Daily Habits That Will Make You Happier

9 Daily Habits That Will Make You Happier

These minor changes in your daily routine will make a major difference in your life and career.

Happiness is the only true measure of personal success. Making other people happy is the highest expression of success, but it’s almost impossible to make others happy if you’re not happy yourself.

With that in mind, here are nine small changes that you can make to your daily routine that, if you’re like most people, will immediately increase the amount of happiness in your life:

1. Start Each Day With Expectation.

If there’s any big truth about life, it’s that it usually lives up to (or down to) your expectations. Therefore, when you rise from bed, make your first thought: “something wonderful is going to happen today.” Guess what? You’re probably right.

2. Take Time To Plan And Prioritize.

The most common source of stress is the perception that you’ve got too much work to do. Rather than obsess about it, pick one thing that, if you get it done today, will move you closer to your highest goal and purpose in life. Then do that first.

3. Give A Gift To Everyone You Meet.

I’m not talking about a formal, wrapped-up present. Your gift can be your smile, a word of thanks or encouragement, a gesture of politeness, even a friendly nod. And never pass beggars without leaving them something. Peace of mind is worth the spare change.

4. Deflect Partisan Conversations.

Arguments about politics and religion never have a “right” answer but they definitely get people all riled up over things they can’t control. When such topics surface, bow out by saying something like: “Thinking about that stuff makes my head hurt.”

5. Assume People Have Good Intentions.

Since you can’t read minds, you don’t really know the “why” behind the “what” that people do. Imputing evil motives to other people’s weird behaviors adds extra misery to life, while assuming good intentions leaves you open to reconciliation.

6. Eat High Quality Food Slowly.

Sometimes we can’t avoid scarfing something quick to keep us up and running. Even so, at least once a day try to eat something really delicious, like a small chunk of fine cheese or an imported chocolate. Focus on it; taste it; savor it.

7. Let Go Of Your Results.

The big enemy of happiness is worry, which comes from focusing on events that are outside your control. Once you’ve taken action, there’s usually nothing more you can do. Focus on the job at hand rather than some weird fantasy of what might happen.

8. Turn Off “Background” TV.

Many households leave their TVs on as “background noise” while they’re doing other things. The entire point of broadcast TV is to make you dissatisfied with your life so that you’ll buy more stuff. Why subliminally program yourself to be a mindless consumer?

9. End Each Day With Gratitude.

Just before you go to bed, write down at least one wonderful thing that happened. It might be something as small as a making a child laugh or something as huge as a million dollar deal. Whatever it is, be grateful for that day because it will never come again.

7 Reasons Why Woman Make The Best Entrepenuers

Only one in four companies in the US are run by women. Does this mean that women aren’t cut out for the suits, ties and big decisions? This subject has been debatable for a long time so we are here to clear the scene with 7 cold hard facts as to why women make great entrepreneurs.
We can see this comment section turning into battle of the sexes as we type this, haha. Enjoy this post and don’t forget to chip in your 2 cents worth.

Do Women Make Great Entrepreneurs?
Read On:

1. Women possess Strong Communication Skills and Social Intelligence .
 The digital economy requires these skills, and women enjoy a slight edge over their male counterpart (according to numerous studies). A stronger network means they will be better resourced throughout the life of the venture. By leveraging their connections, they will have to reinvent the wheel less and learn fewer lessons the hard way.

2. Female Owned Companies Tend To Offer Family And Friendly Benefits.
These include such perks as job sharing, parental leave and telecommuting. They argue that their more worker-friendly policies boost morale and lead to less turnover, less absenteeism and higher productivity.

3. Women Also Make Good Listeners.
One study found that the collective intelligence of a group rose if the group included more women. They have open minds. They’re not autocratic.”

4. Women Start Companies To Better   Work and Family Lives.
 Wealth is not their primary focus, so most remain smaller. But there are exceptions, like Martha Stewa (Omnimedia), Ruth Furtel (Ruth’s Chris Steak house), and Gillian Vernon, which make big money.

5. Women Collaborate.
Women have worked well together since the earliest female enterprises, whether dividing grains in the village or working in quilting bees. Even some of today’s cultural stereotypes have legs, for instance, women’s joint trips to the rest room!

6. Female Owners Are More Likely To Have Positive Revenues.
They prefer lower risk opportunities, and are willing to settle for lower returns. Some women feel that pushing profits is “not polite.” More women entrepreneurs are single person businesses, while men tend to have more employees. Researchers have begun focusing on the relationship between testosterone and excessive risk, thus evaluating whether groups of men spur each other toward reckless decisions.

7. Females Aren’t Afraid To Ask For Help.
Many men (not all) have difficulty asking for help when it comes to something like their very own business. Pride can sometimes get in the way. But most women don’t have a problem admitting that they’re not sure how to accomplish a certain task or what needs to be done next in the building-a-business game. This can sometimes provide an advantage in a well-spring of knowledge from
sources that help ground their business more quickly.

Zombil Muteb Nawezi

Who Do You Want Your Customers To Become

The most valuable – and valued – asset serious writers have are their readers. My best readers consistently make the best comments, critiques and criticisms. They make my work – and the work that goes into the work better. The opportunity to have readers sharpen, enhance and improve the original expression of an idea i enormously appealing and too irresistible to waste. ‘Readership’ in this medium and milieu is an anachronism and deserves to be.
That’s why I’d like to use this LinkedIn forum to run a global experiment in ‘conceptual crowd sourcing’ in collaboration with the Harvard Business Review Press.
I want to crowd source the next iteration/edition of my
first/latest ‘ebook’ – Who Do You Want Your Customers To Become? – because I know its best readers will make a provocative and insightful book significantly better. That’s the bet.
The goal isn’t pulling a Tom Sawyer or ‘stone soup- ifying’ the 2.0 version. It’s real-world testing the hypothesis that the future of strategic influence in business insight will increasingly come from annotative, collaborative and serendipitous contributions of readers who treat texts more as invitations to add value than as
information to weigh. This is how we’ll facilitate global business conversations that matter.
Forget wikis and/or comments. This is a test of whether aphorisms, anecdotes and examples can be woven into ebooks in ways that create positive-sum outcomes for all. How can we collaboratively create ‘pride of authorships’ in a digital environment dedicated to thought leadership? How can, say, a hundred different contributors make a book ten times better to appeal to millions of influentials worldwide? That’s an experiment worth running.
In that respect, this invitation embodies the ‘mission critical’ core theme of the book: innovation as customer transformation. Innovation is not just an investment in product enhancement or customer experience; innovation should be seen as an investment in your customer’s future. Treat innovation as a human capital investment in who your customers really want or need to become.
This post, this book, this experiment explores the “human capital” model of innovation influence.
Innovation must be about more than ‘meeting needs’ or
‘evoking delight.’ Successful innovation – transformative innovation – is about creating new competences and capabilities in customers and clients.
Henry Ford didn’t just facilitate “mass production;” he enabled the human capital of “driving.” George Eastman didn’t just create cheap new cameras and films; he
created photographers. Sam Walton’s Walmart successfully deployed scale, satellites and supply chain superiority that turned shoppers into higher volume, one-stop everyday low-pricing customers. Steve Jobs didn’t merely “reinvent” personal computing and mobile telephony; he reinvented how people physically touched, stroked, bumped and talked with their technologies.
Google’s core technology breakthrough may superficially appear to be “search;” but the company’s algorithms and business model is contingent upon creating hundreds of millions of smart “searchers” worldwide.
The essential takeaway is that long-term innovation success revolves not just around what innovations “do” but what they invite customers to become. ‘Who do you want your customers to become?’ is the strategic innovator’s ask. My ask is to invest a bit of your human capital into this argument: what are your best examples of how entrepreneurs, inventors, professional service firms and innovators have created new kinds of competences, capabilities and human capital in their customers? How have you seen – or experienced – innovation drive customer transformation? Where do you observe innovators sacrificing ‘customer delight’ in favor of ‘customer capital’ – and vice versa?
Do you think businesses really understand what it means to boost customer capability? Does that reflect strategic intent or is it merely a happy by product? How do you think the relentless proliferation of bio/info/nano-technologies are transforming the perception and reality of ‘human’ capital? I’m increasingly of the view that human capital today is overwhelmingly determined and defined by the technologies people use. Do you agree?
This is not a quest for validation: if your interpretation of the evidence sees the human capital of customers and clients as incidental or irrelevant to innovation, this community wants to know why. Scepticism and evidentiary challenge aren’t just welcome, they’re essential. Consensus is the enemy. Pending editorial approval, any and all comments and contributions used will be explicitly attributed – and linked – in the next HBR update/upgrade of ‘Who Do You Want Your Customer to Become?’ That is, your contribution will be recognised and shared with every other contributor and reader worldwide. Every contributor who makes an acknowledged contribution will get a ‘free’ copy of the next version of the ebook for their personal/and or professional use.(Needless to say, I fully hope and expect that I’ll be engaging wit contributors and collaborators to make sure the contributions are developed and presented in the best way(s) possible.

Zombil Muteb Nawezi

12 Metrics Sales and Marketing Should Track to Stay Accountable

Sales and marketing alignment takes work. Lots of organizations have the idea to get both teams in a room together, communicating, collaborating, and all those other warm and fuzzy things that make our hearts flutter.
Problem is, that all just turns into a lot of hogwash and
finger pointing — especially when the bottom line isn’t
getting hit — when there isn’t anything but “feelings”
to back up the discussion.
That’s why it’s critical sales and marketing should track shared goals and metrics to keep each team accountable to the other. When your two teams get on the same page with these 12 metrics — that address both quantity and quality — you’ll find it’s easier to objectively evaluate your respective performances without devolving into unproductive blame games that don’t do anything to advance your company’s goals. Here are the 12 metrics that will serve as the missing piece in your attempts at sales and marketing alignment!

12 Metrics Sales and Marketing Should Track to Stay Accountable

Quantity Metrics

1) Reach: Reach is the total of a company’s email database, social media following, blog subscribers — anyone the company can reach with content or marketing messages. This metric is key because it measures the width at the very top of the sales and marketing funnel.

2) Leads Generated: The most typical marketing metric is leads, and it continues to be an important metric. Once someone is a lead, you have their contact information and can nurture them more effectively.

3) Revenue Pipeline: Revenue pipeline takes the leads marketing generates and projects the value of that lead based on lead close rates and average revenue per sale. Revenue pipeline is a surprisingly clarifying metric because you can directly line up marketing’s efforts with sales’ quota to make sure the teams are aligned to reach the same end goal.

4) Revenue: The ultimate goal of the entire sales and marketing team: revenue. Measure this not only at the end of a quarter or month (whatever your sales cycle is) but also throughout the month compared to your goal. That way you’re not surprised on the last day of the quarter that you haven’t reached your goal. Quality Metrics

5) Visit-to-Lead %: This metric is a measure of the effectiveness of the marketing team’s calls-to-action and offers. This metric reflects the quality of the marketing team’s content and can identify any issues at the very top of the funnel. It’s also good to look at conversion rate on offer landing pages, specifically, to understand if the problem is on the initial CTA or the landing page.

6) Lead-to-Marketing Qualified Lead (MQL) %: The lead to-MQL percentage is a measure of how effective marketing is at converting leads beyond the stage of simply having someone’s contact information, to a stage of qualification.

7) Leads Presented-to-Leads Worked %: The percentage of leads worked by the sales team is a great
–not to mention quick — measure of the initial quality of leads presented to your sales team. If a sales rep simply won’t call or email a lead given to them (a hot, inbound lead!) then something is wrong with the quality of the lead, or the handoff/agreement between sales and marketing.

8) Leads Worked-to-Leads Connected %: The
percentage of leads that sales is able to connect with
reflects how likely or willing a marketing-generated lead
is to take the next step to talk with sales, and/or
reflects the effectiveness of the sales rep’s follow up
approach.

9) MQL-to-Opportunity %: The percentage of MQLs
that become opportunities is a measure of the quality of
MQLs specifically. If you see this metric going down, you
may need to reassess your criteria for a lead to be
considered an MQL.

10) Opportunity-to-Customer %: Once a lead
reaches the opportunity stage, it’s largely in the sales
person’s hands to bring it through the final stages of the sales funnel. The Opportunity-to-Customer % is a
measure of the quality of opportunities the sales team is
creating, and how effective they are at closing these
opportunities.

11) Lead-to-Customer %: The final funnel metric,
Lead-to-customer %, gives you one number on the effectiveness of your sales and marketing funnel. This is a good, single number to look at to understand how you’re doing as a SMarketing team, while the other metrics above can diagnose which stages need work.

12) Average Deal Size: Since you’re concerned about revenue more than just the number of customers, the average revenue per customer account is a key metric that can improve your company’s financials without changing any of the other metrics.

Create a free website or blog at WordPress.com.

Up ↑