What things should I stop doing at work immediately in order to succeed?

It’s hard to know what to advise you to stop doing, without knowing what you are doing, but let me start with this list:

Stop wasting time

We all have the same 1,440 minutes in our day. Once spent, they are lost forever. Successful people are ruthless about their time and how they spend it. Are you spending your evenings after work doing something that moves you towards your goals, or wasting it on social media. Do you spend weekends building something, or learning something new or hanging at the bar with your friends?

Stop waiting for something to fall into your lap

We’ve all heard stories about people who were in the right place at the right time and success fell into their lap. So many people walk around without a plan, “waiting” their entire life for something similar to happen.

Stop abusing your health

Your body is the machine you use to make things happen in your life. Nutrition, hydration, sleep, and activity all impact your cognitive functions: your ability to think, solve problems, make good decisions, and learn new things. If you aren’t treating your health as if you are seeking to function at a peak performance level, you are handicapping yourself. Eat like an athlete, work out like you’re training for a world-class event. Cut alcohol, tobacco, and other recreational drugs out of your life.

Stop hanging out with people that drag you down

Your peer group and your network determine what opportunities present themselves in your life. According to Jim Rohn, “you are the average of the five people you spend the most time with”, and I’ve seen this first hand.

You don’t have to abandon your friends, but you should spend more time with people you admire — people that inspire you and drive you to be more than you are today. Otherwise, you’ll just be a crab in a bucket.

Stop wasting money

Money always finds a use. You will never run out of wants or things to spend money on no matter how much you buy. All the crap you think is important or cool today will be in a dumpster a few years from now. Money is a resource that can be used to propel your life forward and leapfrog others when an opportunity presents itself.

Stop caring about what everyone else is doing

If you do what everyone else is doing, you’ll get what everyone else gets. If you want to be in the top of whatever field or activity is important to you, you need to learn what that group is doing.

Hope this was helpful.

By Bernie Klinder, Serial Entrepreneur, Investor, Consultant

This post was originally published on Quora.com.

A Myth About Time Management


(Ake Ngiamsanguan/iStock/Getty Images Plus)

It seems like everyone on your team has the same amount of time in their day, but that depends on how you look at it. Also: Design a crisis communications plan before an emergency strikes.


We all have the same 24 hours in a day. If someone is more productive than others, then they must be better at time management and have tapped into some secret productivity skills, right?

Not so fast, writes Jeffrey Cufaude in a recent post for Idea Architects.
“[W]hat is important to acknowledge, understand, and appreciate is how many of those hours are genuinely available for our discretionary use,” he writes.“And that’s where the clock starts to tell time differently.”

He goes on to describe a “Day in My Life” exercise that he has used with board members to learn more about them and “what choices are available to them about how they spend their time.” He suggests that the differences in people’s available discretionary time should be addressed on a personal and policy level.

“If we want to build more effective teams, if we want to strengthen interpersonal relationships, understanding a day in the life of others is a very good place to begin,” he writes.

By for Associations Now, a publication of the American Society of Association Executives.

How a CEO Can Handle the Stress of More Roles


(BrianAJackson/iStock/Getty Images Plus)


Studies show that executives manage more tasks and have more direct reports—and receive less feedback than they should. Successful leaders have broad networks, and know how to expand them.
When it comes to leadership, the research is clear: It’s better to be a fox than a hedgehog.

The CEO’s challenge is underscored by a “stunning lack of communication among important stakeholders.”

The idea of a hedgehog-fox divide comes from the ancient Greek poet Archilochus, who wrote that “a fox knows many things, but a hedgehog one important thing.” For most of the last century, we’ve been inclined to think of CEOs as hedgehogs, because they were generally leading companies that made singular things: Disney made kids’ movies, IBM made computers, General Electric made household electronics. Now, though, most organizations serve multiple audiences in various ways: Disney makes multiplatform, cross-generational entertainment, IBM makes technology solutions, GE makes wind turbines and medical imaging devices in addition to your toaster. By extension, the notion that a CEO needs a broader view has become more pervasive.

That requires a lot of conversation. Earlier this month, Cassandra Frangos, author of Crack the C-Suite Code, spoke on the Wharton School of Business podcast about the increasing number of direct reports a CEO has, from six two decades ago to a dozen or more now. And, she points out, some firms are dispensing with the role of the COO, giving the chief executive more direct control over operations. “I think because of what many organizations are facing, they do need to have the direct levers on the business unit,” she says. “The CEO doesn’t really want a layer in between him or herself and the business units or the different functions. Everybody configures the chief operating officer very differently, but they really are looking to have more of that direct relationship, direct access, and not a management layer in between.”

This is as true for the typical association executive as it is the Fortune 500 leader—an association CEO needs a fox-like awareness about membership, communications, advocacy, meetings, finance, education, and how technology is changing every one of those things. But the pressure this puts on CEOs is not so much to become an expert in all of those disciplines, but to become an expert in gaining the understanding they need about them to make good decisions.

In that regard, CEOs may be lacking in the support they need. A recent study of more than 400 executives by the firm Egon Zehnder [PDF] found that nearly half of respondents (47 percent) said “developing their senior leadership team was more or much more difficult than anticipated.” Moreover, CEOs are also struggling to find sounding boards. Barely half (51 percent) solicit feedback from their senior leadership team, and 24 percent said “you have to rely on your own judgment.” In the words of the study’s authors, the findings reveal a “stunning lack of communication among important stakeholders.”

That’s a serious problem, because breadth of communication plays a critical role in CEO’s success. Earlier this month AssociationsNow.com’s Ernie Smith reported on a recent study that showed that CEOs with more diverse social networks tend to be more successful. For instance, they “tended to have more access to foreign investment opportunities and often more access to new, innovative ideas.” If a CEO wants to have a hand on all of those levers, as Frangos suggests, they’d do well to better understand what kind of levers are out there, and who can best teach a leader to use them.

CEOs might bemoan the kind of support system they have, but ultimately the responsibility is theirs to develop it. As Frangos says, leadership is now “more about collaboration and innovation and not as much command and control…. Organizations are definitely creating more dynamic organizational structures, with different ways of leading their teams. Many have virtual teams and dotted-line reporting structures.”

The adaptation process, then, will require getting comfortable with not just the amount of input you receive as a leader, but with making sure you develop the capacity to solicit it. In terms of day-to-day leadership, today’s CEO needs to be more of a fox. But it would also help to be a bit like a hedgehog in terms of developing that one big thing—knowing how to communicate well with the people who can teach you what you need to know.

What do you do as a leader to get up to speed on trends in your business, and to encourage feedback from your support staff and stakeholders about them? Share your experiences in the comments.
By Mark Athitakis for Associations Now, a publication of the American Society of Association Executives.

Understanding the Important Distinction Between Community Association Managers and Property Managers

By John Ganoe, CAE, CAMICB Executive Director

A common mistake in state legislatures considering community association manager licensing – and among the general public – is to lump community association managers and property managers into the same bucket. While both are very important roles, they are distinctly different professions with functions, skill sets and responsibilities specific to each.

A community association manager can manage every type of community: condominium associations, homeowner associations, resort communities and commercial tenant associations.  A community association manager works directly with prcommunity-property-managementoperty owners and homeowners.

Property managers oversee individual rental units or a group of rental units, such as an apartment complex. They’re responsible for managing the entire property while community association managers are responsible for common areas – not individually owned properties.

“From a legislative standpoint, this incorrect categorization occurs because state legislators misunderstand the nature of community association management,” said Matthew Green, Director, State Affairs for the Community Associations Institute (CAI).  “They believe that community association management skills are identical to those of a property manager without recognizing the vastly different responsibilities of these two positions.”

This misunderstanding of the two professions often bleeds into more general conversations occurring in this space. Compounding this is the reality that there’s a slight overlap in a couple of the duties performed. For example, both property managers and community association managers supervise certain maintenance activities, such as swimming pool upkeep and trash removal. But it’s important to understand that community association managers oversee and direct all aspects of running the business operation. This means, they authorize payment for association services; develop budgets and present association financial reports to Board members; direct the enforcement of restrictive covenants; perform site inspections; solicit, evaluate and assist in insurance purchases; and, even supervise the design and delivery of association recreational programs.

Property managers are responsible for managing the actual property and therefore handle the physical assets of the unit at the owner’s request. Property managers generally oversee rental units and leases. Their responsibilities might include finding or evicting tenants, collecting rent and responding to tenant complaints or specific requests. If a property manager is responsible for a vacation or second home, he or she may arrange for services such as house sitting or local sub-contracting necessary to maintain that property.  Alternatively, an owner may opt to delegate specific tasks to a property manager and choose to handle other duties directly.

Stephanie Durner, CMCA, AMS, who is the Director of Community Management at River Landing, a private gated golf course community in Wallace, NC, views the distinction this way,

“While property managers are generally charged with overseeing physical structures that are used by people who are not the owners of the property, association managers represent the property owners themselves and are involved in just about every aspect of the overall community. For instance, if a garage door is broken at a rental house, the tenant would call a property manager or owner/landlord. But if there’s a pothole that needs repair or if a neighbor’s dog is running loose through the neighborhood, that’s a task for the community association manager who both maintains the common areas and upholds the governing rules. To me, community association management is a more holistic approach that contributes to the overall quality of life for all the owners in a community.”

Green emphasized, “While some job responsibilities are similar, community association managers have additional functions. It’s critical that community association management be recognized as distinct from property management, because association management requires a wider variety of knowledge and skills.”

“Because of this, the Community Association Managers International Certification Board (CAMICB) offers and maintains the Certified Manager of Community Associations (CMCA) credential, the only international certification program designed exclusively for managers of homeowner and condominium associations and cooperatives,” added Sara Duginske, MS, CAMICB’s Director of Credentialing Services. “Earning the CMCA credential means an individual has taken and passed the rigorous CMCA examination, proving they have a solid understanding of the business operations involved in being a community association manager.”

For community association managers, the bottom line is they understand and are experienced and knowledgeable in the many facets of running a business operation, assuring they provide the best possible service to the associations for which they are responsible.

CAMICB was established in 1995 to develop and administer the CMCA program. CAMICB insists on high ethical standards for community association managers because it not only strengthens the CMCA program, but protects consumers and associations that hire community association managers.

Bored with your job? Don’t quit! Tips for overcoming dissatisfaction

I was recently talking to a very senior executive working for a major multinational corporation who said he was feeling “underwhelmed” in his job. The job he had a few years earlier was as a commercial leader and market-facing CEO for a smaller, but still substantial business. He left that company for what he believed would be a bigger opportunity.
When I asked him why he was feeling underwhelmed, he said he didn’t feel challenged or utilized up to the level of his experience and capabilities. It wasn’t about his title or his compensation; he said those were in line with his expectations. What he had a problem with was his role, his leverage within the company, and the lack of intellectual challenge. He said, “They’re underutilizing me. I am capable of so much more. I can deliver mountains. But they have me shoveling small piles.”

Underwhelmed can be overwhelming

That specific flavor of dissatisfaction is incredibly common in executives at big corporations. I’ve heard that same sentiment hundreds of times during my career as a senior leader. I learned to spot it a mile away. An executive would be hired in from the outside, and during their first year or two, they would begin to experience withdrawal symptoms. They missed the feeling of moving mountains at their previous firm. Now they felt underutilized and underwhelmed. Some thought they were hired to do certain very high-level tasks, but the work that actually fell on them was much less important.

The way most successful executives I’ve known have tried to fight that underwhelm was by really digging into their role. They would summon a great burst of energy, bring an impressive amount of commercial intensity to their work, and get fully engrossed in it. As a result, they would deliver tasks assigned to them quickly. But as soon as the high of accomplishment wore off, they’d be back to feeling underwhelmed.

The worst way to react to corporate underwhelm is to let it affect your work and your attitude in the office. Getting depressed, moping around the halls, showing up late, losing your drive — these are things that can kill your reputation. Don’t fall into that trap.

Left unchecked, underwhelm often ends with the executive applying for a transfer or leaving the company entirely. I’ve heard more than a few colleagues say, “This isn’t worth it. I don’t want to wake up in the morning and do this anymore. I’m not having fun.”

I believe corporates should form support groups or mentorship programs for their senior teams to share, collaborate, and learn from one another’s experiences. At the time of this writing, there is a popular television series on Showtime titled Billions. It’s about a group of high achievers who run a hedge fund in New York. In the show, lead character Bobby Axelrod understands the need to constantly reprogram his high performers, so he has a full-time, in-house shrink on staff to keep them functioning at the highest level. I am not suggesting corporates rush to hire a full-time therapist, but I am suggesting that staff need someone to chat with and learn from in a safe, collaborative environment.

Pause and step back

If you find yourself suffering from corporate underwhelm, there is a strategy to combat it. That strategy is rooted in something my father used to say to me. “In any bad situation,” he would say, “you can only change yourself. You can’t count on changing the situation or the people around you.” In other words, each of us holds the power to overcome any obstacle by looking inward, not outward.

If you are experiencing underwhelm, the first thing to do is, pause and step back. Do not make rash decisions, such as blaming the employer. I’ve heard too many executives say things like, “It’s the company’s fault this isn’t working out. They’re to blame for my skills being underutilized. They should never have hired me.”

After you pause and step back, go back and review your playbook. Did you set goals for yourself that are too low? Maybe that’s why you don’t feel challenged. Can you increase your goals to make them more difficult to reach? Up your aspirations?

Study your playbook and look for hidden opportunities you may have missed. Is there an opportunity for a pivot? Can you recalibrate the playbook and get creative about reaching new or existing goals? That’s what leaders do; they constantly reassess and look for new ways forward. Consider new strategies. Brainstorm innovations. Just the exercise of reexamining your playbook with some of these steps will start to lift the underwhelm.

Remember that you were hired because of your talents and abilities. Just because you’re feeling underwhelmed doesn’t change that. Always carry yourself with regality and confidence — like the lion, no matter how much you may feel like a goat. Your team looks up to you, so always act and behave like someone who deserves their admiration and respect. You have to act like a king if you want to be treated like one.

By Vishal Agarwal bestselling author of “Give to Get.” As a Senior Leader, he has navigated corporate life for the past 24 years. He has served as a Top Global Executive for General Electric and as a senior leader at Pricewaterhouse Cooper (PwC).

6 work opportunities that can hurt your career

A constant forward trajectory is an ideal path for your career. Unfortunately, career paths are rarely a straight line, often involving experiences that can end up being a step backward rather than forward. Even a salary increase or promotion, for example, could be considered a step back if it takes you away from your passions and talents.

Maintaining a forward path is easier if you’re able to recognize opportunities that, despite some advantages, are ultimately a step backward in your career. Here are six examples.

1. Receiving a promotion that detaches you from your passion and skills

It’s hard turning down a promotion. Many of us need a steady income to cover the bills, so turning down a promotion seems counterintuitive to living life.

In an ideal situation, you’ll earn a promotion to a position that utilizes your skills and passions, though that’s not always the case. A promotion that shifts you to a department or task that doesn’t use your strengths can result in reduced work results down the line, transforming your position from secure to on the hot seat. Beyond that, an additional workload involving tasks you have no passion for can lead to increased workplace stress.

2. Accepting a speaking opportunity for an unfamiliar topic

Public speaking presents an excellent opportunity for establishing new connections and leads. Showing your expertise via public speaking helps to build your brand and enhance your integrity. However, being tasked to speak about a topic you have no interest or experience with can do the opposite, devaluing your brand and potentially showing you as unprepared and not passionate.

There’s nothing wrong with learning about a new topic to appear competent, though investing too much time and public attention on a subject beyond your specialty can detract from your actual goals and skills. If your brand exists in too many niches, others may be skeptical if you may spread yourself too thin.

3. Taking on a workload that presents no time for side projects

A promotion typically involves a heavier workload, though a job that removes any time whatsoever from your downtime is unhealthy. Side projects from some entrepreneurs, conducted away from or in the office, tend to evolve into successes. You can anticipate a heavier workload, though if it’s derailing a lucrative side project of yours, the workload may be doing more long-term harm than good.

4. Working in an industry that doesn’t align with your long-term goals

Receiving a better role at work is technically a step forward in that industry, though if you were previously considering switching industries due to passion and interest, it could be a step backward. Despite a higher salary and glowing new title, you may spend ample time deliberating what could have been if you followed your passions. Ask yourself about the potential of your current position, asking if being the CEO of your present company would satisfy you more than starting your endeavor with your passions and talents in mind. If not, the promotion may not be a positive thing, after all.

5. Staying in a job that no longer presents learning opportunities

Despite a higher salary and new title, your time spent at work can feel pointless if you’re learning nothing at all. Every industry is continually evolving, so even the highly experienced and knowledgeable in a specific niche should be learning at work on a daily basis.

However, if your new promotion puts you in a position where you do the same thing day after day or are monitoring those who are similarly disinterested, the promotion can be a step back. You could be spending your time on a creative venture with greater potential instead.

6. Having an increased role with more travel

If you love to travel and enjoy your job, then a promotion that involves ample travel can be a great thing. However, if traveling stresses you out, the new role may not be a good fit, even if you don’t mind the actual work. Traveling abroad has numerouspsychological impacts involving fatigue and lack of focus for some. Having to travel, on top of a more significant workload, can present a recipe for disaster and inefficient work results.

Sarah Landrum is the founder of Punched Clocks, a leading career advice blog. Her career development advice has been featured on Forbes, Levo, The Muse, Business Insider and other top publications. She had the honor of participating in Mashable’s #BizChats with the biggest names in the career world and was honored to have been listed as one of the top career websites and career experts to follow.

This post was originally published on Punched Clocks.

5 things you should include in a killer, post-interview thank you (template included)

Any time we interview someone, we wait to see whether they’ll write a thank you note or not. You’d be surprised how often they don’t — and that’s right about when we decide not to hire them.
Sending a post-interview thank you note can really set you apart from other candidates because it signals your continued interest and solidifies a positive impression with the interviewer. Do not underestimate the follow-up! I’ve actually had hiring managers tell me to wait to schedule a second interview until we receive a thank-you note. Yup, it’s that important.
Avoid just going through the motions, because employers will see right through a generic note. Instead, tailor your message to the specific interviewer and company by including the following:

  1. Your appreciation for the meeting (the “thank you” part!)
  2. Something specific about the interview or items discussed
  3. Why you are excited about this opportunity
  4. A brief explanation of why you’d be a good fit for the job
  5. Next steps and your contact information

Make sure to send the note (via email) within 24 hours — and be sure to send one to everyone you interviewed with, not just the hiring manager.

Still not sure what to write? Here’s an example:

Dear [interviewer name],

Thank you so much for taking time to speak with me about the [job title] position. I really enjoyed learning more about the position and your description of the day-to-day duties really helped me gain a better understanding of the responsibilities. Our conversation confirmed my extreme interest and I would be thrilled to bring my editorial experience, specifically my interview expertise, to benefit the company goals.

I look forward to hearing from you and thank you again for the opportunity to interview. Please don’t hesitate to reach out if you have additional questions!

Best regards,

[Email address]
[Phone number]

Something thoughtful and concise like that will usually do the trick — although we’ve got some other great thank you note templates right here. Now eliminate unnecessary distractions and get to writing!

By Lauren McGoodwin  This article originally appeared on Career Contessa.

This US city has the highest percentage of ‘burned out’ workers

Photo: Christian K. via Flickr

You probably think your city has a more burned out workforce than anywhere else, but you might be fooled. New research from compensation, culture and career monitoring platform Comparably, found that D.C. takes the cake for the most “burnout” among its employees.

What’s making people so stressed out? The findings — released during National Stress Awareness Month — show that “unclear goals” are the top source of stress, at 41% of those surveyed — also the top reason as last year.

Survey results were from workers at different American companies of different sizes, mostly in the tech field. So, which cities were feeling it most? Here’s the list:

  • Washington, D.C.: 63%
  • San Francisco: 60%
  • Houston: 60%
  • Seattle: 59%
  • Los Angeles: 58%
  • Boston: 58%
  • Atlanta: 58%
  • San Diego: 58%
  • New York: 57%
  • Chicago: 57%
  • Dallas: 57%
  • Phoenix: 57%
  • Denver: 56%
  • Fort Lauderdale, Florida: 55%

More men than women feel burned out in the office

The numbers show that 60% of men say they feel this way, compared to 57% of women. In relation to age, 60% of those ages 51-55 felt burned out – the most of any age bracket — with ages 18-25 coming in a surprisingly close second.

In terms of burned-out departments, 70% of those at the Executive level are experiencing the feeling, followed by HR (69%), Communications (65%) and Engineering (61%). Departments filling out the last three slots were IT (56%), Operations (55%) and Design (54%).

What workers are stressed about on the job

There are more sources of stress than “unclear goals,” although it was also found to be the most popular factor among both men (44%) and women (37%) and was the most popular response across every gender, department and age group.

Overall respondents selected both “bad manager” and “commute” as their second source of stress, (each at 16%), “difficult co-worker” at 14% and “too long hours” at 13%. Within the 18-25 age group, “unclear goals” came in first place at 41%, then “commute” (18%), followed by “too long hours” (14%), “bad manager” (14%) and “difficult co-worker” (13%).

“Research shows that decompressing daily also makes a huge difference,” Comparably CEO Jason Nazar told Ladders. “I always encourage my team to spend 15 minutes every morning starting the day with intention or meditation, and to take a 20-30 minute walk in the afternoon so that the daily stresses of the day don’t build up.”

Jane Burnett By Jane Burnett for http://www.theladders.com

Making the Tough Calls

(DNY59/E+/Getty Images Plus)

Bosses often have to make hard decisions, and delaying doing so can hurt your team and your organization.

One of the responsibilities of leadership is making the hard decisions, but all too often, leaders avoid doing so. In the short term, avoiding the tough call can prevent conflict, but in the long term, the decision can have negative repercussions on your group.

A recent article from the Harvard Business Review states that there are three reasons bosses defer tough decisions: they’re afraid of disappointing employees, they struggle with ambiguity, and they want to be seen as fair.

“Under the guise of fairness, leaders often avoid hard decisions that would separate out stronger performers from average performers, and, even more painfully, they fail to remove poor performers,” writes Ron Carucci.

He goes on to explain how failing to manage low performers can damage a team. “Differentiating levels of performance is a leader’s job,” Carucci says. “When you avoid decisions that do so, you dilute meritocracy and redefine contribution as merely one’s efforts, regardless of outcome.”

By for Associations Now, a publication of the American Society of Association Executives.

The single piece of advice that changed the course of my career

When I started my last corporate job, I asked experienced co-workers for advice and best-practices, and most of them told me something like: “Try to get in front of important people.”

That’s corporate code for sucking up.

It wasn’t my first time working for a large company. I’d seen a lot of suck ups get promotions in the past, and in a moment of weakness, I decided to listen to those idiots.

You “get in front of important people” by scheduling unnecessary meetings with random people, always saying something during meetings, pretending you’re working while you’re watching YouTube videos, and staying at the office until late when you’re not productive at all.

But sucking up didn’t feel right — I just couldn’t do it. It’s not my style. But it’s so tempting to do it because people get rewarded for that.

And who doesn’t want to get promoted? So you get lured in. That’s why I understand why people who start at corporations decide to play politics—you think it’s normal.

But “get in front of important people,” is horrible advice. Anything that is close to that, like “fake it till you make it,” or “just network your way up,” is also bad. It’s all based on appearances.

Thank god there’s another way to get rewarded.

I was lucky enough to finally meet a stand-up guy. He was a new VP in another department. We met at the elevator, talked a bit, hit it off, and decided to schedule some time to properly meet.

I thought he was very honest and confident, so I told him about the “getting in front of people” thing, and asked his opinion.

He said: “Stay out of the chit-chat. Do your work. Let your results speak for you.”

He said that he never played politics and he never applied for a manager role. He worked hard, people recognized his results, and THEY came to him with opportunities.

That’s the best piece of career advice I’ve ever received. It’s good because it’s simple. And it works for every single industry.

“Big ideas are usually simple ideas.” — David Ogilvy

But it’s also tough advice for people to take. It’s uncertain: Do your job and hope for the best. You get rewarded when you work hard.

It’s like when people say: “Good things will come in due time.”

“Yeah, right! I want to see instant results.”

Yes, and the kid wants his candy NOW. Calm down, honestly.

I get it: We’re obsessed with quick results and blueprints. We want people to tell us: Do X, and you will get Y.

But unfortunately, things are not that simple. Over the past few months, thousands of people joined my newsletter, more than a million read my articles — and from that exposure, I got new opportunities.

Want to know my exact blueprint? I HAVE NO IDEA.

I just do my work and I don’t procrastinate. I’m also not a magician. I can’t trick people to read my stuff or work with me.

No matter how many marketing hacks you use, A/B tests you run, meetings you schedule with important people, or meetups you visit — if you keep wasting time, you never get better at what you do.

Instead of always trying new things, or doing things that are not essential, try to keep things simple. Focus on your core competencies, and improve that. No gimmicks, just real work.

“Quit or be exceptional. Average is for losers.” — Seth Godin

In the end, this is the best and simplest career advice I ever got: Do your job well (you don’t even have to be the best in the world, to start; be better than average people). That’s the ONLY career advice you need. And the results will come.

If they don’t, let me know, so we can go back to sucking up. But I’m pretty sure that will never happen. For now, let’s get back to work.

This article originally appeared on DariusForoux.com.