Leadership expert reveals the secret to transforming the ordinary into the extraordinary.

Choosing to Be Extraordinary: The Fred Factor

Mark Sanborn, president of ⁤Sanborn and Associates and a professional speaker on leadership, shared with NTD his message of what it means​ to‌ be extraordinary.

Mr. Sanborn said his message ⁤is⁣ underlined by what he calls the “Fred Factor,” based on a man who inspired⁣ him⁢ with true⁤ passion for what he ⁣does. ⁣It is through Fred⁤ that Mr. Sanborn learned about the real meaning of leadership and that ‌being extraordinary is simply a choice.

He highlighted four main principles that set the foundation for becoming extraordinary.

The​ overarching principle for all my work is that nobody can prevent you from choosing to be extraordinary. To be extraordinary is a choice. You may not be encouraged⁣ or rewarded for it, you ‍might not have been ​taught how to ‍do it, but, ultimately,⁢ we make​ that choice.

Mr.‍ Sanborn added that another determining factor is the building of relationships. Even just starting by building connections that lead to shared moments of affinity, this will eventually build into a ⁢relationship.

“It ⁢takes about five connections to begin to⁣ form a⁢ relationship. So over time, we​ can build relationships with the people we live and work with,” he told NTD.

The third principle is based on adding ⁤value to anything we do. This​ does not have ⁢to incorporate any ⁤kind of ‍financial investment ⁢or financial sacrifice, but merely giving the best ⁤of ‍oneself, being ‍creative ‌and imaginative. ​The final principle, ⁢he said, is reinventing oneself every day.

“The⁤ ultimate Fred is excited, not because he or she‌ has to do ⁤these things, but because they can, they⁣ choose to,” ⁣he said.

Mr. Sanborn said that these principles are⁣ key to being⁣ a strong ‍leader, not just in one’s private life but also ⁢at ‌work. He‌ once again emphasized ‘FRED,’ although this time as ‍an ‍acronym that can enable ‌one to remember important‌ concepts.

“The ‘F’ is for ‘Find the ones you’ve already got.’ You’ve got a lot of great people in⁣ your organization. But it’s so easy to⁢ be ⁣distracted by the few ⁢underperformers, the problems,⁤ the‌ troublemakers,‌ so don’t take the good ​performers you⁤ have for ‍granted—recognize and reward them. And that’s really ​what ‌the ‘R’ is about as far as the recognition and the reward,” he said. “Once you’ve identified those people, let​ them ​know you appreciate them.”

The “E” is for educate,‌ while the “D” he said “is the key to leadership.” ‍He said it ⁢stands for “demonstrate it.” ⁤Rather‍ than making people do something, one should lead by example.

“I think what you can do is invite people​ into greatness,⁣ not through some kind of arrogance, but just by choosing to ⁣be a role model ​for what it’s like to do the⁢ things⁤ that Fred did,” he said.

As Mr. Sanborn explained, before embarking on a quest to become a good leader, one should examine one’s motives ⁤for wanting to do so.⁢ If one’s motives are purely based on​ personal ambition and recognition, these are very short-lived. One has to⁢ have ​a big