Fred Factor Quotes

When those who know are able to show, those who learn are able to grow.

People doing good work feel good & people doing exceptional work feel, exceptional. Accomplishments contributes greatly to satisfaction.

Faithfully doing your best, independent of the support, acknowledgment, or reward of others, is a key determinant in a fulfilling career.

No man can become rich without himself enriching others. —ANDREW CARNEGIE

The only thing better than an acknowledgement is action.

There are two types of people who never achieve very much in their lifetimes. One is the person who won't do what s/he is told to do. And the other is the person who does no more than s/he is told to do. - Andrew Carnegie

What did we do wrong?' The Physicists cry. But in exasperation, they are forced to give up. Their feelings border on despair. The more they search for the controlling factors, the more the factors elude them. Finally, they resign themselves--they cannot manipulate the universe; they are just victims of the universe.

Whatever you are, be a good one. —ABRAHAM LINCOLN

position never determines performance, ultimately performance determines position in life.

Love is the commitment to treat a person with dignity and kindness regardless of how you feel about him or her.

Don't wait for the perfect opportunity. Just take an opportunity and make it as perfect as you can.

choice in every moment. Where will I place my attention? What do I hold sacred? Whom can I love right now? -Fred Small   We design our lives through the power of choices. -Richard Bach

It is for this reason that Jung may be right in assuming that energy is a universal concept applicable to psychic functioning as well as the physical universe. Jung then describes how energy has two attributes, intensity and extensity. Extensity of energy is not transferable from one structure to another without changing the structure; intensity of energy is. By extensity, Jung is referring to the quality of the energy. In other words, he is pointing out that there is "something" that travels from one place to another when an energy transformation occurs. For example, a ball that is hit straight up carries with it energy continually undergoing transformation. It has kinetic energy and gravitational potential energy. The quantity of kinetic energy is continually transferring into potential energy as the ball rises. Thus at the top of its trajectory, the ball is momentarily at rest, i.e., with no kinetic energy, but with full potential energy. The evaluation of its quantities of energy is intensive but the qualities of kinetic and potential are extensive. The ball cannot transfer its kinetic quality into potential quality without changing its form by breaking up, for example, into parts. Similarly there is a psychic extensive factor that is not transferable. Jung's concept of extensity and intensity are forerunners of David Bohm's concept of implicate and explicate order, about which I shall have more to say later. They are also forerunners of the conceptual division of the world into objects and actions of objects: subjects and verbs. They comprise a complementarity, a dual way of dealing with experience. They are hints of the division between mind and matter, physical and psychical, words and images.

Unconditional blame is the tendency to explain all difficulties exclusively as the consequence of forces beyond your influence, to see yourself as an absolute victim of external circumstances. Every person suffers the impact of factors beyond his control, so we are all, in a sense, victims. We are not, however, absolute victims. We have the ability to respond to our circumstances and influence how they affect us. In contrast, the unconditional blamer defines his victim-identity by his helplessness, disowning any power to manage his life and assigning causality only to that which is beyond his control. Unconditional blamers believe that their problems are always someone else’s fault, and that there’s nothing they could have done to prevent them. Consequently, they believe that there’s nothing they should do to address them. Unconditional blamers feel innocent, unfairly burdened by others who do things they “shouldn’t” do because of maliciousness or stupidity. According to the unconditional blamer, these others “ought” to fix the problems they created. Blamers live in a state of self-righteous indignation, trying to control people around them with their accusations and angry demands. What the unconditional blamer does not see is that in order to claim innocence, he has to relinquish his power. If he is not part of the problem, he cannot be part of the solution. In fact, rather than being the main character of his life, the blamer is a spectator. Watching his own suffering from the sidelines, he feels “safe” because his misery is always somebody else’s fault. Blame is a tranquilizer. It soothes the blamer, sheltering him from accountability for his life. But like any drug, its soothing effect quickly turns sour, miring him in resignation and resentment. In order to avoid anxiety and guilt, the blamer must disown his freedom and power and see himself as a plaything of others. The blamer feels victimized at work. His job is fraught with letdowns, betrayals, disappointments, and resentments. He feels that he is expected to fix problems he didn’t create, yet his efforts are never recognized. So he shields himself with justifications. Breakdowns are never his fault, nor are solutions his responsibility. He is not accountable because it is always other people who failed to do what they should have done. Managers don’t give him direction as they should, employees don’t support him as they should, colleagues don’t cooperate with him as they should, customers demand much more than they should, suppliers don’t respond as they should, senior executives don’t lead the organization as they should, administration systems don’t work as they should—the whole company is a mess. In addition, the economy is weak, the job market tough, the taxes confiscatory, the regulations crippling, the interest rates exorbitant, and the competition fierce (especially because of those evil foreigners who pay unfairly low wages). And if it weren’t difficult enough to survive in this environment, everybody demands extraordinary results. The blamer never tires of reciting his tune, “Life is not fair!

Make each day your masterpiece. —JOSHUA WOODEN, father of John Wooden

Positive leaders give the frontline broad authority, hence allowing initiative to be the driving factor behind solving problems, by continuously interacting with the environment allowing a fast and fluid decision making cycle on the frontline. Information flows from the bottom, up and influences the organization strategic and operational elements in accordance with the overall commander’s intent.

It takes just about the same amount of time to be a nice guy as it does to be a jerk.

The power of vision is incredible! Research indicates that children with “future-focused role images” perform far better scholastically and are significantly more competent in handling the challenges of life.2 Teams and organizations with a strong sense of mission significantly outperform those without the strength of vision. According to Dutch sociologist Fred Polak, a primary factor influencing the success of civilizations is the “collective vision” people have of their future.

You are the spark that sets others on fire when you initiate.

La diferencia entre lo trivial y lo importante depende de la persona que hace el trabajo.

There are some important differences between success and integrity. Success is in the future. It is the outcome of a process that takes time and depends on factors beyond our control. Integrity is immediate and unconditional.

In essence, our behavior is a product of our genetic makeup and basic human nature filtered and honed through the environments, experiences, and relationships that form our life journey. Together, these factors—governed by both our nature and the nurturing we receive—help shape the belief system and moral habits that form our character, and in turn, trigger the habitual behaviors that express it.

As business consultants with many years’ experience working with CEOs and senior executives, we were convinced that character shapes leadership decisions, tactics, and workplace behavior—all of which play a direct role in business results. To map the connections between all of those factors, we structured a research project aimed at bringing crystalline clarity to our understanding of what constitutes character, how it’s formed, the role it plays in our self-concept, and how it shapes our interactions with the world. (See appendix A for a detailed description of the research design.) We may have been venturing into explosive territory, but we knew that beyond it lay the answer to the big question: Is the strength of a leader’s character an important driver of business success?

When people feel that their contributions are unappreciated, they will stop trying. And when that happens, innovation dies.

Higher levels of hope have been shown to help people deal successfully with pain and some forms of illness.13 Optimistic people live longer and have fewer illnesses.14 Spiritually minded people cope better with loss and illness.15 Depression is a risk factor for heart disease and may predict who will leave the hospital alive after a heart attack.16 A recent study showed that depressed people are at significantly greater risk of a stroke.17

Costs In Maintaining The Primary Amenity, The Golf Course – Fred Layman Fred Layman, aka “The Club Doctor” is a veteran golf course and clubs in transition operations director/consultant. In a series of blogs, he will be speaking about “Keeping your club successful by Giving the Full 360 Degree Experience.” Costs in Maintaining the Primary Amenity, The Golf Course As a multi-sports and golf club consultant, I am often asked, “How much a club should budget to maintain its golf course?”This seems like a never-ending Board of Directors/Owners concern, and that’s understandable. The golf course will consume a significant portion of the cash required to run a club and it is also one of the most visible and member-impacting amenities, so a high level of focus in allowed. Since I began working in the club industry in 1994, I have had the opportunity to interact with leaders of clubs across the country. Typically, the discussions I hear about course maintenance budgets involve benchmarks such as cost per hole or cost per member and a variety of specific characteristics ranging from type of grass to geographic location. To understand the way in which these factors might be used determine how much money a club spends on course maintenance, you can undertake extensive analysis of club industry data. That data reveals that while traditional benchmarks (cost per hole, cost per acre, cost per member, type of grass or geographic location) may represent the actual spending of an individual club, the simple fact that the club up the road is spending more on their course than you are is not enough to justify a decision to beef up the budget. So, how much should you be spending? Contrary to conventional wisdom, industry leaders and myresearch clearly shows that the answer is ultimately not determined by some combination of physical characteristics. The reality is the clubs spend what they can afford. Before you dismiss this idea as random or arbitrary, consider this: The amount a club can afford to spend is eminently quantifiable and can be easily and accurately benchmarked. The proportionality of spending in clubs is highly consistent and represents the foundation of the common club business model. The business model of clubs, defines these proportions as the benchmark. So roughly one-third of a club’s gross profit (don’t think net) is the affordability at the average club. Bottomline: Next time you’re in one of these discussions, remember that your club, like all clubs, is subject to the common industry business model and your budget is driven by your gross profit.