The Business Book for The New American Economic Paradigm

DASTARDLY MANAGEMENT

COACHING GUIDEBOOK
Making Your American Business

The Great Success
Sneaky & Devious Tricks of the Human Mind, Dastardly Ways and Means to Make Profits by Helping Other People, Scheming with Your Employees to Build the Great Empire. Cunning Ways to Make Your Customers feel like some sort of Human Being, How to Discover the Human Being Inside Your Managers, Crafty Little Ways to Create Profit without Robbing a bank, How to Make People Like You when they Really Hate You ,Today, How to Straighten Out the Winding Road to Absolute Wealth, H t St i ht O t th Wi di R d t Ab l t W lth How To Survive in a Little Fortune 100 Bubble, Creating Stability of Mind and Tripping Over Success, Make the Extreme Normal and the Extreme Really Extreme, Why Coaching Really Sucks Until You Get Really Rich, How the Internet Makes You Big with Little Tiny Customers, Why You Should Terminate All Your People and Start Over Wednesday, How I got Really Rich by Watching Really Stupid People, How Ho You Could become President. President

It’s Never Too Late, Until its too late.

Read the Book
By Gregory Bodenhamer 2011 All Rights Reserved Copyrighted 2011

Bodenhamer’s Great American Coaching Book for Business

VICTORY
H Y C ld b How You Could become President,
of your very own free enterprise company.

The Only Real Purpose for Business
Are you about to start your own business? Do you already operate your own business? Do you at times become perplexed about what to do and when to do it? What you really need to understand is that your business is on earth for one simple reason, to create victory and conquest by generating profits.

CONFUSION

A drowning person will clutch at a straw. So push them under water then offer a straw. How it works Breaking patterns Repeating patterns of events help us predict and feel a good sense of control about the world. When patterns are are disrupted, then we become uncertain. Losing control One of the deep needs we have is to be able to understand the world around us. If we understand, then we can predict what will happen and hence control our environment and stay safe. When we cannot make sense of our experiences, we feel confused and scared and seek a way of getting out of the cognitive deep water in which we find ourselves. Unexpected surprise When we predict, we set up expectation. When the expectation does not meet what was predicted, we are surprised and confused and have to stop to figure out what is going on. Sends you inside What is the sound of one hand clapping? What is the sound of a tree falling in the forest when nobody is there? What is the point of such meaningless Zen sayings? The clue is in the deeper intent of Zen, where a A major goal is to find enlightenment. The confusing koans are designed specifically to send you inside, making you think so hard about what they mean that you forget yourself, and consequently find nirvana. Confusion can send you so far inside and so deep that it puts you into a trance. As you struggle to find a meaning where none exists, the assumption that an answer must exist sends you on an ever‐deepening spiral. Confusion is a method that is, perhaps unsurprisingly, used by hypnotists as a method of hypnotic induction. Clutching at straws Increasing stress leads to a point when we go from seeking the best solution to the problem at hand to seeking a solution just to reduce the stress. Herbert Simon called this 'Satisficing'. Confusion is used in many persuasion techniques as a way of destabilizing the other person. Just as a drowning man will clutch at a straw so also will a confused person grab at any idea you offer them in the straw, hope that it will help them crawl out the sea of confusion in which they are wallowing.

Allowing the driver to drive without directions.
Missing important milestone markers causes confusion and business hazards. Without clear directions, objectives and time li di i bj i d i lines the lik lih d of your b i h likelihood f business plan b l becoming l i lost i the real is h l hazard. Before any business adventure, stop, plan, measure and assure you know where you’re going first. Before you start running away trying to lower costs, increase gross sales, improve associates and grow your business make sure you’re on the boulevard of success.

PRISONER

The overall approach had three main strands. First physical and emotional treatment that led to exhaustion, learned helplessness and hence a reduced ability to reason and resist. This included an unbalanced diet that led further to brain dysfunction. Secondly, subtle temptation, for example isolation and removal of stimuli that led people to seek any intellectual input, even Communist. Likewise, to a starving person, a small morsel of food would seem like a feast. Thirdly, small rewards that encouraged the attribution of cooperation to free will and hence, by the consistency principle would lead to the prisoners to change their beliefs to support their apparent support of Communism. When reflecting later about their behavior, it was difficult to blame what became significant acts on what now seemed like small rewards that were given. Overall, this was effectively a 'big stick, small carrot' approach. When you are in total darkness, a small light will grab your attention. When you are drowning in deep dread, you will grasp at any small straw of hope. hope When you are hurt you will seek and be grateful for any rescue hurt, rescue. Subsequent studies concluded that there was no single method that led to brainwashing ‐ it was the combined effect of many methods over a period of time that led to the conversion of the prisoners to belief in Communism. Critical factors Critical factors that increased the chance of people being 'brainwashed' included a negative or confused sense of identity and self doubt. Coupled with a strong sense of guilt and a tendency towards black‐and‐white thinking, such people would most easily fall into the traps being laid for them. Avoiding brainwashing A less‐known, but notable, fact is that there were also many Turkish prisoners of war, yet none of these succumbed to the brainwashing attempts. This is attributed to several factors, such as a devolving chain of command where, if an officer died, then the man below immediately took charge, even if it was a private soldier. They also learned methods from each other of psychologically detaching themselves from the situation and viewing it all objectively and dispassionately. Other studies have shown that those who most feared capitulation were actually those who were in least danger It seems their realization of the dangers gave them sufficient cognitive efforts to resist danger. resist. This was particularly true of those with well‐integrated and stable personalities, although if these people did convert, they would then remain faithful to the new ideology for longest.

T h e r e   i s   n o   s u c h   t h i n g   h a s   a   H a p p y   P r i s o n e r.
You Y cannot expect a captive not t run away. Oft t t ti t to Often ti times your employees b l become th H t the Hostage due to your policies, procedures and methods so they emotionally and psychologically keep their distance while you lose productivity, compliance, sales and profits. The majority of employees are physically with you but their intelligence is never truly applied. If you keep them locked up in cubicles, excel spread sheets, conference rooms, bl kb bi l l d h t f blackberry’s and ti ’ d time li lines th they will getaway, ill t cause diversion, start distractions and most likely flee with your beautiful white horse you call the business plan.

CROSSING

Creativity: New ways of thinking and acting.  Curiosity Exploring and seeking for its own sake.  Open‐mindedness: Seeing things objectively and fairly, from all sides.  Love of learning: Constantly developing skills and knowledge.  Perspective: Seeing in ways that make sense and giving wise counsel.  p g y g g Bravery: Not shrinking from threat, challenge, difficulty, or pain; acting on convictions even if  unpopular.  Persistence: Seeing things through, despite difficulties.  Integrity: Presenting oneself in a genuine way; taking responsibility for one’s feeling and  actions  Vitality: A zest and enthusiasm for life and living.  Love: Valuing, sharing and caring for others.  Kindness: Doing things for others without requiring reciprocation.  Social intelligence: Being aware of how yourself and others are motivated, and acting  accordingly.  Citizenship: Being socially responsible and loyal.  Fairness: Treating everyone in a similar way. Being just and without bias.  Leadership: Driving achievement whilst maintaining harmony.  Forgiveness and mercy: Forgiving wrong‐doers rather than seeking punishment or revenge.  Humility / Modesty: Not putting oneself above others. Letting achievements speak for  themselves.  Prudence: Not taking undue risks or doing what you will regret.  Self‐regulation: Controlling one's emotions and actions according to one's values.  Wonder: Appreciating beauty and excellence.  d b d ll Gratitude: Knowing, feeling and being thankful for all the good things in life.  Hope: Positively expecting the best and working to achieve it.  Humor: Enjoying laughter and making people laugh. Seeing the lighter side of life.  Spirituality: Having coherent beliefs higher purpose and the meaning of life. 

Yo u r   e x p e d i t i o n   w i l l   r e q u i r e   m a n y   c r o s s i n g s .
Your people will ride with you, crossing wherever you may point them but their real drive will come from watching you going before them. You can sit on top of your powerful horsepower and point and they will not really take the trip even though it appears they are with you Pointing is not you. leading and leadership is not pointing. The feature and aspect of leadership, often forgotten and elapsed into history is the central theme of daring, fearlessness and courageous leadership behavior. If you defy problems, face competition, stand up to injustice, they will follow.

Respect: If you basically respect all people, they you won't go far wrong. Much bias is based in contempt and lack of respect. Self‐monitor: Watch your own thoughts. Many of us were programmed at a young age with various unfair biases. Yet we also have free will and may sometimes need to self‐censor what we say and do. Ask: If you are not sure what to say or do in an uncertain situation try asking Ask if a disabled person situation, asking. needs help. Ask what descriptive terms are acceptable to a person of a different heritage to you. When you are not sure, ask. Apologize. If you get it wrong, say sorry. Might this be legal acceptance of wrong‐doing? Perhaps. But it may also put things right that would otherwise result in legal action. A small apology can go a long way towards restoring a sense of fair play. Act: If a person is being harassed or victimized in some way, intervene to protect the person that is being hurt. Also act to help the perpetrator understand what they are doing and to apologize. If needed (though apology and reconciliation is always better) you can also act as a witness and to support the victim enact a formal complaint. An organization and culture will often share beliefs and ways of understanding the world. This helps smooth communications and agreement, but can also become fatal blinkers that blind everyone to impending dangers dangers. Attitudes Attitudes are the external displays of underlying beliefs that people use to signal to other people of their membership. This includes internal members (look: I'm conforming to the rules. Please don't exclude me). Attitudes also can be used to give warning, such as when a street gang member eyes up a member of the public. By using a long hard stare, they are using national cultural symbolism to indicate their threat. p y g g y g y Rules, norms, ethical codes, values The norms and values of a culture are effectively the rules by which its members must abide, or risk rejection from the culture (which is one of the most feared sanctions known). They are embedded in the artifacts, symbols, stories, attitudes, and so on.

GIRL POWER GIRL POWER

M a n a g e r s   c o n f u s e   t h e   w o r d   d i v e r s i t y.
Dissimilar, Distinct and Separate people make your customer base and employee base. Most managers and all supervisors confuse diversity of backgrounds, traditions, philosophy with skin color. Your company is a society of people, your own civilization and women in the workplace makes your powerful, changes th way you l k at thi k f l h the look t things, offers th refinement of attitude, ff the fi t f ttit d approach and viewpoint. If you don’t have girl power in your mind-set and business plan you are posturing for future failure. Forget color, height, age, weight, religion, sex and capture the lawabiding and reliable power of performance and diversity.

The value of a metaphor is in the meaning that it can create. Meaning happens inside the mind and as such is an individual experience. Nevertheless, the commonality of words means that the well‐ understood meaning of one world can associated with a concept that is not so well understood or where new meaning need to be injected. Metaphors are representations in that they represent an idea but are not the idea in itself All words representations, itself. are also representations, and in this sense all words are metaphors. We do not directly experience reality, but rather an internal symbolic representation of an external 'real'.

The power of metaphor If I say 'You look like a dog', then I am placing some of the visual attributes of a dog on you. If, however, I say 'you are a dog', then I am saying that you are a dog in all ways, and that all attributes that a dog has, you have. Metaphors are thus much stronger than similes or analogies, as the vehicle holds more weight than the subject that it replaces. The power of metaphors is in the way that they change the subject by bringing new thinking and ideas, extending and changing the way that a person thinks about something. Limitations of metaphors The power and the limitation of the metaphor is the way that the vehicle brings not just a little bit of understanding but a whole world. When you say 'I am a dog', you bring the entire world of dogginess to the subject. The underlying assumption is that the vehicle is correct and that in any conflict of meaning, the subject is wrong. This can be a limitation and a trap, as you may want to bring some attributes but not some of the less p y y g desirable ones. Metaphors must thus be used with care. If I say 'you are stupid', then 'stupid' effectively replaces 'you', and all of you becomes all of stupid.

FINE ART

PRESENTATION

Beginning The first part of the presentation has the purpose of preparing the audience for the main body of the talk. This is where the primacy effect happens and so care is needed in getting it right. Settling The first task when meeting an audience is settling them down, making them comfortable and ready for the main presentation. For many presentations, this means quietening them down and getting their attention, for example where a teacher settles a class before the lesson proper starts. Another approach is to settle the audience into an energized state by starting with a bang and generating excitement, such as might happen at a sales conference. Introducing people is a part of the settling process. In a large hall only the speaker is likely to be introduced. In an adult training class, it is common for each person to introduce themself. Testing When a presenter first meets an audience they may not know what the audience knows and so to allow some customization they may check the audience's knowledge of the subject matter customization, audience s matter. This can sometimes be done by a pre‐survey or discussion with organizers, although it can also be done by asking questions directly of the audience. Contextualizing One of the most important early stages is setting the scene, providing a context for the audience into which they can place the main talk. It has been said that there is no meaning without context and this is the place where that crucible of context is described. This may also include scoping, where the presenter indicates what will be covered and what is out of scope and will not be covered. Limits to what will be covered include time available, audience ability to absorb information, and knowledge of the presenter. Confidence‐building The audience will often judge the speaker, assessing whether it is worth their time attending to what is said. Much of this decision‐making happens up‐front and it is consequently important for the speaker to build credibility.

I t ’ s   N e v e r   To o   L a t e   To   M e n d   Yo u r   P r e s e n t a t i o n .
Your old style presentations are killing you, offending the brain power of your employees and the messages are confused. You can give better presentation talks, lectures and seminars by learning how to use powerful imagery fine art for metaphors and descriptions helps you learn how to imagery, descriptions, describe, sell, persuade and influence, literally, vividly, expressively with symbolism that represent the real things, to your real people.

Hierarchies of control Basic conditioning From a very young age, we are trained to obey. First our parents (and by default all adults), then teachers, policemen, managers and so on. Eventually it defaults to anyone who seems to be our superior. We thus divide the world into those who are superior to us (and who are thus to be obeyed) and those who are inferior (and who should obey us) We then make the critical error of us). equating superiority with authority. Control and trust The basic pact between parents and children, policemen and citizens, managers and employees is one of trust and control We all have a need for a sense of control, which can be gained in two ways: We can either control things ourselves or we can trust someone else to provide the control for us. One implicit message of authority is thus 'Don't worry‐‐ everything is under control'. The reciprocal agreement There is a tacit reciprocal agreement in situations of ceded authority that happens in two ways. In a coercive sense, a suppressed threat to use force leads us to give control. In the nurturing sense, we promise the rewards of love. Either way, obedience is gained through a promise of future action The deep need to belong The evolutionary driver Some species live largely alone, whilst others have learned that if you form  a tribe, you can share out the work and hence live more safely. Homo sapiens, of course, is one of the  latter, tribal species. latter tribal species Living in the tribe does have its cost, however, as you have to abide by shared rules and cannot just do  whatever you wish. Evolution has shown, however, that the benefits far outweigh these costs, and we  are now pre‐programmed with a deep need to belong that drives us towards forming and joining  tribes. A basic Maslow need Belonging is one of the more basic needs in Maslow's Hierarchy, where it comes  j just above health and safety. This low level indicates how fundamental this need is. Being below  y g esteem shows how we first want to join a group, then gain its esteem. Although 'belonging' needs  include love and affection, we will often prefer to be in a low social position within a group than leave  and try to find another group. 'Belonging' need is stronger than 'esteem' need.

AUTHORITY

A Mental Whack Picks Them Up.
Change their mind and actions by thumping their brain with innovative, fresh ideas. Once you hit them with warnings and suspensions they very seldom or hardly ever stand up straight again since fear, anxiety over takes their mind with concern, worry and dread.

CHANGE

In the first stage of positive change, the person is excited and intrigued by the change. They look forward to it with eager anticipation, building a very positive and often over‐optimistic view, for example that it will be much easier for them and resolve all of their current issues. And for a time after the change (sometimes sadly short), there is a 'honeymoon period', during which they are positively happy with the change. Informed pessimism The honeymoon period does not last forever and the rose‐tinted glasses start to fade as the untidiness of reality starts to bite. The person finds that things have not all fallen into place, that other people have not magically become as cooperative as they expected, and that things are just not as easy as they had expected. This pushes them over into a period of gloom when they realize that perfection, after all, is not that easy to attain This may evidence itself in mutterings and grumblings but still does not reach the attain. grumblings, depths of the depression stage of negative change perception (unless the person flips into a delayed negative cycle). Informed optimism Before long, however, their original optimism starts to reassert itself, now tinted by a resignation to the reality of the situation. After all, things are not that bad, and a positive sense of potential begins to creep back. As they look around them and talk to other people, they make realistic plans and move forward with an informed sense of optimism. Completion Eventually, things reach a relatively steady platform of realistic and workable action. The person is probably happier than they were before the change started and, with their realistic vision, have the potential to reach giddier heights of happiness as they achieve more of their potential.

Look Around and Witness – Appreciate –Grasp t h e   C o n s t a n t   S h i f t i n g   C h a n g e s   A r o u n d   Yo u .
Altering your business message will adjust your results. Change is a rework, a correction of something, the revision or modification of a process, thought, idea, planning step and your presentations must imitate what’s in your mind. You must change their thinking and expose them to your thought energy, signal them to what you want, display and manifest the companies, customers and employee associate future. The Art Echo repeats, comes back, ricochets around your business and their minds for days, months, years, forever and you must summarize your future profits with images and words as to annex space in their minds.

PLANNING

Commitment, not just communication Many effective change methodologies have a significant focus on communication. This is a very important part of most change efforts, yet it is not the real intent, which is perhaps why many change efforts do not take it seriously. Communication can easily seem to be a lot of effort for little return What is really being sought in communication is that people become committed return. to the change collaborating with the work rather than resisting it or complying unwillingly. Taking this view changes what you do and how you do it. Communication can be a fairly one‐way affair or it can be a heart‐to‐heart, but if it does not change commitment then it is effectively wasted. The Commitment Plan should thus be focused on what will cause people to become and remain committed to the change. It is one thing to get them excited with yee‐har visionary start. It is another to keep them with you when issues are appearing everywhere and there still is no sight of the promised land. There are often a number of drivers that provide the founding motivation of an organization. If these do not align, then the rest of the organizational elements which follow these are very likely also to be out of alignment. Drivers include: Purpose (why are we here?) Vision (motivating view of the future) Mission statement (overall goals for stakeholders) Objectives (specific goals) Strategy (key decisions and overall approaches) Process alignment

Yo u r   B u s i n e s s   P l a n   – Yo u r   F u t u r e   P u n i s h m e n t
Your plan and actions, stretched out into the future is the verdict of everything. One little idea, from p , y g , the slightest little character might be the thought, idea, action step that frees you from the repression of your thinking and deeds. Many people, ownership, executives, managers and supervisors hop over the little idea, bounce off your planning and leave out many of your action steps, missing out, paying more and prancing over profits. Eavesdrop on your people, listen in on p , g ,p y g p g p p y p p , the little idea and pay attention to the people doing all the work, the customer comments and free your business with better planning, enhanced actions. Change is for the better. advance and develop the little plan, execute and put into action that little gift from your employees and customers and at no cost.

Instrumental values are values which are instrumental in getting us to desired ends. They are useful only in that they are acceptable ways of behaving. These are what we often talk about when we discuss values ‐‐ and especially the related Morals and Ethics. Instrumental values thus moderate how we go about setting and achieving our goals, ensuring we do so only in ways which are socially acceptable acceptable. Instrumental values can be viewed as having 'evolved'. Thus they are the best values we can have to create successful societies. Values such as dishonesty and selfishness destroy societies and, especially in an evolutionary light, are not good for the future of mankind (let alone the groups of people with whom I interact). Examples of instrumental values include: honesty, politeness and courage. End‐state values End‐state values are things we actually value. This is where 'values' and 'value' meet, as we seek and value end‐state values. They are the destination, whilst instrumental values control the journey there. Examples of end‐state values include: happiness, salvation and prosperity

ENDING
The Finish Is Often The Beginning.
The ending of a product, employee relationship, business plan or action step might be best g p , p y p, p p g described as a vanishing. Older thoughts or ideas never really end they simply evaporate until some manifestation in the future. The departure of senior people, process controls, theory, applications and managers are often manifested by the onset of fear. The leaving or ending of customers and employees makes you cheerless and depressing to other people. Realize that p y y p g p p people must move on to keep your company moving. Products must be scrap at some point to allow room for creation. Don’t let the ending spoil your future. Don’t let the old demolish the new. The exit is also the entrance and the door always and forever swings both ways. So, enjoy your access to the future.

The problem with organizations today is with leaders that cannot lead and workers that have little passion. Rather than repair the issue, leaders place band‐aids on surgical incisions. Fix the problem. Got Talent. Talent is innate. Skills cannot be taught and organizations constantly place the wrong people in the wrong positions. There are denizens of selling professionals enacting as sales managers that should be fired. Place individuals where they will succeed and aligned with talents. Eradicate the sloths. Conflict. Supervisors and managers fear conflict in the workplace. Managers fail to hold those accountable because they fear conflict. The inability to confront subordinates about poor seriously undermines productivity. Accountability. Everyone has a job and must do it. Time frames and tasks must be upheld. Those that do not comply should be dealt with. Observed behavior. Review it constantly and ensure it upholds the mission, vision and values of the organization. Stop the Circus. Save the ridiculous animal tricks the flying canons poster board and crayons for recess and tricks, canons, kindergartners. Treat adults as such. If John and Peter do not like each other, one hour of mountain bike riding with a case of beer only ensures one of them will not return. This does nothing for productivity and wastes needed income. The Last Supper. Allow all to eat at the table. End the aristocracy and allow democracy. Innovation flourishes from those closest to their customers. The concept is difficult to grasp but fruitful since all organizations exist for one reason – the customer! Productivity begins with candid relationships between employer and employee.

ACCOUNTABLE
There Is Only One Big Dog And It Should Bite.
Accountability should be the enormous animal inside your kennel club and it should, until the end of time, nibble and gnaw at poor performance. Accountability makes you answerable and responsible and also liable for your results. We’re not talking about blaming, faulting or condemning people we’re speaking about crediting the good and putting in place change to put right the deficient. Many organizations do not hold people accountable which makes their organization corrupt and immoral. Faulty products, defective merchandise, substandard customer services are wicked and will cause your failure. Accountability keeps you honorable and candid about productivity, quality output and all honest dealings.

DESKBOUND

Principle #1: Have passion for your work. Professional performers are driven by their personal passion to achieve excellence, to be the best. Are you, as a professional corporate performer, motivated by the same passion? Taking this passion to the task level, what feelings or activities motivate you to start a task? Is your motivation the excitement of learning, measuring up to a challenge, or showing competence on the job? Principle #2: Construct a clear picture of the finish line. Having a clear picture of the finished product, the end, is critical to finishing first. The knowledge of how many laps in the race or where the race will end is essential to pacing your energy and resources. Not only can a clear picture of the finish line help you pace physical constraints, but you get a psychological edge when a lucid mental picture exists in your head. As humans are goal seeking individuals, the picture of the finished product in your brain moves you into action. Principle #3: Tie production to definite time frames. Ambiguous time frames lead to lethargic behavior and the inability to innovate and solve problems. Adding exact time frames to the clear picture of the end product is a p powerful way to push productivity and destroy the lazy behavior caused by ambiguity. y p p y y y y g y After setting the deadline date to permit you to finish first, then decide and set your midpoints. Know where you have to be at certain times in the race to enable you to finish first with ease. Keep track of your deadline and midpoint dates by putting them on your calendar and reap the benefit of letting time frames drive productivity. Principle #4: Focus on the stimulating part of your work. The human physic craves learning and intellectual stimulation but no project is free from some aspect of rote, routine work. Focusing on the stimulating part of the project helps you feel connection to the highest level of Maslow's pyramid: Self‐actualization. Self‐actualization or creating the euphoric feeling of achievement comes from developing innovative products and services by forcing new thought processes and associations. As you generate original ideas and bring thought‐ provoking proposals to your colleagues, you will breeze through routine work and find exhilaration in exceptional production. Principle #5: Use Your Pit Crew. Don't go it alone. When you get stuck and stymied ask your team members, your pit crew, for help. In my personal experience, team members, colleagues, and managers are genuinely interested in helping you. In fact, most people are flattered that you trust them enough to ask their advice. Just running your ideas by a friend or verbalizing your thoughts is often the catalyst to discovery and leads to closure on nagging problems. Principle #6: Fly Your Own Checked Flag. A frequent question I ask my audiences is, "Do you ever get enough praise?" This question brings blank stares as brains begin to rapidly file through past experiences and then heads begin to shake as they realize that most organizations are stingy with rewards.

A Lazy Man Is Smoldering His Potential.
The energetic business leader rests at home, enjoys his family and friends and is never deskbound at work. The weary and tired need to rest, enjoy and take pleasure in private time to calm down, unwind or simply put their feet up. By no means and in no way can you rest or simply put your feet up while at work. Th d kb hil t k The deskbound owner, executive or manager i supposed l d ti is d lazy and worthless. d thl So stand up, take-off and walk your business, impression by action is inspiring and notable. If you want to be exciting and stirring, imposing and inspiring, the remarkable walk and talk plan has never failed.

Time as a line Time is often represented internally with the metaphor of a line. We literally see a time stretching out into the future, along which we place the events of our life. The line may be straight or curved. It may be one, two or three‐dimensional Standing in time or outside it Two very different ways of experiencing the line of time is either as standing on the line or existing outside of it, for example looking down at it from a height. People that exist in time do so like a person standing in the railway tracks. The train of time bears down on them as near events grow bigger as the perspective effect is exaggerated by their position. This a very subjective position as time 'happens' to them. The past, present or future can have very different, as Hofstede and Trompenaars identify in their cultural models The past present and future can be of different priority for example with some models. past, priority, being more focused on the past than the future (and vice versa). Some people are more concerned with the here‐and‐now than what might be in the future. If you ask a scientist how many fundamentally things there are in the universe, he or she will probably answer 'four'. Not four dimensions, but four things that spell STEM: Space, Time, Energy and Matter Matter. Space, energy and matter can be sensed directly with one or more of our five senses, but how are these used to sense time? Problem, eh? Time as a construct The strange reality is that we construct time internally, by taking sequential experiences and noticing that they are different. We thus, literally, create time internally, making it a unique experience for each of us. Yes, we can look at a watch, but time is still the collation of the sequential images of looking at the watch. This creates a strange scientific and philosophical q g g g p p dilemma. If we construct something internally, does it exist at all? The variability of time One distinct effect of time as a construct is that we experience it very differently at different, er, times. Time flies when we are having fun and drags by when we are not. The tick of a clock can be a moment or joy or an eternity of pain.

TIME

PRODUCTIVITY

Here are 10 sales coaching tips to boost your productivity to new levels: 1. Most Important Things First. The most important task you need to get done each day should take priority over all other tasks. However, we all know that interruptions can pop up and the important task often gets put off. If you put the most import thing off until later in the day, they often don’t happen. Your goal should be to get your most important things done first thing in the morning before doing anything else. 2. Wake Up Earlier. Get up just 30 minutes earlier and you can get a jump start on some of your most important tasks for the day. Decide what you’d like to accomplish each morning, and design your routine around your most important tasks. 3. Streamline Information. Think about all the information you receive on a daily basis: emails, Twitter, Facebook, LinkedIn, blog updates, newsletters, mailing lists, magazines, newspapers, and mail. Start to edit and remove anything that you no longer are using or benefiting from. 4. Clear Of Your Desk & Get Focused. Get rid of everything off your desk that you don’t absolutely need. Remove all distractions and focus on one thing at a time. With a clean and clear desk, it becomes much easier to be productive and organized. 5. Get To Work Early; Leave Early. Ever notice how much you get done when no one else is around? Consider coming into work a little early to start on your most important things without interruptions. The trick here is to make sure you set an end time to your y y p g p y y day. So if you want to leave a 4:00PM, commit to it and it will also help you focus on getting more done before that time. 6. Schedule Your Meetings & Avoid Last Minute Meetings When Possible. Consider each situation, but in general, see if you can aim to always schedule your meetings instead of taking on the spot meetings in your office that will throw off your momentum. Remember that whatever is on your schedule for you to be focusing on, should be treated like a meeting that is already in progress. 7. Eliminate Non‐Essential Work. You will only be productive in sales if you are working on activities that are going to move you towards your goals. Remove or delegate non‐essential tasks from your to‐do lists, and start to say no to new requests that are non‐essential. 8. Do The Tough Stuff First. Do these first thing in the morning. If you put the tough tasks off, they will only become more and more difficult to accomplish. 9. Shut Off Your Internet Connection. Schedule times when you will be online to check email or research on the web. Working off‐line can help you increase your productivity as you will be focusing on one task at a time without distractions. For many people, this one seems almost impossible, but challenge yourself to try it out and see what happens. 10. Get Passionate. If you truly care about what you are doing, you will work like a machine to get it done. It will flow and you will plow through your tasks without procrastination. Find the deeper meaning of accomplishing your goals and being productive. What will being more productive in sales enable you to accomplish, to do, to be? g p y p , ,

Productivity – The Time Management Police
We have a very small amount of time to be leaders, barely enough it seems to check on the major parts of lif and b i t f life d business. D ’t waste your ti Don’t t time on th t i i l slight or petty people i id your the trivial, li ht tt l inside business. Most managers spend a modest amount of time with their great people and a large amount with the tiny contributors. If you spend your time trying to run down every good for northing irresponsible, worthless bum on your payroll your great people are excessively harmed. Pay attention t h d working, caring and persistently good people, b tt ti to hard ki i d i t tl d l because if you d ’t th f don’t, they form th the opinion that you think, that they’re bums. If you’re not careful it seems that simply chasing bums around your business, creates lost time, hurt feelings and aggravates your good people.

When we cannot achieve or do something that we want, we channel the energy created by the desire into fantastic imaginings. Freud noted that a major drive for most people is the reduction in tension, and that a major cause of tension was anxiety. He identified three different types of anxiety. Reality Anxiety This is the most basic form of anxiety and is typically based on fears of real and possible events, such as being bitten by a dog or falling from a ladder. The most common way of reducing tension from Reality Anxiety is taking oneself away from the situation, running away from the dog or simply refusing to go up the ladder. Neurotic Anxiety This is a form of anxiety which comes from an unconscious fear that the basic impulses of the ID (the primitive part of our personality) will take control of the person, leading to eventual punishment (this is thus a form of Moral Anxiety). Moral Anxiety This form of anxiety comes from a fear of violating values and moral codes, and appears as feelings of guiltor shame. Defense Mechanisms When anxiety occurs, the mind first responds by an increase in problem‐ solving thinking, seeking rational ways of escaping the situation. If this is not fruitful (and maybe anyway), a range of defense mechanisms may be triggered. In Freud's language, these are tactics which the Ego develops to help deal with the Id and the Super Ego. All Defense Mechanisms share two common properties : They often appear unconsciously They tend to distort transform or unconsciously. distort, transform, otherwise falsify reality. In distorting reality, there is a change in perception which allows for a lessening of anxiety, with a corresponding reduction in felt tension.

CORPORAL
Kings – Queens & Corporals
If you plan on being some crowned head of royalty as a manager your career is going to end very badly, not simply just fade away. The ROYALS management theory & school went bankrupt several hundred years ago Real people only work with real people Monarchs are dead and so are little ago. people. Corporals that think, act and talk like they’re kings and queens. The Peons that you might call labor, drudge around and plan your immediate and severe downfall. Don’t rule over the office worker or the production worker, as you should be their servant.

M u l t i ge n e rat i o n a l  A ge   B ra c ke t   Fa nta sy

Organizational camaraderie and productivity involve relating to others across a chasm of significant behavioral differences. Improving your "people skills" helps you figure out how to bridge the gap between yourself and others thereby making the organizational climate more supportive and collaborative.
1. As‐is. Accept the fact that there are four main styles of functioning and you represent only one of the styles. Therefore 75% of the world sees life differently than you do. To de‐puzzle behavior, accept the other person "as is"–just the way they are. You will never change them to see your exact point of view. 2. Strengths. Focus on the strengths of the other person, not the liabilities. Contrary to the way some people believe and act, they do have weaknesses. No one is perfect in every way. So de‐puzzle them by separating out strengths from weaknesses. 3. Activities. Take note of their activities. Where they invest their time tells you what they value. Do they volunteer for problem‐solving or risky projects? Are they involved in associations or ad hoc committees for improvement? Do they take extra time for their children’s activities? Are they involved in a political party or a religious group? Make quiet observations. You will learn much. 4. 4 Observe surroundings Observe their desk and how they dress Are their desks meticulous? Do they dress in a casual way or a flashy way? People who have super surroundings. dress. clean desks often like extreme detail in presentations and support materials presented to them. People who dress more casually usually have a more relaxed and "homey" way of relating. And people who are flashy dressers tend to like action and fun activities. 5. Their reasons, not yours. Understand people do things for their own reasons, not for yours. Find out what their reasons are and you can influence them in an individualized way. 6. Generational differences. Place them into their generational perspective. People who are Baby Boomers see work and relationships very differently than the Generation X’ers. Each generation has its special needs. Listen to them. Ask them questions. You will discover how to design your interactions to fit their age and g p q g y g perspective of life. 7. The stress factor. Realize that people who are under stress are always puzzling. They act in strange, irrational, and immature ways. Don’t try to understand them if they are angry. Let them vent and calm down. If they are frustrated and overwhelmed, help them work through their problems. As you talk with them, offer insights and alternative viewpoints. Usually people under stress have tunnel vision. 8. Learn how to disagree, but still be friends. Everyone wears a sign that says, "Don’t make me wrong, just kindly disagree." Giant steps are taken in mental and emotional growth when you understand that conflict is not necessarily good or bad, it just is and forever will be. In order to de‐puzzle conflict, let it be a tool for generating id i ideas, then taking each other’s opposing id h ki h h ’ i ideas and creating a b d i better solution. l i 9. Offer respect. The highest form of respect is to listen intently to other’s thoughts. Don’t dismiss an idea before the person who originated it is finished explaining how it will work. If you do, you may wonder why their behavior is cool and stand‐offish. This puzzling behavior, however, is your fault. 10. Try a little charisma. Smile at them. Compliment them. Sincere and deserved flattery will still get you everything–including relationships that are more open and honest. Why? Because at our warp speed of life, not enough time is taken to be friends and to give sincere thanks for hard work and extra effort.

Pressure to improve Business managers are under constant pressure to decrease costs and increase sales in order both to stay in business and to deliver value to demanding shareholders. Competitors provide additional pressure as everyone strives to sell better products and services for lower costs. Pressure to adopt When a new approach appears that promises much, it gives hope for potential improvements that relieve the pressure to improve. It also triggers a fear that competitors may also use this approach to gain advantage. The overall approach is a felt pressure to at least try out the new approach. Pressure to deliver The cost and expectations of the new approach now is added to the pressure to improve, and the new approach has a limited time in which to succeed. A major problem here is that, by definition, nobody is expert on the new approach. Early successes may be gained, but this is often due more to the initial energy and the interest of early adopters than to a widespread and sustainable understanding of how the new approach should be used. Pressure to explain Over the longer term, impatience and lack of expertise leads to various problems and the programme falls into disrepute. Some firms now resort to wasteful blame and recrimination, and the method itself typically falls into disrepute The pressure to improve does not go away and the cycle begins again disrepute. again. The Danger Zone Uncertainty about the approach leads to people holding back on their commitment to it. Despite a limited expertise, work ploughs ahead full‐steam. The result is too often a self‐fulfilling prophecy of limited success and subsequent collapse.

CONSULTING
Consulting Advice Discussion 
Accept the notion that you’re not the first manager and do not operate the first business. Management consulting experts can increase your awareness, appreciation of people, renew your purpose while at the same time helping you feel human again The impulse you have to do it alone again. alone, follow your instincts, I’ve been there and done that, are the urges that lead you down the wrong side road. Consulting Experts are specialists, and have professional, practiced and proficient knowledge that will help the inexperienced or the gone astray manager become the success.

CAPITALISM

STOP

1
V I C TO RY O

If you start a race sloppily or head off in the wrong direction, you have no chance of winning. Likewise, how you being the creative task has a lot to do with how and where it ends up

Imagine a brilliant future Think about what you are trying to achieve. Go out into the future. Look around and see what is there. Step into the shoes of others and see, hear and feel as they do. Walk a mile with them. Look at your plans and seek their direction, then follow that line. Make it memorable A vision only works when it is remembered and is up‐front‐and‐central in your thoughts for most of the time ‐ especially when you are making important decisions in this area. If the vision statement is long, then it will not be remembered. If it uses bland words or motherhood‐ and‐apple‐pie statements, it will not be remembered. If it is the same be‐the‐best vision that everyone else uses it will be yawned at. Use dynamic and emotive words that to paint motivating pictures. Use words like 'sharp', 'now' and 'value'. Phrase it in the present tense to make it more immediate Use 'is' rather than 'will'. immediate. is will Use active verbs that talk about what is happening. Use 'suffering' rather than 'pain'. Test it with others to ensure it works for them too

VISION
Yo u   H a v e   To   P i c k   J u s t   O n e   – Yo u r   V i s i o n
You must be able to choose your own privileged vision. What do you desire, crave, require and really need must be included in your vision. The hope and opportunity of your future depends on your outlook or the mental vision you have. You’re going to have lots of choices that are your options and alternatives that span your career. There is a great deal of wealth in choice so picking your future will always be the daily event.

The winner of a long race, as creativity can be, is not the person with the best idea, but the person who finishes first. The world is littered with abandoned works and too‐late arrivals. So knuckle down! Get on with it and never, ever give in! Dreamers may like dreaming, inventors may like inventing, but not so many of them like the effort of putting their ideas into action In fact the action part of the cycle involves more creativity and action. innovation than ever, perhaps even recreating yourself as a person of action. When faced with hordes of people telling you that your ideas are no good (or even the threat of this), it takes an inordinate amount of courage to stand up for your ideas. But that is the price that countless inventors and creators pay every day to get their thoughts accepted in the wider world. Passion makes the world go around It is it the juice that drives creativity When you care enough to around. creativity. put your heart into your work, passion will keep you going through thick and thin. Being confident is not easy in creative situations, as they are, by definition, far from certain. In practice, confidence starts at home, and the self‐confident person is likely to be more confident in their idea than others might be in the same situation. Doubt is such a scary thing. We are taught never to doubt, and even creative people can fall into the trap of not doubting their own ideas. But if we can openly accept that things may or may not be right, whilst also not being wrong (in the judgmental sense), we will perhaps be able to see just a little further. And that is often far enough.

WRESTLING
Exchanging Blows & Stand Up Fighting
The contest is not always fair, some people box when they wrestle and some wrestling matches g pp g p y p twist into boxing battles. The opposition must be faced standing up and you can never back up or let go. The little battles hardly take any of your time. The big battles, when someone must wrestle the bear, it must be you. Never hand over the bear and never deputize another fighter because you’re too busy, seize the bear and take hold of the big problems. It’s your battle.

Dreams can and have been places where inventions and discoveries are made. Especially in that reverie just before we wake up (and sometimes in our day dreams), we can have really good ideas. The problem is, if we don’t capture them fast, they whisper away with the morning dew. To discover something new all you need to do is look But then so few people know new, look. how to look and fewer still know where to look. Discovery can also be an inner journey, and the person who is at home with themselves can be more effective at looking outside without being disturbed by inner critics. The great explorers of the past set out into uncharted waters of the world in search of…well, whatever they found. This is the great promise of exploration, the philospher’s stone of finding new lands, new people and whatever else you may find. The creative explorer does the same thing, trying things simply because they have not been tried before.

CURE
M a g i c a l   ‐ F a i r y ‐ Ta l e   C u r e s   A r e   I l l u s i o n s
Trickery, sleight of hand and enchanting is common in business. The captivating, charming and g p g y astonishing solutions are run of the mill and 97 percent of them never remove the actual drudgery or the excitement of operating your own business. False promise, hoax ideas, fake programs used to be poured into sure cure bottles and sold for a dollar. The real cure for improvement are your skills, abilities and proficiency. You must become the expert on business principles, your skillfulness is the cure.

EXCEL

Daring is more than courage, although this is certainly an essential element. Daring also includes vision, doing something new and imaginative, that strikes a chord with the wider population. Creativity needs daring and daring needs creativity. It is an individual thing. Organizations and groups don’t dare: people do. It takes a lot of courage to release the familiar and seemingly secure, to embrace the new. But there is no real security in what is no longer meaningful. There is more security in the adventurous and exciting, for in movement there is life, and in change there is power.’ The the future is uncertain. Sorry. Creativity was never a certain science. And even when you’ve got your idea out on the table, you may be risking your neck, just by telling others about it. To create is to risk, risk so if you can’t stand the heat get out of the creative kitchen can t heat, kitchen. Keep on going and the chances are you will stumble on something, perhaps when you are least expecting it. I have never heard of anyone stumbling on something sitting down. Most new discoveries are suddenly‐seen things that were always there. A new idea is a light that illuminates presences which simply had no form before the light fell on them them.

Excel Spread Sheets Cannot Replace Ingenuity
Hundreds of thousands, most like millions of managers, are pounding on Excel Spreadsheets right , g g y , now, looking for that cunning solution. If you want to be the absolute best, remove slowness and add swiftness go out and watch the crane pick up the material. Talk to the clever operator, check to see if the supervisor is alert, watch the rapidity of worker movement and verify promptness in decision making. Go out and work in the trade, deal with problems, partner up with real time solutions.

PROSPERITY

P i n k   S l i p ’s ,     P r o s p e r i t y   a n d   G u a r a n t e e ’s  

Do not make the mistake to assure or guarantee employment of another human being. If you pledge your word and guarantee employment to another at one time or another you will become the phony. The world is full of impostor managers fakes frauds and hypocrites so don’t become another one Once you become the phony no managers, fakes, don t one. phony, matter what you do, what you say or how good you really become, you’ll always be known and regarded as the phony. You cannot pretend in business. You cannot guarantee employment, you can work, strive and take actions to gain prosperity with the help of other people. When things get rough and touch, always tell the truth, only the truth.

ONE BED

We all have different amounts of wealth, but we all have the same amount of time. This means we can all be equally creative and can equally fritter our allotted span away on useless and ultimately meaningless things. Business for some is a dirty word and for others is everything The feeling is mutual for some in everything. mutual, business see creativity as a dirty word, too. But the fact is that business only succeeds by constantly bringing new things that are better than their competitors’ offerings to customers who are prepared to pay for this advantage. Staying the same, staying with the things you know, is comfortable and safe. Or so it seems. If the world is changing around you, then it can be the most dangerous thing you can do. Constraints work both ways with creativity. When you constrain thought, you automatically prevent ideas from being found outside of the defined territory. However, the constraint also causes creative tension that can result in better ideas being found within the defined prison walls.

Yo u   O n l y   S l e e p   I n   O n e   B e d
Many C.E.O.’s make fortunes. Fortune gives you affluence and it seems to lead to some lavishness, magnificent and luxury home, maybe more than one. As you show off your richness and affluence you are on your way to poverty, hardship and distress, if you don’t die first. The imperfection and shortcomings of wealth is that it takes thousands of poor people to make one rich man. The completion and finishing point for your wealth is to help other people. Your achievement will not come from having multiple homes, too many cars, private jets and treasures. Your wealth will come from within, the place of reserves and the only possessions that matter, trust, affection, love, family and friends.

MANEUVER

Foolishness can be a foe and a friend. Where others are doggedly blind, they can obstruct and miss great ideas. When you are deliberately foolish, perhaps in the Shakespearian sense, you can be open and honest enough to see your errors and spot th t those great id t ideas th t others miss. that th i

Maneuver – Handle ‐ Steer
Business murder happens every day. You’re going down the road and all of a sudden you have a lethal problem. You’re on the wrong side of the curve because you didn’t pay attention to the road signs. Your first action is to take extreme maneuvers to avoid the business death. In a matter of seconds you’re in a dogfight with a competitor, government agency maybe a senior employee, unions, production output and quality. If you had watched the signs, the curve was clearly posted, lower productivity, customer complaints, costs moving up, phones not being answered promptly, people late from lunch, All the curve signs are there, see them.

AMBUSH

Surprise is what happens when you’re looking the other way. It can be wonderful and it can be devastating. So pin your ears back and get ready for the things for which you can never fully prepare. And when surprise happens, notice it and ask why, because your subconscious may just given you a clue to some new thing. Truth and reality are what critics call at our ideas, but their truth is not our truth. When you have a new idea you often have to create new truths that people can believe. And in the end, if you can physically demonstrate your truths, it will be impossible to deny them. Criticism of a new idea is a great way to kill it off before it can do any harm. It’s sad that although criticism can be constructive, it is mostly destructive, and aimed as much at the person as the idea. It’s good to go wrong. Well, just so long as you notice that things didn’t turn out as you had wanted, and are prepared to learn from the experience. Mistakes can be happy just so long as you don’t turn away from them or hurry on by. Failure can be a hard taskmaster, but it can also be an Aladdin’s cave of discovery.

Ambush ‐ The Surprise Attack
The Th associates you h d l i t had lunch with yesterday are i th conference room right now, wanting more h ith t d in the f i ht ti money, stock options and they lie in wait for the right time to throw you the curve. If they can occupy and dominate your business they can also overpower and overthrow you. How could this be true? The ambush trap of friendship is used every day. The best solution is to have associates at work and f i d at h t k d friends t home. Th more th k The they know about you, th person, th b tt th can d b t the the better they dupe and deceive you and ambush you around some curve. Acquaintances you work with and friends your trust. The family tree is planted at home, not the work space, not in the conference room and never at the water cooler. Keep your private and personal information to yourself.

SEXY

The simple principle of forced association is of 'banging things together' that have not previously been brought together, or at least not recently. A bit of passion and energy goes a long way. As they say, ‘you gotta wanna’, although wanting is pretty wishy‐washy when compared with the fires of desire. Nor is it as pure as love. It impels action simply because it cannot be chained. Desire is unquenchable motivation. You can wonder at an ant carrying a leaf many times its size or you can wonder what you might have for dinner. Wonder in its more enlightened form allows us to marvel at the world and see the many things within it which others have created and where we can create still more. Curiosity is less to do with cats as it with the natural human need to know new things. In fact, it is arguably the most powerful force we have, as it drives human evolution. The need for novelty, for finding new things, leads us not only into trouble but also into marvellous new discoveries.

Glamour Sexy Photography Magazine
People love to talk about sex, femininity, masculinity and sexual characteristics. It’s human nature, for girls and boys. This biological impulse, the reproductive urge of the male or female has no place within the workplace, beyond the potted plants in your office. Sexual activity thinking is not the same thing as sexual activity behavior. The anatomy of a woman can be striking. Many evolutionary drives are at work at all times, and both the men and women play the game. It’s the game of attraction that turns your head and breaks your concentration concerning important business matters. Sexy Susie works for you and so does Sexy Ken, so let’s keep them in the trailer of your thoughts and keep working.

A comfortable environment helps people forget about how uncomfortable they are and focus on the work at hand. Ergonomic chairs and desks. Good lighting. Clean and bright walls. Warm colors. Soft carpets. These and more help to create a sense of comfort. They also signal that our employers care about us, and hence motivate us further to extend ourselves in our work. Things should not be too comfortable, however, and much creative work is done in remarkably rough surroundings. We are all stimulation junkies. As humans, nature has programmed us with the ability to feel curious and also the punishment of boredom, should we be stimulated too little. This has been an effective stimulus to push us into the further corners of the globe. The need for stimulation also encourages us into seeking stimulation short‐cuts. Many of us limit this to coffee and moderate alcohol, whilst others of us succumb to less legal temptations. It is interesting to note how often the rich and famous seem to self‐destruct on sex, drugs and rock‐and‐roll. And yet convention and culture pushes us in the opposite direction as we are taught to conform and be happy with a relatively boring existence. No wonder that, once you take the lid off the kettle, it is surprising how creative people can be, and how much they enjoy this (and perhaps surprising how surprised they are at this fact).

FOOD
All Humans Enjoy Food & Friends
The people that have a meal together, stay together. To have a lunch or a cup of tea with another person is a very physically and psychologically powerful event. A robust and durable relationship always includes food, beverage and companionship. People, by human nature, are lonely and quickly f l i l t d H i i kl feel isolated. Having an associate t l i t to lunch t h turns th them f from a l lonely worker t a willing l k to illi helper. If you have the time and just a few bucks take the time to nourish your associates with words and food. Give food to the hungry and provide for one of their basic instincts and watch them move closer to you, again and again, bite after bite.

HOBBY

To find useful ideas, it can be a good strategy to explore without aim, just seeking whatever captures your interest. This 'letting go' can be scary, making exploration a practice that only the practiced tend to follow. The the future is all there is left The past is done though it shapes the knife‐edge of now to an left. done, knife edge alarming extent. If you can seek future whilst enjoying the present, great things will present themselves to you. Do you need knowledge to create? Unfortunately, creation of the new does not come out of nothing, although too much knowledge can be as big a block as too little. Knowledge is a drug which gives us little until we use it. And the best use is knowledge is in the creation of new knowledge

The Pursuit Of Leisure
Entertainment is the mental diversion and relaxation from reality. Leisure or Hobby time puts your mind and problems on the sideline. Every human has a diversion from reality. It might be reading, knitting, watching movies, riding a bike, water sports or even working. People pursue entertainment, amusement, l i t t i t t leisure and simply f ti d i l fun time. M t people spend most of th i money on Most l d t f their some form of diversion or alteration from their present reality. Discover their hobbies, include activities, contests, talking points and encourage, sponsor and put forward the action steps to advertise that you believe in leisure and fun for all.

FANTASY

What is the imagination? We treat it like a thing, or perhaps a switch in our brains that turns on the idea engine. Whatever it is, it is certainly useful, which is a shame because most people keep theirs firmly switched off, with a big red ‘do not touch’ sign on it. Sometimes you have to grope for ideas in the dark and sometimes they shine with a light of their own, beckoning you on. Light is a common metaphor for thinking and ideas and is mostly used to indicate understanding, often sudden. Your minds are like icebergs—mostly hidden beneath the seas. Consciously, we can only think of one thing at a time, but subconsciously we can have many streams of neuronal activity going on. A key trick is to make friends with your subconscious and press it into helpful creativity at every opportunity.

The Castle In The Sky Is Real
Your people daydream all the time. In fact, you daydream a lot as most people do without knowing it. The Castle Fantasy is a real hope, desire and vision for people, it just takes different forms. The imagination is the intellect playing around having some fun Ask people what’s your castle in the around, fun. people, what s sky? Their fancy or unreality might turn up a new vision for your company and associates. It’s o.k. to have a pipe dream, some wish, some goal or ambition that seems too far to reach. People delight in fantasy, they marvel at what could be. It’s called innovation, thinking.

TREK

Education should give us the wherewithall to be creative, but unfortunately it is often just a vehicle to turn creative children into conforming adults. And once we have learned to obey authority without question, we keep on doing as we are told (or doing what we guess that others might want of us) for the rest of our lives. Learning is one of the great joys of life, perhaps because the brain rewards our gift to it with a dose of dopamine that gives us that ‘Eureka’ feeling. It is an engine of progress and an enemy of conservatism. The secret of success is not in how much you learn, but in never stopping learning.

Ev e r y   Pe rs o n   I s   O n   A   J o u r n e y ‐ S o m e   Tr e k
Every person you know, will at the drop of a hat, take a free, first-class prepaid trip to some place elegant and well thought-out. People travel in their minds, with their feet, with their automobiles and with the jets and trains of the day. It means people come and go, travel around, move around, walk away, step up and j lk t d jump out. P t People t l travel and progress out of curiosity of some strange l d t f i it f t place, some oddity, novelty or some phenomenon, opportunity and treasure maps at the county fair. Expect people to travel and move on and away from your business. Not to worry, people you don’t even know are snooping around, coming your way.

The Business Book for The New American Economic Paradigm DASTARDLY MANAGEMENT

COACHING GUIDEBOOK
GregoryBodenhamer@Live.Com

2011

Fortune 100  Consulting
Gregory Bodenhamer
Mechanicsburg Pa  NDITC Copyrighted 2009‐2010‐2011 All Rights Reserved and Protected 

Bodenhamer’s Great American Coaching Book for Business

Sign up to vote on this title
UsefulNot useful