Wednesday, 25 November 2009

How Fast Does Your Brain Talks?

"I have a theory about the human mind. A brain is a lot like a computer. It will only take so many facts, and then it will go on overload and blow up!" - Erma Bombeck

The time it takes for our brains to search for and retrieve the word we want to say has been measured for the first time in history!

Most people think that words and meaning are the two sides of the same coin and that the form of a word is the same as its meaning, or at least, that word and meaning cannot be split. However, this is not the case! Word forms have an existence of their own in the human mind, disconnected, from meaning- at least, for a fraction of a second.

Until now, in the field of speech production, it was unknown when exactly a word form is retrieved by the human brain when, for instance, people have to name a picture.As Professor Guillaume Thierry of Bangor University, one of the paper's authors explains: "If you have to say the word apple upon seeing the picture of an apple, the brain does not access the word form "a-p-p-l-e" instantly, it takes time, and until now, it was unknown exactly how much time it took. Along with colleagues at Pompeau Fabra and Barcelona universities, we measured exactly when word forms are retrieved by the brain. That happens about one fifth of a second after a picture is shown."

Thierry explains: "This is a very short time, but it makes a lot of sense if one considers that the average normal speech rate is about 5 words per second. Surely, if we can produce five words per second in normal speech, it means that we can dig each and every word from memory in about one fifth of a second."
Thierry and colleagues hope to understand every stage of word production: analysis of meaning, word access, word retrieval and programming of speech. They also intend to do the same thing in comprehension to reach a full understand of the stages the human mind goes through to understand and produce language.

Their experiment combined picture naming and a technique which measures electrical activity produced by the brain over the scalp. It also pioneered the recording of brain activity over the scalp, while participants spoke out loud. This proved a technical challenge as mouth movements produce electrical noise stronger than the power of signals produced by the brain.


The research is the fruit of collaboration between language laboratories in Barcelona Pompeau Fabra (Spain) and Bangor (UK) universities. Source: http://www.physorg.com/news178216686.html

"When you fish for love, bait with your heart, not your brain!" - Mark Twain

The 7 Disciplines for High Performance

“Over-seriousness is a warning sign for mediocrity and bureaucratic thinking. People who are seriously committed to mastery and high performance are secure enough to lighten up!" - Michael J. Gelb

By Brian Tracy

There are seven disciplines you must develop if you want to achieve all that is possible for you. You can learn these disciplines through practice and repetition until they become automatic.


1. Goal Setting

Every morning, take three to five minutes to write out your top goals in the present tense. Get a spiral notebook for this purpose. By writing out your ten goals at the beginning of each day, you will program them deep into your subconscious mind.

This daily goal writing will activate your mental powers. It will stimulate your mind and make you more alert. Throughout the day, you will see opportunities and possibilities to move more rapidly toward your goals.


2. Planning & Organizing

Take a few minutes, preferably the night before, to plan out every activity of the coming day. Always work from a list. Always think on paper. This is one of the most powerful and important disciplines of all for high performance.
Remember: "A Goal Without a Plan is Only a Dream…" If you dream of achieving great things in life, planning for making them a reality on paper is vital to your success!

3. Priority Setting

The essence of all time management, personal management, and life management is contained in your ability to set the proper priorities on the use of your time. This is essential for high performance.


4. Concentration on your Highest-Value Activities
Your ability to work single-mindedly on your most important task will contribute as much to your success as any other discipline you can develop.


5. Exercise & Proper Nutrition

Your health is more important than anything else. By disciplining yourself to exercise regularly and to eat carefully, you will promote the highest possible levels of health and fitness throughout your life.


6.Learning and Growth

Your mind is like a muscle. If you don't use it, you lose it. Continuous learning is the minimum requirement for success in any field.


7. Time for Important People in your Life

Relationships are everything. Be sure that in climbing the ladder of success, you do not find it leaning against the wrong building. Build time for your relationships into every day, no matter how busy you get.


Action Exercise

These 7 disciplines will ensure that you perform at the highest level and get the greatest satisfaction and results from everything you do. Study these 7 disciplines and then make a plan for how you can incorporate each of them into your daily life! It will help you to succeed faster and better!

“It is an immutable law in business that words are words, explanations are explanations, promises are promises but only performance is reality!” - Harold S. Geneen

Heart Attack Risk 'Raised by Suppressing Anger'!

Having survived a heart attack at the age of 34 myself (caused by a combination of a neglected flu-virus, being tired and flying for a long time.....), I am always focused on news on causes and prevention of heart attacks. So what about this compelling new study: Men who do not openly express their anger if they are unfairly treated at work double their risk of a heart attack, Swedish research suggests. WOW!

The researchers looked at 2,755 male employees in Stockholm who had not had a heart attack when the study began. They were asked about how they coped with conflict at work, either with superiors or colleagues. The researchers say their study shows a strong relationship between pent-up anger and heart disease.

Writing in the Journal of Epidemiology and Community Health, the researchers called the various strategies for keeping things bottled up, covert coping. The men were asked what methods they adopted: whether they dealt with things head-on, whether they let things pass without saying anything, walked away from conflict, developed symptoms like headache or stomach ache or got into a bad temper at home.

Hospital registers
They were checked for smoking, drinking, physical activity, education, diabetes, job demands and their freedom to take decisions. Their blood pressure, body mass index and cholesterol levels were measured and they were aged 41 on average at the start of the study between 1992 and 1995. Details of whether any of the men subsequently had a heart attack or died as a result of heart disease in the period up to 2003 were gathered from national registers of hospital treatment and deaths. Up to 2003, 47 of the 2,755 men had a heart attack or died from heart disease.

The men who coped by sometimes or often walking away or who often let things pass without saying anything, had double the risk of a heart attack or dying from serious heart disease compared to men who challenged and dealt with the situation head-on.

Developing a headache or stomach ache or getting into a bad temper at home, did not increase the risk of heart attack or heart disease. The researchers believe that anger can produce physiological tensions if it is not released and that these lead to increases in blood pressure which eventually damage the cardiovascular system.

'Conflict situations'
Dr Constanze Leineweber, who led the study from the Stress Research Institute in Stockholm, said: "There has been research before pointing in this direction but the surprise is that the association between pent-up anger and heart disease was such a strong one.

"I think men can't help how they behave in conflict situations - it's not something they think about, it's just how they react instinctively. "If you are smoking and don't exercise you would be much more conscious of the risk." Judy O'Sullivan, senior cardiac nurse for the British Heart Foundation, said: "Stress itself is not a risk factor for heart and circulatory disease, but some people's responses to stress, such as smoking or overeating, can increase your risk. "We all find different things stressful and symptoms of stress can vary, but the important thing is that we need to find ways of coping with it in our lives in a positive way, whether at work or home."

Is Global Warming Unstoppable?

New theory also says energy conservation doesn't help...

In a provocative new study, a University of Utah scientist argues that rising carbon dioxide emissions – the major cause of global warming – cannot be stabilized unless the world's economy collapses or society builds the equivalent of one new nuclear power plant each day.

"It looks unlikely that there will be any substantial near-term departure from recently observed acceleration in carbon dioxide emission rates," says the new paper by Tim Garrett, an associate professor of atmospheric sciences.

Garrett's study was panned by some economists and rejected by several journals before acceptance by Climatic Change, a journal edited by renowned Stanford University climate scientist Stephen Schneider. The study will be published online this week (November 23-27).

The study – which is based on the concept that physics can be used to characterize the evolution of civilization – indicates:

  • Energy conservation or efficiency doesn't really save energy, but instead spurs economic growth and accelerated energy consumption.
  • Throughout history, a simple physical "constant" – an unchanging mathematical value – links global energy use to the world's accumulated economic productivity, adjusted for inflation. So it isn't necessary to consider population growth and standard of living in predicting society's future energy consumption and resulting carbon dioxide emissions.
  • "Stabilization of carbon dioxide emissions at current rates will require approximately 300 gigawatts of new non-carbon-dioxide-emitting power production capacity annually – approximately one new nuclear power plant (or equivalent) per day," Garrett says. "Physically, there are no other options without killing the economy."

Getting Heat for Viewing Civilization as a "Heat Engine"

Garrett says colleagues generally support his theory, while some economists are critical. One economist, who reviewed the study, wrote: "I am afraid the author will need to study harder before he can contribute."

"I'm not an economist, and I am approaching the economy as a physics problem," Garrett says. "I end up with a global economic growth model different than they have." Garrett treats civilization like a "heat engine" that "consumes energy and does 'work' in the form of economic production, which then spurs it to consume more energy," he says.

"If society consumed no energy, civilization would be worthless," he adds. "It is only by consuming energy that civilization is able to maintain the activities that give it economic value. This means that if we ever start to run out of energy, then the value of civilization is going to fall and even collapse absent discovery of new energy sources."

Garrett says his study's key finding "is that accumulated economic production over the course of history has been tied to the rate of energy consumption at a global level through a constant factor." That "constant" is 9.7 (plus or minus 0.3) milliwatts per inflation-adjusted 1990 dollar. So if you look at economic and energy production at any specific time in history, "each inflation-adjusted 1990 dollar would be supported by 9.7 milliwatts of primary energy consumption," Garrett says.

Garrett tested his theory and found this constant relationship between energy use and economic production at any given time by using United Nations statistics for global GDP (gross domestic product), U.S. Department of Energy data on global energy consumption during1970-2005, and previous studies that estimated global economic production as long as 2,000 years ago. Then he investigated the implications for carbon dioxide emissions.

"Economists think you need population and standard of living to estimate productivity," he says. "In my model, all you need to know is how fast energy consumption is rising. The reason why is because there is this link between the economy and rates of energy consumption, and it's just a constant factor."

Garrett adds: "By finding this constant factor, the problem of [forecasting] global economic growth is dramatically simpler. There is no need to consider population growth and changes in standard of living because they are marching to the tune of the availability of energy supplies." To Garrett, that means the acceleration of carbon dioxide emissions is unlikely to change soon because our energy use today is tied to society's past economic productivity.

"Viewed from this perspective, civilization evolves in a spontaneous feedback loop maintained only by energy consumption and incorporation of environmental matter," Garrett says. It is like a child that "grows by consuming food, and when the child grows, it is able to consume more food, which enables it to grow more."

Is Meaningful Energy Conservation Impossible?

Perhaps the most provocative implication of Garrett's theory is that conserving energy doesn't reduce energy use, but spurs economic growth and more energy use. "Making civilization more energy efficient simply allows it to grow faster and consume more energy," says Garrett.

He says the idea that resource conservation accelerates resource consumption – known as Jevons paradox – was proposed in the 1865 book "The Coal Question" by William Stanley Jevons, who noted that coal prices fell and coal consumption soared after improvements in steam engine efficiency.

So is Garrett arguing that conserving energy doesn't matter? "I'm just saying it's not really possible to conserve energy in a meaningful way because the current rate of energy consumption is determined by the unchangeable past of economic production. … If it feels good to conserve energy, that is fine, but there shouldn't be any pretense that it will make a difference." Yet, Garrett says his findings contradict his own previously held beliefs about conservation, and he continues to ride a bike or bus to work, line dry family clothing and use a push lawnmower.

An Inevitable Future for Carbon Dioxide Emissions?

Garrett says often-discussed strategies for slowing carbon dioxide emissions and global warming include mention increased energy efficiency, reduced population growth and a switch to power sources that don't emit carbon dioxide, including nuclear, wind and solar energy and underground storage of carbon dioxide from fossil fuel burning. Another strategy is rarely mentioned: a decreased standard of living, which would occur if energy supplies ran short and the economy collapsed, he adds.

"Fundamentally, I believe the system is deterministic," says Garrett. "Changes in population and standard of living are only a function of the current energy efficiency. That leaves only switching to a non-carbon-dioxide-emitting power source as an available option."

"The problem is that, in order to stabilize emissions, not even reduce them, we have to switch to non-carbonized energy sources at a rate about 2.1 percent per year. That comes out to almost one new nuclear power plant per day." "If society invests sufficient resources into alternative and new, non-carbon energy supplies, then perhaps it can continue growing without increasing global warming," Garrett says.

Does Garrett fear global warming deniers will use his work to justify inaction? "No," he says. "Ultimately, it's not clear that policy decisions have the capacity to change the future course of civilization."

Source: www.unews.utah.edu

Friday, 6 November 2009

The Success Power of Imagination

"Imagination is NOT a talent of some people, but is the health of every person!" - Ralph Waldo Emerson

"Nothing happens unless first we dream!" - Carl Sandburg

I love dreaming and using my imagination to turn some of my inspirational dreams into reality by making them happen! That’s one of the reasons why I succeed(ed) in various areas, even though I often have people around me who do not believe in my dreams or can not entirely follow my imagination (I like to dream big...). For me using my imagination = being creative, more ambitious & result driven = achieving better and more successful outcomes faster! As Albert Einstein quoted: "Imagination is more important than knowledge. For while knowledge defines all we currently know and understand, imagination points to all we might yet discover and create!"

Using your imagination is one of the most important success ingredients for successful people! However; imagination is not given nearly as much credit as it deserves. In fact, it has often been actively discouraged. Inventors who eventually achieved great success have, in many cases, been ridiculed for their “outlandish” ideas. Kids who doodle or write poetry during class are frequently called out and punished. Admittedly, they should be paying attention, but getting in trouble for expressing themselves can thwart their creativity.

Imagination & Entrepreneurism
“Imagination is the beginning of creation. You imagine what you desire, you will what you imagine and at last you create what you will.” - George Bernard Shaw

According to Jeremy Gislason (author of ‘MindMap to Riches’) for the global entrepreneurial community it may be hard to fathom that not everyone has ever considered working for himself. But for some, getting a “normal” job is just a fact of life. It's what their parents did, and their parents' parents, and their parents before them. They never even consider striking out on their own.

To simply have the desire to become an entrepreneur requires a certain amount of imagination. You must be able to imagine that it is possible to be your own boss, work your own schedule and set your own rules. And for the idea of entrepreneurism to be more than a fleeting thought, you must be able to imagine that it could work for you. You also need imagination to come up with an idea for your business. For some, the idea comes first, while others just want the freedom and income potential that entrepreneurism offers and think of a way to obtain it later. Either way, you've got to come up with something that serves a viable target market, and that you will enjoy doing.

Imagination is a trait that most entrepreneurs have plenty of. Some would-be entrepreneurs, however, don't follow their dreams because they fear that they don't have enough of it. They would do well to reconsider that notion. If they had no imagination, they would be following the same path as everyone else!

Imagination in the Day-to-Day Running of Your Business
“You cannot depend on your eyes when your imagination is out of focus!” - Mark Twain

Unless you have investors with deep pockets backing you, or you're independently wealthy, starting a business requires some degree of frugality. And finding ways to get going and keep going with limited capital is the ultimate exercise in creativity. Even if your business is doing well, imagination can help you increase profits and be more productive.

When you're facing a problem such as high overhead costs, you might wish you could just pull out a book that detailed how other companies have handled such a problem. But even if there were such a book, it probably wouldn't be as helpful as you might think. It might be a good starting point, but each business is unique and requires its own unique solutions. If you put on your thinking cap, you can come up with the right solution for most of the problems you face.

If your employees are lacking motivation, a creative incentive program could help you get them back on track. If your marketing budget is shrinking, creativity can help you get more for less. Imagination can serve you well in every aspect of your business, even the most mundane.

Imagination & Innovation
It's easy to see why inventors, artists and other creative types need imagination. Without it, they can't make plans for their next big invention or paint a masterpiece. Previous works can provide inspiration, but if you want to create something fresh and new, you must dare to imagine.

In the corporate world, imagination might not seem like a top priority. And sadly, it frequently is not. Executives of well established companies sometimes have a tendency to leave well enough alone, relying on their company's good name and market share to keep it profitable. Sometimes, that even works for a while. But as competitors begin to roll out new and improved products, those that don't evolve are left in the dust. This concept applies to the small business owner just as much as the large corporation. And in many ways, more so. It takes imagination to start a small business, and it takes imagination to keep it going.

In order for a small business to compete with bigger players that are well respected and have a large market share, it must offer something unique. If your competitors are obviously lacking in key areas such as customer service or keeping up with the latest technology, staying ahead of them will be pretty easy. Otherwise, you'll have to get creative.

But using your imagination doesn't mean you can't get input from other sources. It would be great to always be able to come up with winning ideas right off the top of our heads, but it doesn't always work that way. Market research can help you identify some of the things that your potential customers want and need. Or you could exchange ideas with a colleague. Fresh perspectives can help you get those creative juices flowing.

Putting Your Imagination to Use
“Our imagination is the only limit to what we can hope to have in the future.” - Charles F. Kettering

It makes sense that imagination can help us get a business off the ground, solve problems and stay ahead of the competition. But sometimes it seems that imagination is hard to come by. It happens to even the most creative individuals.

If you find yourself lacking creative energy, there are ways to give yourself a little nudge. Spending time with other imaginative people (fellow business owners, artists, or even your kids) can help bring out your own imagination. If burnout seems to be the problem, taking a break and doing something you enjoy can recharge your creative batteries. But whatever it takes, it's vital to keep your imagination alive and well!

"Logic will get you from A to B... Imagination will take you everywhere!" - Albert Einstein

Some further reading:
How to Improve Your Imagination and Visualization Ability
How to Improve Your Imagination and Creativity
10 Ways to Improve Your Creative Imagination

I imagine you will all have a great day! Enjoy!

Warm regards & success,


Patrick

Guzzling Food Makes You Fat!

Eating fast makes you fat and eating fast-food fast makes you even fatter.... No surprise here. The surprise to me was the fact that our brain plays a large role in this fast fat making process... Eating quickly makes you put on weight because your stomach does not have time to tell your brain it is full, scientists find!

A team of Greek researchers found that "wolfing down" your food slows and restricts the release of a special "full up" hormone in your stomach. That means that you eat more food before the brain realises that your body has already had enough to eat. The decreased release of these hormones, can often lead to overeating, the researchers concluded.

"Most of us have heard that eating fast can lead to food overconsumption and obesity, and in fact some observational studies have supported this notion," said Dr Alexander Kokkinos, the author of the research. "Our study provides a possible explanation for the relationship between speed eating and overeating by showing that the rate at which someone eats may impact the release of gut hormones that signal the brain to stop eating."

Dr Kokkinos and his team at Laiko General Hospital in Athens, Greece, had 17 volunteers eat a test meal of 300ml of ice cream at different rates. Researchers took blood samples for the measurement of gut hormones before the meal and at 30 minute intervals after the beginning of eating, until the end of the session, two and a half hours later. They found that volunteers who took the full 30 minutes to finish the ice cream had higher concentrations of the hormones PYY and GLP-1, both associated with satiety, and also said they felt fuller.

"Our findings give some insight into an aspect of modern-day food overconsumption, namely the fact that many people, pressed by demanding working and living conditions, eat faster and in greater amounts than in the past," said Dr Kokkinos. "The warning we were given as children that "wolfing down your food will make you fat" may in fact have a physiological explanation."

Friday, 23 October 2009

What About Adaptive Leadership?

“The reasonable man adapts himself to the world; the unreasonable man persists in trying to adapt the world to himself. Therefore, all progress depends on the unreasonable man!” - George Bernard Shaw

This week I had various inspiring mentoring sessions with several founders and leaders of technology startups in Australia and South-East Asia. As the economy is picking up, they all are leading their businesses through fast changing, hectic, but very positive times. So positive, that most of them need additional support, extra resources and extra funding to further boost their rapid growth. The local and regional market for the best resources and ideal investors is highly competitive and in my view only the best and most adaptive entrepreneurial leaders and leading entrepreneurs will win! More then ever adaptive leadership has become a key element in succeeding. So I asked them: "Are you an adaptive leader and/or entrepreneur?" To allow you to answer this question for yourself, please find below more insights and explanation about adaptive leadership.

What's adaption? Adaptation is a dynamic process of mutual influence. All creatures act on their environments, and their environments, in turn, act on them. We are all engaged in co-creation in our offices and in our families by virtue of the influences we exert on each other.

What's adaptive leadership? It is a practical leadership framework that helps individuals and organizations adapt and thrive in challenging environments. It is being able, both individually and collectively, to take on the gradual but meaningful process of adaptation. It is about diagnosing the essential from the expendable and bringing about a real challenge to the status quo. Explained in a few words; adaptive leadership is purposeful evolution in real time!

Dr. Charles Albano - who runs the US based Adaptive Leadership consulting firm - explains adaptive leadership as follows: Adaptive leadership is given to impacting the environment and it addresses a very active form of leadership, not a passive effort taken merely to adjust to circumstances as found. Biology teaches that relationships between living entities are circular and interactive. Our organizations are also living systems, being composed not just of capital goods and technology, but of people.

Organizations are capable of intelligent, purposeful collective action, actions taken to influence their environments in desired directions. We know that, like all living organisms, our organizations can learn, adapt and grow. We know that they too have life cycles of birth, growth, maturity and eventual decline.

How do adaptive systems compare to mechanical systems? It is quite a different matter to see organizations as being adaptive systems as opposed to the traditional (and ancient) way we have been conditioned to see them, namely, as Machines.

It matters a great deal whether leaders conceive of their organizations as being like machines or like living adaptive systems. It matters because it shapes the roles they and their people play. It matters because it bears directly on their ability to tap human potential. It matters because the times have changed and mechanically-based leadership and organizational practices are not adequate to the adaptive challenges being faced.

The old paradigm speaks to only the most mechanical aspects of how organizations operate, those activities that must be repeated in a standardized way. In the mechanical sphere of operations change and creativity threaten efficiency.

When an organization is led as though it were a machine, people come to be treated as parts of machines: mindless extensions of impersonal processes! When that happens, what is desperately undeveloped is commitment, creativity, innovation, flexibility and a great deal of latent potential.

What are the different dimensions? The adaptive view of organizations and leadership presents sharp contrasts along a number of dimensions, which can be best explained by comparing Mechanical (M) & Adaptive (A) views:
  • (M) Attention is focused on activities.
  • (A) Attention is focused on value-added outcomes.
  • (M) Job descriptions are long, detailed and constraining.
  • (A) Job descriptions are intentionally broad-based to allow for flexibility.
  • (M) Role expectations are narrow and rigid.
  • (A) Roles are fluid. Within limits, people are expected to substitute for one another.
  • (M) Contacts are confined and communication is channeled by higher management.
  • (A) Contacts are open and networks are encouraged to form.
  • (M) Policies are mostly oriented toward control, what people can't do.
  • (A) Policies encourage people to take a "can do" mindset to find solutions.
  • (M) The organizational structure is bureaucratic and fragmented into many departments.
  • (A) The structures are more fluid and of shorter duration. Changes in design are aimed at enhancing flexibility and responsiveness.
  • (M) Authority is based on rank, and it is expected that influence will equate with formal authority.
  • (A) Authority is accorded a place, but reliance on it is played down. Greater influence is accorded people who demonstrate ability to add value.
  • (M) Efficiency and predictability are sought and reinforced.
  • (A) Achievement, innovation and change are sought and rewarded.
  • (M) Cooperation among departments is subject to a lot of formalization and clearances. Turf guarding prevails!
  • (A) Cooperation is a highly regarded value in the organization and is far more easily gained.
  • (M) Information is kept close hold.
  • (A) Information is widely available to facilitate work accomplishment and permit more opportunities for more people to add value to operations.
  • (M) Traditional values are fostered such as unit loyalty and obedience to the effect that they stifle initiative and hamper teamwork across departments.
  • (A) Newer values such as cooperation, and responsiveness along with treating other units as internal "customers."

You can imagine how the working atmospheres differ. In the Mechanically managed and structured organization, people in one department know little of the missions and contributions of the others (and often don't realize how important it is for them to know). They look through "stovepipes" and see only their patch of blue, the view of the familiar world of their own work specialties. Since work is highly specialized and interdepartmental communication leaves much to be desired, things that need to be coordinated slip through the cracks. Problems as well as opportunities go unnoticed. Blame is placed on others. We-they conflicts develop. Teamwork is likely to be poor. Higher management sets up short-term cross-departmental committees and task forces to ameliorate matters. But since the leadership paradigm, the reward systems, and the organization's structure all proceed from the Mechanical mentality, little changes.

Things are stiff; the Mechanical organization is muscle-bound. Large organizations are highly susceptible to this. They get overrun by restrictive regulations, over-elaborated procedures and incredibly convoluted work processes. In short, they become bureaucratic. Mechanical organizations work (or worked) best in times when the operating environment was stable. Now chaos rules in many formerly predictable business environments-- mergers, acquisitions, new technology to absorb, changing demographics, de-regulation, global competition, competition from small, fluid, adaptive organizations. The days of the Mechanical organization and non-adaptive leadership are numbered.

What are the characteristics of Adaptive Leaders? Adaptive leadership reflects the actions of leaders who:
  • Think and act to exert strategic influence on their environments. They act to assure that their organizations are well positioned competitively;
  • Are proactive, foresee opportunities and put the resources in place to go after them;
  • Employ a broad-based style of leadership that enables them to be personally more flexible and adaptive;
  • Entertain diverse and divergent views when possible before making major decisions;
  • Can admit when they are wrong and alter or abandon a non-productive course of action;
  • Are astute students of their environments;
  • Can generate creative options for action;
  • Build their organization's capacities to learn, transform structure, change culture, and adapt technology;
  • Stay knowledgeable of what their stakeholders want;
  • Are willing to experiment, take risks;
  • Strive to improve their personal openness to new ideas and stay abreast by being lifelong learners;
  • Love and encourage innovation from the ranks of their organizations.

The above qualities are not new in leadership. What is new is the extraordinary pressures leaders face to assist their organizations to adapt successfully at a time when the traditional (all too comfortable) models of leadership no longer work!

So......"Are YOU an Adaptive Leader?"

To read and learn more about adaptive leadership I can recommened the book written by Ronald Heifetz and Marty Linsky: The Practice of Adaptive Leadership. It is a hands-on, practical guide containing stories, tools, diagrams, cases, and worksheets to help you develop your skills as adaptive leader, able to take people outside their comfort zones and assess and address the toughest challenges.

Make this a Positive & Adaptive Day…..unless you have other plans!

Warm regards & success,



Patrick Driessen

Thursday, 22 October 2009

How Mentoring Can Be An Effective Business Strategy

"Mentoring is a brain to pick, an ear to listen, and a push in the right direction!" - John Crosby

By Ray B. Williams
Many small to medium sized companies have become so successful that they have been "corporatized," a term coined that describes the feeling of professionals working in those companies that makes them feel like "cogs in a wheel."

In an article the Harvard Business Review, authors Thomas J. Delong, John J. Gabarro and Robert J. Lees argue that the remedy for the corporatized phenomena is for those companies to institute a program of mentoring. While the need for mentoring was once more commonplace during good economic times, it has slowly disappeared from many organizations during the growth of the global economy and fierce competition and specifically during the recession.The mentoring relationship can serve a critical role in an employee's career, skill development; and is a key to retaining talent and a fundamental way by which the organization can shape leadership.

Workplace mentoring usually takes place between two individuals; one, the older more experience person and the other, the younger, less experienced individual. Mentors typically provide career related support which includes visibility, networking, coaching and sponsorship as well as psychosocial support by developing the protégés sense of identity, competence and effectiveness, sometimes including friendship and role modeling.

A research study conducted by professor Christina Underhill at he University of Memphis, where she examined all the research conducted on mentoring in the past 25 years showed the organization benefits from mentoring by enhanced organization attractiveness and recruitment, reduced employee turnover, increased organizational learning, and employee productivity and socialization.

The selection of a mentor is critical to the program's success. The research by DeLong, Gabarro and Lees showed that a good mentor: Is someone who is absolutely credible and whose integrity transcends any messages; tells the protégés truthful things they may not want to hear; interacts with the protégés in ways that the protégés wants to become a better person; helps the protégés feel secure enough to take risks; helps develop the protégé’s' confidence to raise above their inner doubts and fears; supports the protégé’s' attempts to set and achieve audacious but attainable goals; and present challenges and opportunities the protégés might not have seen on their own.

The Vancouver Board of Trade initiated the 'Leaders of Tomorrow' program, in which young university graduates, who want to be involved with the Board of Trade, are matched up with experienced business and professional mentors. Feedback from the both the protégés and the mentors involved in the program have indicated it has been a huge success!

Given the challenge and potential conflicts between the generations--Baby Boomers and Generation Y in particular--the promise of a beneficial and low cost initiative such as mentoring can be a smart organizational strategy!

For US based entrepreneurs, SCORE ("Counselors to America's Small Business") has thousands of volunteer mentors/counselors around the nation, ready to help entrepreneurs for FREE! Not only do they offer one-on-one mentoring, but workshops, online articles, and online help are also available. Just visit www.score.org for more info.

"One of the things I keep learning is that the secret of being happy is doing things for other people!" - Dick Gregory

Friday, 9 October 2009

The Ultimate Guide to Better Business Writing

100 Tips, Tools and Resources For Better Business Writing

By Amber Johnson

Most successful businesspeople have developed professional communication skills over the course of their career. They’ve written their fair share of memos, letters, emails, and reports, and their early work likely left a lot to be desired. They climbed their way through years of toil to where they are now, and you can do the same. Make use of these business writing tools, and you might just find yourself on top someday, too.

How-To

Everybody has to start somewhere; here are the very basics of business writing.

  1. Writing Resource Center: This page introduces the concept of incorporating evidence and proofs into persuasive business writing.
  2. The Business Writing Center: The Business Writing Center teaches 41 business writing courses online and presents business writing workshops at company sites.
  3. Business Letters: Accentuating the Positive: From the Online Writing Lab at Purdue University comes professional writing tips to get your point across effectively.
  4. Model Letters for Various Purposes: This handout provides several model letters for various job-search purposes including: a reference request model, a request for further negotiations model, and a reply to a rejection model.
  5. Memo Writing: This link will help you with your memo problems by discussing what a memo is, describing the parts of memos, and providing examples and explanations that will make your memos more effective.
  6. Email Etiquette: Although instant messaging and texting are taking over email inboxes, effective and appropriate email etiquette is still important. This resource will help you to become an effective writer and reader/manager of email.
  7. Tone in Business Writing: This handout gives examples of how to use tone in business writing. This includes considering the audience and purpose for writing.
  8. Using Appropriate Language: Eliminate jargon with this helpful handout.
  9. Revision in Business Writing: Provides information on revising business documents for audience and purpose with emphasis on language, tone, organization, and correctness.
  10. Prioritizing your Concerns: This handout will teach you how to increase the readability of your business documents.

Blogs

These bloggers are either business writing professionals or business writers in desperate need of help. All of them have important information on the subject, so read up.

  1. Business Writing Blog: Check out this blog on business writing with expert advice and examples.
  2. Write Better in Business : Best practices from business writing gurus.
  3. Businessweek: Get the latest trends on business writing. This blog offers clear and easy-to-understand tips on the how to write with clarity.
  4. Manage Your Writing: This blog is updated weekly with a new tip or tool to use to improve your business writing.
  5. The Business Insider: Expert insights, advice, and trend spotting by Tim Rosa Associates.
  6. Business Writing Info: A business writing blog offering tips and expert advice to improve your business writing skills.
  7. Clear Business: Dan Furman’s business writing blog.
  8. Wordbiz: Blogging and social media expert Debbie Weil shows her business readers how to make the perfect business blog.
  9. The Art of Business Writing: Learn to write more persuasively and further your business endeavors.
  10. Technical/Business Writing 101: The most important basics of business writing.

Workshops

Some of these workshops cost a pretty penny, but they have guaranteed results and offer personalized business writing help.

  1. Business Writing at its Best: This is the “Rolls-Royce of business writing workshops,” according to its clients. A seasoned expert provides individually tailored workshops based on each writer’s need.
  2. Syntax Training: This site offers public business writing classes guaranteed to improve business writing.
  3. The Writing Workshop: Business writing training to boost your confidence.
  4. American Management Association Seminar: This 2-day business writing workshop comes with valuable templates, how-to advice and feedback.
  5. Writing Trainers: These online courses provide writing coaching, editing help, and free writing evaluation.
  6. Bottom Line Business Writing:
  7. The Email and Business Writing Workshop: In just one day, you’ll learn proven tips and techniques that guarantee every e-mail, letter, memo, and report you write will be polished and on-target.
  8. Essentials of Business Writing: Learn the most imporant features of business writing, including logical and persuasive techniques.
  9. Essentials of Technical Writing: Examine various types of documentation such as reports, proposals, instructions, and manuals, learn the principles of good document design, successfully incorporate graphics, and discover the keys to creating a text that gets the job done.
  10. Elements of Effective Writing: Don’t let sloppy English hold you back from successful writing. These grammar pointers will help out businesspeople who aren’t naturally technical writers.

Etiquette

Business expert Natalie Cooper came up with these great tips to overcome email writing faux pas.

  1. State the subject: The subject line should be specific about the topic or purpose of the email. Lines like “Need your help” or, worse, “(no subject),” are not informative enough and should be avoided.
  2. Include a greeting: Whether it’s “Hi Bob” or “Dear Mr. Customer,” a salutation is a friendly and proper way to begin an email.
  3. Identify the sender: When an email is the first point of contact with the recipient, it should clearly identify the sender and the reason for sending the message in the first paragraph. The signature line should also be used to good effect, with the sender’s full name and alternate contact information (phone, fax and mailing address, for example – even the sender’s Facebook or Twitter page if that information is relevant).
  4. Short, sweet and to the point: The email should be as brief as possible. Ideally, it should only have one point to make and should be clear in what it is asking the recipient to do with the information (the “call to action”). Also, short email messages are much kinder to Blackberry users reading them on the go.
  5. Revise, revise: No email should ever be sent without revision – or at least a quick proofread, concentrating on making the message as concise and clear as possible. And more recipients mean that the message should be read even more closely, because the more people who read the email, the greater the risk that someone will misunderstand part of it.
  6. Get serious: Emoticons (”smilies”) should be avoided in business emails unless the emails are informal messages between coworkers. Likewise, text-messaging jargon is also something to avoid in professional emails (srsly!).
  7. Careful with that “Reply” button: It’s all to easy to hit “Reply All” instead of just “Reply” or vice-versa, and clicking the wrong one could have very bad repercussions.

Common Mistakes to Avoid

The important thing for new writers to realize, is everyone makes mistakes. These lists of common errors are from writers, readers, and business professionals who have “been there, done that.” So take it easy on yourself, and look out for these writing no-no’s.

  1. Common Usage Errors Quiz: Answer these questions to test your understanding of 26 common business writing problems.
  2. Ten Common Business Writing Mistakes: Find out a little bit about your writing skills with this quiz. When you’re finished, check your answers to see where you can improve.
  3. WorkKeys Common Business Writing Errors: A list of common business writing errors.
  4. Business Writing Mistakes: Errors can damage your reputation, so follow these guidelines to ensure correctness, every time you write.
  5. Proofreading your Writing: When proofreading your paper, be on the lookout for these errors.
  6. Fast Email Fixes: This site shows the most common errors in business emails and how to fix them.
  7. Quick Fixes for Business Writing Errors: Proofreading shouldn’t take as long as the writing itself. Make your editing fast, easy and painless, with this go-to guide.
  8. Better Business English: These are things every businessperson should know, so read this, then pass it on to your colleagues.
  9. Writing Mistakes that Cost You Money: Avoid these common mistakes and avoid inefficiency.
  10. Getting it Write: Ten common writing mistakes and how to avoid them.

Workshops

The videos here are wonderful resources for business writers who find visual and auditory teaching most helpful.

  1. Report Writing: Learn the basics of report writing through this link.
  2. Email Writing: Keep your emails on-target and readable with these tips.
  3. Proposal Writing: Guarantee the acceptance of your proposal by putting this tool to use.
  4. Memo Writing: Spread the word with effective memos.
  5. Instruction Writing: If you want something done right but don’t have time to do it yourself, watch this video and learn how to give the best directions.
  6. Basic Business Letter Writing: Communicate quickly with tips from this letter writing video.
  7. Expanded Business Letter Writing: Broaden your writing abilities and the length of your business letter.
  8. Four Message Types: Discover the importance of message delivery, and learn how to do it correctly.
  9. Business Letter Format: Helen Wilkie covers the eight parts of a business letter.
  10. Email Subject Lines: Make your email stand out above all the rest by using the right subject line.

Tips

Derek Miller, a Canadian writer and editor, composed this list to help business professionals perform their best.

  1. Write concisely: Some editors estimate that a third of the words in a typical letter are wasted. At every stage of writing your letter, look at it and decide what to remove — there will always be something. Remember that you want your reader to understand you and take action. Anything that does not help him or her do that is unnecessary. Avoid repeating anything, other than for specific emphasis. Remove needless words from every sentence, needless sentences from every paragraph, and needless paragraphs entirely.
  2. Be complete: Don’t take conciseness too far. You should write not just what must be said, but also what should be said to achieve your goal. Your letter should not read like a telegram, but should tell your reader everything he or she needs to know, and then prod for action. Make sure that you include enough background for your reader to get what you mean, and that you come across as tactful and polite, not terse and unfeeling.
  3. Use subjects and verbs: If you think of writing as driving a car, nouns and verbs are the wheels and engine, while adjectives and adverbs are the body and trim. No matter how fancy the paint and details, without power and grip your car goes nowhere. Adjectives and adverbs can enhance sturdy nouns and verbs, but they can’t rescue weak ones. Instead of “I definitely believe that the performance will be a very successful one,” write “I know the performance will succeed.” The second sentence is both stronger and shorter.
  4. Write in active voice: Good writers use the active voice whenever they can. In active sentences, people do things — they act and interact. The active voice is vigorous and brief, showing who acts and how. In passive sentences, things are done — people are acted upon or, worse, disappear entirely. In most contexts, the passive voice is vague and evasive, making your reader unsure who is doing what.
  5. Be specific: Most people use specific language when they talk casually: they tell stories with details, colors, and smells. Write the same way. Use words to paint pictures in your reader’s mind, not to ask him or her to dissect abstract concepts. If you have numbers, use them. Don’t discuss ideas without examples. Avoid abbreviations not everyone knows. Everybody understands words that apply to everyday life, so use everyday words and your reader will understand you.
  6. Write interesting sentences: Vary the length of your sentences to avoid lulling your reader to sleep. Make some short and sharp. Draw others out by linking two or three together: clip with commas, stitch with semicolons; even staple with dashes — if you like. Don’t make all your sentences the same.
  7. Write to your readers, not down to them: Most people understand far more words than they use, either in writing or speech. If you read any general how-to book, business letter, newspaper, or even these writing guidelines, you will find each written at roughly the same level of language. None treats its readers like children, but none is likely to use the word “turpitude” either. Even if you are writing to tell your readers something they know nothing about, think of them as intelligent but uninformed, not dumb.
  8. Be correct: Reference books, such as style guides and dictionaries, will help you write with proper spelling, punctuation, grammar, and formatting. The facts, however, are yours alone. Letters serve as records of what you say, often spending years in filing cabinets for later reference, so your facts must be correct. If you have relevant information, present it. If you are uncertain, say so. If you merely suspect something, make the suspicion clear so your reader does not think you know more than you do. Check your letter over before you send it, to save the awkwardness of correcting a mistake after your reader sees it.
  9. Use a positive tone: Use negatives such as “don’t,” “won’t,” and “not” only to deny, not to evade or be indecisive. Instead of “We can’t decide until tomorrow,” write “We should decide tomorrow,” or, better yet, “We will decide tomorrow.” Even many negative statements have single words that work better than negative statements: “disagreeable” instead of “not nice,” “late” instead of “not on time,” “wrong” instead of “non-optimal,” “rarely” instead of “not very often,” and so on.
  10. Be clear: Good business writing is all about being clear. A letter is not a poem, a mystery story, or a morality play. It should not have subtle allegorical overtones requiring careful study, or different shades of meaning. In short, it should not be open to interpretation.

Networks

Connect with people who are either in your shoes or have been there before; they likely have novel tips based on their experience.

  1. LinkedIn: A networking tool that helps you discover inside connections to your business and success.
  2. Facebook: Message one of your contacts to ask whatever business writing questions you encounter.
  3. Twitter: Connect with colleagues,follow business feeds, and direct message any of your friends for information you need about better writing.
  4. Wordpress: Practice everything you’ve learned by creating a blog here.
  5. Blogspot: Another great blogging service, Blogspot also features thousands of blogs from writers just like yourself.
  6. Business Yelp: Allows business owners to share information about their business with their colleagues and communities.
  7. Talkbiznow: Talkbiznow is a business community that provides business services for small businesses and professionals.
  8. Ning: An online service to create, customize, and share a social network, which can (of course) include business writers.
  9. Career Builder: Search through self-help articles on this site to find resources that make you the best business writer possible.
  10. Social Harbor: Social Harbor is a full service social media marketing and search engine marketing solution for companies and their employees.

Books

Books often trump Web sites in that they offer hundreds of organized pages about one specific subject. If you have specific questions about becoming a better business writer, you might want to peruse through them at your local library or bookstore.

  1. Effective Business Writing: (A Guide For Those who Write On the Job): by Maryann V. Piotrowski.
  2. Business Grammar, Style & Usage: The Most Used Desk Reference for Articulate and Polished Business Writing and Speaking by Executives Worldwide : by Alicia Abell and Aspatore Book Staff.
  3. The McGraw-Hill 36-Hour Course in Business Writing and Communication: Manage Your Writing: by Kenneth Davis.
  4. 10 Steps to Successful Business Writing: by Jack E. Appleman.
  5. Writing for Business: Expert Solutions to Everyday Challenges: by Harvard Business School Press.
  6. Writing for Business: What Works, What Won’t: by Wilma Davidson.
  7. The Elements of Business Writing: A Guide to Writing Clear, Concise Letters, Memos, Reports, Proposals, and Other Business Documents: by Gary Blake and Robert W. Bly
  8. Houghton Mifflin Strategic Business Letters and E-mail: by Sheryl Lindsell-Roberts.
  9. The Business Writer’s Handbook, Ninth Edition: by Gerald J. Aldred, et al.
  10. MBA Fundamentals Business Writing: by Timothy Flood.

Other Great Tools

The last few spots on this list go to valuable resources with which every business writer should be familiar.

  1. businessdictionary.com: Easy-to-use free business glossary with over 20000 terms. Concise, clear, and comprehensive.
  2. The Glossarist: Business dictionary and business glossary directory.
  3. Thesaurus.com: Avoid bad writing by replacing jargon with words you find here.
  4. Brief Guide to Business Writing: A useful, printable booklet from the Department of Management and Organizations at the University of Iowa.
  5. Sample Memo from The Writing Center: A great handout from the people who know writing best.
  6. Lupinworks Links: This page is full of links to other sites that are sure to improve your business writing and grammar.
  7. The Business Writer’s Free Library: Follow these guidelines, and watch the quality of your writing skyrocket!
  8. Grammarphobia.com: If you haven’t had all your grammar questions answered by the other links in this compilation, check out this site that has it all.
  9. Writing that Works: Offers a number of resources for anyone interested in business communication, including a free email newsletter.
  10. Inc.com: The daily resource for entrepreneurs, with tons of writing tips.
  11. WikiBooks Business Writing: This open-book site lets you look (for free) at the intricacies of business writing.
  12. Library Online Reprimand Letter Template: When you need to “be the boss,” you’ll have to step up to your role as a disciplinarian. Make sure you do it right with this great template.
  13. Microsoft Employee Promotion Announcement: On the flip side, you’ll have the chance to promote your employees from time to time as well, and this template will help you keep your congratulations professional.

Monday, 5 October 2009

My Quotes

Besides writing stories, I like to think of and write down inspirational quotes. Every now and then I think of a new one. Some of these quotes I use in the stories on this blog, I tweet some of them on Twitter or I use them in new chapters for the books I am writing.

Below a small selection of my own quotes. I hope they'll inspire you!
  • “Most of the things people worry about never happens! If you unworry more often, you will succeed more often!”
  • “The best investment anyone can ever make is an investment in oneself!”
  • “You can do anything you need if you just believe in it!”
  • “Social media should improve your life, not become your life!”
  • “Life's too short not to show your love or appreciation to someone or something!”
  • “True leadership is the art of creating and clearly communicating your vision, hope, passion, inspiration and the journey you will take your team members on.”
  • “Do all things with love, passion and dedication!”
  • "Sell like hell and deliver well! So what do you need to succeed?"
  • “Whatever you want in your life, the key to your success is to transform your thinking, emotions and behaviour!”
  • "The best leaders understand that the Good is the Enemy of the Best!"
  • “The difference between being a little successful and being ultimately successful is taking over 100 times more action!”
  • “Make your health your top priority. You can't buy your health or life back after years of neglecting it while you earn your living!”
  • "Leaders are readers, so lead oneself to read!"
  • "You can only become a true and successful leader, once you have really lost a couple of times!"
  • "Sometimes it is best to take time to be quiet!"

Make this a positive and fruitful day...unless you've made other plans!

Warm regards & success,


Patrick Driessen

Saturday, 3 October 2009

Pretty Women Lower Male Stress!

Flirting with an attractive woman really does make men feel good, scientists find, as they discover it causes a surge in health-giving hormones!

Researchers found that just being in the presence of a pretty member of the opposite sex causes a temporary boost in levels of testosterone and cortisol – both hormones associated with alertness and wellbeing.

However hanging around with other men has the opposite affect – reducing the levels of both substances in the body. The findings suggest that men could be better off having a chat with their female friends than going down the pub with their mates!

The researchers at the University of California, whose findings are published in Proceedings of the Royal Society B, carried out the study to see if humans replicated the boost found in animals known as the “mating response”. They recruited 149 male students aged between 18 and 24 with a third interacting with a male researcher of 25 and the others talking to one of seven young female undergraduates aged 18 to 22.

After the short five minute sessions the men were asked to rate the physical attractiveness of the women between one and seven. The average was 5.83 showing they found them alluring. The participants then swished with mouthwash before providing a sample of saliva into a collection vial which was tested within 20 to 40 minutes of exposure to the women.

Psychologists found that just a five minute talk with an attractive women raised the levels of testosterone by 14 per cent and the anti-stress hormone cortisol by 48 per cent. Spending the same time with men saw the hormones drop two per cent and seven per cent respectively.

Research into animals have long shown the same effect in animals which is known as the “mating response”. Testosterone is linked with the male libido, as well as health and wellbeing. It can also provide an energy boost. Cortisol also boosts alertness and calms the nerves at the same time. Together they can produce the effect of feeling more alive, it is said.

Dr James Roney, who led the study, and his colleagues believe that the increases do replicate the boosts found in animals. They said: “Both testosterone and cortisol increased among men who spoke with women but declined among men who interacted with other men.”

Dr Leslie Knapp, a biological anthropologist at the University of Cambridge, said the response was evolutionary and was to do with finding and competing for possible mates. “It all boils down to sex,” she said. “High levels of testosterone are associated with boosting sexual performance whereas cortisol helps focus your energy and helps you deal with anxiety.”

Testosterone levels peak in a man by his early twenties, and then gradually diminish. Men who are married or in long-term relationships have lower testosterone levels than those still playing the field. It is thought that when men find women attractive, their brains send messages to the pituitary gland, triggering production of testosterone.

Friday, 2 October 2009

Leadership Development? Go Sailing!

“Twenty years from now you will be more disappointed by the things that you didn't do than by the ones you did do. So throw off the bowlines. Sail away from the safe harbor. Catch the trade winds in your sails. Explore. Dream. Discover!” - Mark Twain

By Patrick Driessen
This week I had a pleasant introduction meeting with a Sydney based entrepreneur who successfully leads a group of companies which are all focused on leadership & people development. One of the first questions he raised was related to my passion for sailing. He asked me to elaborate on my sailing career and sailing high-lights. I told him about some of my successes and lessons learned as solo-sailor and captain of various sailing teams around the globe. I think that we both immediately related sailing to having leadership and team building skills. In business we often indirectly use the sailing ability and success as a leadership quality meassure. The proof? Looking at history, we can conclude that most great sailors are also great leaders!

The good thing about sailing is that it’s an activity that anyone can participate in at any age. Unlike a high ropes exercise, go-karting, or team-cooking, sailing requires constant real-time collaboration between every person on board. Sailing in teams evokes quick actions, team efficiency and unique problem solving skills all of which are relevant for groups that must successfully interact day to day in the work place. Unfailingly, the boat’s performance immediately highlights issues involving decision making, consensus building, leadership and delegation. Team members (crew & captain) see, hear and feel how an unspoken question or a garbled exchange can slow the boat down or stop it dead in the water.

There are many analogies between sailing and doing business: dealing with unexpected events and comparing changes in the marketplace to rapid wind shifts out on the water. When traditions and norms suddenly change companies need to react quickly, just as sailors do when suddenly hit by a fast moving squall. Solving problems and reaching goals require communication that works, whether on board or in the office.

Taking it one step further and turning team sailing into a competition, like competing in the market place: regatta sailing with larger yachts and bigger teams is the ultimate form of team building, multi-tasking, performance management and leadership competition on the water! That’s why I have always loved participating in regattas around the world with a team of sailing friends. For me it’s the ultimate sailing event as skipper.

Success and victory in regatta sailing all depends on the interaction between the skipper and his/her crew who all must quickly react to changing conditions as one united team. That’s what makes it such a valuable tool for simulating and solving business issues!

Moving a group is very much like manoeuvring a boat: a sailboat can’t move quickly or in the driver’s intended direction unless all hands are engaged and collaborating well. So if you are looking for different ways to enhance leadership skills and build stronger teams; go sailing! Whether you organise an one-day sailing experience or a multi-day customised sailing program, subtle leadership and team building skills are developed as the attendees learn the basic skills of sailing, culminating in exciting competition between boats. If you ask everyone aboard to rotate positions, each person becomes a crew member or captain at some point during the exercises and you’ll all grow and will develop skills. Team bonding, team building and building more effective communication skills are guaranteed success outcomes!

“Without goals, and plans to reach them, you are like a ship that has set sail with no destination!” - Fitzhugh Dodson

Make this a Positive & Fruitful Day…..unless you have other plans!

Warm regards & success,



Patrick Driessen

Friday, 25 September 2009

Platforms 4 Uniting Entrepreneurs & Investors

Two months ago fellow Dutch entrepreneurs Bart Beukers and Ivan Roth toured the world to meet many entrepreneurs, investors, business leaders and government officials. They even spent a couple of days in my hometown Sydney. The goal of their roadshow was to get interest and buy-in for their new Lava People platform: unite entrepreneurs and investors around the globe. This week they released the first version of their compelling new platform! It bridges one of the biggest gaps between entrepreneurs and (angel)investors, so this platform promises to be a big win for the global entrepreneurs community. Hear, hear!

On the Lava People platform emerging entrepreneurs, established entrepreneurs and angel investors can all unite, collaborate and build a global community to help each other succeed! The platform offers all kind of handy and easy to use tools for meeting new people, group interaction and collaboration on a global scale. Check it out: www.lavapeople.com

An other platform which is focused on bringing entrepreneurs and investors together is The E.Factor. Founded by two other fellow Dutchies; Adrie & Roeland Reinders (father & son). Their platform and services are focused on helping you build and improve a business. Check it out: www.efactor.com

Helping People To Follow Up On Chance Meetings

Cool new web application: blinka!

We’ve all experienced the frustration of meeting someone we’d like to see again—romantic or otherwise—but not knowing how to find them later. Now, for all those occasions there's blinka.me, which aims to give users a second chance to reconnect.

Currently in beta, New Zealand-based blinka.me offers a way to find those we've met just fleetingly at a bar, airport, conference or event, even if we don't know their phone number, email or name. Working on the basis of what it calls "moments"—specific times and places in which a meeting took place—blinka.me uses patent-pending technology to match up the people who met. Users begin by entering the details of their moment, including what happened and something about them and the person they'd like to reconnect with—"you tried to buy me a drink," for example. It's up to them whether to make the moment private or share it with other users, friends and followers to help get a match. Either way, if the other person involved enters the moment as well, both parties get an email notification. The two can then have a safe, private chat through blinka.me and decide if they want to pursue it further, including sharing profiles and personal contact information.

The site's founders explain: "We can see a language and culture developing around this—for instance, you see an old colleague at the airport but are rushing to get to your gate so you say, 'hey, blinka me and we can connect and catch up.' It works because you’ve run out of cards and you don’t remember his name! At a bar you see the girl of your dreams but you're too nervous ask for her number so instead you just say, 'hey, blinka me and maybe we can catch up later'."

blinka.me's challenge, of course, will be creating enough awareness of the site to make it likely that both parties in an encounter will enter the moment. Toward that end, the site's five-person team is currently seeking others interested in working on the project. One to get involved in early...? Check it out: www.blinka.me

Thursday, 24 September 2009

How Excitement Sabotages Success

“Get excited and enthusiastic about your own dream. This excitement is like a forest fire - you can smell it, taste it, and see it from a mile away!” - Denis Waitley

By Sasha Crouch
Most of us think excitement is a positive emotion, right? Excitement feels like such a yummy emotion, it creates a sense of drive, pleasure, and possibility. However, just because an emotion feels good, doesn't mean it is good for us. Pleasure does not equate with what is best for us long term. There are lots of things that feel good that are not in alignment with our long-term, higher good.


Let me explain:
Excitement may feel good at the time as it floods our body and fuels us into action. However, when we're excited by an idea, all too often, our blinkers shoot up. We stop seeing the big picture and hone in on the immediate pleasure of the opportunity in front of us. Swept away in our excitement we convince ourselves all will be ok and fail to check in with what is actually required. As a result we make commitments we can't keep or later regret or we jump in head first on a project without first doing the ground work.

Excitement can trigger an onset of obsession - being unable to slow down and stop, breaking other commitments to family or our health because we have become swept away with yet another idea, project or task.

Excitement can also induce sleepless nights and an inability to switch off and be present with the ones we love, as our mind races about where we're heading and all we have to do to 'get there'. Overwhelm is another common by-product as our excitement induces urgency and impatience to get the end result. We see lists of things we need to get through to bring the idea to life and overwhelm ourselves out of taking even the first small steps.


Don't get me wrong, excitement is not the enemy! The goal isn't to squash excitement out of your life. Rather, it's about recognising the impact of excitement left unchecked and ensuring you don't let it carry you away to somewhere other than where you truly desire to be.


Where in your life and work do you allow excitement to sabotage your success? Let's discover how to turn this around so you can enjoy excitement without it damaging your results and life.


Five Steps to Tame Excitement so it Fuels Your Success:
  1. Recognition - start to notice when you go into a feeling of excitement. Don't try to push it down, or hide it, simply notice it and remind yourself how easy it is to get carried away in a moment of excitement.
  2. Slow it down - excitement induces a feeling of urgency. Find a way to tame this urgency by meditating, taking a brisk walk, deep breathing, or stillness. Decide not to make any decisions until you feel more centred and have checked in properly with the steps involved.
  3. Check in with yourself - get in touch with your long-term visions and goals. What is important to you long-term? Is this thing you're excited about in alignment with what you really want in life, will it lead to the achievement of your goals or is it a detour or distraction? Have you found out what is specifically involved in the project, task or decision or is excitement clouding your 'reality check'?
  4. Play devil's advocate - when excited it's hard to see the 'down sides' of a decision, or a repetitive pattern. Ask someone to play devil's advocate with you to face the realities beyond your excitement.
  5. Create a small step plan - in order to avoid overwhelm and throwing out your priorities, create a plan of the first few steps and priorities these steps against all the other priorities in your life and work. Take an objective stance and ask yourself how much time you are willing to give to this new project and when - despite your immediate desire to throw yourself into it.
Enjoy the pleasure of excitement and allow it to delight and inspire you! However, don't allow excitement to rule your decision making and cloud your judgement. Your intuition and inner knowing sit at a more centred place than excitement, they sit at a place of peace and calm. Find this space to make your decisions, and if the lights are green, place one foot in front of the other and enjoy the ride!

“Nothing is so aggravating than calmness!” - Oscar Wilde

Tuesday, 22 September 2009

12 Surprising Facts About Entrepreneurs

"Nobody talks of entrepreneurship as survival, but that's exactly what it is and what nurtures creative thinking." - Anita Roddick

By Dharmesh Shah

I have a picture in my head of what the average entrepreneur is like. I’d guess pretty young (think Facebook, Twitter, Google, etc.) living the red beans and rice lifestyle and working 80+ hours a week and sleeping under their desk. On some parts, I’m probably right — but on many, I’m flat-out wrong. This is demonstrated by a recent report from the Kauffman foundation for entrepreneurship. The report is titled “
The Anatomy of an Entrepreneur”. It’s based on a survey of 549 company founders across a variety of industries (that’s my first mistake, as it turns out entrepreneurs start companies other than Internet software companies - who knew?).

In any case, here are some of the points from the report that I found the most interesting.

  1. The average and median age of company founders when they started their current companies was 40.
  2. 95.1 percent of respondents themselves had earned bachelor’s degrees, and 47 percent had more advanced degrees.
  3. Less than 1 percent came from extremely rich or extremely poor backgrounds
  4. 15.2% of founders had a sibling that previously started a business.
  5. 69.9 percent of respondents indicated they were married when they launched their first business. An additional 5.2 percent were divorced, separated, or widowed.
  6. 59.7 percent of respondents indicated they had at least one child when they launched their first business, and 43.5 percent had two or more children.
  7. The majority of the entrepreneurs in the sample were serial entrepreneurs. The average number of businesses launched by respondents was approximately 2.3.
  8. 74.8 percent indicated desire to build wealth as an important motivation in becoming an entrepreneur.
  9. Only 4.5 percent said the inability to find traditional employment was an important factor in starting a business.
  10. Entrepreneurs are usually better educated than their parents.
  11. Entrepreneurship doesn’t always run in the family. More than half (51.9 percent) of respondents were the first in their families to launch a business.
  12. The majority of respondents (75.4 percent) had worked as employees at other companies for more than six years before launching their own companies.

Which of the above surprises you the most and alters your mental model of what entrepreneurs are like?

"The entrepreneur in us sees opportunities everywhere we look, but many people see only problems everywhere they look. The entrepreneur in us is more concerned with discriminating between opportunities than he or she is with failing to see the opportunities." - Michael Gerber

Friday, 18 September 2009

How To Improve Your Writing Skills

"The role of a writer is not to say what we all can say, but what we are unable to say!" - Anaïs Nin

By Allan Hoffman
As more business communications are conducted through email, instant messaging, PowerPoint presentations and other written forms, writing ability can help today's professionals set themselves apart. The ability to write clearly in reports or white papers is necessary to advance.

"Rightly or wrongly, people judge their colleagues based on their writing ability," says R. Craig Hogan, director of the Business Writing Center and author of Explicit Business Writing. "Those who write poorly are viewed as less intelligent, less educated and less competent. Those who are articulate are seen as intelligent, educated and capable!" In fact, business professionals may not realize how much poor writing skills can impede their careers. "It's a silent killer!" Hogan says.

Why Writing Matters

A College Board survey of business leaders found widespread concern about employees' writing ability. Consider these findings:
  • About half the companies surveyed said writing ability is considered when promoting employees.
  • Nearly all companies said they would hold poorly written job application materials against candidates.
  • American companies spend more than $3.1 billion each year to remedy writing deficiencies.
The fast-paced, technology-driven world in which we work further complicates matters. New communication mediums, such as text, instant messages and Twitter, lead many of us to use their abbreviated style in more traditional communications. "They're transferring that shorthand to general business correspondence," says Salvatore J. Iacone, who developed the American Management Association's "Effective Technical Writing" course and is author of the book 'Write to the Point'.

Tips for Better Business Writing

Writing instructors and authors of the College Board report agree: Good writing is a skill developed and honed over years, not with quick fixes. Even so, these tips can help improve your writing:
  • Determine Your Writing's Objective or Goal: Are you seeking a consensus on a project plan? Asking a client to clarify a concern? Knowing your goal will help you determine how to approach a piece of writing.
  • Identify Your Audience: Is this for your leader/manager/boss? A colleague? Or, as sometimes happens, colleagues with both technical and non-technical backgrounds? Your tone and message will likely differ depending on your audience, and you may need to revise your writing to address specific audiences. Iacone recommends crafting different summaries for different readers.
  • Spell Out Words: Shorthand may be appropriate when IM-ing a colleague, but it's not in a client email.
  • Edit: Read and reread your messages, especially those to managers/leaders, business partners and clients.
  • Define Technical Terms in the Document: Placing definitions in parentheses, rather than in a separate glossary, will help maintain your document's flow.
  • Use Headings, Subheads and Bulleted Lists: These help you organize your writing and guide readers.
  • Get Help: Professional associations may offer writing courses, while community colleges and universities often provide business-writing classes suitable as well. And business writing references can help you learn the basics of syntax, grammar and good business writing.
Finally, when putting pen to paper, remember this adage, Iacone says: "If the writer doesn't sweat, the reader will"!

"And by the way, everything in life is writable about if you have the outgoing guts to do it, and the imagination to improvise. The worst enemy to creativity is self-doubt!" - Sylvia Plath

Tuesday, 15 September 2009

The Hierarchy Of Success

"The great successful men of the world have used their imagination…they think ahead and create their mental picture in all its details, filling in here, adding a little there, altering this a bit and that a bit, but steadily building - steadily building." - Robert Collier


By Seth Godin
The hierarchy of success. I think it looks like this:
  1. Attitude
  2. Approach
  3. Goals
  4. Strategy
  5. Tactics
  6. Execution
We spend all our time on execution. Use this word instead of that one. This web host. That color. This material or that frequency of mailing.... Big news: No one ever succeeded because of execution tactics learned from a Dummies book!

Tactics tell you what to execute. They're important, but dwarfed by strategy. Strategy determines which tactics might work. But what's the point of a strategy if your goals aren't clear, or contradict?

Which leads to the first two, the two we almost never hear about.
Approach determines how you look at the project (or your career). Do you read a lot of books? Ask a lot of questions? Use science and testing or go with your hunches? Are you imperious? A lifehacker?
When was the last time you admitted an error and made a dramatic course correction? Most everyone has a style, and if you pick the wrong one, then all the strategy, tactics and execution in the world won't work nearly as well.


As far as I'm concerned, the most important of all, the top of the hierarchy is attitude! Why are you doing this at all? What's your bias in dealing with people and problems?

Some more questions:
  • How do you deal with failure?
  • When will you quit?
  • How do you treat competitors?
  • What personality are you looking for in the people you hire?
  • What's it like to work for you? Why? Is that a deliberate choice?
  • What sort of decisions do you you make when no one is looking?
Sure, you can start at the bottom by focusing on execution and credentials. Reading a typical blog (or going to a typical school for 16 years), it seems like that's what you're supposed to do. What a waste!

Isn't it odd that these six questions are so important and yet we almost never talk or write about them? If the top of the hierarchy is messed up, no amount of brilliant tactics or execution is going to help you at all!

"The most practical, beautiful, workable philosophy in the world won't work - if you won't!" - Zig Ziglar

Sunday, 13 September 2009

Tweeting: More Than Just Self Expression!

From CNN to Ashton Kutcher everyone is tweeting. In ads, many companies now display the logo of an animated blue bird holding a sign that says "follow me."

Twitter, a micro-communication service that gives users an opportunity to express their thoughts in 140-character "tweets," is a hit in the social media world. Companies are also benefiting from Twitter where 20 percent of the tweets contain requests for product information or responses to the requests, according to Jim Jansen, associate professor of information science and technology, College of Information Science and Technology, Penn State.

"People are using tweets to express their reaction, both positive and negative, as they engage with these products and services," said Jansen. "Tweets are about as close as one can get to the customer point of purchase for products and services."

Jansen, along with IST doctoral student Mimi Zhang, undergraduate student Kate Sobel and Twitter chief scientist Abdur Chowdhury, investigated micro-communicating as an electronic word-of-mouth medium, using Twitter as the platform. Their results were published in the Journal of the American Society for Information Sciences and Technology.

The researchers examined half a million tweets during the study. The team looked for tweets mentioning a brand and why the brand was mentioned -- to inform others, express a view on the brand or something else -- and found that people were using tweets to connect with the products.

There is a trend when it comes to micro-communication and what it is used for, according to Jansen. "Businesses use micro-communication for brand awareness, brand knowledge and customer relationship," he said. "Personal use is all over the board."

With about six million active users daily and predictions of more than 20 million users by the end of the year, Twitter has become the next big thing on the Web. Even though Twitter is still in its early stages of adoption, he sees it being around for a while. This is mainly because people and businesses are starting to make profits from it, using it as a creative way to market their products. He also said the concept of micro blogging as a whole can be just as influential as other social media channels. "It may be right up there with e-mail in terms of its communication impact," Jansen said.

Results from the study found that users employ Twitter to inquire about product information. About 20 percent of the tweets contained product information in the form of asking and providing, thus giving companies a "rich source" of information concerning issues and questions that customers have regarding its products.

Jansen's prediction was not far off from the results, though some results did surprise him. "A lot of the brand comments were positive," he said. "There are some good products out there, or at least products that people are happy with." This research is among the first academic studies in the area of micro-communication within the business sector. Jansen will use the research as a backbone to build on. The research team is now conducting a focused study specifically on how companies manage and use their Twitter accounts.

"I've been really into the keyword advertising area and Web searching," said Jansen. "One aspect of micro-communication is the use of and sharing of information. This opens up a new area that has not been explored before."

To Follow Me on Twitter: http://twitter.com/PatrickDriessen

‘How-To’ Guide for Protecting Entrepreneurs’ Big Ideas

Successful entrepreneurs turn big ideas into successful business opportunities, but how should they protect those ideas? A new paper from North Carolina State University offers a “how-to” guide on intellectual property protection, laying out the options for budding entrepreneurs as they consider how to move forward.

“Entrepreneurs often come up with ideas that can be protected, and this article lays out the pros and cons of various intellectual-property protections,” says Dr. Stephen Schanz, a teaching associate professor of management, innovation and entrepreneurship at NC State and the author of the article. “Furthermore, the paper urges entrepreneurs to weigh the time, cost and effort involved in pursuing various intellectual-property protections.”

The three protections outlined in the paper are patents, trade secrets and copyrights. Patents apply to inventions and devices. Utility patents provide legal protection of the idea for 20 years, dating from when the patent application is filed. However, when the 20 years are up, the information becomes part of the public domain.

Trade secrets also apply to inventions or devices, but are protected internally, meaning that there is very little in the way of public protection. The benefit is that the idea never enters the public domain, so it can remain secret in perpetuity – a good example of a trade secret is the formula for Coca-Cola. However, if anyone else figures it out, they can legally market it themselves.

The third type of protection is a copyright. Copyrights protect unique expressions, such as music, art or design. These elements can be a significant component of marketable products, such as the sounds and images associated with popular video games.

“Determining which protections best suit your needs is not a ‘one size fits all’ scenario,” Schanz says. “The options you may want to consider will vary over time.” For example, he says, “entrepreneurs in a young start-up company with limited capital and resources may want to go the trade secret route until they ascertain how it fits in their business plan. But, if they have determined that the idea is valuable, they should also take steps to ensure that – eventually – it can be patented.” Schanz explains that if an entrepreneur discusses the idea with outside parties who have not signed non-disclosure agreements, the idea may no longer be patentable – it will have entered public domain.

“If, over time, the start-up company has more resources available – and the concept is commercially viable – it may want to pursue a patent,” Schanz says. “The important thing is for the entrepreneur to weigh the risks and benefits of various options and make an informed decision. This paper should help entrepreneurs do that.”

The paper, “Entrepreneurial Options for Protecting Intellectual Property,” was published in the September issue of the Entrepreneurial Business Law Journal.

Tall People Lead 'Better Lives'

Taller people live better lives, according to US researchers.

More than 454,000 adults aged 18 and over were asked by phone for their height and evaluate their lives. Overall, taller individuals judged their lives more favourably and were more likely to report positive emotions such as enjoyment and happiness. Reporting to the journal Economics and Human Biology, they conclude that this is because the taller people also had higher incomes and education.

Ladder

The researchers used the Cantril "self-measuring striving scale" which asks you to imagine a ladder with rungs numbered from zero at the bottom to 10 at the top. The 10th rung represents the "best possible life for you" and the bottom is the "worst possible life for you".

Participants were asked to report on which rung of the ladder they thought they stood on at the present time. Men who were above average height 5ft 10in (177.8cm) reported that they were standing higher on the ladder than men who were below average height. They had an average ladder score of 6.55 compared to the shorter men who scored 6.41.

Women scored higher overall than men on the ladder scale and there was less difference between the taller and shorter women. Taller women above the average height of 5ft 4in ( 162.6cm) scored 6.64 compared to a score of 6.55 for the shorter women.

But one of the lead researchers, Angus Deaton from Princeton University, said: "Surprisingly people who say that their lives are the 'best possible' are slightly shorter on average than those who are a step or two below. "Perhaps the 8% of people who think their lives cannot be improved are different in other respects."

Positive emotions

The study also looked at people's emotions. Taller men and women were more likely to report enjoyment and happiness, and less likely to report pain and sadness. Taller men, although not taller women, also worry less. But sadness and anger were more likely to be experienced.

The authors say their findings cannot be attributed to different demographics or ethnicity, but are almost entirely explained by the positive association between height and both income and education, both of which are positively linked to better lives.

'Height matters'

Chartered psychologist Dr Colin Gill said: "There's no direct correlation between income and happiness - surveys going back years show that. But there does appear to be a correlation between height and happiness and height and income. If you look at this study, the people who are happiest are not the very tallest. There is a threshold of height tolerance - at about 6ft 5in (195.6cm) to 6ft 6in (198.1cm)"

"It is about as tall as people think is normal, beyond that you are odd and life becomes very difficult. Height does matter, it's always mattered for a very obvious reason - when you are born you are shorter than the people who look after you and have authority over you. And that power relationship never reverses!"

When Involving An Interested Party May Not Be In Your Best Interest

New research explores the role of personal connections in failing projects.

When business leaders leave organizations following poor decisions, constituents often find comfort in replacing them with insiders – others familiar with the problem and original choices. But, new research shows that such decisions are best left to a completely unrelated, outside party, contrary to the natural inclination to go to an insider – someone with personal connections to the old boss.

"Vicarious entrapment: Your sunk costs, my escalation of commitment" will appear in an upcoming issue of Journal of Experimental Social Psychology and is co-authored by Adam Galinsky and Brian Gunia of the Kellogg School of Management at Northwestern University and Niro Sivanathan of the London Business School. The study found that when new decision makers share a psychological connection with an initial decision maker, they may invest further in the failing programs of the first – even to their own financial detriment.

In this research, the authors explored a phenomenon they coined "vicarious entrapment." They proposed that the success of a two-decision solution was dependent on not just a physical separation, but a psychological separation of the decision makers. If the delegated decision maker was even subtly connected to the original – by sharing similar attributes like the same birthday or simply empathizing with the first decision maker, for example – he/she honored the original decision maker's commitments and made further investments in that person's losing decisions.

"We know humans are social beings driven to find attachments and connections to others. Research has shown that once a psychological connection forms between two individuals, they are more likely to cooperate and favor each other financially," said Galinsky, the Morris and Alice Kaplan Professor of Ethics and Decision in Management at the Kellogg School. "The current research suggests that they are also more likely to escalate on each others' failing decisions."

Galinsky and his colleagues' experiments examined psychological connectedness in three contexts: financial investments, personnel decisions and auctions. Even when participants faced a direct financial cost to themselves – and even among economics students trained in the irrationality of honoring sunk costs – the delegated decision maker followed the original decisions once a psychological connection was made with the original decision maker.

In one experiment on personnel decisions, participants awarded a larger raise to an underperforming candidate originally "hired" by another initial decision-maker, but only when they had taken the perspective of and empathized with the first decision-maker. Likewise, participants who shared the same birthday (i.e., had something "in-common") with an original auction bidder made many more bids and lost significantly more money than those who took over for a bidder with a different birthday.

"Business, and even political organizations trying to navigate their way out of decisions gone wrong should carefully consider integrating a true outsider – someone with no connections to prior leadership" said Gunia, also of the Kellogg School. "Although outsiders may take longer to understand the problem, their psychological disconnection with the past may enable them to act more decisively once they do. Our research suggests that an individual who shares even the most subtle connections with predecessors may act less independently."

Friday, 4 September 2009

7 Ways To Stop Sabotaging Your Income in a Recession

In today’s challenged economy you must develop a proven marketing plan and stick with it. Now is the best time to market your business since many of your competitors have cut back on their marketing. Therefore when you market now, you’ll stand out even more. How to stop sabotaging your income:

1. Stop worrying about the economic situation and focus on the positive results you can make in your business each day.

2. Do more to get more. Today you must work smarter and harder to get ahead.

3. Get more creative and innovative with your marketing. Dare to be different!

4. Use more low cost marketing strategies to promote your business such as social networking, free media and networking.

5. Spend down time learning new business skills. Invest in your skills by reading more and attending live events.

6. Invest in personal development. Utilise this time to become a better you. Learn how to manage stress, fear or challenges more effectively.

7. Update your marketing and develop a powerful brand. Improve your business card and website for more effective exposure.

If you don’t keep reminding your existing customers to return – they will simply forget about you. Your customers are your most valuable asset. Prove to your clients that you really do value and appreciate them on a regular basis.

Show your customers that you are a successful entrepreneur willing to invest in your relationship with them. This in turn will instil trust, credibility and confidence in you and your company as well as your services and/or products.

Marketing is an investment into your business – not an expense! When done well, marketing will pay you back with a return on your investment many times over. This will automatically increase your income!

5 Reasons Why Dreams Don't Take Flight

"The problems of the world cannot possibly be solved by skeptics or cynics whose horizons are limited by obvious realities. We need men and women who can dream of things that never were...!" - John F. Kennedy

By John C. Maxwell
Most of us never see our dreams come true. Instead of soaring through the clouds, our dreams languish like a broken-down airplane confined to its hangar. Through life, I have come to identify five common reasons why dreams don't take flight.

#1 We Have Been Discouraged from Dreaming by Others
We have to pilot our own dreams; we cannot entrust them to anyone else. People who aren't following their own dreams resent us pursuing ours. Such people feel inadequate when we succeed, so they try to drag us down.

If we listen to external voices, then we allow our dreams to be hijacked. At some point, other people will place limitations on us by doubting our abilities. When surrounded by the turbulence of criticism, we have to grasp the controls tightly to keep from being knocked off course.

#2 We Are Hindered by Past Disappointments and Hurts
In the movie Top Gun, Tom Cruise plays Maverick, a young, talented, and cocky aviator who dreams of being the premier pilot in the U.S. Navy. In the film's opening scenes, Maverick showcases his flying ability but also displays a knack for pushing the envelope with regards to safety. Midway through the movie, Maverick's characteristic aggression spells disaster. His plane crashes, killing his best friend and co-pilot.

Although cleared of wrongdoing, the painful memory of the accident haunts Maverick. He quits taking risks and loses his edge. Struggling to regain his poise, he considers giving up on his dream. Although the incident nearly wrecks Maverick's career, he eventually reaches within to find the strength to return to the sky.

Like Maverick, many of us live with the memory of failure embedded in our psyche. Perhaps a business we started went broke, or we were fired from a position of leadership. Disappointment is the gap that exists between expectation and reality, and all of us have encountered that gap. Failure is a necessary and natural part of life, but if we're going to attain our dreams, then, like Maverick, we have to summon the courage to deal with past hurts.

#3 We Fall into the Habit of Settling for Average
Average is the norm for a reason. Being exceptional demands extra effort, sustained inspiration, and uncommon discipline. When we attempt to give flight to our dreams, we have to overcome the weight of opposition. Like gravity, life's circumstances constantly pull on our dreams, tugging us down to mediocrity.

Most of us don't pay the price to overcome the opposition to our dreams. We may start out inspired, but through time we fatigue. Although never intending to abandon our dreams, we begin to make concessions here and there. Through time, our lives become mundane, and our dreams slip away.

#4 We Lack the Confidence Needed to Pursue Our Dreams
Dreams are fragile. They will be buffeted by assaults from all sides. As such, they must be supplied with the extra strength of self-confidence. In Amelia Earhart's day, women were not supposed to fly airplanes. If she had lacked self-assurance, she never would have even attempted to be a pilot. Instead, Earhart confidently chased after her dream, and she was rewarded with both fulfillment and fame.

#5 We Lack the Imagination to Dream
For thousands of years, mankind traveled along the ground: by foot, by horse-and-buggy, by locomotive, and eventually by automobile. Thanks to the dreams of Orville and Wilbur Wright, we now hop across oceans in a matter of hours. The imaginative brothers overcame ridicule and doubt to pioneer human flight, and the world has never been the same.

Many of us play small because we do not allow ourselves to dream. We trap ourselves in reality and never dare to go beyond what we can see with our eyes. Imagination lifts us beyond average by giving us a vision of life that surpasses what we are experiencing currently. Dreams infuse our spirit with energy and spur us on to greatness.

"Nothing happens unless first a dream!" - Carl Sandburg

"Without leaps of imagination, or dreaming, we lose the excitement of possibilities. Dreaming, after all, is a form of planning!"
- Gloria Steinem

Wednesday, 2 September 2009

Nerds Rule: Why Eggheads Get The Stunning Girls!

NERDS take heart! Scientists have shown for the first time that being smart is sexy, and the most clever males get the most partners!

Although the find was made by studying Australian birds, it supports the idea that our big human brain evolved because it is a sexually attractive organ, not just a useful one!

Signs of intelligence - such as creating art, music, and humour - could have made the brainiest people luckiest in love, according to this theory, championed in the book The Mating Mind by an evolutionary psychologist, Geoffrey Miller, almost a decade ago.

Testing the idea in humans is very difficult, said Jason Keagy, of the University of Maryland in the US, which is why he chose to observe satin bowerbirds at Wallaby Creek in NSW, Australia instead.

Bowerbirds are intelligent, he said. ''But they're not as complex as humans.'' Unlike with men, Dr Keagy was also able to get an accurate record of the male birds' sexual success by videotaping their every movement. ''They can't really lie to us.''

Renowned for their fascination with blue objects, bowerbirds have a strong aversion to red. The first IQ test Dr Keagy and his colleagues devised was to place three red objects under a clear plastic container in their bower. The smartest males could remove the cover and carry away the offending objects in 20 seconds. ''It looks pretty simple, but some weren't able to do it,'' said Dr Keagy, whose study is published in the journal Animal Behaviour.

In a second braintwister, he glued a red object down. Some bowerbirds kept on trying in vain to pull it out, while the brighter ones quickly twigged this was impossible and covered it with leaves. The males who failed the plastic container test were spurned. ''No females were mating with them,'' Dr Keagy said. The smartest birds, on the other hand, attracted up to 20 female partners a season!

''This is the first evidence [in any species] that individuals with better problem-solving abilities are more sexually attractive,'' he said. Greater intelligence may allow male bowerbirds to woo more females because they can build more elaborate bowers, are better dancers or are more responsive to subtle cues from the females during courtship.

Alternative theories to the mating mind include that our large brain evolved because it was advantageous for hunting or living in social groups, and cultural creativity was simply a fortuitous byproduct of the struggle to survive. Source

Saturday, 29 August 2009

10 Essential Rules for Slowing Down and Enjoying Life More

“Practice not-doing and everything will fall into place!” - Lao Tzu

By Leo Babauta

It’s an irony of our modern lives that while technology is continually invented that saves us time, we use that time to do more and more things, and so our lives are more fast-paced and hectic than ever.

Life moves at such a fast pace that it seems to pass us by before we can really enjoy it. However, it doesn’t have to be this way. Let’s rebel against a hectic lifestyle and slow down to enjoy life.

A slower-paced life means making time to enjoy your mornings, instead of rushing off to work in a frenzy. It means taking time to enjoy whatever you’re doing, to appreciate the outdoors, to actually focus on whoever you’re talking to or spending time with — instead of always being connected to a Blackberry or iPhone or laptop, instead of always thinking about work tasks and emails. It means single-tasking rather than switching between a multitude of tasks and focusing on none of them.

Slowing down is a conscious choice, and not always an easy one, but it leads to a greater appreciation for life and a greater level of happiness. Here’s how to do it.

1. Do less. It’s hard to slow down when you are trying to do a million things. Instead, make the conscious choice to do less. Focus on what’s really important, what really needs to be done, and let go of the rest. Put space between tasks and appointments, so you can move through your days at a more leisurely pace.

2. Be present. It’s not enough to just slow down — you need to actually be mindful of whatever you’re doing at the moment. That means, when you find yourself thinking about something you need to do, or something that’s already happened, or something that might happen … gently bring yourself back to the present moment. Focus on what’s going on right now. On your actions, on your environment, on others around you. This takes practice but is essential.

3. Disconnect. Don’t always be connected. If you carry around an iPhone or Blackberry or other mobile device, shut it off. Better yet, learn to leave it behind when possible. If you work on a computer most of the day, have times when you disconnect so you can focus on other things. Being connected all the time means we’re subject to interruptions, we’re constantly stressed about information coming in, we are at the mercy of the demands of others. It’s hard to slow down when you’re always checking new messages coming in.

4. Focus on people. Too often we spend time with friends and family, or meet with colleagues, and we’re not really there with them. We talk to them but are distracted by devices. We are there, but our minds are on things we need to do. We listen, but we’re really thinking about ourselves and what we want to say. None of us are immune to this, but with conscious effort you can shut off the outside world and just be present with the person you’re with. This means that just a little time spent with your family and friends can go a long way — a much more effective use of your time, by the way. It means we really connect with people rather than just meeting with them.

5. Appreciate nature. Many of us are shut in our homes and offices and cars and trains most of the time, and rarely do we get the chance to go outside. And often even when people are outside, they’re talking on their cell phones. Instead, take the time to go outside and really observe nature, take a deep breath of fresh air, enjoy the serenity of water and greenery. Exercise outdoors when you can, or find other outdoor activities to enjoy such as nature walks, hiking, swimming, etc. Feel the sensations of water and wind and earth against your skin. Try to do this daily — by yourself or with loved ones.

6. Eat slower. Instead of cramming food down our throats as quickly as possible — leading to overeating and a lack of enjoyment of our food — learn to eat slowly. Be mindful of each bite. Appreciate the flavors and textures. Eating slowly has the double benefit of making you fuller on less food and making the food taste better. I suggest learning to eat more real food as well, with some great spices (instead of fat and salt and sugar and frying for flavor).

7. Drive slower. Speedy driving is a pretty prevalent habit in our fast-paced world, but it’s also responsible for a lot of traffic accidents, stress, and wasted fuel. Instead, make it a habit to slow down when you drive. Appreciate your surroundings. Make it a peaceful time to contemplate your life, and the things you’re passing. Driving will be more enjoyable, and much safer. You’ll use less fuel too.

8. Find pleasure in anything. This is related to being present, but taking it a step farther. Whatever you’re doing, be fully present … and also appreciate every aspect of it, and find the enjoyable aspects. For example, when washing dishes, instead of rushing through it as a boring chore to be finished quickly, really feel the sensations of the water, the suds, the dishes. It can really be an enjoyable task if you learn to see it that way. The same applies to other chores — washing the car, sweeping, dusting, laundry — and anything you do, actually. Life can be so much more enjoyable if you learn this simple habit.

9. Single-task. The opposite of multi-tasking. Focus on one thing at a time. When you feel the urge to switch to other tasks, pause, breathe, and pull yourself back.

10. Breathe. When you find yourself speeding up and stressing out, pause, and take a deep breath. Take a couple more. Really feel the air coming into your body, and feel the stress going out. By fully focusing on each breath, you bring yourself back to the present, and slow yourself down. It’s also nice to take a deep breath or two — do it now and see what I mean. :)

“Be Content with what you have; rejoice in the way things are. When you realize there is nothing lacking, the whole world belongs to you.” - Lao Tzu

Thursday, 27 August 2009

How To Reposition People To Build Your Team

"Coming together is a beginning.
Keeping together is progress.
Working together is success!"
- Henry Ford

By John C. Maxwell


One of the traits of outstanding leaders is that they properly place people within a team. Good leaders have the ability to see their people, sense where they are and put them in the right place. So why do so many leaders place so many people in so many wrong places?

Please find below the 5 reasons I've identified.

1. Failure to know the requirements needed to make a job successful.
I'm not talking about the job description, and I'm not talking about how you do a job. I'm talking about what a particular person has to do to be successful. Make a list those qualities. It could be two or three things; it could be 10. Whatever those things are, you have to go out and find people who have a giftedness to match those qualities so that you put the right people in the right place.

2. Failure to know the skills and the giftedness of the person.
Sometimes we know what gifts and skills are required for success in a particular job, but we do a poor job evaluating the giftedness of the person we place in that position. Maybe we know a particular job needs someone who is detail-oriented, but we fail to recognize that the person we're putting in that position breaks out in hives when overwhelmed with details.

3. Failure to move people when either the job or the person is changing.
While it's common for people to get promoted out of a job that really fits their skills, it's also possible for them to stay in a position so long that they no longer do it well.

As a leader, you might place someone in a position that is a great match with that person's uniqueness and giftedness, only to look up later and realize that the person's productivity has fallen sharply. What happened? Something changed. Maybe the job changed. Maybe the organization changed. Maybe the person changed. Maybe you changed. Maybe everything changed.

I have found many people end up in the wrong place only because they stayed in the right place too long. They were in the right place in the beginning, but the right place becomes the wrong place if the job changes or if the person changes. So the right place can become the wrong place over a matter of time.

4. Failure to be patient.
Sometimes the person is in the right place, but they have to grow into it. And not only do they have to grow into it, but they also have to be trained and developed into it. You know they have the giftedness, they have the ability, they have the passion; but they need time and someone to help them. Smaller organizations often can't afford to hire the best, so they have to hire young people with great potential and then train them.

In "The 17 Indisputable Laws of Teamwork" I write about the 'Law of Dividends', which is, "Investing in the team compounds over time." As you invest in your team, especially if you have them in the right place, the team is going to compound in a very positive way for you. Of course, if you don't have the right players in the right place, time isn't going to do it.

5. Failure to prepare.
Many times we haven't done enough front-end homework as leaders, so we aren't prepared to place people where they can grow and can blossom.

When we consistently fail to place people in the right place within the team, several things inevitably infect our team like an angry parasite. Morale suffers, people lose their willingness to play as a team and confidence erodes. As a result, potential goes unrealized, progress is hindered and our competitors benefit.

On the other hand, organizations do best when the people within them are carefully put in the right places. People are encouraged and fulfilled, growth is ensured, teamwork is increased and victories are secured. And, for leaders, there is a huge reward in seeing your players in the right place, doing the right thing for the right reasons.

Wednesday, 26 August 2009

Lessons Learned in Stress Management

"Man's troubles are rooted in extreme attention to senses, thoughts, and imagination. Attention should be focused internally to experience a quiet body and a calm mind." - Buddha

By Marty Nemko

I am prone to being stressed. I believe I secrete more adrenaline than the average person. That scared me because I knew that high-stress people die younger. In addition, I saw that being a high-stress person was hurting my career and personal life. No one wants to be around someone who’s stressed out, let alone hot-tempered.

In contrast, I saw that most successful people appeared calm. For example, when watching C-SPAN, I noticed that most senators, among our most influential people, remain calm, even when negotiating the world's most important issues. So I figured that to get what I want, I too need to be calm.

So, I’ve worked hard to figure out how to keep my stress under control. Here is what I’ve learned. I’ll never be a laid-back person, but these strategies have helped me, and subsequently my clients.

Stop rushing. At age 20, I visited Europe for the first time. I recall standing in the Louvre at around 2 PM thinking, “If I can get through the Louvre in an hour, I can probably fit in Versailles before the end of the day.” That was typical. My addiction to adrenaline, fed by always trying to cram in as many activities as possible, kept me from enjoying whatever I was doing and made me a more stressful person. Lesson Learned: Do everything at a comfortable pace. Rarely is rushing is worth it. Even good emergency room doctors rarely rush—they proceed with focus, but without rushing.

Don’t look back. We all have reasons to be upset about things in the past. Thinking about them rarely helps. Rather, it usually increases our stress. Stay in the moment.

Live by the serenity prayer: May I have the serenity to accept the things I cannot change; courage to change the things I can; and wisdom to know the difference. We’ve all heard of people with terminal diseases who appear unworried, seeming to fully enjoy every moment. Yet many people get upset by things we can’t change, for example, when we’re driving in bumper-to-bumper traffic or when someone cuts us off. When someone cuts me off, I try to think, “I can’t cure him so I’m not going to let him get me stressed.”

Corollary: Accept people’s fallibility. We all encounter people who are stupid, thoughtless, or even mean. We may even be married to one. People are incredibly hard to change—even PhD-toting psychologists often fail to fundamentally change their clients. If you decide you’re not cutting the person out of your life, or if its someone you’ll only meet once—a slow clerk for example--try to view the person with charity rather than judgment: “We all have flaws. He’s doing the best he can.” People who are angered by or try to fix other people usually live stress-filled lives, and rarely change them much. We can refine but rarely remold.

I look out for early signs I’m getting stressed: for example, my neck starts to feel tight. If so, I take lessons from the yogis: I make sure my posture is good and take some slow deep breaths. I also often take a walk around the block or put on some music.

Think less; act more! When I’m already stressed, I ask myself, "Is there anything I can do right now to fix the problem?" If yes, I try to do it. For example, if you’re afraid no one will hire you because you have no skills, make a list of your past accomplishments to remind you of your skills. If there’s nothing you can do about the problem—for example, you’re waiting to hear about a job you’ve applied for--immediately divert your attention by asking yourself: “What do I want to do now?”

So many people analyze a problem to death: analysis paralysis. After a moderate amount of thinking, try something, anything. It’s easier to figure out an alternative approach when you get feedback on what you’ve tried. So, for example, if you're worried you'll remain single for the rest of your life, place an ad on eharmony.com, ask friends to set you up, hang out at Starbucks, whatever. Think less; act more!

Three breaths/leave. Some people have short fuses—they go from calm to exploded in just a few seconds. So, often they find themselves looking back and thinking, “I wish I hadn’t said that.” If that sounds like you, get in the habit of-- the second you start to feel angry--taking three slow deep breaths, and if another person is the target of your anger, leaving the room. When you’ve left the room, ask yourself, "In the long run, will I be better off or worse off if I get angry about this?" If, on reflection, you conclude it’s worth exploding, fine. You’ve made a conscious choice to do it rather than letting your adrenaline dictate your behavior. But fact is, you will rarely decide it’s worth getting angry!

"The greatest weapon against stress is our ability to choose one thought over another!" - William James

"Rule 1. Don't sweat the small stuff.
Rule 2. It's all small stuff.
Rule 3. If you can't fight or flee, then flow.
If you don't mind, it don't matter!" - Author Unknown

No Such Thing As A Good Media-Multitasker

Multitaskers of media activities like watching YouTube, writing e-mail and talking on the phone are not very good at any of their tasks, according to a new Stanford University research report.

Researchers who published the report in the Proceedings of the National Academy of Sciences said the results had surprised them. They were looking for the secret to good media multitaskers but instead found broad-based incompetence.

"Heavy multitaskers are lousy at multitasking... The more you do it, the worse you get!" said Stanford communications professor Clifford Nass. Compulsive media multitaskers are worse at focusing their attention, worse at organising information, and worse at quickly switching between tasks, the Stanford scientists wrote.

After testing about 100 Stanford students, the scientists concluded that chronic media multitaskers have difficulty focusing and are not able to ignore irrelevant information.

Nass said that multitasking is becoming more widespread -- some jobs require workers to keep an instant message window open -- and the scientists were surprised at the results. "We knew that multitasking was difficult from a cognitive perspective. We thought, 'What's this special ability that people have that allows them to multitask?'. Rather than finding things that they were doing better, we found things they were doing worse," Stanford symbolic systems professor Eyal Ophir said. A bright side to such distraction may mean that the media multitaskers will be first to notice anything new, Ophir said. Source: Reuters

Sunday, 23 August 2009

Battle Of The Brands

Back in the day, planes, trains and automobiles all sported one brand name. If you bought a Boeing, you got, nose to tail, a Boeing. These days, however, complex industrial equipment is starting to look like NASCAR vehicles festooned with logos. Why does it matter? "When component brands become powerful it changes the industry," says George John, Marketing Department Chair at the University of Minnesota's Carlson School of Management. "What becomes more important, the product brand or the component? The Dodge truck or its Cummins engine?"

John and co-author Mrinal Ghosh (University of Arizona) investigate component branding in a forthcoming study in the Journal of Marketing Research. Various technologies that provide benefits like fuel efficiency, higher download speeds and better safety ratings all arise from component branding. But the innovation that makes these products superior often doesn't come from the primary brand, it comes from the component brand. To assure the makers of component technologies that the partnership will endure for long enough to make their investment worthwhile, visible acknowledgments of the added benefit – and which company brought the consumer that added benefit – have become common.

On 30% of the industrial products in their sample, everyday users will see at least one brand displayed in addition to the primary brand. No longer are they using a Dell or an Apple computer, they're using a Dell or an Apple with Intel Inside. "The component brand name, right there on a product, is, in a way, insurance that the company won't be dropped for a newer, cheaper, competitor next year," says John. "The co-branding is enough of a deterrent that the product brand won't switch to a different supplier. This gives the component maker the ability to put effort and resources into developing the product," says John.

Beyond simple consumer curiosity, this shift to visibly branded components should be noted by policy makers and regulators. "When an industry changes from a vertical structure with dominant primary brands to a horizontal structure with dominant component brands, suppliers become more powerful. And if the industry is in trouble, who gets bailed out? Detroit Diesel or GM? Apple or Intel? Cummins or Dodge? The right answers must depend on a deep understanding of who offers the real value," notes John.

If you like to read about how to change industries and create new markets and niches, I can highly recommend the book "Blue Ocean Strategy" - How to Create Uncontested Market Space and Make Competition Irrelevant , written by W. Chan Kim and Renée Mauborgne.

NO Comfort In Comfort Foods During Tough Times!

When times are tough and people are in a state of upheaval, it is expected that they might take refuge in "comfort foods" such as meatloaf, fried chicken, a pizza or a smooth milkshake? Not so, says Stacy L. Wood, Associate Professor of Marketing at the Moore School of Business, University of South Carolina. In fact, in a study to be published in the Journal of Consumer Research, Woods found that when people are in a state of upheaval, they're more likely to choose an unfamiliar food such as "camembert-and-plum crisps" from Britain rather than good old Lay's potato chips. Wood's study, in fact, went beyond comfort foods and looked at "familiar anything."
When individuals in her study were in more upheaval, they were more likely to download an unfamiliar song or jog in a new park. Her research has interesting implications for public policy. If, for example, the government is trying to get people to stop smoking or begin a new exercise program, a period of upheaval might be the time to do it. "That's when people might be drawn naturally to different choices – not when things are status quo, but when things are already in a state of flux," says Wood, an expert in how consumers respond to change.

Friday, 21 August 2009

Why A Broken Heart Really Hurts

Researchers have found a genetic link between physical pain and social rejection, which means that breaking up with a partner really can be painful!

Psychologists at the University of California, Los Angeles say the human body has a gene which connects physical pain sensitivity with social pain sensitivity. The findings back the common theory that rejection 'hurts' by showing that a gene regulating the body's most potent painkillers - mu-opioids - is involved in socially painful experiences too.

Their study indicates that a variation in the mu-opioid receptor gene (OPRM1), often associated with physical pain, is related to how much social pain a person feels in response to social rejection. People with a rare form of the gene are more sensitive to rejection and experience more brain evidence of distress in response to rejection than those with the more common form.

Researchers collected saliva samples from 122 participants to assess which form of the OPRM1 pain gene they had and then measured sensitivity to rejection in two ways. First, participants completed a survey that measured their own sensitivity to rejection. They were asked, for example, how much they agreed or disagreed with statements like "I am very sensitive to any signs that a person might not want to talk to me." Then the emotions of 31 people among the group were tested when they were excluded during a virtual ball-tossing computer game.

Study co-author Prof Naomi Eisenberger said: "Individuals with the rare form of the pain gene, who were shown in previous work to be more sensitive to physical pain, also reported higher levels of rejection sensitivity and showed greater activity in social pain-related regions of the brain when they were excluded."

This is the first time that it has been proved that genes involved in physical pain are linked to mentally painful times like social rejection and breaking up with a lover. Co-author Baldwin Way said: "These findings suggest that the feeling of being given the cold shoulder by a romantic interest or not being picked for a schoolyard game of basketball may arise from the same circuits."

Prof Eisenberger said this overlap in the neurobiology of physical and social pain makes perfect sense. She said: "Because social connection is so important, feeling literally hurt by not having social connections may be an adaptive way to make sure we keep them. "Over the course of evolution, the social attachment system, which ensures social connection, may have actually borrowed some of the mechanisms of the pain system to maintain social connections."

The research is published by the Proceedings of the National Academy of Sciences.

Wednesday, 19 August 2009

How To Build Rapport

"In order to sell a product or a service, a company must establish a relationship with the consumer. It must build trust and RAPPORT. It must understand the customer's needs, and it must provide a product that delivers the promised benefits." - Jay Levinson

By Patrick Driessen & Tony Jeary
As the above quote by Jay Levinson states; building relationships which are based on trust and rapport are essential to be able to succeed in business and in life. It also is one of the most important success factors for true leaders: building valuable and trusted relationships. For sales executives it is one of the most important success factors in the process to become a trusted advisor of the customer. And... it is a proven fact that building and having valuable relationships increases your happiness, which helps you to become even more successful!

So what does building rapport means? The Dictionary.com website defines 'Rapport' as follows:
  1. A relationship of mutual understanding or trust between people
  2. A feeling of sympathetic understanding
  3. A sympathetic compatibility.

In the world of presentations, all of these can apply. In our context, Rapport is an important connection made between the presenter and the participants based upon some level of real or perceived commonality.

Why: Rapport is important because it reduces tension. It allows the audience members to be more open to your message, more likely to accept your logic and facts, and be ready to respond favorably to your proposed actions. Without rapport, the presenter is at risk of being dismissed out of hand, without getting a chance to get the facts on the table or argue the case. In extreme cases, people may say (to themselves) "Who you are speaks so loud I can't hear what you're saying."

How: The ability to build rapport begins with knowing your audience. With a clear picture of the participants' backgrounds, likes and dislikes and views on the subject at hand, you can be prepared to build a positive relationship. Importantly, you can also avoid sensitive areas and potential "hot buttons" that might otherwise cause unintentional triggering of emotional reactions.

Below are ten specific suggestions on how to use your audience knowledge in a positive way to build the rapport that you need to succeed:
  1. Meet & greet beforehand, and turn these people into Audience Champions who can provide support during the session.
  2. Make contact. Shake hands, and when appropriate, demonstrate warmth by placing a hand on their shoulder or even by giving a hug. Read their body language and use yours to effectively communicate with them.
  3. Use a Host Introduction. This provides trust transference and establishes initial credibility.
  4. Demonstrate that you've done your homework. Communicate the research you've done and the knowledge you have about the participants' situation. Share their thoughts, and express the doubts that they may have about you or your proposition. Show how what you're going to say directly relates to and benefits their world.
  5. Understand that like attracts like. When people are similar to each other they tend to like each other. When people are not like each other they tend not to like each other. Language and attire are the first tip-offs - if you're presenting to a corporate board, suit up and use the big words. If you're meeting on the plant floor, lose the tie and adjust your vocabulary accordingly.
  6. Adjust your body language, tonality, volume, pitch, and speaking speed to suit the audience. These factors can have a significantly greater impact on how your communication is received than the words that you use in your pitch. Especially in one-on-ones, sales situations and small groups, try to match the voice tonality and physiology of the other person. If they are fast talkers and your pace tends to be slow it would behoove you to speed it up. If they sit ramrod straight and cross their legs - you do the same. You will be amazed at how this simple technique will help you make your point.
  7. Eye contact is very important as well, both before and during the presentation. As you shake hands, you need to hold eye contact long enough to note the color of the person's eyes. This demonstrates that you care about them personally and can make them feel special. In large room settings where you can't see well past the stage lights, pick target faces in the audience and hold your direction for about 7-10 seconds. Even though you don't make literal eye contact, you'll be perceived as making a connection that will add warmth to your delivery.
  8. Demonstrate Caring and Generosity. Give away things of value, make yourself accessible, and incorporate a personal touch. Learn people's names and use them.
  9. Prove you respect their time: begin and end on time.
  10. Be Integer, Sincere and Honest. Trust is the foundation for building a valuable relationship with your audience. This is not something you can fake! To be successful, you must be sincere, integer and honest throughout every step of the rapport building process. Being sincere means believing in yourself, your product, your company and in your audience wholeheartedly. It means believing the unique value of your product or service will benefit the audience you are presenting to. You must be passionate about wanting to help your audience and do so in an honest way. Without sincerity and honesty you have no chance at building the rapport that will lead to vaulable relationships and loyal business! Always remember to relax, laugh, be yourself and enjoy yourself; by building rapport you are really just making new valuable friends!

Key Benefits:
  • Good rapport, established early, will get you past a critical "credibility checkpoint", and open minds to what you have to say and message you are trying to deliver.
  • In addition to basic receptivity, skilled use of the techniques noted above will set you up for a more effective and a much easier "close." People will be open to what your call to action is suggesting.
  • In addition to credibility and compatibility for the moment, a good job in building rapport for a single event sets you up to come back again, and gives you a "leg up" for future presentations.
  • Strong rapport forms the basis of valuable and trusted relationships from which you can benefit in business and in your private life. It makes you happier and more successful!

Action Plan:
  • Before your next presentation or group meeting, think about who will be attending and do your homework. Be prepared!
  • Plan ahead to set up key supporters. Contact and arrange for both a strong Host Introduction and for positive Audience Champions.
  • Work out the words that both you and your supporters will be comfortable with, and be careful not to go overboard with glowing comments. The rest of the audience will spot an insincere "shill" a mile away. Practice in advance!

Additional Reading:

If you would like to read and learn more about building rapport and building valuable relationships, I can recommend the book "How to Win Friends & Influence People" written by Dale Carnegie.

"The most effective way to achieve right relations with any living thing is to look for the best in it, and then help that best into the fullest expression!" - Allen J. Boone

"Treat people as if they were what they ought to be and you will help them become what they are capable of becoming!" - Johann Wolfgang Von Goethe

Wednesday, 12 August 2009

The World's Shortest Leadership Course

"Do not go where the path may lead, go instead where there is no path and leave a trail!" - Ralph Waldo Emerson

By Marty Nemko

Even if you’re just a clerk, you can become a leader. A wonderful leader! Here’s how:

Envision yourself as a leader in your own image. Great leaders aren’t alike. They come in flavors. The naturally great speakers spend more time speaking. The brilliant strategists stay in their office strategizing. The masters of efficiency focus on making every aspect of the business hum. Before you get your first leadership position, assess yourself: What are you best and worst at? Mold your leadership style to emphasize your strengths, and plan to delegate or outsource the rest.

Hire cleverly. No matter what flavor, leaders must hire wisely. Nothing is more important. Don’t waste time placing ads--there’s too much dishonesty in resumes and cover letters. Better to ask everyone you respect for solid candidates. In job interviews, don’t bother asking obvious questions such as, “What is your greatest strength and weakness?” It’s easy to prepare smart answers to those. Instead, simulate tasks the candidate will do on the job, then grade his or her performance. When you’re down to a few finalists, ask each for 10 references. Call them at night, when you know they won’t be in the office. Leave a voice mail saying, “I’m considering Joe Amazing for a very important position. If you think he’s truly excellent, call me back. If not, don’t call.” If you get seven or more calls, you have the right person.

Speak well. I’ll be honest with you; if you’re a dullard, you could learn all the speaking techniques in the world and still be a terrible speaker. But assuming you’re bright, here a a few keys to effective speaking: Keep it simple. Use anecdotes and metaphors where appropriate. Speak at a moderate pace, and in your most pleasing tone of voice. (Try different parts of your vocal range in a tape recorder. Learn to use your favorite.) Do the same in everyday communication, but remember that the key to effective conversation is listening: to what is said, and also to what is not said. Also watch for changes in body language. Listening well is much more difficult than people think. And it’s crucial.

Develop an inspiring vision. You can develop an exciting vision for your employees, no matter how mundane the organization. Let’s say you’re heading the long-term care division of an insurance brokerage. All but the most jaded employee would be inspired by your saying, “We are going to ensure that every one of our customers gets the very best insurance at the very best price, which will give them the peace of mind and security they deserve, without breaking their budget. We’re going to trumpet our excellence so we get ever more customers. And with all the money we’re going to make, I’m going to ensure that you are all well paid, and we’ll adopt a local school. I’ll give them five percent of my own salary, you can give money, time, or neither as you see fit. We are going to make a difference in our community.” Throughout every moment of every day, live the realization of that vision. Work hard to follow-through on implementing that vision, and celebrate even little accomplishments along the way. Be generous with praise, cautious with criticism.

Fire fast. If quick efforts to remediate a bad employee don’t work, fire the person quickly. A bad employee can infect the rest. To avoid lawsuits, try to counsel the person to leave voluntarily, offering to help the person find a position at which he or she might be more successful.

Prioritize decisiveness over inclusivity. The best managers know when to encourage team involvement in decision-making and when to act unilaterally. Today’s corporate-think too often emphasizes decision-making by consensus. Usually, the result is a tepid idea that took a long time to generate. It’s hard to get a bold idea that an entire group will agree on. Great leaders generally get a modest amount of input and then make bold decisions on their own.

Know just enough tech. You don’t need to be an expert at IT, accounting, or the science behind your product. In fact, acquiring high-level tech expertise is usually not a good use of a leader’s time. You must simply know enough about these fields to be able to understand, ask questions, and then provide direction to those technical experts. Often, the best ways to do that are what I call, the “Hey Joe School.” You simply call an internal or outside expert in those fields, and say, “Hey, Joe, would you meet with me a couple of times to give me an overview of what I need to know about computer servers [or whatever]?”

Manage time. Constantly have a little voice on your shoulder asking, “Is this a wise use of your time?” Nothing is more important than making the most of your time: Not a PDA, not a Day-Timer, not a filing system, not anything. Effective leaders don’t rush, but they recognize that time is their most valuable commodity. And they’re miserly with it. That means saying no, or delegating a task when you could better use your time. It also means that everything doesn’t need to be done perfectly. Sometimes, good enough is good enough.

Look good. Alas, we live in a shallow, beauty-obsessed society. So, if you don’t look good, you start out with a strike or two against you. Fortunately, leaders are not expected to have Hollywood looks. But it’s worth a bit of primping to persuade all those shallow folks to think of you as leaderly. Wear attractive suits in timeless designs. Choose moderate hairstyles and makeup. Tip: If you’re on a budget, rather than buy cheap new clothes, shop at high-end thrift shops. That $500 suit can often be bought for 75 bucks!

Work long hours. I’d rather disappoint you with the truth than anesthetize you with lies. No matter what you may have heard from Oprah, success at the top generally requires you to work long, and work smart. In addition to accomplishing more, working long hours provides a role model for your workers. If you want to work just 40 hours, fine, but don’t expect to be a great leader. I know dozens, and their average workweek is 60+ hours. But there’s a big payoff: Being an effective, beloved leader of an important enterprise is one of the best ways to feel like you live a meaningful life.


"The leader is best,
When people are hardly aware of his existence,
Not so good when people praise his government,
Less good when people stand in fear,
Worst, when people are contemptuous.
Fail to honor people, and they will fail to honor you.
But of a good leader, who speaks little,
When his work is done, his aim fulfilled,
The people say, 'We did it ourselves.'"
- Lao Tzu

How To Overcome Your Procrastination

"Nothing is so fatiguing as the eternal hanging on of an uncompleted task!" - William James

As many of my 'Helping You Succeed!' blog readers emailed me about their 'fear for success', 'fear for taking action' and many other procrastination causes, which prevents them from becoming more successful, below you'll find some good insights and guidelines to help you overcome your procrastination (written by Marty Nemko). Success guaranteed!

A Cure for Procrastinating
Here’s a cure for those who are sick and tired of being told; “If only you applied yourself, you could accomplish so much!:

1. Make top-of-mind that you really are squandering your life. Your life’s meaning is significantly determined by how much you’ve given to the world. And as everyone’s been telling you ad nauseum, you have so much potential to do that. Decide, finally, that every time you opt to forgo productivity in favor of a brain teaser or party, you’re probably wasting life’s most precious resource: TIME!

2. Set a big goal. Goethe said, “Dream no small dreams because they have no power to move people’s hearts.” So, what’s the biggest, most exciting goal you could potentially achieve if you put your mind to it? Even if you’re not sure you could achieve it, might getting partway there is good enough?

Can’t think of a big, exciting goal? Here are common fantasy careers: owning a cool business, being a celebrity, being in the fashion, sports, computer games, or film industry, directing or starting a non-profit, holding political office, holding a status job like architect, lawyer, or executive.

Already in a career? What’s the biggest contribution you could make to your field? Most people don’t have the intellectual firepower to make a big contribution, but you’re a Mensan. You do.

3. Picture the benefits of achieving your goal. Money? Fame? Self-esteem? A more meaningful life? Get your spouse off your back? Increased happiness? More meaningful relationships?

4. Is fear making you procrastinate? If so, what would your wiser twin say in response to your fear? For example, if you’re afraid of failing, your wiser twin might say, “If the goal is really too difficult, change it or get the skills you need so it’s not too difficult.” Or, “Is it wiser to not attempt your goal at all, which guarantees failure? Would the price of failure be so great as to justify your not trying it?”

5. Consider getting a collaborator. Procrastinators often feel guilty about slacking if they have a partner to be accountable to.

6. Be aware of the moment of truth: that moment, when you, usually unconsciously decide whether you should take that next baby step toward your goal or see what event you should next attend? By making the choice consciously, you’ll more often choose the productive activity.

7. Break the project into baby steps. Don’t know how? Get help from a close friend, family member, coach or mentor.

8. When you’re stuck, struggle for no more than one minute. Generally, if you haven’t made progress in a minute, chances are that additional struggling won’t help. It will merely make you want to procrastinate more!

9. DON'T put it on your To-Do List. Conventional wisdom says to put all your tasks on a to-do list and then prioritize the list. I've found that for many tasks, you're wiser to just do the task: you save the time it takes to put the task on your list; you avoid adding to the many tasks hanging over your head like Poe's pendulum in the pit; doing it now tends to make you not be overly perfectionistic about it; most important, you avoid procrastination: you've gotten it done! So instead of the guilt, you'll start hearing, "Wow. Thanks for the fast response!" That feels so good!

10. A one-paragraph procrastination treatment. When you're tempted to procrastinate, there's a moment of truth when you're still able to resist, like when you're just starting to lose your temper. At that moment, you can still restrain yourself.
How to restrain yourself from procrastinating? At the moment of truth, ask yourself, "What's my next one-minute task?" If you can't figure out what it is or how to do it, ponder for just one minute. If you're still clueless, get help or decide that the problem isn't important enough to worry about.


11. Procrastination Excuses. Do you use any of these bogus excuses to justify procrastinating?
  • I'll feel more like doing it tomorrow. --> Think back to previous times you've used that excuse. Did you feel more like doing it the next day?
  • After I do X (for example, clean my desk), I'll do the task. --> Again, think back. Did delaying the task make things easier?
  • I'm afraid of failing. --> Not trying ensures failure! Winners increase their chances of success by dividing tasks into bite-sized pieces and getting help where needed.

What can you do today?
When tempted to procrastinate, first congratulate yourself on catching yourself making an excuse. Then do your next few-second task. Expect it to feel uncomfortable. Do it anyway. It will get better! It will help you to succeed faster and better!

"The two rules of procrastination: 1) Do it today. 2) Tomorrow will be today tomorrow!" - Author Unknown

Make this a Positive & Successful day.... unless you have other plans!

Thanks, warm regards & success,


Patrick Driessen