Worldwide Success

Marshall Goldsmith has written several books and is considered an authority in helping people become successful and achieve positive, lasting change in behavior.  He recently wrote a great article for Business Week Online called “The Art of Influencing Up”.  In this article he makes the point that even the best ideas don’t matter if no one pays attention, and offers suggestions on improving the odds of your boss taking your suggestions.  The article hits on some key points that are applicable not only to influencing up, but also to being successful in any pursuit.  One of the detractors of success for many people is that they get caught up in the need to be right.  They spend so much energy winning small arguments that there is no energy left to fight for the bigger cause.  This article will expand upon the concepts outlined by Goldsmith and will apply them to a broader context of being successful in business and in life.

Take Responsibility

Do you know people who always complain about how everything is wrong, but they have never done anything to make it right?  Do you know the type who never steps into the ring, but loves to criticize others that are trying to get something done?  Have you ever heard the comment, “I have already tried this, and it won’t work because…..” and then lists all the reasons that are the fault of others but never their own?

These are detractors to success.  This is the behavior of people who like to think of themselves as victims, and who never take responsibility for success.  This is a self-fulfilling prophecy.  If you think of yourself as a victim, you will be a victim.  If you think others can control your own success, you will not be in control.

Successful people take responsibility.  You don’t always have to be right in order to be successful.  But you do need to take responsibility, whether you are right or wrong.  You are better off being wrong, but learn along the way and deliver results, than being right and never deliver anything.

It’s Not About You

Some people worry more about taking the credit than advancing the cause.  When they talk all you hear are the words “I”, “me” and “my”.  If the cause does not enhance their personal profile they disengage, and sometimes become blockers, instead of enablers.

The sooner you realize that it is about the cause and not about you, the higher the likelihood that you will succeed.  The cause should come first – personal glory should not be in the center stage.

Win the Big Battles not Trivial Points

Choose your battles.  In order to win the big ones, you have to be willing to let go of the little ones.  Don’t waste any time on trivia.  Don’t engage in worthless debates just to prove that you are right.  If someone has a different idea than yours, and it is really not critical to the advancement of the cause, let them have their way even if you disagree.  Don’t be afraid of admitting your mistakes.  If you have made a mistake, concede and move on.

By letting go of the little battles you will have more energy and political capital to fight the bigger battles.

Make a Difference

Whatever you do, try to make a difference.  Don’t go around complaining, pointing out what others are doing wrong.  If you don’t like something, change it.

You may have the greatest ideas in the world, but if they don’t turn into action or results, they are useless.  If you have ideas, put them into action and achieve results.  If your idea never turned into anything, it is not even worth mentioning it.

In his article, Goldsmith explains that “The more other people can ‘be right’ or ‘win’ with your idea, the more likely your idea is to be successfully executed”.   He also mentions that when he was interviewed in the Harvard Business Review he was asked what is the most common area for improvement for the leaders that he meets.  His answer: ”Winning too much”.

I think Goldberg is on to something here.  There is such an obsession in our society with winning, that people lose sight of what is really important.  People want to win for sake of winning, and sometimes they compromise their ability to cooperate, and to achieve bigger, positive results, just so that they can win.  Sometimes, they even compromise their integrity in order to win.  In many cases, our leaders, the ones that should be setting the right examples, are the worst offenders.  For more on this subject see the article “What is the Cost of Winning?”

In summary: Results speak louder than ideas.  Results are more important than being right and winning trivial battles.  Positive, ethical, big picture results are the true measurements of success.

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