Successful Executives know when to be Still and how to be Receptive

He had a highly successful military career, distinguishing himself in many areas. When he retired after more than 30 years, he knew he would use his logistical skills and great talent for managing people to create his own company. It was his dream.

His mission? To do well by doing good.

He thought that 2009 would be his year.

He created a master business plan, lined up a team of ace managers who would help create his dream company, identified potential business partners, and began looking for capital.

While he was looking for start-up funds, head hunters were looking for him. How much did he want? $200,000, $300,000, more? Corporate America wanted him and was willing to pay to get him.

The offers were dazzling but he wasn't swayed. He could see what he wanted with crystal clarity and knew exactly how to get there.

He came so close.

Several times banks, private investors, and venture capitalists were on the verge of providing the start-up money he sought for his new business venture. It would be just a few days, they said, until they would give him the green light.

He waited. The red light turned to yellow, but the green light never showed.

Most people would have given up. Taken their marbles and gone home, or, at least taken one of the many lucrative offers coming his way to work in someone else's company.

He didn't.

Just before the year ended, he called me. He was so excited about 2010. He couldn't wait! His yellow light had now turned green.

"How did you do it," I asked. "How is it that you never gave up? It would have been so easy to put your dream company on hold and go make a zillion dollars working for someone else."

And, then, this very serious former military man with a genius for managing both logistics and people, gave a very simple answer.

"I had to be still. I had to be receptive"

What do you mean, still? Receptive?

"I had to put my head down, sit back, breathe deeply, listen, be still, and be receptive to change."

He had to shift from "action mode" to "stillness mode."

He wasn't sure what he was supposed to do next but he knew that if he were still and listening, the answer would come.

Most importantly, he didn't worry. He went on with his daily life, satisfied to know that his next best step would make itself clear at the right time.

It did.

So, Mr. Military man now turned company CEO, could you tell me again your biggest lessons?

He now believes that everything he experienced during the past two years, including: the excitement of putting together a new company; finding the "right people for the right seat on the bus;" identifying his target market; establishing relationships with executives who had the same high ethical standards as he; and then all of the disappointments, the rejections, and the waiting for responses that never came, were part of his preparation for success.

After the "pre-paving for success" period was completed, his two biggest lessons?

Be still. Be receptive.

It's that simple.