Mariano Rivera epitomizes a strong finisher. The New York Yankee ballplayer's role says it all; he is the team's closer. As a relief pitcher, Rivera enters baseball games for one purpose: to finish them. He is the best in the business-perhaps the best closer ever-having secured over 600 victories for the Yankees. Not only does Rivera shine at the end of games, he is renowned for his success at the end of seasons, compiling unbelievable statistics (0.71 ERA, 42 saves) in postseason play. His accomplishments are all the more remarkable given that he plays in New York, the most high-pressure media market in the world.
What makes Mariano Rivera a great finisher?
1) Preparation
In Mariano Rivera's line of work, a single mistake can doom his performance. That's why the Yankee pitcher meticulously prepares prior to each outing. "I make sure everything is perfect, because I don't have time to do that here," he says, pointing to the mound on the field. "It's not time here (during a game) to do that work. No. That's why you have the bullpen. Because here? It's time to get it done" (Verducci 4).
2) Focus
Rivera attributes his success in clutch situations to focus. He is able to block out distractions and hone in on the task at hand-recording the final outs of a baseball game. "Nothing derails him," says teammate Chad Gaudin. "No emotions get in the way. Ever. He is able to take all that energy of the moment and channel it into everything he has to do. Why doesn't everybody do that? Not everybody has the power or self-discipline" (Verducci 3).
3) Mental Toughness
Despite Mariano Rivera's greatness, he has not entirely avoided failure. In fact, he has suffered setbacks on the biggest stage. He blew a lead in the decisive seventh game of the 2001 World Series, costing the Yankees the championship. In 2004, he failed to finish game four of the American League Championship Series against the rival Red Sox, allowing Boston to begin its sensational come-from-behind series victory.
Yet Rivera has never allowed failure to keep him down for long. Indeed, teammate Derek Jeter considers Rivera to be, "The most mentally tough person I've ever played with." Win or lose, Rivera maintains his poised, gracious demeanor. "I have bad games," he admits. "But my confidence doesn't change. Right after the game I will ask, 'What happened?' I go through the game. After that, it doesn't hurt me at all" (Verducci 7).
SUMMARY
To be a finisher, preparation is key. Everything you do along the way will come to naught unless you ready yourself to bring work to completion. Finishers have to be able to focus, too. Distractions abound in life, and leaders must find a way to hold their concentration through to the end. Finally, finishing strong requires mental toughness. Everyone falls along the way, but those who finish strong get back up, dust themselves off, and press on until their work is complete.
Verducci, Tom. "Mariano Saves." Sports Illustrated. 5 Oct. 2009. Accessed online 27 Nov.2010. http://sportsillustrated.cnn.com/vault/article/magazine/MAG1160757/1/index.htm (from John Maxwell's blog)
Friday, December 31, 2010
Thursday, December 30, 2010
No Matter How Busy You Are
by Jim Rohn
No matter how busy you are, make sure to find some time over the next two weeks to reflect, think, give and plan.
The week between Christmas and New Year’s is the ideal time for this. Try to slow things down. Spend time with the ones you love and care about. Take some time to talk with your spouse and kids about goals and dreams for the next year. Use this as a time to recharge your batteries (and not just by watching TV the entire time), and with excitement, think about a handful of changes or additions you want for your life in the New Year.
I believe you will find the act of reflecting, thinking, dreaming and planning (with your family) to be one of the most important exercises you can do that will positively impact the next 12 months.
And, remember, do not neglect to commit yourself to set this time aside, or you will find that the business of life can and will get in the way.
So, let’s all take a moment to gather up the past year of victories and defeats, growing as well as those times of stagnation, and use it to wipe a clean slate and thoughtfully design the next year the way we truly desire it to be.
No matter how busy you are, make sure to find some time over the next two weeks to reflect, think, give and plan.
The week between Christmas and New Year’s is the ideal time for this. Try to slow things down. Spend time with the ones you love and care about. Take some time to talk with your spouse and kids about goals and dreams for the next year. Use this as a time to recharge your batteries (and not just by watching TV the entire time), and with excitement, think about a handful of changes or additions you want for your life in the New Year.
I believe you will find the act of reflecting, thinking, dreaming and planning (with your family) to be one of the most important exercises you can do that will positively impact the next 12 months.
And, remember, do not neglect to commit yourself to set this time aside, or you will find that the business of life can and will get in the way.
So, let’s all take a moment to gather up the past year of victories and defeats, growing as well as those times of stagnation, and use it to wipe a clean slate and thoughtfully design the next year the way we truly desire it to be.
Wednesday, December 29, 2010
A Special Kind of Courage
By: Brian Tracy
There are several different aspects of courage. Perhaps the most important is the courage to endure, to persist, to "hang in there" in the face of doubt, uncertainty and criticism from others.
Practice Patience in Adversity
This is called "courageous patience," the willingness and the ability to "stay the course" in the face of uncertainty, doubt and often criticism from many quarters.
Stay the Course
In my experience, there is a critical time period between the launching of a new venture and the results that come from that venture. During this hiatus, this waiting period, many people lose their nerve. They cannot stand the suspense of not knowing, of possible failure. They break and run in battle, they quake and quit in business.
The True Leader
But the true leader is the person who can stand firm, who refuses to consider the possibility of failure. The turning points of many key moments in human history have been the resolution, or lack thereof, of one person. Courageous patience is the acid test of leadership.
To encourage others, to instill confidence in them, to help them to perform at their best requires first of all that you lead by example.
Allow Honest Mistakes
The second thing you can do to help alleviate the fears of failure and rejection in others is to encourage them to take calculated risks and allow honest mistakes.
Build People Up
Give the people who look up to you regular praise and approval. Celebrate good tries as well as success, large and small. Create a psychological climate where people feel safe from censure, blame or criticism of any kind. Then do things that make people feel terrific about themselves.
Become Unstoppable
Courage comes from acting courageously on a day-to-day basis. Your personal development goal should be to practice the behaviors of a totally fearless person until you become, in your own mind, unstoppable.
Action Exercises
Here are two ways for you to develop courageous patience.
First, prepare yourself in advance for the inevitable disappointments and setbacks you will experience on the way to your goal. Don't be surprised when they occur.
Second, resolve in advance that you will bounce rather than break and continually encourage others to think and act the same way.
There are several different aspects of courage. Perhaps the most important is the courage to endure, to persist, to "hang in there" in the face of doubt, uncertainty and criticism from others.
Practice Patience in Adversity
This is called "courageous patience," the willingness and the ability to "stay the course" in the face of uncertainty, doubt and often criticism from many quarters.
Stay the Course
In my experience, there is a critical time period between the launching of a new venture and the results that come from that venture. During this hiatus, this waiting period, many people lose their nerve. They cannot stand the suspense of not knowing, of possible failure. They break and run in battle, they quake and quit in business.
The True Leader
But the true leader is the person who can stand firm, who refuses to consider the possibility of failure. The turning points of many key moments in human history have been the resolution, or lack thereof, of one person. Courageous patience is the acid test of leadership.
To encourage others, to instill confidence in them, to help them to perform at their best requires first of all that you lead by example.
Allow Honest Mistakes
The second thing you can do to help alleviate the fears of failure and rejection in others is to encourage them to take calculated risks and allow honest mistakes.
Build People Up
Give the people who look up to you regular praise and approval. Celebrate good tries as well as success, large and small. Create a psychological climate where people feel safe from censure, blame or criticism of any kind. Then do things that make people feel terrific about themselves.
Become Unstoppable
Courage comes from acting courageously on a day-to-day basis. Your personal development goal should be to practice the behaviors of a totally fearless person until you become, in your own mind, unstoppable.
Action Exercises
Here are two ways for you to develop courageous patience.
First, prepare yourself in advance for the inevitable disappointments and setbacks you will experience on the way to your goal. Don't be surprised when they occur.
Second, resolve in advance that you will bounce rather than break and continually encourage others to think and act the same way.
Friday, December 24, 2010
EVERY BRAIN IN THE GAME
Jack Welch (http://www.welchway.com/)
Our final underlying principle is based on our deep belief that every person in the world wants voice and dignity and every person deserves them.
By voice, we mean people want the opportunity to speak their minds and have their ideas, opinions, and feelings heard, regardless of their nationality, gender, age, or culture.
By dignity, we mean people inherently and instinctively want to be respected for their work and effort and individuality.
If you’ve just read the above and said, “Well, obviously,” then fine. We assume that most people will have that response. And maybe the belief in voice and dignity doesn’t even need to be stated, it is so widely accepted and its importance is so self-evident. But we have been surprised over the past couple of years how often we end up coming back to this value when I talk about winning.
Not long ago in China, for instance, a young woman in the audience stood and, literally in tears, asked how any businessperson in her country could practice candor and differentiation when “only the voice of the boss is allowed.”
“We, the people underneath, have so many ideas. But we cannot even imagine speaking them until we are the boss,” she said. “That is fine if you are an entrepreneur and start your own company. Then you are the boss. But some of us are not able to do that.”
But the “repression” of voice and dignity is hardly a Chinese problem. In fact, while the Chinese woman was very emotional in her questioning, people in every country we’ve visited share some of her frustration and concern on this matter.
Now, when you are running a unit or a division, you rarely think that people aren’t speaking up or that they’re not respected. It feels like the people around you certainly are, and your days are filled with visits, calls, and notes from people with strong opinions. But it ends up that what you experience is a skewed sample. The majority of people in most organizations don’t say anything because they feel they can’t – and because they haven’t been asked.
For Jack, that became clear in the late ‘80s, just about every time he had a marathon session at GE's training center in Crotonville.
He tells that story in his own words:
At Crotonville, detailed questions about local business issues – questions that should have been answered back on the home turf -- were thrown at me from every direction. “Why is the refrigeration plant getting all the new equipment while we’re letting laundry suffer?” and “What are we moving the GE-90 engine assembly to Durham for, when we can do it right here in Evandale?”
In frustration, after several such questions, I would invariably stop the class and ask, “Why aren’t you asking those questions to your own bosses?”
The answer would come back, “I can’t bring that up. I’d get killed.”
“So why can you ask me?” I would say.
“Because we feel anonymous here.”
After a year or so of these kinds of exchanges, I realized GE had to do something to create an environment back in the businesses where people at every level would speak out like they did at Crotonville.
The Work-Out process was born. These were two or three-day events held at GE sites around the world, patterned after New England town meetings. Groups of 40 to 100 employees would come together, with an outside facilitator, to discuss better ways of doing things and how to eliminate some of the bureaucracy and roadblocks that were hindering them. The boss would be present at the beginning of each session, laying out the rationale for the Work-Out. He would also commit to two things: to give an on-the-spot “yes” or “no” to 75 percent of the recommendations that came out of the session, and to resolve the remaining 25 percent within 30 days. He would then disappear until the end of session, so as not to stifle open discussion, only returning at the end to make good on his promise.
Tens of thousands of these sessions took place over several years, until they became a way of life in the company. They are no longer “big events” but part of how GE goes about solving problems.
Whether it was a refrigeration plant in Louisville, where employees debated faster and better paint systems, or a jet engine plant in Rutland, Vermont, where employees had recommendations on how to cut cycle time in blade manufacturing, or a credit card processing facility in Cincinnati, where employees had ideas about billing efficiency, Work-Outs led to an explosion in productivity.
They brought every brain in to the game.
A middle-aged appliance worker who was at one Work-Out spoke for thousands of people when he told me, “For 25 years, you paid for my hands when you could have had my brain as well – for nothing.”
At last, because of Work-Out, we were getting both. In fact, I believe Work-Out was responsible for one of the most profound changes in GE during my time there. For the vast majority of employees, the boss-knows-all culture disappeared.
Now, a big bureaucracy like GE needed something as systematized as Work-Out to break the ice and get people to open up. But it is not the only method to make sure that your team or company is getting every voice heard. Find an approach that feels right to you.
Of course, I’m not saying that everyone’s opinions should be put into practice or every single complaint needs to be satisfied. That’s what management judgment is all about. Obviously, some people have better ideas than others; some people are smarter or more experienced or more creative. But everyone should be heard and respected.
They want it and you need it.
Our final underlying principle is based on our deep belief that every person in the world wants voice and dignity and every person deserves them.
By voice, we mean people want the opportunity to speak their minds and have their ideas, opinions, and feelings heard, regardless of their nationality, gender, age, or culture.
By dignity, we mean people inherently and instinctively want to be respected for their work and effort and individuality.
If you’ve just read the above and said, “Well, obviously,” then fine. We assume that most people will have that response. And maybe the belief in voice and dignity doesn’t even need to be stated, it is so widely accepted and its importance is so self-evident. But we have been surprised over the past couple of years how often we end up coming back to this value when I talk about winning.
Not long ago in China, for instance, a young woman in the audience stood and, literally in tears, asked how any businessperson in her country could practice candor and differentiation when “only the voice of the boss is allowed.”
“We, the people underneath, have so many ideas. But we cannot even imagine speaking them until we are the boss,” she said. “That is fine if you are an entrepreneur and start your own company. Then you are the boss. But some of us are not able to do that.”
But the “repression” of voice and dignity is hardly a Chinese problem. In fact, while the Chinese woman was very emotional in her questioning, people in every country we’ve visited share some of her frustration and concern on this matter.
Now, when you are running a unit or a division, you rarely think that people aren’t speaking up or that they’re not respected. It feels like the people around you certainly are, and your days are filled with visits, calls, and notes from people with strong opinions. But it ends up that what you experience is a skewed sample. The majority of people in most organizations don’t say anything because they feel they can’t – and because they haven’t been asked.
For Jack, that became clear in the late ‘80s, just about every time he had a marathon session at GE's training center in Crotonville.
He tells that story in his own words:
At Crotonville, detailed questions about local business issues – questions that should have been answered back on the home turf -- were thrown at me from every direction. “Why is the refrigeration plant getting all the new equipment while we’re letting laundry suffer?” and “What are we moving the GE-90 engine assembly to Durham for, when we can do it right here in Evandale?”
In frustration, after several such questions, I would invariably stop the class and ask, “Why aren’t you asking those questions to your own bosses?”
The answer would come back, “I can’t bring that up. I’d get killed.”
“So why can you ask me?” I would say.
“Because we feel anonymous here.”
After a year or so of these kinds of exchanges, I realized GE had to do something to create an environment back in the businesses where people at every level would speak out like they did at Crotonville.
The Work-Out process was born. These were two or three-day events held at GE sites around the world, patterned after New England town meetings. Groups of 40 to 100 employees would come together, with an outside facilitator, to discuss better ways of doing things and how to eliminate some of the bureaucracy and roadblocks that were hindering them. The boss would be present at the beginning of each session, laying out the rationale for the Work-Out. He would also commit to two things: to give an on-the-spot “yes” or “no” to 75 percent of the recommendations that came out of the session, and to resolve the remaining 25 percent within 30 days. He would then disappear until the end of session, so as not to stifle open discussion, only returning at the end to make good on his promise.
Tens of thousands of these sessions took place over several years, until they became a way of life in the company. They are no longer “big events” but part of how GE goes about solving problems.
Whether it was a refrigeration plant in Louisville, where employees debated faster and better paint systems, or a jet engine plant in Rutland, Vermont, where employees had recommendations on how to cut cycle time in blade manufacturing, or a credit card processing facility in Cincinnati, where employees had ideas about billing efficiency, Work-Outs led to an explosion in productivity.
They brought every brain in to the game.
A middle-aged appliance worker who was at one Work-Out spoke for thousands of people when he told me, “For 25 years, you paid for my hands when you could have had my brain as well – for nothing.”
At last, because of Work-Out, we were getting both. In fact, I believe Work-Out was responsible for one of the most profound changes in GE during my time there. For the vast majority of employees, the boss-knows-all culture disappeared.
Now, a big bureaucracy like GE needed something as systematized as Work-Out to break the ice and get people to open up. But it is not the only method to make sure that your team or company is getting every voice heard. Find an approach that feels right to you.
Of course, I’m not saying that everyone’s opinions should be put into practice or every single complaint needs to be satisfied. That’s what management judgment is all about. Obviously, some people have better ideas than others; some people are smarter or more experienced or more creative. But everyone should be heard and respected.
They want it and you need it.
Thursday, December 23, 2010
The Law of Planning
By Brian Tracy
Every minute spent in planning saves ten minutes in execution. The purpose of strategic planning in a corporation is to reorganize and restructure the activities and resources of the company so as to increase the “return on equity,” or return on the money invested and working in the company. The purpose of “personal strategic planning” is for you to increase your “return on energy,” the return on the mental, emotional, physical, and spiritual capital you have invested in your life and career.
Every Minute
Every minute that you spend planning your goals, your activities, and your time in advance saves ten minutes of work in the execution of those plans. Therefore, careful advance planning gives you a return of ten times, or 1,000 percent, on your investment of mental, emotional, and physical energy.
10-12 Minutes
It takes only about 10-12 minutes for you to make up a plan for your day. This investment of 10-12 minutes will save you time of approximately two hours per day, or a 25 percent increase in productivity and performance, in ROE, from the first day that you begin planning your day in advance.
Time Planner
The key to personal efficiency is for you to use a good time planner. Virtually any planner will work if you will discipline yourself to use it as the core of your time management system. Today, Palm Pilots and personal digital assistants (PDA), in combination with personal computers, can enable you to plan your time with greater efficiency than has ever been possible.
Master List
Begin with a master list as the foundation of your time planning system. Write down everything that you can think of that you will need to do for the indefinite future. As new ideas, goals, tasks, and responsibilities arise; write them down on your master list. Don't trust them to memory. Plan each month in advance by transferring the appropriate items from your master list to your monthly list. This is best done the last week of each month. Plan each week in advance by transferring items from your monthly list to your weekly list. This is best done the weekend before.
Plan Everything in Detail
Plan every project, meeting, and goal in detail, before you begin. The very act of planning forces you to think better and more accurately about everything you do. The more you think about and plan something on paper, the faster and more efficiently you will accomplish it when you start work.
Regular Planning
Regular planning assures that you spend more time on activities of higher value. This increases effectiveness and your efficiency in everything you do. Perhaps, the most important rule of all if for you to “think on paper!”
Action Exercise
Discipline yourself to work only on those activities that have the most significant impact and influence on your life. Get them done quickly and well. Once you develop this habit of planning and prioritizing, your stress level will decline, your productivity will increase, and your career will take off.
Every minute spent in planning saves ten minutes in execution. The purpose of strategic planning in a corporation is to reorganize and restructure the activities and resources of the company so as to increase the “return on equity,” or return on the money invested and working in the company. The purpose of “personal strategic planning” is for you to increase your “return on energy,” the return on the mental, emotional, physical, and spiritual capital you have invested in your life and career.
Every Minute
Every minute that you spend planning your goals, your activities, and your time in advance saves ten minutes of work in the execution of those plans. Therefore, careful advance planning gives you a return of ten times, or 1,000 percent, on your investment of mental, emotional, and physical energy.
10-12 Minutes
It takes only about 10-12 minutes for you to make up a plan for your day. This investment of 10-12 minutes will save you time of approximately two hours per day, or a 25 percent increase in productivity and performance, in ROE, from the first day that you begin planning your day in advance.
Time Planner
The key to personal efficiency is for you to use a good time planner. Virtually any planner will work if you will discipline yourself to use it as the core of your time management system. Today, Palm Pilots and personal digital assistants (PDA), in combination with personal computers, can enable you to plan your time with greater efficiency than has ever been possible.
Master List
Begin with a master list as the foundation of your time planning system. Write down everything that you can think of that you will need to do for the indefinite future. As new ideas, goals, tasks, and responsibilities arise; write them down on your master list. Don't trust them to memory. Plan each month in advance by transferring the appropriate items from your master list to your monthly list. This is best done the last week of each month. Plan each week in advance by transferring items from your monthly list to your weekly list. This is best done the weekend before.
Plan Everything in Detail
Plan every project, meeting, and goal in detail, before you begin. The very act of planning forces you to think better and more accurately about everything you do. The more you think about and plan something on paper, the faster and more efficiently you will accomplish it when you start work.
Regular Planning
Regular planning assures that you spend more time on activities of higher value. This increases effectiveness and your efficiency in everything you do. Perhaps, the most important rule of all if for you to “think on paper!”
Action Exercise
Discipline yourself to work only on those activities that have the most significant impact and influence on your life. Get them done quickly and well. Once you develop this habit of planning and prioritizing, your stress level will decline, your productivity will increase, and your career will take off.
Wednesday, December 22, 2010
Why I Believe In Christmas
By Zig Ziglar
It’s the first Christmas I can remember. It arrived just seven weeks after the deaths of my father and baby sister. To make matters worse, it was in the heart of the Great Depression. Things were tough. All of us children who were older made what income contributions we could, but the truth was my mother had eight of her eleven remaining children still living at home, and six were too young to work. Understandably, the Ziglar kids were concerned about what kind of Christmas it would be!
The good news is that though our grief was fresh, we still celebrated Christmas. We received no toys that year, but much to my delight in my gift box I found three English walnuts and something I had never tasted before—raisins! They were absolutely delicious. Mama prepared her wonderful molasses candy and we had a small cedar tree. And my mother read the Christmas story, like she always did.
My sixth Christmas will always have great meaning to me. We celebrated the birth of Christ even in hard times because we believed in Christmas.
A CHANGE IN CELEBRATING THE SEASON
Unfortunately, over the years things have changed. The cheerful “Merry Christmas” of yesteryear has been replaced by the politically correct “Happy Holidays!” In the minds of many people we celebrate “holidays.” Not only is Christ not at the center of the celebration, he isn’t even considered to be the reason for the season!
If I seem upset about the changes that I see taking place in regard to Christmas, it is because I am! It’s not because an old tradition is being changed. No, I’m upset that the event that made it possible for me to have a life I could never have imagined is being hidden from view with decorations, wrapping paper, parties and political correctness!
CHRISTMAS! A REASON TO CELEBRATE
You see, I believe it’s worth celebrating that Jesus came to earth—His birth signaled hope for all mankind. I believe that as he lived out a perfect life before God and mankind, he showed that he truly was God’s Son. And I believe that by giving his life up on a cross, he completely paid the penalty that my sins—and yours—deserve before a holy God. And it was made possible because of that first Christmas.
How could I not believe in Christmas? Because Christ was born as a baby in a manger that’s more than enough reason to celebrate Christmas for what it is—a joyful occasion. I’ve experienced forgiveness of my sins and have the assurance of eternity in Heaven!
If you don’t know Jesus Christ, let me say that He tells us in John 14:6, “I am the way, and the truth and the life. No one comes to the Father except through me.” How do you do that? First, understand that I’m talking about a relationship, not a religion. All the world’s major religions emphasize that you qualify for heaven by your good works—the things that you do. Such “religion” is spelled “d-o.” Christianity is spelled “d-o-n-e.” Christ already paid for our sins when He died on the cross. “God shows his love for us in that while we were still sinners, Christ died for us” (Romans 5:8). And he rose from the grave proving that the punishment for our sins was fully paid.
Nothing we could ever “do” could qualify us for God’s forgiveness and reserve our place in heaven. That’s why Christ himself said, “This is the work of God, that you believe in him who he has sent” (John 6:29).
CELEBRATE LIKE NEVER BEFORE!
God forgives us, saves us from our sins, and gives us eternal life based on our belief in what Jesus did for us. Why? Because God is gracious beyond measure! The Bible says that it is “…by grace you have been saved through faith. And this is not your own doing; it is the gift of God, not a result of works…” (Ephesians 2:8-9). Though “the wages of sin is death” [eternal separation from God], the greatest Christmas gift we could ever have is “the free gift of God…eternal life in Jesus Christ our Lord” (Romans 6:23).
With gift-giving like that from God, I don’t want to lose the significance of Christmas. I believe in Christmas!
I urge you to accept the greatest “Christmas gift” you’ll ever receive: If you’re convinced that God’s way is the only way to meaningful life now and eternal life in heaven, you can tell him in words like these…”Dear God, I do believe Jesus died for me, and took the punishment my sins deserved. I want to receive your free gift of salvation and eternal life. Thank you for making this possible!”
Then join me this year in celebrating Christmas like you’ve never celebrated it before!
Merry Christmas,
Zig
It’s the first Christmas I can remember. It arrived just seven weeks after the deaths of my father and baby sister. To make matters worse, it was in the heart of the Great Depression. Things were tough. All of us children who were older made what income contributions we could, but the truth was my mother had eight of her eleven remaining children still living at home, and six were too young to work. Understandably, the Ziglar kids were concerned about what kind of Christmas it would be!
The good news is that though our grief was fresh, we still celebrated Christmas. We received no toys that year, but much to my delight in my gift box I found three English walnuts and something I had never tasted before—raisins! They were absolutely delicious. Mama prepared her wonderful molasses candy and we had a small cedar tree. And my mother read the Christmas story, like she always did.
My sixth Christmas will always have great meaning to me. We celebrated the birth of Christ even in hard times because we believed in Christmas.
A CHANGE IN CELEBRATING THE SEASON
Unfortunately, over the years things have changed. The cheerful “Merry Christmas” of yesteryear has been replaced by the politically correct “Happy Holidays!” In the minds of many people we celebrate “holidays.” Not only is Christ not at the center of the celebration, he isn’t even considered to be the reason for the season!
If I seem upset about the changes that I see taking place in regard to Christmas, it is because I am! It’s not because an old tradition is being changed. No, I’m upset that the event that made it possible for me to have a life I could never have imagined is being hidden from view with decorations, wrapping paper, parties and political correctness!
CHRISTMAS! A REASON TO CELEBRATE
You see, I believe it’s worth celebrating that Jesus came to earth—His birth signaled hope for all mankind. I believe that as he lived out a perfect life before God and mankind, he showed that he truly was God’s Son. And I believe that by giving his life up on a cross, he completely paid the penalty that my sins—and yours—deserve before a holy God. And it was made possible because of that first Christmas.
How could I not believe in Christmas? Because Christ was born as a baby in a manger that’s more than enough reason to celebrate Christmas for what it is—a joyful occasion. I’ve experienced forgiveness of my sins and have the assurance of eternity in Heaven!
If you don’t know Jesus Christ, let me say that He tells us in John 14:6, “I am the way, and the truth and the life. No one comes to the Father except through me.” How do you do that? First, understand that I’m talking about a relationship, not a religion. All the world’s major religions emphasize that you qualify for heaven by your good works—the things that you do. Such “religion” is spelled “d-o.” Christianity is spelled “d-o-n-e.” Christ already paid for our sins when He died on the cross. “God shows his love for us in that while we were still sinners, Christ died for us” (Romans 5:8). And he rose from the grave proving that the punishment for our sins was fully paid.
Nothing we could ever “do” could qualify us for God’s forgiveness and reserve our place in heaven. That’s why Christ himself said, “This is the work of God, that you believe in him who he has sent” (John 6:29).
CELEBRATE LIKE NEVER BEFORE!
God forgives us, saves us from our sins, and gives us eternal life based on our belief in what Jesus did for us. Why? Because God is gracious beyond measure! The Bible says that it is “…by grace you have been saved through faith. And this is not your own doing; it is the gift of God, not a result of works…” (Ephesians 2:8-9). Though “the wages of sin is death” [eternal separation from God], the greatest Christmas gift we could ever have is “the free gift of God…eternal life in Jesus Christ our Lord” (Romans 6:23).
With gift-giving like that from God, I don’t want to lose the significance of Christmas. I believe in Christmas!
I urge you to accept the greatest “Christmas gift” you’ll ever receive: If you’re convinced that God’s way is the only way to meaningful life now and eternal life in heaven, you can tell him in words like these…”Dear God, I do believe Jesus died for me, and took the punishment my sins deserved. I want to receive your free gift of salvation and eternal life. Thank you for making this possible!”
Then join me this year in celebrating Christmas like you’ve never celebrated it before!
Merry Christmas,
Zig
Tuesday, December 21, 2010
The Best Gift to Give Yourself and Others by Jim Rohn
By Jim Rohn
I’m often asked the question, "How can I best help my children, spouse, family member, staff member, friend, etc., improve/change?" In fact, that might be the most frequently asked question I receive, "How can I help change someone else?"
My answer often comes as a surprise and here it is. The key to helping others is to help yourself first. In other words, the best contribution I can make to someone else is my own personal development. If I become 10 times wiser, 10 times stronger, think of what that will do for my adventure as a father... as a grandfather... as a business colleague.
The best gift I can give to you, really, is my ongoing personal development. Getting better, getting stronger, becoming wiser. I think parents should pick this valuable philosophy up. If the parents are okay, the kids have an excellent chance of being okay. Work on your personal development as parents—that’s the best gift you can give to your children.
If you have ever ridden in an airplane, then you might have noticed the oxygen compartment located above every seat. There are explicit instructions that say, "In case of an emergency, first secure your own oxygen mask and then if you have children with you secure their masks." Take care of yourself first... then assist your children. If we use that same philosophy throughout our whole parental life, it would be so valuable.
If I learn to create happiness for myself, my children now have an excellent chance to be happy. If I create a unique lifestyle for myself and my spouse, that will be a great example to serve my children.
Self-development enables you to serve, to be more valuable to those around you; for your child... your business... your colleague... your community... your church.
That’s why I teach development skills. If you keep refining all the parts of your character (yourself, your health, etc.) so that you become an attractive person to the marketplace, you’ll attract opportunity. Opportunity will then begin to seek you out. Your reputation will begin to precede you and people will want to do business with you. All of that possibility is created by working on the philosophy that success is something you attract by continually working on your own personal development.
I’m often asked the question, "How can I best help my children, spouse, family member, staff member, friend, etc., improve/change?" In fact, that might be the most frequently asked question I receive, "How can I help change someone else?"
My answer often comes as a surprise and here it is. The key to helping others is to help yourself first. In other words, the best contribution I can make to someone else is my own personal development. If I become 10 times wiser, 10 times stronger, think of what that will do for my adventure as a father... as a grandfather... as a business colleague.
The best gift I can give to you, really, is my ongoing personal development. Getting better, getting stronger, becoming wiser. I think parents should pick this valuable philosophy up. If the parents are okay, the kids have an excellent chance of being okay. Work on your personal development as parents—that’s the best gift you can give to your children.
If you have ever ridden in an airplane, then you might have noticed the oxygen compartment located above every seat. There are explicit instructions that say, "In case of an emergency, first secure your own oxygen mask and then if you have children with you secure their masks." Take care of yourself first... then assist your children. If we use that same philosophy throughout our whole parental life, it would be so valuable.
If I learn to create happiness for myself, my children now have an excellent chance to be happy. If I create a unique lifestyle for myself and my spouse, that will be a great example to serve my children.
Self-development enables you to serve, to be more valuable to those around you; for your child... your business... your colleague... your community... your church.
That’s why I teach development skills. If you keep refining all the parts of your character (yourself, your health, etc.) so that you become an attractive person to the marketplace, you’ll attract opportunity. Opportunity will then begin to seek you out. Your reputation will begin to precede you and people will want to do business with you. All of that possibility is created by working on the philosophy that success is something you attract by continually working on your own personal development.
Monday, December 20, 2010
Who Finishes Strong? Leaders with Visions to Fulfill
By John Maxwell
In 2005, 97-year old Joseph Rotblat penned an op-ed to the New York Times pleading with readers to oppose the use of nuclear weapons. His words carried weight since, as a young man, Rotblat had helped the U.S. Government to build the first atomic bomb. In the sixty years since the first nuclear strike, Rotblat had not stopped crusading against nuclear warfare. Approaching his 100th birthday, he was determined to finish strong, doing everything in his power to forestall another nuclear detonation.
Walking Away from the A-Bomb
During World War II a U.S. Army initiative, codenamed the Manhattan Project, raced against scientists in Nazi Germany's to develop the atomic bomb. In 1944, word reached the Manhattan Project that the Germans had abandoned their nuclear weapons program. Upon receiving the news, Joseph Rotblat was the lone scientist to resign from the Manhattan Project. Absent the fear of Germany building an atom bomb, he felt it was morally wrong to invent such a destructive device.
In 1955 Rosblat co-authored a manifesto with Albert Einstein calling on prominent scientists from around the world to pool their efforts to deter thermonuclear war. He then spearheaded the Pugwash Conferences in 1957 to provide an international forum for scientists and public leaders to talk about ways to limit the threat of atomic weapons. The private meetings, held several times per year, brought together Soviet and American scientists at a time when the Cold War had severed all other ties between the countries. Over the years, Pugwash Conferences have played a vital background role in securing test bans on nuclear materials and brokering arms limitations agreements between governments.
In 1995, at the age of 86, Rosblat became the oldest recipient of the Nobel Prize on behalf of his efforts to promote international peace and stability. He used the platform of his award to call for enhanced ethics in the field of science. Much as a medical doctor has responsibility for a patient's life, Rosblat felt scientists have a solemn duty as caretakers of knowledge that has the power to affect the destiny of mankind.
Envisioning the End
Joseph Rosblat finished strong on account of his powerful vision to secure a peaceful planet for future generations. What is your vision for the final weeks of 2010? By the time the clock strikes midnight on New Year's Eve, what do you hope to have accomplished?
In 2005, 97-year old Joseph Rotblat penned an op-ed to the New York Times pleading with readers to oppose the use of nuclear weapons. His words carried weight since, as a young man, Rotblat had helped the U.S. Government to build the first atomic bomb. In the sixty years since the first nuclear strike, Rotblat had not stopped crusading against nuclear warfare. Approaching his 100th birthday, he was determined to finish strong, doing everything in his power to forestall another nuclear detonation.
Walking Away from the A-Bomb
During World War II a U.S. Army initiative, codenamed the Manhattan Project, raced against scientists in Nazi Germany's to develop the atomic bomb. In 1944, word reached the Manhattan Project that the Germans had abandoned their nuclear weapons program. Upon receiving the news, Joseph Rotblat was the lone scientist to resign from the Manhattan Project. Absent the fear of Germany building an atom bomb, he felt it was morally wrong to invent such a destructive device.
In 1955 Rosblat co-authored a manifesto with Albert Einstein calling on prominent scientists from around the world to pool their efforts to deter thermonuclear war. He then spearheaded the Pugwash Conferences in 1957 to provide an international forum for scientists and public leaders to talk about ways to limit the threat of atomic weapons. The private meetings, held several times per year, brought together Soviet and American scientists at a time when the Cold War had severed all other ties between the countries. Over the years, Pugwash Conferences have played a vital background role in securing test bans on nuclear materials and brokering arms limitations agreements between governments.
In 1995, at the age of 86, Rosblat became the oldest recipient of the Nobel Prize on behalf of his efforts to promote international peace and stability. He used the platform of his award to call for enhanced ethics in the field of science. Much as a medical doctor has responsibility for a patient's life, Rosblat felt scientists have a solemn duty as caretakers of knowledge that has the power to affect the destiny of mankind.
Envisioning the End
Joseph Rosblat finished strong on account of his powerful vision to secure a peaceful planet for future generations. What is your vision for the final weeks of 2010? By the time the clock strikes midnight on New Year's Eve, what do you hope to have accomplished?
Friday, December 17, 2010
Metaphorically Speaking
By Dianna Booher (http://commotip.booher.com/)
Metaphors create powerful pictures. One metaphor can convey a lifetime of experience or a head full of logic. In one of my client workshops, a sales rep presented an analogy of data files to socks. Black dress socks worn every day represent data files needed daily; dress socks go in the top drawer for easy access just like data files you retrieve often must be easy to access. White athletic socks worn for exercising only on weekends represent data files that you need only monthly or quarterly; these white socks are stored in the middle bureau drawer for limited access just like data files you don't need to get to often. The rep's green plaid socks he wears only when Aunt Martha comes to visit represent the data files needed only once a year. Those plaid socks are stored in the bottom bureau drawer for infrequent access just like files that you may never need again. His audience immediately understood his explanation about quick access to disk storage space.
We occasionally explain the various fee arrangements of our licensing of training programs to customers with this analogy: "As you determine which is the best fee arrangement for your organization, consider it a mortgage." You can pay for a house all cash up front, or you can pay for it over time with interest. With our licensing fee, you can pay for the entire course and all master copies up front, or you can pay participant by participant. The last arrangement will cost you more over time, but you have your money free to use for other things as you go along. Customers understand the concept: they can make an outright purchase or they could take out a mortgage.
Metaphors clarify what would take hours to explain in detail.
Metaphors create powerful pictures. One metaphor can convey a lifetime of experience or a head full of logic. In one of my client workshops, a sales rep presented an analogy of data files to socks. Black dress socks worn every day represent data files needed daily; dress socks go in the top drawer for easy access just like data files you retrieve often must be easy to access. White athletic socks worn for exercising only on weekends represent data files that you need only monthly or quarterly; these white socks are stored in the middle bureau drawer for limited access just like data files you don't need to get to often. The rep's green plaid socks he wears only when Aunt Martha comes to visit represent the data files needed only once a year. Those plaid socks are stored in the bottom bureau drawer for infrequent access just like files that you may never need again. His audience immediately understood his explanation about quick access to disk storage space.
We occasionally explain the various fee arrangements of our licensing of training programs to customers with this analogy: "As you determine which is the best fee arrangement for your organization, consider it a mortgage." You can pay for a house all cash up front, or you can pay for it over time with interest. With our licensing fee, you can pay for the entire course and all master copies up front, or you can pay participant by participant. The last arrangement will cost you more over time, but you have your money free to use for other things as you go along. Customers understand the concept: they can make an outright purchase or they could take out a mortgage.
Metaphors clarify what would take hours to explain in detail.
Thursday, December 16, 2010
Putting a Bow on 2010: A Proper Perspective
By John Maxwell
At this stage, the punctuation you put on 2010 will not depend as much on what you do but on your point of view. As you look back on the past year, you likely experienced highs and lows, encountered blessings and victories alongside hardship and heartache. As you wrap up 2010, be sure your attitude toward the last twelve months is providing you with the healthy perspective needed to finish strong.
Here are three suggestions to help you adopt a mindset that makes the most of 2010.
1) See the lessons in every setback.
Things turn out best for the people who make the best of the way things turn out.
~ John Wooden
As you think back on the past year, don't be ashamed by the mistakes you made. Failures are stepping-stones to success, not proof of inadequacy. If you're not stumbling from time to time, then chances are you're not going anywhere worthwhile.
Failures are not fun, but neither are they fruitless. Opportunities to learn and grow are embedded in every setback we undergo. Instead of dwelling on the disappointment of things going wrong, seize the insights of the experience. By doing so, you'll emerge as a stronger person.
2) Show gratitude for the blessings you've received.
Gratitude is not only the greatest of all virtues but the mother of all the rest.
~ Cicero
To cultivate gratitude, Oprah recommends keeping a gratitude journal:
"Every night, list five things that happened this day that you are grateful for. What it will begin to do is change your perspective of your day and your life. If you can learn to focus on what you have, you will always see that the universe is abundant; you will have more. If you concentrate on what you don't have, you will never have enough."
In addition to writing down what you're thankful for, take action to show gratitude to the people who have helped you over the course of the past year. Expressing thankfulness to others encourages them, strengthens your relationship with them, and positions you to receive their goodwill again in the future.
3) Turn the page on the past and take joy in today.
Hoping to get a glimpse into history, an interviewer asked an 87-year old woman, "What was the world like back in your day?" "Hmph!" she responded, "This is my day!" I love her attitude. Instead of being wistful about the years behind her, the elderly lady's mindset was on making the most of the day in front of her.
The close of the calendar year can be a time of reflection. We think back to the happenings of 2010 and assess where we are in life. Although life can only be understood looking backwards, it can only be lived moving forward. No matter what has transpired this past year, today is a blank slate. So set aside any regrets you may have about 2010, enjoy the holiday season, and look forward to a fresh new year.
At this stage, the punctuation you put on 2010 will not depend as much on what you do but on your point of view. As you look back on the past year, you likely experienced highs and lows, encountered blessings and victories alongside hardship and heartache. As you wrap up 2010, be sure your attitude toward the last twelve months is providing you with the healthy perspective needed to finish strong.
Here are three suggestions to help you adopt a mindset that makes the most of 2010.
1) See the lessons in every setback.
Things turn out best for the people who make the best of the way things turn out.
~ John Wooden
As you think back on the past year, don't be ashamed by the mistakes you made. Failures are stepping-stones to success, not proof of inadequacy. If you're not stumbling from time to time, then chances are you're not going anywhere worthwhile.
Failures are not fun, but neither are they fruitless. Opportunities to learn and grow are embedded in every setback we undergo. Instead of dwelling on the disappointment of things going wrong, seize the insights of the experience. By doing so, you'll emerge as a stronger person.
2) Show gratitude for the blessings you've received.
Gratitude is not only the greatest of all virtues but the mother of all the rest.
~ Cicero
To cultivate gratitude, Oprah recommends keeping a gratitude journal:
"Every night, list five things that happened this day that you are grateful for. What it will begin to do is change your perspective of your day and your life. If you can learn to focus on what you have, you will always see that the universe is abundant; you will have more. If you concentrate on what you don't have, you will never have enough."
In addition to writing down what you're thankful for, take action to show gratitude to the people who have helped you over the course of the past year. Expressing thankfulness to others encourages them, strengthens your relationship with them, and positions you to receive their goodwill again in the future.
3) Turn the page on the past and take joy in today.
Hoping to get a glimpse into history, an interviewer asked an 87-year old woman, "What was the world like back in your day?" "Hmph!" she responded, "This is my day!" I love her attitude. Instead of being wistful about the years behind her, the elderly lady's mindset was on making the most of the day in front of her.
The close of the calendar year can be a time of reflection. We think back to the happenings of 2010 and assess where we are in life. Although life can only be understood looking backwards, it can only be lived moving forward. No matter what has transpired this past year, today is a blank slate. So set aside any regrets you may have about 2010, enjoy the holiday season, and look forward to a fresh new year.
Wednesday, December 15, 2010
The Ultimate Optimist
By Zig Ziglar
Most people consider me an optimist because I laughingly state that I would take my last two dollars and buy a money belt. I’d even go after Moby Dick in a rowboat, and take the tartar sauce with me! However, I’ve got to confess that I don’t hold a candle to the ultimate lady optimist who lived in a retirement home. One day, a distinguished-looking gentleman also became a resident. As luck would have it, the first day they sat across the table from each other at lunch. After a few minutes he grew uncomfortable because she was staring intently at him. He finally expressed his discomfort and queried her as to why she was staring. She responded that she was staring because he reminded her so much of her third husband – same demeanor, same smile, same height, weight – everything. The gentleman replied in some shock, “Third husband! How many times have you been married?” The lady smilingly said, “Twice.” Yup. That’s optimism!
I’ve got to confess I’m a pragmatic optimist myself. I love the story of the gentleman who was being given a tour of the Mann Center for the Performing Arts in Tel Aviv. The tour guide was pointing out the features of the incredible structure. The stonework was unbelievably beautiful. The wall tapestries, paintings, gold inlays, etc., were absolutely gorgeous. Finally, the tourist said, “I assume you named the facility for Horace Mann, the famous author.” The tour guide answered with a smile, “No, we named it after Frederick Mann from Philadelphia.” The tourist remarked, “Frederick Mann? What did he write?” The tour guide said, “A check.” Now, that’s being pragmatic!
It might interest you to know that the 1828 Noah Webster Dictionary identifies the optimist in complimentary terms, but says nothing about the pessimist. The word “pessimist” was not in our vocabulary at that time. It’s a modern “invention” which I believe we should “dis-invent.” I encourage you to become an optimist – a pragmatic one, that is, because if you do, I’ll SEE YOU AT THE TOP!
Most people consider me an optimist because I laughingly state that I would take my last two dollars and buy a money belt. I’d even go after Moby Dick in a rowboat, and take the tartar sauce with me! However, I’ve got to confess that I don’t hold a candle to the ultimate lady optimist who lived in a retirement home. One day, a distinguished-looking gentleman also became a resident. As luck would have it, the first day they sat across the table from each other at lunch. After a few minutes he grew uncomfortable because she was staring intently at him. He finally expressed his discomfort and queried her as to why she was staring. She responded that she was staring because he reminded her so much of her third husband – same demeanor, same smile, same height, weight – everything. The gentleman replied in some shock, “Third husband! How many times have you been married?” The lady smilingly said, “Twice.” Yup. That’s optimism!
I’ve got to confess I’m a pragmatic optimist myself. I love the story of the gentleman who was being given a tour of the Mann Center for the Performing Arts in Tel Aviv. The tour guide was pointing out the features of the incredible structure. The stonework was unbelievably beautiful. The wall tapestries, paintings, gold inlays, etc., were absolutely gorgeous. Finally, the tourist said, “I assume you named the facility for Horace Mann, the famous author.” The tour guide answered with a smile, “No, we named it after Frederick Mann from Philadelphia.” The tourist remarked, “Frederick Mann? What did he write?” The tour guide said, “A check.” Now, that’s being pragmatic!
It might interest you to know that the 1828 Noah Webster Dictionary identifies the optimist in complimentary terms, but says nothing about the pessimist. The word “pessimist” was not in our vocabulary at that time. It’s a modern “invention” which I believe we should “dis-invent.” I encourage you to become an optimist – a pragmatic one, that is, because if you do, I’ll SEE YOU AT THE TOP!
Tuesday, December 14, 2010
Establishing Dreams and Goals
By Jim Rohn
One of the amazing things we have been given as humans is the unquenchable desire to have dreams of a better life, and the ability to establish goals to live out those dreams. Think of it: We can look deep within our hearts and dream of a better situation for ourselves and our families; dream of better financial lives and better emotional or physical lives; certainly dream of better spiritual lives. But what makes this even more powerful is that we have also been given the ability to not only dream but to pursue those dreams and not only to pursue them, but the cognitive ability to actually lay out a plan and strategies (setting goals) to achieve those dreams. Powerful!
What are your dreams and goals? This isn’t what you already have or what you have done, but what you want. Have you ever really sat down and thought through your life values and decided what you really want? Have you ever taken the time to truly reflect, to listen quietly to your heart, to see what dreams live within you? Your dreams are there. Everyone has them. They may live right on the surface, or they may be buried deep from years of others telling you they were foolish, but they are there.
So how do we know what our dreams are? This is an interesting process and it relates primarily to the art of listening. This is not listening to others; it is listening to yourself. If we listen to others, we hear their plans and dreams (and many will try to put their plans and dreams on us). If we listen to others, we can never be fulfilled. We will only chase elusive dreams that are not rooted deep within us. No, we must listen to our own hearts.
Let’s take a look at some practical steps/thoughts on hearing from our hearts on what our dreams are:
Take time to be quiet. This is something that we don’t do enough in this busy world of ours. We rush, rush, rush, and we are constantly listening to noise all around us. The human heart was meant for times of quiet, to peer deep within. It is when we do this that our hearts are set free to soar and take flight on the wings of our own dreams! Schedule some quiet “dream time” this week. No other people. No cell phone. No computer. Just you, a pad, a pen, and your thoughts.
Think about what really thrills you. When you are quiet, think about those things that really get your blood moving. What would you LOVE to do, either for fun or for a living? What would you love to accomplish? What would you try if you were guaranteed to succeed? What big thoughts move your heart into a state of excitement and joy? When you answer these questions you will feel great and you will be in the “dream zone.” It is only when we get to this point that we experience what our dreams are!
Write down all of your dreams as you have them. Don’t think of any as too outlandish or foolish. Remember, you’re dreaming! Let the thoughts fly and take careful record.
Now, prioritize those dreams. Which are most important? Which are most feasible? Which would you love to do the most? Put them in the order in which you will actually try to attain them. Remember, we are always moving toward action, not just dreaming.
Here is the big picture: Life is too short to not pursue your dreams. Someday your life will near its end and all you will be able to do is look backward. You can reflect with joy or regret. Those who dream, who set goals and act on them to live out their dreams, are those who live lives of joy and have a sense of peace when they near the end of their lives. They have finished well, for themselves and for their families.
Remember: These are the dreams and goals that are born out of your heart and mind. These are the goals that are unique to you and come from who you were created to be and gifted to become. Your specific goals are what you want to attain because they are what will make your life joyful and bring your family’s life into congruence with what you want it to be.
One of the amazing things we have been given as humans is the unquenchable desire to have dreams of a better life, and the ability to establish goals to live out those dreams. Think of it: We can look deep within our hearts and dream of a better situation for ourselves and our families; dream of better financial lives and better emotional or physical lives; certainly dream of better spiritual lives. But what makes this even more powerful is that we have also been given the ability to not only dream but to pursue those dreams and not only to pursue them, but the cognitive ability to actually lay out a plan and strategies (setting goals) to achieve those dreams. Powerful!
What are your dreams and goals? This isn’t what you already have or what you have done, but what you want. Have you ever really sat down and thought through your life values and decided what you really want? Have you ever taken the time to truly reflect, to listen quietly to your heart, to see what dreams live within you? Your dreams are there. Everyone has them. They may live right on the surface, or they may be buried deep from years of others telling you they were foolish, but they are there.
So how do we know what our dreams are? This is an interesting process and it relates primarily to the art of listening. This is not listening to others; it is listening to yourself. If we listen to others, we hear their plans and dreams (and many will try to put their plans and dreams on us). If we listen to others, we can never be fulfilled. We will only chase elusive dreams that are not rooted deep within us. No, we must listen to our own hearts.
Let’s take a look at some practical steps/thoughts on hearing from our hearts on what our dreams are:
Take time to be quiet. This is something that we don’t do enough in this busy world of ours. We rush, rush, rush, and we are constantly listening to noise all around us. The human heart was meant for times of quiet, to peer deep within. It is when we do this that our hearts are set free to soar and take flight on the wings of our own dreams! Schedule some quiet “dream time” this week. No other people. No cell phone. No computer. Just you, a pad, a pen, and your thoughts.
Think about what really thrills you. When you are quiet, think about those things that really get your blood moving. What would you LOVE to do, either for fun or for a living? What would you love to accomplish? What would you try if you were guaranteed to succeed? What big thoughts move your heart into a state of excitement and joy? When you answer these questions you will feel great and you will be in the “dream zone.” It is only when we get to this point that we experience what our dreams are!
Write down all of your dreams as you have them. Don’t think of any as too outlandish or foolish. Remember, you’re dreaming! Let the thoughts fly and take careful record.
Now, prioritize those dreams. Which are most important? Which are most feasible? Which would you love to do the most? Put them in the order in which you will actually try to attain them. Remember, we are always moving toward action, not just dreaming.
Here is the big picture: Life is too short to not pursue your dreams. Someday your life will near its end and all you will be able to do is look backward. You can reflect with joy or regret. Those who dream, who set goals and act on them to live out their dreams, are those who live lives of joy and have a sense of peace when they near the end of their lives. They have finished well, for themselves and for their families.
Remember: These are the dreams and goals that are born out of your heart and mind. These are the goals that are unique to you and come from who you were created to be and gifted to become. Your specific goals are what you want to attain because they are what will make your life joyful and bring your family’s life into congruence with what you want it to be.
Monday, December 13, 2010
The Leader’s Role in Promoting Innovation
By Arthur Petty (Building Better Leaders)
If the role of a leader wasn’t challenging enough, let’s pile on one more abstract but critical challenge to the heavy lifting already required by leaders in this fast-changing world: promoting a culture of innovation.
Your Role in Fueling Innovation in Your Workplace:
Innovation is one of those big hairy topics with a lot of legs and we will leave the gross majority of it for other posts and for other writers focused on this important discipline. My encouragement here today is for you to recognize your role in fostering a healthy working environment that actively promotes experimentation and innovation.
* We live and work in an innovation-focused and driven world. Developing the skills, systems and talent needed to fuel innovation is a must for leaders in today’s organization. Time pressures, global competitors and the march of technology, coupled with a baker’s dozen of major global stresses ranging from the economy and environment to natural disasters and sovereign debt crises, all demand that firms find ways to innovate to survive, sustain and succeed.
* Innovation isn’t just for products...it’s applicable to business models, approaches to serving customers, approaches to structuring organizations and so on.
* In spite of the myth surrounding the “lone genius,” innovation is the outcome of enlightened trial and error on the part of groups of individuals seeking to solve a vexing problem for a specific audience. These individuals need a workplace free from fear and filled with the spirit of adventure and learning. The task of forming this environment falls on your shoulders.
7 Must Have Conditions to Create a Healthy Innovation Environment:
1. Leaders must be viewed as having high personal credibility.
2. The workplace environment must be free from FEAR.
3. Team members must share mutual respect and they must learn to trust each other.
4. There must be a culture of accountability that is driven by pride, not fear.
5. Individuals must be comfortable conducting tough discussions with those above, below and next to them.
6. There must be a focus and commitment on striving to create high performance teams.
7. The management systems and practices must actively support experimentation by reducing obstacles, simplifying decision-making and promoting enlightened trial and error.
If the role of a leader wasn’t challenging enough, let’s pile on one more abstract but critical challenge to the heavy lifting already required by leaders in this fast-changing world: promoting a culture of innovation.
Your Role in Fueling Innovation in Your Workplace:
Innovation is one of those big hairy topics with a lot of legs and we will leave the gross majority of it for other posts and for other writers focused on this important discipline. My encouragement here today is for you to recognize your role in fostering a healthy working environment that actively promotes experimentation and innovation.
* We live and work in an innovation-focused and driven world. Developing the skills, systems and talent needed to fuel innovation is a must for leaders in today’s organization. Time pressures, global competitors and the march of technology, coupled with a baker’s dozen of major global stresses ranging from the economy and environment to natural disasters and sovereign debt crises, all demand that firms find ways to innovate to survive, sustain and succeed.
* Innovation isn’t just for products...it’s applicable to business models, approaches to serving customers, approaches to structuring organizations and so on.
* In spite of the myth surrounding the “lone genius,” innovation is the outcome of enlightened trial and error on the part of groups of individuals seeking to solve a vexing problem for a specific audience. These individuals need a workplace free from fear and filled with the spirit of adventure and learning. The task of forming this environment falls on your shoulders.
7 Must Have Conditions to Create a Healthy Innovation Environment:
1. Leaders must be viewed as having high personal credibility.
2. The workplace environment must be free from FEAR.
3. Team members must share mutual respect and they must learn to trust each other.
4. There must be a culture of accountability that is driven by pride, not fear.
5. Individuals must be comfortable conducting tough discussions with those above, below and next to them.
6. There must be a focus and commitment on striving to create high performance teams.
7. The management systems and practices must actively support experimentation by reducing obstacles, simplifying decision-making and promoting enlightened trial and error.
Saturday, December 11, 2010
Resolving To Finish Strong
By John C. Maxwell
I once heard that 91 million Americans make New Year's Resolutions, but that 70 million Americans break those commitments within a week! Going to a health club seems to confirm the stats. During the first week of January, gyms are packed. All of the treadmills are in use, people are lining up for a turn on the exercise equipment, and it's hard even to find a parking space. Yet, by about the third week of January, you can park in the space nearest the front door and exercise on any machine that suits your preference. What happens between January 1st and January 21st? People demonstrate their unwillingness to finish.
Character, discipline, sacrifice, tenacity-these qualities aren't stylish, but they are surefire ingredients for any leader who wishes to finish strong. As we enter the final month of the calendar year, I encourage you to make the most of the remaining weeks in 2010. Live and lead in December so that you'll end this year on a high note and cruise into the New Year with positive momentum.
CHARACTER
Emotions are unreliable allies. One moment they propel us forward, while the next minute they impede our progress. People guided primarily by emotion must feel good before doing right. They make popular choices, choosing whichever route is most convenient. They are concerned about protecting their rights instead of taking care of responsibilities, and they are easily discouraged by adversity.
Emotion might drive us to make a decision, but character, or discipline, is what keeps us going when the journey gets hard. A person with character makes decisions on principle, not on the basis of what is popular. He or she honors commitments instead of catering to convenience. High-character, disciplined individuals work steadily regardless of circumstance, creating their own momentum by dint of a steady work ethic.
SACRIFICE
Being a finisher requires recurring installments of sacrifice, not a one-time payment. Sacrifice is a leader's constant companion. As influencers, we must give up to go up, ever exchanging our rights for greater responsibility.
I believe most people expect to pay a price to achieve their goals. Yet, many people seem to have a vague concept of sacrifice, viewing it as something distant or far-off. Consequently, when their goals demand a significant investment, people are bewildered and resist giving up anything. If you desire to finish strong, you will need to sacrifice earlier than expected and to give up more than is comfortable.
TENACITY
Pierre and Marie Curie had made 487 experiments to try to separate radium from pitchblende. All had failed. "It can't be done; it can't be done," Pierre Curie lamented. "Maybe in a hundred years it can be done, but never in our lifetime." Madame Curie replied, "If it takes a hundred years it will be a pity, but I dare not do less than work for it so long as I have life." Madame Curie's tenacity goaded the scientists into making another attempt and opened the door to new scientific discovery.
Tenacity means quitting only when the job is done, not when you're tired. Much of life is spent laboring in the trenches. To reach the finish line, you must wade through tedious details, take care of thankless tasks, and tie up thousands of loose ends. Most people tire along the way, settle for second-best, and stop before reaching their goals. However, a select few push on, refusing to stop until they've taken hold of their dreams.
I once heard that 91 million Americans make New Year's Resolutions, but that 70 million Americans break those commitments within a week! Going to a health club seems to confirm the stats. During the first week of January, gyms are packed. All of the treadmills are in use, people are lining up for a turn on the exercise equipment, and it's hard even to find a parking space. Yet, by about the third week of January, you can park in the space nearest the front door and exercise on any machine that suits your preference. What happens between January 1st and January 21st? People demonstrate their unwillingness to finish.
Character, discipline, sacrifice, tenacity-these qualities aren't stylish, but they are surefire ingredients for any leader who wishes to finish strong. As we enter the final month of the calendar year, I encourage you to make the most of the remaining weeks in 2010. Live and lead in December so that you'll end this year on a high note and cruise into the New Year with positive momentum.
CHARACTER
Emotions are unreliable allies. One moment they propel us forward, while the next minute they impede our progress. People guided primarily by emotion must feel good before doing right. They make popular choices, choosing whichever route is most convenient. They are concerned about protecting their rights instead of taking care of responsibilities, and they are easily discouraged by adversity.
Emotion might drive us to make a decision, but character, or discipline, is what keeps us going when the journey gets hard. A person with character makes decisions on principle, not on the basis of what is popular. He or she honors commitments instead of catering to convenience. High-character, disciplined individuals work steadily regardless of circumstance, creating their own momentum by dint of a steady work ethic.
SACRIFICE
Being a finisher requires recurring installments of sacrifice, not a one-time payment. Sacrifice is a leader's constant companion. As influencers, we must give up to go up, ever exchanging our rights for greater responsibility.
I believe most people expect to pay a price to achieve their goals. Yet, many people seem to have a vague concept of sacrifice, viewing it as something distant or far-off. Consequently, when their goals demand a significant investment, people are bewildered and resist giving up anything. If you desire to finish strong, you will need to sacrifice earlier than expected and to give up more than is comfortable.
TENACITY
Pierre and Marie Curie had made 487 experiments to try to separate radium from pitchblende. All had failed. "It can't be done; it can't be done," Pierre Curie lamented. "Maybe in a hundred years it can be done, but never in our lifetime." Madame Curie replied, "If it takes a hundred years it will be a pity, but I dare not do less than work for it so long as I have life." Madame Curie's tenacity goaded the scientists into making another attempt and opened the door to new scientific discovery.
Tenacity means quitting only when the job is done, not when you're tired. Much of life is spent laboring in the trenches. To reach the finish line, you must wade through tedious details, take care of thankless tasks, and tie up thousands of loose ends. Most people tire along the way, settle for second-best, and stop before reaching their goals. However, a select few push on, refusing to stop until they've taken hold of their dreams.
Friday, December 3, 2010
The Law of Quality
By Brian Tracy
The customer demands the very highest quality for the very lowest price. This seems simple except that many companies try to violate this law on their way to the bankruptcy courts. The customer is very smart. The customer will always act to satisfy the greatest possible number of his or her needs in making any particular buying decision. Only companies that cater to the customer's relentless insistence on even higher levels of quality at even lower prices are successful in the marketplace.
Quality is What the Customer Says it is
Only the customer can define quality. Sometimes even the customer cannot define it clearly, but the customer will vote for quality by the way she spends her dollars. And more than 80 percent of buying decisions today are either made or strongly influenced by women.
Quality Includes Both the Product and Service
Quality also includes the way that it is sold, delivered, and maintained. The customer's definition of quality includes all of the activities associated with the purchase, ownership, and use of the item. Prices in a quality restaurant are not based only on the fact that good food is served on a plate. A first-class restaurant, one that commands above-average prices and can earn above-average profits, also services the food in an atmosphere of comfort and enjoyment that people are willing to pay more for. Can you imagine a waiter in a nice restaurant slapping the plate down on the table and just walking away? Even a simple product can be sold and served with a cheerfulness and courtesy, thereby increasing its perceived value.
Profitability in Direct Proportion to Quality Ranking
What this means is that if a research firm was to go into your marketplace and conduct an honest, objective survey amongst the customers for what you sell, it could develop a quality ranking for your company in terms of how it compares to your competitors. A major reason that companies that are seen as high-quality companies are more profitable is because of the deep need that customers have for security or safety in their purchase decision. Better quality is associated in the customers' minds with greater safety and predictability. The perception of better quality reduces the feeling of uncertainty or risk in making the buying decision. It makes it easier to buy.
Action Exercise
Determine your quality ranking in your industry. Use objective polling if you can. Use your intuition if you must. But be absolutely honest with yourself. Ask your staff and colleagues where they would rank your company on a scale from one to ten among your competitors, as well.
The customer demands the very highest quality for the very lowest price. This seems simple except that many companies try to violate this law on their way to the bankruptcy courts. The customer is very smart. The customer will always act to satisfy the greatest possible number of his or her needs in making any particular buying decision. Only companies that cater to the customer's relentless insistence on even higher levels of quality at even lower prices are successful in the marketplace.
Quality is What the Customer Says it is
Only the customer can define quality. Sometimes even the customer cannot define it clearly, but the customer will vote for quality by the way she spends her dollars. And more than 80 percent of buying decisions today are either made or strongly influenced by women.
Quality Includes Both the Product and Service
Quality also includes the way that it is sold, delivered, and maintained. The customer's definition of quality includes all of the activities associated with the purchase, ownership, and use of the item. Prices in a quality restaurant are not based only on the fact that good food is served on a plate. A first-class restaurant, one that commands above-average prices and can earn above-average profits, also services the food in an atmosphere of comfort and enjoyment that people are willing to pay more for. Can you imagine a waiter in a nice restaurant slapping the plate down on the table and just walking away? Even a simple product can be sold and served with a cheerfulness and courtesy, thereby increasing its perceived value.
Profitability in Direct Proportion to Quality Ranking
What this means is that if a research firm was to go into your marketplace and conduct an honest, objective survey amongst the customers for what you sell, it could develop a quality ranking for your company in terms of how it compares to your competitors. A major reason that companies that are seen as high-quality companies are more profitable is because of the deep need that customers have for security or safety in their purchase decision. Better quality is associated in the customers' minds with greater safety and predictability. The perception of better quality reduces the feeling of uncertainty or risk in making the buying decision. It makes it easier to buy.
Action Exercise
Determine your quality ranking in your industry. Use objective polling if you can. Use your intuition if you must. But be absolutely honest with yourself. Ask your staff and colleagues where they would rank your company on a scale from one to ten among your competitors, as well.
Wednesday, December 1, 2010
Practice Being Like a Child
by Jim Rohn
Remember the master teacher once said 2,000 years ago, “Unless you can become like little children, your chances are zero, you haven’t got a prayer.” A major consideration for adults.
Be like children and remember there are four ways to be more like a child no matter how old you get :
Curiosity
Be curious. Childish curiosity. Learn to be curious like a child. What will kids do if they want to know something bad enough? You’re right. They will bug you. Kids can ask a million questions. You think they’re through. They’ve got another million. They will keep plaguing you. They can drive you right to the brink.
Also kids use their curiosity to learn. Have you ever noticed that while adults are stepping on ants, children are studying them? A child’s curiosity is what helps them to reach, learn and grow.
Excitement
Learn to get excited like a child. There is nothing that has more magic than childish excitement. So excited you hate to go to bed at night. Can’t wait to get up in the morning. So excited that you’re about to explode. How can anyone resist that kind of childish magic? Now, once in a while I meet someone who says, “Well, I’m a little too mature for all that childish excitement.” Isn’t that pitiful? You’ve got to weep for these kinds of people. All I’ve got to say is, “If you’re too old to get excited, you’re old.” Don’t get that old.
Faith
Faith like a child. Faith is childish. How else would you describe it? Some people say, “Let’s be adult about it.” Oh no. No. Adults too often have a tendency to be overly skeptical. Some adults even have a tendency to be cynical. Adults say, “Yeah. I’ve heard that old positive line before. It will be a long day in June before I fall for that positive line. You’ve got to prove to me it’s any good.” See, that’s adult, but kids aren’t that way. Kids think you can get anything. They are really funny. You tell kids, “We’re going to have three swimming pools.” And they say, “Yeah. Three. One each. Stay out of my swimming pool.” See, they start dividing them up right away, but adults are not like that. Adults say, “Three swimming pools? You’re out of your mind. Most people don’t even have one swimming pool. You’ll be lucky to get a tub in the back yard.” You notice the difference? No wonder the master teacher said, “Unless you can become like little children, your chances, they’re skinny.”
Trust
Trust is a childish virtue, but it has great merit. Have you heard the expression “sleep like a baby”? That’s it. Childish trust. After you’ve gotten an A+ for the day, leave it in somebody else’s hands.
Curiosity, excitement, faith and trust. Wow, what a powerful combination to bring (back) into our lives.
Remember the master teacher once said 2,000 years ago, “Unless you can become like little children, your chances are zero, you haven’t got a prayer.” A major consideration for adults.
Be like children and remember there are four ways to be more like a child no matter how old you get :
Curiosity
Be curious. Childish curiosity. Learn to be curious like a child. What will kids do if they want to know something bad enough? You’re right. They will bug you. Kids can ask a million questions. You think they’re through. They’ve got another million. They will keep plaguing you. They can drive you right to the brink.
Also kids use their curiosity to learn. Have you ever noticed that while adults are stepping on ants, children are studying them? A child’s curiosity is what helps them to reach, learn and grow.
Excitement
Learn to get excited like a child. There is nothing that has more magic than childish excitement. So excited you hate to go to bed at night. Can’t wait to get up in the morning. So excited that you’re about to explode. How can anyone resist that kind of childish magic? Now, once in a while I meet someone who says, “Well, I’m a little too mature for all that childish excitement.” Isn’t that pitiful? You’ve got to weep for these kinds of people. All I’ve got to say is, “If you’re too old to get excited, you’re old.” Don’t get that old.
Faith
Faith like a child. Faith is childish. How else would you describe it? Some people say, “Let’s be adult about it.” Oh no. No. Adults too often have a tendency to be overly skeptical. Some adults even have a tendency to be cynical. Adults say, “Yeah. I’ve heard that old positive line before. It will be a long day in June before I fall for that positive line. You’ve got to prove to me it’s any good.” See, that’s adult, but kids aren’t that way. Kids think you can get anything. They are really funny. You tell kids, “We’re going to have three swimming pools.” And they say, “Yeah. Three. One each. Stay out of my swimming pool.” See, they start dividing them up right away, but adults are not like that. Adults say, “Three swimming pools? You’re out of your mind. Most people don’t even have one swimming pool. You’ll be lucky to get a tub in the back yard.” You notice the difference? No wonder the master teacher said, “Unless you can become like little children, your chances, they’re skinny.”
Trust
Trust is a childish virtue, but it has great merit. Have you heard the expression “sleep like a baby”? That’s it. Childish trust. After you’ve gotten an A+ for the day, leave it in somebody else’s hands.
Curiosity, excitement, faith and trust. Wow, what a powerful combination to bring (back) into our lives.
Tuesday, November 30, 2010
I Have No Relationship Today With My Dad
By Zig Ziglar
There are many reasons for strained or broken relationships between parent and child. Damaged relationships are always painful to those involved. The good news is that relationships can be mended. The hard part is that you must initiate action that will lead to forgiveness and reconciliation. Here’s how.
I’m confident, based on sheer numbers, that many people who read this article will say that they haven’t spoken to their father in years or that their father is dead. In the event that your father is dead, I encourage you to forgive him for any wrong he might have done to you during his lifetime. If your father is still living, I encourage you to make some contact – either in person, by phone or through the mail – and tell him you forgive him for what he did to hurt you as you were growing up. (Now, don’t just tell him you forgive him, FORGIVE HIM.)
You also need to ask your father to forgive you for the part you may have played in the negative side of your relationship. I know that for many this will be extremely difficult. You might even need counseling to help you do it, but as my friend and fellow speaker Vicki Hitzges says, “One of these days you will say either ‘I wish I had’ or ‘I’m glad I did.’”
Recently a young man shared with me that he and his dad had been at each other’s throats for years and he hated his father. He took my advice and went to his father and confessed his hatred. He told him he had forgiven him and asked his father to do the same because he wanted to have a good relationship with him. The young man told me that they shed many tears, embraced warmly and are steadily building a great relationship. Think about it this way – you have little to lose and a great deal to gain by giving this a try. Do it and I’ll SEE YOU AT THE TOP!
There are many reasons for strained or broken relationships between parent and child. Damaged relationships are always painful to those involved. The good news is that relationships can be mended. The hard part is that you must initiate action that will lead to forgiveness and reconciliation. Here’s how.
I’m confident, based on sheer numbers, that many people who read this article will say that they haven’t spoken to their father in years or that their father is dead. In the event that your father is dead, I encourage you to forgive him for any wrong he might have done to you during his lifetime. If your father is still living, I encourage you to make some contact – either in person, by phone or through the mail – and tell him you forgive him for what he did to hurt you as you were growing up. (Now, don’t just tell him you forgive him, FORGIVE HIM.)
You also need to ask your father to forgive you for the part you may have played in the negative side of your relationship. I know that for many this will be extremely difficult. You might even need counseling to help you do it, but as my friend and fellow speaker Vicki Hitzges says, “One of these days you will say either ‘I wish I had’ or ‘I’m glad I did.’”
Recently a young man shared with me that he and his dad had been at each other’s throats for years and he hated his father. He took my advice and went to his father and confessed his hatred. He told him he had forgiven him and asked his father to do the same because he wanted to have a good relationship with him. The young man told me that they shed many tears, embraced warmly and are steadily building a great relationship. Think about it this way – you have little to lose and a great deal to gain by giving this a try. Do it and I’ll SEE YOU AT THE TOP!
Monday, November 29, 2010
Perverse Motivation
By Brian Tracy
Everyone likes to buy, but no one wants to be sold. People don't like to feel that they are the recipients or the victims of a sales presentation. Most customers are independent in their thinking, and they don't like to think that they are being manipulated, pressured, or coerced into doing anything. They like to feel as though they are making up their own minds based on good information that has been presented to them.
Sales Helper
The best salesperson is perceived as a helper who assists prospects in getting what they want and need. Remember, it is the perception of the customers that, more than anything else determines how the customer behaves toward a salesperson. You must do everything possible to appear to be helping rather than selling.
Salespeople are Teachers
Top salespeople are teachers who show their customers how products and services work to satisfy their needs. The more you are perceived as a teacher, the more likely it is that you will also be perceived as a consultant or an advisor. You will be seen as a trusted counselor who can be depended upon to help customers get what they want by means of the product or service that you are selling.
Don't Pressure the Customer
If ever your customers feel, even for a moment, that you are trying to sell them into buying something, they will instantly resist and withdraw. The most important part of selling is the quality of the trust bond that exists between you and your customers. You can't afford to do anything that threatens that trust bond. It is important that the customer feels that they are being informed about something that will benefit them, rather than feel pressured to buy a product that is being pushed upon them.
Design Presentation
Design your presentation in such a way that you are always showing, explaining, and asking questions to assure agreement and understanding. See yourself as a teacher with a willing and able student, eager to learn.
Action Exercise
Think of yourself as a teacher and your sales presentation as a "lesson plan." Always begin your presentation with agreement on the value or benefit that the customer seeks that your product or service can deliver.
Everyone likes to buy, but no one wants to be sold. People don't like to feel that they are the recipients or the victims of a sales presentation. Most customers are independent in their thinking, and they don't like to think that they are being manipulated, pressured, or coerced into doing anything. They like to feel as though they are making up their own minds based on good information that has been presented to them.
Sales Helper
The best salesperson is perceived as a helper who assists prospects in getting what they want and need. Remember, it is the perception of the customers that, more than anything else determines how the customer behaves toward a salesperson. You must do everything possible to appear to be helping rather than selling.
Salespeople are Teachers
Top salespeople are teachers who show their customers how products and services work to satisfy their needs. The more you are perceived as a teacher, the more likely it is that you will also be perceived as a consultant or an advisor. You will be seen as a trusted counselor who can be depended upon to help customers get what they want by means of the product or service that you are selling.
Don't Pressure the Customer
If ever your customers feel, even for a moment, that you are trying to sell them into buying something, they will instantly resist and withdraw. The most important part of selling is the quality of the trust bond that exists between you and your customers. You can't afford to do anything that threatens that trust bond. It is important that the customer feels that they are being informed about something that will benefit them, rather than feel pressured to buy a product that is being pushed upon them.
Design Presentation
Design your presentation in such a way that you are always showing, explaining, and asking questions to assure agreement and understanding. See yourself as a teacher with a willing and able student, eager to learn.
Action Exercise
Think of yourself as a teacher and your sales presentation as a "lesson plan." Always begin your presentation with agreement on the value or benefit that the customer seeks that your product or service can deliver.
Friday, November 26, 2010
A Father's Part
by Kenneth Hagin
Therefore take no thought, saying, What shall we eat? or, What shall we drink? or, Wherewithal shall we be clothed? (For after all these things do the Gentiles seek:) for your heavenly Father knoweth that ye have need of all these things. But seek ye first the kingdom of God, and his righteousness; and all these things shall be added unto you. Take therefore no thought for the morrow: for the morrow shall take thought for the things of itself. Sufficient unto the day is the evil thereof (Matt. 6:31-34).
Added to you! Not taken away! That proves that the Father cares for His own.
Another translation reads, "Be not therefore anxious for the morrow." You see, God doesn't want His children to be anxious, or to worry.
In today's passage, God is saying, "Have no worry, no fret, no anxiety. Because I am your Heavenly Father, I know you have need of these things. But seek first the Kingdom of God and His righteousness, and all these things shall be added unto you."
That's what God our Father is saying! If God is your Father, you may be assured that He will take a father's place and perform a father's part. You may be certain that if God is your Father, He loves you, and He will care for you. Praise God, I'm glad He's my Father! Is He yours?
Therefore take no thought, saying, What shall we eat? or, What shall we drink? or, Wherewithal shall we be clothed? (For after all these things do the Gentiles seek:) for your heavenly Father knoweth that ye have need of all these things. But seek ye first the kingdom of God, and his righteousness; and all these things shall be added unto you. Take therefore no thought for the morrow: for the morrow shall take thought for the things of itself. Sufficient unto the day is the evil thereof (Matt. 6:31-34).
Added to you! Not taken away! That proves that the Father cares for His own.
Another translation reads, "Be not therefore anxious for the morrow." You see, God doesn't want His children to be anxious, or to worry.
In today's passage, God is saying, "Have no worry, no fret, no anxiety. Because I am your Heavenly Father, I know you have need of these things. But seek first the Kingdom of God and His righteousness, and all these things shall be added unto you."
That's what God our Father is saying! If God is your Father, you may be assured that He will take a father's place and perform a father's part. You may be certain that if God is your Father, He loves you, and He will care for you. Praise God, I'm glad He's my Father! Is He yours?
Thursday, November 25, 2010
A Thankful Thanksgiving
By Jim Rohn
You may be wondering why I would call this article “A Thankful Thanksgiving.” Aren't all Thanksgivings thankful? Unfortunately, no. As a person who has experienced over 75 Thanksgivings, I recognize that being thankful is something that we have to work at, even on Thanksgiving.
If your home is like most, your Thanksgiving Day will be very busy, with either traveling to where you want to go or preparing your home to have others over for the day. Either way, that can be very hectic and emotionally trying, which doesn't lend itself to preparing your heart to be reflective and thankful. In fact, Thanksgiving weekend is the most traveled weekend in America. Airports are full, and not always providing much room for contemplation of your good fortune.
This means all the more that if we want to be the kind of people who are characterized by thankfulness, then we must make sure that we focus on it, and not just on Thanksgiving Day, but at all times during the year.
Here are a few key words as well as some thoughts that are simple and practical to apply; something you can use right away in your quest for becoming more thankful:
Time. Set aside time regularly to be quiet, to reflect. We live in the fastest-paced time ever. From the moment we awake to the moment we collapse into bed, we have the opportunity to go at full speed and never slow down. If we schedule time every day in which we can be quiet and reflect, we will free our hearts and minds up from the tyranny of the urgent and rushed.
Thought. Give thought to the many blessings that you have. Living in a consumer culture, most of us are fully aware of what we do not have and how we absolutely must have “it.” But how often do we reflect upon that which we already have? Take some time each day and think of one or two things that you have that you may typically take for granted and then take a moment and give thanks for those. In fact, I make it a part of my reflection time to review a list of things that I’m thankful for.
Generosity. Be generous toward those with less and not envious of those with more. We tend to look at others who may be wealthier than ourselves and think, “I sure wish I had what he does.” That kind of thinking breeds envy and jealousy rather than contentment. What can we do to break that cycle? I would suggest being generous to those who are less fortunate than yourself. Go to work at a food bank. And not just during the holidays—everybody works there then—but on a regular basis during the year. That will remind you of how good you really have it.
Ask. Ask a friend what they are thankful for. The next time you are at lunch with a friend, ask him or her what they are most thankful for. You will be amazed at the answers you receive, and you will create a meaningful bond with your friends as you focus on this powerful question.
Acknowledge. Lastly, tell those you love how thankful you are for having them in your life. So many times we neglect to take the time to craft the words to express to those closest to us what their presence in our lives means to us. Take the opportunity of Thanksgiving Day to write them a note or sometime during the day put your hand on their shoulder, look them in the eyes and tell them. Let them know what they mean to you, and in return you’ll begin to create the possibility of deeper, richer, more fulfilling relationships with those you love.
Of course, we should do what we can to make the most of the day we call Thanksgiving, but wouldn’t it be a shame if the only time we reflected on our blessings was that one Thursday in November? And the answer is, of course! So let’s do our best to be aware of the many great gifts that we have each and every day of the year. As we do so we will feel our hearts soar and our minds will experience more and more peace as we regularly remember and remain aware of our good fortune.
Happy Thanksgiving!
You may be wondering why I would call this article “A Thankful Thanksgiving.” Aren't all Thanksgivings thankful? Unfortunately, no. As a person who has experienced over 75 Thanksgivings, I recognize that being thankful is something that we have to work at, even on Thanksgiving.
If your home is like most, your Thanksgiving Day will be very busy, with either traveling to where you want to go or preparing your home to have others over for the day. Either way, that can be very hectic and emotionally trying, which doesn't lend itself to preparing your heart to be reflective and thankful. In fact, Thanksgiving weekend is the most traveled weekend in America. Airports are full, and not always providing much room for contemplation of your good fortune.
This means all the more that if we want to be the kind of people who are characterized by thankfulness, then we must make sure that we focus on it, and not just on Thanksgiving Day, but at all times during the year.
Here are a few key words as well as some thoughts that are simple and practical to apply; something you can use right away in your quest for becoming more thankful:
Time. Set aside time regularly to be quiet, to reflect. We live in the fastest-paced time ever. From the moment we awake to the moment we collapse into bed, we have the opportunity to go at full speed and never slow down. If we schedule time every day in which we can be quiet and reflect, we will free our hearts and minds up from the tyranny of the urgent and rushed.
Thought. Give thought to the many blessings that you have. Living in a consumer culture, most of us are fully aware of what we do not have and how we absolutely must have “it.” But how often do we reflect upon that which we already have? Take some time each day and think of one or two things that you have that you may typically take for granted and then take a moment and give thanks for those. In fact, I make it a part of my reflection time to review a list of things that I’m thankful for.
Generosity. Be generous toward those with less and not envious of those with more. We tend to look at others who may be wealthier than ourselves and think, “I sure wish I had what he does.” That kind of thinking breeds envy and jealousy rather than contentment. What can we do to break that cycle? I would suggest being generous to those who are less fortunate than yourself. Go to work at a food bank. And not just during the holidays—everybody works there then—but on a regular basis during the year. That will remind you of how good you really have it.
Ask. Ask a friend what they are thankful for. The next time you are at lunch with a friend, ask him or her what they are most thankful for. You will be amazed at the answers you receive, and you will create a meaningful bond with your friends as you focus on this powerful question.
Acknowledge. Lastly, tell those you love how thankful you are for having them in your life. So many times we neglect to take the time to craft the words to express to those closest to us what their presence in our lives means to us. Take the opportunity of Thanksgiving Day to write them a note or sometime during the day put your hand on their shoulder, look them in the eyes and tell them. Let them know what they mean to you, and in return you’ll begin to create the possibility of deeper, richer, more fulfilling relationships with those you love.
Of course, we should do what we can to make the most of the day we call Thanksgiving, but wouldn’t it be a shame if the only time we reflected on our blessings was that one Thursday in November? And the answer is, of course! So let’s do our best to be aware of the many great gifts that we have each and every day of the year. As we do so we will feel our hearts soar and our minds will experience more and more peace as we regularly remember and remain aware of our good fortune.
Happy Thanksgiving!
Wednesday, November 24, 2010
Entertainment for Happiness
By Zig Ziglar
The typical eighteen-year-old has seen 17,000 hours of television, listened to 11,000 hours of music, and watched 2,000 hours of MTV and movies. In addition, they have spent countless hours on texting, have “driven around” a substantial number of hours, gone to concerts and athletic events, and dated. I’m not opposed to any of these things, but when you total those hours, they come to more hours than are required to complete kindergarten, grade school, middle school, high school, college, medical school and serve an internship. All of this in the quest of happiness, having pleasure and being entertained.
Interestingly enough, as thousands of people in my audiences around America will testify, when I ask them a question which challenges them to finish the sentence, “The most-often heard phrase around a household uttered by our children is…” – and I open the sentence by saying “I am…” -the audience, in unison, finishes with the word “bored.” In addition, according to Psychology Today, the typical 20-year-old American is ten times as likely to be depressed as is his father and 20 times as likely to be depressed as is his grandfather.
The message is clear. There’s a substantial difference between pleasure and happiness. Other people can give us pleasure. Most of us would agree that all the events I described above – movies, dating, athletic events, music, etc. – are pleasurable. However, neither you nor your children will be happy until you do things for other people. You can’t be “entertained” into happiness and pleasure alone ultimately produces boredom and low self-esteem. A Gallup Poll several years ago revealed that over 90% of seniors in high school wished their parents and teachers loved them enough to discipline them more and require and expect more from them.
We need to teach our children to “be” and “do,” and I’m not talking about “be entertained.” I’m talking about “be responsible,” and active in the pursuit of some worthwhile objectives. Think about it and I’ll SEE YOU AT THE TOP!
The typical eighteen-year-old has seen 17,000 hours of television, listened to 11,000 hours of music, and watched 2,000 hours of MTV and movies. In addition, they have spent countless hours on texting, have “driven around” a substantial number of hours, gone to concerts and athletic events, and dated. I’m not opposed to any of these things, but when you total those hours, they come to more hours than are required to complete kindergarten, grade school, middle school, high school, college, medical school and serve an internship. All of this in the quest of happiness, having pleasure and being entertained.
Interestingly enough, as thousands of people in my audiences around America will testify, when I ask them a question which challenges them to finish the sentence, “The most-often heard phrase around a household uttered by our children is…” – and I open the sentence by saying “I am…” -the audience, in unison, finishes with the word “bored.” In addition, according to Psychology Today, the typical 20-year-old American is ten times as likely to be depressed as is his father and 20 times as likely to be depressed as is his grandfather.
The message is clear. There’s a substantial difference between pleasure and happiness. Other people can give us pleasure. Most of us would agree that all the events I described above – movies, dating, athletic events, music, etc. – are pleasurable. However, neither you nor your children will be happy until you do things for other people. You can’t be “entertained” into happiness and pleasure alone ultimately produces boredom and low self-esteem. A Gallup Poll several years ago revealed that over 90% of seniors in high school wished their parents and teachers loved them enough to discipline them more and require and expect more from them.
We need to teach our children to “be” and “do,” and I’m not talking about “be entertained.” I’m talking about “be responsible,” and active in the pursuit of some worthwhile objectives. Think about it and I’ll SEE YOU AT THE TOP!
Tuesday, November 23, 2010
Excellence: Taking Your Leadership to New Heights
By John C. Maxwell
As a child, did you ever wish that you could fly? The longing to escape gravity seems ingrained in our imaginations. Fictional characters from Superman to Mary Poppins to Aladdin have soared across the sky on adventures. Michael "Air" Jordan's fame rested, in part, on his seeming ability to glide above his opponents on the court to slam-dunk the basketball. Kite flying remains a popular pastime and air shows draw crowds to watch planes perform acrobatic aerial feats.
Our longing to take flight transfers to our careers. We don't want to be stuck on the bottom level; we want to soar. We desire to be on top, to excel in our work.
Whatever your occupation and regardless of your position, here are three habits of excellence which, when attained, will get you off the ground.
Work with Your Whole Heart
I've never met a halfhearted leader who sustained excellence. The successful leaders I know are ablaze with desire to see their vision come to fruition. Having an end in mind, they approach work with joy and expectancy.
What should you do if you feel unmotivated on the job?
1) Seek self-awareness of your strengths and find ways to express them. What do you do well? What captures your attention? What have you enjoyed doing in the past? If your role at work doesn't provide an outlet for your strengths, volunteer them in another capacity.
2) Monitor your attitude. Cease complaining and weed out negativity from your thoughts. Instead, concentrate on opportunities to learn and grow.
Devote Undistracted Attention to Your Job
Excellent leaders have laser-like focus. They fix their attention on top priorities and refuse to be diverted from accomplishing them. They work purposefully and strategically, doing what's important instead of what's easy.
How can you regain focus when your vision seems fuzzy?
1) Prioritize your time. If you don't budget your time, others will spend it for you. Control your calendar so that your hours are spent on what matters most.
2) Protect your environment. Distractions creep in and hold our attention hostage. Take steps to eliminate interruptions. This can be as simple as turning off your phone during times of focused thought or sealing yourself off from others for a few minutes in the morning so that you can plan for the day.
Give Maximum Energy to Your Team
Leaders who excel give full commitment to their team. They offer their best day after day, always devoting maximum effort to their responsibilities. They understand what's required to complete an assignment, and they don't rest until every detail is in place and the project is finished.
1) Eat well and exercise. Your health determines your quality and quantity of life. Don't view your physical health in isolation; it connects to your emotional and mental health.
2) Make rest a must. Leaders are generally driven, outcome-oriented people. As such, they can have a hard time seeing the value of rest and relaxation. In truth, you actually accomplish more when you discipline yourself to unplug and recharge periodically.
As a child, did you ever wish that you could fly? The longing to escape gravity seems ingrained in our imaginations. Fictional characters from Superman to Mary Poppins to Aladdin have soared across the sky on adventures. Michael "Air" Jordan's fame rested, in part, on his seeming ability to glide above his opponents on the court to slam-dunk the basketball. Kite flying remains a popular pastime and air shows draw crowds to watch planes perform acrobatic aerial feats.
Our longing to take flight transfers to our careers. We don't want to be stuck on the bottom level; we want to soar. We desire to be on top, to excel in our work.
Whatever your occupation and regardless of your position, here are three habits of excellence which, when attained, will get you off the ground.
Work with Your Whole Heart
I've never met a halfhearted leader who sustained excellence. The successful leaders I know are ablaze with desire to see their vision come to fruition. Having an end in mind, they approach work with joy and expectancy.
What should you do if you feel unmotivated on the job?
1) Seek self-awareness of your strengths and find ways to express them. What do you do well? What captures your attention? What have you enjoyed doing in the past? If your role at work doesn't provide an outlet for your strengths, volunteer them in another capacity.
2) Monitor your attitude. Cease complaining and weed out negativity from your thoughts. Instead, concentrate on opportunities to learn and grow.
Devote Undistracted Attention to Your Job
Excellent leaders have laser-like focus. They fix their attention on top priorities and refuse to be diverted from accomplishing them. They work purposefully and strategically, doing what's important instead of what's easy.
How can you regain focus when your vision seems fuzzy?
1) Prioritize your time. If you don't budget your time, others will spend it for you. Control your calendar so that your hours are spent on what matters most.
2) Protect your environment. Distractions creep in and hold our attention hostage. Take steps to eliminate interruptions. This can be as simple as turning off your phone during times of focused thought or sealing yourself off from others for a few minutes in the morning so that you can plan for the day.
Give Maximum Energy to Your Team
Leaders who excel give full commitment to their team. They offer their best day after day, always devoting maximum effort to their responsibilities. They understand what's required to complete an assignment, and they don't rest until every detail is in place and the project is finished.
1) Eat well and exercise. Your health determines your quality and quantity of life. Don't view your physical health in isolation; it connects to your emotional and mental health.
2) Make rest a must. Leaders are generally driven, outcome-oriented people. As such, they can have a hard time seeing the value of rest and relaxation. In truth, you actually accomplish more when you discipline yourself to unplug and recharge periodically.
Monday, November 22, 2010
The Law of the Customer
By Brian Tracy
The customer always acts to satisfy his or her interests by seeking the very most and best at the lowest price possible. Customers practice economic calculation in their choices. They seek to minimize their purchases and to minimize their costs, or outlays. Customers always attempt to get the things they want the fastest and easiest way possible, right now, at the lower possible price. This is not a problem. This is merely a fact of business life. Customers want the very most for the very least, and they will buy from whomever they feel can best give it to them.
Customers are Both Demanding and Ruthless
Customers are both demanding and ruthless; they reward highly those companies that serve them best and allow those companies that serve them poorly to fail. Sam Walton once said, “We all have the same boss, the customer, and he can fire us any time he wants by deciding to buy somewhere else.” It isn't that customers don't care about your business, its just that customers care more about themselves and their own satisfaction than they do about the success or failure of your enterprise. Wherever you see a business fail, you see a business where the owners were either unable or unwilling to adjust their offerings to satisfy the customers at prices that allowed them to carry on.
Customer Always Behave Rationally
Customers always behave rationally in pursuing the path of least resistance to get want they want. From the point of view of the customer, every action makes perfect sense. All buying behavior is aimed at achieving greater personal satisfaction, toward improving one's position, toward being better off. If a salesperson or a businessperson suggests that the customers are stupid for not patronizing a particular store or buying its products, it is actually the salesperson or the businessperson who is stupid. The customer is very smart and usually knows what is in his or her best interest. The customer's decision is always rational, from the customer's point of view.
Proper Business Planning
Proper business planning always begins with the customer as the central focus of attention and discussion. People within companies have a dangerous tendency to lose touch with the thoughts, feelings, and needs of their customers. They tend to talk only among themselves, and what is worse, they listen only to each other. They lose touch with the reality of their customers. If you are in business, and if what you do affects your customer, you should mentally erect a statue of the customer and place it in the middle of the table when you discuss any plans regarding your products or services. Always ask yourself; if the customer was sitting here listening to us, what would the customer be thinking? What would the customer say?
Action Exercise
Make a list of all your customers, both inside and outside of your business. Write down the names of your boss and coworkers, your outside customers and contacts, everyone with whom you deal, including your staff
The customer always acts to satisfy his or her interests by seeking the very most and best at the lowest price possible. Customers practice economic calculation in their choices. They seek to minimize their purchases and to minimize their costs, or outlays. Customers always attempt to get the things they want the fastest and easiest way possible, right now, at the lower possible price. This is not a problem. This is merely a fact of business life. Customers want the very most for the very least, and they will buy from whomever they feel can best give it to them.
Customers are Both Demanding and Ruthless
Customers are both demanding and ruthless; they reward highly those companies that serve them best and allow those companies that serve them poorly to fail. Sam Walton once said, “We all have the same boss, the customer, and he can fire us any time he wants by deciding to buy somewhere else.” It isn't that customers don't care about your business, its just that customers care more about themselves and their own satisfaction than they do about the success or failure of your enterprise. Wherever you see a business fail, you see a business where the owners were either unable or unwilling to adjust their offerings to satisfy the customers at prices that allowed them to carry on.
Customer Always Behave Rationally
Customers always behave rationally in pursuing the path of least resistance to get want they want. From the point of view of the customer, every action makes perfect sense. All buying behavior is aimed at achieving greater personal satisfaction, toward improving one's position, toward being better off. If a salesperson or a businessperson suggests that the customers are stupid for not patronizing a particular store or buying its products, it is actually the salesperson or the businessperson who is stupid. The customer is very smart and usually knows what is in his or her best interest. The customer's decision is always rational, from the customer's point of view.
Proper Business Planning
Proper business planning always begins with the customer as the central focus of attention and discussion. People within companies have a dangerous tendency to lose touch with the thoughts, feelings, and needs of their customers. They tend to talk only among themselves, and what is worse, they listen only to each other. They lose touch with the reality of their customers. If you are in business, and if what you do affects your customer, you should mentally erect a statue of the customer and place it in the middle of the table when you discuss any plans regarding your products or services. Always ask yourself; if the customer was sitting here listening to us, what would the customer be thinking? What would the customer say?
Action Exercise
Make a list of all your customers, both inside and outside of your business. Write down the names of your boss and coworkers, your outside customers and contacts, everyone with whom you deal, including your staff
Friday, November 19, 2010
Creating a boutique career
Barbara Moses (The Globe and Mail Online)
A middle-manager client unhappy in her job recently gave me her career wish list. She longs for an opportunity to think more deeply about, and do leading-edge work in, her subject area. She has a desire to focus on tasks that intellectually engage her. And she wants to work with and manage smart people.
What she doesn’t want is a hodge-podge of responsibilities that lack any unifying vision or intellectual substance.
Her wish list sounds like the features of a great, high-end boutique shop: focused, clearly defined, sophisticated, providing a niche service or product, and infused with the personality and vision of the owner – a vision shared by the people who work there.
While I’ve never heard anyone use the analogy of a boutique to describe an ideal career, the concept captures a “work package” for which I increasingly hear frustrated professionals express a desire.
People who yearn for a more focused direction complain about being at the beck and call of bosses who don’t know what they want and being pulled in a thousand directions. They are tired of navigating departmental politics; scrambling for non-existent resources; being unable to carry out work to a standard they consider acceptable; and working in reactive environments where nobody actually thinks.
Even senior managers want work that allows them to pay attention to professional content, as I found in a survey I recently conducted of about 60 executives. Almost all lamented that ever-growing demands to satisfy human resource and legislative policies, impossible cost restraints, and staff with bottomless needs for approval and direction have left them with no time to pay attention to what they are being paid for. A vice-president of human resources or marketing wants to be able to do more than worry about filling out forms for maternity leaves; they also want to be able to provide leadership to employees and to turn a strategic eye to professional matters.
About half of the respondents said they wished they had the freedom to concentrate on high-level professional problems, but said such roles are almost impossible to find in most contemporary corporate environments.
High-level professional jobs are indeed scarce, and the advancement ladder can be truncated for those who don’t want to move on to a management track. Professional positions, for the most part, are much broader and more generalized in scope than the words “professional” or “specialist” implies. Instead, they require a wide range of skills at a “good enough,” rather than an expert, level.
In a recent workshop, one unhappy tax partner at a global accounting firm complained that the many competing demands forced him to do second-rate work. He wryly observed that, “although I’m considered a very senior professional, in fact, I get my most of my specialist skills from a software program.” Being a tax partner is the vehicle through which he carries out a wide range of responsibilities, such as leading the practice, marketing services, and grooming young accountants. But all these tasks had little bearing on his expertise in tax regulations, he noted.
He so missed the days when he could “get down and dirty” solving complex tax problems that he asked his firm to relieve him of some partnership responsibilities. As a result, they created a special role for him as the practice's go-to expert.
One can see the advantages that a boutique career has for those who love to practice their craft at a high level. Like the owner of a specialty shop, you can choose what to focus on. You can also make bolder choices. Being a bit “out there” or eccentric can even be an asset, or at least is more likely to be tolerated (“She’s a bit weird, but she really knows her stuff”). You have independence, more opportunity to think deeply about a subject, and, if you are very talented, you can become known as an expert.
But there can also be a downside: boredom in mid- and later career from having spent most of your working life doing more or less the same thing over and over. What once was cutting-edge can now be tedious in repetition.
Another possible cost: lost opportunities as a result of being too rigid or picky about what you are prepared to do. One fiftysomething acquaintance has had what could be called a boutique career as an expert in adult education for several decades. She now feels stuck. Reflecting on her work history, she said, “People see me as prickly and unyielding. Sometimes I wish I could have been more flexible, more willing to roll with the punches. I might have been happier. And I might have more choices now.”
For people with boutique careers, work is highly personal, intimately tied to their ego and identity. This can be extremely satisfying – but it can also lead to problems of rigid views or single-mindedness. As one communications expert put it: “I have a very particular way of thinking about things and you would have to work very hard to convince me to look at things differently. It’s my fingerprint, my signature and vision, and I don’t want to dilute it.”
A sense of ownership and the opportunity for self-expression can be seductive. But before you embark on a search for a plum boutique career, understand that it’s not only about getting rid of the daily headaches and demands that have nothing to do with your skills or talents. To gain entry into the boutique ranks, you have to have something unique and special to sell.
You also have to be willing and able to say “no” to taking on tasks outside what you truly excel at. This is not for the faint of heart. If you are a self-employed consultant, for example, you might have to turn down jobs outside your expertise, even when it hurts to take a pass on income-producing activities. If you work for someone, this may mean renegotiating your job expectations, and if you can't do this, you may have to find another position that allows you to carry out your craft in a more focused way.
But the rewards – knowing you stayed the course, shaping your career in a deeply personal way, and being the go-to person for that special service – can be rich.
ON THE JOB
Beyond the halls of academia and cutting-edge laboratories, the best place to create a boutique career is in so-called knowledge industries, such as government, pharmaceuticals, financial services, and professional service firms. Here’s a sampling of jobs and roles that can spur a boutique career:
- Professions that require a high level of specialized training (such as lawyer, physician, chartered accountant), combined with a specialized focus. Example: a lawyer who focuses on environmental issues.
- Professions that require education and focused experience. Example: a specialist in leadership management; a journalist with expertise in global financing.
- Scientists with clearly defined research interests and specialized knowledge.
- Talented specialists, such as chef, stylist, interior designer.
______
ARE YOU SUITED FOR A BOUTIQUE CAREER?
The more statements that are true of you, the better suited you may be for a boutique career:
- I enjoy thinking deeply about the problems associated with my profession.
- I am known as someone who comes up with unusual and creative solutions to professional challenges.
- I am not afraid to make bold professional suggestions.
- I am one of the most qualified people in my profession.
- I am not prepared to make professional compromises in favour of business results.
- Co-workers with might describe me as rigid when it comes to looking at alternative solutions.
- I have a clear understanding of what I am – and am not – good at.
- I am often described as being a perfectionist
- If something doesn’t interest me professionally, I find it difficult to do it, even if I know I should for the money or to benefit my career.
- My colleagues would describe me as doing leading-edge work, in tune with the times.
- I can be difficult to influence on professional matters.
- People seek out my opinion on professional matters; they think of me as an expert.
Special to The Globe and Mail
A middle-manager client unhappy in her job recently gave me her career wish list. She longs for an opportunity to think more deeply about, and do leading-edge work in, her subject area. She has a desire to focus on tasks that intellectually engage her. And she wants to work with and manage smart people.
What she doesn’t want is a hodge-podge of responsibilities that lack any unifying vision or intellectual substance.
Her wish list sounds like the features of a great, high-end boutique shop: focused, clearly defined, sophisticated, providing a niche service or product, and infused with the personality and vision of the owner – a vision shared by the people who work there.
While I’ve never heard anyone use the analogy of a boutique to describe an ideal career, the concept captures a “work package” for which I increasingly hear frustrated professionals express a desire.
People who yearn for a more focused direction complain about being at the beck and call of bosses who don’t know what they want and being pulled in a thousand directions. They are tired of navigating departmental politics; scrambling for non-existent resources; being unable to carry out work to a standard they consider acceptable; and working in reactive environments where nobody actually thinks.
Even senior managers want work that allows them to pay attention to professional content, as I found in a survey I recently conducted of about 60 executives. Almost all lamented that ever-growing demands to satisfy human resource and legislative policies, impossible cost restraints, and staff with bottomless needs for approval and direction have left them with no time to pay attention to what they are being paid for. A vice-president of human resources or marketing wants to be able to do more than worry about filling out forms for maternity leaves; they also want to be able to provide leadership to employees and to turn a strategic eye to professional matters.
About half of the respondents said they wished they had the freedom to concentrate on high-level professional problems, but said such roles are almost impossible to find in most contemporary corporate environments.
High-level professional jobs are indeed scarce, and the advancement ladder can be truncated for those who don’t want to move on to a management track. Professional positions, for the most part, are much broader and more generalized in scope than the words “professional” or “specialist” implies. Instead, they require a wide range of skills at a “good enough,” rather than an expert, level.
In a recent workshop, one unhappy tax partner at a global accounting firm complained that the many competing demands forced him to do second-rate work. He wryly observed that, “although I’m considered a very senior professional, in fact, I get my most of my specialist skills from a software program.” Being a tax partner is the vehicle through which he carries out a wide range of responsibilities, such as leading the practice, marketing services, and grooming young accountants. But all these tasks had little bearing on his expertise in tax regulations, he noted.
He so missed the days when he could “get down and dirty” solving complex tax problems that he asked his firm to relieve him of some partnership responsibilities. As a result, they created a special role for him as the practice's go-to expert.
One can see the advantages that a boutique career has for those who love to practice their craft at a high level. Like the owner of a specialty shop, you can choose what to focus on. You can also make bolder choices. Being a bit “out there” or eccentric can even be an asset, or at least is more likely to be tolerated (“She’s a bit weird, but she really knows her stuff”). You have independence, more opportunity to think deeply about a subject, and, if you are very talented, you can become known as an expert.
But there can also be a downside: boredom in mid- and later career from having spent most of your working life doing more or less the same thing over and over. What once was cutting-edge can now be tedious in repetition.
Another possible cost: lost opportunities as a result of being too rigid or picky about what you are prepared to do. One fiftysomething acquaintance has had what could be called a boutique career as an expert in adult education for several decades. She now feels stuck. Reflecting on her work history, she said, “People see me as prickly and unyielding. Sometimes I wish I could have been more flexible, more willing to roll with the punches. I might have been happier. And I might have more choices now.”
For people with boutique careers, work is highly personal, intimately tied to their ego and identity. This can be extremely satisfying – but it can also lead to problems of rigid views or single-mindedness. As one communications expert put it: “I have a very particular way of thinking about things and you would have to work very hard to convince me to look at things differently. It’s my fingerprint, my signature and vision, and I don’t want to dilute it.”
A sense of ownership and the opportunity for self-expression can be seductive. But before you embark on a search for a plum boutique career, understand that it’s not only about getting rid of the daily headaches and demands that have nothing to do with your skills or talents. To gain entry into the boutique ranks, you have to have something unique and special to sell.
You also have to be willing and able to say “no” to taking on tasks outside what you truly excel at. This is not for the faint of heart. If you are a self-employed consultant, for example, you might have to turn down jobs outside your expertise, even when it hurts to take a pass on income-producing activities. If you work for someone, this may mean renegotiating your job expectations, and if you can't do this, you may have to find another position that allows you to carry out your craft in a more focused way.
But the rewards – knowing you stayed the course, shaping your career in a deeply personal way, and being the go-to person for that special service – can be rich.
ON THE JOB
Beyond the halls of academia and cutting-edge laboratories, the best place to create a boutique career is in so-called knowledge industries, such as government, pharmaceuticals, financial services, and professional service firms. Here’s a sampling of jobs and roles that can spur a boutique career:
- Professions that require a high level of specialized training (such as lawyer, physician, chartered accountant), combined with a specialized focus. Example: a lawyer who focuses on environmental issues.
- Professions that require education and focused experience. Example: a specialist in leadership management; a journalist with expertise in global financing.
- Scientists with clearly defined research interests and specialized knowledge.
- Talented specialists, such as chef, stylist, interior designer.
______
ARE YOU SUITED FOR A BOUTIQUE CAREER?
The more statements that are true of you, the better suited you may be for a boutique career:
- I enjoy thinking deeply about the problems associated with my profession.
- I am known as someone who comes up with unusual and creative solutions to professional challenges.
- I am not afraid to make bold professional suggestions.
- I am one of the most qualified people in my profession.
- I am not prepared to make professional compromises in favour of business results.
- Co-workers with might describe me as rigid when it comes to looking at alternative solutions.
- I have a clear understanding of what I am – and am not – good at.
- I am often described as being a perfectionist
- If something doesn’t interest me professionally, I find it difficult to do it, even if I know I should for the money or to benefit my career.
- My colleagues would describe me as doing leading-edge work, in tune with the times.
- I can be difficult to influence on professional matters.
- People seek out my opinion on professional matters; they think of me as an expert.
Special to The Globe and Mail
Thursday, November 18, 2010
The Young Persuader
By Zig Ziglar
A few days after my second daughter was born, I had to take a trip over to South Carolina from our Knoxville, Tennessee, home. On the way back, a sudden snow storm left me and a few hundred other motorists stranded for the night. Fortunately, I was stranded directly behind a nice, warm Greyhound bus. The driver was kind enough to permit me to climb aboard and spend the night. The next morning the highways were cleared and I drove on home.
I had no sooner pulled into the driveway and gotten inside my house than my wife said we needed more baby supplies. I slipped my heavy coat back on and was headed for the door when my soon-to-be four-year-old daughter, Suzan, said, “Daddy, take me with you.” I explained to her that the weather was bad, I would only be gone a few minutes, and it would be best for her to stay home. As only a four-year-old can, she said, “But, Daddy, I will be so lonely.” I said, “Now, Doll, your mother is here and so is your new baby sister, and Lizzie (who was our live-in nanny) is here.” Then she looked at me and said, “But, Daddy, I’ll be lonely for you.” I don’t need to tell you that she went with me to the store that day.
In retrospect, that is persuasion at its absolute best – straight from the heart, without guile and without any subterfuge. In a direct, simple way she had made me feel important – I was the one she was going to be lonely for. I believe that if we will play it straight, speak from the heart, and be open and direct with people in a loving way, we will improve our communication skills dramatically and our persuasiveness will go up. Think about it. Speak from the heart, and I’ll SEE YOU AT THE TOP!
A few days after my second daughter was born, I had to take a trip over to South Carolina from our Knoxville, Tennessee, home. On the way back, a sudden snow storm left me and a few hundred other motorists stranded for the night. Fortunately, I was stranded directly behind a nice, warm Greyhound bus. The driver was kind enough to permit me to climb aboard and spend the night. The next morning the highways were cleared and I drove on home.
I had no sooner pulled into the driveway and gotten inside my house than my wife said we needed more baby supplies. I slipped my heavy coat back on and was headed for the door when my soon-to-be four-year-old daughter, Suzan, said, “Daddy, take me with you.” I explained to her that the weather was bad, I would only be gone a few minutes, and it would be best for her to stay home. As only a four-year-old can, she said, “But, Daddy, I will be so lonely.” I said, “Now, Doll, your mother is here and so is your new baby sister, and Lizzie (who was our live-in nanny) is here.” Then she looked at me and said, “But, Daddy, I’ll be lonely for you.” I don’t need to tell you that she went with me to the store that day.
In retrospect, that is persuasion at its absolute best – straight from the heart, without guile and without any subterfuge. In a direct, simple way she had made me feel important – I was the one she was going to be lonely for. I believe that if we will play it straight, speak from the heart, and be open and direct with people in a loving way, we will improve our communication skills dramatically and our persuasiveness will go up. Think about it. Speak from the heart, and I’ll SEE YOU AT THE TOP!
Wednesday, November 17, 2010
Leading with Excellence: Setting Personal Standards of Success
By John Maxwell
"Success means doing the best we can with what we have. Success is the doing, not the getting; in the trying, not the triumph. Success is a personal standard, reaching for the highest that is in us, becoming all that we can be." ~ Zig Ziglar
Wise leaders set personal standards of excellence rather than allowing external forces to define success or failure for them. They set their standards above and beyond what others require, consistently delivering results that surpass expectations. In honoring their standards of excellence, credible leaders go first and give the most, modeling the work ethic they desire to see from teammates.
On the other hand, when leaders accept standards placed upon them by others, they sacrifice self-control. They begin to live inauthentic lives, chasing after "goals" they didn't set and violating their values in ways they never would have thought possible. In my experience, there are four common culprits that leaders foolishly allow to override their personal standards.
1) Competition
Allowing the competition to set your standards pulls you off mission and away from your unique strengths and values. Being overly concerned with your rivals may cause you to copy their unethical tactics or to engage in unprincipled behavior in an effort to win at all costs. In leadership, you have to chart your own course. Never allow the competition to choose the path for you.
2) Circumstances
Since there are so many factors beyond our control, in leadership we cannot gauge excellence solely on short-term results. Outcomes are important and goals have merit, but at times circumstances will conspire to block our progress. Consider the economic downturn. For leaders with standards of success tied to stock prices or bottom line profits, the last two years must seem like miserable failures. Keep your personal standards independent of life circumstances so that no matter what is going on around you, you can still achieve excellence.
3) Critics
As a leader, you will be criticized. You'll be scrutinized, second-guessed, and disparaged. Don't confuse excellence with pleasing others. If you do, you'll always feel like a failure, because it's impossible to please all of the people all of the time. Stay true to your personal standards and don't sacrifice them to pacify your critics.
4) Cheerleaders
When you're successful, you gain the applause of everyone around you. The applause massages your ego and begins to substitute for the fulfillment of meeting personal standards. If you're not careful, you can develop an addiction to applause. Instead of pursuing excellence you play to the crowd, craving their adoration. Seeking popularity over principle, you allow others to measure excellence for you and to define your worth.
To avoid the trap of pandering to applause, surround yourself with people who tell you what you need to hear rather than what you want to hear. The higher you go in leadership, the harder it becomes for your teammates to give you honest feedback. Make a point to stay humble and approachable so that you do not become self-deluded.
"Success means doing the best we can with what we have. Success is the doing, not the getting; in the trying, not the triumph. Success is a personal standard, reaching for the highest that is in us, becoming all that we can be." ~ Zig Ziglar
Wise leaders set personal standards of excellence rather than allowing external forces to define success or failure for them. They set their standards above and beyond what others require, consistently delivering results that surpass expectations. In honoring their standards of excellence, credible leaders go first and give the most, modeling the work ethic they desire to see from teammates.
On the other hand, when leaders accept standards placed upon them by others, they sacrifice self-control. They begin to live inauthentic lives, chasing after "goals" they didn't set and violating their values in ways they never would have thought possible. In my experience, there are four common culprits that leaders foolishly allow to override their personal standards.
1) Competition
Allowing the competition to set your standards pulls you off mission and away from your unique strengths and values. Being overly concerned with your rivals may cause you to copy their unethical tactics or to engage in unprincipled behavior in an effort to win at all costs. In leadership, you have to chart your own course. Never allow the competition to choose the path for you.
2) Circumstances
Since there are so many factors beyond our control, in leadership we cannot gauge excellence solely on short-term results. Outcomes are important and goals have merit, but at times circumstances will conspire to block our progress. Consider the economic downturn. For leaders with standards of success tied to stock prices or bottom line profits, the last two years must seem like miserable failures. Keep your personal standards independent of life circumstances so that no matter what is going on around you, you can still achieve excellence.
3) Critics
As a leader, you will be criticized. You'll be scrutinized, second-guessed, and disparaged. Don't confuse excellence with pleasing others. If you do, you'll always feel like a failure, because it's impossible to please all of the people all of the time. Stay true to your personal standards and don't sacrifice them to pacify your critics.
4) Cheerleaders
When you're successful, you gain the applause of everyone around you. The applause massages your ego and begins to substitute for the fulfillment of meeting personal standards. If you're not careful, you can develop an addiction to applause. Instead of pursuing excellence you play to the crowd, craving their adoration. Seeking popularity over principle, you allow others to measure excellence for you and to define your worth.
To avoid the trap of pandering to applause, surround yourself with people who tell you what you need to hear rather than what you want to hear. The higher you go in leadership, the harder it becomes for your teammates to give you honest feedback. Make a point to stay humble and approachable so that you do not become self-deluded.
Tuesday, November 16, 2010
Where Do You Go for Your Intellectual Feast?
By Jim ROhn
Pity the man who has a favorite restaurant, but not a favorite author. He's picked out a favorite place to feed his body, but he doesn't have a favorite place to feed his mind!
Why would this be? Have you heard about the accelerated learning curve? From birth, up until the time we are about 18, our learning curve is dramatic, and our capacity to learn during this period is just staggering. We learn a tremendous amount very fast. We learn language, culture, history, science, mathematics... everything!
For some people, the accelerated learning process will continue. But for most, it levels off when they get their first job. If there are no more exams to take, if there's no demand to get out paper and pencil, why read any more books? Of course, you will learn some things through experience. Just getting out there—sometimes doing it wrong and sometimes doing it right—you will learn.
Can you imagine what would happen if you kept up an accelerated learning curve all the rest of your life? Can you imagine what you could learn to do, the skills you could develop, the capacities you could have? Here's what I'm asking you to do: Be that unusual person who keeps up his learning curve and develops an appetite for always trying to find good ideas.
One way to feed your mind and educate your philosophy is through the writings of influential people. Maybe you can't meet the person, but you can read his or her books. Churchill is gone, but we still have his books. Aristotle is gone, but we still have his ideas. Search libraries for books and programs. Search magazines. Search documentaries. They are full of opportunities for intellectual feasting.
In addition to reading and listening, you also need a chance to do some talking and sharing. I have some people in my life who help me with important life questions, who assist me in refining my own philosophy, weighing my values and pondering questions about success and lifestyle.
We all need association with people of substance to provide influence concerning major issues such as society, money, enterprise, family, government, love, friendship, culture, taste, opportunity and community. Philosophy is mostly influenced by ideas, ideas are mostly influenced by education, and education is mostly influenced by the people with whom we associate.
One of the great fortunes of my life was to be around Mr. Shoaff those five years. During that time he shared with me at dinner, during airline flights, at business conferences, in private conversations and in groups. He gave me many ideas that enabled me to make small daily adjustments in my philosophy and activities. Those daily changes, some very slight, but very important, soon added up to weighty sums.
A big part of the lesson was having Mr. Shoaff repeat the ideas over and over. You just can't hear the fundamentals of life philosophy too often. They are the greatest form of nutrition, the building blocks for a well-developed mind.
I'm asking that you feed your mind just as you do your body. Feed it with good ideas, wherever they can be found. Always be on the lookout for a good idea—a business idea, a product idea, a service idea, an idea for personal improvement. Every new idea will help to refine your philosophy. Your philosophy will guide your life, and your life will unfold with distinction and pleasure.
Pity the man who has a favorite restaurant, but not a favorite author. He's picked out a favorite place to feed his body, but he doesn't have a favorite place to feed his mind!
Why would this be? Have you heard about the accelerated learning curve? From birth, up until the time we are about 18, our learning curve is dramatic, and our capacity to learn during this period is just staggering. We learn a tremendous amount very fast. We learn language, culture, history, science, mathematics... everything!
For some people, the accelerated learning process will continue. But for most, it levels off when they get their first job. If there are no more exams to take, if there's no demand to get out paper and pencil, why read any more books? Of course, you will learn some things through experience. Just getting out there—sometimes doing it wrong and sometimes doing it right—you will learn.
Can you imagine what would happen if you kept up an accelerated learning curve all the rest of your life? Can you imagine what you could learn to do, the skills you could develop, the capacities you could have? Here's what I'm asking you to do: Be that unusual person who keeps up his learning curve and develops an appetite for always trying to find good ideas.
One way to feed your mind and educate your philosophy is through the writings of influential people. Maybe you can't meet the person, but you can read his or her books. Churchill is gone, but we still have his books. Aristotle is gone, but we still have his ideas. Search libraries for books and programs. Search magazines. Search documentaries. They are full of opportunities for intellectual feasting.
In addition to reading and listening, you also need a chance to do some talking and sharing. I have some people in my life who help me with important life questions, who assist me in refining my own philosophy, weighing my values and pondering questions about success and lifestyle.
We all need association with people of substance to provide influence concerning major issues such as society, money, enterprise, family, government, love, friendship, culture, taste, opportunity and community. Philosophy is mostly influenced by ideas, ideas are mostly influenced by education, and education is mostly influenced by the people with whom we associate.
One of the great fortunes of my life was to be around Mr. Shoaff those five years. During that time he shared with me at dinner, during airline flights, at business conferences, in private conversations and in groups. He gave me many ideas that enabled me to make small daily adjustments in my philosophy and activities. Those daily changes, some very slight, but very important, soon added up to weighty sums.
A big part of the lesson was having Mr. Shoaff repeat the ideas over and over. You just can't hear the fundamentals of life philosophy too often. They are the greatest form of nutrition, the building blocks for a well-developed mind.
I'm asking that you feed your mind just as you do your body. Feed it with good ideas, wherever they can be found. Always be on the lookout for a good idea—a business idea, a product idea, a service idea, an idea for personal improvement. Every new idea will help to refine your philosophy. Your philosophy will guide your life, and your life will unfold with distinction and pleasure.
Monday, November 15, 2010
Decide to Become Rich
By Brian Tracy
We have passed from a world based on material limitations into a world that is determined by mental concepts. We have moved from the age of things into the "Psychozoic Age," the age of the mind.
Wealth and opportunities are contained more in the person you are and the way you think than in the assets you have acquired in life so far.
Your future lies more in your ability to apply your mind and intelligence to your work and your life than it does in your current job situation.
Change Creates Opportunity
The forces of change impact everything you do. The rate of change is accelerating week by week and month by month. The speed and variety of change is something over which you have no control, and about which you have no choice.
The only decision you have to make is whether you are going to be a "master of change" or a "victim of change." Are you going to be a creator of circumstance or a creature of circumstances? It will be one of the other, but the impact of change will be forced upon you, whatever you do.
Learn from the Experts
If you want to learn how to cook, you study cooking. If you want to be a lawyer, you study law. If you want to be an engineer, you study engineering. And if you want to be financially successful, you study others who have become financially successful before you. Find out what they did, and you do the same things, over and over, until you get the same results.
Get Rid of the Myths
There are a great many myths about self-made millionaires. If you want to become a self-made millionaire yourself, you must dispel these myths from your own mind. Many people have fixed ideas or beliefs about themselves and money that are holding them back.
One myth is that you have to go have a great education to become rich. Another myth is that you have to start off with a lot of money. Some people are convinced that financial success depends on a lucky break of some kind.
None of these myths are true. In fact, a survey of members of the Forbes 400, the 400 richest men and women in the United States, found that high school dropouts in the group who made it to the list were worth, on average, $300 million more than university graduates on the list.
Becoming a Millionaire
There is a probability that you will become a millionaire in the course of your working lifetime. Today in America, one family in 20 has a net worth of more than one million dollars. This means that your likelihood of acquiring a million dollars is one in 20, or five percent.
The more different things you do that are likely to help you to achieve your goal, the more likely it is you will do the right thing at the right time. If you set clear, written goals, make detailed plans, and continually upgrade your skills to increase your income, you increase the probabilities that you will earn a good living.
Action Exercise
Resolve today to become financially independent. Become a student of money, wealth, accumulation, and wealth creation. Becoming rich is a skill that you can learn.
We have passed from a world based on material limitations into a world that is determined by mental concepts. We have moved from the age of things into the "Psychozoic Age," the age of the mind.
Wealth and opportunities are contained more in the person you are and the way you think than in the assets you have acquired in life so far.
Your future lies more in your ability to apply your mind and intelligence to your work and your life than it does in your current job situation.
Change Creates Opportunity
The forces of change impact everything you do. The rate of change is accelerating week by week and month by month. The speed and variety of change is something over which you have no control, and about which you have no choice.
The only decision you have to make is whether you are going to be a "master of change" or a "victim of change." Are you going to be a creator of circumstance or a creature of circumstances? It will be one of the other, but the impact of change will be forced upon you, whatever you do.
Learn from the Experts
If you want to learn how to cook, you study cooking. If you want to be a lawyer, you study law. If you want to be an engineer, you study engineering. And if you want to be financially successful, you study others who have become financially successful before you. Find out what they did, and you do the same things, over and over, until you get the same results.
Get Rid of the Myths
There are a great many myths about self-made millionaires. If you want to become a self-made millionaire yourself, you must dispel these myths from your own mind. Many people have fixed ideas or beliefs about themselves and money that are holding them back.
One myth is that you have to go have a great education to become rich. Another myth is that you have to start off with a lot of money. Some people are convinced that financial success depends on a lucky break of some kind.
None of these myths are true. In fact, a survey of members of the Forbes 400, the 400 richest men and women in the United States, found that high school dropouts in the group who made it to the list were worth, on average, $300 million more than university graduates on the list.
Becoming a Millionaire
There is a probability that you will become a millionaire in the course of your working lifetime. Today in America, one family in 20 has a net worth of more than one million dollars. This means that your likelihood of acquiring a million dollars is one in 20, or five percent.
The more different things you do that are likely to help you to achieve your goal, the more likely it is you will do the right thing at the right time. If you set clear, written goals, make detailed plans, and continually upgrade your skills to increase your income, you increase the probabilities that you will earn a good living.
Action Exercise
Resolve today to become financially independent. Become a student of money, wealth, accumulation, and wealth creation. Becoming rich is a skill that you can learn.
Friday, November 12, 2010
How to win over critics and defend your great idea
By John Kotter and Lorne Whitehead
Harvard Business Review Press, 192 pages, $22
If you have a good idea, brace yourself. You may expect everyone to embrace it immediately, congratulating you on your brilliance. But more likely, you will find the proposal (and perhaps even you, its proponent) undermined and attacked.
ou will have finished presenting the idea to colleagues when a barrage of silly questions, inane comments, vicious attacks and delaying tactics erupt. The responses could block your idea from moving forward, or kill it outright.
“It can be maddening,” Harvard Business School change expert John Kotter and Lorne Whitehead, Leader of Education Innovation at the University of British Columbia, note in their new book, Buy-In: Saving Your Good Idea from Getting Shot Down.
“You end up flustered, embarrassed, or furious. All those who would benefit from the idea lose. In an extreme case, a whole company or nation may lose,” they write.
The authors argue it doesn’t have to be this way, and offer a counterintuitive approach to making sure you triumph over the naysayers. It starts by welcoming those critics into the conversation and basically encouraging them to shoot at you. Sometimes the toughest part of getting an idea approved is drawing attention to it, and the attacks will help generate the interest you need.
Instead of trying to overwhelm your critics with a barrage of facts and figures, or counterpunch with heated replies, listen patiently and respond civilly, with crisp, general, respectful answers. It’s the leadership equivalent of Muhammad Ali’s “rope-a-dope” strategy in his famous 1974 match against George Foreman in Zaire, in which he wore down his rival by backing up against the ropes and accepting his opponent’s most punishing blows until his foe tired.
In the case of defending your fresh idea, the authors argue, your critics will eventually run out of steam and the audience will be won over by your brief, common-sense statements that deliberately avoid presenting a litany of facts, figures and dense arguments.
“An approach of overwhelming others with data and logic certainly sounds reasonable and certainly can be successful some of the time. But a potential danger is that it can inadvertently make it hard to develop – even can kill – the very quality that must be present in order to build strong attention for an idea: Crucial attention,” they observe. So don’t take a chance on confusing your audience. Clarify, and do it in simple terms.
The authors spell out a list of the 24 attacks that can surface, such as: “We’ve been successful, so why change?” “What’s the hidden agenda here?” “You’re abandoning our core values.” “It’s too simplistic to work.” “No one else does this!” “We tried it before and it didn’t work.” “We can’t afford this.” And so on.
The authors also provide a short, generous reply that will help you deflate each attack in a charming, deft way. The 24 arguments, they explain, really fall into four main categories:
Fear mongering: This sort of attack raises anxieties, so that a thoughtful examination of the proposal is difficult, if not impossible.
Delay: These objections slow down the communication and discussion of the plan so critical buy-in can’t be achieved before a critical cut-off time or organizational attention wanders on to something else.
Confusion: Here you endure a fusillade of questions and criticisms that aren’t even related to one another – “What about this?” “What about that?” The discussion spirals out of control, and the audience concludes the proposal isn’t well thought out.
Ridicule or character assassination: Here the verbal bullets are aimed at you, not the idea, as the critics try to make the idea’s proponent look silly.
Instead of sailing into a meeting to discuss your ideas drunk on their brilliance, the authors urge you to prepare for these kinds of attacks so you can neutralize them. The writers stress that the method, although powerful, isn’t guaranteed to work in cases with a particularly aggressive, nasty opposition (think of the world of politics), but for the vast majority of us, in the vast majority of business situations, they are sure it can help our ideas triumph.
***
Fact Box
The 24 Attacks
1. We’ve been successful; why change?
2. Money (or some other problem a proposal does not address) is the real issue.
3. You exaggerate the problem.
4. You’re implying that we’ve been failing!
5. What’s the hidden agenda here?
6. What about this, and that, and this, and that…?
7. Your proposal goes too far/does not go far enough.
8. You have a chicken-and-egg problem.
9. Sounds like [something most people dislike] to me!
10. You’re abandoning our core values.
11. It’s too simplistic to work.
12. No one else does this.
13. You can’t have it both ways.
14. Aha! You can’t deny this! [“This” being a worrisome thing that the proposers know nothing about and the attackers keep secret until just the right moment]
15. To generate this many questions and concerns, the idea has to be flawed.
16. We tried that before – didn’t work.
17. It’s too difficult to understand.
18. Good idea, but this is not the right time.
19. It’s just too much work to do this.
20. It won’t work here; we’re different!
21. It puts us on a slippery slope.
22. We can’t afford this.
23. You’ll never convince enough people.
24. We’re simply not equipped to do this.
Special to The Globe and Mail
Harvard Business Review Press, 192 pages, $22
If you have a good idea, brace yourself. You may expect everyone to embrace it immediately, congratulating you on your brilliance. But more likely, you will find the proposal (and perhaps even you, its proponent) undermined and attacked.
ou will have finished presenting the idea to colleagues when a barrage of silly questions, inane comments, vicious attacks and delaying tactics erupt. The responses could block your idea from moving forward, or kill it outright.
“It can be maddening,” Harvard Business School change expert John Kotter and Lorne Whitehead, Leader of Education Innovation at the University of British Columbia, note in their new book, Buy-In: Saving Your Good Idea from Getting Shot Down.
“You end up flustered, embarrassed, or furious. All those who would benefit from the idea lose. In an extreme case, a whole company or nation may lose,” they write.
The authors argue it doesn’t have to be this way, and offer a counterintuitive approach to making sure you triumph over the naysayers. It starts by welcoming those critics into the conversation and basically encouraging them to shoot at you. Sometimes the toughest part of getting an idea approved is drawing attention to it, and the attacks will help generate the interest you need.
Instead of trying to overwhelm your critics with a barrage of facts and figures, or counterpunch with heated replies, listen patiently and respond civilly, with crisp, general, respectful answers. It’s the leadership equivalent of Muhammad Ali’s “rope-a-dope” strategy in his famous 1974 match against George Foreman in Zaire, in which he wore down his rival by backing up against the ropes and accepting his opponent’s most punishing blows until his foe tired.
In the case of defending your fresh idea, the authors argue, your critics will eventually run out of steam and the audience will be won over by your brief, common-sense statements that deliberately avoid presenting a litany of facts, figures and dense arguments.
“An approach of overwhelming others with data and logic certainly sounds reasonable and certainly can be successful some of the time. But a potential danger is that it can inadvertently make it hard to develop – even can kill – the very quality that must be present in order to build strong attention for an idea: Crucial attention,” they observe. So don’t take a chance on confusing your audience. Clarify, and do it in simple terms.
The authors spell out a list of the 24 attacks that can surface, such as: “We’ve been successful, so why change?” “What’s the hidden agenda here?” “You’re abandoning our core values.” “It’s too simplistic to work.” “No one else does this!” “We tried it before and it didn’t work.” “We can’t afford this.” And so on.
The authors also provide a short, generous reply that will help you deflate each attack in a charming, deft way. The 24 arguments, they explain, really fall into four main categories:
Fear mongering: This sort of attack raises anxieties, so that a thoughtful examination of the proposal is difficult, if not impossible.
Delay: These objections slow down the communication and discussion of the plan so critical buy-in can’t be achieved before a critical cut-off time or organizational attention wanders on to something else.
Confusion: Here you endure a fusillade of questions and criticisms that aren’t even related to one another – “What about this?” “What about that?” The discussion spirals out of control, and the audience concludes the proposal isn’t well thought out.
Ridicule or character assassination: Here the verbal bullets are aimed at you, not the idea, as the critics try to make the idea’s proponent look silly.
Instead of sailing into a meeting to discuss your ideas drunk on their brilliance, the authors urge you to prepare for these kinds of attacks so you can neutralize them. The writers stress that the method, although powerful, isn’t guaranteed to work in cases with a particularly aggressive, nasty opposition (think of the world of politics), but for the vast majority of us, in the vast majority of business situations, they are sure it can help our ideas triumph.
***
Fact Box
The 24 Attacks
1. We’ve been successful; why change?
2. Money (or some other problem a proposal does not address) is the real issue.
3. You exaggerate the problem.
4. You’re implying that we’ve been failing!
5. What’s the hidden agenda here?
6. What about this, and that, and this, and that…?
7. Your proposal goes too far/does not go far enough.
8. You have a chicken-and-egg problem.
9. Sounds like [something most people dislike] to me!
10. You’re abandoning our core values.
11. It’s too simplistic to work.
12. No one else does this.
13. You can’t have it both ways.
14. Aha! You can’t deny this! [“This” being a worrisome thing that the proposers know nothing about and the attackers keep secret until just the right moment]
15. To generate this many questions and concerns, the idea has to be flawed.
16. We tried that before – didn’t work.
17. It’s too difficult to understand.
18. Good idea, but this is not the right time.
19. It’s just too much work to do this.
20. It won’t work here; we’re different!
21. It puts us on a slippery slope.
22. We can’t afford this.
23. You’ll never convince enough people.
24. We’re simply not equipped to do this.
Special to The Globe and Mail
Thursday, November 11, 2010
Five Ingredients of Personal Growth
By John C. Maxwell
As any farmer knows, the growth of a crop only happens when the right ingredients are present. To harvest plentiful fields, the farmer has to begin by planting the right seed in rich topsoil where sunlight and water can help the seed to sprout, mature, and bear fruit. If any of the ingredients (seeds, topsoil, sunlight, or water) are missing, the crop won't grow.
Growing as a leader also requires the proper ingredients. Unless the right attitudes and actions are cultivated an aspiring leader will sputter and fail rather than growing in influence. Let's look at five basic qualities essential for growth in leadership.
1) Teachability
Arrogance crowds out room for improvement. That's why humility is the starting point for personal growth. As Erwin G. Hall said, "An open mind is the beginning of self-discovery and growth. We can't learn anything new until we can admit that we don't already know everything."
Adopting a beginner's mindset helps you to be teachable. Beginners are aware that they don't know it all, and they proceed accordingly. As a general rule, they're open and humble, noticeably lacking in the rigidity that often accompanies experience and achievement. It's easy enough to have a beginner's mind when you're actually a beginner, but maintaining teachability gets trickier in the long term especially when you've already achieved some degree of success.
2) Sacrifice
Growth as a leader involves temporary loss. It may mean giving up familiar but limiting patterns, safe but unrewarding work, values no longer believed in, or relationships that have lost their meaning. Whatever the case, everything we gain in life comes as a result of sacrificing something else. We must give up to go up.
3) Security
To keep learning throughout life, you have to be willing, no matter what your position is, to say, "I don't know." It can be hard for executives to admit lacking knowledge because they feel as if everyone is looking to them for direction, and they don't want to let people down their people. However, followers aren't searching for perfection in their leaders. They're looking for an honest, authentic, and courageous leader who, regardless of the obstacles facing the organization, won't rest until the problem is solved.
It took me seven years to hit my stride as a communicator. During those seven years I gave some boring speeches, and I felt discouraged at times. However, I was secure enough to keep taking the stage and honing my communication skills until I could connect with an audience. Had I been insecure, then the negative evaluations of others would have sealed my fate and I never would have excelled in my career.
4) Listening
Listen, learn, and ask questions from somebody successful who has gone on before you. Borrow from their experiences so that you can avoid their mistakes and emulate their triumphs. Solicit feedback and take to heart what you're told. The criticism of friends may seem bitter in the short-term but, when heeded, it can save you from falling victim to your blind spots.
5) Application
Knowledge has a limited shelf life. Unless used immediately or carefully preserved, it spoils and becomes worthless. Put the lessons you learn into practice so that your insights mature into understanding.
As any farmer knows, the growth of a crop only happens when the right ingredients are present. To harvest plentiful fields, the farmer has to begin by planting the right seed in rich topsoil where sunlight and water can help the seed to sprout, mature, and bear fruit. If any of the ingredients (seeds, topsoil, sunlight, or water) are missing, the crop won't grow.
Growing as a leader also requires the proper ingredients. Unless the right attitudes and actions are cultivated an aspiring leader will sputter and fail rather than growing in influence. Let's look at five basic qualities essential for growth in leadership.
1) Teachability
Arrogance crowds out room for improvement. That's why humility is the starting point for personal growth. As Erwin G. Hall said, "An open mind is the beginning of self-discovery and growth. We can't learn anything new until we can admit that we don't already know everything."
Adopting a beginner's mindset helps you to be teachable. Beginners are aware that they don't know it all, and they proceed accordingly. As a general rule, they're open and humble, noticeably lacking in the rigidity that often accompanies experience and achievement. It's easy enough to have a beginner's mind when you're actually a beginner, but maintaining teachability gets trickier in the long term especially when you've already achieved some degree of success.
2) Sacrifice
Growth as a leader involves temporary loss. It may mean giving up familiar but limiting patterns, safe but unrewarding work, values no longer believed in, or relationships that have lost their meaning. Whatever the case, everything we gain in life comes as a result of sacrificing something else. We must give up to go up.
3) Security
To keep learning throughout life, you have to be willing, no matter what your position is, to say, "I don't know." It can be hard for executives to admit lacking knowledge because they feel as if everyone is looking to them for direction, and they don't want to let people down their people. However, followers aren't searching for perfection in their leaders. They're looking for an honest, authentic, and courageous leader who, regardless of the obstacles facing the organization, won't rest until the problem is solved.
It took me seven years to hit my stride as a communicator. During those seven years I gave some boring speeches, and I felt discouraged at times. However, I was secure enough to keep taking the stage and honing my communication skills until I could connect with an audience. Had I been insecure, then the negative evaluations of others would have sealed my fate and I never would have excelled in my career.
4) Listening
Listen, learn, and ask questions from somebody successful who has gone on before you. Borrow from their experiences so that you can avoid their mistakes and emulate their triumphs. Solicit feedback and take to heart what you're told. The criticism of friends may seem bitter in the short-term but, when heeded, it can save you from falling victim to your blind spots.
5) Application
Knowledge has a limited shelf life. Unless used immediately or carefully preserved, it spoils and becomes worthless. Put the lessons you learn into practice so that your insights mature into understanding.
Wednesday, November 10, 2010
Positive Words Create Positive Actions
By Zig Ziglar
In our society today we tend to accentuate the negatives instead of the positives. One example is the “alarm clock” we use to wake ourselves up in the morning. Realistically, when we hear an alarm it generates fear or anxiety. When somebody robs a bank, an alarm is sounded; when there’s a fire, someone sounds an alarm. Perhaps waking up to an alarm helps explain the profusion of negative words we use. If you rethink the issue of your clock you will realize that it is really giving you an opportunity. When you hear it ring, you have the opportunity to get up and go. A whole day full of possibilities is available to you once you hear your “opportunity clock.” If you can’t hear it ring, that might mean you’ve gotten up and gone! That could be bad.
Some people refer to the electrical appliances on street corners as “stop lights,” “red lights,” or “traffic lights.” Factually speaking, they are “go lights.” They were put there to make traffic “go” more quickly, safely and smoothly.
Many people refer to the first slice on a loaf of bread as the “end,” when in reality every loaf of bread I’ve ever seen has two beginnings. Now, I’ll be the first to admit that is not necessarily earth-shattering, but I challenge you to use the terms “opportunity clock” when you relate your wake-up procedure and “beginning” when you describe the first slice of bread in a loaf. And the next time someone asks you for directions, send them down to the first “go” light. I assure you, a smile will cross your face and that’s the first step in developing the right mental attitude, which is prerequisite for optimum performance. Think about it, and I’ll SEE YOU AT THE TOP!
In our society today we tend to accentuate the negatives instead of the positives. One example is the “alarm clock” we use to wake ourselves up in the morning. Realistically, when we hear an alarm it generates fear or anxiety. When somebody robs a bank, an alarm is sounded; when there’s a fire, someone sounds an alarm. Perhaps waking up to an alarm helps explain the profusion of negative words we use. If you rethink the issue of your clock you will realize that it is really giving you an opportunity. When you hear it ring, you have the opportunity to get up and go. A whole day full of possibilities is available to you once you hear your “opportunity clock.” If you can’t hear it ring, that might mean you’ve gotten up and gone! That could be bad.
Some people refer to the electrical appliances on street corners as “stop lights,” “red lights,” or “traffic lights.” Factually speaking, they are “go lights.” They were put there to make traffic “go” more quickly, safely and smoothly.
Many people refer to the first slice on a loaf of bread as the “end,” when in reality every loaf of bread I’ve ever seen has two beginnings. Now, I’ll be the first to admit that is not necessarily earth-shattering, but I challenge you to use the terms “opportunity clock” when you relate your wake-up procedure and “beginning” when you describe the first slice of bread in a loaf. And the next time someone asks you for directions, send them down to the first “go” light. I assure you, a smile will cross your face and that’s the first step in developing the right mental attitude, which is prerequisite for optimum performance. Think about it, and I’ll SEE YOU AT THE TOP!
Tuesday, November 9, 2010
Success is Everything
By Jim Rohn
Someone once said to me that success isn't everything, and I think I know what they really meant. I believe they really meant that money wasn't everything, and I certainly agree with that. But I do believe that success IS everything.
First you need to succeed to survive. We must take the seasons and learn how to use them with the seed, the soil and the rain of opportunity to learn how to sustain ourselves and our family.
But then second is to then succeed to flourish in every part of your life. Good question to ask mature people: "If you could do better, should you?" And I think almost everybody would answer the question in the positive. If you could improve your health, shouldn't you do that? If you can learn more, shouldn't you do that? If you could earn more and share more, shouldn't you do that? If you can improve your relationships and spirituality, shouldn't you do that? And I think that is what success is really all about. It is not just a destination that is set for everybody to try and go for.
It is like Zig Ziglar said, "Improving in every area of your life to see if you can with satisfaction at the end of the day, week, month and year, say ‘I have made excellent progress this year, for myself, for my family, for my business, my career and my health.'" I think that kind of success everybody recognizes is legitimate and something we should all strive for.
Interesting phrase in the Bible that says strive for perfection—not that we can ever reach it. But it is in the striving, to be a little bit better today than yesterday, in our speech, our language, our health, everything we can possibility think of.
So yes, in my opinion, success is everything!
Someone once said to me that success isn't everything, and I think I know what they really meant. I believe they really meant that money wasn't everything, and I certainly agree with that. But I do believe that success IS everything.
First you need to succeed to survive. We must take the seasons and learn how to use them with the seed, the soil and the rain of opportunity to learn how to sustain ourselves and our family.
But then second is to then succeed to flourish in every part of your life. Good question to ask mature people: "If you could do better, should you?" And I think almost everybody would answer the question in the positive. If you could improve your health, shouldn't you do that? If you can learn more, shouldn't you do that? If you could earn more and share more, shouldn't you do that? If you can improve your relationships and spirituality, shouldn't you do that? And I think that is what success is really all about. It is not just a destination that is set for everybody to try and go for.
It is like Zig Ziglar said, "Improving in every area of your life to see if you can with satisfaction at the end of the day, week, month and year, say ‘I have made excellent progress this year, for myself, for my family, for my business, my career and my health.'" I think that kind of success everybody recognizes is legitimate and something we should all strive for.
Interesting phrase in the Bible that says strive for perfection—not that we can ever reach it. But it is in the striving, to be a little bit better today than yesterday, in our speech, our language, our health, everything we can possibility think of.
So yes, in my opinion, success is everything!
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