Peeps

​“High achievement always takes place in the framework of high expectations.”
– Charles Kettering

Who do you consider your tribe, or what I affectionately call, your peeps?
With whom do you surround yourself, work, do business, and get advice?
Who is your inner circle and what is the value of the relationship?

Personally, I’ve come to a place in my career where I need to work with folks that I respect.  I don’t have to be best friends with all of our clients, but I need to respect what they are doing.  I want to feel invested in their growth.  Additionally, I want them to feel invested in us. No business owner has time or money to waste, including myself.  Expending energy on relationships without a foundation of trust or respect is exactly that.  Second guessing or questioning motives expends mental energy that frankly, I don’t have to spare.  Easy to state yet sometimes hard to follow.  From experience, I’ve found that going with the gut works very well here.  Naturally, you have to build trust, whether that be from a short engagement up front or vouched for by trusted folks within the industry.  Ultimately, it is up to both sides to maintain that trust.

This trust carries over to our partners in the industry.  I spend a lot of time building relationships so that my tribe is not only strong, but helps BOOST us forward (sorry, can’t help myself!).  The more time I spend with high energy, intelligent, go-getters that appreciate and value relationships and client delivery, the better.  I want to surround myself and refer to folks who have my clients best interest in mind, instead of simply turning over a quick buck.  People who believe that not every email or introduction is a transaction, and not all yield monetary rewards.  Instead, folks that will take the call to assist and find the right solution.

As BOOST continues to grow, I find I also need colleagues that I value and trust.  As we move together on this crazy journey, the transactional becomes less important and the relationship becomes critical.  I want to be motivated to watch them transform as leaders and gain experience.  I seek to learn from them.  I continue to want to be surrounded by people smarter than myself as well as to be that type of leader for others.

As you strive to push and grow your business, you need your tribe of supporters with whom you can grow.  Like-minded, high energy, similarly valued peeps.  I endeavor to cultivate different skills sets, especially from those opinionated folks who are smarter and faster than I am.  This keeps me on my toes and helps push me to grow with intention.

Who are your peeps and what are their expectations for you?

Failure

One reason BOOST was started back in 2012 was to prove that I wasn’t a complete failure. I had been fired from a job that I loved. It rocked my world and shook me to my core.  I didn’t realize how much of my identity had been wrapped up in my work.  I felt disgraced, rejected and was certain (for a time) that no one would hire me.

Instead of trying to build a better mousetrap, I wanted to prove that I could be successful.  Having something to prove can lead to sheer determination not to fail. But little did I know that failure is sometimes the best thing for you. It leads you to question what has always worked. You are outside your comfort zone.  You see things from a different perspective. You are humbled.  This is where BOOST began…and is one of the best things to have happened in my life.

Critical to running a successful business is the ability to get outside your head and adapt.  The more you fail, the easier it is to adapt.  Successful people fail all the time, but their ability to get up, learn, and go hard charging into the next challenge, while maintaining the passion and drive that they started with, is their differentiator.  As an executive, do you learn from what didn’t work?  Do you take responsibility for your actions?  Do you empower your team to fail?  No one approaches an opportunity or challenge thinking they won’t succeed.  But the reality is that we fail more often than we succeed.  What you take from the failure and how you apply it to the next challenge is what helps determine your success.

With each failure comes an opportunity to learn and adapt.  Constantly adapting to the environment is what distinguishes leaders and organizations from their competition.  Can you change your mindset or do you place blame?  Do you wallow in your failure and stop taking risks?  Or do you press forward into the next challenge with a new perspective?

Do you continue to fail?