Which means I’m so excited to break into Susan Cain’s new book, Quiet: The Power of Introverts in a World That Can’t Stop Talking.

As I was poking around Cain’s website, I came across her “Manifesto” . Here are a few of my favorite (manifests?):

Solitude is a catalyst for innovation.

The next generation of quiet kids can and should be raised to know their own strength.

Sometimes it helps to be a pretend-extrovert. There’s always time to be quiet later.

But in the long run, staying true to your temperament is the key to finding work you love and work that matters.

Everyone shines, given the right lighting. For some, it’s a Broadway spotlight, for others, a lamp lit desk.

Rule of thumb for networking events: one genuine new relationship is worth a fistful of business cards.

It’s OK to cross the street to avoid making small talk.

Love is essential, gregariousness is optional.

“Quiet leadership” is not an oxymoron.

Cain’s Manifesto reminded me of the common introvert misconceptions I wrote about in my post, Debunking the Top 5 Myths About Introverts:

• Introverts don’t make good leaders.
• Introverts aren’t good networkers.
• Introverts are shy.
• Introverts don’t like people.
• Introverts would rather work alone.

Nuh-uh! [Wave your finger as you say it.]

Now go high-five an introvert and tell her she’s awesome.

Marta Steele is a partner at PeopleResults. Follow her on Twitter @MartaSteele.

For February, my book selection is Great by Choice by Jim Collins and Morten Hansen. They studied more than 20,000 companies to find the truly exceptional performers – the 10Xers – a term they coined because these companies beat their industry index by at least 10 times!

They engaged me from their first salvo, which read - We cannot predict the future. But we can create it. Their premise is that volatility, chaos, uncertainty and instability are “givens.” And trying to predict them is futile. The goal of their research was to uncover why some companies thrive in uncertainty, even chaos, and others do not.

Their findings will surprise you. The best leaders in the world:

1. Don’t have a visionary ability to predict the future
2. Aren’t bold risk-takers
3. Aren’t more innovative than less successful companies
4. Don’t embrace the ethos of “Fast!Fast!Fast!”
5. Don’t change radically in response to external factors
6. Don’t have better luck than the companies that don’t do as well.

They weren’t saying the 10Xers lacked creativity, ambition or the courage to bet big – they displayed all those traits – but these things were not what distinguished them or made them great.

Ok so what did make these leaders, and their companies, great?  It came down to three core behaviors:

1. Fanatic discipline – manifested as extreme consistency of action, which isn’t the same as regimentation or adherence to bureaucratic rules. It means staying with a program long enough to generate sustained results – not chasing every new shiny object that comes into your path.
2. Empirical creativity – using empirical evidence as the foundation for decisive action, allowing them to simultaneously make bold moves and bound their risk.
3. Productive paranoia - presuming worst-case scenarios and preparing for them, channeling fear and worry into action, developing contingency plans, building buffers and maintaining margins of safety.

In addition, they channel their ego and intensity into something larger and more enduring than themselves. They define themselves by impact and contribution and purpose.

They don’t make excuses and believe it’s up to them to correct for failure, period. They know that confidence is built from actual achievement, not motivational speeches, charisma or hope. And when they do get lucky, they have the ability to get a high return on luck that has a huge multiplicative effect.

The one overarching message from across all their research is this: greatness is not primarily a matter of circumstance; greatness is first and foremost a matter of conscious choice and discipline.

Discipline isn’t easy. It’s human nature to react – to thrive on chaos rather than thriving in it. Particularly now, when chaos is all around us. But the research clearly shows that’s not what makes a leader, or a company, great.

There are so many insightful leadership concepts in this book, I couldn’t do justice to all of them in the space of this blog. I encourage you to read it for yourself and learn about the 20 Mile March, firing bullets then cannonballs, leading above the Death Line and creating a SMaC Recipe just to name a few.

And in case you missed it, you can find my January review of the book Futurework here.

Kristi Erickson is a partner at PeopleResults. Follow her on Twitter @KMErickson.

His name was Paul, which is my husband’s name as well. My husband has not worked directly with Paul for more than 20 years, yet what he did for him has had long-lasting effects.

As we were reflecting on the time they worked together, one key theme continued to surface — there was always lots of laughter and a sense of fun when you worked with Paul. He could make something fun out of the ordinary activities in a day. For example, as they were driving from one appointment to the next, Paul had a challenge – “I’ll bet you we can make it to our next appointment before the William Tell Overture is finished playing!” He cranked up the music, put the pedal to the metal and the race was on! Of course, my husband cannot hear that music without thinking about Paul.

Paul was also a big practical jokester, so he and my husband were constantly looking for funny ways to prank one another or other unsuspecting colleagues. Paul was also quite successful in business, not only for his expertise, but also due to the relationships he built and maintained. He would host costume parties at his home at Halloween, invite people to enjoy some fun at his lake house and when he traveled to new cities, he ALWAYS embraced the opportunity to get out enjoy what the city had to offer. He was not one to just order room service and stay cooped up in the hotel. He would explore museums, local restaurants or other touristy destinations to meet and learn about others. He would get engaged in other people’s lives. Paul certainly did a lot for my husband’s career in making introductions to key people, which led to even more opportunities to grow and develop.

It’s funny how it often takes a death of someone to make us stop and reflect on our own lives and priorities. This event made me ponder the question, what will my leadership legacy be? What do I want to be known for? What do I want to be remembered for?

The reality is that we do things everyday that have an impact on others and we are typically clueless about how we have touched other’s lives. So my challenge for you is this:

1. If someone has made a huge impact on your life, let them know it! I guarantee they will be stunned and amazed and you will give them a huge gift by letting them know.
2. Think about what you want your leadership legacy to be. Write it down. Start living it. The little things you do every day is what creates your legacy.

Martha Duesterhoft is a Partner with PeopleResults. Follow her on Twitter @MDuesterhoft.

HOW that is done is the real issue, of course – because the answer varies so much from person to person. However,

With genuine confidence, interns can impress with their personality and through sincere hustle. Others achieve this through work ethic and being coachable. Still more rise above the rest through initiative, by solving problems and contributing without being asked. They are willing to contribute unabashedly with everything they have, and in doing so, will readily learn from successes and mistakes.

In the best, confidence allows them to combine all of the above. Usually identified with an ‘S’ on their chest, I will go out of my way to make sure I acknowledge their potential, support their super powers – and become a champion of their career.

What holds back those who never rise to this level, however, seems to come down to one issue: ego.

With tons of passion and/or enthusiasm on display, ego and confidence can initially be confused. The difference is that ego keeps us from asking what we think may be a stupid question, or bouncing back from a mistake. Ego holds us back by creating insecurity… generating a fear of ridicule, perhaps, or of appearing weak; arrogance is often the over-compensation. The ego doesn’t want to be told it did something wrong. Without a doubt, it is inflated ego that keeps us from being curious and coachable.

And for all of us, here’s the lesson best learned quickly: discovering the difference between ego and confidence will have a significant impact on your career.

You, at some point, are going to be insecure. Undoubtedly, you are going to be wrong. Mistakes and you may become good friends. You WILL be judged. The person confident in their ability can leverage those less-than-comfortable moments – and be all the better for the experience.

Think about this for a moment: Who do you respect most? Who do you want serving as your mentor? Who do you trust most in a team effort? Who makes the better leader? Who seems to enjoy the most success?

The confident? Or the ego?

Confidence comes from your core. Ego comes from your fear.

Choose to be confident.

About the Author: A passionate supporter of Gen Y talent, CEO and Founder of YouTern Mark Babbitt is a serial entrepreneur and mentor. Mark has been quoted in the Wall Street Journal, Mashable, Forbes and Under30CEO regarding internships, higher education’s role in preparing emerging talent for the workforce and career development. Recently, Mark was honored to be named to GenJuice’s list of “Top 100 Most Desirable Mentors”. You can contact Mark via email or on Twitter.

Change predicament

Enticing options lurk, but

What does done look like?

Until next time … wishing you business readiness success!

Kirsten Jordan is a Partner at PeopleResults. She can be reached on Twitter @Kirstenkbdb.

The average spot during the Super Bowl costs $3.5 million. There are 114 million viewers. So it only costs $.03 per potential customer. Three cents! You can’t even mail a letter for that. That seems like dirt cheap price for huge penetration! Sign me up.

Not so fast. The problem I see is one of conversion. Let’s assume everyone watched your commercial instead of making another trip past the guacamole, and let’s assume everyone of the 114 million is a potential buyer. Of the commercials that created some of the most buzz (per the USA Today Ad Meter), let’s examine them a little further …

1. Dogs Barking Star Wars.

This one is what I call WTF? As in, What’s That For? I don’t remember the product, or how it could have possibly been connected to a schnauzer in an Ewok hat. So the likelihood I’ll go out and buy the product based on that is, um, exactly 0%. Three cents, down the drain.

2. Dream Car for a Real Life.

This is a problem I like to call, “You had to go and ruin a good thing?” I remember the ad was for a car, and I remember it was about being all satisfied with your spouse, kids, dog, muffin top, and your suburban self. I even remember it was either Kia or Hyundai. The problem I see here is no one watching the Super Bowl wanted to be reminded they have a normal life. People who watch the Super Bowl are still hanging on to 2 basic tenets

1) I can do better than that. I do play in the Investment Bankers’ touch football league and I did win my Fantasy Football league this year.

2) I look better than the Halftime Show act.

3. Vampire Party

This one was all about taking something au courant and forcing it into your ad campaign like an unwilling toddler into a pair of tights.

This one almost had it–it had brand awareness. I remember it was for Audi, and it was something about an actual feature of the car. So far so good. It was about the headlights. Say what? Right. Many a time have I been car shopping and made my decision based on the wattage and ability to simulate high noon through my headlights. Do I remind you I’m not shopping for a tanning bed?

I understand it’s about creativity and the “art form” if you can call it that. My problem is it’s so much about the creativity it has lost the plot on the metrics.

Ha! If I’d told you this was a blog about metrics, you would have stopped reading long ago.

What I’d like to know is how much of that $117,000 per second translated into actual sales. Now that’s a WTF (Worth Tallying Facts).

Barbara Milhizer is a Partner at PeopleResults. She can be reached on Twitter at @mother_zen or on email at bmilhizer@people-results.com.

I’ve subscribed to Sports Illustrated (SI) for many years. I read it voraciously. I watch my mailbox on Thursdays like a hawk, eagerly anticipating its arrival. I’ve signed up for the electronic version on my eReader, so that when I’m traveling, it comes to me.

I do NOT, however, elect to receive the annual Swimsuit Edition. So they extend my annual subscription by one more week. See, I actually read the magazine for the – get this – SPORTS COVERAGE! The swimsuit edition doesn’t actually cover much of anything (and I’ll stop there) …

When is the last time YOU said “no” to something? As a consumer? As a professional? Maybe even in your personal life?

How long did it take you to answer those questions? If longer than a few seconds, then perhaps it’s been too long.

I participated in Steven Covey training many years ago on The Seven Habits of Highly Effective People. Habit #3 - Put First Things First; Covey even wrote an entire book on this particular habit. My biggest takeaway related to this habit has changed the way I manage priorities ever since. (You could say it’s become a habit for me!)

Here’s the nugget: Saying NO to one thing means saying YES to something else.

I found that concept incredibly empowering! When I could articulate to myself what I was saying “yes” to, then it became much easier to say “no” when needed. My priorities become clear to me in these situations.

For me, it’s not difficult to say NO to the SI Swimsuit Edition and YES to another week of actual sports content. It was much more difficult at work a couple of years ago to walk away from a change project when the sponsors were disengaged and clearly not investing themselves into the work.

At that time, I didn’t know if it would come back to haunt me, but I had many competing initiatives I elected to proceed with instead. It was a risky move, but I made it anyway.

What chances have you taken? How do you manage your priorities? I’d love to hear from you.

Betsy Winkler is a Partner at PeopleResults. She can be reached on Twitter at @BetsyWinkler1 or on email at bwinkler@people-results.com.

It was hard to do, but here’s my Top Ten. Here’s hoping it may offer some wisdom for you too.

1. “Everyone will tell you that you can’t have it all – it’s a lie.” At 24, when this successful female leader said this to me with such conviction, I believed her. “Some choices to be made along the way, but you can have a great family and a great career.  I’m proof of it.” And, I learned over time that she was right.
2. “No one will be more excited than you are about your work.” Great advice that people follow or listen to those who have enthusiasm and confidence in what they are doing. It’s essential.
3. “It’s never as good as you think - or as bad as you think.” As a business owner, I recall this entrepreneur’s wisdom regularly. Stay steady and look at business over a longer period and don’t measure success on daily twists and turns.
4. “Act like you have the role you want to have.” After a discussion on my career goals, this mentor told me that you have to think and act like you are already there. The rest will follow.
5. “Plan the work. Work the plan.” This was the mantra at Accenture back in the day. Countless leaders said this. These two sentences still resonate with me and it is this powerful combination that is the magic in getting stuff done.
6. “Be you – even if you are the only woman in the room.” This advice was given to me by the first senior female leader I had seen who didn’t ever hide some of herself to fit in with the guys. She was confident, fun, wise & totally respected. She personified the power of authenticity – long before Oprah said it mattered.
7. “Just because you can solve a problem, doesn’t mean you should.”  This was so counter to conventional wisdom. This wise leader’s point to me was that some problems are not yours to solve, that others need to fix it for it to work, and to consider the impact on other commitments if you jump in.  This advice gave me new respect for restraint and redefined my definition of ‘being helpful’ at work.
8. “This is not a *$#@ charity!” Now, this story of a very powerful leader who killed the idea of any employee profit-sharing is legendary in my circles. I saw up close that you have to prepare for bigger than life skepticism and when you think you have done your ROI prep – do it again. (They eventually introduced it, by the way, but not on that day.)
9. “Don’t over think it. Just tell everyone what you are doing with confidence and passion. The rest will fall into place.” Wise counsel from the most amazing business development person I have ever met. His advice to me when I started PeopleResults to just be myself and share my story has really stuck with me.
10. “Sometimes an introduction is the greatest gift you can give.” This role model had nothing to gain, but was so kind to me as I moved into my first big role.  She said, “You need to meet him,” or, “I think she can really help you – let me set up lunch,” and, “Please come join my family for dinner since you are in town.” She was the example of how connecting others was the finest form of kindness and mentoring.

We spend half of our lives at work, let’s remember our work friends when we pass out the Valentines this year. A special thank you to those who offer us such wisdom that stands the test of time.

Patti Johnson is the CEO & Founder of PeopleResults.  You can follow her on twitter @pattibjohnson or her company PeopleResults @people_results.

My question for you this Valentine’s Day, Corporate Leader, is this:

Are your employees and colleagues “feeling the love” from you?

I’m not suggesting that you take them to a romantic candlelit dinner or buy them candy hearts that say, “Be mine.”

But I am suggesting that a big part of a leader’s job is to help those you lead feel cared about, valued, and appreciated on the job.

In their research tying employee engagement to company financial performance, Gallup Consulting identified 12 core statements from workers that best predict employee and workgroup performance. At least half of the 12 statements directly relate to employees “feeling the love” …

• In the last seven days, I have received recognition or praise for doing good work,
• My supervisor, or someone at work, seems to care about me as a person.
• There is someone at work who encourages my development.
• At work, my opinions seem to count.
• The mission or purpose of my organization makes me feel my job is important.
• I have a best friend at work.

The bottom line is that when leaders are able to help those they lead “feel the love,” it’s good for them, their customers, and their organization’s bottom line.

If you’d like to “show the love” to your colleagues and can’t think of anything other than buying them candy hearts, here are a few ideas:

• Thank-you lunch – Treat a person or team to lunch after completing a deliverable to let them know you appreciate them and their contribution.
• Ask for input – Ask their opinion on a work issue you’re facing.
• Family – Remember their family members’ names and ask about them.
• Ask about goals – Ask them questions about their career aspirations and development goals. Write those down and ask again 6 months later.
• Big picture – Remind them how their roles fit into the bigger mission of the team and organization.
• Recognition – Recognize the great work done by a peer, direct report or colleague by sending a note to their bosses, copying them.
• Act on input – Take your organization’s annual employee survey seriously by involving a few people to help you review the results and feedback from your team. Develop with these people an action plan for improving engagement. Let the broader team know your plan and keep them informed of the progress you’re making.

I realize we tend not to use the “L” word at work.

However, if we’re honest, that’s a huge part of what a leader is called to do:  help people “feel the love” as they accomplish meaningful goals.

What will you do to help those in your workplace “feel the love” this Valentine’s Day?

Joe Baker is a Partner with PeopleResults. Contact Joe at JBaker@people-results.com or on Twitter @JoeBakerJr. Sign up to receive his and his colleagues’ blog at Current.

I’ve heard a lot of buzz about a book called “Behind the Beautiful Forevers” by Katherine Boo, a Pulitzer-prize winning journalist who has written an amazing story about life in the slums of Mumbai. Boo’s book is maddening, frustrating, enlightening and beautiful in its own way – and I found myself caught up in a powerful characterization - the “infrastructure of opportunity” available to people in the developing world.

The infrastructure of opportunity. The infrastructure of opportunity. I love these words – they resonate powerfully, because the imagery of solidly built systems that make life “click” and provide a pathway to seize opportunity resonates and forces me into some healthy introspection.

So … I’m challenging myself – and challenging you – to think about this concept in three ways:

- Professionally. What kind of pathways am I creating to connect a great business idea with a sponsor who has the budget to make that happen? Do I have bridges and connections with the right people who can support me/mentor me/challenge me to take the next step in my career? How do I create opportunities for others and help them build infrastructure to support achievement of their business goals?

- Personally. How many times have I “seen” opportunity and ignored the path in front of me to get there? Whether I’m trying to run that ever-elusive marathon (and NOT signing up for training like I should) or trying to get more involved with Autism Speaks (one of my passions), defining a pathway and looking at it as a process of building will help me turn my inertia into action.

- As a citizen of the world. I’m not sure it’s possible to read this book and not be motivated to take action to do something, anything, to help improve the lives of the people living in such a different reality than the world I know that I take for granted. I’m not sure how to go about supporting the building of a different infrastructure, but if there was ever a call to action to make a change, this is it.