The Action Habit: 7 Proven Ways to Move from Deciding to Doing

Frog On A Log
Chris Shilling is the founder of Serve and Lead and an author, speaker, consultant, and leadership coach. You can download the latest e-book in his Learn and Lead series here. You can also follow Chris and Serve and Lead on Twitter and Facebook.

 

I have a simple math question for you.

5 frogs are sitting on a log.

4 of the frogs decide to jump off. How many frogs are left?

Did you answer 1?

The correct answer is still 5.  This is because there is a difference between deciding and doing.

 

Have you experienced this in your own life? We tend to make a lot of decisions. We decide to eat healthier, get another degree, or start a new business. However, all of these decisions really mean nothing.

In order to make a decision mean anything, we need to take action. 

This concept is so simple, yet most people never move from deciding to doing. They do not get into the habit of taking action and do not accomplish all they could be accomplishing. By getting into the habit of putting ideas and decisions into action, we are in a better position to achieve the results we desire.

“Your beliefs become your thoughts; your thoughts become your words; your words become your actions; your actions become your habits; your habits become your values; your values become your destiny.” –Unknown

Here are 7 proven ways you can move from deciding to doing:

1. Stop waiting until conditions are perfect.

If you are waiting for everything to be perfect in order to get started you will be waiting forever. Things will never be perfect. There will always be something that is not right or could be better. There is no perfect time; there is only the present time. You must take action now and you can make adjustments as you move along. I know the perfect time to start was last year. The second best time is right now.

 

“The best time to plant a tree was 20 years ago. The second best time is now.” -Chinese Proverb

 

2. Stop, get up, and do it.

Turn yourself into a doer. A doer is someone who has an idea and moves forward with it immediately. Have you ever said to anyone, “It is a great day to go to the beach,” and then sat around and watched TV? Next time stop, get up, and go do it. Do you want to begin exercising or present a new idea at work? Do it today. When we pause and wait, we lose the will to move forward and allow doubt to creep into our minds.

 

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

 

3. Stop over-thinking things

When we over-think things, we start to get paralysis of analysis. We start to analyze things to the point that we cannot move forward. We obsess over how conditions aren’t perfect, question the amount of time we have to commit, or come up with a whole host of reasons not to move forward.

 

4. Take continuous action.

Once you get started, continue to take continuous action. Make sure that you keep your momentum going by doing something productive related to your idea every day. This can be as easy as scheduling time to spend 15 minutes completing a small task daily. Those small tasks will add up quickly, and help you build confidence by seeing achievement.

5 Ways to Increase Trust in the Workplace

Building up trust concept: Black alphabetic letters forming the

Recently, I had the opportunity to ask James M. Kerr a few questions about culture, trust and engagement.  Jim is a Partner at BlumShapiro Consulting. He is a business strategist and organizational behaviorist.  His latest book is The Executive Checklist: A Guide for Setting Direction and Managing Change.

Increasing Trust

 

You cite studies showing that trust in business is at an all time low.  What do you do to reverse that and increase trust?

It’s really up to the senior management team to set the tone and do what is necessary to build a high trust work environment.  Some of the ideas that I discuss in The Executive Checklist: A Guide for Setting Direction and Managing Change to reverse the trend include:

 

1.  Place Focus on the Outside

The competition lives outside the four walls of the organization.  In-fighting just wastes time and energy and can contribute to distrust.  Placing focus on the competition allows a firm to put that energy to good use and diminishes the time that staff dedicates to internal politics and positioning.

 

“Focus on the competition to diminish the time dedicated to internal politics.” -James Kerr

 

2.  Make It a “No Spin” Zone

Management must set an expectation that all of the business dealings of an enterprise are done with the whole truth, and nothing but the truth in mind.  Eliminating “spin” improves transparency and enhances trust.

 

“Eliminating spin improves transparency and trust.” -James Kerr

 

3.  Don’t Play Games

If you play games and pit one group against another, you’re encouraging others to follow suit.  Play the work setting straight-up, with no innuendo – just honesty.  Trust will follow.

 

“Play the work with no innuendo – just honesty. Trust will follow.” -James Kerr

 

4.  Do Your Job

It’s our job to ensure that everyone knows what success is and what their role is in achieving it.  Once that is established, attention must shift to making sure everyone “does their job.”  This focus contributes to establish a high trust work environment.

 

“Ensure everyone knows what success is and what their role is in achieving it.” -James Kerr

 

5.  Do Your Best

Expect the best and people will rise to the occasion.  As they do, confidence will rise accordingly.  The need to play games and be deceitful will lessen and trust will fill the void left behind.

 

“Expect the best and people will rise to the occasion.” -James Kerr

 

Creating a Winning Culture

Lessons and Quotes from John Green’s The Fault in Our Stars

Powerful Lessons

If you have a teenager in your house, you have heard about The Fault in Our Stars.  Bestselling author John Green’s fifth novel has sold millions of copies, won critical praise, been translated into 47 languages, and the movie adaptation is now in theaters everywhere.  The book and the movie have captivated audiences of all ages.

9780525478812A few years ago, I picked up a manuscript and began reading it (this was before the official release).  I wasn’t too far into the book when I realized its power.  It’s a story about two teenagers, told from sixteen year old Hazel’s point of view.  She is dealing with a cancer diagnosis and meets Gus, another teenager, in a cancer support group.  It explores many powerful life lessons.  No matter how brief our time may be here, we have the ability to live it to its fullest.

I had the opportunity to interview John soon after the book was released.  It was so new that he didn’t want to give away the plot.  In this interview, hear John Green:

  • Explain how he writes authentically from a 16 year old girl’s perspective
  • How he and his brother work to combat “world suck”
  • Whether he has a secret plan on social media (he has millions of devoted followers)
  • Why he once licked a cat
  • And, in one of my favorite answers ever, John did give a true “elevator” speech about the book (must see)

 

Life Lessons

 

I often write about leadership, success, and life lessons.  All of John’s books are filled with quotes on these important life themes.  Here are a few lessons from this book:

Today matters.

Search for love.

No matter how much time we have, we can impact others and the world.

Life is a struggle.

Find your authentic voice.

We all face challenges. Who we become is often based on how we handle what comes our way.

Enjoy the little things.

In a storm, you can handle much more than you think possible.

Wisdom is possible at any age.

 

John Green Quotes

 

Here are a few John Green quotes that will likely have you reflecting from this book and a few of his others:

 

“The marks humans leave are too often scars.” –John Green

 

“What is the point of being alive if you don’t at least try to do something remarkable?” –John Green

 

“We need never be hopeless because we can never be irreparably broken.” –John Green

 

“Pain is like a fabric: The stronger it is, the more it’s worth.” –John Green

 

“You are so busy being you that you have no idea how utterly unprecedented you are.” –John Green

 

“If you don’t imagine, nothing ever happens at all.” –John Green

 

“Books are the ultimate Dumpees: put them down and they’ll wait for you forever; pay attention to them and they always love you back.” –John Green

 

“Books are so special and rare and yours that advertising your affection feels like a betrayal.” –John Green

 

“Youth is counted sweetest by those who are no longer young.” –John Green

 

“We are greater than the sum of our parts.” –John Green

How Are Negotiation and Leadership Related?

Handshake in the city

This is a guest post by Steve Brown. Steve’s writing on various sites focuses on business related topics. Also he writes for the site The Gap Partnership. Apart from his writing, he loves to swim and hike whenever he gets time.

There’s a lot more to being a good leader than just being smart. People who have studied great leaders have identified certain traits that are common to these people, whether they are in business, politics, or any other field.  Some of these same leadership traits can also be useful in a negotiation.  Here are some of the ways in which wise leadership and wise negotiation converge.

 

A sense of fairness

A strong leader always treats people fairly, including employees, customers, and everyone else. If employees feel that they are being treated unfairly, it can create resentment and undermine the leadership. Ensuring that everyone is treated honestly and fairly engenders a greater sense of respect and loyalty; thus, this is an important trait of wise leaders.

This same sense of fairness is beneficial in negotiations as well. It can help you to establish trust during the process so that you can work with the other person to achieve an outcome that is fair to all parties.

 

Look for mutual benefit

Great leaders look for solutions that can satisfy everyone’s interests not just their own. By ensuring that the needs of customers, employees, shareholders, and others are considered, it creates an environment where everyone can be pleased with the decisions and the results.  In a negotiation, looking for this mutual benefit can change the dynamic from an adversarial one to a situation where the parties are looking for shared solutions that benefit both of them.  This is how you can achieve a win-win result that both parties are happy with.

 

Emotional detachment

Sometimes making a good decision means detaching the emotions so that you can weigh your options dispassionately and logically.  Good leaders know how to do this so that they can make wise decisions.  In negotiation, you also need to avoid becoming overly attached to a particular plan or outcome.  Instead, keep an open mind and be willing to consider suggestions and alternatives.  Bringing too many emotions into the process can cloud the issues and lead to poor decisions.

 

“Great leaders effectively communicate their higher purpose.” -Steve Brown

 

Have a higher purpose

Leading with No

man wearing a suit sitting in a table showing a signboard with t

 

Former British Prime Minister Tony Blair once said, “The art of leadership is saying no, not yes.  It is very easy to say yes.”

 

“The art of leadership is saying no, not yes. It is very easy to say yes.” -Tony Blair

 

It’s one of my favorite quotes.

So much of leadership literature is about what to do.  You can read about how to organize your company for success:  You determine a course of action, outline a strategy, and develop the plan.

It is more fun to say yes.  It’s easier.

I think every parent can relate.

“Can I have ice cream for dinner?”  Yes!

“May I stay up all night?” Sure!

I think every business leader can relate.

“We need to add six people to my department.”  No problem!

“I know it blows the budget, but can I still spend this money?”  Absolutely!

Saying no, setting limits, and knowing what you will not do is hard work.  But that’s leadership.

Renowned strategy expert Michael Porter said, “The essence of strategy is choosing what not to do.”

 

“The essence of strategy is choosing what not to do.” -Michael Porter