It’s Not Failure That People Fear, it’s Criticism

It’s a fact of life; if you follow the crowd, you’ll never be highly successful.  On the other hand, the minute you step away from the crowd, you invite criticism–people judge you and make disparaging remarks about your ideas and dreams which can be hurtful.  So, how do you deal with criticism?  You focus on its positive side.  Criticism means you’re being noticed and people who get noticed have far better odds at succeeding than people who don’t.  Criticism also means that you’re doing something worth remarking on.  This makes you remarkable and being remarkable is a lot more fun, exciting and profitable than being ordinary.  Finally, even though you’re being criticized, you can take comfort in the fact that you’re on your way to fulfilling your dream while the people who are criticizing you are still mired in mediocrity.   Several weeks ago marked the 50th anniversary of the Barbie Doll.  Ruth Handler, Barbie’s creator, knew the doll would be successful when everyone told her it wouldn’t sell.  The lesson here is: If you want to be highly successful, you have to do something worth criticizing.

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About Ross Reck

Who am I? I am the author of The Engagement Formula, Turning Your Customers into Your Sales Force, The X-Factor and my popular weekly newsletter: Ross Reck’s Weekly Reminder. I'm also the coauthor of Instant Turnaround!, REVVED! and the best selling The Win-Win Negotiator. I've also spoken at hundreds of meetings, conferences and conventions throughout the United States, Canada, Latin America, Europe and Asia. My consulting clients include Hewlett-Packard, John Deere, American Express, Janssen-Ortho, Inc., Shire Pharmaceuticals, Philip Morris International, the Chicago Cubs, Rolls-Royce and Xerox. I received my Ph.D. from Michigan State University in 1977. From 1975 to 1985 I served a Professor of Management at Arizona State University. During my career at ASU I was the only two-time recipient of the prestigious “Teaching Excellence in Continuing Education” award and was identified by the university as an “Outstanding Teacher.” In 1985 I left my position at ASU to search full-time for a new "Management Model" to replace the current model with it's emphasis on authority, control and formal communication channels. Last February, I found it (it's actually a leadership model) and it's featured in my new book, The Engagement Formula: Three Simple Steps that Guarantee Full Employee Engagement.

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