Turnover refers to the number of employees who have voluntarily or involuntarily left a given job or group of jobs during a specific period of time. The "turnover rate" is the ratio of this number to the total number of employees in the job or job group.
Employee turnover is much more costly than you might think. In fact, research shows that up to 80% of turnover costs are hidden. Because of these virtually invisible costs, most managers usually do not track turnover or are not alarmed by high turnover rates.
When you add everything up (separation, vacancy, replacement, and training costs), the price tag for turnover typically ranges from 33% to 50% of annual compensation and benefits for hourly employees. And it's a whopping 100% to 200% for salaried employees. Since there is so much on the line, it pays to do everything you can to keep successful and productive employees from leaving.
BIZTIP #1 -- Regularly monitor employee turnover in your organization.Do you monitor employee turnover for key jobs in your organization? If you don't, you're not taking advantage of valuable information that could save you time and money. You can quickly estimate the turnover rate for any job in your company by completing our free Employee Turnover Calculator, a business tool that provides both annualized turnover rates and estimated costs associated with turnover.
BIZTIP #2 -- Improve your hiring practices.
Studies indicate that your first line of defense against higher-than-desired turnover is a successful employment process. Poor hiring practices significantly contribute to employee turnover. Do whatever you can to take the gambling out of making hiring decisions and reduce turnover in your organization.
BIZTIP #3 -- Provide realistic job previews.
A realistic presentation of relevant aspects of your jobs will help attract promising applicants who are more likely to stay with your organization. Don't try to sugarcoat anything when you're telling applicants about your jobs. Honesty is the best policy for minimizing problems with employees later on.
BIZTIP #4 -- Orient new employees properly and give them the support they need.
Be sure you give new employees helpful tips for dealing with job realities. This can be accomplished effectively in an employee orientation program. It's also a good idea to place new employees in work groups with positive attitudes. And make sure that new employees receive the support they need from their supervisor, especially during the first three months on the job.
BIZTIP #5 -- Make sure your training programs are effective.
Nothing will make a new employee leave faster than a sense of failure. If your training programs don't help employees meet job expectations, most people will look for greener pastures that foster employee development and success. Take some time and learn how "accelerated learning" techniques can help you improve your training programs and speed up the learning process for your employees.
BIZTIP #6 -- Evaluate employees consistently and fairly.
Employees who feel mistreated by management are more likely to pack their bags. To promote fair treatment of all employees, use a structured performance management program for evaluating employees in relevant areas in a consistent manner. In particular, be sure to communicate regularly to your successful employees (i.e., the people you don't want to leave) that you value their talents and contributions to the organization.
CONCLUSION
Monitoring employee turnover is an easy way to check your organizational health. Low turnover normally (but not always!) means a fairly healthy organization. On the other hand, high turnover usually is symptomatic of underlying problems, such as inadequate selection and training programs or unhealthy management practices.
Employee retention problems can have detrimental effects if nothing is done to address the hidden causes. That's why it's important to monitor employee turnover over a period of time. If you know that employee turnover is high or is rising sharply, you are more likely to investigate the problem and take appropriate, timely action.
Thursday, June 30, 2011
Wednesday, June 29, 2011
WHAT ISN'T YOUR CUSTOMER TELLING YOU?
An objection is really an opportunity. It gives you a chance to target the information you are missing.
When your prospect raises an objection, listen for what she's not telling you because that objection is merely a symptom of an underlying Basic Issue. That Basic Issue is something deeply personal that leads the prospect to believe she’ll be taking a risk and will be on the losing side if she agrees to your proposal.
An objection such as: “We do not have time for this,” may actually be telling you that the customer feels overwhelmed given the current projects this quarter. Taking on more would make her appear incompetent, or that she will have to work longer hours thereby sacrificing time with family. You also hear the common objection, “Your price is outrageous!” A possible translation would be that this person has sponsored a similar project in the past that did not deliver as expected and she’s not confident that approving yours would improve her credibility to the board.
The severity of the customer’s Basic Issue can go from bad to worse over time unless you consciously step in. Do so any time in the sales call where you sense your customer is in an “I’m losing” frame of mind. There are ways to discuss and work with those feelings but the one thing you should NOT do is to deny their validity. Saying something like, “You shouldn’t feel that way,” is a surefire way of killing your deal on the spot.
Instead, ask questions like: “You had shown a little uncertainty about how my proposal will affect your team’s current workload (or structure). Do you still feel that’s a potential problem?” Or simply call it out with a direct question, “If I could give you a proposal that would make you entirely comfortable, what would it look like?”
No matter how you phrase the questions, the objective is to uncover the area of distress so you can address it. And because you’re dealing with feelings and attitudes, it’s especially important that you pause and listen to the answers. You want to convey to your prospect that you are a partner who is invested in her success as a result of this deal.
When your prospect raises an objection, listen for what she's not telling you because that objection is merely a symptom of an underlying Basic Issue. That Basic Issue is something deeply personal that leads the prospect to believe she’ll be taking a risk and will be on the losing side if she agrees to your proposal.
An objection such as: “We do not have time for this,” may actually be telling you that the customer feels overwhelmed given the current projects this quarter. Taking on more would make her appear incompetent, or that she will have to work longer hours thereby sacrificing time with family. You also hear the common objection, “Your price is outrageous!” A possible translation would be that this person has sponsored a similar project in the past that did not deliver as expected and she’s not confident that approving yours would improve her credibility to the board.
The severity of the customer’s Basic Issue can go from bad to worse over time unless you consciously step in. Do so any time in the sales call where you sense your customer is in an “I’m losing” frame of mind. There are ways to discuss and work with those feelings but the one thing you should NOT do is to deny their validity. Saying something like, “You shouldn’t feel that way,” is a surefire way of killing your deal on the spot.
Instead, ask questions like: “You had shown a little uncertainty about how my proposal will affect your team’s current workload (or structure). Do you still feel that’s a potential problem?” Or simply call it out with a direct question, “If I could give you a proposal that would make you entirely comfortable, what would it look like?”
No matter how you phrase the questions, the objective is to uncover the area of distress so you can address it. And because you’re dealing with feelings and attitudes, it’s especially important that you pause and listen to the answers. You want to convey to your prospect that you are a partner who is invested in her success as a result of this deal.
Monday, June 27, 2011
COPING WITH OVER-WHELM
Every business owner or manager has far more to do than
anyone can accomplish in the time available. We all have
marketing and research to do, meetings to attend, people to
supervise or a website to build. It’s easy to feel over-
whelmed.
What’s a leader to do?
Failures succumb. They let themselves get over-whelmed and
have the feeling that it’s “too much,” or that they “can’t
do it all.”
Winners, on the other hand, accept reality. Of course you
can’t do it all! No one could! That’s the way life, and
business, is. You can’t fight it.
Winners employ three simple steps, and I highly recommend
them.
1. They say, No! They understand that some of the have-to’s
are simply unrealistic and they say no, even if it would be
"nice" if they could do them. Some of the things on any
manager’s list simply won’t get done, at least not today.
Delegate or out-source as many things as you can. When
necessary, just say No.
2. They Sequence. This is another word for prioritizing. A
few things must be done now, or soon. Others must be done,
but can wait until tomorrow or next week, perhaps even until
next year. Do the things of most importance, leave
everything else until it’s turn.
3. They Focus. Successful leaders do one thing at a time
and each individual item, at that critical moment, gets
their full attention. When you’re in a meeting that you've
decided is the most important thing at the moment, BE THERE!
Pay attention. Be alert. Stay focused.
Quotes of the Week
"Destiny is not a matter of chance, it is a matter of
choice. It is not a thing to be waited for, it is a thing
to be achieved." -- Jeremy Kitson
"If you can DREAM it, you can DO it." -- Walt Disney
"In each of us are places where we have never gone. Only by
pressing the limits do you ever find them." -- Dr. Joyce Brothers
"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 wind in your sails. Explore. Dream. Discover." -- Mark Twain
anyone can accomplish in the time available. We all have
marketing and research to do, meetings to attend, people to
supervise or a website to build. It’s easy to feel over-
whelmed.
What’s a leader to do?
Failures succumb. They let themselves get over-whelmed and
have the feeling that it’s “too much,” or that they “can’t
do it all.”
Winners, on the other hand, accept reality. Of course you
can’t do it all! No one could! That’s the way life, and
business, is. You can’t fight it.
Winners employ three simple steps, and I highly recommend
them.
1. They say, No! They understand that some of the have-to’s
are simply unrealistic and they say no, even if it would be
"nice" if they could do them. Some of the things on any
manager’s list simply won’t get done, at least not today.
Delegate or out-source as many things as you can. When
necessary, just say No.
2. They Sequence. This is another word for prioritizing. A
few things must be done now, or soon. Others must be done,
but can wait until tomorrow or next week, perhaps even until
next year. Do the things of most importance, leave
everything else until it’s turn.
3. They Focus. Successful leaders do one thing at a time
and each individual item, at that critical moment, gets
their full attention. When you’re in a meeting that you've
decided is the most important thing at the moment, BE THERE!
Pay attention. Be alert. Stay focused.
Quotes of the Week
"Destiny is not a matter of chance, it is a matter of
choice. It is not a thing to be waited for, it is a thing
to be achieved." -- Jeremy Kitson
"If you can DREAM it, you can DO it." -- Walt Disney
"In each of us are places where we have never gone. Only by
pressing the limits do you ever find them." -- Dr. Joyce Brothers
"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 wind in your sails. Explore. Dream. Discover." -- Mark Twain
Friday, June 24, 2011
ARE YOU PUTTING A SQUARE PEG IN A ROUND HOLE?
Thanks to Fisher-Price, as babies we learn a concept that we seem to forget by the time we're adults: you can't put a square peg in a round hole.
We do it especially with relationships and with jobs. If we don't know what we're looking for, we become obscured by what we're attracted to. And then we don't realize we've reverted to pounding the round orange peg into the hole on that plastic table right in front of us when it's the square blue peg that fits.
Most people will continue to force it -- and with a lot of hard work, sweat, and stress -- it can be made to fit, but never very well and never for very long. Eventually that peg is going to explode out of the hole into which they're trying to mash it.
And by the time they realize it's not fitting, they're so far in that instead of realizing what's happened and getting out, they try harder to make it work or else they do nothing. In both cases, not only does the fit fail to improve, it becomes more tenuous with time.
Failing to define what they want is where it begins. And unless luck intervenes, it's not long before the new job -- or new relationship -- isn't as satisfying as it initially appeared. Additionally, when they realize that what they have isn't what they want, they wait too long to leave. And in leaving one job for another, desperation does not breed objectivity.
Avoiding the "unhappy at work" syndrome can be solved in a few simple pro-active steps especially if you don't get bogged down in the discomfort and fear of the minutiae along the way.
1. Acknowledge you hate your job and want to be elsewhere -- and realize it before you feel you have to leave at any cost.
2. Get a solid idea of what you like, don't like, what motivates you, at what you excel, under what circumstances you produce your best work, etc, by examining your previous jobs.
3. Identify exactly what you want in your next job and under what circumstances you're willing to bend your needs.
4. Actively go find it, and exclude anything that doesn't match it or come close.
5. As you interview -- and learn more information about each opportunity -- pursue it if it fits and dump it if it doesn't.
You're looking for the company that meets your profile, and is looking for an employee like you. Every person is unique, and every company and job is unique. Job hunting isn't that different from dating. In a bad match, both parties will be unhappy and resistant to being changed by the other. But when the bad match is your new job, you've gotten married a whole lot sooner so there's a bit more involved than just breaking up and going home.
Beyond knowing what you want in your next company, you need to be aware of why you're valuable, what you have to offer, under what circumstances you can best contribute to a company, and how and why you will be an asset and a value-added employee.
Because otherwise, whether you're tempted by the salary, blinded by the desperate need to pay bills, operating under a haze of assumptions or -- having stuck your resume on a job board and waited for a miracle -- finally having found something, you might soon discover it's not the Utopia you thought it would be.
So pay attention to that long-ago lesson you learned sitting on the living room floor. Know if you're a square blue peg, a red triangle peg, a green rectangle peg or whatever you are before you go looking so you're able to spot the place you want to be. You'll find you slide into place and rest there contentedly much easier.
We do it especially with relationships and with jobs. If we don't know what we're looking for, we become obscured by what we're attracted to. And then we don't realize we've reverted to pounding the round orange peg into the hole on that plastic table right in front of us when it's the square blue peg that fits.
Most people will continue to force it -- and with a lot of hard work, sweat, and stress -- it can be made to fit, but never very well and never for very long. Eventually that peg is going to explode out of the hole into which they're trying to mash it.
And by the time they realize it's not fitting, they're so far in that instead of realizing what's happened and getting out, they try harder to make it work or else they do nothing. In both cases, not only does the fit fail to improve, it becomes more tenuous with time.
Failing to define what they want is where it begins. And unless luck intervenes, it's not long before the new job -- or new relationship -- isn't as satisfying as it initially appeared. Additionally, when they realize that what they have isn't what they want, they wait too long to leave. And in leaving one job for another, desperation does not breed objectivity.
Avoiding the "unhappy at work" syndrome can be solved in a few simple pro-active steps especially if you don't get bogged down in the discomfort and fear of the minutiae along the way.
1. Acknowledge you hate your job and want to be elsewhere -- and realize it before you feel you have to leave at any cost.
2. Get a solid idea of what you like, don't like, what motivates you, at what you excel, under what circumstances you produce your best work, etc, by examining your previous jobs.
3. Identify exactly what you want in your next job and under what circumstances you're willing to bend your needs.
4. Actively go find it, and exclude anything that doesn't match it or come close.
5. As you interview -- and learn more information about each opportunity -- pursue it if it fits and dump it if it doesn't.
You're looking for the company that meets your profile, and is looking for an employee like you. Every person is unique, and every company and job is unique. Job hunting isn't that different from dating. In a bad match, both parties will be unhappy and resistant to being changed by the other. But when the bad match is your new job, you've gotten married a whole lot sooner so there's a bit more involved than just breaking up and going home.
Beyond knowing what you want in your next company, you need to be aware of why you're valuable, what you have to offer, under what circumstances you can best contribute to a company, and how and why you will be an asset and a value-added employee.
Because otherwise, whether you're tempted by the salary, blinded by the desperate need to pay bills, operating under a haze of assumptions or -- having stuck your resume on a job board and waited for a miracle -- finally having found something, you might soon discover it's not the Utopia you thought it would be.
So pay attention to that long-ago lesson you learned sitting on the living room floor. Know if you're a square blue peg, a red triangle peg, a green rectangle peg or whatever you are before you go looking so you're able to spot the place you want to be. You'll find you slide into place and rest there contentedly much easier.
Tuesday, June 21, 2011
NETWORKING FOR FUN AND PROFIT
There's an old saying that "it's who you know that counts,"
and for better or worse, it's often true.
Yes, there is a cynical aspect to the phrase, referring to
favoritism that is unfortunate. More often, however, people
get the referral or the promotion precisely because (in a
positive sense) of "who they know." Knowing and liking
someone does make a difference.
When it comes to networking, however, I've noticed two
unfortunate patterns that are generally NOT helpful:
First is the person (to be honest, it's usually a male) who
views networking as some strange contest to see who can
trade the most business cards in the shortest period of
time. There's a frantic, shallow energy that is a huge turn-
off. Their quick handshake, exaggerated smile and exchange
of business cards is usually a waste of time.
The second is the person who attends networking functions
but fails to connect in a meaningful way. Often they spend
the entire time chatting with a friend, and leave without
meeting anyone new, or making any lasting impressions.
Effective networking means connecting with people in an
honest, sincere way that says you would like to help them if
you can, and would appreciate the other person's support in
exchange.
Get to know people. Call them up, go to lunch, and if
appropriate, certainly exchange business cards! But what
you're looking for is a relationship. Get to know a few
people well, rather than collecting dozens of cards from
strangers. Follow-up with a phone call to touch base. And
for goodness sake, if you can, be sure to send some business
to the other person. Nothing will grow your own referral
business like the gratitude of people who have benefited
from your genuine support.
and for better or worse, it's often true.
Yes, there is a cynical aspect to the phrase, referring to
favoritism that is unfortunate. More often, however, people
get the referral or the promotion precisely because (in a
positive sense) of "who they know." Knowing and liking
someone does make a difference.
When it comes to networking, however, I've noticed two
unfortunate patterns that are generally NOT helpful:
First is the person (to be honest, it's usually a male) who
views networking as some strange contest to see who can
trade the most business cards in the shortest period of
time. There's a frantic, shallow energy that is a huge turn-
off. Their quick handshake, exaggerated smile and exchange
of business cards is usually a waste of time.
The second is the person who attends networking functions
but fails to connect in a meaningful way. Often they spend
the entire time chatting with a friend, and leave without
meeting anyone new, or making any lasting impressions.
Effective networking means connecting with people in an
honest, sincere way that says you would like to help them if
you can, and would appreciate the other person's support in
exchange.
Get to know people. Call them up, go to lunch, and if
appropriate, certainly exchange business cards! But what
you're looking for is a relationship. Get to know a few
people well, rather than collecting dozens of cards from
strangers. Follow-up with a phone call to touch base. And
for goodness sake, if you can, be sure to send some business
to the other person. Nothing will grow your own referral
business like the gratitude of people who have benefited
from your genuine support.
Thursday, June 16, 2011
FINDING BALANCE WITH THE 7 ASPECTS OF WELLNESS
There is a simple road map that can guide you on the journey toward more balanced living. The 7 Aspects of Wellness are your key to harmonizing all the major life areas that work together to create a whole and complete life.
Balance is based in total wellness, and total wellness is more than just emotional health or physical fitness. The 7 Aspects--Emotional, Physical, Intellectual, Social, Environmental, Occupational and Spiritual--encompass every square inch of your life, and practicing positive habits in each of these areas will help you find total wellness.
Emotional Wellness is the life area that involves your internal landscape--your personal thoughts and feelings. How you cope with stress is a huge component of your Emotional Wellness and has a big effect on your sense of mental balance. As you explore your Emotional Wellness, you journey into self-discovery. This means getting comfortable with who you are by building positive self-esteem and learning about emotional self-care. Basically, when you're comfortable in your own skin, you don't get knocked down as easily by the frustrations of daily life.
Physical Wellness focuses on finding optimum physical fitness. When you hear the term "physical fitness," you may envision hours spent working out and eating nothing but salad. That might be Physical Wellness for some, but it doesn't have to mean that for you! While exercise and eating healthy foods are part of the Physical Wellness equation, so are adequate rest and hygiene. Physical Wellness isn't about having the "perfect" body. In fact, at times the drive for physical perfection can create emotional and physical imbalance. Physical Wellness means living a lifestyle based on habits that support healthy bodily function and longevity.
Intellectual Wellness helps you fall back in love with life and sparks your imagination. It isn't "school." It's learning for learning's sake, about whatever you want to discover. Reading, visiting museums, watching television shows and movies on interesting topics, writing and creating your own art are all keys to balance in the aspect of Intellectual Wellness. From finding hobbies to learning new, practical skills, the words to keep in mind when working toward Intellectual Wellness include "exploration," "wonder," and "discovery."
Social Wellness is about relationships. Friendships, family, romance, and how you treat the cashier at the grocery store are all aspects of your Social Wellness. Social Wellness involves your ability to foster intimacy in relationships while maintaining supportive boundaries; respecting the needs of others, as well as balancing a social life with personal responsibilities. When your Social Wellness is in order, you feel both supportive and supported. Social Wellness is about the give and take that occurs in healthy relationships so that everyone feels nurtured and loved.
Environmental Wellness is probably the most overlooked wellness aspect of the seven. You might not realize how much of an effect your environment plays in your sense of balance, but your mood is heavily influenced by the people, places, and things around you. When your space is clean and clutter free, you feel better. You also feel better when you connect with nature and care for your natural environment. Acts of caring, whether extended to your personal surroundings or the world at large, create simultaneous feelings of self-care.
Occupational Wellness is something we all deal with. Even if you're in school or a stay-at-home mom, you have an occupation. Discovering Occupational Wellness means exploring our true purpose and calling in life, learning to cope with work stress, working toward our goals, and finding a career that lines up with our ultimate dreams. Your occupation is what you'll spend most of your time doing, so you want it to feel meaningful. This requires taking directed steps to get in touch with who you are and what you want from your chosen career.
Spiritual Wellness has an enormously broad definition. We each have our own, individual spiritual journey, and Spiritual Wellness deals with how we seek meaning and purpose in life, our connection with the universe, and a relationship with a higher power, if we so choose. You can explore Spiritual Wellness as part of a faith-based community, but it's not necessary. Spiritual Wellness means clarifying your beliefs and values so that you can truly live by them.
If you focus on each of the 7 Aspects of Wellness, you'll find balance and feel better--as easy as 1-2-3!
Balance is based in total wellness, and total wellness is more than just emotional health or physical fitness. The 7 Aspects--Emotional, Physical, Intellectual, Social, Environmental, Occupational and Spiritual--encompass every square inch of your life, and practicing positive habits in each of these areas will help you find total wellness.
Emotional Wellness is the life area that involves your internal landscape--your personal thoughts and feelings. How you cope with stress is a huge component of your Emotional Wellness and has a big effect on your sense of mental balance. As you explore your Emotional Wellness, you journey into self-discovery. This means getting comfortable with who you are by building positive self-esteem and learning about emotional self-care. Basically, when you're comfortable in your own skin, you don't get knocked down as easily by the frustrations of daily life.
Physical Wellness focuses on finding optimum physical fitness. When you hear the term "physical fitness," you may envision hours spent working out and eating nothing but salad. That might be Physical Wellness for some, but it doesn't have to mean that for you! While exercise and eating healthy foods are part of the Physical Wellness equation, so are adequate rest and hygiene. Physical Wellness isn't about having the "perfect" body. In fact, at times the drive for physical perfection can create emotional and physical imbalance. Physical Wellness means living a lifestyle based on habits that support healthy bodily function and longevity.
Intellectual Wellness helps you fall back in love with life and sparks your imagination. It isn't "school." It's learning for learning's sake, about whatever you want to discover. Reading, visiting museums, watching television shows and movies on interesting topics, writing and creating your own art are all keys to balance in the aspect of Intellectual Wellness. From finding hobbies to learning new, practical skills, the words to keep in mind when working toward Intellectual Wellness include "exploration," "wonder," and "discovery."
Social Wellness is about relationships. Friendships, family, romance, and how you treat the cashier at the grocery store are all aspects of your Social Wellness. Social Wellness involves your ability to foster intimacy in relationships while maintaining supportive boundaries; respecting the needs of others, as well as balancing a social life with personal responsibilities. When your Social Wellness is in order, you feel both supportive and supported. Social Wellness is about the give and take that occurs in healthy relationships so that everyone feels nurtured and loved.
Environmental Wellness is probably the most overlooked wellness aspect of the seven. You might not realize how much of an effect your environment plays in your sense of balance, but your mood is heavily influenced by the people, places, and things around you. When your space is clean and clutter free, you feel better. You also feel better when you connect with nature and care for your natural environment. Acts of caring, whether extended to your personal surroundings or the world at large, create simultaneous feelings of self-care.
Occupational Wellness is something we all deal with. Even if you're in school or a stay-at-home mom, you have an occupation. Discovering Occupational Wellness means exploring our true purpose and calling in life, learning to cope with work stress, working toward our goals, and finding a career that lines up with our ultimate dreams. Your occupation is what you'll spend most of your time doing, so you want it to feel meaningful. This requires taking directed steps to get in touch with who you are and what you want from your chosen career.
Spiritual Wellness has an enormously broad definition. We each have our own, individual spiritual journey, and Spiritual Wellness deals with how we seek meaning and purpose in life, our connection with the universe, and a relationship with a higher power, if we so choose. You can explore Spiritual Wellness as part of a faith-based community, but it's not necessary. Spiritual Wellness means clarifying your beliefs and values so that you can truly live by them.
If you focus on each of the 7 Aspects of Wellness, you'll find balance and feel better--as easy as 1-2-3!
Sunday, June 12, 2011
THE PRINCIPLE OF THE OBJECTIVE
Learn from the Lessons of History
The concepts of military strategy have been studied and written about for more than 4,000 years, going back to the early works of General Sun-Tzu in China more than 2,000 years BC. These principles of strategy that have been developed and perfected over the centuries have direct applications and implications for strategic thinking, both personally and corporately.
Decide In Advance What You Want
The most important military principle is the Principle of the Objective. This principle requires that you decide in advance exactly what it is that you are trying to accomplish. What exactly is your objective? In my experience, fully 80% of all problems in personal and corporate life come from a lack of clarity with regard to objectives and goals.
Clarity Is Critical
Clarity of objective precedes all other elements in strategic thinking. Here are some questions that you can use over and over again to focus and clarify your objectives. The first question is, "What am I trying to do?" The second question is, "How am I trying to do it?" The third question is, "What are my assumptions?" And the fourth question is, "What if my assumptions were wrong?"
Question Your Assumptions
Having the courage to ask these questions, and to question your assumptions, both spoken and unspoken, is a key mark of the superior person. Sometimes individuals avoid questioning their assumptions for fear that they will have to change their minds or do something other than what they started out to do. However, false assumptions lie at the root of almost every failure. The only way that you can root out these wrong assumptions is by carefully analyzing them and discussing them, and then by demanding proof or evidence that these assumptions are still valid. Project Forward In Your Mind
Another method for clarifying your objectives is for you to project forward and look backward. In other words, imagine that you have already achieved the objective that you are working toward. Project yourself forward in your mind and then look back to the present day, to the present moment. What do you see? What changes could you make looking back from this imaginary perspective of hindsight? This is a key peak performance thinking technique.
Determine Why You Want It
The final part of clarifying your objectives revolves around your identifying the reasons why you want to achieve this objective in the first place. Why is it important? Is it still as important as when you started off? Is this objective more important than any other objective that you could be working on? It is essential that you be clear about the answers to these questions.
Action Exercises
Here are two things you can do immediately to apply the principle of the objective to your personal and business life:
First, take out a piece of paper and answer the question: "What am I trying to do?" What are your goals? What are your objectives? Why are you doing what you are doing in the first place? Is this the very best use of your time and energy?
Second, question your assumptions. What things are you assuming are true about yourself, the people around you and the situation? What if one of these assumptions turned out to be false? What changes would you have to make if you found that your most cherished assumptions were not based on reality, or were contradicted by facts?
The concepts of military strategy have been studied and written about for more than 4,000 years, going back to the early works of General Sun-Tzu in China more than 2,000 years BC. These principles of strategy that have been developed and perfected over the centuries have direct applications and implications for strategic thinking, both personally and corporately.
Decide In Advance What You Want
The most important military principle is the Principle of the Objective. This principle requires that you decide in advance exactly what it is that you are trying to accomplish. What exactly is your objective? In my experience, fully 80% of all problems in personal and corporate life come from a lack of clarity with regard to objectives and goals.
Clarity Is Critical
Clarity of objective precedes all other elements in strategic thinking. Here are some questions that you can use over and over again to focus and clarify your objectives. The first question is, "What am I trying to do?" The second question is, "How am I trying to do it?" The third question is, "What are my assumptions?" And the fourth question is, "What if my assumptions were wrong?"
Question Your Assumptions
Having the courage to ask these questions, and to question your assumptions, both spoken and unspoken, is a key mark of the superior person. Sometimes individuals avoid questioning their assumptions for fear that they will have to change their minds or do something other than what they started out to do. However, false assumptions lie at the root of almost every failure. The only way that you can root out these wrong assumptions is by carefully analyzing them and discussing them, and then by demanding proof or evidence that these assumptions are still valid. Project Forward In Your Mind
Another method for clarifying your objectives is for you to project forward and look backward. In other words, imagine that you have already achieved the objective that you are working toward. Project yourself forward in your mind and then look back to the present day, to the present moment. What do you see? What changes could you make looking back from this imaginary perspective of hindsight? This is a key peak performance thinking technique.
Determine Why You Want It
The final part of clarifying your objectives revolves around your identifying the reasons why you want to achieve this objective in the first place. Why is it important? Is it still as important as when you started off? Is this objective more important than any other objective that you could be working on? It is essential that you be clear about the answers to these questions.
Action Exercises
Here are two things you can do immediately to apply the principle of the objective to your personal and business life:
First, take out a piece of paper and answer the question: "What am I trying to do?" What are your goals? What are your objectives? Why are you doing what you are doing in the first place? Is this the very best use of your time and energy?
Second, question your assumptions. What things are you assuming are true about yourself, the people around you and the situation? What if one of these assumptions turned out to be false? What changes would you have to make if you found that your most cherished assumptions were not based on reality, or were contradicted by facts?
Friday, June 10, 2011
WHAT THE JOB INTERVIEWER IS LOOKING FOR.
Prepare for these top interview questions. Use the interview answer guidelines to make sure that your interview responses are in line with what the interviewer is looking for.
Why do you want this job?
Basically the interviewer is asking "Why are you here?" The purpose of this interview question is to make sure that you are looking for the same job that the employer is trying to fill. It is exploring your passion for this business and this work. Why are you interested in this type of work? Provide examples of specific aspects of the work that interest and excite you. Convince the interviewer that you are looking for exactly the type of work that this position is offering. Rephrase in an enthusiastic and positive way the things you have learned about the job from the interviewer, the recruiter or the job posting and your background research. Highlight how your skills and abilities fit in with these job requirements. Ask yourself before the interview, "Why do I want to get this job?" and prepare to convince the interviewer of your motivation and passion. Simply repeating your resume details is not convincing. Prepare a compelling job interview answer that leaves the interviewer in no doubt about your enthusiasm for this specific job and company.
Tell me about yourself
The interviewer is trying to find out if you will fit in with the rest of the team and the company. This job interview question also explores what motivates you and whether it is consistent with the position and company. Again avoid just repeating what you have written on your resume. What makes you uniquely qualified to do this job? Try to describe yourself objectively focusing on your key skills and abilities that will be of value in this job. Describe your character as it relates to the inherent job requirements. If you are not sure of what behaviors are required in the position you can use general work-related adjectives such as diligent, persevering, hard working, enthusiastic. Always keep in mind that your response to top interview questions like this should highlight how your skills, abilities, knowledge and character relate to the job and company profile.
What are your strengths?
One of the most common top interview questions! Describe three or four strengths that highlight why you are the right candidate for the job. Avoid over-used terms and generalizations such as "people-person" but rather be specific about your strength and provide hard evidence of it. For example, you could state that your strengths are your interpersonal skills and your ability to persuade people. Back this up by describing how these strengths have translated into strong sales or winning customers over. Describe how these strengths could be put to good use in the position you are interviewing for.
What are your weaknesses?
With this interview question the interviewer is evaluating your self-awareness and insight rather than your actual weaknesses. Acknowledging a weakness is seen as a sign of maturity and wisdom. Refer to a valid and sincere weakness but turn it into a positive by describing it as an area for development. In your answer detail the steps you have taken to try and improve. Focus on how you have some limitations just like everyone else but you are aware of these and work constantly to improve on them to become a better and more effective employee.
Where do you want to be in five years?
The interviewer is looking for a match of expectations between your hopes and goals and what the job and company can offer you. Referring to goals and aspirations unrelated to the work you are applying for demonstrates a lack of interest in the current position and sends up red flags for the interviewer. It is best to avoid mentioning specific job titles and specific time frames. Refer in a general way to what you enjoy, the strengths you have that you would like to develop, what you hope to learn from your work experience, realistic challenges and opportunities you expect in your chosen career field. Align your goals and successes with the company's goals and successes.
Why should I hire you?
With this top interview question the interviewer is looking at your objective assessment of your suitability for the position. Link up your work experience to the requirements of this job. Describe the immediate relevance of your past experience. Provide examples of your transferable skills. Refer back to your strengths and how they will benefit the position and the company. Focus on your key skills and expand on how you will use them in this position. Offer a couple of examples to explain why you are so enthusiastic about the job, the work and the company. Think of the most convincing example you can give to prove your suitability. Is there something extra you offer in addition to the basic job requirements? Be specific and make it relevant to all you know about the job and company.
Have you any questions for me?
Yes, this is a key interview question! Fail to prepare for and answer this properly and you will eliminate any chance of success. Have a prepared list of good, insightful questions to ask in the interview. Let your questions demonstrate your research and knowledge of the company, the job and the industry. What do you want to know about the position? Basically these are the areas you need to explore. What does the job actually involve? What is required of a successful employee in this position? Are these the people and management I will be happy working with? Will I flourish in this organization?
Prepare for these top interview questions and be confident that you will stand out as the right candidate for the job. View other typical interview questions and answers.
Why do you want this job?
Basically the interviewer is asking "Why are you here?" The purpose of this interview question is to make sure that you are looking for the same job that the employer is trying to fill. It is exploring your passion for this business and this work. Why are you interested in this type of work? Provide examples of specific aspects of the work that interest and excite you. Convince the interviewer that you are looking for exactly the type of work that this position is offering. Rephrase in an enthusiastic and positive way the things you have learned about the job from the interviewer, the recruiter or the job posting and your background research. Highlight how your skills and abilities fit in with these job requirements. Ask yourself before the interview, "Why do I want to get this job?" and prepare to convince the interviewer of your motivation and passion. Simply repeating your resume details is not convincing. Prepare a compelling job interview answer that leaves the interviewer in no doubt about your enthusiasm for this specific job and company.
Tell me about yourself
The interviewer is trying to find out if you will fit in with the rest of the team and the company. This job interview question also explores what motivates you and whether it is consistent with the position and company. Again avoid just repeating what you have written on your resume. What makes you uniquely qualified to do this job? Try to describe yourself objectively focusing on your key skills and abilities that will be of value in this job. Describe your character as it relates to the inherent job requirements. If you are not sure of what behaviors are required in the position you can use general work-related adjectives such as diligent, persevering, hard working, enthusiastic. Always keep in mind that your response to top interview questions like this should highlight how your skills, abilities, knowledge and character relate to the job and company profile.
What are your strengths?
One of the most common top interview questions! Describe three or four strengths that highlight why you are the right candidate for the job. Avoid over-used terms and generalizations such as "people-person" but rather be specific about your strength and provide hard evidence of it. For example, you could state that your strengths are your interpersonal skills and your ability to persuade people. Back this up by describing how these strengths have translated into strong sales or winning customers over. Describe how these strengths could be put to good use in the position you are interviewing for.
What are your weaknesses?
With this interview question the interviewer is evaluating your self-awareness and insight rather than your actual weaknesses. Acknowledging a weakness is seen as a sign of maturity and wisdom. Refer to a valid and sincere weakness but turn it into a positive by describing it as an area for development. In your answer detail the steps you have taken to try and improve. Focus on how you have some limitations just like everyone else but you are aware of these and work constantly to improve on them to become a better and more effective employee.
Where do you want to be in five years?
The interviewer is looking for a match of expectations between your hopes and goals and what the job and company can offer you. Referring to goals and aspirations unrelated to the work you are applying for demonstrates a lack of interest in the current position and sends up red flags for the interviewer. It is best to avoid mentioning specific job titles and specific time frames. Refer in a general way to what you enjoy, the strengths you have that you would like to develop, what you hope to learn from your work experience, realistic challenges and opportunities you expect in your chosen career field. Align your goals and successes with the company's goals and successes.
Why should I hire you?
With this top interview question the interviewer is looking at your objective assessment of your suitability for the position. Link up your work experience to the requirements of this job. Describe the immediate relevance of your past experience. Provide examples of your transferable skills. Refer back to your strengths and how they will benefit the position and the company. Focus on your key skills and expand on how you will use them in this position. Offer a couple of examples to explain why you are so enthusiastic about the job, the work and the company. Think of the most convincing example you can give to prove your suitability. Is there something extra you offer in addition to the basic job requirements? Be specific and make it relevant to all you know about the job and company.
Have you any questions for me?
Yes, this is a key interview question! Fail to prepare for and answer this properly and you will eliminate any chance of success. Have a prepared list of good, insightful questions to ask in the interview. Let your questions demonstrate your research and knowledge of the company, the job and the industry. What do you want to know about the position? Basically these are the areas you need to explore. What does the job actually involve? What is required of a successful employee in this position? Are these the people and management I will be happy working with? Will I flourish in this organization?
Prepare for these top interview questions and be confident that you will stand out as the right candidate for the job. View other typical interview questions and answers.
Wednesday, June 8, 2011
GAP ANALYSIS
Identify the Real Need of the Prospect
As a salesperson, you are in the business of gap analysis. You are a "problem detective." Your job, somewhat like a police inspector searching for suspects, is to find problems for which your product or service is the ideal solution. In a way, your product or service is a key. You make calls looking for locks that your key will open. In the prospecting phase, you insert the key and find that it fits. In the presenting phase, you twist the key and open the lock. In the closing phase, you turn the handle and push the door open.
Use Questions As Sales Tools
Like a verbal detective, the tools of your trade are questions. You use them to get appointments, uncover problems, and discover gaps between where the prospect is now and where the prospect could be by using your product or service. You then show the prospect how much better his situation could be by owning and enjoying what you are selling.
Clarify the Need
There is an old saying, "No need? No presentation!" Before you begin your presentation, it must be clear to the prospect that there is a distance between where he is and where he could be. The prospect must recognize that he has a need that is unsatisfied or a problem that is unsolved. The prospect must also feel that the gap between the real and the ideal is large enough to warrant taking action.
Build Buying Desire
Buying desire is in direct proportion to the intensity of the buyer's need on the one hand, and to the clarity of the solution represented by your product or service on the other. This process of taking the prospect from cold to luke warm to hot is accomplished by the skillful use of questions that uncover the gap and then expand it to the point where the customer is ready to take buying action.
Putting these Ideas into Action
Now, here are two things you can do immediately to put these ideas into action.
First, ask good questions aimed at uncovering the real need or problem the customer has. Listen attentively to the answers. Never assume that you know already.
Second, the larger the gap the customer sees between where he is today and where he could be by using your product or service, the greater is his desire to buy. Show him continually the size of this gap.
As a salesperson, you are in the business of gap analysis. You are a "problem detective." Your job, somewhat like a police inspector searching for suspects, is to find problems for which your product or service is the ideal solution. In a way, your product or service is a key. You make calls looking for locks that your key will open. In the prospecting phase, you insert the key and find that it fits. In the presenting phase, you twist the key and open the lock. In the closing phase, you turn the handle and push the door open.
Use Questions As Sales Tools
Like a verbal detective, the tools of your trade are questions. You use them to get appointments, uncover problems, and discover gaps between where the prospect is now and where the prospect could be by using your product or service. You then show the prospect how much better his situation could be by owning and enjoying what you are selling.
Clarify the Need
There is an old saying, "No need? No presentation!" Before you begin your presentation, it must be clear to the prospect that there is a distance between where he is and where he could be. The prospect must recognize that he has a need that is unsatisfied or a problem that is unsolved. The prospect must also feel that the gap between the real and the ideal is large enough to warrant taking action.
Build Buying Desire
Buying desire is in direct proportion to the intensity of the buyer's need on the one hand, and to the clarity of the solution represented by your product or service on the other. This process of taking the prospect from cold to luke warm to hot is accomplished by the skillful use of questions that uncover the gap and then expand it to the point where the customer is ready to take buying action.
Putting these Ideas into Action
Now, here are two things you can do immediately to put these ideas into action.
First, ask good questions aimed at uncovering the real need or problem the customer has. Listen attentively to the answers. Never assume that you know already.
Second, the larger the gap the customer sees between where he is today and where he could be by using your product or service, the greater is his desire to buy. Show him continually the size of this gap.
Monday, June 6, 2011
ARE WE HALF-WAY THERE YET?
Every business owner knows the importance of a business
plan, concrete goals, and tracking your "measurables." We've
read about these things, and we believe in them.
Unfortunately, a huge number of business leaders do
everything except monitor their progress.
This is the start of June. What does that mean to you as an
entrepreneur, manager or owner? It means it's time to sit
down, check the numbers, monitor your progress and see how
you're doing.
I am a huge believer in tracking the numbers. Since I'm a
visual learner, I love big wall charts. I use colored
markers and graph everything. I graph sales and profits. I
graph subscribers to TIPS, visitors to my website, and
progress toward personal goals such as days off, weight and
fitness goals, and so forth.
In your business, there are a handful of critical
measurables. Typically, these include gross revenue, cost-
of-goods-sold, and net earnings. Depending on your specific
enterprise, you may chart employee productivity, sales
calls, or any number of other variables, but it is essential
that you track (and monitor) the key ingredients to your
success.
Back in January you set targets for all of these things.
(You did set goals for the year, didn't you? If not, please
contact me and I'll coach you to get started immediately!)
In June, it is not always necessary to be half-way to your
goals. Retail organizations, for instance, may do a third of
their annual volume during the Christmas rush. But we are
half-way through the year and it's the perfect time to
review your progress, assess your situation and make
adjustments.
Crunch the numbers. Take a day to calmly evaluate your
progress. Are you where you need to be? Have business
conditions changed, and if so, how will you adapt? If you
are where you need to be, congratulate yourself—and your
staff! And if you don't like what you see, now is the time
to do something about it. Do not wait until December to say,
"ooops!"
It's June. Are you half-way there?
Quotes of the Week
"Be faithful in small things because it is in them that your
strength lies." -- Mother Teresa
"How wonderful it is that nobody need wait a single moment
to improve the world." -- Anne Frank
"How many cares one loses when one decides not to be
something, but (instead) someone." -- Coco Chanel
"Freedom is actually a bigger game than power. Power is
about what you can control. Freedom is about what you can
unleash." -- Harriet Rubin
plan, concrete goals, and tracking your "measurables." We've
read about these things, and we believe in them.
Unfortunately, a huge number of business leaders do
everything except monitor their progress.
This is the start of June. What does that mean to you as an
entrepreneur, manager or owner? It means it's time to sit
down, check the numbers, monitor your progress and see how
you're doing.
I am a huge believer in tracking the numbers. Since I'm a
visual learner, I love big wall charts. I use colored
markers and graph everything. I graph sales and profits. I
graph subscribers to TIPS, visitors to my website, and
progress toward personal goals such as days off, weight and
fitness goals, and so forth.
In your business, there are a handful of critical
measurables. Typically, these include gross revenue, cost-
of-goods-sold, and net earnings. Depending on your specific
enterprise, you may chart employee productivity, sales
calls, or any number of other variables, but it is essential
that you track (and monitor) the key ingredients to your
success.
Back in January you set targets for all of these things.
(You did set goals for the year, didn't you? If not, please
contact me and I'll coach you to get started immediately!)
In June, it is not always necessary to be half-way to your
goals. Retail organizations, for instance, may do a third of
their annual volume during the Christmas rush. But we are
half-way through the year and it's the perfect time to
review your progress, assess your situation and make
adjustments.
Crunch the numbers. Take a day to calmly evaluate your
progress. Are you where you need to be? Have business
conditions changed, and if so, how will you adapt? If you
are where you need to be, congratulate yourself—and your
staff! And if you don't like what you see, now is the time
to do something about it. Do not wait until December to say,
"ooops!"
It's June. Are you half-way there?
Quotes of the Week
"Be faithful in small things because it is in them that your
strength lies." -- Mother Teresa
"How wonderful it is that nobody need wait a single moment
to improve the world." -- Anne Frank
"How many cares one loses when one decides not to be
something, but (instead) someone." -- Coco Chanel
"Freedom is actually a bigger game than power. Power is
about what you can control. Freedom is about what you can
unleash." -- Harriet Rubin
Friday, June 3, 2011
SELF-IMAGE IN SELLING
Why Your Self-Image is a Key Part of Your Personality
Your self-image is the way you see yourself and think about yourself. It is often called your "inner mirror." You look into this mirror in every situation to see how you should perform on the outside. You always behave on the outside in a manner consistent with the picture you have of yourself on the inside.
How Do You See Yourself
For example, if you see yourself, as calm, confident and competent in any aspect of selling, when you are engaged in that activity, you will feel calm, confident and competent. You will be positive and happy. You will perform well and get excellent results. If, for any reason, it doesn't go well at that time, you will throw it off and dismiss it as a temporary situation. Your self-image is clear. In your mind's eye you see yourself as good and capable in that area, and nothing can interfere with your mental picture.
Change Your Self-Image
The most rapid improvements in sales results come from changing your self-image. The moment that you see yourself differently, you behave differently as well. And because you are behaving differently, you get different results.
My Own Story
Some years ago, when I was selling club memberships from office to office, I would end my presentation by giving the prospect a booklet outlining the membership benefits and encourage him to "think about it." My self-image was such that I could not bring myself to ask the prospect to make a buying decision. All day long, I would go from office to office giving my presentation and leaving a little book with descriptions to read. And as you might imagine, I was not making any sales. When I called people back after they had time to think about it, they would invariably say that they were not interested.
The Turning Point
I was getting desperate. I was living from hand to mouth at the time. Although I was seeing lots of prospects, I was making very few sales. Then I had a revelation which changed my career at the time. I realized that it was my fear of asking for the order that was causing all my problems. It was not my prospects. It was me. I needed to change my self-image and thereby change my behavior if I wanted results to improve.
Make A Decision
The very next morning, I made the decision that I would not call back on a prospect. The size of the purchase was small and, when I had completed my presentation, the prospect would know everything that he needed to know to make a decision. There was no benefit or advantage of leaving material behind or giving the prospect several days to think about it. At my very first call, and I still remember it, when I had finished my presentation, the prospect said, "Let me think it over." I smiled and told him that I did not make call backs because I was too
busy, and then I said, "You know everything you need to know to make a decision right now. Why don't you just take it?" I remember him shrugging his shoulders and saying, "OK. I'll take it. How would you like to be paid?"
Double Your Earnings
I walked out of that office on a cloud. That very day I tripled my sales. That week, I sold more than anyone else in the company. By the end of the month, they had made me the sales manager with 42 people under me. I went from making one or two sales per week to making ten or fifteen sales per week. I went from worrying about money to a large salary with an override on the activities of all my salespeople. My sales life took off and, with few exceptions, it never stopped. And the turning point was that conscious choice to modify my self-image and make it more consistent with the results I wanted rather than the results that I was getting.
Action Exercises
Now, here are two things you can do immediately to put these ideas into action.
First, begin to see yourself the way you want to be. See yourself as strong, confident, competent and professional in every way. The person you see is the person you will be.
Second, identify an area of selling where your own ideas about yourself and the situation are holding you back. You always perform on the outside the way you see yourself on the inside.
Your self-image is the way you see yourself and think about yourself. It is often called your "inner mirror." You look into this mirror in every situation to see how you should perform on the outside. You always behave on the outside in a manner consistent with the picture you have of yourself on the inside.
How Do You See Yourself
For example, if you see yourself, as calm, confident and competent in any aspect of selling, when you are engaged in that activity, you will feel calm, confident and competent. You will be positive and happy. You will perform well and get excellent results. If, for any reason, it doesn't go well at that time, you will throw it off and dismiss it as a temporary situation. Your self-image is clear. In your mind's eye you see yourself as good and capable in that area, and nothing can interfere with your mental picture.
Change Your Self-Image
The most rapid improvements in sales results come from changing your self-image. The moment that you see yourself differently, you behave differently as well. And because you are behaving differently, you get different results.
My Own Story
Some years ago, when I was selling club memberships from office to office, I would end my presentation by giving the prospect a booklet outlining the membership benefits and encourage him to "think about it." My self-image was such that I could not bring myself to ask the prospect to make a buying decision. All day long, I would go from office to office giving my presentation and leaving a little book with descriptions to read. And as you might imagine, I was not making any sales. When I called people back after they had time to think about it, they would invariably say that they were not interested.
The Turning Point
I was getting desperate. I was living from hand to mouth at the time. Although I was seeing lots of prospects, I was making very few sales. Then I had a revelation which changed my career at the time. I realized that it was my fear of asking for the order that was causing all my problems. It was not my prospects. It was me. I needed to change my self-image and thereby change my behavior if I wanted results to improve.
Make A Decision
The very next morning, I made the decision that I would not call back on a prospect. The size of the purchase was small and, when I had completed my presentation, the prospect would know everything that he needed to know to make a decision. There was no benefit or advantage of leaving material behind or giving the prospect several days to think about it. At my very first call, and I still remember it, when I had finished my presentation, the prospect said, "Let me think it over." I smiled and told him that I did not make call backs because I was too
busy, and then I said, "You know everything you need to know to make a decision right now. Why don't you just take it?" I remember him shrugging his shoulders and saying, "OK. I'll take it. How would you like to be paid?"
Double Your Earnings
I walked out of that office on a cloud. That very day I tripled my sales. That week, I sold more than anyone else in the company. By the end of the month, they had made me the sales manager with 42 people under me. I went from making one or two sales per week to making ten or fifteen sales per week. I went from worrying about money to a large salary with an override on the activities of all my salespeople. My sales life took off and, with few exceptions, it never stopped. And the turning point was that conscious choice to modify my self-image and make it more consistent with the results I wanted rather than the results that I was getting.
Action Exercises
Now, here are two things you can do immediately to put these ideas into action.
First, begin to see yourself the way you want to be. See yourself as strong, confident, competent and professional in every way. The person you see is the person you will be.
Second, identify an area of selling where your own ideas about yourself and the situation are holding you back. You always perform on the outside the way you see yourself on the inside.
Thursday, June 2, 2011
THE DAY YOUR LIFE WILL CHANGE FOR GOOD!
Many people long for a better life. In fact, I think it is innate to humans to desire a better life. Wherever we are at we look beyond and dream of a better place. That is good, and that is not so good. It is good because the dream is alive and we can see, even if it is far off, a better situation for us, our families and our businesses and communities. So why is it not good? It is not good because it is not yet a reality! A dream is no good if it is only a dream. Sure a dream can make you feel good but long-term, if you don’t pursue it and make it a reality, it will cause you frustration more than anything. But there is hope!
I’m talking about the day your life really changes. The day that your dream begins to become a reality, and not some pie in the sky wish. This is the day life turns around for you, the day things begin to get better and you begin to fulfill your purpose, mission and destiny! When is this day?
It is the day you make a decision!
The key to changing your life is to make a decision, and then to act upon it. And once acted upon, to follow-through consistently until your dream becomes a reality.
So the decision is the key? Yes it is. Every dream begins as a thought. “I would love to have my own business, to be free to run my life and earn as much money as I want to and take as much vacation time as I want.” Good dream, isn’t it? Probably a dream that most of us have. But there it is, a little electrical impulse bouncing around inside our head. Does that do us any good? Only if it becomes action! And it only becomes action if we make a decision.
Let’s carry this example out. What are the decisions to be made here? Well there are a few I can think of. One would be to quit your job. You can’t go into business for yourself until you quit your job (or your current boss will be quite upset!). Decide to do it and schedule an appointment with him or her. Walk in and quit! Another decision is to go get your business license. Schedule the time, go get the papers, fill them out, pay the money and register with the state. Bingo, you’re in business!
You must decide what you must do to make your dream a reality.
Then you must act upon those decisions. If you do not act, your dream becomes a pipe dream, a non-reality.
When you have acted, you must follow through. Continue to follow your plan, day by day, carrying your dream to completion.
Here is a practical exercise to get you moving.
What is your dream? It could be in any area of life: Work, family, finances, health etc.
What is a decision you have to make to get yourself MOVING in the right direction? This should be action oriented not philosophical in nature. For example it should be “I am going to resign on March 1st,” not “I’ve decided that being in business for myself would be more fulfilling.” That is an idea, not a decision.
Next, pick a day you are going to do it. Pick a time. Be specific.
Next, do it!
Next, begin the process of continually following-through.
Next, enjoy yourself; you are pursuing your dream! It may be hard but it will also be the most fulfilling and rewarding time of your life!
“The history of free men is not written by chance,
but by choice – their choice.”
Dwight D. Eisenhower
Decide, Act, Follow-through. The day you do will be the day you change your life – for good!
I’m talking about the day your life really changes. The day that your dream begins to become a reality, and not some pie in the sky wish. This is the day life turns around for you, the day things begin to get better and you begin to fulfill your purpose, mission and destiny! When is this day?
It is the day you make a decision!
The key to changing your life is to make a decision, and then to act upon it. And once acted upon, to follow-through consistently until your dream becomes a reality.
So the decision is the key? Yes it is. Every dream begins as a thought. “I would love to have my own business, to be free to run my life and earn as much money as I want to and take as much vacation time as I want.” Good dream, isn’t it? Probably a dream that most of us have. But there it is, a little electrical impulse bouncing around inside our head. Does that do us any good? Only if it becomes action! And it only becomes action if we make a decision.
Let’s carry this example out. What are the decisions to be made here? Well there are a few I can think of. One would be to quit your job. You can’t go into business for yourself until you quit your job (or your current boss will be quite upset!). Decide to do it and schedule an appointment with him or her. Walk in and quit! Another decision is to go get your business license. Schedule the time, go get the papers, fill them out, pay the money and register with the state. Bingo, you’re in business!
You must decide what you must do to make your dream a reality.
Then you must act upon those decisions. If you do not act, your dream becomes a pipe dream, a non-reality.
When you have acted, you must follow through. Continue to follow your plan, day by day, carrying your dream to completion.
Here is a practical exercise to get you moving.
What is your dream? It could be in any area of life: Work, family, finances, health etc.
What is a decision you have to make to get yourself MOVING in the right direction? This should be action oriented not philosophical in nature. For example it should be “I am going to resign on March 1st,” not “I’ve decided that being in business for myself would be more fulfilling.” That is an idea, not a decision.
Next, pick a day you are going to do it. Pick a time. Be specific.
Next, do it!
Next, begin the process of continually following-through.
Next, enjoy yourself; you are pursuing your dream! It may be hard but it will also be the most fulfilling and rewarding time of your life!
“The history of free men is not written by chance,
but by choice – their choice.”
Dwight D. Eisenhower
Decide, Act, Follow-through. The day you do will be the day you change your life – for good!
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