Wednesday, December 22, 2010

All You've Gotta Do Is Ask!

Article Taken from Afterhours Inspirational Stores

Ask, Ask, Ask

Jack Canfield and Mark V. Hansen, Chicken Soup for the Soul


The greatest saleswoman in the world today doesn't mind if you call her a girl. That's because Markita Andrews has generated more than eighty thousand dollars selling Girl Scout cookies since she was eleven years old.

Going door-to-door after school, the painfully shy Markita transformed herself into a cookie-selling dynamo when she discovered, at age 13, the secret of selling.

It starts with desire. Burning, white-hot desire.

For Markita and her mother, who worked as a waitress in New York after her husband left then when Markita was eight years old, their dream was to travel the globe. "I'll work hard to make enough money to send you to college," her mother said one day. "You'll go to college and when you graduate, you'll make enough money to take you and me around the world. Okay?"

So at age 13 when Markita read in her Girl Scout magazine that the Scout who sold the most cookies would win an all-expenses-paid trip for two around the world, she decided to sell all the Girl Scout cookies she could - more Girl Scout cookies than anyone in the world, ever.

But desire alone was not enough. To make her dream come true, Markita knew she needed a plan.

"Always wear your right outfit, your professional garb," her aunt advised. "When you are doing business, dress like you are doing business. Wear your Girl Scout uniform. When you go up to people in their tenement buildings at 4:30p or 6:30p and especially on Friday night, ask for a big order. Always smile, whether they buy or not, always be nice. And don't ask them to buy your cookies, ask them to invest."

Lots of other Scouts may have wanted that trip around the world. Lots of other Scouts may have had a plan. But only Markita went off in her uniform each day after school, ready to ask - and keep asking - folks to invest in her dream. "Hi, I have a dream. I'm earning a trip around the world for me and my mom by merchandising Girl Scout cookies," she'd say at the door. "Would you like to invest in one dozen or two dozen boxes of cookies?"

Markita sold 3,526 boxes of Girl Scout cookies that year and won her trip around the world. Since then, she has sold more than 42,000 boxes of Girl Scout cookies, spoken at sales conventions across the country, starred in a Disney movie about her adventure and has co-authored the best seller, How to Sell More Cookies, Condos, Cadillacs, Computers...And Everything Else.

Markita is no smarter and no more extroverted than thousands of other people, young and old, with dreams of their own. The difference is Markita had discovered the secret of selling: Ask, Ask, Ask! Many people fail before they even begin because they fail to ask for what they want. The fear of rejection leads many of us to reject ourselves and our dream long before anyone else ever has the chance - no matter what we're selling.

And everyone is selling something. "You're selling yourself everyday - in school, to your boss, to new people you meet," said Markita at 14. "My mother is a waitress; she slls the daily special. Mayors and presidents trying to get votes are selling...I see selling everywhere I look. Selling is part of of the whole world."

It takes enough courage to ask for what you want. Courage is not the absence of fear. And, as Markita has discovered, the more you ask, the easier (and more fun) it gets.

Once, on live TV, the producer decided to give Markita her toughest selling challenge. Markita was asked to sell Girl Scout cookies to another guest on the show. "Would you like to invest in one dozen or two dozen boxes of Girl Scout cookies?" she asked.

"Girl Scout cookies? I don't buy any Girl Scout cookies!" he replied. "I'm a Federal Penitentiary warden. I put 2,000 rapists, robbers, criminals, muggers, and child abusers to bed every night."

Unruffled, Markita quickly countered, "Mister, if you take some of these cookies, maybe you won't be so mean and angry and evil. And, Mister, I think it would be a good idea for you to take some of these cookies back for every one of your 2,000 prisoners, too."

Thursday, December 16, 2010

And The Problem Is...YOU!

 Whenever you misdiagnose a problem,s you will mistreat it. Thus, when a subordinate is not performing, a leader should humbly look in the mirror before angrily glaring out the window. These three questions will help properly attack the cause of poor performance rather than just curse its effect.


  •  Did I clearly articulate what was expected and by when? Good people will try hard to hit a standard if they know what it is but it's different for them to be aggressive when they are confused. Just because something is said doesn't mean it's been understood. Make it common practice to gauge the audience (leader, entry level) comprehension of the task by having them paraphrase for you their understanding of exactly what you want done.
  • Have I provided the time and resources necessary to complete the assignment? You have every right to expect a task to be done well and on time but you have no right to do so if you don't equip the person for the job. When you don't provide the resources to accomplish what you want done you set your people up to fail. This is especially true when requiring someone to tackle a stretch assignment of a magnitude they've not done before. If all the person has ever done is run around the block and you're asking them to run a marathon, you'll need to provide more time and resources.
  • Have I provided the training necessary to do the job well? Not training your people and then expecting them to perform is wishful thinking at its worst. You can't get the prize without paying a price. Leaders who continually look to withdraw results from their people without making adequate training deposits are lazy and looking for shortcuts. And just because you stick someone in a two-week orientation training when they join your company and pump them up once a week in your sales meeting doesn't mean they have the skills they need to succeed. Training isn't a one-time payment, its an installment plan and since the level of your entrepreneurs performance is determined by the level of their practice, you'd best get serious, get committed, and get back to work to develop the human capital in your charge.
 When things go wrong and people aren't getting the job done, a good leader looks in the mirror first. Some people need to step up to the plate. Too many have a black belt in blame and take the spotlight off their own deficiencies by blaming others. When people fail to accept this responsibility they fall victim to the old adage, "we have met the enemy and he is us."

Tuesday, December 14, 2010

Mr. Weathers

 Mr. Weathers was an elderly man who had been living in the same house for his entire life. He had lots of friends in the community and was loved by all. One day there was a terrible rainstorm. With the storms came tremendous amounts of rain, causing a flood in Mr. Weathers' town. The townspeople called for everyone to evacuate. "Get out! The flood is coming! Get out!" Despite all the panic, Mr. Weathers was calm. Despite their pleas for him to leave his home, Mr. Weathers was stubborn, "Nope, I'm fine. God will come for me. I am a holy man."
 The rain continued to fall and the flood began to rise even more. The flood eventually rose to two feet. One of Mr. Weathers' neighbors was still around, gathering up his belongings before the flood swept them away. On his way out of town, Mr. Weathers' neighbor came by in his 4X4 truck and encouraged him to get on and that he would save him from the deadly flood. Despite his neighbors' plea, Mr. Weathers stood firm, "No, I'm fine. God will come for me. I am a holy man." So, the neighbor reluctantly rode off, leaving Mr. Weathers behind.
 As expected, the rain did not cease and the water continued to rise. By now, the entire town had evacuated and taken higher ground. The only ones left were firemen scanning the area for anyone left behind and the stubborn, Mr. Weathers.
 One of the firemen came across Mr. Weathers sitting calmly in his home. The man begged him to leave his home immediately or he would surely be taken by the flood. Again, Mr. Weathers was convinced that his faith in God would save him and denied the fireman, sending him on his way to recover other townspeople left behind.
 The situation began to grow dark as the flood rose to seven feet. Mr Weathers was forced to take refuge in the second floor of his home but was still convinced that as a holy man, God would save him. He then heard sirens outside the window from a rescue boat that was sent to fetch him from his home. The rescue team called out to Mr. Weathers telling him that they had come to save him and to get on the boat. From the second story window, Mr. Weathers called out, "No, I'm fine! God will save me!"
 Alas, the water had consumed most of Mr. Weathers' house. He was forced to climb onto his roof in hopes that God would save him. Instead, a helicopter appeared, hovering over his house. The rescue workers in the helicopter begged Mr. Weathers to get in and that they would save him from the tragic fate before him. Again, the stubborn Mr. Weathers declined and remained on the rooftop.
 Of course, the flood water continued to rise and Mr. Weathers was washed away and went to heaven. As he prepares to enter through the pearly gates, he went to God and said, "God, why didn't you come and save me?! I prayed to you every day and I went to church every Sunday. I was a good man! Why didn't go come for me?!"
 God was taken back by the accusation. "Fool, I sent you a 4X4, a fireman, a boat, and even a helicopter and you never took the help!"

 The moral of the story is to not be like Mr. Weathers. Don't wait for something to happen, make it happen. All life can do is provide you with knowledge and the tools to be successful. What you choose to do with those tools is up to you. We can give you a boat but we can't force you to get in it. So make something happen, don't wait for it to come around!

Thursday, November 18, 2010

What They Don't Teach in Business School

Richard Branson on What They Don't Teach in Business School 

By: Richard Branson

  A lot of people ask me about the Virgin brand -- what’s our secret? What’s the enduring magic formula? The truth is, we started with a really simple idea that has developed over time. When I opened my record store, I thought it might be a success if I made it a cool place to hang out and kept prices low. I hoped that the combination would make the store popular and that the resulting sales volume would make up for lower prices. These basic notions formed the beginning of what people now call brand values. At Virgin, ours include providing good value for money and a great customer experience.

  I firmly believed back then, and still do now, that you can apply those values to any business situation. That’s why I wasn’t afraid to launch an airline -- I thought the principles we’d relied on in the music industry would make the airline successful.

  Today Virgin has become one of the most diverse brands in the world as we have continued breaking into new markets and shaking them up for the customer’s benefit. And our brand values are the glue that holds it all together.

  That doesn’t mean our business is a complete free-for-all, as my team often reminds me. Though we receive proposals for almost every imaginable product and service – drinks, plastic surgery, clothing, restaurants, care for the elderly, even funeral services – we have a central team that evaluates each idea to see if it fits with our values and what consumers expect of Virgin. Sometimes the debate is fierce!

  Sometimes we take a risk and it doesn’t work. For example, we started a consumer electronics business in the U.S. in 2002, but we found it difficult to differentiate our products from those already available. We also learned that we are better at delivering the Virgin magic by creating an overall customer experience rather than simply selling a product.

  And then sometimes our risk-taking pays off in dividends, such as our turn-around of Britain’s ntl:Telewest cable business, which became the successful, customer-focused business now known as Virgin Media. This major effort involved moving some of our best people into that business and changing the focus from quarterly sales targets to longer term goals that involved keeping customers happy and loyal. (Keeping both customers and employees happy is good for the business, and not a cost that can be cut!)

  We are often told that the Virgin brand is one of the most powerful brands in the world; my current goal is to make it one of the most trusted.

  How am I tackling this rather large task? I’ve gathered our top people, both in the Virgin businesses and from our central brand team, which is headed by Catherine Salway, group brand director. She has put together a structure to ensure that every company in the Virgin Group is aware of our values and also our customers’ expectations. We provide brand training for all our businesses and supply the tools they need. We set targets at all our call centers for customer satisfaction and measure them on a quarterly basis. We bring together all our marketing departments to share ideas. And every new business gets all this help right from the start.

  Catherine recently wrote a strategy paper called “Virgin Rising,” laying out how we will make Virgin even stronger in the future. She argued that, regardless of how respected Virgin has become – we now operate in 29 countries, employ 50,000 people and serve millions of customers every month – we cannot be complacent. She highlighted core areas that all Virgin companies must treat as priorities in order for the brand to flourish. These include everything from Virgin brand basics to connecting with customers online. She also emphasized collaboration among Virgin companies, entrepreneurialism, ethics – and also music, fun and rock 'n’ roll! In essence, she showed us how to reach our new goal.

  I often mention people like Catherine – not sales statistics or the bottom line. I truly believe that the people working at Virgin are the heart and soul of our brand. The simple concept of offering customers a better experience, and having fun while you do it, attracts very bright and enthusiastic people. So while we have fantastically creative marketers who develop brilliant ad concepts, we also have wonderful people who deal with our customers every day. This emphasis on people is what really makes Virgin special.

  In business schools, brand values are often discussed in terms of marketing, as though they are an end result of a scientific process, rather than embedded in a business’s beginnings. Thankfully, I’ve learned that in the real world of business, it’s better to rely on creativity, intuition and empathy. You can try to build a brand using a hands-off, theoretical approach, but you’ll do far better – and have more fun – if you stick to Virgin’s dynamic values.

Thursday, November 11, 2010

12 C's for Team Building

Twelve Tips for Team Building: How to Build Successful Work Teams
How to Make Teams Effective
 
 

By , About.com Guide

 People in every workplace talk about building the team, working as a team, and my team, but few understand how to create the experience of team work or how to develop an effective team. Belonging to a team, in the broadest sense, is a result of feeling part of something larger than yourself. It has a lot to do with your understanding of the mission or objectives of your organization.
  
  In a team-oriented environment, you contribute to the overall success of the organization. You work with fellow members of the organization to produce these results. Even though you have a specific job function and you belong to a specific department, you are unified with other organization members to accomplish the overall objectives. The bigger picture drives your actions; your function exists to serve the bigger picture.

  You need to differentiate this overall sense of teamwork from the task of developing an effective intact team that is formed to accomplish a specific goal. People confuse the two team building objectives. This is why so many team building seminars, meetings, retreats and activities are deemed failures by their participants. Leaders failed to define the team they wanted to build. Developing an overall sense of team work is different from building an effective, focused work team when you consider team building approaches.

Twelve Cs for Team Building

  Executives, managers and organization staff members universally explore ways to improve business results and profitability. Many view team-based, horizontal, organization structures as the best design for involving all employees in creating business success.
  
  No matter what you call your team-based improvement effort: continuous improvement, total quality, lean manufacturing or self-directed work teams, you are striving to improve results for customers. Few organizations, however, are totally pleased with the results their team improvement efforts produce. If your team improvement efforts are not living up to your expectations, this self-diagnosing checklist may tell you why. Successful team building, that creates effective, focused work teams, requires attention to each of the following.
  • Clear Expectations: Has executive leadership clearly communicated its expectations for the team’s performance and expected outcomes? Do team members understand why the team was created? Is the organization demonstrating constancy of purpose in supporting the team with resources of people, time and money? Does the work of the team receive sufficient emphasis as a priority in terms of the time, discussion, attention and interest directed its way by executive leaders?
    Read more about Clear Performance Expectations.
  • Context: Do team members understand why they are participating on the team? Do they understand how the strategy of using teams will help the organization attain its communicated business goals? Can team members define their team’s importance to the accomplishment of corporate goals? Does the team understand where its work fits in the total context of the organization’s goals, principles, vision and values?
    Read more about Team Culture and Context.
  • Commitment: Do team members want to participate on the team? Do team members feel the team mission is important? Are members committed to accomplishing the team mission and expected outcomes? Do team members perceive their service as valuable to the organization and to their own careers? Do team members anticipate recognition for their contributions? Do team members expect their skills to grow and develop on the team? Are team members excited and challenged by the team opportunity?
    Read more about Commitment in Team Building.
  • Competence: Does the team feel that it has the appropriate people participating? (As an example, in a process improvement, is each step of the process represented on the team?) Does the team feel that its members have the knowledge, skill and capability to address the issues for which the team was formed? If not, does the team have access to the help it needs? Does the team feel it has the resources, strategies and support needed to accomplish its mission?
  • Charter: Has the team taken its assigned area of responsibility and designed its own mission, vision and strategies to accomplish the mission. Has the team defined and communicated its goals; its anticipated outcomes and contributions; its timelines; and how it will measure both the outcomes of its work and the process the team followed to accomplish their task? Does the leadership team or other coordinating group support what the team has designed?
  • Control: Does the team have enough freedom and empowerment to feel the ownership necessary to accomplish its charter? At the same time, do team members clearly understand their boundaries? How far may members go in pursuit of solutions? Are limitations (i.e. monetary and time resources) defined at the beginning of the project before the team experiences barriers and rework? Is the team’s reporting relationship and accountability understood by all members of the organization? Has the organization defined the team’s authority? To make recommendations? To implement its plan? Is there a defined review process so both the team and the organization are consistently aligned in direction and purpose? Do team members hold each other accountable for project timelines, commitments and results? Does the organization have a plan to increase opportunities for self-management among organization members?
  • Collaboration: Does the team understand team and group process? Do members understand the stages of group development? Are team members working together effectively interpersonally? Do all team members understand the roles and responsibilities of team members? team leaders? team recorders? Can the team approach problem solving, process improvement, goal setting and measurement jointly? Do team members cooperate to accomplish the team charter? Has the team established group norms or rules of conduct in areas such as conflict resolution, consensus decision making and meeting management? Is the team using an appropriate strategy to accomplish its action plan?
  • Communication: Are team members clear about the priority of their tasks? Is there an established method for the teams to give feedback and receive honest performance feedback? Does the organization provide important business information regularly? Do the teams understand the complete context for their existence? Do team members communicate clearly and honestly with each other? Do team members bring diverse opinions to the table? Are necessary conflicts raised and addressed?
  • Creative Innovation: Is the organization really interested in change? Does it value creative thinking, unique solutions, and new ideas? Does it reward people who take reasonable risks to make improvements? Or does it reward the people who fit in and maintain the status quo? Does it provide the training, education, access to books and films, and field trips necessary to stimulate new thinking?
  • Consequences: Do team members feel responsible and accountable for team achievements? Are rewards and recognition supplied when teams are successful? Is reasonable risk respected and encouraged in the organization? Do team members fear reprisal? Do team members spend their time finger pointing rather than resolving problems? Is the organization designing reward systems that recognize both team and individual performance? Is the organization planning to share gains and increased profitability with team and individual contributors? Can contributors see their impact on increased organization success?
  • Coordination: Are teams coordinated by a central leadership team that assists the groups to obtain what they need for success? Have priorities and resource allocation been planned across departments? Do teams understand the concept of the internal customer—the next process, anyone to whom they provide a product or a service? Are cross-functional and multi-department teams common and working together effectively? Is the organization developing a customer-focused process-focused orientation and moving away from traditional departmental thinking?
  • Cultural Change: Does the organization recognize that the team-based, collaborative, empowering, enabling organizational culture of the future is different than the traditional, hierarchical organization it may currently be? Is the organization planning to or in the process of changing how it rewards, recognizes, appraises, hires, develops, plans with, motivates and manages the people it employs? Does the organization plan to use failures for learning and support reasonable risk? Does the organization recognize that the more it can change its climate to support teams, the more it will receive in pay back from the work of the teams?
    Read more about culture change.
  Spend time and attention on each of these twelve tips to ensure your work teams contribute most effectively to your business success. Your team members will love you, your business will soar, and empowered people will "own" and be responsible for their work processes. Can your work life get any better than this?

Tuesday, November 9, 2010

If You Can Dream It, You Can Become It

7 Entrepreneurs Whose Perseverance Will Inspire You

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Everyone knows that perseverance is important. You’ve probably heard the quote “If at first you don’t succeed, try again” or seen the commercial that talks about falling down 7 times and standing up 8. The lesson, of course, is that few people achieve anything great without first overcoming a few obstacles.

Preaching about the importance of perseverance is easy. Actually experiencing failure and continuing on undeterred; now that’s tough. But the 7 stories below prove that it can be done. These famous entrepreneurs exemplified perseverance. Maybe one of them will inspire you to overcome whatever obstacle is currently standing in your way.



Milton Hershey

Milton Hershey had a long path to the top of the chocolate industry. Hershey dropped out of school in the 4th grade and took an apprenticeship with a printer, only to be fired. He then became an apprentice to a candy-maker in Lancaster, PA. After studying the business for 4 years, Hershey started three unsuccessful candy companies in Philadelphia, Chicago and New York.

Hershey was not about to give up, so he moved back to Lancaster and began the Lancaster Caramel Company. His unique caramel recipe, which he had come across during his earlier travels, was a huge success. Hershey, who was always looking ahead, believed that chocolate products had a much greater future than caramel. He sold the Lancaster Caramel Company for $1 million in 1900 (nearly $25 million in 2008 dollars) and started the Hershey Company, which brought milk chocolate -- previously a Swiss delicacy -- to the masses.


Not only did Hershey overcome failure and accomplish his goals, but he also managed to do it close to home. Hershey created hundreds of jobs for Pennsylvanians. He also used some of his money to build houses, churches, and schools, cementing his status as a legend in the Keystone State.
Persistence is key. But it also helps if you have a solid business plan from the beginning. If you need assistance with your business plan, contact a Growthink business plan writer today.

Steve Jobs


You always hear about a “long road to the top,” but perseverance isn’t limited to the early stages of a person’s career. Oftentimes, failure can occur after a long period of success.

Steve Jobs achieved great success at a young age. When he was 20 years old, Jobs started Apple in his parents’ garage, and within a decade the company blossomed into a $2 billion empire. However, at age 30, Apple’s Board of Directors decided to take the business in a different direction, and Jobs was fired from the company he created. Jobs found himself unemployed, but treated it as a freedom rather than a curse. In fact, he later said that getting fired from Apple was the best thing to ever happen to him, because it allowed him to think more creatively and re-experience the joys of starting a company.

Jobs went on to found NeXT, a software company, and Pixar, the company that produces animated movies such as Finding Nemo. NeXT was subsequently purchased by Apple. Not only did Jobs go back to his former company, but he helped launch Apple’s current resurgence in popularity. Jobs claims that his career success and his strong relationship with his family are both results of his termination from Apple.
Are you building the next Pixar or Apple?  Get expert business planning advice from a Growthink business plan consultant.

Simon Cowell


Nowadays, Simon Cowell is a pop icon and a very wealthy man. But early in life, Cowell faced his fair share of struggles. At age 15, Cowell dropped out of school and bounced around jobs. He eventually landed a job in the mail room of EMI Music Publishing. Cowell worked his way up to the A&R department, and then went on to form his own publishing company, E&S Music.

Unfortunately, E&S folded in its first year. Cowell ended up with a lot of debt, and was forced to move back in with his parents. But he never gave up on his dream of working in the music industry, and eventually landed a job with a small company called Fanfare Records. He worked there for 8 years and helped the company become a very successful label. From there, Cowell spent years signing talent and working behind-the-scenes before launching the “American Idol” and “X-Factor” franchises that made him famous.

Even though he is rich and successful, Cowell continues to work on new projects. This kind of dedication no doubt helped him overcome his early roadblocks.

Thomas Edison

When he was a young boy, Thomas Edison’s parents pulled him out of school after teachers called him “stupid” and “unteachable.” Edison spent his teenage years working and being fired from various jobs, culminating in his termination from a telegraph company at age 21. Despite these setbacks, Edison never deterred from his true passion, inventing. Throughout his career, Edison obtained 1,093 patents. And while many of these inventions -- such as the light bulb, stock printer, phonograph and alkaline battery -- were groundbreaking, even more of them were unsuccessful. Edison is famous for saying that genius is “1% inspiration and 99% perspiration.”

One of Edison’s greatest stories of perseverance occurred after he was already wildly successful. After inventing the light bulb, Edison began a quest to find an inexpensive light bulb filament. At the time, ore was mined in the Midwest, and shipping costs were incredibly high. To combat this, Edison opened his own ore-mining plant in Ogdensburg, New Jersey. For roughly a decade, Edison devoted all his time and money to the plant. He also obtained 47 patents for inventions designed to make the plant run more smoothly. And after all of that, Edison’s project still failed thanks to the low quality ore on the East Coast.

But as it turned out, one of the aforementioned 47 inventions (a newly-designed crushing machine) revolutionized the cement industry and earned Edison back nearly all of the money he lost. In addition, Henry Ford would later credit Edison’s Ogdensburg project as the main inspiration for his Model T Ford assembly line, and many believe that Edison paved the way for modern-day industrial laboratories. Edison’s foray into ore-mining proves that dedication and commitment can pay off even in a losing venture.
 
Are you starting a new business?  Get expert strategic advice from Growthink's professional business plan consultants
 

George Steinbrenner


Before “The Boss” assumed ownership of the New York Yankees, he owned a basketball franchise called the Cleveland Pipers. The Pipers were part of the American Basketball League, and in 1960, under Steinbrenner’s helm, the franchise went bankrupt.

When he eventually took over the Yankees, Steinbrenner’s struggles didn’t end. Most baseball fans will remember the team’s drought in the 1980s and early 1990s. As the team suffered, Steinbrenner was often criticized for his executive decisions, which included questionable trades and frequent changes to the Manager position. Though his methods were controversial, Steinbrenner stuck to his guns, and it paid off. The Yankees made an impressive six World Series appearances from 1996-2003, and remain Major League Baseball’s most profitable team year after year.

Steinbrenner is known for his shrewd business tactics, but he’s also not afraid to put his money where his mouth is. The Yankees have the highest payroll in baseball, and they’ve been in contention every year since the mid-90s. Even when the Cleveland Pipers went bankrupt, Steinbrenner offered to pay back the team’s investors, a promise he eventually made good on.

Steinbrenner has been quoted as saying, "I never wanted anybody to say ‘I went down a path with George Steinbrenner and lost money.’"
J.K. Rowling

J.K. Rowling, author of the Harry Potter books, is currently the second-richest female entertainer on the planet, behind Oprah. However, when Rowling wrote the first Harry Potter book in 1995, it was rejected by twelve different publishers. Even Bloomsbury, the small publishing house that finally purchased Rowling’s manuscript, told the author to “get a day job.”

At the time when Rowling was writing the original Harry Potter book, her life was a self-described mess. She was going through a divorce and living in a tiny flat with her daughter. Rowling was surviving on government subsidies, and her mother had just passed away from multiple sclerosis. J.K. turned these negatives into a positive by devoting most of her free time to the Harry Potter series. She also drew from her bad personal experiences when writing. The result is a brand name currently worth nearly $15 billion.
 
What about you? Are you starting a new business?  If you need help with your business plan, contact Growthink's professional business plan writers
 

Walt Disney

As a young man, Walt Disney was fired from the Kansas City Star Newspaper because his boss thought he lacked creativity. He went on to form an animation company called Laugh-O-Gram Films in 1921. Using his natural salesmanship abilities, Disney was able to raise $15,000 for the company ($181,000 in 2008 dollars). However, he made a deal with a New York distributor, and when the distributor went out of business, Disney was forced to shut Laugh-O-Gram down. He could barely pay his rent and even resorted to eating dog food.

Broke but not defeated, Disney spent his last few dollars on a train ticket to Hollywood. Unfortunately his troubles were not over. In 1926, Disney created a cartoon character named Oswald the Rabbit. When he attempted to negotiate a better deal with Universal Studios -- the cartoon’s distributor -- Disney discovered that Universal had secretly patented the Oswald character. Universal then hired Disney’s artists away from him, and continued the cartoon without Disney’s input (and without paying him).

As if that wasn’t enough, Disney also struggled to release some of his now-classic films. He was told Mickey Mouse would fail because the mouse would “terrify women.” Distributors rejected The Three Little Pigs, saying it needed more characters. Pinocchio was shut down during production and Disney had to rewrite the entire storyline. Other films, like Bambi, Pollyanna and Fantasia, were misunderstood by audiences at the time of their release, only to become favorites later on.

Disney’s greatest example of perseverance occurred when he tried to make the book Mary Poppins into a film. In 1944, at the suggestion of his daughter, Disney decided to adapt the Pamela Travers novel into a screenplay. However, Travers had absolutely no interest in selling Mary Poppins to Hollywood. To win her over, Disney visited Travers at her England home repeatedly for the next 16 years. After more than a decade-and-a-half of persuasion, Travers was overcome by Disney’s charm and vision for the film, and finally gave him permission to bring Mary Poppins to the big screen. The result is a timeless classic.

In a fitting twist of fate, The Disney Company went on to purchase ABC in 1996. At the time, ABC was owner of the Kansas City Star, meaning the newspaper that once fired Disney had become part of the empire he created. And all thanks to his creativity (and a lot of perseverance).
 
Now, the one place where persistence is really required is in raising capital. If you successfully raise capital, you can build the business of your dreams. But without capital, you may never get your chance.  If you're raising capital from private investors, you can improve your chances of funding success with a professional private placement memorandum.  Call 800-506-5728 to speak with a Growthink consultant.

Wednesday, November 3, 2010

The Top Ten Keys to Self-Confidence

If you have the keys to self-confidence, you'll be able to open doors of opportunity that you were convinced were locked - at least to you. So why not uncover the keys, learn how they work, and open those doors? Here are 10 keys. Once you've mastered them, those doors will open much easier.


  •  Understand how self-confidence works.
    • Self-confidence is a necessary ingredient for success. It sells. It's something you can sense about a person upon entering a room and is evident through body language and speech. It's not just what you say, but how you say it. It's important for you to know that you can create self-confidence. You don't have to be born with it - everyone is capable of learning how to be incredibly self-confident. 
  •  Make your confidence goal a priority.
    • People who achieve their goals are highly motivated to do so. If you tell yourself you should, could, or would if...then your desire for confidence may remain, but your achievement of it stays just a dream. Once you're committed to your goal, only then can you begin to make it a reality.   
  • Change the way you think about yourself.
    • You must change the image you have of yourself. Are you aware of what you're thinking before and during times you don't feel confident? If it's negative, you must reprogram your mind. Choose to think positive thoughts.
  • Speak positively.
    • Do you carefully choose what you'll say before you speak? Most people just dump whatever they're thinking into their mouths. We hear more negative messages throughout the day than positive ones unless we make a conscious effort to do so. Thinking and reacting follow one another. If your thoughts are negative, your speech will reflect it. You choose how you will react to what happens to you in life and you will create what happens next, according to your thoughts, words, and actions.
  • Change your body language.
    • You've heard the expression, "actions speak louder than words." Body language speaks volumes and is always believed more than what you may say. Closed postures, folded arms, and lack of eye contact give negative messages. Open postures, eye contact, and smiles are inviting and encourage interaction
  • Change your voice tone. 
    • Thirty percent of communication has to do with the tone of your voice. Record your voice and listen to it. What changes to your voice would you make it sound more confident? Listen to others who you admire. How do their voices communicate confidence to you? 
  • Change situations that support your lack of confidence. 
    • People either pull you down or build you up. If you find that you're in a situation where you're discouraged rather than encouraged, you're allowing someone else to influence or determine your destiny. Give yourself the opportunity to grow and be happy. It's your choice.
  • Practice confidence.
    • You must act as you have confidence before you'll have it. You'll be creating new habit patterns for yourself. you've heard the expression, "fake it until you make it." You have to act as if you have confidence. Practice what a confident person would say or do to achieve it.
  • Plan confidence-building situations.
    • It's must easier to practice building confidence in new situations with people who don't know you rather than with people who already know you and have pre-conceived opinions of you. There's less stress on you.
  • Focus on achieving your dreams.
    • Lots of people have a dream - but too many people give up on them. They simply stop trying because they don't posses the confidence to continue. An obstacle or two is enough for some. Others are puzzled as they try one avenue after another with little success. Those who are willing to learn the skills to confidence and success will succeed. Aristotle said, "What we have to learn to do we learn by doing." Experience is the best teacher. There are only two ways to learn to do something. The first and most common way is by trial and error. The second way, which is must faster and easier, is to discover your answers from someone who has already learned these lessons and helped many others do the same.
Adapted from an article, 'The Top Ten Keys to Self-Confidence" by Sharlene Talbott, MSW, who is a people skills coach, trainer, and public speaker with more than 20 years experience in helping people achieve their self-confidence, communication, sales and relationship goals. 

 

Tuesday, October 26, 2010

How to Win Friends and Influence People

In 1937, Dale Carnegie published what was to be the world's first best selling "self-help" book titled, "How to Win Friends and Influence People". To date, Carnegie's book has sold over 15 million copies worldwide.



Carnegie breaks his book down into six major sections:

FUNDAMENTAL TECHNIQUES IN HANDLING PEOPLE
  1. Don't criticize, condemn, or complain
  2. Give honest and sincere appreciation
  3. Arouse in the other person an eager want.
SIX WAYS TO MAKE PEOPLE LIKE YOU
  1. Become genuinely interested in other people
  2. Smile
  3. Remember that a person's name is, to him or her, the sweetest and most important sound in any language.
  4. Be a good listener. Encourage others to talk about themselves
  5. Talk in the terms of the other person's interest
  6. Make the other person feel important and do it sincerely
TWELVE WAYS TO WIN PEOPLE TO YOUR WAY OF THINKING
  1. Avoid arguments
  2. Show respect for the other person's opinions. Never tell someone that he or she is wrong.
  3. If you're wrong, admit it quickly and empathetically
  4. Begin in a friendly way
  5. Start with questions to which the other person will answer yes
  6. Let the other person do the talking
  7. Let the other person feel the ideas is his/hers
  8. Try honestly to see things from the other person's point of view
  9. Sympathize with the other person
  10. Appeal to noble motives
  11. Dramatize your ideas
  12. Throw down a challenge; don't talk negatively when a person is absent; talk only about the positive
BE A LEADER: HOW TO CHANGE PEOPLE WITHOUT GIVING OFFENSE OR AROUSING RESENTMENT
  1. Begin with praise and honest appreciation
  2. Call attention to other people's mistakes indirectly
  3. Talk about your own mistakes first
  4. Ask questions instead of directly giving orders
  5. Let the other person save face
  6. Praise every improvement
  7. Give the other person a fine reputation to live up to
  8. Encourage them by making their faults seem easy to correct
  9. Make the other person happy about doing what you suggest
SEVEN RULES FOR MAKING YOUR HOME LIFE HAPPIER
  1. Don't nag
  2. Don't try to make  your partner over
  3. Don't criticize
  4. Give honest appreciation
  5. Pay little attentions
  6. Be courteous
  7. Read a good book on the sexual side of marriage 

Wednesday, October 20, 2010

The Power Of Positive Thinking

The Power of Positive Thinking
by Remez Sasson


 
  Positive thinking is a mental attitude that admits into the mind thoughts, words and images that are conductive to growth, expansion and success. It is a mental attitude that expects good and favorable results. A positive mind anticipates happiness, joy, health and a successful outcome of every situation and action. Whatever the mind expects, it finds.

  Not everyone accepts or believes in positive thinking. Some consider the subject as just nonsense, and others scoff at people who believe and accept it. Among the people who accept it, not many know how to use it effectively to get results. Yet, it seems that many are becoming attracted to this subject, as evidenced by the many books, lectures and courses about it. This is a subject that is gaining popularity.
It is quite common to hear people say: "Think positive!", to someone who feels down and worried. Most people do not take these words seriously, as they do not know what they really mean, or do not consider them as useful and effective. How many people do you know, who stop to think what the power of positive thinking means?

The following story illustrates how this power works:
 Allan applied for a new job, but as his self-esteem was low, and he considered himself as a failure and unworthy of success, he was sure that he was not going to get the job. He had a negative attitude towards himself, and believed that the other applicants were better and more qualified than him. Allan manifested this attitude, due to his negative past experiences with job interviews.

  His mind was filled with negative thoughts and fears concerning the job for the whole week before the job interview. He was sure he would be rejected. On the day of the interview he got up late, and to his horror he discovered that the shirt he had planned to wear was dirty, and the other one needed ironing. As it was already too late, he went out wearing a shirt full of wrinkles.

  During the interview he was tense, displayed a negative attitude, worried about his shirt, and felt hungry because he did not have enough time to eat breakfast. All this distracted his mind and made it difficult for him to focus on the interview. His overall behavior made a bad impression, and consequently he materialized his fear and did not get the job.

  Jim applied for the same job too, but approached the matter in a different way. He was sure that he was going to get the job. During the week preceding the interview he often visualized himself making a good impression and getting the job.

  In the evening before the interview he prepared the clothes he was going to wear, and went to sleep a little earlier. On day of the interview he woke up earlier than usual, and had ample time to eat breakfast, and then to arrive to the interview before the scheduled time.

  He got the job because he made a good impression. He had also of course, the proper qualifications for the job, but so had Allan.

  What do we learn from these two stories? Is there any magic employed here? No, it is all natural. When the attitude is positive we entertain pleasant feelings and constructive images, and see in our mind's eye what we really want to happen. This brings brightness to the eyes, more energy and happiness. The whole being broadcasts good will, happiness and success. Even the health is affected in a beneficial way. We walk tall and the voice is more powerful. Our body language shows the way you feel inside.

Positive and negative thinking are both contagious.
  All of us affect, in one way or another, the people we meet. This happens instinctively and on a subconscious level, through thoughts and feelings transference, and through body language. People sense our aura and are affected by our thoughts, and vice versa. Is it any wonder that we want to be around positive people and avoid negative ones? People are more disposed to help us if we are positive, and they dislike and avoid anyone broadcasting negativity.

  Negative thoughts, words and attitude bring up negative and unhappy moods and actions. When the mind is negative, poisons are released into the blood, which cause more unhappiness and negativity. This is the way to failure, frustration and disappointment.

Practical Instructions
In order to turn the mind toward the positive, inner work and training are required. Attitude and thoughts do not change overnight.
  Read about this subject, think about its benefits and persuade yourself to try it. The power of thoughts is a mighty power that is always shaping our life. This shaping is usually done subconsciously, but it is possible to make the process a conscious one. Even if the idea seems strange give it a try, as you have nothing to lose, but only to gain. Ignore what others might say or think about you, if they discover that you are changing the way you think.

  Always visualize only favorable and beneficial situations. Use positive words in your inner dialogues or when talking with others. Smile a little more, as this helps to think positively. Disregard any feelings of laziness or a desire to quit. If you persevere, you will transform the way your mind thinks.
Once a negative thought enters your mind, you have to be aware of it and endeavor to replace it with a constructive one. The negative thought will try again to enter your mind, and then you have to replace it again with a positive one. It is as if there are two pictures in front of you, and you choose to look at one of them and disregard the other. Persistence will eventually teach your mind to think positively and ignore negative thoughts.

  In case you feel any inner resistance when replacing negative thoughts with positive ones, do not give up, but keep looking only at the beneficial, good and happy thoughts in your mind.

  It does not matter what your circumstances are at the present moment. Think positively, expect only favorable results and situations, and circumstances will change accordingly. It may take some time for the changes to take place, but eventually they do.

  Another method to employ is the repetition of affirmations. It is a method which resembles creative visualization, and which can be used in conjunction with it. It is the subject of another article on this website.
 
  The other articles at this website, about the power of concentration, will power, self-discipline and peace of mind also contribute to the development of a positive mind, and are recommended for reading and practicing.

http://www.successconsciousness.com/index_000009.htm

Thursday, October 14, 2010

Two Kinds of People

The world today has over 6 billion people walking it's surface at all times. Each of us are unique in many ways. However, despite our differences, each one of us can be broken down into one of two categories; a victim or warrior.

Those who are classified as victims believe world is against them. That everything bad that could happen, will happen, and to them. They prefer the "half empty" way of thinking and view obstacles as an excuse to not succeed, not encouragement to keep moving on. On the other hand, warriors are the go-getters in life. Bad things happen to everyone, but warriors don't let the bumps in the road slow their pace. They take what life has given them and find a way to turn it into a positive experience, no matter what the circumstance.

The video here depicts two men who truly embody what it means to be a warrior. The father and son duo overcame one of life's biggest hurdles and came out on top. Brace yourself for the tears to come!

http://www.youtube.com/watch?v=dDnrLv6z-mM&feature=player_embedded

Tuesday, October 12, 2010

6 Millionaire (Entrepreneural) Traits That You Can Adopt

  Millionaires have more in common with each other than just their bank accounts — for some millionaires, striking it rich took courage, salesmanship, vision and passion. Find out which traits are most common to the seven-figure bank account set, and what you can do to hone some of these skills in your own life.



1. Independent Thinking

Millionaires think differently. Not just about money, about everything. The time and energy everybody else spends attempting to conform, millionaires spend creating their own path. Since thoughts impact actions, people who want to be wealthy should think in a way that will get them to that goal. Independent thinking doesn't mean doing the opposite of what the rest of the world is doing; it means having the courage to follow what is important to you. So, the lesson here is to forge your own way, and let your success drive you to financial spoils - rather than doing it the other way around and trying to chase the money.

Just look at David Geffen. A self-made millionaire with $4.5 billion to his name in 2009, this American record executive and film producer was college dropout, but made millions founding record agencies and signed some of the most prominent musicians of the 1970s and '80s. Although he didn't take what many assume to be the usual path to success, his tireless work ethic and sense of personal conviction about artists' potential allowed him to rack up a sizable fortune.

2. Vision

Millionaires are creative visionaries with a positive attitude. In other words, wealthy people not only have big dreams, they also believe they will come true. As such, wealth seekers should set lofty goals and not be afraid of uncharted territories.

Bill Gates, the world's richest person in 2009, did just that. The American chairman of Microsoft is one of the founding entrepreneurs who brought personal computers to the masses. Gates jumped into the personal computers business in 1975 and held on tight, creating Microsoft Windows in 1985. When consumers began to bring computers into their homes, Gates was ready to profit from this new age. 

3. Skills

Writer Dennis Kimbro interviewed successful people to determine the traits they had in common for his book, "Think and Grow Rich" (1992). He found that they concentrated on their area of excellence. Millionaires also tend to partner with others to supplement their weaker skills. If you don't know what you are good at, poll friends and family. Use training and mentors to refine your strong skills.
4. Passion

Billionaire investing guru Warren Buffett says "Money is a by-product of something I like to do very much." Enjoying your work allows you to have the discipline to work hard at it every day. People who interact with money for a living, bankers for example, often love creating new deals and persuading others to complete a transaction. But finding your dream job may take time. The average millionaire doesn't find it until age 45, and tends to be 54 (on average) before becoming a millionaire. Kimbro found that millionaires tried an average of 17 ventures before they were successful. So, if you want to be rich, stop doing things you don't enjoy and do what you love. If you don't know what you love, try a few things and keep trying until you hit on the right thing.

5. Investment

Millionaires are willing to sacrifice time and money to achieve their goals. They are willing to take a risk now for the opportunity of achieving something greater in the future. Investing may include securities or starting a business - either way, it is a step toward achieving great financial rewards. START INVESTING NOW!

6. Salesmanship

Millionaires are constantly presenting their ideas and persuading others to buy into them. Good salesmen are oblivious to critics and naysayers. In other words, they don't take "no" for an answer. Millionaires also have good social skills. In fact, when writer T. Harv Eker analyzed the results of a survey of 753 millionaires for his book, "Secrets of the Millionaire Mind" (2005), he found social skills were more important than IQ. Just look at Donald Trump. His fortune has fluctuated over the years, but his ability to sell himself - whether as a TV personality or as the force behind a line of neckties - has always brought him back among the ranks of celebrity millionaires.

The ability to communicate with people is essential to selling your idea. Contrary to the traditional view of salesmen, millionaires cite honesty as an important factor in their success. If you want to be a millionaire, be an honest salesman and polish your social skills.

***

Becoming a millionaire is not a goal that can be achieved overnight for most people. In fact, many of the world's richest people built their wealth over many years (sometimes even generations) by making smart but often bold decisions, putting their skills to the best use possible and doggedly pursuing their vision. If you can learn anything about millionaires, it's that for many of them, their riches are not necessarily what most sets them apart from the rest of the world - it's what they did to earn those millions that really stands out.

Thursday, October 7, 2010

To Lead, You Have to Follow: 8 Traits of Effective Leaders

By: Hank Marquis, Chief Technology Officer at itSM Solutions LLC


A study claims that 97% of workers say their job is stressful on a daily basis. Four of of five say they feel stressed before they even get to work. Some 25% report that they have taken time off from work to deal with the stress.

The top reason listed is "lack of support, increasing pressure, interruptions and bullying behavior" from theri direct manager.

The report goes on to list other reasons, including: Workload, feeling undervalued, deadlines, type of work people have to do, having to take on other people's work load, lack of job satisfaction, lack of control over the working day, having to work long hours, and frustration with the working environment.

It seems the reasons for this stress comes directly from a lack of leadership from managers. Effective leaders build a trusted team and then follow the team's advice. Many managers lack this understanding, and this causes the stress.

How Zen that most ofthe job-related stress comes from failure of those in management roles to understand that to lead, you have to follow. Here is a list of the 8 traits that show leaders how to follow their constituents - and succeed.

  • Leadership means focusing on the needs of others, not yourself
    • Real leaders try to provide service - to their team, their customers, and anyone else met. Leadership is not a 9-to-5 job. By focusing on the needs of customers, and then trying to align his or her team in ways to meet those needs as well as the needs of the team, a leader gets the job done and develops followers. Customers want to work with a leader because a leader team produces results. Your team wants to follow your lead because you take into account its needs and requirements.
      • To improve your leadership skills consider spending as much time with your customers as you do with your team.
  • Leadership comes from your actions, not your title
    • Some of the best leaders don't have CIO or VP titles. Leadership, in fact, has nothing to do with title or pay-grade. Leaders lead because others want to follow them. Why would anyone want to follow a leader? Because a leader motivates its followers, gives them purpose, supports them, guides and mentors them, and even "takes flak" to protect them.
      • To be a better leader, you need to ask yourself some hard questions. If you are not leading then you are dictating, and no one follows a dictator.
  • Leadership makes you accountable, even when it's not your fault
    • A leader takes full responsibility for his or her mission and with this comes accountability for failure. Leaders don't blame their team, or complain about unreasonable customer requirements. Leaders set expectations by focusing on the needs of others. (TRAIT #1) and build consensus for what can be accomplished. If something goes wrong, a leader accepts responsbility-even if it was a team member that was the cause
      • Think about the last time someone on your team made a mistake. Did you support and counsel them? Did you turn the failure into a learning experience? Or did you ridicule, shun, or punish him or her?
  • Leadership is not a 9-to-5 activity
    • Being a leader means focusing on the needs of others and helping others when they fail. This can require additional work, even after hours. Often it is only personal engagement that uncovers the root of an unhapy worker. And many times these root causes present opportunities for improvement beyond the single worker.
      • Do you stay and work with the team? Not just being in the office, but do you actively engage and work to deliver when required?
  • Leadership takes trust from your followers
    • When you focus on the needs of others, motivate your team, and satisfy your customers, when you take responsibility for successes and failure, when you engage with your team on a personal level, then you build trust. Trust does not come easily. You have to earn trust. It won't come because you have an impressive title. You can't buy, barter, or steal trust. You have to earn it. You have to follow the first four traits on a regular basis for enough time to have earned the trust of your customers and team.
      • Do your customers trust you? Does your team get behind your ideas because they know you will protect and guide them?
  • Leaders get their best ideas from their team
    • The best ideas are not going to come from the leader, but rather from those being led. A good leader develops consensuses for a project based on its relationships to customers, company, and staff. Exactly how the project should unfold is often best left to the team to determine. Nothing so engages and commits a team to a leader than for them to be part of the design of the solution. No one knows the job better than the person who does it every day.
      • Do you dictate schedules to your team or do you and your teams negotiate on how to get things done? Ask your team for their ideas-and then use them. Just remember TRAIT #6 - always give the credit to the team. The leaders credit comes only by crediting the team he or she leads.
  • Leadership thrives on diversity
    • I lovethe story about the IT group at a major retailer. The business needed to know the conversion ratio: that is, how many people entering the store purchased something. IT began brainstorming traditional IT solutions--complicated, highly automated, and expensive. On a whim, an IT leader asked as non-IT person how they might determine how many shoppers who came in the store actually purchased something. The non-IT solution after just a few minutes of thought was to hire a couple of temporary workers and have them count the number of people entering the store and then leave with a shopping bag.
      • Instead of the typical all-consuming and expensive 18-month IT project more likely to fail than succeed, they got a cost-effective low-tech solution in a few hours. The best ideas come from those who don't think as you do. Expand your circle of relationships; nurture those who think differently from you.
  • Leadership comes from continuous communication
    • To be able to lead and embrace these traits requires communication skills. I'm not talking about superior comedic skills when presenting. I am talking about person-to-person verbal and non-verbal communications.
      • This is counter-intuitive, but to present your ideas requires that you listen. To understand and accept the ideas of others requires that you talk. These are skills many people never develop, but all true leaders seem to have mastered.
      • In a meeting, do you do most of the talking? When you are listening to others, are you an active listener, repeating what you have heard to make sure you understand what was said?
SUMMARY
Leader is a title given to you by those whom you follow and serve. They see you as a leader when you pay attention to their needs. By listening to their needs and addressing their issues, you demonstrate leadership. You can lead a team of equals, you can lead a team of superiors, and you can lead a team of subordinates. Leadership is a way of acting and communicating.

Anyone can improve his or her leadership skills. Leadership comes from a desire to succeed and the realization that your success comes from what others do on your behalf of their own free will-because they trust you and want to follow you. To be a leader you have to understand this indirect linkage.

Sometimes it can be difficult to be a leader. You may know exactly what you want to get done and find it hard to accept the team's input about what it thinks can be done. If your team trusts you as a leader, it will take a leap of faith and follow you even if it has reservations. Of course, there are always "executive" decisions to make, but in general, if you have built trust you should follow your team's advice whenever possible.

It can also be difficult to work with customers, but very few people are truly unreasonable and unwilling to listen to facts - if presented in ways they can understand and evaluate.

If any of these suggestions rings true to you, then go take a course on leadership. Have your management style evaluated. Hire a consultant to understand the effect it has on your customers, company, and team. You will probably be surprised at what you learn.

Tuesday, October 5, 2010

18 Holes in His Mind

18 HOLES IN HIS MIND
BY: AUTHOR UNKNOWN

   
 
   Major James Nesmeth had a dream of improving his golf game - and he developed a unique method of achieving his goal. Until he devised this method, he was just your average weekend golfer, shooting in mid- to low-nineties. Then, for seven years, he completely quit the game. Never touched a club. Never set foot on a fairway.
   Ironically, it was during this seven-year break from the game that Major Nesmeth came up with his amazingly effective technique for improving his game - a technique we can all learn from. In fact, the first time he set foot on a golf course after his hiatus from the game, he shot an astonishing 74! He had cut 20 strokes off his average without having swung a golf club in ven years! Unbelievable. Not only that, but his physical condition had actually deteriorated during those seven years.
   What was Major Nesmeth's secret? Visualization. You see, Major Nesmeth had spent those seven years as a prisoner of war in North Vietnam. During those seven years, he was imprisoned in a cage that was approximately four and one-half feet high and five feet long.
During almost the entire time he was imprisoned, he saw no one, talked to no one and experienced no physical activity. During the first few months he did virtually nothing but hope and pray for his release. Then he realized he had to find some way to occupy his mind or he would lose his sanity and probably his life. That's when he learned to visualize.
   In his mind, he selected his favorite golf course and started playing golf. Every day, he played a full 18 holes at the imaginary country club of his dreams. He experienced everything to the last detail. He saw himself dressed in his golfing clothes. He smelled the fragrance of the trees and the freshly trimmed grass. He experienced different weather conditions - windy spring days, overcast winter days, and sunny summer mornings. In his imagination, every detail of the tee, the individual blades of grass, the trees, the singing birds, the scampering squirrels and the lay of the course became totally real.
   He felt the grip of the club in his hands. He instructed himself as he practiced smoothing out his down-swing and the follow-through on his shot. Then he watched the ball arc down the exact center of the fairway, bounce a couple of times and roll to the exact spot he had selected, all in his mind.
   In the real world, he was in no hurry. He had no place to go. So in his mind he took every step on his way to the ball, just as if he were physically on the course. It took him just as long in imaginary time to play 18 holes as it would have taken in reality. Not a detail was omitted. Not once did he ever miss a shot, never a hook or a slice, never a missed putt.
   Seven days a week. Four hours a day. Eighteen holes. Seven years. Twenty strokes off. Shot a 74.

Tuesday, September 28, 2010

7 Habits of Successful People


1.) Be proactive
  • What is your desired result? How would you do it?
  • Whatever you need to work on, WORK ON IT!
  • Always plan! Be prepared for anything and everything
2.) Begin with the end in mind
  • Know what the end is
  • Understand a short term sacrifice for a long term gain
  • Know why you're doing what you're doing; have a purpose
  • If you're not ready to do whatever it takes, then you need to re-evaluate your goals
3.) First thing is first
  • Prioritize your life
  • What is most important to you?
4.) Think win/win
  • Feedback is worth listening to
  • Criticism is a sign of caring
  • We get rewareded by helping people
5.) Seek first to understand and then be understood
  • Always investigate the facts
  • Attack professionally, not personally
  • Be a child (look for the first time, completely listen, don't react)
6.) Synergize
  • A motor in a car has thousands of parts that all work together to make it happen
  • TEAMWORK
  • Evaluate your relationships with others
7.) Sharpen the saw
  • Take care of your emotional, physical, pyschological, spiritual, etc. needs
  • You can't cut wood if your saw is dull!