Expertise Attitude Quotes

These examples suggest what one needs to learn to control attention. In principle any skill or discipline one can master on one’s own will serve: meditation and prayer if one is so inclined; exercise, aerobics, martial arts for those who prefer concentrating on physical skills. Any specialization or expertise that one finds enjoyable and where one can improve one’s knowledge over time. The important thing, however, is the attitude toward these disciplines. If one prays in order to be holy, or exercises to develop strong pectoral muscles, or learns to be knowledgeable, then a great deal of the benefit is lost. The important thing is to enjoy the activity for its own sake, and to know that what matters is not the result, but the control one is acquiring over one’s attention.

Imagine that the keeper of a huge, strong beast notices what makes it angry, what it desires, how it has to be approached and handled, the circumstances and the conditions under which it becomes particularly fierce or calm, what provokes its typical cries, and what tones of voice make it gentle or wild. Once he's spent enough time in the creature's company to acquire all this information, he calls it knowledge, forms it into a systematic branch of expertise, and starts to teach it, despite total ignorance, in fact, about which of the creature's attitudes and desires is commendable or deplorable, good or bad, moral or immoral. His usage of all these terms simply conforms to the great beast's attitudes, and he describes things as good or bad according to its likes and dislikes, and can't justify his usage of the terms any further, but describes as right and good the things which are merely indispensable, since he hasn't realised and can't explain to anyone else how vast a gulf there is between necessity and goodness.

Her widowed mother owns the shop on rue de Grenelle. Should her mother die, despite her expertise, Pauline Léon will not inherit the shop. She can only do so through a husband. As she has not yet met a suitable spouse, we can only imagine the kind of chocolat he would make if he were a wig maker.

One's brilliance shall not be limited to someone's expertise

Being prepared and sharing your knowledge earns the confidence of those who are interviewing you, depend on your expertise, or seek you out for solutions, answers, or presentations.

Your Majesty, I'm afraid everything that could possibly go wrong is going wrong," said Major Sir Michael Parker, an impresario for royal events with an expertise in pyrotechnics. "Oh good, what fun!" she replied with a smile.

Capacity for keen observation • Exceptional ability to predict and foresee problems and trends • Special problem-solving resources; extraordinary tolerance for ambiguity; fascination with dichotomous puzzles • Preference for original thinking and creative solutions • Excitability, enthusiasm, expressiveness, and renewable energy • Heightened sensitivity, intense emotion, and compassion • Playful attitude and childlike sense of wonder throughout life • Extra perceptivity, powerful intuition, persistent curiosity, potential for deep insight, early spiritual experiences • Ability to learn rapidly, concentrate for long periods of time, comprehend readily, and retain what is learned; development of more than one area of expertise • Exceptional verbal ability; love of subtleties of written and spoken words, new information, theory, and discussion • Tendency to set own standards and evaluate own efforts • Unusual sense of humor, not always understood by others • Experience of feeling inherently different or odd • History of being misunderstood and undersupported • Deep concerns about universal issues and nature, and reverence for the interconnectedness of all things • Powerful sense of justice and intolerance for unfairness • Strong sense of independence and willingness to challenge authority • Awareness of an inner force that “pulls” for meaning, fulfillment, and excellence • Feelings of urgency about personal destiny and a yearning at a spiritual level for answers to existential puzzles

My Standard of Performance—the values and beliefs within it—guided everything I did in my work at San Francisco and are defined as follows: Exhibit a ferocious and intelligently applied work ethic directed at continual improvement; demonstrate respect for each person in the organization and the work he or she does; be deeply committed to learning and teaching, which means increasing my own expertise; be fair; demonstrate character; honor the direct connection between details and improvement, and relentlessly seek the latter; show self-control, especially where it counts most—under pressure; demonstrate and prize loyalty; use positive language and have a positive attitude; take pride in my effort as an entity separate from the result of that effort; be willing to go the extra distance for the organization; deal appropriately with victory and defeat, adulation and humiliation (don’t get crazy with victory nor dysfunctional with loss); promote internal communication that is both open and substantive (especially under stress); seek poise in myself and those I lead; put the team’s welfare and priorities ahead of my own; maintain an ongoing level of concentration and focus that is abnormally high; and make sacrifice and commitment the organization’s trademark.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

Friend! There’s a subtle feature of speculative behaviour which reflects the public attitude to money itself. When money is in its right place, fulfilling its proper function, men’s minds are fixed upon the goods and services which money can help them to exchange. In such an economic environment the producers of real wealth are seen to earn a fitting reward for their labours and expertise, and in fact productive and community endeavour are portrayed universally as almost the sole means whereby the individual can get himself a goodly share of the world’s riches. Let there just be a change in the emphasis however. Raise the interest rates. Exacerbate the debt structure. Turn money into a commodity which can be bought and sold at a profit. Then you create a breed of men who live by their dexterity at the exchanges. When these men are seen to prosper more considerably than the producers of goods and services, there is a desire amongst the ordinary plodding citizenry to command a share of the action, and to participate in what are seen as easily made profits. Many a fond illusion was wiped out in the collapse of Wall Street share values during the crash of 1929. Whole volumes have been written about its causes and repercussions, and about the sinister shift in real estate ownership which took place during the spate of liquidations and forced sales which followed. But we shall content ourselves meanwhile with the comment that it was just one of a chain of events that were set in motion way back in 1913 when the Federal Reserve Bank was formed to lend money to the Government.

Along with John and Judi, we took a big risk and started filming on the movie before we had a contract signed with MGM. There didn’t seem to be any choice. I imagined all the insurance underwriters across the world reacting to the phrase “live crocodiles.” Those two words would be enough to blow them right out of their cubicles. So we began shooting with our zoo crocodiles, but without signatures on the dotted line for the movie. A particular scene in the script--and a good example of an insurance man’s nightmare--had a crocodile trying to lunge into a boat. Only Steve’s expertise could make this happen, since the action called for Steve and me to be in the boat at the time. If the lunging crocodile happened to hook his head over the edge of the boat, he would tip us both into the water. That would be a one-way trip. “How are you going to work it?” I asked Steve. “Get the crocs accustomed to the dinghy first,” he said. “Then I’ll see if I can get them interacting with me while I’m in the boat.” First he tried Agro, one of our biggest male crocs. Agro was too wary of the boat. He’s a smart crocodile. I think he remembered back when he was captured. He didn’t want any of it. We decided to try with our friend Charlie. Charlie had been very close to ending up at a farm, his skin turned into boots, bags, and belts. He definitely had attitude. He spent a lot of his time trying to kill everything within range. Steve felt good about the possibility of Charlie having a go. Because he was filming a movie and not shooting a documentary, John had a more complex setup than usual, utilizing three thirty-five-millimeter cameras. Each one would film in staggered succession, so that the film magazine changes would never happen all at once. There would never be a time when film was not rolling. We couldn’t very well ask a crocodile to wait while a fresh mag was loaded into a camera. “You need to be careful to stay out of Charlie’s line of sight,” Steve said to me. “I want Charlie focusing only on me. If he changes focus and starts attacking you, it’s going to be too difficult for me to control the situation.” Right. Steve got no argument from me. Getting anywhere near those bone-crushing jaws was the furthest thing from my mind. I wasn’t keen on being down on the water with a huge saltwater crocodile trying to get me. I would have to totally rely on Steve to keep me safe.

Put in the time. To position yourself as an expert, practice, apply, experiment, volunteer, and work within your area of knowledge to deepen your own understanding as you build real-life experience.

How can you showcase your unique expertise, valuable experience, and strong education without sounding egotistical?

Becoming an expert not only establishes you as a leader in your field, it will make you a trusted resource that people can rely on for new and innovative ideas. In addition to raising the stakes and helping you increase your income, your expertise will serve to make a powerful first impression, which will truly help you shine and stand apart from the crowd. Having fun and meeting interesting, incredible people along the way is an added bonus!

Every day I used my power of concentration, indulged my pleasure in lifelong learning, and kept up my hope that this credential would further bolster my expertise. Stepping into each day with this focus turned my attitude from despair to anticipation.

Always Positive Is Not the Most Productive Salespeople have tried numerous ways to address the fact that prospects are motivated differently. One of the most prevalent sales tricks is to try to motivate prospects with “happy gas.” For decades, sellers have been told that attitude is everything, and the more enthusiastic you are, the more excited your prospects will become. You know the drill—flash a big smile and bubble over with energy in an attempt to get prospects excited about your product. Gag me! Especially in this new era of customer skepticism, this fluffy cloud approach to selling is just a facade that causes many salespeople to miss out on some otherwise lucrative opportunities. Even salespeople who are not filled with happy gas still tend to emphasize the positive, pointing out all the wonderful benefits of their product or service, in an attempt to get prospects and customers excited. But as you are about to find out, always positive is not always the most productive approach in Question Based Selling. True professionals are not “always positive.” Instead, they radiate intangible qualities like competence, capability, and expertise by being serious and self-assured. This is very different from the eager salesperson who attempts to communicate value by having a permanent smile plastered on his or her face. Secret #22 Competence, credibility, expertise, and value will outsell over-eagerness every time. I’m not saying that you shouldn’t be proud of your product or excited about a new opportunity. I’m merely suggesting that being super-positive and highly enthusiastic is not the best way to motivate all prospects. And as you’ll see throughout Question Based Selling, being super-positive is not even the best way to motivate most prospects.

Can you give us some examples of the intangible benefits being conveyed by a salesperson? Absolutely. Here’s a partial list of some of the things you might bring to the table in a sale: • Integrity • Honesty • Thought leadership • Competence • Confidence • Capability • Responsiveness • Accountability • Follow-through • Comfort level • Humility • Attitude • Vision • Being forthright • Humor • Knowledge • Experience • Expertise • Understanding • Empathy • Caring …just to name a few. Of course, I can keep going. A successful rep is also hardworking, diligent, well prepared, credible, purposeful, professional, relevant, and customer focused, rather than self-serving. Are these intangible benefits important in the strategic sales process? You bet they are! In fact, your ability to convey many of these qualities in a short period of time is likely to be the difference between gaining the customer’s trust or losing the sale. The challenge for sellers is knowing how to convey this much intangible value without trying to personally claim it.

Hiring a team of skilled specialists does have its pitfalls. For example, specialists may be too quick to embrace solutions that worked for their prior employer but may not be suited for a nascent startup. Specialists may also display a “not my job” attitude when asked to help with work outside their area of expertise.

What Info Should a Persona Provide? Good personas convey the relevant demographic, psychographic, behavioral, and needs-based attributes of your target customer. Personas should fit on a single page and provide a snapshot of the customer archetype that's quick to digest, and usually include the following information: Name Representative photograph Quote that conveys what they most care about Job title Demographics Needs/goals Relevant motivations and attitudes Related tasks and behaviors Frustrations/pain points with current solution Level of expertise/knowledge (in the relevant domain, e.g., level of computer savvy) Product usage context/environment (e.g., laptop in a loud, busy office or tablet on the couch at home) Technology adoption life cycle segment (for your product category) Any other salient attributes

Positioning yourself and effective branding should not be left to sports and movie stars. Your need a personal coach, manager or mentor otherwise your expertise, skills or talent will not go far. You might have what it takes but sometimes you lack strategy and some finer elements.

Seek to develop your skill and talent to a level of relevance. Create a platform to shine and make sure you are bringing a difference to the areas that require your expertise. A pastor who does not teach or pray for people, a football player always playing pool, a body builder who doesn’t eat but sleeps all day, a student who studies only towards examinations, a politician without a cause and a business without a customer service culture all have one thing in common – sooner or later they will all become irrelevant. Never miss the chance to practice the call of your mission, even if you are not getting paid for it.

You must first move from mediocrity to relevance in the realm of your dream, before it can translate into a driving passion that fuels your success. There are no impossibilities in a dream, there are no figures that are too big or obstacles that are unscalable, no distances too far or expertise considered too small – there is unlimited possibility in a dream. Your dream must be bigger than you and inspiring enough to outlive you.

Knowledge is only the first step. It is the foundation of further learning processes.” – Inez De Florio, Effective Teaching and Successful Learning, p. 102 “Students engage in learning when two conditions are fulfilled. The goals, standards, or objectives must be of value for them. But it is not sufficient that they attribute personal value to the goal: They must be convinced that they can reach it.” – Inez De Florio, Effective Teaching and Successful Learning, p. 108 “The expertise of a teacher does not consist only of his ability to plan a lesson or a comprehensive teaching unit and put it into practice; at least as important as these basic tools of the teaching profession are knowledge and flexibility regarding how to surmount unexpected difficulties.” – Inez De Florio, Effective Teaching and Successful Learning, p. 119 “When planning a teaching intervention, the most important question often remains unasked: In what ways does the chosen learning content or skill refer to the needs and interests of the students?” – Inez De Florio, Effective Teaching and Successful Learning, p. 122 “Teaching is more effective and learning more successful when students participate in planning and starting the lesson.” – Inez De Florio, Effective Teaching and Successful Learning, p. 136 “What is a good explanation? Explanations should be clear and well-structured. They should take students’ age and their prior knowledge into account. They are supposed to correspond to the interests of the learners.” – Inez De Florio, Effective Teaching and Successful Learning, p. 144 “There is an unjustified differentiation between tasks for learning and tasks for testing. • First, all tasks should be meaningful and motivating, not only those destined for classroom practice. … • Second, all tasks have to contribute to an improvement of learning.” – Inez De Florio, Effective Teaching and Successful Learning, p. 159 “Deepening the learning processes during independent practice should at least prepare the transfer of new concepts or schemata to other situations than those in which the new content first occurred.” – Inez De Florio, Effective Teaching and Successful Learning, p. 172 “Cooperative learning and problem-/project-based approaches aim at further deepening the new learning content. They offer the learners multiple and motivating opportunities to lead to automaticity of knowledge and skills, and to promote the desired attitudes.” – Inez De Florio, Effective Teaching and Successful Learning, p. 176 “During the lesson, feedback should have three directions: from teachers to students, among the learners, and from students to teachers.” – Inez De Florio, Effective Teaching and Successful Learning, p. 199 “During work in small groups, teachers cannot eliminate peer feedback. It occurs as such because feedback is frequent in the life contexts of children, adolescents and adults. Therefore adequate training is of utmost importance not only for classroom learning but also with regard to future professional and private requirements.” – Inez De Florio, Effective Teaching and Successful Learning, p. 210

To position yourself as an expert, create content, write a book, build a blog, post on social media, and write articles for professional publications and news sites to build your intellectual portfolio of expertise. Repurpose content in a variety of ways.

By establishing a strategic online presence through your website, social media, keywords, meta tags, and Google AdWords, the world may discover your expertise and "beat a path to your door.

Become a thought leader by taking an idea, belief, or process and turning it inside-out and upside-down. Bust beyond the box and shatter a few ceilings to go where no one has gone before. Make your mark by becoming a pioneer in your pursuits.

Diablos: the name given to the igniting of, and ignited, farts. Trevor Hickey is the undisputed master of this arcane and perilous art. The stakes could not be higher. Get the timing even slightly wrong and there will be consequences far more serious than singed trousers; the word backdraught clamours unspoken at the back of every spectator’s mind. Total silence now as, with an almost imperceptible tremble (entirely artificial, ‘just part of the show’ as Trevor puts it) his hand brings the match between his legs and – foom! a sound like the fabric of the universe being ripped in two, counterpointed by its opposite, a collective intake of breath, as from Trevor’s bottom proceeds a magnificent plume of flame – jetting out it’s got to be nearly three feet, they tell each other afterwards, a cold and beautiful purple-blue enchantment that for an instant bathes the locker room in unearthly light. No one knows quite what Trevor Hickey’s diet is, or his exercise regime; if you ask him about it, he will simply say that he has a gift, and having witnessed it, you would be hard-pressed to argue, although why God should have given him this gift in particular is less easy to say. But then, strange talents abound in the fourteen-year-old confraternity. As well as Trevor Hickey, ‘The Duke of Diablos’, you have people like Rory ‘Pins’ Moran, who on one occasion had fifty-eight pins piercing the epidermis of his left hand; GP O’Sullivan, able to simulate the noises of cans opening, mobile phones bleeping, pneumatic doors, etc., at least as well as the guy in Police Academy; Henry Lafayette, who is double-jointed and famously escaped from a box of jockstraps after being locked inside it by Lionel. These boys’ abilities are regarded quite as highly by their peers as the more conventional athletic and sporting kinds, as is any claim to physical freakishness, such as waggling ears (Mitchell Gogan), unusually high mucous production (Hector ‘Hectoplasm’ O’Looney), notable ugliness (Damien Lawlor) and inexplicably slimy, greenish hair (Vince Bailey). Fame in the second year is a surprisingly broad church; among the two-hundred-plus boys, there is scarcely anyone who does not have some ability or idiosyncrasy or weird body condition for which he is celebrated. As with so many things at this particular point in their lives, though, that situation is changing by the day. School, with its endless emphasis on conformity, careers, the Future, may be partly to blame, but the key to the shift in attitudes is, without a doubt, girls. Until recently the opinion of girls was of little consequence; now – overnight, almost – it is paramount; and girls have quite different, some would go so far as to say deeply conservative, criteria with regard to what constitutes a gift. They do not care how many golf balls you can fit in your mouth; they are unmoved by third nipples; they do not, most of them, consider mastery of Diablos to be a feather in your cap – even when you explain to them how dangerous it is, even when you offer to teach them how to do it themselves, an offer you have never extended to any of your classmates, who would actually pay big money for this expertise, or you could even call it lore – wait, come back!

Getting rich takes focus, courage, knowledge, expertise, 100% of your effort, a never give-up attitude and a deep desire & commitment.

To Those Who Mean Well (Sonnet From A God) Dear vermin of the greedy gutters of earth, I permit you to live as your whims may dawn. I just wish, expired cigarette buts wouldn't show the moronic audacity to advise the sun. I don't hate you for your life of greed and filth, But the most you are gonna get from me is pity. Apes who are alien to the concept of accountability, Are no more significant than a termite community. With all your googling expertise, how about you spend some data researching the term "ambition". Know your place, my dear armchair intellectuals, Chimps should speak only when spoken to by a human. To you who mean well, your death is the end of your story. My death is the beginning of a legend.

Exhibit a ferocious and intelligently applied work ethic directed at continual improvement; demonstrate respect for each person in the organization and the work he or she does; be deeply committed to learning and teaching, which means increasing my own expertise; be fair; demonstrate character; honor the direct connection between details and improvement, and relentlessly seek the latter; show self-control, especially where it counts most—under pressure; demonstrate and prize loyalty; use positive language and have a positive attitude; take pride in my effort as an entity separate from the result of that effort; be willing to go the extra distance for the organization; deal appropriately with victory and defeat, adulation and humiliation (don’t get crazy with victory nor dysfunctional with loss); promote internal communication that is both open and substantive (especially under stress); seek poise in myself and those I lead; put the team’s welfare and priorities ahead of my own; maintain an ongoing level of concentration and focus that is abnormally high; and make sacrifice and commitment the organization’s trademark.

In your spare time, you should be constantly growing, expanding your interests, and gaining expertise that will allow you an opportunity to flourish, not only in your field but in all aspects of your life.

In my experience, getting rich takes focus, courage, knowledge, expertise, 100 percent of your effort, a never-give-up attitude, and of course a rich mind-set.

The United States is unusual among the industrial democracies in the rigidity of the system of ideological control—“indoctrination,” we might say—exercised through the mass media. One of the devices used to achieve this narrowness of perspective is the reliance on professional credentials. The universities and academic disciplines have, in the past, been successful in safeguarding conformist attitudes and interpretations, so that by and large a reliance on “professional expertise” will ensure that views and analyses that depart from orthodoxy will rarely be expressed.

In his opinion, Mrs. Palin had conducted herself with dignity and I had not. (I’m pretty sure Tom’s only claim to expertise is that he oversees a website where people guess incorrectly who might win show biz awards.) There was a patronizing attitude behind Tom’s comments that I certainly don’t think he would have applied to a male comedian. Chris Rock was touring at the time and he was literally calling George W. Bush “retarded” in his act. I don’t think Tom something would have expressed disappointment that Chris was not conducting himself sweetly. I learned how incredibly frustrating it is to watch someone talk smack about you and not be able to respond. This kind of anger, I suspect, is the main thing Mrs. Palin and I have in common.

RDC Safety Limited has the expertise and experience to fulfil and exceed all our clients’ Health and Safety needs. Our services are designed and adapted specifically to meet our client’s needs. We achieve this by working together in an open and honest way in order to develop practical safety solutions. We treat all clients, contractors and staff with respect and courtesy our company philosophy is one of a professional attitude, a helpful common sense approach and cost-effective solutions.