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As we grow up, and we want to improve ourselves, we look at who we are and what our weaknesses are. We tend to focus on that and try to improve those. However, in most cases, we are already strong enough to overcome any obstacle by working on improving what is already strong. It is easier and more fun to become better at something you are already good at doing. If you wake up in the morning dreading what your weaknesses are and working on improving that, you tend to not work as hard. If you wake up in the morning and know you are already good at something and you just want to get better, you tend to do it with more enthusiasm.
Recently, a client of mine realized she had strength for meeting one-on-one, in person. She felt a weakness was her phone calling conversations. She said that she was working on getting better at feeling comfortable talking on the phone. I suggested she work on getting in front of more people face to face, have many appointments at one location like a co
Good professional football coaches know when it is time to change the game plan and great coaches make the right changes. How do they know which changes are the right changes? This writer thinks it is because they are very good listeners. They hear their players and their assistant coaches.
How can they hear anything in the midst of all the noise and commotion going on at a professional football game? Listening is more than hearing words. It has to do with "hearing the whole picture".
How do leaders hear pictures? They simply allow the views of everyone involved to "sink in" while trusting their own internal computer to put all the pieces together. That is exactly what today's business leader must do to make the right changes in the game plan: allow the views of everyone involved to sink in. Trust your own internal computer to make sense of it all. Trust that changes in the business plan will come clear.
Some people believe that business is about the bottom line ... money. But the real purpose, goal and pursuit of business is the creation of ongoing relationships with ideal customers, clients who continue to pay for the services you provide, for weeks, months, years and even for life.
How do you, as a business developer, locate such ideal clients and convince them to choose your services, over and over again, despite any attractive offers from your competitors?
The answer is quite simple. Provide the best service. Give more than what is asked for and more than what is expected. Maintain an honest, professional and ethical standard that cannot be tampered with. Let go of the clients who do not truly value what you have to offer. Focus your attention on those who appreciate your services. Encourage them to recommend you to others through testimonials and word of mouth. Keep your business in the f
Leverage, as used in real estate, refers to one's ability to control a large amount of asset value (money) with a small amount of asset (money). To simplify, consider that you can purchase a home for $100,000 using $20,000 of your own dollars. (The dollar amounts are a bit dated, but the idea is easier to follow using these numbers.) The other 80% is OPM, otherwise known as "Other Peoples Money."
Liquidity is the probability that an asset can be converted into an expected amount of value within an expected amount of time. If you know that you can sell your wristwatch for $100 within an hour, you could claim that your wristwatch is a liquid asset. If you are uncertain how much your watch is worth, or how long it might take to sell, where and to whom, then it is rather "illiquid."
Why is this important?
Because in today's market, questions abound. Where is the real estate market going? Is now a good t
"Don't worry" is one of our most frequently spoken phrases. Not that it does any good, of course! Western culture is strongly committed to the notion that worry is a bad thing and, therefore, should be avoided. But since it is impossible to be alive and not worry, the prevailing culture simply encourages us to act and speak as though we have no worries. We put a very high premium on those who can make us laugh and on those who can remain calm and act cool in any situation. The truth is that only fools and dead people do not worry.
This author and trainer has long contended that there is such a thing as "good worry", and that learning to worry well is a far more productive and useful approach than learning to suppress , deny or ignore matters that we ought to worry about.
Executive business leaders are, in fact, paid good money to worry. We are told that two thirds of our worries are wasted because they are about the past or the future. There
One great way to respond to an interview question is to answer first "I'm glad you asked that question." Pause briefly to demonstrate that you are thinking, then reply carefully, but affirmatively. The words I'm glad you asked that question signal that you are not at all afraid to respond to unexpected queries. The approach is as important as the substance of your answer.
This method works equally well whether you are talking to the press, which has the capacity to unnerve many, robbing them of their poise, or whether you are simply in an interview being considered for a fabulous new assignment.
This method also invests you with a sense of any control, in a circumstance where you may feel you have little to none.
When you are willing to go through the "ouch," you can get to the "a-ha!" and finally, the "aaahh."
Communication can be painful, especially the communication we have with ourselves. Often, we distract ourselves from the pain by criticizing, blaming or simply ignoring what's triggering us. That means it stays with us and we stay in pain.
In my upcoming book, I'll explain how to quickly move through the pain to get to the "a-ha!", the insight that's behind the pain. When we do that, relief takes the place of the pain and we become free of the trigger.
I've learned the hard way that busyness does not equal productivity.
The lesson came to me over a period of years when I had a small business as a newspaper distributor. Before you laugh, there can be lots of money in newspapers, people are hooked on them and, I found out, will get quite cranky if there's an issue with its delivery.
Anyway, the schedule was grueling, up at 1:00 am to deliver over 1,000 papers to subscriber's doorsteps in 'dry readable condition'. Once that was finished (at about 5 or 6 am) there was time for a tiny nap until the complaints started rolling in. We'd have until 10:00 am to run out and supply the 'missed' papers to customers who didn't get them in 'dry readable condition.' Then it was time to deliver the evening paper, which we had to pick up at 11:00 am and complete by 5:00 pm. Once again, customers who didn't get, you guessed it, a 'dry readable' paper called, and well, we were off a
News came on July 16 that inflation has jumped more than one percent in a month, the fastest single month increase in decades. Gasoline is selling at four dollars per gallon. The home mortgage market crisis continues to play out. Airlines and automakers are reporting steep losses. 400,000 jobs have been lost so far this year. Credit is tightening.
None of these developments are going to destroy the United States or its economy. As a matter of fact, there is plenty more bad news to worry about: massive floods this spring, the state of California is on fire, the corn crop will be late and less than anticipated. Also, as Mark Twain might say, a president will get elected and so will Congress come November.
Stress management assumes that there will be events and situations to which people react with anxiety. Anxiety is made up of both a cognitive component (worry) and a visceral component (blood pressure goes up, adrenalin flows, emotions run strong). The manager and
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