How to Behave Successfully in the Face of Failure

This is Day Seventeen in the 30 Days of Reinvention Video Series [#30DaysReinvention].

Surround yourself with failure and embrace it.

FULL TRANSCRIPT

Hey it’s Rand,

Success and failure are far from random.

They live within the DNA of our character and personality.

Success and failure are expressed through our thoughts and actions.

Both success and failure are subjective and depend a lot on  your mindset, your expectations and whether you react positively or negatively to a situation you are presented with.

How does your society define success?

How does your society define failure?

Does your personal definition of success and failure differ from that of your society?

Do you view disappointment as a natural part of expansion?

When you fall short recognise this not as failure, but as an integral part of the cycle and journey to success.

Disappointment is an inevitability if you are courageous enough to moonshot.

When you do fail, make sure you get back on the horse and keep riding.

Success with failure comes down to how you behave in the face of failure.

Failures are a form of feedback. They are never total failures because they show you what you shouldn’t do and what you should do better.

When you fail the first thing you should do is: Celebrate, because you are one step closer to understanding what works and what doesn’t.

And then the second thing you should do is systematise what you do with failures. Create a way of extracting the key learnings from ongoing failures so that they bring you closer and closer to success.

Failure may not be what you wake up every day hoping for, but successful leaders surround themselves with failure and embrace it.

 

It’s Time! For the Change Your Life Now Giveaway

I’m super excited to announce the start of the Change Your Life Now Giveaway.

Remove what isn’t working for you and emerge stronger and more focused.

Enter to win two books that will trigger your reinvention (Fierce Reinvention by Rand Leeb-du Toit and Option B by Sheryl Sandberg). You will also win two high powered 30 minute coaching sessions with Rand (”Rand is transformational”).

All participants will get access to Rand’s tips and tools to help master the practice of reinventing yourself and being fierce. (Rand sends at most 1 newsletter email per week, and you can unsubscribe at any time.)

Please note this Giveaway is ONLY available to US residents.

How to be Bolder in Your Goal Setting

This is Day Sixteen in the 30 Days of Reinvention Video Series [#30DaysReinvention].

Get both bolder and more granular with your goals.

FULL TRANSCRIPT

Hey it’s Rand,

Goals are never set in stone.

With that in mind, I want to dive deeper into your Goal of Consequence.

What would complete reinvention mean to you?

What do you fear the most about completely reinventing yourself?

What steps could you take right now to irreversibly start you on the process of reinventing yourself?

You may need to pause me and have a hard think about this.

Go for a walk or a run, get yourself into flow and let the thoughts flood in.

I’ll see you on the other side.

Welcome back.

So you’ve reset your goal.

Say your new goal out loud.

Do you feel comfortable?

It’s time to make yourself uncomfortable!

What if you were 10 times bolder in your thinking?

What if your goal was 10 times more consequential?

Ratchet that up again: what if you were 100 times bolder in your thinking?

What if your goal was 100 times more consequential?

When you are thinking on this, don’t forget your body.

Does your breathing shift?

Are you leaning forward?

Does your heart rate go up just thinking about it?

If your answer is a resounding “Yes!”

Then lock this in as your true Goal of Consequence.

I want to now get a bit more granular around your goal.

How many people do you want to inspire, with your goal?

And by when?

What kind of behaviour do you want to change or motivate through your inspiration?

What is the transformation you expect in those you inspire?

What would the outcome be for the world when you achieve your goal?

In my book Fierce Reinvention I’ve set out a complete Fierce Operation System that can help you map and monitor your progress in achieving your goals of consequence.

With that in mind let me ask:

What objectives can you set for the next year and for this quarter that will progress you towards achieving your goal?

For each objective, what are the key results that need to happen?

Be both quantitative and bold in determining these key results.

Can you get even more granular? What needs to happen weekly?

And what blocks of activity need to happen on a daily basis to achieve each key result?

How to Set Goals of Consequence

This is Day Fifteen in the 30 Days of Reinvention Video Series [#30DaysReinvention].

Create a powerful magnetic attractor to achieve courageous and outrageous goals.

FULL TRANSCRIPT

Hey it’s Rand,

The more courageous, the more consequential your goals, the more open to possibility you will be.

Goals of Consequence share a common attribute, courage:  it takes courage not to dismiss Goals of Consequence out of hand as too hard, as too out there.

Compare this usual goal:

  • My goal is to write an article for my local newspaper in the next 3 months

to this goal of consequence:

  • My goal is to write a global best-selling book that is translated into 11 different languages within 12 months.

And this one from the corporate arena:

  • My goal as CEO is to increase the share price by 15 percent over the next 5 years

versus

  • My goal as CEO is to reinvent global transportation over the next 5 years.

Boom, right!

Goals of consequence work because they create a powerful magnetic attractor drawing in others around a focal point of effort.

How do you know when you’ve cracked the formula and created a true goal of consequence?

It should invoke outrage – “But that’s impossible!”

It should generate fear – “Even were that possible, I would be frightened to commit to it!”

And it should transform – “Committing to this goal will totally change the way we do things in ways I’ve yet to process!”

To set your own Goals of Consequence, Ffirstly give yourself permission to dream: forget your current constraints; don’t focus on possible difficulties; focus instead on your dream; and complete these sentences:

“Since anything is possible, I want to achieve …”

“Forget the Nobel Prize, forget an Olympic gold medal. I want to win …”

“Since there are no constraints around me, the limits of my potential are …”

Setting this goal one to two years out my rightly make you anxious. Choose a time frame that let’s you stop worrying about how it might be achieved.

Taking the first steps with a big goal can seem daunting. Ask yourself these three questions to kickstart yourself:

  1. What is the smallest, but most meaningful, step you could make towards this goal this week?
  2. What is the next step that would signal to yourself, and others, that you are serious about this goal?
  3. And lastly, who can help you to take the first steps?

Want to Find and Achieve Your Dream Goals?

Are you sick and tired of all the limitations that are constantly being placed on you: the culture in your work place, the type of job that is right for you, the demand for upbeat posts on social media, the speed you drive at, the long line at the airport check-in?

We’ve all been there.

But here’s the good news. Today is different.

Why?

Because in my new book, Fierce Reinvention, I give you unfettered permission to dream: I challenge you to forget any present constraints you may feel; I challenge you to not focus on any likely difficulties that may arise making it hard or impossible to achieve your goal.

Boom!

Just like that, you have permission to focus on your dream.

Let’s jump right in. Complete the following four sentences as a primer to open your mind to all possibilities and empower you to take your dream further:

  • Forget the Nobel Prize. Forget an Olympic gold medal, I would love to win…
  • Since anything is possible, I want to achieve…
  • Since there are no constraints around me, the limits of my potential are…
  • I feel anxious about setting this goal out one to two years, but if I set it at x years I stop worrying about how it might be achieved.

Now that you’ve set your goal let me ask, “What if you were 10x bolder in your thinking?”

“What about 100x?”

Preferably say your answers out loud.

Now repeat them even louder and more assertively and then capture them in your journal.

Lastly, I want you to imagine that your goal has become a truly viral moonshot goal. It’s magnetic and people are rallying around it.

Let me now ask, “What if you had all the support you could ever need to achieve your goal, what would be possible then?”

What’s stopping you? I’ve given you all the permission you’ll ever need.

For more techniques to find and make your wildest dreams a reality see my new book, Fierce Reinvention: A Guide to Harnessing Your Superpowers for Entrepreneurial and Leadership Success ($11.99 digital, $15.99 print (USD), October 2017), which is available from Amazon and other leading online bookstores.

How to Improve Your Fuel Friction Differential

This is Day Fourteen in the 30 Days of Reinvention Video Series [#30DaysReinvention].

Increase your growth velocity through the optimal mix of fuel and friction.

FULL TRANSCRIPT

Hey, it’s Rand

Growth is determined by your mix of fuel versus friction.

The higher your fuel friction differential, the higher your growth velocity.

Let me repeat that:

The higher your fuel friction differential, the higher your growth velocity.

Take talent as an example.

It is an essential area that leaders must focus on in order to generate growth.

Attracting and retaining top talent is a tough thing to do, but you can optimise for this by using the fuel friction differential.

On the fuel side of this equation, the better your ability to attract top talent as fuel, the less you will require process and micro management. By the same token, the more mired you are with process the less likely you will able to retain top talent.

Top talent is a magnet for other top talent, fuelling growth.

On the friction side of the equation, if you are too process heavy and your systems and organization is too bureaucratic, you will have too many frictions for top talent to either want to work with you or stay on board your team.

The good news is that you can iteratively improve the fuel friction differential.

Firstly, either with your entire team, or if you run a larger business, then with your executive team:

For step one, in a weekly session, throw up on a board all the factors that are holding you back and the opportunities your team has to push forward.

In step two, quickly diagnose the current balance of fuel friction forces, then rank each item by its impact and ease of execution.

Give priority to the high-impact, low-difficulty items first.

Spend the next week addressing these forces.

As the fuel friction equation improves you will be set to grow faster.

Thirdly, repeat this process, regularly.

I suggest that the frequency of these meetings should depend on how much growth is a part of your mission critical priorities.

How to Break Free From Constraints

This is Day Thirteen in the 30 Days of Reinvention Video Series [#30DaysReinvention].

Become more mindful of unnecessary frictions.

FULL TRANSCRIPT

Hey it’s Rand,

The more fuel you have the greater ability you have to break through inertial constraints, the greater ability you have to overcome roadblocks that can hold you back.

Let’s run through a few question and answer sets to illustrate how this works. You can answer for yourself or for your business.

Do you embrace failure?

Are you A – Failure is never considered a viable option, and I do not encourage a culture of questioning.

Are you B – My culture encourages orthogonal thinking, taking risks, and failure is expected, but this is more talk than walk.

Are you C -My culture encourages orthogonal, out of the box thinking, taking risks, and failure is expected, but this practice is sandboxed to limited groups within my team.

Or finally, are you D – My culture encourages orthogonal thinking, taking risks and failure in all parts of my team.

Here’s another one:

Are your decisions data-driven?

Are you A – I don’t use any machine learning or deep-learning algorithms to make decisions.

Are you B – I use some reporting systems to collate and analyse some data, but decisions don’t hinge on this.

Are you C – Actionable decision-making is driven by the analysis of complex learning algorithms.

Or are you D – I have integrated complex learning algorithms into my activities.

Are you starting to get it yet?

Let’s try another one.

Do you have a mission or meta-purpose?

Are you A – My mission is purely profit-oriented, and based on generating superior products and services.

Are you B – My mission is profit-oriented, and based on generating superior products and services, and also includes a set of core organisational values.

Are you C – My mission is to make a difference for my entire ecosystem of people, be they part of my team, partners or suppliers.

Or are you D – My meta-purpose is to make a difference for the entire planet.

Examples of such a meta-purpose are:

  • Increasing world empathy
  • Organising the world’s information.

How do you rate on this scale?

What is your mission?

What is your meta-purpose?

Let me change tack with another question:

How asset intensive are you?

Are you A – Except for a small number of peripherals, such as printers, all of the assets I use are owned by me.

Are you B – I make use of a limited number of on-demand services, such as cloud computing.

Are you C – On-demand assets and services are used in a number of my activities, such as leasing office space.

Or are you D – On-demand assets and services are used in many of my activities, including mission-critical activities.

Where are you on this spectrum?

Would you consider A to be higher friction than D?

Hopefully you are starting to see a pattern here as I’ve purposefully arranged the answers so that they range from high to low friction: A is higher friction than B; B is higher friction than C; and C is higher friction than D.

Apply this thinking to all of your activities and become more mindful of how many  unnecessary frictions there are that can be removed.

 

 

What’s Really Holding You Back From Greatness?

There seems to be an all too common theme I’m seeing these days. People know subconsciously that they need to make radical changes in their lives, but then their egos talk them out of it and they revert to form.

Change takes courage, change takes a different attitude.

This is why I advocate adopting fierce reinvention, or something similar, as your mantra for change.

Let me give you a recent case study. Markus has spent the last decade and a half getting up at 4am, kissing his sleeping children on the forehead and then hitting the road to get to his business. He works the corporate treadmill solidly until late in the evening. He repeats this every day of the week and his business is thriving. On weekends family time is sacrosanct.

But here’s the thing: his business isn’t scaling and he cannot take his eye off it for more than a minute. Over the years he has tried a few different angles to introduce scale and reduce frictions. He diversified from being purely services-based and introduced a product line that leveraged his strong brand. But without the resources to market this product it hasn’t progressed beyond a novelty. He’s diversified his personal asset base, but the upside hasn’t eventuated.

He admits he has no real strategy, plan or goal in place. And frustratingly, every time he tries something innovative he quickly gets pulled back into the day to day of his current business.

He recently bought himself a luxury motor vehicle as a reward for his years and years of hard work. He feels guilty driving it.

A couple of weeks ago Markus woke in the middle of the night with pains in his chest. He was terrified he was having a heart attack. Death felt imminent, but he convinced himself it was an anxiety attack due to the pressures he is under. He didn’t go for a medical check up, yet was sufficiently shaken up to give his wife a brief on what to do with his estate should he die.

And then he went back to the corporate treadmill. He convinced himself that he is in control; he will consider making a New Year’s resolution to bring changes to his life.

What would you do in Markus’s situation?

I put this question to Hamish Thomson from Priority Advisory Group. His answer:

Markus should take a step back to evaluate. Changes are necessary, he knows this.

Being fierce resonates with him. If he is going to implement changes that can improve his relationships, business, health, why would he wait?

It doesn’t make sense to say I’ll be fierce next week (or in January), or I’ll be slightly fierce today.

Fierce implies urgency.

How to Create a Growth Engine

This is Day Twelve in the 30 Days of Reinvention Video Series [#30DaysReinvention].

Achieve exponential growth by adding fuel and removing friction.

FULL TRANSCRIPT

Hey it’s Rand,

The world around you is changing constantly, and today the rate of change seems to be accelerating.

How do you feel about yourself in the middle of all this change?

Are you personally growing or do you feel like you are stagnating?

What does growth mean for you?

I like to think of growth in very simple terms and have developed a Growth Algorithm which you can use to achieve exponential growth. It works like this:

[ Growth involves adding fuel and growth involves removing friction. ]

What ways are you currently adding fuel and removing friction in your life and business?

Do you have a strong support group around you?

Do you attract top talent to align with your activities?

These are 2 examples of adding fuel.

How have you organised your various activities?

Is there a smooth and efficient fluidity between them or are they all over the map?

How well do you manage the people who are assisting you?

How do you motivate and incentivise them to give of their best?

These are examples of removing friction.

In addition to thinking from a fuel/friction perspective, another way of organising your growth-related activities is to divide them into aspirational and operational activities.

Aspirational activities are higher level and include developing a strong sense of what direction you are headed in so that you can always determine whether anything you are doing is directionally-correct. This helps you to measure progress and inspire others to assist you in achieving your goals.

Operationally there are three main levers: engagement, execution, and finances.

The more engagement you have the more efficient your execution and the more financial resources you have at hand the more you can grow your influence base.

Taken together all these activities give you an extremely powerful growth engine

Are you ready to rev your growth engine?