Tuesday, March 10, 2009
My New Favorite Quote
"I’ve had smarter people around me all my life, but I haven't run into one yet that can outwork me. And if they can’t outwork you, then smarts aren’t going to do them much good. That’s just the way it is. And if you believe that and live by it, you’d be surprised at how much fun you can have." - Woody Hayes, American College Football Coach
Friday, March 6, 2009
Failing Forward
John Maxwell is one of my favorite Leadership authors!
By Dr. John C. Maxwell
Vincent Van Gogh failed as an art dealer, flunked his entrance exam to theology school, and was fired by the church after an ill-fated attempt at missionary work. In fact, during his life, he seldom experienced anything other than failure as an artist. Although a single painting by Van Gogh would fetch in excess of $100 million today, in his lifetime Van Gogh sold only one painting, four months prior to his death.
Before developing his theory of relativity, Albert Einstein encountered academic failure. One headmaster expelled Einstein from school and another teacher predicted that he would never amount to anything. Einstein even failed his entrance exam into college.
Prior to dazzling the world with his athletic skill, Michael Jordan was cut from his sophomore basketball team. Even though he captured six championships, during his professional career, Jordan missed over 12,000 shots, lost nearly 400 games, and failed to make more than 25 would-be game-winning baskets.
Failure didn't stop Vincent Van Gogh from painting, Albert Einstein from theorizing, or Michael Jordan from playing basketball, but it has paralyzed countless leaders and prevented them from reaching their potential.
At some point, all great achievers are tempted to believe they are failures. But in spite of that, they persevere. In the face of adversity, shortcomings, and rejection, they hold onto self-believe and refuse to see themselves as failures. Here are seven abilities of achievers that enable them to rebound from failure and keep moving forward.
Seven Principles for Failing Forward;
Reject Rejection
Achievers who persevere do not base their self-worth on their performance. On the contrary, they have a healthy self-image that's not dictated by external events. When they fall short, rather than labeling themselves a failure, they learn from mistakes in their judgment or behavior.
Don't Point Fingers
When people fail, they're often tempted to blame others for their lack of success. By pointing fingers, they sink into a victim mentality and cede their fate to outsiders. When playing the blame game, people rob themselves of learning from their failures and alienate others by refusing to take responsibility for mistakes.
See Failure as Temporary
People who personalize failure see a problem as a hole they're permanently stuck in, whereas achievers see any predicament as temporary. One mindset wallows in failure, the other looks forward to success. By putting mistakes into perspective, achievers are able to see failure as a momentary event, not a symptom of a lifelong epidemic.
Set Realistic Expectations
Unrealistic goals doom people to failure. For instance, if a person hasn't exercised for five years, then making it to a gym twice a week may be a better goal than running in next month's marathon. Also, some people insensibly expect to be perfect. Everyone fails, so expect setbacks and emotionally prepare to deal with them.
Focus on Strengths
Don't invest time shoring up non-character flaws at the exclusion of investing in your strengths. People operating from a position of strength enjoy a far lower rate of failure than those laboring in areas of weakness. You're built to give your talents to the world; be diligent about finding expressions for them in your career.
Vary Approaches to Achievement
In the Psychology of Achievement, Brian Tracy writes about four millionaires who made their fortunes by age 35. On average, these achievers were involved in 17 businesses before finding the one that took them to the top. They kept trying and changing until they found something that worked.
Bounce Back
Rehashing missteps and blunders for too long sabotages concentration and eats away at self-confidence. When dealing with failure, achievers have short memories. They quickly forget the negative emotions of setbacks and press forward resiliently. While taking pause to learn from failures, achievers realize that the past cannot be altered.
Summary
I believe it's nearly impossible for any person to believe he or she is a failure and move forward at the same time. For those who have been downsized, let go, or bankrupted, the temptation may be to internalize failure. My hope is that anyone who has suffered setbacks recently will be able to separate life's unfortunate events from their self-worth. Failure, like death and taxes, will happen. Your response to failure holds the key to your future.
By Dr. John C. Maxwell
Vincent Van Gogh failed as an art dealer, flunked his entrance exam to theology school, and was fired by the church after an ill-fated attempt at missionary work. In fact, during his life, he seldom experienced anything other than failure as an artist. Although a single painting by Van Gogh would fetch in excess of $100 million today, in his lifetime Van Gogh sold only one painting, four months prior to his death.
Before developing his theory of relativity, Albert Einstein encountered academic failure. One headmaster expelled Einstein from school and another teacher predicted that he would never amount to anything. Einstein even failed his entrance exam into college.
Prior to dazzling the world with his athletic skill, Michael Jordan was cut from his sophomore basketball team. Even though he captured six championships, during his professional career, Jordan missed over 12,000 shots, lost nearly 400 games, and failed to make more than 25 would-be game-winning baskets.
Failure didn't stop Vincent Van Gogh from painting, Albert Einstein from theorizing, or Michael Jordan from playing basketball, but it has paralyzed countless leaders and prevented them from reaching their potential.
At some point, all great achievers are tempted to believe they are failures. But in spite of that, they persevere. In the face of adversity, shortcomings, and rejection, they hold onto self-believe and refuse to see themselves as failures. Here are seven abilities of achievers that enable them to rebound from failure and keep moving forward.
Seven Principles for Failing Forward;
Reject Rejection
Achievers who persevere do not base their self-worth on their performance. On the contrary, they have a healthy self-image that's not dictated by external events. When they fall short, rather than labeling themselves a failure, they learn from mistakes in their judgment or behavior.
Don't Point Fingers
When people fail, they're often tempted to blame others for their lack of success. By pointing fingers, they sink into a victim mentality and cede their fate to outsiders. When playing the blame game, people rob themselves of learning from their failures and alienate others by refusing to take responsibility for mistakes.
See Failure as Temporary
People who personalize failure see a problem as a hole they're permanently stuck in, whereas achievers see any predicament as temporary. One mindset wallows in failure, the other looks forward to success. By putting mistakes into perspective, achievers are able to see failure as a momentary event, not a symptom of a lifelong epidemic.
Set Realistic Expectations
Unrealistic goals doom people to failure. For instance, if a person hasn't exercised for five years, then making it to a gym twice a week may be a better goal than running in next month's marathon. Also, some people insensibly expect to be perfect. Everyone fails, so expect setbacks and emotionally prepare to deal with them.
Focus on Strengths
Don't invest time shoring up non-character flaws at the exclusion of investing in your strengths. People operating from a position of strength enjoy a far lower rate of failure than those laboring in areas of weakness. You're built to give your talents to the world; be diligent about finding expressions for them in your career.
Vary Approaches to Achievement
In the Psychology of Achievement, Brian Tracy writes about four millionaires who made their fortunes by age 35. On average, these achievers were involved in 17 businesses before finding the one that took them to the top. They kept trying and changing until they found something that worked.
Bounce Back
Rehashing missteps and blunders for too long sabotages concentration and eats away at self-confidence. When dealing with failure, achievers have short memories. They quickly forget the negative emotions of setbacks and press forward resiliently. While taking pause to learn from failures, achievers realize that the past cannot be altered.
Summary
I believe it's nearly impossible for any person to believe he or she is a failure and move forward at the same time. For those who have been downsized, let go, or bankrupted, the temptation may be to internalize failure. My hope is that anyone who has suffered setbacks recently will be able to separate life's unfortunate events from their self-worth. Failure, like death and taxes, will happen. Your response to failure holds the key to your future.
Be Realistic: There Is No Limit to What You Can Do!
Being a big "goals" guy I really like this article.
by Jim Cathcart, CSP, CPAE
Have you ever thought about what you could do, if you really decided to?
I'm not merely talking about what your skills, education and talents are capable of. I'm talking about what is really possible for you.
There is a very real possibility that you can do virtually anything. Not alone, not without new information, but certainly within your ultimate grasp.
Now many people would say to me, "Jim, be realistic. Some things are just not possible." To them I say, a realist is simply a pessimist who doesn't want to admit it. I've never heard a "realist" take an optimistic posture on any topic. They always say, "Let's be realistic." and then go on to explain why your idea can't be done.
Imagine a realist saying, "Realistically, we don't yet know what the possibilities are. This could be easier than we think!" Better, eh?
One thing I have learned over the years is that luck really does come to those who commit to a goal. Scientists and philosophers call it "synchronicity." It is when things come together in an unexplainable way to help you reach your destination. Sometimes you just happen to meet someone who has the answer you need or shares your interests. At other times it is written off as "timing" or blind luck.
I don't see it that way. I believe that there are some universal principles at work which most people miss. There have been references to this phenomenon in philosophical and religious literature throughout history. Without waxing poetic, here is what goes on.
When any person makes a decision to bring about a certain outcome, the entire universe starts the process of making it happen. As long as the person persists in the belief that they are creating the desired result, the process continues. When doubt, hatred, or fear dominate the person, the process stops and other forces direct the world's energies in other positive directions. This is why there is "power" in positive thinking.
Sometimes we express a strong desire and the result occurs immediately. We call this a miracle. At other times we strive long and hard without visible progress. The operative word there is "visible". There are too many elements in the world for us to be conscious of how they all interact. But the moment we decide to do what it takes to create a result, the universe bends toward us to assist. This continues unless we do something to stop the process.
That is why I say there is nothing you can't do. There are things that might not be worth doing but almost anything can be done somehow.
To do such things requires a certain state of mind. It requires optimism, determination, clarity, love for all mankind and humility. Optimism is the only productive way to think. Not pollyanna blind faith in spite of the facts, just the continuing belief that there is a way and that you will ultimately find it. Determination is to do what is necessary even if it is not convenient, if you are not in the mood, if it takes more than you expected, and if it is not fair, meaning that you have to contribute more than others.
by Jim Cathcart, CSP, CPAE
Have you ever thought about what you could do, if you really decided to?
I'm not merely talking about what your skills, education and talents are capable of. I'm talking about what is really possible for you.
There is a very real possibility that you can do virtually anything. Not alone, not without new information, but certainly within your ultimate grasp.
Now many people would say to me, "Jim, be realistic. Some things are just not possible." To them I say, a realist is simply a pessimist who doesn't want to admit it. I've never heard a "realist" take an optimistic posture on any topic. They always say, "Let's be realistic." and then go on to explain why your idea can't be done.
Imagine a realist saying, "Realistically, we don't yet know what the possibilities are. This could be easier than we think!" Better, eh?
One thing I have learned over the years is that luck really does come to those who commit to a goal. Scientists and philosophers call it "synchronicity." It is when things come together in an unexplainable way to help you reach your destination. Sometimes you just happen to meet someone who has the answer you need or shares your interests. At other times it is written off as "timing" or blind luck.
I don't see it that way. I believe that there are some universal principles at work which most people miss. There have been references to this phenomenon in philosophical and religious literature throughout history. Without waxing poetic, here is what goes on.
When any person makes a decision to bring about a certain outcome, the entire universe starts the process of making it happen. As long as the person persists in the belief that they are creating the desired result, the process continues. When doubt, hatred, or fear dominate the person, the process stops and other forces direct the world's energies in other positive directions. This is why there is "power" in positive thinking.
Sometimes we express a strong desire and the result occurs immediately. We call this a miracle. At other times we strive long and hard without visible progress. The operative word there is "visible". There are too many elements in the world for us to be conscious of how they all interact. But the moment we decide to do what it takes to create a result, the universe bends toward us to assist. This continues unless we do something to stop the process.
That is why I say there is nothing you can't do. There are things that might not be worth doing but almost anything can be done somehow.
To do such things requires a certain state of mind. It requires optimism, determination, clarity, love for all mankind and humility. Optimism is the only productive way to think. Not pollyanna blind faith in spite of the facts, just the continuing belief that there is a way and that you will ultimately find it. Determination is to do what is necessary even if it is not convenient, if you are not in the mood, if it takes more than you expected, and if it is not fair, meaning that you have to contribute more than others.
Slaying your own Giants
Another great story by Chris. Live and Learn!!
by Chris Widener
I read an old story the other day. It is one that almost everyone is familiar with, and as I read it, I realized that it is filled with a strategy for successfully defeating giants. Yes, giants. We all have them in our lives: Self-doubt, bad habits, financial difficulty, bad relationships etc, can all be giants in our lives.
The story? David and Goliath. Take a journey back in time with me and see if there isn’t a great deal of truth in this story that we can apply to our own lives today.
Here are the timeless principles I see in this story of the little guy beating the giant:
Expect giants to block the way to the Promised Land:
Too many times we go for our dreams expecting that it will be like a cakewalk at the county fair. Not true! If you want to get to something as great as the promise land you imagine for your life, realize that the world isn’t just going to roll over and die. No, competitors will do anything they can to keep you out. Naysayers will stand before you and tell you it can’t be done. Giants will appear and you will have to go through them to get where you want to go. Don’t go into your journey with your eyes closed. Expect to battle a giant or two!
Attack your giant for a reason bigger than your own victory:
For David, his reason was to defend the honor of God, since the giant was taunting God. Yes, he heard that he would get a wife out of the deal, but his biggest reason wasn’t personal. The same is true with us. Yes, we will gain a lot from our successes but I have found that personal gain is usually fleeting in regard to long-term joy and happiness. Those things that bring a deep sense of personal satisfaction come from accomplishing something positive for an altruistic reason, or for some cause that transcends us!
Recognize your own strengths:
When asked if he thought if he could really defeat the giant, David reflected on his past successes. He thought about all those times that he was guarding his father’s sheep and had to ward off animal attackers. Surely if he had killed both a lion and a bear, this human – even if he was nine feet tall! – wouldn’t be much to do a way with. David knew his strengths. He knew what he could do, and he would do it again and again until he reached his goal.
Don’t use someone else’s armor:
Okay, the king was convinced: David could go ahead, but first, the king put his armor on David. Like a 10 year old in his father’s suit, David walked around in the armor. “No thanks,” said David. He knew what he needed and it wasn’t what worked for someone else. Yes, we need to take advice, but what works for one doesn’t always work for everyone else. There is no cookie cutter path to success. There is more than one way to skin a cat (By the way, who came up with that disgusting analogy? But I digress…). “Dance with the one that brung ya,” they say. So on your way to success, stick with what works, not someone else’s plan or strategy. David knew a slingshot would work just fine thank you.
Take five weapons, though you may only need one:
This was one of the really fascinating parts of the story. David obviously knew that he was good with a slingshot. Good enough to kill a giant, at least. So there was some assurance and self-confidence there. But he also knew that sometimes things go awry. He knew that sometimes it takes a few shots to kill the giants. So, even though eventually he only needed one smooth stone to do the job, he had four others for backup! What about you? Are you five deep in the resource pocket? If not, find a few more stones to do battle with your giant with.
Run toward the giant, not away from it:
Here was another interesting point. The story is sure to mention that David ran toward the giant. Why? To get a good shot! So many of us run away from our giants, hoping that if we do we will be able to avoid giants all together. Not true. We will just have to do battle with another giant somewhere else, and all we have chosen to do is go the circuitous route rather than the direct one. Move in close to your giant, and let him have it!
Make sure it is dead after it falls:
One shot and David’s giant took a tumble. Did David party? Nope, he went and made sure that Giant wouldn’t rise to haunt him another day. He went in close and with a big swipe of his sword, took the giant’s head off! Giants have way of coming back to life, so be sure that you have really conquered your giant before you move on!
Just like David, you CAN conquer your giants! You CAN move past them into your own promised land! Just stick with these age-old guidelines and you will be well on your way!
Here they are again;
1. Expect giants to block the way to the Promised Land.
2. Attack your giant for a reason bigger than your own victory.
3. Recognize your own strengths.
4. Don’t use someone else’s armor.
5. Take five weapons, though you may only need one.
6. Run toward the giant, not away from it.
7. Make sure it is dead after it falls.
Take up your slingshot and take a few throws at your giant today!
by Chris Widener
I read an old story the other day. It is one that almost everyone is familiar with, and as I read it, I realized that it is filled with a strategy for successfully defeating giants. Yes, giants. We all have them in our lives: Self-doubt, bad habits, financial difficulty, bad relationships etc, can all be giants in our lives.
The story? David and Goliath. Take a journey back in time with me and see if there isn’t a great deal of truth in this story that we can apply to our own lives today.
Here are the timeless principles I see in this story of the little guy beating the giant:
Expect giants to block the way to the Promised Land:
Too many times we go for our dreams expecting that it will be like a cakewalk at the county fair. Not true! If you want to get to something as great as the promise land you imagine for your life, realize that the world isn’t just going to roll over and die. No, competitors will do anything they can to keep you out. Naysayers will stand before you and tell you it can’t be done. Giants will appear and you will have to go through them to get where you want to go. Don’t go into your journey with your eyes closed. Expect to battle a giant or two!
Attack your giant for a reason bigger than your own victory:
For David, his reason was to defend the honor of God, since the giant was taunting God. Yes, he heard that he would get a wife out of the deal, but his biggest reason wasn’t personal. The same is true with us. Yes, we will gain a lot from our successes but I have found that personal gain is usually fleeting in regard to long-term joy and happiness. Those things that bring a deep sense of personal satisfaction come from accomplishing something positive for an altruistic reason, or for some cause that transcends us!
Recognize your own strengths:
When asked if he thought if he could really defeat the giant, David reflected on his past successes. He thought about all those times that he was guarding his father’s sheep and had to ward off animal attackers. Surely if he had killed both a lion and a bear, this human – even if he was nine feet tall! – wouldn’t be much to do a way with. David knew his strengths. He knew what he could do, and he would do it again and again until he reached his goal.
Don’t use someone else’s armor:
Okay, the king was convinced: David could go ahead, but first, the king put his armor on David. Like a 10 year old in his father’s suit, David walked around in the armor. “No thanks,” said David. He knew what he needed and it wasn’t what worked for someone else. Yes, we need to take advice, but what works for one doesn’t always work for everyone else. There is no cookie cutter path to success. There is more than one way to skin a cat (By the way, who came up with that disgusting analogy? But I digress…). “Dance with the one that brung ya,” they say. So on your way to success, stick with what works, not someone else’s plan or strategy. David knew a slingshot would work just fine thank you.
Take five weapons, though you may only need one:
This was one of the really fascinating parts of the story. David obviously knew that he was good with a slingshot. Good enough to kill a giant, at least. So there was some assurance and self-confidence there. But he also knew that sometimes things go awry. He knew that sometimes it takes a few shots to kill the giants. So, even though eventually he only needed one smooth stone to do the job, he had four others for backup! What about you? Are you five deep in the resource pocket? If not, find a few more stones to do battle with your giant with.
Run toward the giant, not away from it:
Here was another interesting point. The story is sure to mention that David ran toward the giant. Why? To get a good shot! So many of us run away from our giants, hoping that if we do we will be able to avoid giants all together. Not true. We will just have to do battle with another giant somewhere else, and all we have chosen to do is go the circuitous route rather than the direct one. Move in close to your giant, and let him have it!
Make sure it is dead after it falls:
One shot and David’s giant took a tumble. Did David party? Nope, he went and made sure that Giant wouldn’t rise to haunt him another day. He went in close and with a big swipe of his sword, took the giant’s head off! Giants have way of coming back to life, so be sure that you have really conquered your giant before you move on!
Just like David, you CAN conquer your giants! You CAN move past them into your own promised land! Just stick with these age-old guidelines and you will be well on your way!
Here they are again;
1. Expect giants to block the way to the Promised Land.
2. Attack your giant for a reason bigger than your own victory.
3. Recognize your own strengths.
4. Don’t use someone else’s armor.
5. Take five weapons, though you may only need one.
6. Run toward the giant, not away from it.
7. Make sure it is dead after it falls.
Take up your slingshot and take a few throws at your giant today!
Friday, January 23, 2009
Believe and Succeed by Bob Proctor
I might have entitled this article "Believe and Expect to Succeed"! As I explain to my kids, belief in yourself is the first and most important thing you need to have to succeed. You also however, after believing, need to expect (self confidence) to succeed. Finally, to actually succeed you also have to work harder than anyone else to get the expected outcome.
You will agree, I am sure, that all thinking people have a sincere desire to succeed.
You want to win; I want to win. No one sets out to deliberately destroy themselves - although I must admit, at times it certainly appears as if some people do.
If everyone wants to win - why don't they? There are probably many answers to that question. After talking with hundreds of people who do not seem to be able to make it happen, I have come to the conclusion that the answer to success is locked up in a seven letter word - "Believe."
Losers do not believe they can win. Why don't they believe? I think there is an answer to that question and I'll get to it in a moment. If you are having difficulty making something big happen in your life, read closely.
All the great religious leaders, philosophers and self-help gurus have told us to believe and succeed. "All things are possible for those who believe."
William James said, "Believe and your belief will create the fact."
I have found that our belief system is based on our evaluation of something. Frequently when we re-evaluate a situation our belief about that situation will change.
Half of my life was wasted. I never even tried to accomplish anything of any importance because I did not believe in myself. The truth was I knew very little about me. Many years ago I was encouraged to begin studying myself, re-evaluate myself. I began to gain an understanding of my marvelous mind. Everyday I learned a little more and I suddenly began to believe in myself.
Re-evaluate yourself. There is a sleeping giant in you. Release it.
Believe in yourself!
I might have entitled this article "Believe and Expect to Succeed"! As I explain to my kids, belief in yourself is the first and most important thing you need to have to succeed. You also however, after believing, need to expect (self confidence) to succeed. Finally, to actually succeed you also have to work harder than anyone else to get the expected outcome.
You will agree, I am sure, that all thinking people have a sincere desire to succeed.
You want to win; I want to win. No one sets out to deliberately destroy themselves - although I must admit, at times it certainly appears as if some people do.
If everyone wants to win - why don't they? There are probably many answers to that question. After talking with hundreds of people who do not seem to be able to make it happen, I have come to the conclusion that the answer to success is locked up in a seven letter word - "Believe."
Losers do not believe they can win. Why don't they believe? I think there is an answer to that question and I'll get to it in a moment. If you are having difficulty making something big happen in your life, read closely.
All the great religious leaders, philosophers and self-help gurus have told us to believe and succeed. "All things are possible for those who believe."
William James said, "Believe and your belief will create the fact."
I have found that our belief system is based on our evaluation of something. Frequently when we re-evaluate a situation our belief about that situation will change.
Half of my life was wasted. I never even tried to accomplish anything of any importance because I did not believe in myself. The truth was I knew very little about me. Many years ago I was encouraged to begin studying myself, re-evaluate myself. I began to gain an understanding of my marvelous mind. Everyday I learned a little more and I suddenly began to believe in myself.
Re-evaluate yourself. There is a sleeping giant in you. Release it.
Believe in yourself!
Thursday, January 1, 2009
Happy New Year - 2009
It's January 1, 2009 and it's time to reflect on all that we are blessed with in this life. I am thankful for my family, my friends, my work colleagues, my job and our good health. Even though we don't all get to see each other as much as we used to, today's technology has allowed us to communicate as if we were sitting right next to each other!
I am committing to being a better communicator this year; better with my wife Dale; my kids Matt and Josh; my family in SA; all my friends around the world and my work colleagues that Ideal with every day.
I am committing to a healthier lifestyle. Eating better, working out more and doing the right things that will allow me to extend the length and quality of my life. This will allow me to spend more time with all the people that I care about as well as preventing me being a burden on these people before my time.
I am committing to doing at least one marathon in 2009.
I am committing to a stretching program to allow me to be as flexible as possible as I age.
I am committing to working out everyday, using a combination of cardio (machines and classes), weight training and stretching to meet my "life" goals.
I am commiting to keep a daily journal, documenting my year as CMAA President.
I am committing to update my website and my blog page at least once a week (on a Monday)
More commitments to follow ....
Friday, December 19, 2008
The Arenas of Success
by Chris Widener
"The credit belongs to the man who is actually in the arena; whose face is marred by dust and sweat and blood; who strives valiantly; who errs and comes short again and again; who knows the great enthusiasms, the great devotions, and spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement; and who at the worst, if he fails, at least fails while daring greatly." - Theodore Roosevelt
I Am - the Arena of Values
I Should – the Arena of Responsibility
I Could - the Arena of Possibility
I Would - the Arena of Negotiation
I Want To - the Arena of Vision
I Will - the Arena of Dedication
I Do - the Arena of Accomplishment
In this article we are going to be looking at the “Arenas” that every person, organization, or business can operate out of. They are Values, Responsibility, Possibility, Negotiation, Vision, Dedication, and Accomplishment. The degree of our success is directly related to the degree in which we excel in and balance these arenas. As you go through each segment, think practically, because these are intended to be more than intellectual ideas. They are intended to help you solidify them into your life and turn your potential into performance. Though this article is specific to business and industry, the principles here are easily translated into personal application.
I Am - The Arena of Values.
Every person, organization and business has values. They may not know what they are, or they may not be able to articulate what they are, but they have them. The values of a business are what they believe in. What do they think is important? What do they hold as dear to the organization? Customer satisfaction is a simple value that a business may hold, for example. What a company values will affect the way the business runs and the employees act and work, so it is important to know what your business values are. Here are some questions for you to ask. I would encourage you to involve as many top-level people in this process as possible, as well as others, even down to the lowest levels of the organization. What do we think is important? What do we hope to accomplish? What do we believe in as we go about our work? Another item to deal with is Values Dissonance. That is when you state your values and find that they are not in action in the company. This then, takes teamwork and leadership to make sure that everybody is on the same page with your corporate values. The first step in a successful organization, or for your own life for that matter, is to determine your values. I would encourage you to spend some time on this if you haven’t already. And if you have, continue to make sure that everybody in the organization knows and believes in them. Two excellent books on the subject are Leadership Jazz, and Leadership Is An Art, both by Max DuPree. Is there clear indication in your place or work that you are operating in the Arena of Values? Can you say without a doubt that “I Am,” or “We Are”? Hopefully you can, and if not, you can be, with a little work.
I Should – The Arena of Responsibility
I understand that responsibility is in some people’s minds a four-letter word, but not in those who want to achieve true, lasting success that benefits not only themselves, but a great number of people around them. Those who would lead the way to accomplishment must also understand that they have responsibilities. And the man or woman of honor, integrity, and success, lives up to those responsibilities. So what are these responsibilities that we must live by? While I want to encourage you to think about them specifically for your own life and business, there are a few that I believe are for all of us.
1. To be a person and company of high integrity.Ultimately, we are only a success to the degree that we are honorable people. This means that we are honest, hard working, and forthright. I don’t think it matters how much money one accumulates if the are not a person of integrity.
2. To live by the “golden rule.”And the golden rule isn’t what one of my best friends grew up thinking it was: He who has the gold, makes the rules! No, it is that we will treat others as we want to and expect to be treated.
3. To our families. Regardless of the work we do, it is of utmost importance that our families sit atop the priority list. Sometimes I think of all the people I help and work so hard for day by day and realize that none of them will be at my side when I breathe my last breath. My wife and children will fill those spots. Therefore, they get the most from me. I owe it to them. They are important to me and it is my responsibility to be there for them, no matter what my opportunities are elsewhere.
4. To give to charity.The more you hear from me, the more you will realize that I am big on the idea of charity. I think one of the things that rounds us out as healthy, successful people is to give away money, time, and possessions, free of all strings. Simply give it away to a cause that you believe in. Make it big. Make it a sacrifice. Instead of a $10 check every now and then, put it into your budget to give away a certain amount every month. At first you will think it is impossible but it will come around. And one of the great benefits to this is that at the end of your life, you will be able to look back and see the difference you have made. These are just a few areas, but they are the umbrellas that cover the rest of our lives. If we get these right, we are 95% there.
I Could – The Arena of Possibility
Now we cover the arena of possibility. It seems to me that many businesses, and schools and organizations often get so caught up in the day to day that they lose their zest for life. They get the nose to the grindstone, and may even be doing important work, but they forget to dream. They forget to think of what could be. (for more on achieving your dreams, see my article “Dare to Dream Again) How is your business in the arena of possibility? What would happen if at your next staff meeting, whether you have 30 people or it’s just you and your partner, you asked the question “What could we really do if we put it all together? If we really stretched ourselves as far as we could?” Or how about “What are the possibilities for this business to really do something great or dynamic?” I think that you would probably be astounded at what you would hear. People have great ideas, dreams, and possibilities inside of them. They just need someone to stop the treadmill and ask the question, surrounded by an atmosphere of acceptance. Here are some areas to think about possibilities in:
The office atmosphere
Customer relations
Customer satisfaction
Increased sales
Increased profit
Community service projects
I Would – the Arena of Negotiation
After you have recognized your corporate values, understood your responsibilities and then had your staff possibilities session, there comes a time of reflection upon those possibilities. Every possibility has a cost associated with it. At this point an organization not only says “we could” but they also need to determine what the cost will be and whether or not the successful implementation of the possibility is worth the cost. This is the arena of negotiation. It isn’t negotiation in the traditional sense of the word, such as negotiating a price with a client or vendor, but is primarily an internal negotiation. This is where you ask qualifying questions. “I would if…”
If this is to come about, what will the cost be? Is it worth it? If this comes about, what will the ramifications be in other areas of my business? What other adjustments would have to be made, and are they worth it? What would the reward have to be in order for me to pursue this possibility? How long will it take me to reach this possibility? In light of that, do I want to readjust the organization for that period of time? In other words, would the outcome be worth it? What trade-offs will I have to make with my time, finances, staff, customers, or family? Are these trade-offs worth it?
These are all examples of negotiation questions. You are negotiating internally, with yourself or your staff.
For example, you may find that your possibilities include substantially more profit for an extra five hours of your time per week. But your family life may be such that it wouldn’t be the overall best situation for you to increase your workload five more hours a week at this point in your life. Perhaps it is still a possibility, but should be delayed for a year or two You may see the possibility of giving better customer service by adding two new employees, to bring the ratio of employees to customers down. What would the cost be? What would the reward be? Perhaps you will find out that the reward, be it financial or otherwise, is more than sufficient in your mind to spur you on to pursue the possibility. You may want to get a comprehensive view of your current customers’ satisfaction. There is any number of ways to go about obtaining that information. Giving a response card to each person that visits. Calling past customers on the phone. Visiting each client personally. What are the costs of these? Which ones are right for you and your staff at the current time? Every possibility has a cost associated with it. Take some time this week to measure the costs of your possibilities. Then, when you find those that are good for you – go for it!
I Want To – The Arena of Vision
Sometimes one of the best ways to determine what you or your company or organization should do is what you want to do! Two sections back we asked what the possibilities were for your business. We decided to dream a little. Now, of those possibilities, what ones would you really like to do? The reason for this is simple:
Because those ideas that stir our passions for excellence become things that we can easily “see.” They can become our “vision.” Vision is a word that is used a lot in leadership development these days, and for a good reason. In order for something to happen, someone has to first see it happening long before it actually does. Sure, there are lots of things you could do (possibilities), but what do you want to do? What can you see yourself doing? If money, and time, were no object; if you knew that you couldn’t fail at your attempt; what would you want to try? Then, why not try? This can become your vision. And a vision is a powerful thing. Vision is what drives success and accomplishment. Just think of the great accomplishments of mankind and about what vision must have been behind them. So, what do you want to do in your life? What would you like to accomplish with your business or organization? Great things come when we dream, when we gain a vision of a better tomorrow. Vision drives us to attempt things far beyond where we are right now. Here is one of my favorite quotes from old Rough and Ready, Teddy Roosevelt. I hope it encourages you to stretch for greater things. “Far better it is to dare mighty things, to win glorious triumphs, though checkered by failure, than to rank with those poor spirits who neither enjoy, nor suffer much, because they live in the gray twilight that knows neither victory nor defeat.”
I Will – The Arena of Dedication
They say that the three most important things in real estate are “location, location, location.” That may very well be true, but I have decided, after being involved in numerous start-up ventures (both for profit and non-profit) that the three most important things in work, especially during the start-up process, are “perseverance, perseverance, perseverance.” I have come to believe that much of what separates the successful from the unsuccessful is simply determination. The successful are not always the brightest, the best looking, or those with the most prestigious diplomas. Instead, they are the ones who say “I will do this!” and “Hardship will not deter me!” These people have entered into and continually live in the arena of dedication. Staying there long enough usually puts them on top. Dedication is a key to success. So far, we have had you determine your corporate values, and had you dream and think of the possibilities for your life, work, and organization. What now? Hard work! Once you and your staff have determined what your possibilities are, you should also spend some time to recognize all of the hard work that will be involved in achieving your dreams. Then spend some time preparing to meet the challenges. Here are some questions to help you get through the process, prepare yourself for the job ahead, and come out on the end of success.
1. What are the obstacles we will face?
2. How will we overcome those obstacles?
3. What kinds of attitudes and dedication will we need to exhibit when the time comes to face difficulties and up-hill battles?
4. What are the rewards our dedication will bring to us as individuals and corporately?
Focusing in on these questions will help you prepare for the times when you will need to show dedication, perseverance and inner fortitude. The mental preparation now will strengthen you to succeed later.
I Do – The Arena of Accomplishment
As we close this series, it is important to remember that these phases are all constantly rotating through different areas of our lives. In some areas we will be in the values formulating arena, others the dedication arena. And of course we will at times be in the accomplishment arena. It comes when the job is complete. What is important at this stage? Well, a few things actually.
1. A little rest. Notice I said a “little.” It isn’t time to sit back for good, but resting can be a much-needed reward for all of the hard work you have shown up until now. After the pace of pursuing your dreams, your body and mind need some well– deserved rest.
2. A little celebration. Celebrations are great for us. What is all the work for if one can’t enjoy the fruit of his labor? Maybe it is a small dinner out. Maybe it is a huge celebration like a party for a hundred of your closest friends and business associates. Maybe it is an exotic vacation?
3. A sense of fulfillment. The greatest reward is, as the old saying goes, “the satisfaction of a job well done.” Not many people make it to the accomplishment arena very often. Enjoy the satisfaction!
4. A new high bar. One of the great things about life is the challenge of new heights. You have accomplished your task, and that’s good, but…
Now, What’s Next?
"The credit belongs to the man who is actually in the arena; whose face is marred by dust and sweat and blood; who strives valiantly; who errs and comes short again and again; who knows the great enthusiasms, the great devotions, and spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement; and who at the worst, if he fails, at least fails while daring greatly." - Theodore Roosevelt
I Am - the Arena of Values
I Should – the Arena of Responsibility
I Could - the Arena of Possibility
I Would - the Arena of Negotiation
I Want To - the Arena of Vision
I Will - the Arena of Dedication
I Do - the Arena of Accomplishment
In this article we are going to be looking at the “Arenas” that every person, organization, or business can operate out of. They are Values, Responsibility, Possibility, Negotiation, Vision, Dedication, and Accomplishment. The degree of our success is directly related to the degree in which we excel in and balance these arenas. As you go through each segment, think practically, because these are intended to be more than intellectual ideas. They are intended to help you solidify them into your life and turn your potential into performance. Though this article is specific to business and industry, the principles here are easily translated into personal application.
I Am - The Arena of Values.
Every person, organization and business has values. They may not know what they are, or they may not be able to articulate what they are, but they have them. The values of a business are what they believe in. What do they think is important? What do they hold as dear to the organization? Customer satisfaction is a simple value that a business may hold, for example. What a company values will affect the way the business runs and the employees act and work, so it is important to know what your business values are. Here are some questions for you to ask. I would encourage you to involve as many top-level people in this process as possible, as well as others, even down to the lowest levels of the organization. What do we think is important? What do we hope to accomplish? What do we believe in as we go about our work? Another item to deal with is Values Dissonance. That is when you state your values and find that they are not in action in the company. This then, takes teamwork and leadership to make sure that everybody is on the same page with your corporate values. The first step in a successful organization, or for your own life for that matter, is to determine your values. I would encourage you to spend some time on this if you haven’t already. And if you have, continue to make sure that everybody in the organization knows and believes in them. Two excellent books on the subject are Leadership Jazz, and Leadership Is An Art, both by Max DuPree. Is there clear indication in your place or work that you are operating in the Arena of Values? Can you say without a doubt that “I Am,” or “We Are”? Hopefully you can, and if not, you can be, with a little work.
I Should – The Arena of Responsibility
I understand that responsibility is in some people’s minds a four-letter word, but not in those who want to achieve true, lasting success that benefits not only themselves, but a great number of people around them. Those who would lead the way to accomplishment must also understand that they have responsibilities. And the man or woman of honor, integrity, and success, lives up to those responsibilities. So what are these responsibilities that we must live by? While I want to encourage you to think about them specifically for your own life and business, there are a few that I believe are for all of us.
1. To be a person and company of high integrity.Ultimately, we are only a success to the degree that we are honorable people. This means that we are honest, hard working, and forthright. I don’t think it matters how much money one accumulates if the are not a person of integrity.
2. To live by the “golden rule.”And the golden rule isn’t what one of my best friends grew up thinking it was: He who has the gold, makes the rules! No, it is that we will treat others as we want to and expect to be treated.
3. To our families. Regardless of the work we do, it is of utmost importance that our families sit atop the priority list. Sometimes I think of all the people I help and work so hard for day by day and realize that none of them will be at my side when I breathe my last breath. My wife and children will fill those spots. Therefore, they get the most from me. I owe it to them. They are important to me and it is my responsibility to be there for them, no matter what my opportunities are elsewhere.
4. To give to charity.The more you hear from me, the more you will realize that I am big on the idea of charity. I think one of the things that rounds us out as healthy, successful people is to give away money, time, and possessions, free of all strings. Simply give it away to a cause that you believe in. Make it big. Make it a sacrifice. Instead of a $10 check every now and then, put it into your budget to give away a certain amount every month. At first you will think it is impossible but it will come around. And one of the great benefits to this is that at the end of your life, you will be able to look back and see the difference you have made. These are just a few areas, but they are the umbrellas that cover the rest of our lives. If we get these right, we are 95% there.
I Could – The Arena of Possibility
Now we cover the arena of possibility. It seems to me that many businesses, and schools and organizations often get so caught up in the day to day that they lose their zest for life. They get the nose to the grindstone, and may even be doing important work, but they forget to dream. They forget to think of what could be. (for more on achieving your dreams, see my article “Dare to Dream Again) How is your business in the arena of possibility? What would happen if at your next staff meeting, whether you have 30 people or it’s just you and your partner, you asked the question “What could we really do if we put it all together? If we really stretched ourselves as far as we could?” Or how about “What are the possibilities for this business to really do something great or dynamic?” I think that you would probably be astounded at what you would hear. People have great ideas, dreams, and possibilities inside of them. They just need someone to stop the treadmill and ask the question, surrounded by an atmosphere of acceptance. Here are some areas to think about possibilities in:
The office atmosphere
Customer relations
Customer satisfaction
Increased sales
Increased profit
Community service projects
I Would – the Arena of Negotiation
After you have recognized your corporate values, understood your responsibilities and then had your staff possibilities session, there comes a time of reflection upon those possibilities. Every possibility has a cost associated with it. At this point an organization not only says “we could” but they also need to determine what the cost will be and whether or not the successful implementation of the possibility is worth the cost. This is the arena of negotiation. It isn’t negotiation in the traditional sense of the word, such as negotiating a price with a client or vendor, but is primarily an internal negotiation. This is where you ask qualifying questions. “I would if…”
If this is to come about, what will the cost be? Is it worth it? If this comes about, what will the ramifications be in other areas of my business? What other adjustments would have to be made, and are they worth it? What would the reward have to be in order for me to pursue this possibility? How long will it take me to reach this possibility? In light of that, do I want to readjust the organization for that period of time? In other words, would the outcome be worth it? What trade-offs will I have to make with my time, finances, staff, customers, or family? Are these trade-offs worth it?
These are all examples of negotiation questions. You are negotiating internally, with yourself or your staff.
For example, you may find that your possibilities include substantially more profit for an extra five hours of your time per week. But your family life may be such that it wouldn’t be the overall best situation for you to increase your workload five more hours a week at this point in your life. Perhaps it is still a possibility, but should be delayed for a year or two You may see the possibility of giving better customer service by adding two new employees, to bring the ratio of employees to customers down. What would the cost be? What would the reward be? Perhaps you will find out that the reward, be it financial or otherwise, is more than sufficient in your mind to spur you on to pursue the possibility. You may want to get a comprehensive view of your current customers’ satisfaction. There is any number of ways to go about obtaining that information. Giving a response card to each person that visits. Calling past customers on the phone. Visiting each client personally. What are the costs of these? Which ones are right for you and your staff at the current time? Every possibility has a cost associated with it. Take some time this week to measure the costs of your possibilities. Then, when you find those that are good for you – go for it!
I Want To – The Arena of Vision
Sometimes one of the best ways to determine what you or your company or organization should do is what you want to do! Two sections back we asked what the possibilities were for your business. We decided to dream a little. Now, of those possibilities, what ones would you really like to do? The reason for this is simple:
Because those ideas that stir our passions for excellence become things that we can easily “see.” They can become our “vision.” Vision is a word that is used a lot in leadership development these days, and for a good reason. In order for something to happen, someone has to first see it happening long before it actually does. Sure, there are lots of things you could do (possibilities), but what do you want to do? What can you see yourself doing? If money, and time, were no object; if you knew that you couldn’t fail at your attempt; what would you want to try? Then, why not try? This can become your vision. And a vision is a powerful thing. Vision is what drives success and accomplishment. Just think of the great accomplishments of mankind and about what vision must have been behind them. So, what do you want to do in your life? What would you like to accomplish with your business or organization? Great things come when we dream, when we gain a vision of a better tomorrow. Vision drives us to attempt things far beyond where we are right now. Here is one of my favorite quotes from old Rough and Ready, Teddy Roosevelt. I hope it encourages you to stretch for greater things. “Far better it is to dare mighty things, to win glorious triumphs, though checkered by failure, than to rank with those poor spirits who neither enjoy, nor suffer much, because they live in the gray twilight that knows neither victory nor defeat.”
I Will – The Arena of Dedication
They say that the three most important things in real estate are “location, location, location.” That may very well be true, but I have decided, after being involved in numerous start-up ventures (both for profit and non-profit) that the three most important things in work, especially during the start-up process, are “perseverance, perseverance, perseverance.” I have come to believe that much of what separates the successful from the unsuccessful is simply determination. The successful are not always the brightest, the best looking, or those with the most prestigious diplomas. Instead, they are the ones who say “I will do this!” and “Hardship will not deter me!” These people have entered into and continually live in the arena of dedication. Staying there long enough usually puts them on top. Dedication is a key to success. So far, we have had you determine your corporate values, and had you dream and think of the possibilities for your life, work, and organization. What now? Hard work! Once you and your staff have determined what your possibilities are, you should also spend some time to recognize all of the hard work that will be involved in achieving your dreams. Then spend some time preparing to meet the challenges. Here are some questions to help you get through the process, prepare yourself for the job ahead, and come out on the end of success.
1. What are the obstacles we will face?
2. How will we overcome those obstacles?
3. What kinds of attitudes and dedication will we need to exhibit when the time comes to face difficulties and up-hill battles?
4. What are the rewards our dedication will bring to us as individuals and corporately?
Focusing in on these questions will help you prepare for the times when you will need to show dedication, perseverance and inner fortitude. The mental preparation now will strengthen you to succeed later.
I Do – The Arena of Accomplishment
As we close this series, it is important to remember that these phases are all constantly rotating through different areas of our lives. In some areas we will be in the values formulating arena, others the dedication arena. And of course we will at times be in the accomplishment arena. It comes when the job is complete. What is important at this stage? Well, a few things actually.
1. A little rest. Notice I said a “little.” It isn’t time to sit back for good, but resting can be a much-needed reward for all of the hard work you have shown up until now. After the pace of pursuing your dreams, your body and mind need some well– deserved rest.
2. A little celebration. Celebrations are great for us. What is all the work for if one can’t enjoy the fruit of his labor? Maybe it is a small dinner out. Maybe it is a huge celebration like a party for a hundred of your closest friends and business associates. Maybe it is an exotic vacation?
3. A sense of fulfillment. The greatest reward is, as the old saying goes, “the satisfaction of a job well done.” Not many people make it to the accomplishment arena very often. Enjoy the satisfaction!
4. A new high bar. One of the great things about life is the challenge of new heights. You have accomplished your task, and that’s good, but…
Now, What’s Next?
Tuesday, October 21, 2008
A BETTER WAY TO BURN FAT!
Not that I have any FAT friends, or that any of my friends need the information in this article, but maybe some of my friends have friends that are FAT and might need this information. Get my drift? :)
by Sheila Mulrooney Eldred is a Minneapolis-based freelance writer.
It's not fair, you say: You're eating right and you're working out for hours every week, yet your unwanted fat is barely fazed – in fact, it's just plain ignoring you. What gives?
Well, it could be that you haven't yet trained your body to burn fat efficiently. Or it could be that you've adapted to your current program and, as a result, you're burning fewer calories than you were a few months ago.
Either way, stalled weight loss can be frustrating, but here's the good news: Using strategic heart-rate training, you can drop those stubborn pounds. Heart-rate training is a personalized form of cardiovascular training that serves more than weight-loss goals. It establishes optimal exercise intensities – or zones – based on your unique metabolism, heart rate, current level of fitness, and health or fitness goals. By strategically working out within these parameters, you encourage your cardiorespiratory system to become stronger and more efficient. This leads to improved athletic performance and a tendency for your body to use stored fat rather than its circulating and stored sugar (glucose and glycogen) for energetic fuel.
The bottom line? Regardless of why you undertake heart-rate training, you'll probably wind up burning more fat, more easily. And if you're trying to lose weight, that's probably especially sweet music to your ears.
Gauge Your Intensity Whether you run, swim or do step aerobics, you can use your heart rate to personalize your weight-loss program. The idea is to train at the right intensity for the right amount of time.
All you need is a heart-rate monitor or a keen sense of your exertion levels. This approach removes some of the traditional focus on "per-session caloric burn" and instead places it squarely on metabolic fitness. "Heart-rate training changes your physiological structure," says Kevin Steele, PhD, vice president of research and development at Life Time Fitness. "The goal is to improve cardiorespiratory strength, increase lean body mass and elevate metabolism in the process."You'll first need to determine your anaerobic threshold (AT), the heart rate at which your body transitions from burning primarily fat to using primarily carbohydrates (sugars) for energy. When your body kicks into sugar-burning gear, lactic acid begins to accumulate in the bloodstream faster than you can use it. While this intensity produces a high rate of caloric burn and significant fitness gains, it's difficult to maintain for long. Happily, you don't have to. By simply cycling your intensity up and down (interval training) so that your heart rate repeatedly approaches, crosses and then drops below your AT, you can achieve dramatic fat-burning results, both during exercise and while you're going about your daily business. Find Your Happy Place You can calculate your AT by taking a Metabolic Assessment Profile (MAP) test at your health club, or you can get a general sense of it by referencing the heart-rate-training chart at lifetimefitness.com/heart_rate.
The heart-rate training zones are based on your individual AT and form the backbone of your weight-loss program.
Zone 1.
Use this warm-up and active recovery zone to begin and end your workout, and when you're fatigued, sore or overtrained. Your heart rate is 60 to 70 percent of your AT, and you generally burn more fat calories than carbohydrates.
Zone 2.
In the aerobic development zone (70 to 90 percent of your AT), you build your aerobic base and efficiency, which improves your overall conditioning and endurance. In this zone, you are typically still burning more calories from fat than carbohydrates.
Zone 3.
Just below or at your AT (90 to 100 percent), the aerobic endurance zone is where your body begins to use an equal combination of fat and carbs as a fuel source and creates a higher caloric burn rate. This "hard" zone challenges your cardiovascular system and results in improved endurance and cardio efficiency.
Zone 4.
The anaerobic endurance zone (100 to 110 percent of AT) raises your AT and increases your tolerance to lactic acid, training the body to reuse it as an energy source. In this zone, your body primarily uses carbs for energy.
Zone 5.
In this zone – the most difficult of all – you pour on effort and intensity for short intervals that challenge your body to reach its full athletic potential. Carbs are nearly the sole fuel source. This level of exertion is extremely difficult to maintain for more than a few minutes (or for the untrained, seconds).
If your primary goal is weight loss, you can apply heart-rate training to your program by initially spending a significant portion of your workout in zones 2 and 3, which help you develop a solid aerobic base. Concentrating your efforts there allows you to exercise harder and longer while burning fat as the primary source of energy.
Once you've developed an aerobic base, you'll begin to exercise at intensities closer to your AT (the boundary which separates zones 3 and 4). You'll burn a greater number of calories, but more important, you'll teach your body how to shift between the aerobic and anaerobic energy systems, building your metabolic rate and encouraging your body to burn fat at increasing levels of intensity, thus improving your exercise endurance. (You'll recognize that you've built a solid aerobic base when you can spend time doing cardio exercise without experiencing the high fatigue level you felt when you first started the program.)
From Stalled to Stellar Caroline Connor, of Shelby Township, Mich., had just about given up on trying to lose weight when she learned about heart-rate training. Connor's fitness had stalled so much that she started to wonder if her body was actually immune to exercise. As a last resort, she decided to give Life Time Fitness's O2 heart-rate-training program a try. Twice a week with a trainer, Connor did group workouts based on her unique AT, exercising primarily in zones 1, 2 and 3. She also did similar workouts on her own twice a week. By the end of the six-week program, the 48-year-old nurse had dropped her body fat from 20 to 18 percent, and lowered her four-mile running time by more than four minutes.
Most people embarking on a heart-rate-training program for the first time see changes in as little as three to four weeks – provided they exercise three to four times per week in the zones appropriate for their current level of fitness.
The following changes will be evident in both your cardiovascular and musculature systems: Cardio. By introducing training stimuli, the heart becomes more efficient at working above its resting heart rate.
Translation: It becomes easier to work out harder for longer – thus you burn more calories with greater ease, and in less time. Your resting heart rate also decreases, meaning your heart is capable of pumping the same amount of blood with fewer beats. Ultimately, your cardiac output and efficiency improve.
The key to metabolic-training success, says Steele, is consistency and variety. Working in different zones helps boost your overall fitness level, increasing the range in which your body uses fat for fuel. It also helps maximize the number of calories you burn postworkout and encourages your body to store carbs as quicker-burning glycogen instead of fat. Musculature. Mitochondria, often referred to as "cellular power plants," are responsible for burning fat. Regular exercise increases the number of mitochondria in your cells. Thus, increasing mitochondria through exercise helps you burn more fat calories – not only when you're exercising, but also when you're at rest. By strategically working out in zones 2, 3 and 4, you can increase your mitochondrial count, build lean muscle mass and increase your metabolic rate, resulting in fat burning that extends hours beyond your workout.
Breaking Through Running 30 minutes at the same pace every day is great for general health, but over time, this type of repetitive workout is likely to lead to a fitness – and weight-loss – plateau. Heart-rate training helps you cleverly avoid this trap by empowering you to work out at an appropriate and constantly varying level of challenge – one that your unwanted fat can't possibly ignore.
by Sheila Mulrooney Eldred is a Minneapolis-based freelance writer.
It's not fair, you say: You're eating right and you're working out for hours every week, yet your unwanted fat is barely fazed – in fact, it's just plain ignoring you. What gives?
Well, it could be that you haven't yet trained your body to burn fat efficiently. Or it could be that you've adapted to your current program and, as a result, you're burning fewer calories than you were a few months ago.
Either way, stalled weight loss can be frustrating, but here's the good news: Using strategic heart-rate training, you can drop those stubborn pounds. Heart-rate training is a personalized form of cardiovascular training that serves more than weight-loss goals. It establishes optimal exercise intensities – or zones – based on your unique metabolism, heart rate, current level of fitness, and health or fitness goals. By strategically working out within these parameters, you encourage your cardiorespiratory system to become stronger and more efficient. This leads to improved athletic performance and a tendency for your body to use stored fat rather than its circulating and stored sugar (glucose and glycogen) for energetic fuel.
The bottom line? Regardless of why you undertake heart-rate training, you'll probably wind up burning more fat, more easily. And if you're trying to lose weight, that's probably especially sweet music to your ears.
Gauge Your Intensity Whether you run, swim or do step aerobics, you can use your heart rate to personalize your weight-loss program. The idea is to train at the right intensity for the right amount of time.
All you need is a heart-rate monitor or a keen sense of your exertion levels. This approach removes some of the traditional focus on "per-session caloric burn" and instead places it squarely on metabolic fitness. "Heart-rate training changes your physiological structure," says Kevin Steele, PhD, vice president of research and development at Life Time Fitness. "The goal is to improve cardiorespiratory strength, increase lean body mass and elevate metabolism in the process."You'll first need to determine your anaerobic threshold (AT), the heart rate at which your body transitions from burning primarily fat to using primarily carbohydrates (sugars) for energy. When your body kicks into sugar-burning gear, lactic acid begins to accumulate in the bloodstream faster than you can use it. While this intensity produces a high rate of caloric burn and significant fitness gains, it's difficult to maintain for long. Happily, you don't have to. By simply cycling your intensity up and down (interval training) so that your heart rate repeatedly approaches, crosses and then drops below your AT, you can achieve dramatic fat-burning results, both during exercise and while you're going about your daily business. Find Your Happy Place You can calculate your AT by taking a Metabolic Assessment Profile (MAP) test at your health club, or you can get a general sense of it by referencing the heart-rate-training chart at lifetimefitness.com/heart_rate.
The heart-rate training zones are based on your individual AT and form the backbone of your weight-loss program.
Zone 1.
Use this warm-up and active recovery zone to begin and end your workout, and when you're fatigued, sore or overtrained. Your heart rate is 60 to 70 percent of your AT, and you generally burn more fat calories than carbohydrates.
Zone 2.
In the aerobic development zone (70 to 90 percent of your AT), you build your aerobic base and efficiency, which improves your overall conditioning and endurance. In this zone, you are typically still burning more calories from fat than carbohydrates.
Zone 3.
Just below or at your AT (90 to 100 percent), the aerobic endurance zone is where your body begins to use an equal combination of fat and carbs as a fuel source and creates a higher caloric burn rate. This "hard" zone challenges your cardiovascular system and results in improved endurance and cardio efficiency.
Zone 4.
The anaerobic endurance zone (100 to 110 percent of AT) raises your AT and increases your tolerance to lactic acid, training the body to reuse it as an energy source. In this zone, your body primarily uses carbs for energy.
Zone 5.
In this zone – the most difficult of all – you pour on effort and intensity for short intervals that challenge your body to reach its full athletic potential. Carbs are nearly the sole fuel source. This level of exertion is extremely difficult to maintain for more than a few minutes (or for the untrained, seconds).
If your primary goal is weight loss, you can apply heart-rate training to your program by initially spending a significant portion of your workout in zones 2 and 3, which help you develop a solid aerobic base. Concentrating your efforts there allows you to exercise harder and longer while burning fat as the primary source of energy.
Once you've developed an aerobic base, you'll begin to exercise at intensities closer to your AT (the boundary which separates zones 3 and 4). You'll burn a greater number of calories, but more important, you'll teach your body how to shift between the aerobic and anaerobic energy systems, building your metabolic rate and encouraging your body to burn fat at increasing levels of intensity, thus improving your exercise endurance. (You'll recognize that you've built a solid aerobic base when you can spend time doing cardio exercise without experiencing the high fatigue level you felt when you first started the program.)
From Stalled to Stellar Caroline Connor, of Shelby Township, Mich., had just about given up on trying to lose weight when she learned about heart-rate training. Connor's fitness had stalled so much that she started to wonder if her body was actually immune to exercise. As a last resort, she decided to give Life Time Fitness's O2 heart-rate-training program a try. Twice a week with a trainer, Connor did group workouts based on her unique AT, exercising primarily in zones 1, 2 and 3. She also did similar workouts on her own twice a week. By the end of the six-week program, the 48-year-old nurse had dropped her body fat from 20 to 18 percent, and lowered her four-mile running time by more than four minutes.
Most people embarking on a heart-rate-training program for the first time see changes in as little as three to four weeks – provided they exercise three to four times per week in the zones appropriate for their current level of fitness.
The following changes will be evident in both your cardiovascular and musculature systems: Cardio. By introducing training stimuli, the heart becomes more efficient at working above its resting heart rate.
Translation: It becomes easier to work out harder for longer – thus you burn more calories with greater ease, and in less time. Your resting heart rate also decreases, meaning your heart is capable of pumping the same amount of blood with fewer beats. Ultimately, your cardiac output and efficiency improve.
The key to metabolic-training success, says Steele, is consistency and variety. Working in different zones helps boost your overall fitness level, increasing the range in which your body uses fat for fuel. It also helps maximize the number of calories you burn postworkout and encourages your body to store carbs as quicker-burning glycogen instead of fat. Musculature. Mitochondria, often referred to as "cellular power plants," are responsible for burning fat. Regular exercise increases the number of mitochondria in your cells. Thus, increasing mitochondria through exercise helps you burn more fat calories – not only when you're exercising, but also when you're at rest. By strategically working out in zones 2, 3 and 4, you can increase your mitochondrial count, build lean muscle mass and increase your metabolic rate, resulting in fat burning that extends hours beyond your workout.
Breaking Through Running 30 minutes at the same pace every day is great for general health, but over time, this type of repetitive workout is likely to lead to a fitness – and weight-loss – plateau. Heart-rate training helps you cleverly avoid this trap by empowering you to work out at an appropriate and constantly varying level of challenge – one that your unwanted fat can't possibly ignore.
Tuesday, October 14, 2008
Great Story!
This is a great story. Not sure if it's true, but that doesn't really matter. What matters is the message and it doesn't get any better than this. Please read carefully and feel free to share with family and friends! Enjoy!!
"I arrived at the address where someone had requested a taxi. I honked but no one came out. I honked again, nothing. So I walked to the door and knocked. 'Just a minute', answered a frail, elderly voice. I could hear something being dragged across the floor.
After a long pause, the door opened. A small woman in her 90's stood before me. She was wearing a print dress and a pillbox hat with a veil pinned on it, like somebody out of a 1940s movie. By her side was a small nylon suitcase. The apartment looked as if no one had lived in it for years. All the furniture was covered with sheets.. There were no clocks on the walls, no knickknacks or utensils on the counters. In the corner was a cardboard box filled with photos and glassware.'Would you carry my bag out to the car?' she said. I took the suitcase to the cab, and then returned to assist the woman. She took my arm and we walked slowly toward the curb. She kept thanking me for my kindness. 'It's nothing', I told her. 'I just try to treat my passengers the way I would want my mother treated'.. 'Oh, you're such a good boy', she said.
When we got in the cab, she gave me an address, and then asked, 'Could you drive through downtown?' 'It's not the shortest way,' I answered quickly. 'Oh, I don't mind,' she said. 'I'm in no hurry. I'm on my way to a hospice'. I looked in the rear-view mirror. Her eyes were glistening. 'I don't have any family left,' she continued. 'The doctor says I don't have very long.' I quietly reached over and shut off the meter. 'What route would you like me to take?' I asked.
For the next two hours, we drove through the city. She showed me the building where she had once worked as an elevator operator. We drove through the neighbourhood where she and her husband had lived when they were newlyweds. She had me pull up in front of a furniture warehouse that had once been a ballroom where she had gone dancing as a girl. Sometimes she'd ask me to slow in front of a particular building or corner and would sit staring into the darkness, saying nothing. As the first hint of sun was creasing the horizon, she suddenly said, 'I'm tired. Let's go now' We drove in silence to the address she had given me.
It was a low building, like a small convalescent home, with a driveway that passed under a portico. Two orderlies came out to the cab as soon as we pulled up. They were solicitous and intent, watching her every move. They must have been expecting her. I opened the trunk and took the small suitcase to the door. The woman was already seated in a wheelchair. 'How much do I owe you?' she asked, reaching into her purse. 'Nothing,' I said 'You have to make a living,' she answered. 'There are other passengers,' I responded.
Almost without thinking, I bent and gave her a hug. She held onto me tightly. 'You gave an old woman a little moment of joy,' she said. 'Thank you.' I squeezed her hand, and then walked into the dim morning light.
Behind me, a door shut. It was the sound of the closing of a life. I didn't pick up any more passengers that shift. I drove aimlessly lost in thought. For the rest of that day, I could hardly talk.
What if that woman had gotten an angry driver, or one who was impatient to end his shift? What if I had refused to take the run, or had honked once, then driven away?
On a quick review, I don't think that I have done anything more important in my life.
We're conditioned to think that our lives revolve around great moments.
But great moments often catch us unaware-beautifully wrapped in what others may consider a small one.
PEOPLE MAY NOT REMEMBER EXACTLY WHAT YOU DID, OR WHAT YOU SAID, BUT THEY WILL ALWAYS REMEMBER HOW YOU MADE THEM FEEL.
You won't get any big surprise in 10 days if you send this to ten people. But, you might help make the world a little kinder and more compassionate by sending it on.
Thank you, my friend... Life may not be the party we hoped for, but while we are here we might as well dance".
"I arrived at the address where someone had requested a taxi. I honked but no one came out. I honked again, nothing. So I walked to the door and knocked. 'Just a minute', answered a frail, elderly voice. I could hear something being dragged across the floor.
After a long pause, the door opened. A small woman in her 90's stood before me. She was wearing a print dress and a pillbox hat with a veil pinned on it, like somebody out of a 1940s movie. By her side was a small nylon suitcase. The apartment looked as if no one had lived in it for years. All the furniture was covered with sheets.. There were no clocks on the walls, no knickknacks or utensils on the counters. In the corner was a cardboard box filled with photos and glassware.'Would you carry my bag out to the car?' she said. I took the suitcase to the cab, and then returned to assist the woman. She took my arm and we walked slowly toward the curb. She kept thanking me for my kindness. 'It's nothing', I told her. 'I just try to treat my passengers the way I would want my mother treated'.. 'Oh, you're such a good boy', she said.
When we got in the cab, she gave me an address, and then asked, 'Could you drive through downtown?' 'It's not the shortest way,' I answered quickly. 'Oh, I don't mind,' she said. 'I'm in no hurry. I'm on my way to a hospice'. I looked in the rear-view mirror. Her eyes were glistening. 'I don't have any family left,' she continued. 'The doctor says I don't have very long.' I quietly reached over and shut off the meter. 'What route would you like me to take?' I asked.
For the next two hours, we drove through the city. She showed me the building where she had once worked as an elevator operator. We drove through the neighbourhood where she and her husband had lived when they were newlyweds. She had me pull up in front of a furniture warehouse that had once been a ballroom where she had gone dancing as a girl. Sometimes she'd ask me to slow in front of a particular building or corner and would sit staring into the darkness, saying nothing. As the first hint of sun was creasing the horizon, she suddenly said, 'I'm tired. Let's go now' We drove in silence to the address she had given me.
It was a low building, like a small convalescent home, with a driveway that passed under a portico. Two orderlies came out to the cab as soon as we pulled up. They were solicitous and intent, watching her every move. They must have been expecting her. I opened the trunk and took the small suitcase to the door. The woman was already seated in a wheelchair. 'How much do I owe you?' she asked, reaching into her purse. 'Nothing,' I said 'You have to make a living,' she answered. 'There are other passengers,' I responded.
Almost without thinking, I bent and gave her a hug. She held onto me tightly. 'You gave an old woman a little moment of joy,' she said. 'Thank you.' I squeezed her hand, and then walked into the dim morning light.
Behind me, a door shut. It was the sound of the closing of a life. I didn't pick up any more passengers that shift. I drove aimlessly lost in thought. For the rest of that day, I could hardly talk.
What if that woman had gotten an angry driver, or one who was impatient to end his shift? What if I had refused to take the run, or had honked once, then driven away?
On a quick review, I don't think that I have done anything more important in my life.
We're conditioned to think that our lives revolve around great moments.
But great moments often catch us unaware-beautifully wrapped in what others may consider a small one.
PEOPLE MAY NOT REMEMBER EXACTLY WHAT YOU DID, OR WHAT YOU SAID, BUT THEY WILL ALWAYS REMEMBER HOW YOU MADE THEM FEEL.
You won't get any big surprise in 10 days if you send this to ten people. But, you might help make the world a little kinder and more compassionate by sending it on.
Thank you, my friend... Life may not be the party we hoped for, but while we are here we might as well dance".
Tuesday, October 7, 2008
10 Principles of Motivation
by Nido R. Qubein
One of the questions I hear most often from executives is "How do I motivate my employees to do the things I want them to do?"
The answer is: You don't!
We can't motivate people. They are already motivated. But we can determine what motivates them and use this knowledge to channel their energies toward our company goals.
From my 20 years of helping executives solve their people challenges, I've learned a few basic principles about motivation.
Let me share them with you:
ALL PEOPLE ARE MOTIVATED.
Some people are like water in a faucet. They have the motivation; all you have to provide is the opportunity. The water is already motivated to flow. But it doesn't have the opportunity until you open the tap. Others are like mountain streams, which flow swiftly but follow their own channels. People, too, may move energetically, but toward their own goals. We in management should make it worth their while to channel their motivations toward the results management is seeking.
PEOPLE DO THINGS FOR THEIR REASONS; NOT FOR YOURS OR MINE.
We in management have to show employees what's in it for them when they follow behaviors that benefit the company. We can show them by using rewards and recognition, appealing to their sense of pride and achievement.
PEOPLE CHANGE BECAUSE OF PAIN.
When the pain of staying the same becomes greater than the pain of changing, people will change. For example, Americans didn't start buying smaller, fuel-efficient automobiles until the pain of high gasoline prices became greater than the pain of switching to less roomy and less powerful cars.
THE KEY TO EFFECTIVE COMMUNICATION IS IDENTIFICATION.
When something becomes personal, it becomes important. When our clients or our employees begin to identify with who we are and what we are, good things begin to happen. Large corporations have discovered that. Prudential, for example, knows that its customers want to buy security. So it doesn't just sell insurance; it markets peace of mind by inviting all of us to buy "a piece of the rock." Kodak doesn't sell film; it invites its customers to "trust your memories to Kodak." AT&T doesn't tell us to make long-distance calls. It asks us to "reach out and touch someone." In dealing with employees, it isn't enough to appeal to them on the basis of loyalty to the company. They need personal reasons for showing this loyalty. Whether we're instituting a new educational program or undergoing a total restructuring, we can get our employees on board more readily if we show them how the change will affect them for the better. When my company sets out to lead corporate teams in developing their human-relations skills, we don't tell them what we're going to do for the company. We talk about what we're going to do for the individual. For example, in the introduction to one of our manuals, we tell supervisors: We've designed this complete educational system to help YOU master the skills of supervisory management and enjoy the rewards of leadership and career enhancement. From management's standpoint, the training was designed to increase the effectiveness of the organization. That's what sold the company on the program. But from the employee's standpoint, it was to upgrade the skills of the individual. That's what sold the employees on the program.
THE BEST WAY TO GET PEOPLE TO PAY ATTENTIONTO YOU IS TO PAY ATTENTION TO THEM.
That means listening to others and not just hearing them. Listening is active; hearing is passive. If you listen to individuals long enough, they'll tell you what their concerns and problems are. It's very important that executives listen to their staff and associates. We need to take the time to get to know them, not just by name, but also by their interests and aspirations. We should try not to come across as interrogators, but ask them friendly questions about how they are, what they did over the week-end, and what they're doing on vacation. Then listen. It's amazing what you'll learn.
PRIDE IS A POWERFUL MOTIVATOR.
Everybody is proud of something. If we find out what makes our people proud, we can use that insight to channel their motivation. Pride is tied closely to self-esteem. My friend, Robert W. Darvin, has founded several successful companies, including Scandinavian Design, Inc., and has often used our consulting services and invited me to speak to his people. His observations on self-esteem are worth repeating: There's only one thing that counts in a business: building the self-esteem of your employees. Nothing else matters, because what they feel about themselves is what they give to your customers. If an employee comes to work not liking his job, not feeling good about himself, you can be sure that your customers will go away not liking or feeling good about your company.
YOU CAN'T CHANGE PEOPLE; YOU CAN ONLYCHANGE THEIR BEHAVIORS.
To change behavior, you must change feelings and beliefs. This requires more than training. It requires education. When you train people, you just try to teach them a task; when you educate people you deal with them at a deeper level relative to behavior, feelings and beliefs.
THE EMPLOYEE'S PERCEPTION BECOMES THE EXECUTIVE'S REALITY.
This is a very important point. When we speak to employees, they don't respond to what we say; they respond to what they understand us to say. When employees observe our behavior, they respond to what they perceive us doing, and will try to emulate us. Suppose you send an employee to a developmental workshop or seminar and she comes back brimming with new ideas and information. But you haven't been exposed to all this stimulating stuff, so your behavior doesn't change. The employee realizes this and concludes that the behavior she observes in you is the behavior you want. This may not be the case at all. You may want the employee to implement all these new ideas, but your employee's perception is the reality you get.
YOU CONSISTENTLY GET THE BEHAVIORS YOU CONSISTENTLY EXPECT AND REINFORCE.
We should look for ways to reward employees for doing the things we want them to do. The reward may take the form of financial incentives, prizes, or simply public recognition of a job well done. Reinforcement can be positive or negative, as my Roundtable partner, Ken Blanchard, has taught us all. If employees learn that a certain type of behavior results in lower earnings, less favorable hours or less desirable territories, they'll adjust their behavioral patterns.
WE ALL JUDGE OURSELVES BY OUR MOTIVES;BUT WE JUDGE OTHERS BY THEIR ACTIONS.
Put another way, we're inclined to excuse in ourselves behavior that we find unacceptable in others. When our employees are late for work, it's because they're irresponsible and have no interest in their jobs. When we're late for work, it's because we were attending to necessary details that had to be taken care of. When employees engage in undesirable behavior, we shouldn't try to assess motives or change them. Just deal with the behavior. We can't change the motives of our employees, but through positive or negative reinforcement you can affect their actions. Follow these principles and you'll find yourself surrounded by motivated employees who are channeling their energies toward your corporate goals -- goals in which they have personal stakes.
One of the questions I hear most often from executives is "How do I motivate my employees to do the things I want them to do?"
The answer is: You don't!
We can't motivate people. They are already motivated. But we can determine what motivates them and use this knowledge to channel their energies toward our company goals.
From my 20 years of helping executives solve their people challenges, I've learned a few basic principles about motivation.
Let me share them with you:
ALL PEOPLE ARE MOTIVATED.
Some people are like water in a faucet. They have the motivation; all you have to provide is the opportunity. The water is already motivated to flow. But it doesn't have the opportunity until you open the tap. Others are like mountain streams, which flow swiftly but follow their own channels. People, too, may move energetically, but toward their own goals. We in management should make it worth their while to channel their motivations toward the results management is seeking.
PEOPLE DO THINGS FOR THEIR REASONS; NOT FOR YOURS OR MINE.
We in management have to show employees what's in it for them when they follow behaviors that benefit the company. We can show them by using rewards and recognition, appealing to their sense of pride and achievement.
PEOPLE CHANGE BECAUSE OF PAIN.
When the pain of staying the same becomes greater than the pain of changing, people will change. For example, Americans didn't start buying smaller, fuel-efficient automobiles until the pain of high gasoline prices became greater than the pain of switching to less roomy and less powerful cars.
THE KEY TO EFFECTIVE COMMUNICATION IS IDENTIFICATION.
When something becomes personal, it becomes important. When our clients or our employees begin to identify with who we are and what we are, good things begin to happen. Large corporations have discovered that. Prudential, for example, knows that its customers want to buy security. So it doesn't just sell insurance; it markets peace of mind by inviting all of us to buy "a piece of the rock." Kodak doesn't sell film; it invites its customers to "trust your memories to Kodak." AT&T doesn't tell us to make long-distance calls. It asks us to "reach out and touch someone." In dealing with employees, it isn't enough to appeal to them on the basis of loyalty to the company. They need personal reasons for showing this loyalty. Whether we're instituting a new educational program or undergoing a total restructuring, we can get our employees on board more readily if we show them how the change will affect them for the better. When my company sets out to lead corporate teams in developing their human-relations skills, we don't tell them what we're going to do for the company. We talk about what we're going to do for the individual. For example, in the introduction to one of our manuals, we tell supervisors: We've designed this complete educational system to help YOU master the skills of supervisory management and enjoy the rewards of leadership and career enhancement. From management's standpoint, the training was designed to increase the effectiveness of the organization. That's what sold the company on the program. But from the employee's standpoint, it was to upgrade the skills of the individual. That's what sold the employees on the program.
THE BEST WAY TO GET PEOPLE TO PAY ATTENTIONTO YOU IS TO PAY ATTENTION TO THEM.
That means listening to others and not just hearing them. Listening is active; hearing is passive. If you listen to individuals long enough, they'll tell you what their concerns and problems are. It's very important that executives listen to their staff and associates. We need to take the time to get to know them, not just by name, but also by their interests and aspirations. We should try not to come across as interrogators, but ask them friendly questions about how they are, what they did over the week-end, and what they're doing on vacation. Then listen. It's amazing what you'll learn.
PRIDE IS A POWERFUL MOTIVATOR.
Everybody is proud of something. If we find out what makes our people proud, we can use that insight to channel their motivation. Pride is tied closely to self-esteem. My friend, Robert W. Darvin, has founded several successful companies, including Scandinavian Design, Inc., and has often used our consulting services and invited me to speak to his people. His observations on self-esteem are worth repeating: There's only one thing that counts in a business: building the self-esteem of your employees. Nothing else matters, because what they feel about themselves is what they give to your customers. If an employee comes to work not liking his job, not feeling good about himself, you can be sure that your customers will go away not liking or feeling good about your company.
YOU CAN'T CHANGE PEOPLE; YOU CAN ONLYCHANGE THEIR BEHAVIORS.
To change behavior, you must change feelings and beliefs. This requires more than training. It requires education. When you train people, you just try to teach them a task; when you educate people you deal with them at a deeper level relative to behavior, feelings and beliefs.
THE EMPLOYEE'S PERCEPTION BECOMES THE EXECUTIVE'S REALITY.
This is a very important point. When we speak to employees, they don't respond to what we say; they respond to what they understand us to say. When employees observe our behavior, they respond to what they perceive us doing, and will try to emulate us. Suppose you send an employee to a developmental workshop or seminar and she comes back brimming with new ideas and information. But you haven't been exposed to all this stimulating stuff, so your behavior doesn't change. The employee realizes this and concludes that the behavior she observes in you is the behavior you want. This may not be the case at all. You may want the employee to implement all these new ideas, but your employee's perception is the reality you get.
YOU CONSISTENTLY GET THE BEHAVIORS YOU CONSISTENTLY EXPECT AND REINFORCE.
We should look for ways to reward employees for doing the things we want them to do. The reward may take the form of financial incentives, prizes, or simply public recognition of a job well done. Reinforcement can be positive or negative, as my Roundtable partner, Ken Blanchard, has taught us all. If employees learn that a certain type of behavior results in lower earnings, less favorable hours or less desirable territories, they'll adjust their behavioral patterns.
WE ALL JUDGE OURSELVES BY OUR MOTIVES;BUT WE JUDGE OTHERS BY THEIR ACTIONS.
Put another way, we're inclined to excuse in ourselves behavior that we find unacceptable in others. When our employees are late for work, it's because they're irresponsible and have no interest in their jobs. When we're late for work, it's because we were attending to necessary details that had to be taken care of. When employees engage in undesirable behavior, we shouldn't try to assess motives or change them. Just deal with the behavior. We can't change the motives of our employees, but through positive or negative reinforcement you can affect their actions. Follow these principles and you'll find yourself surrounded by motivated employees who are channeling their energies toward your corporate goals -- goals in which they have personal stakes.
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