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Within each of us are two competing sides, a polarity of character. Only one leads to greatness

Do you ever wonder why some people succeed and others don't? We've all seen deserving people who never quite got things off the ground, and others who made it look easy. It doesn't always seem to make sense.

Over the past three decades of coaching top leaders and entrepreneurs all over the world, I have worked with every type of person and every type of personality you can imagine. The thing I've found consistently in people who succeed is the understanding that the same traits that made them successful have a flip side--a opposing counterpart--that can lead to their downfall through a gap in their leadership.

In my new book, The Leadership Gap: What Gets Between You and Your Greatness, I identify seven leadership archetypes that lead to success. And within each I also identify a polarity, an opposing counterpart. For every archetype that can make you great has a flip side that leads to a gap. This is especially true for high-achieving individuals. Your success hinges on knowing your own attributes and how to leverage them to play from your strengths and avoid the gaps.

Here is a summary of the seven archetypes and their gaps: understand them and learn how to use them to guide yourself to stand in your greatness.

The Rebel

The Rebel wants to make an impact on the world and embarks on quests to achieve remarkable things. The rebel is driven by confidence. But leading to the gap, the Rebel can instead feel like the Imposter, characterized by self-doubt. The Imposter appears when you find yourself constantly having to fight off negative messages in your mind

Three ways to leverage the Rebel and banish the Imposter:

  • Make a list of all things you do well and review them daily. When your competence goes up, so does your confidence.
  • Surround yourself with people who believe in you. When you spend time with people who reflect who you want to be and how you want to feel, their energy is contagious.
  • Stop comparing yourself with others. It's a waste of time and a thief of success.

The Explorer

The Explorer is driven to innovate and create new opportunities, new products, new businesses. Fueled by intuition, they test the boundaries and limits of what is known. They reject the status quo and are constantly looking for something new, listening to their inner voice to forge a new path. But leading to the gap, the Explorer can become the Exploiter, characterized by manipulation. The Exploiter appears when you feel stressed or out of control, bringing a need to micromanage and feel in control of things. It's especially damaging to anyone whose work depends on creativity.

Three ways to leverage the Explorer and banish the Exploiter:

  • Quiet the analytic mind and let the intuitive mind speak loudly. No problem can be solved with the same mind that created it.
  • Let go of control. You lose only what you cling to.
  • Allow yourself to wonder. Accept what is, let go of what was and hold to the wonder of what will be.

The Truth Teller

The Truth Teller embraces candor, even when it makes people uncomfortable. They speak with openness and honesty, driven by a sincere desire to be of service. For truth tellers, speaking up is a duty. But leading to the gap, the Truth Teller can become the Deceiver, characterized by the creation of suspicion. It's the leader who withholds information, the boss who tells half-truths, the manager who doesn't address concerns--all forms of holding back that create a culture of suspicion.

Three ways to leverage the Truth Teller and banish the Deceiver:

  • Always tell the truth, the whole truth and nothing but the truth. It may hurt for a while, but deceit hurts forever.
  • Let people be part of the solution. Whatever the problem, allow others to participate in solving it.
  • Talk straight. Say what you mean and mean what you say.

The Hero

The Hero is courageous--willing to put their career at risk for a shot at greatness. Heroes act when others will not, even in the face of fear and overwhelming opposition. But leading up to the gap, the Hero can become the Bystander, characterized by fear. The Bystander is paralyzed by inaction and driven by fear. They keep you playing small and stuck where you are.

Three ways to leverage the Hero and banish the Bystander:

  • If you see something, do something. The things we fail to do become our limits.
  • If you hear something, say something. Treat fear as an obstacle that can be overcome.
  • Feel the fear but do it anyway. Everything you want is on the other side of fear.

The Inventor

The inventor is brimming with integrity, constantly searching for the best way to improve processes and products and to perfect their craft. They are experimenters who make many small bets and are willing to fail in pursuit of big wins. They seek quality and excellence, with integrity always paramount. But leading up to the gap, the Inventor can become the Destroyer, characterized by corruption. Willing to cut corners and do whatever is expedient, the Destroyer works by compromising quality.

Three ways to leverage the Inventor and banish the Destroyer:

  • Make excellence a habit. Treat everything you do as your very best work.
  • Keep your promises. Don't agree to anything you don't intend to do.
  • Make integrity part of everything you do. There's no other path to becoming a person of thorough integrity.

The Navigator

The navigator has a way of making the complicated simple and the simple understandable, masterfully steering their organization and the people within it to ever better outcomes. Their hallmark is trust--given and received. But leading up to the gap, the Navigator can become the Fixer, marked by arrogance. The Fixer tells people what to do instead of navigating the way alongside them, bossy and often aggressive.

Three ways to leverage the Navigator and banish the Fixer:

  • Fix the fixer within you. Remember that trying to fix people isn't a good way to be valued or appreciated.
  • Empower people. Show them they're smarter than they think.
  • Set boundaries and don't cross them. Teach people how to treat each other by modeling a good example of not crossing boundaries. Once you set them, keep them.

The Knight

The Knight loyalty is everything. They are always looking for opportunities to serve and protect. But leading up to the gap, the Knight can become the self-serving Mercenary, who tries to lead by self-absorption or self-obsession is a person who will not succeed.

Three ways to leverage the Knight and banish the Mercenary:

  • Learn what it means to serve others. Everyone can succeed when everyone serves.
  • If you want respect, first give respect. It's a two-way street.
  • Protect what you love and those you love. The best protection of all is loyalty.

The people who succeed--the Rebels, Explorers, Truth Tellers, Heroes, Inventors, Navigators and Knights--know how to stand in their greatness, while the others--the Imposters, Exploiters, Deceivers, Bystanders, Fixers and Mercenaries--lead from their gaps inevitably fall short of the mark.

If you are interested in learning more about the leadership gap and how it can help you understand the patterns that will help you succeed, order your copy of The Leadership Gap: What Gets Between You and Your Greatness

Source :www.inc.com

Categorized in Others

Conventional intelligence, scored as intelligence quotient (IQ), is indicative of cognitive reasoning ability. The countless tests and exams we take through school and college are supposed to give a measure of how smart we are. And while they do this to a certain extent, high academic grades are not the sole measure of success.

Of course, a correlation between academic prowess and career success can easily be established in fields of work that require rational thinking; successful doctors, engineers, and scientists typically do have high IQs. But a high IQ alone is no guarantee of success in a career that involves interacting with others, which is the case for nearly every profession in existence.

Emotional intelligence, scored as emotional quotient (EQ), is touted to be a more accurate indicator of whether a person will go on to be a successful working professional. Here we look at why this is the case.

As mentioned earlier, nearly every profession involves human interaction. Of course, a few exceptions can be made: authors and scientists who work in solitude are freed from the need to master the art of interaction. But, for most of us, interacting with others is a daily ritual. Therein lies the importance of emotional intelligence (EI).

EI is defined by the Oxford Dictionary as “the capacity to be aware of, control and express one’s emotions, and to handle interpersonal relationships judiciously and empathetically.” Daniel Goleman, a renowned psychologist and the author of several books on EI, explains the five pillars of emotional intelligence and why they correspond to a successful career:


A self-aware person is in control of his or her emotions. Such people can identify shifts in emotion within themselves as well as the triggers, both internal and external, that cause them; criticism from a boss or a personal problem can induce varying emotions which affect our reasoning ability. Persons with high EQs can view such occurrences from a rational standpoint, un-distorted by emotional turmoil, which results in an improved reasoning ability.


Keeping one's emotions in check is vital at a workplace. Every person has to deal with a multitude of emotions on a regular basis and it's essential that they do not dictate your behaviour. The ability to act logically, while resisting impulsive behaviour, is a highly-valued trait for working professionals.


People with a high EQ are self-motivated. They aren't driven by money or job titles though; they weigh the emotional rewards of each action and are fuelled by an inner ambition that is surprisingly resilient to disappointment and failure. Employers have always faced the challenge of motivating their employees and hence, those who don't need to be motivated are highly valuable in the workplace.


Emotionally intelligent people are not only aware of their emotions, but they can sense those of others as well. They have an uncanny ability to view situations from the other person's perspective. Arguments fuelled by anger are easily resolved by people with high EQs because they understand the other person's issue and can genuinely respond to their concerns.

People skills

Due to their mastery of emotions, emotionally intelligent people get along well with others. They find it easier to build rapport and trust with their colleagues. They also steer clear of office politics — things like backstabbing, bad-mouthing, and undermining others — for which they are quick to gain respect and credibility.

In his book Emotional Intelligence, Goleman demarcates the difference between IQ and EQ in the context of career success:

“IQ can show whether you have the cognitive capacity to handle the information and complexities you face in a particular field. But once you are in that field, emotional intelligence emerges as a much stronger predictor of who will be most successful, because it is how we handle ourselves in our relationships that determines how well we do once we are in a given job.”

His reasoning is certainly accurate; scholastic test scores can only get you into a company, but they cease to matter once you begin working there. Traits like being a team-player and a motivated worker are far more important if you want to succeed in a career. Employers won't hesitate to remove an egocentric and conceited intelligent person from their company. On the other hand, a person who can get along well with everyone is always welcomed in an office.

Source: https://yourstory.com/2017/03/emotional-intelligence-career-success/


Categorized in Others

There’s something that sounds conventionally wise about saying that you don’t need to be the best runner, you just need to be faster than the slowest. That you can make good money in a business without worrying about being the world’s best. But that’s the wrong way to think.

The right way to think about every single thing that you create is that you are trying to shoot for the number one spot, and you have to make that the core standard of whatever you build. It doesn’t have to reach that standard on the first fucking go but it does have to shoot for it.

If you’re aiming for second place — that’s the level of quality you will get. That — and nothing better. If you’re aiming for second place you’ll build second rate. That’s what I like to talk about building with…

…The DuckDuckGo Mindset

I want to talk about a search engine called DuckDuckGo. They’re what you might call an “Indie” search engine, because that shit is not necessarily out to beat Google. In the same way that Black Flag weren’tout to beat Michael Jackson.

They are not going to beat Google for traffic or for advertising or for anything else. And in fact, they don’t aim to beat google.The search engine that doesn’t track you. A superior search experience with smarter answers, less clutter and real…

Check ’em out, they’re worth a look in. If you go through their stats, you can see they run a lot of searches. Here’s the traffic for the first few days of September, October and November.

That traffic says one thing to me. It says repeat users. DuckDuckGo may not be trying to beat Google for popularity or anything else. But they are still shooting for number one in their pursuit of excellence and quality — they’ve gotta be, in order to have that kind of dedicated month on month use in Google, Bing and (somehow, still) Yahoo’s world.

And if you look at some of what DuckDuckGo do — supporting privacy, adding features and looking after their users — you get the sense that they don’t build their product thinking that they’re aiming for 2nd, 3rd or 4th place. They build it with a 1st place mentality.

The DuckDuckGo mindset is building for number one without that necessarily being the goal of your business. And it’s a vitally important mindset. It guides their standards in product development.

It’s All About Having Standards

You don’t set standards by stating what’s “good enough” for you. Sure it may be “good enough” for your company to carve out a niche against Microsoft instead of beating Office 365 into the ground, but that’s not having a standard. That’s lowering the bar.

Your standards should be high. High enough that you could conceivably be better than Microsoft in the sheer quality of what you do and the level to which you approach it.

What will you expect from your online chat? That customer service operators will show up and close tickets? Or that they’ll try to beat the best customer service in the world?

Be Like The San Francisco 49ers

I want you to meet someone incredible. This is Bill Walsh, the head coach and GM for the SF 49ers who took over in one of their lowest points and took them to a Superbowl win against the odds and against the expectations of everyone who said he didn’t stand a chance.

Bill Walsh said he didn’t go into the 49ers telling people that they were going to win and they had to win and his plan would make them win. He told them to stop thinking about winning, and start thinking about meeting higher standards throughout the entire organisation. From the folks who checked parking tickets to the quarterback, everyone had to meet better and higher standards of what it meant to do their fucking job.

His theory was that you don’t win with low standards. Therefore, higher standards on their own, if met, could make a team into winners far more than going about worrying over whether or not they’d make it to the Superbowl.

Here’s a quote from him that I love:

The culture precedes positive results. It doesn’t get tacked on as an afterthought on your way to the victory stand. Champions behave like champions before they’re champions: they have a winning standard of performance before they are winners. — Bill Walsh

You don’t go into a startup worrying about what you can get away with and how to meet the lowest bar. You go into it worrying about how you can meet the highest standard of performance that you set for yourself. That’s what breeds success more than writing a cunning plan to defeat salesforce on a big whiteboard in your meeting room.

Source:  inc42.com

Categorized in News & Politics

The MacBook Pro may have found success straight out of the starting blocks, but it’s unlikely to change Apple’s focus. Cupertino’s future does not feel like it is focused on the classic laptop form and macos, but on sealed Pro tablets running iOS.

Apple CEO Tim Cook previews a MacBook Pro during a product launch event at Apple headquarters in Cupertino (Photo: Josh Edelson/AFP/Getty Images)

The mobile market is where Apple’s strength lies. Although Android commands the lions’ share of the market (approaching a global share of ninety percent, depending on the analyst), that share doesn’t translate ninety percent of the profits. Apple takes over one hundred percent of the market’s profits. Arguably Google’s value is not in the hardware sales but in capturing the Android users into its cloud where it can monetize each user.

Now look at the difference in the laptop market. Here Apple commands a similar market share of between seven and eight percent. It is generally found in fourth or fifth place in the top manufacturers list but with a share of the profits more in line with the market numbers.

Apple has a strong and stable presence in the laptop ecosystem. With the new MacBook Pros now on sale, Apple should be able to extend that position. It’s just a shame that Apple’s true focus is on pastures new.

Last year at the launch of the iPad Pro, Tim Cook asked “Why would you buy a PC any more?” Why indeed? It’s possible to carry out many of the day-to-day task that would normally be done on a laptop on a tablet – web browsing, social networks, music and video playback, note taking, document editing, messaging, and more. iOS has matured to point where the third-party ecosystem can cover the majority of tasks required by the majority of users.

The challenge in part is to convince consumers that think ‘laptop first’ to think ‘tablet first’. That continues to be the role of the iPad Pro in Apple’s portfolio. With the smart keyboard covers, long battery life, and Cupertino’s focused marketing the iOS tablets continue to perform strongly.

Yes, there is a pent-up demand for a new MacBook Pro, but it’s noticeable that the internal hardware design of the MacBook Pro, last year’s MacBook, and the venerable MacBook Air owe more to the fixed-specifications single-board sealed designs of the iPad than the user-accessible modular approach taken by older designs such as the superstar MD101LL/A non-retina MacBook Pro from 2012. These are no longer computers designed to be updated and maintained by a user, but as machines designed to be disposable and require replacement within two or three years.

The trick for Apple is to keep the die-hard user-base of the MacBook Pro on-side while transitioning as many as possible to the more profitable iPad and iPad Pro machines. Could touch be added to macos and Apple’s laptops? Yes. Would it be useful? Given my experiences with Windows 10 my answer is yes. But it would mean that one of the biggest points of differentiation between the iPad Pros and MacBook Pros would be diluted, hampering the transition efforts.

Apple Inc. iPad Pro 9.7 inch, center, is displayed at the company’s Omotesando store (Photo by Tomohiro Ohsumi/Getty Images)

This is not as drastic as Steve Jobs killing the iPod Mini at the height of its retail power. There will always be a small core of users that actually need a high-end portable macos devices and an iPad Pro is not a functional 1 to 1 replacement. Yet Apple has already decided what happens now that it rules the laptop space.

It’s going to let it slowly slide into a niche product line for a handful of power users as it moves the public towards the walled-garden flexibility of iOS and the iPad.

Source:  forbes.com

Categorized in Science & Tech

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