A popular post on this site, Nine Things Successful People Do Differently, provides a fabulous summary of what makes the difference between those who succeed and those who don't. But, in our experience, it misses one really important "thing': Successful people habitually turn obstacles into assets.
People who succeed at work and in life believe and act as if "everything is a gift." Well, maybe not every single thing imaginable. But assuming that everything is a gift is a good way of looking at the problems and surprises you'll encounter in any endeavor, such as, for example, in getting a new venture off the ground, obtaining buy-in with your boss, or launching a new product line in an ultra-competitive market.
Why should you react to a problem with gratitude, whether you are trying to start a business or create anything else? There are a number of reasons.
First, you were going to find out eventually what people did and did not like about your idea. Better to learn it as soon as possible, before you sink more resources into the idea, venture or product line, etc.
Second, the feedback could take you in another direction, or serve as a barrier to your competitors. You thought you wanted to open a restaurant, but a quick survey told you potential customers thought the area was saturated. But more than a few of them said they would love a place that simply had ready-to-go take out to heat up at home.
Third, you got evidence. True, it was not what you were expecting or even wanted, but that still puts you ahead of the person who is just thinking about doing something (like opening a restaurant in your neighborhood.) You know something they don't, and that is an asset. You are ahead of the game.
But what if it's really bad news. It's a disappointment. You were absolutely certain that your boss would approve your idea for a new software program, and she said no in a way that is still echoing down the corridor. No reasonable person can define what you've encountered as anything but a problem, and most people will try to solve the problem. ("Maybe she will like the idea if I go at it this way instead.") That's fine if you can. The problem has gone away and, again, you've learned something that others might not know. (The boss hates Y, but she loves Z.)
But what if you can't solve it? (She hated "Z," too.) Accept the situation to the point of embracing it. Take as a given that it won't ever change, and turn it into an asset. What can you do with the "fact" that it won't ever change? Maybe it presents a heretofore unseen opportunity. Maybe you build it into your product or service in a way that no competitor (having not acted) could imagine. Could you do it on your own? Could you take the idea to a competitor and use it as your calling card to look for the next job? Instead of resisting and lamenting it, treat it as a gift and turn it to your advantage.
For a quick exercise showing that this is easier than you think, take a sheet of paper and divide it into three columns. In the left-hand column, list the obstacles and problems that are keeping you from your goal. Then spend five minutes figuring out as many ways as possible to solve these problems, and list those in the middle column. Show your list of problems and solutions to a friend, and ask them to build on your solutions. When you can't think of anymore solutions, go back to the list of problems in the left-hand column and assume that they can't ever be solved. Now take five minutes with your friend and figure out how those problems could be an asset or an unrecognized opportunity. Put these assets in the right-hand column. Chances are good that, having completed this exercise, you'll turn at least one of your obstacles into an asset.
The thing to remember is this: Successful people work with what they have at hand — whatever comes along — and try to use everything at their disposal in achieving their goals. And that is why they are grateful for surprises, obstacles, and even disappointments. It gives them more information and resources to draw upon.
I’m sure you’ve had the experience of reaching out to shake someone’s hand, only to be surprised by a palm so limp that it feels more like a dead fish than a warm welcome. What was your immediate impression of the person? How, then, did you reassess them? If you thought it indicative of a weak character, you’re onto something.
Some years ago, researchers at the University of Alabama studied 112 male and female students whose handshakes were evaluated by four handshake coders. The coders had received one month of training and practice in shaking hands and evaluating handshakes before the study began. The students, who didn't know their handshakes were being evaluated, had their hands shaken eight times (twice with all four experimenters) and they also completed four personality questionnaires.
Results of the study, led by Dr. William F. Chaplin, showed that a person's handshake is consistent over time and is related to some aspects of his or her personality. Those with a firm handshake were more extroverted and open to experience, and less neurotic and shy than those with a less firm or limp handshake. What strikes me is that we are somehow intuitively aware of this personality evaluation filter, where something as simple as a touch significantly influences our decision-making processes.
Having worked with sensory signals throughout my career, I’ve come to appreciate how the smallest sensory details can have the greatest impact. Take, for example, the sound and feel of opening a bottle of water. You’re at least subconsciously familiar with the subtle click of a breaking seal. However, let’s say you’re in India, where the water bottles open silently. When I heard about the absence of the subtle click, I questioned the safety of the water. Apparently I wasn't alone: I remember reading about a competitive water bottler who took advantage of this, changed the top so that it clicks, and gained a competitive advantage in the water market place. People believe the water is safer.
Signals across almost every aspect of our lives affect us. It’s interesting to note that, as we become increasingly digital, we are losing many sensory signals that once surrounded us. Others, however, often replace these. We’ve come to depend on a whole new set of tones as we key in numbers on an ATM or a cell phone.
In order to investigate just how important our senses are, I initiated a small experiment exploring people’s perception of an unknown brand, based on the type of media where they were introduced to it. I wanted to look at how different media formats convey indirect messages. But, most importantly, I was interested in seeing if the physical presence of a media channel, such as a billboard, would affect a person’s sensory impression of the advertised brand.
More at FastCompany.com
Read more by Lindstrom: We Know What You Want And When You Will Buy It
Martin Lindstrom is a 2009 recipient of TIME Magazine's "World's 100 Most Influential People" and author of Buyology: Truth and Lies About Why We Buy (Doubleday, New York), a New York Times and Wall Street Journal best–seller. His latest book, Brandwashed: Tricks Companies Use to Manipulate Our Minds and Persuade Us to Buy, was published in September. A frequent advisor to heads of numerous Fortune 100 companies, Lindstrom has also authored 5 best-sellers translated into 30 languages. More at martinlindstrom.com.
