[Gary] Peeples Helping People, LLC

Who else wants a raise? Here's how:

1. Don't ask for a raise.

2. Make a list of your given responsibilities [those given to you by your company].

3. Decide today to start kicking those responsibilities asses; commence ass-kicking.

4. Make a list of your personal career goals. Where do you want to be next year? 3 years? 5 years? What are you focused on at those times?

5. Make a list of your current company's goals. What is important to them? At what are they trying to be the best? 

6. Make a list of focus areas [that align with #5]; this list could be: (a) things that no one is currently focused on that could achieve company goals or (b) [if most reasonable things are focused on] look at how they are being approached, and list new ways to approach. 

7. Begin to spend some time learning, creating strategies, and focusing on one or more of these things. 

8. Start working harder, period. Get out of your comfort zone. Nothing hard was ever easy.

9. Do the things no one else wants to do.

10. Find something to be the go-to person for; be "the expert".

11. Start networking outside of your company. Build relationships in your field and your general areas of interest.

12. Bring outside resources into your company: for meetings & presentations. Many agencies and consultants would love to present capabilities for free.

13. Continue to focus on being productive and producing meaningful results for you and your company.

There you go. It's not that complicated: be the best you, that you can be. That's all you can do. 

Notice $ was never really a part of this post. I didn't close with "now ask for money". That is because, if you do those things, and be the best you, that you can be, the money will find you. 

"But I did all those things and my company doesn't care!"

Networking will naturally solve this problem. Maybe when you find something new, and your company realizes it can't let you go, you will get what you wish for. If not, you just simply found something new.

Also, if they don't care about hard-working, productive employees, then it's time to go anyway.

Maybe it comes in the form of a promotion, maybe in the form of new opportunity outside of the company, maybe in the form of a raise. Who knows. I assure you though, irreplaceability [made up word] is pretty valuable to any company, and hard-working productive employees are attractive candidates. And that is what I'm suggesting here. 

The Org Chart: Why You're Doing It Wrong

The Traditional Org Chart

You know the org chart: Owner/CEO at the top, C-suite in the next row, Leaders in the next, then Managers, then Employees, and so on. Everybody working to please the one above them.

Most people would agree that "the Employees" are the most important part of the company, right? They make it go; they interact with the customers and users; they are on the "front lines".

What's interesting is:

The employees — on the front lines — are at the bottom of most traditional org charts.

Now, when you ask most business owners: "What is TRULY the most important person to any business or service?" — they would say the Customer, right? Usually.

So take the same org chart concept from above; where you would put the Customer?

It would stand to reason that you would place them below the Employees. After all, they have the daily interaction; the CEO certainly doesn't interact directly with the Customers. Usually.

So, that's even more interesting:

The customer is metaphorically at the very bottom of the company food chain.

But what if you flipped the whole thing upside-down?

The Upside-Down Org Chart

What if you put the Customer at the top, the CEO at the bottom, and created a new "top-down" hierarchy of importance?

Something like:

The Upside-Down Org Chart

1. Customers

2. People that interact with Customers

3. Managers of people that interact with Customers

4. Managers of Managers

5. Leaders of Managers

6. Owners & Leaders of Leaders

In this case, the Customer is who everyone reports to. And now, Employees work for Customers, Managers work for Employees, Leaders work for Managers, and so on until you get to the Owner, who is now working for everyone.

So, maybe we've been doing the org chart wrong all-along; and it has been misleading the idea of what's important and who you are working for.

Imagine an organization where everyone is working to please the person above them — but it's an upside-down org chart. Could be interesting.

What do you think?

The New Progress Credo

If there was a spectrum of "getting things done", it may be possible that it would begin with procrastination and end somewhere around perfection.

Allow me to introduce this Progress Credo I just made up right quick. It goes something like:

Where procrastination is putting it off until a later time [never starting];

and perfection is tinkering with it indefinitely [never finishing];

there is an entire middle ground of infinite productivity [progress].

In my experience, perfection is just as unproductive as procrastination.

Me, just now

So, avoid the extremes and just focus on the middle - literally, any where in the middle - which should result in progress.

This is why "follow your passion and you'll find happiness" is a fairy tale

Career advice has fallen into a terribly simplistic rut. 

Figure out what you’re passionate about, then follow that passion; 

this idea provides the foundation for just about every guide to improving your working life.

- Cal Newport, Study Hacks

How many times have you heard that in your life and career? I know I've heard in like a trillion. I've believed it at times and I've also challenged as well [in my own head].

Hmmm?? Follow your passions or just be passionate about what you do? It's like chicken and the egg to me.

What I like about the writing of Cal Newport is that it challenges conventional thinking. 

Among other things, Cal has basically argued: while following your passion may be an approach, it may not be the best approach, and certainly isn't the only approach to cultivating an enjoyable work and personal life.

If you want to dive into specifics of that argument, I suggest you read his thoughts and arguments in: Beyond Passion: The Science Of Loving What You Do and The Zen Valedictorian.

For this post, I am focused the beginnings of Cal's deductive conclusions; which he's made into a list of propositions for a career craftsman to follow. He has titled it "A Career Manifesto".

If you are like me, and you believe that we all have the ability to change what we do not like, and create what we wish to see happen, then I think you will like this too. 

A Career Manifesto by Cal Newport Original Post

The Career Craftsman rejects [the concept from above: "following your passion" provides the foundation for improving your working life].

The Career Craftsman understands that “follow your passion and all will be happy” is a children’s tale. Most people don’t have pre-existing passions waiting to be unearthed. Happiness requires more than solving a simple matching problem.

The Career Craftsman knows there’s no magical “right job” waiting out there for you. Any number of pursuits can provide the foundation for an engaging life.

The Career Craftsman believes that compelling careers are not courageously pursued or serendipitously discovered, but are instead systematically crafted.

The Career Craftsman believes this process of career crafting always begins with the mastery of something rare and valuable. The traits that define great work (autonomy, creativity, impact, recognition) are rare and valuable themselves, and you need something to offer in return. Put another way: no one owes you a fulfilling job; you have to earn it.

The Career Craftsman believes that mastery is just the first step in crafting work you love. Once you have the leverage of a rare and valuable skill, you need to apply this leverage strategically to make your working life increasingly fulfulling. It is then — and only then — that you should expect a feeling of passion for your work to truly take hold.

The Career Craftsman thinks the idea that “societal expectations” are trying to hold you down in a safe but boring career path is a boogeyman invented to sell eBooks. You don’t need courage to create a cool life. You need the type of valuable skills that let you write your own ticket.

The Career Craftsman never expects to love an entry level job (or to stay in that job long before moving up).

The Career Craftsman thinks “is this my calling?” is a stupid question.

The Career Craftsman is data-driven. Admire someone’s career? Work out exactly how they made it happen. The answers you’ll find will be less romantic but more actionable than you might expect.

The Career Craftsman believes the color of your parachute is irrelevant if you take the time to get good at flying the damn plane in the first place.

I merely stumbled on to this, but I'm curious to know what you all think? Comment with feedback!

The #1 biggest secret of success

Simplification.

A successful leader is one who — among other things — can take a complex problem and simplify it down to actionable steps that lead toward the solution.

It's a clarity thing.

Simply put, simple: 

takes less time;

allows you to focus on the purpose;

is less expensive;

is motivating;

is clear;

eliminates excuses.

And there are many ways to simplify — and I'm going to give you a few of them — but first let me simplify—even that—further.

Here's the Real Secret:

THE KEY TO SIMPLICITY IS FOCUS.

When something feels complicated, it's typically because you are focused on the wrong thing.

Think about that for a minute.

You feel like you have too much to do —  but you were on email for 3 hours.

The project feels like it's falling apart — but you probably let it get to far away from the goals.

You can't get everyone to agree — but everyone is arguing different points.

You have to sometimes take a step back — get out of the weeds  — and re-focus. When you re-focus, you simplify the situation back down to the main priorities.

That said, here are some age-old ways of simplifying:

1. Start early

2. Set time limits

3. Use lists

4. Shorten communication

5. Only meet if you have to

6. Clean up the clutter

7. Take a break every 90 minutes

8. Automate as much as possible

9. Do "it" now [get it over with]

Some might work for you, some might not — you'll have to try and see.

Good luck and hopefully this post wasn't too complicated. Wakka wakka wakka.

The Les Paul Google Doodle cost the world $268MM

According to an article on SearchEngineJournal.com the Les Paul Google Doodle cost the world $268,000,000 in productivity loss. 

The stats are:

The average person spent 26 seconds.

There were 740,000,000 page views. 

That's 10,700,000 hours of making tunes.

At $25.00 per hour that is ~$268,000,000.

Pretty darn impressive. 

Now add in all the facebooking, hallway conversations, personal emailing, phone calls and texting that employees do...

That's right, it's one hundred ga-billion trillion dollars in lost productivity. 

Oh well. It's fun though.

Is it time to blow on your Nintendo tape?

I work out pretty consistently. I've been running 20-25 miles per week for 15 years; I've done weight training on and off for the same time; and recently — 2 years ago — I got into triathlons.

Last year was a big endurance year for me, racing over 10 times in various events: 5K, 10K, half and full marathons; and just about every distance of triathlon — including Ironman Lake Placid [2.4mile swim, 112mile bike, 26.2 mile run].

I feel like I'm no stranger to hard work. 

BUT, 4 weeks ago I started CrossFit and I've been sore like you'd never believe. Everyday. And if you're familiar, these workouts are 20 - 30 mins per day at most. Sometimes 10. Hardly a 3 hour run or 6 hour bike ride.

There are days that I'm fully convinced that this 25 minute workout is harder than the entire eleven and a half hour Ironman. 

The funny thing is, with incorporating CrossFit, I'm working out less then last year [time wise], I'm working out harder [in any given moment], and I feel more fit and healthy then ever. 

The main reason for all of this is CHANGE. 

I changed it up. Did something different. Broke the boring. 

But I didn't change to change. I changed to match my goals. 

I realized, I didn't have the 20hrs per week it takes to train for Ironman. I didn't care about getting faster or going farther anymore. But I still wanted to burn calories, tone up, and be fit. 

And I sort of worked myself into this confused state of trying to train in the same style [swim, bike, run] but doing it less, for results that had nothing to do with getting faster or going further. 

I had to hit the reset button.

Like when your Nintendo went crazy. [And then you had to blow on your Nintendo tape to get it to work again.]

I had to ask:

What am I trying to do here? How can I realign and prioritize to get there?

For me — for this — CrossFit was a perfect answer. Great results, different strategy, better fit for me right now. 

While this may be specific to fitness, the logic applies to anything. 

What are you currently doing — maybe out of habit — that no longer has anything to do with your goals?

Maybe it's time for a change! 

Connect with people through these 5 rules of Improv

I'm not an Improv actor or anything, but I am fascinated by it. I have read up on it; I've known people that do it; and I've even considered "getting into it" myself.

I believe there is a LOT that can be learned from the basic principles the art follows — and not just for business — I'm talking: for life, for friendships, for relationships, and anywhere else you "connect" with people.

Here are 5 basic rules that may help you in building connections with people:

1. Don't deny — Say "Yes(!)-and".

In Improv:

Denying or disagreeing will cause the scene to come to a halt. A scene beginning with "I'm Gary and the view from this mountain is great" will be killed if the response is, "this isn't a mountain it's a living room and you are Patricia". 

In Life:

It does the same thing. Accept the content or story or argument that is given to you as a reality [it often is for whoever gave it to you]. Agree and add.

2. Don't ask open-ended questions — it makes the other person do all the work. 

In Improv:

After the Yes(!)-and, add new information. "Yes, and the fresh air is probably really helping our simultaneous cases of athletes foot."

In Life:

Same thing; don't make the other person do all the work by continuing to pound them with open-ended questions. Add value to the conversation; state your opinion; help them help you. 

Personally, I think people in sales are over-taught the open-ended question process. It has it's place, but how quickly you can come off as passive-aggressive, if you never add value to the conversation. In my opinion.

3. Don't TRY to be funny — focus on here and now and on creating an interesting scene.

In Improv:

The process of creating an interesting scene, between two people working with each other, who have no idea where the other will go next, will create the comedy. And it won't be forced. Let it happen naturally.

In Life:

Replace "funny" with whatever the context is. Don't TRY to sell them a car. Don't TRY to win the argument with your significant other. Don't TRY to get a raise. Focus on here and now — and on doing the right thing — and whatever IT is, will happen naturally.

4. You can look good if you make your partner look good.

In Improv:

Don't get too caught up in your own character. Figure out how to help your partner advance their character. It will be funnier then trying to get all your jokes in about your own character.

In Life:

Don't get too caught up in your own character. Figure out how to help your partner advance their character. 

That was perfect, I didn't need to change it.

5. Tell a story.

In Improv:

Establish a location and provide details that add to the story. The audience is looking for a good story. And again, the natural details — that are being created between two individuals, on the spot — will be funny on its own.

In Life:

A story "humanizes" the situation. You want to connect with your audience — your boss, your loved one, your son or daughter, your customer — give them a story about you. You know, "about a time when..." Tell it from the heart. Emotion builds connections. Usually.

 If you don't know where you are going, any road will take you there. 

-Lewis Carroll, "Alice in Wonderland"

5 important questions to ask right now

1. What should our business be worried about?

If your answer is: nothing, economy, or competition. #yourdoingitwrong.

Nothing is BS. Economy is an excuse. And competition is not specific enough. 

What are your customer preferences? Are they changing? Do you serve a young demo or an older? Are you at risk of not attracting new business? When's the last time you took a chance? Changed something? Maybe it's time.

2. Is what we are doing today going to work for tomorrow?

There is managing for NOW and there is preparing for tomorrow. Sometimes tough to do both, but if you don't have an idea of what tomorrow looks like you are too short sighted.

What can you add, to that which you currently do best, that will serve to build for tomorrow without turning off your current success? Can you add a service to attract a new demo without changing the service that serves your core? For example.

3. Do we have the right people — in the right jobs — and are they happy?

"Right people" is though. In the right jobs is a challenge. Keeping them happy should be easy. 

At the core of it all, you need to understand people.

When you hire them — what makes them tick? Do those things resonate with your business?

The right jobs — what are their personal goals? Are you putting them in roles that will allow them to get after those dreams?

Keeping them happy — what makes them feel important? Do that.

4. What is slowing down our customers buying process, or causing them to choose elsewhere?

Again, understanding people — but this time: your customers. What makes them tick? What makes them feel important? Do that.

There is always a better option in this world. It's too big and there are too many options. You don't have to be the best. You just have to be the best to them in a way that makes them feel important.

If everyone only ever chose "the best", there would only be one of everything in this world. -Me, just now

Can you imagine: one operating system, one supermarket, one car?

People chose the best for them out of the options for a million reasons. Figure out what those reasons are.

5. What items on the expense side of the P&L can we get rid of or decrease?

Break out the ole P&L and go down the list. Where are you spending money? Do you need to be?

Some things are musts: you have to keep the lights on, you have to have a certain level of manpower, you have to keep advertising.

Others are maybes: you might have two people doing the job of one, you may be outsourcing something that can be done internally, you may have an expensive vendor you can replace.

Every business owner should be thinking these things daily. And as with most things I blog about, I would suggest starting with the numbers.

With each of these questions and answers you should be able to assign a number; a number you are either currently achieving or trying to achieve. Goals and metrics.

If you can't put a number to it, stop doing it.

These 5 questions were paraphrased from a recent post on inc.com 5 Questions Businesses Owners Should Be Asking. They have cool pictures too.

The most important thing ever

Think of a time when:

you received excellent customer service;

you got a promotion;

you received an award;

you fell in love.

Now think of a time when:

you received poor customer service;

you were passed on a promotion;

your teammate or co-worker got the award;

you didn't get the girl or guy.

We've all been through all of these — many of us, many times. 

In the first set you felt good; at varying degrees. In the second set you felt bad; also at varying degrees.

The reason why has something — not everything — to do with how IMPORTANT you felt.

Put differently:

Make someone feel important; they will likely have a good experience. Make them feel un-important; they will likely have a bad experience. 

It applies to everything above:

You get a promotion = you're important to us, here's more responsibility. You were passed over for a promotion = [Pete Tequiza] is more important then you. Also, Pete's a nerd.

A busy waitress stops by to say she's super busy and will be right back for your drink order = you're an important customer to her. A busy waitress that zips by a trillion times, without saying a word, ignoring you while you die of hunger = you're less important then the other customers.

You get the girl = you're important to her. She's not that into you = you're not that important. Also she's an idiot, and how could she not see how awesome you are. Just saying.

Even if you only remember to do this 50% of the time, my suggestion is for you to figure out what makes people — and everyone is a little different — feel most important in this world. And do that.

In business, in friendship, in love, and in life — it will make a world of difference.