“The ability to withstand unpredictable threat or change and then to emerge stronger.”

This is how the team at McKinsey & Company defines resilience in their recently published an article on what they call The Resilience Imperative. They elaborate further that resilience is going to be more important in the coming decade than ever before when they explain, “Catastrophic events will grow more frequent but less predictable. They will unfold faster but in more varied ways. Disruption is becoming more frequent and more severe.”

Resilience can be financial, operational, technological, organizational, or reputational in nature but the greatest resiliency comes when an organization can anticipate and respond to threats across all categories to dynamically adapt as needed. Obviously, this kind of resiliency does not just fall into place – it is the result of careful planning to develop a revenue resiliency toolkit.

Over the last several decades personality evaluations like the Myers-Briggs Type Indicator, DiSC test, Core Values Index (CVI), and PATH assessment have made managers more aware of the different types of individual personalities represented in their employees, and how best to unify them around a set of organizational goals. These assessments highlight an individual’s predominant characteristics and traits to better understand what motivates them, which types of roles they are best suited for, and how to interact with them for optimal results.

But what about personality types that stick out from the crowd dramatically – the colloquial “sharp edge of the circle” so to speak?

A recent Fast Company article highlighted a unique personality that they called the “Rare Breed.” They explain that these so-called Rare Breeds do not conform, are outspoken, rebel against the establishment, exhibit unparalleled drive, and obsessively strive for high achievement at all costs. The article goes on to say that while companies typically view these as vices, they are also what drives innovation, making this personality type integral for organizations that prioritize out-of-the-box thinking. However, their big egos, short tempers, and manipulation of those around them can also be damaging to an organization if left unchecked.

Do you know anyone like that at your company?

Your best client might be those that purchase your most expensive products or services. Or not.

Either way, you need to know who your ideal client is. Who are they, where are they, what motivates them to buy, when do they buy, why do they buy, how do they buy? (For help begin with the Resultist Ideal Client Persona Worksheet.)

After identifying your best current client and creating your ideal client persona, the next step is to evaluate your prospects as compared to your ideal client. This will ensure that your sales team is investing in the “right” opportunities. Our team uses the  Sales Qualification Matrix.

I'm not the smartest fellow in the world, but I can sure pick smart colleagues.” - Franklin D. Roosevelt

Some have referred to September as the “New January.” They consider it a time to make good on resolutions.  For that reason, I think this is good to use this season of change to focus on goals, and to realize this year’s potential before you again sing "Auld Lang Syne" for the new year.

It may seem more difficult for an expert, after decades of success, to ‘raise the bar,’ ‘achieve a personal best,’ ‘learn something new,’ or set new goals to excel. Especially for someone who has ‘seen it all.’ Investing time in education paid off in the early years, but 20 years later there are fewer resources or people who can be trusted to provide valuable new insights. As a result, it appears to me that a personal/professional skills plateau is reached, even as better results are demanded.

Carol Dweck: “Many people have told me that when they were promoted to a prestigious position, they suddenly felt, now I have to have all the answers. Now, my period of growth is over. I have to be a fully mature person who knows everything. So yes, at any point, you can fall into that trap. People who become CEOs suddenly feel they have to be gods goddesses, and not people who say, gee; I don’t know. Let’s talk about it. Let’s think about it. Let’s feel our way through this problem.”  - Source: Great article/interview on Harvard Business Review

When does personal development become a factor? I believe more than ever that an improvement in revenue and profits also relies on developing the skills and wisdom of the team and leaders.

Each day your business is evaluated by potential buyers, people using social media, publishers, critics, competitors, and employees. In the new world of media, much is revealed… for better or for worse.

There is an opportunity to be nominated for an award, but as people look at the opportunity, they are not able to think of any company or person who “deserves” the award. Or they might be thinking “Nominations take time and effort. No person or company I can think of is worth that much effort”.

Here are examples of awards you can be nominated for – or you can nominate another:

• PSBJ's Innovation Awards
  
• Leaders in Health Care Awards 2017
• SBA Small Business Award Nominations for Hawaii Open for 2017
• National Small Business Week Awards
• Small Business Person of the Year
• 100 Best Companies to Work For Awards 2017
• 2017 Washington Manufacturing Awards
• Stevie Awards for Sales & Customer Service

There are many associations and chambers of commerce that offer annual awards to recognize the outstanding achievements. Those people or businesses who receive awards are rewarded… with more business. People like doing business with those who have achieved success.

Some will not care about the award in and of itself as they serve not for fame but for purpose (and profit). They still recognize awards as a symbol of how their team is serving well.

Below are questions to ponder and answer. Use this opportunity to “raise the bar” with the mindset of “Good enough today is not good enough tomorrow.” The thoughts below will help you move your “good” to a new level.