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JEREMYP.TARCHER/PENGUINAnimprintofPenguinRandomHouseLLC
375HudsonStreetNewYork,NewYork10014
Copyright©2016byBrianTracyPenguinsupportscopyright.Copyrightfuelscreativity,encouragesdiversevoices,promotesfreespeech,andcreatesavibrantculture.Thankyouforbuyinganauthorizededitionofthisbookandforcomplyingwithcopyrightlawsbynotreproducing,scanning,ordistributinganypartofitinanyformwithoutpermission.YouaresupportingwritersandallowingPenguintocontinuetopublish
booksforeveryreader.
MostTarcher/Penguinbooksareavailableatspecialquantitydiscountsforbulkpurchaseforsalespromotions,premiums,fund-raising,andeducationalneeds.Specialbooksorbookexcerptsalsocanbecreatedtofitspecificneeds.Fordetails,write:
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LibraryofCongressCataloging-in-PublicationDataNames:Tracy,Brian,author.
Title:Getsmart!:howtothinkandactlikethemostsuccessfulandhighest-paidpeopleineveryfield/BrianTracy.Description:NewYork:JeremyP.Tarcher/Penguin,[2016]
Identifiers:LCCN2015042921(print)|LCCN2015046737(ebook)|ISBN9780399183782(hardcover)|ISBN9780399183805(ebook)
Subjects:LCSH:Decisionmaking.|Thoughtandthinking.Classification:LCCBF448.T732016(print)|LCCBF448(ebook)|DDC—153.4—dc23
Theauthorhasmadebesteffortstodeterminethesourcesofallquotescontainedherein.
Version_2
Contents
TitlePage
Copyright
Introduction—UnleashtheImprisonedSplendor
1.Long-TimePerspectiveVersusShort-TimePerspective
2.SlowThinkingVersusFastThinking
3.InformedThinkingVersusUninformedThinking
4.Goal-OrientedThinkingVersusReaction-OrientedThinking
5.Result-OrientedThinkingVersusActivity-OrientedThinking
6.PositiveThinkingVersusNegativeThinking
7.FlexibleThinkingVersusRigidThinking
8.CreativeThinkingVersusMechanicalThinking
9.EntrepreneurialThinkingVersusCorporateThinking
10.RichThinkingVersusPoorThinking
AbouttheAuthor
Introduction—UnleashtheImprisonedSplendor
Truthiswithinourselves;ittakesnoriseFromoutwardthings,whate’eryoumaybelieve.Thereisaninmostcentreinusall,Wheretruthabidesinfulness;...Andtoknow,RatherconsistsinopeningoutawayWhencetheimprisonedsplendormayescape,ThanineffectingentryforalightSupposedtobewithout.
—ROBERTBROWNING
WILLIAMJAMESOFHARVARDWROTE,“Thegreatestrevolutionofmygenerationisthediscoverythatpeople,bychangingtheirinnerattitudesofmind,canchangetheouteraspectsoftheirlives.”
Youandyourmindareextraordinary.Youhave100billionbraincells,eachconnectedbygangliaandneuronstoasmanyastwentythousandothercells.Thetotalnumberofthoughtsthatyoucanthinkisthereforeequaltoonehundredbilliontothetwentythousandthpower.
AccordingtothebrainexpertTonyBuzan,thismeansthatthenumberofideasyoucangenerateisequaltothenumberonefollowedbyeightpagesofzeros,morepotentialideasthanthenumberofallthemoleculesintheknownuniverse.
Thequestionis,“Howareyouusingthispowerfulmentalsupercomputer?”Youhavethementalabilityrightnowtosetanygoalandachieveeverything
youcouldeverwantorhopeforinlife.Byusingyourbrain—yourabilitytothink,plan,andcreate—withgreaterprecisionandaccuracy,youcansolveanyproblem,overcomeeveryobstacle,andachieveanygoalyoucansetforyourself.
Yourmentalsupercomputerissopowerfulthatyoucouldnotuseyourfullpotentialifyouhadahundredlifetimes.
10PercentofPotential
WhenIwastwenty-one,IwasimpressedwhenIheardthattheaveragepersonusesonly10percentofhisorhermentalability.Ilaterlearnedthatthetruenumberiscloserto2percent.Mostpeoplehaveenormousreservesofmentalcapacitythattheyfailtouse,thattheyareapparentlysavingupforsomegoodreason.
Imaginethatyouhadinheritedabankaccountcontaining$1millionandgrowingregularlywithinterest.Butyouonlyeveraccessedtwentythousanddollarsofthisamountbecauseyoulackedthenecessarycodetoacquiretherestofyourmoney.Theremainderofthiswealthwasyours,butyoucouldn’tgetatit,becauseyoudidnotknowthecorrectaccountnumberthatwouldreleasethesefundstoyou.
Thisisthesituationofmostpeople.Theyhaveenormousstoresofmentalabilitythattheyhabituallyfailtouse.
Inthepagesahead,youwilllearnaseriesofsimple,practical,provenwaystotapintomoreandmoreofyournaturalthinkingtalentsandabilities.Youdonotneedtobecomemorethanyouareorsomeonedifferent.Youonlyneedtobecomeallthatyouarealreadyandtounleashmoreofyourexistingmentalpowers.
LearntheCombinations
Lifeislikeacombinationlock,onlywithmorenumbers.Allcombinationlocksworkinthesameway.Youturntothefirstnumber,backpastthatnumbertothesecondnumber,andforwardtothethirdnumber.Ifyouhavetherightnumbers,thelockopens,whetheritisabicyclelockoragreatvaultinamajorbank.
Imaginethatyouknewallthenumbersbutonetounlockthesuccesscodeinwhateveryouwantedtodo.Lackingonekeynumber,youcouldspinthedialforeverandnevergetintotherichescontainedinsideyourmentalvault.
Butwithoneextranumber,inthecorrectorder,thevaultwouldopen,andyoucouldachieveextraordinarythingswithyourlife.
Thisbookcontainssomeofthebestcombinationseverdiscoveredintermsofthinkingtoolsthatenableyoutomakequantumleapsinyourlife.Inmanycases,whatholdsyoubackissimplyamatterofperspective,yourparticularwayoflookingatthings.
YourExplanatoryStyle
Dr.MartinSeligmanoftheUniversityofPennsylvaniacallsthewayyouexplainorinterpretthingstoyourselfyour“explanatorystyle.”
Thiscanbeassimpleasthedifferencebetweenoptimismandpessimism,theglassseenashalf-fullorashalf-empty.Theoptimistlooksforthegoodandwhatcanbegainedfromeverysituation,whilethepessimistlooksfortheproblemordownsideineachsituation.
ButasJoshBillings,thewesternhumorist,oncesaid,“Itain’twhatamanknowswhathurtshim;it’swhatheknowsthatain’ttrue.”
Ignoranceisnotbliss.Thefailuretousetheappropriatethinkingtoolsandstylesinaparticularareaorsituationcanbedisastrous—andoftenleadstooverwhelmingfailure.
LookfortheGood
Veryoften,whenyouchangeyourperspective,youseethingsdifferently,makedifferentdecisions,andgetdifferentresults.NapoleonHillsaysinhissuccessclassicThinkandGrowRichthat“withineveryproblemordifficultythereliestheseedofanequalorgreaterbenefitoradvantage.”
Afterinterviewingmorethanfivehundredofthewealthiestself-mademultimillionairesinAmerica,hefoundtheyallhadcertainqualitiesincommon.Oneofthesecommondenominatorswasthatthewealthypeopleinhisresearchhaddevelopedthehabitofalwaysseekingthevaluablelessonineverysetbackordifficulty.Andtheyalwaysfoundit.
Mostoftheirfortuneshadcomeaboutastheresultofapplyingthelessonstheyhadlearnedthroughfailureandhardshiptodevelopingbreakthroughproductsandservicesthateventuallymadethemrich.Butwithoutthetemporaryfailuresandthelessonstheycontained,theywouldstillbeworkingforwages.
Hereisasimplewaytotransformyourthinkingtothatofthemostpositiveandsuccessfulpeopleinoursociety.Thinkaboutthebiggestproblemthatyouhaveinyourlifetoday.Nowimaginethatthisproblemhasbeensenttoyouasagift,toteachyousomething.Askyourself,“WhatisthelessonorlessonsthatIcanlearnfromthissituationthatcanhelpmetobehappierandmoresuccessfulinthefuture?”
Perhapsyourbiggestproblemtodayisnotaproblematall.Perhapsitisanopportunity.AsHenryFordsaid,“Failureismerelyanopportunitytomoreintelligentlybeginagain.”
ADifferenceofPerspective
Youhaveheardthestoryofthesixwisemen,allblind,attemptingtodescribeanelephanttooneanother.Eachofthewisementouchesanddescribestheelephantdifferently.Allarecorrectfromtheirindividualperspectives.
Onetouchestheearandsaysthattheelephantislikeathickblanket.Anothertouchesthetuskanddescribestheelephantassharpandpointed.Onefeelstheleganddescribesitasbeinglikeatreetrunk.Onetouchesthesideoftheelephantanddescribesitasawall.Onegrabsthetailanddescribesitasarope.Thelastwisemantouchestheheadanddescribesitasarock.Eachofthemisrightfromhisownperspective,butallofthemarewronginmanywaysbecauseoftheirfailuretoseetheelephant,thesituation,initstotality.
Whatisyourperspective,yourattitudeaboutyourselfandyourworld?AnaïsNinwrote,“Wedonotseetheworldasitis,butasweare.”
TheGreatDiscovery
Perhapsthegreatestdiscoveryinhumanhistoryisthat“youbecomewhatyouthinkabout—mostofthetime.”Yourbeliefs,eitherpositiveornegative,helpfulorhurtful,largelydetermineeverythingyoudoandhowyoudoit.
Whatdoyouthinkaboutmostofthetime?Andhowdoyouthinkaboutit?AsWayneDyerwrote,“Youdon’tbelievewhatyousee;youseewhatyou
alreadybelieve.”JimRohnsaid,“Everythingyouhaveinyourlife,youhaveattractedto
yourselfbythepersonyouare.Youcanchangeyourlifebecauseyoucanchangeyourthinking;youcanchangethepersonyouare.”
MybestsellingbookistitledChangeYourThinking,ChangeYourLife.Anditstitle’smessageistrue.
Asyoulearnandapplythesedifferentwaysofthinking,youwillbegintochangethepersonyouareinside.
BytheLawofCorrespondence,whichsays,“Aswithin,sowithout,”yourouterlifewillbegintocorrespondtoandmirrororreflectyourinnerlife.Asyourinnerlifechanges,yourouterlifechangestoreflectthisnewthinking.Shakespearewrote,“Thereisnothingeithergoodorbad,butthinkingmakesitso.”
Let’sbegintolearnaboutandthinkthewaysthatthemostsuccessfulandhappypeoplethinksothatyoucangettheresultsandenjoytherewardsthatthemostsuccessfulpeopleenjoy.
1
Long-TimePerspectiveVersusShort-TimePerspective
Menareanxioustoimprovetheircircumstances,butareunwillingtoimprovethemselves;theythereforeremainbound.Themanwhodoesnotshrinkfromself-crucifixioncanneverfailtoaccomplishtheobjectuponwhichhisheartisset.Thisisastrueofearthlyasofheavenlythings.Eventhemanwhosesoleobjectistoacquirewealthmustbepreparedtomakegreatpersonalsacrificesbeforehecanaccomplishhisobject;andhowmuchmoresohewhowouldrealizeastrongandwell-poisedlife.
—JAMESALLEN
THEBETTERYOUTHINK,thebetterresultsyouwillgetandthemoresuccessfulyouwillbeineveryarea.Themostimportantmeasure,theonlymeasureofthequalityofyourthinking,istheresultsyouget,theconsequencesofwhatyoudecidetodoasaresultofthedecisionsyoumake.
MiltonFriedman,theeconomist,oncewrote,“Thebestmeasureofqualitythinkingisyourabilitytoaccuratelypredicttheconsequencesofyourideasandsubsequentactions.”Hispointwasthateconomictheorydivorcedfromwhatactuallyhappenedwhenthattheorywasappliedwasclearlyincorrect.
Consequencesareeverything!Theonlyquestionis,“Didyourideaworkornot?”
Somepeopleareconfusedabouttheimportanceoflong-termconsequences.Theythinkthattheirintentionsaremostimportant,nottheresults.Thisisamajorcauseofconfusioninoursocietytoday.
Theysay,“IfIintendforgoodthingstohappenastheresultofmyideas,mydecisions,andmyactionsandtheydon’t,youcan’tblameme.”
Yourabilitytoaccuratelyforeseeandpredicttheconsequencesofyourdecisionsandactionsisthetruemeasureofyourintelligence.
WhatIsIntelligence?
IntelligenceisnotamatterofIQ,gradesinschool,oryearsofstudy.Intelligenceisinsteada“wayofacting.”Thismeansthatifyouactintelligently,youaresmart.Ifyouactstupidly,youarestupid,irrespectiveofgradesormeasuresonIQtests.
What,then,bydefinition,isanintelligentact?Theanswerissimple.Anintelligentactissomethingyoudothatmovesyouclosertosomethingyoureallywant.Astupidactissomethingyoudothatdoesnotmoveyouclosertosomethingyouwantor,evenworse,movesyouawayfromit.
Youpersonallydefineasmartorstupidactwhenyoudecidewhatyouwantandwhatyoudon’twant.AsWinstonChurchillsaid,“Ilongagostoppedlisteningtowhatpeoplesaid.Instead,Ilookatwhattheydo.Behavioristheonlytruth.”
ActionIsEverything
Howcanyoutellwhatapersonreallywants,thinks,feels,believes,andiscommittedto?Simple.Youjustlookathisorheractions.Itisnotwhatpeoplesay,wish,hope,orintendthatcounts.Itisonlywhattheydo,andespeciallywhattheydowhenfacedwithtemptationorputunderpressure.
Someonesays,“Iwanttobesuccessfulinmycareerandinlife.”Heactuallybelievesit.Butthenyouobservehisbehavior.Thispersonarrivesatworkatthelastpossibleminute,leavesatthefirstpossibleminute,andhurrieshomesothathedoesn’tmissthelatestepisodeofhisfavoritetelevisionshow.Clearly,basedonhisbehavior,hisgoalisnottobesuccessfulinhiscareerbutrathertowatchtelevision.Howdoyouknow?Becausethatisexactlywhatheisdoing,everynightafterwork.
DidItWork?
Theonlyrealmeasureofyourdecisionsandactionis“Diditwork?”Didyouraction,basedonyourthinking,moveyoutowardsomethingthatyouwantedorsomethingthatisimportanttoyou?
Therearetwolawsthattrippeopleupallthetime,inpersonallife,inpolitics,andininternationalaffairs.TheyaretheLawofUnintendedConsequencesandtheLawofPerverseConsequences.
TheeconomistHenryHazlitt,inhisclassicEconomicsinOneLesson,wrotethathumanbeingsareself-seeking.Therefore,everyactionisanattempttoimproveone’sconditionsinsomeway.Peoplealwaysseekthefastestandeasiestwaytogetthethingstheywantassoonaspossible,withlittleconsiderationofsecondaryconsequences.
Hazlittsaidthatthedesiredresultofanyactionisalwaysanimprovementinconditionsofsomekind.Theimprovementistheprimaryconsequenceaimedat.Itisalwayspositive.Allactionisfocusedonimprovementofsomekind.
ConsidertheConsequences
Butitisthesecondaryandtertiaryconsequences—whathappensafterwardandafterthat—thataremostimportant.TheLawofUnintendedConsequencessaysthatinmanycasesanactorabehaviorbringsaboutimmediatepositiveresults,intheshortterm,butthelong-termconsequencescanbequitenegative.
Forexample,ayoungmanquitsschooltotakeajobtoearncashsothathecanbuyacar,socialize,gooutwithgirls,andhaveanenjoyablelife.Theseareallpositiveandimmediateaimsandgoalsthatyoungpeoplewanttoenjoy.
However,theconsequencesofalackofeducationareoftenalifetimeofdepressedearnings,littleupwardmobility,andthestronglikelihoodoftheindividual’sneverreachinghisorherfullpotential.
CreatingSomethingWorse
TheLawofPerverseConsequencesiswhathappenswhentheresultsofanapparentlypositiveactionturnouttocreateasituationthatisfarworsethanifnothinghadbeendoneatall.
Forexample,theimmediatebenefitofgivingmoneytopeoplewhoneeditinoursocietyistohelpthemandprovideforthemintheshortterm.
Theperverseconsequencescanbethattheindividualbecomesaddictedto“freemoney,”dropsoutoftheworkforce,becomesdependentonhandouts,andloseshispride,self-esteem,andself-respect.Theindividualendsupmuchworseoffthanifnothinghadbeendoneatall.
Insociety,theprimaryreasonforsocialprograms,givingmoneytothelessfortunate,isalwaysanattempttohelpthemtoimprovethequalityoftheirlives.Buttheperverseconsequencescanbecomealifetimeofdependencyandfrustratedpotential.
ThinkAhead
Inchess,withmanypiecesandmanypossiblemoves,yoursuccessisbasedonyourabilitytoaccuratelyanticipateorpredictthemovesofyouropponent.
Inlife,yoursuccessislargelydeterminedbyyourabilityto“playdownthechessboard”andtomakethosemovesthatleadtoultimatesuccessorvictory—howeveryoudefineit.
Dr.EdwardBanfieldofHarvardstudiedupwardsocialandeconomicmobilityintheUnitedStatesandothercountriesforalmostfiftyyears.Hewaslookingforthereasonswhysomeindividualsandfamiliesmovedupfromlowersocioeconomicclassestohighersocioeconomicclasses,generationbygeneration,sometimesstartingatlaboringjobsandbecomingwealthyinonelifetime.Whydidthishappentoasmallgroupofpeopleandnottoothers?
Today,in2015,intheUnitedStatesalone,therearemorethantenmillionmillionaires,mostofthemself-made;thatis,theystartedwithnothingandpassedthemillion-dollarmarkinthecourseofasingleworkinglifetime.Inaddition,accordingtoForbesmagazine(March2015),thereare1,826billionaires,with290newbillionairesin2015alone.Sixty-sixpercentofthesebillionairesarefirstgeneration,self-made.Theystartedwithnothingandearneditallinonelifetime.
TheCommonDenominator
Banfieldwantedtoknowthecommondenominatorofthesepeopleworldwide.Hesummarizedhisfindingsinaremarkablebook,TheUnheavenlyCity,whichwaswidelycriticizedandquitecontroversial.Itflewinthefaceofwhatmanypeoplewantedtobelieve,thatpovertyandwelfarewerelargelyinflictedoninnocentvictimswhohadnochoiceorcontroloverwhathadhappenedtothem.
Hisconclusionwassimpleandlargelyirrefutable.Indiagnosingtheeconomicsuccessorfailureofindividuals,heconcludedthat“timeperspective”wastheoverwhelminglyimportantfactor.
Banfielddividedsocietyintosevenclassesfromthelowesttothehighest:lower-lowerclass;upper-lowerclass;lower-middleclass;middle-middleclass;upper-middleclass;lower-upperclass;andupper-upperclass.
Itturnedoutthatateachlevelofsocioeconomicachievement,theindividualspracticedlongerandlongertimeperspective.Regardlessofwheretheyhadcomefrom,theirlevelofeducation,ortheircurrentsituation,theirtimeperspectivewastheonlyconsistentdifferenceintheirconditions.
TimePerspectiveandIncome
Atthelowestsocioeconomiclevel,lower-lowerclass,thetimeperspectivewasoftenonlyafewhours,orminutes,suchasinthecaseofthehopelessalcoholicordrugaddict,whothinksonlyaboutthenextdrinkordose.
Atthehighestlevel,thosewhoweresecond-orthird-generationwealthy,theirtimeperspectivewasmanyyears,decades,evengenerationsintothefuture.Itturnsoutthatsuccessfulpeopleareintenselyfutureoriented.Theythinkaboutthefuturemostofthetime.PeterDruckersaidthattheprimaryjoboftheleader,especiallyinbusiness,istothinkaboutthefuture;nooneelseistaskedwiththatresponsibility.Thisisyourresponsibilityaswell.
Thetoppeopleineverysocietyprojectedyears,evendecadesintothefuturewhentheymadetheirday-to-daydecisions.Theythoughtcarefullyaboutwhatmighthappenbeforetheymadeimportantorirrevocablecommitments.
Hereisagreatdiscovery:Theveryactofthinkinglongtermsharpensyourperspectiveanddramaticallyimprovesthequalityofyourshort-termdecisionmaking.
Because“youbecomewhatyouthinkabout,”theveryactoflong-termthinkingchangesthewayyouthinkandactinthepresent,therebyincreasingthelikelihoodofgreatersuccessinthefuture.
DetermineYourFutureIntent
In1994,GaryHamelandC.K.PrahaladwroteabreakthroughbookonbusinessstrategytitledCompetingfortheFuture.Inthisbook,theypopularizedtheconceptoffutureintent.
Theywrotethatthegreaterclarityyouhaveregardingwhereyouwanttobeinthefuture,theeasieritisforyoutomakecorrectdecisionsinthepresent.
Oneoftheirmostpopularideaswasthatifyourgoalistobealeaderinyourindustry,youmustprojectforwardfiveyearsandaskyourself,“Whatskills,abilities,andcompetencesmustwehavefiveyearsfromnowinordertobeoneofthetopcompanies?”
Whenyouhaveclearfutureintent,futureorientation,itbecomesmucheasierforyoutothinkwithgreaterclarity,tomakethosedecisionstodaythatwillenableyoutoachieveyourlong-termgoals.
Thecriticalwordinlong-termperspectiveis“sacrifice.”Successfulpeoplearewillingtosacrifice,todelayimmediategratificationin
thepresent,intheshortterm,toenjoygreaterrewardsinthefuture—inthelong
term.Withoutthewillpoweranddisciplinetoengagein“short-termpainforlong-
termgain,”littlesuccessispossible.
TheRetirementCrisis
TodayinAmerica,andinothercountries,wehavewhateconomistscalla“loomingretirementcrisis.”TenthousandmembersofthebabyboomergenerationarereachingretirementageintheUnitedStatesaloneeachday.AccordingtotheNewYorkTimes,theaveragesavingsofamarriedcouplereachingretirementisonly$104,000.
Thisamounthastolastforfifteentotwentyyearsinretirement.Atawithdrawalrateof4percent(recommended),theaverageretiredcouplecandrawdown$4,160peryear,$346permonth,fortherestoftheirlives,plusSocialSecurity.
And$104,000isthemediansizeofaccumulatedsavings.Fiftypercentofretireesareabovethatnumber,and50percentarebelow.Someretireeshavenomoneyatallsavedup.Howcouldthishappeninthemostaffluentcountryinallofhumanhistory?
Theanswerisclear—lackoftimeperspective.Millionsofpeoplegotintothehabitearlyofspendingeverythingtheyearnedandoftenmorethroughouttheirlives.Today,fully70percentofadultslivefrompaychecktopaycheck.Theyhavenothingleftover.Theycomplainthattheyhave“toomuchmonthattheendofthemoney.”
Theywereandarelulledintobelievingthattheirspendthrifthabitswouldnevercatchupwiththem.
TheMillionaireNextDoor
Manymillionairesandmultimillionairestodayareaveragemiddle-classearners,livinginaveragehomesinaverageneighborhoods.Manyofthemareteachers,truckdrivers,andsalespeople.Buttheysaved10–15percentoftheirincomethroughouttheirworkinglivesandarenowwealthyandcomfortable.
Withthemiracleofcompounding,aninvestmentof$100permonthfromagetwenty-onetoagesixty-fiveat7or8percent,theaverageofthegrowthofthestockmarketforeightyyears,wouldamounttomorethan$1millioninsavings.
Thedevelopmentoflong-timeperspective,ofprojectingintothefuturefiveortenyears,orevenlonger,changesthewayyouthinkandactinthepresent.
DoubleYourIncome
InCameronHerold’sbook,DoubleDouble(2011),heshowsyouhowtodoublethesizeofyourbusinessinthreeyears.Hismessageissimple:Headvisesyoutoprojectforwardthreeyearsintothefutureanddecidetoearntwiceasmuchasyouareearningtodaybythattime.Thisamountstoanincreaseof25percentperyearcompounded.
Thenworkbacktothepresent,anddeterminetheexactstepsyouwillhavetotaketoachievethisgoal.Ifyouincreaseyourincomeorgrowyourbusinessby2percentpermonth,26percentperyear,youwilldoubleitinthreeyears.
Ifyouareworkingandyouincreaseyourproductivity,performance,andoutputbyone-halfof1percentperweek,thiswilltranslateinto2percentpermonth,26percentperyear,andadoublingofyourincomeinthirty-sixmonths.
BackfromtheFuture
Thestartingpointofdevelopinglong-termtimeperspectiveisforyoutopractice“backfromthefuture”thinking.Imagineyoucouldwaveamagicwandandmakeyourlifeperfectsometimeinthefuture.Whatwouldyourperfectlifelooklike?Howwoulditbedifferentfromtoday?
Thencomebacktothepresentandask,“Whatwouldhavetohappen,startingtoday,formetocreatemyperfectlifesometimeinthefuture?”
Practiceidealization.Imaginethattherearenolimitsonwhatyoucanaccomplishsometimeinthefuture.Analyzeyourlifeinthefourmostimportantareas:(1)businessandcareer;(2)familyandrelationships;(3)healthandfitness;and(4)financialindependence.
Projectforwardfiveyearsandimaginethatyourbusiness,career,andincomeareidealineveryway.Howmuchwouldyoubeearning?Whatsortofworkwouldyoubedoing?Wherewouldyoubeinyourcareer?Whatkindsofpeoplewouldyoubeworkingwith?
YOURFIVE-YEARFANTASY
PeterDruckersaid,“Peopleoftenoverestimatewhattheycanaccomplishinoneyear.Buttheygreatlyunderestimatewhattheycouldaccomplishinfiveyears.”
Onceyouareclearaboutwhatyouridealcareerandincomewouldbefiveyearsinthefuture,lookbacktothepresent,anddecidethestepsyouwillhavetotaketogetfromwhereyouaretodaytowhereyouwanttobeinthefuture.
Thentakethefirststep.Thegoodnewsisthatyoucanalwaysseethefirststep.Youdon’thavetoseeeverysteponthestaircasetobeginclimbing.Youjusthavetotakethefirststep.Andwhenyoutakethefirststep,thesecondstepwillappear.Andwhenyoutakethesecondstep,thethirdstepwillappear.Youwillalwaysbeabletoseeonestepahead,andthat’sallyouneed.Butyoumusttakethefirststep.
Confuciussaid,“Ajourneyofathousandleaguesbeginswiththefirststep.”Thefirststepisalwaysthehardest.Itrequirestremendousdeterminationandwillpowerforyoutodosomethingmorethananddifferentfromwhatyouhaveeverdonebefore.Butonceyoutakethefirststep,thesecondstepiseasier.Andthenthethirdstep.Soon,youfindyourselfmovingsteadilyforward,accomplishingmoreinafewmonthsthanyoumighthaveaccomplishedinpastyears.
YOURFAMILYANDRELATIONSHIPS
Waveyourmagicwandagain,andimaginethatyourfamilyandrelationshipswereidealineveryway.Whatwouldtheylooklike?Whomwouldyoubewith?Whomwouldyounolongerbewith?Ifyouweremarried,whatkindofahomeandlifestylewouldyouhavewithyourfamily?Whatsortsofvacationswouldyoutake,andwhatkindofalifewouldyouwanttoprovideforyourfamily?
Thenlookbackfromthefuturetowhereyouaretodayandask,“Whatwouldhavetohappen,startingtoday,formetocreatemyideallifesometimeinthefuture?”
EXCELLENTPHYSICALHEALTH
Thinkaboutyourhealthandfitness.Ifyourhealthwasperfectsometimeinthefuture,howwoulditbedifferentfromtoday?Whatleveloffitnesswouldyouenjoy?Howmuchwouldyouweigh?Whatsortofdietwouldyoueat?Whatsortofexerciseregimenwouldyoubefollowing?Whatkindofrestandrelaxationwouldyoupractice,includingvacations?
Thencomebacktothepresentandask,“Whatwouldhavetohappenformetoenjoysuperbhealthandfitnesssometimeinthefuture?”
Thentakethefirststep.Dosomething.Doanything.Stepoutinfaith.Andyoucanalwaysseethefirststep.
FINANCIALFREEDOM
Thefourthareaofconcernisyourachievementoffinancialfreedom,financialindependence.Projectforwardintothefutureandask,“HowmuchmoneywouldIneedtohavetobecomfortablesometimeinthefuture?”
Inmyseminarswithbusinessowners,weteachtheconceptof“thenumber,”whichwasalsothenameofanexcellentbookonthesamesubject.Itsimplyasks,“Whatisyournumber?”Whatisthespecificamountthatyouwanttoearn,save,invest,andaccumulateoverthecourseofyourworkinglifetime?Especially,exactlyhowmuchwillyouneedtosupportyourlifestyleonamonth-to-monthandyear-to-yearbasis?
Thereisasimpleformulaforfinancialindependence.First,determineexactlyhowmuchitwouldcostforyoutosupportyourcurrentlifestyleforonemonthifyouhadnoincomeatall.Morethan70percentofadultsareunsureandunclearaboutexactlyhowmuchitcoststhemtoliveonamonth-to-monthbasis.
ANNUALEXPENSES
Onceyouhavedeterminedyourmonthlyrequirements,whichmaytakeabitofinvestigationintoyourcurrentexpenses,regularandunexpected,youmultiplythisnumberbytwelvetodeterminehowmuchyouwouldhavetohavesaveduporinvestedifyouhadnoincomeforanentireyear.
Ifyouneed$5,000permonthaftertaxestosupportyourcurrentlifestyle,multipliedbytwelve,youwouldneed$60,000peryeartobecomfortableifyouhadnoincomeatall.
Finally,multiplyyourannualamountbytwenty—theapproximatenumberofyearsthatyouand/oryourspousearegoingtoliveafteryouretire.Tocontinuewiththisexample,ifyouneed$60,000peryeartolivecomfortably,multipliedbytwenty,youwouldneed$1.2milliontoretireatyourcurrentstandardofliving.(Youcandeductanypensionsthatyoumighthavecomingfromyourmonthly/annualrequirement.)
TAKETHEFIRSTSTEP
Thentakethefirststep.Openaretirementaccount,afinancialfreedomaccount.Thisisanaccountintowhichyoudepositmoneyandnevertakeitout,foranyreason.Seekouttheservicesofafinancialadviser.Learntoliveon85–90percentofyourincomeandsaveorinvestthebalance.Setthisasoneofthemostimportantgoalsofyourlife,toachievefinancialindependenceandhityour“number”ataspecifictimeintheyearsahead.
Theveryactofdeterminingyournumber,makingaplantoachieveit,takingactiononyourplan,andcontinuouslysavingandinvestingwillincreasetheprobabilitythatyouachievethatnumbersometimeinthefuturebyasmuchastentimes.
MakeaDecision
Resolvetodaytodeveloplong-timeperspective.Becomeintenselyfutureoriented.Thinkaboutthefuturemostofthetime.
Considertheconsequencesofyourdecisionsandactions.Whatislikelytohappen?Andthenwhatcouldhappen?Andthenwhat?
Practiceself-discipline,self-mastery,andself-control.Bewillingtopaythepricetodayinordertoenjoytherewardsofabetterfuturetomorrow.
Andthentakethefirststep.Thedividinglinebetweensuccessandfailureisnotgoodintentions,hopes,wishes,anddreams.Itisdecidingwhatyouwantineachkeyareaofyourlifeandthentakingthefirststep.Andyoucanalwaysseethefirststep.
ACTIONEXERCISES
1. Resolvetodaytothinklongterm,toconsiderthelikelyconsequencesofadecisionbeforeyouact.2. Projectforwardthreetofiveyears,andimaginethatyourlifewasidealineveryway.Howwould
itbedifferentfromtoday?3. Decideupononeactionthatyouaregoingtotakeimmediatelytocreateyouridealfuture.And
thentakethefirststep.
2
SlowThinkingVersusFastThinking
Thesuccessfulpersonhasdevelopedthehabitofdoingthethingsfailuresdon’tliketodo.Theydon’tlikedoingthemeithernecessarily.Buttheirdislikingissubordinatedtothestrengthoftheirpurpose.
—ALBERTE.N.GRAY
YOURMINDISEXTRAORDINARY.Youhavethecapacitytothinkmorethoughtsthanallthemoleculesintheknownuniverse.Byproperlyfocusingthepowersofyourmindonanygoalordesireyouhave,youcanaccomplishextraordinarythingsandoftenfarfasterthanyourealize.
Yourmindracescontinually.Yourstreamofconsciousnessisaboutfifteenhundredwordsperminute.Yourmindjumpsfromonethoughttoanotherandthenbackagain.Ittakestremendousdisciplineandwillpowerforyoutocontrolandconstrainthisonrushingriverofthoughtandtochannelitinsuchawayastoenableyoutoaccomplishallthatispossibleforyou.
Asithappens,youcanthinkhundredsofthoughtsinarow,butyoucanonlythinkonethoughtatatime.Becauseofthis,youhavetheabilitytotakecontrolofthisstreamofconsciousnessandfocusyourthinking,likeasniper,ononethought,onetargetatatime.
TheReactive-ResponsiveMode
Whateveryoudorepeatedlybecomesahabit.Themajorityofpeopleoperateinareactive-responsivemode.Theyhavedevelopedthehabitofreactingandrespondingcontinuallytowhatisgoingonaroundthem,andwithinthem,withverylittledeliberate,reasonedthought.
Fromthefirstringofthealarmclock,theyarelargelyreactingandrespondingtostimulifromtheirenvironmentandtotheirhabitualormomentaryimpulsesandappetites.Thenormalthinkingprocessisalmostinstantaneous:stimulus,thenimmediateresponse,withnotimeinbetween.
Thesuperiorthinkingprocessisalsotriggeredbystimulus,butbetweenthestimulusandtheresponsethereisamomentormorewhereyouthinkbeforeyourespond.Justlikeyourmothertoldyou,“Counttotenbeforeyourespond,especiallywhenyouareupsetorangry.”
Theveryactofstoppingtothinkbeforeyousayordoanythingalmostalwaysimprovesthequalityofyourultimateresponse.Itisanindispensablerequirementforsuccess.Itisalsoaqualityofwealthypeople.
ThinkingIsHardWork
ThomasJ.WatsonSr.,thefounderofIBM,requiredthattherebesignsoneveryofficewallthatsaid,“THINK.”Whenevertheyhadaproblemtodealwithintheearlydays,someonewouldpointtothesigntoremindhisco-workersthatthemoretheytooktimetothinkcarefullyaboutthesubjectunderdiscussion,themorelikelytheyweretocomeupwithapropersolutionordecision.
ThomasEdisononcesaid,“Thinkingisthehardestworkofall,whichiswhymostpeopleavoiditatallcosts.”
Thereisasaying,“Therearethosewhothink.Therearethosewhothinktheythink.Andthenthereisthevastmajoritywhowouldratherdiethanthink.”
Goodthinkingishardwork.Itmustbelearnedandpracticedoverandoverifyouaregoingtotrulyplumbthedepthsofyourmentalpowers.
Fortunately,whateveryoudorepeatedlysoonbecomesahabit.Onceitbecomesahabit,itfunctionseasilyandautomatically.Goethesaid,“Everythingishardbeforeitiseasy.”Thisdefinitelyappliestonewhabitformation.
SlowThinking
Oneofthebesthabitsyoucandevelopistopracticethinkingslowlyinthoseareaswhereslowthinkingisrequired.
Aswediscussedinchapter1,theimportantfactorisconsequences.Almostallofthemistakeswemakeinlifecomefromnotcarefullyconsideringtheconsequencesofouractionsbeforehand.
DanielKahneman’sbestsellingbook,Thinking,FastandSlow,isamajorcontributiontoaccuratethinking.SimilartotheclassicStraightandCrooked
ThinkingbyR.H.ThoulessandC.R.Thouless,Kahneman’sbookexploresandexplainsmanyofthereasonswhywecometofalseconclusionswhichleadtoactionsthatfailtoachievetheresultswedesire.
Theauthorsshowhowweacceptinformationandmakedecisionsbasedonpartialinformation,selectivestatistics,orconfirmationbias—seekinginformationthatagreeswithwhatwehavealreadydecidedtobelieve.
Thecommonconclusionofthesestudiesintopoororsloppythinkingisthenecessityofslowingdownbeforewemakeadecisionthatcanhavesignificantpositiveornegativeconsequencesinourlivesandwork.
Oneofthesimplestwaystodothisistocontinuallyask,“Howdoweknowthisistrue?”beforeweacceptapieceofinformationasthebasisforadecision.
TwoThinkingStyles
Thetwothinkingstylescontrastedarefastthinkingversusslowthinking.Withfastthinking,weprocessinformationquickly,intuitively,automatically,instinctively,likemakingdecisionswhiledrivingacarinbusytraffic.Wereactandrespondwithlittlethoughtorconsideration.
Formostofouractivities,suchasconversations,meetings,navigatingdailylife,orgroceryshopping,fastthinkingisbothappropriateandnecessary.Theconsequencesarenotimportant,suchaswhetheryouorderahamburgerorafishpattyforlunch.Itdoesn’treallymatterinthegreatschemeofthings.
Formanyotherareasofourlives,slowthinkingismorenecessary,andevenessential,ifwearetomaketherightlong-termdecisionsthatyieldtheconsequenceswedesire.
HerewasKahneman’sinsightthatwascentraltomakinghisbookabestseller,anddeservedlyso.Hesaidthatthebiggestmistakethatmostpeoplemakeisthattheyusefastthinkinginmakinglong-term,vitaldecisions,whereslowthinkingismuchmoreappropriate.
ConsidertheConsequences
Forexample,decisionsaboutthecoursesyoutakeatcollege,whatcareerpathyouembarkupon,thepersonyoumarry,andhowyouearn,save,andinvestyourmoneyallrequireslowthinking.
Themoreimportantadecisioncanbetoyouinthelongterm,themoreimportantitisthatyouslowdown,callatime-out,andcarefullyconsiderboththefactsandyouroptions.
Instartingandbuildingabusiness,slowthinkingisabsolutelyessentialincertainareas.Whichproductorserviceyouspecializein,whichcustomersegmentyouaimat,whichmethodsofproduction,sales,marketing,anddistributionyouselect,andyourcostandpricingdecisionsareallvitaltothesuccessorfailureoftheenterprise.
AnalyzeYourWayofThinking
Fromnowon,askyourselfonaregularbasis,“Doesthissituationrequirefastorslowthinking?”
Buytimeforyourselfwheneverpossible.Putaslongagapaspossiblebetweenthestimulusandtheresponse,betweenthethoughtandthedecision.Practicethe“Seventy-Two-HourRule.”Giveyourselforbuyyourselfseventy-twohours,orthreedays,toconsideramajordecisionbeforeyoumakeit.
LordActonwrote,“Ifitisnotnecessarytodecide,itisnecessarynottodecide.”
Thelongeryoutaketomakeanimportantdecision,thebetterthatdecisionwillbeinalmosteverycase.Continuallyusethewords“Letmethinkaboutitandgetbacktoyou.”
Ifsomeonetriestopressureyouintomakingadecisiononanimportantissue,youcansay,“Ifyouinsistonananswerimmediately,theanswerisNO.Butifyouletmethinkaboutitforawhile,theanswermightbedifferent.”
WriteDowntheDetails
Thinkonpaper.Oneofthemostpowerfulthinkingtoolsofallisasheetofpaperuponwhichyouwritedowneverydetailoftheproblemordecision.Somethingamazinghappensbetweentheheadandthehandwhenyouwritethingsdown.Whenyouwriteoutallthedetails,youareforcedtothinkslowlyandmeticulously,especiallywhenyouwritebyhandratherthantyping.Often,asyouwritefactafterfact,itbecomesclearerandclearertoyouwhatyoushoulddo.ThisiswhyFrancisBaconwrote,“Writing[maketh]anexactman.”
Wheneverthepotentialconsequencesofadecisionaresignificant,buyyourselfasmuchtimeasyoupossiblycan.Yourfinaldecisionwillalwaysbebetterthanifyoudecidedquickly.
PeopleDecisions
Fully95percentofbusinesssuccess,bysomeestimates,willbedeterminedbythequalityofthepeoplewhomyouattractandassign,appoint,anddelegatetheworkto.Thepeopleyouchoosetoworkwith,andthepeoplewhochooseyou,canmakeorbreakabusiness.ThisiswhyPeterDruckerwrote,“Fastpeopledecisionsareinvariablywrongpeopledecisions.”
Thepeopleyouchoosetoworkwithorfor,tosocializewithormarry,toinvestthroughorgointobusinesswith,willdetermineabout85percentofyoursuccessandhappinessinyourpersonallife.
TheSecretofHiring
Thetopsalesmanagerforalargecompany,whowasfamousforhavinghiredmanyofthefirm’sbestsalespeople,wasonceaskedtodisclosehissecrettohiringsuccess.Hesaid,“Simple,Ipracticethe‘Thirty-DayRule.’NomatterhowmuchIlikethecandidate,IdisciplinemyselftowaitthirtydaysbeforeImakeafinaldecision.AsImeetandtalkwithacandidate,apersonwhomaylookexcellentinthefirstorsecondmeetingoftenstartstorevealweaknessesandcharacterflawsthatmakehimorhercompletelyinappropriateoverthelongterm.”
Mostsuccessfulcompaniesandmanagerspracticedifferentversionsofthisrule.Theyrealizethattheconsequencesofabadhirecanbeveryexpensive.Thisprincipleappliestobusinesspartnershipsanddealsaswell.
ThinkStrategically
Ofthemanymanagementtechniquesthathavecomeinandoutoffashionovertheyears,strategicplanningisalwaysrankedasnumberoneinenduringimportance.Instrategicplanning,youareforcedtothinkslowly,tocarefullyconsiderthelikelyconsequencesofanactionoradecision.Youaredesigningthelong-termfutureofyourbusiness.
Inpersonalstrategicplanning,itisthesame.Youdesignyourownfuture.Youthinkfarintothefuturetodeterminewhereyouwanttobeintheyearsahead.
AsMichaelKami,thestrategyexpert,wrote,“Thosewhodonotplanforthefuturecannothaveone.”
Personalstrategicplanningforcesyoutothinkslowly,withgreaterprecisionandaccuracy.Itforcesyoutothinkaboutwhatyoureallywanttobe,have,do,andaccomplishinthemonthsandyearsahead.
Itisoftenagoodideaforyoutoblockoutchunksoftime,evenadayortwo,tothinkaboutyourfuture,especiallyintimesofchange,turbulence,anddisruption.Goforalongwalkandletyourmindrelax.Discussyourfuturegoalswithyourspouse.Taketwoorthreedaysoffwhereyoudisconnectfromallelectronicdevices,includingyourcomputer,smartphone,telephones,textmessages,andanyotherelectronicinterruptionsthatcandisrupttheflowofyourthinking.
PracticeSolitude
Oneofthemostpowerfulofallwaystopracticeslowthinkingisforyoutopracticesolitudeonaregularbasis.Manypeoplehaveneverpracticedsolitudeevenonceintheirentirelives.Theyhaveaninsatiableneedtobebusyandactive,fillingeverypossibleminutewithstimuliofsomekind.Butthisisnotforyou.
Thepracticeofsolitudeisquitesimple.Itrequiresthatyoutakeaminimumofthirtytosixtyminutesbyyourself,insilence,withnomusicordistractions,andsimplysittherequietlywithnonoiseoractivity.Youcansitquietlyinnature,inapark,wherethereisnonoise.
Perhapsthebestmentalstateforsolitudeisto“thinkaboutwater.”Sittingandlookingatabodyofwater,evenaswimmingpool,seemstorelaxyourmindandunlockyoursubconsciousandsuperconsciouscapabilities.
SOLITUDEREQUIRESDISCIPLINE
Whenyoufirstpracticesolitude,youwillfinditextremelydifficult.Youwillfidgetandthinkofthingsthatyoucouldgetupanddo.Youwillalmosthavetoholdyourselfdownforthefirsttwentytotwenty-fiveminutes.
Butatthatpoint,somethingwonderfulwillhappen.Allofyourtensionandstresswillbegintodrainaway,andyouwillfeelcompletelyrelaxed.Youwillstarttoenjoythesensationofsimplysittinginthesilence.Andatthispoint,yourmindwillbegintoflowwiththoughts,ideas,insights,perspectives,solutionstoproblems,andotherinspirations,anyoneofwhichcanchangeyourlife.
Justletyourmindflow,likeariver.Youdonotneedtowriteanythingdown.Ifitisagoodidea,itwillremainwithyouafteryourperiodofsolitude.Itissaidthat“menandwomenbegintobecomegreatwhentheybegintotaketimeapartwiththemselvesinthesilence.”
Ifyouhaveneverpracticedthirtytosixtyminutesofsolitude,makeanappointmentwithyourselfforyourfirstsession.Often,Iwouldstopmycarinaparkonthewayhomeinthelateafternoonandsitquietlyforanhour.Youmaystayattheofficeaftereveryonehasleft.Youmaysitinyourbackyardoryourupstairsbedroomwhereitiscompletelysilent.
ITWORKSEVERYTIME
Hereismypromisetoyou.Wheneveryouhaveaproblem,adifficulty,anobstacle,afrustration,orachallengeinyourlife,gointothesilenceandsitquietly.Theveryfirsttimeyoudothis,almostwithoutexception,theanswertoyourbiggestproblemwillcometoyou,almostlikeabutterflyalightingonyourshoulder.
Manyofmystudentsreporttomethatproblemsthathadconcernedthemforweeksormonthswerealmostinstantlyresolvedbytheirfirstpracticeofasessioninsolitude.
Whenyouranswercomes,itwillbecompleteineveryrespect.Itwillanswereverydetailoftheproblemordifficulty.Itwillbesimple,clear,andcompletelywithinyourcapabilitiestoact.Itwillsolveeverydetailoftheproblem.Whenyouarisefromyourperiodofsolitudeandputtheideaintoaction,everythingwillimmediatelyresolveitself.Youwillbeatpeace.
UnleashYourInnerPowers
Theregularpracticeofsolituderequiresslowthinking.Itrequiresthatyoustopallofthebusinessandactivityaroundyouandjustgointothesilencewithyourselfforafewminutes.Thebestnewsisthatthemoreyoupracticesolitude,thefaster,better,andmorecomprehensivewillbetheanswersandideasthatyougetfromeachperiod.
Incorporatestrategicplanning,wheretheconsequencescanbesignificant,takingthetimetobackoff,slowdown,andthinkthroughthecriticalissuescanbetheactionthatdeterminesthesuccessorfailureofthebusiness.
Thereisaruleintimemanagementthatsays,“Everyminutespentinplanningsavestenminutesinexecution.”
Wheneveryouseeasuccessfulenterprise,youseeasuccessfulstrategyinaction.Youseetheresultofanextendedprocessofslowandcarefulthinking.
UsetheGOSPAThinkingModel
Tohelpyourselfandotherstoslowdownandthinkwithgreaterprecision,usetheGOSPAmodelonaregularbasis.TheacronymGOSPAstandsfor“Goals,Objectives,Strategies,Priorities,andActions.”
Goals:Thespecific,measurable,time-boundedresultsyouwanttoachieveoverthelongerterminyourbusiness—yourtargetsforsales,profitability,growth,shareprice,andqualityrankings.
Objectives:Theinterimgoalsthatyouwillhavetoachievetoaccomplishyourmajorgoals.Imaginethatyourgoalsexistatthetopoftheladder—yourlong-termaims—andyourobjectivesaretherungsoftheladderthatyoumustclimbtoachievethem.
Strategies:Thevariouswaysthatyoucouldaccomplisheachobjective.Forexample,inbusiness,oneofyourobjectiveswillbetoachieveacertainlevelofsales.Youcanuseavarietyofdifferentstrategiestoachieveyoursalesobjectives.
Priorities:Thoseactivitiesthataremoreimportantthanothersinachievingyourgoalsandobjectives.Applythe80/20ruletoeverything.Whatarethetop20percentofactionsthatyoucantakethatcanaccountfor80percentofyourresults?
Actions:Whatspecific,measurable,time-boundedactivitiesmustyoutaketoimplementyourstrategies,achieveyourobjectives,andaccomplishyourgoals?
Thismethodofthinking,andcarefullyconsideringeachactionyoumusttake,dramaticallyimprovesyourdecision-makingabilities.Itforcesyoutousebothlong-termthinkingandslowthinkingtogether.
TheLawofProbabilities
Manypeopleattributetheirsuccess,orfailure,toluckofsomekind,goodorbad.Inreality,whenlookingbackatwhatactuallyhappened,successturnsoutnottobeamatterofluckatall.Instead,itisamatterofprobabilities.
TheLawofProbabilitiessaysthatthereisaprobabilitythateverythingcanhappen,andbyusingcertainmathematicalmodels,youcancalculatetheseprobabilitieswithconsiderableaccuracy.Initssimplestapplication,thelawsaysthatifyoudomoreofthethingsthatsuccessfulpeopleandorganizationsdo,youincreasetheprobabilitiesthatyouwilldotherightthingattherighttimeandbesuccessfulaswell.
Bypracticingslowthinkingwheneveritisrequired,youwillfindyourselfdoingmoreoftherightthingsandfewerofthewrongthingsonyourjourneytosuccess.
Successisnotanaccident.Failureisnotanaccident,either.Themorecarefullyyouthinkandplanbeforetakingaction,thefasteryoutakecontroloveryoursuccessinthefuture.
ACTIONEXERCISES
1. Resolvetodaytoputaspacewhereyouthinkslowlybetweenthestimulus,theproblemoridea,andyourresponse.
2. SelectoneimportantareaofyourbusinessorpersonallifeandpracticetheGOSPAmodeltohelpyouthinkclearlyandatyourverybestinplanningyourfuture.
3. Plantodaytotakethirtytosixtyminutesforsolitude,whereyousitincompletesilenceandlistentoyourintuition.Dothisregularly.
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InformedThinkingVersusUninformedThinking
Bewareofendeavouringtobeagreatmaninahurry.Onesuchattemptintenthousandmaysucceed:thesearefearfulodds.
—BENJAMINDISRAELI
THETWOMOSTPOPULARWORDSamongexperiencedbusinesspeopleare“duediligence.”Thisrequirestakingthetime,howeverlong,togetthecriticalinformationyouneedtomaketherightdecision.
Thebiggestmistakeswemakearethosewherewecommittime,money,andresourceswithouthavingdonesufficienthomework.
Thebestdecisionswemakearealmostinvariablybasedonhavingacquiredcompleteknowledgeoftheissuebeforeweact.We“lookbeforeweleap.”
ReasonsforBusinessSuccess
Inbusiness,accordingtoForbesmagazine,thenumberonereasonforfailureisthatthereisnodemandfortheproductorservice.Whateveritis,thecustomersdon’twantitordon’twantitatthepricethatthecompanyhastochargetostayinbusiness.
In2013,morethan$8billionwasspentonmarketresearchintheUnitedStatesalone.Thismoneywasaimedatfindingoutwhatcustomersreallywantedbeforetheproductwasproducedandbroughttomarket.
Butevenwithexhaustiveresearch,80percentofnewproductseventuallyfailandhavetobetakenoffthemarket.
AccordingtoMcKinsey&Company,aleadingbusinessconsultancy,themajorreasonforbusinesssuccessishighsales.Themajorreasonforbusinessfailureislowsales.Allelseiscommentary.
Theprimaryreasonforthepoordecisionsthatleadtomarketfailureisthatthekeypeoplefailedtoasktherightquestionsortogetthenecessaryinformationbeforetheproductwasproducedandsold.
GettheFacts
HaroldGeneen,whoformedaconglomerateofmorethan150companiesatITT,said,“Themostimportantelementsinbusinessarefacts.Gettherealfacts,nottheobviousfactsorassumedfactsorhoped-forfacts.Gettherealfacts.Factsdon’tlie.”
Oneofthemostimportantwordsinbusinesstodayis“validation.”Neverassume.Whenyougetagoodidea,immediatelytakeactiontovalidateit,togatherproofthatitisreallyasgoodasyouthinkitis.
Thinkonpaper.Makealistofalltheinformationyouhaveabouttheproductorserviceandalltheinformationyouwillneedtomaketherightdecision.
Talktootherpeople.Seekadviceandinputfromotherswhohavebeeninthesamesituation.
Hireanexpert.Onepersonwhospecializesinaparticularareacansaveyouafortuneinlosttimeandmoney.
DoaGooglesearch.Putinthekeywordsassociatedwithyourquestion,problem,oridea,andseewhatpopsup.Veryoften,thisgroundhasalreadybeenthoroughlyplowedbysomeoneelse.
Solicitopinions.Askeveryoneinyourbusinesswhomighthavesomeknowledgeaboutthissubjecttosharehisorhercandidopinionsandideas.Onethoughtorobservationcanchangeyourperspectivecompletely.
UsetheScientificMethod
Createahypothesis—ayet-to-be-proventheory.Thenseekwaystoinvalidatethishypothesis,toprovethatyourideaiswrong.Thisiswhatscientistsdo.
Thisisexactlytheoppositeofwhatmostpeopledo.Theycomeupwithanidea,andthentheyseekcorroborationandproofthattheirideaisagoodone.Theypractice“confirmationbias.”Theyonlylookforconfirmationofthevalidityoftheidea,andtheysimultaneouslyrejectallinputorinformationthatisinconsistentwithwhattheyhavealreadydecidedtobelieve.
Createanegativeorreversehypothesis.Thisistheoppositeofyourinitialtheory.Forexample,youareIsaacNewton,andtheideaofgravityhasjust
occurredtoyou.Yourinitialhypothesiswouldbethat“thingsfalldown.”Youthenattempttoprovetheopposite—“thingsfallup.”
Ifyoucannotprovethereverseornegativehypothesisofyouridea,youcanthenconcludethatyourhypothesisiscorrect.
Forexample,youcomeupwithanideaforaproductorservice.Youthenattempttoprovethatthereisnodemandforthisproductorserviceatthisparticularprice.Youapproachaprospectivecustomeranddescribetheproductorserviceandthensay,“Ofcourse,thisisnotsomethingthatyouwant,need,orarewillingtopayfor,isit?”
Ifyourcustomeragreesthathedoesnotwantwhatyouareproposing,youhaveavaluablepieceofinformationtoguideyourdecisionmaking.If,ontheotherhand,thecustomercountersyournegativehypothesisbysaying,“No,no,no.ThisisactuallysomethingthatIwouldbeveryinterestedinbuyingandusingifyouweretobringittomarket,”thenyouhavevalidatedyourinitialtheoryaboutthepotentialdemandforthisnewproductorservice.
BeWillingtoFail
Bepreparedtotryandfail,toproposeandberejected,overandover.Failure,trial,anderrorareabsolutelyessentialtoyourultimatesuccess.
Beyourownmanagementconsultantwithanyofyourideasandconclusions.Askyourselfthebrutalquestionsthataconsultantwouldaskyoutohelpguideyouindecisionmaking.
“Isthereamarketdemandforthisnewproductorservice?”“Howbigisthedemand,andatwhatprice?”“Whatchangeswouldyouhavetomakeinyourinitialideatomakethisa
productorserviceattractiveenoughthatpeoplewouldwanttobuyitinsufficientquantities?”
“Isthedemandforthisnewproductidealargeenoughtojustifydevelopingthisproductratherthansomethingelse?”
“Isthemarketforthisproductideaconcentratedenoughsothatyoucanreachpotentialcustomerswithcurrentmarketingandsaleschannels?”
“Willcustomerspayenoughforthisproductorservicetoenableyoutoearnagreaterprofitthanyouwouldwithsomeotherproductorservice?”
Betoughonyourselfinbecominginformed.Don’tletyourselfoffthehookoraskyourselfsoftballquestions.AsZigZiglarsaid,“Ifyouarehardonyourself,lifewillbeveryeasyonyou.Butifyouinsistonbeingeasyonyourself,lifewillbeveryhardonyou.”
BettertoBeRight
AsthepsychologistJerryJampolskyoncewrote,“Doyouwanttoberightordoyouwanttobehappy?”
Itisamazinghowmanypeoplecomeupwithanewproductorserviceideaandthenfallinlovewiththeidealongbeforetheyvalidatewhetherornotthisissomethingthatasufficientnumberofcustomersarewillingtobuyandpayfor.
Keepgatheringinformationuntilthepropercourseofactionbecomesclear,asiteventuallywill.Checkanddouble-checkyourfacts.Assumenothingonfaith.Ask,“Howdoweknowthatthisistrue?”
Finally,searchforthehiddenflaw,theoneweakareainthedecisionthatcouldprovefataltotheproductorbusinessifitoccurred.J.PaulGetty,oncetherichestmanintheworld,wasfamousforhisapproachtomakingbusinessdecisions.Hesaid,“Wefirstdeterminethatitisagoodbusinessopportunity.Thenweask,‘Whatistheworstpossiblethingthatcouldhappentousinthisbusinessopportunity?’Wethengotoworktomakesurethattheworstpossibleoutcomedoesnotoccur.”
Ifyoucangatheralltheinformationyouneed,andyoucanneutralizeorremovethehiddenflaw,youwillmakevastlybetterdecisionsthanothers.
NothingReplacesExperience
Thisiswhereexperiencedthinkingversusinexperiencedthinkingcanbesovaluable.Nothingreplacesexperienceinafast-moving,rapidlychangingbusinessorindustry.Certaininvaluablelessonscanonlybelearnedbytrialanderror,byhavingcountlessexperiencesandmakinginnumerablemistakesinaparticulararea.
Experiencedpeopledevelopwhatiscalledpatternrecognition.Whentheyareexposedtoaneworexistingbusinesssituation,theycanidentifypatternsthattheyhaveseenbeforethatledtoeithersuccessorfailure.Theycanimmediatelyanticipatethingsthatmighthappenthatwouldrenderthebusinessinvestmentordecisioninvalid.Theycanquicklyidentifyholesinthereasoningsupportingthenewidea.Becauseofthemanypatternsthattheyhaveseeninthepast,theycanquicklyfocusonthecriticalelementsthatcanleadtosuccessorfailure.
BECOMEAMASTEROFTHEGAME
Inastudyofchessplayers,fromlocalchesschampionsuptointernationalgrandmasters,theresearchersassumedthatthedifferenceintheirlevelsofsuccesswastheplayers’abilitytopredictfarmorepotentialmovesthantheiropponentscouldmakeinanygivengame.Thentheyfoundthatchessplayers,atalllevels,seldomthinkmorethanthreeorfourmovesahead.Thinkinganyfurtheraheadthanthatisnothelpfultowinning.
Instead,theyfoundthatateachlevelofexpertise,theplayersrecognizedmorepatternsontheboardthanaplayeratapreviouslevel,whichcouldonlycomefromexperience.
Thegrandmastercouldglanceataboardandalmostinstantlyseeasmanyasfiftythousandpossiblecombinationsofthepieces.Hecouldaccuratelyguesswhatmovetheopponentwaslikelytomakegiventheexistingpatternofthepiecesontheboard.Asaresult,achesschampioncouldplayandwinagainstten,twenty,andeventhirtyopponentssimultaneously.Hecouldwalkfromboardtoboard,glancequickly,recognizethepattern,makeadecision,andmovehispiece.Thengoontothenextboard.
EXPERIENCECOUNTS
Itisthesameinbusinessandtheprofessions.Becauseofextensiveexperience,whichcannotbegainedquicklyoreasily,theexpertcanrapidlyassessacomplexsituationandimmediatelysuggestasolutionthatwassimplynotobvioustoapersonwithlessexperience.
TheCEOsofFortune500companiesearnmorethan$10millionperyearonaverage.Thisisalmostsolelybecauseoftheirabilitytoreactandrespondquicklytocomplexsituations,examplesofwhichtheyhaveseenandworkedwithinthepast,andthenmakequickandaccuratedecisionsthatleadtofinancialresults,sometimesinvolvingmillionsorbillionsofdollars.
RuleNumberOne
Perhapsthemostcommonadvicegivenbywealthypeopleis“Don’tlosemoney.”Inbusinessandinlife,yourgoal,too,mustbetonotlosemoney.Inwarfare,itisoftenthegeneralwhomakesthefewestmistakeswhowinsthebattle.Inlife,itisoftentheindividualwhomakesthefewestfinancialmistakeswholeadshisorhercompanyordivisiontohighlevelsofprofitability.Themoreinformationyougatherbeforeyoumakeadecision,themorelikelyitisthatyouwillmaketherightdecisionthatleadstothesuccessyoudesire.
Youachievethisgoalbytakingthetimetobecomefullyinformedbeforeyoumakeanirrevocabledecisioninthefirstplace.
THESTRATEGYOFTHERICH
BernardBaruch,oneoftherichestself-mademeninAmerica,inhisbookMyOwnStory,wrotethatthebiggestfinancialmistakesheevermadewerebecausehehadfailedtodosufficientduediligencebeforeinvestinghismoney.
WarrenBuffett,todaytheworld’ssecond-richestself-mademultibillionaire,spendsasmuchas80percentofeachdayreadingandinforminghimselfondetailsthatcaninfluencetheinvestmentdecisionshemakes.Heneverstopslearningandgatheringinformation.
CarlosSlim,whowastheworld’srichestmanafewyearsago,hashishomeinMexicoCityfullofnewspapersfromalloverMexicoandaroundtheworld.Hereadscontinuallyineverysourceavailabletohimtogivehimtheinformationheneedstomaketherightbusinessdecisions.
NEVERSTOPGATHERINGINFORMATION
Yourgoalshouldbetobecomebetterinformedthananyoneelseinthoseareasofbusinessandlifethataremostimportanttoyou.Youdothisbycontinuallygatheringinformationandcomparingdifferentideas.Youremainskepticalandproceedslowlytowardyourdecisions.
Themoreinformationyougatherandthemoreexperienceyouaccumulate,thebetterthedecisionsyouwillmakeandthebettertheresultsyouwillachieve.
ACTIONEXERCISES
1. Selectoneareainyourbusinessorpersonallifewhereyouneedtomakeadecisioninvolvingtime,money,andlong-termconsequences.Resolvetofindouteverydetailofthedecisionbeforeyoutakeaction.Acceptnothingonfaith.
2. Askothers.Seekoutoneormorepeoplewhomighthavehadyoursamesituationorproblem,andrequesttheiradvice.
3. Seekthefatalflawinoneareawhereyouneedtomakeadecisiontogoforwardornot.Alwaysassumethatoneexists.
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Goal-OrientedThinkingVersusReaction-OrientedThinking
Mentaltoughnessismanythingsandratherdifficulttoexplain.Itsqualitiesaresacrificeandself-denial.Also,mostimportantly,itiscombinedwithaperfectlydisciplinedwillthatrefusestogivein.It’sastateofmind—youcouldcallit“characterinaction.”
—VINCELOMBARDI
SEVERALSELF-MADEMILLIONAIRES,allofwhomstartedwithnothingandworkedtheirwayup,werehavingdinneratthehomeofoneoftheirgroup.Theconversationwentbackandforthaboutthevariousreasonsforsuccessandwhyitwasthatthepeoplearoundthistablehadachievedsomuchwhentheaveragepersonachievessolittle.Finally,themostsuccessfulofthegroupspokeupandasked,“Whatissuccess?”
Whentheyturnedtohimforhisanswer,hesaid,“Successisgoals,andallelseiscommentary.”
TurningPoints
Throughoutyourlife,youwillhaveaseriesofturningpoints.Thesearemoments,insights,orexperiencesthatcantakeafewsecondsorafewmonths.Butafteroneoftheseturningpoints,yourlifeisneverthesameagain.
Sometimesyourecognizeoneoftheseturningpointswhenittakesplace.Inmostcases,youonlyrecognizethatitwasaturningpointinretrospect.Asyoulookbackonyourlife,youoftenremembersmallthingsthathappenedtowhichyoupaidlittleattention,buttheconsequencesoftheseeventschangedyouinsomewayandhadaninfluenceonthepersonyouaretoday.
Oneofthemajorturningpointsinmylife,andinthelivesofmostsuccessfulpeople,wasmydiscoveryofgoals.Iwastwenty-fouryearsold,broke,unskilled,andworkingasadoor-to-doorsalesman,sellingverylittle,earningverylittle,andsleepingonthefloorofafriend’sone-roomapartment.ThenIdiscoveredgoals.
TheDiscoveryofGoals
Ifoundausedbookinthebottomdrawerofanolddresserinthatone-roomapartment.AsIglancedthroughthebook,Icameacrosstheline“Ifyouwanttobesuccessful,youhavetohavegoals.”
Afewpageslater,itsaidtotakeasheetofpaperandwritedownthegoalsthatyouwouldliketoachievesometimeinthefuture.Ihadnothingtolose.IfoundapieceofpaperandwrotedowntengoalsthatIwantedtoaccomplish.Ipromptlylostthelist.Butthirtydayslater,mylifehadchangedcompletely.Ihadaccomplishedalmostallofthegoalsonthatlistinwaysthatwerecompletelyunexpected.
Idiscoveredasalestechniquethattripledmysales.Asaresult,myincomehadjumped.Imovedtomyownplace.Iwaspromotedtosalesmanager,givenateamofpeopletotrainwithmynewtechnique,andgrantedanoverrideonalltheirsales.AnditallhappenedwithinthirtydaysofmywritingdownalistofthingsIwantedtoachieveonthatpieceofpaper.
TheKeytoRiches
Sincethen,Ihaveread,researched,studied,taught,andcreatedprogramsongoalsettingandgoalattainmentthathavebeenusedbymillionsofpeopleallovertheworld.EverywhereIgo,peoplecomeuptomeandsayalmosttheexactsamething:“Youchangedmylife;youmademerich.”
WhenIaskthemwhatitwasinmyteachingsspecificallythathadsuchaprofoundimpactontheirlives,theyalwaystellmethatitwaslearningabouthowtosetandachievegoals.Itwastheturningpointintheirlives,asithadbeeninmine.
Itisnotuncommontodayforpeopletocomplainandevendemonstrateinthestreetsabout“the1percentversusthe99percent”inoursocietyintermsofincome.Butthey’vegotitwrong.Inreality,itshouldbe“the3percentversusthe97percent.”
Onlyabout3percentofpeoplehaveclear,specific,writtengoalsandplansthattheyworkoneachday.Theother97percenthavehopes,dreams,wishes,andfantasies,butnotgoals.Andthegreattragedyisthattheydon’tknowthedifference.
EarnandAcquireTenTimesasMuch
Inmyexperienceoverseveraldecades,andasaresultofreadingeverystudyintothosepeoplewithandwithoutgoals,Ihavefoundthatthetop3percentearnandacquire,overtime,onaverage,tentimesasmuchasthebottom97percentputtogether.
Whyisthis?Therearemanyreasons.Inthepreviouschapter,wesaidthatamantraofwealthypeopleis“Don’tlosemoney.”
Intermsofsuccess,wecouldsaythatthecorollaryis“Don’tlosetime.”Thefactisthatwhenyouhaveclear,specificgoalsandclearplanstoachieve
thosegoalsandyouworkonthemeveryday,yousaveanenormousamountoftime.Youaccomplishmoreinafewmonthsoryearsthanmanypeopleaccomplishinalifetime.Bysettinggoals,youprogramyourmentalGPS,whichthenfunctionslikeaguidedmissiletomoveyoudirectlytowardthetargetyouhaveaimedat,takingfeedbackfromyourtargetandmaking“coursecorrections”untilyouachieveyourgoal.
AsThomasCarlylewrote,“Thepersonwithoutgoalsmakesnoprogressoneventhesmoothestroad.Thepersonwithcleargoalsmakesrapidprogressoneventheroughestroad.”
Youhaveheardthesaying“Ifyoudon’tknowwhereyou’regoing,anyroadwilltakeyouthere.”
DeveloptheBigThree
Perhapstheverybestwayforyoutodevelopthe“bigthree”ofsuperiorthinking—clarity,focus,andconcentration—isforyoutodevelopcleargoalsforeverypartofyourlife.
Fully95percentofsuccessisdevelopingclarityinthefirstplace.Youmustbecomecompletelyclearaboutwhoyouare—yourstrengths,yourweaknesses,yourspecialtalentsandabilities—andwhatyouwanttodowithyourlife.Thenyoumustfocussingle-mindedlyononethingatatime,withoutdiversionordistraction.
AccordingtobothBillGatesandWarrenBuffett,theabilitytofocusononethingatatimeismoreresponsibleforsuccessinourfast-moving,turbulenttimesthananyothermentalability.
Finally,onceyouhavedecidedwhoyouareandwhatyouwantandhavedecideduponyourpointoffocus,youmustdevelopthedisciplinetoconcentratesingle-mindedlyononethingatatimeandstaywithituntilitis100percentcomplete.
Goalsenableyoutodevelopthequalitiesofclarity,focus,andconcentrationmuchfasterthananythingelseyoucoulddoordecideforyourlife.Goalsarethebestantidoteto“fuzzythinking,”whichisprobablymoreresponsibleforfrustrationandfailurethananyotherfactor.
MinimizeDistractions
Becauseofrapidchangeandconstantelectronicinterruptions—e-mail,texts,telephonecalls,andsocialmedia—moreandmorepeoplearedevelopingaformofattentiondeficitdisorderthatmakesitalmostimpossibleforthemtothinkclearlyortostay“ontask.”Theychecktheire-mailanaverageofforty-fivetimesperday,areslavestoincomingmail,phonecalls,andmessages,andarecontinuallychasingthe“shinyobjects”ofimmediatestimulus.
Thosewhodonothavegoalsaredoomedforevertoworkforthosewhodo.Inlife,youcaneitherworktoachieveyourowngoalsorworktoachievethegoalsofsomeoneelse.Ofcourse,thebestofalliswhenyouhelpyourcompanytoachieveitsgoalsbyachievingyourowngoals.
TheImpactofChange
Perhapsthemostimportantfactoraffectingyourlifetodayisthespeedofchange.Inallofhumanhistory,wehaveneverexperiencedtherateofchangethatweareenduringtoday—exceptfornextmonthandnextyearandfortherestofourlives.
Threemainfactorsareacceleratingtherateofchangeandcausingustofeeloutofcontrol.Ourverybestplansareofteninvalidated,sometimesovernight,byachangeinoneofthesethreecriticalareas.
INFORMATIONEXPLOSION
Thefirstfactordrivingchangeistheinformationandknowledgeexplosion.Informationandnewideasareexpanding,growing,increasingfasterandfaster.Onenewpieceofknowledge,onenewideaorinsight,canupsetoroverturnanentireindustry,causingfailureandbankruptcy.
Moresmartpeoplearedevelopingmoregoodanddisruptiveideastoday,inmoredifferentwaysandonmoredifferentsubjects,thanatanyothertimeinhistory.
THEEXPANSIONOFTECHNOLOGY
Thesecondfactordrivingchangeistechnology—growing,expanding,andincreasingatincrediblespeeds.Advancesintechnologycanquicklytransformentireindustries.ThinkofcompanieslikeNokiaandBlackBerrythatdominatedtheirindustriesuntilthefirstiPhonewasreleasedin2007.Withinfiveyears,bothofthesecompanieswerevirtuallygone.BlackBerrywentfromcontrolling49percentofthebusinesscellphonemarketto0.4percentinthattime,andNokiastoppedsellingcellularphonesandsoldouttoMicrosoft.Onenewtechnologicalbreakthroughontheothersideoftheworldcanputyououtofbusinessaswellifyoudonotrespondtoitquicklyandappropriately.
AGGRESSIVECOMPETITION
Thethirdfactor,perhapsmoredisruptivethananythingelse,iscompetition.Yourcompetitorsarefiercer,moreaggressive,andmoredeterminedthaneverbefore—exceptfornextweekandnextyear.Thecompetitionisfocusedonusingeachnewpotentialpieceofinformationandbreakthroughintechnologytochangeandshapecustomertastes,developnewproductsandservices,andrenderobsoletewhateveryouarecurrentlyoffering.
Yourcompetitioniscontinuallyscouringtheworldofnewinformationandtechnology,seekingopportunitiestoserveyourcustomerswithwhattheywantbetter,faster,andcheaperthanyouaretoday.
McDonald’s,theworld’sleaderinfastfoods,hasbeencaughtflat-footedbycompanieslikeChipotleMexicanGrill.TheGapandAbercrombie&Fitchhavebeenblindsidedbyaggressivecompetitorsofferingmoreappropriateandbetter-qualityproductsatcomparablepricesthataremoreinkeepingwithwhatcustomerswanttoday.
TheequationisSOC=IExTExC(thespeedofchangeisequaltoinformationexplosiontimestechnologyexpansiontimescompetition).Andthe
onlythingweknowisthattherateofchangeisgoingtobefasterandfasterinthemonthsandyearsahead.CharlesDarwinwrote,“Survivalgoesnottothestrongestorsmartestofthespecies,buttotheonemostadaptabletochange.”
GoalsAreEssential
Thisiswhygoalsaresoimportant.Goalsenableyoutocontrolthedirectionofchange,toassurethatyourlifeandworkareself-determinedratherthanbeingdictatedbyoutsideevents.
Oneofthegreatsecretsofsuccessisforyounottoworryaboutthingsthatyoucannotdoanythingabout—factorsthatyoucannotchange.Youcannotchangeorslowdowntherateofchange.Butyoucanadjustandadapttochangemuchbetteraslongasyouareclearaboutyourultimategoals.
Today,youcanbeeitheramasteroravictimofchange.Youcanbeacreatorofcircumstancesoryoucanbeacreatureofcircumstances,overwhelmedandleftbehindbytheonrushingandimpersonalforcesofchangethatyoucannotaffect.
Goalsgivepower,purpose,anddirectiontoyourlife.Goalsbringouttheverybestthatisinyou,enablingyoutorealizeyourfullpotential.
GoalSettingBringsOuttheBest
Goalsettingrequireslong-termthinking,slowthinking,andinformedthinking.Akeysuccessprincipleisforyouto“thinkonpaper.”Theveryactofwritingdownwhatyouwantdramaticallyincreasesyourprobabilityofachievingit.Remember,youcan’thitatargetthatyoucan’tsee.Youcan’thitatargetunlessyoucanclearlydescribeitonpaper.
Thequalityofyourthinkingisgreatlyenhancedbythequalityofthequestionsthatyouaskyourself,especiallyintheareasofgoalsettingandgoalachieving.Herearesomequestionsthatyoushouldaskandansweronaregularbasissothatyoucanmaintainhighlevelsofclarity,focus,andconcentration:
DETERMINEWHATYOUREALLYWANT
Whatdoyoureally,really,reallywanttodowithyourlife?Itseemsthatwhenyouaskthisquestion,itisthethird“really”thathelpsyou
todevelopabsoluteclarityaboutwhereyouwanttobesometimeinthefuture.
Whenyouask“really”threetimes,youdrilldeeperintowhatyouwantmorethananythingelse.
WHATDOYOUREALLYVALUE?
Whatareyourvalues?Whatareyourbasicorganizingprinciples?Whatvirtuesandqualitiesaremostimportanttoyouandmostimportantinthepeoplewhomyoulikeandadmire?
Mostproblemsinhumanlife,mostconfusion,canberesolvedbyareturntovalues.Yourvaluesmakeupyourcore.Theyaretheaxlearoundwhichyourliferevolves.Yourvaluesdetermineyourdeepestemotions.Theydetermineyourbeliefs,expectations,andattitude.“Youdon’tseewhatyoubelieve;youseewhatyouhavealreadydecidedtobelieve.”
Foroneweek,askyourselfthisquestionrepeatedly:“Whatismymostimportantvalueinlife?”
Don’tbesatisfiedwithyourfirstanswer.Yourfirstanswerwillalwaysbesomethingsimple,obvious,andadmirabletootherpeople.Butkeepaskingthequestion.“Whatismymostimportantvalueinlife?”Youmaybesurprisedattheansweryoueventuallycomeupwith.
YOURTHREEMOSTIMPORTANTGOALS
Whatareyourthreemostimportantgoalsinliferightnow?Writedownyouranswerinthirtysecondsorless.Whenyouonlyhavethirty
secondstowritedownyourthreemostimportantgoalsinlife,youranswerswillbeasaccurateasifyouhadthirtyminutesorthreehours.Whatarethey?
NOFEAROFFAILURE
Imaginethatyouhave$20millioninthebankbutyoudiscoverthatyouonlyhavetenyearslefttolive.Whatwouldyouchoosetodowiththenexttenyears?
Thisquestionliberatesyoutemporarilyfromthelimitingconcernovermoneyandresources.Mostpeopleholdbackondoingwhattheyreallywanttodobecausetheyfeelthattheycannotafforditorthattheydonothaveenoughtime,talents,orresourcestoachieveit.
Butwhenyouimaginethatyouhave$20millioninthebankandyoumustchoosetodosomethingwiththenexttenyears,youwilloftenseeclearlywhatis
mostimportanttoyou—your“heart’sdesire.”Whatmightitbeforyou?
SIXMONTHSTOLIVE
Imaginethatyouvisityourdoctorforacompleteexamination.Hethensitsyoudownandtellsyouthathehasgoodnewsforyouandbadnews.Thegoodnewsisthatyouaregoingtoenjoysuperbphysicalhealthforthenextsixmonths.Thebadnewsisthatyouaregoingtodropdeadofanincurableillnessonthe181stday.
Ifyouonlyhadsixmonthslefttolive,howwouldyouspendyourtime?Whatwouldyoudo?Whowouldyouspendyourtimewith?Whatwouldyouwanttocomplete?Whatkindoflegacywouldyouwanttoleave?
Thesequestionshelpyouclarifywhatitisthatyouvalueandwhatisreallyimportanttoyou.You’vehearditsaidthat“Nooneontheirdeathbedeversaidthattheywishedtheyhadspentmoretimeattheoffice.”
YOURFEELINGOFIMPORTANCE
Whatsortsofactivitiesgiveyouyourgreatestfeelingofimportance,ofpersonalvalueandself-esteem?
DaleCarnegieoncesaid,“TellmewhatgivesamanhisgreatestfeelingofimportanceandIwilltellyouhisentirephilosophyoflife.”
Whatactivitiesoraccomplishmentshavebeenmostresponsibleforyourgreatesthappinessinlifetodate?Whatdoyoudoespeciallywell?Whathasbeenmostresponsibleforyourbiggestsuccesses?Whatwouldyouliketodo,alldaylong,evenifyoudidn’tgetpaidforit?
ONEGREATGOAL
Whatonegreatgoalwouldyoudaretosetforyourselfifyouknewyoucouldnotfail?
Thefearoffailureisthegreatestsingleobstacletosuccessandtheprimarycauseoffailureinadultlife.Imaginethatyouhavenolimitations.Imaginethatyouhaveallthetimeandmoney,allthepeopleandrelationships,allthefriendsandcontacts,andallthetalentandabilitythatyouneedtoaccomplishanygoalthatyoucansetforyourself.Whatwoulditbe?
Yourabilitytothinkclearlyaboutwhoyouareandwhatyoureallywantiscentraltoyourlivingahigh-performancelife.Askingandansweringthesequestionsonaregularbasishelpyoutodevelopclarity,focus,andconcentration.
Goal-SettingProcess
NapoleonHilloncewrotethatthekeytosuccessistouse“provensuccessformulas.”Findoutwhatothersuccessfulpeopledooverandover,andthendothesamethingsthattheydo.BytheLawofCauseandEffect,ifyoudowhatothersuccessfulpeopledo(thecauses),youwillsoongetthesameresults(theeffects)thattheydo.
Thereisasimplebutpowerfulprocessofsettingandachievinggoalsthatyoucanuseimmediatelytotransformandevensuperchargeyourlife.Hereitis:
1. Decideexactlywhatyouwant.Mostpeopleneverdothis.Mostpeoplewantmanydifferentthingsbutnoonethinginparticular.Amajorreasonforfailureinadultlifeisthatmostpeoplethinkthey
alreadyhavegoals.Butwhattheyhavearenotgoals.Theyaremerelywishes,hopes,andfantasies.Arealgoal,ontheotherhand,issomethingclearandspecific.Einsteinsaid,“Ifyoucannotexplainyourgoaltoasix-year-oldchild,you
probablyaren’tclearaboutityourself.”2. Writeitdown.Agoalthatisnotinwritingismerelyawishorahope.Itis
saidthatgoalsare“dreamswithdeadlines.”Whenyouwritedownagoal,youtakeitoutoftheairandmakeitclearandtangible.Youcanseeit,touchit,andreadit.Itnowexists,whereasbeforeitwasmerelyafigmentofyourimagination,likecigarettesmokeinalargeroom,withnoformorsubstance.Only3percentofadultshaveclear,writtengoals,andeveryoneelse
worksforthem.Theyearnandaccomplishtentimesasmuchastheaveragepersonoverthecourseoftheirworkinglifetimes.Peoplewithwrittengoalsoftenaccomplishmoreinoneyearthantheaveragepersonaccomplishesinfiveortenyears.Hereisthediscovery:Eachgoalyouwritedown,andeachtimeyouwrite
it,youareactuallywritingandprogrammingintoyoursubconsciousmind.Onceyouhavewrittendownagoal,yoursubconsciousmindacceptsthis
asacommandandbeginsworkingtobringthisgoaltoyou,andbringyouto
thisgoal,twenty-fourhoursaday,wakingandsleeping.Writtengoalsareverypowerful.
3. Setadeadline.Adeadlineactsasa“forcingsystem”foryoursubconsciousmind.Itgivesyoursubconsciousandsuperconsciouspowersatargettoaimat.Fromthetimeyouwritedownyourgoalandsetadeadline,youwillbemoremotivatedthanevertotakethestepsnecessarytoachieveit.AwrittengoalwithadeadlineactivatestheLawofAttraction.Youbegin
toattractintoyourlifepeople,ideas,resources,andopportunitiestohelpyoutomovefastertowardyourgoal.Whathappensifyoudon’tachieveyourgoalbythedeadline?Simple—
setanotherdeadline.Manythingscanhappenoverwhichyouhavenocontrolthatcansetbacktheaccomplishmentofyourgoal.Noproblem.Justsetanotherdeadline.Remember,therearenounrealisticgoals,merelyunrealisticdeadlines.
4. Makealist.Writedowneverythingyoucanthinkofthatyoucoulddotoachieveyourgoal.Includethepeople,knowledge,andresourcesyouwillneed.Keepaddingtothislistuntilitiscomplete.Theveryactofmakingalistofeverythingyoucanthinkoftoachieve
yourgoalincreasesyourbeliefthatthegoalisattainable.Itmotivatesandstimulatesyou.AsHenryFordsaid,“Anygoalcanbeachievedifyoubreakitdownintoenoughsmallparts.”
5. Organizethelistintoaplan.Thefirstwayyouorganizethelistisbysequence.Createachecklist,alistofallthesteps,oneaftertheother,thatyouwillhavetotaketoachieveyourgoal.Workingfromawrittenchecklistwillincreasethespeedatwhichyouachieveyourgoalbyperhapsfiveortentimes.Thesecondwayyouorganizeyourlistisbypriority.Whatismore
important,andwhatislessimportant?Twentypercentoftheitemsonyourlistwillaccountfor80percentofyoursuccess.Whatarethey?
6. Takeactionimmediatelyonyourplan.Dosomething.Doanything.Takethefirststep.AsEinsteinsaid,“Nothinghappensuntilsomethingmoves.”Nothinghappensuntilyoumoveaswell.
7. Dosomethingeverydaytomoveyoutowardtheachievementofyourmostimportantgoal,whateveritisatthattime.Nevermissaday,sevendaysaweek.Whenyoudosomethingeveryday,youtriggerthe“momentumprinciple”
ofsuccess.Itmaybehardtotakethefirststep,togetgoingtowardyourgoal,butafterthatitbecomeseasierandeasier.Youdevelopmoreandmore
momentum.Youmovefastertowardyourgoal,andyourgoalmovesfastertowardyou.Andyoucanalwaysseethefirststep.
Goal-SettingExercise
Hereisasimpleexercisethathastransformedthelivesofhundredsofthousandsofpeoplearoundtheworld.Itissoeffectivebecauseitissosimple.
1. Takeoutacleansheetofpaperandwritetheword“Goals,”plustoday’sdate,atthetopofthepage.Thenwritedowntengoalsthatyouwouldliketoachievewithinthenexttwelvemonths.Thesemaybeone-weekgoals,one-monthgoals,six-monthgoals,or
twelve-monthgoals.Buttheyareallgoalsthatyouwouldliketoachieveoverthenextyear.Itseemsthatgoalsyouwanttoachievewithinoneyeararemore
motivationalthangoalsthatreachfiveortenyearsintothefuture,eventhoughyouwilleventuallysetthesegoalsaswell.Whenyouwritedownyourgoals,usethethreePs.Makethempresent
tense,personal,andpositive.Yoursubconsciousmindcanonlyworkonagoalthatisproperlyphrasedthisway.Eachgoalstartswiththeword“I”followedbyanactionverb.Forexample,yourgoalcouldbe,“Iearn$XXXbyDecember31ofthis
year.”Writeyourgoalasthoughyouhavealreadyachieveditandyouare
explainingtosomeoneelsewhatyouhavealreadyaccomplished.Insteadofsaying,“Iamgoingtoquitsmoking,”youwouldwrite,“Iama
nonsmoker.”Writedownthefirsttengoalsyoucanthinkofinthepresenttense,and
makethempersonalandpositive.2. Onceyouhaveyourlistoftengoals,askthisquestion:“Whichonegoalon
thislist,ifIweretoachieveit,wouldhavethegreatestpositiveimpactonmylife?”Thereisalwaysonegoalthatfitsthisdescription.Onceyouhaveselected
thisgoal,itbecomesyour“majordefinitepurpose”inlife.3. Transferthisgoaltothetopofacleansheetofpaper,makingitpersonaland
positiveandinthepresenttense.Forexample,“Iearnthisspecificamountofmoneybythisdate.”
4. Youthenmakealistofeverythingyoucanthinkoftoachievethisgoal.Writedownatleasttwentyideas.Writedowntheobviousanswersandthentheoppositetoeachofthose
answers.Keepwritinguntilyouhavetwentydifferentactionsyoucouldtakethatwouldhelpyoutoachievethisgoal.
5. Organizethislistintoaplan,achecklistwiththethingsthatyoucoulddo,fromfirsttolast.
6. Takeactionimmediatelyononetask,thefirstitemonyourlist,andcompletethisonetaskassoonaspossible.
7. Fromthenon,dosomethingeverydayonthislisttomoveyoutowardyourmajorgoal.Neverallowanexception.Dothissevendaysaweek.
ThinkAboutYourGoal
Rememberthegreattruth:Youbecomewhatyouthinkaboutmostofthetime.Eachmorningwhenyougetup,thinkaboutyourgoal.Alldaylong,thinkaboutyourgoal.Intheevening,reviewyourprogressonyourmajorgoal.
Themoreyouthinkaboutyourgoal,themoreideasyouwillgettoachieveit.Intensegoalorientationstimulatesyoursubconsciousandsuperconsciousmindstowardgoalattainment.Themoreyouthink,plan,andworkonyourmajorgoal,thefasteryoumovetowardit,andthefasteritmovestowardyou.
Begintodaytobecomeagoal-focusedperson.Thiswillhelptounlockyourmentalpowers,stimulateyourcreativity,channelyourenergies,andmotivateyouforwardmorethananyothersingleactivity.
ACTIONEXERCISES
1. Decideexactlywhatyouwantinoneareaofyourlife,theonegoalthatcouldhavethemostpositiveimpactonyourlife.
2. Writeitdown,makingitpersonal,positive,andinthepresenttense,asifitwerealreadyareality.3. Makeaplantoachievethisonegoal,andthendosomethingeverydaythatmovesyouclosertoit.
5
Result-OrientedThinkingVersusActivity-OrientedThinking
Itisthosewhohavethisimperativedemandforthebestintheirnatures,andwhowillacceptnothingshortofit,thatholdthebannersofprogress,thatsetthestandards,theideals,forothers.
—ORISONSWETTMARDEN
ANOTHERMAJORTURNINGPOINTinmylifetookplaceinmytwentieswhenIlookedaroundandnoticedthattherewerelotsofpeoplemysameagewhoseemedtobedoingmuchbetterinlifeandworkthanIwas.Theyworenicerclothes,hadbetterjobs,anddrovenewercars,andsomeofthemevenhadhomesandfamilies.
Meanwhile,Idroveanoldcar,woreoldclothes,workedatasalesjob,thoughtabouthowmucheverythingcost,andworriedaboutmoneyallthetime.Thisisnotagreatwaytolive.
MyturningpointcamewhenIstartedtoask,“Whyisitthatsomepeoplearemoresuccessfulthanothers?”
Thisquestionchangedmylife.Itsetmeoffonalifelongsearchtofindtheanswers.IntheBible,itsays,“Seek,andyeshallfind,...[for]hethatseekethfindeth.”Thisturnedouttobetrueforme.AsIbeganaskingthisquestion,theanswersstartedtocometome,likeironfilingsattractedtoamagnet.
MakeMoreMoney
Inmonetaryterms,theanswerwassimple,obvious,andclear.Highlypaidpeoplearehighlyproductive.Theyusetheirtimebetterthanaveragepeople.Theygetmoreandbetterresultsforwhichpeoplearewillingtopaythem.They
spendmoreandmoretimedoingmoreandmorethingsofgreaterandgreatervalue.
Hereisaquestion:Whatisyourmostvaluablefinancialasset?WhenIfirstheardthisquestion,Iwasnotclearabouttheanswer.ThenIlearnedthatitisyour“earningability.”Yourabilitytoearnmoneyisyourmostvaluablefinancialasset.
Youcouldloseyourjob,yourhome,yourcar,andallyoursavingsandinvestmentsandbelefttherestandingonthesidewalkwithonlytheclothesonyourback.Butaslongasyoustillhadyourearningability,youcouldearnitallbackandmore.Thishashappenedsomanytimesforsomanypeoplethatitisalmostanurbanlegend.
WhydotheCEOsofFortune500companiesearnanaverageofmorethan$10millionperyear?It’sbecausetheyhavedevelopedtheirearningabilitytothepointwheretheycangetresultsthataresometimeshundredsoftimesgreaterthantheirsalariesintermsofprofitabilityfortheircompanies.Companiesarewillingandeagertopaythemalmostanyamountbecauseoftheirprovenabilitytogeneratemillionsandevenbillionsofdollarsinprofits.Andiftheylosttheirjobsforanyreason,theywouldimmediatelybehiredbyanotherlargecompanyandpaid$10millionperyearormore.
EarningAbilityDefined
Yourearningabilityisyourabilitytogetresultsthatpeoplewillpayyoufor.Itisnotyourabilitytogotowork,putinyourtime,and“playwellwiththeotherkids.”Itisyourabilitytogetthejobdonequicklyanddependably,ontimeandonbudget.
Allsuccessintheworldofworkboilsdowntoonesimpleresult:taskcompletion.Inthefinalanalysis,yourabilitytocompleteyourtasksconsistentlyanddependablyiswhatmakesyouavaluableandindispensableresourcetoyourorganization.
Toppeopledeveloptheabilitytocompletebiggerandbiggertasksthathavemoreandmorevalue.Theydevelopthereputationofbeingthe“go-toperson.”
Peoplesay,“Ifyouwantitdonequicklyandwell,giveittohimorher.”
JointheTop20Percent
The80/20ruleseemstoapplytotheworldofwork.Twentypercentofpeopleareonthefasttrack,continuallyincreasingtheirvalue,movingup,andearning
moremoney.Eightypercentofworkingpeopleinallfieldsaretimeservers.Theycometoworkatthelastpossibleminuteandleaveatthefirstpossibleminute.Whiletheyarethere,theyusetheirtimepoorlyincomparisonwiththepeopleonthefasttrack.
AccordingtoRobertHalfInternational,fully50percentofworkingtimeiswasted.Mostworkingtimeiswastedinidlechitchatwithco-workers.Itiswastedinnonstopelectronicdistractions,answeringe-mail,goingonandoffsocialmedia,replyingtotexts,andansweringtelephonecalls.Theaverageperson,includingmanagers,checkshise-mailforty-fivetimesaday.
Peoplewastetheirtimebycominginlate,leavingearly,andtakingextendedcoffeeandlunchbreaks.Theyreadthenewspaper,takecareofpersonalbusiness,andgenerallyfunctionatalowlevelofperformance.
TheRootsofPoorPerformance
Whyisthis?Itislargelytheresultofhabitsformedearlyinlife.Thefirstexposureto“work”iswhenthechildgoestoschoolforthefirsttime.Thechildissurroundedbyotherchildrenofhisorhersameage.Whatdoyoudowithchildrenofyoursameage?Youplay!
Fromtheageoffiveorsix,schoolbecomestheprimaryplayplaceforthechild.Overtheyears,thechildevolvesthroughtheschoolsystem,primarilyfocusedonsocialinteractionandplayingwiththeotherkids,beforeschool,duringschool,afterschool,andonweekends.
Thentheyoungadultfinishesschoolandgoestoworkforthefirsttime.Thefirstthingheseeswhenhelooksaroundathisnewjobisotherpeoplehissameage.Whatdoyoudowithotherpeopleyoursameage?Youplay!
TheEffectofHabit
Asaresultofhabit,almostautomatically,workbecomesanextensionofschool.Itbecomestheprimaryplayplaceinadultlife.Itisestimatedthattheaveragepersondoesnotreallystartworkuntilabout11:00a.m.andthenbeginstoslowdownandwrapupthedayatabout3:30p.m.Inbetween,hespendsmostofhistimeplayingwithhisfriends.Butthisisnotforyou.
Wastingyourtimeandplayingwithyourfriendsalldaylongisforpeoplewhohavelittleornofuture.Butyouaredifferent.Youseesuccessandaccomplishmentatworkasyourspringboardtoachievingyourgoalsandaccomplishingeverythingyouwantinlife.
WorkAlltheTimeYouWork
Here,then,istherule:Workallthetimeyouwork.Whenyougotowork,work.Donotplaywithyourfriends,checkyoure-maileveryfiveminutes,readthenewspaper,ortakecareofpersonalbusiness.Workallthetimeyouwork.Ifyouarereallyseriousaboutgettingresults,startalittleearlier.Workalittleharderduringtheday.Stayalittlelater.Pickupthepace.Movefaster.Keepfocusedonyourmostimportanttasks.Don’twastetime.
Ifsomeonewantstotalkwithyou,yousay,“I’dlovetotalktoyou,butrightnowIhavetogetbacktowork.”
Thisshutsmostpeopledownimmediately.Howcantheystopyoufromgetting“backtowork”?Tellthemthatyouwouldbedelightedtotalktothemafterworkorontheweekend.Meanwhile,yourpersonalmantrais“Backtowork!Backtowork!Backtowork!”
Yourgoal,knownonlytoyou,istodevelopthereputationforbeingthehardest-workingpersoninyourcompany.Workallthetimeyouwork.
WhenAreYouWorking?
Manypeoplethinkthatbecausetheyareatwork,theyareactuallyworking.Butyouareonlyworkingwhenyouarestartingandcompletingimportanttasks.Youareonlyworkingwhenyouaregettingresultsthatyourcompanywantsandneedstogeneraterevenuesandcreatevalue.Toppeoplespendmoreandmoretimedoingthingsofhighervalue.Averagepeoplespendmuchormostoftheirtimeonactivitiesoflowervalueornovalueatall.
Allteaching,books,andcoursesontimemanagementcomedowntohelpingyouaskandanswerthequestion,“Whatisthemostvaluableuseofmytimerightnow?”Yourabilitytoaskandanswerthisquestionaccurately,andthentodoexactlywhatisthemostvaluableuseofyourtime,determinesyoursuccessinyourcareerasmuchasormorethananyothersinglefactor.
GetStartedandKeepGoing
Youcanuseaseriesofstrategies,tactics,methods,andtechniquestogetstartedandthentokeepgoinguntilyoucompletethemostimportanttaskbeforeyou.Tomanageyourtimeeffectivelyandgetmaximumresults,youbeginwithcleargoalstowhichyouarecommitted.
Someofthemostimportantquestionsthatyoucanaskandansweronaregularbasisarethefollowing:
1. WhatamItryingtodo?2. HowamItryingtodoit?3. Howisthisworkingforme?AmIgettingthekindsofresultsIwant?4. Whataremyassumptions?5. Whatifmyassumptionsinthisareaarewrong?6. CouldtherebeabetterwaytoachievetheresultsthatIwant?7. IfIwasstartingthisworkoveragain,whatwouldIdodifferently?
Onceyouareclearaboutyourmostimportantgoalorobjective,yourtoppriority,youcanuseaseriesofprovenmethodsandtechniqueseachdaytogetyourmostimportanttaskcompletedontime.
TimeManagementTools
Themostpowerfultimemanagementtoolisalist.Youstartwithyourmajorgoalorgoalsandthenmakechecklistsofeverythingyouwillneedtodotoachievethatgoal.Inyourwork,youbeginwithalistofeverythingyouwanttoaccomplishthatday.
Ideally,youshouldcreateyourworklistthenightbefore,attheendofyourworkday.Whenyouplanyourdaythenightbefore,youareinrealitysettingaseriesofmini-goalsforthefollowingday.Writingitoutintheeveningallowsyoursuperconsciousmindtoworkonyourlistofmini-goalswhileyousleep.Youwilloftenawakewithideasandinsightsthatyoucanusetogetmoreofyourmostimportantworkdonefaster.
Ifyouwerenotabletomakeoutalistthenightbefore,thefirstthingyoudointhemorning,beforeanything,istoplanyourdayonpaper.Makealistofeverythingyouintendtoaccomplishthatday.Refusetodoanythingthatyouhavenotfirstwrittendownonyourlist,notevenatelephonecall.
Theveryactofworkingfromalistwillincreaseyourproductivityby25–50percenttheveryfirstday.
Don’tCheckYourE-mail
Disciplineyourselftonotcheckyoure-mailfirstthinginthemorning.Youcandoubleandtripleyourproductivitybybreakingtheaddictiontoelectronicinterruptions,especiallye-mail.Instead,resolvetocheckyoure-mailonlytwiceperday,at11:00a.m.andat3:00p.m.Turnoffthesoundonyourcomputerthatalertsyoutoincominge-mails.Donotallowyourselftobecomeaslavetosomeoneelserandomlycommunicatingwithyouonissuesthatinmostcasescanwaituntillater,andevenmuchlater.
SetPrioritiesonYourList
Onceyouhavepreparedyourlist,youroutlinefortheday,yousetprioritiesonyourlistinthreedifferentwaysbeforeyoubeginworking.Thisisanotherdisciplineorhabitthatcandramaticallyincreaseyourproductivity,performance,andoutput.
First,applythe80/20ruletoyourdailytasksandactivities.Rememberthat80percentofyourresultswillcomefrom20percentoftheitemsonyourlist.Ifyouhavetenthingstodoinaday,twoofthoseitemswillbeworthmorethantheothereightputtogether.Whatarethey?
TheABCDEMethod
UsetheABCDEmethodtocategorizeyourtasks.Applytheideaof“consequences”toeachactivity.Intimemanagement,somethingthatisimportanthasseriouspotentialconsequences.Somethingthatisunimportanthaslowornoconsequencesatall.Thinkbeforeyouact.
A=Mustdo—thereareseriouspotentialconsequencesfordoingornotdoingthistask.PutanAnexttoeachofthemostimportantitemsonyourlist.
B=Shoulddo—therearemildconsequencesfordoingornotdoingthis,butitisnotasimportantasyourAtasks.
C=Nicetodo—buttherearenoconsequencesonewayoranotherifyouhaveacoffeebreak,chatwithaco-worker,orcheckyoursocialmedia.
D=Delegate—youshoulddelegateeverythingthatyoupossiblycan,eventasksthatyoulikeandenjoy,tofreeupyourtimefordoingonlythosefewthingsthatyoucandobestandaremostimportant.
E=Eliminate—deliberatelystopdoingalllow-value/no-valuetasksandactivities.
Onceyouhaveputaletternexttoeachtask,gothroughandputA-1,A-2,A-3nexttoyourmostimportantAtasks.ThendothesamethingwithB-1,B-2,B-3,andsoon.
TheruleisthatyouneverdoaBtaskwhileyouhaveanAtaskleftundone.BeginimmediatelytoworkonyourA-1task.Onceyouhavedecidedthisorderofpriority,everythingelseonyourlistisawasteoftimecomparedwithyourA-1task.
Practicethe70percentrule.Ifanyoneelsecandothis70percentaswellasyou,delegateandpassoffthistasktothatperson.Becauseofthecomfortzone,webecomeaccustomedtodoingthingsofnoorlowvaluethatweoncedidinthepastbutthatarenolongerimportanttotheresultsweareexpectedtoachieve.
FocusonyourAtasksonebyoneuntiltheyarecomplete.
TheLawofThree
OneofthemostpowerfulandproductivetimemanagementtoolsiscontainedintheLawofThree.Thislawstatesthatthereareonlythreetasksthatyoudothataccountfor90percentofthevalueofyourcontributiontoyourcompanyandtoyourself.Everythingelseyoudofallsintheother10percent.
Withmyclients,Iaskthemtomakealistofeverytask,largeandsmall,thattheydointhecourseofaweekoramonth.Mostpeopleendupwithtwentytothirtytasks.Somepeoplecomebackwithalistcontainingfiftyorsixtytasks!Onceyouhaveyourlistoftasks,youaskthethreemagicquestions:
1. IfIcoulddoonlyonethingonthislist,alldaylong,whichoneactivitywouldcontributethegreatestvaluetomycompanyandmyself?
Thisanswerusuallyjumpsoutatyoufromthepage.Itisusuallyobviousandclear.Andyoumustknowthisanswer,whateveritis.Itisimpossibleforyoutobehighlyproductiveunlessyouarecrystalclearaboutthemostvaluablethingyoucouldpossiblybedoing.
MaketheMainThingtheMainThing
WhenIconductedapersonalstrategicplanningexercisewiththepresidentofalargecompany,hefeltthathewasquiteclearaboutthemostimportantthinghecouldbedoingalldaylong.Butaswediscusseditfurther,itturnedoutthathewascompletelywrong.Itwasanimportanttask,tobesure,butitwasnothistasktodo.Themostvaluableuseofhistimewassomethingcompletelydifferent.
Thisrevelationchangedhiscareerandthedirectionofthecompany.Inthenexttwelvemonths,witheveryonepracticingthisLawofThree,thecompanydoubledinsalesandprofitability.
2. Nowaskyourself,“IfIcoulddoonlytwothingsonthislistalldaylong,whatwouldbenumbertwo?”Thisisnotalwayseasytodetermine.Often,youwillneedtositwithyour
boss,colleagues,andco-workersandgettheirinput.Itisnotunusualforyoutoconcludethatonetaskismoreimportant,buttoyourbossandco-workerssomethingelseyoudoisvastlymoreimportant.
3. Nowaskyourselfthethirdmagicquestion,“IfIcouldonlydothreethingsonthislist,alldaylong,whatwouldbethethirdmostimportanttask?”
Again,ifyouarenotsure,askthepeoplearoundyou.Forsomepeople,theanswersareclearassoonasyouaskthequestions.Forothers,theanswersareunclear.Butyoumustknowtheanswerstothesequestions.Ifyoudon’t,youareindangerofwastingyourtimedoingthingsoflesservalueormaybeeventhingsofnovalueatall.
FourCorollariestotheLawofThree
Onceyouhavedeterminedyour“bigthree,”practicethissimpleformulatodoubleandtripleyourproductivityandoutput:
1. Dofewerthings.Thefactisthatyouwillnevergetcaughtup.Youwillneverbeabletodoallthethingsthatyouhavetodo.Theonlywaythatyoucangetcontrolofyourlifeisbystoppingdoingthingsoflowvalue.
2. Domoreimportantthings.Workononeormoreofyourthreemostimportanttasks.
3. Doyourmostimportanttasksmoreofthetime.Spendyourentiredayonthemifyoupossiblycan.
4. Getbetterateachofyourmostimportanttasks.Continuouslearningandpersonalimprovementareessentialtoyoursuccess,butinwhatareas?Answer:Getbetteratachievingresultsatthosetasksthataremoreimportantthananythingelse.
QuestionstoAsk
Oneofthebestofalltimemanagementquestionsisthis:“Whatonetask,ifIweretodoitespeciallywell,wouldmakethegreatestpositivedifferenceinmywork?”
Thereisalwaysananswertothisquestion.Whatcanyou,andonlyyou,dothatifdonewellwillmakearealdifference?Whateveryouransweristothisquestion,youshouldbeworkingonthatmostofthetime.Thiswillalmostinvariablybeoneofyour“bigthree.”
Reviewyourlistofactivitiesforthedayandaskthisquestion:“IfIweretobecalledoutoftownforamonthandcouldonlydoonethingonthislist,whichonetaskwouldIwanttobesuretocomplete?”
Whateveryouranswertothatquestionis,isprobablywhatyoushouldstartworkingonfirstthinginthemorning.
OvercomingProcrastination
Yourabilitytoovercomeprocrastinationandgetstartedonyourmostimportanttaskisoneofthemostvaluabledisciplinesthatyoucandevelop.
Asithappens,everyoneprocrastinates.Highlyproductivepeopleprocrastinatejustasdounproductivepeople.Whatisthedifference?Theansweristhathighlyproductivepeopleprocrastinateonlow-valuetasks.Theypractice“creativeprocrastination.”Theyconsciouslydecideuponthosethingsthattheyarenotgoingtodountillater.
Unproductivepeopleprocrastinateontasksofhighvalue—thosefewtasksthatcanmakeallthedifferencetotheircompaniesandintheircareers.
Herearesomeprovenwaystoeliminateprocrastination:
1. Makealistofeverythingyouhavetodoeachdaybeforeyoubegin.Wehavealreadycoveredthisindetail.
2. Takeyourmostimportanttask,andmakealistofallthestepsyoucouldtaketocompletethatparticulartask.
3. Practicethesalamislicemethod.Sliceoffonepieceofalargetaskanddoonlythat.Oftenthiswillgetyoulaunchedintotheproject,andyourprocrastinationwilldisappear.
4. TrytheSwisscheesetechnique.Selectonepieceofamajortask,andresolvetocompletethatoneactionimmediately.Often,thiswillbreakthedamofprocrastinationandlaunchyouintothelargertask.
5. Rewardyourself.Giveyourselfaspecificreward,suchasacupofcoffeeorabriefbreakforcompletingoneofthesubtasksonyourlist.
6. Workinten-minuteblocks.Insteadofworryingaboutcompletingtheentiretask,resolvetoworkfullblastfortenminutestogetstarted.
7. Haveeverythingyouneedathandwhenyoubegin.Theactofpreparingtoworkoftenlaunchesyouintothejobitself.
8. Applythe80/20ruletoalargetask.Thisrulesaysthatthefirst20percentofthetaskoftencontains80percentofthevalueoftheentirejob.Resolvetodothefirst20percent,andyouwilloftenbreakthebackofprocrastinationonthattask.
Thekeytosuccessinyourworkistaskcompletion.Forthis,perhapsthesinglemostpowerfultimemanagementtechniqueis“single-handling.”
Thismeansthatonceyoustartworkonyourmostimportanttask,youdisciplineyourselftofocusandconcentrate100percentonthattaskuntilitiscomplete.
WellBegunIsHalf-Done
Thehabitofstartingandcompletingyourmostimportanttaskfirstthingeachmorningwilltransformyourlife.Taskcompletionreleasesendorphins,nature’s“happydrug,”inyourbrain.Theseendorphinsenhanceyourcreativity,improveyourpersonality,motivateyou,andgiveyouenergy.Theymakeyoufeelmorepowerfulandproductive.
Whenyoustartandcompleteanimportanttaskfirstthinginthemorning,youlaunchyourselfinto“thezone.”Youactuallyfunctiononahigherlevel,gettingmoretop-qualityworkdonefasteralldaylong.
FocusonResults
Keepasking,“Whatresultsareexpectedofme?”Andofalltheresultsthatyoucouldpossiblyachieve,whatarethemost
importantthingsyouneedtodoquicklyandwellthatcanmakethegreatestdifferenceinyourcareer?
Whateveryouransweristothisquestion,getstartedonthatonetaskimmediately,andkeepgoinguntilitiscomplete.Thedevelopmentofthishabitwillquicklymoveyouintotheranksofthemostproductivepeopleinyourbusinessandindustry.
ACTIONEXERCISES
1. Thinkonpaper.Writethingsdown.Alwaysworkfromalistor,evenbetter,achecklist.2. Determineyour“bigthree,”thosetasksthatrepresent90percentofthevalueofyourcontribution
toyourcompanyandtoyourself.3. Disciplineyourselftostartimmediatelyeachmorningonthemostvaluableuseofyourtime,and
thenpersistuntilthattaskis100percentcomplete.
6
PositiveThinkingVersusNegativeThinking
Holdyourselfresponsibleforahigherstandardthananybodyelseexpectsofyou.Neverexcuseyourself.Neverpityyourself.Beahardmastertoyourself—andbelenienttoeverybodyelse.
—HENRYWARDBEECHER
ARISTOTLE,perhapsthegreatestphilosopherofalltime,studiedthehumanconditionmoreextensivelythananyothermaninhistory.Heconcludedthattheultimategoalofhumanlifeandendeavorwashappiness.Hesaidthateveryactapersontakesisaimedatachievingagreaterstateofhappiness,howevertheindividualdefinesit.
Youwanttogetagoodjob.Why?Toearnmoremoney.Why?Tobeabletoprovideforyourfamilyandenjoyagoodlifestyle.Why?Toachievepersonalandfinancialsecurity.Why?Soyoucanbehappy.
TheTrueMeasure
Thetruemeasureofhowsuccessfulyouareinlifeishowhappyyouare—mostofthetime.Ifyouarewealthy,famous,orpowerfulbutyouarenothappy,youhavefailedinyourprimaryresponsibilitytoyourselfasahumanbeing.
Everyhumanactisaimedatachievingagreaterstateofhappiness,howevertheindividualdefinesit.Thisdoesnotmeanthateveryactleadstohappiness.Manypeoplemakeacompletemessoftheirlivesattemptingtoachievehappinessandoftenendupunhappierandmoredissatisfiedthantheywouldhavebeeniftheyhaddonenothing.TheyareexamplesoftheLawofUnintendedConsequencesandtheLawofPerverseConsequences.
Thepositiveemotionsoflove,joy,peace,excitement,success,andthefeelingthatyouarefulfillingyourcompletepotentialarewhateveryoneaimsatalmostallthetime.
WhatSuccessfulPeopleDo
Successfulpeoplepracticepositivethinkingmostofthetime.Asaresult,theyarehappier,moregenial,morepopularandderivemorerealpleasurefromlifethantheaverageperson.
Theoppositeofpositivethinkingisnegativethinking.Negativethinkerstendtobehostileandsuspicious.Theyaredistrustfulofothers,andtheyexpectnegativethingstohappentothemmostofthetime.Theyhavenegativepersonalitiesandarehighlycriticalofboththemselvesandthepeoplearoundthem.Nomatterwhathappens,theyareseldomsatisfiedforanyperiodoftime.Lifetothemisaseriesofproblemsanddifficultiesoverwhichtheyfeeltheyhavelittlecontrolandaboutwhichthereisnothingtheycando.
Manyyearsago,whenIbeganaskingthequestion,“Whyaresomepeoplemoresuccessfulandhappythanothers?,”Istartedstudyingthecontrastanddifferencebetweenpositiveemotionsandnegativeemotions.WhatIfoundchangedmylifeforever.
TheGreatDiscovery
WhatIdiscoveredisthateveryonewantstobehappy,howeverhedefinesit.Themainobstaclebetweeneachpersonandthehappinessthathedesiresisnegativeemotions.Negativeemotionslieattherootofvirtuallyallproblemsinhumanlife.Iftherewassomewaythatyoucouldeliminatenegativeemotions,youcouldwipeoutmostoftheproblemsofmankind.
Thereisawaytodothis.Natureabhorsavacuum.Ifyoueliminatenegativeemotions,yourmindautomaticallyfillswithpositiveemotions.Whenyoueliminatenegativeemotions,youbecomeafullyfunctioningperson.Whenyoueliminatenegativeemotions,youbecomecapableoffulfillingyourfullpotential.
Themainjoboflife,then,istoeliminatenegativeemotions.
OneThoughtataTime
Yourmindcanonlyholdonethoughtatatime—positiveornegative.Butifyoudon’tdeliberatelyholdapositivethoughtoremotion,anegativethoughtoremotionwilltendtofillyourmind,atleastatthebeginning.Negativethoughtstendtobeeasyandautomatic,thedefaultsettingofthebrainformostpeople.
Thinkingpositivelyactuallyrequireseffortanddeterminationuntilitbecomesahabitualresponsetolifeandcircumstances.Fortunately,youcanbecomeapurelypositivethinkerthroughlearningandpractice.
Thestartingpointofeliminatingnegativeemotionsistounderstandwheretheycomefrominthefirstplace.Thegoodnewsisthatnochildisbornwithanyfearsornegativeemotions.Allfearsandnegativeemotionsmustbetaughttothegrowingchildinhisorherformativeyears.Andbecausenegativeemotionsarelearned,theycanbeunlearned.
Becausenegativeemotionsarehabitualwaysofrespondingandreactingtopeopleandsituations,theycanbereplacedwithconstructivehabitsofrespondingandreacting.Thisisverymuchamatterofchoice.
AbrahamLincolnsaid,“Mostpeoplearejustaboutashappyastheymakeuptheirmindstobe.”
TheNewbornChild
Childrenarebornwithtwowonderfulcharacteristics,fearlessnessandspontaneity.Thenewbornchildiscompletelyfearless.Thegrowingchildwilltouch,try,ortasteanything,howeverdangerous.Parentshavetospendthefirstfewyearsofthechild’slifepreventingthechildfromkillinghimselforherself.
Thechildisalsobornspontaneous.Heorshelaughs,cries,pees,poops,andexpresseshimselforherselfwithoutlimitorconstraint,twenty-fourhoursaday.Achildhasnoconcernaboutthereactionsandresponsesofothers.Heorshesimplydoesnotcare.
FearsofFailureandCriticism
Atayoungage,becauseofmistakesthatparentsmake,childrenbegintodevelopthetwomainfearsofadultlife,thefearoffailureandthefearofcriticism.Whenparents,inanattempttorestrainorconstrainthechild’sbehavior,tellthechild,“No!Stopthat!Don’tdothat!Getawayfromthere!”and,evenworse,physicallypunishthechildforfearlesslyexploringhisorherworld,thechildsoondevelopsthebeliefthatheorsheissmallandincompetent.
Soonthechildrefrainsfromreachingoutandtryingnewthings.Heorshestartstosay“Ican’t,Ican’t,Ican’t”whenconfrontedwithanythingnewordifferent.
Thisfeelingof“Ican’t”soonturnsintothefearoffailure.Asadults,itbecomesapreoccupationwithlossorpoverty.Adultsfearthelossofmoneyandtime,thelossofsecurityandapproval,thelossoftheloveofsomeoneimportant,thelossofhealth,andthepossibilityofpoverty.Thisgeneralizedfearoffailureactsasabrakeonthechild’spotentialandthentheadult’spotential.Itisthesinglegreatestobstacletosuccessinadultlife.
THEFEAROFCRITICISM
Youngchildrensoonlosetheirnaturalspontaneityaswell.Astheresultofparentalmistakes,especiallymakingtheirloveandaffectiondependentuponthechild’sdoingwhattheywanthimorhertodo,thechildveryearlydevelopsfearsofcriticismandrejection.
Whenparentsbecomeangryandthreatentowithholdtheirapprovalifthechilddoesnotdowhattheywant,hebeginsthinkingtohimself,“ImustdowhatMommyandDaddywant,ortheywon’tloveme.”Because,tochildren,theloveandsecurityoftheirparentsaretheparamountconcernsintheirexistence,anythreatoflossofthisloveterrifiesthemandcausesthemtoengageinorrefrainfromanybehaviorthatmayleadtothisloss.
LOVEWITHHELD
Psychologistsgenerallyagreethatmostproblemsinadultlifestemfrom“lovewithheld”inearlychildhood.Themostpowerfulandprofoundwaytodistorttheadultpersonalityisrootedin“lovedeprivation”orthegivingandthenwithholdingoflovewhenthechildisyoung.
Childrenneedlovelikerosesneedrain.Withoutanendless,unbrokenflowofunconditionallove,thechildgrowsupemotionallyvulnerableandsoonbecomessusceptibletonegativeemotionsofallkinds.
AlexanderPopewrote,“JustastheTwigisbent,theTree’sinclined.”Anegativechildhoodleadstoanegativeadulthood.
DeficiencyandBeingNeeds
ThepsychologistAbrahamMaslow,whostudiedthepersonalitystylesofself-actualizingpeople,concludedthat98percentofadultsarelargelygovernedbywhathecalled“deficiencyneeds.”Insteadofstrivingtorealizetheirfullpotentials,theystrovethroughouttheirlivestocompensatefortheirperceiveddeficiencies,especiallythoseof“undeservingness”andthefeelingthat“I’mnotgoodenough.”
Maslowsaidthatonly2percentofadultsexperience“beingneeds,”whichhedefinedasthedesireandconfidencetogrowandrealizetheirfullpotentialsinlife.Hecalledthesethe“self-actualizing”peopleinoursociety,thosecharacterizedbyhighlevelsofself-esteemandself-confidence.
TheRussianMetaphysicians
Morethanonehundredyearsago,theRussianmetaphysiciansPeterOuspenskyandG.I.Gurdjieffdevelopedasystemofteachingtohelpidentifyandremovethesourcesandcausesofnegativeemotionsintheirstudents.Theyconcluded,asmodernpsychologistshave,thatifnegativeemotionswereeliminated,allthatwouldbeleftwouldbeafullymature,fullyfunctioning,completelypositive,self-actualizinghumanbeing.Reachingthisstateseemstobethegoalofmostpeopleinlife.
What,then,aretherootcausesofnegativeemotionsinadultlife?Thereareseveral.Letusexploretheminturn.
TheRootsofNegativeEmotions
1. Rationalization:Negativeemotionsarecreatedwhenweattempttoexplainawayasituationorabehaviorinourlivesthatisunpleasantforus.Rationalizationhasbeendefinedas“puttingafavorableinterpretationonanotherwiseunfavorableact.”Weattempttorationalizeandexplainawaythenegativebehaviorsthat
holdusbackfromenjoyingthesuccessandhappinessthatwetrulydesireinlife.Werationalizedishonestybysaying,“Everybodydoesit.”Werationalizeobesitybysaying,“Itisdeterminedbymygenesorbymyhormones.”Werationalizelaziness,lateness,lackofself-discipline,andpoorworkhabitsbysaying,“That’sjustthewayIam,”andthenbycomparingourselvesfavorablywithpeoplewhoaredoingevenworsethanwearesoweneverhavetoimprove.
Asaresultofcontinuallyrationalizingawayournegativebehaviors,webecomeunhappierandmoredissatisfiedandfailtomakeprogressinourlives.
2. Justification:Anothermajorsourceofnegativeemotionscomesaboutwhenwejustifyournegativebehaviorsbyexplainingthemawayinsomefashion.Wejustifyournegativeemotionsbytellingourselves,andanyoneelsewhowilllisten,thatwearethoroughlyentitledtoexperiencethisnegativeemotionbecauseofsomethingthatsomeoneelse,somewhere,hasdonetousortosomeoneelse.Justificationenablesustocreateelaboratereasonsforproblemsinour
livesandinthelivesofothers.Ifyoucouldnotjustifyanegativefeelingorbehavior,itwouldceaseimmediately.
3. Judgmentalism:Manyofournegativeemotionscomefromourtendencytojudgeotherpeople.Weactuallysetourselvesupasjudge,jury,andexecutioner.Wefindtheotherpersonguiltyofdoingornotdoingsomething,condemnhimforhismisbehavior,andpassasentenceuponhim.ThisiswhyoneofthemostimportantteachingsintheBible,andinother
religiousscriptures,is“Judgenot,thatyebenotjudged.”Whenyoujudgeandcondemnothers,foranyreason,findingthemguilty,youimmediatelyseethem,thinkaboutthem,andfeeltowardtheminanegativeway.IntheBible,italsosays,“Withwhatjudgmentyejudge,yeshallbe
judged.”Thismeansthatwhenyoujudgeandcondemnanotherperson,youactuallyjudgeandcondemnyourself.Eventhoughyouhavefoundhimguiltyandfeelnegativetowardhim,youactuallyfeelnegativetowardyourselfjustasmuchorevenmore.Andinmostcases,theotherpersondoesnotevenknowthatyouhavegonethroughthisjudgingandcondemningprocess.Thepersonatwhomyouareangrydoesn’tevenreallycare.
4. Hypersensitivity:Asaresultofthedevelopmentoffeelingsofrejectionandcriticisminchildhood,itisquitecommonforpeopletobecomehypersensitivetothethoughts,feelings,andbehaviorsofothersasadults.Weseecriticismsandslightswheretheydon’texist.Wearehypersensitivetowhatwethinkotherpeoplemightbethinkingandfeelingaboutus.Wearesoconcernedwithnotincurringthedispleasureordisapprovalofothersthatweareoftenparalyzedorheldbackfromtakingactionsthatareinourbestinterests.Insalesandinbusiness,wecontinuallymeetpotentialcustomerswho
cannotmakeabuyingdecisionofanykindwithoutconsultingandgetting
theoverwhelmingapprovalofoneormorepeopleintheirfamiliesorbusinesses.Hypersensitivityinextremeformscanactuallyparalyzepeopleandmakethemunabletomakedecisionsintheirbestinterests.
TheCauseofNegativeEmotions
Negativeemotionsultimatelyboildowntoangerofsomekind,eitherinwardlyexpressed,inthattheangermakesyousick,oroutwardlyexpressed,sothatitmakesothersfeelangryandhostile.
Mostpsychologicalandpsychosomaticproblemsarecausedbysuppressionofnegativeemotions,repressionofnegativeemotions,depressioncausedbynegativeemotions,projectionofournegativeemotionsontoothers,displacementofnegativeemotionsinthatwebecomeangrywithotherswhenwearereallyangrywithourselves,andsoon.
Thenegativeemotionsmostcommoninoursocietyare,firstofall,fearofallkinds,aswehavediscussed.Therearealsothetwinemotionsthatdrivemuchpoliticalactivityinmostsocietiesthroughouttheworld:envyandresentment.Thereisjealousy,coupledwithfeelingsofinferiority,sothattheindividualthinks,“Noonecouldeverloveme.”Thereareotherssuchashate,suspicion,hostility,anddistrust.
TheNegativeEmotionTree
Imagineapictureofthe“negativeemotiontree”:thefruitgrowingonthistreeareallofthenegativeemotionsthatyoucanexperience.Inordertoeliminateyournegativeemotions,youhavetocutdownthistree.
Hereisthegreatbreakthrough:Thetrunkofthenegativeemotiontreeisblame.Itisimpossibletoexperienceanegativeemotionwithoutblamingothersforsomethingthattheyhavedoneornotdoneofwhichyoudisapprove.Theminuteyoustopblaming,yournegativeemotionsceasecompletely.
EliminatingBlame
Andhowdoyoustopblaming?Theanswerisbothsimpleandrevolutionary.Itisimpossibleforyoutoblamesomeoneelseforanegativeemotionandacceptresponsibilityforthesituationatthesametime.Theveryactofaccepting
responsibilitycancelsthenegativeemotionassociatedwiththatsituation,person,problem,ordifficulty.
Andhowdoyouactivatethissenseofresponsibility?Yousimplysaythemagicwords“Iamresponsible.”
Thispositive,present-tenseaffirmationeliminatesnegativeemotionsofallkindsinstantly.
Becauseyourmindcanonlyholdonethoughtatatime—positiveornegative—youcancancelanynegativethoughtatanytimebysimplyrepeatingtoyourself,overandoveragain,“Iamresponsible!Iamresponsible!Iamresponsible!”
HowdoyouturnoutalltheChristmaslightsonyourtree?Simple.Youjerktheelectriccordoutofthesocket,andallthelightsgooutinstantly.
Howdoyougetridofallofyournegativeemotions?Thesameway—yousimplycancelthemwhenevertheyarisebyimmediatelysaying,“Iamresponsible!”Theyallstopimmediately.
Accept100PercentResponsibility
Thekeytoself-esteem,self-confidence,self-reliance,andself-respectisforyoutoaccept100percentresponsibilityforeverythingyouareandallthatyouwillbecomeinlife.Theinstantyouacceptcompleteresponsibility,withnoexcuses,youbecomecalm,clear,andpositive.Thesunrisesinyourlife,andalltheshadowsdisappear.
Thereisoneessentialpartofeliminatingnegativeemotions,andthatisthepracticeofforgiveness.Everyonehasbeenwrongedinlifeinsomewaybysomeone.Wehavehaddifficultchildhoods,negativeexperiencesgrowingup,badrelationships,jobsthatdidnotworkout,andinvestmentsthatwentbad.Everyonehasbeenliedto,cheatedon,hurt,takenadvantageof,andabusedinsomeway.Unfortunately,thisisnormalandnaturalandaninevitablepartofthehumanexperience.Theonlyquestionis,“Whatareyougoingtodoaboutit?”
FreelyForgiveandForget
Theansweristhatforyoutobefree,youmustfreeeveryoneelse.Foryoutobehappy,youmustforgiveeveryonewhohaseverhurtyouinanyway.Youmustopenly,freely,andcompletelyletgoofallnegativethoughtsyoustillthink,feel,orexperiencetowardanyoneinyourlife.Youmustissueablanketpardonforeveryone.
Atthispoint,inmyseminarsandworkshops,becauseofmyreasoning,mostpeopleagreethat,allthingsconsidered,theyaregoingtoforgiveeveryonewhohaseverwrongedtheminsomeway.Ifyouagreewiththeconceptofforgiveness,asmostpeopledo,thenthenextquestionis,“WhodoIneedtoforgive?”
Therearethreetypesofpeoplewhomyouneedtoforgive:
1. Youmustforgiveyourparents.Youmustletthemgoandsetthemfree.Youmustforgivethemforeverymistaketheyevermadeinraisingyou.Manychildrengrowupwithanunreasonablebeliefthattheirparents,
beingthemostimportantpeopleintheirlives,mustbeperfectandallknowinginsomeway.Thefactisthatyourparentsarenormalpeoplejustlikeyouwhomadeallkindsofmistakesbecauseofignoranceandinexperience.Youmustforgiveyourparentsforeverymistakethattheyevermadein
bringingyouup.Youmustletthemgocompletely.Evenbetter,youmustgotothemandtellthemthatyouforgivethemforeverythingtheyeverdidorsaidthathurtyouinanyway.Setthemfreeandbecomefreeyourself.
2. Youmustforgiveeveryotherpersonwhohaseverhurtyouinanyway—everypersonalrelationshiporbusinessassociation,eventhoserelationshipsandmarriagesthatcausedyouincredibleemotionalturmoilanddistress.Youmustforgive.Youmustissueatotalpardontoallthosepeopleyoustillthinkaboutfrom
timetotimeintermsofnegativity,anger,andthedesiretopunishthemorgeteveninsomeway.Remember,youarenotforgivingforthesakeoftheotherperson.
Forgivenessisaperfectlyselfishact.Youareforgivingforyourself.Bylettingthemgofree,byforgiveness,youareallowingyourselftogofreeatthesametime.
3. Finally,youmustforgiveyourself.Youmustforgiveyourselfforeverywicked,senseless,brainless,andstupidthingyoueverdidthathurtanyone,foranyreason,atanytimeinyourlife.Remember,thepersonyouaretodayisnotthepersonyouwerewhenyou
hurtsomeoneelseinsomeway.Thepersonyouaretodayisnotthepersonwhowouldeverdowhatyoudidataprevioustime.
LetItAllGo
Youmustsetyourselffreebyforgivingyourselfforeverymistakethatyouhaveevermade.Thetruthisthatinyourheartyouareathoroughlygoodperson.Anymistakethatyouhaveevermadeinthepastwasmadebecauseofyouth,inexperience,andalackofknowledgeorunderstanding.Butitisnowoverandgone.Thosearepastevents.Letthemgo,andgetonwiththerestofyourlife.
AsHelenKellersaid,“Whenyouturntowardthesunshine,theshadowsfallbehindyou.”
Yourmainjobinlife,ifyouwanttobecomeatotallypositiveperson,istoletthepastgoandturntowardthesunshine.Becomeatotallypositiveperson.Thinkaboutthethingsthatyouwantandneed.Thinkaboutwhereyouaregoingandwhatyoucanaccomplish.Thinkabouttheextraordinarypersonyouareandallthatyoucanbecome.
TheTripClause
Ihaveworkedwithmorethanonemillionpeopleontheseideas.Almostallofthemagreethattheyaregoingtoforgive,forget,andletgo.However,atthesametime,theyplantwithinthemselvestheseedsoftheirowndestruction.
Theysaysomethinglike“Iherebyresolvetoforgiveeveryoneinmylifewhohaseverhurtmeforanyreason.Isetthemfreeandletthemgo.(Exceptforthatonepersonorthatparticularsituation.)”
Allpsychological,emotional,andpsychosomaticproblemscanbetracedbacktothefailuretoletgoofonenegativeeventaboutwhichyouarestillangryandforwhichyoucannotforgive.
TheNewMercedes-Benz
Letmegiveyouanexample.Imaginethatyouorderabrand-newMercedes-Benzfromthefactory.Itisdelivered,perfectineveryrespect,exceptforone.Somehow,intheprocessofmanufacturingthecar,theengineershaveaccidentallyinstalledthebrakeononeofyourfrontwheelsincorrectly.Asaresult,thebrakelocksandthewheelfailstoturn.
Yougetintoyourbrand-newMercedes-Benzandturntheignitionkey.Theenginestarts,youshiftintogear,andyoustepontheaccelerator.Whatwouldhappen?Well,ifoneofyourfrontbrakeswaslocked,yourbeautifulcarwouldsimplygoaroundincircles.Youcouldturnthesteeringwheelandsteponthegas,butthecarwouldstillgoaroundinacircle,gettingyounowhere.Themore
yousteppedonthegas,thefasteryouwouldburnoutyourengineandyourreartires.
ReleaseYourBrakes
Itisthesamewithyourlife.Ifyouhaveonepersoninyourlifethatyourefusetoforgive,someonewithwhomyouarestillangry,itislikehavingalockedbrakeononeofyourfrontwheels.Yourlifewillspinaroundandaroundincircles.Youwillburnoutemotionallyandphysically.Youwillneverbetrulyhappy,andyouwillnevermakeanyprogress.Youwillthinkaboutthisnegativepersonoreventoverandoveragain,yearafteryear,keepingyourmentalfootonyouremotionalbrakes.
Thissingleinsightisthekeytounderstandingpsychologyandpsychosomaticillness.Itistherefusaltoletgoofasingleevent,andoftenseveralevents,thatlocksapersoninplaceandkeepshimorhertrappedinthepast.Withthisrefusaltoforgive,noprogressispossible.
Whatistheonepersonoreventthatyoucannotorwillnotletgoof?Whateveritis,youmusthavethecharacterandthecouragetoletitgo.Nomatterhowpainfulitwas,youmustsaythemagicwords:“Iforgivehimorherforeverything.Ilethimorhergo.Itisover.”
Responsibility,Control,andPositiveEmotions
Thereisadirectrelationshipbetweentheamountofresponsibilitythatyouacceptandtheamountofcontrolthatyoufeelinyourlife.Becausealmostallstressandnegativeemotionscomefromfeelingoutofcontrolinsomeway,assoonasyouacceptresponsibility,youassertcontroloveryourselfandeverythingthathappenstoyou.
Thereisadirectrelationshipbetweentheacceptanceofresponsibility,afeelingofcontrol,andpositivementalemotions.Themoreyouacceptresponsibilityandfeelincontrolofyourlife,themorepositiveyoufeelaboutyourselfandyourworld.Finally,thereisadirectrelationshipbetweenpositiveemotionsandhappiness.Andthechoiceiscompletelyuptoyou.
TakeControl
Whenyoublameanyoneelseforanything,yougiveupcontrolofyouremotions.Youturncontrolofyouremotionsovertothepersonyouareblaming,whetherheknowsitornot.Byblamingsomeoneelseforsomething,youenablethatpersontomanipulateandcontrolyouremotions—atlongdistance.Yougivehimpowerandcontroloveryourownhappinessbyyourrefusaltoforgivehimandtolethimgo.Andinmostcases,hedoesn’tevenknowhowmuchcontrolhehasoveryourhappinessandwell-being.
Bycomplainingaboutandcriticizingothers,yousetyourselfupasa“victim.”Byblamingothers,youmakeyourselffeelsmallandweak,angryandinferior.Insteadofseeingyourselfasatotallyresponsible,self-reliantindividual,youallowyourselftobecontrolledbyothersandnotinchargeofyourownlifeandemotions.Whenyoublameotherpeople,youbecomenegative,angry,suspicious,hostile,andweak.Isthiswhatyouhadinmind?
SaytheMagicWords
Thegoodnewsisthatatanytimeyoucansaythemagicwords“Iamresponsible”andputyourselfimmediatelybackintothedriver’sseatofyourownemotionallife.Wheneveryouexperienceanegativethoughtofanykind,immediatelycancelitwiththewords“Iamresponsible!”Dothisoverandoveragainuntilitbecomesautomaticandeasy.Acceptanceofresponsibilityisthemarkofaleader,anachiever,andaself-actualizingmanorwoman.
Resolvetodaytobecomeatotallyresponsible,completelymature,fullyfunctioningadult.Justsaythewords“Iamresponsible”overandoveragainandmeanit.Thisistherealkeytopositivethinking.
ACTIONEXERCISES
1. Resolvetodaytobecomeacompletelypositiveperson.Lookforthegoodineverypersonandsituation.Youwillalwaysfindit.
2. Decidetodaytoeliminatethenegativeemotionsthatinterferewithyourhappiness.Refusetothinkortalkaboutthethingsthatmakeyouangryorupset.
3. Issueablanketpardontoeveryonewhohaseverhurtyouinanyway.Practiceforgivenessonago-forwardbasis.
7
FlexibleThinkingVersusRigidThinking
Theindividualwhowantstoreachthetopinbusinessmustappreciatethemightandforceofhabit.Hemustbequicktobreakthosehabitsthatcanbreakhim—andhastentoadoptthosepracticesthatwillbecomethehabitsthathelphimachievethesuccesshedesires.
—J.PAULGETTY
INTIMESOFTURBULENCEandrapidchange,yourabilitytothinkflexibly,toconsidereveryaspectofasituationandthentorespondeffectivelytochange,canhaveanenormousimpactonyourbusinessandyourcareer.
In1952,AlbertEinsteinwasteachingatPrincetonUniversity.Oneday,hewaswalkingbacktohisofficewithhisteachingassistant,whowascarryingthecopiesofanexaminationthatEinsteinhadjustgiventoanadvancedclassofphysicsstudents.
Theteachingassistant,abithesitantly,askedDr.Einstein,“Excusemeforasking,butisn’tthisthesameexamthatyougavetothissameclassofphysicsstudentslastyear?”
Dr.Einsteinreplied,“Yes,itisthesameexam.”Theteachingassistantthenasked,evenmorehesitantlythanbefore,“But
howcouldyougivethesameexamtothesamestudents,twoyearsinarow?”Einsteinansweredsimply,“Becausetheanswershavechanged.”Atthattime,intheworldofphysics,newadvances,theories,anddiscoveries
werebeingmadecontinuallyallovertheworld.Theanswersthathadbeencorrectoneyearwerenolongercorrectthefollowingyearbecauseofnewideasandbreakthroughsinthefield.
YourAnswersHaveChanged
Yoursituationisthesame.Inmanyareasofyourlife,youranswershavechanged.Whatwastrueandvalidayearagoiseitherpartiallyortotallyobsoletetoday.Yourcherishedideasfromayearortwoago,orevenamonthago,arenolongervalidorrelevantintheturbulentmarketsoftoday.
Intechnology,forexample,theysaythataproductisalreadyobsoletewhenitfirsthitstheshelves.Bythetimeitcomestothemarket,itisalreadybeingreplacedeitherbythecompanythatdevelopeditorbyitscompetitors.Theshelflifeoftechnologyisshorterandshorter.Itisthesamewithinformationandcompetition.Thespeedatwhichtheyarechangingisalmostbreathtaking.
TheMostImportantQuality
In1995,theMenningerInstituteofNewYorkconductedastudytodeterminethemostimportantqualityorqualitiesthatwouldbenecessaryforbusinesssuccessinthetwenty-firstcentury.Itfinallyconcludedthatthemostimportantqualityrequiredforsuccesswouldbe“flexibility.”
Itwouldbetheabilitytorapidlyreactandrespondtotheacceleratingrateofchangeinallareas.Thedevelopmentofthisattitudeofflexibility,acceptingthat“theanswershavechanged,”wouldgiveanindividualoranorganizationatremendousadvantageovermorerigidandinflexiblecompetitors.
ChangeIsFasterandFaster
Wearelivinginthefastest-changing,mostdisruptive,andmostturbulentperiodinallofhumanhistory,exceptfortomorrowandnextweekandnextyear.
Rightuptothemiddleofthetwentiethcentury,itwasquitecommonforapersontocomeoutofschool,joinacompany,startajob,andstaythereforlife.
Today,asmanyas40percentofadultsarewhatarecalledcontingencyworkers—freelancerswhogofromjobtojobthroughouttheirworkinglivesasindependentcontractors.Manyofthemwillneverworkforacompany,excepttemporarily.
TwoMillionJobsDisappear
EveryyearinAmericaalone,onaverage,twomillionjobsdisappear.Theproductsandservicesthatcompanieswereofferingfelloutoffavorwithchangingcustomertastes,andtheskillsnecessarytoproducethoseproductsand
serviceswerenolongerrequired.Thisisamajorproblemintheworldofworktoday,anditisonlygoingtoaccelerateinthemonthsandyearsahead.
Fortunately,onaverageinAmerica,2.2millionormorejobsarecreatedeachyear.Fully80percentofnewjobcreationcomesfromnewcompaniesofferingnewproductsandservicestodifferentcustomersindifferentmarkets.
Becauseofthisrapidrateofchange,manyindustriesandmostcompaniesareoperatingtodayonthebasisofbusinessmodelsthatnolongerwork,orthatdon’tworkastheyusedtoincreatingasteadystreamofsalesandprofitability.
YourBusinessModel
Abusinessmodelisdefinedasthecompletesystem,frombeginningtoend,bywhichacompanyproducesandsellsaproductorserviceandgeneratesprofits.Thereareatleastfifty-fivedifferentbusinessmodelsthatacompanycanuse.Tryingtoachieveresultswiththewrongbusinessmodelforyourcurrentmarketcanleadtodecliningsalesandprofitabilityorevencorporatecollapse.
In2007,whenApplereleasedtheiPhone,theseniorexecutivesatBlackBerrydismisseditasatoyandassumedthatitwouldonlyappealtoyoungpeoplewhowantedtocommunicatewiththeirfriends.Withinfiveyears,itsmarketshareamongbusinessownersofcellphonesdroppedfrom49percentto0.4percent,andthecompanyhaslargelygoneoutofbusiness.
RapidObsolescence
WiththereleaseoftheiPad,andtheabilityofreaderstodownloadeBooksquicklyandinexpensively,theentirebookmarketchanged.Withinayear,Borders,oneofthelargestbookretailersintheworld,hadgonebankruptandshutdownitssixhundredstores.Thisishappeningtocompaniesinalmosteveryindustry.Becausetheyfailedtoadapttheirbusinessmodeltothenewmarketsituationdrivenbytheonslaughtofinformation,technology,andcompetition,long-establishedcompaniesquicklydisappearedintothepagesofbusinesshistory.
Yourpersonalbusinessmodel,thewayyouhaveorganizedyourlifeandcareer,maybepartiallyorcompletelyobsoleteaswell.Andifitisnotobsoletetoday,itwilldefinitelybeatsometimeinthefuture.
Businessesgetintotroublewhencustomertastesanddemandschange.Individualshaveproblemsintheircareerswhenemployerrequirements,intermsofspecializedtalents,skills,andabilities,changeaswell.Tosurviveandthrive
today,youmustbeonthecuttingedge,asanindividualoranorganization,ofthechangestakingplacearoundyou.
The80/20RuleandIncome
Today,manypeoplehaveobsoleteskills;theyarebeingreplacedbypeoplewithbetterandmoreappropriateskillsthatareinhigherdemand.GaryBecker,theNobelPrize–winningeconomist,reportedintheWallStreetJournalaboutastudyonincomegrowth.WhatBeckerfoundinresearchattheUniversityofChicagowasthattheaverageincomeofpeopleinthebottom80percentincreasedatabout3percentperyear,justequaltoorslightlyaheadoftherateofinflation.
However,theincomesofpeopleinthetop20percentwereincreasingatanaverageof11percentperyear,enablingthemtodoubletheirincomeeverysixorsevenyearsandmoveintotheupper-middleclassoreventhewealthyclassesoverthecourseoftheirworkinglifetimes.
Whatwasthemajordifferencebetweenthe20percentandthe80percent?Itwasthecommitmenttocontinuouslearningandupgradingofskills.Peopleinthetop20percentboughtallthebooks,attendedallthecourses,listenedtoalloftheaudioprograms,andcontinuallysoughtwaystodotheirjobsbetter,cheaper,andfaster.
UnplannedSkillObsolescence
Peopleinthebottom80percentwereexactlytheopposite.Theyseldomreadabook,tookacourse,ormadeanyefforttoupgradetheirskills.Theyspenttheirsparetimeinactivitiesthatweretensionrelievingratherthangoalachieving.Asaresult,theyfellfurtherandfurtherbehind,usuallyunknowingly.
Whentheyfinallylosttheirjobs,theyfoundthattheirskillsets,largelybasedonexperience,wereofminimalvaluetocurrentemployers.Andbecausecontinuouslearningandnewskilldevelopmentwerenotpartoftheirworldview,theysimplywenthomeandwatchedtelevision.Asaresult,theyoftenfoundthemselvesunemployedformonthsandevenyears.
Manypeopletoday,atallincomelevelsandinallcareercategories,areunawareofthispressingneedtocontinuallyupgradetheirskills.ButasPatRiley,thebasketballcoach,said,“Ifyou’renotgettingbetter,you’regettingworse.”
TheRaceIsOn
Noonestaysinthesameplaceforverylong.Ifyouarenotcontinuallyupgradingyourknowledgeandskills,youarenotstayingeven.Youareactuallyfallingfurtherandfurtherbehind,whilepeoplewhoareaggressiveaboutcontinuouslearningaremovingfurtherandfasterahead.
Mostpeopletodayarestuckinarut,andtheonlydifferencebetweenarutandagraveisthedepth.AsmotivationalspeakerJimRohnsaid,“Ifyou’restuckinarut,Ihopeawagonwheelcomesalongtomotivateyououtofit.”
TheThreeEnemies
Threeenemiesofchangeandflexibilitymustbecounteredhead-on.Thefirstandworstisthe“comfortzone.”Peoplestartdoingorworkingatsomethingandquicklybecomecomfortable.Theythenresistanychange,evenpositivechangethatrequiresthemtodosomethingnewordifferent.
Insteadoflearning,growing,andexpandingtheirenvelopeofpossibilities,theydigintheirheels,justifyandrationalizetheirresistancetochange,andoftensabotagethechangeeffortsofothers.
InWarrenBennis’sbookLeaders,hedescribeshowthetoppeopleinhisstudyresistedthepullofthecomfortzonebysettingbiggerandbiggergoalsforthemselvesandtheirorganizations,goalsthatwouldbeimpossibletoachievewithoutmajorchangesandimprovements.
InPeterDiamandis’s2015book,Bold,heurgesmoldbreakersandearthshakerstosetgoalstoachievetentimesoronehundredtimestheircurrentlevelsofsales,income,andprofitabilityintheyearsahead.Thissizeofgoal,whichseemsoverwhelmingatfirst,soonleadstoexpandedthinkingandnewideasto“gowherenomanhasevergonebefore”(StarTrek).
FEARHOLDSPEOPLEBACK
Thesecondmajorobstacletoflexibility,tochallengingandquestioningthestatusquo,isfearofallkinds,butespeciallythefearoffailure.“Whatifwetrysomethingnewanditdoesn’twork?”
AccordingtotheOctober2013HarvardBusinessReview,themajorobstaclestobusinessmodelinnovationarefearanduncertainty.Eightypercentofcorporateexecutivesrankbusinessmodelinnovationaheadofthedevelopmentofnewproductsandservicesintermsofimportance.Butthey
don’tknowhowtodoit,sotheyprocrastinateandhopethatthenextgenerationofleaderswillmakethechangesthatwillbenecessarytosurviveandthrive.
FEELINGUNABLETOCHANGE
Thethirdreasonthatpeoplefearandresistchangeis“learnedhelplessness.”Theindividualsresponsibleknowthatchangeisessential,buttheyfeelthattheyarehelpless,caughtupinthecomplexitiesofthecurrentsituationandunabletochange.
Learnedhelplessnessisexpressedinthewords“Ican’t”or“Wecan’t.”Whatthenfollowsisalitanyofexcusesintermsofnotenoughtime,notenoughmoney,notenoughavailabletalent,andotherexplanationsforwhychangeisnotpossiblethatinvolveanumberofexternalpressuresandinternallimitations.
ButasWinstonChurchillsaid,“Ifyoudon’tfightwhenyouhaveachanceofvictory,youwillsoonhavetofightwhenyouhavenochanceatall.”Theruleistochangewhenyoucan,notwhenyouhavetoorhavenootherchoice.
SomeoneshouldhavetoldthistotheexecutivesatBlockbuster,acompanythatdominatedthemarketforvideomoviestobeviewedathome.WhenNetflixcamealong,thepeopleatBlockbusterdismisseditasasmallcompanythatcouldneverchallengethedominanceofBlockbusterinthenationalmarket.Butcustomertasteshadchanged,andwithinafewyearsNetflixwasthebiggestplayerinthedeliveryofmovies,bothbymailandonline,andBlockbusterwasbankrupt.
OpenUpYourThinking
Thereareseveralpowerful,practicalthinkingtoolsthatyoucanusetounlockyourcreativity,expandyourthinking,andmoveyourselfoutofthecomfortzone.
Theall-aroundchampiontooltochangeyourperspectiveandtodevelophigherlevelsofflexibilityis“zero-basedthinking.”
Zero-basedthinkingcomesfromzero-basedaccounting.Inzero-basedaccounting,youchallengeeveryexpenseatthebeginningofeveryaccountingperiod.Youasknotwhetheryoushouldincreaseordecreaseaparticularexpensebutwhetherornotyoushouldbespendingmoneyinthisareaatall.
Inzero-basedthinking,youaskthebrutalquestion,“Isthereanythingthatwearedoingtodaythat,knowingwhatwenowknow,wewouldn’tstartupagainifwehadtodoitover?”
DoaKWINKAnalysis
ApplyaKWINK(KnowingWhatINowKnow)analysistoeverypartofyourbusinessandpersonallife.Isthereanythingthatyouaredoingtodaythatyouwouldn’tgetintoagain,ifyouhadtodoitover,knowingwhatyounowknow?
Howdoyouknowifyouaredealingwithazero-basedthinkingsituation?Simple—theanswerisstress!Ifthereissomethinginyourlifethatyouwouldn’tgetintoagaintoday,youwillcontinuallyexperiencestress,worry,anger,frustration,anddissatisfactioninthatareaorwithsomeperson.Thisnegativesituationoftenpermeatesyourconversation,distractsyouthroughouttheday,andkeepsyouawakeatnight.
StartwithYourRelationships
Inzero-basedthinking,startwithyourrelationshipsofallkinds.Isthereanypersoninyourbusinessorpersonallifethatyouwouldnotgetinvolvedwithagainifyouhadtodoitover?
Isthereanyoneinyourbusinesswhomyouwouldnothire,assignordelegatetasksto,promote,orevengotoworkfortodayknowingwhatyounowknow?
Ifthereissomeonewhomyouwouldnotgetinvolvedwithagaintoday,theonlyquestionis,“Howdoyouendthissituation,andhowfast?”
Canyouguesshowmanyofyourdecisionswillturnouttobewronginthefullnessoftime?AccordingtotheAmericanManagementAssociation,fully70percentofdecisionsmadeintheworldofwork,andprobablyinpersonallife,turnouttobewrongeventually.Theycanbealittlebitwrong,alotwrong,ortotallywrong.Todevelophighlevelsofflexibility,toperformatyourbest,youmustbepreparedtomakethethreestatementsofthesuperiorexecutive.
ADMITYOUARENOTPERFECT
“Iwaswrong.”Lookaroundyouatyoursituation,andespeciallyatthoseareasthatarecausingyoustress,dissatisfaction,orunhappiness,andbewillingtoadmitthatyouwerewrong.Whenyoumadethedecisionorgotintothesituation,itseemedliketherightthingtodo.Basedontheinformationyouhadatthetime,itwasquitelogical.But“theanswershavechanged.”
Youhavelearnedthingsthatyoudidnotknowbefore,andtheexternalsituationandrequirementshavechangedaswell.Whatseemedtobetheright
decisionwhenyoumadeithasturnedouttobethewrongdecisiontoday.Assoonasyouadmitthatyouwerewrongandtakeactiontocorrectthesituation,yourstressevaporates.
Sometimes,peoplethinkthatbyadmittingtheyarewrong,theyaredemonstratingweakness.Theythinkpeoplewillnotrespectthemiftheyadmitthatadecisiontheymadeanddefendedinthepastwaswrong.Butitisexactlytheopposite.Intimesofturbulenceandrapidchange,havingthecourageandcharactertoadmityouwerewrong,whenthemistakeisprobablycleartoeveryonearoundyou,actuallyincreasestheirrespectforyouandtheirwillingnesstobeinfluencedbyyouinthefuture.
Ontheotherhand,noonelooksmoreweakandfoolishthansomeonewhoisobviouslywrongbutrefusestoadmitit.
Here’saninterestingpoint.Whenyouidentifyasituationthatyouwouldnotgetintoagaintoday,knowingwhatyounowknow,itistoolatetosavethesituation,ortheperson.Itisover.Theonlyquestionnowis,“Howmuchtime,money,trouble,andpainareyougoingtoloseorsufferbeforeyouadmitthatyouwerewrongandtakewhateveractionisnecessarytorectifythesituation?”
ADMITYOUMADEAMISTAKE
“Imadeamistake.”Becauseofego,manypeoplefinditdifficulttoadmitthattheyhavemadeamistake,evenwhentheyobviouslyhave,anditiscleartoeveryonearoundthem.Don’tletthishappentoyou.
Becauseyouaregoingtobewrongandmakemistakesfully70percentofthetime,don’twaitforeveryoneelsetofigureitout.Instead,jumpaheadofthecurveandquicklyadmit,“Iwaswrong.Imadeamistake.”Andthenrectifythesituationasrapidlyasyoucan.
CHANGEYOURMIND
“Ichangedmymind.”Again,changingyourmindwhenyougetnewinformationisamarkofcourage,character,andflexibility,notofweakness.Evenifyouhavespenteighteenmonthsdevelopinganewbusinessorproductstrategy,ifyougetnewinformationthatinvalidatesyourkeyconclusions,bepreparedtochangeyourmind,toabandonthenow-obsoletestrategyinfavorofdoingsomethingnew,different,andmoreappropriatetothecurrentsituation.
Themorereadilyyoucansaythewords“Iwaswrong,Imadeamistake,Ichangedmymind,”thebetteryouwillthinkandthemorerespectedyouwillbe
byallthepeoplearoundyou.
ReevaluateYourBusinessandCareer
Thesecondareawhereyouapplyzero-basedthinkinghastodowitheveryaspectofyourbusinessandcareer,includingandespeciallyyourbusinessmodel.
Isthereanyproductorservicethat,knowingwhatyounowknow,youwouldnotbringtothecurrentmarket?Isthereanyprocess,method,orexpenseinyourbusinessthatyouwouldnotstartupagaintoday,knowingwhatyounowknow?Isthereanythinginyourcurrentstrategythat,knowingwhatyounowknow,youwouldnotgetintoagainifyouhadittodoover?
Isthereanypartofyourcareer—theworkyoudo,theactivitiesyouengagein—that,knowingwhatyounowknow,youwouldn’tgetintoagaintoday?Remember,itisquitecommonforpeopletohavemanydifferentjobs,indifferentcompaniesandindustries,usingdifferentskills,overthecourseofalifetime.Manypeopledecidetostartoverinanewfieldandlearnanentirelynewsetofskillswhentheeconomychanges.Couldthisapplytoyou?
Iftheanswerisyes,thenextquestionis,“HowdoIgetoutofthissituationordiscontinueit,andhowfast?”
EvaluateYourInvestments
Thethirdareaforzero-basedthinkinghastodowithinvestments,especiallythoseoftime,money,andemotion.
Inaccounting,thereisacategorycalledsunkcosts.Thisisanamountofmoneythathasbeenspentandisgoneforever.Itcannotberecouped.Itislikedroppingananviloffashipinthemiddleoftheocean;youcannevergetitback.Itisgone.Itisa“sunkcost.”
Itisamazinghowmanybusinessesandindividualsareconfusedinthisarea.Theyareconstantlytryingtorecoversunkcosts.Thisiscalled“throwinggoodmoneyafterbad”or“throwingmoneydownarathole.”
YourInvestmentIsGoneForever
Thisrefusaltoacceptthefactofasunkcostisespeciallytruewithregardtotime.Isthereanyareaofyourlifewhereyouhaveinvestedalargeamountof
time,inaproject,aservice,aperson,oreventhedevelopmentofaskillthatisnolongerhelpfulornecessary?Bepreparedtorecognizethatthispastinvestmentoftimehasnowbecomeasunkcost.Acceptit.Moveon.Anddon’tinvestanymoretimeinanareawhere,inyourheart,youknowitisnotthebestuseofyourtimeandeffort.
Thesecondareaofsunkcostshastodowithinvestments.Isthereanyfinancialinvestmentthat,knowingwhatyounowknow,youwouldnotmakeagaintodayifyouhadtodoitover?
Ifthereis,thenextquestionis,“HowdoIgetoutofthisinvestment,andhowfast?”
Itissadtoseehowmanypeopleandcompanieskeepinvestingmoneyinanareathatknowingwhattheynowknow,theywouldneverinvestinatalliftheyhadtodoitover.
ImagineStartingOverAgainToday
Thethirdareaofzero-basedthinkinghastodowithemotions.Accordingtopsychologists,peoplehatetolosetime,money,oremotionofanykind.Theyoftenhaveamentalblockaboutlosses,refusingtoadmitthemandattemptingtorecouptheminsomeway.
Throughoutyourlife,youwillinvestalotofemotioninpeople,projects,andsituations.Youwillputyourwholeheartintomakingthesituationorrelationshipwork.Butattheendoftheday,youwillhavetoadmitthatyouwerenotsuccessful.Yourinvestmentofemotionhasbeenlost.Itisgoneforever.Itcannotberetrievedorrecouped.Itisasunkcost.
Ittakestremendouscharactertofaceuptotherealityofafailedsituationorrelationshipandtoadmitthatyouwerewrong,youmadeamistake,andyou’vechangedyourmind.Butthemoreoftenyoupracticezero-basedthinking,themoreflexibleyoubecome.
TheBigPayoff
Hereisthegoodnews:Whenyoufinallyhavethecouragetoputanendtoazero-basedthinkingsituation,youwillhavethesamereactionthatpeoplehaveallovertheworld.First,youwillfeelagreatsenseofrelief,evenexhilaration,andliberation.Youwillfeelasthoughagreatweighthasbeenliftedoffyourshoulders.
Second,youwillaskyourself,“Whydidn’tIdothisalongtimeago?”
Theskillofzero-basedthinkingisabsolutelyessentialifyouwanttorealizeyourfullpotentialinyourworkandpersonallife.Andthemoreyoupracticeit,thebetteryougetatit.Soon,youwillbeabletosay,“ThereisnotasituationinmylifethatIwouldchangeorgetoutoftodayifIhadtodoitover.”
TheSevenRsofSuperiorThinking
Sometimes,thesimplestideascanjaryourthinkingandcauseyoutoseeyoursituationinacompletelydifferentway.Thekeyisforyoutoalwaysbeopentothepossibilitythatwhateveryouaredoing,youcouldbecompletelywrong.Therecouldbeacompletelydifferentandbetterwaytodoalmostanything,andthereusuallyis.
Thereareseventoolsyoucanusetoincreaseyourflexibilityandyourmentalagility.
1. Rethinking:Thisrequiresthatyoustoptheclock,takeatime-out,andstandbacktolookatyoursituationobjectively.Askyourselfthreequestions:
WhatamItryingtodo?HowamItryingtodoit?Couldtherebeabetterway?
Wheneveryouexperiencefrustrationorresistanceofanykindinyourattempttoachieveyourgoals,stepbackandaskyourselfthesethreequestions.Veryoftenyouwillfindthatwhatyouaretryingtodoisnotthecorrect
thingtodo,oritisnotasimportantasitusedtobe.Youmayfindthatthewayyouaretryingtodoitisnotworking.Andbyaskingiftherecouldbeabetterway,youopenyourmindtoaninfinitenumberofpossibilities,becausethereisalmostalwaysabetterway.
2. Reevaluating:Practicezero-basedthinking,andconsiderthepossibilitiesofdoingthingscompletelydifferently.Wheneveryouarenothappywithanongoingsituation,askyourself,“IfI
werenotnowinthissituation,knowingwhatInowknow,wouldIgetintoitagaintoday?”Iftheanswerisno,howdoyougetoutofit,andhowfast?
3. Reorganizing:Lookforwaystoincreasetheefficiencyandeffectivenessofyouroperationsbymovingpeopleandresourcesaroundandbydeployingthemindifferentways.
Whatareyourmostimportantgoalsinyourworkandbusinessrightnow?Havetheychanged?Whoareyourmostimportant,valuable,andproductivepeople?Howcanyoureorganizeyourworksothatyourbestandmostproductivepeoplearefocusedonyourmostimportantgoalsandgreatestopportunities?
4. Restructuring:Thisinvolvesmovingyourpeopleandresourcesintothe20percentofactivitiesthatcanaccountfor80percentofyourresults.
Whatarethe20percentofresultsthataccountfor80percentoftheincomeandprofitsofyourbusiness?Whatarethetop20percentofyouractivitiesthataccountfor80percentofyourtotalresults?Whoarethetop20percentofyourstaffwhoproduce80percentofthetotalresults?
Inbusiness,yourprimaryconcernshouldberevenuegeneration.Moveyourverybestpeopleintothoseareaswheretheycanhavethegreatestpositiveeffectongeneratingmorerevenueforyourcompany.
5. Reengineering:Continuallyseekwaystosimplifyyourworkandlifebydelegating,outsourcing,downsizing,oreliminatingcertainactivities.
Whatactivitiesorprocessescanyousimplifyandstreamlinesotheycanbedonefasterandwithlesstimeandmoney?Whatactivitiescanyoudelegatetoothersoroutsourcetospecialistcompanies?Whatactivitiescouldyoueliminatealtogetherwithnoreallossofproductivity,sales,orprofitability?
Eachtimeyouaskoneofthesequestions,youwillstimulateyourcreativityandgetanswersthatyoucanapplytostreamlineyourbusiness
andgetmoreandbetterresults,fasterandcheaper.6. Reinventing:Continuallyimaginewhatyouwoulddodifferentlyifyou
werestartingoveragaintoday.
Imaginestartingyourbusinessordepartmentoveragaintoday.Whatwouldyoudodifferently?Whatwouldyoudomoreof?Whatwouldyoudolessof?Whatwouldyoustartdoingthatyouarenotdoingrightnow?Whatwouldyoustopdoingaltogether?
Thesequestionswillgiveyouideasandinsightseverytimeyouaskthem.Whatshouldyoudomoreof,lessof,start,orstop?
7. Regainingcontrol:ThisrequiresthatyoutakespecificactioninyourworkandbusinessbasedonyouranswerstothepriorsixRs.
Whatoneactionareyougoingtotakeimmediatelyregardingyourownpersonalworkandactivities?Whatoneactionareyougoingtotakeimmediatelyregardingyourstaff?Whatoneactionareyougoingtotakeimmediatelyregardingthebusinessitself?
Ineachcase,imaginethatyouhavenolimits.Imaginethatyouhaveallthetimeandmoney,allthetalentsandabilities,allthefriendsandcontacts,andalltheresourcesyouneedtobe,do,orhaveanythinginyourbusinessorpersonallife.Yourmainjobistobecomeabsolutelyclearabouttherightthing,thebest
thing,todoandthentocommitwholeheartedlytothenewcourseofaction.
ACTIONEXERCISES
1. Examineyourpersonalandcorporatebusinessmodel.Askyourselfiftherecouldbeabetterwayforyoutogeneratesales,profitability,andpersonalincome.
2. ApplytheKWINKanalysistoeverypartofyourbusinessandpersonallife.“KnowingwhatInowknow,isthereanythingthatIamdoingthatIwouldnotgetintoagaintodayifIhadittodoover?”
3. Whatshouldyoudomoreof,lessof,start,orstopaltogethertogetdifferentandbetterresults?
8
CreativeThinkingVersusMechanicalThinking
Theimaginationisliterallytheworkshopwhereinarefashionedallplanscreatedbyman.—NAPOLEONHILL
CREATIVETHINKERSruletheworld!Theyarecontinuallyseekingfaster,better,andeasierwaystoaccomplishgoalsthatareimportanttootherpeople.TheypracticetheCANEIprinciple,whichstandsfor“ContinuousandNever-EndingImprovement.”
Theyareresponsibleforallofthegreatbreakthroughs,innovations,andprogressinhumanhistory.Theyknowthatsometimesonegoodideaisallittakestochangethecourseofabusinessoranindividuallife.
MechanicalThinking
Mechanicalthinking,ontheotherhand,tendstoberigidandinflexible.Itis“mywayorthehighway.”Mechanicalthinkingisrootedinfearsoffailureormakingamistakeandlosingtime,money,orboth.Itistriggeredbyfearsofcriticismordisapproval,tryingsomethingthatdoesn’twork.
Poorthinkersthinkintermsofblackandwhiteratherthanshadesofgray.Theythinkinextremesofyesversusno,upversusdown.Theythinkthereisonlyonewaywhenthereareusuallymanyways.Inthefaceofchangeandconfrontation,theydeveloppsychosclerosis,whichisdefinedasa“hardeningoftheattitudes.”
Theyarevictimsof“homeostasis,”astrivingforconstancy.Theyarestuckintheircomfortzones.Theyresentandfearanythingnewordifferent,evenanimprovementinconditions.Butthisisnotforyou.
YouAreaPotentialGenius
Youhavemorecreativepotentialthanyoucoulduseinahundredlifetimes.Themoreofyourcreativeabilityyouuse,themoreyoucanuse.Youactuallybecomemorecreativeeachtimeyoucomeupwithsomethingnew.Itissaidthateverychildisbornagenius,andthismeansyou,throughoutyourlifetime.
Itturnsoutthatcreativityisthesinglebestindicatororpredictorofsuccessinlifeandinwork.Themorecreativeyouare,themoreandbetterideasyouwillcomeupwithtoimproveyourlife,work,andeverythingaroundyou.Onegoodideacanbeenoughtochangetheentiredirectionofyourlife.
Howdoyourecognizecreativity?Creativepeoplearecurious.Theyaskalotofquestionsandareneversatisfied.Infact,youcanbecomemorecreativejustbyaskingmorequestionsaboutthethingsgoingonaroundyouandnotbeingcontentwithsuperficialanswers.
GeniusThroughouttheAges
Therearemanystudiesofthequalitiesofgeniusesthroughouttheages.ThefirstfacttheydiscoveredwasthatintelligencewasnotamatterofIQoracademicqualifications.Manyso-calledgeniuseshadaverageorslightlyabove-averageintelligence.Geniusorexcellentthinkingwasinsteadmoreamatterofattitudeandapproachtowardtheinevitablechallengesoflife.
Itappearsthatgeniusesdevelopthreequalitiesovertime.
KEEPANOPENMIND
First,theyapproacheveryproblemorsituationwithanopenmind,almostachildlikeattitudeofexplorationanddiscovery.Themoreopenyourmindistocompletelynewanddifferentapproachestoanysituationinyourlife,themorelikelyitisthatyouaregoingtogetinsightsandideasthatmoveyououtofyourcomfortzone—thatenableyoutothinkoutsidethebox.Theycontinuallyask“Why?”and“Whynot?”and“Whatif?”
Second,geniusescarefullyconsidereveryaspectofaproblem,refusingtojumptoconclusions,gatheringmoreandmoredatainstead.Theytestandvalidatetheirtentativeconclusionsateachstage.Theyavoidarushtojudgment.Theyarealwaysopentothepossibilitythattheycouldbewrong,orthattheirideaisnogood.
THEBESTSOLUTION
AlbertEinsteinwasonceasked,“Iftherewasamajoremergencyorpotentialdisasterthatwasgoingtodestroytheearthin60minutes,andyouwereaskedtofindasolution,whatwouldyoudo?”
Einsteinreplied,“Iwouldspendthefirst59minutesgatheringinformation,andthelastminutesolvingtheprobleminthebestpossibleway.”
Inbusinesstoday,especiallyinnewproductdevelopment,themoretimeyouspendworkingcloselywithcustomerstobesurethatyournewproductorserviceideaisexactlywhattheywant,need,andarewillingtopayfor,themorelikelyitisthatyouwillbesuccessfulinafast-changingandhighlycompetitivemarket.
THESYSTEMATICAPPROACH
Third,geniusesofallkindsuseasystematicapproachtoproblemsolvinganddecisionmaking.Accomplishedmathematicians,physicists,doctors,mechanics,andpeopleinotherprofessionsdonotthrowthemselvesataproblemlikeadogchasingapassingcar.Rather,theyfollowacarefullydesignedchecklistandworktheirwaythroughaproblem,stepbystep,towardaconclusion.
AtulGawande,inhisbookTheChecklistManifesto,tellsthestoryoftwoinvestmentexperts,bothsuccessful,butonefarmoresuccessfulthantheother.
Itturnedoutthattheybothhadmanyyearsofexperienceinevaluatingandmakingsubstantialinvestmentsforthemselvesandtheirclients.Butthemoresuccessfuladviserhaddevelopedachecklistofessentialquestionstoaskandteststoapplytoaninvestmentproposalbeforemakingadecision.
Theotheradviserusedmanyofthesametechniquesandtacticstoappraiseaninvestment,butheoperatedmorefromintuitionandexperience.Asaresult,heoftenlostmoneywhenheshouldn’thave.
HerewastheinterestingpointthatGawandemade.Thefirstadviserwasconsistentlymoresuccessfulthanthesecond.Butonvariousoccasions,hemademistakesandlostmoney.Thereasonwasinvariablythesame.Hehadneglectedtofollowhisownchecklist.Hehadmissedoneortwovitalpointsinhislistofimportantconsiderations.Whenhewentbacktofollowinghischecklistmeticulously,hisinvestmentrecordimprovedsignificantly.
TheSystematicProblem-SolvingMethod
Hereisastructured/unstructuredwayofproblemsolvinganddecisionmakingdevelopedbyexpertsandthinktanksovertheyears.IhavesynthesizedthebestideasIhavediscoveredintoasinglesimplemethodthatyoucanusefortherestofyourcareer.
STEPONE:Definetheproblemorgoalclearly,inwriting,onthepageinfrontofyou.Ifyouareworkingwithagroup,writeandrewritetheproblemorgoalonaflipchartorawhiteboarduntileveryoneagrees,“Yes.Thisisthecorrectdefinitionoftheproblem.”
Inmedicine,theysay,“Accuratediagnosisishalfthecure.”Inbusiness,developingthecorrectdefinitionoftheproblemoftenmakesthe
solutionappearobvious.STEPTWO:Onceyouhavedefinedtheproblemorgoalclearly,youask,
“Whatelseistheproblem?”Bewareofanyproblemforwhichthereisonlyonedefinition.Defineand
redefinetheproblemseveraldifferentwaystomakeitmoreamenabletothecorrectsolution.(Note:Itmaybenotaproblematallbutratheranopportunity.)
Theworstthingyoucandoistocomeupwithagreatsolutiontothewrongproblemortoaproblemthatdoesnotexist.
ProductFailureRates
Fully80percentofnewproductsandservicesfailwithintwelvemonths.Theprimaryreasonforthisisthatcompaniesdevelopaproductthatsolvesaproblemthatcustomersdon’thave.
Itislikethestoryofthedogfoodcompanythatinvestedmanymillionsofdollarsdevelopingtheperfectdogfood—nutritionallybalancedineveryway.Buttheproductfailedinthemarketplace.Whentheproductdeveloperswereaskedwhathadhappened,theyreplied,“Theproblemwasthatthedogshatedit.”
Whateverdefinitionoftheproblemthatyousettleonisgoingtodeterminethedirectionofthesolution.Ifyourproblemdefinitionisincorrect,yoursolution,howeverbrilliant,won’twork.
SalesImprovementProcess
Inmyworkwithsalesorganizations,Itakethemthroughasystematicprocessofcreativethinking.Inalmosteverycase,thenumberoneproblemthatabusinessfacesislowsales.SoIstartoffwithaquestion,“Whatistheproblem?”
Thefirstdefinitionoftheproblemisusually“Oursalesaretoolow.”
Whatelseistheproblem?Wearenotattractingenoughnewcustomers.
Whatelseistheproblem?Thecustomersthatwedoattractarenotbuyingenough.
Whatelseistheproblem?Wearenotconvertingenoughofourprospectsintopayingcustomers.
Whatelseistheproblem?Ouradvertisingandpromotionarenotattractingenoughnewcustomers.
Whatelseistheproblem?Ourcustomersarenotbuyingoftenenough.
Whatelseistheproblem?Ourcustomersarebuyingtoomuchfromourcompetitors.
Keepaskingthe“whatelse”questionuntilyoufindthecorrectdefinitionoftheproblem.
TheDefinitionDeterminestheSolution
Whicheveroftheseanswersthatyoudecideupon—ifitisthecorrectproblem—requiresadifferent,andsometimesacompletelydifferent,solution.Thisiswhyitissoimportantthatyoutestandvalidateyouranswertobesureyouareworkingontherightprobleminthefirstplace.
STEPTHREE:Youask,“Whatisthesolutiontoourproblem?”Whateveransweryoucomeupwith,youthenask,“Whatelseisthesolutiontoourproblem?”
Bewareofaproblemforwhichthereisonlyonesolution.Thereisadirectrelationshipbetweenthenumberofpossiblesolutionsyoudevelopandthequalityofthefinalsolutionyousettleupon.Veryoften,twounrealisticideascombinedcouldturnouttobeonebrilliantideathatchangesthedirectionofyourbusiness.
STEPFOUR:Onceyouhavedevelopedawiderangeofpossiblesolutions,youmustnarrowthemdownandmakeadecision.Inmostcases,anydecisionis
betterthannodecisionatall.Ifyoucannotmakeadecisionimmediately,setadeadlinebywhichyouwillmakeyourdecisionandtakeaction.
SteveJobsoncesaid,“Creativeideascomefromconnectingthedotsinadifferentway.”Hereisthekeyusedbysuperiorthinkerseverywhere:Ifyouarestrugglingwithadecision,collectmoredots.Getmoreinformation.Hireaconsultantwhospecializesinthisarea.Don’tbecheapincollectingthebestinformationpossible.Oneneworunconsideredideacanmakeorsaveyouafortune.
STEPFIVE:Determinehowyouwillmeasurethesuccessofthisdecision.Setclearmeasuresandbenchmarks.Quantifyyourdesiredresults.Theruleisthis:“Ifyouwanttosucceedinbusiness,setmeasuresforeverything.Ifyouwanttogetrich,setfinancialmeasuresforeverything.”
Remember,ifyoucan’tmeasureit,youcan’tmanageit.Andwhatgetsmeasuredgetsdone.
STEPSIX:Assignresponsibilityfortheproject,task,orsubtasktoaspecificpersonorpersons.
Everyproduct,service,orprojectneedsachampion,someonewhoiscompletelyinchargeoftheprojectandwhosepersonalsuccess,pay,andpromotionaredeterminedorstronglyaffectedbytheresults.
Amajormistakethatsmallandlargecompaniesmakeisthattheyagreeonanewproductorserviceidea,oronaprojectofsomekind,andtheneveryonegoesbacktowork.Nooneisassignedspecificresponsibilityforthisproject.Itthenbecomesan“orphanproject”inthecompany—somethingthatbelongstoeveryoneandtonoone.Don’tletthishappeninyourbusiness.
STEPSEVEN:Setadeadlineandsub-deadlinesforcompletion.Themoreimportantthepotentialresult,themoreoftenandmoreaccuratelyyoumustmanageandmeasureprogress.Inspectwhatyouexpect.Whatgetsinspectedgetsdone.
STEPEIGHT:DevelopaPlanB,afallbackplanoranalternativeincaseyourfirstsolutiondoesnotworkforanyreason.Filloutthe“DisasterReport.”Ask,“Whatistheworstpossiblethingthatcouldhappeninthissituation?”
Theworstpossibleoutcomeisthatitcouldfailcompletely,andallthetimeandmoneyinvestedwillbelost.
Howcouldyouminimizethepossibilitiesoffailure?Howcouldyoumaximizethepossibilitiesofsuccess?Whatwillyoudoifyoursolutiondoesn’twork?
DevelopaFallbackPlan
Greatgeneralsplantowineverybattle,buttheypreparefordefeatifitoccurs.Theysetasidereservesofmenandammunition.Theydevelopacontingencyorfallbackplan.Theyknowthatanorderlyretreatisbetterthanacompleterout.
Never“bettheranch”onanewcourseofaction.Onlytakecalculatedrisks—risksthatyoucanbouncebackfromiftheyfailcompletely.
Hopeisnotastrategy;itisaformulafordisaster.Inbusiness,thenewproductideaof“builditandtheywillcome”isalmostasurefirerecipeforfailure.
STEPNINE:Takeactiononyouridea.Movefast.Developasenseofurgency.Dosomething.Doanything.Butgetonwithit,asquicklyaspossible.
GeneralGeorgePattonsaid,“Agoodplanviolentlyexecutednowisbetterthanaperfectplannextweek.”
Applythissystematicmethodofproblemsolvingtoeachproblemorobstacleyourbusinessfaces,discipliningyourselftofollowtherecipeforsuperiorthinking.Youwillbehappilysurprisedattheresult.
Solution-FocusedThinkingVersusProblem-FocusedThinking
Thetruemarkofyourintelligenceandyourcreativityisyourabilitytosolveproblemsandmakedecisions.Whatevertitleiswrittenonyourbusinesscard,yourtruejobdescriptionis“problemsolver.”Fromthetimeyoustartworkinthemorninguntilthetimeyouquitfortheday,andafterward,youaresolvingproblems,smallandlarge,alldaylong.
GeneralColinPowellsaid,“Leadershipistheabilitytosolveproblems.”Successistheabilitytosolveproblemsaswell.Agoaloranobjective
unachieved,inanyarea,ismerelyaproblemunsolved.Thisiswhyasystematicapproachtoproblemsolving,onethatworksatahigherlevelandmoreconsistently,isabsolutelyvitalforyoutoachievethemaximumsuccessthatispossibleforyou.
ThinkAboutSolutions
Asithappens,successfulpeoplethinkaboutsolutionsmostofthetime.Unsuccessfulpeoplethinkaboutproblemsmostofthetime.Successfulpeoplethinkabouthowtosolvetheproblemorremovetheobstacleandwhatactionscanbetakenimmediatelytoimprovethesituation.
Unsuccessfulpeoplethinkabouttheproblemandwhoistoblame.Theyallowthemselvestobecomeangryandupsetaboutaproblemthatoccursoran
obstaclethatarises.Thistriggersnegativethinking,anger,andthesearchfortheguiltyparty—“Whodidit?”Butitdoesnothingtohelpthemfindthesolution.
UnlockYourCreativePowers
Therearethreekeystounlockingyourcreativepowersthatwehavespokenaboutbefore.Theyareclarity,focus,andconcentration.
First,youmustbeclearaboutthegoalbutflexibleabouttheprocessofachievingit.Keepanopenmind.Bewillingtoconsideravarietyofdifferentwaystoachievethesameresult.
Second,focus.Bringallofyourbrainpower,andthatofothers,tofocuslikealaserbeamonasingleproblem,obstacle,ordifficulty,withoutdiversionordistraction.Stayononesubjectatatime.
Third,concentration.Putasideeverythingelse,andconcentrate100percentuntilyouhavesolvedyourbiggestproblemorachievedyourmostimportantgoal.
JimCollins,inhisbookGoodtoGreat,tellsthestoryofthefoxandthehedgehog,whichcomesfromanessaybyIsaiahBerlin.Hesaysthatthefoxisverycleverandknowsmanythings.Butthehedgehogismoresuccessfulbecauseheknowsonebigthing.
Clarity,focus,andconcentrationenableyoutobringallyourmentalpowerstobearonsolvingonebigproblemorachievingonebiggoal.
TheAttractionofDistraction
Inourmodernworldofcomputersande-mail,perhapsthegreatestenemyisthe“attractionofdistraction,”chasingaftertheshinyobjectsofimmediatestimulus—e-mail,textmessages,phonecalls,andsocialmedia—allofwhichcauseyourmindtoscatteranddisruptyourabilitytofocusandconcentrate.
AccordingtoUSAToday,continuouslyrespondingtoelectronicinterruptions,especiallye-mailandtextmessages,burnsupyourbrainfuel,glucose,atarapidrate.Theaverageadultcheckshisorhere-mailalldaylongandisconstantlydistracted,likeanattentiondeficitdisorderdog,bysignalsandalarmsone-mailandsmartphones.
Asaresult,theaveragee-mail-addictedemployeelosestenfullIQpointseachday,becomingdumberbythehour.Bytheendoftheday,manypeopleareburnedout,unabletoconcentrateormakeeventhesimplestofdecisions.Andtheyarefurtherandfurtherbehindontheirkeytasks.
MultitaskingVersusTaskSwitching
Constantlyrespondingtoe-mails,textmessages,andphonecallsforcestheindividualtoengageinwhatiscalledmultitasking.However,thisismorerightlydefinedastaskswitching.Youarenotdoingseveraltasks;instead,youareswitchingbackandforth,fromonetasktoanotherandthenbackagain.Accordingtoonestudy,ittakesyouaboutseventeenminutesafteryouhavebrokenoffatasktorespondtoanincomingmessageforyoutogetback“ontask”again.
Throughouttheday,yourattentionswitchesbackandforth,likeawindshieldwiper,seldomcompletinganythingofvalue.WhenyouaddinsocialmediaandtheobsessionthatmanypeoplehavewithcheckingFacebook,Twitter,andLinkedIn,youhaveaformulaforcareerdisaster.Thisiswhytheysay,“Socialnetworkingissocialnotworking.”
Thesolutionissimple.Leavethingsoff.Checkyoure-mailtwiceaday,at11:00a.m.andat3:00p.m.Otherthanthat,turneverythingoffsothatyoucandedicateyourselfsingle-mindedlytothetaskathand.
ThePrincipleofConstraints
Thisisoneofthebestcreativethinkingtoolsofall.ThePrincipleofConstraintssaysthatbetweenyouandanygoalthereisaconstraintthatdetermineshowfastyouachievethatgoal.
Sometimesthisiscalledthebottleneck.Sometimesitisreferredtoasthechokepoint.AndrewGrove,theformerCEOofIntel,referredtothemainconstraintholdingyoubackasthe“limitingfactor”inanyproductionprocess.
Whatisyourmajorgoaltoday,andwhatistheconstraintthatsetsthespeedatwhichyouachieveit?
Torephrasethisquestion,“Whyaren’tyoualreadyatyourgoal?”Ifyourgoalistoincreaseyoursalesandprofitabilityby50percent,why
aren’tyoursalesandprofitabilityalready50percenthigher?Ifyourgoalistoloseweight,whyaren’tyoualreadyatyouridealweight?Whenyouaskthisquestion,veryoftentheansweryoucomeupwithistheconstraintthatisholdingyouback.Often,whenyouaskandanswerthisquestion,whatwillpopintoyourmindwillbeyourfavoriteexcuses,thereasonsthatyoumostcommonlygivefornonachievementinaparticulararea.
IdentifytheLimitingFactor
Ineachsituation,yourfirstjobistoidentifythislimitingfactorandthenfocussingle-mindedlyonalleviatingit.Thiswayofthinkingandactingcanmoveyoutowardyourgoalsfasterthanalmostanythingelseyoucando.
The80/20ruleappliestoconstraintsinyourpersonalandbusinesslife.Fully80percentofthefactorsthatareholdingyoubackfromachievingyourmostimportantgoalsarewithinyourselforwithinyourbusiness.Only20percentareontheoutside,externaltoyouandyourbusiness.
Whenyoubeginidentifyingandremovingconstraints,alwaysstartwithyourself.Askthekeyquestion,“Whatisitinme(orinmybusiness)thatisholdingmebackfromachievingmygoal?”
Remember,thenaturaltendencyofmostpeopleistoblametheirproblemsonexternalforcesandotherpeople.Thehallmarkofsuperiorthinkersisthattheyacceptcompleteresponsibilityforanyproblemordifficultyandthentheylookintothemselvesforwhatissettingthespeedatwhichtheyachievethegoaltheydesire.
What-IfThinking
Oneofthemostpowerfulquestionsyoucanaskintriggeringcreativityis,“Whatif?”Eachtimeyouaskthisquestion,youbreakthebondsoflimitedthinkingthatmaykeepyouworkinginanarrowarea,andyouopenyourmindtomoreandmorepossibilities.
What-ifthinkingisconsideredthebreakthroughconceptthatmadeFederalExpressoneofthemostsuccessfulcompaniesintheworld.Itstartedbyasking,“Whatifitwaspossibletodeliveraletterovernight,anywhereinthecountry?”
WhenFredSmith,founder,chairman,president,andCEOofFedEx,suggestedthisideainanundergraduatetermpaperatYale,hisprofessorgavehimaC,sayingthattheideawasnotveryrealistic.Atthattime,first-classmailintheUnitedStatestookanywherefromthreetofivedays,andsometimeslonger,toreachitsdestination.Theideaofovernightmaildeliveryseemedhighlyimprobable.
BreaktheBarriers
Bycontinuallyasking“Whatif?”FredSmithandtheexecutivesofFedExwereabletodevelopcreativeideasthatnotonlyachievedthegoalbutledtooneofthelargestandmostsuccessfulcompaniesintheworld.
“Whatifitwaspossibletoputthekeyboardonthescreenofacellphone?”(Apple,nowthelargestcompanyintheworld.)
“Whatifwecouldsellanddeliveralmostanybookbye-mailanddirecthomedelivery?”(Amazon.com,nowthebiggestvendorofbooksintheworld.)
“Whatifwecouldputamanonthemoonandbringhimsafelybacktoearth?”(JohnF.Kennedy—1962.)
WhenPresidentJohnF.KennedyaskedthescientistinchargeoftheAmericanspaceprogram,WernhervonBraun,whatitwouldtaketoputamanonthemoonandbringhimbacksafely,vonBraunrepliedsimply,“Thewilltodoit.”
Inmanysituations,inyourbusinessandpersonallife,whatismostrequiredforsuccessissimply“thewilltodoit.”
MyfriendJoelWeldonwasfamousforhistalk“SuccessComesinCans,NotinCannots.”Itisthesamewithyou.
TheProcessofInnovation
ThephilosophyofeverysuccessfulbusinessandsuccessfulexecutiveisCANEI,which,assaidabove,standsfor“ContinuousandNever-EndingImprovement.”
Resolvetomoveboldlyoutofyourcomfortzone.Continuallysearchfornewer,better,faster,andcheaperwaystoachieveyourgoalsandtomoveahead.Bepreparedtofailoverandoveragainwhenyouaredevelopingorintroducingnewproducts,services,methods,orstrategies.Nothingeverworksoutthewayyouthinkitwill.Youwillexperienceconstantfrustrations,difficulties,setbacks,andtemporaryfailuresonthewaytosuccess.
ThomasJ.WatsonSr.,thefounderofIBM,wasonceaskedhowtosucceedfaster.Hereplied,“Ifyouwanttosucceedfaster,youmustdoubleyourrateoffailure.Successliesonthefarsideoffailure.”
Infact,thereisnosuchthingasfailure.Thereisonlyfeedback.Difficultiescomenottoobstructbuttoinstruct.Theformulahasalwaysbeen“Try,tryagain,andthentrysomethingelse.”
Yourabilitytosolveproblems,makedecisions,andfindcreative,innovativewaystogrowyourbusiness,increaseyoursales,andboostyourprofitsistheultimatekeytoyoursuccess.
ACTIONEXERCISES
1. Selectoneproblemthatyouoryourbusinessiswrestlingwithtodayandputitthroughthesystematicmethodofproblemsolving.Itcouldchangeyourfuture.
2. Identifyonegoalthatyouhaveanddeterminethebiggestconstraint,thelimitingfactorthatsetsthespeedatwhichyouachievethatgoal.Whatcouldyoudotoalleviatethisconstraint?
3. Selectoneproductorserviceyouofferanddevelopasmanywaysaspossibletomakeitbetter,faster,orcheaperforyourcustomers.
9
EntrepreneurialThinkingVersusCorporateThinking
Betruetothebestyouknow.Thisisyourhighideal.Ifyoudoyourbest,youcannotdomore.—H.W.DRESSER
ALLPEOPLEWANTtoachievethehighestpossibleleveloffinancialsuccessinthecourseoftheircareers.AccordingtoThomasStanley,authorofTheMillionaireNextDoor,fully80percentofself-mademillionairesareentrepreneurs.Theyearnedtheirfortunesinonelifetimebystartingandbuildingtheirownbusiness,byproducingandsellingsomethingtosomeone.Theythoughtandactedlikeentrepreneursmostofthetime.
AccordingtotheMarch2015Forbesmagazine,thereare1,826billionairesintheworldtoday,66percentofwhomareself-made.Theystartedasentrepreneurswithnothingandbuilttheirfortunesfromthegroundupbycreatingandsellingproductsandservicesthatpeoplewantedandwerewillingtobuyandpayfor.
ThinkAboutCustomers
Entrepreneurialthinkingmeansfocusingonthecustomersatalltimes,thinkingaboutthecustomerscontinually.
TomPeterswroteinthebookInSearchofExcellencethatthesinglemostimportantqualityofsuccessfulbusinesseswas“anobsessionwithcustomerservice.”
Notlongago,Ispentadaywiththepresidentofa$2billioncompanythathehadstartedathiskitchentable.WhenIaskedhimwhatpositionhesawhimselfashavinginhisbusiness,heimmediatelyreplied,“ChiefSalesOfficer.”Hesaid,
“Thiswasmypositionwhenwestarted,anditisstillmypositiontoday.Ithinkaboutsalesallthetime.”
CorporateThinking
Corporatethinkingisdifferentfromentrepreneurialthinking.Companypeople,whetheremployees,managers,executives,ortechnicians,viewcustomerseitherwithdisinterestorasproblemswhoarealwayscomplainingorrequestingsomethingnewordifferent.Customersareoftenseenasfliesthathavetobeswattedandbrushedaway.
Corporatethinkersarepreoccupiedwithdoingtheirjobs,pleasingtheirsuperiors,followingtherules,anddoingtheminimumnecessarytoavoidbeingfiredorlaidoff.Employeeswhoarecorporatetypesusethepronouns“them,they,andtheir”todescribethecompanyandthepeopleincharge.
Theyfeelthatwhateverhappensinthecompanyhaslittletodowiththempersonally.Theysay,“Ajobisajob.”Asonecorporatetypetoldmesometimeago,“WhenIgotowork,Ithinkaboutmyjob,butwhenIcomehome,Idon’tthinkaboutmyjoborcompanyatall.”
LackofEngagement
Manyresearchersconcludethatmorethan60percentofemployeesatlargeandsmallcompaniesare“disengaged.”Theyfeelnodeepcommitmentorloyaltytothecompany.Theyarejustgoingthroughthemotionsofwork,thinkingaboutdoingsomethingelse.Theycheckthewantadsonaregularbasis,posttheirrésumésandqualificationsonCraigslist,LinkedIn,andotherWebsites,andarecontinuallylookingforsomethingelsetodo.
Corporatetypescometoworkatthelastminute,takeeveryminuteofcoffeebreaksandlunches,andspendasmuchas50percentoftheirtimechitchattingwithco-workers,checkingtheire-mail,anddoingthingsofnoorlowvaluetotheircompany.
CommitmentIstheKey
Entrepreneurialthinkersaredifferent.Theyarecommittedtothesuccessofthecompany.Theyseethemselvesasself-employedandactasiftheyownedtheircompaniespersonally.
Theyusewordslike“we,”“mine,”and“our”whentheyrefertotheircompanyandtotheirproductsandservices.Aboveall,theyacceptandtakeonhighlevelsofresponsibilityforresults.
Entrepreneurialthinkersarealwaysvolunteeringformoreresponsibility.Theycontinuallythinkaboutmakingagreatercontribution.Theyarecontinuallyupgradingtheirskills,learningnewthings,andseekingwaystobecomemorevaluabletotheircompanies.
Aboveall,entrepreneurialthinkerssearchforwaystoincreasethesalesandprofitabilityoftheircompanies.
Entrepreneurialthinkingiscustomer-centric,customer-focusedthinking.Entrepreneurialthinkersthinkaboutcustomersallthetime.
SalesAreCentral
Aswesaidinapreviouschapter,thenumberonereasonforbusinesssuccessishighsales.Thenumberonereasonforbusinessfailureislowsales.Allelseiscommentary.
ThekeytobusinesssuccessisSMS,whichstandsfor“SellMoreStuff.”Thisiswhattheentrepreneurialthinkerfocusesonmostofthetime.Howcanwesellmorestuff?
Successfulbusinesspeoplehavecertainqualities,characteristics,anddisciplinesthatenablethemtoachievefarmorethantheaverageperson.
Thereareseveralwaysforyoutodevelopthequalitiesofentrepreneurialthinkingandtomakeagreatercontributiontothesalesandprofitabilityofyourorganization.Rememberthethreekeys:clarity,focus,andconcentration.
AsktheBasicQuestions
Therearebasicbusinessquestionsthatyouneedtoaskandanswerallthetime,especiallywhenyoufacerapidchangeinknowledge,technology,andcompetition.
First,whatbusinessareyoureallyin?Defineyourbusinessintermsofhowyouserveyourcustomers,theimprovementsortransformationsyourproductsbringaboutintheirlivesandwork.
Corporatethinkersseetheirbusinessesasorganizationsthatproduceandsellproductsandservices.Entrepreneurialthinkersseetheirbusinessmissionasenhancingandenrichingthelivesoftheircustomers.
Trytodescribeyourbusinessintermsofthepositivechangeorimprovementyourproductsorservicesmakeinyourcustomers’liveswithoutmentioningyourcompany,products,orservices.Thiscanbearealchallengethefirsttimeyoutryit.
ThinkLikeaCustomer
Thecorporatetypesays,“Isellcars.”Theentrepreneursays,“Ienablepeopletodrivewherevertheywantin
comfortandsafety.”Youwillknowwhenyouaredescribingyourproductorserviceintermsof
thejobthatitdoesforyourcustomers,theproblemsthatitsolves,andthebenefitsthatyourcustomersenjoy,becauseyouwilltriggertheresponse“Howdoyoudothat?”or“Iwantthat!”or“That’sforme!”
Whoisyouridealcustomer,theperfectpersonforwhatyousell?Thisisadescriptionofthedemographicsandpsychographicsofthetypeofpersonwhomostappreciatesandvaluesthespecialfeatures,benefits,andresultsoftheproductorservicethatyouoffer.
Whatdoesyouridealcustomerconsidervaluable?Whatissoimportanttohimorherthatyoucanprovidethatmakesyourpricesseemunimportant?
Themainreasonthatbusinessesfailisthatthereislittleornodemandfortheirproduct.Peopledon’tvalueitorwantitandhavenointerestinbuyingit.
YourAreaofExcellence
Whatisitthatyoudoespeciallywell?Whatisyourareaofexcellenceorsuperiorityincomparisontoyourcompetitorsrelativetowhatyouridealcustomerwants,needs,andiswillingtopayfor?
Allcompanies,products,andservicesmusthaveacompetitive,comparativeadvantageovertheircompetitorsthatmakesthemthebestchoiceandideallythe“only”choiceintheirmarket.Whatisyours?Whatcoulditbe?
JackWelchsaid,“Ifyoudon’thavecompetitiveadvantage,don’tcompete.”HeisfamousforhisrulethatGeneralElectricwouldbenumberoneornumbertwoineverymarketitwasin,oritwouldabandonthatmarketandconcentrateitseffortssomewhereelse.
Foracompanytobesuccessful,itmustdominateamarketniche.Inatleastonearea,itmustberecognizedbycustomersinthemarketplaceasbeing“thebest”forthatparticularcustomer.
Inwhatareasdoyouorcouldyoudominateyourmarket?Whatwouldyouhavetodomoreorlessof?Whatwouldyouhavetostartorstopdoingaltogether?
PeterDrucker,anadvisertoJackWelch,said,“Ifyoudon’thaveaclearcompetitiveadvantage,developone.”
Entrepreneurialthinkingatitscoreisfocusedondevelopingandmaintainingameaningfulcompetitiveadvantageincompetitivemarkets.
YourBusinessModel
Today,theentrepreneurialfocusismoreandmoreonthebusinessmodel,thecomplexstrategythatyourcompanyusestoproduce,sell,anddeliveryourproductorservicetomoreandmorecustomersinaprofitableandcost-effectiveway.Whatisyours?
AccordingtoGeoffreyColvinofFortunemagazine,manyifnotmostcompaniesareoperatingonanoldbusinessmodel,onethatispartiallyortotallyobsolete.
Howdoyouknowifyouhavethecorrectbusinessmodelforyourbusiness?Theeasiestmeasureisthatyoursalesandprofitabilityareincreasingsteadilyandpredictably.
Ifyoursalesareerraticorinconsistent,haveleveledoff,or,evenworse,aredeclining,itcouldbethatyourbusinessmodelnolongerworks.Ifthisisthecase,andyoudonotchangeyourbusinessmodel,theendisinsight.
ThinkingAboutYourBusiness
Entrepreneurialthinkingrequiresthatyoucontinuallyreviewandevaluatetheessentialelementsofyourbusinessmodel.
1. Whatvaluedoesyourproductoffer?Whatjobdoesyourproductdoforyourcustomer?Whatproblemdoesitsolve?Whatbenefitsdoesitdeliver?Whatpaindoesittakeaway?Whatgoalsdoesitenableyourcustomerstoachieve?Andespecially,howimportantareyourkeybenefitstoyourcustomers?Yourabilitytoaskandanswerthesequestionsaccuratelywilllargely
determinethefutureofyourbusiness.
2. Whoisyourcustomer?Whoarethecustomerswhocanmostbenefitfromtheproductsorservicesyouoffer?Whataretheirdemographics?Whataretheirages,incomes,educationlevels,genders,occupations,andtypeoffamilyformation?Whataretheirpsychographics?Whataretheirhopes,dreams,fears,
ambitions,andaspirationsrelativetowhatyousell?Especially,whataretheirethnographics?Howdotheyuseyourproductor
service?Whatroledoesitplayintheirlivesorwork?Howimportantisittothemincomparisonwithotherthings?
3. Whatarethemosteffectivewaysthatyoucanmarket(attractnewcustomers),sell(convertthemintobuyers),anddistribute(getyourproductintothehandsofyourcustomers)?Howcouldyouattractmoreandbetter-payingcustomers?Howcouldyou
sellfasterandmoreeffectivelytotheprospectsyouattract?Howcouldyoudistributeyourproductfasterandmoreefficiently?(ThinkAmazon.com!)Theruleisthatwhateveryouaredoingtoday,youwillhavetobemuch,
muchbetterayearfromnowjusttostayeveninyourcurrentmarket.4. Howdoyougivesuchgoodcustomerservicethatyourhappycustomersbuy
fromyouagainandagainandtellotherstobuyfromyouaswell?5. Whatisthecoststructureofyourbusiness,andhowcouldyouchangeitto
achievegreaterprofitability?Howcouldyououtsource,downsize,oreliminatecertainactivitiessothat
youcanofferthesamehighlevelofqualitybutatalowercostofoperations?
ContinuetoQuestion
Entrepreneursinalltypesofbusinessesthinkaboutthesecriticalfactorsallthetime.Theyarealwayswillingtoconsiderthepossibilitythattheycouldbewrongorthattherearebetterwaystogetresultsinoneormoreoftheseareas.
Entrepreneurspracticezero-basedthinkingcontinuallyineveryarea.Theyask,“Isthereanythingthatwearedoingthat,knowingwhatwenowknow,wewouldn’tgetintoorstartuptoday?”
Entrepreneursaremoreconcernedwithwhat’srightratherthanwithwho’sright.Theykeeptheiregosoutofthediscussion.
Entrepreneursarewillingtoadmit,“Icouldbewrong.”Entrepreneursopenlyadmit,“Imadeamistake,”andthentheygetbusy
correctingthemistakeasquicklyaspossible,ratherthantryingtobluff,bluster,
stonewall,orhopethatitwillgoaway.Withnewinformation,entrepreneursreadilysay,“I’vechangedmymind.”
Theyquicklyembracenewideasandmethodstogetbetterresults,nomatterthesource.
CustomerFocus
Entrepreneurialthinkingrequiresthatyouthinkaboutthecustomerallthetime.Youcontinuallyseeknew,different,better,faster,andcheaperwaystoservecustomersandgivethemmoreandmoreofwhattheyreallywantandneed.
Yourabilitytothinklikeanentrepreneurratherthananemployeewilldomoretoliberateyourfullpotentialinyourcareerthananyothersinglefactor.Itmightevenmakeyourich.
ACTIONEXERCISES
1. Defineyourperfectcustomerclearly.Howcouldyouservehimorherbetterthanyourcompetitors?
2. Determineyourvalueoffering,theoneortwoqualitiesofyourproductsorservicesthatmakethemsuperiortothoseofyourcompetitors.
3. Examineyourbusinessmodeltobesurethatthewayyouaregeneratingsalesandprofitabilitytodayisthebestandmostefficientwaytodoit.
10
RichThinkingVersusPoorThinking
Thoughtistheoriginalsourceofallwealth,allsuccess,allmaterialgain,allgreatdiscoveriesandinventions,andofallachievement.
—CLAUDEM.BRISTOL
THEREHAVENEVERBEENmoreopportunitiesforyoutobecomewealthy,andmoredifferentwaystoachieveit,thanexisttoday.Morepeoplearestartingmorebusinessesinmoredifferentindustriesthaneverbefore.Moreknowledge,information,andtechnologyarecreatingmoreproductsandservicesthatpeoplewant,need,andarewillingtopayfor.Onenewideaisallyouneedtostartafortune.
Intheyear1900,therewere5,000millionairesinAmerica,afteralmosttwohundredyearsofeconomicdevelopmentandgrowth.Bytheyear1980,therewere1millionmillionairesinAmerica.In2015,therearemorethan10millionmillionairesand1,826billionaires,mostofwhomstartedwithnothingandearnedalltheirmoneyinonelifetime.Andwithinreason,socanyou.
AsWithin,SoWithout
TheLawofCorrespondenceworksforeveryoneatalltimesunderallcircumstances.Thislawsaysthatyourouterworldwillbeareflectionofyourinnerworld.Everythingmovesfromwithintowithout.Youcannotaccomplishsomethingontheoutsideuntilyoufirstaccomplishitontheinside.Tobewealthyontheoutside,youmustthinklikearichpersonontheinside.Thereisnootherway.
Poorpeoplethinklikepoorpeople.Theyhaveself-limitingbeliefsthatholdthembackandstopthemfromeventrying.Inastudycompletedafewyearsago
entitledOneHundredMillionMillionaires,theauthorsdemonstratedthatifyousimplysaved$100permonththroughoutyourworkinglifetime,investedit,andletitgrowwithcompoundinterest,itwouldamountto$1millionbythetimeyouretired.Whydoesn’teveryonedothis?Poorthinking!
TonyRobbins,inhis2014book,Money:MastertheGame,emphasizeswhatEinsteinsaid:“Compoundingisthemostpowerfulforceintheuniverse.”
Afterextensiveinterviewswithfiftyoftherichestpeopleintheworld,Robbinsconcludedthatalmostanyonecanstartsmall,saveandinvestregularly,usethemiracleofcompoundinterest,andeventuallybecomefinanciallyindependent,ifnotwealthy.Thissimplemethodhasworkedforalmosteveryoneatalltimesthroughouthistory.Anditcanworkforyou.
Self-MadeMillionaires
Someyearsago,Iwasaskedtogiveatalkonself-mademillionairestoalargegroupcomposedofbusinessownersfromalloverthecountry.Thisinvitationforcedmetodosomeseriousthinking.Thisthinkingchangedmylife.
FromthetimeIwasateenager,myambitionhadbeentobeamillionairebytheageofthirty.WhenIreachedthirtyandwasstillbroke,Iputitofftothirty-five.Atthirty-five,Iputitofftoforty,butwithlessandlesshopethatIwouldeverachievethatmagicnumber.
ButwhenIwasaskedtogivethetalkonself-mademillionaires,IrealizedthatIknewverylittleaboutthem.Ithereforethrewmywholeheartintoresearchingwhotheywereandwhattheydidtogetfromzeroto$1millioninonelifetime.
Withthesefindings,Idevelopedaprogramcalled21SuccessSecretsofSelf-MadeMillionaires,whichIhavepresentedtoprobablyamillionpeopleinfiftycountriesovertheyears.TheinterestingthingwasthatasIresearchedandtaughtpeoplethewaysthatself-mademillionairesthinkandact,Ibeganpracticingthesameprinciplesmyself.Withinfiveyears,Iwasamillionaire.
ReprogramYourThinking
Manypeople,fromallovertheworld,havetoldmethatbylisteningtothisprogramoverandoverandpracticingtheprinciplesitteaches,theybecamemillionairesaswell,evenafteryearsofpovertyandstruggle.Andsocanyou.
Inthischapter,Iamgoingtosharewithyouaseriesofsimpleideasthatyoucanlearnandapply,basedonextensiveresearchintothelivesandhabitsof
thousandsofwealthypeople.BytheLawofCauseandEffect,ifyouthinkanddothesamethingsthat
wealthypeopledo,youwillsoongetthesameresultsthattheydo.ThebestsellingauthorOgMandinooncetoldme,“Therearenosecretsof
success.Therearesimplytimelesstruthsanduniversalprinciplesthathavebeendiscoveredandrediscoveredthroughouthumanhistory.Allyouhavetodoistolearnandpracticethemtoenjoyallthesuccessthatyoucoulddesire.”
ReasonsPeopleDon’tBecomeWealthy
OnceIpassedthemagicmillion-dollarmark,Ibeganlookingaroundmeandaskingthequestion,“Whyisitthateveryonedoesn’tusethesesimpleprinciplestobecomewealthy?”
AsIcontinuedmyresearch,Ifoundthatthereweresevenreasonswhypeopledon’tbecomewealthy.Letusdealwitheachoftheminturn.
1.ITNEVEROCCURSTOTHEM
Itneveroccurstothemthattheycanbecomewealthy.Becauseoftheirupbringingandearlyconditioning,perhapscomingfromahomewherenoonehadeverbeenwealthy,andassociatingwithpoorpeople,theyneverthoughtthattheytoocouldbecomewealthy,justasmillionsofothershavedonebeforethem.
2.THEYNEVERDECIDETODOIT
Manypeoplewish,hope,dream,andfantasizeabouthowtheirliveswouldbedifferentiftheyhadalotofmoney.Theyadmireandenvypeoplearoundthemwhoaredoingbetterthantheyare.Theyworryaboutmoneyallthetime.
Buttheynevermakeafirm,do-or-diedecisiontobecomewealthy.Asaresult,theynevereventakethefirststep.Theydon’tlearnwealth-creationtechniques.Theydon’tupgradetheirknowledgeandskillssothattheybecomemorevaluableattheirwork.Theymakeexcusesandrationalizetheirsituationsbysayingthatsuccessissimplyamatterof“luck”andtheydidn’tgetany.
3.THEYPROCRASTINATE
Ifitdoesoccurtothem,andtheydecidetobecomewealthy,theynevergetstarted.Theyprocrastinate.Theymovetothatwonderfulfantasyplacecalled“SomedayI’ll.”
“SomedayI’llsavemymoneyratherthanspendingitall.”“SomedayI’llupgrademyknowledgeandskills.”“SomedayI’llworkharderandmakemyselfmorevaluable.”“SomedayI’llgetoutofdebt.”Theyenduplivingon“SomedayI’ll”formostoftheirlives.Oneofthegreatsecretsofsuccessisforyouto“voteyourselfoffthe
island!”Stopmakingexcusesandstartmakingprogress.
4.THEYFEARFAILURE
Becauseofdestructivecriticisminearlychildhoodandmistakestheyhavemadeasadults,theyareparalyzedbythefearofmakingamistake,oflosingtheirtimeormoney.Eveniftheyarepresentedwithanopportunity,theygointoaformofparalysis.
Theirfearoffailurecausesthemtocreateallkindsofreasonsnottotakeaction.Theydon’thavethetime.Theycan’tmaketheminimuminvestment.Theydon’thavethenecessaryknowledgeandskills.Likeadeercaughtintheheadlights,theyareparalyzedbytheideaoffailure,whichcausesthemtonevertakeanyactionatall.
Asithappens,mostfortunesinAmericawerestartedbythesaleofpersonalservices.Thepeoplehadnomoney,buttheyhadtheabilitytoworkhard,toupgradetheirskills,andtobecomemoreandmorevaluable.Asaresult,moreandmoredoorsofopportunityopenedupforthem.
5.THEYFEARCRITICISMANDDISAPPROVAL
Manypeoplethinkthatiftheysetagoaltobetterthemselvesfinancially,thepeoplearoundthemwillridiculethemandcriticizethem.They’reafraidthatthosepeoplewillwatchovertheirshouldersandgleefullypointoutallthemistakestheymake.Becausetheyfearthedisapprovalofotherssomuch,theyoftenattemptnothingatall.
Here’sthesolution.Whenyoudecidetobecomewealthy,don’ttellanyone.Keepitasecret.Gotoworkonyourgoalprivately,andonlytellpeoplewhentheyseeyourlifeimprovingandaskyouhowyoudidit.
6.THEYSTOPLEARNINGANDGROWING
Toachievesomethingyou’veneverachievedbefore,youmustlearnandpracticesomethingthatyou’veneverdonebefore.Therungsontheladdertofinancialsuccessareknowledgeandskill.Tobefinanciallysuccessfulstartingfromnothing,youaregoingtohavetolearn,develop,andpracticeanentireseriesofnewskillsthatwillenableyoutobecomevaluableandevenindispensableinyourwork.
AbrahamLincolnoncesaid,“Iwillstudyandpreparemyselfandsomedaymychancewillcome.”Whenyoustudyandprepareyourself,bysomeuniversalprinciple,youalwaysgetanopportunitytopracticeyournewskills.Butitisuptoyoutodeveloptheminthefirstplaceandtocontinuetodevelopthemthroughoutyourlifetime.
7.THEYLACKPERSISTENCE
Mostpeopledon’tpersistlongenoughtosucceed.Successfulpeoplewilltellyouthatthemajorreasonfortheirsuccesswasthattheyrefusedtoquit.Theyrefusedtogiveupwhenthegoinggottough.Theypersistedoverandoveragain,yearafteryear,eveninthefaceofcompletebankruptcyandfinancialruin.Theyneverstopped.
Itisamazinghowmanypeoplegiveupandquitworkingjustafewstepsawayfromthekeyturningpointintheirlives,afterwhichtheywouldhavebeenabigsuccess.Persistenceanddeterminationaretheultimateguarantorsthatyouwillachieveallyourfinancialgoals.
LearningandPractice
Fortunately,eachoftheselimitationstofinancialsuccesscanbeovercomethroughlearningandpractice.Eachoftheseobstaclescanbeturnedintoastepping-stonetosuccesswhenyoulearnhowtothinkthewayrichpeoplethink.
TheLawofCorrespondenceisanimmutablementallaw.Itworks,forallpeople,underallsituationsandcircumstances.Itisinevitableandalmostcompletelypredictable.
Withregardtowealthaccumulation,thislawsaysthatyouwillbehaveontheoutsideconsistentwiththethoughts,feelings,beliefs,ideas,andvaluesthatyouhaveontheinside.Youalwaysactontheoutsideconsistentwiththewayyou
trulybelieveontheinside,andifyoudo,youwillsoongetthesameresultsandoutcomesasotherpeoplewhobelievethesameway.
AsaManThinketh
Psychologistscallthisyourself-concept,anditisconsideredthesinglebiggestbreakthroughinhumanpotentialdevelopmentinthetwentiethcentury.Yourself-conceptisthewayyouthink,yourbundleofbeliefsaboutyourself.Youalwaysactontheoutsideconsistentwithyourself-concept,whateveritis.Andyoucanalwaystellwhatpeoplethink,feel,andbelieveaboutthemselvesbylookingatwhattheydointheirday-to-daylives.
Allimprovementsinexternalperformanceandresultsbeginwithanimprovementinyourself-concept.Whenyoustarttothinkofyourselfinpositive,constructive,andfinanciallysuccessfulwaysontheinside,youbegintoactconsistentwiththosebeliefsontheoutsideuntiltheyeventuallybecomeyourreality.
Childrenbroughtupinaffluenthomes,especiallybyparentswhostartedasentrepreneursandwhoworkedhardandbecamesuccessfulinonegeneration,aremuchmorelikelytobecomesuccessfulandwealthyasadults.Throughouttheirupbringing,theyweresurroundedbyandinculcatedwiththebeliefsandlifestylesofsuccessandaffluence.Whentheygrowup,theyexpectnothinglessforthemselvesandwillacceptnothinglessuntiltheyachieveit.
DevelopaWealthyMind-Set
Thedevelopmentofawealthyself-conceptusuallyrequiresmanyyearsofimmersionandexposuretothehabitsandbehaviorsofwealthypeople.Butsometimesitcanbeasingleexposuretoaninfluentialperson—ataseminar,inabook,oronanaudioprogram—thatmakessuchavividimpressionontheindividualthatforeveraftershethinksaboutherselfasafinancialsuccessjustlookingforaplacetohappen.
Manypeoplehavebecomewealthyafterlisteningtojustoneaudioprogramorattendingoneseminar.Inmanycases,theideasandencouragementcontainedinasinglebookhavesetpeopleoffinadifferentdirectionthatledtotheirachievingwealth,sometimesinjustafewyears.
TheHistoricalSourceofWealth
Throughoutmuchofhumanhistory,andstilltodayinsomecountries,peopleacquiredwealthbytakingitawayfromsomeoneelseorfromsomeothercountry.ThefirstthingtheNapoleonicarmiesdidwhentheyoverranacountryorprincipalitywastolootthatareaofeverythingthatcouldbecarriedaway,sendingitbacktoParis.NapoleonwassoaccomplishedattheacquisitionofplunderforFrancethathewaseventuallymadeemperorandgivenunlicensedauthoritytosendhisarmiesouttolootallofEurope.
ThefirstthingtheNazisdidunderHitlerwhentheyoverranacountrywastostealeverythingthatcouldbemovedandsenditbacktoGermanybythetrainload.WhentheRussianscounterattackedinWorldWarII,theylootedandplunderedeverythingintheirpath.Throughouthistory,everydictatorwhocomestopowerinanycountryimmediatelystealseverythinghecangethishandson.Wealthwasnotcreatedinthesecases;itwastransferredfromtheweakertothestronger.
WealthCreationToday
Then,after1815inEurope,andeventuallyinAmerica,aphenomenonoccurredthathadneverbeenseeninhumanhistory.Peoplefoundthattheycouldcreatewealthbyproducingproductsandservicesthatotherpeoplewanted,needed,andwerewillingtopayfor.Legalsystemsweresetuptoprotecttheproductionandacquisitionofwealthinthisway,therebyenrichingeverycountrythatembracedamarketsystem.
Becauseentrepreneursandbusinessbuildersdidnotfearthattheirwealthwouldbeexpropriatedbytheauthorities,contrarytothewayitisinsomecountriestoday,manyofthebestandmostinventiveentrepreneurialmindsandtalentsbecamefocusedonwealthcreationratherthansimplywealthtransfer.
InAmerica,forthefirsttimeinhumanhistory,theexpression“makemoney”becamepopularandaccepted.Peoplemovedfromallovertheworld,andstilldotoday,fortheopportunitytotakepartinthegreatestentrepreneurial,wealth-creatingsysteminallofhumanhistory.
StartingwithNothing
Infact,today,newimmigrantstotheUnitedStatesarefourtimesmorelikelytobecomemillionairesthanarenative-bornAmericanswhohavelostsightofthekeytobecomingrich:Findaneedandfillit.
SteveSiebold,authorofthebookHowRichPeopleThink,said,“Ifyouwanttomakealotofmoney,findabigproblemthatalotofpeoplehave,andsolveitinanewway.”
Thisisyourkeytowealthcreationaswell.Andthereisnootherwaytobecometrulywealthyexceptbysupplyingotherswithwhattheywantandneedandarewillingtopayfor.
DevelopRichHabits
Inthesimplestterms,richpeoplehaverichhabits,andpoorpeoplehavepoorhabits.MaryKayAsh,anamazingself-mademillionaire,usedtomotivateherdistributorsbysaying,“Don’tgettherabbithabit;thinkmink.”
Richpeoplethinkminkineveryareaoftheirlives.IrememberwhenIwasinmythirties,stillbrokeandstruggling,working
hardandmakinglittleprogress,IenrolledinanexecutiveMBAprogramatthelocaluniversity.Oneevening,whenIarrivedforclasses,alocalwell-knownentrepreneur,wealthyandsuccessful,pulledintotheparkingspacenexttomedrivingasilver-gray450SELMercedes-Benz.IgotoutofmyoldVolvoandjuststoodtherestaringathiscar.Thedriverlookedatme,lookedatmycar,andthenlookedbackathiscar.Hethensmiled,waved,andwalkedofftoclass.
Atthatmoment,IdecidedIwasgoingtodowhateverwasnecessarytobecomewealthyenoughtobeabletodriveabig,beautiful,expensiveMercedes-Benzlikethat.Ilookedintothecarandsawithadblueleatherupholstery,andImadeamentalnoteofthatasIwalkedaway.
ThinkRich
Fromthatmomentonward,Ibegantothinkrich.Ibegantoreadtwoorthreehoursadayaboutthehabitsandbehaviorsofwealthypeople.Igotanotherjobandthenabetterjob.Itookonmoreresponsibilityandmovedup.Iworkedlongerhours,sometimestwelvehoursperday,andgeneratedmoreandmoremoneyformyemployer,someofwhichhepaidouttomeintheformofbonusesandprofitsharing.
Withinthirty-sixmonths,IwalkedintotheMercedes-Benzdealership,tradedinmycar,laidmymoneydown,anddroveoutinasilver-gray450SELMercedes-Benzwithblueleatherupholstery.Itwasoneofthegreatmomentsofmylife.
DeveloptheHabits
Foryoutodeveloprichthinking,tobecomewealthy,youmustfirstdevelopthehabitsofthinkingandofactionthatwealthypeoplehave.JimRohnoncesaid,“Itisnotbecomingamillionairethatisimportant.Itisthekindofpersonthatyoumustbecomeinordertobecomeamillionairethatisevenmoreimportant.Then,evenifyouloseallyourmoney,youcanearnitallbackagainbecausenowyouarethekindofpersonwhoknowshowtomakethiskindofmoney.”
MikeTodd,thefilmproducerandhusbandofElizabethTaylor,oncelostallhismoneyonabigproductionandwentbroke.Itwasinthenewspapers,andmanyofhis“friends”laughedathimbehindhisback.
Oneofthemaskedhim,“Mike,howdoesitfeeltobepoor?”MikeToddrepliedwiththeseclassicwords.Hesaid,“I’veneverbeenpoor,
onlybroke.Beingpoorisaframeofmind.Beingbrokeisatemporarysituation.”
Hethenwentbacktoworkonhisnextproject,whichwassuccessful,andinacoupleofyearshewasrichagain.
NatureIsNeutral
TheLawofCauseandEffect,thegreatlawoftheuniverse,saysthatifyouthinkandactlikewealthypeople,yousoonbecomeoneofthem.Andifyoudon’t,youwon’t.
Natureisneutral.Natureislikethestatueofjustice,withablindfold.Natureplaysnofavorites.AsGoethesaid,“Natureunderstandsnojesting;sheisalwaystrue,alwaysserious,alwayssevere;sheisalwaysright,andtheerrorsandfaultsarealwaysthoseofman.Themanincapableofappreciatinghershedespises;andonlytotheapt,thepure,andthetrue,doessheresignherself,andrevealhersecrets.”
Fortunately,yourmindistheonethingintheuniverseoverwhichyouhavecompletecontrol,andthat’sallyouneedtogetstarted.
Something-for-SomethingThinkingVersusSomething-for-NothingThinking
Thisisamajordifferenceinthethinkingstylesofrichpeopleversuspoorpeople.Richpeoplearealwayslookingforwaystocreatevalue,todevelopand
produceproductsandservicesthatenrichandenhancethelivesandworkofotherpeople.
Theyarealwayswillingtoputinbeforetheytakeout.Theydonotbelieveineasymoneyorsomethingfornothing.Richpeoplebelievethatyouhavetojustlyearnandpayfor,intermsoftoilandtreasure,anyrewardsandrichesthatyoudesire.
Poorpeoplelackthisfundamentalunderstanding,thedirectrelationshipbetweenwhatyouputinandwhatyougetout.Theyarealwaysseekingtogetsomethingfornothingorforaslittleaspossible.Theywantsuccesswithoutachievement,richeswithoutlabor,moneywithouteffort,andfamewithouttalent.
Poorpeoplegamble,buylotterytickets,cometoworkatthelastpossiblemoment,wastetimewhiletheyarethere,andthenleaveworkatthefirstpossibleminute.TheylineupbythehundredsandthousandstoauditionforprogramslikeAmericanIdol,thinkingthattheycanbecomerichandfamouswithouteverhavingpaidthepricenecessarytodeveloptheleveloftalentandabilitythatenablesthemtoriseabovetheircompetitors.
Oneofthegreatsecretsofbecomingwealthyistoalwaysdomorethanyouarepaidfor.Ifyoudo,youwillalwaysbepaidmorethanyou’regettingtoday.Andthereisnootherway.
Gotheextramile.Bewillingtoputinfarmorethanyouaretakingout.Thereareneveranytrafficjamsontheextramile.
DevelopingNewHabits
Fully95percentofeverythingyoudoisdeterminedbyyourhabits,firstofthinkingandthenofaction.
Successfulpeoplehavegoodhabitsthatleadtohappy,productive,andfinanciallysuccessfullives.Poorpeoplehavepoorhabits,ornohabitsatall,thatleadtotheopposite.Fortunately,allhabitsarelearnablewithpracticeandrepetition.Youcanlearnanyhabitorskillyouneedtolearntoachieveanygoalyoucansetforyourself.
Theonlyrealquestionis,“Howbadlydoyouwantit?”Richpeopleandpoorpeoplehavebeenstudied,contrasted,andcompared
formanyyearstodeterminewhatitisaboutthemthatmakesthemdifferentfromeachother.
Thebottomlineisthatyoucanstartoffwitheveryadvantageinlife—goodfamily,excellenteducation,idealcontactsandopportunities—butifyoulackthe
mentalhabitsnecessaryforsuccess,theywilldoyounogood.Ontheotherhand,youcanstartwithnoadvantages,likepeoplewhoescape
fromapoorcountryoradictatorshipandarrivewithnofriends,nocontacts,evennolanguageskills,butwithexcellenthabits,andthengoontocreategreatlivesforthemselves.
TheSeven-StepStrategy
Habitsaredevelopedwithasimpleseven-stepstrategy.First,strivetodeveloponlyonehabitatatime.Ifyougetambitiousand
decidetodevelopseveralgoodhabitsimmediately,youendupdevelopingnone.Bepatient.“Makehasteslowly.”
Becauseittakesabouttwentytothirtydaysofrepetitiontodevelopanewhabit,youcanactuallydeveloponenewwealth-buildinghabitpermonth,ortwelvenewhabitsinayear.Thisisenough.
Forexample,mostwealthypeoplearisebefore6:00a.m.,fullythreehoursbeforetheirfirstappointment.Theyhaveritualsthattheyfolloweachday.Theygetup,exercise,dress,plan,andpreparefortheday.
Theyread,learnsomething,andgetorganized.Theyareusuallyatworklongbeforetheaveragepersonhashadhisfirstcupofcoffee.Thisisahabityoucandecidetodevelopimmediately.Itmaychangeyourlife.
Second,inputnewdata:Decideuponahabitthatcanbehelpfulforyoutodevelop.Beclearaboutthisnewwaythatyouwanttothinkandact.Turnthisnewhabitoverinyourmind.
Forexample,richpeoplethinkaboutcreatingwealthmostofthetime.Theylookaroundcontinuallyforopportunitiestomakemoremoneybyofferingproductsandservicesthatpeoplewantandneed,bothtodayandinthefuture.Theythinkcontinuallyaboutrevenuegeneration.Youcandothesame.
Third,affirmtoyourselfthatyoualreadyhavethishabit.Saytoyourself,overandover,“Iseemoney-makingopportunitieseverywhere.”Themostpowerfulwordsaretheonesyousaytoyourselfandbelieve.
Continuallyread,learn,study,andgatherinformationaboutmakingmoney.Readtheinterviewsandstoriesofotherpeoplewhohavestartedwithverylittleandbecomefinanciallysuccessful.Thinkabouthowyoucoulddothesame.
Fourth,visualizeyourselfasyouwouldbepracticingthisnewhabit.Remember,“Thepersonyouseeisthepersonyouwillbe.”
Allimprovementinyourperformancebeginswithachangeinyourmentalpicturesofyourselfactinginaparticularway.Youalwaysperformonthe
outsidethewayyouseeyourselfperformingontheinside.Createamentalpictureofyourselfgettingoutofbedbefore6:00a.m.and
immediatelybeginningyourday.Itisamazinghowmanywealthypeoplesaythattheystarteverymorning,sometimesat4:00or5:00,withthirtytosixtyminutesofaerobicexercise.Ifyoudothiseverydayforamonth,youwillsoondevelopapositiveaddictiontothefeelingofbeingbright,alert,andfullofenergyalldaylong.
Fifth,actasifyoualreadyhadthisnewhabit.ThereisaLawofReversibilitythatyoucanusethatisresponsibleformanyofthegreattransformationsinpeoplethatleadtofinancialsuccess.
Thislawsaysthatifyoufeelinaparticularway,orifyoubelieveyourselftobeaparticulartypeofperson,youwillnaturallyactinaparticularway.Butwhatifyoustartoffnotfeelingorbelievingthatyouareawealthyorsuccessfulperson?
WilliamJamesofHarvardpointedout,“Ifyoudonotalreadyhaveahabitthatyoudesire,actasifyoualreadyhadthishabitineveryrespect,andtheactionitselfwillsooncreatetheactualbelief.”
Successfulpeopleplaneverydayinadvance,usuallythenightbefore.Theysetprioritiesontheirtasksandbeginonthemostimportanttaskfirstthing,beforeanythingelse.Youcandothesamething,startingtomorrow.
Asyouplanandorganizeyourday,thinktoyourself,“Thisiswhatrichpeopledo.”Innotimeatall,itwillbeahabitandwillbelockedinasapermanentpartofyourdailyroutine.
Sixth,refusetoallowexceptions.Onceyouresolvetodevelopahabit,neverletupuntilthenewhabitislockedinpermanently.Don’trationalizeawayunhelpfulbehavior.Refusetojustifyormakeexcusesfornotremainingtruetowhatyouhaveresolvedtodo.Thisiswhatpoorpeopledo.
Seventh,ifyou“falloffyourhorse,”getbackonimmediately.Ifyoulapsebackintotheoldhabit,whichyouwillfromtimetotime,immediatelycatchyourselfandbeginactingconsistentwiththenewhabitthatyouhavedecidedtodevelop.
Brushoffyourtemporarylapseandsay,“Nexttime,I’lldobetter,”andthenbeginagain.Don’texpecttogetitrightthefirsttime,oreventhefirstfewtimes.Bepatientandpersistent.
FormGoodHabits
Goodhabitsarehardtoformbuteasytolivewith.Badhabits,ontheotherhand,areeasytoformbuthardtolivewith.Theruleisforyoutoformgoodhabitsandmakethemyourmasters.
Newhabitsaredifficulttopracticeandlearnatfirst,butsoontheybecomeautomaticandeasy.Soonitbecomeseasiertopracticeyournewhabitthantofallbackintoyouroldwaysofdoingthings.
HabitsofWealthyPeople
Youcandevelopseveralhabitsthatarepracticedbyvirtuallyallrichpeople.Forexample,intheForbes2015surveyofself-madebillionaires,fully76percentattributedtheirsuccessto“hardworkandself-discipline.”
Millionairesworkaboutsixtyhoursperweek,usuallysixdaysaweek,tenormorehoursperday.Theyariseearlyandgetstartedby7:00or8:00a.m.andkeepgoinguntil6:00or7:00p.m.AsDavidFoster,themusicimpresario,said,“Idon’tknowanysuccessfulpeoplewhoworklessthansixdaysaweek.”
DoWhatYouLove
Here’sthekey.Dowhatyoulovetodo.Doworkthatyouenjoy,thatattractsyou,energizesyou,andmakesyouhappy.Mostmillionairessaythattheyneverworkadayintheirlives.Theyjustdosomethingtheylovetodoandgetpaidverywellforit.Youshoulddothesame.
Inadditiontoworkinghardandhavingself-discipline,millionairesdonotwastetime.Theythinkcontinuallyaboutrevenuegenerationbyservingtheircustomersbetter,faster,andcheaperthantheircompetitors,nomatterwhatbusinesstheyarein.Theycontinuallyaskthemselves,“Isthisthemostvaluableuseofmytimeinachievingmygoals?”
SetClearGoals
Mostmillionairesareintenselygoaloriented.Theyhaveamajordefinitepurpose,onebiggoal,sometimescalledaBHAG(BigHairyAudaciousGoal)thattheythinkaboutandworkonallthetime.Whatisyours?
Millionairessetmeasures,especiallyfinancialmeasures,anddeadlinesforeachoftheirgoals.
Millionairesarefrugal,carefulwiththeirmoney.Theyexamineeverydetailofaninvestmentoranexpensebeforemakingadecision.Theyliketoearnmoney,buttheyhatetolosemoney.
Millionairesfocusonfinancialaccumulation,onearningandkeepingmoreandmoreoftheirmoney.AstheJapaneseproverbsays,“Makingmoneyislikedigginginthesandwithapin.Losingmoneyislikepouringwateronthesand.”
UseYourTimeWell
Millionairesarehighlyproductiveandusetheirtimewell.Theyplaneverydayinadvance.Theysetclearprioritiesontheirtime.Theyfocusandconcentrateonthemostvaluableuseoftheirtimeeveryminuteandeveryhour.
Poorpeoplethrowthemselvesattheirwork,withoutdetailedplanning,andendupwastinganenormousamountoftime,becomingtiredanddiscouragedlongbeforetheyachievesuccess.
Oneofthemostvaluableskillsyoucanlearnistocalculateyourdesiredhourlyrate,orincome.Dividethenumber2,000,theaveragenumberofhourssuccessfulpeopleworkinayear,intoyourdesiredannualincome.Ifyourgoalistoearn$100,000peryear,dividedby2,000hours,thisequals$50perhour.
Fromthenon,everyminuteandhourofeveryday,youaskyourselfifwhatyouaredoingispayingyouyourdesiredhourlyrateormore.Ifitisn’t,youimmediatelystopdoingit.Youdelegate,outsource,oreliminatethattask.Youabsolutelyrefusetodoanythingthatdoesnotpayyouthekindofmoneythatyouhavedecidedtoearn.
JustSayNo
AsNancyReagansaid,inadvisingteenagersaboutdruguse,“Justsayno!”Justsaynotoanythingthatisnotthehighestandbestuseofyourtime,toanythingthatdoesnotpayyouthekindofmoneythatyouwanttoearn.
WhenWarrenBuffettwasrecentlyaskedthesecretofhissuccess,herepliedimmediately,“Ijustsaynotoeverything.”
JohnDoerr,themultibillionaireventurecapitalistfromSiliconValley,hasacompletestaffwhosejobistodoeverythingexceptforthefewthingsthatonlyhecandothatareresponsibleforgeneratingtensofmillionsofdollarsforthefirm.Hesaysnotoeverythingelse.
KeepLearningandGrowing
Millionairesarealwayslearningnewideas.Theyread,learn,andlistentwotothreehoursaday.Theysubscribetosummariesofbusinessbooksandarticles,bothwrittenandaudio.Theyknowthatonekeyidea,combinedwiththeirexistingknowledge,canchangethefutureoftheirbusinessandmaybeevenearnthemafortune.Theyareconvincedthattherightideaexistssomewhere,andtheyareconstantlyseekingitfromeverysourcepossible.
AvoidtheTelevisionTrap
Richpeoplewatchlessthanonehouroftelevisionperday.Poorpeoplewatchfivetoeighthoursoftelevisionperday,onlygoingtobedwhentheyaretootiredtowatch,andthengetupandturnthetelevisionontostarttheday.
Televisioncanbeawonderfulslavebutaterriblemaster.Yourtelevisioncanmakeyourichormakeyoupoor.Itwillmakeyourichifyouleaveitoffmostofthetime.Itwillmakeyoupoorifyousitandwatchithourafterhour.
Arecentstudyfoundthataspeoplebecamewealthierandwealthier,theybegantomovetheirtelevisionsetfartherandfartherfromthecenteroffamilyactivity.Thewealthiestpeopleactuallysetupa“televisionroom,”aplacewheretheyhavetogetup,godownthehall,andgetthemselvesseatedtowatchtelevisioninthefirstplace.Theymakeitasdifficultaspossibletowatchtelevision,includinggettingridoftheirtelevisionsetscompletely.
BecomeInsatiablyCurious
Anotherhabitofwealthypeopleisthattheyaskalotofquestionsandthenlistencloselytotheanswers.Middlemanagersandmiddle-incomeearnersseemtotalkalotandpaylittleattentionwhenothersarespeaking.Wealthypeopleaskalotofquestions,listenalot,andeventakenotes,knowingthatalmosteveryonecancomeupwithvaluableinsightsthatcanbeusefulingeneratingwealthandearningmoremoney.
MaintainYourHealthandEnergy
Richpeopletakeexcellentcareoftheirphysicalhealth.Theykeepthemselveswell-informedaboutthethingstheycandotolivealonger,healthier,andbetterlife.
Ittakeshighlevelsofenergytobesuccessful,toworklonghours,tostartearlierthanothers,andtoworklater.Richpeoplearecontinuallyseekingwaystoincreasetheirlevelsofenergy.
Oneexpertsaidthatthemostimportantassetofanybusinessisrestedexecutivethinkingtime.Thisisyourmostimportantmentalassetaswell.Howcanyougetmoreofit?
PROPERWEIGHT
Thisiswhereproperweightissoimportant.Beingoverweightisassociatedwithnumeroushealthproblems.Oneofthemisthatcarryingextrapoundsputsastrainonyourbody,burningupenergythatyoucouldbeusingforachievingthesuccessyoudesire.
Thefive-wordruleforweightlossissimply“Eatlessandexercisemore.”Wealthypeopleeatnutritiousfoodsanddrinkalotofwater.Asaresult,theyhavemoreenergy,especiallymentalenergytheycanfocusongettingmoreandbetterresultsandearningmoremoney.
PROPERREST
AccordingtoAndersEricsson,apsychologistatFloridaStateUniversity,eliteperformerssleepanaverageof8.46hourseachnight.Whathefoundwasthatpeakperformanceishardwork.Ittakesalotofenergy.Yousimplycannotperformatyourbestforanyperiodoftimeifyou’reonlysleepingfive,six,orsevenhourspernight.Youneedeighttoninehoursofsleeptototallyrestyourbodyandrechargeyourbrainforthedayahead.
PROPEREXERCISE
Wealthypeopleexerciseanaverageoftwohundredminutesperweek,oraboutthirtyminutesperday,ormore.Theygetupandexerciseeachmorning.Theywalkmoreoftenfromplacetoplace,takethestairsmoreoftenthantheelevator,andarealwayslookingforopportunitiestomovetheirbodies.
Someoneoncetoldme,“Everyjointinthebodyismeanttobefullyarticulatedeverysingleday.”Thatpieceofadvicehasguidedmypersonalexerciseprogramforyears.
CalculatedRiskTaking
Richpeoplearewillingtotakeriskstoincreasetheirwealth.Buttheydonotgambleortakechances.Theypracticeaspecialformof“riskavoidance”inthepursuitofhigherincome.Theyreduceriskthatisinherentinanythingnewordifferentbygatheringmoreandmoreinformationfromeverypossiblesource.
Wealthypeoplearewillingtomoveoutoftheircomfortzones,tostretchthemselvesandtrysomethingnewanddifferentifthat’swhatisnecessarytoachievegreaterfinancialrewards.Richpeoplearecontinuallyseekingopportunitieswheretheycanapplytheirintelligenceandresourcestocreatewealthinnewanddifferentways.
Richpeoplereduceinvestmentriskbyworkingwithexpertsandbysupervisingtheirinvestmentscarefully.Oncetheyhavemadethemoney,theyaredeterminedtoholdontoit.
NetworkContinually
Richpeoplenetworkcontinually.Theyarealwayslookingforwaystobroadenthenumberoftheirrelationshipswithpeoplewhomtheycanhelpandwhocanhelpthem.ButasBarondeRothschildoncesaid,“Makenouselessacquaintances.”
Richpeopledonotspendtheirtimewithpeoplewhoaregoingnowherewiththeirlives.Theyseekoutthemostsuccessfulpeopleintheircommunityandtheirindustryandlookforwaystospendmoretimewiththem.Theystayawayfromnegativepeople,thosewhocriticize,condemn,andcomplain.Iftheyfindthemselveswithsomeonewhoisgrumblingaboutlifeorwork,theypolitelyexcusethemselvesandgoaway.
BeaJoiner
Dowhatrichpeopledo.Joinoneortwobusinessassociationsthatareimportantorhelpfulforyourfield.Attendthemeetings.Identifythemostimportantcommittees,andvolunteertositononeofthem.
Themostimportantcommitteesinanyorganizationtendtoattractthemostimportantpeoplewithinthatindustry.Whenyouserveonthesecommittees,yougetanopportunitytomeetandknowthesepeopleinaneutral,nonthreateningenvironment.Inaway,yougetto“interview”withthesepeopleandletthemsee
thekindofpersonyouarebythequalityofthecontributionyoumaketoyournonprofitorganization.
TheMostImportantQuality
Perhapsthemostsignificantqualityofwealthypeopleisthattheyfocusandconcentrateonexcellentperformance,ongettingbetterandbetteratthemostimportantworktheydo.
Inthefinalanalysis,nothingwillhelpyoumoreinlifethantodevelopareputationasthe“go-toguyorgirl,”theindividualwhoisrecognizedastheverybestperformerinyourparticulararea.
Justasthebestinvestmentthatacompanycanmakeisinimprovingthequalityofitsproductorserviceintermsofwhatitscustomerswantandneed,theverybestinvestmentthatrichpeoplemakeisinthemselves,gettingbetterandbetterintheirkeyskillareas.
YourFutureIsUnlimited
Therehaveneverbeenmoreopportunitiesformorepeopletoearnmoremoneyandachievetheirfinancialgoalsfasterthanexisttoday.ButasEarlNightingalesaid,“Beforeyoucanhavesomethingmoreanddifferent,youmustbecomesomeonemoreanddifferent.”
BytheLawofIndirectEffort,whenyoufocussingle-mindedlyondevelopingthethinkingstylesofwealthypeopleandengaginginthebehaviorsthattheypracticeeveryday,youwillsoonbecomeawealthypersonyourself,bothontheinsideandontheoutside.
ACTIONEXERCISES
1. Resolvetodaytothinkandactlikewealthypeople.Practicetheideasinthischapter.Readtheinterviews,stories,andbooksaboutpeoplewhohavebecomefabulouslysuccessful,anddothethingstheydo.
2. Selectonehabitthatyouthinkcanhelpyoutodevelopthemind-set,theself-concept,ofwealthypeople,andworkonthateverydayuntilitbecomesautomaticandeasyforyou.
3. Selectoneactivityorlifestylebehaviorofsuccessfulpeopleandincorporateitintoyourlifestyleaswell.Doitnow.
SUMMARY
Successisnotanaccident.Failureisnotanaccidenteither.Youarewhereyouareandwhatyouarebecauseofyourself,becauseofyourownthinkingandbehavior.
Ifyouwantyourfuturetobebetterinanyarea,youmustfirstchangeandimproveyourthinkingalongthelinesdescribedinthisbook.Youmustmakenewchoicesandbetterdecisions.
Fortunately,everythingyouaretoday,youhavelearnedfromearlychildhoodastheresultofinputandpractice.Atanytime,youcandecidetolearnnewideas,practicenewbehaviors,andgetdifferentresults.
Goodluck!
ABOUTTHEAUTHOR
BrianTracyischairmanandCEOofBrianTracyInternational,acompanyspecializinginthetraininganddevelopmentofindividualsandorganizations.Hehasstudied,researched,written,andspokenforthirtyyearsinthefieldsofeconomics,history,business,philosophy,andpsychologyandisthetop-sellingauthorofnumerousbooksthathavebeentranslatedintodozensoflanguages.Youcancontacthimatbriantracy@briantracy.com.
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