Friday, December 22, 2006

TurboStrategy

21 Powerful Ways to Transform Your Business and Boost Your Profits Quickly

Table of Contents

1. Start Where You Are
2. Draw a Line Under the Past
3. Conduct Basic Business Analysis
4. Decide Exactly What You Want
5. Create Your Ideal Future
6. Design a Mission Statement
7. Reinvent Your Organization
8. Pick the Right People
9. Market More Effectively
10. Conduct a Competitive Analysis
11. Be Better, Faster, Cheaper
12. Change Your Marketing Mix
13. Position Your Company For Success
14. Develop Strategic Business Units
15. Sell More Effectively
16. Remove the Critical Constraints
17. Reengineer Your Company
18. Pump Up Your Profits
19. Practice the KAIZEN Method
20. Concentrate on the Core
21. Focus on Results

Time Power

Chapter 1
The Psychology of Time Management

"The mind is the limit. As long as the mind can envision the fact that you can do something, you can do it—as long as you believe 100 percent."
—ARNOLD SCHWARZENEGGER

The Law of Correspondence says that your outer life tends to be a mirror image of your inner life. Everywhere you look, there you are. Everywhere you look, you see yourself reflected back. You do not see the world as it is, but as you are—inside. If you want to change what is going on in the world around you—your relationships, results, and rewards—you have to change what is going on in the world inside you. Fortunately, this is the only part of your life over which you have complete control.


The Starting Point of Success

The starting point of excelling in time management is desire. Almost everyone feels that their time management skills could be vastly better than they are. People resolve, over and over again, to get serious about time management by focusing, setting better priorities, and overcoming procrastination. They intend to get serious about time management sometime, but unfortunately, "the road to hell is paved with good intentions."

The key to motivation is "motive." For you to develop sufficient desire to develop Time Power, you must be intensely motivated by the benefits you feel you will enjoy. You must want the results badly enough to overcome the natural inertia that keeps you doing things the same old way. Here are four good reasons for practicing what you learn in this book. You can:

1. Gain two extra hours each day.

2. Improve your productivity and performance.

3. Increase your sense of control.

4. Have more time for your family.


Gaining Two Extra Hours Each Day

You will gain at least two additional productive hours per day by practicing what you learn in this book. Just think of it! What could you do or accomplish if you had the gift of two extra working hours each day? What projects could you start and complete? What books could you write and publish? What subjects could you learn and master? What could you accomplish with two extra hours if you were able to focus and concentrate on completing high-value tasks?

Two extra hours per day, multiplied by five days per week, equals ten extra hours a week. Ten extra hours a week multiplied by fifty weeks a year would give you 500 extra productive hours each year. And 500 hours translates into more than twelve forty-hour weeks, or the equivalent of three extra months of productive working time each year.

By gaining two productive hours each day, you can transform your personal and working life. You can achieve all your goals, vastly increase your income over the next two to three years, and eventually achieve financial independence, if not become rich.


Improving Your Productivity and Performance

Your productivity, performance, and income will increase by at least 25 percent over the next year. Two more productive hours, out of the eight hours that you spend at work each day, is the equivalent of at least a 25 percent increase.

What you are earning today is what you are being paid today as a result of what you are producing today. If you increase your productivity by 25 percent or more, you must eventually earn and be paid 25 percent more. And if your current boss won't pay you for improved performance, some other boss will come along and gladly give you more money for your ability to produce greater results.


Increasing Your Sense of Control

You will have more energy and less stress as you practice these ideas. When you leverage the power of time, you will have a greater sense of control over your work and your personal life. You will feel like the master of your own destiny, and a power in your own life. You will feel more positive and powerful in every part of your life.

Over the years, psychologists have done extensive research in the area of what is called "locus of control." They have discovered that you feel positive about yourself and your life to the degree to which you feel in charge of your life; you have an "internal" locus of control. With an internal locus of control, you feel that your life is in your own hands. You make your own decisions, and you are responsible for your own actions and outcomes. You are the primary creative force in your own life.

Psychologists have also found that if you have an "external" locus of control, in that you feel that you are controlled by people and circumstances outside of yourself, such as your boss, your bills, your family, your health, or some other factor, you will feel negative, angry, and often depressed. You will feel frustrated and unable to change. You will develop what is called "learned helplessness" and see yourself more as a "creature of circumstances" rather than a "creator of circumstances." When you have an external locus of control, you feel that you are a prisoner of external forces. You often see yourself as a victim.


Take Control of Your Time and Your Life

One of the keys to developing a stronger internal locus of control is to manage your time and your life better. The more skilled you become at managing your time, the happier and more confident you will feel. You will have a stronger sense of personal power. You will feel in charge of your own destiny. You will have a greater sense of well-being. You will be more positive and personable.


Having More Time for Your Family

You will have more time for your family and your personal life as you get your time and your life under control. You will have more time for your friends, for relaxation, for personal and professional development, and for anything else you want to do.

When you become the master of your own time, and recapture two extra hours per day, you can use that extra time to run a marathon, complete a college degree, write a book, build a business, and create an outstanding life. With two extra hours a day, you can put your life and career onto the fast track and begin moving ahead at a more rapid rate than you ever thought possible.


The Three Mental Barriers to Time Power

If everyone agrees that excellent time management is a desirable skill, why is it that so few people can be described as "well organized, effective, and efficient"? Over the years, I have found that many people have ideas about time management that are simply not true. But if you believe something to be true, it becomes true for you. Your beliefs cause you to see yourself and the world, and your relationship to time management, in a particular way. If you have negative beliefs in any area, these beliefs will affect your thinking and actions, and will eventually become your reality. You are not what you think you are, but what you think, you are.


Barrier 1: Worries About Decreasing Your Naturalness and Spontaneity

The first myth, or negative belief, of time management is that if you are too well organized, you become cold, calculating, and unemotional. Some people feel that they will lose their spontaneity and freedom if they are extremely effective and efficient. They will become unable to "go with the flow," to express themselves openly and honestly. People think that managing your time well makes you too rigid and inflexible.

This turns out not to be true at all. Many people hide behind this false idea and use it as an excuse for not disciplining themselves the way they know they should. The fact is that people who are disorganized are not spontaneous; they are merely confused, and often frantic. Often they suffer a good deal of stress. It turns out that the better organized you are, the more time and opportunity you have to be truly relaxed, truly spontaneous, and truly happy. You have a much greater internal locus of control.

The key is structuring and organizing everything that you possibly can: Thinking ahead; planning for contingencies; preparing thoroughly; and focusing on specific results. Only then can you be completely relaxed and spontaneous when the situation changes. The better organized you are in the factors that are under your control, the greater freedom and flexibility you have to quickly make changes whenever they are necessary.


Barrier 2: Negative Mental Programming

The second mental barrier to developing excellent time management skills is negative programming, which is often picked up from your parents, but also from other influential people as you are growing up. If your parents or others told you that you were a messy person, or that you were always late, or that you never finished anything you started, chances are that as an adult, you may still be operating unconsciously to obey these earlier commands.

The most common excuse used for this type of behavior is: "That's just the way I am," or "I have always been that way." The fact is that no one is born messy and disorganized, or neat and efficient. Time management and personal efficiency skills are disciplines that we learn and develop with practice and repetition. If we have developed bad time management habits, we can unlearn them. We can replace them with good habits over time.


Barrier 3: Self-Limiting Beliefs

The third mental barrier to good time management skills is a negative self-concept, or what are called "self-limiting beliefs." Many people believe that they don't have the ability to be good at time management. They often believe that it is an inborn part of their background or heritage. But there is no gene or chromosome for poor time management, or good time management, for that matter. Nobody is born with a genetic deficiency in personal organization. Your personal behaviors are very much under your own control.

Here is an example to prove that most of what you do is determined by your level of motivation and desire in that area. Imagine that someone were to offer you a million dollars to manage your time superbly for the next thirty days. Imagine that an efficiency expert was going to follow you around with a clipboard and a video camera for one month. After thirty days, if you had used your time efficiently and well, working on your highest priorities all day, every day, you would receive a prize of one million dollars. How efficient would you be over the next thirty days?

The fact is that, with sufficient motivation (one million dollars!), you would be one of the most efficient, effective, best-organized, and focused people in the world. The best news is that after one full month of practicing the very best time management skills you know, you would have developed habits of high productivity and top performance that would last you the rest of your life.


You Are Free to Choose

Time management behaviors are very much a matter of choice. You choose to be efficient or you choose to be disorganized. You choose to focus and concentrate on your highest-value tasks, or you choose to spend your time on activities that contribute little value to your life. And you are always free to choose.

The starting point of overcoming your previous programming and eliminating the mental blocks to time management is for you to make a clear, unequivocal decision to become absolutely excellent at the way you use your time, minute by minute and hour by hour. You must decide, right here and now, that you are going to become an expert in time management. Your aim should be to manage your time so well that people look up to you and use you as a role model for their own work habits.


Program Yourself for Effectiveness and Efficiency

There are several mental techniques that you can use to program yourself for peak performance.


Use Positive Self-Talk

The first of these methods for programming your subconscious mind is positive self-talk, or the use of positive affirmations. These are commands that you pass from your conscious mind to your subconscious mind. Affirmations are statements that you either say out loud or say to yourself with the emotion and enthusiasm that drives the words into your subconscious mind as new operating instructions. Here are some examples of affirmative commands that you can use to improve your time management skills.

Begin by repeating over and over to yourself, "I am excellent at time management! I am excellent at time management!" Any command repeated again and again in a spirit of faith, acceptance, and belief will eventually be accepted by your subconscious mind. Your subconscious mind will then organize your words, actions, and feelings to be consistent with these new commands.

You can continually repeat, "I am always punctual for my appointments! I am always punctual for my appointments!" You can create your own mental commands, such as "I am well organized!" or "I concentrate easily on my highest payoff tasks!" My favorite time management affirmation is to repeat continually, "I use my time well. I use my time well. I use my time well." Used consistently, positive affirmations will start to influence your external behaviors.


Visualize Yourself as Highly Efficient

The second technique that you can use to program your subconscious mind is visualization. Your subconscious mind is most immediately influenced by mental pictures. In self-image psychology, the person you see is the person you will be. Begin to see yourself as someone who is well organized, efficient, and effective. Recall and recreate memories and pictures of yourself when you were performing at your best. Think of a time when you were working efficiently and effectively and getting through an enormous amount of work. Play this picture of yourself over and over again on the screen of your mind.

In athletic training, this is called "mental rehearsal." This requires practicing and rehearsing actions in your mind before you actually engage in the physical activity. The more relaxed you are when you visualize yourself performing at your best, the more rapidly this command is accepted by your subconscious mind and becomes a part of your thinking and behavior later on.
THE PRACTICE OF MENTAL REHEARSAL

The method is simple. First, sit or lie in a quiet place where you can be completely alone in the silence. Then imagine yourself going through an important upcoming experience, such as a meeting, a presentation, a negotiation, or even a date. As you sit or lie completely relaxed, create a picture of the coming event and see it unfolding perfectly in every respect. See yourself as calm, positive, happy, and in complete control. See the other people doing and saying exactly what you would want them to do if the situation was perfect. Then, breathe deeply, relax, and just let it go, as if you had sent off an order and the delivery is guaranteed, exactly as you pictured it.

The best time to practice mental rehearsal is at night in bed, just before you fall asleep. The last thing you should do before you doze off is to imagine yourself performing at your best the following day. You will be amazed at how often the upcoming event or experience happens exactly as you visualized it.

In becoming excellent at time management, it's important to practice mental rehearsal by continually seeing yourself as you would be if you were one of the best-organized and most efficient people you could imagine. Eventually these pictures will "lock in." When they do, you will find yourself easily and automatically using your time efficiently in everything you do.


Act the Part

The third mental technique you can use to program your subconscious mind for efficiency and effectiveness is to act the part of a highly efficient person. Imagine that you have been selected for a role in a movie or stage play. In this role, you are to act the part of a person who is extremely well organized in every respect. As you go through your daily life, imagine you are an actor who is playing this part, who is already very good at time management. Act as if you are already using your time efficiently and well.

Pretend that you are an expert in personal efficiency. Fake it until you make it. When you pretend that you are an excellent time manager, eventually your actions, which are under your direct control, will foster a mind-set, or the belief in your subconscious mind, that is consistent with it.


Benchmark Against the Best

The fourth mental technique you can use for becoming a highly efficient person is called "modeling." Modeling requires you to pattern yourself after someone you know who uses his time well. Think of someone you admire for good time management skills. Use that person as your standard or your model. Imagine what he would do in any given situation, and then do it yourself.

Many of the most effective men and women in America reached their positions by modeling themselves in their earlier years after someone who was already extremely effective, someone they admired and respected for qualities they wanted to develop in themselves. Because of the Law of Correspondence, you always tend to become on the inside what you most admire in other people.


Become a Teacher

The fifth technique for programming your subconscious mind is to imagine that you are going to be teaching a course in time management one year from today. This technique comes from discoveries in the field of accelerated learning. What the experts have found is that if you think about how you would teach new material at the same time you are learning the new material, you seem to absorb it and internalize it far faster than if you just thought about learning it and using it for yourself.

As you take in these new ideas on time management, think of how you would teach them to someone else. Think of someone in your life who could benefit from practicing what you are learning. Just as you become what you think about, you also become what you teach. Just thinking about teaching something to someone else increases the speed at which you learn it yourself. And you always think about teaching those things that you most want or need to learn for yourself.

One of the fastest ways to learn new ideas and techniques permanently is to share them with other people immediately after you learn them. Each time you come across a good idea in this book, take a few moments to share it with someone nearby, either at home or at work. The concentration you require to explain the new principle in your own words to another person seems to drive the information deeper into your subconscious mind where it becomes a permanent part of your long-term memory.


Be a Role Model for Others

The sixth technique you can use to program your subconscious mind is to imagine that others are looking up to you as an example of excellence in time management. Imagine that you are setting the standard in your company or your organization. Imagine that everyone is looking to you for guidance on how they should plan and organize their own time. If others were watching you, what would you do differently each day? How would you behave in your daily work? How would you organize your time if you felt that everyone was looking up at you to set the standard, to be the role model?

When you see yourself as a model, an example of excellent performance, you will always do better and accomplish more than if you just thought of yourself as personally trying to be more efficient. The more you think about yourself as an excellent time manager, the more excellent you become. The more you see yourself as a role model for others, the better you become in organizing your own time and life.


Your Self-Esteem Determines Your Life

Perhaps the most important part of the psychology of time management, and the role that your self-concept has in determining your performance and behavior, is the impact of your self-esteem in determining everything that happens to you.

Most psychologists agree that self-esteem is the critical determinant of a healthy personality. The best definition of self-esteem is "how much you like yourself." When you like and respect yourself, you always perform and behave better than if you do not. The more you like yourself, the more confidence you have. Self-esteem is the key to peak performance.

Your self-esteem is so important to your emotional health that almost everything you do is aimed at either increasing your feelings of self-esteem and personal value, or protecting it from being diminished by other people or circumstances. Self-esteem is the founding principle of success and happiness. It is vital for you to feel fully alive.


The Key to Peak Performance

The flip side of self-esteem is called self-efficacy. This is defined as how effective you feel you are at doing or accomplishing a task or job. When you feel that you are really good at something, you experience positive feelings of self-efficacy.

One of the greatest discoveries in psychology was the uncovering of the connection between self-esteem and self-efficacy. Now we know that the more you like yourself, the better you do at almost anything you attempt. And the better you do at something, the more you like yourself. Self-esteem and self-efficacy feed on and reinforce each other. This finding is what makes time management so important for every part of your life. The better you use your time, the more you get done and the higher is your sense of self-efficacy. As a result, you like yourself more, do even higher-quality work, and get even more done. Your whole life improves.


Three Self-Esteem Builders

There are three additional factors that affect your self-esteem that have to do with time management. These are:

1. Determining your values

2. Striving for mastery

3. Knowing what you want


Determining Your Values

Living your life in a manner consistent with your deepest values is essential in order for you to enjoy high self-esteem. People who are clear on what they believe in and value, and who refuse to compromise their values, like and respect themselves far more than people who are unclear about what matters to them.

This immediately brings up the question, "How much do you value your life?" People who truly value their lives are people who highly value themselves. People who value themselves highly use their time well. They know that their time is their life.

The Law of Reversibility says that feelings and actions interact on each other. If you feel a certain way, you will act in a manner consistent with what you're feeling. However, the reverse is also true. If you act in a certain way, your actions will create within you the feelings that are consistent with them. This means that when you act as if your time was extremely valuable, the action causes you to feel like a more valuable and important person. By managing your time well, you actually increase your self-esteem and, by extension, you become better at whatever you are doing.

The very act of living your life consistent with your values, and using your time effectively and well, improves your self-image, builds your self-esteem and self-confidence, and increases your self-respect.


Striving for Mastery

The second factor that affects your self-esteem is your sense of being in control of your life and work—your feeling of mastery in whatever you do.

Everything that you learn about time management, and then apply in your work, causes you to feel more in control of yourself and your life. As a result, you feel more effective and efficient. You feel more productive and powerful. Every increase in your feeling of effectiveness and productivity increases your self-esteem and improves your sense of personal well-being.


Knowing What You Want

The third factor that directly affects your self-esteem involves your current goals and the activities that you take to achieve those goals. The more your goals and your activities are congruent with your values, the better you feel. When you are working at something that you believe in, and that is consistent with your natural talents and abilities, you like yourself more and you do your work better. We will talk about goals in greater depth in the Chapter 2.


Three Steps to Performance Improvement

These, then, are the three keys to the psychology of time management. First, you determine your values, and then you resolve to live your life consistent with those values. Second, you dedicate yourself to mastery, to becoming absolutely excellent at what you do. Third, you make sure that your goals and activities are congruent with your true values and convictions.

When you do these three things, and manage your time well in the pursuit of value-based goals, you feel terrific about yourself all day long. You will have more energy and enthusiasm. You will be more confident and committed. You will be more competent and creative. You will become more persistent and determined.

When you manage your time well, you will get more done, and what you accomplish will be of a higher quality. You will enjoy higher levels of self-esteem and self-respect. You will have a greater sense of personal pride. Practicing good time management techniques will even have a positive effect on your personality and your relationships.

The quality of your life is largely determined by the quality of your time management. The better and more effective you are at managing the minutes and hours of your day, which are the building blocks of your life, the more you will like and respect yourself, and the better will be every aspect of your inner and outer life.


Twelve Proven Principles for Peak Performance

Here are twelve proven principles you can practice every day to get more out of yourself and improve your results in everything you do.


Principle 1. Time management enables you to increase the value of your contribution. Self-esteem comes from the knowledge that you are putting more into your life and work than you are taking out, that you are contributing more to your work than you are getting back. The greater the contribution you feel that you are making to your company and to your family, the greater will be your self-esteem. Good time management enables you to greatly improve your ability to contribute more and more value to whatever you are doing.

Principle 2. Your rewards, both tangible and intangible, will always be equal to the value of your service to other people. The more you put in, the more you get out. Through the Law of Sowing and Reaping, time management allows you to sow more and better, and therefore to reap more and better in every area of your life. If you want to increase the quality and quantity of your rewards, you need only seek ways to increase the value of your service. This is very much under your control.

Principle 3. Good time management requires that you see yourself as a "factory." A factory has three phases of production. First of all, it has inputs of raw materials, time, labor, money, and resources. These are the "factors of production" that are necessary to create the end-product.

Second, inside the factory there are activities that take place. These are the production activities or work that are necessary to produce the product or service. The efficiency of operations within the factory determines the productivity of the factory and the productivity of each person involved in the production process.

Third, what emerges from the factory are the outputs or production of the factory. The value of the factory is determined by the quality and quantity of its outputs relative to its inputs. The central purpose of the management of the factory is to increase the quality and quantity of outputs.

One main difference between highly effective people and people who seem to produce very little is that top performers always focus on outputs or results. Average performers focus on inputs. Top performers focus on accomplishments; medium or low performers focus on activities.

Good time management requires that you continually ask yourself: What outputs are expected of me? What am I expected to produce? Why, exactly, am I on the payroll?

The more you focus on the required outputs of your position, the better and more effective you will become. As a result, you will create greater value and make a more important contribution. You will become more productive and, therefore, more valuable to yourself and to your company.

Principle 4. Everything you accomplish, or fail to accomplish, depends on your ability to use your time to its best advantage. Your levels of achievement and performance, in every area, are determined by your ability to think through and to apply the very best time management techniques available to you. You can only increase the quality and quantity of your results by increasing your ability to use your time effectively.

Principle 5. Time is the scarcest resource of accomplishment. In America today, the biggest problem most people have is "time poverty." People may have money and material success, but they don't have enough time to enjoy them. We are short of time in almost every area of our lives.

Time is inelastic; it cannot be stretched. Time is indispensable; all work and accomplishment requires it. Time is irreplaceable; there is no substitute for it. And time is perishable; it cannot be saved, preserved, or stored. Once it is gone, it is gone forever.

Principle 6. The practice of time management skills allows you to develop judgment, foresight, self-reliance, and self-discipline. These are the qualities of leadership and character. It is time management that enables you to get things done, and your ability to accomplish the tasks that are assigned to you is the chief measure of your value to your company, and to your world.

Principle 7. A focus on time management forces you to be intensely results-oriented. Results orientation is the key quality of successful men and women. Your ability to focus single-mindedly on the most important results required of you is the fastest and surest way to get paid more, promoted faster, and to eventually achieve financial independence.

Principle 8. Time management enables you to work smarter, not just harder. Many people who are failures actually work harder than successful people. But they produce less in the hours they work because of poor personal and time management skills.

Principle 9. Good time management is a source of energy, enthusiasm, and a positive mental attitude. The more productive you become, the more positive you feel about yourself. As you see yourself accomplishing large quantities of work, you actually experience a continuous inflow of additional energy that enables you to accomplish even more.

Principle 10. You grow as a person in direct proportion to the demands that you place on yourself. The self-discipline of time management builds character, confidence, and an unshakable belief in yourself and your abilities.

Principle 11. Lasting motivation only comes from a feeling of achievement and accomplishment. The more you get done, the better you feel about yourself, and the more eager you become to do even more.

Principle 12. Now, this minute, is all the time you have. If you manage yourself minute by minute, the hours and days will take care of themselves. The more tightly you manage your time, the more you are guaranteed that it will translate into a great life that's hallmarked by purpose, power, control, and worthwhile accomplishments.


The Seven Practices of Time Power

There are seven methods that you can use to help develop the habits of time management. The more you think about and practice these methods, the more rapidly you will program yourself to be efficient, effective, and highly productive.

First, remember that your self-image determines your performance. You always perform on the outside in a manner consistent with the picture you have of yourself on the inside. Practice visualizing and imagining yourself as you want to be, not as you may have been in the past.

You can actually change your self-image permanently by repeatedly visualizing yourself as someone who is highly efficient and effective. See yourself as absolutely excellent in time and personal management skills. Play this picture over and over again in your mind's eye until it is accepted as a new set of commands by your subconscious. At that point, effective time management will become easy and automatic for you.

Second, remember that it takes about twenty-one days of practice and repetition to form a new habit pattern. It has taken you your entire lifetime to become the person you are today, with the time management habits you have at this moment. It takes time and commitment to change, and for your subconscious mind to accept the new commands, pictures, and affirmations as your new operating instructions for your personal behavior. Be patient with yourself. Don't expect to change everything at once.

Third, promise yourself that you are going to become excellent at time management. Promise yourself that you are going to be punctual, and that you are going to concentrate on your most important tasks. Then, promise others that you are going to be more effective and efficient in the future.

When you tell others, and promise others, that you are going to become better at the way you use your time, it makes it easier for you to make a firm commitment to yourself to follow through on these behaviors. When you know that other people are watching to see if you will do what you said you would, you tend to be far more disciplined and firm with yourself.

Fourth, in developing the habits of time management, start in just one area where poor time management is holding you back. Don't try to change everything at once. Change just one habit or activity where you know that improvement could be very helpful to you. As you discipline yourself to improve in a single area, you will find yourself becoming more productive in other areas at the same time.

Fifth, launch your new time management habit strongly. Never allow an exception once you have decided that you are going to become excellent in a particular behavior. If you decide to be punctual for every appointment, discipline yourself to be early every single time until the new habit of punctuality becomes a permanent part of your behavior. If you decide to start early and concentrate on your most valuable tasks, discipline yourself to do this every single day for at least three weeks until it becomes easy and natural for you to start early on your highest priority. Never let yourself off the hook. Never make excuses or rationalizations for slacking off. Resolve to repeat the new behavior every time until the new habit is firmly entrenched.

Sixth, use the "trial and success" method rather than the "trial and error" method. The trial and success method requires that you learn how to succeed by failing, and then by learning from your mistakes.

Analyze your reasons for poor time management. Stand back and look at the areas in your life where your time is the most poorly managed and ask yourself, "Why do I behave this way in this area?"

Ask yourself, "What are the obstacles to my operating more efficiently in this area?" Take some time to reflect on your current behaviors. This will give you the awareness to make the changes that you need to make to be the efficient and effective person that you are capable of becoming.

Seventh, and perhaps the most important of all, is for you to absolutely believe that you can and will become outstanding at time management.

The Law of Belief says that "Your beliefs become your realities." The more intensely you believe that you can and will become excellent at time management, the more rapidly this belief becomes your reality. If you hold to your belief long enough and hard enough, it will eventually materialize as new behaviors with regard to time.

The good news is that time management is a skill, like typing or riding a bike. Like any other skill, it is learnable with practice and repetition. You have the ability, right now, to develop the habits of excellent time management in every area of your life. It is simply a matter of getting started, then persisting until your new time management habits are permanent.

Time management is your key to personal effectiveness, self-esteem, self-respect, and greater personal productivity and happiness. With time management, you can overcome any obstacle and achieve any goal. With excellent time management skills, you can take complete control over your life and your future. Time management is your key to unlimited success.


"You are searching for the magic key that will unlock the door to the source of power; and yet you have the key in your own hands, and you may make use of it the moment you learn to control your thoughts."
—NAPOLEON HILL


Action Exercises

1. Select one area where better time management skills can help you to be more effective and get more done. Resolve to go to work on yourself in that area immediately.

2. Think back on a time when you were performing at your best. Recall and replay the picture of this experience in your mind whenever you approach a new task.

3. Talk to yourself positively all the time. Repeat affirmations such as, "I use my time efficiently and well!"

4. Imagine that everyone around you is looking up to you as the role model of personal efficiency, and that they are going to organize their days the way you organize yours. Act accordingly.

5. Think about teaching a course in time management to your friends and colleagues. What would be the most important things you would want to teach them?

6. Determine the areas of your work that give you the most satisfaction, and make plans to become even more productive in those areas.

7. Resolve today that you are going to work and practice until you become one of the most efficient, effective, and productive people in your field. Take action immediately on your resolution.
Prioritize, Organize, Simplify -- at work

Prioritize, Organize, Simplify

These are the three sweetest words when it comes to how quality companies can shave costs and improve profitability.

Prioritize - "Change happens in an instant. It happens the moment you decide to change." Create a list of specific goals, put them in writing and then ask everyone from your Senior Level Management to your entry level employees to give you their specific suggestions for cutting costs and improving profitability. You will be amazed at how many immediate
and productive suggestions you will receive when you give your own employees the freedom to be a part of the solution.

Organize - Take the steps to build the foundation of a strong enterprise.
1. While the senior management team may create a corporate strategy, you can only make it a powerful tool when each and every employee is willing to buy into the same corporate strategy. If your
corporate vision is well aligned with the values and core beliefs of
your employees, you have an unstoppable combination of a great strategy,
backed by loyal employees.

2. Create a story. While corporate strategies look good on
spreadsheets, they are rarely the sizzle that can create a loyal
customer base. Spend time wrapping your corporate strategy inside a
story that your customers can understand. Once you have your customers
talking about your story, your profitability can skyrocket.

3. Create written systems and processes for everyday tasks. A
lot of money is wasted by having different team members recreate
repeatable solutions.

4. Invest in training. Knowledge is power. Encourage and reward
your employees for being the most highly skilled in their areas of
expertise.

5. Stop the cycle of - "That's the way we have always done it."
There are often new and better ways to solve old problems. Especially
be sure to include your newest employees in these discussions.

6. Fully use the technology you already have. Many corporations
invest huge percentages of their money into hardware and software. Make
sure you make the same commitment to teaching each employee how to fully
implement these new technologies to improve their productivity.

7. Remember it is always the small things that matter. Most
corporations are equally able to get the big things right. It is the
small things that will consistently set you apart from your competition.


Simplify - Cutting costs and improving profitability may require that you
constantly focus on asking the same three questions every day.
Where are we today?
Where do we want to be in the future?
How can we take our company to that next level?
Simplify the process and act on the good suggestions.

You MUST master these 3 Fundamental Coaching Business Skills

Skill #1 Talk about what you do as a coach in a compelling way

It’s amazing how many coaches really don’t do this very well. I guess they assume that because they can talk AND they know about what they do that they can talk about it well.

Here is what this looks like. You meet ANYONE and in 5-10 minutes you can:
a) Find out what they are doing with their life right now
b) Shift their thinking into game language
c) Ascertain if it is a meaningful game for them and why or why not
d) Share a few comments about how you help people win BIG games
e) Spark their curiosity about the game they are playing, is it the right game and how they could play it better

RATE YOURSELF on a scale of 1 - 5 (1 is 10%, 5 is 90% reliability)
You can boost your skill in the You Will Win With Me as Your Coach program.

Skill #2 Make an offer or extend an invitation
This skill is deceptively simple. You MUST make an offer and yet this is where the process oftens skreeches to a halt. Inner game conflicts galore come into the picture. Here is where you will have an opportunity to explore and understand every fear that is holding your business back.

IF you have a full practice, then you extend an invitation to an event that you are hosting.
The purpose of this event is for the person to get to know you better and choose to get on your new player waiting list.

IF you DON’T have a full practice, then you make an offer to do a complimentary session with them by phone or in person. My suggestion is that you call it a “Design Your Winnable Game” session. Any time you spend with someone designing a winnable game is time VERY WELL spent and as you’ll see in skill #3 is essential to signing paying clients.

RATE YOURSELF on a scale of 1 - 5 (1 is 10%, 5 is 90% reliability)
You can boost your skill in the Your Winning Season for Coaches program.

Skill #3 Conduct a complimentary session that creates a certainty gap
Conducting an effective complimentary session requires lots of skill and planning. Yet, the effectiveness really comes down to one thing: can you create a certainty gap? That means that in the conversation the player sees that they have a desire to play their game better AND that YOU can guide them toward that result; That you can help them WIN! You have inspired by spaking their desire to play and win AND established your credibility as a winning coach at the same time.

If the person is playing a game that you are not qualified to coach, you can still create value in helping to design the game AND they will often become a valued booster recommending potential clients to you

RATE YOURSELF on a scale of 1 - 5 (1 is 10%, 5 is 90% reliability)

There are actually 7 Yes’s that must occur in order to sign a new client and we explore them in detail in the You Will Win With Me as Your Coach program.
The Coaching Mastery Quick Start program will teach you the Design a Winnable Game method.

And the Your Winning Season program a) includes both of these programs AND creates a team environment for support, challenge and mastery.

COACHING MANIFESTO

The Purpose: To establish coaching as a mainstream profession - ie. EVERYONE knows about coaching and MANY people have a professional coach

The Theory: Coaching will gain popular understanding and demand only when it establishes it's true purpose: Helping players win games.

The Theme: Winning the coaching game

This letter to you: I share a few of my initial thoughts about this major initiative - in RAW form - to give you an idea. Keep reading! (Some of these thoughts may already be half-baked LOL)

Introduction to the Theory

There is only ONE true purpose of coaching: Help your players WIN the game

Focus on winning
The only thing that is truly unique about coaching as compared to the myriad other helping professions is the focus on winning. True, winning means different things to different people. In life, business, executive coaching the player defines the game. But be sure of this one thing: YOUR ONLY JOB is to HELP THEM WIN

The purpose vs. the byproducts
I think one of the reasons coaches struggle in talking about coaching is because they are describing the byproducts of coaching rather than the REAL product. The byproducts include LOTS of wonderful things: life balance, personal growth, insights, transformation, creativity, self-expression, having the life you want and reaching goals. But the REAL product of coaching is: consistently winning the game you are playing.

What coaches do vs. What coaches don't do
This protracted debate is completely useless- it's time for us to move on. Mostly because the people who matter- the players - REALLY DON'T CARE. Whether or not coaches give advice, or only ask questions or get involved or don't get involved or have an agenda or don't have an agenda - FORGET IT! This is what coaches do: whatever it takes within the context of fair play to help the player win the game.

Having coaching skills vs. knowing how to coach
Here is a BIG point. In my experience lots of folks who call themselves coaches have reasonable coaching skills; And they know a lot ABOUT coaching. THERE IS A BIG DIFFERENCE BETWEEN HAVING COACHING SKILLS AND KNOWING HOW TO COACH!Knowing how to coach means you know how to win. You know how to help your players define the game they are playing and then have a reliable strategy to help them win the game.

To attract clients YOU MUST BE WINNING!
A player WILL NOT / CAN NOT hire a coach who has less certainty in the game than they do. This is the ultimate truth about marketing and selling coaching. So, your #1 mission as a coach is to continually expand your certainty in the game. You must be winning in order to get clients. It doesn't matter how nice your website looks if you are not winning in the games that matter to you.

Winning vs. Losing
Talk about a highly charged conversation. I'm just going to give a few points here, but be prepared for a major exploration. It's not a true game unless you can win or lose. There is no joy in winning a game that you can't lose. Losing is one of the best growth experiences you will ever have. You don't get the growth from losing unless you gave your heart and soul to playing to win. As a coach you must have a powerful desire for winning AND a healthy regard for losing.

Most people want to win but they are afraid to play to win
In my 10 years as a college soccer coach and 9 years as a life and business coach, I learned A LOT about winning and losing. One thing I know for sure is that MOST people want to win. And they yearn to play a game that truly matters. They yearn to put heart and soul into something and "leave it all out on the field" so to speak. But most don't do it. Even most coaches I know shy away from truly playing full out to win. Why not? Not because they are afraid, but because they don't know how.

Very few people have truly learned how to win. If you truly want to coach, you MUST learn this.

What you need to learn about winning...

Winning is a function of knowing what game you are playing
You've got to know the rules of the game. You've got to know who the other players are.

A Winning season is only possible if the game and season are defined
Applying the law of periodization is critical for high-performance AND the key to sustainability in your work as a coach. (if the game is always on, you are probably burning out) To win you must know when the game is over; when the season is over; celebrate wins and debrief wins and losses.
Note: Periodization is the quality of recurring at intervals.

Winning requires that you are ALWAYS keeping score
but NEVER looking at the scoreboard while the game is on. You will craft a scorecard for your work that will challenge you and inspire you every day. Then you begin to create a winning game plan on game day. When you start using this technique with clients... WOW! You will be amazed.

Winning is a function of your environments
It's VERY hard to win in a hostile environment. Most people play in an environment that is hostile to the games they are trying to win. When you build support from the world around you your game will come alive and so will you.

Winning is a function of your mental and emotional frameworks
Awareness is everything!! Your physical and mental attitude confine and refine what you do and don't do. You will only select strategies and make plays that fit within your current framework. Is your framework serving you? Is it big enough for your game?

Winning is a function of energy
The truth about playing to win is that you win some and you lose some. As you learn to honor the natural flow from chaos to order you will avoid losing streaks and your winning percentage will increase.

Winning is a function of playing to your strengths
To win consistently you have to "Get real" about your talents and abilities and learn to become masterfully yourself. When you do you will play better and win more games.

Winning is a function of improving your skills through practices
An interesting truth to consider is that most of the highest paid people in the world practice WAY more than they play. Do you practice? As you challenge yourself to improve as a player through regular practice, your joy of playing will increase and you will win more games.

Winning always has a price
Are you willing to pay it?

The primary purpose of playing the game
is to end every day feeling fulfilled.

Let the game begin!

A Litmus Test for Entrepreneurs

Published: June 17, 2002
Author: Walter Kuemmerle

Editor's Note: A few years ago anyone could become an entrepreneur. All you needed was a half-baked idea and a phone to hear offers from salivating venture capitalists. Now the environment is much more difficult. Question: Do you have what it takes to be an entrepreneur in this new era?

HBS professor Walter Kuemmerle, who has studied more than fifty start-ups in twenty countries, says entrepreneurs today should take a litmus test of five questions (See sidebar). In this excerpt from Harvard Business Review, Kuemmerle discusses two of the questions: Do you have the patience to start small? Are you a closer?

In 1999, Tom Herman and Kaleil Isaza Tuzman, best friends since childhood, quit their comfortable jobs to start govWorks, with millions of VC dollars to back them up. Their goal was nothing if not grandiose: to use Internet payment systems to transform the way federal, regional, state, and local governments worldwide collected fees and taxes. To use the company's own phrase, govWorks was about "all payments for all governments." (The film Startup.com featured the company.)

Soon after Herman and Tuzman set up shop, they approached a venture capitalist for additional funding and for advice. He suggested that the company test and refine its business model by initially focusing on one payment operation, for parking tickets, in one U.S. city. The entrepreneurs almost bit off his head. "The leader in this market space is going to be a multibillion-dollar company," Tuzman declared. He believed that by winning the support of umbrella organizations that represent many municipalities, such as the U.S. Conference of Mayors, govWorks could quickly go nationwide. But it didn't work out that way. Tuzman and his partner underestimated how little the cities actually trusted the endorsements of the umbrella organizations. The big contracts did not come as quickly as the founders had expected, and in early 2001, the company was no longer in business.

GovWorks's failure is a textbook example of the perils of grandiosity. Smart entrepreneurs recognize that start-ups cannot afford to pass on any opportunity, no matter how small. They see business much like a game of PacMan—you can bag big fish only by learning to swallow small ones. The best entrepreneurs also recognize that trying out a business model on a small scale helps them find out what their industry is about and lets them make mistakes at those times when they can still afford it. Growth, when it comes, is all the more sustainable as a result.
GovWorks's failure is a textbook example of the perils of grandiosity.
— Walter Kuemmerle

Back in 1987, Leopoldo Fernandez Pujals, a corporate veteran with twenty years of experience at the likes of Procter & Gamble and Johnson & Johnson, decided to set himself up as Spain's first pizza magnate and founded TelePizza. He believed that customers in Spain—and, indeed, throughout Europe—would respond enthusiastically to a branded chain that offered home delivery, as Domino's does in the United States. Pujals recognized, however, that he knew little about making pizza or delivering fast food, let alone how such a business might function in the Spanish market. So he decided to start small, with a single shop in Madrid. In this way, he reasoned, he would be able to experiment with the economics and logistics of a pizza business and gain firsthand experience of his customers as well.

The outlet was an instant hit, but Pujals resisted the temptation to immediately replicate it. He waited a year before opening a second shop, and the delay paid off, because he had a much clearer idea about what would and would not work after his initial experience. During that first year, for instance, he found that Spanish customers felt more comfortable ordering takeout pizza once they had consumed one on the premises. So, in contrast to the setup at Domino's, Pujals included an eating space in his store and experimented with the dining area's size and décor. Ultimately, he discovered that a small, spartan dining room was good enough. Pujals also found it was usually the children's idea to order pizza from home. As a result, TelePizza has consistently marketed its products as family food, targeting its messages to children as well as adults.

Expanding slowly also gave Pujals the chance to work out and test his business model. He was able to determine exactly what sort of investments he could expect future franchisees to make and how large an area of geographic exclusivity he needed to offer them. On the cost front, he found that to tap cheap student labor, franchisees would have to supply delivery personnel with mopeds, because most Spanish students, unlike their American counterparts, did not own motorcycles or cars.

As a result of Pujals's initial caution, growth when it came was both fast and steady. When he sold the company in 1999 to the Spanish food conglomerate Campofrio, TelePizza spanned six countries with more than 600 outlets selling some $250 million worth of pizza a year. He had turned an equity investment of $100,000 into a fortune of more than $300 million in just twelve years.

Although many aspects of entrepreneurship favor the young, patience does not. Here, more seasoned businesspeople have the edge. The impatience and idealism of the young often lead them astray, pushing them to blindly adopt a get-big-fast philosophy— "going for scale," as the dot-commers put it. This approach makes sense in certain contexts, especially for businesses like on-line recruitment sites, because their competitive advantage lies in the size of their networks. But it does not work for most start-ups. Among the unsuccessful ventures I've studied, many simply burned up their capital by trying to expand too soon. Entrepreneurs should be greedy, but they need to be patient as well.
Are you a closer?

Successful entrepreneurs know how to seal deals. They possess an almost uncanny ability to come in, often at the last moment, and elbow their rivals aside. However tough the market or small the transaction, they know exactly what they must give up—and what they can get away with—while finalizing deals under pressure.

N. R. Narayana Murthy, the man who cofounded the Indian software company Infosys Technologies in 1981, was nothing if not a closer. His company had to break into international software markets because the local one was virtually nonexistent. To succeed, Infosys needed to build a track record, which meant closing deals quickly.
One entrepreneur I studied had had to make 150 key decisions before he was ready to do business.
— Walter Kuemmerle

Murthy took charge of sales, landing Infosys's first contract with a U.S. company—a six-year deal to upgrade the computer system at a large, New York-based textile distribution company. The upgrade—from a 16-bit processor to a 32-bit one—was quite involved, requiring that much software be rewritten. Over the next twenty years, Murthy spent little time at home. In 1990, he lived in France for three months, closing just one deal. His efforts paid off. Today Infosys is a serious contender in the customized software market in the United States and Europe, with $400 million in revenues and a market capitalization of around $8 billion.

Being a closer involves more than a willingness to go the distance in negotiating deals. You also have to be comfortable repeatedly making life-or-death decisions in the dark. Most executives-turned-entrepreneurs don't realize how big the gap is between making decisions in established corporations and making them in start-ups. And that's one of the main reasons many first-rate executives find it hard to adjust to the entrepreneur's world. Not only are decisions in a start-up more important—even small errors can kill the business—but they are of an entirely different nature.

In a corporation, managers are usually making the same sorts of decisions every day and are surrounded by other people making similar choices. While corporate managers obviously have to operate with a degree of uncertainty—they may not have all the information required—the environment is familiar, and that fosters self-confidence. In a start-up, however, managers don't have those comfort layers. If they can't trust their gut, they'll freeze.

In one case I studied, a senior investment banker had left a prestigious Wall Street company to join a start-up established by a former colleague. Wall Street traders are not known for their indecision, and this one had been a star, staking millions of dollars on his trading instincts and closing dozens of securities deals daily. But his killer instincts deserted him once he left the familiar environment of the trading floor. He even had trouble choosing which office supply vendor to go with. As he put it: "I felt I needed more and more information every time I tried to make a decision.''

Real entrepreneurs know that using their time to gather extensive information is a luxury they sometimes cannot afford. They are more concerned that a decision be made than that it be the best possible choice. One entrepreneur I studied estimated that he had had to make around 150 key decisions before he was ready to do business—from naming his company to hiring his first employee. If he hadn't been able to trust himself to make those decisions quickly, he might have never launched the company.

HBS professor Walter Kuemmerle says any aspiring entrepreneur must ask themselves the following questions:

Are you comfortable stretching the rules?
Are you prepared to make powerful enemies?
Do you have the patience to start small?
Are you willing to shift strategies quickly?
Are you a closer?


As Kuemmerle concludes, "Being an entrepreneur isn't for everyone, and even those who have the right stuff find the path to success much rougher and, usually, much longer than they had anticipated. But if you start your journey with a clear sense of your own capabilities and the gaps in them, you'll be much more likely to succeed in your venture."

Business Plan Contest Looks East: Risk, Opportunity Define China's Economic Landscape

China's seemingly endless economic potential inspired this year's winners of the 10th annual HBS Business Plan Contest. Tingting Zhong (MBA '06), a native of Shanghai, won first place in the traditional track for 8Baorice ("bow-bow-rice," a favorite Chinese dessert), a lifestyle, fashion, and beauty Web site for Chinese women. In the social enterprise track, Yashmere, a venture to export yak yarn from one of China's poorest regions to the United States, took top honors. It was the first time in contest history that winning plans for both tracks focused on China, where GDP is expected to grow over 10 percent for 2006.

"China's business landscape right now is very similar to what the United States looked like in the 1950s and 1960s," Zhong explains in a phone interview. "There are so many unexplored opportunities available here." Although she was educated in the United States, Zhong says that her roots are in China—and that understanding the culture and language in her home country is a clear advantage in doing business there.

The diversity of her classmates' experiences was a change for Zhong, who arrived at HBS with what she describes as a more "traditional" background in investment banking and private equity. "A few of the students had worked in nonprofits, some came from a military background, and others were entrepreneurs before they came to business school," she recalls. "I think there was a part of me that was longing to try something more entrepreneurial, too."

Like so many new ventures, the idea for 8Baorice began with a question. "What interested me most," Zhong notes, "was why there were Web sites addressing women's needs and interests in the United States and Europe, but not in China."

In the first semester of her second year, Zhong undertook an independent field research project with HBS Professor of Management Practice Nabil El-Hage, interviewing U.S. companies with women-focused Web sites and conducting focus group studies. "HBS has an amazingly extensive network," Zhong remarks. "I was able to talk to a number of Internet entrepreneurs in the United States who had tremendous insights into the industry."

After winning the contest, Zhong returned to China to conduct more due diligence on the idea, working with a strategic partner based in Taiwan and fielding inquiries from angel and venture capital investors. A beta version of 8Baorice tested well with users, but the content was rapidly copied by competitors. "We developed very strong content, but there was no way to protect it without intellectual property enforcement," Zhong says. "Suddenly, our advantage became a disadvantage, which was very frustrating."

Now, she is working with her strategic partner to test the concept for 8Baorice in Hong Kong and Taiwan, where copyright laws are enforced more strictly. "Participating in the Business Plan Contest has taught me more than any other work I've done," says Zhong.
Exporting Yak Yarn

While millions of Chinese in coastal cities such as Beijing and Shanghai have benefited from the country's economic growth, those living in China's interior have been less fortunate. Yashmere, winner of the Business Plan Contest's social enterprise track, hopes to change that in some small way by exporting yarn and knitted throws made from an abundant local resource: the long, soft fibers of the local peoples' yaks. Money paid for the yaks' down will go directly to the animals' owners, while profits from the products will fund customized community projects that best fulfill the needs of each region.

Shawn Tan (MBA '06), a native of Singapore, says that the idea for Yashmere came from Carol Chyau and Marie So (both 2006 graduates of Harvard's John F. Kennedy School of Government), who traveled in the Western Chinese provinces of Yunnan and Gansu last winter. (Other teammates included Esther Hsu of the Wharton School and Jose Dias de Barros, MBA '06.) During their travels, Chyau and So spent time in communities where the yak is seen as the area's primary resource. In addition to using the animal for transportation, the poor people of these provinces drink yak milk, eat yak meat, make clothing from its coat, and use its dung for fuel. Back in Boston, the pair teamed up with Tan, Dias de Barros, and Hsu to brainstorm how to best use the incredibly fine, warm fiber found in a yak's coat. It took some time, however, to determine what sort of product to make from the soft, fluffy down.

"It was a bit challenging to determine how to best utilize this resource, given the fact that none of us really has experience in textile or apparel," Tan notes. "It was also difficult to think concretely about the various possibilities when the yaks and the communities we hoped to help were thousands of miles away. The Business Plan Contest provided discipline that forced us to think carefully—while on a time line—how to best help those communities exploit the opportunity at hand." The venture, now named Shokay (Tibetan for "yak down"), has begun testing the waters by shipping yarn to a few U.S. knitting stores. Luxury throws are the next product being developed, with a projected launch date of winter 2007.

Tan expects to return to a career in finance after Shokay finds it feet, leaving Chyau and So to oversee the organization's day-to-day operations. He says that the start-up experience has taught him the skill of bending both ways. "Over the course of refining the plan and launching this business I began to understand the importance of planning ahead and being careful and systematic in my thinking—there are so many early decisions that affect how you use your limited resources," Tan remarks. "But at the same time, it's essential to be pragmatic and willing to change your idea when you find it's not entirely practical."

Like Zhong, Tan emphasizes the element of risk involved in launching a business in an emerging market. But he also encourages would-be entrepreneurs to "just go out there and do it."

"It's been surprising to see how receptive people are to an idea when they see its potential," he says. "We've had many positive interactions, I think because people recognize the need we're trying to fulfill. The focus right now is on China as a powerful economic entity, but many people also recognize that there are a vast number of people not enjoying the rising economic tide who could use some help."

Think STEEP

A Simple Way to Explore the Future Impact of Any Major Development
To determine what any trend might mean and how much it could matter in the future, start by thinking about its possible implications across a broad spectrum of fields. Consider and ask:

> Society: demographics, family life, public health, religion. Will this development affect people? What about family structure? Will work life change?

> Technology: information technology, biotechnology, nanotechnology, chemistry and materials science, manufacturing. Does this development imply that a new technology will become available? Will it eclipse an existing technology? Will it increase the market for other technologies? How will R&D need to react?

> Economics: globalization of commerce and labor, poverty and the income gap, inflation, current fluctuations. Will this development change business as usual for most businesses? How will it affect the marketplace? What about governments—will they need to alter their fiscal policies? Will consumers act differently as a result? How will it affect the standard of living?

> Ecology: global warming, supplies of clean water, topsoil and agricultural systems, air quality. What are the implications for the natural systems that support us? Will this development reduce the toll of human activity? Or will it cause a new stress? Does this change represent the tipping point to make us see and do something about the damage being done to the ecosystem?

> Politics: international governing bodies, wars and regional conflicts, government regulations, new bills and laws, litigiousness. How will this development affect the system and practice of governance? Will it alter election dynamics? Will it change the type of leadership? Will new groups begin to exert force on the government?


Adapted from FUTURE, INC.: How Businesses Can Anticipate and Profit from What’s Next by Eric Garland (AMACOM, Hardcover).

The Top 8 Drivers of the Future

Areas to Keep Watching and Trends to Start Preparing for Now

Aging. Within a couple of decades, the majority of people in America, Europe, Japan, and China will be over age 65. Business implications: Invest in products and services to keep older people mobile, entertained, and connected to society. Consider creating an onsite “eldercare” center for your employees.

> Information technology. The next IT revolution will be marked by falling prices for small, powerful, maintenance-free devices. Business implications: Focus on service, not technology. The real killer app is solving people’s problems — and for that, the human touch is always the best.

> Health care. Medical costs and distrust of doctors are both increasing at a dramatic rate. Business implications: Prevention is far cheaper than the current system of care. Start exploring opportunities for encouraging healthy habits.

> Biotechnology. We’re just scratching the surface of mining the secrets of life, from genetically-modified crops to the promise of stem-cell research. Business implications: Consider products that can be customized to a person’s genes. And prepare to deal with the ethical choices and consequences.

> Energy. Increased demand for energy from developing economies is dangerously converging with increased scarcity of global supply of traditional sources. Business implications: Look at life-cycle costs when it comes to renewable energy. Investing in a new green office space could yield a competitive edge.

> Nanotechnology. The ability to manipulate matter at the level of a billionth of a meter is bound to open all sorts of new possibilities. Business implications: For large businesses, investing R&D in nanotech is imperative.

> Media and Communications. Network broadcasts and commercials will soon be history. The future of media is digital, portable, customizable, and micro. Business implications: Get used to being honest and polite. Establishing personal relationships will be required to advertise to the next generation.

> Ecology and Sustainability. With six billion humans and counting, the success of our species comes at a high price to the environment. Business implications: Determine how to measure what you do in terms of money, social responsibility, and ecological impact, equally and consistently.

Adapted from FUTURE, INC.: How Businesses Can Anticipate and Profit from What’s Next by Eric Garland (AMACOM, Hardcover).

A Little Year End Reflection

As the year comes to a close, and our minds turn to celebration and remembrance, I'd like to invite you to spend a little time on reflection.

These will be some of the questions I'll be playing with as I reflect on my year.

Please feel free to use them, or use them as a model for developing your own. Be gentle with yourself as you answer the questions, and use them as a way to understand where opportunities lie in the upcoming year.

Where have I added value to the health and well-being of the whole planet?

Where have I added practices in my life that add to MY health and well-being?

Where have I missed opportunities to get stronger, smarter, happier or healthier?

Where have I missed opportunities to rest, rejuvenate, or reclaim my innocence?

Where have I brought love and caring to my work and my relationships?

How can I bring more of the authentic me to all that I do?

Where did I find places to make my customer's lives easier?

How can I be a wiser leader?

Where have I counter balanced the negativity of the world with my Positivity?

At the end of the 2006, can I say that I added more positive vibes than negative ones into the overall vibration of the earth?

Where have I been inspired and where have I inspired others?

As a leader (and we are ALL leaders) have I walked my talk?

Opportunities for positive change lie everywhere. Enjoy the questions - play with them - and find some of your own. Celebrate and appreciate all that you've done this year to make the lives of others easier, happier, more fulfilling, brighter, or more enriching.

I'm taking some time until the first of the year to reflect on my questions and my direction for the future. I hope all your holidays are merry and bright and that your new year is happy healthy and prosperous. I'll be back again the first week of 2007!

Peace and prosperity!

JoAnna

Thursday, December 21, 2006

Through the Eyes of the Fish

JoAnna Brandi

One summer, I went fishing with a friend. We rented a canoe and ventured out into a lake at dusk. If truth be known, I was mostly watching, not really fishing. But my friend was very serious about it. As dusk turned to darkness he opened his tackle box and began searching for a new lure. I watched, curiously.

Up until that moment he'd been using a yellow lure. He explained, "It's time to switch to a black lure." This mystified me almost as much as what I was doing in the middle of a lake, in the dark, fishing.

I had to ask, "Why would you use black lure in the dark, in what now looks like a black lake?"

"Easy," he replied. "When fish look up at the surface of the water they're looking towards the moonlight, and they can actually see the black lure better."

Hmmm. Now that's looking at life from the fish's perspective!

How many of us are hooked on our own 'yellow lures,' focused more on what we sell than on what the customer wants to buy? How many companies think about what makes things easier for them (and keep using the same old 'lures'), rather than easier for their customers? How many companies are focused on the inside/out rather than the outside/in?

When will we learn that the power has shifted from those who sell to those who buy? Customers have so many choices these days, why should they buy from you? What do you give them that no one else can? Do you keep up with their changing needs? When will we learn that we need to start looking at the world through the customer's perspective, not just our own?

The customer buys your ability to do something for them. They buy a state of mind. When we ask them what they want to buy, what they need our abilities to be, what will make their lives easier - we get an all-new perspective. Business through the eyes of the customer, like fishing through the eyes of the fish, might just yield different results.

What is it your customer buying? Beauty? Memories? Uniqueness? Are they buying convenience, prestige, safety, comfort? Are they seeking attractiveness, intelligence, peace of mind? Are they buying speed, security or pleasure? What is the ultimate state of mind your customer is looking to experience when buying from you?

Enabling customers to buy more of what they really want is easy when you see things from their perspective. So take a look at the 'lures' in your tackle box. Think about whether or not they're attractive to your customers - whether or not customers can clearly see that you have what they need. Are you selling what they want to buy?

Tuesday, December 19, 2006

Nine Steps to Help You Develop Your Potential

Go into any bookstore and you will find a big selection of self-help and personal improvement products. Most everyone (and I’ll bet everyone reading this) wants to improve. We know we need to get better, and we want to get better. We may want to improve our personal relationships, our business capabilities, our ability to be disciplined, our desire to juggle four chain saws, or any of hundreds of other things. In that book store you can find books to help you do any of those things!

In many cases though, those books start half way through the process. After writing about identifying our potential in the last issue (click HERE to read that article). I realized that identification of our potential, while critical, isn’t the complete answer. It is only the first step.

If we want to reach our potential, we must start by identifying our greatest areas of potential. With that knowledge, we must take a step-by-step approach to making that potential reality in our lives.

It is no different than a business identifying its core strengths in order to best capitalize on the opportunities they see. When we start our personal improvement program with identified strengths or potential, we ignite our personal rocket – and begin our trip to greater heights and achievements.

Here then is a step-by-step process that you can use to convert your potential into results!

1. Identify it. I’ve already helped you do that. Whether you have followed those steps (Click HERE to read them) or are just aware of a skill you want to develop, this is a necessary first step.

2. Claim it. You must believe in your heart that you have untapped skill and ability in this area. Once you have claimed it, you must proclaim it by telling yourself (preferably out loud) that you ARE assertive, you ARE a swimmer, you ARE supportive of others. (Fill in your own skills and potentials!)

3. Scope it. Next you need to think about what part(s) of you life you want to apply this new skill or ability in. Take time to determine the areas of your life where you will use this enhanced skill.

4. Target it. Why do you want to develop this potential? How will you and/or those around you benefit from the development of this potential? What is your goal? Answering these questions will help you stay the course when you get discouraged. Write these reasons and your ultimate goal down and read them often.

5. Plan it. A plan will help us achieve most anything more rapidly. Wouldn’t you like to reach your potential sooner than later? Then make a plan! Determine what you need to know and how you will learn it. Schedule time on your calendar. Think about the situations you want to practice in. Write your plan down and remember to include timelines. This is a real plan. While it may not be as elaborate as a business plan, it is every bit as important. This is your plan!

6. Start it. Get started already. You might actually start as early as step 2, but I include it here because the scoping, targeting and planning is important too. Whatever you are trying to develop will require time and effort. The toughest step though is often the first one, so get started!

7. Support it. You may need to find support from many people and in many places. One way is to have a mentor. If you know someone who excels at what you are trying to develop, ask them to mentor you. You can also get mentoring from people indirectly, by reading about their approaches, thought processes and ideas. (This is one great reason to read biographies and autobiographies.) Get support around you too. Find people close to you who will support your efforts and encourage, not discourage you. Identifying your support system early on helps you get started. Having the support will help you get past the toughest times during your process.

8. Practice it. You won’t reach your potential in one try or in a week. I recently read a page on the web that was promoting a workshop called Building a Million Dollar Practice. The tagline is what was memorable. It read “Hint – it isn’t about the Million Dollars.” The tagline tells the story – it is about the practice! Practice builds our skills. Practice broadens our experience. Practice creates new habits. Practice makes permanent. Perhaps that greatest key of all to developing our potential, is disciplining ourselves to practice.

9. Be grateful for it. When you receive a gift from someone you likely send a thank you note. Being grateful for the gifts of our potential is just as important. By being grateful we begin to unlock even greater opportunities to use the potential we have nursed into skill, experience, and habit.

It isn’t too late to start. Reaching our potential has nothing to do with our age, situation or past. Using this process will help you to unleash the potential you identify to help you reach your professional and personal goals and objectives. Until next time I am…

Yours in Learning,

Kevin
Seven Keys to More Effectively Leading Teams

Maybe you find yourself in a new team environment and leading a team for the first time, or maybe you have been working with and leading teams forever. Either way, the keys in this article – whether as new information or a fresh reminder – can make a world of difference in morale, productivity and results from teams.


Help the team identify its purpose. People work more effectively when they understand the goals they are trying to achieve. As a leader it is your job to help the team see the desired outcome of their efforts and help them set specific goals and milestones along the way.

Set the scope and boundaries. Teams need to know what they should tackle and what is “too big” or not their responsibility. By helping teams manage the scope of their work you will keep them more focused and help them reach their goals more quickly.

Show your belief. If you don’t believe in the team concept, you won’t effectively lead teams. If you do believe both in the concept and in a particular team’s potential, you need to tell them. Show through both your words and actions that you believe in them. Once they have purpose, goals, and your belief; they are on their way to success.

Define your role. Your role is to lead, not to do the work or make all of the decisions. Let the team know what your role is and isn’t. Help them see how you are relying on their experience, knowledge and intellect in the completion of the team’s work.


Be a supporter
. Support the team with your actions. Don’t just delegate the work to the team and be gone. Teams will experience obstacles and roadblocks. It is your job to remove those roadblocks, find additional resources, and generally provide support. It is like a hike. If you are in front of a group on a hike, you will do your best to remove impediments that might slow down or injure those that follow. Your role on a business team of any sort is just the same.

Be a facilitator. Help the team succeed. Provide guidance when needed. Keep your hands off as much as you can. By giving the team a chance to succeed on their own, you are developing them towards greater future achievement at the same time. To facilitate means “to make easier” and that is your role. Remember that you chose to use a team to accomplish the task, so let them do it.

Keep your mouth shut. Teams often look to leaders to make the final decisions or assume that the leader has veto power on any decision in the end. If you really buy the team approach - that you want and need everyone’s input – you have to keep quiet. If you are the first person to talk on a subject, the overall amount of discussion and idea flow will drop. Team members will subconsciously assume that your word is golden – whether they agree or not. Because of your position, you must abstain from the early part of a dialogue on any issue, and share your thoughts nearer the close of the conversation.

Each of these things alone will help you build and lead more effective teams. But when taken together, significant progress can be made.

Look at the list above while you think both about your skills and behaviors and the needs of your current teams. Then, put a check mark (mental or literal) next to the one item you will work on today.

By getting started NOW you can become a significantly more effective team leader right away!

Yours in Learning,

Kevin
Creating a New Standard of Excellence – Six Things You Can Do
by Kevin Eikenberry

Recognizing that the time had come to replace our hot water heater, my wife called our plumber to schedule an appointment. She placed the call at about 11 a.m. When the agent asked, "Would you be available between one and three?" Lori asked, "Which day?" The agent replied "Today of course."

Hearing a strange noise coming from our furnace, another call was placed. Again, the appointment was made and the problem was solved the same day. (Are you surprised that the furnace and the plumbing company have the same ownership?)

Earlier this week my wife had a problem with her knee and after seeing our family doctor she was referred to a knee specialist - a specialist considered one of the best in Indianapolis. When she called for an appointment, I feared the worst. Instead, she had an appointment within 24 hours.

My guess is that as you read each of these short stories. You are surprised at the service we received. The fact is, this level of service should be the norm, but sadly isn't. Our experience has lowered the expectations of most of us.

The Good News

The good news in these examples is that it is easier than ever to stand out. When you are good, people will notice. When you are excellent, they will rave.

This goes for us personally, professionally, or as an organization.

Below are six steps that you can take to continue to raise your own standards of excellence. These steps will make it easier than ever to stand out, be noticed, and have greater levels of success and satisfaction.

What You Can Do
Get a current check on performance. Talk to those you served, whether your family, coworkers or Customers. Find out from them, how well you are doing in meeting their expectations. Listen to their feedback. Don't justify your current performance or blame others. Simply listen.
Determine the standard they want. Again, ask your Customers or those you serve for their input. Listen to their needs, wants and hopes.
Determine the standard you want. Remember that their expectations may not be very high based on their experience. Take their feedback and ideas into account, but remember that it is your responsibility to set the level of excellence you want to reach. Set the bar is high as you wish.
Under promise and over deliver. Taking the first three steps will heighten awareness and likely raise expectations immediately. As you work to grow your standards remember that you can reach your goal is small steps. Make promises based on your current capacity, not your fondest wish. Make the promise, then deliver more, then raise the level of your promise a bit the next time. Steady and slow wins the race – and remember it won’t take long to leave those you are racing with far behind. This approach will help you raise your standards, and the trust others have I you too.
Ask "what's not excellent?" This question will help you continue to find ways to improve your standards and delivery. Ask this question of yourself, of your teammates, and of other interested parties.
Measure performance. You've set new standards for yourself. The only way to reach them and maintain them is to measure your performance against those standards. Depending on the standards you are setting this may be very simple or quite complex. Don't make the measurement more difficult than necessary, but remember to measure.

It is clear that these steps have obvious application for serving Customers better. While I encourage you to consider their applications to customer service, I also hope you will consider using them in other areas on your life.

It's time to raise the bar. It's time to set new standards. Standards won’t raise themselves; we must raise them consciously and consistently. The steps above will help you take that conscious action.
The John Deere Way

by David Magee

I’ll admit it, I grew up on and around John Deere equipment. As an adult I have become a collector of antique tractors and become a student of this truly historic and great American company. John Deere is also a Client of ours.

So when I received this book as a birthday gift it was a slam dunk – it went near the top of my reading stack. Given all of that, this review doesn’t come from my obviously biased point of view – this is a book worth reading.

The book does tell parts of the history of this company, but it isn’t a book about products or history. Written by experienced business author David Magee, it is an exploration of the key factors that have led John Deere to growing and thriving over the last 150+ years.

The chapter titles tip off the business practices and attitudes that have guided the company and serve as the thesis for the book. Selected titles include:

Embrace the Culture
Quality Comes First
Always Maintain Integrity
Build a Business as Great as Your Products
Grow on the Strength of Your Roots


If you are interested in looking for keys that lead companies to be successful over the long haul, you will find some in this book. Written in a very readable style and interspersed with anecdotes and stories from Customers, Senior Managers and 4th generation employees, it deserves to be on your reading list.

Besides, how can any book go wrong when its dedication reads “For the Farmer”?

Monday, December 18, 2006

Manners and Customer Service

Someone recently posed the question to me, "Can we get "jerks" to give good Customer Service? I mean with the overall decline in manners, how can we expect service to be excellent?"

Whew. There is a lot of beliefs dripping around the edges of that question!

My first point would be that if you think you have "jerks" on your team - or think that "jerks" are all you can find to hire, that you are in deep you-know-what before you ever move forward. Leaders need to have a positive expectation of people first and foremost. But let me get off my soapbox there and talk about the rest of the question - which hinges on the connection between manners and Customer Service.

While there's definitely a connection between customer service and manners, good customer service is about a lot more than good manners alone. Good Customer Service requires processes and procedures and tools that will enable good Customer Service. It requires leadership that makes customer service a priority and that empowers employees who work directly with Clients and Customers to make decisions.

Often leaders have expectations about how the Customer will be treated but never share those expectations with employees. They may be thinking "this is so obvious; we don't need to focus on this with our people because they know how to treat others."

Great Customer Service is more than knowing how to treat people; it's more than being nice. It's having processes and procedures in place from the beginning. It's knowing what to do - plus knowing how and when to do it. Customer service declines within an organization when those in leadership positions decline to make customer service a priority.

Those were my initial thoughts to the question posed to me... What do you think?
After the Uncomfortable Pause
Seven Questions to Immediately Spur Greater Creativity
by Kevin Eikenberry

I’m betting you’ve had the same experience I have in most organizational brainstorming sessions.

You are in a room with beige (or otherwise boring) walls and a conference table. Sometime during the meeting, there is a problem or challenge identified. Someone standing near a flipchart or whiteboard picks up a pen and the brainstorming begins. After a momentary silence, a few ideas are suggested – at first they come almost faster than the person can write them down. Then after a short pause a couple of more ideas are added. Then comes a longer pause.

This pause seems like forever (though it has probably been 15 seconds at the most), and the group decides the brainstorming is over – and the problem will be solved using one of the 5-10 items on the list.

There are likely good ideas on the list. But the brainstorming began with the intent of coming up with as many ideas as possible – alternate ways to solve the problem or overcome the obstacle. Heck, someone may have even said, “We need to find a solution that is out-of-the-box.”

My guess is that there are no out-of-the-box ideas in those 5-10 on your typical list. And I know that smart people can always come up with more than this small number of possibilities.

The dynamics of brainstorming and causes of the challenges I am outlining are more complex that this article can address. So I will simply stick with what to do after the long pause . . . what to do to spur more ideas than those initially placed on the flipchart. In practical terms, the way to do that is with questions.

Seven Spurring Questions

How would X do it (or solve this problem)? In the place of “X” you can place another department, another company, your Mother, a 10 year old, Benjamin Franklin, a character from a book or movie, anybody.

What would we do if the problem were twice as big (or half as big)? Looking at extremes is another way to spur new ideas.

How would we solve the opposite problem? By reversing the problem and making that list, we are often able then to turn those answers back around into new alternatives.

What does this problem remind us of? If we can find other situations in our experience to connect to this situation, new ideas will come out.

How is this problem like X? In this case the “X” is any word or phrase. By forcing the connections to the random word, new ideas will burst forth. To get your word you can open a dictionary to a random page and find a random word or you can use a random word list that you have previously prepared. Email us at wordlist@KevinEikenberry.com to get our random word list that you can use immediately.

How can we do A and B? Perhaps the best alternative isn’t with one idea, but a by doing more than one thing.

How can we combine some of the ideas we have to find new and different ideas?

Of course there are more than seven questions and there are many fine books that talk about creativity enhancement. You can learn more techniques and approaches, but if you start with these seven questions, you’ll be amazed at how many more (and useful) ideas you will find, that otherwise would have never overcome “the pause.”

These questions can be asked by the meeting facilitator or leader, or by anyone in the group. They can also be asked internally, to help you personally spur new thoughts.

However you use them, these questions will work. Each of them creates a new perspective and generates new connections in our minds. It is with these new perspectives and connections that more, and potentially better, ideas will be generated.

Copyright © 2006 - All Rights Reserved, Kevin Eikenberry and The Kevin Eikenberry Group.