Success and "The Good Life" are based on The Four Lists.
List 1: Your Core Values. Knowing what you believe, what
you value, what you stand for, is essential. Your values are
your compass. They are the touchstone against which
everything else is measured.
There are hundreds of values that compete for your
attention, and it is vital to know which ones you have
consciously chosen to be at the center of your life. If you
aren’t clear what you stand for, you'll wander forever, lost
in a world of endless choices and spur-of-the-moment decisions.
As a result, your chances for long-term success are greatly
diminished.
Among others, my own short list of primary values includes
integrity, loyalty, and "putting in before you take out." I
value persistence, consistency and reliability. Curiosity
and creativity are high on my list. Encouraging people to
fulfill their potential and pursue their dreams are the
core of who I am as a person.
What's on your list? Have you written it down? Have you
reviewed it with loved ones, and up-dated it recently?
Knowing your Core Values is List One.
List 2: Your Goals and Priorities. Where are you going and
what are you doing with your wonderful life? What are your
5- and 10-year priorities? What are the big pieces that get
your time and your best efforts?
Have you written your goals down, and shared the list with
your partners, family and friends? Have you reviewed it
recently and up-dated it at least once a year? Do you know
why you're working so hard and how you'll measure success
ten years from now? Write your Major Goals down! List #2 is
essential.
List 3: Your Current Projects. Do you have a spring
campaign, or a 6-week project? Highly successful people know
their priorities and they work on them every day. They have
30-day targets, and quarterly deadlines. They have a list of
items to be completed by the end of the month. What are you
working on? How much progress will you make by 5:00 P.M.
Friday afternoon?
Highly successful people always work from a written list of
short-term projects. They always know the next step, the
most important piece of the puzzle, and they don't waste
time. What's on your list of projects?
List 4: Your Daily Musts. High achievers know their daily
actions in advance. They plan their days, and they know the
things that "must" be done each and every day. They have a
written list of their "Daily Five" or "Power 8" that may
include things like exercise, meditation or prayer, time to
plan, and other daily actions to create the life they truly
want. My personal list includes time to read, and contacting
a colleague or loved one to touch base, every day.
What's on your "Daily List?" Take care of yourself. Have
some fun, live well, move forward every day! Do the things
that create and build the life you really want, and do them
every single day.
These are the four lists that make life worthwhile. They are
the lists that high achievers keep close to their hearts and
on top of their desks. They are the lists that guide their
actions and inform their efforts. They may be written on
simple note paper, but they are fundamental to creating and
living the life your truly want. What's on your lists?
Sunday, April 11, 2010
Friday, March 26, 2010
Time
Time isn't really linear as we experience it or is it? The only
moment that exists is the present, yet we 'remember' the past and
plan for the future.
We believe we can affect the future by the choices we make today.
If that's true, why can't we affect the past as well?
How is it you stop yourself from being in the moment? If you are
thinking about the past or the future you are crowding yourself out
of the only moment that exists. What if, just for this moment you
give yourself permission to be fully present?
What if you simply allowed yourself to breathe deeply and BE? Be in
the spaces between your thoughts.
moment that exists is the present, yet we 'remember' the past and
plan for the future.
We believe we can affect the future by the choices we make today.
If that's true, why can't we affect the past as well?
How is it you stop yourself from being in the moment? If you are
thinking about the past or the future you are crowding yourself out
of the only moment that exists. What if, just for this moment you
give yourself permission to be fully present?
What if you simply allowed yourself to breathe deeply and BE? Be in
the spaces between your thoughts.
Tuesday, March 23, 2010
Positive Action
In this spirit, here are five characteristics and actions you can take to thrive right now.
1. Refuse to Participate in the Recession - Businesses and people that thrived during past recessions continued to go about their business as usual regardless of the market conditions. They stayed positive, worked hard and focused on taking actions to grow their business. Focus on business as usual and while others allow fear to paralyze them you will charge forward and move ahead of your competition.
2. Increase Marketing and Advertising - It may seem counterintuitive to spend more money on advertising and marketing but with so many people and organizations cutting back on these expenses this is a great opportunity to build your brand, expand your presence and gain market share. People will still be buying goods and services and they will buy from those who they trust and see in the marketplace. This is a great time to win new customers and stand out.
3. Innovate - Just as the phoenix rises from the ashes, great ideas and new business ventures are born during economic hardships. GE, Disney, and Microsoft were all born during recessions. I believe when times are tough we are more open to new ideas, new products and new ways of doing things. For example, smart political and business leaders should be working on alternative energy and green technologies that would lead to great progress and profits.
4. Become a Talent Magnet - If you are a leader or manager there is no better time to find, attract and hire the best talent. Focus on strengthening your business now and you’ll be in a great position to capitalize when the market rebounds.
5. Think Big, Take Action - Consider that both the Empire State Building and the Golden Gate Bridge were built during the Great Depression. Now is a time to think big, create your vision and take action. With more people living in fear and fewer people taking initiative the rewards and recognition will be greater for those willing to work hard and dedicate themselves to building a great business, product, service, and vision. As we know, there is no substitute for hard work and now is a time where those with a positive attitude and great work ethic will shine.
1. Refuse to Participate in the Recession - Businesses and people that thrived during past recessions continued to go about their business as usual regardless of the market conditions. They stayed positive, worked hard and focused on taking actions to grow their business. Focus on business as usual and while others allow fear to paralyze them you will charge forward and move ahead of your competition.
2. Increase Marketing and Advertising - It may seem counterintuitive to spend more money on advertising and marketing but with so many people and organizations cutting back on these expenses this is a great opportunity to build your brand, expand your presence and gain market share. People will still be buying goods and services and they will buy from those who they trust and see in the marketplace. This is a great time to win new customers and stand out.
3. Innovate - Just as the phoenix rises from the ashes, great ideas and new business ventures are born during economic hardships. GE, Disney, and Microsoft were all born during recessions. I believe when times are tough we are more open to new ideas, new products and new ways of doing things. For example, smart political and business leaders should be working on alternative energy and green technologies that would lead to great progress and profits.
4. Become a Talent Magnet - If you are a leader or manager there is no better time to find, attract and hire the best talent. Focus on strengthening your business now and you’ll be in a great position to capitalize when the market rebounds.
5. Think Big, Take Action - Consider that both the Empire State Building and the Golden Gate Bridge were built during the Great Depression. Now is a time to think big, create your vision and take action. With more people living in fear and fewer people taking initiative the rewards and recognition will be greater for those willing to work hard and dedicate themselves to building a great business, product, service, and vision. As we know, there is no substitute for hard work and now is a time where those with a positive attitude and great work ethic will shine.
Friday, March 12, 2010
A Black Hole in the Supply Chain
American Railcar uses TMS to shine light on inbound supply chain
By David Hannon -- Purchasing, 3/11/2010 12:00:00 AM
A black hole in their supply chain.
That's how the purchasing team at American Railcar Inc. (ARI) described the issue that led them to select and implement a transportation management system last year. And that decision is reaping benefits both expected and unexpected.
Like a lot of manufacturing companies, ARI, was having particular difficulty tracking its inbound shipments from suppliers. "We had visibility when the product was ready at suppliers, but then it went into a black hole once it left our vendors' docks until it arrived at our location," says Brent Roever, purchasing agent at St. Charles, Mo.-based ARI, which manufactures and services railcars and parts.
In some respects, ARI was better off than some other manufacturers because it has a smaller supply base than a typical manufacturer, so there were fewer inbound shipments disappearing into the black hole. As a railcar manufacturer with two primary manufacturing locations in Arkansas, its supply base is limited to companies that can meet the rigorous specifications and certifications required by the American Association of Railroads. As a result its relatively short supplier list is based primarily in the U.S.
According to Richard Armbruster, ARI's vice president of purchasing, about 80% of its inbound shipments come via flatbed truckload. Only about 5% come in by truckload van and the rest come from suppliers via less-than-truckload. And, of course, the majority of its outbound shipments go out on rail—literally.
But as a Lean organization, ARI was always looking for ways to streamline its just-in-time manufacturing model and reduce its inventories. In its previous logistics model, ARI provided its suppliers with lists of preferred carriers and routing guides, but "it was on the honor system" according to Roever. "We had visibility when the product was ready at suppliers, but then it went into a black hole once it left our suppliers' docks until it arrived at our location."
So under Ambruster's direction, ARI's Senior Director of Purchasing Scott Smith worked with Roever to investigate what the solution to the black hole problem was. And while they knew it would require some outside help, the first question they needed to answer was TMS vs. 3PL?
"We reviewed both 3PLs and TMS providers we decided a mix of both would suit us best," says Roever. When it came to the TMS, ARI was sure it wanted to go with a web-based TMS that would integrate easily with its in-house ERP system.
With those priorities set, ARI decided that St. Louis-based Logistics Management Solutions (LMS) of was the right choice for its TMS provider. In early 2009, the team began working with LMS to incorporate its TMS system into ARI's purchasing and logistics processes.
The key to effectively streamlining the inbound freight flows was getting ARI's suppliers on board with the program. And it had to be a simple, straightforward process for the suppliers if it were going to be embraced.
In the new process all of ARI's orders flow from the ERP system into LMS' TMS system where suppliers can view those orders. Suppliers respond to those orders and indicate that their shipment is ready either by providing a form or by logging into the LMS system depending on their frequency of shipments and can include notes on how that product needs to be shipped. Some shipments may require a tarp or a flatbed truck, for example, all of which can be indicated on the notification.
With those details in place, LMS can then tender the load to one of ARI's carriers in that given lane. Carriers are only dispatched when the shipment is ready, which avoids costly carrier delays.
But most importantly, the system indicates to Roever and the ARI team when the shipment was picked up at the supplier and when it can be expected at ARI's facility based on established delivery times. Black hole averted.
"This allows us to control early and late shipments and ultimately this helps us reduce our on-hand inventory," says Roever. "It's our goal to have just enough inventory to build our railcars while taking into account transit times. We measure inventory month over month and it is improving from a host of activities, including our work with LMS."
The TMS system also lets the purchasing team at ARI track which suppliers ship on-time and which are late. That data is then included in the supplier's scorecard and also lets ARI perform root-cause analysis on those that are consistently late.
"We're using Lean to become world-class so being able to use reporting tools to identify and fix problems is very valuable," says Roever. "These tools give us more data to analyze in these areas."
While there was some pushback from suppliers early in the process, currently ARI has 99% of its suppliers on the system now. Roever says one thing that made the transition smoother was LMS assigned dedicated reps to the ARI contract, so all of ARI's suppliers are interfacing with the same people at LMS each time.
"Communication at every stage is crucial," says Roever. "Bring suppliers in early when you're looking at the change and ask them how it would impact their business."
By David Hannon -- Purchasing, 3/11/2010 12:00:00 AM
A black hole in their supply chain.
That's how the purchasing team at American Railcar Inc. (ARI) described the issue that led them to select and implement a transportation management system last year. And that decision is reaping benefits both expected and unexpected.
Like a lot of manufacturing companies, ARI, was having particular difficulty tracking its inbound shipments from suppliers. "We had visibility when the product was ready at suppliers, but then it went into a black hole once it left our vendors' docks until it arrived at our location," says Brent Roever, purchasing agent at St. Charles, Mo.-based ARI, which manufactures and services railcars and parts.
In some respects, ARI was better off than some other manufacturers because it has a smaller supply base than a typical manufacturer, so there were fewer inbound shipments disappearing into the black hole. As a railcar manufacturer with two primary manufacturing locations in Arkansas, its supply base is limited to companies that can meet the rigorous specifications and certifications required by the American Association of Railroads. As a result its relatively short supplier list is based primarily in the U.S.
According to Richard Armbruster, ARI's vice president of purchasing, about 80% of its inbound shipments come via flatbed truckload. Only about 5% come in by truckload van and the rest come from suppliers via less-than-truckload. And, of course, the majority of its outbound shipments go out on rail—literally.
But as a Lean organization, ARI was always looking for ways to streamline its just-in-time manufacturing model and reduce its inventories. In its previous logistics model, ARI provided its suppliers with lists of preferred carriers and routing guides, but "it was on the honor system" according to Roever. "We had visibility when the product was ready at suppliers, but then it went into a black hole once it left our suppliers' docks until it arrived at our location."
So under Ambruster's direction, ARI's Senior Director of Purchasing Scott Smith worked with Roever to investigate what the solution to the black hole problem was. And while they knew it would require some outside help, the first question they needed to answer was TMS vs. 3PL?
"We reviewed both 3PLs and TMS providers we decided a mix of both would suit us best," says Roever. When it came to the TMS, ARI was sure it wanted to go with a web-based TMS that would integrate easily with its in-house ERP system.
With those priorities set, ARI decided that St. Louis-based Logistics Management Solutions (LMS) of was the right choice for its TMS provider. In early 2009, the team began working with LMS to incorporate its TMS system into ARI's purchasing and logistics processes.
The key to effectively streamlining the inbound freight flows was getting ARI's suppliers on board with the program. And it had to be a simple, straightforward process for the suppliers if it were going to be embraced.
In the new process all of ARI's orders flow from the ERP system into LMS' TMS system where suppliers can view those orders. Suppliers respond to those orders and indicate that their shipment is ready either by providing a form or by logging into the LMS system depending on their frequency of shipments and can include notes on how that product needs to be shipped. Some shipments may require a tarp or a flatbed truck, for example, all of which can be indicated on the notification.
With those details in place, LMS can then tender the load to one of ARI's carriers in that given lane. Carriers are only dispatched when the shipment is ready, which avoids costly carrier delays.
But most importantly, the system indicates to Roever and the ARI team when the shipment was picked up at the supplier and when it can be expected at ARI's facility based on established delivery times. Black hole averted.
"This allows us to control early and late shipments and ultimately this helps us reduce our on-hand inventory," says Roever. "It's our goal to have just enough inventory to build our railcars while taking into account transit times. We measure inventory month over month and it is improving from a host of activities, including our work with LMS."
The TMS system also lets the purchasing team at ARI track which suppliers ship on-time and which are late. That data is then included in the supplier's scorecard and also lets ARI perform root-cause analysis on those that are consistently late.
"We're using Lean to become world-class so being able to use reporting tools to identify and fix problems is very valuable," says Roever. "These tools give us more data to analyze in these areas."
While there was some pushback from suppliers early in the process, currently ARI has 99% of its suppliers on the system now. Roever says one thing that made the transition smoother was LMS assigned dedicated reps to the ARI contract, so all of ARI's suppliers are interfacing with the same people at LMS each time.
"Communication at every stage is crucial," says Roever. "Bring suppliers in early when you're looking at the change and ask them how it would impact their business."
Thursday, March 11, 2010
Business Trends
Nine trends for business in 2010
Consultancy Brand Keys has put forward nine “major trends” for 2010 (although bear in mind these are slightly US-centric). We’ve summarised them below. What do you think? Do you agree with these trends or not – let us know your views!
1. Price Matters if you’re a commodity
With financial pressures and a lack of confidence in the economy, consumers will to continue to be very, very conservative in their spending. An on-going psychographic trend is that no matter how much consumers earn and no matter how much discretionary income they have available, they still want to be perceived as “wise shoppers.”
In 2010, that title is bound to be more of an economic imperative than one having to do with fiscal self-image. This will be especially true given current economic indicators, all exacerbated by a decreased lack of trust in – and increased suspicions about – established financial and retail institutions. The precipitous decline in the economy will feed the ongoing trend of brands being unable to provide meaningful differentiation or resonating values, except, of course, those of low, lower, and lowest prices.
2. Differentiation, meaning and added-values matter mor
Marketers will need to fight desperately with their research departments and advertising agencies to ensure that insights can be identified and communications configured so that their brands actually stand for something significant in the mind of the consumer.
Awareness as a meaningful market force has long been obsolete, and differentiation will be critical for success, i.e., sales and profitability. Those who primarily rely on “flavor of the month” promotional tactics will quickly find that they are creating a lasting perception among their consumer base that only price (or price cuts) differentiates their products from the competition. Do that often enough and your product and service will move away from being a “brand” and will come to be regarded as a “category placeholder” and nothing more.
3. Engagement is not a fad. It is the brand objective
It has already been proved that real engagement correlates with positive consumer behavior. Engagement should be defined by consumer response: it is the outcome of any marketing or media initiative that substantively improves a brand’s equity (the degree to which a brand is seen to meet – or to exceed – consumers’ expectations for the category in which it competes).
Marketers will realize that attaining real brand engagement is impossible if they continue to try to measure it using out-dated attitudinal models. Marketers will come to accept that there are four
engagement methods including Platform (TV; online), Context (Program; webpage), Message (Ad or Communication), and Experience (Store/Event). But there’s only one objective: Brand Engagement.
4. Media planning will be more innovative, touch-point focused, and two-way
Planners will still classify media touch-points as “above-the-line,” “below-the-line” and “new,” but planning will be based on some critical considerations: Which touch-point will best reinforce brand values? Where will the brand + media equation yield real engagement?
Effectiveness will result only where the plan is seamless, believable, personalised, and authentic. Media planning innovation and technological innovation will become one and the same. Mobile devices are becoming an increasingly important touch-point for consumers and 2010 will be a starting point for migration from desktop to laptop to blacktop. Location-aware software for phones should inspire the mobile medium, so expect promotional coupons to show up along with IMs and look for greater granularity in measuring marketing ROI.
Marketing dollars transitioning to online isn’t new, but social networks will also become more engaged in engagement to help marketers more effectively deliver messages and determine return on their efforts.
5. How green is my brand?
Simply playing in the environmental awareness arena will not be an option in 2009, and brands will have to find ways of positioning their offerings in ways that meaningfully support a sustainable future. But as
the number of companies trying to co-opt the environmental movement for their products and services grows, so too will the number of sceptical consumers.
Most consumers have heard these promises before and will begin to demand evidence and authenticity. Measuring that authenticity and the degree to which the brand is perceived by the consumer to really be green will become more necessary than in the past. Possessing such measures will provide insights and strategic direction that will aid in brand differentiation, the creation of added value, increased consumer
engagement, and, the ultimate bottom line, profitability.
6. Brands will need to identify – and leverage – new values
Happily, loyalty and engagement metrics identify trends and values that will be more important to consumers many months before they are blips on traditional research radar screens. Looking at the 60 categories and nearly 500 brands measured in the Brand Keys Customer Loyalty Engagement
Index, the average percent-of-contribution that “customization” makes to product and service engagement, adoption, and loyalty, is currently 18%. That’s nearly five times what the value was when first measured in 1997. Watch for “customisation” – the newest of the loyalty values to insert itself into virtually every product and service category – to be something marketers will be paying great attention.
7. Behavior will finally beat attitude
More marketers will come to realize that “to know you” is not necessarily “to buy you” (or, for that matter, even to like you). Brands will need to recognise – and address – real behavioral metrics. Corporations will use the identification of behavioral consumer segments to synergistically reinforce brand values, brand and corporate positioning efforts, communications, and media planning to make the marketing function more effective and efficient.
8. Consumer expectations will continue to grow
Brands are barely keeping up with consumer expectations. Every day consumers adopt and devour the latest technologies and innovations, and hunger for more. In 2010, expect smart marketers to identify and capitalise on unmet expectations via newly identified values (like customisation), using more and more high-tech systems. This approach will help them differentiate brands from competitors, and brand-
consonant touch-points (like mobile marketing) will play a major role in meeting and managing consumer expectations.
9. Make life simple for your brand and your customer
The poet-marketer H. D. Thoreau foretold the coming of 2009’s ninth and final trend: “Simplify. Simplify.” Consumers are searching for and demanding simplification. In some categories this is showing
up strong, such as cell-phone plans, search engines and laundry detergent. Who has not looked at switching cellular carriers and bemoaned the task of comparing one complicated plan to another?
Simplification is also showing up as a driver in online travel sites for itinerary planning. Yet as the competition has heated up brands still continue to compete on price, and not what will engender positive
consumer behavior – simplification.
The future may not be what it used to be, but brands can be pretty sure that it will pose a more difficult time for marketers. But marketers and planners that have loyalty metrics in place will have a handle on the
trends that are bound to show up in their offices. And doing that will make them both prophets and profits in 2010.
Consultancy Brand Keys has put forward nine “major trends” for 2010 (although bear in mind these are slightly US-centric). We’ve summarised them below. What do you think? Do you agree with these trends or not – let us know your views!
1. Price Matters if you’re a commodity
With financial pressures and a lack of confidence in the economy, consumers will to continue to be very, very conservative in their spending. An on-going psychographic trend is that no matter how much consumers earn and no matter how much discretionary income they have available, they still want to be perceived as “wise shoppers.”
In 2010, that title is bound to be more of an economic imperative than one having to do with fiscal self-image. This will be especially true given current economic indicators, all exacerbated by a decreased lack of trust in – and increased suspicions about – established financial and retail institutions. The precipitous decline in the economy will feed the ongoing trend of brands being unable to provide meaningful differentiation or resonating values, except, of course, those of low, lower, and lowest prices.
2. Differentiation, meaning and added-values matter mor
Marketers will need to fight desperately with their research departments and advertising agencies to ensure that insights can be identified and communications configured so that their brands actually stand for something significant in the mind of the consumer.
Awareness as a meaningful market force has long been obsolete, and differentiation will be critical for success, i.e., sales and profitability. Those who primarily rely on “flavor of the month” promotional tactics will quickly find that they are creating a lasting perception among their consumer base that only price (or price cuts) differentiates their products from the competition. Do that often enough and your product and service will move away from being a “brand” and will come to be regarded as a “category placeholder” and nothing more.
3. Engagement is not a fad. It is the brand objective
It has already been proved that real engagement correlates with positive consumer behavior. Engagement should be defined by consumer response: it is the outcome of any marketing or media initiative that substantively improves a brand’s equity (the degree to which a brand is seen to meet – or to exceed – consumers’ expectations for the category in which it competes).
Marketers will realize that attaining real brand engagement is impossible if they continue to try to measure it using out-dated attitudinal models. Marketers will come to accept that there are four
engagement methods including Platform (TV; online), Context (Program; webpage), Message (Ad or Communication), and Experience (Store/Event). But there’s only one objective: Brand Engagement.
4. Media planning will be more innovative, touch-point focused, and two-way
Planners will still classify media touch-points as “above-the-line,” “below-the-line” and “new,” but planning will be based on some critical considerations: Which touch-point will best reinforce brand values? Where will the brand + media equation yield real engagement?
Effectiveness will result only where the plan is seamless, believable, personalised, and authentic. Media planning innovation and technological innovation will become one and the same. Mobile devices are becoming an increasingly important touch-point for consumers and 2010 will be a starting point for migration from desktop to laptop to blacktop. Location-aware software for phones should inspire the mobile medium, so expect promotional coupons to show up along with IMs and look for greater granularity in measuring marketing ROI.
Marketing dollars transitioning to online isn’t new, but social networks will also become more engaged in engagement to help marketers more effectively deliver messages and determine return on their efforts.
5. How green is my brand?
Simply playing in the environmental awareness arena will not be an option in 2009, and brands will have to find ways of positioning their offerings in ways that meaningfully support a sustainable future. But as
the number of companies trying to co-opt the environmental movement for their products and services grows, so too will the number of sceptical consumers.
Most consumers have heard these promises before and will begin to demand evidence and authenticity. Measuring that authenticity and the degree to which the brand is perceived by the consumer to really be green will become more necessary than in the past. Possessing such measures will provide insights and strategic direction that will aid in brand differentiation, the creation of added value, increased consumer
engagement, and, the ultimate bottom line, profitability.
6. Brands will need to identify – and leverage – new values
Happily, loyalty and engagement metrics identify trends and values that will be more important to consumers many months before they are blips on traditional research radar screens. Looking at the 60 categories and nearly 500 brands measured in the Brand Keys Customer Loyalty Engagement
Index, the average percent-of-contribution that “customization” makes to product and service engagement, adoption, and loyalty, is currently 18%. That’s nearly five times what the value was when first measured in 1997. Watch for “customisation” – the newest of the loyalty values to insert itself into virtually every product and service category – to be something marketers will be paying great attention.
7. Behavior will finally beat attitude
More marketers will come to realize that “to know you” is not necessarily “to buy you” (or, for that matter, even to like you). Brands will need to recognise – and address – real behavioral metrics. Corporations will use the identification of behavioral consumer segments to synergistically reinforce brand values, brand and corporate positioning efforts, communications, and media planning to make the marketing function more effective and efficient.
8. Consumer expectations will continue to grow
Brands are barely keeping up with consumer expectations. Every day consumers adopt and devour the latest technologies and innovations, and hunger for more. In 2010, expect smart marketers to identify and capitalise on unmet expectations via newly identified values (like customisation), using more and more high-tech systems. This approach will help them differentiate brands from competitors, and brand-
consonant touch-points (like mobile marketing) will play a major role in meeting and managing consumer expectations.
9. Make life simple for your brand and your customer
The poet-marketer H. D. Thoreau foretold the coming of 2009’s ninth and final trend: “Simplify. Simplify.” Consumers are searching for and demanding simplification. In some categories this is showing
up strong, such as cell-phone plans, search engines and laundry detergent. Who has not looked at switching cellular carriers and bemoaned the task of comparing one complicated plan to another?
Simplification is also showing up as a driver in online travel sites for itinerary planning. Yet as the competition has heated up brands still continue to compete on price, and not what will engender positive
consumer behavior – simplification.
The future may not be what it used to be, but brands can be pretty sure that it will pose a more difficult time for marketers. But marketers and planners that have loyalty metrics in place will have a handle on the
trends that are bound to show up in their offices. And doing that will make them both prophets and profits in 2010.
Wednesday, March 10, 2010
Suppl Chain Trends
As a result of the crisis, CEOs are rethinking their strategy, reshaping their business models to take advantage of future growth opportunities.
How this impacts your supply chain operating model?
According to the 13th Annual CEO Survey released in January 2010 by PWC, the major initiatives the worldwide organisations are prepared to address in 2010 and beyond are:
1. Generate internal Cash flow to finance growth at an acceptable cost of capital as Banks will remain risk averse.
2. Adjust their business strategies and operating models in order to respond with more agility and in a more collaborative manner to the changing consumer behaviour and the wide fluctuations in market conditions.
3. Assign risk management to the entire organisation and engage to a long term performance and compliance management in order to align risks with strategic business planning.
4. Maintain/increase investment in the climate change strategies to take advantage of the business benefits such as new product leads, brand building/reputation management as well as corporate responsibility.
5. Collaborate with governments for a better enforcement over new regulation for financial sector stability and for social and environment sustainability without affecting the benefits of entrepreneurial initiatives.
6. Reinforce skilled workforce to increase risk awareness, market adaptability, change management capability and new customer demand responsiveness.
As Supply Chain and/or Procurement Directors, how do you think these corporate initiatives will affect your tactical and operational plans in 2010 and 2011? What initiatives are the most critical in your organisation? Do you foresee any major restructuring to complete these initiatives?
How this impacts your supply chain operating model?
According to the 13th Annual CEO Survey released in January 2010 by PWC, the major initiatives the worldwide organisations are prepared to address in 2010 and beyond are:
1. Generate internal Cash flow to finance growth at an acceptable cost of capital as Banks will remain risk averse.
2. Adjust their business strategies and operating models in order to respond with more agility and in a more collaborative manner to the changing consumer behaviour and the wide fluctuations in market conditions.
3. Assign risk management to the entire organisation and engage to a long term performance and compliance management in order to align risks with strategic business planning.
4. Maintain/increase investment in the climate change strategies to take advantage of the business benefits such as new product leads, brand building/reputation management as well as corporate responsibility.
5. Collaborate with governments for a better enforcement over new regulation for financial sector stability and for social and environment sustainability without affecting the benefits of entrepreneurial initiatives.
6. Reinforce skilled workforce to increase risk awareness, market adaptability, change management capability and new customer demand responsiveness.
As Supply Chain and/or Procurement Directors, how do you think these corporate initiatives will affect your tactical and operational plans in 2010 and 2011? What initiatives are the most critical in your organisation? Do you foresee any major restructuring to complete these initiatives?
Saturday, March 6, 2010
What is supply chain collaboration
What is supply chain collaboration?
Let's look at consumer-packaged goods for an example of collaboration. If there are two companies that have made supply chain a household word, they are Wal-Mart and Procter & Gamble. Before these two companies started collaborating back in the '80s, retailers shared very little information with manufacturers. But then the two giants built a software system that hooked P&G up to Wal-Mart's distribution centers. When P&G's products run low at the distribution centers, the system sends an automatic alert to P&G to ship more. In some cases, the system communicates down to the individual Wal-Mart store, allowing P&G monitor the shelves through real-time satellite link-ups that send messages to the factory whenever a P&G item swoops past a scanner at the register. Within the last couple of years, the relationship has expanded to include radio-frequency identification (RFID) technologies to gain even more insight into ridding inefficiencies in the supply chain.
With this kind of minute-to-minute information, P&G knows when to make, ship and display more products at the Wal-Mart stores. There's no need to keep products piled up in warehouses awaiting Wal-Mart's call. Invoicing and payments happen automatically too. The system saves P&G so much in time, reduced inventory and lower order-processing costs that it can afford to give Wal-Mart "low, everyday prices" without putting itself out of business. (For more on Wal-Mart's supply chain, see "How Wal-Mart Lost Its Technology Edge.")
What are the roadblocks to installing supply chain software?
Gaining trust from your suppliers and partners.
Supply chain automation is uniquely difficult because its complexity extends beyond a company's walls. Employees will need to change the way they work and so will the people from each supplier that a company adds to its network. Only the largest and most powerful manufacturers or retailers (i.e. Wal-Mart) can force such radical changes down suppliers' and partners' throats. Most companies have to sell outsiders on the system. Moreover, one company's goals in installing the system may be threatening to their suppliers, to say the least. For example, Wal-Mart's collaboration with P&G meant that P&G would assume more responsibility for inventory management, something retailers have traditionally done on their own. Wal-Mart had the clout to demand this from P&G, but it also gave P&G something in return—better information about Wal-Mart's product demand, which helped P&G manufacture its products more efficiently. In order for a company to get its supply chain partners to agree to collaborate, business leaders and supplier relations managers have to be willing to compromise and help partners achieve their own goals.
Internal resistance to change.
If selling supply chain systems is difficult on the outside, it isn't much easier inside. Operations people are accustomed to dealing with phone calls, faxes, spreadsheets or hunches scrawled on paper, and will most likely want to keep it that way. If management can't convince front-line operations people that using the software will be worth their time, they will easily find ways to work around it. Senior executives cannot disconnect the telephones and fax machines just because they have supply chain software in place.
Many mistakes at first.
There is a diabolical twist to the quest for supply chain software acceptance among employees. New supply chain systems process data as they are programmed to do, but the technology cannot absorb a company's history and processes in the first few months after an implementation. Forecasters and planners need to understand that the first bits of information they get from a system might need some tweaking. If they are not warned about the system's initial naiveté, they will think it is useless. In one case, just before a large automotive industry supplier installed a new supply chain forecasting application to predict demand for a product, an automaker put in an order for an unusually large number of units. The system responded by predicting huge demand for the product based largely on one unusual order. Blindly following the system's numbers could have led to inaccurate orders for materials being sent to suppliers within the chain. The company caught the problem but only after a demand forecaster threw out the system's numbers and used his own. That created another problem: Forecasters stopped trusting the system and worked strictly with their own data. The supplier had to fine-tune the system itself then work on reestablishing employees' confidence. Once employees understood that they would be merging their expertise with the system's increasing accuracy, they began to accept and use the new technology.
Let's look at consumer-packaged goods for an example of collaboration. If there are two companies that have made supply chain a household word, they are Wal-Mart and Procter & Gamble. Before these two companies started collaborating back in the '80s, retailers shared very little information with manufacturers. But then the two giants built a software system that hooked P&G up to Wal-Mart's distribution centers. When P&G's products run low at the distribution centers, the system sends an automatic alert to P&G to ship more. In some cases, the system communicates down to the individual Wal-Mart store, allowing P&G monitor the shelves through real-time satellite link-ups that send messages to the factory whenever a P&G item swoops past a scanner at the register. Within the last couple of years, the relationship has expanded to include radio-frequency identification (RFID) technologies to gain even more insight into ridding inefficiencies in the supply chain.
With this kind of minute-to-minute information, P&G knows when to make, ship and display more products at the Wal-Mart stores. There's no need to keep products piled up in warehouses awaiting Wal-Mart's call. Invoicing and payments happen automatically too. The system saves P&G so much in time, reduced inventory and lower order-processing costs that it can afford to give Wal-Mart "low, everyday prices" without putting itself out of business. (For more on Wal-Mart's supply chain, see "How Wal-Mart Lost Its Technology Edge.")
What are the roadblocks to installing supply chain software?
Gaining trust from your suppliers and partners.
Supply chain automation is uniquely difficult because its complexity extends beyond a company's walls. Employees will need to change the way they work and so will the people from each supplier that a company adds to its network. Only the largest and most powerful manufacturers or retailers (i.e. Wal-Mart) can force such radical changes down suppliers' and partners' throats. Most companies have to sell outsiders on the system. Moreover, one company's goals in installing the system may be threatening to their suppliers, to say the least. For example, Wal-Mart's collaboration with P&G meant that P&G would assume more responsibility for inventory management, something retailers have traditionally done on their own. Wal-Mart had the clout to demand this from P&G, but it also gave P&G something in return—better information about Wal-Mart's product demand, which helped P&G manufacture its products more efficiently. In order for a company to get its supply chain partners to agree to collaborate, business leaders and supplier relations managers have to be willing to compromise and help partners achieve their own goals.
Internal resistance to change.
If selling supply chain systems is difficult on the outside, it isn't much easier inside. Operations people are accustomed to dealing with phone calls, faxes, spreadsheets or hunches scrawled on paper, and will most likely want to keep it that way. If management can't convince front-line operations people that using the software will be worth their time, they will easily find ways to work around it. Senior executives cannot disconnect the telephones and fax machines just because they have supply chain software in place.
Many mistakes at first.
There is a diabolical twist to the quest for supply chain software acceptance among employees. New supply chain systems process data as they are programmed to do, but the technology cannot absorb a company's history and processes in the first few months after an implementation. Forecasters and planners need to understand that the first bits of information they get from a system might need some tweaking. If they are not warned about the system's initial naiveté, they will think it is useless. In one case, just before a large automotive industry supplier installed a new supply chain forecasting application to predict demand for a product, an automaker put in an order for an unusually large number of units. The system responded by predicting huge demand for the product based largely on one unusual order. Blindly following the system's numbers could have led to inaccurate orders for materials being sent to suppliers within the chain. The company caught the problem but only after a demand forecaster threw out the system's numbers and used his own. That created another problem: Forecasters stopped trusting the system and worked strictly with their own data. The supplier had to fine-tune the system itself then work on reestablishing employees' confidence. Once employees understood that they would be merging their expertise with the system's increasing accuracy, they began to accept and use the new technology.
Thursday, March 4, 2010
Lead; Don't Follow
Sure, we're in some challenging times economically. Sure, the landscape of business is going through massive upheaval. And sure society's look is completely different from even a year ago. Yet, the fact remains this is the single best time in the history of humanity to be in business - and to be alive.
There have never been so many opportunities to deliver rich value to your customers. It's never been so easy to build a globally admired brand. And there have never been so many chances to influence people by the example that you set - and the influence that you offer.
Real leaders have trained their brains to focus on the possibilities and opportunities available with military-like focus. They block out the noise of the doomsayers and shut out the voices of their critics. They get that their mindset and their personal energy are two of their most valuable resources. So then protect them well.
Here are 5 things you can to do rewire your brain to develop the mindset of the best leaders in business:
1. Sell Your TV
Ok, this might be a dramatic (game changing?) move. But much of TV news operates on the sale of fear. The more negative the news, the more scared people get. And the more scared people are, the more they'll watch the news. But every piece of data you allow into your mind is the seed of an outer result. Put excellent information in and you'll deliver excellent results.
2. Value The Great Ones
Reading heroic books, biographies of people who've done great things and listening to inspirational audiobooks is a brilliant move to create your best life. Leadership is a lonely sport. Critics will try and knock you down. Competitors will try and knock you out. And the unexpected will visit you just about every single day. Your antidote to the stresses that you'll face as you stand for your absolute best? Work hard to stay inspired. In a world that discourages, do whatever it takes to maintain your courage. To build out your dreams.
3. Watch Your Words
The words you use determine the feelings you'll feel. The best performers understand that each word spoken has power. Use positive, encouraging, energetic words. Avoid negativity, gossip, criticism and condemnation. Just watch what happens to your mindset (and heartset).
4. Avoid The Energy Vampires
Smart leaders get that who you surround yourself with drives who you'll become. Play with excellent, ethical, inspired and passionate people and their stardust will rub off all over you. Avoid people who can't wait to dump their resentment/negativity/anger and fear all over you.
5. Own Your Power
It's so easy to play victim versus be a leader (Without a Title). In my upcoming book "The Leader Who Had No Title: A Modern Fable on Real Success in Business and in Life" (public launch: April 6), I write that the key switch to flip that changes the whole game is this one: switch from victimhood into leadership. Too many people give away their power to create positive results. They blame. They make excuses. They do nothing.
But we all have power, even if we have zero authority. Every single person alive today has the power to inspire. The power to innovate. The power to influence. The power to act. The power to serve. And the power to Lead. Use it. Please. (The world demands no less of you!).
There have never been so many opportunities to deliver rich value to your customers. It's never been so easy to build a globally admired brand. And there have never been so many chances to influence people by the example that you set - and the influence that you offer.
Real leaders have trained their brains to focus on the possibilities and opportunities available with military-like focus. They block out the noise of the doomsayers and shut out the voices of their critics. They get that their mindset and their personal energy are two of their most valuable resources. So then protect them well.
Here are 5 things you can to do rewire your brain to develop the mindset of the best leaders in business:
1. Sell Your TV
Ok, this might be a dramatic (game changing?) move. But much of TV news operates on the sale of fear. The more negative the news, the more scared people get. And the more scared people are, the more they'll watch the news. But every piece of data you allow into your mind is the seed of an outer result. Put excellent information in and you'll deliver excellent results.
2. Value The Great Ones
Reading heroic books, biographies of people who've done great things and listening to inspirational audiobooks is a brilliant move to create your best life. Leadership is a lonely sport. Critics will try and knock you down. Competitors will try and knock you out. And the unexpected will visit you just about every single day. Your antidote to the stresses that you'll face as you stand for your absolute best? Work hard to stay inspired. In a world that discourages, do whatever it takes to maintain your courage. To build out your dreams.
3. Watch Your Words
The words you use determine the feelings you'll feel. The best performers understand that each word spoken has power. Use positive, encouraging, energetic words. Avoid negativity, gossip, criticism and condemnation. Just watch what happens to your mindset (and heartset).
4. Avoid The Energy Vampires
Smart leaders get that who you surround yourself with drives who you'll become. Play with excellent, ethical, inspired and passionate people and their stardust will rub off all over you. Avoid people who can't wait to dump their resentment/negativity/anger and fear all over you.
5. Own Your Power
It's so easy to play victim versus be a leader (Without a Title). In my upcoming book "The Leader Who Had No Title: A Modern Fable on Real Success in Business and in Life" (public launch: April 6), I write that the key switch to flip that changes the whole game is this one: switch from victimhood into leadership. Too many people give away their power to create positive results. They blame. They make excuses. They do nothing.
But we all have power, even if we have zero authority. Every single person alive today has the power to inspire. The power to innovate. The power to influence. The power to act. The power to serve. And the power to Lead. Use it. Please. (The world demands no less of you!).
Wednesday, March 3, 2010
10 Examples of Tremendous Business Leadership
Great leadership can be hard to come by. With all the politics and blaming that can go on within an organization, many companies are lacking good, solid leadership from people who are willing to stick to their word.
That's why it's always refreshing to see examples of great leadership in our society. Here are 10 examples of top-notch leadership from leaders who ultimately led by example, letting their actions (and bottom lines) speak for themselves.
1. How Southwest Handled 9/11
Southwest is known for their customer service. In an industry fraught with awful customer service, Southwest distanced itself from other airlines by putting the customer first, no matter what the situation.
On September 11, 2001, airlines were forced to shut down for days while the rest of the nation recovered from the terrorist attacks. This meant that all airline passengers, flight attendants and pilots were stranded with the planes across the country. Instead of merely sitting and waiting, Southwest employees were encouraged to take passengers bowling or to the movies to pass the time.
Many airlines started cutting jobs in the months following 9/11. The airline industry had been badly damaged, and many airlines were forced to cut their workforce by up to 20%. Instead of following the trend, Southwest made an announcement only three days after 9/11 that Southwest would be keeping all of their employees and starting a $179.8 million profit sharing payment to employees.
Southwest CEO James Parker believed that because Southwest had built their company on sound business principles for the past 30 years, they were able to handle crisis better than other airlines.
2. Toyota's Digg Transparency During The Recall
Toyota recently announced that they would have to recall 2.3 million vehicles for faulty brakes. Outrage ran rampant across the media and public. Complaints were filed and lawsuits were made. It appears as if the Toyota brand has been tarnished for many years to come.
Instead of letting a PR team handle the issue with only press statements and interviews, Toyota turned quickly and offered a live conversation on one of the most popular communities on the web: Digg.
The community behind the social news site Digg is generally quite hostile to corporations. So it came as a shock to many that the Toyota CEO Jim Lentz would appear on a Digg Dialogg to be asked all sorts of questions about the company and the recall. Over a thousand hard questions were submitted from consumers and even past employees, and Mr. Lentz answered as many as possible in the given time. The questions were asked in order of votes, and none were filtered. It was a totally transparent interview.
While the fallout of the recent recalls are massive, Toyota's openness will greatly help with minimizing the damage to the company's reputation.
3. The Redfin Blog Saved the Company
Glenn Kelman knows a thing or two about being humble. In fact, it's a method he's utilized to successfully bring his company into the online real estate industry.
Redfin is an online real estate brokerage firm that gives back two-thirds of the commission that traditional agents charge. Real estate agents hated it, and started blacklisting anyone who used the service.
So, instead of keeping the problem quiet, Kelman started a company blog that focused on many of the awful aspects of the real estate business. He also posted about internal struggles within the company, and even criticized himself on many occasions. The blog was raw and authentic.
Customers loved the transparency. They appreciated the fact that a CEO could make fun of himself and the dirty parts of his industry. Since starting the Redfin blog in 2006, business has grown dramatically. Kelman gave his reasoning to the openness in a Wired article.
"I honestly believe that if Redfin were stripped absolutely bare for all the world to see, naked and humiliated in the sunlight, more people would do business with us."
And they have.
4. Costco's CEO is the Normal Guy
Over the past five years Jim Sinegal has shepherded his company Costco to impressive returns. Costco's stock has doubled, and revenues continue to grow at an impressive rate.
Yet Sinegal might be better known as a man of the people at Costco. His name tag plainly says "Jim," he answers his own phone, and his plain office at the company headquarters doesn't even have walls. While other CEO's are spending tens of thousands of dollars just decorating their offices, Sinegal's pays himself a yearly salary of $350,00. Most CEOs of large company are paid in the millions. His simple contract is only a page long, and even includes a section that outlines how he can be terminated for not doing his work.
So how did he come up with that number? He figured he shouldn't be paid more than 12 people working on the floor.
His employee turnover rate is the lowest in the retail industry, over five times less than rival Wal-Mart. In an age where CEOs are paid in the millions and would never be seen in the "trenches," Jim Sinegal is an anomaly. And his workers love him for it.
5. How Starbucks' CEO Handled Company Tragedy
Starbucks is known for its exceptional treatment of employees, offering things like insurance to even part-time workers. When tragedy struck the company, it's no surprise that their CEO was able to comfort a hurting store and community.
In 1997 three employees were killed in a bumbled robbery of one of their Washington D.C. stores. Instead of issuing a press release or calling legal counsel, CEO Howard Schultz flew straight to D.C. and spent the entire week with the employees and their families in the area. Schultz's compassion and incredible leadership helped heal those closest to the tragedy.
6. IBM Encourages Blogging
At a time when the idea of "business blogging" was brand new (and usually feared), IBM encouraged their 320,000 employees to start company blogs. IBM leadership drafted a corporate blogging policy that encouraged employees to be themselves, speak in first person, and respect their coworkers.
The result? A marketing bonanza for IBM. Their company blogs are some of the most trusted technology blogs and generate tons of pageviews and links back to IBM. Instead of fearing the new technology, IBM embraced it, making their customers and employees very happy.
7. How Nelson Mandela's Father Made Tribal Decisions
Nelson Mandela is easily the most recognizable name in the Mandela family. Few people know of Mandela's adoptive father, Chief Jongintaba. Mandela credits Chief Jongintaba as a major source of leadership learning, and Mandela learned how to make important decisions based on how his father interacted with his tribe.
Chief Jongintaba was a tribal king, and would frequently hold meetings of the court. Men from all walks of life would gather in a circle and express their opinion. The Chief waited until every everyone had spoken before he would enter the conversation.
Mandela would later use his father's technique, gathering leaders at his kitchen table or in his driveway and holding discussions. Mandela would always listen first, and speak last.
8. TDIndustries Avoids Bankruptcy by Trusting Employees
TDIndustries is employee-owned and consistently on Forbes' Best Companies to Work For list. But the company almost didn't make it through the late 1980's without savvy leadership.
Many Texas banks were failing in the late 1980's, and TDIndustries was hurting greatly by the lack of funds needed to do large construction jobs. The company leadership informed their employees that instead of filing for bankruptcy, they were going to pay out the Defined Retirement Plan to its employees, and asked employees to use that money to reinvest into the company.
Because of the company's transparency and trust in their employees, the employees responded by giving back 30% more than what the company asked for. The money helped stabilize the company, and they weathered the rough financial spell.
9. Sun's CEO Fights for Internet Transparency
Jonathan Schwartz recently resigned his post at Sun with a Haiku tweet. While he was at Sun though, he was a major proponent of more transparency from CEOs. Schwartz was one of the first Fortune 500 CEOs to start a blog and opened up large companies to an excellent example of corporate blogging.
One of Schwartz's biggest moves as CEO was hosting a public debate on openness for companies on the Internet. Schwartz and SEC chairman Christopher Cox had an open debate on their blogs about the Regulation Fair Disclosure not including the Internet (or blogs like Schwartz's). By fighting for more openness from the SEC, Schwartz gave other customers and companies reason to trust his leadership.
10. Toro Adds Empathy to a Lawsuit Policy
Toro was going through major financial troubles in the late 1980's, and after a series of firings placed Ken Melrose as the CEO. Melrose was able to cut serious costs on lawsuits against the company by making a slight change: he added empathy.
Toro manufactures commercial lawn and golf course management equipment, and because of the machinery experiences many lawsuits. The company yearly sees around 100 serious injuries on average. Toro started sending a company representative to meet with the injured person and their family to see what went wrong, express the company's sympathy and try to attend to any needs the injured family might have.
Before they instituted the change, around half of the injuries resulted in a lawsuit. After the change, that number dropped to only a single lawsuit since 1991.
Wise Bread is a leading personal finance community dedicated to helping people get the most out of their money. Get daily money tips by following Wise Bread on Facebook or Twitter.
Photo credit: Aldo Murillo
Tags: glen stansberry, leadership, management, wise bread
That's why it's always refreshing to see examples of great leadership in our society. Here are 10 examples of top-notch leadership from leaders who ultimately led by example, letting their actions (and bottom lines) speak for themselves.
1. How Southwest Handled 9/11
Southwest is known for their customer service. In an industry fraught with awful customer service, Southwest distanced itself from other airlines by putting the customer first, no matter what the situation.
On September 11, 2001, airlines were forced to shut down for days while the rest of the nation recovered from the terrorist attacks. This meant that all airline passengers, flight attendants and pilots were stranded with the planes across the country. Instead of merely sitting and waiting, Southwest employees were encouraged to take passengers bowling or to the movies to pass the time.
Many airlines started cutting jobs in the months following 9/11. The airline industry had been badly damaged, and many airlines were forced to cut their workforce by up to 20%. Instead of following the trend, Southwest made an announcement only three days after 9/11 that Southwest would be keeping all of their employees and starting a $179.8 million profit sharing payment to employees.
Southwest CEO James Parker believed that because Southwest had built their company on sound business principles for the past 30 years, they were able to handle crisis better than other airlines.
2. Toyota's Digg Transparency During The Recall
Toyota recently announced that they would have to recall 2.3 million vehicles for faulty brakes. Outrage ran rampant across the media and public. Complaints were filed and lawsuits were made. It appears as if the Toyota brand has been tarnished for many years to come.
Instead of letting a PR team handle the issue with only press statements and interviews, Toyota turned quickly and offered a live conversation on one of the most popular communities on the web: Digg.
The community behind the social news site Digg is generally quite hostile to corporations. So it came as a shock to many that the Toyota CEO Jim Lentz would appear on a Digg Dialogg to be asked all sorts of questions about the company and the recall. Over a thousand hard questions were submitted from consumers and even past employees, and Mr. Lentz answered as many as possible in the given time. The questions were asked in order of votes, and none were filtered. It was a totally transparent interview.
While the fallout of the recent recalls are massive, Toyota's openness will greatly help with minimizing the damage to the company's reputation.
3. The Redfin Blog Saved the Company
Glenn Kelman knows a thing or two about being humble. In fact, it's a method he's utilized to successfully bring his company into the online real estate industry.
Redfin is an online real estate brokerage firm that gives back two-thirds of the commission that traditional agents charge. Real estate agents hated it, and started blacklisting anyone who used the service.
So, instead of keeping the problem quiet, Kelman started a company blog that focused on many of the awful aspects of the real estate business. He also posted about internal struggles within the company, and even criticized himself on many occasions. The blog was raw and authentic.
Customers loved the transparency. They appreciated the fact that a CEO could make fun of himself and the dirty parts of his industry. Since starting the Redfin blog in 2006, business has grown dramatically. Kelman gave his reasoning to the openness in a Wired article.
"I honestly believe that if Redfin were stripped absolutely bare for all the world to see, naked and humiliated in the sunlight, more people would do business with us."
And they have.
4. Costco's CEO is the Normal Guy
Over the past five years Jim Sinegal has shepherded his company Costco to impressive returns. Costco's stock has doubled, and revenues continue to grow at an impressive rate.
Yet Sinegal might be better known as a man of the people at Costco. His name tag plainly says "Jim," he answers his own phone, and his plain office at the company headquarters doesn't even have walls. While other CEO's are spending tens of thousands of dollars just decorating their offices, Sinegal's pays himself a yearly salary of $350,00. Most CEOs of large company are paid in the millions. His simple contract is only a page long, and even includes a section that outlines how he can be terminated for not doing his work.
So how did he come up with that number? He figured he shouldn't be paid more than 12 people working on the floor.
His employee turnover rate is the lowest in the retail industry, over five times less than rival Wal-Mart. In an age where CEOs are paid in the millions and would never be seen in the "trenches," Jim Sinegal is an anomaly. And his workers love him for it.
5. How Starbucks' CEO Handled Company Tragedy
Starbucks is known for its exceptional treatment of employees, offering things like insurance to even part-time workers. When tragedy struck the company, it's no surprise that their CEO was able to comfort a hurting store and community.
In 1997 three employees were killed in a bumbled robbery of one of their Washington D.C. stores. Instead of issuing a press release or calling legal counsel, CEO Howard Schultz flew straight to D.C. and spent the entire week with the employees and their families in the area. Schultz's compassion and incredible leadership helped heal those closest to the tragedy.
6. IBM Encourages Blogging
At a time when the idea of "business blogging" was brand new (and usually feared), IBM encouraged their 320,000 employees to start company blogs. IBM leadership drafted a corporate blogging policy that encouraged employees to be themselves, speak in first person, and respect their coworkers.
The result? A marketing bonanza for IBM. Their company blogs are some of the most trusted technology blogs and generate tons of pageviews and links back to IBM. Instead of fearing the new technology, IBM embraced it, making their customers and employees very happy.
7. How Nelson Mandela's Father Made Tribal Decisions
Nelson Mandela is easily the most recognizable name in the Mandela family. Few people know of Mandela's adoptive father, Chief Jongintaba. Mandela credits Chief Jongintaba as a major source of leadership learning, and Mandela learned how to make important decisions based on how his father interacted with his tribe.
Chief Jongintaba was a tribal king, and would frequently hold meetings of the court. Men from all walks of life would gather in a circle and express their opinion. The Chief waited until every everyone had spoken before he would enter the conversation.
Mandela would later use his father's technique, gathering leaders at his kitchen table or in his driveway and holding discussions. Mandela would always listen first, and speak last.
8. TDIndustries Avoids Bankruptcy by Trusting Employees
TDIndustries is employee-owned and consistently on Forbes' Best Companies to Work For list. But the company almost didn't make it through the late 1980's without savvy leadership.
Many Texas banks were failing in the late 1980's, and TDIndustries was hurting greatly by the lack of funds needed to do large construction jobs. The company leadership informed their employees that instead of filing for bankruptcy, they were going to pay out the Defined Retirement Plan to its employees, and asked employees to use that money to reinvest into the company.
Because of the company's transparency and trust in their employees, the employees responded by giving back 30% more than what the company asked for. The money helped stabilize the company, and they weathered the rough financial spell.
9. Sun's CEO Fights for Internet Transparency
Jonathan Schwartz recently resigned his post at Sun with a Haiku tweet. While he was at Sun though, he was a major proponent of more transparency from CEOs. Schwartz was one of the first Fortune 500 CEOs to start a blog and opened up large companies to an excellent example of corporate blogging.
One of Schwartz's biggest moves as CEO was hosting a public debate on openness for companies on the Internet. Schwartz and SEC chairman Christopher Cox had an open debate on their blogs about the Regulation Fair Disclosure not including the Internet (or blogs like Schwartz's). By fighting for more openness from the SEC, Schwartz gave other customers and companies reason to trust his leadership.
10. Toro Adds Empathy to a Lawsuit Policy
Toro was going through major financial troubles in the late 1980's, and after a series of firings placed Ken Melrose as the CEO. Melrose was able to cut serious costs on lawsuits against the company by making a slight change: he added empathy.
Toro manufactures commercial lawn and golf course management equipment, and because of the machinery experiences many lawsuits. The company yearly sees around 100 serious injuries on average. Toro started sending a company representative to meet with the injured person and their family to see what went wrong, express the company's sympathy and try to attend to any needs the injured family might have.
Before they instituted the change, around half of the injuries resulted in a lawsuit. After the change, that number dropped to only a single lawsuit since 1991.
Wise Bread is a leading personal finance community dedicated to helping people get the most out of their money. Get daily money tips by following Wise Bread on Facebook or Twitter.
Photo credit: Aldo Murillo
Tags: glen stansberry, leadership, management, wise bread
Monday, March 1, 2010
Don't Complain
5 Things To Do
Instead Of Complain
I’ve been speaking to a lot of organizations around the country and the one thing I keep hearing from leaders and employees is that complaining is at an all time high. I’m not surprised. There are two main reasons why we complain. 1. We complain because we feel powerless. 2. We complain because it’s a habit. The economy has shaken a lot of people’s foundations and we feel powerless which leads to a rise in habitual complaining.
So this week I want to encourage you to go on a complaining fast. Not because it will make everyone around you happier, although it will, but because it will help you experience more joy, peace, success and positive relationships. Believe me; I know a lot about complaining. I use to be a professional complainer and found that it not only sabotages your happiness and success but the morale of your team and family.
To help you break out of a “complaining” rut here are five things you can do instead of complain. These tips will help you realize you are not powerless. You have the power to choose your beliefs and actions. And in your focus on the positive instead of the negative you'll find the faith, strength and confidence to take on life’s challenges and identify the solutions to your complaints.
1. Practice Gratitude. Research shows that when we count three blessings a day, we get a measurable boost in happiness that uplifts and energizes us. It's also physiologically impossible to be stressed and thankful at the same time. Two thoughts cannot occupy our mind at the same time. If you are focusing on gratitude, you can't be negative. You can also energize and engage your coworkers by letting them know you are grateful for them and their work.
2. Praise Others. Instead of complaining about what others are doing wrong, start focusing on what they are doing right. Praise them and watch as they create more success as a result. Of course, point out their mistakes so they can learn and grow, but make sure you give three times as much praise as criticism.
3. Focus on Success. Start a success journal. Each night before you go to bed, write down the one great thing about your day. The one great conversation, accomplishment, or win that you are most proud of. Focus on your success, and you'll look forward to creating more success tomorrow.
4. Let Go. Focus on the things that you have the power to change, and let go of the things that are beyond your control. You’ll be amazed that when you stop trying to control everything, it all somehow works out. Surrender is the answer.
5. Pray. Scientific research shows that daily prayer reduces stress; boosts positive energy; and promotes health, vitality, and longevity. When you are faced with the urge to complain or you are feeling stressed to the max, stop, be still, plug-in to the ultimate power, and recharge.
Instead Of Complain
I’ve been speaking to a lot of organizations around the country and the one thing I keep hearing from leaders and employees is that complaining is at an all time high. I’m not surprised. There are two main reasons why we complain. 1. We complain because we feel powerless. 2. We complain because it’s a habit. The economy has shaken a lot of people’s foundations and we feel powerless which leads to a rise in habitual complaining.
So this week I want to encourage you to go on a complaining fast. Not because it will make everyone around you happier, although it will, but because it will help you experience more joy, peace, success and positive relationships. Believe me; I know a lot about complaining. I use to be a professional complainer and found that it not only sabotages your happiness and success but the morale of your team and family.
To help you break out of a “complaining” rut here are five things you can do instead of complain. These tips will help you realize you are not powerless. You have the power to choose your beliefs and actions. And in your focus on the positive instead of the negative you'll find the faith, strength and confidence to take on life’s challenges and identify the solutions to your complaints.
1. Practice Gratitude. Research shows that when we count three blessings a day, we get a measurable boost in happiness that uplifts and energizes us. It's also physiologically impossible to be stressed and thankful at the same time. Two thoughts cannot occupy our mind at the same time. If you are focusing on gratitude, you can't be negative. You can also energize and engage your coworkers by letting them know you are grateful for them and their work.
2. Praise Others. Instead of complaining about what others are doing wrong, start focusing on what they are doing right. Praise them and watch as they create more success as a result. Of course, point out their mistakes so they can learn and grow, but make sure you give three times as much praise as criticism.
3. Focus on Success. Start a success journal. Each night before you go to bed, write down the one great thing about your day. The one great conversation, accomplishment, or win that you are most proud of. Focus on your success, and you'll look forward to creating more success tomorrow.
4. Let Go. Focus on the things that you have the power to change, and let go of the things that are beyond your control. You’ll be amazed that when you stop trying to control everything, it all somehow works out. Surrender is the answer.
5. Pray. Scientific research shows that daily prayer reduces stress; boosts positive energy; and promotes health, vitality, and longevity. When you are faced with the urge to complain or you are feeling stressed to the max, stop, be still, plug-in to the ultimate power, and recharge.
Sunday, February 28, 2010
Leadership
Leadership is having the tenacity and conviction to pursue your vision on a daily basis and solicit others to help in that endeavor. http://edwardknab.blogspot.com/
Monday, February 22, 2010
Positive Benefits
Over the years I've done a lot of research on the positive effects of being positive and the negative affects of being negative. The research is clear. It really does pay to be positive and the benefits include enhanced health and longevity, happiness, career advancement, athletic performance, team building and financial success. Being positive is not just a nice way to live. It’s the way to live. In this spirit here are 11 benefits of being positive.
1. Positive People Live Longer - In a study of nuns, those that regularly expressed positive emotions lived on average 10 years longer. (The Nun Study)
2. Positive work environments outperform negative work environments. (Daniel Goleman)
3. Positive, optimistic sales people sell more than pessimistic sales people. (Martin Seligman)
4. Positive leaders are able to make better decisions under pressure. (Heartmath.org)
5. Marriages are much more likely to succeed
when the couple experiences a 5 to 1 ratio of positive to negative interactions whereas when the ratio approaches 1 to 1, marriages are more likely to end in divorce. (John Gottman)
6. Positive people who regularly express positive emotions are more resilient when facing stress, challenges and adversity. (Several Studies)
7. Positive people are able to maintain a broader perspective and see the big picture which helps them identify solutions where as negative people maintain a narrower perspective and tend to focus on problems. (Barbara Fredrickson)
8. Positive thoughts and emotions counter the negative effects of stress. For example, you can't be thankful and stressed at the same time. (Several Studies)
9. Positive emotions such as gratitude and appreciation help athletes perform at a higher level. (Heartmath.org)
10. Positive people have more friends which is a key factor of happiness and longevity. (Robert D. Putnam
11. Positive and popular leaders are more likely to garner the support of others and receive pay raises and promotions and achieve greater success in the workplace. (Several Studies)
1. Positive People Live Longer - In a study of nuns, those that regularly expressed positive emotions lived on average 10 years longer. (The Nun Study)
2. Positive work environments outperform negative work environments. (Daniel Goleman)
3. Positive, optimistic sales people sell more than pessimistic sales people. (Martin Seligman)
4. Positive leaders are able to make better decisions under pressure. (Heartmath.org)
5. Marriages are much more likely to succeed
when the couple experiences a 5 to 1 ratio of positive to negative interactions whereas when the ratio approaches 1 to 1, marriages are more likely to end in divorce. (John Gottman)
6. Positive people who regularly express positive emotions are more resilient when facing stress, challenges and adversity. (Several Studies)
7. Positive people are able to maintain a broader perspective and see the big picture which helps them identify solutions where as negative people maintain a narrower perspective and tend to focus on problems. (Barbara Fredrickson)
8. Positive thoughts and emotions counter the negative effects of stress. For example, you can't be thankful and stressed at the same time. (Several Studies)
9. Positive emotions such as gratitude and appreciation help athletes perform at a higher level. (Heartmath.org)
10. Positive people have more friends which is a key factor of happiness and longevity. (Robert D. Putnam
11. Positive and popular leaders are more likely to garner the support of others and receive pay raises and promotions and achieve greater success in the workplace. (Several Studies)
Positive Benefits
Over the years I've done a lot of research on the positive effects of being positive and the negative affects of being negative. The research is clear. It really does pay to be positive and the benefits include enhanced health and longevity, happiness, career advancement, athletic performance, team building and financial success. Being positive is not just a nice way to live. It’s the way to live. In this spirit here are 11 benefits of being positive.
1. Positive People Live Longer - In a study of nuns, those that regularly expressed positive emotions lived on average 10 years longer. (The Nun Study)
2. Positive work environments outperform negative work environments. (Daniel Goleman)
3. Positive, optimistic sales people sell more than pessimistic sales people. (Martin Seligman)
4. Positive leaders are able to make better decisions under pressure. (Heartmath.org)
5. Marriages are much more likely to succeed when the couple experiences a 5 to 1 ratio of positive to negative interactions whereas when the ratio approaches 1 to 1, marriages are more likely to end in divorce. (John Gottman)
6. Positive people who regularly express positive emotions are more resilient when facing stress, challenges and adversity. (Several Studies)
7. Positive people are able to maintain a broader perspective and see the big picture which helps them identify solutions where as negative people maintain a narrower perspective and tend to focus on problems. (Barbara Fredrickson)
8. Positive thoughts and emotions counter the negative effects of stress. For example, you can't be thankful and stressed at the same time. (Several Studies)
9. Positive emotions such as gratitude and appreciation help athletes perform at a higher level. (Heartmath.org)
10. Positive people have more friends which is a key factor of happiness and longevity. (Robert D. Putnam Positive and popular leaders are more likely to garner the support of others and receive pay raises and promotions and achieve greater success in the workplace. (Several Studies)
1. Positive People Live Longer - In a study of nuns, those that regularly expressed positive emotions lived on average 10 years longer. (The Nun Study)
2. Positive work environments outperform negative work environments. (Daniel Goleman)
3. Positive, optimistic sales people sell more than pessimistic sales people. (Martin Seligman)
4. Positive leaders are able to make better decisions under pressure. (Heartmath.org)
5. Marriages are much more likely to succeed when the couple experiences a 5 to 1 ratio of positive to negative interactions whereas when the ratio approaches 1 to 1, marriages are more likely to end in divorce. (John Gottman)
6. Positive people who regularly express positive emotions are more resilient when facing stress, challenges and adversity. (Several Studies)
7. Positive people are able to maintain a broader perspective and see the big picture which helps them identify solutions where as negative people maintain a narrower perspective and tend to focus on problems. (Barbara Fredrickson)
8. Positive thoughts and emotions counter the negative effects of stress. For example, you can't be thankful and stressed at the same time. (Several Studies)
9. Positive emotions such as gratitude and appreciation help athletes perform at a higher level. (Heartmath.org)
10. Positive people have more friends which is a key factor of happiness and longevity. (Robert D. Putnam Positive and popular leaders are more likely to garner the support of others and receive pay raises and promotions and achieve greater success in the workplace. (Several Studies)
Wednesday, February 17, 2010
Why do 40% of New Leaders Fail?
Why do 40% of New Leaders Fail?
Laptop_airport Most executives think it is important to "go it alone" due to their belief in the myth of individualism; they hold tightly to the idea that everyone succeeds or fails on the basis of individual efforts and abilities.
This assumption is so powerful that when an alternative view is suggested (that success depends on our relationships with others as much as it does on us) the usual reaction is denial. Denial of the role of relationships in the executive's success preserves the self-enhancing illusion that we are masters of our own fates and, therefore, deserving of all the credit for our successes.
The myth of individualism can negatively affect our chances for success.
Consider that four out of ten newly promoted managers and executives fail within 18 months of starting new jobs, according to research by Manchester, Inc, a leadership development firm in Bala Cynwyd, PA. "Failing" includes being terminated for performance, performing significantly below expectations or voluntarily resigning from the new position. When newly recruited, the following types of executives experienced the highest failure rates within the first 18 months: senior-level executives (39%), sales executives (30%), marketing executives (25%), and operations executives (23%).
Here are the major reasons for failure in the new job:
They fail to establish a cultural fit……………......................75%
They fail to build teamwork with staff and peers…...........…52%
They are unclear about what their bosses expect….............33%
They don't have the required internal political savvy…..........25%
There's no process to assimilate executives into the firm…...22%
Two out of every five new CEOs fail in the first 18 months (HBR, January 2005).
During the second half of 1999, when statistics began to be compiled, nearly 270 chief executives were forced to leave their companies or simply resigned, according to Challenger, Gray & Christmas, the Chicago-based outplacement firm that follows employment issues. Since then, the pace has quickened--in 2004, 663 chief executives departed and turnover doubled to 1,322 in 2005, according to the firm.
CEOs are now lasting just 7.6 years in office on a global average, down from 9.5 years in 1995, according to consulting firm Booz Allen Hamilton.
Leaders often fail for a few common reasons: due to unclear or outsized expectations, a failure to build partnerships with key stakeholders, a failure to learn the company, industry or the job itself fast enough, a failure to determine the process for gaining commitments from direct reports and a failure to recognize and manage the impact of change on people.
Focusherenow_22 Executive onboarding coaching of the newly recruited or promoted executive can turnaround this high rate of failure.
February 13, 2010 in Career , Chief Executive Officer (CEO), Failure, Leadership, Myths | Permalink ShareThis
Technorati Tags: common failure reasons, failure to build partnerships, failure to gain commitments, failure to manage change, leadership failures
Laptop_airport Most executives think it is important to "go it alone" due to their belief in the myth of individualism; they hold tightly to the idea that everyone succeeds or fails on the basis of individual efforts and abilities.
This assumption is so powerful that when an alternative view is suggested (that success depends on our relationships with others as much as it does on us) the usual reaction is denial. Denial of the role of relationships in the executive's success preserves the self-enhancing illusion that we are masters of our own fates and, therefore, deserving of all the credit for our successes.
The myth of individualism can negatively affect our chances for success.
Consider that four out of ten newly promoted managers and executives fail within 18 months of starting new jobs, according to research by Manchester, Inc, a leadership development firm in Bala Cynwyd, PA. "Failing" includes being terminated for performance, performing significantly below expectations or voluntarily resigning from the new position. When newly recruited, the following types of executives experienced the highest failure rates within the first 18 months: senior-level executives (39%), sales executives (30%), marketing executives (25%), and operations executives (23%).
Here are the major reasons for failure in the new job:
They fail to establish a cultural fit……………......................75%
They fail to build teamwork with staff and peers…...........…52%
They are unclear about what their bosses expect….............33%
They don't have the required internal political savvy…..........25%
There's no process to assimilate executives into the firm…...22%
Two out of every five new CEOs fail in the first 18 months (HBR, January 2005).
During the second half of 1999, when statistics began to be compiled, nearly 270 chief executives were forced to leave their companies or simply resigned, according to Challenger, Gray & Christmas, the Chicago-based outplacement firm that follows employment issues. Since then, the pace has quickened--in 2004, 663 chief executives departed and turnover doubled to 1,322 in 2005, according to the firm.
CEOs are now lasting just 7.6 years in office on a global average, down from 9.5 years in 1995, according to consulting firm Booz Allen Hamilton.
Leaders often fail for a few common reasons: due to unclear or outsized expectations, a failure to build partnerships with key stakeholders, a failure to learn the company, industry or the job itself fast enough, a failure to determine the process for gaining commitments from direct reports and a failure to recognize and manage the impact of change on people.
Focusherenow_22 Executive onboarding coaching of the newly recruited or promoted executive can turnaround this high rate of failure.
February 13, 2010 in Career , Chief Executive Officer (CEO), Failure, Leadership, Myths | Permalink ShareThis
Technorati Tags: common failure reasons, failure to build partnerships, failure to gain commitments, failure to manage change, leadership failures
9 Things You Must Absolutely Do To Having Winning Relationships At Work:
9 Things You Must Absolutely Do To Having Winning Relationships At Work:
1. Act Like a Human
Organizations run by a closed group of executives hovering above in the "C - suite" are falling. Leading Without A Title, where everyone is a key player is the new way to win in business. This fresh method of leading means that leaders not only master the essential skills but also understand how to act human. You can't treat human beings like capital - you will lose your greatest talent.
Acting human engages people - human engagement facilitates others towards their brilliance. A refreshing burst of humanity at the office outlasts and outshines the paycheck, the office with the view, or driving the company car. As the lights go out on the stage of old-school leadership, acting human is your game-changing solution.
2. Be One of the Few Who Perfect the Endangered Craft
It's an amazing time to be alive. Revolutionary technological innovation to enhance our lives, freedom of choice to create the life you love, and the daily opportunity to choose from an endless list of beautiful rewards. Yet an insatiable hunger still lingers inside each one of us - the hunger to be heard. I'm talking about the transformative experience that happens when someone truly listens and totally gets where you are at. I'm talking about listening at the level you feel like the listener is hanging onto each one of your words like they are the most important words in the world.
The new leadership is all about relationships with people. And you can't relate without listening. It's impossible. Yet engaged listening is a craft rarely mastered by leaders. You can have the most competent leader in the world, but if he doesn't listen his leadership potential will go unrealized.
Feeding the hunger to be heard brings out the best in people. People will trust you, respect you and shatter their limitations for you when you give them the gift of listening.
3. Be Scarce
We tend to value that which is scarce. We put a premium on objects and experiences we believe will run out: a Limited edition Gucci Ronson sneaker, a two week showing of Michael Jackson's This Is It. Reserve wine. We are impacted and motivated most by that which we don't come across everyday or that which comes in a limited supply. If you are seeking to create long term loyalty in your business relationships, ask yourself what is noticeably scarce? Is it generosity? Authenticity? Encouragement? Spot the scarcity and rock it.
4. Be the Most Positive Person in the Room
Today there is perpetual buzz about the state of the economy, the shock of once-admired organizations collapsing before our eyes and the alarming daily rate of bankruptcy. Yes this is current reality however, focusing relentlessly on negativity is subscribing to failure.
Powerful leaders neutralize the infectious cycle of negativity; they deploy hope where it's seemingly forsaken. Enlisting yourself as the most positive person in the room breaks the binds of negativity. Change the music and people will either stop dancing or start dancing a new step. Either way, it will set a precedence - "negativity is what everybody else is doing - we are the organization that refuses its limitations." Utilize the power of positivity to step up and make today better than yesterday.
5. Go Bigger than Your Paycheck
Just when we thought Apple couldn't wow us anymore they showcased innovation with the iPad, the tablet computer. Amazing. You might not love the design but you have to love how Apple delivers surprise above and beyond. Have the audacity to go bigger than your role. If a colleague is struggling to meet a deadline or lagging in productivity, don't be the first to point out the deficiency, be the first to roll up your sleeves and do whatever it takes to help out. Knock the status quo "it's not my job" to its knees and do more than you are paid for.
6. Be the Perfect Investment
When it comes to your relationships, be a dream investment: low cost with exceptional high return. Prove to be a no gossip, no games, no regrets, no maintenance investment of other people's time and focus. Manage yourself with others at the highest level possible - a.k.a with grace.
7. Get Naked in Your Conversations
Make your conversations count. Speak with candor. Brave the real issue. Say only that which is helpful: don't use your words to criticize or divide. Anybody can do that. Be radically honest, define reality. Trust is born out of the truth. Sloganeering and masking the truth breeds mistrust and disrespect. Go to the difficult truths and people will go the mile with you.
8. Get Famous for Reliability
Next time a teammate or department is unexpectedly riding the wild rapids, be the person out in the water risking the rapids with them. Become known for acts of reliability.
Every single person needs to take ownership of the organization's results. Everyone needs to take responsibility for what does or does not get accomplished in a day. Anyone can reach success if they consistently do the right things. Reliability, no matter what, is the right thing. Reliability translates into ownership and taking ownership is a way to present yourself as a leader.
9. Turn Everyone Into a Cover Story
Commit to noticing everyone. The young new associate in the elevator on Monday morning, the CFO's assistant, the receptionist, the customers, the interns... Remember everyone's contributions, what's important to her, what he does well, and what makes everyone smile. Everyone is worthy of being the next cover story and leaders show it.
1. Act Like a Human
Organizations run by a closed group of executives hovering above in the "C - suite" are falling. Leading Without A Title, where everyone is a key player is the new way to win in business. This fresh method of leading means that leaders not only master the essential skills but also understand how to act human. You can't treat human beings like capital - you will lose your greatest talent.
Acting human engages people - human engagement facilitates others towards their brilliance. A refreshing burst of humanity at the office outlasts and outshines the paycheck, the office with the view, or driving the company car. As the lights go out on the stage of old-school leadership, acting human is your game-changing solution.
2. Be One of the Few Who Perfect the Endangered Craft
It's an amazing time to be alive. Revolutionary technological innovation to enhance our lives, freedom of choice to create the life you love, and the daily opportunity to choose from an endless list of beautiful rewards. Yet an insatiable hunger still lingers inside each one of us - the hunger to be heard. I'm talking about the transformative experience that happens when someone truly listens and totally gets where you are at. I'm talking about listening at the level you feel like the listener is hanging onto each one of your words like they are the most important words in the world.
The new leadership is all about relationships with people. And you can't relate without listening. It's impossible. Yet engaged listening is a craft rarely mastered by leaders. You can have the most competent leader in the world, but if he doesn't listen his leadership potential will go unrealized.
Feeding the hunger to be heard brings out the best in people. People will trust you, respect you and shatter their limitations for you when you give them the gift of listening.
3. Be Scarce
We tend to value that which is scarce. We put a premium on objects and experiences we believe will run out: a Limited edition Gucci Ronson sneaker, a two week showing of Michael Jackson's This Is It. Reserve wine. We are impacted and motivated most by that which we don't come across everyday or that which comes in a limited supply. If you are seeking to create long term loyalty in your business relationships, ask yourself what is noticeably scarce? Is it generosity? Authenticity? Encouragement? Spot the scarcity and rock it.
4. Be the Most Positive Person in the Room
Today there is perpetual buzz about the state of the economy, the shock of once-admired organizations collapsing before our eyes and the alarming daily rate of bankruptcy. Yes this is current reality however, focusing relentlessly on negativity is subscribing to failure.
Powerful leaders neutralize the infectious cycle of negativity; they deploy hope where it's seemingly forsaken. Enlisting yourself as the most positive person in the room breaks the binds of negativity. Change the music and people will either stop dancing or start dancing a new step. Either way, it will set a precedence - "negativity is what everybody else is doing - we are the organization that refuses its limitations." Utilize the power of positivity to step up and make today better than yesterday.
5. Go Bigger than Your Paycheck
Just when we thought Apple couldn't wow us anymore they showcased innovation with the iPad, the tablet computer. Amazing. You might not love the design but you have to love how Apple delivers surprise above and beyond. Have the audacity to go bigger than your role. If a colleague is struggling to meet a deadline or lagging in productivity, don't be the first to point out the deficiency, be the first to roll up your sleeves and do whatever it takes to help out. Knock the status quo "it's not my job" to its knees and do more than you are paid for.
6. Be the Perfect Investment
When it comes to your relationships, be a dream investment: low cost with exceptional high return. Prove to be a no gossip, no games, no regrets, no maintenance investment of other people's time and focus. Manage yourself with others at the highest level possible - a.k.a with grace.
7. Get Naked in Your Conversations
Make your conversations count. Speak with candor. Brave the real issue. Say only that which is helpful: don't use your words to criticize or divide. Anybody can do that. Be radically honest, define reality. Trust is born out of the truth. Sloganeering and masking the truth breeds mistrust and disrespect. Go to the difficult truths and people will go the mile with you.
8. Get Famous for Reliability
Next time a teammate or department is unexpectedly riding the wild rapids, be the person out in the water risking the rapids with them. Become known for acts of reliability.
Every single person needs to take ownership of the organization's results. Everyone needs to take responsibility for what does or does not get accomplished in a day. Anyone can reach success if they consistently do the right things. Reliability, no matter what, is the right thing. Reliability translates into ownership and taking ownership is a way to present yourself as a leader.
9. Turn Everyone Into a Cover Story
Commit to noticing everyone. The young new associate in the elevator on Monday morning, the CFO's assistant, the receptionist, the customers, the interns... Remember everyone's contributions, what's important to her, what he does well, and what makes everyone smile. Everyone is worthy of being the next cover story and leaders show it.
Monday, February 15, 2010
Whatever you want!
Whatever You Want
A few years ago I ate lunch at Aqua Grill, a restaurant near my house. While there I met the owner, Cary Hart, and told him I had food allergies. I asked him if he could customize a dish for me without eggs since I’m allergic to them. He said, "Whatever you want Jon. Whatever you want." I told him I loved hearing that and he said, “That's my philosophy. I just walk around the restaurant telling customers, Whatever you want. Whatever you want. Whatever you want. You don't want to pay. That's fine. Whatever you want.” :)
We had a good laugh but Cary's customer service was no laughing matter. I go there all the time and have bought hundreds of meals because I know when I go there I'll get what I want. It’s no wonder that Aqua Grill has been open for 20 years while every week it seems another restaurant in my area has opened and closed.
I found the same service at Pappasito's in the Houston airport while coming home from speaking at the Texas Children's Hospital. I was starving but not too hungry to walk to the other side of the airport to go to Pappasito’s. Javier is the manager there and when I asked him if I could get the Fish Tacos grilled instead of battered with egg he said, "It will take a little longer but if you have the time I’d be glad to do it.” Code words for "Whatever you want.” Javier and Pappasito’s believe in satisfying their customers and that's why I eat there every time I'm in the Houston airport, which is often.
Success is simple. Give customers what they want and they'll come back. You don't have to give away the house. In fact Aqua Grill and Pappasito's cost a little more than their nearby competition but they are busier and more successful.
Great service and getting things “your way” is something a lot of people, including me, will pay for in any economy. If you provide great service and make it the goal of everyone in your organization to satisfy your customers they will keep coming back and invite their friends and colleagues (who knows, they may even write newsletters about you that reach a lot of people).
Your job is to serve your customers and give them what they want. If you don’t, someone else will.
A few years ago I ate lunch at Aqua Grill, a restaurant near my house. While there I met the owner, Cary Hart, and told him I had food allergies. I asked him if he could customize a dish for me without eggs since I’m allergic to them. He said, "Whatever you want Jon. Whatever you want." I told him I loved hearing that and he said, “That's my philosophy. I just walk around the restaurant telling customers, Whatever you want. Whatever you want. Whatever you want. You don't want to pay. That's fine. Whatever you want.” :)
We had a good laugh but Cary's customer service was no laughing matter. I go there all the time and have bought hundreds of meals because I know when I go there I'll get what I want. It’s no wonder that Aqua Grill has been open for 20 years while every week it seems another restaurant in my area has opened and closed.
I found the same service at Pappasito's in the Houston airport while coming home from speaking at the Texas Children's Hospital. I was starving but not too hungry to walk to the other side of the airport to go to Pappasito’s. Javier is the manager there and when I asked him if I could get the Fish Tacos grilled instead of battered with egg he said, "It will take a little longer but if you have the time I’d be glad to do it.” Code words for "Whatever you want.” Javier and Pappasito’s believe in satisfying their customers and that's why I eat there every time I'm in the Houston airport, which is often.
Success is simple. Give customers what they want and they'll come back. You don't have to give away the house. In fact Aqua Grill and Pappasito's cost a little more than their nearby competition but they are busier and more successful.
Great service and getting things “your way” is something a lot of people, including me, will pay for in any economy. If you provide great service and make it the goal of everyone in your organization to satisfy your customers they will keep coming back and invite their friends and colleagues (who knows, they may even write newsletters about you that reach a lot of people).
Your job is to serve your customers and give them what they want. If you don’t, someone else will.
Thursday, January 28, 2010
Goals
uccess is the intentional, pre-meditated use of choice and decision. Unless you choose - with certainty - what it is you want, you accept table scraps by default!
The world is plump with opportunity. With boldness and conviction, stick a fork into the goals you want by being decisive.
You are born with great capabilities, but you will not achieve your potential until you call upon yourself to fulfill it. You will rise to the occasion when it presents itself; yet, to assure self-fulfillment, you must provide occasions to rise to. Clearly defined goals allow you to travel toward another horizon that represents the end of one experience and the transition to a new and better existence. The objective is to choose the right goals, and then to create the necessary causes - the effects will follow!
The difference between what one person and another achieves depends more on goal choices than on abilities. The profound differences between successful people and others are the goals they choose to pursue. Individuals with smaller talents, intelligence, and abilities will achieve different results because they select and pursue different goals.
Each decision affects what you become. We form our decisions and our decisions form us. There is no escaping this; the smallest choices are important because - over time - their cumulative effect is enormous.
Never overlook the obvious: The nature and direction of your life change the instant you decide what goals you want to pursue.
Once you make a decision, you start down a path to a new destination. At the moment the decision is made, your decision to pursue a goal alters what you are becoming. Just one spin of the lock's dial - a single choice - can alter your life, your destiny, your legacy.
Think about it - your goal decisions represent and express your individuality. You seal your fate with the choices you make. You define yourself by your decisions.
Your dialogue with success is ultimately a solo one. Decisions and goals made must be your own if you are to call your life a success.
Always establish the best goals you can. Goals are the seeds of success - you become only what you plant. The quality of your harvest is a direct reflection of the quality of your seeds-your decisions!
Indecision is the big eraser of opportunity and potential. Risks and costs accompany every decision; however, the price of decision is far less than the long-range risks and costs of comfortable inaction. When it comes to decisiveness, squatters have no rights.
Everyone has an official wish list of things they think are "reasonable". What about the unofficial wish list? The one that common sense tells you to ignore? The list that exists deep in your mind, the list that keeps you up at night, that makes your toes wiggle when you think of it? Why not choose that list for a change?
How long have you dreamed of being, having, and doing what you really want? Think big, as when it comes to your goals, the size of your ambition does matter.
The world is plump with opportunity. With boldness and conviction, stick a fork into the goals you want by being decisive.
You are born with great capabilities, but you will not achieve your potential until you call upon yourself to fulfill it. You will rise to the occasion when it presents itself; yet, to assure self-fulfillment, you must provide occasions to rise to. Clearly defined goals allow you to travel toward another horizon that represents the end of one experience and the transition to a new and better existence. The objective is to choose the right goals, and then to create the necessary causes - the effects will follow!
The difference between what one person and another achieves depends more on goal choices than on abilities. The profound differences between successful people and others are the goals they choose to pursue. Individuals with smaller talents, intelligence, and abilities will achieve different results because they select and pursue different goals.
Each decision affects what you become. We form our decisions and our decisions form us. There is no escaping this; the smallest choices are important because - over time - their cumulative effect is enormous.
Never overlook the obvious: The nature and direction of your life change the instant you decide what goals you want to pursue.
Once you make a decision, you start down a path to a new destination. At the moment the decision is made, your decision to pursue a goal alters what you are becoming. Just one spin of the lock's dial - a single choice - can alter your life, your destiny, your legacy.
Think about it - your goal decisions represent and express your individuality. You seal your fate with the choices you make. You define yourself by your decisions.
Your dialogue with success is ultimately a solo one. Decisions and goals made must be your own if you are to call your life a success.
Always establish the best goals you can. Goals are the seeds of success - you become only what you plant. The quality of your harvest is a direct reflection of the quality of your seeds-your decisions!
Indecision is the big eraser of opportunity and potential. Risks and costs accompany every decision; however, the price of decision is far less than the long-range risks and costs of comfortable inaction. When it comes to decisiveness, squatters have no rights.
Everyone has an official wish list of things they think are "reasonable". What about the unofficial wish list? The one that common sense tells you to ignore? The list that exists deep in your mind, the list that keeps you up at night, that makes your toes wiggle when you think of it? Why not choose that list for a change?
How long have you dreamed of being, having, and doing what you really want? Think big, as when it comes to your goals, the size of your ambition does matter.
4 Agreements
hough I?m obviously entirely immersed in the world of Personal Growth, it still amazes me how wonderfully simple yet incredibly profound some of its lessons can be.
Take, for example, the book The Four Agreements by Don Miguel Ruiz, which I just recently read.
Ruiz advises his readers to set aside the negative ?agreements,? or, in other words, belief systems they?ve made with themselves, others, and/or society (things like ?I?m stupid? or ?I?m not good enough?) in favor of following the four agreements he puts forth for attaining your highest self and happiest life.
Great ideas in theory, but sometimes things tend to be infinitely more difficult to put into practice.
Yet, Ruiz makes it seem pretty simple and straightforward.
The four agreements are:
1. Be Impeccable With Your Word. Basically, explains Ruiz, your word is equal to your power, or in some cases even magic, so use it for good, not bad. He especially condemns gossip, calling it ?black magic.?
2. Don?t Take Anything Personally. I think this may well be the hardest agreement to subscribe to, but it?s certainly powerful and important. Ruiz says, ?Nothing other people do is because of you.? It?s kind of eye-opening because in we all tend to be self-focused. But if someone says or does something negative to you, remember, it is about them, not you. You will suffer for nothing by thinking or worrying about it.
3. Don?t Make Assumptions. This is my favorite, and something I already adhere to. Everyone makes assumptions all the time. The problem, says Ruiz, is that we believe they?re the truth, which is just not the case. We make an assumption, we misunderstand, we take things personally, and conflict ensues. The way to keep yourself from making assumptions is to ask questions and communicate. Not so hard if you think about it.
4. Always Do Your Best. While your best might vary from day to day, depending on circumstances or how you feel, always do it. No more (because if you try too hard, you will expend too much energy and your best will not be enough) and no less (because that causes frustration, self-judgments, guilt and regret).
Above all, says Ruiz, if you break one of the agreements, don?t give up. Simply start over immediately. Eventually, the new agreements will become habit and replace the old negative agreements that used to fuel our lives.
Take, for example, the book The Four Agreements by Don Miguel Ruiz, which I just recently read.
Ruiz advises his readers to set aside the negative ?agreements,? or, in other words, belief systems they?ve made with themselves, others, and/or society (things like ?I?m stupid? or ?I?m not good enough?) in favor of following the four agreements he puts forth for attaining your highest self and happiest life.
Great ideas in theory, but sometimes things tend to be infinitely more difficult to put into practice.
Yet, Ruiz makes it seem pretty simple and straightforward.
The four agreements are:
1. Be Impeccable With Your Word. Basically, explains Ruiz, your word is equal to your power, or in some cases even magic, so use it for good, not bad. He especially condemns gossip, calling it ?black magic.?
2. Don?t Take Anything Personally. I think this may well be the hardest agreement to subscribe to, but it?s certainly powerful and important. Ruiz says, ?Nothing other people do is because of you.? It?s kind of eye-opening because in we all tend to be self-focused. But if someone says or does something negative to you, remember, it is about them, not you. You will suffer for nothing by thinking or worrying about it.
3. Don?t Make Assumptions. This is my favorite, and something I already adhere to. Everyone makes assumptions all the time. The problem, says Ruiz, is that we believe they?re the truth, which is just not the case. We make an assumption, we misunderstand, we take things personally, and conflict ensues. The way to keep yourself from making assumptions is to ask questions and communicate. Not so hard if you think about it.
4. Always Do Your Best. While your best might vary from day to day, depending on circumstances or how you feel, always do it. No more (because if you try too hard, you will expend too much energy and your best will not be enough) and no less (because that causes frustration, self-judgments, guilt and regret).
Above all, says Ruiz, if you break one of the agreements, don?t give up. Simply start over immediately. Eventually, the new agreements will become habit and replace the old negative agreements that used to fuel our lives.
Wednesday, January 27, 2010
Marketing 2010
1) Define Your Audience
Know your target audience - what motivates them?
Develop a compelling and relevant message/story that appeals to their motivation.
Brand yourself - Differentiate yourself/your solution through knowledge, access, service, common interests
2) Get the word out
Get the best website you can afford
Get social; get online - Twitter just tripled their office space in San Francisco; there are more than 50 million members on Linked-in networking and doing business together; You Tube is now the second largest search engine behind Google; The Wall Street Journal has predicted that the end of email is near and that we will all be using social media to communicate digitally.
3) Public Relations
PR is one of the most cost-effective, 5-10 times the value of a single ad.
Write byline articles; real estate reporters are looking for anything positive to write; build relationships with the community.
4) Measure Everything
Using Google Analytics and other measuring software; you should be measuring how many people come to yur website. You should be benchmarkng how many friends and fans are following you and how efffective you are advertising, email and PR campaigns are working. Proper measurement will not only measure response but also how well yoru target audience is receiving your message.
Factoids
70% of business decision makers use search engines first in their decision making process. Among C-level executives, 67% said the Internet was the single most important source of usiness information.
YouTube: 375 million unique visitors in 2009
Facebook: 103 million members
LinkedIn: 50 million members (36,151 members in the Real Estate Finance & Investment Society)
Twitter: 18 million members
Blogs: 200 millin blogs online
Know your target audience - what motivates them?
Develop a compelling and relevant message/story that appeals to their motivation.
Brand yourself - Differentiate yourself/your solution through knowledge, access, service, common interests
2) Get the word out
Get the best website you can afford
Get social; get online - Twitter just tripled their office space in San Francisco; there are more than 50 million members on Linked-in networking and doing business together; You Tube is now the second largest search engine behind Google; The Wall Street Journal has predicted that the end of email is near and that we will all be using social media to communicate digitally.
3) Public Relations
PR is one of the most cost-effective, 5-10 times the value of a single ad.
Write byline articles; real estate reporters are looking for anything positive to write; build relationships with the community.
4) Measure Everything
Using Google Analytics and other measuring software; you should be measuring how many people come to yur website. You should be benchmarkng how many friends and fans are following you and how efffective you are advertising, email and PR campaigns are working. Proper measurement will not only measure response but also how well yoru target audience is receiving your message.
Factoids
70% of business decision makers use search engines first in their decision making process. Among C-level executives, 67% said the Internet was the single most important source of usiness information.
YouTube: 375 million unique visitors in 2009
Facebook: 103 million members
LinkedIn: 50 million members (36,151 members in the Real Estate Finance & Investment Society)
Twitter: 18 million members
Blogs: 200 millin blogs online
Thursday, January 21, 2010
Positive Thinking
When you wholeheartedly adopt a "with all your heart" attitude
And go out with ?the positive principle, you can do incredible things.
-- Norman Vincent Peale?
A Better Approach to Positive Thinking
By Noah St. John
As a working mom, you know that traditional success teachers have told you to say "affirmations" - positive statements that you'd like to be true. For example, a classic "affirmation" is: "I am rich."
Try it. Say "I am rich."
What just happened? Did you hear a voice in your head that said: "Yeah, right!"?
The problem with "affirmations" is that they don't work for most people. Why? Because you're trying to convince yourself of something you don't really believe.
Have you ever been persuaded to try "affirmations"... and then had... absolutely nothing happen?
Me too, and about a billion other people.
One morning in April 1997, I was taking a shower, thinking about how the human mind works. I realized human thought IS asking and answering questions. For example, if I asked you, "Why is the sky blue?", your mind would start searching for the answer.
So I asked myself a logical question: "If the human mind is always asking and searching for answers to questions, why are we saying positive statements we don't believe? Why don't we ask ourselves empowering questions and cut out the middleman?"
Take the "affirmation" "I am rich" - to which the brain replies "Yeah, right!" What would the QUESTION be?
How about: "Why am I so rich?"
Try it. Ask yourself "Why am I so rich?"
What's your brain doing right now? Searching for an answer!
The staggering realization I made that morning in April 1997 was that you create your reality in two ways: by the statements you say to yourself and others, and by the questions you ask yourself and others. Until then, no one had fully realized, or shown how to harness, the awesome power of what happens when you ASK EMPOWERING QUESTIONS.
And that's why I named my discovery The Afformations Method.
The 4 Steps to Creating Afformations That Change Your Life
Step 1: Ask yourself what you want.
You can use a goal you've previously written down, or start from scratch. You decide.
Please note that traditional success teachers stop right here. They tell you to "set your goals" and then say "affirmations" in an attempt to convince your brain that you will have what you want... sometime, somehow, somewhere. How's that working for you?
Now, let's go to the breakthrough step...
Step 2: Form a QUESTION that assumes that what you want is already true.
This is the key to creating Afformations that change your life. Your life is a reflection of the assumptions you make. That's why Step 2 of Afformations is to change your communication with the world inside yourself AND the world outside yourself. Afformations are the fastest, most effective way I've ever seen to immediately change your assumptions and change your life.
Step 3: Give yourself to the question.
The point of Afformations is not to find "the answer", but to ask better questions. When you ask better questions, your mind automatically begins to focus on what you HAVE as opposed to what you DON'T have.
Which brings us to Step 4 of The Afformations Method - the one you MUST do to get the results you want...
Step 4: Take new ACTIONS based on your new assumptions about life.
Even though some people spend thousands of dollars on "how to succeed" programs, they assume they won't work for them. So they don't.
After using Afformations, most people realize that's what holding them back. So they start taking actions that cause the results to happen.
For example, Sheila, a working mom and network marketer from California, used Afformations and went from $5,000 a month in sales to $75,000 a month in less than six months. And she did it working LESS than she had to make $5,000.
The point of Afformations is not to find "the answer," but to change your questions. When you use Afformations, you will immediately change your subconscious assumptions, which automatically changes your life.
Judy, a 55-year-old grandmother from Texas, wanted to lose weight but told herself she was too old. She joined my Platinum Mentorship Club and started asking herself better questions. During the holidays, while most of America was packing on the pounds, Judy lost 24 pounds. Today, she's lost 42 pounds and feels fantastic.
Can you see how Afformations must, by definition, change your life? Using Afformations, you take conscious control of your subconscious thoughts - change the questions, change your results, and change your life!
***
Noah St. John is the #1 bestselling author of The Secret Code of Success: 7 Hidden Steps to More Wealth and Happiness, published by HarperCollins.
Noah helps people get rid of their head trash and enjoy more wealth, freedom and abundance. You can get the first 3 chapters of his Book of Afformations FREE at http://Afformations.com
And go out with ?the positive principle, you can do incredible things.
-- Norman Vincent Peale?
A Better Approach to Positive Thinking
By Noah St. John
As a working mom, you know that traditional success teachers have told you to say "affirmations" - positive statements that you'd like to be true. For example, a classic "affirmation" is: "I am rich."
Try it. Say "I am rich."
What just happened? Did you hear a voice in your head that said: "Yeah, right!"?
The problem with "affirmations" is that they don't work for most people. Why? Because you're trying to convince yourself of something you don't really believe.
Have you ever been persuaded to try "affirmations"... and then had... absolutely nothing happen?
Me too, and about a billion other people.
One morning in April 1997, I was taking a shower, thinking about how the human mind works. I realized human thought IS asking and answering questions. For example, if I asked you, "Why is the sky blue?", your mind would start searching for the answer.
So I asked myself a logical question: "If the human mind is always asking and searching for answers to questions, why are we saying positive statements we don't believe? Why don't we ask ourselves empowering questions and cut out the middleman?"
Take the "affirmation" "I am rich" - to which the brain replies "Yeah, right!" What would the QUESTION be?
How about: "Why am I so rich?"
Try it. Ask yourself "Why am I so rich?"
What's your brain doing right now? Searching for an answer!
The staggering realization I made that morning in April 1997 was that you create your reality in two ways: by the statements you say to yourself and others, and by the questions you ask yourself and others. Until then, no one had fully realized, or shown how to harness, the awesome power of what happens when you ASK EMPOWERING QUESTIONS.
And that's why I named my discovery The Afformations Method.
The 4 Steps to Creating Afformations That Change Your Life
Step 1: Ask yourself what you want.
You can use a goal you've previously written down, or start from scratch. You decide.
Please note that traditional success teachers stop right here. They tell you to "set your goals" and then say "affirmations" in an attempt to convince your brain that you will have what you want... sometime, somehow, somewhere. How's that working for you?
Now, let's go to the breakthrough step...
Step 2: Form a QUESTION that assumes that what you want is already true.
This is the key to creating Afformations that change your life. Your life is a reflection of the assumptions you make. That's why Step 2 of Afformations is to change your communication with the world inside yourself AND the world outside yourself. Afformations are the fastest, most effective way I've ever seen to immediately change your assumptions and change your life.
Step 3: Give yourself to the question.
The point of Afformations is not to find "the answer", but to ask better questions. When you ask better questions, your mind automatically begins to focus on what you HAVE as opposed to what you DON'T have.
Which brings us to Step 4 of The Afformations Method - the one you MUST do to get the results you want...
Step 4: Take new ACTIONS based on your new assumptions about life.
Even though some people spend thousands of dollars on "how to succeed" programs, they assume they won't work for them. So they don't.
After using Afformations, most people realize that's what holding them back. So they start taking actions that cause the results to happen.
For example, Sheila, a working mom and network marketer from California, used Afformations and went from $5,000 a month in sales to $75,000 a month in less than six months. And she did it working LESS than she had to make $5,000.
The point of Afformations is not to find "the answer," but to change your questions. When you use Afformations, you will immediately change your subconscious assumptions, which automatically changes your life.
Judy, a 55-year-old grandmother from Texas, wanted to lose weight but told herself she was too old. She joined my Platinum Mentorship Club and started asking herself better questions. During the holidays, while most of America was packing on the pounds, Judy lost 24 pounds. Today, she's lost 42 pounds and feels fantastic.
Can you see how Afformations must, by definition, change your life? Using Afformations, you take conscious control of your subconscious thoughts - change the questions, change your results, and change your life!
***
Noah St. John is the #1 bestselling author of The Secret Code of Success: 7 Hidden Steps to More Wealth and Happiness, published by HarperCollins.
Noah helps people get rid of their head trash and enjoy more wealth, freedom and abundance. You can get the first 3 chapters of his Book of Afformations FREE at http://Afformations.com
Subscribe to:
Posts (Atom)