A Word of Encouragement for Christian CEOs – Wake Up

Jesus went out as usual to the Mount of Olives, and his disciples followed him. 40 On reaching the place, he said to them, “Pray that you will not fall into temptation.” 41 He withdrew about a stone’s throw beyond them, knelt down and prayed, 42 “Father, if you are willing, take this cup from me; yet not my will, but yours be done.” 43 An angel from heaven appeared to him and strengthened him. 44 And being in anguish, he prayed more earnestly, and his sweat was like drops of blood falling to the ground. 45 When he rose from prayer and went back to the disciples, he found them asleep, exhausted from sorrow. 46 “Why are you sleeping?” he asked them. “Get up and pray so that you will not fall into temptation.”  Luke 22:39-46

The six verses of our text underscore for us that the significance of a text cannot always be determined by its length. Sometimes, as we see here, we must discern the significance of the text by its weight or its density. Several indicators point to the crucial importance of our passage. First, the prominent activity of our passage is prayer. From a combined view of Gethsemane gained by a comparison of the accounts of Matthew, Mark, and Luke, we find that our Lord instructed the disciples to pray three times. They were to pray that they would not fall into temptation. Jesus prayed and persevered. The disciples did not, and they failed. Jesus spent what appears to be at least three agonizing hours in prayer.

Second, note that this is our Lord’s final act before He is arrested, tried, and put to death. So too these are His last words spoken to the disciples, His final instructions to them. A person’s last words are very often of great import, as these words of our Lord are to the disciples, and to us.

Third, there is an emotional intensity to what is described here. The disciples, Luke tells us, are overcome by sorrow, which is manifested by their drowsiness and slumber. Jesus is, according to Matthew and Mark, “overwhelmed with sorrow to the point of death” (Matthew 26:38; Mark 14:34). Never before have we seen Jesus so emotionally distraught. He has faced a raging storm on the Sea of Galilee, totally composed and unruffled. He has faced demonic opposition, satanic temptation, and the grilling of Jerusalem’s religious leaders, with total composure. But here in the Garden, the disciples must have been greatly distressed by what (little) they saw.Here, Jesus cast Himself to the ground, agonizing in prayer. Something terrible was going to happen. Jesus knew it, and the disciples were beginning to comprehend it as well.

Three times Jesus urged His disciples to “pray that they would not fall into temptation,” that is, that they would not succumb to it. Having charged His disciples with their duty to pray for themselves, Jesus went off from them a little way—about a stone’s throw, Luke tells us—and began to pray Himself. Our Lord’s prayer, while it had three sessions, and it took up a fair amount of time, could be summed up in these words, “Father, if you are willing, take this cup from me; yet not my will, but yours be done” (Luke 22:42).

The last two verses conclude the section on the Garden of Gethsemane and lead us right to the point of our Lord’s arrest. In verse 47, Luke will go on to tell us that it was as Jesus was saying these words (of verses 45-46) that Judas and the arresting party arrived on the scene. In a general description of the disciples as a whole, Luke informs us that when Jesus returned to the place where His disciples were to be “watching and praying” He found them asleep. Luke alone tells us that their sleep was induced by sorrow. This was not merely physical fatigue, or the lateness of the hour, nor apathy. The disciples, I believe (cf. “The spirit is willing, but the body is weak,” Mark 14:38) wanted desperately to “stay awake” and to “keep watch” with Him, but could not. Their sorrow, perhaps somewhat vaguely understood or recognized by them, was too much for them.

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The human weakness of the disciples did not totally excuse the disciples, however, and thus the final rebuke of the Savior in verse 46. They were urged, one final time, to awaken, to arise, and to pray, so that they would not fall into temptation. There was no more time.

Reflection Questions: 

1. Christians are either alert or asleep. What are key characteristics of an alert leader?

2.  The disciples had many reasons to be exhausted or tired and yet Jesus’ final rebuke to his disciples was to wake up. What areas do you believe that Jesus would say to modern day business owners to “wake up?”

ABOUT THE AUTHOR:

Ken Gosnell serves leaders by helping them to have great experiences that both transform them and their organizations. He has worked with hundreds of CEOS and their leadership teams to enhance their strategic, operational and people accomplishments. He is an author, coach, and strategic partner with CEOs. He is married to Shonda, and they have four children. You can connect with him at https://www.linkedin.com/in/kengosnell/

Take the CEO Experience Impact Score. Learn what areas of your leadership holding you back and what areas can push you forward. Get your score by taking the assessment here.

Every Leader Needs To Know How To Reduce Recovery Time

Running a business can be difficult and demanding. The hours can be long and the setbacks can be many. Businesses’ can have many highs and lows and those can happen all in the same day. Every athlete who performs hard must take time to recover after their times of effort. The same can be said of those executives who are left exhausted after giving it their all.

CEO’s and executives’ are called upon to stay fresh, engaged, and ready for the new obstacles and opportunities that they face each new day. One key to building a great business is for the CEO to reduce recovery time after a setback. As a leader, one key secret to learn and apply is how to recover quickly from setbacks, stressful situations, and mistakes. If you can reduce your recovery time you can increase productivity, enhance decision making, and accelerate performance.

HOW TO REDUCE RECOVERY:

1.  Review The Setback for a Select Period of Time.

After a setback or time of energy, the wise executive will determine what really happened in that situation to know what behaviors and actions should be avoided or repeated. This would be a quarterback reviewing the game tape of his performance. It is important to review to improve.

“It is important to review to improve.”

However, CEO’s should put a time limit on how long they will review the situation. A good rule to follow is the bigger the issue or setback the longer the review time.

Leadership Question: Do you have a process to learn from your mistakes and setbacks?

2.  Remember The Vision.

All great companies and CEO’s have had to overcome difficulties. They have had those defining moments when they had to renew the vision for themselves and their company. Part of this renewal process should be in asking two critical questions of yourself and your team.

  1. Why do we exist? Why are we called to do what we are doing?
  2. What if this vision were not completed? What would the world look like if we did not fulfill the call that we supposed to complete?

Leadership Question: What about the vision inspires you to move past your setback?

3.  Take Small First Steps.

The most important step after a setback or failure is the first one. This is where many executives get stuck. They simply get paralyzed and are not sure of the first step to take. They end up being unfocused and ineffective. Part of a great recovery is narrow the focus and determine the essential first step that needs to be taken so as to move the team and the organization forward. Sometimes this first step can take the form of an apology for making the mistake in the first place. Other times it can be in laying out a clear strategy for increased productivity.

Leadership Question: What first step could you take today in an area where you are needing to recover?

4.  Identify Key Metrics for Success.

The last step in true recovery is to make a commitment to key metrics for success and then get to work trying to achieve them. These key metrics have to be completely bought into by the team in order for the team to move forward. These key metrics might be in terms of new revenue to replace lost revenue; action steps to complete a project; or new product development. Here is the point. Do not move back from your recovery time until you have firmly committed to key next steps to be completed.

Leadership Question: What 2 or 3 metrics could you look at to determine if you are succeeding or failing?

For many CEO’s and ‘ this process can take place in one day. I am a firm believer in developing the habit of having recovery days scheduled into the executive’s calendar. In fact, when I work with executives on their recovery day we cover review and renew in the first part of the day and reduce and resolve in the second half of the day. Many executives find a recovery day as a way to enhance their ability to recover quickly so as to advance their ability to get back on track and keep the company moving towards.

To read what else “Great CEO’s” do click here.

Using Biblical Principles To Build Better Negotiations

Christian executives have the potential to be the best negotiators because they have access to biblical principles that we ensure negotiating success.  The Bible is a great tool to help leaders learn the principles of success.

5 Key Biblical Principles That Help Us Negotiate to Win-Win Outcomes

1. Biblical Principle #1 – Start With The Other.

Key Biblical Principle: Philippians 2:3 – Do nothing out of selfish ambition or vain conceit, but in humility consider others better than yourselves. (NIV)

Great negotiations begin when we understand the other party and consider them more important than we consider ourselves.

In the book “Getting More” by Stuart Diamond he explains how a businessman used this powerful principle to change the thinking on 3,000 farmers. One night, in the early 1990s, an American businessman stood in a Bolivian jungle clearing amidst a group of impoverished Indian farmers. He was there to make a deal: He wanted the farmers to stop growing coca (the plant used in the production of cocaine) and instead grow bananas that he and his colleagues would export. Wearing a three-piece suit, tie, and suspenders, the businessman looked at the farmers in their tattered rags and said, through an interpreter (the farmers spoke Qetchua, an Indian dialect),“Look at me. You and I couldn’t be more different. I dress differently. I talk differently. I look different. My plane ticket down here probably cost more than many of you make in a year. But I think we have some things in common. We both want a better life for ourselves and our children. And if we work together, we just might be able to do something together.” The businessman went on to form a strong, lasting relationship with the farmers, in the end convincing 3,000 of them to abandon the coca plant in favor of bananas.

You must always put the other party’s interest before yours. Putting their interest before yours would give you an edge in carrying out the business very well, without others losing interest in you.

2. Biblical Principle #2 – Put Justice First

Key Biblical Principle: Psalm 112:5 – Good will come to those who are generous and lend freely, who conduct their affairs with justice.” (NIV)

God reminds the leader and the wealthy to conduct their affairs with justice. The Biblical synonym for justice is righteous or righteousness which simply means, to do what is right. God standard for what is right doesn’t change, and He has a clear standard of righteousness.  This is where we find the rules for making business deals in a way that would glorify Him.

Conducting with justice means we should always practice fairness.

There’s nothing wrong with making or saving money as a result of good negotiation. As Christian business leaders, we should be on guard for anything that may send the message that we are not acting with integrity. Sometimes we negotiate too hard or with word choices that may be inappropriate.

3. Biblical Principle #3 – See the Other Person’s Side.

Key Biblical Principle: 1 Corinthians 10:24 – “Try to do what is good for others, not just what is good for yourselves.”

We are to consider others, and that means that we should go the second mile to think about what the deal will cost the other party. This helps to have a larger impact on our vendors. As Christian businesses, we have the opportunity to show people the difference or how a Christ-centered business acts versus a typical business.

Another way of having a reasonable negotiation with another party is by understanding what they want, and how best you can convince them to like what you want in order to know how to present what you have for them. For both sides to win.

You must show to them that you care more about them than just your business. This will take you into a relationship with your customer. You should be able to relate to your customer beyond the transactions. This will, in turn, earn you more, cause your style of customer relationship will be different from that of the messenger who can’t wait to be paid after his delivery. This means you have to maintain a close relationship with the other party, in order to keep each other’s integrity.

Coaching Question: Is it fair to say that when somebody makes a deal with you, he or she should walk away feeling like he or she dealt with somebody who is different from the world? How could you make that happen?

4. Biblical Principle #4 – Share Your Passion

Key Biblical Principle: 2 Tim. 3:16 – “All scriptures were given by the inspiration of the Almighty.” 

In the book of Job, the Bible talks about a “Spirit in Man and the inspiration of God giving this spirit understanding.” We all have something that inspires us to things, like a drive. When you are so convinced in you that you have been inspired to carry on with a particular trade, then you can go ahead with the trade. As believers, God is our source of inspiration. There are a couple of businesses out there that were inspired from scriptures, such as IN-N-OUT BURGER, FOREVER 21, CHICK-FIL-A and some others. It should, however, be noted that all companies founded on God’s inspiration are often blooming more than the ordinary ones.

5. Biblical Principle #5 – Plan Ahead.

Key Biblical Principle: Luke 14:28 – “Suppose one of you wants to build a tower. Won’t you first sit down and estimate the cost to see if you have enough money to complete it?”

Making plans on how you want to carry out your business, how you want to interpret your business to the world. This is where most of the work is because it needs an accurate strategy. This is the point where you will determine the fate of your business. The plans you make will determine how far you will go in business. For instance Toyota, the founder sat down one day and decided to come up with an idea of the automobile. They must have started rough, but trust me the plan made then has given the company a good fate today. Now, we have nice cars made by Toyota. So is every other competitive product out there, there is always a strive to become better, and produce better results than the last ones. Just like JOB in the Bible, his end was greater than his beginning, so is the business of every Christian. Our latter end should always be better of than the beginning.

Conclusion:

Christian leaders would be wise to use all these principles and the many more that are discussed in the Bible. There are ways to which you can make a healthy negotiation with the other party. However, you should avoid hate, when it comes to negotiations. And lastly, you should enter into every negotiation with an open heart.

ABOUT THE AUTHOR:

Ken Gosnell serves leaders by helping them to have great experiences that both transform them and their organizations. He has worked with hundreds of CEOS and their leadership teams to enhance their strategic, operational and people accomplishments. He is an author, coach, and strategic partner with CEOs. He is married to Shonda, and they have four children. You can connect with him at https://www.linkedin.com/in/kengosnell/

It All Matters

My friend Paul Cummings just released his newest book entitled, “It All Matters.”  He also shared this article with me that I wanted to pass along to you.  In this article, he encourages leaders to ask 3 Questions of our teams.

How to Lead Your Team with Confidence
By Paul Cummings

Are you experiencing more fears the older that you get? Is your lack of confidence somehow hindering your success? This is a very dangerous place to be. having low self-confidence will completely rob you of all of your personal power.

As a leader, it’s important to display true confidence in yourself and in your team. Realistic expectations are crucial. In fact, some great advice that I have received is, “Fail more often, rapidly.” Failure doesn’t mean you or the team member, who has somehow failed, is a “failure” – it simply means something didn’t work out. In fact, what it really means is that you were willing to take action and try and do something. When you allow yourself and your team members the room for “risk-taking”, without the fear of failure, you will actually lower their anxiety and increase their confidence.

Not everyone is going to feel confident at all times, but confidence is just like any other muscle. The more you use it, the stronger it gets. Take action to improve your own confidence, and provide opportunities for others to increase their confidence while they are under your leadership. The way you start your day will play a major role in the success of your day. Getting up early will help you to prepare yourself physically, mentally, emotionally, and spiritually. Preparation goes a long way towards building confidence, and you are in total control of the way that you prepare. In my new book, It All Matters, I devote an entire section of the book to the strategies that will help you operate with maximum confidence because I truly believe that mastering this concept is so crucial to your success.

Are you encouraging confidence and growth in your team members?
You Can Start By Asking Them These Great Questions.

Do you truly believe you can take more risks in your career? What risks would you be willing to take, and what dreams do you have for yourself?

Are you thinking about your goals and dreams with positive expectancy every day? Would you be willing to work harder every day to achieve them? What results do you think that you could you produce?

Would you be willing to work harder every day to achieve them? What results do you think that you could you produce?

What one dream would you dare to dream if you knew that you could not fail?

I love asking these kinds of simple, yet thought-provoking questions to make you think differently. Positive and empowering questions will open the vault to all your uniquely powerful beliefs. Great questions have the power to change your direction and alter your destiny. John Maxwell said, “When the leader lacks confidence, the followers lack commitment.” This is so incredibly true in the business world. Take the time today to stretch your own “confidence muscle” by asking great high-quality questions and encouraging others to follow your lead. When you do this, watch your team member’s confidence soar to new levels. Great questions will make you stop and think…and make you search for great answers. Those answers will fuel your confidence and allow you to lead others to greater levels of success because in the end…IT ALL MATTERS.

Make A Difference Today,
~Paul

More about Paul Cummings
Paul Cummings is the President and Chief Executive Officer of Paul D. Cummings World Wide Enterprises, a global training and teaching company that has motivated and inspired hundreds of thousands of individuals and businesses to make real and lasting change. Fueled by his personal and corporate desire to give to others, Paul developed skills and techniques in Leadership, Goal Setting, and Sales Techniques, including his Grid Square Technology.

Paul continues to revolutionize the way people and businesses learn by making learning simple, affordable, fun, and efficient. His Level 10 philosophy has become the benchmark that others have aspired to achieve. His latest book, It All Matters: 125 Strategies to Achieve Maximum Confidence, Clarity, Certainty, and Creativity releases October 9, 2017. The book provides an all-encompassing framework for achieving the life of your dreams offering strategies to inspire professionals—and help them develop skill sets, build knowledge, improve attitudes, and develop work habits that pay off.

8 Experiences Every CEO Needs Part 2

Bold experiences lead to better leadership. In fact, Albert Einstein once stated, “The only source of knowledge is experience.” Albert Einstein understood the fundamental fact that it is only by experiences that a person grows and develops. Leaders must expand, and they only expand when their experiences change. To reach their full potential leaders must continually develop the habit of growing in 8 “Great” Experiences. In my past article, I reviewed the first four experiences. You can read the entire article here.

5. A PEER Experience: Proverbs 15:22 states that “Where there are many advisors there is much success.” A wise leader will gather with other leaders and business owners to ask questions, gain insights on upcoming trends, and share success stories about how to move into the future. Mastermind or peer groups have been around for hundreds of years, and wise leaders have always utilized these experiences as a key to growing themselves and their organizations. There is no wiser move than to sit with your peers in a monthly roundtable experience. To gather with other CEO’s and business owners to ask questions, gain insights on upcoming trends, and share success stories about how to move into the future.

6. A TEAM Experience: John Maxwell states that “A leader who is walking where no one is following, is not leading, but rather is just taking a walk.” Leaders need a team to lead. Therefore, leaders must learn the secret of working well in and as a part of a team. Leaders must immerse themselves in team experiences as they become better team leaders.

7. An EXPEDITION Experience: Great leaders lead from the floor, not from their corner office. Leaders who make a difference know the importance of getting out and exploring. Leaders can be inspired by traveling to places where great leadership has been enacted. Leaders should schedule for themselves time to go and explore where other great leaders have walked before them.

8. A LIFE-MAP Experience: Leaders must know who they are in order to lead others effectively. Great leaders spend time discovering where they have come from and discern where they would like to move forward into the future.  They uncover truths about themselves in order to understand how they make decisions. When a leader knows themself, it becomes easier for others to be attracted to them and follow them with confidence.

ABOUT THE AUTHOR: 

Ken Gosnell serves leader by helping them to have great experiences that both transform them and their organizations. He has worked with hundreds of CEOS and their leadership teams to enhance their strategic, operational and people accomplishments. He is an experileader, author, coach, and strategic partner with CEOs. He is married to Shonda, and they have four children. You can connect with him at: https://www.linkedin.com/in/kengosnell/.

Experiences Every CEO Needs

Bold experiences lead to better leadership. Leaders often get stuck in their leadership. Howard Thurman gave the great advice, “Don’t ask yourself what the world needs. Ask yourself what makes you come alive. And then go and do that. Because what the world needs is people who are alive.” Leaders need to be alive. They need to be thriving with a heart whose blood is pumping at a high level. Great leaders learn the secret of how to get unstuck and how to become alive. To get unstuck leader must continually develop the habit of growing in 8 “Great” Experiences.

1. A DREAM Experience: Every leader starts with a dream or vision. This vision is of a better future or product. However, after a period the vision often grows dim. Many leaders need to learn how to dream again. They need to learn how to develop and nurture a new series of visions. These vision experiences will help leaders to develop a crystal clear vision of the future.

2. A LISTENING Experience: The biggest knock on most leaders is that they do not listen. Great leaders are listening leaders. Glenn Llopis states in his excellent Forbes article about this topic these wise words, “Leaders who listen are able to create trustworthy relationships that are transparent and breed loyalty.” You can read the entire article here. Every leader can improve their leadership by becoming a better listening. Leaders must first listen first to themselves.

Coaching Question: Have you ever had a silent retreat where you spent a day listening to yourself and learn to master the art of listening?

3. A GROWTH Experience: Personal growth is essential to every leader’s success. My friend and mentor John Maxwell has taught this principle in his book the 21 Irrefutable laws of leadership. (One of the five leadership books that I encourage every leader to read. Email me a personal message for me to share with you the other four books that should be in your library.) One key law is called the Law of the Lid. John states that “Your leadership ability always determines your effectiveness and your potential impact on your organization.”

These growth experiences should be intentional and challenge the leader to improve their thinking and their skills. Here is a key truth, when the leader improves, the organization improves.

4. A SERVICE Experience: A wise teacher once wrote that “You know that the rulers in this world lord it over their people, and officials flaunt their authority over those under them. But among you it will be different. Whoever wants to be a leader among you must be your servant.” The best leaders are servant leaders. However, many leaders that rise to the top of the organization can often forget about the power of service. Every leader needs to find opportunities to serve others and when they do they will often find the heart of their leadership.

In my next article, I will discuss the next four leadership experiences that every leader must develop and cultivate.

ABOUT THE AUTHOR: 

Ken Gosnell serves leader by helping them to have great experiences that both transform them and their organizations. He has worked with hundreds of CEOS and their leadership teams to enhance their strategic, operational and people accomplishments. He is an experileader, author, coach, and strategic partner with CEOs. He is married to Shonda, and they have four children. You can connect with him at: https://www.linkedin.com/in/kengosnell/.

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#Statements Every CEO Should Make – I Am Responsible for the Success of the Organization

The greatest asset of any leader is their ability to deliver consistent results. Leaders should consider carefully that the organization will only rise to the level of the responsibility of the leader. Unfortunately, many leaders never lead at the highest level because they can never bring themselves to make the statement, “I am responsible for the success of this organization.” Yet, this is the statement that every employee of the organization must hear from the leader.

Great leaders see themselves as responsible for the organization. Max Depree, the former CEO of Herman Miller once wrote that “the first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant.” Max Depree understood that great leaders are responsible leaders.

4.5 Areas Leaders Are Responsible To The Organization

1. CEOs are responsible for the level of happiness of those in the organization.

People do not leave organizations; people leave bad managers and leaders. Companies cannot get better until the leader takes responsibility for the happiness of those in the organization. The leader sets the culture of the organization period. When the leader neglects the happiness of their team, the organization always suffers. Leaders must be tenacious in discerning the level of happiness in the organization. They must also take responsibility to do everything that they can to make their people happy. A happy culture will translate into happy customers.

Coaching Question: What one thing could you do as the leader of the organization to make your people happier?

2. CEOs are responsible for the lasting results of the organization.

Harry Truman understood this principle when he had a sign on his desk that stated about the decisions of his organization which read “The Buck Stops Here.” In short, every leader is responsible for the results of their organization. If the people are not producing, it is because the leader has not inspired well. If the customers are not responding, it is because the leader has lost focus. If the organization is in chaos, it is because the leader has not set the agenda. Great leaders take ownership of the organization and the results of the organizations. When organizations fail, it is because the leader has failed.

Coaching Question: Where do you need to lead your organization better?

3. CEOs are responsible for their mistakes and how they manage the mistakes of their team.

One mistake that many leaders make is not accepting their own mistakes. When a leader runs from their errors, it has a compounding effect in the organization. A leader who cannot admit their mistakes loses credibility, trust, and the right to lead. When a mistake in an organization happens, the leader should be quick to admit the error and to ensure their team that they will not keep making the same mistakes.

Coaching Question: What mistake in your organization have you made and need to accept responsibility to move your organization forward? 

4. CEOs are responsible for the vision and the direction of the organization.

The leader sets the vision for what’s next in the organization. Every leader must accept responsibility for the clarity of the vision and how that vision is carried out in the organization. When a leader’s message is unclear, it leads to uncertainty and confusion. Every leader must assess which direction their organization is going.

  • If the organization is moving forward, the leader should seize the momentum and continue to push forward.
  • If the organization is moving backward, the leader should stop the changes and create a plan to turn the organization around with the help of their people.
  • If the organization is moving sideways, the leader should shoulder responsibility for confusion and realign the team to new goals and objectives.
  • If the organization is moving slowly, the leader should serve more boldly by setting the example and giving confidence to its people.
  • If the organization is not moving, the leader should spot an opportunity to gain success and start a forward push.

Whichever direction the organization is moving, the leader must take responsibility. Leaders who neglect the direction of their organization do so at their own peril.

Coaching Question: What direction is your organization moving and what do you need to take responsibility for at this moment?

4.5 CEOs are responsible for the talent that is on the team.

Responsible CEOs understand the need for good talent around them. They do not try to be the smartest person in the room. They use the tools and abilities of their team to bring about the best results. The CEO must work with people to bring about their best ideas and innovations. When a CEO thinks more about the organization than they do their people, the organization is doomed to fail. Jack Welch stated it this way, “Talent management deserves as much focus as financial capital management in corporations.”

Coaching Question: What one action could you take this month to better develop your team?

The voice of the leader is important. The statements that they make have significance. One statement that every CEO should make is, “I am responsible for the Success of the organization.” If you make these statements, you will become a better leader, and you will lead a better organization.

ABOUT THE AUTHOR: 

Ken Gosnell serves leader by helping them to have great experiences that both transform them and their organizations. He has worked with hundreds of CEOS and their leadership teams to enhance their strategic, operational and people accomplishments. He is an experileader, author, coach, and strategic partner with CEOs. He is married to Shonda, and they have four children. You can connect with him at https://www.linkedin.com/in/kengosnell/

How To Get 7X Better Results

Ken Gosnell here. I had a great one on one session with a business owner on Friday. He made the statement, “I am tired of trying to do everything alone, I need the wisdom of others around me.”

This same idea was referenced in the book, “The 12 Week Year,” by Brian Moran and Michael Lennington. You can get the book here.  They wrote the following words about the power of others.

“There was a fascinating article in Fast Company in May 2005, entitled “Change of Die,” that presented studies conducted with patients who had severe medical conditions that required lifestyle changes in order to live.

The sad fact was that after only 12 months, 90 percent of the patients had reverted back to their old lifestyles, virtually guaranteeing an impending death. Faced with the imminent threat of death, an overwhelming majority of people still failed to consistently make more productive choices.

7xThere was a group that had a much higher success rate – almost seven times greater. These patients were involved in peer support sessions, and they had a success rate of nearly 80 percent. The groups not involved in peer support had a 10 percent success rate. These statistics remind me of what George Shinn, the owner of the Charlotte Hornets basketball team, once said, “There is no such thing as a self-made man. You will reach your goals only with the help of others.”

The groups involved in peer support met on a regular basis and discussed their progress, struggles, and challenges. By encouraging one another, they generally stayed on track.

The lesson is that if you are implementing change, don’t go it alone. Your chances of success are seven times greater if you employ peer support.”

Read The Fast Company Article: Change or Die

This leadership secret is one that I get to practice with the members of the CEO Roundtables that I lead. We support each other to accomplish more than we ever thought we could do alone.