The Power of a Routine

Routine Power Some of our best intentions fail because we don’t have a system of execution. When it comes down to it, your new attitudes and behaviors must be incorporated into your monthly, weekly, and daily routines to affect any real, positive change. A routine is something you do every day without fail, so that eventually, like brushing your teeth or putting on your seatbelt, you do it without conscious thought. If you look at anything you do that’s successful, you’ll see that you’ve probably developed a routine for it. These routines ease life’s stresses by making our actions automatic and effective. To reach new goals and develop new habits, it’s necessary to create new routines to support your objectives. The greater the challenge, the more rigorous our routines need to be. Ever wonder why military boot camp is so hard—where relatively minor tasks like making the bed, shining your shoes, or standing at attention become over-the-top important? Building routines to prep soldiers for combat is the most effective way to elicit efficient, productive, and reliable performance under intense pressure. The seemingly simplistic routines built and developed during basic training are so exact that soft, fearful, slovenly teenagers are transformed into lean, confident, mission-driven soldiers in only eight to 12 weeks. Their routines are so well rehearsed that these young soldiers can instinctively act with precision in the middle of the chaos of combat. That intense level of training and practice prepares soldiers to carry out their duties—even under the threat of imminent death. Now, your days might not be as dangerous, but without the proper routines built into your schedule, the results of your life can be unruly and unnecessarily hard. Developing a routine of predictable, daily disciplines prepares you to be victorious on the battlefield of life Golfer Jack Nicklaus was famous for his pre-shot routine. He was religious about the “dance” he would do before every shot, a series of routine mental and physical steps that got him fully focused and ready for the shot. Jack would start out behind the ball, and then pick out one or two intermediate spots between the ball and the target. As he walked around and approached the ball, the first thing he would do is line up his clubface to his intermediate target. He wouldn’t put his feet into position until he felt he had his clubface properly squared up. Then he would take his stance. From there he would waggle the club and look out to his target, then back to his intermediate target and back to the golf club, with a repeat of the view. Then, and only then, would he strike the ball. During one of the important Majors, a psychologist timed Nicklaus from the moment he pulled the club out of the bag until the moment he hit the ball, and guess what? In each shot, from the first tee to the eighteenth green, the timing of Jack’s routine supposedly never varied more than one second. That is amazing! The same psychologist measured Greg Norman during his unfortunate collapse at the 1996 Masters. Lo and behold, his pre-shot routine got faster and faster as the round progressed. Varying his routine stunted his rhythm and consistency; he was never able to catch momentum. The moment Norman changed his routine, his performance became unpredictable and his results erratic. Football kickers likewise cherish their pre-kick routines, which allow them to get into sync with the thousands of times they have done this same action. Without a pre-kick routine, their performance under great pressure of game time greatly diminishes. Pilots go through their preflight checklist. Even when a pilot has logged thousands of hours and the plane just came in with a “perfect” performance review from a previous destination, the pilot goes through a preflight checklist every time without fail. This not only prepares the plane, but, more important, centers the pilot and prepares him for the upcoming performance. Of all the high achievers and business owners I’ve worked with, I’ve seen that, along with good habits, each has developed routines for accomplishing necessary daily disciplines. It’s the only way any of us can regulate our behavior. There simply isn’t any way around it. A daily routine built on good habits and disciplines separates the most successful among us from everyone else. A routine is exceptionally powerful. To create profitable and effective routines, you must first decide what behaviors and habits you want to implement. Now it’s your turn to be Jack Nicklaus and figure out your best pre-shot routine. Be intentional about what components belong. Once you establish, say, a morning routine, I want you to consider it cast in concrete until further notice. You get up. You do it—no argument. If someone or something interrupts you, start back at the beginning to anchor your foundation for the performance that follows. By D. Hardy

The ABC 's of your customers!

Remember when we used to charge home from school and proudly show mom and dad our report card. Grinning from ear to ear you would wait to hear their excitement over the A's and B's. Think of the since of accomplishment and pride.

Do you apply the same report card to your business? Could you hold up your book of accounts and be proud of the A's and B's or would we find a large number of C's, D's and maybe some F's.

In the school setting you would try to work harder and earn extra credit to raise the low grade, can you do that with your business? I propose that you apply the college system to your lower graded customers. Drop the class , cut your losses, fire your lower graded customer and spend your time on the A's and B's.

We all know that is harder to gain new customers than to retain current customer, so how can I say you should fire your customers? The question is which of your current customers? Do they match the vision and mission of your company at this time? Using Pareto's law of 80/20 we know that 80 % of your sales are concentrated in 20% of your account base. What will these customers look like, how will I know who to fire?

An example of an A graded customer is someone who pays their bills on time, is pleasant to deal with, is happy to pay your marked prices, sends their friends to do business with you and spends a reasonable amount of money with you each year.

Your B grade customers aren't quite the perfect or model customers, but are still worth having. They might be a little more price conscious, yet still pay on time every time.

Your C grade customers would probably be the type who would return goods for a refund just because they changed their mind, would haggle for as big a discount and they could get every time, would not listen to your advice, and could have past due invoices.

The D's are the group you never wished you had. They are creating a scene in your place of business. They treat you and your team like dirt, always complaining about your price and never are satisfied with the products or service. These customers are always late payers and cost you time and money in collection and finance charges.

My advise is to deal with customers who treat you as you wish to be treated and respected. Don't put up with customers who don't pay their bills, don't treat you well, and constantly hassle you on price. In addition customers will generally refer similar types of people to you, that is the last thing that you want to happen.

To move away from your less desirable customers, make it hard to do business with you. Set solid discount structures, that will benefit your best accounts. Shorten credit terms or require prepayment for the cronic late paying accounts and freeze their accounts for non-payment. Change how they contact you, they no longer have a dedicated customer service rep or email contact. Reserve higher levels of service for the accounts that you want!

You will become more profitable and your team can now focus on solid higher margin, more rewarding accounts.

Lastly let you're A and B accounts know that you can now devote far more time to taking care of their needs, more time and energy to give them better service and of course, to ask them for several referrals.

The Major Key to Your Better Future Is You

The Major Key to Your Better Future Is You Of all the things that can have an effect on your future, I believe personal growth is the greatest. We can talk about sales growth, profit growth, asset growth, but all of this probably will not happen without personal growth. It’s really the open door to it all. In fact I’d like to have you memorize a most important phrase. Here it is, “The major key to your better future is YOU.” Let me repeat that. “The major key to your better future is YOU.” Put it some place where you can see it every day—in the bathroom, in the kitchen, at the office, anywhere where you can see it every day. The major key to your better future is YOU. Try to remember that every day you live and think about it. The major key is YOU. Now, there are many things that will help your better future. If you belong to a strong, dynamic, progressive company, that would help. If the company has good products, good services, that would help. Good training would certainly help. If there is strong leadership, that will certainly help. All of these things will help, and of course, if it doesn’t storm, that will help. If your car doesn’t break down, that will help. If the kids don’t get sick, that will help. If it isn’t too cold, if it isn’t too hot, all those things will help your better future. And if prices don’t go much higher and if taxes don’t get much heavier, that will help. And if the economy stays stable, those things will all help. We could go on and on with the list; but remember this, the list of things that I’ve just covered and many more—all put together—play a minor role in your better future. The major key to your better future is you. Lock your mind onto that. This is a super important point to remember. The major key is you. A friend of mine has always answered when asked, “How do you develop an above average income?” He says, “Simple. Become an above average person. Work on you.” My friend says, “Develop an above average handshake.” He says, “A lot of people want to be successful, and they don’t even work on their handshake. As easy as that would be to start, they let it slide. They don’t understand.” My friend says, “Develop an above average smile. Develop an above average excitement. Develop an above average dedication. Develop an above average interest in other people.” He says, “To have more, become more.” Remember, work harder on yourself than you do on your job. For a long time in my life, I didn’t have this figured out. Strangely enough, with two different salespeople in the same company one may earn an extra $100 a month, and the other may earn a $1,000. What could possibly be the difference? If the products were the same, if the training was the same, if they both had the same literature, the same tools. If they both had the same teacher, why would one person earn the $100 per month and the other person earn the $1000? Remember here is the difference...the difference is personal, inside, not outside, inside. You see the real difference is inside you. In fact, the difference IS you. Someone once said, “The magic is not in the products. The magic is not in the literature. The magic is not in the film. There isn’t a magic meeting, but the magic that makes things better is inside you, and personal growth makes this magic work for you.” The magic is in believing. The magic is in daring. The magic is in trying. The real magic is in persevering. The magic is in accepting. It’s in working. The magic is in thinking. There is magic in a handshake. There is magic in a smile. There is magic in excitement and determination. There is real magic in compassion and caring and sharing. There is unusual magic in strong feeling and you see, all that comes from inside, not outside. So, the difference is inside you. The real difference is you. You are the major key to your better future. Jim Rohn

The Four Emotions That Can Lead to Life Change

Emotions are the most powerful forces inside us. Under the power of emotions, human beings can perform the most heroic (as well as barbaric) acts. To a great degree, civilization itself can be defined as the intelligent channeling of human emotion. Emotions are fuel and the mind is the pilot, which together propel the ship of civilized progress. Which emotions cause people to act? There are four basic ones; each, or a combination of several, can trigger the most incredible activity. The day that you allow these emotions to fuel your desire is the day you'll turn your life around. 1) DISGUST One does not usually equate the word “disgust” with positive action. And yet, properly channeled, disgust can change a person's life. The person who feels disgusted has reached a point of no return. He or she is ready to throw down the gauntlet at life and say, “I've had it!” That's what I said after many humiliating experiences at age 25. I said, “I don't want to live like this anymore. I've had it with being broke. I've had it with being embarrassed, and I've had it with lying.” Yes, productive feelings of disgust come when a person says, “Enough is enough.” The “guy” has finally had it with mediocrity. He's had it with those awful sick feelings of fear, pain and humiliation. He then decides he is “not going to live like this anymore.” Look out! This could be the day that turns a life around. Call it what you will, the “I've had it” day, the “never again” day, the “enough's enough” day. Whatever you call it, it's powerful! There is nothing so life-changing as gut-wrenching disgust! 2) DECISION Most of us need to be pushed to the wall to make decisions. And once we reach this point, we have to deal with the conflicting emotions that come with making them. We have reached a fork in the road. Now this fork can be a two-pronged, three-pronged, or even a four-pronged fork. No wonder decision-making can create knots in stomachs, keep us awake in the middle of the night, or make us break out in a cold sweat. Making life-changing decisions can be likened to internal civil war. Conflicting armies of emotions, each with its own arsenal of reasons, battle each other for supremacy of our minds. And our resulting decisions, whether bold or timid, well-thought-out or impulsive, can either set the course of action or blind it. I don't have much advice to give you about decision-making except this: Whatever you do, don't camp at the fork in the road. Decide. It's far better to make a wrong decision than to not make one at all. Each of us must confront our emotional turmoil and sort out our feelings. 3) DESIRE How does one gain desire? I don't think I can answer this directly because there are many ways. But I do know two things about desire: a. It comes from the inside, not the outside. b. It can be triggered by outside forces. Almost anything can trigger desire. It's a matter of timing as much as preparation. It might be a song that tugs at the heart. It might be a memorable sermon. It might be a movie, a conversation with a friend, a confrontation with the enemy, or a bitter experience. Even a book or an article such as this one can trigger the inner mechanism that will make some people say, “I want it now!” Therefore, while searching for your "hot button" of pure, raw desire, welcome into your life each positive experience. Don't erect a wall to protect you from experiencing life. The same wall that keeps out your disappointment also keeps out the sunlight of enriching experiences. So let life touch you. The next touch could be the one that turns your life around. 4) RESOLVE Resolve says, “I will.” These two words are among the most potent in the English language. I WILL. Benjamin Disraeli, the great British statesman, once said, “Nothing can resist a human will that will stake even its existence on the extent of its purpose.” In other words, when someone resolves to “do or die,” nothing can stop him. The mountain climber says, “I will climb the mountain. They've told me it's too high, it's too far, it's too steep, it's too rocky, it's too difficult. But it's my mountain. I will climb it. You'll soon see me waving from the top or you'll never see me, because unless I reach the peak, I'm not coming back.” Who can argue with such resolve? When confronted with such iron-willed determination, I can see Time, Fate and Circumstance calling a hasty conference and deciding, “We might as well let him have his dream. He's said he's going to get there or die trying.” The best definition for “resolve” I've ever heard came from a schoolgirl in Foster City, California. As is my custom, I was lecturing about success to a group of bright kids at a junior high school. I asked, “Who can tell me what ‘resolve’ means?” Several hands went up, and I did get some pretty good definitions. But the last was the best. A shy girl from the back of the room got up and said with quiet intensity, “I think resolve means promising yourself you will never give up.” That's it! That's the best definition I've ever heard: PROMISE YOURSELF YOU'LL NEVER GIVE UP. Think about it! How long should a baby try to learn how to walk? How long would you give the average baby before you say, “That's it, you've had your chance”? You say that's crazy? Of course it is. Any mother would say, “My baby is going to keep trying until he learns how to walk!” No wonder everyone walks. There is a vital lesson in this. Ask yourself, “How long am I going to work to make my dreams come true?” I suggest you answer, “As long as it takes.” That's what these four emotions are all about. By Jim Rohn

Do You Love Your Job?

Do You? Love your Job? People who want to retire so they can sit under a coconut tree watching the grass grow baffle me. We were created for meaningful work, and one of life's greatest pleasures is the satisfaction of a job well done. And yet, there are millions of people who don't like their job. There are over 600,000 ways to make a living in this country, yet job satisfaction surveys tell us that more than 50 percent of the working population claim to dislike their job. Something's wrong with this picture! I've discovered that loving the job you have, or finding a job you can love, is dependent on three things. I call these the "ABC's of Loving Your Job." Associates—Work with people you enjoy. For years, my INJOY friends have heard me brag on people like Dan Reiland, Tim Elmore and Dick Peterson. It has been my privilege to work alongside these men, and many other wonderful people, for years. For me, going to work is like going to a party—all my best friends will be there! I realize that not everyone is surrounded with my kind of staff. The good news is you can develop one. When I talk to leaders about hiring people, I advise them to hire first for affinity, second for character, third for specific skills. If you bring on someone you like whom you can trust, you can teach him or her whatever skills they need for the job. Regarding your existing staff, don't forget that people skills can be learned as well. If you are willing to make the investment, you can cultivate the right kind of people skills in them, helping them become the kind of people that everyone wants to be around. Belief—Trust that your work is worthwhile and making a vital difference. Legendary Indy 500 racecar driver Andy Granatelli said once, "When you are making a success of something, it's not work. It's a way of life. You enjoy yourself because you are making your contribution to the world." Bob Buford has written that many people spend the first half of their career pursuing success. When success alone is found to be lacking, they give the second half to the pursuit of significance, which is far more satisfying. If your job is not making a difference in this world, by all means, get out there and find something else. But in many situations, you'll find a sense of making a difference through your work if you simply look for it. Challenge—Find a job big enough to keep you growing for the rest of your life. Like too-small shoes pinch the feet, too small of a job pinches a leader's spirit. Cole Porter used to sing, "I want to ride to the ridge where the West commences. I can't look at hobbles and I can't stand fences. Don't fence me in." If the job you have now offers no opportunity to grow, decide to grow anyway. Invest in your own personal development, sharpening leadership skills, interpersonal skills, and technical skills. What you'll discover is that your organization will find a place for a person who has made a priority out of growth. And if they don't, the competition will! And keep this in mind when you consider your top performers: Are you providing room for your top performers to grow? If you don't, someone else will. Finding joy in your work, or evaluating a lack of joy, can be found by considering associates, beliefs, and challenges By J. Maxwell Leadership “Leaders, whether in the family, in business, in government, or in education, must not allow themselves to mistake intentions for accomplishments.” “Managers help people to see themselves as they are. Leaders help people to see themselves better than they are.” “When dealing with people, I generally take the obvious approach. When someone says, ‘This always happens to me and that always happens to me. Why do these things always happen to me?’ I simply say, ‘Beats me. I don't know. All I know is that those kinds of things seem to happen to people like you.’” “We could all use a little coaching. When you're playing the game, it's hard to think of everything.” “A good objective of leadership is to help those who are doing poorly to do well and to help those who are doing well to do even better.” “As a leader you should always start with where people are before you try to take them to where you want them to go.”

Eight Choices You Can Make Today that Will Change Your Life Forever !

. The direction of our lives is determined by the choices we make every day. They accumulate and add up to our ultimate destiny. Here are eight choices you can make - choices that will create for you a life of abundance and prosperity in all areas of your life. 1. Choose to grow personally. This sounds simple but many people only wish to grow personally. They never choose to grow by taking action, such as actually exercising, saving more money etc. Make a decision today to be a person who is on the never ending journey of personal growth. 2. Choose to always treat others right. We come across all sorts of people, many of whom will treat us poorly. We can choose to treat them right, no matter how they treat us. When they lie, we will tell the truth. When they cheat, we will play by the rules. We may get the short end of the stick some times, but in the long-run we will win. And most importantly, we will be able to sleep at night. 3. Choose to break a bad habit. Take the biggie first. Tackle it head on. If you don't know what it is, ask a friend. Then spend every effort you can to break that habit. Forget about the others, as you will get to them later. Stop smoking, get out of debt, lose your excess weight. Exercise the power to choose! 4. Choose to work smarter. Many people I work with feel like they are out of balance. One of the first things I do is try to find out how much time they are wasting at work, which makes them work longer, which throws the rest of their life into chaos. Getting your work done by diligently working in the time you have will free your life up extraordinarily. 5. Choose to see your work as a way to help others, and not a way to make money. If you put your heart into helping others, the money will most assuredly come. Spend time helping others grow and your finances will grow with it. 6. Choose to become balanced spiritually, emotionally and physically. Our lives are best when we have these three major areas in balance. Spend some time cultivating your spirituality, becoming emotionally healthy, and physically fit. 7. Choose to sow more than you reap. There are many takers in this world, but our lives will be better as we become givers. The world will become better as we become givers. Give away your time, give away your money, give away your love. 8. Choose to get home for dinner more often. The family is the most important group of people you will ever belong to. Make a decision today to grow in your relationship with your parents, siblings, spouse and children. This one choice you will never regret. One of my favorite quotes: “The history of free men is never written by chance, but by choice; their choice.” — Dwight D. Eisenhower By C. Widener

Are You a Winner, a Loser or a Winner Who Has Lost Her Way?

Which One Are You? I believe there are three kinds of people. There are winners, who know what they want and understand their potential and the possibilities. They take life on. Next are losers, who don't have a clue as to who they are. They allow circumstances to shape their lives and their self-image. I believe there is a third group as well. This consists of potential winners whose lives are just slightly out of alignment. I call them wayward winners. It may be that they just need to learn how to be real winners. Perhaps they've hit a bump or two that has knocked them off course and they are temporarily befuddled. A failed relationship, a lost job, financial problems, unformed goals, a lack of parental support, illness—many things can send us off course temporarily. Wayward winners are not lost souls; they just need some tweaking and coaching and nudging to get them back on course. A map might be nice. Many of these wayward winners are easily identifiable because they are always searching. Right now, there are many wayward winners out there braving rain, sleet and snow because they, too, still believe that they have untapped talents. They attend motivational seminars and listen to inspirational tapes and they plunge onward, believing that sooner or later they will find their way again. Other wayward winners have temporarily given up. They are damaged and disoriented, their confidence badly eroded. They tend to drift through life numbly. The friends and relatives and loved ones of wayward winners see that they are out of sync and wonder why they can't be satisfied, why they don't settle down. They wonder how people who have such obvious abilities and great potential can be so disoriented and unsure. It is difficult for others to understand the rawness of a broken heart or the aching emptiness of an unguided spirit. You and I know. We have been there. Wayward winners know that there are possibilities out there, but too often they feel locked out from them. Some are afraid to risk anymore because of what they have risked and lost already. I know now that as difficult as it may be for you wayward winners to do, it is necessary to continue to test yourselves. Even though you have been hurt before, it is the only way to grow. We all have the capacity to change, to lead meaningful and productive lives by awakening our consciousness. You know there are going to be tough times as you go about changing your life, so brace yourself and you will be able to handle them. When you get into your seat on an airplane, what is the first thing they tell you to do? Fasten your seat belt. Brace yourself for the turbulence. When you decide to move your life to the next level of accomplishment, you must fasten your mental and spiritual seat belts because it is going to be a while before you reach that comfortable level again. You will reach it, but you must endure the turbulence of change in order to grow. Try this technique to help you through the difficult times of change and growth. Find four reasons why you cannot succumb to your fears and your troubles. Find those deep sources of motivation that can lift you out of the turbulence and above the clouds. You must change your life because, for example: You have not yet tapped the talents given you. You want to leave something more for your children. You want to live life rather than letting life live you. You want to do what makes YOU happy. It is in these rocky early moments of bringing change to your life that you discover who you are. In the prosperous times, you build what is in your pocket. In the tough times, you strengthen what is in your heart. And that is when you gain insight into yourself, insight that leads to self-mastery and an expansion of your consciousness as a life-force in both your personal and professional lives. By: Les Brown

Inspirational life story Never to Give Up!

How tall will you stand! When he was two years old, this adopted child of two college professors suddenly and inexplicably stopped growing, and his health started to fail. A team of doctors gave him six months to live after they diagnosed him as suffering from a rare disease that inhibits digestion and nutrients in food. Intravenous feedings of vitamins and supplements allowed him to regain his strength, but his growth was permanently stunted. Confined to hospitals for long periods of time, until the age of nine, he quietly plotted his revenge on the kids who taunted him and called him “peanut.” He recalled many years later that subconsciously “the whole experience made me want to succeed at something athletic.” Sometimes his sister, Susan, went ice skating at the local rink, and he would go along to watch. There he stood, a frail, undergrown kid, with a feeding tube inserted through his nose and down into his stomach. When he wasn’t using it, one end of the tube was taped behind his ear. One day, as he watched his sister whirl around the ice, he turned to his parents and said, “You know, I think I’d like to try ice skating.” Talk about two adults, looking at their life-threatened child, with glances that were beyond belief! Well, he tried it and he loved it, and he went at it with a passion. Here was something fun at which he could excel, where height and weight weren’t important. During his medical checkup the following year, the doctors were startled to discover that he had actually started growing again. It was too late for him to reach normal size, but neither he nor his family cared. He was recovering and succeeding. He believed in his dream, although he had little else to hang on to. None of the kids taunt him and tease him today. Instead, they all cheer and rush to get his autograph. He has just completed another dazzling performance on the world professional ice skating tour, with a long string of triple jumps, complicated maneuvers, and athletic moves, capped off with a racing front flip that brought him to a sudden stop inches from the audience. Although he has retired from professional skating, he remains a coach, mentor and commentator revered by everyone in winter sports. At five feet three inches and 115 pounds of pure muscle and electrifying energy, former Olympic gold medal figure skating champion Scott Hamilton stands as tall and as proud as any winner. Scott’s size didn’t limit his faith and reach. Don’t let doubts and critics limit yours. This doesn’t mean that you’ll close almost every sale or get promoted in record time. Scott Hamilton certainly didn’t hit every triple-axel jump he ever attempted, especially during the initial learning phase. Success in developing any skill requires a basic trust in your ability that should never be allowed to waver. How tall will you stand? As Tall as you want to be! By Denis Waitley

Evaluating Your Associations

Evaluating Your Associations By Jim Rohn If you were to evaluate the major influences in your life that have shaped the kind of person you are, this has to be high on the list: the people and thoughts you choose to allow into your life. Mr. Shoaff gave me a very important warning in those early days that I would like to share with you.. He said, "Never underestimate the power of influence." Indeed, the influence of those around us is so powerful! Many times we don't even realize we're being strongly affected because influences generally develop over an extended period of time. Peer pressure is an especially powerful force because it is so subtle. If you're around people who spend all they make, chances are excellent that you'll spend all you make. If you are around people who go to more ball games than concerts, chances are excellent that you'll do the same thing. If you are around people who don't read, chances are excellent that you won't read. People can keep nudging us off course a little at a time until finally, we find ourselves asking, "How did I get here?" Those subtle influences need to be studied carefully if we really want our lives to turn out the way we've planned. With regard to this important point, let me give you three key questions to ask yourself. They may help you to make better analyses of your current associations. Here is the first question: "Who am I around?" Make a mental note of the people with whom you most often associate. You've got to evaluate everybody who is able to influence you in any way. The second question is: "What are these associations doing to me?" That's a major question to ask. What have they got me doing? What have they got me listening to? What have they got me reading? Where have they got me going? What do they have me thinking? How have they got me talking? How have they got me feeling? What have they got me saying? You've got to make a serious study of how others are influencing you, both negatively and positively. Here's a final question: "Is that okay?" Maybe everyone you associate with has been a positive, energizing influence. Then again, maybe there are some bad apples in the bunch. All I'm suggesting here is that you take a close and objective look. Everything is worth a second look, especially the power of influence. Both will take you somewhere, but only one will take you in the direction you need to go. It's easy to just dismiss the things that influence our lives. One man says, "I live here, but I don't think it matters. I'm around these people, but I don't think it hurts." I would take another look at that. Remember, everything matters! Sure, some things matter more than others, but everything amounts to something. You've got to keep checking to find out whether your associations are tipping the scales toward the positive or toward the negative. Ignorance is never the best policy. Finding out is the best policy. Perhaps you've heard the story of the little bird. He had his wing over his eye and he was crying. The owl said to the bird, "You are crying." "Yes," said the little bird, and he pulled his wing away from his eye. "Oh, I see," said the owl. "You're crying because the big bird pecked out your eye." And the little bird said, "No, I'm not crying because the big bird pecked out my eye. I'm crying because I let him." It's easy to let influence shape our lives, to let associations determine our direction, to let pressures overwhelm us, and to let tides take us. The big question is, are we letting ourselves become what we wish to become? Samthecoach

Success is Easy, so is Failure

Success is Easy, so is Failure Have you wondered what makes people successful? How about what makes them Fail? The answer is simple……the things that successful people find easy to do, others find it easy NOT to do. The first group find it easy to set goals that change their life. The Second not so easy. The first find it easy to read a book that will impact their life. The second not so easy. The First find it easy to attend classes and seminars. The second , not so Easy. Got the point. Success is all about doing the small things consistently that in themselves, don’t appear to be too significant, yet they give the Slight Edge to a successful life. In fact, the primary reason most people are not reaching their full potential can be summed up in one word: Neglect. It’s never about lack of money, books, opportunities or education. That’s all available. It is about Training one’s mind to have the mental toughness to do the easy things EVERY DAY. Think slight edge rather than Quantum Leap. Remember, easy to do and easy not to do the things that potentially life changing. Samthecoach.com

Leadership and management Tip.

“Bosses Need to Engage both side of the Brain” When bosses stick to the left brain, they can lack empathy and be closed off to new ideas. When they stick to the right, they can be neglectful of facts. The need to use both sides. One of the most captivating and enlightening TED talks so far is Jill Bolte Taylor’s Stroke of Insight, its popularity evident in the 10 million views it has accumulated since 2008. Taylor was a Neuroanatomist at Harvard, dedicated to studying the effects of the brain on people with mental illness. Then, one day, as she recounts in her presentation, she woke up with a brain disorder of her own: “I realised, ‘Oh my gosh! I’m having a stroke! I’m having a stroke!’ The next thing my brain says to me is, ‘Wow! This is so cool! How many brain scientists have the opportunity to study their own brain from the inside out!?’” A blood vessel had burst in the left side of her brain – the hemisphere of logic, analysis, detail and language. This meant that, for the duration of the stroke, Taylor’s left-brain had become dormant. It’s the part of the brain responsible for self-criticism, stress and anxiety, and so those negative emotions were temporarily suspended. Her right-brain was left to function on its own. And this induced incredible amounts of euphoria. A euphoria that taught her a lesson on how to live. Prior to the stroke, Taylor was an extreme intellectual, accustomed to always using the left side of her brain, rarely venturing into the right – the area that thinks visually, learns kinaesthetically, feels compassionately, and lives in the present moment. The stroke helped Taylor to discover the “nirvana” and happiness that comes from the right hemisphere. There’s a lesson in her experience, too, for business leaders. In his book, A Whole New Mind, bestselling author Daniel Pink writes that the nature of the world is changing to such a degree that power is being transferred from left-brainers to right-brainers. Where once we needed programmers, engineers and lawyers, today we need artists, inventors and designers. The world is moving away from the Information Age and towards the Conceptual Age, and with that transformation comes a need for different types of people to take charge. Pink suggests that even the most stubborn left-brainer is able to adapt via the following aptitudes: • Design: incorporating beauty and uniqueness in our work • Story: telling a compelling and influential narrative • Symphony: seeing and embracing the bigger picture • Empathy: understanding and caring about others • Play: having fun and creating joy • Meaning: working with purpose and fulfilment Still, there’s evidence to suggest that the left-brain versus right-brain thing is at best an oversimplification and, at worst, a myth. A study of the academic literature, published in The Academy of Management Review, found no reputable research to indicate that asymmetries exist between the two hemispheres – and especially not in how they materialise in the workplace. And in Psychology Today, Dr Christian Jarrett from the British Psychological Society writes that the left-brain versus right-brain perspective serves us better as a metaphor for behavioural preferences rather than an accurate representation of how the brain works. Whichever way you look at it, it’s true that some of us are more inclined to think rationally and sequentially – otherwise known as left-brained behaviour – whereas others lean towards imagination and sensory attributes, known as right-brained behaviour. Leaders have an imperative to embody both. When they stick to the left-brain, they can lack empathy, neglect to recognise employees, and be closed off to new ideas. When they stick to the right-brain, they can be neglectful of facts, impractical when formulating solutions, and unfocused. Either way, it’s difficult to watch the clip of Jill Bolte Taylor and be anything but convinced of the right-brain's superiority in engendering positivity and contentment. It’s what she refers to as “la la land” – and it’s very very tempting. By James Adonis

Key to a long Term Success

Consistent decisions are the key! I work with so many clients that feel overwhelmed and out of control. They believe the lie that if they just had more time, or if they managed their time better, that they would lose that feeling. The fact is that the feelings of overwhelm are rooted in a lack of clarity about what is best. Almost everyone has more to get done than time to get it done. And if you lack clarity on what is most important, then you will feel overwhelmed and indecisive, and will lack focus as you try to accomplish whatever you do choose to do. Another common myth is that we can multi-task. The truth is you can only do one thing at a time. You may be master at changing from one thing to another quickly and jumping from one task to another, but at any moment you are only doing one thing. So the key to losing the sense of overwhelm is determining what is most important to you, and this itself takes an investment of your time. Again, the feeling of overwhelm and fatigue hits the hardest when we are taking actions incongruent with our deepest values and beliefs. So how can you determine what is most important? Find a peaceful place, perhaps outside in the woods or by the ocean or lake, or even in your local park. Relax and breathe deeply, and use your imagination to project forward in time to a future event. See yourself riding in a fine automobile, and being dropped off at this event. See yourself walking into this large, formal room. Notice that all of your friends are there, and many of your most loyal business associates. And there are your family members as well, all gathered together for this event. You notice that their attention is directed to the front of the room, to a large rectangular container. It's a box, and you're in it! It's your funeral, and everyone that you care about is there. And they are taking turns, speaking about your life, and what you meant to them. Now answer this question: What do you want to hear them say about you? And what do you want the others in the room to be thinking about you? Write it down. The comments from your family, your business associates, your fellow church members, and your old and new friends. You are now gaining a true sense of what is most important to you. Here is the lesson. And it comes in the form of another question: Are you planning and choosing activities and projects that will create the comments and thoughts that you want to hear at that event? Now capture and review all of your to do's on a single list, and review them in light of what you have just learned. If you have followed my instructions, you are much better prepared to choose the priorities based on what is most important and valuable to you. This will be a great start. Your goal moving forward is to list all those items. Write them down. Take your time to think of EVERY TASK you need to do. This will help your mind to uncluttered. Now after you are done, do the above exercise again. Mark the tasks that you consciously decide they don't need to be done. After, prioritize the rest of the tasks and stick to it. If something new pops up in your mind, don't get distracted, instead just add it to the list. ActionCoach

Sales Tip: Do you Always Discount to get the sale?

Discounts VS Profits.... Which one counts more? Do you have (or have you ever had) one of those salespeople who thinks that giving a discount is the easiest, quickest way to make a sale? Of course, they may be right, but what about the profit (your profit) they’re giving away? If your product has a profit margin of 30% and your salespeople give a 10% discount to make the sale, you’re losing a massive, one-third (33.333%) of the available profit! During a seminar for the buyers of a large retail group with branches all over the country, an attendee shared the following tactic: “My job is easy. I just let the salesperson make a full sales presentation. I ask questions and listen to their explanations. When they’re finished, I simply say, ‘I’d like to place an order with you, but your prices are too high...’ and I then simply sit there and enjoy myself, because the once-confident salesperson suddenly doesn’t know what to do or say next. With much less conviction and enthusiasm, they may repeat the benefits and features of their products, but most of them get in to see me by giving me a lower price in the first place. Whatever new price is offered, I usually respond by saying, ‘You’ll have to do better than that!’ And more often than not, they do…in fact, do better than that! I get lower prices by just sitting there, enjoying the game!” The buyer isn’t stupid. But you don’t have to lose. If you are selling, or have others selling for you, you must protect your price and your margins. Teach your people not to hesitate or stutter when a buyer insists on a lower price. Start negotiating! Start using tactics to hold firm on your prices. Sell value…perceived and real Here’s Why: Do you think it’s possible to work 50% less and earn the same income from selling? You bet it is! Here’s how: Suppose your company sells pumps, with selling price of $10,000 per unit. Assume that your net cost per pump is $7,000. That means that the net profit on each pump would be $3,000. If ten pumps are sold at the full price, the net profit for your company will be $30,000. Compare this with again selling ten pumps, but this time at a discount of ten percent. The total selling price for ten pumps is then $90,000. The net cost for ten pumps remains at $70,000. The net profit has decreased to only $20,000 compared to the original transaction $30,000 where no discount was given. If your company continued to sell at ten percent discount, then you’d have to sell 15 pumps to achieve a net profit of $30,000. Here’s how it looks: Sales Discount Gross Sales Net cost Profit 10 0% $100,000 $70,000 $30,000 10 10% $90,000 $70,000 $20,000 15 10% $135,000 $105,000 $30,000 What are the lessons to be learned from this example? A ten percent discount means your company must sell 50% more units (15 instead of 10) to earn the same profit dollars. A ten percent discount means someone has to work 50% harder to earn the company the same dollars. By not giving discounts, in essence the company can “work” 50% less and earn the same income. In spite of this, you might still think, “But, if I don’t give discounts, I’ll lose sales! It’s an industry norm to give them...everyone does. If I don’t give discounts, they’ll go to the competition!” And you may be right, of course. You may lose a few deals if you don’t give discounts…but the good news is you can afford to…and still make the same or more profit. ActionCoach

Two maybe Three's Company

As a small business owner marketing can be hard work and expensive. Whether you are going down the networking route, doing presentations, or marketing yourself through more traditional methods, such as adverts, it takes time and money to do it right. However, there are ways to reduce the costs, and the time you have to spend. By teaming up with other business owners you can share the marketing time and expense. An obvious collusion is to put together a presentation with a couple of likeminded businesses in complementary fields. For example, an employment lawyer could run a seminar with an HR expert and a payroll company. The costs of the venue, refreshments, seminar marketing, handouts etc. could then be shared three ways. As an individual you also only have to prepare enough material for a third of the presentation time – thus saving you time and effort. There are also hidden benefits of doing joint presentations. Each professional will get a better understanding of the others’ fields. This will make it easier for them to refer their clients in areas they are not, themselves, familiar. Another way of colluding is having a common website, blog, or other social media presence. I am currently involved in helping put together a fantastic website to introduce business owners to management accountants in their area. The benefit of such a scheme is that we can create a really great website, which is inexpensive for each accountant, because of the numbers of people who will be advertised on it. So, why not have a think about which of your business contacts you can do a joint piece of marketing with and see where it takes you. By F. Bevan