Overcoming Adversity

Here’s a question for you: What are you made of? What are you really made of? When push comes to shove, when the rubber meets the road, when the chips are down, what lies at the very core of your character? You learn what you’re really made of only when things go wrong and you are tumbled, end over end, by some adversity or setback that hits you like a Mack truck coming out of an alley. Since your behaviors on the outside are the real indicators of who you are on the inside, only by observing how you behave when things go wrong can you tell what you really have inside you.

Let’s make one thing clear at the beginning. Life is a continuous succession of both small and large problems. They never end. No sooner do you get control of one situation when you are hit by another. Life is a process of “two steps forward and one step back.” When you become a great success, you simply exchange one type of problem for another. Before, you had small problems with limited consequences; now you have large problems with enormous consequences. No matter how smart and clever and careful you are, you’ll face challenges, difficulties and sometimes heartbreaking adversities every day, week and month of your life.

And thank heaven for that! You couldn’t possibly have become the person you are today if you had not had to contend with adversity on your way up. Perhaps your chief aim in life is to develop a noble character, to become an excellent human being, to become everything you are capable of becoming. Only by contending with challenges that seem to be beyond your strength to handle at the moment can you grow more surely toward the stars.

The starting point in dealing with any difficulty is simply to relax. Clear your mind. Get yourself into a state where you’re calm and cool and in full control of your emotions and senses. Back off mentally, and become as objective as possible. Step back and look at the problem with a certain amount of detachment, as if it were happening to someone else. When you can analyze your adversities clearly, you sometimes see opportunities to turn them to your best advantage.

One of the rules in dealing with adversity in life is that you are only as free as your well-developed alternatives. You are only as free as the options you have. Only when you can switch and do something else can you be flexible in dealing with your current situation. If you have not developed an option or an alternative, you will become anxious and even panicky when you are threatened with a sudden loss or reversal in a particular area of your life.

For example, if you’re in business, look into the future and imagine that your biggest customer could go broke or start buying your product or service from someone else. If that were to happen, what would you do? How would you compensate for the loss of business? What could you do right now to ensure that it doesn’t happen? How could you increase the quantity or the quality of your service or your product in such a way that your major customer would never think of switching? How could you develop additional customers so that you wouldn’t be so dependent upon a single purchaser?

If you are in sales and your goal is to make a certain amount of money so that you can enjoy a certain quality of lifestyle, you have to look down the road in your sales work and ask, “Where will my sales come from? How many prospective customers do I have who can generate the business that I need to make my numbers?” And ask yourself, “What would I do if I lost my best customer? What would I do if I lost my biggest prospect?”

When I was a boy, I read a story that contained one of the most important messages about adversity that I’ve ever learned in my life. As I recall, in this story a young man went up to Alaska and worked with an old Indian trapper, learning how to lay traps, clean pelts, live in the bush and take care of himself in the wilderness. At the end of his apprenticeship, the old Indian gave him some advice. He said, “Remember this. Whatever you do when you travel, always use two logs crossing.”

He was referring to the best method for crossing the many small rivers and streams that the young man would come upon between the small town where the Indian lived and the distant wilderness where he would be trapping.

The young man went off on his own and trapped throughout the summer, until he had all the furs that he could possibly carry. When the leaves began to turn, he began his long hike back to the small town where he would trade his furs for enough money to live on for the winter and outfit himself again for the spring. He did everything exactly right, as he had been taught, until he came to the last, fast-running stream remaining between him and civilization. In his eagerness to get back to town, he tried to cross it on a single log that stretched from one bank to the other.

Alas! He lost his footing and fell into the stream. He had to throw off his pack to avoid drowning. He lost everything. His whole year was wiped out. He arrived in town, wet, bedraggled and exhausted. There he met the old Indian, who looked at him, shook his head and said, “You forgot to use two logs crossing.”

The moral of this story is clear. To contend with adversity in your life, you have to develop alternatives. You have to expand your range of choices. You can never afford to put all your hopes in a single person or a single possibility. You, too, must use two logs crossing. As a consequence of disregarding the Indian’s advice, that young man faced some truly dire circumstances. We can avoid tragedy on that scale by following a four-step method for dealing with any adversity. Dale Carnegie wrote about it more than 50 years ago, and it’s still one of the most powerful mental tools that anyone can use when confronted with problems or worries of any kind.

1. Define the problem clearly. What exactly is the problem? What exactly are you worrying about? Write out the definition of your problem. Make sure that it’s a single problem. If it’s more than one problem, write out clear definitions of all the problems that together constitute what you are worrying about right now. 2. Determine the worst possible outcome. Ask, “What’s the worst possible thing that can happen in this situation?” Be frank and honest with yourself. You might lose your money, or your relationship, or your customer, or someone or something else that is really important to you. If everything fell apart, what is the worst thing that could occur?

3. Resolve to accept the worst, should it occur. Having identified the worst possible outcome, you now can go through the mental exercise of accepting that it is going to happen, no matter what you do. The remarkable thing is that as soon as you stop resisting the worst possible outcome, you’ll relax, your mind will clear, and your ability to deal with the situation will improve dramatically.

4. Begin immediately to improve upon the worst, which you have already accepted is going to happen. Throw all of your mental resources into the battle to minimize the problem or resolve the difficulty. Concentrate on the future. Don’t worry about what happened, why it happened and who was responsible. Think only about the question, “What do I do now?” How can you minimize the consequences? What’s the first step you can take? And the second step? And the third step? And so on.

Successful people are not people without problems. They are people who respond quickly and positively to their problems. They think them through in advance; they anticipate them. And when they can’t, they use the four-step method to resolve whatever difficulty they face. They define the problem clearly. They define the worst possible thing that could happen as a result of the problem. They resolve to accept the worst, should it occur. And then they concentrate all of their energies on making sure that the very worst doesn’t happen.

In dealing with adversity effectively, your ability to ask questions is essential. As long as you are asking questions, you are expanding the range of options and possibilities that are open to you. As long as you are asking questions, you are keeping your mind calm and cool and objective. You are not allowing yourself to get caught up emotionally, thereby shutting down large parts of your brain and your creative powers.

Many problems and adversities arise because of misunderstandings and incorrect information. One of the smartest things you’ll ever do in facing any adversity is to ask yourself, “Who else may have had this problem, and what did he do?” Ask around. Don’t be afraid to admit that you’re in a bind. If you made a mistake, or dropped the ball and found yourself in a difficult situation, don’t be afraid to go to someone and admit that you need help. You’ll be amazed at the valuable advice that you can get from someone who has already experienced the difficulty that you’re going through.

In dealing with adversity, perhaps the four most important words that you can remember are these: “This, too, shall pass.” Whatever it is, however difficult it may appear, say to yourself, “This, too, shall pass.”

Remember, too, that you are never sent a difficulty that is too big for you to handle. Whatever problems or adversities you face, you have within you the resources to deal with them. You have the creative ability to find a solution to your problem. You have within you, right now, everything you need to deal with whatever the world can throw at you.

One of your main jobs in life is to become an expert in dealing with adversity, to triumph over difficulty, to rise above the challenges of day-to-day life.Keep your thoughts on where you’re going, not on where you’ve been. Keep your eyes on your goals, and keep your chin tilted upward toward the sunshine. Resolve in advance that you will meet and overcome every difficulty, and then, no matter what happens, don’t give up until you do.

Leading and Motivating

It’s been said that “Leadership is not what you do, but who you are.” This, however, is only partially true. Leadership is very much who you are, but it cannot be divorced from what you do. Who you are represents the inner person, and what you do represents the outer person. Each is dependent on the other for maximum effectiveness.

The starting point of motivational leadership is to begin seeing yourself as a role model, seeing yourself as an example to others. See yourself as a person who sets the standards that others follow. A key characteristic of leaders is that they set high standards of accountability for themselves and for their behaviors. They assume that others are watching them and then setting their own standards by what they do. They, in fact, lead by example, just exactly as though someone were following them around, surreptitiously taking notes and photographs of their daily actions for others to see and act on.

Motivational leadership is based on the Law of Indirect Effort. According to this law, most things in human life are achieved more easily by indirect means than they are by direct means. You more easily become a leader to others by demonstrating that you have the qualities of leadership than you do by ordering others to follow your directions. Instead of trying to get people to emulate you, you concentrate on living a life that is so admirable that others want to be like you without your saying a word.

In business, there are several kinds of power. Two of these are ascribed power and position power.

Position power is the power that comes with a job title or position in any organization. If you become a manager in a company, you automatically have certain powers and privileges that go along with your rank. You can order people about and make certain decisions. You can be a leader whether or not anyone likes you.

Ascribed power is the power you gain because of the kind of person you are. In every organization, there are people who are inordinately influential and looked up to by others, even though their positions may not be high up on the organizational chart. These are the men and women who are genuine leaders because of the quality of the people they have become, because of their characters and their personalities.

Perhaps the most powerful of motivational leaders is the person who practices what is called “servant leadership.” Confucius said, “He who would be master must be servant of all.” The person who sees himself or herself as a servant, and who does everything possible to help others to perform at their best, is practicing the highest form of servant leadership.

Over the years, we have been led to believe that leaders are those who stride boldly about, exude power and confidence, give orders and make decisions for others to carry out. However, that is old school. The leader of today is the one who asks questions, listens carefully, plans diligently and then builds consensus among all those who are necessary for achieving the goals. The leader does not try to do it by himself or herself. The leader gets things done by helping others to do them.

This brings us to five of the qualities of motivational leaders. These are qualities that you already have to a certain degree and that you can develop further to stand out from the people around you in a very short period of time.

The first quality is vision. This is the one single quality that, more than anything, separates leaders from followers. Leaders have vision. Followers do not. Leaders have the ability to stand back and see the big picture. Followers are caught up in day-to-day activities. Leaders have developed the ability to fix their eyes on the horizon and see greater possibilities. Followers are those whose eyes are fixed on the ground in front of them and who are so busy that they seldom look at themselves and their activities in a larger context.

George Bernard Shaw summarized this quality of leaders; in the words of one of his characters: “Most men look at what is and ask, ‘Why?’ I instead look at what could be and ask, ‘Why not?’”

The best way for you to motivate others is to be motivated yourself. The fastest way to get others excited about a project is to get excited yourself. The way to get others committed to achieving a goal or a result is to be totally committed yourself. The way to build loyalty to your organization, and to other people, is to be an example of loyalty in everything you say and do. These all are applications of the Law of Indirect Effort. They very neatly tie in to the quality of vision.

One requirement of leadership is the ability to choose an area of excellence. Just as a good general chooses the terrain on which to do battle, an excellent leader chooses the area in which he and others are going to do an outstanding job. The commitment to excellence is one of the most powerful of all motivators. All leaders who change people and organizations are enthusiastic about achieving excellence in a particular area.

The most motivational vision you can have for yourself and others is to “Be the best!” Many people don’t yet realize that excellent performance in serving other people is an absolute, basic essential for survival in the economy of the future. Many individuals and companies still adhere to the idea that as long as they are no worse than anyone else, they can remain in business. That is just plain silly! It is prehistoric thinking. We are now in the age of excellence. Customers assume that they will get excellent quality, and if they don’t, they will go to your competitors so fast, people’s heads will spin.

As a leader, your job is to be excellent at what you do, to be the best in your chosen field of endeavor. Your job is to have a vision of high standards in serving people. You not only exemplify excellence in your own behavior, but you also translate it to others so that they, too, become committed to this vision.

This is the key to servant leadership. It is the commitment to doing work of the highest quality in the service of other people, both inside and outside the organization. Leadership today requires an equal focus on the people who must do the job, on the one hand, and the people who are expected to benefit from the job, on the other.

The second quality, which is perhaps the single most respected quality of leaders, is integrity. Integrity is complete, unflinching honesty with regard to everything that you say and do. Integrity underlies all the other qualities. Your measure of integrity is determined by how honest you are in the critical areas of your life. Integrity means this: When someone asks you at the end of the day, “Did you do your very best?” you can look him in the eye and say, “Yes!” Integrity means this: When someone asks you if you could have done it better, you can honestly say, “No, I did everything I possibly could.”

Integrity means that you, as a leader, admit your shortcomings. It means that you work to develop your strengths and compensate for your weaknesses. Integrity means that you tell the truth, and that you live the truth in everything that you do and in all your relationships. Integrity means that you deal straightforwardly with people and situations and that you do not compromise what you believe to be true.

If the first two qualities of motivational leadership are vision and integrity, the third quality is the one that backs them both up. It is courage. It is the chief distinguishing characteristic of the true leader. It is almost always visible in the leader’s words and actions. It is absolutely indispensable to success, happiness and the ability to motivate other people to be the best they can be.

In a way, it is easy to develop a big vision for yourself and for the person you want to be. It is easy to commit yourself to living with complete integrity. But it requires incredible courage to follow through on your vision and on your commitments. You see, as soon as you set a high goal or standard for yourself, you will run into all kinds of difficulties and setbacks. You will be surrounded by temptations to compromise your values and your vision. You will feel an almost irresistible urge to “get along by going along.” Your desire to earn the respect and cooperation of others can easily lead to the abandonment of your principles, and here is where courage comes in.

Courage combined with integrity is the foundation of character. The first form of courage is your ability to stick to your principles, to stand for what you believe in and to refuse to budge unless you feel right about the alternative. Courage is also the ability to step out in faith, to launch out into the unknown and then to face the inevitable doubt and uncertainty that accompany every new venture.

Most people are seduced by the lure of the comfort zone. This can be likened to going out of a warm house on a cold, windy morning. The average person, when he feels the storm swirling outside his comfort zone, rushes back inside where it’s nice and warm. But not the true leader. The true leader has the courage to step away from the familiar and comfortable and to face the unknown with no guarantees of success. It is this ability to “boldly go where no man has gone before” that distinguishes you as a leader from the average person. This is the example that you must set if you are to rise above the average. It is this example that inspires and motivates other people to rise above their previous levels of accomplishment as well. Alexander the Great, the king of Macedonia, was one of the most superb leaders of all time. He became king at the age of 19, when his father, Philip II, was assassinated. In the next 11 years, he conquered much of the known world, leading his armies against numerically superior forces.

Yet, when he was at the height of his power, the master of the known world, the greatest ruler in history to that date, he would still draw his sword at the beginning of a battle and lead his men forward into the conflict. He insisted on leading by example. Alexander felt that he could not ask his men to risk their lives unless he was willing to demonstrate by his actions that he had complete confidence in the outcome. The sight of Alexander charging forward so excited and motivated his soldiers that no force on earth could stand before them.

The fourth quality of motivational leadership is realism. Realism is a form of intellectual honesty. The realist insists upon seeing the world as it really is, not as he wishes it were. This objectivity, this refusal to engage in self-delusion, is a mark of the true leader. Those who exhibit the quality of realism do not trust to luck, hope for miracles, pray for exceptions to basic business principles, expect rewards without working or hope that problems will go away by themselves. These all are examples of self-delusion, of living in a fantasyland.

The motivational leader insists on seeing things exactly as they are and encourages others to look at life the same way. As a motivational leader, you get the facts, whatever they are. You deal with people honestly and tell them exactly what you perceive to be the truth. This doesn’t mean that you will always be right, but you will always be expressing the truth in the best way you know how.

The fifth quality of motivational leadership is responsibility. This is perhaps the hardest of all to develop. The acceptance of responsibility means that, as Harry Truman said, “The buck stops here.”

The game of life is very competitive. Sometimes, great success and great failure are separated by a very small distance. In watching the play-offs in basketball, baseball and football, we see that the winner can be decided by a single point, and that single point can rest on a single action, or inaction, on the part of a single team member at a critical part of the game.

Life is very much like competitive sports. Very small things that you do, or don’t do, can either give you the edge that leads to victory or take away your edge at the critical moment. This principle is especially true with regard to accepting responsibility for yourself and for everything that happens to you.

The opposite of accepting responsibility is making excuses, blaming others and becoming upset, angry and resentful toward people for what they have done to you or not done for you.

Any one of these three behaviors can trip you up and be enough to cost you the game:

If you run into an obstacle or setback and you make excuses rather than accept responsibility, it’s a five-yard penalty. It can cost you a first down. It can cost you a touchdown. It can make the difference between success and failure.

If, when you face a problem or setback, and you both make excuses and blame someone else, you get a 10-yard penalty. In a tightly contested game, where the teams are just about even, a 10-yard penalty can cost you the game.

If, instead of accepting responsibility when things go wrong, you make excuses, blame someone else and simultaneously become angry and resentful and blow up, you get a 15-yard penalty. This may cost you the championship and your career as well if it continues. Personal leadership and motivational leadership are very much the same. To lead others, you must first lead yourself. To be an example or a role model for others, you must first become an excellent person yourself.

You motivate yourself with a big vision, and as you move progressively toward its realization, you motivate and enthuse others to work with you to fulfill that vision.

You exhibit absolute honesty and integrity with everyone in everything you do. You are the kind of person others admire and respect and want to be like. You set a standard that others aspire to. You live in truth with yourself and others so that they feel confident giving you their support and their commitment.

You demonstrate courage in everything you do by facing doubts and uncertainties and moving forward regardless. You put up a good front even when you feel anxious about the outcome. You don’t burden others with your fears and misgivings. You keep them to yourself. You constantly push yourself out of your comfort zone and in the direction of your goals. And no matter how bleak the situation might appear, you keep on keeping on with a smile.

You are intensely realistic. You refuse to engage in mental games or self-delusion. You encourage others to be realistic and objective about their situations as well. You encourage them to realize and appreciate that there is a price to pay for everything they want. They have weaknesses that they will have to overcome, and they have standards that they will have to meet, if they want to survive and thrive in a competitive market.

You accept complete responsibility for results. You refuse to make excuses or blame others or hold grudges against people who you feel may have wronged you. You say, “If it’s to be, it’s up to me.” You repeat over and over the words, “I am responsible. I am responsible. I am responsible.”

Finally, you take action. You know that all mental preparation and character building is merely a prelude to action. It’s not what you say but what you do that counts.

The mark of the true leader is that he or she leads the action. He or she is willing to go first. He or she sets the example and acts as the role model. He or she does what he or she expects others to do. You become a motivational leader by motivating yourself. And you motivate yourself by striving toward excellence, by committing yourself to becoming everything you are capable of becoming. You motivate yourself by throwing your whole heart into doing your job in an excellent fashion. You motivate yourself and others by continually looking for ways to help others to improve their lives and achieve their goals. You become a motivational leader by becoming the kind of person others want to get behind and support in every way.

Your main job is to take complete control of your personal evolution and become a leader in every area of your life. You could ask for nothing more, and you should settle for nothing less.

Leaders Are Made, Not Born

Your ability to negotiate, communicate, influence, and persuade others to do things is absolutely indispensable to everything you accomplish in life.

The most effective men and women in every area are those who can quite competently organize the cooperation and assistance of other people toward the accomplishment of important goals and objectives.

Of course, everyone you meet has different values, opinions, attitudes, beliefs, cultural values, work habits, goals, ambitions, and dreams.

Because of this incredible diversity of human resources, it has never been more difficult and yet more necessary for diplomatic leaders to emerge and form these people into high-performing teams.

Fortunately, leaders are made, not born. You learn to become a leader by doing what other excellent leaders have done before you.

You become proficient in your job or skill, and then you become proficient at understanding the motivations and behaviors of other people.

As a leader, you combine your personal competencies with the competencies of a variety of others into a smoothly functioning team that can out-play and out-perform all its competitors.

When you become a team leader, even if your team only consists of one other person, you must immediately develop a whole new set of leadership skills. Whenever you have problems, misunderstandings, or difficulties within the team, you reexamine your values, your goals, your activities, your assignments, and your responsibilities.

You are more concerned with what’s right than with who’s right. Leaders are more concerned with winning than with not losing. High-Performing teams run by excellent leaders, are determined to perform in an excellent fashion.

All members know that their ability to work together in harmony and cooperation is the key to the success of every one of them. The wonderful thing about becoming a leader in your work and personal life is that you can practice the skills of influencing and persuading others toward a common objective.

You can promote the principles of excellent teamwork by establishing your values and goals, determining your activities, and then leading the action. And you can improve yourself by continually evaluating your performance against your standards.

One of the marks of excellent people is that they never compare themselves with others. They only compare themselves with themselves and with their past accomplishments and future potential.

You can become an even more excellent person by constantly setting higher and higher standards for yourself and then by doing everything possible to live up to those standards.

The more proficient you become at getting the results for which you were hired, the more opportunities you will have to get results through others. And your ability to put together a team and then to lead that team to high performance will enable you to accelerate your career and fulfill your goals faster than ever before.

Now, here are two things you can do immediately to put these ideas into action.

First, think about specific things you can do to work more effectively with the different people on your team.

Second, set high standards for yourself and for each person and then dedicate yourself to achieving those standards.

Increasing Your Earning Potential

Throughout most of human history, we have been accustomed to evolution, or the gradual changing and progressing of events in a straight line. Sometimes the process of change was faster and sometimes it was slower, but it almost always seemed to be progressive, from one step to the other, allowing you some opportunities for planning, predicting and changing.

Today, however, the rate of change is not only faster than ever before, but it is discontinuous. It is taking place in a variety of unconnected areas and affecting each of us in a variety of unexpected ways. Changes in information processing technologies are happening separately from changes in medicine, changes in transportation, changes in education, changes in politics and changes in global competition. Changes in family formation and relationships are happening separately from the rise and fall of new businesses and industries in different parts of the country. And if anything, this rate of accelerated, discontinuous change is increasing. As a result, most of us are already suffering from what Alvin Toffler once called, “future shock.”

You can’t do very much about the enormity of these changes, but the one thing that you can do is to think seriously about yourself and your basic need for security and stability. In no area is this more important than in the areas of job security and financial security. You must give special attention to your ability to make a good living and provide for yourself in the months and years ahead.

Above all, to position yourself for tomorrow, you must think continuously and seriously about your work today, your earning ability , and the work that you will be doing one, three, and five years from today. You must plan to achieve your own financial security, no matter what happens.

Charles Kettering said that you should give a lot of thought to the future because that is where you are going to spend the rest of your life. One of the greatest mistakes that people can make, and the one with the worst long-term consequences, is to think only about the present and give very little thought to what might happen in the months and years ahead.

When our grandfathers started work, it was quite common for them to get a basic education and then go to work for a company and stay with that same company for the rest of their working lives. When our parents went to work, it was more common for them to change jobs three or four times during their lifetime, although it was difficult and disruptive.

Today, with increased turbulence and change in the national and global economy, a person starting work can expect to have five full-time careers between the ages of 21 and 65, and 14 full-time jobs lasting two years or more. According to Fortune Magazine, fully 40 percent of American employees in the 21st Century will be “contingency” workers. This means that they will never work permanently for another company. They will continue to move as needed, from company to company, from job to job, earning less money than full-time employees and accruing very few, if any, benefits in terms of health care and pension plans.

Imagine what your job will look like five years from today. Since knowledge in your field is probably doubling every five years, this means that fully twenty percent of your knowledge and your ability in your field is becoming obsolete each year. In five years, you will be doing a brand new job with brand new skills and abilities. Ask yourself, “What parts of my knowledge, skills and work are becoming obsolete? What am I doing today that is different than what I was doing one year ago and two years ago?” What are you likely to be doing one year, two years, three years, four years and five years from today? What knowledge and skills will you need and how will you acquire them? What is your plan for your economic and financial future?

We are now in the knowledge age. Today, the chief factors of production are knowledge and the ability to apply that knowledge to achieving results for other people. Your earning ability today is largely dependent upon your knowledge, skill and your ability to combine that knowledge and skill in such a way that you contribute value for which customers are going to pay.

The Law of Three says that you must contribute three dollars of profit for every dollar that you wish to earn in salary. It costs a company approximately double your salary to employ you in terms of space, benefits, supervision, and investment in furniture, fixtures, and other resources. For a company to hire you, they have to make a profit on what they pay you. Therefore, you must contribute value greatly in excess of the amount you earn in order to stay employed. To put it another way, your earning ability must be considerably greater than the amount you are receiving, or you will find yourself looking for another job.

To position yourself for tomorrow, here is one of the most important rules you will ever learn: “The future belongs to the competent.” The future belongs to those men and women who are very good at what they do. Pat Riley, in his book The Winner Within, wrote that, “If you are not committed to getting better at what you are doing, you are bound to get worse.” To phrase it another way, anything less than a commitment to excellent performance on your part is an unconscious acceptance of mediocrity. It used to be that you needed to be excellent to rise above the competition in your industry.Today, you must be excellent even to keep your job in your industry.

The marketplace is a stern task master. Today, excellence, quality, and value are absolutely essential elements of any product or service, and of the work of any person. Your earning ability is largely determined by the perception of excellence, quality, and value that others have of you and what you do. The market only pays excellent rewards for excellent performance. It pays average rewards for average performance, and it pays below average rewards or unemployment for below average performance. Customers today want the very most and the very best for the very least amount of money, and on the best terms. Only the individuals and companies that provide absolutely excellent products and services at absolutely excellent prices will survive. It’s not personal. It’s just the way our economy works.

To earn more, you must learn more. You are maxed out today at your current level of knowledge and skill. However much you are earning at this moment is the maximum you can earn without learning and practicing something new and different.

And here’s the rub. Your accumulated knowledge and experience is becoming obsolete bit by bit, day by day. The knowledge in your field is doubling every three to five years. That means that your knowledge must double every three to five years just for you to stay even.

The solution to the dilemma of unavoidable change and restructuring is continuous self-development. Your personal knowledge and your ability to apply that knowledge are your most valuable assets. To stay on top of your world, you must continually add to your knowledge and your ability. You must continually build up your mental assets if you want to enjoy a continuous return on your investment. And only by building on your current assets do you stop them from deteriorating.

By engaging in continuous self-improvement, you can put yourself behind the wheel of your own life. By dedicating yourself to enhancing your earning ability, you will automatically be engaging in the continuous process of personal development. By learning more, you prepare yourself to earn more. You position yourself for tomorrow by developing the knowledge and skills that you need to be a valuable and productive part of our economy, no matter which direction it goes.

Finding Your True Calling

In my courses on time management, I point out that the very worst use of time in life is to stay at a job for months and years for which you are completely unsuited. There are a great number of people who spend their whole lives doing something during the week so that they can somehow find something enjoyable to do on the weekends.

In every case, these are men and women with very little future before them. They look upon their jobs as a form of drudgery, a penance they have to pay in order to enjoy the rest of their lives. And because of this attitude, they will seldom advance or be promoted. They will stay pretty much at the level they are, moving from job to job, and always wondering why other people seem to be living the good life while they feel like they are living lives of quiet desperation.

People who are not successful and happy in their work are those who have not taken the time to sit down and deal honestly and openly with themselves. They have not looked deep within themselves to find the inner treasures of talent and ability that they have demonstrated throughout their lives. They are content to do work that other people design and to achieve goals that other people have set.

Over time, people who are not following their true callings begin to feel helpless. They feel that there is nothing they can do to change things. Their income only rises enough to meet their expenditures, and they worry about money all the time. The future looks to them to be very much the same as the past. But this is not for you. Your aim in life is to become everything you are capable of becoming, to enjoy full self- expression of your talents and abilities. Your job is to develop yourself to the point where every day is a source of joy and satisfaction, and you have so many interesting things to do that you do not have enough time to do them. Your job is to continually hold up a mirror to yourself and refuse to work at anything that is not an expression of everything that is good and capable within you.

Success comes from being excellent at what you do. The market only pays excellent rewards for excellent performance. It pays average rewards for average performance and below-average rewards and insecurity for below-average performance.

But excellence is a journey, not a destination. You never really get there. You can never relax. The market is always changing and what constitutes excellence today will be different tomorrow and very different next year and the year after.

All really successful and happy people know in their hearts that they are very good at what they do. If you are doing what you really love and enjoy, if you are following your true calling, you will know because of your attitude toward excellence.

When you have found your true calling, nothing but the best will do for you, and you will go any distance, pay any price, overcome any obstacle to develop yourself to the point where you are really good at your occupation.

When you find your true calling, you will have a continuous desire to learn more about it. People who are not driven to learn more about their fields are people who are in the wrong jobs. And if a person is in the wrong job and not constantly learning and growing in their field, their value and their employability is diminishing with each passing day.

When you find your true calling, you will be determined to join the top 10 percent of people in your field. You will be willing to pay any price that is necessary to rise to the top. You will be willing to start a little earlier, work a little harder, and stay a little later. You will take additional courses on the evenings and weekends.

You will see technology as an opportunity to do your job better. You will be interested in the various learning programs that you can install on your computer that can help you learn better and faster. You will be hungry for new knowledge in your quest to move upward in your chosen field.

A simple test as to whether or not you are in your true calling is this: If you are doing the job that is meant for you, that uses your unique talents and abilities, you will automatically admire those who are at the top of your field. You will look up to them and want to be like them. They will be your role models and you will pattern your work and activities after them. You will want to meet them, talk to them, read their books, and listen to their talks. The very best people in your chosen field will become the examples that give you guidance, both spoken and unspoken, on your upward journey.

Throughout the years, I have been continually asked by people what they can do to be more successful. In almost every case, they are working in jobs that they don’t like, for bosses they don’t particularly respect, producing or selling products or services to customers they don’t care about. And many of them think that if they just hang in there long enough, the clouds will part and everything will get better.

But the fact is that you are where you are and who you are because you have chosen to be there. Nobody can help you or change your situation for you. The economic goal of your company is to hire people at the very lowest cost so that they can serve customers at the very lowest cost in a competitive market. For this reason, no one has any obligation to pay you any more than you are getting. If possible, they would like to pay you less.

The one thing I tell people over and over again is that they must become very good at doing what they are doing if they want to move up. And if they don’t have the inner desire to be very good at their jobs, it means they are probably in the wrong jobs.

The great tragedy is the number of people who do their job in an average or mediocre fashion with the idea that, when the right job comes along, they will really put their heads down and do a good job. But for some reason, the right job never comes along. They are always passed over for promotion and advancement. They are always the last ones hired and the first ones laid off.

If you’re still not sure about your true calling, ask the people the closest to you. Ask them, “What do you think I would be the very best at doing with my life?” It is absolutely amazing how people around you, including your spouse, your best friends, and your parents can see clearly what you should be doing when often you cannot see it yourself.

Remember, you are put on this earth to do something wonderful with your life. You have within you talents and abilities so vast that you could never use them all if you lived to be a thousand. You have the natural skills and talents that can enable you to overcome any obstacle and achieve any goal you could ever set for yourself. There are no limits on what you can be, have, or do if you can find your true calling, and then throw your whole heart into doing what you are made to do in an excellent fashion.

Empowering Others

Once you know how to empower people, how to motivate and inspire them, they will want to work with you to help you achieve your goals in everything you do. Your ability to enlist the knowledge, energy and resources of others enables you to become a multiplication sign, to leverage yourself so that you accomplish far more than the average person and in a far shorter period of time.

There are three types of people that you want to and need to empower on a regular basis. They are, first of all, the people closest to you: your family, your friends, your spouse and your children. Second are your work relationships: your staff, your coworkers, your peers, your colleagues and even your boss. Third are all the other people that you interact with in your day-to-day life: your customers, your suppliers, your banker, the people with whom you deal in stores, restaurants, airplanes, hotels and everywhere else. In each case, your ability to get people to help you is what will make you a more powerful and effective person.

Empower means “putting power into,” and it can also mean “bringing energy and enthusiasm out of.” So the first step in empowering people is to refrain from doing anything that disempowers them or reduces their energy and enthusiasm for what they are doing. With regard to the first group, those people closest to you, there are several simple things that you can do every single day to empower them and make them feel good about themselves.

The deepest need that each person has is for self-esteem, a sense of being important, valuable, and worthwhile. Everything that you do in your interactions with others affects their self-esteem in some way. You already have an excellent frame of reference to determine the things that you can do to boost the self-esteem and therefore the sense of personal power of those around you. Give them what you’d like for yourself.

Perhaps the simplest way to make another person feel good about himself or herself is your continuous expressions of appreciation for everything that person does for you, large or small. Say “thank you” on every occasion. Thank your spouse for everything that he or she does for you. Thank your children for their cooperation and support in everything that they do around the house. Thank your friends for the smallest of kindnesses. The more you thank other people for doing things for you, the more things those other people will want to do.

Every time you thank another person, you cause that person to like themselves better. You raise their self-esteem and improve their self-image. You cause them to feel more important. You make them feel that what they did was valuable and worthwhile. You empower them.

And the wonderful thing about thanking other people is that, every time you say the words “thank you,” you like yourself better as well. You feel better inside. You feel happier and more content with yourself and life. You feel more fully integrated and positive about what you are doing. When you develop an attitude of gratitude that flows forth from you in all of your interactions with others, you will be amazed at how popular you will become and how eager others will be to help you in whatever you are doing.

The second way to make people feel important, to raise their self-esteem and give them a sense of power and energy, is by the generous use of praise and approval. Psychological tests show that, when children are praised by the people that they look up to, their energy levels rise, their heart rates and respiratory rates increase and they feel happier about themselves overall.

Perhaps the most valuable lesson in Ken Blanchard’s book The One Minute Manager is his recommendation to be giving “one-minute praisings” at every opportunity. If you go around your home and through your social relationships praising and giving genuine and honest approval to people for their accomplishments, large and small, you will be amazed at how much more people like you and how much more willing they are to help you achieve your goals.

There is a psychological law of reciprocity that says, “If you make me feel good about myself, I will find a way to make you feel good about yourself.” In other words, people will always look for ways to reciprocate your kindnesses toward them. When you look for every opportunity to do and say things that make other people feel good about themselves, you will be astonished at not only how good you feel, but at the wonderful things that begin to happen all around you.

The third way to empower others, to build their self-esteem and make them feel important is simply to pay close attention to them when they talk. The great majority of people are so busy trying to be heard that they become impatient when others are talking. But this is not for you. Remember, the most important single activity that takes place over time is listening intently to the other person when he or she is talking and expressing himself or herself.

Again, the three general rules for empowering the people around you, which apply to everyone you meet, are appreciation, approval, and attention. Voice your thanks and gratitude to others on every occasion. Praise them for every accomplishment. And pay close attention to them when they talk and want to interact with you. These three behaviors alone will make you a master of human interaction and will greatly empower the people around you.

It’s certainly possible for you to get the cooperation of others by threatening or brow-beating them, but you will only get minimal cooperation, minimal output, and minimal assistance. To move to the top of your field, you must appeal to people’s inner motivations and drives, their deepest emotions.

What motivates people in the world of work? The biggest motivator is clarity. People need to know exactly what it is that they are supposed to do. They need to know why they are supposed to do it and how it fits into the big picture. They need to know how it will be measured, and when it is due. They need to know what standard of quality is expected and how their efforts affect the work of others. The greater the clarity that a person has about his or her assignment and the order of priority in which it is to be done, the happier and more empowered he or she feels right from the start.

On the other hand, the biggest demotivator in the world of work is not knowing what is expected. It is being in the dark about what is supposed to be done and in what order of priority. People are especially demotivated when they don’t know why they are doing a task or how it fits into the overall goals of the company or department. The more time you spend talking to your people and inviting their feedback and comments on the work, the more empowered they will be to do the work well. The word we are talking about in empowerment in work is the word “ownership.” Your job is to transfer the ownership into the heart and mind of the employee. When he or she feels personal ownership for a job and the responsibility for doing it well, he or she will be completely empowered. This is one of the most important aspects of the art of management.

Another major motivator at work is consideration. Employees report that the best managers they ever had were people who cared about them as people and as friends. These managers took the time to ask them questions about their lives, and to listen patiently while they talked about the dilemmas and problems and situations in their families. The more that the employees felt that the boss liked them and respected them, the more empowered and motivated they felt.

The flip side of this motivator is the demotivating feeling that the boss doesn’t care. This is almost invariably expressed in a lack of recognition, a lack of approval, a lack of appreciation and a general failure to pay attention to the employee over time. Remember, the amount of time that you spend talking to and listening to an employee is a signal to that employee that he or she is important to you and to the company. This is why the very best bosses spend a lot of time walking around and chatting with their employees. They sit with them for lunch and coffee. They invite their comments and encourage open discussion and disagreements about work. They create an environment where people feel that the work belongs to them as well as to the company. In that environment, employees feel good about themselves and more fully committed to doing the job and doing it well.

To empower and motivate the third group of people, the people around you, your customers, your suppliers, your bankers and so on, you simply need to practice what we’ve already talked about. The most important of all is that you be a genuine, positive and cheerful person. You develop a positive mental attitude. You be the kind of person from whom, “never is heard a discouraging word.” You are easygoing, genial, friendly, patient, tolerant and open minded. You make people feel comfortable being around you.

Remember, everyone is primarily emotional. Everything that people do, or refrain from doing, is triggered by their deeper emotions. Your job is to connect with their higher and more positive emotions so they feel so good about you they want to help you and please you in some way.

For example, whenever you go into a crowded restaurant, or get on a busy plane, or go up to a busy hotel desk, instead of becoming impatient with the slow rate of service, you should put yourself in the other person’s place, practice the Golden Rule, and ask them how they are doing.

Whenever I go into a busy restaurant, I always ask the waiter for his or her name. Then I address them by name while observing sympathetically, “You seem to be working hard today.”

From that moment on, the waiter always gives me special attention. Why? Because I took the time to empathize with his or situation rather than looking for sympathy for mine.

Try this approach with all the people at your workplace. Observe their situation and empathize with how hard they are working, how many difficulties they have, how overloaded they are, and so on. It is absolutely amazing how much better people feel about you when you take a special interest in them, rather than just thinking about yourself.

In life, you always have a choice. You can either do everything yourself or you can get others to help you do some of the work. Our entire economic structure is built on the principle of specialization. Specialization means that some people become very good at doing certain tasks while other people become very good at doing other tasks.

For you to achieve your full potential, you must contribute the greatest amount of value possible. You must concentrate all your energies on doing certain specialized tasks in an excellent fashion so that you can be paid the amount you want to earn and you can move ahead at the rate you want to move ahead. But in order for you to specialize and do what you are best at, and more of it, you must delegate, relegate and outsource virtually everything else.

Some non-managers feel that the subject of delegation does not apply to them. But even when you ask your child to bring you the newspaper, you are delegating a task. When you go out to lunch rather than making it yourself, you are delegating. When you go into a full service gas station rather than filling your own tank, again, you are delegating. You are in a process of continuous delegation from the time you get up in the morning until the time you go to sleep at night. The only question is how you are at it.

Your ability to delegate effectively, which requires that you inspire and empower others to help you willingly, will determine how fast you move ahead. It will determine how much you earn in your job. It will determine the quality and quantity of your productivity. It will determine your ultimate financial success in life. And the key to all of this is your ability to empower others.

Creative Problem Solving

Peter Drucker wrote some years ago that the definition of an executive is someone who is expected to get results. You are an executive to the degree to which results are expected of you. You don’t have to have a staff or an office to be an executive. All you have to do is be a person in charge of getting the job done in a timely and measurable fashion.

As an executive, your key ability is solving problems and making decisions. In fact, from the time you get up in the morning until the time you go to bed at night, you are continually taking in information, analyzing the information, solving problems based on that information, and making decisions that lead to action from yourself and others. It’s safe to say that the quality of your decision making and problem solving determines the quality of your life. If you want your future to be better than your present, you must simply improve your quality of thinking and make better choices. You must become a creative problem-solver.

Building creative brain power is a lot like building muscle power in that the more strain you place on your brain, the stronger it becomes. And you can pump “mental iron” by using two powerful methods for increasing your creative problem solving ability.

The first method is called “mindstorming.” To engage in mindstorming, also called “The 20-Idea Method,” all you need is a pen and a piece of paper. Begin by writing a particular goal or problem at the top of the page.

For example, if you want to increase your income by 50 percent over the next year, you would write something like, “What can I do to increase my income by 50 percent over the next 12 months?” Or, you can be even more specific by writing the exact amount. If you are earning $50,000 a year today, you would write: “What can I do to increase my income by $25,000 over the next 12 months?” The more specific the question is, the better the quality of answers will be. So don’t write, “What can I do to be happier over the next 12 months?” That kind of question is too fuzzy for your mind. Be specific, detailed, and focused in your questions and you will find practical, effective answers.

Once you have written the question, jot down twenty answers. Let your mind flow freely. Write down every answer that comes to you. Don’t worry about whether it is right or wrong, intelligent or foolish, possible or impossible. Just come up with at least 20 answers.

For example, you could start with answers such as, “work harder,” or “work longer,” or “work faster.” Eventually you might work up to more in-depth answers such as, “change jobs,” or “introduce new products or services,” or “start my own business.”

Whatever you write, keep writing until you have at least 20 answers. If you get stuck after writing the obvious answers, write about the opposite solutions. Don’t be afraid to be ridiculous. Very often, a ridiculous answer triggers a breakthrough thought that might save you years of hard work.

Next, go back over the answers and select the one that seems to be the most appropriate for you at this moment. You will often have an instinct or feeling about a particular answer. It appeals to you for some reason. This is an unconscious suggestion that you are on the right track.

Once you’ve selected the best option, here’s a way to double the creative impact of this exercise: Transfer the answer to the top of a new page and then write 20 ideas for implementing it in your life. You will be astonished at the outpouring of creative ideas that flow from your mind through your hand and onto the paper.

The second method of creative problem solving is called brainstorming. This is a form of mindstorming done with a group. In brainstorming you again start off with one problem or question, but this time, you have a variety of individuals contributing to the solution.

The keys to brainstorming are simple. First, the problem or question should be stated clearly and simply so that it is understood by each participant. Take a little time to discuss the problem questions, and then write it on a flip chart. This will dramatically increase the quality of answers generated.

The aim of the brainstorming session should be to generate the most ideas possible within a specific period of time. An effective session will last anywhere from 15 to 45 minutes, and 30 minutes is usually ideal.

The best number of participants for a brainstorming session is between four to seven people. Any less than four, and you run the risk of not having enough stimulation. Any more than seven, and you may find that there is insufficient opportunity for everyone to contribute.

Each brainstorming session requires a group leader. The role of the leader is to keep the ideas as free-flowing as possible. The group leader is a stimulator of ideas, encouraging each person to speak up with anything he or she has to contribute.

The most important rule of brainstorming is to avoid evaluating the ideas during the process. The focus is on quantity, not quality. Evaluation and discussion of the ideas will take place at a separate session, away from the original brainstorming.

There should also be a recorder at each session. This person will write down every idea as it is generated so that the list can be typed up and circulated at a later time.

The final keys to successful brainstorming are positive emotions, laughter, ridiculous ideas, and absolutely no criticism of any kind. The group leader needs to ensure that no one says anything that throws water on the ideas of anyone else.

When I conduct brainstorming sessions, I find that the best way to get going is to first agree on the question or problem, and second, to go around the table one by one. Pretty soon, everyone will start to contribute and the session is off and running.

When it comes to evaluating the ideas in a later session, it can be helpful to bring together an entirely different group of people. This group will consider the ideas without the ego involvement and emotional attachment of the original group. As a result, they will be able to assess the ideas far more objectively.

The amazing thing about mindstorming and brainstorming is that virtually anyone can come up with an incredible number of ideas when stimulated by one or both of these methods. And you can never tell which ideas are going to provide the breakthrough solution that you need. So go for quantity, because the more ideas you generate, the greater the likelihood that you will have exactly the idea that you need at exactly the right time.

By practicing mindstorming and brainstorming on a regular basis, you can unleash a torrent of ideas that will enable you to accomplish your goals faster than you ever believed possible. Today, in the information age, ideas are the most valuable tools of production. And since your ability to generate innovative, effective, usable ideas is virtually unlimited, your future is unlimited as well.

Building Your Network

We live in a society, and as a member of that society, it is likely that every change in your life is strongly influenced by other people in some way. The courses you take in school that shape your career are often at the instigation of a friend or counselor. The books you read, the tapes you listen to, and the seminars you attend are almost invariably the result of a suggestion from someone you respect. The occupation you select, the job you take, and the key steps in your career are largely determined by the people you meet and talk to at those critical decision points in your life. In fact, at every crossroad in your life there is usually someone standing there pointing you in one direction or another.

The more people you know, the more doors of opportunity will be open to you and the more sound advice you will get in making the important decisions that shape your life.

Dr. David McLelland of Harvard did a 25-year research study into the factors that contribute most to success. He found that, holding constant for age, education, occupation and opportunities, the single most important factor in career success is your “reference group.” Your reference group is made up of the people with whom you habitually associate and identify. These are the people you live with, work with and interact with outside of your work. You identify with these people and consider yourself to be one of them. They consider you one of them as well.

When you develop a positive reference group, you begin to become a member of the in-crowd at your level of business. The starting point in this process is to develop a deliberate and systematic approach to networking throughout your career.

People like to do business with people they know. They like to socialize and interact with people with whom they are familiar. And they like to recommend people they trust. Fully 85% of the best jobs in America are filled as the result of a third party recommendation. The best networkers are never unemployed for very long.

One of the biggest mistakes that people make when they begin networking is scattering their time and energy indiscriminately and spending their time with people who can be of no help at all. Even if they attend organization meetings, they often end up associating with people who are neither particularly ambitious or well-connected.

When you network, you must be perfectly selfish. You want to become all you can over the course of your career. You want to rise as far as you can. Any success you could ever desire will require the active involvement and help of lots of other people. Your job is to focus your energies and attention on meeting the people who can help you and the only way you can do this is by staying away from the people who cannot help you at all.

When you network, your aim is to meet people who are going places in their lives. You want to meet people who are ahead of you in their careers and in their organizations. You want to meet people you can look up to with pride. You want to meet people who can be friends, guides and mentors. You want to think ahead and meet people who can help you move into your ideal future more readily. For this reason, you must sort people into categories: helpful vs. non-helpful, ambitious vs. non-ambitious, going somewhere vs. going nowhere. Remember, your choice of a reference group in your networking will determine the success of the process.

You begin your networking process at your place of work. Look around and identify the top people in your organization. Make these people your role models and pattern yourself after them. One of the best ways to start networking is to go to someone you admire and ask for his or her advice. Don’t be a pest. Don’t tie up several hours of their time. Initially you should ask for only a few minutes and you should have two or three specific questions. When you talk to a successful person, ask questions like, “What do you think is the most important quality or attribute that has contributed to your success?” and, “What one piece of advice would you give to someone like me who wants to be as successful as you some day?” You could also ask, “Can you recommend a particular book, tape, or training program that would help me move along more rapidly in my career?”

There is a law of incremental commitment in networking. It says that people become committed to helping you, or associating with you, little by little over time. In some cases the chemistry won’t be right and the person with whom you would like to network will really not be interested in networking with you. Don’t take this personally. People get into, or out of, networking for a thousand reasons. However, if there is good chemistry, if you like the person and the person likes you, be patient and bide your time. Don’t rush or hurry, just let the networking relationship unfold without over-eagerness on your part. If you try to go too fast, you will scare people away.

Instead of asking your superiors for more money, ask for more responsibility. Tell your boss that you are determined to be extremely valuable to the organization and that you are willing to work extra hours in order to make a more important contribution. There is nothing so impressive to a boss as an employee who continually volunteers for more responsibility. Many people have the unfortunate goal of doing as little as possible for as much money as possible. But not the winners. The winners realize that if all you do is what you’re being paid for today, you can never be paid any more in the future. The person who continually volunteers for extra assignments and does more than is expected gains the respect, esteem and support of his or her boss.

Whenever you do something nice or helpful for others, they feel a sense of obligation. They feel like they owe you one. They have a deep subconscious need to pay you back until they no longer feel obligated to you. The more things you do for people without expectation of return, the more they feel obligated to help you when the time comes.

We have moved from the age of the go-getter to the age of the go-giver. A go-giver is a person who practices the law of sowing and reaping. He or she is always looking for opportunities to sow, knowing that reaping is not the result of chance. You will find that successful people are always looking for opportunities to help others. Unsuccessful people are always asking, “What’s in it for me?” The surprising thing is that the more of yourself you give away with no direct expectation of return, the more good things come back to you in the most unexpected ways. In fact, it seems that the help we get in life almost invariably comes from people whom we have not helped directly. Rather, it comes from others who have been influenced by people whom we have helped directly. Therefore, since you can’t control where your help or assistance is coming from, you must establish a blanket policy of giving with complete confidence that it will come back to you in the most wonderful ways.

Whatever your job or occupation, there are trade and industry associations, business associations and service clubs that you can join. Excellent networkers are among the best known and most respected people in the community. To reach that status, they followed a simple formula. They carefully identified the clubs and associations whose members they can help and support and who can help and support them in return. And then they joined and participated.

When you look at the various organizations you should join, you should select no more than two or three. Target the ones with the people that can be the most helpful to you. When you join, your strategy should be to look at the various committees of the organization. Volunteer for the committee that engages in the activities that are most important to the organization, such as governmental affairs or fundraising. Then get fully involved in your chosen responsibilities.

You will find that the members of the key committees are usually key players in the business community as well. By joining the committee, you create an opportunity to interact with them in a completely voluntary and non-threatening way. You give them a chance to see what you can really do, outside the work environment. And you contribute to the committee as a peer, not as an employee or subordinate.

Remember, in any committee 20% of the people do 80% of the work. In any association, fully 80% of the members never volunteer for anything. All they do is attend the meetings and then go home. But this is not for you. You are determined to make your mark and you do this by jumping wholeheartedly into voluntary activities that move the association ahead. And the key people will be watching and evaluating you. The more favorable attention you attract, the more people will be willing to help you when you need them.

Networking fulfills one of your deepest subconscious needs — getting to know people and being known by them. It fulfills your need for social interaction and for the establishing of friendly relationships. It broadens your perspective and opens doors of opportunities for you. It increases the number of people who know and respect you. It makes you feel more in control of your career. And it can be one of the most exciting and fulfilling experiences of your life.

Accessing Your Intuition

It has been said that men and women start to become great when they begin to listen to their inner voices. Your intuition is your direct connection with infinite intelligence. Intuition is so powerful that it has been studies and written about by the greatest men and women of history for thousands of years. When you begin to use it regularly and systematically, there is virtually nothing that you cannot accomplish.

Your intuition has often been called the “still small voice” within. You may experience your intuition as a gut-feeling, as an inner sense of what is right or wrong for you. Sometimes your intuition manifests itself as a hunch or an inspiration. Often it comes as a flash of insight. Your intuition leads you to new ideas, concepts and breakthroughs. Sometimes, an intuitive flash will enable you to see a situation completely differently and solve it on a completely different level. Einstein was referring to intuition when he said, “No problem can be solved on the same level at which you meet it.”

In breakthrough thinking, we are taught to redefine a problem and take it to a higher level in order to find a solution for it. Since the more you do of what you’re doing, the more you’ll get of what you’ve got, trying to solve your current problem at your current level is often an exercise in frustration. You can unlock your intuition by using your imagination to think about your problem in a completely different way.

There are two major types of imagination that you use continually, both of which require the highest use of your intuitive powers. They are first, synthetic imagination and, second, creative imagination. Synthetic imagination is your ability to assemble existing pieces of knowledge and information into new forms. It is very much like taking all the pieces of a jigsaw puzzle, having a clear idea of the picture or goal that you want to accomplish and assembling them into a single piece.

This form of imagination is often called, “integrative intelligence.” It is one of the highest forms of intelligence for success and achievement anywhere. Integrative intelligence is defined as your ability to integrate a large number of different pieces of information into a single precept for decision and action. It is your ability to recognize and sort many different facts and insights together, emphasizing some and discarding others, in the process of making the correct decision. This form of intelligence is extremely valuable in fast-moving, fluid situations that require your considering a large number of different pieces of information in making a decision.

It has been estimated that you need between 20,000 and 50,000 bits of information at your disposal to be really successful in any field of endeavor. We live in the information age, and knowledge is the raw material of production and value in this age. So the more different bits or “bytes” of information that you have, the more effective your integrative intelligence, or synthetic imagination, will be.

The people who rise to the top of any field of endeavor are invariably those who know more than others. In fact, the division in our society today is not between those who “have more” and “have less” but between those who “know more” and those who “know less.” One of your jobs is to be continually gathering additional bits of practical and useful information so that you have plenty of different ideas and concepts to draw upon when you are wrestling with any problem or striving toward any goal. Your intuition then goes to work for you by helping you quickly sort out the relevant facts and giving you the answers you need when you need them.

The more ideas you expose yourself to, the greater the probability that the right idea will appear at the right time. When it does, your intuition will help you to recognize the idea and integrate it into everything else you are doing.

The second form of imagination is creative imagination. This is a higher form of imagination where intuition plays an even more important part. Creative imagination refers to your ability to come up with completely new and different ideas and concepts to solve your problems and achieve your goals. It is the highest form of imagination and is responsible for all the great breakthroughs in science, technology, art, music, literature, and medicine. The most successful men and women of all time have been those who have deliberately trained themselves to tap into their creative imagination on a regular basis. And so can you, if you learn how. Your creative imagination is the source of all hunches, inspirations, imagination, flashes of insight and new understandings of complex concepts. The cultivation and development of your creative imagination can enable you to make more progress in one or two years than the average person might make in ten or twenty. And your creativity, your intuitive sense is like a muscle. It grows with use. The more you practice with it and rely on it, the stronger it becomes and the faster it acts for you.

Men and women who have highly developed imaginations have often reached the point where they completely trust their intuition, their inner voices, to guide them in every situation. They never speak or act until they feel an inner urging to do so. They know that their intuition will always bring them exactly the right answer, at exactly the right time.

Your intuition is your direct pipeline to a form of intelligence that is completely beyond your conscious brain. It is accessed by your subconscious mind, which his controlled by the thoughts you think and the beliefs you hold in your conscious mind. The more you affirm and visualize your desired goals in your conscious mind, the more readily they are picked up by your subconscious mind and the more rapidly your intuition or creative imagination is triggered. Successful, effective, happy people are those who have gotten onto the beam of their own intuitive senses and who rely continuously on their inner guidance. And they seldom make mistakes.

In your lifetime, you have made a lot of decisions, some of them right and some of them wrong. But when your intuition tells you to do or to not do something, it is always correct. If you have ever gone against your intuition, your inner voice, haven’t you regretted it? Wherever you have pushed aside that nagging inner feeling, hasn’t it come back to haunt you? This is because your intuition is always correct. It always gives you exactly the right answer for you at any given time, and in any given situation. One of the smartest things that you can ever do is to listen carefully to your intuition and to postpone making a decision until you have an inner sense of what choices are correct.

You will often find that your intuition will urge you to either speak up or to remain silent in a social or business situation. Later, it will turn out that that was exactly the right thing to do. In retrospect, you will find that your intuitive learning has always been more accurate than anything that you could think of with your conscious mind.

All the great writers, composers, artists, and scientists have developed the habit of listening to their intuition. You have access to the same intuitive powers as the smartest men and women who ever lived.

By the way, research shows that men and women, tested separately, have intuitions that are equally accurate. They seem to come up with the same intuitive answers for complex problems and questions. Why is it, then, that women’s intuition is more respected than men’s? The answer is simple. Women listen to their intuition more, while men have a tendency to brush it aside.

When a woman says, “This situation doesn’t feel right,” she views this feeling as a valid and important assessment of whether the situation is right or wrong. Women are very respectful of their intuitive feelings and they generally refuse to go against them. Men will often put aside their intuitive leanings in favor of short-term advantage, only to pay the price later.

Perhaps the best method for stimulating your intuition is by learning to practice solitude on a regular basis. Throughout the ages, the greatest thinkers of all time have practiced solitude as a regular part of their work and life. They have taken time to be alone with themselves. They have gone off and sat quietly prior to any situation of importance. Most of the great thinkers of today use solitude as an essential tool in developing the creative insights and intuitions that often have the power to change our lives.

Most people have never practiced solitude because they wrongly believe that they have no time for it. However, one good idea that comes to you in the silence of solitude can save you a year of hard work. You cannot afford not to practice solitude on a regular basis. Here’s how you do it.

First, find a place to sit where you can be completely alone, in silence, without interruptions. You want to avoid any activities that will disturb your reverie, such as eating, drinking, listening to music, and getting telephone calls. You can sit in your basement, your backyard, or on a park bench. The main objective is to be completely alone with yourself.

And second, force yourself to sit without moving for 60 minutes. The first 25 or 30 minutes will be excruciatingly difficult. You will have an irresistible urge to get up and walk around. But you must persist. You must force yourself to stay still.

After 25 or 30 minutes, a wonderful thing will happen. You will start to feel very good about yourself and your life. You will relax completely. Your mind will become calm and clear. You will feel energy flowing through your body. The situations and difficulties of your life will seem to fade away, and you will begin to get tremendous clarity on how to reach your goals.

At the end of your 60 minutes, get up and do exactly what your intuition told you to do. Don’t worry about whether or not people will like it or approve of it. Just take the action, make the commitment, do the deed. You will find later that this was exactly the right thing to do.

Solitude requires no energy, no effort, no trying at all. It simply requires a state of relaxed awareness where you open your mind to infinite intelligence. And at the right moment, exactly the right answer you need will come to you, in exactly the right form.

You can overcome any obstacle, solve any problem or achieve any goal by tapping into the incredible powers of your mind and by trusting your intuition in everything you do. Once you begin to develop and use your intuition, you will become more alert, more aware, smarter and more effective in everything that you do. And your potential will begin to unfold at a speed that you cannot now imagine.

Two Techniques for Turbulent Times

There are two techniques that can be useful in developing the foresight that is a hallmark of effective leaders.

Pratice Crisis Anticipation
The first is called “crisis anticipation” and it involves looking ahead as far as you can and asking, “What could possibly change or go wrong that would threaten our survival?”

Think About The Worst Possible Event For example, what would you do if interest rates doubled, as they have done in the past?

What if your best-selling product, or service, suddenly stopped selling, as often happens in high-tech industries in times of rapid change.

What if a key executive died unexpectedly or your offices with all your records were destroyed by fire? What if you lost your key customer or major source of revenues?

These and other questions can only be asked and considered by the leader, the person ultimately charged with the overall responsibility for results.

The failure to think through possible crises in advance can open you and others to fear, panic and confusion if something goes wrong.

Plan For A Crisis
The Greek philosopher Epictetus said, “Circumstances do not make the man; they merely reveal him to himself.” A crisis is the genuine test of courage and effectiveness in a leader.

You can greatly improve your abilities to function in a crisis situation by thinking it through in advance and by developing contingency plans — just in case.

Determine What Can Go Wrong
The second technique is called the “master method” of decision making. It involves asking, “What is the worst possible thing that can go wrong in this situation?”

Once you’ve asked the questions, you must decide whether or not you can live with those consequences.

For example, in an investment, or new product introduction, or new promotion, the worst possible outcome may be that you will lose every penny. Can you live with that? Can the company survive?

There are many different types of decisions and one of them is the decision you cannot afford to make. Most big failures result because someone made a commitment of resources without carefully considering the worst possible outcome.

Do What Billionaire’s Do
John Paul Getty, the great oil billionaire said that one of his secrets of success was to always determine the worst thing that could happen in any investment — and then make sure it didn’t happen.

Action Exercises
Here are two ways to apply these techniques to your own situation:

First, make a list of the three worst things that could happen to your business or your department. Then develop a strategy to deal with these situations if they occur.

Second, practice “crisis anticipation” in each key area of your life. Look into the future and imagine a major setback.

What would you do if they happened?

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