Why Most Don’t Achieve Greatness…

What I have learned is that anyone can achieve greatness. Yes, I said anyone… 100% of everyone can achieve greatness. While greatness may be different for everyone, we are all still capable of achieving greatness.

The sad reality is that most people won’t and the reason is quite simple – we all have choices to make in life. These choice might be so small that you don’t even notice they are there. For example, how we respond to situations with statements “I had no choice” create excuses for why we didn’t. We hide behind these statements as an excuse for our behaviors and actions. Our choices are NOT out of our control.

So the obvious question is why so many people don’t achieve greatness. It is not that they can’t achieve it – it is that most people don’t eve try at all. Most are happy with others calling the shots in life. When we let others control our life and direction, greatness is not attainable. Most people do not want to carry responsibility for their life. So, instead they build a wall of excuses that eventually imprisons them.

Our default is to blame external factors (like our wall) for our lack of success. So there is your answer, most don’t achieve greatness because of their limiting mindset.

Don’t choose mediocre. Don’t blame others for your lake of greatness. Stop traveling the easy road to mediocre.

If you want to achieve greatness, you need these 5 things.

  1. a decision to change course
  2. a willingness to stay the new course because the journey is hard
  3. stay accountable with the help of a coach or mentor
  4. end limiting beliefs
  5. don’t give up

Once you are determined – NOTHING will stop you.

The Success Coach – http://www.maximumchange.com


What do you want?


I often ask my clients what is it that they really want in life. Then I ask them to picture it in their mind. By nature we are visual creatures. We must be able to “see” what it is that we are working toward. But knowing what you want it not enough. The dream or goal has to be enough to motivate you. But, not just motivate you – sustain you through the really tough moments.

The problem is that most want it quickly and yet the journey is long. My clients learn that they leak. We all leak – our motivation needs constant attention – constant work… This leaking in scientific terms is known as the “forgetting curve”.

What is the forgetting curve you ask? It is actually based in mathematics and it describes the rate at which something is forgotten after it is initially learned. Simply put, we leak…
So, how do we overcome the forgetting curve? Well… that is a little bit more of a challenge, especially for people with busy lives. It is all about repetition and the space of time between those repetitions. In other words, if you want to commit something to long-term memory, you have to keep it at the front of your mind constantly.

If you really want something, you are going to have to learn to deal with the fact that you leak. The quickest way to achievement is through the process of coaching, accountability, and learning.

The Success Coach – http://www.maximumchange.com

I didn’t want to post this…

I don’t usually do this, but in a moment of CLARITY I realized it needed to happen…


If you’re already hitting your life and business goals (financially & otherwise), disregard this particular email because I only want to talk to the people who are NOT hitting theirs.

By ‘hitting your goals,’ I mean actually achieving them. Not “about to achieve them” or “working on achieving them” or “just around the corner from your big break.”

There is no in between here…

Either you’re hitting them, or you’re not.

And if you’re NOT hitting them — let me tell you real quick what MIGHT be the problem. YOU.

YOU are likely the problem.

WAIT — before you clench your fists and gather up the breath to scream obscenities at the heavens… finish reading this first please.

I’ve observed that most people get ‘stuck’ in what we call make-believe realism. It’s this space that’s completely made up, which we pretend is real.

The person who is PERPETUALLY ‘almost there.’
Every Thanksgiving & Christmas they’re about to have their best year ever…

Then the next year, something didn’t work out but hey they’re about to redeem it with their “BEST YEAR EVER.”

Entrepreneurs get stuck here.

You learn a little about MINDSET and how to believe and the power of positive thinking. And then?

You trick yourself into thinking you’re ‘making it’ when you’re actually not.

Here’s some relief: you’re doing it ‘half’ right. Thinking the right way about yourself and having belief IS the start of something powerful…

But you’re missing a key piece of the equation:


We remove the things you’re doing that don’t make any sense, but you’re too close to them to see that.

People start working less, earning more money, and (BIG BONUS) being way more fulfilled… That is what we want to talk to you about, should you choose to explore the opportunity of working together.

If you’re not hitting your goals, and you see opportunities and do nothing with them, you deserve to not hit your goals.

Sorry but just speaking what’s true right now.

No more bucking responsibility…

The choice is yours. We’re here when you’re ready. START HERE
The Success Coach – http://www.maximumchange.com



Proceed with caution when rolling back programs like work-from-home

Removing programs designed to foster openness can be tricky—even destructive.

by Dr. Philip A. Foster

Proceed with caution when rolling back programs like work-from-home
Image by : opensource.com

As an evangelist for open organizations and an ambassador for open principles, I am fully aware of the challenges organizations go through when they’re trying to effect lasting change. Changing deep-rooted organizational culture should not be taken lightly. It’s something people should weigh very carefully, debate fully, and then embrace wholly.

Once your organization “steps through the gate” and adopts an open mindset, reversing the flow of power that’s unleashed is difficult. Organizations that embrace openness shift their attention from costs to the value side of doing business. In other words, they begin seeing employees as assets capable of delivering value to the organization rather than as cost centers that must be strictly managed.

Because open organizations are built on trust, accountability, transparency, and empowerment, actually reversing course and creating closed environments can be detrimental to an organization’s long-term success. Certainly, in the short-run, we know that up-ending an open ecosystem diminishes morale, trust, and (even more so) productivity. As a result, organizations that tighten their workers’ freedoms ultimately lose market share—and their best employees.

Take, for instance, the 2013 case of Yahoo ending their work-from-home policy for more than 500 employees. Public fallout and ridicule from the decision was deafening. While the number of employees who ultimately left Yahoo as a result of the decision is a bit sketchy, we know that many were not very happy with the decision. We can also look toward noted remote-work pioneer IBM, who recently announced to more than 5,500 marketing employees that it was moving away from remote-work and had decided to “co-locate” its U.S. marketing department of about 2,600 people to one of six different locations: Boston, New York, Raleigh, Atlanta, Austin, and San Francisco. This means that individuals who normally worked remotely or from another office must now move closer to one of the six offices—or resign. This move has many employees furious. They’re abandoning work on long-term projects and looking for others jobs.

No take-backs

In my book, The Open Organization, 2nd Edition, I write about leadership intervention within the confines of an open organization. We know that in the context of an open ecosystem when leadership intervenes in decisions made by their followers, they begin to erode the spirit of openness and thereby create anger and diminish trust. This is not to say that leadership intervention is unwarranted or should be avoided at all costs. This means that when a leader intervenes or holds veto over a group decision, that it should be done sparingly and the leaders must be prepared to fully explain the reason for their override. Leadership’s role in the context of an open system is protecting its First Principles and the governance models that define its openness.

When we “walk back” freedoms we give to people, we begin to break down the morale of the organization. This affects productivity and the overall happiness of the workers. As we have seen with IBM, many employees noted that they stopped focusing on long-term projects, as they were concerned with their job stability. When we remove these freedoms from our workers—when we’re clearly focused on costs rather than value—we end up creating an exodus.

We saw this happen when Zappos adopted holacracy. We watched it happen when Yahoo ended work-from-home and we are beginning to watch valuable and talented employees leave IBM.

Sending the wrong message

When we move an organization from the freedom of open to a more rigid, inflexible structure, we send the wrong message to our employees.

In the case of the work-from-home policies being taken away, we’re really communicating that we are not going to trust employees to do their work unless they’re located some place where we can monitor them. While I readily admit that working from home is not for everyone, for those who thrive in this environment, taking it away is tantamount to a demotion.

Fix what’s really broken

When I read about organizations that are walking back their work-from-home policies, I can’t help but think that it was their policies and not their people that were broken.

Stay the course. Fix real problems. Trust your employees to do the right thing.

While I understand that Yahoo and IBM are ending work-from-home policies in an effort to increase productivity, collaboration, and innovation, the resulting effect appears too frequently to be the opposite of what they set out to do. In the end, it is not the collaboration or even innovation that is broken. What we are really experiencing is an organization with ineffective processes and policies for remote work. Bringing employees back into the office will not fix the problems these organizations are experiencing. While there are many reasons why a work-from-home policy might fail, here are few of the more common ones:

Organizations fail to properly onboard individuals for remote work. Working from home is not for everyone. It requires focus, organization and technological skills among others. Organizations that properly onboard remote workers will make sure that the new hire understands the organization’s missions, vision, and processes. They communicate these often.

There is a lack of connectivity between the remote worker and the organization. Staying connected is extremely important. Communication should be conducted via video conferencing (face-to-face), and in person at on-site meetings. Companies offering work-from-home policies should remain purposeful in their desire to keep connected with their distributed workforce. Out of sight should not be out of mind.

Companies don’t properly and consistently instill their culture in their workforce. The organization must continually instill cultural values in their employees. They can do this by clearly articulating the company purpose, values, and mission.

Organizations do not give the employees the autonomy and empowerment they need to get their work done efficiently. This inhibits productivity and certainly gives the impression that the employees are goofing.

Proceed with caution

Organizations that are contemplating ending open organization programs (such as work-from-home, flexible hours, and others) should proceed with caution. The moment the organization empowers employees, they open a Pandora’s Box that’s difficult to close without damaging the fabric of the organization. Open ecosystems are extremely rewarding, and, when done right, are effective and innovative. Moving an organization to an open ecosystem is not to be taken lightly. For those that operate in an open modality, going backward is not always the right thing to do.

Stay the course. Fix real problems. Trust your employees to do the right thing.

This article originally published on OpenSource.com. Republished under Creative Commons License. 

cropped-img_0100-001Dr. Philip A. Foster is a Thought Leader focused on the Future of Work and the 21st Century Workplace. He is a prolific writer, International Lecturer and Best Selling Author of “The Open Organization” – now available on Amazon. He is an Ambassador to the OpenSource.com community and holds a Doctorate in Strategic Leadership with emphasis in Strategic Foresight from Regent University, Virginia. You can contact him at http://www.maximumchange.com