To Succeed Today, Forget The Old Business Myths

Alexandria Levit found myths that people believe, even though they do not work for 98% of all truly successful people.  She decided it was time to debunk these myths because they are more dangerous and less viable than ever given this post-recessionary climate of ethical scrutiny and intense competition. 

Myth 1: Overnight success is possible

Most people persevere for a long time and experience several setbacks before achieving an objective level of success. You’ll be best served if you are able to move your dream forward a little bit at a time and are able to cope when things temporarily go south.

Myth 2: Controversy will propel your career

Being controversial usually generates attention for a little while, but people will probably not trust you in the long run. Instead, work to incorporate the tried-and-true values of honesty and authenticity into your daily work life.

Myth 3: Employers want you to be yourself

While employers value the unique set of skills and experiences you bring to the table, they expect you to tow the line with respect to company rules and conduct. You won’t get away wearing ripped jeans to a client meeting because that’s your personal style, and you must learn to be politically sensitive and diplomatic even if someone has wronged you.

Myth 4: Being good at your job trumps everything

You can be the most effective employee your company has ever hired, but if your contributions aren’t visible and people don’t value what you do, it simply won’t matter. So instead of slaving over your job, spend a little more time devising ways to promote the great work you’re doing.

Myth 5: It’s best to climb the ladder as fast as possible

Getting promoted year after year requires a near-constant vigilance as well as a laser sharp focus on work—often to the detriment of everything else in your life. Higher titles usually bring longer hours, heavier responsibilities, and more politicking with them.

Myth 6: You’ll get more money because you’ve earned it

The media is full of stories of people who rake up six- and seven-figure salaries because they played their cards right. But what about the unsung millions who came to the table with the same hand? More often than not, compensation is about business realities, HR mandates and office politics—not performance.

Myth 7: The problem isn’t you—it’s the organization

People job jump constantly because of this one, but the truth is, the same situations crop up in Corporate America over and over. Don’t handicap your progress: Learn self-awareness and change your own thinking and behavior instead of waiting for the company to adapt to your needs.

Myth 8: You won’t get laid off—you’re too essential

People should aim to be indispensable at their jobs, but company loyalty to employees is a thing of the past. While consistently trying to add value to your organization is a good move, sometimes it isn’t enough. You need to be able to recognize when you’re on the chopping block and take active steps to prevent a bad outcome.

Myth 9: If only you could break out of Corporate America, everything would be perfect

Running a business is harder than it looks, and entrepreneurship is not for everyone. In fact, most people are better off working for large companies and receive substantial perks, like benefits, discounts and contacts which you might not want to live without.

Myth 10: Do what you love and the money will follow

Just because you have a passion for a particular area doesn’t mean you will automatically make money doing it. Some things are better off left as hobbies, but if you really think an income is possible, keep your day job and test the waters first.

Alexandra Levit, author of Blind Spots: The 10 Business Myths You Can’t Afford to Believe on Your New Path to Success

Red Hat Buys Gluster For Scale-out Storage

Red Hat is buying Gluster and its open-source storage know-how. The acquisition will give Red Hat a strong play in thescale-out file system space as it steps up competition against incumbent IT vendors to host the next generation of enterprise applications.

In a statement, Red Hat CTO and VP of worldwide engineering Brian Stevens said:  "Our customers are looking for software-based storage solutions that manage their file-based data on-premise, in the cloud and bridging between the two. With unstructured data growth (such as log files, virtual machines, email, audio, video and documents), the 90′s paradigm of forcing everything into expensive, single-system DBMS residing on an internal corporate SAN has become unwieldy and impractical."

This $136 million cash deal is just the latest instance of a big vendor buying its way into the hot scale-out storage market. Last year, for example, storage power EMC bought Isilon for its scale-out expertise. Before that, Hewlett-Packard bought Ibrix. IBM’s purchase ofStorwize and Overland Storage’s acquisition Maxiscale were all part of this cloud-inflected, scale-out storage land grab, too.

In the pricier, traditional scale-up model, lots of new nodes are piled up behind a few big, pricey controller servers. In scale-out storage, companies can add more inexpensive commodity server nodes horizontally, and such additions tend to be relatively easy and inexpensive.

Red Hat said it will continue to sell and support Gluster’s existing products, and it will also incorporate Gluster technology into other Red Hat solutions. It will sell Gluster’s services via Red Hat’s usual subscription model. Sunnyvale, Calif.–based Gluster claims 150 customers, including streaming music pioneer Pandora.

By Barb Darrow Oct. 4, 2011, 6:56am PT

Leadership, After All

The noted artist Willem De Kooning, as he aged, commented that, "you have to change to stay the same." Sometimes, as leaders, we find wisdom in rediscovering what we already know.

Having met with numerous Board members and corporate leaders recently, many seem to be off put off by the loss of control over many of the circumstances that previously could be “managed”. Many are questioning whether the old standards still apply.

We were struck by the following insight.

Recently, we asked several CEOs about future commitments, i.e. just how far forward they feel comfortable in predicting outcomes. The answer from most was one quarter... three months... astoundingly short given that when we asked this same question a few years ago, the answer was, on average, four quarters.

This suggests that in a time of uncertainty, in spite of the strength of current quarterly results, whether the light at the end of the tunnel is recovery or an out of control train speeding in our direction?

And, that it is very easy for CEOs and their boards to resist the falderal of the moment and be more easily influenced by the herd.

Our experience suggests that the most successful leaders actually embrace uncertainty. They see it as an opportunity for a re-commitment to the building blocks of excellence. As one notable CEO said to us, “the basics always win out.”

We know that ethical corporate cultures win out. We know that deep dive rigor and commitment to operational excellence, wins out. And we know that well disciplined and effective corporate governance is a huge plus in dealing with the unknown. All of this takes work and extraordinary discipline, especially today with daily fluxes and contrary information that impact how businesses do business.

The best leaders, we have observed, don’t become unbalanced by conditions that they can’t shape.  They know their troops are observing whether they are being led with calm and confidence.

However, “back to basics” doesn’t mean that leaders should stick their heads in the sand. Rather, it means stressing the “known” while being flexible to address matters beyond a leader’s control.

Today, though, there is a tendency to try and outsmart current conditions hoping to gain advantage. Many CEO’s have a fear of being left behind, and being criticized by their boards for not being more proactive. It is impossible to “map” uncertainty.

So, here's our prescription for CEOs and Directors.

Because you can't control the unpredictable, rely on what you know... that means drill deep in your business…then dig deeper.

Don’t outsmart yourself or believe that you can outsmart the markets.

For Directors, demand transparency of your CEO and be prepared to invest extraordinary time to fully comprehend the various levers of your company's value… know the how and when.

For CEOs, demand deep dive information and dig in yourself. Set the pace of expectations. Demand excellence.  Redouble your effort to communicate to all “stakeholders.” Be clear about issues, challenges and opportunities with your board and your senior team.

Be consistent, focused and relentless. Isn’t that what leadership is all about?

By Joel Koblentz on October 11, 2011, Managing Partner of the Koblenz Group