Leadership – Page 8

When Big Problems Call for Big Solutions

Posted on February 16, 2015 by Scott

Emily had a problem.

It had been fourteen years since her father-in-law, John Roebling, had been commissioned by the city of New York to build the world’s longest suspension bridge. But Roebling died even before construction began. While taking some measurements for the bridge’s footings, his foot was crushed by a boat. He died from tetanus within weeks.

The job of overseeing the bridge’s construction fell to Roebling’s son, Washington. Unfortunately, he too met with tragedy. Long hours working inside one of the large, airtight chambers on the floor of the river – called “caissons” – Washington developed decompression sickness. The affliction didn’t kill him, as it had many others; but it did leave him incapacitated and unable to visit the project site.

Suddenly Washington’s wife Emily found herself acting as job foreman. It was a difficult undertaking. She had no background in engineering and most considered women incapable of handling such a complex project. But Emily set about educating herself in the art of bridge-building. Every day she carried her husband’s instructions to the more than 600 workers toiling away at the river.

Finally the bridge was finished. Over 150,000 people walked across the bridge from Manhattan to Brooklyn. They were led by President Chester Arthur and Emily Roebling. Speeches, cannon fire, and fireworks celebrated the accomplishment.

But as I said, Emily had a problem.

You see, suspension bridges were still a relatively new form of construction. Critics had long labeled them unstable and incapable of carrying the kind of weight associated with regular foot and automobile traffic. As if to drive that point home, a stampede took place just six days after the bridge opened. Rumors began to spread that the bridge was collapsing and twelve people died in the mad rush to reach safety. After overcoming more than a decade of overcoming adversity and tragedy, the bridge seemed destined for failure once again.

Big projects come with big challenges. It takes a strong leader to turn them into big successes. Too often, the temptation is to back off and play it safe. Big moves could only make things that much worse. But sometimes, a big move is exactly what it takes. Sometimes, you need a big move in order to shake things up and change peoples’ minds.

Emily Roebling knew it would take something big to overcome this latest blow. She needed to make a statement – a very public statement – regarding the bridge’s safety. And to accomplish this, she reached out to the world’s biggest showman – PT Barnum. If anyone could help her out of this jam, it was Barnum.

And so, on May 17, 1884, P.T. Barnum led 21 elephants across the bridge. At the front of the line was Jumbo, the star of Barnum’s world-famous circus. The crowds followed and the bridge’s reputation was saved.

Do you have a big problem? Are you tempted to play it safe? To move carefully and avoid risk? Maybe that’s the right thing to do. Or maybe it’s time to take a chance. Maybe it’s time for move just as splashy as the problem you’re facing. Maybe it’s time to go big.

Lead Like Santa Claus

Posted on December 15, 2014 by Scott

I was looking through some files this weekend and came across my notes from a webinar I attended a few years ago. It was entitled “The 10 Branding Secrets of Santa Claus.” According to presenter Steve Miller, these very specific and deliberate actions provide Santa Claus with “uncopyable superiority.” I love that term.

As I listened to each point Mr. Miller made, I couldn’t help but think about the potential that lies within each business. I believe we are all in a unique position to provide a level of service and partnership to our customers that simply cannot be rivaled by the competition. Those who choose to capitalize on their strengths and outhustle the rest always rise to the top. And so I thought I would share these points from the presentation with you.

The 10 Branding Secrets of Santa Claus

Santa manages expectations. If you’re good, you receive gifts. It pays to listen to Santa Claus.
Santa makes a BIG promise. Compare gifts given for any other holiday – they just don’t compare to the expectations surrounding Santa’s visit.
Santa facilitates referrals. Everyone talks about Santa. Parents even send their kids to him.
Santa creates long-term relationships. Year after year, people turn to Santa with their Christmas wishes.
Santa owns the date. From a business perspective, December 25th is Santa’s day.
Santa delivers an experience. My daughter Abby is 15. She’s known “the truth” about Santa for a long time. But she still gets super-excited every year. And I do too.
Santa owns a color. Who else wears a red suit, cruises around in a red sleigh, and totes a giant red bag?
Santa looks different. You’re not going to confuse Santa with anyone else. Attempts to copy him are laughable.
Santa reinforces his myth. Stores invite kids (and adults) to visit Santa. New movies are made about him every year. Even NORAD tracks his progress! He makes it easy for everyone to buy into his brand.
Everything about Santa walks the talk. Everything about Santa – his North Pole workshop, the elves, the reindeer, the milk and cookies by the chimney – reinforces his story and his brand.

I hope each of you are as excited about 2015 as I am. I hope these observations stir your imagination. And I look forward to working with each of you as you catapult your business into a position of “uncopyable superiority.”

Merry Christmas!

Give Thanks. No, Really Give It!

Posted on November 24, 2014 by Scott

Tis the season to be thankful, right? By now you’ve probably read a number of Facebook posts or newspaper articles about the origins of the Thanksgiving holiday; so I won’t bore you with those details. Suffice it to say that the fourth Thursday in November has become the traditional day of the year to express gratitude for the blessings you enjoy. Now, obviously, you should be thankful throughout the year, not just on a particular day. Thanksgiving is just the day we set aside time to really think about it.

But what about those other 364 days of the year? Shouldn’t we make a special effort to express our gratitude every day? Don’t you like it when someone tells you “Thank you” or goes out of their way to show appreciation for something you’ve done?

Author and speaker Stephanie Chandler thinks so. She’s compiled a list of 12 Ways to Thank Your Customers. These are all pretty basic ideas and most of these suggestions have been discussed in our basic sales & service training classes. See how many of these you already have in place.

Greeting Cards. Think of all the major, minor, and wacky unofficial holidays on the calendar during the year. Why not send out a card to celebrate with your customer?
Personal Notes. Forget the email or form letter. Pull out the stationery and a pen. Now write a few short lines that mean something personal to your customer.
Invitations. Call up a customer and invite them to come in for some face-to-face time. Call it a portfolio review or research study. Spend some quality time listening to your customer and see what a huge impact it makes.
Small Gifts. They don’t have to be lavish or expensive. They just have to say “I was thinking of you.”
Food. We like getting food at work right? Why not return the favor?
Gift Cards. Know what your customer likes? Get them a gift card to their favorite store or restaurant. Don’t know what they like? Try Amazon!
Referral Rewards. When a customer thinks enough of you to refer new business your way, it’s time to say “Thank You!”
Reverse Referrals. I’ll bet your business customers like to receive referrals too.
Customer Appreciation Days. Plan something around Founder’s Day or Customer Appreciation Week. Or just choose some arbitrary day and make it special.
The Gift of Information. See an article or book you think might interest your customer? Why not send it their way with a special note?
Host Events. Hosting an open house or cook out is an easy way to show your appreciation.
Life Events. Did your customer receive a promotion? Did a son or daughter graduate? Did they get married, open a new location, or close a big sale? Let them know you noticed.

There’s no rocket science involved here. The key is to develop an attitude of gratitude and perpetuate it all the time – not just once a year. And if you don’t currently have an active “appreciation strategy,” now is the perfect time to start. Just pick one of these ideas and get to it.

I think it’s also worth mentioning that most of these suggestions also work for coworkers. That’s another group just begging for some appreciation. Whew, I don’t know about you; but I’ve got a lot of work to do.

Happy Thanksgiving!

P.S. Got a great way of saying “Thank you?” I’d love to hear about it.

Leading From the Back

Posted on October 27, 2014 by Scott

This weekend I joined a group of Boy Scouts from Troop 157 for a mountain biking trip to beautiful Palo Duro Canyon. This is one of my favorite trips of the year and, thanks to all of the rain we’ve received in West Texas recently, the views were spectacular. I’ve also recently purchased a new bike and was eager to try it out on some of my favorite trails.

The group this year was small. It seems a perfect storm of robotics meets, band competitions, and other competing activities had culled out many of the troop’s more experienced riders. At 15, my son Alex was the oldest to set out on first morning ride. I found myself in charge of a young, mostly untested gang of riders.

So, as the leader, I took a position that would best help the group achieve a successful ride … I led from the back. That’s right, I let the scouts hit the trail and I followed behind them.

Many leaders assume their place is in the front – and there are often times when the one in charge has to be out front. But I find that in the majority of cases, teams work better when the leader lets the others go first. Here are some of the advantage to leading from the back.

Leading from the back allows others to experience leadership. I had Alex, as the most experienced rider, try his hand at being the lead rider. This gave him an opportunity to choose the trail and experience the thrills before anyone else. But it also gave him a taste of the responsibility leaders carry. He had to set a pace the group could match. He had to scout out obstacles and relay warnings to rest of the team. By taking a turn at the front, he got to grow his leadership skills.
Leading from the back allows you to coach the team. From the rear of our group, I was able to assess the skill level of each rider. This allowed me to make recommendations that improved their performance and helped them enjoy the ride. For some, it was changing the height of their seat post. For others, it was suggesting a different gear to use during an uphill climb. And for others, a little encouragement was needed to help them hop back on the bike after a fall. By leading form the back, I was able to observe, coach, and motivate – things I couldn’t have done from the front.
Leading from the back allows you to enjoy the team’s success. As the last rider in the pack, I got to witness a variety of achievements. Alex set a new personal best time to the end of the Lighthouse trail. Another scout, who’d failed to finish the ride last year, made it all the way to the end this time, grinning ear-to-ear at his improvement. And all along the trail, I was able to witness small victories – incredible moments I would have missed had I been the lead rider. Seeing the members of the team succeed felt better than finishing the trip myself.

Leading is a responsibility, not a privilege. By taking on the mantle of leadership, you agree to take on the challenge of developing the skills and abilities of others. You put your desire for personal gain to the side in order to achieve something greater for the team. It may seem counterintuitive, but a successful leader is always the one who puts others first. The man in front may get the best look at the scenery, but for a leader, the view from the back can’t be beat.

Motivate Me

Posted on October 20, 2014 by Scott

Last week I joined a group of managers in Athens, Texas for a coaching workshop. This class walks managers through several processes and resources designed to help them empower their teams with the goal of improving individual and team performance. I thoroughly enjoyed the opportunity to share ideas and open discussion with so many dedicated leaders. I left exhausted and refreshed all at the same time.

One of the topics that came up repeatedly, and usually does during these workshops, was motivation. It seems that any time I speak with someone who’s responsible for the performance of others, talk eventually turns this direction. Managing people is a lot easier when they are motivated to perform. But few seem to understand how motivation works.

Motivation can be defined as “the reason for acting a certain way.” The problem with motivating other people though, is that they are people. Every person is unique and their reasons for engaging, or not engaging, in certain behaviors are unique to them. Unless you understand what’s driving them internally, you can’t effectively motivate them.

Many psychologists and sociologists have studied the concept of motivation. For years they’ve tried to identify the triggers that cause some people to approach their jobs with enthusiasm and dedication while others seem intent on giving the bare minimum. One of the first in the field was Abraham Maslow.

In a 1943 paper titled A Theory of Human Motivation, Maslow introduced his hierarchy of needs. The five levels of this hierarchy represent different drivers, or motivations, for human behavior. By uncovering what needs are driving an individual, Maslow believed you could understand why they acted the way they did. And by providing or withholding certain needs, you could then motivate someone to behave how you wanted or needed them to.

Maslow depicted the five levels as a pyramid, with the most basic of needs at the bottom. He suggested that, as basic needs are met, an individual turned their attention to higher level ones. The most basic needs – the bottom level of the pyramid – are “Physiological” needs. These include things like food, water, sleep, and air. Clothing and shelter are also physiological needs. Until these necessities are obtained, higher level needs take a backseat.

The second level consists of “Safety” needs. Here you find things like personal wellness and financial security. In the workplace, insurance and other benefits as well as job security represent safety needs.

Maslow called the third level “Belongingness.” Concepts such as family, friends, and intimacy make up this level. These may be satisfied by having friends at work, being involved in groups, and having mentors I and colleagues who take an interest in you.

At the fourth level, people address their need for “Esteem,” the need to be appreciated, valued, and recognized for their contribution. Promotions, positions of responsibility, and increasing levels of autonomy help to meet these needs.

The final level of Maslow’s hierarchy addresses “Self Actualization.” This refers to an individual’s need to engage in meaningful work. To be self-actualized, one needs to feel they are pursuing the work they are meant to do – work that taps into their innate gifts and passions. They must realize their full potential.

Many have expanded on Maslow’s work, but his theory remains a cornerstone of motivation theory. It suggests that we’re all unique, driven by our own set of goals, desires, and circumstances. And it supports the notion that managers are ill-prepared to motivate their teams – unless they get to know them.

So, what’s motivating the people on your team?

Lead Like Columbus: Make A Mistake

Posted on October 13, 2014 by Scott

“In fourteen hundred ninety-two Columbus sailed the ocean blue.
He had three ships and left from Spain; He sailed in sunshine, wind and rain.”

In January of 1492, explorer Christopher Columbus received financing from the king and queen of Spain to explore a new route to the East Indies by sailing westward. The monarchs hoped to enter the lucrative spice trade with Asia, particularly Japan. Columbus hoped to create a name for himself and gain financing for future voyages.

After months of planning, Columbus finally set out on August 3rd with 90 men aboard three ships: the Santa Maria, the Pinta, and the Santa Clara, nicknamed the Niña. He stopped in the Canary Islands for repairs and supplies, readying for the long voyage to Japan. After five more weeks at sea, the lookout spotted land. Columbus had done it, or so he thought.

In fact, Columbus had not reached Japan at all. His small fleet made landfall on an island he called San Salvador; known today as the Bahamas. Columbus continued exploring the nearby islands, convinced he had made it to part of Asia. But his report to Spain ushered in an era of exploration and colonization of the Americas. For next voyage, Columbus was provided with 17 ships, 1,200 men, and orders to establish permanent colonies in the “New World.”

Things don’t always work out like we planned. Often, the results fall far short of the intended goal. But if approach it with the right attitude, failure doesn’t have to be a negative experience. We can learn from it, discover new worlds, and create opportunities for growth.

Too many times, I feel our response to failure is all wrong. We look for a scapegoat. We identify excuses. And then we retreat – we create new rules and restrictions in an attempt to avoid future failures. Missing the mark has become unacceptable.

I’m not saying we should anticipate failure or dismiss every error. Indeed there are times when failure shouldn’t be an option. Some miscalculations are too costly, either to our reputation or the bottom line, to ignore. But we have to be careful of taking the desire for perfection too far.

You can’t live life, or grow a business, by avoiding risk or loss. You have to adopt the explorer’s spirit, like Columbus did, and venture out into the unknown. You have to aim high, and be prepared for whatever new world lies over the horizon. After all, ships were made for sailing.

Happy Columbus Day.

A Community of Service

Posted on August 18, 2014 by Scott

On the eastern edge of Pennsylvania, about 15 minutes from the Delaware River and the state of New Jersey, lies the small town of Roseto. It was founded in the late 1800’s by Italian immigrants who settled to work in the local slate quarries. Roseto would go largely unnoticed until 1961, when a chance meeting between two doctors catapulted the town into the spotlight.

Dr. Stewart Wolf, a cardiologist and Head of Medicine at the University of Oklahoma, had just delivered a presentation on trends in heart disease and heart attacks. Roseto’s resident physician was in the audience and approached Dr. Wolf with a shocking observation. Heart disease rates in Roseto were half the national average. Furthermore, he could not recall a single instance of heart attack within the high-risk 55-64 age group during the past decade.

After additional discussion over a few beers, Dr. Wolf knew a more thorough investigation was needed. He and a team traveled to Roseto and began a multi-year study of the town’s inhabitants. A study of death certificates for the prior 30 years confirmed the doctor’s statement. Incredibly, Rosetans displayed an odd resistance to heart-related illnesses. Other communities located just minutes away looked statistically identical to the rest of the United States. What could possibly account for the uncharacteristically good health of this group?

First Dr. Wolf looked at diet. But that wasn’t the answer. Rosetans ate traditional, high-cholesterol Italian foods. Sausages, salami, and meatballs were all fried in lard, and coupled with hard and soft cheeses. “Fat-free” was nowhere to be found. They also drank wine with every meal.

Next, Wolf studied their work conditions. The men, always the most at-risk for heart attack, worked long, hard days in the quarry. They came home coughing from the dust and chemicals used in the mining process. At home, they relaxed with old-style, unfiltered cigars. Aside form the work in the mines, there was no standard of exercise.

For years, Dr. Wolf and his team scrutinized every aspect of life in Roseto, trying to account for the unusually healthy inhabitants. Nothing about their diet, working conditions, or even the environment provided a clue. Then one day, he looked beyond the physical attributes of the town and turned his attention to the intangible.

Families were close-knit. Townspeople favored local businesses over larger retailers in nearby towns. There was virtually no division based on wealth. Neighbors knew each other and came to each other’s aid. Stress was virtually nonexistent.

Roseto had no crime. Zero.

In fact, everywhere he looked, Wolf saw townspeople helping each other. Rather than occupying themselves with their own gain, Rosetans seemed to be keenly focused on helping each other. No one in the town was a stranger. No one felt alone.

And a thought occurred to Dr. Wolf. A strong sense of community breeds healthy individuals. People become stronger and healthier when they band together for the common good. A community built on service will thrive despite overwhelming obstacles.

Sadly, change came to Roseto. By 1970, the strong sense of community had eroded. Young people left to pursue careers elsewhere. Outside influences changed the socio-economic makeup of the town. Fences and country clubs began to appear. Rosetans started to look and act just like people everywhere else. In 1971, the Roseto saw its first heart attack under the age of 45. Today, the town’s rate of heart disease looks just like anyone else’s.

What’s Wrong with Your Face?

Posted on July 21, 2014 by Scott

Writing about the Tour de France last week got me thinking about the history of the bicycle. Here are a few of the facts I found interesting:

* Bicycles were introduced in Europe during the 19th century.

* The modern bicycle design evolved from that of the dandy-horse.

* The first pedaled bicycle was developed in 1839 by Kirkpatrick MacMillan, a Scottish blacksmith. He is also associated with the first recorded bicycle-related traffic offense.

* The most popular model of bicycle in the world (and the most popular vehicle of any kind) is the Chinese Flying Pigeon.

* There are more than twice as many bicycles in the world as there are automobiles.

But by far the most interesting thing I uncovered was a mysterious bicycle-related illness known as “bicycle face.”

It seems that bicycle-riding enjoyed a huge surge during the late 1800’s, around the time chain-driven models were introduced. And as bicycling became more popular, it drew its share of detractors as well. Some didn’t like the congestion on the streets. Some didn’t like the impact bicycling had on fashion (women began to shun long dresses for clothing that allowed greater freedom of movement). Some bemoaned the lost art of one-on-one communication allowed by walking or taking the carriage to your destination. Thanks to a growing number of bicyclists who would opt for a Sunday morning ride over attending church, some even argued that cycling led to spiritual damnation.

Soon doctors were writing to medical journals describing the impact of cycling on one’s physical health. In addition to appendicitis, dysentery, and infertility; excessive riding, they argued, could lead to “bicycle face.” This disease was caused by the constant need to focus on balancing yourself on the bicycle while also scanning your surroundings to avoid collision with something or someone else. The anxiety produced by this level of concentration would lead to bulging eyes, flushed skin, and tense jaws. If not corrected in time, they warned, the effects of bicycle face would become permanent.

Over one hundred years later we can laugh about this obviously fictitious disease. But take a look around. How many people do you know who walk around every day with “bicycle face?”

Employees today are stressed. They’re stressed about the demands on their job. They’re stressed about the future of the company. They’re stressed about the future of the industry. They’re stressed about the next customer interaction. They’re stressed about meeting your expectations. And they’re stressed about balancing all of this with all of the other stuff that stresses them out at home. According to the American Psychological Association, the number one stressor for people 18-33 is work. And twenty percent of this group has been diagnosed with clinical depression. Now before you go thinking “Wow. I’m glad that doesn’t happen here. My employees aren’t stressed,” think again. They are.

It’s up to us as managers to address this problem. It’s up to us to address the issues causing stress amongst our employees. As work-related stress goes up, job satisfaction and productivity obviously go down. In addition, all that stress gets transferred to your customers, leaving a negative impression and impacting future business. Nobody wants to conduct business with a company full of stressed out, anxiety-ridden employees. The only ones who can make an immediate, positive impact on the organization are the leaders – and you are part of that group.

So come on fellow leaders, let’s fix this. Let’s talk to our employees and find out what’s causing all this stress. Then let’s do something about it.

After all, who wants to work all day next to Mr. Bicycle Face?

The Ten Essentials (Part 2)

Posted on July 7, 2014 by Scott

Last week I introduced the idea of “Ten Essentials” for surviving the business world, a modification of the Ten Essentials list used by the Boy Scouts of America and other outdoor adventure groups. As a quick review, the first five items on the list are:

1. Clearly defined goals and a strategy to meet them.
2. Regular education to help you stay sharp.
3. Positive influences.
4. A supportive supervisor.
5. An effective support team.

This week, we conclude the list. Here are items six through ten.

[table caption=”The Ten Essentials” width=”600″ colwidth=”150|225|225″ colalign=”left|left|left”]
,Backcountry Explanation,Business Version
6. Knife/Multi-tool,Useful for tasks as large as building an emergency shelter or as small as repairing a damaged backpack.,Job aids and worksheets – resources that help make the important jobs easier.
7. Sun Protection,Includes items such and sunscreen and a wide-brimmed hat. Used to prevent sunburn and possibly heat exhaustion.,A healthy dose of determination to keep you going when the heat is on.
8. First Aid Kit,A basic first aid kit can help prevent small injuries from becoming large problems and buy time when more advanced treatment is not readily available.,A bag of resources(people and/or procedures) you can call upon to help fix a damaged project or broken customer relationship.
9. Flashlight,Important for finding one’s way at night.,Core values to help you find your way when the decision isn’t easy or the way forward isn’t clear.
10. Fire Starter,Used to light fires for heat or cooking and for signaling purposes.,Something (or someone)to provide a motivational spark when you need it.
[/table].

Many who review the Ten Essentials list quickly conclude it’s incomplete. “What about shelter?” they ask. “Why isn’t a cell phone on the list, or at least a knowledgeable companion?” When reviewing my list of the Ten Essentials for business, you could ascertain that it’s incomplete as well. Training isn’t listed; nor is a valuable product or advanced technological resources.

Keep in mind that neither list is intended to be comprehensive. The Ten Essentials list is meant to serve as a starting point. Using these items, and nothing else, you can survive in the wilderness for a time (ideally until you are rescued or able to navigate back to civilization). The business essentials list is similarly just a starting point. Many working men and women survive each day by relying on the meager resources I’ve laid out.

Sadly, many people today see survival as the end goal. But who wants to simply survive? Survival isn’t fun. It’s hard work, requiring a constant expenditure of energy just to exist. It involves avoiding risk and adventure in favor of (hopefully) protecting what you already have. Survival is a defensive, paranoid way of thinking.

I don’t want to survive. I want to thrive. I want to grow and expand. I want to create an environment that’s comfortable and attractive. I want to build a set of circumstances where the odds are stacked in my favor, not against me. “Thrival,” not survival, is my goal.

But in order to move from survival to thrival, you have to equip yourself with more than the bare minimum. You can’t be satisfied with “good enough” or avoid taking risks. You have to adopt a growth mindset and set your eyes on a better future state. In the world of survival, the Ten Essentials list is all you need. In the world of thrival, it’s just the beginning.

Which world do you want to live in?

The Ten Essentials (Part 1)

Posted on June 30, 2014 by Scott

For the past two weeks, while you read about tightrope walkers Jean Francois Blondin and Karl Wallenda, I was backpacking around north central New Mexico with a bunch of Boy Scouts. We were at Philmont Scout Ranch, a high adventure base covering approximately 214 square miles of the Sangre de Cristo range of the Rocky Mountains. We didn’t cover the whole ranch; but we did hike almost 70 miles of the north section, including a grueling ascent of Baldy Mountain.

As part of preparations for our trek, and any outdoor adventure for that matter, we always make sure to carry the “Ten Essentials.” This list of survival items makes up the bare minimum recommended for anyone embarking on a trip into the wild. The list was first put together in the 1930’s by an outdoor recreation group called The Mountaineers. Despite advances in technology the original list has seen relatively few changes, although different groups tend to alter or add to the list to fit their specific needs.

Navigating the business world can be a lot like adventuring into the backcountry. After all, it is a jungle out there. But there are a few things you can arm yourself with in order to increase your odds of surviving – and even thriving – in the wilderness of business. So let’s walk through the Ten Essentials (The Boy Scout Version) and their working world counterparts – items I suggest you carry with you at all times. We’ll start with the first five today and finish up the list next week.

[table caption=”The Ten Essentials” width=”600″ colwidth=”150|225|225″ colalign=”left|left|left”]
,Backcountry Explanation,Business Version
1. Map & Compass,Used to determine one’s location and the best route to reach another location.,Clearly defined goals and a workable strategy to meet them.
2. Trail Food,Good for maintaining your energy.,A steady diet of education to help you stay on top of your game.
3. Water,The human body can only survive for a few days without water. Water filters or purifying tablets can be used to obtain potable water from virtually any source.,A regular stream of positive messages from those around you. Without it even the strongest wither and dry up.
4. Rain Gear,Being wet from rain may result in hypothermia – a potentially fatal condition.,Someone you can turn to who will protect you from the rainy days – ideally your immediate supervisor.
5. Extra Clothing,Multiple layers are superior to a single massive jacket. Layered clothing is adaptable to a wide range of temperatures.,A cross-functional team you can call upon as needed to help you successfully manage the various challenges you face.
[/table].