We all aspire to more happiness, success and fulfillment and yet few people are aware of the relationship between each of these states.
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We all know about setting goals and creating visions, however despite our knowledge of the subject many leaders fall short of legendary and land on mediocre.
The below is an excerpt (paraphrased) from the book titled “Beyond Entrepreneurship” — Turning Your Business into an Enduring Great Company by James C. Collins and Willian C. Lazier.
…you set a goal not by pure analysis, but by analysis plus intuition. You’ll never be able to prove ahead of time that an audacious goal is going to be 100% achievable.
You have to know in your gut that it can be done, recognizing this simple truth: once committed to a bold challenge, the probabilities of success change.
When President Kennedy first proposed the Moon mission, he was advised that there was only a 50/50 chance of success. He believed in America’s ability to achieve the mission, to somehow turn the odds. He knew that if the country committed to the mission, they would somehow find a way to make it happen.
Think of it this way. If someone puts you on a difficult mountain climb and leaves you an easy avenue of retreat, the probabilities of success would be at a certain level, say for the sake of illustration 50%. Now suppose you are on the same mountain and the avenue of escape is removed; if you don’t succeed you die.
The probabilities of success change closer to 100%. Why?
Because you are committed. You’ll fight, scratch, invent, or somehow figure out a way to the top because you have no other choice…
What would happen if you committed to an audacious goal or vision and removed the possibility of not achieving it?
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MOTIVATION > There are seven primary motivations that correspond to seven paradigms. As your paradigm changes, so does your motivation, which in turn alters your focus. If a person is living day to day (survival) then their motivation will be survival based and their goals will be focused on getting out of survival.
The key to shifting from one paradigm to another is to set goals based on a higher paradigm…
In order to do that:
When I am feeling passionate, I have a heightened sense of vitality, aliveness, vibrancy, drive and enthusiasm. There is a warm excitement and an all-consuming focus on my sensations. I have a sense of confidence, total concentration, and a keen awareness.
We are living through one of the most profound periods of transformation in recent human history. Our world is changing at an unprecedented rate. The way we live, the way we work and the way we do business are changing dramatically.
No longer is it an option to maintain our position by doing today what we did yesterday. We are no longer competing with the professional or the firm down the road, but rather, the highly skilled, more motivated, and lower cost individual or firm on the other side of the planet. In order to do well in the future, we must begin to think more like entrepreneurs than employees, take responsibility for our quality of life, upgrade our skills and become more aware of the value we add to our teams, our projects, and our organizations.
Whether you are from Cape Town, Adelaide, Wellington, Hong Kong, Glasgow, Singapore, Milan or Albuquerque, the changes that are occurring affect us all. Sure, you can decide to ignore what is happening, to live and work the same way today as you have in the past. However, you could be missing out on the biggest opportunity of this generation and be rendered obsolete, redundant and find yourself standing on the sidelines.
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In the game of life and business, you could easily assume that most people play the game to win. Why play at all if it isn’t to win? After all, that is the purpose of the game, isn’t it?
Unfortunately, the majority of people don’t play to win — they play not to lose. You may have heard people say, “I hate to lose.”
When playing to win, you understand and accept that losing is sometimes part of the game. However, you do whatever it takes (legally, ethically and morally) to win.
When playing not to lose, you feel that you must not lose — no matter what. You play conservatively and avoid risk because your desire not to lose is greater than your desire to win.
And here is the rub… other players will exploit your unwillingness to lose — which will have you losing!
An adult bedtime story…
Once upon a time there was a wise man. This wise man travelled the world exploring new places and learning the mysteries of life. One day without warning, and as if by magic, the wise man forgot who he was. He forgot that there is more to life than power, money, sex and the relentless pursuit of success. He forgot his wisdom. He forgot his teachers. He forgot the examples he had seen. He forgot the lessons he had learned. He forgot where he had come from. This once wise man disowned himself. He left his seat at the table, the table of the gods.
Feelings are important to our experience of living as human beings. It is said that all mammals have some feelings; however, as a human being, we have the widest range of feelings. Beyond the basic triad of pain, pleasure and numb, we have a lot of nuances to describe how we feel at any given moment — about everything we experience.
When it comes to making decisions, even the most rational, seemingly emotionless decision-makers are, unbeknownst to them, influenced by their feelings — even if they are not consciously aware of them. Even no feeling is a feeling.
Because of past things that have happened to us (both real and imagined) we tend to have conflicting emotions, as well as stacks of misplaced emotions, that get projected onto items, areas, subjects and people that they do not belong to.
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