Faith by Paul Lemberg

Ya gotta have faith

George Michaels

Article by Paul Lemberg.

Faith is absolutely essential to creating a breakthrough for your enterprise. Specifically, faith that your venture and its vision will be realized. Faith means unshakable confidence, total trusting acceptance.

Faith puts you beyond doubt, in the realm of complete certainty. Once in that realm you are willing to try anything, do anything necessary to realize your vision. To have your dreams come true.

At the margins, there are many actions you are unlikely to take if you weigh the likelihood of success and failure.

On the other hand, if you know, absolutely know, things will work out – those marginal actions don’t seem marginal anymore. They simply make sense. Breakthroughs are often the result of action at the margin of reasonableness. So faith has a way of keeping us in action, keeping us ahead of the change curve.

How do you develop faith? This is tough to swallow, but you just have to “have” it. Faith is a declaration you make to yourself. You simply say, “I have total faith in this and such.”

And then you have it. You say “I have faith” and then you take action based upon your faith.

When the voice in your head raises doubts about your outcome, you counter with your faith in the outcome. Over and over again if necessary.

You keep keeping the faith.

Take in a deep breath, and let it out slowly and say “I declare that I have absolute, total, unshakable faith in (Yes, fill in the blank!)

____________________________


Doesn’t that feel good?


Copyright 2002-06 © Paul Lemberg used with his expressed written permission

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Get off your 'but'

Great post from Richard White's "Inspiration and guidance for people that HATE selling!!!" site!


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Michael
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Prioritise by Dr Ian Gregory

Prioritise by Dr Ian Gregory

Maximise your output and get home on time!

The idea of prioritising what you have to do, and doing only what is truly important to you is one of the fundamental lessons to be learned from time management. However, quite often I meet people who tell me that even after they have prioritised and eliminated the unimportant, there is still too much to do.

Over the years I’ve noticed a common problem in most businesses – too many projects. Often when you ask a manager which are the important ones, they answer ‘all of them’.

The problem is each person has only between 35 and 48 hours a week to do their work in.

If you’re working on six or seven different projects on top of a line job, then you probably only spend an average of an hour or two on each of them, which is just enough to do some admin and go to a meeting, though little in terms of actually progressing them.

In this way, projects drag on for months and months, little gets progressed, and eventually most of the projects are superseded or abandoned, wasting all of that valuable time.

When I first started my consulting career, my clients would sometimes comment on how much progress we could make in a couple of weeks. What we had was the ability to focus on one task, meaning we got it done far quicker.

Focus is the alternative to the traditional juggling metaphor that many managers use. It’s about using the hours of the day to deliver maximum value as quickly as possible. Instead of having several projects in the air at any given time, pick one or two and focus on them.

Encourage your peers and subordinates to focus on the same projects. Focus means that the hours that used to be spent managing all of the different projects can be used to actually progress a project. The project gets completed quicker, the business gets the benefits sooner, you get the credit sooner and you can start on the next project on your list.

In turn, that project will also be completed quickly. You’re still working the same number of hours (or maybe fewer), yet you’re making them count and raising your personal productivity and that of your team.

Look at how you spend the hours in your week.

If you shelved a few projects for a few months, will you actually get them all completed sooner by doing them one or two at a time?

Experiment, you might get home on time!

Dr Ian Gregory specialises in Knowledge Worker Performance issues. You can read more of his thinking at www.knowledgeworkerperformance.com Copyright 2002-06 ©Dr Ian Gregory used with his expressed written permission.

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Maine Blog: Do that still teach that? Lucky for us they do!

Maine Blog: Do that still teach that? Lucky for us they do!


Interesting post by David Regler on cold calling; at least his email to the MD is against a business requirement (even if not a recognised one.

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Is it possible by Paul Lemberg

Is it Possible by Paul Lemberg.

Is your vision of runaway success possible?

Not just for anybody – is it possible for you? Now that you have put into words the notion of runaway success – now that you know what would have you satisfied, fulfilled, inspired, and excited – do you think it is possible to achieve?

Notice – I did not ask “Do you think it is likely? Or probable?” This is not a question about the odds. Do you think it is possible – in your understanding of the world – for you or for your company?

Not “Do you know how to get it?” You may not know that now. Not “Do you have the wherewithal, or the chutzpah?” Simply – do you think, given enough time, energy, skill, knowledge and resources, you could pull it off? Is it possible for you?

This is a crucial moment in transforming your enterprise, your career, your life – your quest to move faster than the speed of change. This is the first moment of truth.

Can you make it happen?

This is a yes or no question. And the answer better be yes.

If it isn’t, go back and consider some more. Without a total belief in the possibility of what you are setting out to accomplish, it isn’t likely to happen.

You won’t go the distance. You won’t do what is necessary. You won’t make the sacrifices. You won’t be able to inspire others or enlist their support.

You won’t do the 1001 things you will be called upon to do. You might not even make it through this short, little article.

Is it possible? For you?

Copyright 2002-06 ©Paul Lemberg used with his expressed written permission

Being wrong by Paul Lemberg

Being wrong by Paul Lemberg.

What if you’re wrong?

What if that brilliant idea you’ve just hatched is totally harebrained and never going to work?

Many of us assume we are right, and that our thoughts are spot-on. We get defensive when others suggest we might be off base. If you’re going to move fast, you’re going to have to take some risks in your thinking. Be willing to criticize your own ideas. Be open to finding fault with all your wonderful brainstorms.

Look for the loopholes.

Look for the mistakes. You might even invite those around you to take pot shots at your ideas. Some ways to criticize your own ideas:Imagine you are wrong. (Horrors!) What then? What would being wrong cause to happen, and what are some ways around these problems?

Sidestep. What else is like what you are doing? If this part of your venture is flawed, where else has similar logic caused you to go astray, with problems lying undiscovered?

How will you deal with those issues when they surface?What have you forgotten? What have you left out? What if it’s just too big and you made it smaller? Or larger? What if it needs to be slower, or faster? A bit sooner, or perhaps later? What if you made the whole thing flashier, pumped up the volume, and turned up the heat? What if you made it more subtle, quieter?All of these questions flow from being willing to be wrong.

All of these questions can have the effect of making you more flexible in your thinking – the key to having an organization not only responsive to change – but one which anticipates change.

So, what if you’re wrong? So what if your wrong!

Copyright 2002-06 ©Paul Lemberg used with his expressed written permission