Showing posts with label CEO. Show all posts
Showing posts with label CEO. Show all posts

Friday, 19 September 2014

Unleash Your Unlimited Power

by: Dr. Jamie Fettig


Your Non-Conscious Mind is 98% of your full power. Your Inner Knowing is at least 986,743 times more powerful than your non-conscious mind. The reason is because this inner knowing has direct access to harness the infinite powers of the universe to produce results.


Some people call this your higher self, your God presence within, your inner CEO, your innate wisdom and a host of other things. The main idea here is that there is a power in the universe that created you and everything else. And when you get this power on your side in creating what you want, it becomes easy and almost effortless. The inner knowing is your connection to this power and is like the non-conscious mind in how it just takes orders and does as it is told. Your inner knowing takes all your orders, just like the non-conscious mind, unless you tell it otherwise.


What this means is every time you have a thought, see a picture, say something to yourself, etc, etc, your inner knowing is listening and following directions. Now stop and think for a moment, how many times a day do you have a thought, say something to yourself or out loud or picture something you don’t want? You inner knowing is overwhelmed by all the contradicting messages it is getting. That is why it is so difficult for it to produce results for you.


When you are only having thoughts for the same goal or purpose your inner knowing very clearly knows what to act on and in what direction. This is why when you work at it, train your mind, focus and be conscious you start producing results. Your inner knowing after hours and days of getting told the same thing, with other stuff mixed in, finally gets it. Your inner knowing goes, oh, I guess this is what you really want. Then begins harnessing the powers of the universe to help you fulfill that request.


I am about to share with you an amazing tip that will exponentially speed up the results of everything I have shared with you in the previous lessons. You ready? You can tell your inner knowing what to listen to and what not to listen to. For example: I told my inner knowing that when ever I pause and say “I AM” or “Inner Knowing” – whatever is immediately followed by those words are what I want you to pay attention to until I say “Thank you”. All my other thoughts, ideas, pictures, words, etc you can ignore. In this way I do not have to spend months and years training my thoughts to only be solely focused on what I want before I start seeing results.


Action Step: Create your signal to Your Inner knowing (which can be the same as mine) and tell your inner knowing you only want that which immediately follows that signal to be acted upon. Then use this signal to let your inner knowing know what you want help with. When You do this, you will skyrocket your results in any area of your life you ask your inner knowing for help with.


For some this signal is the same thing as praying. If you do it in a ‘structured way’ it is creating a signal to your inner knowing (holy spirit) unleashing the unlimited powers of God (the universe) to help give you exactly that. When you start by saying “God” and end with “Amen” it is ‘code’ to your inner self of what to pay attention to. And when you are conscious of doing this and tell your inner self (God) this is your signal it will produce even greater results.


There is one catch with all this though. You inner knowing processes your requests through the “filter” of your purpose. Whatever you and your inner knowing have created your life purpose to be (irregardless of whether you did it consciously or not). If your requests are inline with fulfilling your life purpose, you are golden and will achieve results with minimal effort. If your requests are not inline with your life purpose, all the struggle, effort and work you can imagine will not produce lasting results.


You and your inner knowing create your purpose. And for most people, they did it unconsciously. Which means that if you want something different, you can now create a new purpose consciously. Your inner knowing has absolute “Veto” power over your new purpose. Which means if you create one your inner knowing doesn’t like, it won’t accept it.


Communication with your Inner knowing is a two way street. When you put in a request for a new purpose, if you pay attention you will get a signal, sign, awareness or some form of knowing if the new purpose was approved or not. You can even ask for a sign so big, you will know beyond any shadow of a doubt if the new purpose was granted approval. If not, you can ask if the idea needs to be changed, parts of it need to be changed, if there is something you need to learn or know for it to be accepted, if it is a conditional acceptance or if you have to scrap the purpose all together and go in a completely different direction.


Little hint, making money will almost never be part of your purpose. But guess what, if you are making money in a way that is fulfilling on your purpose, you can make as much money as you want.


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Monday, 15 September 2014

Motivational Operations

by: Brent Filson


There’s an inexorable law operating in business. I call it the law of UP — Unfulfilled Potential. One can see aspects of this law working in other areas:


For instance, in neurophysiology, humans are supposed to use only a fraction of our brains’ capabilities; in technology, superconductivity is not yet widely available; and in medicine, the harnessing of the body‘s abilities to fight cancers is only just beginning to be understood and realized.


But the law of UP is particularly dominant in the business world — and especially in operations. Operations is the blocking and tackling of any organization, the fundamentals that create the foundation for consistent success.


It’s such an important function that in many companies the Chief Operating Officer is usually the next in line for the job of CEO. If a company is not doing operations well, all of its other functions are diminished.


Having consulted with operations leaders in a variety of top companies for two decades, I’ve seen that many are unfortunately strict adherents to the law of UP — for one main reason: They’ve neglected an all-important results-driver, motivation.


Clearly, many factors further operational excellence: capital, cycle time, technological advancements, quality, efficiencies, etc. But motivation is the most fundamental, operational determinant at all, for it drives all the others.


After all, operations is the sum of people doing many jobs; and when skilled people are motivated to accomplish those jobs, great results happen.


But many operations perceive motivation as “soft” — as opposed to the “hard” factors of cycle time, quality control, etc. — and so either ignore it or struggle with actualizing it on a daily basis.


I see motivation, however, as a “hard” determinant of operations that can be a concrete, a practical results-producer.


I’m going to provide four imperatives that you can use right away to achieve consistent increases in operational results. But before I do, I’ll offer a working description of motivation. For leaders often fail to motivate others because those leaders misunderstand the concept of motivation.


The best way for me to describe it is to describe what it is not.


Motivation is not what people think or feel. It’s what people do. Look at the first two letters of the word, “mo.” When you see those letters in a word, such as “motor”, “motion”, “momentum”, “mobile”, etc., it usually means action of some kind. Look at motivation as action too. If people are not taking action, they are in point of fact not motivated.


Motivation is not something we can do to somebody else. It is always something that that someone else does to themselves. Look back over your career, and you will see that the motivator and the “motivatee” were always the same person. As a leader, you communicate, but the people whom you want to motivate must motivate themselves.


Motivation is not a dispassionate dynamic. It is an “emotional” dynamic. The words “motivation” and “emotion” come from the same Latin root word, which means “to move.” When we want to move (motivate) people to take action, or in truth have them motivate themselves, we engage their emotions. Put another way: People will not take action for more results faster continually unless their emotions are engaged.


Finally, the best way to enter into a motivational relationship with people is not by distant communication but the kind of face-to-face speech that has people make the choice to be committed to your cause.


Those are descriptions of what motivation truly is. But descriptions alone won’t help you meet the challenges of UP. You must follow clear imperatives to help you transform descriptions into results.


Here are four that will help you cultivate motivational operations.


Goal-Setting-–-Putting-Motivation-Into-Perspective 1. Give leadership talks not presentations. The difference between a presentation and a leadership talk is what Mark Twain said the difference between the almost right word and the right word is. “That is the difference,” he said, “between the lightning bug and lightning.”


Let’s understand the basic difference between the presentation and the leadership talk. Presentations communicate information; but leadership talks have people believe in you, follow you, and, most important of all, want to take leadership for your cause.


My experience has taught me that 95% of all communication in business is accomplished through the presentations. However, if 95% of communication were accomplished through the leadership talk instead, leaders would be far more effective in getting results.


So before you speak to people, and leaders speak 15 to 20 and more times a day, ask yourself if you are simply providing information or are you motivating those people to motivate themselves to take action for results.


2. Create motivational systems. Most operational leaders are good a systemizing quality initiatives, cycle time, efficiencies, etc. But few understand that some of the most important systems they can put into place are systems that help people make the choice for motivation.


A particularly effective motivational system is one that saturates operations with “cause leaders.”


Unquestionably, people accomplish a task better if they are not simply doing it but taking leadership of it instead. When we are challenged to take leadership, we raise our performance to much higher levels. With that in mind, create systems that identify cause leaders, challenge them to take specific leadership action, and support those actions through systematized training and resource allocations.


3. See results not as an end but as a motivational process. Clearly, you have to get results. But many operations leaders misunderstand what results are about. I teach leaders the concept of achieving “more results faster continually” — not by speeding up but instead by slowing down and working less, by putting the motivational imperatives into practice. Leaders understand the “more results faster” aspect — but they often stumble when it comes to the “continually” aspect.


We can usually order people to get more results faster. But we can’t order people to do it on a continual basis. That’s where motivation comes in. Instead of ordering people to go from point A to point B, say, we must have them want to go from A to B. That “want to” is the heart of “continually.”


When we understand results this way, understand that we must achieve “more, faster” on a continual basis, then we begin to make motivational operations a way of life.


4. Challenge people to be motivational leaders. The imperatives are powerful when you use them consistently. But they are even more powerful when you have your leaders use them and teach others to use them. After all, you alone can’t create motivational operations. You need others to help you do it, especially those mid-level and small-unit leaders. If they are not putting the imperatives into practice every day, your attempts to raise the standards of operations to a consistently high motivational level will falter.


Define the success of your leadership by how well your leaders are leading, and you are well on your way to making motivational operations a reality.


Once you begin to institute motivational operations by applying the four imperatives, the law of Unfulfilled Potential becomes your competitor’s worry, not yours.


2005 © The Filson Leadership Group, Inc. All rights reserved.


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Thursday, 28 August 2014

Achievements or Education?

Achievements Outweigh Education and Experience

by: Tim Knox


QUESTION:

When it comes to succeeding in business, which is more important: education or experience? — Regina M.


ANSWER:

Regina, have you seen the television show, Fear Factor ? If you haven’t seen it you’ve probably heard about it. Fear Factor is the show where they put contestants through all sorts of pseudo-death defying feats like bungee jumping off a bridge over a pool of crocodiles and driving a car through a wall of fire (you know, the stuff we did for fun in high school). The contestant who overcomes their personal fear factor wins the cash and prizes (usually at the cost of their dignity, but I digress).


The highlight of Fear Factor is the eating competition. That’s when contestants are invited to partake of all sorts of culinary fare. Yummy stuff like monkey brains, all manner of live bugs and spiders, moose intestines, old fruitcake (the horror!), and my personal favorite, live giant worms. At this point the competition becomes not so much who can overcome their fear factor, but who has the lowest gag reflex.


Your question makes me feel a little like those contestants, Regina, because no matter how I answer I am opening a can of giant worms that I will undoubtedly be forced to eat later. My highly educated peers will argue that education is much more important than experience, while my highly experienced peers will argue that experience is more important. Either way, it’s worms ala carte for me.


Oh well, I’ve eaten more than my share of crow over the years. How much worse can worms be?


It’s important to understand that the success of an entrepreneur is not measured by how much education he or she has or how many years of experience are under his or her belt. An entrepreneur’s success is measured by achievements, not words on a resume.


By definition, an entrepreneur is a risk-taking businessperson: someone who sets up and finances new commercial enterprises to make a profit. Entrepreneurs start businesses. The smart ones then hire MBAs to run them.


Let’s start with education. Is a Bachelor’s degree or better required to succeed in business? Of course not. An MBA from Harvard might give you a leg up in a job interview, but it certainly doesn’t guarantee that you will succeed in business. Nor does it automatically mean that you will be a better business person than someone who didn’t finish high school. Knowledge is a good thing – if you know what to do with it.


Perhaps it is the academic environment itself that turns mere mortal nerds into budding entrepreneurs. The late ‘90s proved that college students with no experience beyond organizing a frat keg party could start businesses that would exceed all expectations. Many would argue that the key to success for most of these ventures was that the founders (or the VC financing them) were smart enough to know that while they had an abundance of education, they needed experienced managers to really run the show.


Larry Page and Sergey Brin were college students when they started the company that would become Google. They were smart enough to bring in Eric Schmidt to be chairman and CEO when the business took off. Schmidt was the former CEO of Novell and CTO of Sun Microsystems. A PhD, Schmidt is a man of education and experience.


Jerry Yang and David Filo were candidates in Electrical Engineering at Stanford when they started YAHOO (Yet Another Hierarchical Officious Oracle) in 1994. They brought in Tim Koogle from Motorola to run things shortly thereafter and now the company is led by Terry Semel, who previously spent 24 years running Warner Bros.


Now on to experience. Is experience a prerequisite of business success? Again, not at all. Many experienced entrepreneurs gained their experience in failed businesses, so experience does not instantly translate to success.


So, when it comes to succeeding in business, which is more important: education or experience? While neither is as helpful as a rich relative, here’s the answer that will hopefully help me avoid those worms: Both education and experience can play a large part in business success. The more important question is can you succeed in business without one or the other, or even without both? And the answer to that one is: yes. Can I get ketchup with those worms?


Many successful businesses were started by first time entrepreneurs who never went to college. Natural talent, ambition, drive, determination, and good old dumb luck have fueled many success entrepreneurs, myself included. I don’t have a degree (I drove past a college once. It looked hard, so I kept going). Would a degree have helped make my business trek easier? Perhaps. Then again, I know people with advanced degrees who are flipping burgers at McDonalds. It’s good experience, I suppose.


A combination of education and experience (and a variety of other things) is the best recipe for success. As the old saying goes, “There is no better education than that which comes from experience.”


In the end, it really doesn’t matter how much education, experience, talent, luck or money you have. It’s what you do with it that matters.


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Saturday, 23 August 2014

What Should You Be Committed To?

by: Jeff Earlywine


There are many dynamics that go into making a great team. Dynamics such as chemistry, talent, unity, and the list could go on and on. However, there is one dynamic that many teams, businesses, and leaders often overlook. That dynamic is commitment. Without each individual person in the organization, including yourself, being totally committed to the organization it will never reach its potential.


I was recently in a meeting where the speaker spoke on the subject of being committed. He felt strongly that each person should be committed to the one leading the organization. In his situation this person was his senior pastor, but it could have been an executive director, president, foreman, coach, or boss.


History is full of organizations that failed to reach their potential because members of the team were not committed. The sad part is that this is allowed to go on, many times unnoticed in every area of the organization.


In most organizations you have three groups of people. There is a board or governing body that usually doesn’t get involved in the day-to-day activities. Then you have the leaders. These people could range from senior vice presidents to assembly line foreman. Lastly, you have the people that are on the front lines getting the job done. Each person in each of these groups must be committed.


With the three groups identified, some time must be spent discussing the definition of commitment and what each person should be committed to. Granted, this could take volumes to explain, I have purposely only hit the highlights.


What does it mean to be committed? The speaker that I previously referred to explained it this way. When asked, “What is your vision? What is the passion in your heart? Where do you see yourself in five years?” His answer to these questions is always, “My vision, passion, and future is the same as my senior pastor.” This feeling and commitment level is consistent throughout all of this organization’s staff. Thus, explaining why they are one of the most influential churches in America.


Pat Williams, in his book The Magic of Team Work defined commitment this way.



  • Loyalty: Commitment to each other on the team.

  • Sense of mission: Commitment to the team vision or cause. The team vision will never become a reality until the players rally around it, commit to it, and bend their backs to make that vision a tangible reality.

  • Class: Commitment to quality and excellence.

  • Competitiveness: Commitment to winning. How you play the game is important, but winning at the end of the day is success. After all, your team is not committed to just play well, but they are committed to win.

  • Accountability: Commitment to continual improvement. Accountability is absolutely essential to the health and success of any team. A team without accountability is not truly a team; it’s just a collection of individuals pursuing their own goals.

  • Mental toughness: Commitment to hustling and finishing.

  • Self-discipline: Commitment to control and self-mastery. This means being committed to conquering your own plays, weaknesses, procrastination, appetites, and laziness. It means being tough on ourselves, denying ourselves some things we want for the moment in order to win what we want for all time.


How about your level of commitment? As you read the following put yourself in the group in which you belong.



  • Board or governing body. At this level of leadership in the organization each person in this group must be committed to the vision and mission. It is not uncommon for this group of people to be the ones that chart the course and hold the senior leadership accountable to accomplishing the stated goals. The members of this group must also be committed to the leadership that is charged with accomplishing the organization’s vision and mission.

  • Leadership in the organization. This group of people must also be committed to the vision and mission but they must also be committed those in which they lead.

  • Front Line. Those who are on the front lines, the largest of the three groups, must be committed not only to the vision and mission, but also to their leadership. This brings us to a critical juncture. In order for the leadership to be committed to the vision and mission they must know what it is. They must know where they are going and the steps it will take to get there. Also, in order for those on the front line to embrace and follow the leader they must be convinced that he or she knows where the organization is going. As Dr. John C. Maxwell says, “No one wants to go on a trip with a person that is lost.”


Now, what do you do if your level of commitment is not what it should be? What do you do if you are a member of a board and you don’t totally believe in its vision or mission? What do you do if you are in leadership and don’t believe your board is guiding the organization in the correct direction or you have a staff member that is not committed to you or the organization. Lastly, what do you do if are on the front lines and have realized that you are not a committed team player? The answers are simple, but the actions and consequences are difficult. The way I see it you have one of two choices, and they both have to do with change.



  1. Change your attitude, direction, philosophy, mentality, or staff.

  2. Change to another organization.


I fully realize that these are strong words. However, these are words that Christ demonstrated all throughout His life and put closure to in John 17, verses 4-5, “I brought glory to you here on earth by dong everything you told me to do. And now, Father, bring me into the glory we shared before the world began.”


Regardless if you are the coach of a professional basketball team, a staff member of a ministry, or a CEO of a fortune 500 corporation you owe it to the organization to give it one hundred percent of your time, talent, and commitment. Anything less will hinder the organization from achieving its vision and mission and will very possibly keep it from accomplishing its goals.


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