No. 26 - Considering Leaving Your Current Job and Company? Take a Look Internally First

Sometimes, changing companies isn’t the best alternative, even for people who truly need a job change. If you think you fit with your current company but aren’t being adequately challenged or rewarded in your present job, it may make sense to consider moving within the company. Don’t assume this is impossible. If you seriously investigate the opportunities within your current company, you may be pleasantly surprised by what you discover. Dale Telford, former IT director at StarChoice, and the founder of the bITssol, puts it well.Telford suggests, "If there comes a time where you feel you can’t go any further at your current company, talk with your superiors and let them know what you feel you’re capable of doing. Ask them for suggestions or if they know of a position open in another organization. That way, if you do find something outside of your current company, you will not be surprising anyone. You may also find that even though you did not think there was something else you could grow into, the company you currently work for may know your real value and create the position you want.”Because keeping good employees has become a high priority at most smart companies today, your employer may be willing to facilitate your job change within the organization. Avoiding losing you to an outside competitor will help the company avoid the costs of recruiting, hiring, and training a replacement. There are benefits for you as well. You and your family will undergo less of a disruption, and the knowledge you’ve developed about your company, the people who work there, its systems and processes, and its customers and competitors will all continue to be useful to you. A lateral or upward shift within the same company may be the ideal move for you. Even if the new department or division doesn’t turn out to be a perfect long-term career match, the new assignment could turn into a useful “bridge” job that keeps you sane and teaches you some new skills as you consider other options.If you’re interested in pursuing an internal change, start by talking to your boss. Think carefully about how to approach the subject. Use tact and diplomacy to explain why you’re interested in a change without expressing bitterness, anger, or boredom with your current job. The last thing you want to do is to provoke defensiveness or hostility – after all, you want your boss’s help in making the shift. Talk in terms of your aspirations for the future rather than emphasizing your disappointment with the past and present. Don’t say, “I want a new job because the work here is depressing, dull, and pointless.” Instead, you can say, “I think I’m ready to tackle some new challenges and a little higher level of responsibility that will benefit the company.”It’s unlikely that your boss will be in a position to directly link you with job opportunities in other departments; your company’s human resource or personnel department will have to play that role. However, company policy usually requires your boss’s approval for an internal job search. Further, it would scarcely be comfortable to proceed against your boss’s wishes, which is why it’s a good idea to start with him or her. And who knows? Your boss may surprise you by responding, “I had no idea you felt that way. Would you like to be considered for the new job that’s just about to open up in our department?”- DebraP.S. If you have comments or questions, please feel free to contact me.
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No. 25 - Your Go-To Approach — and Fall-Back Approach — Should Always be the Golden Rule

Consistently Follow the Golden Rule: What you want for yourself, you give to others. Do right and do it consistently in how you think, act, and interact with people.Over the years there are versions of the “rule” that I’ve heard from colleagues. Pick one that rings true for you: Do what’s right for the other person, and you’ll end up doing what’s right for you. Do unto others what you would have them do unto you. Be good to people, and they will be good to you. Treat all people as you would like to be treated. Good works on Earth align you in the right way with the universe. You never want to do unto others what you would not want done unto you. What is hateful to you, do not do to others. As a leader, always be more than is expected of the people you’re working for and who are working for you. You can’t ask others to do what you aren’t willing to do yourself. Treat people like you want to be treated. Do unto others before they split. How would you want to be treated (or how would you want your mother, your son, to be treated)? Treat others as they would like to be treated. Don’t repeat what you didn’t like done to you. Expect from others what you expect from yourself.Any version works for giving the respect due to others – as good leaders do.- DebraP.S. If you have comments or questions, please feel free to contact me.
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No. 24 - Guidelines That Will Serve Your Children Well (and Us, Too )

Many years ago I found a book by Richard R. Conarroe, published by the American Management Association titled, BRAVELY, BRAVELY IN BUSINESS.Getting out of college and anxious for a career I typed these notes on a sheet of paper, folded it and kept it in my wallet for over ten years to unfold and read periodically. Recently, I found that folded piece of paper and discovered the things that made for a successful career that many years ago still holds true. And they will for your children too. See for yourself: Pick the people who can most strongly determine your success and stay in direct, personal, continuous touch with them. Never assume that the way things are today is the way they will be tomorrow – or even after lunch. Never fail to consider the future significance of what you say and do. Know what it is you can do better than anyone else and do that. Never say anything about anyone you wouldn’t say in exactly the same way to his face. Search for the seeds of victory in every disaster – and seeds of disaster in every victory. Don’t lie. If you can’t tell the truth, keep quiet. When you start lying, you are dead. Never expect someone to keep a secret. There are no secrets. Bet on people – but be prepared to lose. Unsolvable problems don’t disrupt the routine; they are the routine. Everybody’s motives are different. Make certain you know what motivates each person you deal with. Know exactly what your goals are. Follow your own instincts. They are probably no more wrong than everyone else’s carefully reasoned logic. Build a reputation as a winner by smiling when you win – and when you lose. Keep every promise you have made – or that others think you have made. Never assume that others are operating under the same rules you are. Success has many ingredients, but the greatest of these is confidence. Don’t win too soon. You’ll miss half the fun of playing the business game.- DebraP.S. If you have comments or questions, please feel free to contact me.
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No. 23 - Go for the CEO Job! (Someone’s going to get it, might as well be you)

Every organization needs a leader. Motorcycle gangs have (official and unofficial) designated leaders, as do Red Cross workers. Children on school playgrounds follow the leader, just as dogs do in a pack. Regardless of your calling, someone is going to lead the charge; no group can do without a conductor. It might as well be you.In business, they’re formally called chief (fill in the blank with chief operating, technical, legal, personnel, administrative, technology, information, continuity, risk, nuclear, marketing, manufacturing, financial, purchasing, quality, country, security, learning, or strategic) officer—which can lead to the CEO job.Being the person in charge — the leader — is a lot bigger rush than base-jumping. It’s rad. It’s cool. And it’s awesome.One psychologist told me, "Everyone wants to be a chief, but most feel it’s unrealistic, so they turn it around and act like they don’t want it anyway. But they wouldn’t turn it down if offered."Over many conversations with hundreds of CEOs, I asked why being the leader in the enterprise is a good gig. They told me that you have the best chance of any job in the organization to: Turn things around; make things happen. Be the coach, the mentor. Make a difference. Get to select the people you’re around. Be able to do something about the problems you complain about. Make your own decisions. Minimize doing things that you think are stupid. Choose the chances you’re going to take. Make decisions that can change the world. Be able to help more people. Do what you think is right. Be the boss you always wanted to have. And control your own destiny.As one CEO put it, "I figured I’m as smart as others running the show. I decided to be the boss that I always wanted to have."– DebraP.S. If you have comments or questions, please feel free to contact me.
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No. 22 - Three Big Steps That Help You Learn How to Improve from What You’re Learning

"You don’t have to come into a situation knowing it all. But you do have to come in wanting to learn,” said my favorite CEO mentor, Curt Carter.Without lots of information, you don’t have a chance of being a leader. You can’t argue your point or even discuss it unless you have tons of facts and material. You can’t be a change agent, be globally aware, be innovative and creative, be really good at your job, be decisive, manage your career well, or develop people.Gathering useful knowledge from many sources is one of the most underrated qualities of a leader. Good leaders constantly seek information, collect it, and store it into their brains, computers, or with trusted administrative assistants.Curt has told me many times, “I am always in the mode to learn something every day. I ask myself, ‘What’s here that would be beneficial to understand?’ I read everything I can and tap into everything I can.” He told me, “I’ll learn something new every day until I die. I may not use it but I’ll have learned it!"Learning is one thing; getting better from it is another. Conscious, incrementally improved repetition is the key to improved performance.3 Steps to repeat over and over: Pick something you want to get better at and set a goal around it. Pick apart what’s necessary to reach the goal. Part by part, piece by piece, deliberately drill the parts. ?(Well-done parts make for a well-done whole.) On each part, get feedback and seek causes and remedies to problem areas. Take that feedback, make changes accordingly, and concentrate ?on improving at least a little. Take the slightly improved, and repeat the effort, feedback, and ?slight improvement. ?Social scientists find that you have to repeat an action 28 times before it becomes a habit. I don’t care whether you do it 8, 28, or 228 times, just be sure that each time you are practicing a little bit better execution than the last.Every task you do, from the most menial to the most significant, can be improved with this conscious preparation: leaving voice-mail messages, writing reports, making cocktail-party small talk, public speaking, selling, negotiating, and so forth.The best in their field have an attitude of lifelong learning. Warren Buffett says that if you end your day without knowing more than you started, you’re not doing something right. Tiger Woods says that he wakes up every day knowing that he can be a better golfer. The artist Goya at age 82 wrote in a corner of one of his paintings, “I am still learning.” At age 77, actress Jane Fonda hired an acting coach to hone her skills.When you see yourself improving, it becomes interesting. Big changes don’t happen overnight, but change can happen from this minute of practice to the next minute, from this day to the next.No investment is guaranteed in life except the investment you make in yourself. Continuously learning is to invest in you.- DebraP.S. If you have comments or questions, please feel free to contact me.
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No. 21 - Be Your Own PowerPoint Instead of Using It

When I start a speech, generally after every other speaker has used a number of slides, I explain to the audience, "You'll find that I don't use PowerPoint. There is a reason for that. I believe you have to be your own PowerPoint in life. You can't walk around with a group of slides over your shoulder explaining what you want people to remember. You have to live, breathe, show, and emote the effect you want to have on people."That's taking nothing away from those who effectively use the technology. I just chose another approach in presentations so that I:

1) differentiate myself from others2) rely on my physicality, choice of words, and mindset to communicate3) practice what I preach (i.e. professional presence and executive effectiveness)

Next time you present, try it without any props except your own preparation and brilliance. You might find out that you explain yourself better than any technology can add to your speech.- DebraP.S. If you have comments or questions, please feel free to contact me.
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No. 20 - Tell People What You Feel

Standing outside a seaside restaurant in Malaga, Spain was an older woman dressed head to toe in a perfectly tailored aqua colored pantsuit apparently waiting for someone to join her. Sunglasses on her head and (likely) an Hermes scarf draped across one shoulder.To this awkward-feeling college girl on Spring break, she looked the epitome of grace, confidence, and comfortableness with her happy facial expression, erect posture, and poised demeanor. After patiently waiting, an equally dapper young man joined her (I’m assuming her son) and gentlemanly escorted her to their table. She listened to him earnestly, touched his arm occasionally, spoke with enthusiasm, and laughed easily. I thought to myself, "that's what I want to be like when I get older."Today, I am that older woman. Sometimes young women in my audience come up after a speech and say, "I hope I look like you when I'm your age." It makes me feel good. And then I feel regret that I did not compliment that woman I saw in Malaga those many years ago. I was seated right beside her; I could have leaned over and said, "You're a striking woman. You're what I want to look like when I get older."Today if I see someone who makes me want to compliment him or her, I do it immediately and clearly because I don't want to miss the chance to make someone feel good. It takes such little effort to maintain someone's self esteem, and the payoff is so great for both of you.- DebraP.S. If you have comments or questions, please feel free to contact me.
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No. 19 - Six Signs That Your Job May Be At Risk

You can do everything right, and things can still go splat in your career. As John Elway, two-time Super Bowl champion quarterback, says, “Not only do you have to be good, but you have to be lucky.”Keep alert for some of the warning signs your job is at risk.  This is not to be defensive but offensive in managing your career.* You sense disregard for your authority by those above, below, and around you.* The number of people who report to you is significantly reduced; budgets are cut.* You increasingly feel that your energy, enthusiasm, and smarts are getting you nowhere.* You experience notable indignities, such as being ignored in meetings, being left out of the loop on key decisions, or being omitted from the circulation lists for important e-mails.* You have frequent run-ins with peers.* You are repeatedly passed over for the most interesting, important, or prestigious assignments.It's smart to pay attention to your gut feeling on this.  Before you get panicky, ask questions to ferret out feelings vs. reality. Regardless of what you hear today, prepare for being “unlucky” someday. Keep your resume updated, and step up your efforts in expanding your network of contacts. Prepare emotionally and financially, so you regain a sense of control in your destiny.- DebraP.S. If you have comments or questions, please feel free to contact me.
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No. 18 - Seconds Make or Break a Career

The Seattle Seahawks coach's decision to pass vs. run the football from the one yard line in the final seconds of the Super Bowl game changed his legacy and the player’s lives forever. Their six-month playing season of all-out effort turned on a few seconds' decision and action at the end of the game.Rosa Parks changed history with her few seconds of refusing to go to the back of the bus.Daily we see lives ended in highway crashes by a few seconds texting.Similarly, seconds can make or break your career.You:

- answer a single question intelligently or stupidly at the right or wrong time- say hello and engage in conversation with the stranger in the elevator (or not), who turns out to be the decision maker on your proposal- speak up and ask a question vs. sitting silently like the rest of the group- walk into a meeting with a confident comportment, relaxed expression on your face, and purposeful pacing, or slink in and slouch with an unengaged demeanor- make one more phone call, send one more email, take a bit more initiative on a project before you leave work for the day

Months and years of hard effort are necessary, but seconds of doing things a little differently/a little better than the next person is the big separator.Think about it: If you take 3 seconds today to do 3 actions a little differently/a little better, that’s 9 seconds that could change your life.-Debra Benton
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No. 17 - How Seattle Seahawks Coach Pete Carroll Ups His Game

Earlier this week, I recommended that you write your story -- where you came from, what and where you learned what you know, the experiences that caused you to be you, and so on.Korn/Ferry Briefings magazine interviewed Pete Carroll to find out how his leadership philosophy evolved after regrouping from being fired from the New England Patriots:“I wasn’t sure yet what was really at the fundamental core and essence of who I was. I needed to figure that out if I was ever going to have a chance….I picked up a notebook, and from that point forward I started writing down my thoughts about what was important to me in coaching. I was trying to get at the essence of what I was all about and what was meaningful to me.  And out of that came a clear realization that I’m a competitor and that’s the way I had spent my whole life……So competition became the central theme of our program, and I realized that everything I was doing, that I would undertake, would be with a competitor's mindset….And we needed to figure out who the guys (players) were that we were working with. We needed to understand them as well as we possibly could. We needed to uncover their unique, special qualities that made them them….” says Carroll.So that’s another reason to write your story.  To find out what you already know but kind of forgot about yourself.  It’s a good practice to learn the same about your own team players. If you help them find themselves and find their best qualities, then you’ll help them in their highest ability to perform.-DebraPhoto:  Ted S. Warren via Flickr Creative Commons
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No. 16 - Why Should You Write Your Biography?

Emerson Spartz, the 27-year-old Internet media entrepreneur, recently raised $8 million in venture capital funding for his aggregate site www.dose.com. At age 12 he created the most popular Harry Potter fan site in the world, MuggleNet.  Spartz tells The New Yorker magazine that when he was growing up, his parents made him read four short biographies of successful people every single day.Not a bad idea for your kids — or you — and www.Biography.com is one good source.But don’t just read others' biographies; write your own too. Include: Where and how you grew up Early influences and influencers who shaped you Choices you had and decisions (good and bad) that you madeWrite your career and life progression but don’t make it obituary-like with just the facts.  Add the “color” of your life -- your loves, your losses, your dreams, and your goals going forward.Your significant other will enjoy reading it, and when the kids are old enough, give them a copy.Think about it. How many of you have lost a parent or someone important to you, and wouldn’t it be wonderful to read their life story?  In addition, it’s a great refresher/reminder when you have to talk about your background in a workplace conversation.- DebraP.S. If you have comments or questions, please feel free to contact me.
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No. 15 - Speaking Highlights and a New Video

As a professional speaker, I need to have a video demonstrating my style and sampling my content.  Videographer Ben Westdorp put together this new, 18-minute short for me.If you know someone planning an event and looking for a speaker please forward this link or direct them to my website's Speaking page. Thank you in advance!- DebraP.S. If you have comments or questions, please feel free to contact me.
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No. 14 - Four Things Your Boss Won’t Explicitly Tell You But That You Need to Understand

1.  You being trustworthy is more important than you being smart.2.  You being self-confident is often more important than intelligence, skill, or talent.3.  You can and should argue with the boss as long as you do it with respect and you have a valid point to make.4.  You being great is necessary but not sufficient; you have to make others great, too. Best is to do both.- DebraP.S. If you have comments or questions, please feel free to contact me.
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No. 13 - Leadership Development — Now, Then and Beyond

Today a client called me to provide advice to his son who is the president of their company. Twenty-seven years ago, I coached the father in his career. All this time later, he said he still remembered things we discussed and he wanted some similar help for his son. As we caught up with each other, he told me that a lot of his plans, goals, and dreams were realized because of our discussions. One specific hope he'd had was to have a son who wanted to and could take over the helm of the successful business he’d built.Of course, I immediately reached out to his son and we had a productive conversation around a leadership situation he wanted advice on.Yes, I’m bragging to you with this story because:One, I’m proud of having a bit of an impact in this important man’s life.Two, to remind you that if we work together, you get me "for life” as your coach. Nothing makes me happier than to hear from a past client seven years or seventeen years or in this case, twenty-seven years later.Each of my clients is important to me, and I’m here for them — and you.— DebraP.S. If you have comments or questions, please feel free to contact me. Photo: SvenWerk
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No. 12 - Leadership Styles Vary, But Successful Execs Share a Common Trait

The most frequent reason a CEO sends executives to me for coaching is to improve their leadership styles. The individuals are described in some fashion as "off-the-charts bright ....but needs to step-up-to-the-bat and take control of the power that could be theirs."When I get CEOs to explain further, I find that they mean the otherwise smart person is either too aggressive in manner (and puts people off) or too passive (and doesn’t get buy-in) when dealing with others.It’s an over-simplification to coach the right leadership style because what’s right depends on the organization, the business environment, the company size and stage of growth, the industry, what’s best for the workers, what’s best for shareholders, and whether an entrepreneurial leader vs. administrative leader vs. salesman leader vs. an innovative leader is needed at this point in time. For effective leadership styles, context is everything.But one element is required in all leadership styles regardless of the context: That element is confidence.When someone is too aggressive, mean-sprited, demanding, and critical of others — it stems from their own insecurity.When someone is too passive, risk averse, afraid to make decisions, and poor at delegating — it stems from their own insecurity.My job is to change their confidence level through the introduction of new ways of thinking and new behavior -- that they previously didn’t think possible.Because when they become consistently confident, they: Make better decisions, more quickly Take careful risks Refuse to be a sycophant Refuse to tolerate sycophantic behavior in others Express themselves better Don’t lie...or need to lie to cover up their insecurity Truly “step-up-to-the-bat and take control of the power that can be theirs"Every emerging leader comes to me with a unique personality and proclivities ingrained since age six and honed until twenty-six (or so). I want to retain that individualism. (Well, frankly, it can’t be changed.) But I can provide individuals with new ways to think, act, and interact that coincide with their beliefs and make them measurably more effective at the same time.Give me a call if you know someone who could benefit from this approach. — Debra Photo by Sonny Abesamis.
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No. 11 - CEO Whisperer...The Backstory

This month’s issue of Fortune features Tony Robbins on the cover with the bold headline "The CEO Whisperer."  That is a domain name I’ve owned and used for many years, so I was quite proud to see it prominently featured.  Didn’t hurt that it brought some nice hits to my site,  www.CEOwhisperer.com.Robbins is quite a pro.  We were on the same speaking docket for YPO (Young President’s Organization) in Mexico City some years back where I got to spend time with him and his entourage, and see the power he presents from the stage and behind the curtain.People often ask where my domain name CEOwhisperer.com came from. Well, I’m married to a cowboy and he knew of the man known as the “horse whisperer” famous for calmly talking and developing trust in improving a horse's behavior — while never breaking down the spirit of the horse.So being around the cowboy and his horses I’ve learned that people can be like horses in that some will test you, some will teach you, and some will bring out the best in you.- Debra Benton
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No. 10 - In Every Culture, Effective Leadership is Key

It’s always a fun email to receive from a client or friend traveling in Abu Dhabi, Sydney, Hong Kong, or other parts of the world who sends a note like, “Saw your book at the Heathrow Airport bookstore today. Pulled it out and placed it on the shelf so the cover was showing, not just the spine!” Puts a smile on my face because I can see them doing it — as I have done it in bookstores around the world.The publishers send me a handful of copies of my books printed in different languages. If in your diverse circle of friends/colleagues you have some whose native language is German, Turkish, British, Vietnamese, Indonesian, Chinese, or Arabic and you’d like to surprise them with a book, contact me. Drop me a note, and I’ll make them available to you for the cost of shipping only.- Debra
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No. 9 - Clear Thinking Becomes Clear Writing

Whether writing an email, a proposal, an article, or a book, my writing mentors have taught me a simple 3-step test to ask myself. It’s a must after each completed piece, but equally important after each paragraph, even each sentence:

1.  What am I trying to say?

2.  Have I said it?

3.  Is it clear to someone reading it for the first time?

Following that simple test, I’ve found that my writing improves in direct ratio to the number of things I keep out that shouldn’t be there.I’ve added one more question to the test:

4.  Why should the reader care; what’s in it for them?

This last question is to nudge the reader’s curiosity along to continue reading. The author of On Writing Well, William Zinsser, says #4 is to cajole with freshness, or novelty, or paradox, or humor, or purpose -- with an unusual idea, an interesting fact, or a question -- something to make the reader smile and linger on what you wrote.So this blog is a reminder to try and write even the most mundane message in a clear and direct way without being pompous or pretentiousness. That’s where your humanity and warmth will cause people to always want to read what you wrote and be more likely to positively respond.- DebraP.S. If you have comments or questions, please feel free to contact me.Photo by Mark Hunter
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No. 8 - Wise Words from One of My Mentors

Reading The Wall Street Journal in the late 80’s, I frequently saw a byline in the Manager’s Journal column “by Jack Falvey.”  Every few months I read Jack's well-documented, thought-out, and colorfully written commentary on business.  His was the column I always looked for, tore out and saved.After a couple of years reading his writing, I decided to try to contact him and talk to him in person.  Keep in mind this was pre-Internet days so I couldn’t search Google, LinkedIn, or Facebook. I had to do a little detective work, but I found him in Fitzwilliam, New Hampshire.  He picked up the phone when I called. No secretary interceding. No voicemail. Just Jack.I told him I admired his writing and just wanted to tell him how much it helped me as a young career woman. He was gracious, gave me his time, gave me advice, and became a life long friend and mentor.  To this day, I still call Jack when I have a vexing problem and always get a fresh perspective on things.Daily he sends a missive through MakingtheNumbers.com.  I especially liked today's message, so I'm passing it on:"When a customer does layoffs, keep track of where everyone goes.We sell to moving targets. There are fewer gold watches given out than ever before. That dynamic means that we should have a means of tracking our industry contacts. When someone is hit between the eyes, they always appreciate a kind word. We who are in the business know how to take hits. That is not a common trait, especially among the buying versus selling fraternity. The person who would not return your phone calls, rescheduled or canceled appointments, and generally made your life miserable, will now join you for lunch on an hour’s notice. Make the call. Make their day in as positive a way as possible. Because you are professionally out and about, you have the industry knowledge that cubicle dwellers do not. Share that perspective. It will cost you nothing but a lunch to demonstrate a little humanity. The circle of life is much larger than many small people think it is. Widen their world a bit. Brightening someone’s day will do wonders for your own positive mental attitude, while at the same time being an excellent business practice."You can sign up for his missives by contacting him at  This email address is being protected from spambots. You need JavaScript enabled to view it..- DebraP.S. If you have comments or questions, please feel free to contact me.
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No. 7 - Go For the Top Job: 11 Reasons to Be CEO

My expertise is to help people who aspire to the CEO role to think and act like effective ones do.  But sometimes people say to me, “I’m not sure I want to be a CEO.”  My response: “What! Why not?  That’s the best job in the company!”That top job is the job where you can: Turn things around; make things happen. Make a difference. Select the people you work with. Do something about the problems you complain about. Make your own decisions. Minimize doing things that you think are stupid. Do what you think is right. Choose the chances you’re going to take. Make decisions that can make the world a better place.  (Use your influence and resources for your choice of initiative:  world hunger, malaria, humanitarian relief, global peace, fighting corruption, and so forth.) Make more money (to give away if you want). And control your own destiny.Most everyone would be happy to be the top dog, the honcho, the chief for the above reasons; but most feel it’s unrealistic.  So they turn it around and act like they don’t want it anyway. But they wouldn’t turn it down if offered!It’s going to happen to someone; it might as well be you.You don’t have to be the company’s top record producer, an alumnus of the best B-school, or have the highest IQ. You can come from any walk of life. You can be tall, short, attractive, and not so attractive.You do have to work on being CEO material before you get the job – that helps you get there, causes them to see you in the role, and increases your chance of success while in the job.If you’re going to work anyway, you might as well go for the top job. I say, “If it’s not going to happen in your company, go to another company, or start your own!”A CEO friend of mine said, “I figured I’m as smart as others running the show plus I didn’t like busting my a**  as a good soldier and corporate stooge for someone else. I decided to be the boss that I always wanted to have.”—DebraP.S. If you have comments or questions, please feel free to contact me.Photo by Kumar Appaiah
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