Earl Nightingale, speaker on the audio titled The Strangest Secret, starts out by explaining that out of 100 men at the age of 25 only 1 out of 100 becomes rich by the age of 65. Five out of 100 becomes financially independent. Mr. Nightingale goes further to say that the other 94 individuals do not succeed because of one common trait. These unsuccessful individuals are conforming to the wrong group...the unsuccessful people.

This is one of the brightest light-bulb moments for me. It explained so many things about teams, corporations, and audiences. Once learning this, I changed my thinking to conform to the successful people. I looked for mentors to follow and studied them carefully. I incorporated the thoughts of "Being the Best" into all my works, including my eZines, speeches and seminars. I created a bell curve slide that I use regularly to illustrate the 1:20 best and the 1:100 The Best principle!

It never fails. Every time I use it, I'm continually asked about the other side of the bell curve. The 1:20 lousy or 1:100 worst that many people come across. Some of them are bosses or higher up business executives. I hear the frustration in their voices. Each one of them sees these non-performers as the norm. Each one wondering how these individuals still have jobs or, worst yet, get promoted by doing nothing!

I studied this group after my realization of the success formula. I uncovered not only the reason for their non-performing success but why they are valued. In the words of Jon Snoddy, "If you wait long enough, people will surprise and impress you." This is true of the non-performers as well. Your success is dependant upon recognizing it, accepting its power, and making decisions accordingly.

Here are four different scenarios for the non-performers and what you should know about them.

1. Non-performing technical colleagues are everywhere. They do little. They surf the Internet. They complain or do a lousy job if you ask them to work. They become argumentative if you ask them to do anything. They are the nay-sayers on any improvement you suggest because it would mean they would have to work. These individuals need to be avoided. You have no responsibility for their actions. You do not know who their friends are or who (person or corporate system) could be protecting them. Make sure that none of your successes has their names attached. If you don't protect yourself and keep pushing for them to change, they will look for every opportunity to sabotage you. They can out-wait anyone for the right time to attack. The longer they wait, the sooner your frustration may get the best of you. Your frustration will show and make you look like you can not perform under pressure. It takes time but they will be exposed. Spending your valuable time exposing them will not make you successful. Do your job…put your name on it. You will be recognized more for what you do than who you manage.

2. Non-performing employees you manage must be handled lightly. Why are they not performing? Is it a temporary situation (eg: current family crisis)...then let it go for a bit. If it is a permanent laziness, identify who they know. If they have any relation to powerful people, let them be. If it is someone that is unmotivated...look at yourself. What can you do as a qualified manager to positively motivate them into action? Remember to look at yourself first to see if you are ?being the best manager. I've had staff that was hanging out until retirement. I called these individuals OJR (on the job retirement types). I ask for their help. I give them jobs that include socializing with their buddies-buddies that I will need when things are not going as planned.

3. Your non-performing technical manager needs to be understood. Who do they know? Are they going to lunch with their boss? This the type of person has succeeded because rotected the boss from risky failures. By doing nothing, they have protected the organization. Go against them or forcing them to work will wake up the sleepy bear to attack you. Your best bet is to perform your job. Find others in other organizations that can help you succeed (without waking the sleepy bear). Look for ways that reduce risky decisions while allowing your manager to remain uninvolved. Allow him to take the credit for your work. You will not gain anything by exposing them (it is probably already known and seen by others). Your best bet is to start looking for another opportunity or to count down the days when they have management reorganization.

4. Non-performing business users can be worked around. No job is so isolated that someone doesn't have the answers you need to build the best solution for the company. You must search out those individuals and work around the non-performers. Even if he has an executive position. Even if he is a favored son that does nothing...thus protecting the business from risk (status quo is better than the unknown). Find those that see your vision. Document any countermeasure to potential risk. In other words, be prepared.