Cómo Conseguir Todo lo que Quieres. En Serio | Inc.com

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How to Get Everything You Want. Seriously

You’d like to be successful in everything you do, of course. Here’s how to make it happen.

Getting what you want in your career and in life isn’t as difficult as it may seem. I mean it.

I’ve been very fortunate, both professionally and personally, and along the way learned seven key ways to help make it happen. In essence, I work to put others first, and to be more likeable, to end up with what I want in everything I do. I’ll be writing about this in far more detail in my third book next year.

In the meantime, here’s a sneak peak at how you can be successful in everything you do, too:

Listen First and Never Stop Listening
Listening is the single-most important skill in professional and personal relationships. Ernest Hemingway said, «When people talk, listen completely. Most people never listen.» It’s sad, but true: Most people have their own agenda and are too busy talking (or waiting to talk) to listen to you. So here’s the paradox: If you, unlike most people, can truly listen with empathy, then people will like you–and eventually help you get what you want.

Help Others
It’s perhaps another paradox, but it works: When you want something from someone, instead of asking for it, help that person get what he or she wants. If you don’t know what he or she wants, then simply ask, «How can I help you?» Since so many people are out to only help themselves, when you genuinely seek to help others succeed in their goals and dreams, you’ll stand out. And those people you genuinely help will in turn fight to help you succeed and give you everything you want. Help others first, without expecting anything–and the returns will be enormous.

Be Yourself: Authentic, Transparent, and Vulnerable
Oprah Winfrey stated, «I had no idea that being your authentic self could make me as rich as I’ve become. If I had, I’d have done it a lot earlier.» Professionals, especially of an older generation, tend to have a tough time with authenticity and transparency in the workplace. People, especially men, tend to have a tough time being vulnerable, especially with people they don’t know well. Many also aren’t sure how much to reveal online, or at work, or to people they’ve just met. But, hard as these choices may be, authenticity, transparency, and vulnerability all breed trust. And when people trust you, they’ll do anything for you. Open up to people, and take a chance, and you’ll be rewarded.

Tell, Don’t Sell
As important as it is to listen and help others, in order to get what you want, eventually you’ve got to tell people what that is. But nobody wants to be sold to. So whether it’s a product, service, idea, or yourself that you’re trying to sell–give up on «selling.» Instead, focus on telling a great story–captivating your audience, bringing to life what the future will bring, and painting a great picture of what will happen if you get what you want. When you get good at storytelling, people want to be part of that story–and they want to help others become part of that story too.

Inject Passion Into Every Interaction
Passion is contagious, but so is lack of passion. If you’re not passionate about what you’re talking about, why should someone else care? If you want something, you must be more excited and dedicated to it than anyone else. If you’re not passionate about it, maybe it’s not really that important to you. Not everyone is super high-energy and extraverted, though these qualities can help convey passion in many cases. Passion and energy alone put me through college with my first job. But ultimately, you don’t need to be bouncing off the walls to convince someone of something. You just need to reveal your true passion, in the way that’s genuine for you.

Surprise and Delight Others
You know how when you walk into a casino, there’s always a slot machine going off somewhere in the background, telling the world that another person just hit a jackpot? This is what social psychologists call variable rewards. You don’t know when you’re going to win; you just have enough positive experiences that you feel excited, even when you’re not winning. When you surprise and delight others, not only do you make them happy–you remind them that you’re the type of person who might surprise and delight them soon again. Some classic examples: bringing home flowers to your wife for «no reason»; telling a customer his order will arrive next week but then overnighting it; and now, tweeting to a random prospect that she’s won a free prize. If you go out of your way to make an experience with you special, especially when people least expect it, you will get huge results over time.

Use The Four Most Important Words in Business and Life
Say «I’m sorry» when you make a mistake and «thank you» as much as you can. These words are so simple, yet so often people overlook the importance of saying them. Everyone makes mistakes, and everyone knows that. It’s not when you make a mistake that’s a problem; it’s when you make a mistake and are too proud or embarrassed to be vulnerable, fess up, and apologize. Just say «I’m sorry» and let another person forgive you, so you can move on, and eventually get what you want. Conversely, sincere gratitude to people is a powerful emotion to convey, and opens up many doors. I send three hand-written thank you cards every morning. I send them to staff, customers, vendors, the media, and friends, and not only do I find people love receiving cards, but writing «thank you» puts me in an incredible mindset to start my day. This is not just about sending cards, though. It’s about having a deep appreciation for and wonder about the people and world around you.

Thank you for taking the time to read this. I’d love to know what you think of these seven ideas. Let me know in the comments section below.

Dave Kerpen is the CEO of Likeable Local. He is also the cofounder and chairman of Likeable Media and the New York Times bestselling author of Likeable Social Media and Likeable Business. @davekerpen

Meet the 30 Under 30, Class of 2013

Para leer el artículo directamente en el sitio web de Inc Magazine, haz click aquí: Meet the 30 Under 30, Class of 2013.

 

On this year’s 30 Under 30 list, you’ll find inventors, fashionistas, job creators, work-place innovators, serial entrepreneurs, and more than one honoree who started a business in middle school. Collectively, they make more money, employ more people, and have raised more capital than any previous 30 Under 30 list. Prepare to be awed!

–Donna Fenn

Nasty Gal

Sophia Amoruso started auctioning vintage clothing items on eBay in 2006, but ultimately found that the online marketplace cramped her style. When she launched her own website and branched out beyond vintage, young women flocked to her confidently sexy brand, Nasty Gal, and made it a cult sensation. With 269 full time employees, $49 million in venture capital, and a reported $100 in revenues, the company shows no signs of slowing down.

Read More.

BlueBridge Digital

Santiago Jaramillo (right) describes entrepreneurship as “a sickness I was born with.” The Columbia-born founder started his career in business as a boy, delivering water to his neighbors in a red Radio Flyer wagon. His latest venture, BlueBridge Digital, sells customizable mobile apps into three vertical markets: tourism, higher education, and religious organizations. Unlike competitors, he uses a subscription-based business model.

Read More.

iCracked

A.J. Forsythe (left) and Anthony Martin (right) don’t want you to stress over your cracked iPhone screen. Their company, iCracked, designs repair kits for common iPod, iPhone, and iPads damages, has them manufactured cheaply in China, and then sells them to users–either directly for about $65, or through licensed independent repairmen known as iTechs, who visit users and repair their devices.

Read More.

Asana

Facebook alums Justin Rosenstein (left) and Dustin Moskovitz (right) count some of the country’s fastest-growing start-ups among the faithful users of their task management software. Pinterest, Dropbox, Foursquare, Airbnb, Stripe, and Uber all use cloud-based Asana, which was originally developed within Facebook. Asana increases workplace productivity by allowing teams to create, collaborate on, and track tasks across an organization.

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OrgSync

Eric Fortenberry’s OrgSync is an online platform that enables universities and student organizations to communicate with and efficiently organize their members. Student leaders can manage a group’s budget, post events, track member involvement, and send out group messages, among other functions. The company has two million registered users across 40,000 member organizations on 350 college campuses worldwide.

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HireVue

If HireVue’s Mark Newman has his way, the resume may become a thing of the past. His platform enables job candidates to put their best face forward by answering employers’ questions via webcam. The videos are then stored and viewed by prospective employers, who can compare and share them, making it easier and faster to find the right employee. HireVue is growing so quickly that Newman is using his own platform to staff up.

Read More.

GitHub

P.J. Hyett (left) and Chris Wanstrath (right) built GitHub, a portal that lets Web developers collaborate on each other’s coding projects. Uploading open-source code for the public is free, but enterprise clients such as Microsoft, Walmart, and Lockheed Martin pay GitHub to keep their code out of public view, sharing it only among their own teams. The result: 300 percent year-over-year growth and a whopping $100 million in Series A funding from Andreessen Horowitz.

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BandPage

J. Sider started Bandpage in 2009 as a Facebook app where musicians could give fans updates, tour dates, and photos. Since then, the company has evolved into a platform that helps bands create stand alone websites, while offering more tools for drawing in fans. Bandpage’s latest feature, Experiences, lets fans pay for access to band perks, such as a $50 bowling game with Philadelphia indie band Free Energy or $2,500 to Skype with Ozzy Osbourne’s guitarist.

Read More.

Lark Technologies

Julia Hu’s (left, pictured with her team) Lark Technologies makes health monitors that sync with wearers’ smartphones to provide real time data and coaching on sleep patterns, nutrition, and exercise. Products such as Lark Life and Lark Pro might tell you, for instance, your optimal bedtime, or when you should go take a run. Data on the company’s thousands of users is also helping Hu create the world’s largest sleep database.

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Uptown Cheapskate

Chelsea Sloan and her brother, Scott, grew up in a family of entrepreneurs. Their parents own a chain of shops that sells gently used children’s clothing. In 2009, the siblings teamed up to launch Uptown Cheapskate, which sells used and overstock apparel that appeals to teens and twenty-somethings. The company is now a franchise of 25 stores in 13 states; the founders plan to double that number this year and are tracking for $17 million in revenue.

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Spartz Media

Emerson (left) and Gaby Spartz (right) each built their first websites at age 12. Today, Spartz Media is home to 12 web properties, including the highly popular Harry Potter fan site, MuggleNet, which earned Emerson Spartz an exclusive interview with J.K. Rowling. MuggleNet, and other sites such as DailyCute, OMG Facts, and Smartphoned, rack up 160 million monthly page views.

Read More.

SeatGeek

Russ D’Souza (left) and Jack Groetzinger (right) describe SeatGeek as “like Kayak, but for events tickets.” The platform aggregates tickets from more than 50 other sites, such as StubHub and Ticketmaster, allowing customers to score the best seats at the most economical price. The company just inked a lucrative partnership with Yahoo! Sports.

Read More.

Evatran

Rebecca Hough teamed up with her father, Tom Hough, and leveraged his expertise with electrical transformers to create Plugless Power, a system that wirelessly charges your electric vehicle. Her company, Evatran, is working with major U.S. and German auto manufacturers on an OEM product, but has already rolled out an aftermarket product for owners of Nissan Leaf and Chevy Volt.

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Solomon Group

Gary Solomon was an NYU theater and lighting design student who, eager to make his mark in his hometown, ditched the Big Apple for the Big Easy. Since then, his live event and multimedia installation production company, Solomon Group, has designed an interactive submarine installation for the New Orleans World War II museum, installed a dramatic lighting system at the Superdome, and built the broadcast sets for CBS at this year’s Super Bowl.

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MinoMonsters

Josh Buckley’s MinoMonsters is one of the top 100 grossing apps in the U.S. Three million kids play MinoMonsters, collecting teams of colorful monsters and taking them into battles. The youngest Y Combinator alum, UK-born Buckley is now set on breaking free of the gaming world into the lucrative land of licensing–games, toys, books, even movies. Think Disney and Rovio.

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Orbotix

Techstars alums Ian Bernstein (left) and Adam Wilson (right), who shared a passion for robots, founded Orbotix and built Sphero – a tennis-ball shaped robot that can be controlled with your smartphone. An expensive dog toy? More like the beginning stages of physical meets virtual world. With $7 million in funding and another $7 million on the way, the founders are working on new sophisticated robots that can be controlled remotely.

Read More.

Arvixe

Arvand Sabetian (not pictured) started Arvixe, a web hosting company, after his junior year in high school. Since then, the company has grown to $8 million in revenue and 85 employees (pictured), and has been on the Inc. 500 list for the past two years. And here’s the kicker: the company is completely virtual, with all employees working remotely. Sabetian uses software and a complicated points system to makes sure his staff is delivering 24/7 white glove customer service.

Read More.

Mutual Mobile

John Arrow (second to left), Tarun Nimmagadda (not pictured), Jason Story (left), Sam Gaddis (right), and Mickey Ristroph (second to right) started their company, Mutual Mobile, with a gimmicky app that calculated the free-fall time of an iPhone tossed in the air. But a big shift to the B2B space catapulted the bootstrapped company to $26 million in revenue, with enterprise clients in the healthcare, education, and retail industries.

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LaunchKey

Geoff Sanders (right), Yo Sub Kwon (center), and Devin Egan (left) want their new company, LaunchKey, to become the standard for passwordless authentication. Their smartphone app thwarts hackers by letting users sign into a site with a username alone. The software sends a signal to the user’s smartphone and he or she completes the sign-in by swiping the smartphone screen. The app is available free in the Apple App Store, with an Android version coming soon. And on May 31, LaunchKey’s API will be made public.

Read More.

MAZ Digital

Paul Canetti (left) and Simon Baumer (right) are making it easier for print publishers to create content for tablets and smartphones. Their DIY platform, MAZ, allows publishers (such as Inc.) to create an app, distribute it, and receive reporting and analytics on the app’s performance. Since the company’s launch in April 2011, about 100 publishers from 26 countries have signed on. In the future, the founders hope to take the app to the consumer market.

Read More.

ZenPayroll

Tomer London’s goal is to “delight” small business owners with his payroll processing and accounting software-as-a-service platform, ZenPayroll. For a fraction of the price much larger competitors charge, customers can be up and running in minutes, using a template system based on simple questions that predict the kind of payroll and accounting features they’ll need. It’s also paperless, making automatic deductions and payments for state and federal taxes, and giving employees access to their account information.

Read More.

The Adoni Group

Jordan (right) and Jensen Adoni (left) are on a mission to bring shoe manufacturing back to the U.S. The Adoni Group’s factory is based in Manhattan and produces 220 pairs of bespoke and off-the-rack shoes a day, including the GiraffeWalk leather flats that Beyonce wore in Cuba. The company also acquired the iconic skate boot manufacturer, Klingbeil, saving the troubled company from extinction.

Read More.

Video Blocks

Joel Holland’s Video Blocks is disrupting the stock footage industry. The company is an online marketplace where videographers upload content that customers can then access for a monthly subscription of $79. The Netflix-like pricing model has allowed Video Blocks to reach a mass market of schools, churches and amateur video enthusiasts in addition to professional filmmakers. Customers currently download some 25,000 clips a day, for a total of nearly 9.4 million clips since 2011.

Read More.

Course Hero

Students at 4,500 schools use Course Hero to access other college students’ notes, study guides, class notes, past course exams, flash cards, live tutoring services, and supplementary courses. Andrew Grauer, who founded the company with his twin brother, David, and Gregor Carrigan, came up with the idea as a sophomore at Cornell University, when he was laid up with a knee injury and had trouble getting to class. The site now hosts more than 7 million documents and is on track for $10 million in revenue this year.

Read More.

Marketing Zen

Shama Kabani founded Marketing Zen Group in 2009, back when few companies knew they should care about investing in social media. Widely recognized as a trailblazer in the field of digital marketing and public relations, Kabani now has a virtual staff of 30 and clients such as Haggar Clothing and the Dallas YMCA. She also wrote The Zen of Social Media Marketing, which was one of the first comprehensive best-selling guides on the market.

Read More.

Wireless Communications

Krish Patel, who worked for Verizon during college, began planning to open his first Verizon Wireless store around graduation time. Five years later, he operates 40 stores in four states and has 300 employees. He’s planning to hit 100 stores in the next five years and is predicting $55 million in revenue this year.

Read More.

Leap Motion

Imagine being able to virtually reach into your computer and manipulate objects. David Holz (left) and Michael Buckwald (right) have made that possible with Leap software. Install it on your computer and a compact controller with infrared cameras lets you use your hands to play games, move objects, draw, paint, browse the web — just as you would in the real world. The product is brand new to the market; future applications may include mobile and medical devices and cars.

Read More.

Luke’s Lobster

Luke Holden (right) and Ben Conniff (left) are bringing the Maine lobster shack aesthetic to New York City, Philadelphia, and Washington DC. Their 11 restaurants, all situated in small, simple spaces to keep overhead down, serve up lobster rolls, crab rolls, and other sea fare. Financed almost entirely with cash flow, the company did $8.5 million in revenue last year.

Read More.

Yodle

Ben Rubenstein (right), Nathaniel Stevens (nor pictured), and John Berkowitz (left) started Yodle to help small businesses transition from offline to online marketing channels. Yodle connects consumers to over 30,000 local businesses through desktop and mobile websites, SEO, and paid search advertising campaigns. The largest company on our list this year, Yodle racked up $130 million in revenue last year and has more than 950 employees.

Read More.

Think Impact

Saul Garlick’s (left) Think Impact attempts to solve the world’s most pressing problems by gathering students, corporations, conference communities, and enterprise incubators in Ghana, Kenya, Rwanda and South Africa. Along with local innovators, the groups prototype products and services such as a rainwater catch system and process for cleaner charcoal using maze. ThinkImpact also offers training and events that help university faculty develop experiential education in social entrepreneurship.

3 Errores que detienen a los Líderes

Tres errores que los líderes cometen comunmente, y que les impiden su progreso y el de su equipo.

Publicado por INC Magazine, para ver el artículo desde el sitio web de INC haz click en ésta liga 3 Ways Great Leaders Hold Themselves Back.

3 Ways Great Leaders Hold Themselves Back

Are you getting in your own way? You might be shooting yourself in the foot if you’re guilty of these three things.

By Les McKeown | Apr 24, 2013

Leadership is tough, and often confusing. To use two metaphors that frankly shouldn’t be seen on the same page together, being a leader often feels like you’re the only one driving northward in a southbound lane; or that you’ve suddenly found yourself alone, paddling a canoe through snaking river rapids. In fog. At night.

It’s difficult enough to lead, even at the best of times. The information leaders receive is imperfect and rarely timely, the resources they have at hand are usually insufficient for the challenge ahead. And in the heat of execution, communications are often garbled, imprecise, or ambiguous.

So it’s distressing to watch when a leader makes their already highly stressful and complicated job close to impossible by adding self-imposed– albeit subconscious– constraints on their ability to lead well. And surprisingly, leaders do precisely that, all the time.

In my work as an executive coach, one of the first things I have to ascertain are the ways in which a leader is making their job even more difficult, simply by getting in their own way. The ways in which this happens are manifold, of course, but three of them recur so often as to make them a useful starting point for your own self-analysis:

1. Bringing hidden presuppositions to important decisions. I see it all the time: a team of key executives get together to make a decision about an important issue or initiative, and the discussion is free, open, honest and engaged.

Pretty good, huh? What else could you reasonably expect?

Well, here’s the kicker: the discussion, great as it might be, only covered about 20 percent of the waterfront. Because of the presuppositions of one or more of the leaders (usually based on their personal history, experiences and preferences, some or all of which may or may not be relevant to the matter under discussion) a whole bunch of possible solutions or actions never even reached the table.

Presuppositions are slippery things. By their nature they are almost always held subconsciously (which means we don’t recognize the need to take them into account). They’re usually deeply felt. Most damagingly, their relevance to a specific subject matter is rarely challenged.

Try this: next time you have an important issue under consideration, take five minutes to reflect and write down all the presuppositions you’re carrying in your head regarding that decision. Don’t edit your thoughts, don’t justify or defend them. Bring them with you to the meeting, and air them with your colleagues. You’ll almost certainly have a much deeper, richer and effective discussion as a result.

2. Planning based on people rather than roles. The new strategy should include $10 million in new sales targets, but you know your sales manager doesn’t have what it takes to get you $10 million in new sales.

The next version of your product really should be two pounds lighter, but you know your head of product design doesn’t have what it takes to deliver that.

I see leaders hobble their businesses all the time because they make strategic decisions based on what their team can deliver, rather than what the market is demanding and what their business should be delivering in response.

If you have people in roles that aren’t capable of delivering what that role should, your first priority is to upskill, coach, mentor or hire that skill into your organization. Not to lower your strategic goals and settle for what the existing team can deliver for you.

Yes, I know– glib, and easy for me to say. But here’s the thing: your competitors aren’t beating you because they caught a lucky break. They’re beating you because they have better people. Because they took the time to work on their team, and didn’t compromise their strategy.

3. Welding delegation to trust. Trust is a good thing. Trust builds loyalty and welds a bond of valuable sweat equity between the trust-er and the trust-ee.

Trust also makes leaders lazy and teams weak. Why? Because it develops in the leader a default reaction when something important needs done–give it to the trusted colleague.

And a few months later, the trusted colleague is overworked, resented by others on the team and the leader has no greater bond of trust with the team as a whole than they started with.

The next time you find yourself turning to «old reliable» to get that vital task done, remember this. You’re subconsciously abdicating one of the most important tasks of leadership: The hard work involved in building and spreading trust in your team as a whole.

Download a free chapter from the author’s book, «The Synergist: How to Lead Your Team to Predictable Success» which provides a comprehensive model for developing yourself or others as an exceptional, world class leader.

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via 3 Ways Great Leaders Hold Themselves Back.