Gary Winters

Coach  Workshop Facilitator Author

Are you balancing accomplishment with fulfillment?

In an earlier post, I offered Seven Simple Rules for Being a Leader. Second on the list is: “Balance accomplishing great things with finding fulfillment in small things.” What does that mean?

I’ve seen too many leaders seek coaching late in their careers, when they realize that while they’ve accomplished amazing things, they aren’t finding fulfillment in those accomplishments.

“Is that all there is?” they ask. “Why do I feel rather empty inside?

I believe success in life comes from finding the proper balance, for yourself, between a sense of accomplishment and a sense of fulfillment. Between doing and being.

It’s not too surprising for most people the scale tips in the direction of accomplishment. We start in grade school, where we learn that high marks and rewards come much more often from what we’ve done, rather than from who we are or what we feel.

You got to the dean’s list or honor role by getting A’s in arithmetic, grammar, history, and the like – not by learning to stop and smell the roses. You probably got more rewards for what you did than for how you felt.

Nearly all time management theory is about how to get more things done (the “right” things, of course). Most of us use some form of a “To Do” list every day.

Ever stop and wonder what it would be like to create and follow a “To Be” list?

People wonder “is that all there is?” with their accomplishments because they’ve neglected the voice inside that cries out to be heard: “Fill my soul!”

As a leader, you have a compelling vision of something great. Something that will require hard work, commitment, and many hands to achieve. You dream to make the world a better place through the results of your team and you. And that’s as it should be. That’s the desire to achieve.

But along the way, don’t neglect the other side: the desire to feel fulfilled. To do that, you must remember to pause, to breathe, to reflect, and to become aware of the things that bring you joy.

As Tony Robbins has said,

Goals are a means to an end, not the ultimate purpose of our lives. They are simply a tool to concentrate our focus and move us in a direction. The only reason we really pursue goals is to cause ourselves to expand and grow. Achieving goals by themselves will never make us happy in the long term; it’s who you become, as you overcome the obstacles necessary to achieve your goals, that can give you the deepest and most long-lasting sense of fulfillment.”

What brings you a sense of fulfillment? What can you do to feel joy and contentment every single day?

Perhaps that should be on your To Do list!

“What ELSE Your Boss Never Told You” is the sequel to the very popular “What Your Boss Never Told You.” Packed inside are more tips, techniques, and insights about the challenging, but rewarding leadership position.

“What ELSE Your Boss Never Told You” is written in a conversational tone, as though you and the author were enjoying a cup of coffee and talking about the issues that emerge for new leaders. It stands alone, and/or could be read before or after the first volume, “What Your Boss Never Told You.” You can start with any chapter and read in any order you like.

if you search for a book on management, you’ll find a staggering 600,000+ books currently available. How can you narrow that down? “What Your Boss Never Told You” is the best place to start.

No textbook here – this book is short and sweet. It’s designed to help you “unpack” your new job and be effective from the first day with your new team. It contains twenty-one chapters filled with the wisdom Winters has gathered from real managers – effective, successful leaders in organizations much like yours.

Leaders make decisions every day – big and small. Most know that if they include others in the decision-making process, the quality of those decisions – and the commitment to them – will likely improve. That said, they also know it’s impractical, if not impossible, to include others in every decision they confront.

“To Do or Not To Do” tackles the question of when to make decisions on your own, and when to involve your team. It gives you a deceptively simple but proven method to determine, when you are facing a difficult decision, how to decide how to decide.

Far too many meetings are dreadful, mind-numbing, energy-draining, productivity-sapping, colossal wastes of time. As someone once said, “To kill time, a meeting is the perfect weapon.”

Here’s the deal: if you’re willing to learn and apply the techniques in “So, How Was Your Meeting?”, you’ll call fewer meetings, while vastly improving the ones you do lead. They’ll take less time, have more balanced participation, produce better decisions, and result in concrete action items for follow-up afterwards.

While there are thousands of books written for people about to retire, this may be the only book for people who manage soon-to-retire employees. Written in a casual, conversational style, “Managing the Soon To Retire Employee” will give you everything you need to know to move forward with confidence and grace.

You can be successful with Sooners. It won’t happen by chance, and it’s not a matter of pulling some management “trick” out of your hat. But you can learn how to do it, and you can apply what you’ve learned right away.

Managing friends or former peers can be awkward. When you become the boss, everything about these relationships can suddenly be uncomfortable. There’s a new set of ground rules to establish – as manager, you are going be accountable for the work performance of friends or former co-workers on the team, and they are going to have to adjust to the fact that they now report to you. Everyone involved can feel awkward and hesitant about the future. 

Have you been approached by management with an offer to promote you to supervision? Or, are you mulling over the possibility for the future? Find yourself not sure whether to accept the promotion?

If so, you’ve come to the right place. Help! They Want to Make ME a Supervisor will help you sort out a very big question: Should you accept the offer to become a supervisor? Once you’ve read this book, you’ll be confident that you’ve made the best decision for you and for your organization.