by Saeed H. Mirfattah, M.A.

You Can’t Be A Great Leader If You Can’t Do These 5 Things

March 23, 2018 • 4 minute read • by Saeed


“A leader is one who knows the way, goes the way, and shows the way.” ~ John C. Maxwell

All leaders agree that certain leadership skills are must-haves in order to achieve the long-term results you desire. Here are the 5 that make my list in order of importance:

1.      Managing People

Managing people is part of leadership, but it’s a part that may not come naturally to some. In almost every job, people skills are every bit as important as technical, or hard skills. Inevitably, this means managing people to overcome interpersonal conflict, helping staff with their own goal setting, time management, and collaboration challenges, encouraging staff to diagnose their own performance, and establishing a culture of accountability for the team.

In short, the best leaders know how manage people to bring out their best as individuals and as a collective unit in order to get the results they want.

2.      Communicating Effectively

While technical skills are important, skills such as being able to communicate effectively are indispensible to you as a leader. We spend large portions of our careers learning the hard skills required to do our jobs, but relatively little time learning how to build effective relationships, communicate clearly, listen actively or communicate to persuade. These skills are critical to leadership and should not be seen as merely ‘soft’ skills.

In short, the best leaders use the full gamut of their communication skills to get the results they want.

3.      Empowering People

The best leader knows how to make staff shine, by delegating responsibilities according to each staff member’s strengths and weaknesses. They use an effective delegation model because they know that a leader’s ability to delegate will have a significant impact on driving business results. This means knowing how to define the span of freedom and responsibility in executing tasks for direct reports, empowering with clarity, ensuring staff take personal ownership for delivering on commitments

In short, the best leaders know how to best nudge, motivate and deploy their staff’s strengths to get the results they want.

4.      Leading Meetings

Leading effective and productive meetings is one of the most important skills a leader needs to have. This may seem like a superficial skill to focus on, but consider how many meetings are run daily in an organization and how many are in fact ineffective. Almost all meetings will be run by someone in a leadership role. You need to step back and consider how effectively organized those meetings are and look at the productive outcome. This means having the ability to engage people and knowing how to get everyone involved and participating in the meeting topic. It means managing meetings effectively, so each member is heard and getting to the main meeting points quickly. It means staying on time and on task, focusing on core objectives and limiting distractions, and perhaps most importantly, it means generating actionable results.

In short, the best leaders know how to hold productive meetings and use the format to get the results they want.

5. Managing Change

While you can’t know exactly what the future will bring, there is one thing you can train leaders to face: Change. Even seasoned leaders who may not be undergoing a complete culture transformation may be challenged by change management. These are difficult choices to make. How do you educate others about a change? How do you choose whether to try a different change tactic? How do you assess your own impact toward change? How, what and where do you communicate about the change?

The best leaders know that they must get everyone on board to share the same perception about the change effort to get the results they want.

A Final Word…

The Failure of the field of Learning and Development is not having taught people the bedrock principles about people, leadership and management.  Yes, people are complex but at the same time, there is a ton of research about what works and what doesn’t. And as long as you apply the research and your own experience in a thoughtful and intentional way, you will get the results you want.

Good luck.

Wait! Before you go…

I really appreciate your readership. If you found this article valuable, please like, comment, and share it with your network so that it can benefit others. 

I also invite you to FOLLOW ME on LinkedIn or subscribe to my BLOG to receive exclusive content not found here.

Why would you follow me?

The most compelling reason I can think of is this: I believe what I write and I write what I believe.

By that I mean your life is a reflection of you. If you want to change your life, you have to change yourself. If you want to change the world, you have to be that change.

I see myself as an alchemist of ideas writing at the intersection of personal, professional, and organizational development to help readers be the most effective human being they can be in order to create lasting impact in the world.

It’d be great to have you along on this journey.

©2018 – All Content by Saeed H. Mirfattah, M.A.

The One Secret All Great Leaders Know

March 21, 2018 • 5 minute read • by Saeed


“Management is doing things right. Leadership is doing the right things.” Dr. Peter F. Drucker

If you only know one thing about leadership, make it this one: the most powerfully motivating condition people experience at work is making progress at meaningful work. If your job involves leading others, the implications are clear: the most important thing you can do each day is to help your team members be engaged and experience progress at meaningful work.

As a leader, your obsession should be keeping people engaged in their work. Countless studies have shown that companies with higher rates of employee engagement have been shown to meaningfully outperform those with lower engagement.

Engaged employees at work in a vital environment is not accident however. You must understand what drives each person, help build connections between each person’s work and the organization’s mission and strategic objectives, provide timely feedback, and help each person learn and grow on an ongoing basis.

You may win battles, but without engaged employees, you will lose the war.

The best leaders understand that to realize their higher purpose, to create value for all their stakeholders, and to win in the marketplace, they must win in the workplace. They understand that if you only focus on results, then it can be very easy to get distracted from building the team you need to get the results you want.

Here are 10 things great leaders do clearly and consistently to help employees be engaged and make progress at meaningful work:

1.      They continuously confirm that everyone understands their roles and responsibilities.

2.      They are relentless about motivating people and giving people energy to their best work.

3.      They create an environment where high performers feel unmistakably valued for their input and their output.

4.      They are uncompromising about maintaining standards of quality but do so by caring about their employees.

5.      They acknowledge mistakes and don’t blame others or take credit for their work.

6.      They understand that a good plan well-executed beats a perfect plan poorly-executed.

7.      The deliver on results consistently and repeatedly.

8.      They are role models for the standards they evangelize.

9.      They build and inspire trust.

10.  They hold others accountable and are accountable to themselves.

 A Final Word

In my over 30 years of leadership experience teaching and coaching leaders at various stages in their careers, locally, nationally, and internationally, I’ve developed a very clear worldview on what leadership behaviors contribute to success. This comes from my own leadership experience as well as hundreds of research articles, books on the topic and my observations of other leaders I have worked with. I’ve seen what works and what doesn’t.

In a nutshell, I’ve observed that the very best leaders are masters at inspiring, influencing and setting up the structures, processes and environments that help highly valued people maintain their engagement and make progress at meaningful work. That is how they win every time.

Good luck.

Wait! Before you go…

I really appreciate your readership. If you found this article valuable, please like, comment, and share it with your network so that it can benefit others. 

I also invite you to FOLLOW ME on LinkedIn or subscribe to my BLOG to receive exclusive content not found here.

Why would you follow me?

The most compelling reason I can think of is this: I believe what I write and I write what I believe.

By that I mean your life is a reflection of you. If you want to change your life, you have to change yourself. If you want to change the world, you have to be that change.

I see myself as an alchemist of ideas writing at the intersection of personal, professional, and organizational development to help readers be the most effective human being they can be in order to create lasting impact in the world.

It’d be great to have you along on this journey.

©2018 – All Content by Saeed H. Mirfattah, M.A.

What is Leadership Presence and How Can You Develop It?

March 14, 2018 • 5 minute read • by Saeed


“Presence is more than just being there.” ~ Malclom S. Forbes

Recently, I’ve been getting a lot of requests in my executive coaching practice for the development of what is called leadership or executive presence (EP).

It’s a hot topic. But what exactly is it and why does it matter?

Many of the articles that cover it define leadership presence as the ability to communicate and resonate effectively with your audience. These articles talk about the importance of having gravitas and charisma and espouse the virtues of being an extrovert. They talk about using body language, projecting your voice and using appearance to convey power.

To be sure, the ability to connect and engage with others in a way that is positive, impressive and inspiring is important. The ability to make a strong first and last impression has great value. But that’s only half the story. It’s only as they say, the tip of the iceberg. Actors also search for a strong “stage presence.” But rather than just a practice of technique, the best actors tap into their inner core to communicate their message to the outer world.

What preoccupies me is what’s below the water line, that is to say, the depth of character that gives rise to leadership presence. That is because for me, leadership presence has more to do with substance than with form. Leadership presence is about being comfortable in your own skin. It is a deeper archeology of who you are and how you show up in the world every day. It is from these depths that leadership presence emanates.

To demonstrate, let’s excavate.

Leaders are made, not born. First, is there such a thing as a natural born leader? That’s a complicated question and we can debate it for days. While there are certain personality traits and temperaments that are more suitable to leadership, the truth is that leadership can be developed, taught and learned. At the same time, leadership cannot be reduced to a set of strategies and tactics that automatically make you a leader when you practice them. For example, giving inspiring speeches is one of the qualities many great leaders exhibit. But if they don’t live the convictions they espouse, their rousing locutions are little more than empty rhetoric no matter how well delivered or how well constructed their sentence structures may be.

Leadership presence is about character. Character is such a central, important element of leadership that it should not and cannot be ignored in any discussion of leadership because character fundamentally shapes how we engage the world around us. If as a leader, people perceive your character as having serious defects, no amount of gravitas will save you. A key function in leadership is to engender trust in people. To do so, you must possess the character, competencies, and commitment to be a leader. Leadership presence is about exhibiting the values and virtues that embody leadership and the judgment to know when those virtues become vices in their excess or deficiency.

Leadership presence is about emotional intelligence. Self awareness, self regulation, social awareness, and relationship management are the hallmarks of emotional intelligence. Emotional intelligence is the engine that drives leadership presence. Like many things in life, the building block for leadership and leadership presence starts with self-awareness. Self awareness is the foundation of personal as well as professional growth. It starts with an acute awareness of your strengths and your vulnerabilities, but it is also a deeper awareness of your saboteurs, fears, and motivations. It is an awareness of how you see yourself and how others see you and an awareness of what drives you and what inhibits you. This awareness is crucial in the cultivation of leadership presence.

Leadership presence stems from your core. The source of leadership presence is rooted in your values, your purpose, your principles and your convictions. It is not a strategy. It is not a tactic. It is not swagger. It is not a front. It is an indelible impression made on you by your life experiences that you turn outward to the world. If you have lived an examined life, your ability to tap into this aspect of who you are and why you exist will be much easier. There is a correlation between how much you have excavated your own inner psyche and how confident you may be in your own skin as a leader.  Leadership presence is the ability to deploy who you are at your core against your leadership objectives.

Leadership presence is about congruence. Finally, leadership presence is what you believe and how you live what you believe every day. It is the authentic integration of what you believe with what you say and do. What comes out of your mouth should not be different than the actions you take or the behaviors you manifest. It is the alignment of your actions and words and the congruence between what you believe and how you act in the world that demonstrates who you are and your leadership character. Therein is the integrity that all great leaders demonstrate. If you are a lone wolf who demands collaboration, you are incongruent as a leader. If you are incongruent as a leader, those you hope will follow your message will see through this incongruence and will be unsettled by it. Ultimately, they will not follow.

A final word

While some might argue that presence is an innate quality, you can demystify the building blocks of presence and train yourself to strengthen our own engagement with audiences. Think for a moment about a person whom you consider to have remarkable leadership presence – someone you admire and respect. What qualities do they possess? What behaviors do they engage in? Were they born that way or did they learn along the way? We know when someone has it – and, on the flipside, we know when it’s missing. Leadership presence is not about power posing. Leadership presence is about self awareness first and foremost. This is followed by situational awareness and the emotional intelligence needed to cater your response to the person or circumstance at hand. If you start from the inside and work your way out, not only will you tap into your inner leader, but you will do so in a way that is authentic and lasting. Anything else, is an exercise in superficiality.

Good luck.

Wait! Before you go…

I really appreciate your readership. If you found this article valuable, please like, comment, and share it with your network so that it can benefit others. 

I also invite you to FOLLOW ME on LinkedIn or subscribe to my BLOG to receive exclusive content not found here.

Why would you follow me?

The most compelling reason I can think of is this: I believe what I write and I write what I believe.

By that I mean your life is a reflection of you. If you want to change your life, you have to change yourself. If you want to change the world, you have to be that change.

I see myself as an alchemist of ideas writing at the intersection of personal, professional, and organizational development to help readers be the most effective human being they can be in order to create lasting impact in the world.

It’d be great to have you along on this journey.

©2018 – All Content by Saeed H. Mirfattah, M.A.

Motivation, Commitment, and Intention: The Secret Sauce to Success

February 27, 2018 • 7 minute read • by Saeed


“Our intention creates our reality.” ~ Wayne Dyer

It’s a general management belief that employers are able to get the best out of people if they follow what motivates them. While it’s true that to lead people effectively, you must first understand them, research suggests that the link between motivation and performance is not a linear causal chain.

What is Motivation?

Motivation is broadly defined as the willingness to exert energy and effort toward goals. The root word, ‘motive,’ is defined as something that causes a person to act. There are two basic types of motivation:

1.      Intrinsic Motivation: Intrinsic motivation is done for reasons that are internal to one ’s self. It is for self satisfaction and not for the fear of a consequence. The reward is within the action itself and does not need external factors to guide behavior.

2.      Extrinsic Motivation: Extrinsic motivation comes from external factors where the actions are done because of what has been said. This means that if we are told to do something, we do it because of extrinsic motivation.

It is generally believed that when a person’s behavior is aligned with a sense of personal causation and self-interest, i.e., intrinsic motivation, it is self-sustaining. Extrinsic motivation is less powerful because when the external reward is taken away, so is the motivation. Therefore, intrinsic motivation is the more desirable and self-sustaining of the two.

Furthermore, new brain research suggests that dopamine – a neurotransmitter that carries chemical messages from your brain to the rest of your body – plays an important role in motivation. Long thought to be the happy neurotransmitter, dopamine is actually the reward and punishment transmitter. This means that its real job is to encourage us to act, either to achieve something good or to avoid something bad. These neuroscience discoveries point to the idea that the brain can be retrained to increase a person’s motivation for rewards. That means there is hope for your teenage slacker after all.

But wait. This is where things actually start to get complicated.

The Role of Commitment

Have you ever wondered why you can’t stick to your new year’s resolution? Research has shown that the better we feel about our new year’s resolutions and our ability to stick with them, the less likely we actually will. Or have you ever wondered why after motivating yourself to exercise and making progress on your goal, you still eat that yummy piece of cake? It’s your brain’s reward system kicking in and wanting to be indulged. Research has discovered that we are all too eager to use progress as an excuse to slack off and indulge. Dope-a-mine.

It turns out that commitment, rather than progress, is the deeper source of motivation. Commitment to the goal is even more important than progress made towards it because it changes how you feel about the reward of self-indulgence. So that reminding yourself why you set the goal in the first place, is a more motivating and self sustaining force for positive change. Ultimately it seems, we are more disciplined about our goals when our deeper commitment is activated than when we are just focused on progress.

Implementation Intentions

So you have motivation and you have commitment. Then why is it you still can’t implement?

It turns out intentionality is the key missing ingredient for most. When researchers in the UK gathered together a group of volunteers with the goal of regular exercise, the group that was asked to plan and write down their “implementation intentions” – where, when, what, they were going to do for exercise, and how frequently, and for how long – achieved far greater success. Amazingly, 91 percent of this group achieved their goal, as compared to just 29 percent of the control group (commitment) and 39 percent of the group who learned extensively about the benefits of exercise (motivation) but did not have an implementation intention. Over 100 separate studies in a wide range of experimental situations have come to the same conclusion: people who explicitly state when and where their new behaviors are going to happen are much more likely to stick to their goals. For whatever reason, our brains need that extra nudge.

A Final Word…

Success, motivation and progress are not so straight forward. But deciding in advance when and where you will take specific actions to reach your goal can double or triple your chances for success. By simply writing down a plan that outlines exactly when and where you intend to do your thing – whether it’s a new exercise routine or finally writing that first novel, you are much more likely to actually follow through. As the research indicates, what pulls that desire out of you and turns it into real–world action isn’t your level of motivation, but rather your intention for implementation.

In the end, both the journey and destination need to be intentional.

Good luck.

Wait! Before you go…

I really appreciate that you are reading my post. If you found it valuable, please like, comment, and share it with your network so that it can benefit others.  I also invite you to follow me on LinkedIn or subscribe to my BLOG to receive exclusive content not found here.

Why would you follow me?

I write personal and professional development articles to help readers be the most effective human being they can be; in short, to help you find your inner awesomeness. By liking, commenting, sharing, and following, you are encouraging me to keep going. It is my direct feedback loop that tells me that I am providing value to you.

I also love connecting with new people and seeing what others are up to in the world.

Last thing, if you liked this post, consider checking out my other recent posts for inspiration and concrete actions steps to become more effective at work and life.

Best,

Saeed

©2018 – All Content by Saeed H. Mirfattah, M.A.

You Can’t Have Success At Work (or in Life) Without This One Thing

February 21, 2018 • 6 minute read • by Saeed


“Coming together is a beginning; staying together is progress, working together is success.” ~ Henry Ford

Everyone wants success. And success comes from results.

No matter what the pursuit, be it for profit or non-, a new product or collaboration, whether you are selling a house or developing your leadership team, or whether you are a new startup or long standing stalwart of business, results are the name of the game.

But what people often overlook is that results and relationships are two sides of the same coin. In fact the quality of the results you get is a direct output of the quality of the relationships you’ve built.

Here is how the process works.

Results come from actions

If you want results, you have to take action. But how many times do you take action without getting the results that you want?

The reason why people don’t get the results they want is often because they have not spent the time developing the required relationships or the shared understanding that is required to achieve those results.

Instead, they charge straight into action without the necessary relationship equity, the trust, and the shared agenda needed to help facilitate their action. This is particularly evident when people take on a new role or project. They charge in to objectives and targets and get busy at work without realizing that the time spent ensuring everyone is on the same page will triple or quadruple their productivity.

Relationships generate opportunities

When you’ve got good relationships in play then things become possible. Out of these possibilities, real opportunities emerge.

I was recently speaking to a police officer about community policing. His approach and how he builds trust with young people is a perfect example of how relationships lead to possibilities which lead to opportunities for action and results.

He told me that he often starts with visiting schools in plain clothes and when there has not been an incident. The police uniform is such a strong symbol of power that it becomes a barrier to authentic relationship building. This approach makes it ‘possible’ for him to have presence on the campus without ringing alarm bells creating ‘opportunities’ to listen and hear. Over time, the kids get used to his visits and begin to think: “maybe he really cares about us,” which in turn helps to build trust, a cornerstone of strong relationships. It is these relationships, the officer explained, that have helped him keep his community safe because they become a valuable source of information and because he is able to design an alliance with the community through the relationships.

It is the depth of his relationships that determine the quality of his results.

So what do strong relationships look like?

When people at work disagree, two outcomes are in doubt:

1. What decision will be reached?

2. How will we feel about working together in the future?

The first question involves the substantive issue, how the content of the dispute will be resolved. The second involves the relationship issue, how the individuals will deal with each other as people. You can win at one level and lose at the other—get what you want substantively, yet make an enemy. Or vice-versa—you may not obtain what you want substantively, yet strengthen a working relationship. To disentangle the two issues, explicitly separate your working relationship with the other person from whether you agree with or approve of that person’s viewpoint. That means thinking, “I will treat this person well whether or not I like what that person thinks or does.”

The relationship is more important than the issue or problem at hand.

Strong relationships are based on mutual trust and respect. They create shared understandings. They declare when there is a breakdown and repair accordingly. They complete the past before moving to the future. They put people first. That means thinking about other people and acting on those thoughts.

How do you develop strong working relationships?

Harvard professors Roger Fisher and Scott Brown provide several suggestions in their book Getting Together: Building a Relationship That Gets to Yes. Here are some of the major points they make:

  1. Separate relationship issues from substantive issues.
  2. Be unconditionally constructive.
  3. Beware of partisan perceptions.
  4. Balance reason with emotion.
  5. Inquire, listen, and understand.
  6. Consult before deciding.
  7. Be trustworthy.
  8. Use persuasion, not coercion.
  9. Accept and deal seriously with people.

A Final Word

Remember the old adage that being nice to people on the way up is important because you’ll likely meet the same people on the way down. That means maintaining a decent working relationship with your colleagues even though you may not like what someone does. The relationship doesn’t imply that you agree or approve of that person’s behavior. Despite your disagreements, you can keep open lines of communication with people you regard as difficult or even as enemies. That’s the only way improvement can ever occur. It’s possible and sensible to disentangle substantive and relationship issues because at the end of the day, the possibilities you generate in your work (and in life) are as ‘big’ as the relationships you build.

Good luck.

Wait! Before you go…

I really appreciate that you are reading my post. If you found it valuable, please like, comment, and share it with your network so that it can benefit others.  I also invite you to follow me on LinkedIn or subscribe to my BLOG to receive exclusive content not found here.

Why would you follow me?

I write personal and professional development articles to help readers be the most effective human being they can be; in short, to help you find your inner awesomeness. By liking, commenting, sharing, and following, you are encouraging me to keep going. It is my direct feedback loop that tells me that I am providing value to you.

I also love connecting with new people and seeing what others are up to in the world.

Last thing, if you liked this post, consider checking out my other recent posts for inspiration and concrete actions steps to become more effective at work and life.

Best,

Saeed

©2018 – All Content by Saeed H. Mirfattah, M.A.

The Devil is In the Implementation: 5 Reasons Why You Fail to Execute on Your Ideas

February 15, 2018 • 6 minute read • by Saeed


“Strategy without tactics is the slowest route to victory, tactics without strategy is the noise before defeat.” —Sun Tsu, Ancient Chinese Military strategist

I know. You don’t have to tell me. You’re inspired. You just got a great idea for a new business or product. Or maybe you just had a great meeting or strategic planning session and you can’t wait to implement the new ideas and strategies that emerged. Or maybe you just made your resolution for the New Year.

Whatever the case, there is a spike in your enthusiasm and excitement in the beginning. You are excited to get to the action, to see the results, to impact change, and to make improvements. But before long, you start to lose momentum to execute on your Big Audacious Hairy Goals. You fail to follow through. Your great ideas begin to melt and run down your arm like a scoop of ice cream in the middle of July.

In all the examples above the problem is not the idea, the plan, the goal or the strategy. The problem is the people and their behaviors that either drive or impede progress on the idea. The problem is how you execute.

Steve Wozniack likes to tell the story of how Steve Jobs only learned to execute after he was fired from Apple and started NeXT. Jobs was just 30 years old, wildly successful, fabulously wealthy and a global celebrity when he was suddenly fired. But that firing turned out to be a blessing in disguise. It was when he came back to Apple that most of the iconic products we know and use today were launched because in his time away, he had learned how to execute.

If you perceive yourself or are perceived as having an “execution problem,” by others, you will benefit from knowing the fundamental reasons why.

Reason #1: You Don’t Have the Right Mindset

In strategy sessions, people often ask questions like: “What would success look like?” and “What action will you take to implement the strategy?” These questions and their answers do not lead to change. That is because, as we have established above, we have a people problem and people are about behavior. And obviously, if you are asking the wrong questions, you will get the wrong answers. Because we are a culture obsessed with positivism, we look to assets and strengths. Fair enough. But what about weaknesses? The right question to ask instead is: “What current behavior do I see in myself, my team, my manager, or my organization that will make success less likely?”

This question is about facing reality, which is a pre-requisite for strategy execution. By articulating the answer to this question, you are identifying the potential barriers to progress, which you must first remove before you can see change. You are also recognizing that behaviors drive results and that mindset drives behavior. To impact change, you have to shift the mindset that leads to behaviors that are not getting results. This is fundamental.

Reason #2: You Don’t Have the Right Goals (or you have too many of them)

Sometimes, people are focused on the wrong things and sometimes they are focused on too many things. If you try to attend to all of your competing priorities, you will lose focus. It is far better to apply more energy against fewer goals because, when it comes to setting goals, the law of diminishing returns kicks in which says in a nutshell that you will achieve 2-3 goals with excellence and 5-6 goals with mediocrity . That is because human beings are genetically hardwired to do one thing at a time with excellence. Multi-tasking is a myth. It causes an overload of the brain’s processing capacity.

Once you have the right goals and the right number of goals, you can identify the right people with the right strengths to apply towards specific goals. Here, you will have to make choices. Execution is about being laser focused and maintaining momentum. The pitfall is trying to get forward momentum on all your work instead of the most important work. You have ask yourself: “What will make the biggest impact?” and “What will get me the biggest bang for my buck?” Then, you have to make that thing happen.

Reason #3: You Don’t Have the Right People

In any team, organization, or coalition, there are strong performers and weaker ones. There are those that are fit for the task because the task speaks to their strengths and those that aren’t because, well, it doesn’t. Strong performers can be identified by their skills, knowledge and commitment. In any environment, you should know the strengths of the people are at the table. If you take a purely democratic and all-inclusive approach, you will miss the opportunity to identify the people who are most essential to achieving your goal. In the case of yourself this becomes about self-awareness.

Reason #4: You Don’t Have the Right Mechanism

Execution is a discipline and, well, it takes discipline to execute. What I mean by that is having the discipline to organize people, assemble resources, and then generate a plan that others can follow in a methodical and systematic process is what it takes to make progress. Organizations (formal or informal) and their related processes are largely conservative bodies that don’t like surprises or chaos. Therefore, you have to be as methodical in your approach as possible. This means disciplined project management, feedback loops, data driven decision making, clear roles and responsibilities, accountability measures, success metrics or key performance indicators (KPIs), kaizen (continuous improvement), scrum, agile, Six Sigma, Lean and so on.

Reason #5: You Don’t Have the Right Support

Finally, if you’ve made it this far and you really feel like you’re already doing all of these things, and yet somehow you’re still perceived as having an “execution problem,” then consider getting an Implementation Coach. Coaching is often used in organizations to fix leadership flaws, but that is only one focus of coaching. If the problem is truly endemic, I recommend hiring an Implementation Coach. The role of an Implementation Coach is to ensure that implementation success is a priority, working at the deepest level to build the skills, knowledge, capacities, systems, and processes needed to deliver results and then to ensure those results will be sustained. The main imperative of an Implementation Coach should be to delivering lasting outcomes.

In addition to being outstanding problem-solvers, these individuals are practical, experienced, and excellent coaches. Their distinctive strength is in knowing how to work with and coach people to get things done. These caching session are about focusing on larger behavioral patterns to the extent that they are getting in the way of the task at hand.

 A Final Word…

Ideas are a dime a dozen. I can give you 20 good ones in one conversation. Ideas without implementation are illusion. The art and science of success lies in their execution. Put another way, “the devil is in the implementation.” Many people get energetic about their ideas but fail when it comes time to establishing a systematic approach to execute on those ideas and fail in maintaining motivation. I’ll deal with motivation in some upcoming posts. For now, remember this: execution is a discipline in and of itself. It is the flip side of the coin to planning and setting the right strategy. You need both to succeed.

Good luck.

Wait! Before you go…

I really appreciate that you are reading my post. If you found it valuable, please like, comment, and share it with your network so that it can benefit others.  I also invite you to follow me on LinkedIn or subscribe to my BLOG to receive exclusive content not found here.

Why would you follow me?

I write personal and professional development articles to help readers be the most effective human being they can be; in short, to help you find your inner awesomeness. By liking, commenting, sharing, and following, you are encouraging me to keep going. It is my direct feedback loop that tells me that I am providing value to you.

I also love connecting with new people and seeing what others are up to in the world.

Last thing, if you liked this post, consider checking out my other recent posts for inspiration and concrete actions steps to become more effective at work and life.

Best,

Saeed

©2018 – All Content by Saeed H. Mirfattah, M.A.

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Respect is the Currency of Great Leadership. Here are 5 Ways to Earn It and 1 Rule to Remember!

February 9, 2018 • 6 minute read • by Saeed


“Thinking is easy, acting is difficult, and to put one’s thoughts into action is the most difficult thing in the world.”

~ Johann Wolfgang von Goethe

High respect = High performance.

But you have to earn my respect. If I don’t respect you, why should I follow you?

The principle is simple. If people respect you, they will give their 100% to their work. But not 100% of the people will respect you.

That’s because of the 20:60:20 rule.

The rule says that 20% of your highest performing and most dedicated team members respect you already. Then, you have a reasonably high level of respect with your solid citizens (the middle 60%) that are good but not great. As for the bottom 20%, well, no matter how much you try, not everyone will love you. Trying to win the respect of your least productive people is, unfortunately, not an efficient use of time and effort, particularly in today’s time starved business environments.

Leadership is not a popularity contest. Leaders who strive to be liked absent respect, fail as often as authoritative rulers. Respect is earned not given. And if you buy the above arguments, namely that respect is the currency of leadership and that leaders need to at least ensure they have the respect of the 20+60%, then another key question emerges: How can leaders best earn the respect of their teams?

While the answer differs according to context, I have generally observed that leadership respect is a combination of five important factors:

1.      Respect is about listening:

Lean in, share acknowledgment and paraphrase what you hear them say. When you actively listen, you are not thinking about what you will say next. Be with them in the moment. This means that when employees talk with you, show interest and enthusiasm for their thoughts. Leaders who only like the sound of their own voice, never gain the benefit of the many voices around them. No matter how good you are, after a while, people will stop listening if you are not listening to them. Respect is a reciprocal act of listening and communication. By being open to input from peers, colleagues, and subordinates, you broaden your sources of information. By helping others be open to input from each others, you expand possibilities and opportunities to accelerate progress. This is how listening makes you a better leader.

2.      Respect is about accountability:

Successful organizational management necessitates accountability. There is no way around it. In practice, respect must form the foundation of accountability. Accountability is being responsible for our actions at all levels. It is about owning, correcting, and learning from our actions. It is about being transparent. It is also about being aware of the perceptions we create and taking responsibility for our emotional footprint at work (emotional intelligence). When leaders take personal accountability, they are willing to answer for the outcomes of their choices, their behaviors, and their actions in all situations in which they are involved. Accountable leaders are fixers, not blamers.

3.      Respect is about sharing success:

It shouldn’t seem hard. Give credit to others for their success; take responsibility for your own failures; and learn from both. If you are the type of leader who takes the credit for the work of your team members, you are no kind of leader at all. Good leaders share the credit with their teams when things go right and take the blame when things go wrong. Being a blame thrower spreads insecurity and decreases the odds of your employees taking ownership. Sharing credit builds investment in your enterprise by your employees and allows it to flourish.

4.      Respect is about consistency:

Are you constantly sending mixed message? Are you the manager who says she wants ideas from her staff and then proceeds to put down every idea brought to her? Without respect, it’s just harder for you to get shit done. If a leader develops a reputation for being inconsistent in either their words or actions, employees will eventually lose confidence in their ability to lead effectively. Consistency is not a concept; it’s a personal discipline. If you consistently demonstrate your commitment to a desired goal and are willing to invest the necessary time and effort to achieve that goal, people will also notice that and be inspired by your example.

5.      Respect is about walking the talk:

Lead by example. It’s the oldest leadership lesson in the book. Being a role model is about being value driven and being value driven earns respect. Child development specialist and author Dr. Robyn Silverman suggests that healthy self-confidence manifests as pride in who you are and what you’ve learned throughout your life. Show courage when faced with difficult decisions. Demonstrate trust (the cornerstone of all relationships) towards others and take actions to earn their trust. Demonstrate ongoing commitment to excellence. Do everything to the best of your ability; always.

As leaders, we must acknowledge the role we play as exemplars. People are savvy. If you don’t walk the talk, they’ll notice. Earn respect through actions and strong work ethic. To be a trusted leader who earns the respect of others, you must honor your words with actions and care for others beyond yourself (servant leadership). This helps build respect and trust within teams, between peers and colleagues, and ultimately promotes a sense of fairness that is essential to an engaged workforce. Walking the talk is the mark of a true leader and is exactly why leadership is so tough and exactly why there are so few real leaders. When you let promised work go undone, you lose respect and set a bad example. Effective leaders do not avoid responsibility, they do not procrastinate, and they do not under or over commit. If unsure about whether they can commit, they say no to the task and yes to the person asking for the commitment. In this way, leaders provide their own insurance that they won’t let promised work go undone.

 A Final Word…

The organization as collective entity achieves great results not only because of strong sales, growth, operational efficiency and competitive position, but also because of the positive workforce culture and strong values of respect and accountability. This concept applies to everyone in the organization but especially to the leadership who should be held accountable for their actions. Exercising complete respect consistently as a leader enables environments that bring out everyone’s best performance. It is essential for creating economic as well as social value. Leadership is not about being right all the time. It is not about having all the answers. It is rather about acknowledging when you don’t have all the answers. It is about the near-wins, not the wins. It is in the striving and the reaching, the journey, the promise of getting there, and the perpetual self-refinement.

Good luck.

Wait! Before you go…

I really appreciate that you are reading my post. If you found it valuable, please like, comment, and share it with your network so that it can benefit others.  I also invite you to follow me on LinkedIn or subscribe to my BLOG to receive exclusive content not found here.

Why would you follow me?

I write personal and professional development articles to help readers be the most effective human being they can be; in short, to help you find your inner awesomeness. By liking, commenting, sharing, and following, you are encouraging me to keep going. It is my direct feedback loop that tells me that I am providing value to you.

I also love connecting with new people and seeing what others are up to in the world.

Last thing, if you liked this post, consider checking out my other recent posts for inspiration and concrete actions steps to become more effective at work and life.

Best,

Saeed

©2018 – All Content by Saeed H. Mirfattah, M.A.

The High Cost of Low Morale (and How to Create a More Progressive Workplace)

February 6, 2018 • 6 minute read • by Saeed


“Customers will never love a company until the employees love it first.” – Simon Sinek

U.S. workers put in more hours on the job than the labor force of any other industrial nation, including Germany and Japan, where death from overwork has a name: karōshi.

The irony is that more work does not lead to more productivity. Research has found that employee output falls sharply after a 50-hour work-week, and falls off a cliff after 55 hours—so much so that someone who puts in 70 hours produces nothing more with those extra 15 hours, according to a study published last year by John Pencavel of Stanford University.

Longer hours have been connected to low morale increased absenteeism and employee turnover, which cost companies hundreds of millions of dollars each year.

Stress Related Illness

Despite progress in implementing so called ‘work-life balance’ programs, stress-related illness remains a serious concern and health risk in the workplace. In recent studies, The American Institute of Stress found that 80% of workers feel stress on the job but only 20% cited the juggling of work/personal lives as the reason for their stress. The majority cited workload (46%) and people issues (28%) as the source of their stress. Simply put, negative work environments increase stress while positive work environments can become a protective factor for your health long-term. Negative work environments have a “spillover effect,” meaning your work -life also affects your marriage and other intimate relationships.

The Toxic Boss

Studies show that 50% of Americans hate their bosses and an even larger percentage say their boss being fired would make them happier than getting a raise!

The fact is that bad bosses can cause more damage than economic downturns, organizational upheavals, or global business shifts combined. By some estimates, abusive supervision costs companies $23.8 billion a year. But stress-producing bosses are not just bad for productivity, morale, loyalty, and engagement. They are literally bad for your heart.

In a large-scale study of over 20,000 employees conducted at the Karolinska Institute, results showed a strong link between leadership behavior and heart disease in employees. Conversely, the Karolinska study also showed that employees who rated their managers as inspirational, positive and enthusiastic also reported less short-term sick leave.

Call to Action: The Progressive Workplace

Companies must catch on to the high price of their bad hires. They must also recognize the negative impact of regressive policies on their employees. Progressive work-life policies such as flex time, child care and opportunities to care for loved ones are a must. But they must also get better at screening out poisonous personality types and tasking leadership with creating an atmosphere and culture that is conducive to productivity and creativity. The job of leadership is to bring out the best in their people. It is said after all, that people don’t leave jobs, they leave supervisors. Creating a positive and healthy work culture should be in the job description of every manager.

The progressive workplace recognizes the contribution of all employees no matter their position. It offers development opportunities, flexibility and feedback. It offers employees a sense of purpose and is build upon a foundation of trust and collaborative relationships.

A workplace is often a reflection of a company’s true culture. Shifting the culture in a new direction will create higher morale and buy-in and before long, you will see a company full of ‘intrapreneurs’ who think of the organization as their own and take decisions to make things happen. Creating an extraordinary team culture and climate of creativity where talent can flourish is not easy, but it is your mandate as a leader.

Good luck.

Wait! Before you go…

I really appreciate that you are reading my post. If you found it valuable, please like, comment, and share it with your network so that it can benefit others.  I also invite you to follow me on LinkedIn or subscribe to my BLOG to receive exclusive content not found here.

Why would you follow me?

I write personal and professional development articles to help readers be the most effective human being they can be; in short, to help you find your inner awesomeness. By liking, commenting, sharing, and following, you are encouraging me to keep going. It is my direct feedback loop that tells me that I am providing value to you.

I also love connecting with new people and seeing what others are up to in the world.

Last thing, if you liked this post, consider checking out my other recent posts for inspiration and concrete actions steps to become more effective at work and life.

Best,

Saeed

©2018 – All Content by Saeed H. Mirfattah, M.A.

15 Reasons Why Some People Outperform Others at Work

 January 30, 2018 • 6 minute read • by Saeed


“Success is not final; failure is not fatal: It is the courage to continue that counts.” ~ Winston Churchill

I am an evangelist for personal effectiveness. Success is a weird thing. Consider how some people who are terrible at their jobs continuously get promoted while others who excel are blocked from advancing and quit or change careers.

Reflecting on my own experiences, I can tell you that how well you do your job has very little to do with how successful you are in your professional career. Rather, success is more about a set of skills and traits that people carry with them consistently from job to job. Skills and traits they have learned and honed over time achieving a level of fluency and mastery that allows them to practice and implement them seamlessly.

I’ve narrowed these down to 15 core skills that when enacted together, make for a powerful cluster of effectiveness. Let’s look at what sets some apart from others.

1.      They build and maintain relationships:

They understand that the world of work revolves around relationships. Their network is their greatest asset and they cultivate and nurture it. They don’t recycle jobs, people, and relationships. They don’t burn bridges or highways. They understand that being nice to people on the way up is important because they’ll meet the same people on the way down. They think about other people and act on those thoughts. When they have acted poorly, they take responsibility and own up to their mistakes. They are consistently giving to others and are generous with their knowledge and skills. When interacting with others, they are active listeners: They hear the message and value the messenger.

2.      They are cooperative:

They understand that people like to work with people who are cooperative. This means teamwork and collaboration are their modus operandi. They get the idea that no one has to lose in order for them to win. Isolation rarely leads to innovation. It is through cooperation with others that new ideas take shape. What they get implicitly is that cooperation leads to increased productivity and increased satisfaction in themselves and in their colleagues. Their mindset is to work towards the win-win and when conflicts arise, they have the skills to resolve them quickly.

3.      They are communicative:

They are effective communicators. You just can’t get around it. Humans are social by nature and the grease that keeps the social wheel moving is communication. When communicating, they are neither passive nor aggressive. They are able to communicate assertively with clarity and concision but they still bring the friendly. They are attentive to their own and others’ non-verbal communication. They are engaged listeners who are able to focus not only on the message but also on what’s behind the message. They avoid interrupting or trying to redirect the conversation to their own agenda. They are non-judgmental and appreciate individual differences. They use all their senses – sight, sound, touch, taste, smell, and/or movement to steer conversations towards positive outcomes.

4.      They are good at self-regulation:

In a nutshell, they are good at managing their emotions. They are able to quickly identify negative emotions such as frustration, irritation, anger, and disappointment and are able to keep them in check. They maintain composure in the face of challenges. They keep non-productive self-talk to a minimum. They understand that emotions must be processed and they take quiet time to do so. Being a bull in a china shop emotionally only brings those emotions back later to ambush us. They understand that emotional mastery is not about controlling your feelings, but rather it’s about working with them productively by acknowledging, exploring and understanding them.

5.      They persevere:

Those that outperform others understand that a central key to success is doggedness and grit. I would rather hire a person that is hard working than naturally intelligent or naturally talented. That is because perseverance trumps both. They also understand that the things that they desire will need endless effort and time for completion. Perseverance means fighting through and pushing past your comfort zone. It means not giving up at the first sight of adversity. People who have a mindset of always persevering simply go farther.

6.      They are focused:

Focus is the gateway to success. That is because of the finite nature of time – the only thing no one has learned to make more of. Focused people understand Parkinson’s Law: Work expands to take up the time available to finish it. They understand that they have to learn to filter their efforts through the time they have. They set goals and focus on the things that help them move in the direction of those goals. They exclude distractions. They obliterate clutter (internal and external), and they master the use of organizational techniques and technology. Finally, they are present and in the flow. They are able to focus on the here and now rather than on what has happened in the past or what might happen in the future.

7.      They have perspective:

I am always struck by how often people don’t consider the importance of perspective or consider taking different vantage points on a problem or challenge. Multiple vantage points multiply the opportunities for successful action. This is an important skill for anyone, and people who routinely outperform others at work adopt this mindset as a way of short circuiting frustration by considering alternative perspectives. They understand that empathy is all about shifting perspective and that by adopting alternative perspectives they can proactively quiet down emotional centers in the brain, which helps them approach a challenge with a more positive mindset and greater energy and investment. This helps them solve problems more effectively.

8.      They are resilient:

Resilience is a quality successful people have in common. They are survivors. They understand that they will come across challenges whatever path they’re on. Life comes in waves. There’s no way to stop the waves crashing, but you can learn to surf. They view challenges as experiences that have to be endured and fought against. Resilience is simply the ability to bounce back from adversity and setback. This comes from the mindset of viewing failure as an opportunity to learn rather than allowing it to paralyze you.

9.      They manage their expectations:

This means they don’t get too high when they experience a win and they don’t get too low when they experience a setback. They look for where expectation gaps exist or where they might arise and manage them accordingly. An expectation gap is the chasm that exists between the expectations that are created on one side and how people believe those expectations have been met on the other. People that outperform are able to bridge those expectation gaps proactively because they know that failure to do so can be costly. They also know that if they violate expectations, they will be me with suspicion and ire so they don’t over-promise or under-deliver.

10.  They understand office politics:

Some people shy away from office politics while others just plain hate it. Those that outperform others embrace them. Let’s keep this real. Some office environments can be brutal. Being a Pollyanna in such environments can be crushing. This is not an argument for being Machiavellian either. But paying attention to interpersonal relations and politics and understanding social psychology and behavior is beneficial. Instead of avoiding, learning to leverage your emotional intelligence to navigate the highways and byways of work and can actually help you grow.

11.  They strive for visibility:

The nature of knowledge work makes it inherently difficult to see the fruits of your labor. Yet, it has always been my experience that exposure and visibility are key to career advancement. If no one sees you, you don’t exist.  People that outperform others know this truth and seek exposure by looking for more visible projects and opportunities. They document their accomplishments by keeping a running record so that they have information at their fingertips when it comes time to review their performance or throwing their hat in for the next project. Above all, they are strategic about who they get exposed to, how and when.

12.  They have drive:

Intrinsic motivation is arguably one of the most important predictors of success. The most successful people simply keep plugging away at their work longer than others. Rather than passivity, their internal drive prompts them to action. It’s one thing to say you are motivated to achieve your goals; it’s another entirely to have that motivation translate into action. People that outperform others understand a basic fact: All else being equal, your reap what you sow. They make decisions and once decisions are made, they devote and dedicate themselves to making it happen with dogged determination.

13.  They take risks:

Great, otherwise unforeseen opportunities often come from risk-taking. It is said that “a ship in harbor is safe, but that is not what ships are made for.” Taking risks shows confidence and helps you stand out. We also learn from risks because they push us out of our comfort zone. Stellar performers have adopted the mindset of fail fast and fail forward.They see failure just as important if not more important than success. Facebook was famous for their “move fast and break things” mantra and they saw rapid growth as a result. This doesn’t mean all risk is good. Risk, after all, has to be calculated. Taking risks is a discipline that starts small and builds on initial successes.

14.  They are adaptable:

Stephen Hawking defined intelligence as the ability to adapt. People that are adaptable tend to go with the flow rather than resist the tide. Their energy is better utilized and more in tune with the nature of things. While most people are averse to change, outperformers embrace it. They have a growth mindset and are more spontaneous and accepting when unexpected changes happen. They anticipate change and build in margins for making adjustments so they can adapt to any situation at any given time. Being willing and able to adapt your behavior increases your ability to communicate and build productive relationships with other people. Adaptable people are flexible people not set in doing things only their way.

15.  They have a positive attitude:

Finally, just about everything on this list is influenced by positivity or negativity. Out-performers understand that it takes a positive attitude to achieve positive results. They know that attitude creates the way you feel about people and situations and that a positive attitude is infectious. I generally start my workshops and seminars by asking a fundamental question: What attitude did you bring into this meeting? This question kicks into gear a level of attitudinal awareness that people don’t often have. Your self-talk determines your attitude, which determines how you present yourself to the world. Think of your mind as a software program. You have control over the programming. Whatever you put into it is reflected in what comes out. You can choose whether what comes out is positive or negative.

A Final Word…

You will notice that nowhere on this list did I mention technical skills, intelligence or talent. Performance is about the day-to-day attitudes and skills you bring coupled with the quality of the results you deliver. If you adopt these traits as your roadmap and practice them consistently, there is virtually no way you can get lost on the journey to success.

Wait! Before you go…

I really appreciate that you are reading my post. If you found it helpful, I invite you to follow me on LinkedIn or subscribe to read exclusive content on my BLOG.

Why would you follow me?

I write personal and professional development articles to help readers be the most effective human being they can be; in short, to help you find your inner awesomeness. By liking, commenting, sharing, and following, you are encouraging me to keep going. It is my direct feedback loop that tells me that I am providing value to you.

I also love connecting with new people and seeing what others are up to in the world.

Last thing, if you liked this post, consider checking out my other recent posts for inspiration and concrete actions steps to become more effective at work and life.

Best,

Saeed

©2018 – All Content by Saeed H. Mirfattah, M.A.