By John Carroll

Second in a Two-Part Series

In our last issue we covered five key elements of how the best get better. Let’s further consider the topic of continuous improvement with four additional strategies and some tips on how to implement them immediately.

How the best continue to take their results and performance to the next level:

• They create margin – There’s simply too much to do to add anything more without creating the space to do it. This process involves knowing where you generate the greatest value and where you provide the least value in terms of outcomes. The best systematically remove, drop or assign activities and responsibilities of lesser value, freeing up space and time to address key opportunities. “Good is the enemy of best,” as has been said. If you’re serious about becoming and being the best, some of the good must go.
  
• They concentrate on their strengths – Your strengths are where you get your power. The best know their strengths and find ways to work within those strengths and hand off, stop or adjust the activities outside of those strengths. They’ve passed the Superman syndrome or the Marlboro Man syndrome that says, “I can do all this myself” and “I can do it alone.” By now, you probably know at least some of your strengths and can recite them. How often do you really get to use them and in what applications? When do you get to use them and for what duration?
  
• They focus on outcomes – The best aren’t checking the clock to see whether it’s 5 p.m., nor are they working simply for a paycheck. They are focused on the outcomes of the work they do, knowing that outcomes are what people pay for. The big idea here is that they tend not to fall in love with their processes. By focusing on the outcomes, they can more easily move, improve and adjust their processes to accomplish even greater outcomes.
  
• They increase value to their customers and clients – The best know that money follows value just as metal shavings flow to and cling to a nearby magnet. They also know that they must increase their value to the marketplace, to their customers and clients, so that they may realize their own increase in compensation, whether that’s personal income, benefits and perks, the lifestyle of their choice or all of the above.
  
  As promised, here are four more things you can take action on immediately to improve your performance and your results:
  
  
• Create margin – If you’re serious about adding new things without working harder and longer hours, start looking at what you can toss, eliminate, delegate or procrastinate – yes, procrastinate. Much of the trivia comes to you asking for your attention. If you simply put it aside for now, when you come back to it, it’s time has passed and you didn’t have to do it. Remember, it’s not always about working harder; it’s about working smarter.
  
• Concentrate on your strengths – Fill in the blank: “I feel strong when I’m ________________________.” Do this three times. Think of the activities which always draw your interest and passion. Consider the activities during which, while you’re involved in them, you lose all track of time and space. This is when you’re “in the zone” and experiencing the feeling of what author Mihaly Csikszentmihalyi calls “flow.” Look at the activities for which people compliment you. For the activities where you have all three of these present, you have likely found one of your strengths. Find ways to work more within your strengths.
  
• Focus on outcomes – Look always at the objectives first and move from there into how you can accomplish or help to accomplish those desired outcomes for customers and clients, internal or external. Provided that you’re doing things in legally, ethically and morally acceptable ways and respecting other people in all matters, the process should come second, only after the objectives are clear and get top priority.
  
• Increase the value you deliver – Since money follows value, find ways to increase your value to those you meet, those with whom you work and those whom you want to meet and work with. When you ooze value to clients and non-clients alike, your compensation increases and people want to pay you more money to increase value for them, their teams and their organizations.

John Carroll is the Director of Strategy for Custom Development Solutions (CDS) and a national award-winning columnist whose approaches have attracted attention around the globe. He has helped dozens of non-profit organizations improve their results. Contact him at strategy@cdsfunds.com or call (843) 971-8801.