You’ll Never Hear Successful People Say These 15 Phrases

15 phrases successful people


I really enjoyed reading this list written by Sujan Patel.

If you want to become more successful as a leader or in your career, you can start by making a habit of talking and thinking more like the people you know or read about who are already successful.

Here are some phrases you’ll never hear a successful person say.

What phrases are you going to eliminate from your day-to-day conversations and thinking?

“2015 is going to be different…”

2015 New Year Clock


“2015 is going to be different…”

People are starting TODAY!!


Here’s my theory: we make all these promises to ourselves at the beginning of a new year about how everything is going to be different.

We’re going to make changes.

We’re going to be better than ok.

But we do it on a whim, and we try to do it by ourselves.

 We’re going to be ok on our own efforts…and no one can tell us otherwise.

It rarely works. It’s not bad, and it’s certainly not a disaster, but it’s not the changed life that fills our dreams.


You can read the rest here… 

You need to get “betterer” – people are counting on you to grow

Evolution of a young plant

The greatest gift you can give someone is your own personal development.

Are there tried and true principles that are always certain to help a person grow?

John Maxwell says the answer is yes.

He has been passionate about personal development for over fifty years, and for the first time, he teaches everything he has gleaned about what it takes to reach our potential.

Click the link here to read the rest on my FaceBook page.



Which Hat To Wear? Six Thinking Hats


Happy Friday morning to you! Hope you have a great weekend planned.

Do you ever had that nagging feeling that there is some aspect of an issue that you have not addressed? Or maybe in one of your meetings everyone seems to be saying the same thing? Or maybe the strongest personality in the room is overly pessimistic or optimistic so everyone else adopts the same approach? Regardless, you know that you are missing something.

Well there is a way of parallel thinking that will help you and your team fully think about and discuss issues. It is called The Six Thinking Hats. In this approach you learn how to separate thinking into six distinct functions and roles that help you to have a more robust analysis of the issue.

First is the White Hat – this aspect just deals with the information that you have or need. Just the facts.

The Green Hat deals with all the possibilities, alternatives, new concepts, and so on.

The Yellow Hat is when you explore the positives and look for value and benefit.

The Black Hat is where you look for the difficulties and dangers and explore why something might not work.

The Red Hat deals with emotions, hunches, and intuition. Here is where you express your fears as well as hopes.

The Blue Hat is the managing of the thinking process ensuring that all of the “hats” are used in the process.


So, if you want a more robust examination of an issue, try wearing a selection of the 6 Thinking Hats.

Leadership Challenge – Ideas AND Execution


I really enjoyed reviewing this resource recently.

It is “Executing Innovation: Beyond the Idea | 12 October, 2013”

With Chris Trimble, Adjunct Professor of Business Administration, Tuck School of Business

“Genius is one percent inspiration, 99 percent perspiration.”

Edison said it more than a century ago, but nobody listened. When companies get excited about innovation, they tend to invest nearly all their energies in that initial one percent.

But the real challenge is not the idea; it’s the execution of that idea.

Professor Trimble, an expert on making innovation happen in large organizations, will discuss the ideas presented in his latest book Beyond the Idea: How to Execute Innovation in Any Organization.

Execution Challenge - Beyond the Idea

Click here to watch.


The McKinsey 7S Framework – Very Useful

The model is based on the theory that, for an organization to perform well, these seven elements need to be aligned and mutually reinforcing. The model can be used to help identify what needs to be realigned to improve performance, or to maintain alignment (and performance) during other types of change.

The 7S are structure, strategy, systems, skills, style, staff and shared values & vision.

7s McKinsey


The model is most often used as a tool to assess and monitor changes in the internal situation of an organization.

Whatever the type of change – restructuring, new processes, organisational merger, new systems, change of leadership, and so on – the model can be used to understand how the organisational elements are interrelated, and so ensure that the wider impact of changes made in one area is taken into consideration.


  1. To analyse how well an organization is positioned to achieve its intended objective
  2. Improve the performance of a company
  3. Examine the likely effects of future changes within a company
  4. Align departments and processes during a merger or acquisition
  5. Determine how best to implement a proposed strategy

The Seven Interdependent Elements

The basic premise of the model is that there are seven internal aspects of an organization that need to be aligned if it is to be successful

Hard Elements – Strategy, Structure, Systems

Soft Elements – Shared Values, Skills, Staff, Style

The McKinsey 7S Framework is a management model developed by well-known business consultants Robert H. Waterman, Jr. and Tom Peters (who also developed the MBWA– “Management By Walking Around” motif, and authored In Search of Excellence) in the 1980s. This was a strategic vision for groups, to include businesses, business units, and teams.