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.
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