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Archive for September, 2006

Focus!

Thursday, September 28th, 2006

Michael Michalko’s creative thinking techniques give you the extraordinary ability to focus on information in a different way and different ways to interpret what you are focusing on.

To the right is a picture of irregular black and white shapes.

Concentrate on the four small dots in the vertical row in the middle of the picture for at least 30 seconds.

Then close your eyes and tilt your head back. Keep them closed. Eventually, you will see a circle of light.

Continue looking at the circle. What do you see? Amazing isn’t it?

By focusing your attention in a different way (focusing on the dots and closing your eyes), you changed your perception of the pattern thereby allowing yourself to see something that you could not otherwise see. Similarly, the creative thinking techniques in Michael’s books will change the way you think by focusing your attention in different ways and giving you different ways to interpret what you focus on. The techniques will enable you to look at the same information as everyone else and see something different.

Is Your Idea Crazy Enough?

Thursday, September 28th, 2006

Is Your Idea Crazy Enough?

When people use their imagination to develop new ideas, those ideas are heavily structured in predictable ways by the properties of those existing categories and concepts. This is true for scientists, artists, inventors, politicians and business people. Consider the following accident which was reported in The American Railroad Journal in 1835:

“As a train was approaching the depot at Paterson, an axle of the leading car gave way, which overturned that and the following two cars. None of the passengers were injured, though they felt the shock by the concussion. Mr. Speer, the conductor, a very industrious and sober man, was seated on the car at the break, and unfortunately was crushed to death under the load.”

Mr. Speer was the only casualty. What factors contributed to his untimely death? Certainly there was the immediate cause — the breaking of the axle and the overturning of the cars — but there is a more subtler cause as well. Note that Mr. Speer was riding on the car, not in it, and that none of the passengers, who were inside, was hurt. Why was he not in the car? What in the world was he doing on top of the car? Speer’s death was the result of a design flaw that required conductors to ride on the outside of cars.

This flaw is an example of the phenomenon of structured imagination. Early designs for railway cars were heavily influenced by the properties of the stagecoach, the most common vehicle of the day. The first railway cars were little more than stagecoaches with wheels on tracks, with no central aisle and designed so that conductors had to ride outside on running boards. The idea of a central aisle was considered odd and even unsanitary, based on the notion that it would become one long spittoon. Finally, as was true of stagecoaches, the brakes were located on the outside and were operated by the conductor who was seated on the top front of the car.

We would not consider the developers of the railroads to be unimaginative people. On the contrary, they were visionaries who saw the railroad as the transportation of the future long before other people took the idea seriously. Yet, even after a number of conductors had been killed, there was strong resistance to designing the railway cars so conductors could ride safely inside. As late as 1866, according to the Railroad and Engineering Journal (1887), 72 trainmen were killed in falls from cars in Massachusetts, New York, and Michigan alone.

What this suggests is that even highly creative individuals and the ideas they develop are susceptible to the constraining influences of structured imagination. Their idea of a design for a railway car was heavily influenced by what they knew, understood, and were most familiar with — the stagecoach. Even Thomas Edison’s idea for an electric lighting distribution system is an example of an idea that was the result of a structured imagination. His reliance on the existing gas distribution system at the time led to his stubborn reliance on the problematic procedure of running wires underground, just as gas mains ran underground. More recently, the fact that many modern computer terminals display exactly 80 columns of text is a direct outgrowth from the era when we literally fed data into computers by way of 80-column punch cards.

The playful openness of creative geniuses is what allows them to explore “interesting” chance events. Once, Wolfgang Pauli, the discoverer of electron spin, was presenting a new theory of elementary particles before a professional audience. An extended discussion followed, which Niels Bohrs summarized to Pauli that everyone has agreed that his theory is crazy. The question which divided them is whether it is crazy enough to have a chance of being correct. Bohrs said his own feeling is that it is not crazy enough.”

A logic hides in Bohrs illogic. In genius, there is a tolerance for unpredictable avenues of thought. The result of unpredictable thinking may be just what is needed to shift the context enough to lead to a new perspective. Paul Cezanne, the father of modern painting, coined a wonderful phrase that captures the whole paradoxical process of mixing unpredictable thinking and intentional tactics. He called the creator’s creative activity “making a find.”

In genius there is a patience for the odd and the unusual avenues of thought. This intellectual tolerance for the unpredictable allows geniuses to bring side by side what others had never sought to connect. In 1979, for instance, physicist Alan Guth was playing with the ideas of hypothetical chunks of magnetic north divorced from the south. He was also playing with the odd notions of false vacuums. These odd notions led him to an astounding new theory of genesis which posits that the universe began with a hyper explosion. His theory answers mysteries of cosmology which other physicists had not been able to comprehend.

The overnight package delivery service should have been developed by the U.S. Postal Service or the airlines. These organizations not only did not participate in the creation of the concept but called Fred Smith’s concept of Federal Express a “crazy” idea that had no chance of success. Incidentally, every delivery expert in the U.S. also doomed his enterprise to failure. Undaunted, Fred Smith engineered his “crazy” idea into one of the most successful delivery services in the world.

CRAZY IDEA TECHNIQUE
You can actively seek the accidental discovery by deliberately exploring the odd and unusual. It is this freedom from design or commitment that allows you to juxtapose things which would not otherwise have been arranged in this way, to construct a sequence of events which would not otherwise have been constructed. A technique to help you deliberately seek the odd and unusual is the following:

(1) List several absurd or crazy ideas about your problem. Try to make each one more bizarre than the last.
PROBLEM:
A greeting card company wants new products and new markets.

ABSURD IDEAS:
* Send greeting cards to dead people.

* Send heavy stones as greeting cards.

* Send cards COD.

* Send the person money with the message to “go out and buy your own greeting card.”

* Send a spider.

(2) Select one of the absurd ideas.
ABSURD IDEA:
* Send greeting cards to dead people.

(3) Extract the principle. What is the principle of the absurd idea?
PRINCIPLE:
* Communicating with the departed.

(4) List the features and aspects of the absurd idea.
FEATURES, ASPECTS:
* People communicate with the dead through séances.

* People leave flowers at cemeteries.

* People leave poems, letters and other artifacts.

* People publish personal poems, messages, etc., in newspapers to the departed.

* People pray for the departed.

* Séances, Ouija boards, etc.

(5) Imagineering. Extract the principle or one of the features and aspects and build it into a practical idea.
EXAMPLE:
* “Leaving items at the cemetery.”

IMAGINEERED IDEA: The idea the greeting card company created was to publish memoriam cards on sticks so they can be inserted in the ground at the gravesite. The “cards-on-sticks” are sold in florist shops that are located near cemeteries.

Spiral Dynamics

Thursday, September 28th, 2006

Dr. Clare W. Graves’s Emergent, Cyclical Levels of Existence Theory Applied:
COLORS of Thinking in Spiral Dynamics®

The Spiral Dynamics model is derived from the original thinking of Dr. Clare W. Graves. Here is a brief introduction to the Gravesian point of view as it has evolved thus far:

Human nature emerges along a developmental path from one equilibrium state to the next. These can be viewed as stages wherein each layer adds new elements to all that came before; in turn, each stands in preparation for a next phase which may or may not come. Every “level of human existence” offers a particular viewing point for the real world as defined by its unique set of perceptual filters. These diverse reality views lead to very different decision-making approaches, organizing principles for business, economic and governance models, and ideas of what appropriate, effective living means.

Through decades of research, Dr. Graves built “the emergent, cyclical, double-helix model of adult biopsychosocial systems development.” (When asked about the ponderous title once during a conference, he responded with, “Well, dammit, that’s what it is” and a wink.) He used pairs of letters to designate the interaction of conditions-without and latent systems-within. His labels for the eight core vMemes take the form of A-N, B-O, C-P, D-Q, E-R, F-S, A’-N’, B’-O’, etc. (They are noted below.) But there are also two transition states between each pair. For example, the transition stages between smug Yuppie and communitarian chic are E-R/f-s and e-r/F-S. Between raw idinal power drives and purposeful orderliness are C-P/d-q (the realm of many violent zealots) and D-Q/c-p (self-righteous absolutism). It’s very powerful, but also pretty complicated until you become used to the letter language. There is also a clear sequence to the alphabetical labels that can erroneously be taken as a “better-than”/”worse-than” stacking. (The levels are not qualitative markers of human worth, but quantitative markers of expansiveness of conceptual space.)

Though Graves used the term, “double-helix,” a Spiral is also a useful way to visualize this process of emerging systems. (Many of his original graphics infer that form, but Graves’ draftsman could not execute the drawings.) As a Spiral builds, each whorl represents the flow from one reality to the next. Individuals, organizations, and entire societies move along this spiral trajectory, shifting their priorities, values, and essences as they go toward their various futures. Since the future may be almost anywhere along the Spiral, the question is: What is next for this person or group, sensing the world in this way, changing from this way of being to the one that is next. Likewise, rather than asking, “what kind of person is this?” the Gravesian approach is to ask, “How is this person thinking about this thing in these circumstances, and why?” Thus, the model is not a typology but a flowing process of emerging, nested systems.

Another tributary of Spiral Dynamics is the burgeoning science of memetics which describes the notion of memes — idea/information packets that transfer virus-like from mind to mind, community to community. (See the book reviews section and search the Web for “meme” or “memetics”.) Spiral Dynamics connects memetics with yet deeper forces in human nature — the core intelligences of the human spiral which are the attractors (and repellers) of memes. These are the VMemes (rhymes with vee-themes) which determine why and how people process ideas as they do. (Other non-memetic language includes “value systems” and “levels of psychological existence.” The memetic connection arose with the 1996 book, Spiral Dynamics, and was not a part of Dr. Graves’ original work which stands quite well without it.)

Movement and stasis along the developmental Spiral – either up or down – are reflections of the interaction between Life Conditions (the conditions-without which combine the historic times, physical place, psycho-social existence problems, and socio-economic circumstances) and the VMemes accessible in the individual or collective mind (the systems-within). Generally, the evolution is toward more elaborated, more complex and inclusive ways of being – “higher” levels. However, life is without guarantees and there can also be regressions to previous, less complex, “lower” level structures. In either case, the active VMemes are the containers for ideas and the essence of value systems, weltanschauuns, and the many “real” worlds that exist in parallel – sometimes in conflict, sometimes in confluence – on earth today.

So, for simplicity, we introduced a color-code system back in the late 1970′s to label the Gravesian levels ( vMemes) in their peak conditions. The color choices were based on convenience for making title slides and training aids – there is no deep significance intended. However, these metaphors may help in remembering the sequence:

Beige – savannah grasslands and survival
Purple – color of royalty and the first common dye
Red – blood and hot emotional energy
Blue – sky and heavens
Orange – steel taking form at the furnace
Green – plants and ecology
Yellow – solar energy and life force (correlates to Beige as survival in complexity)
Turquoise – earth’s color viewed as a whole from afar (correlates with Purple as a global village)
Coral – life beneath the seas’ surface (correlates with Red – a new collective energy core)
Teal – spirit and life connecting (correlates with Blue)
etc.

Although Dr. Graves never used colors himself — he used his letter-pairs and sometimes even numbers for the levels — he expressed no objection to this simplified set of labels except that it mixes the two double-helix forces into one term, just as numbers do, thus suggesting a simplicity which is not there. For those unfamiliar with the model, here’s a quick summary of the landmark zones along the Spiral. Remember that these are ways of thinking about a thing, not types of people, so several can coexist in admixtures and clusters. There are shadings, mixtures, and blends within individuals and ranges in organizations and communities.

Eight Value Systems / vMemes that have emerged to date and
still exist side-by-side on earth . . .

1 BEIGE (A-N) based on biological urges/drives; physical senses dictate the state of being

2 PURPLE (B-O) threatening and full of mysterious powers, spirit beings which must be placated and appeased

3 RED (C-P) l like a jungle where the tough and strong prevail while the weak serve; nature is an adversary

4 BLUE (D-Q) controlled by a Higher Power that punishes evil and eventually rewards good works and Right living

5 ORANGE (E-R) full of resources to develop and opportunities to make things better and bring prosperity

6 GREEN (F-S) the habitat wherein humanity can find love and purposes through affiliation and sharing

7 YELLOW (A’-N’ or G-T) a chaotic organism where change is the norm and uncertainty a usual state of being

8 TURQUOISE (B’-O’ or H-U) a delicately balanced system of interlocking forces in jeopardy in human hands

9 CORAL (C’-P’ or I-V) should tend to be I-oriented, controlling, consolidating – if the pattern to date holds

What people in each world seek out in life . . .
(Goals of “Successful” Living)

1 BEIGE (A-N) survival; biogenic needs satisfaction; reproduction

2 PURPLE (B-O) safety/security; protection from harm; family bonds

3 RED (C-P) power/action; asserting self to dominate others; control

4 BLUE (D-Q) stability/order; obedience to earn later reward; meaning

5 ORANGE (E-R) opportunity/success; competing to achieve results; influence

6 GREEN (F-S) harmony/love; joining together for mutual growth; awareness

7 YELLOW (A’-N’ or G-T) independence/self-worth; fitting a living system; knowing

8

TURQUOISE (B’-O’ or H-U) global community/life force; survival of Earth; consciousness

How “rational” people might deal with such a world . . .
(Coping Systems)

1 BEIGE (A-N) as natural instincts and reflexes direct; automatic existence

2 PURPLE (B-O) according to tradition and ritual ways of group; tribal; animistic

3 RED (C-P) asserting self for dominance, conquest, and power; exploitive; egocentric

4 BLUE (D-Q) obediently as higher authority and rules direct; absolutist; conforming

5 ORANGE (E-R) pragmatically to achieve results and get ahead; multiplistic; achievist

6 GREEN (F-S) responds to human needs; affiliative; relativistic; situational

7 YELLOW (A’-N’ or G-T) build functional niche to do what one chooses; existential; systemic

8 TURQUOISE (B’-O’ or H-U) experiential to join with other like thinkers; holistic; transpersonal

Dr. Graves’ model is open-ended, so new letters, numbers, or colors will need to be added as new levels of psychological existence are identified in human nature. His use of primes (A’-N’ as an alternative to G-T, for example) suggests the notion that the process may be one of six-on-six systems rather than a simple series. Thus, the seventh is an echo of the first, the eighth an echo of the second, etc. This is where the “First Tier” and “Second Tier” notion presented in Spiral Dynamics comes from. There could theoretically be a third, fourth, and more Tiers as and if human nature continues to emerge. For more on Dr. Graves’ original thinking, go to our http://www.clarewgraves.com site.

Spiral Dynamics® Colors and Transitions between Dr. Graves’ Nodal States
from the
Emergent, Cyclical Double-Helix Model of Adult BioPsychoSocial Systems Development

(Reproduced from a handout prepared by Chris Cowan)

AN BEIGE (World1)…………..Survival/meeting biological needs/instinctive drives & urges

BEIGE / PURPLE Awakening of a sense of dependent self in a mysterious and frightening world where being with others means
safety

BO PURPLE (World2)…………Safety/tribal needs/adherence to ritual/obeying chief(s)/harmony/reciprocity

PURPLE / RED Awakening of an egocentric self determined to break the shackles of the family or tribe and become a powerful
individual

CP RED (World3)……………….Power/action/excitement/proving individual prowess/shame/cunning dominance

RED / BLUE Awakening of a purposeful self with guilt in search of meaning in a purposeful existence and reasons why we live
and die

DQ BLUE (World4)……..………Purpose/obedience to authority/stability/rules/meaning/guilt/duty

BLUE / ORANGE Awakening of a pragmatic, independence-seeking self who challenges higher authority and scientifically tests
possibilities

ER ORANGE (World5)………..Competition/success/making things better/autonomy/adroit control/growth

ORANGE / GREEN Awakening of a sociocentric self who strives for belonging and acceptance and needs to discover spirit,
inner harmony, peace

FS GREEN (World6)………..….Affiliation/sustainability/collaboration/consciousness/fulfillment/sharing/connections

GREEN / YELLOW Awakening of an inquiring, interdependent self who no longer needs approval yet can collaborate when
appropriate with diminishing compulsions or fears

Shift from First Tier SUBSISTENCE SYSTEMS to Second TIER BEING levels (see FAQ for comments)

A’N'* YELLOW (World7)……….Being/functionality/discovery/integralism/responsibilities of living/connections

YELLOW / TURQUOISE Awakening of experiential self who seeks ways of being that use knowledge to restore natural harmony
and balance

B’O'* TURQUOISE (World8 )…Experience of holism/accept existential realities/integration of life energies

TURQUOISE / CORAL . . . the open-ended Graves theory continues as new thinking systems awaken and coping with life’s
existential dichotomies activates new neuronal systems

How to make friends by telephone (1940)

Wednesday, September 27th, 2006


Use this instructional guide from the 1940’s to learn proper etiquette when operating a telephone.

The Automatic Millionaire

Wednesday, September 27th, 2006

The Automatic Millionaire (by David Bach) is a little book telling a simple and automatic formula to become a millionaire. It talks about saving money (by sacrificing costly lattes, cigarrettes etc. if needed), effects of compounding (really dumbs down the argument).

Here is a brief sumary of the book:
* Save at least a few dollars a day. ($5 saved every day and invested will become $948,611 in 40 years)
* Learn to pay yourself first.
* Make everything automatic (by setting up automatic payroll deductions, setting up 401k etc.) Plan for saving from 5-20 % of pretax income in a pretax account (401k/403b/IRA/Roth IRA). Maximize employee matching dollars.
* Set up “rainy day” fund, automate the process. Set aside the money for at least 3 months (upto 6-12 months) of all living expenses. Invest it money market/ savings bond.
* Buy a home and plan on repaying it early by methods like biweekly payments, extra principal payments each month.
* Become debt free – pay off all loans, credit cards, automobiles.
* Automatic tithing – set up regular donations to charity.

All I Know in 100 Words…

Tuesday, September 26th, 2006

Education inspires social, economic and political participation, which stabilizes democracies creating civil liberties, freedom and justice. With this political stability, economic development accelerates and capital investment filters to worthy endeavors, promoting competition hence, quality, service and new value propositions improve life by the forces of supply and demand. Globalization and technology spawns global understanding, cultural awareness, and promotes trade and economic integration which in turn improves state to state relationship and world peace. As the world moves into unfamiliar territory strife and sacrifice will be one hurdle but, leaders with a positive vision will emerge. With this rapidly changing world, education and participation become key enablers to the world, states, communities and individuals. Life is a festival, so celebrate innovation, diversity and seek understanding through participation and education.

Written as central theme for my graduate thesis at Indiana University.

What do we remember?

Sunday, September 24th, 2006

You remember approximately 10 percent of what you read.
You remember approximately 20 percent of what you hear.
You remember approximately 30 percent of what you see.
You remember approximately 50 percent of what you hear and see together.
You remember approximately 70 percent of what you say (if you think as you are saying it).
You remember approximately 90 percent of what you do.
You remember roughly 100 percent of what you experience (an experience incorporates all your senses (i.e. read, hear, see, say, touch, smell, taste and is memorable)).

Hmmm, Career Tours is an experience. And we wonder why Job Postings do not work, well I guess they do 10% of the time.

This will have breakthrough implications for Career Tours and how the world searches for employment. More to come soon.

21 Core Competencies

Tuesday, September 19th, 2006

21 Core Competencies Of Successful Salespeople Measured by Tracking
According to Dave Kurlan

1. Has Written Goals
Clear.
Specific.
Realistic/attainable.
Measurable.
Tangible.
Compelling.
Is committed to them.
Has internalized them.

Life plan? Business Plan? Daily action plan?

2. Follows Written Goals Plan
Knows what must be done and why.
Has developed action plans.
Follows action plan.
Has determined possible obstacles.
Has a plan to deal with the obstacles.
Has check points.
Debriefs daily.

Visualization? Capture tool?

3. Has Positive Attitude

About self.
About company.
About marketplace.
About learning.
About growing.
About value of what they have to offer.
About value of what company has to offer.

4. Takes Responsibility

Doesn’t externalize (doesn’t blame others, company, prospect, their past, etc.).
Knows it’s up to them.
Knows the only things they can control are their activity and behavior.
It’s OK to fail.
Doesn’t play psychological games like: if it weren’t for you, ain’t it awful, yes but, kick me etc . . .
Does the behavior they need to do at the appropriate times.
Learns from inappropriate behavior.
Accepts challenges.
Doesn’t rationalize

5. Strong Self Confidence

High self image.
Is not affected by what others think.
Understands that getting a “no” is a good thing.
Doesn’t take a “no” as failure.
Learns from each behavior they perform.
Realizes that there is a lot to learn and it’s ok not to be perfect.
Understands that “role” failure is a way to grow and does not affect how they should feel about themselves.

6. Supportive Beliefs

OK to hear “no”.
OK to “fail.”
OK not to get approval.
OK if I upset someone.
Calls at the right levels.
Knows she/he has “rights”.
Has a self-image of 10 (on a scale of 1-10).

7. Controls Emotions

Is not lost for words.
Doesn’t take things personally.
Knows what to say or do at the appropriate time.
Is a “third party” at the event.
Is prepared for whatever the prospect does.
Doesn’t panic.
Doesn’t become excitable.
Doesn’t strategize “on the fly.”
Stays in the moment.
Doesn’t over-analyze.

8. Doesn’t Need Approval
Will ask the tough questions.
Will go for “no.”
Will bring things to closure.
Won’t accept “wishy washy” statements.
Will confront.
Gets good “up-front contracts.”
Gets “personal needs” met outside sales.
Deals with stalls and put-offs.

9. Recovers From Rejection

Doesn’t affect their self-image.
OK with “no.”
Understands that they aren’t being rejected personally.
Willing to put themselves in “high risk” scenarios.
Puts last episode quickly behind them.
Probes for alternatives.
Offers options.

10. Comfortable Talking About Money
Able to bring it up in interview.
Brings it up at the proper time.
Knows what prospect will invest before they present solution.
Knows and believes how important margins and profitability are for an account.

11. Supportive Buy Cycle

Makes quick decisions about personal purchases when they find what they want.
Establishes goals for what they want.
Doesn’t care much about price when they buy.
For a major purchase (other than a car) they usually shop only one store.
A major purchase is usually over $1,000.
Usually doesn’t do research for a major purchase.
A major purchase usually takes less than a day.

12. Consistent, Effective Prospecting

Knows how many calls they have to make daily.
Makes the agreed upon calls.
Is on track with number of calls.
Debriefs calls daily.
Learns “lessons” from each call.
Is proactive at getting referrals (has a plan).

13. Reaches Decision Maker

Goes for the top.
Gets past gatekeeper.
Able to talk the decision maker’s language.
Is comfortable talking to tough decision-makers.
Is not intimidated by them.
Gets their attention.
Get appointments.

14. Effective Listening/Questioning

Helps prospect do the talking.
Knows what questions to ask.
Asks lots of “How” and “Why” questions.
Knows why they are asking them.
Knows the “pains” your company can solve.
Doesn’t get emotionally involved.

15. Early Bonding & Rapport

Helps prospect to relax.
Gains comfort level.
They are relaxed themselves.
Knows when they don’t have rapport.
Shares with prospects when they sense that they might be uncomfortable.
Deals with problems up-front.
Establishes good “up-front contracts.”
Displays sincerity, believability, warmth and trust.

16. Uncovering Actual Budgets

Is able to establish what prospect has in the budget.
Helps prospect discover what they are willing to invest.
Is able to help prospect quantify their “pains”.
Helps prospect find the money if they don’t have it.
Helps prospect gain conviction that they must spend it or close the file.
Is creative in helping prospect overcome their concerns about investing what it will take.
Is firm when it comes to money.
Sells vs. Negotiating.

17. Discovering Why Prospects Buy

Has taken the company’s capabilities and translated this information to questions that will elicit pain.
They understand their prospects’ business and the related pains.
Has internalized the “pain finding” questions.
Has internalized the “pain funnel” questions.
Helps prospect discover their own “pain.”
Is not afraid to ask the tough questions.
Doesn’t solve problems before their time.
Helps prospect to “own” their pain.
Gets 3rd or 4th degree pain.
Makes sure there are compelling reasons to buy.
Gets prospect to quantify the pain.
Will attempt to “close the file” if there is no pain.
Gets to the business results and personal wins of the prospect.
Doesn’t do “dog and pony shows.”

18. Qualifies Proposals & Quotes

Knows when to bail out.
Gets to all the key players.
Knows decision criteria.
Helps influence decision criteria.
Knows where he/she stands all the way.
Understands what it costs to play in the game.
Asks the “right questions” before they complete the quote.
Is willing to walk away.
Knows decision making process.
Knows for sure how well bases are covered with each buying influence.
Knows the time line for decision.
Knows the probability of sale.
Knows the probability of your company getting the deal.
Knows how they stand against the competition.
Has inside “white knights” (coaches, champions) in all their accounts.
Always knows what will happen next.
Good “up-front” contracts.
Deals with potential concerns, apprehensions and potential risks prospect may have.
Has qualified for money.
Doesn’t have “happy ears.”

19. Gets Commitments and Decisions

Knows how to get a “monkey’s paw”.
Has good “Up-Front” contracts.
Gets “yes” or “no” decisions.
Doesn’t “roll over” when they get a “no.”
Finds out the “conviction” level.
Is willing to hear “no.”
Always knows what will happen next.

20. Strong Desire for Success

Has goals.
Is “money” motivated.
Willing to take risks.
Has the incentive to perform tasks that may be uncomfortable.
Is self-motivated.
Undying urge to become the best.

21. Commitment – Doing What It Takes for Success

Is a winne

r.
Does what non-winners won’t do.
Is willing to risk.
Will put themselves in “high risk” situations
Willing to force a “no” from the prospect.
Unconditional even if: afraid, uncomfortable, or in disagreement over goal.

50 Words and Sayings to live by…

Tuesday, September 19th, 2006

Ambition
Appreciation
Belief in Others
Caring
Civility
Class and Grace
Commitment
Common Ground
Compassion
Cooperation
Courage
Courtesy
Dependability
Determination
Diversity
Do the Right Thing
Effort
Empathy
Ethics
Faith
Forgiveness
Friendship
Gratitude
Hard Work
Helping Others
Honesty
Hope
Humility
Including Others
Initiative
Integrity
Learning
Listening
Love
Loyalty
Opportunity
Optimism
Patience
Perseverance
Persistence
Personal Best
Respect
Responsibility
Right Choices
Self-Esteem
Self-Sufficiency
Service
Sharing
Teach by Example
Tolerance
Trust
Unity

Collected Quotes to Live by…

Tuesday, September 19th, 2006

“What you put into anything is what you get out of anything.” – Anonymous

“Don’t go through life, GROW through life.” – Eric Butterworth

“People are just about as happy as they make up their minds to be.” – Abraham Lincoln

“The greatest discovery of my generation is that human beings can alter their lives by altering their attitude.” – William James

“If you can dream it, you can do it.” – Walt Disney

“You must be the change you wish to see in the world” – Ghandi

“Beauty is truth, and truth is beauty” – John Keats

“The important thing is not to stop questioning.” – Albert Einstein

“There is no scarcity of opportunity to make a living at what you love; there’s only a scarcity of resolve to make it happen.” – Wayne Dyer

“A man is a success if he gets up in the morning and gets to bed at night, and in between he does what he wants to do.” – Bob Dylan

“He who angers you conquers you.” – Elizabeth Kenny

“Friends are those rare people who ask how we are and then wait to hear the answer.” – Ed Cunningham

“Shoot for the moon. Even if you miss, you’ll land among the stars.” – Les Brown

“No one can make you feel inferior without your consent.” – Eleanor Roosevelt

“Whatever is worth doing at all is worth doing well.” – Lord Chesterfield

“The most wasted of all days is one without laughter.” – E. E. Cummings