Success Seminar Quotes

The book you don’t read can’t help you; the seminar you won’t attend can’t change your life. The business gets better when you get better. Never wish it were easier, wish you were better.

I don't want to be around people who accept me as is, in my unrefined state of becoming. I consistently want people around me who push and encourage me to be my ultimate best, who bring out the inner diamonds. I want to be around those intellectual giants who extract the gold within me, those who force me to read, to attend classes, seminars, conferences, and who steep me in an environment of perpetual growth and upward mobility. Not trying to be funny, but I've learned that I simply cannot afford to invest too much time around mediocrity. It's contagious.

The best way to prepare for life is a combination of formal traditional education, reading, seminars, and workshops, coupled with experience as well as tapping into the knowledge of experienced people.

Some take pains to be biblical, but many [Christian financial teachers, writers, investment counselors, and seminar leaders] simply parrot their secular colleagues. Other than beginning and ending with prayer, mentioning Christ, and sprinkling in some Bible verses, there's no fundamental difference. They reinforce people's materialist attitudes and lifestyles. They suggest a variety of profitable plans in which people can spend or stockpile the bulk of their resources. In short, to borrow a term from Jesus, some Christian financial experts are helping people to be the most successful 'rich fools' they can be.

Everything that is beyond the ordinary is paid for. You make no mistake if you never envy any kind of success, for every success is dearly paid for. If you think it is not, you simply don't know; somebody has paid.

Virtually everyone defines their identity—or constructs their belief of who they are—through their specific combination of desires and suffering. Or, desires obtained (apparent subjective success at the sacrifice of something else), desires unobtained (suffering), and desires still left as questions (to be obtained or not). And...most of the desires, and the suffering, are themselves by-products of others, established by society and the rules of each sect of society.

To many persons around him, he appears too much the academic. There may be some things about him that recall his beginnings—his shabby clothes; his persistent poverty; or his dark skin (in those cases when it symbolizes his parents’ disadvantaged condition)—but they only make clear how far he has moved from his past. He has used education to remake himself. They expect—they want—a student less changed by his schooling. If the scholarship boy, from a past so distant from the classroom, could remain in some basic way unchanged, he would be able to prove that it is possible for anyone to become educated without basically changing from the person one was. The scholarship boy does not straddle, cannot reconcile, the two great opposing cultures of his life. His success is unromantic and plain. He sits in the classroom and offers those sitting beside him no calming reassurance about their own lives. He sits in the seminar room—a man with brown skin, the son of working-class Mexican immigrant parents.

To succeed in sales, you must observe only five rules: 1. Qualify your prospects. 2. Extract your prospect’s pain. 3. Verify that the prospect has money. 4.   Be sure the prospect is a decision maker. 5.   Match your service or product to the prospect’s pain.

All the great biographies of the Bible involve suffering. The great souls grown in the Lord’s vineyard all know what it is to suffer. American Christianity, on the other hand, is conditioned to avoid suffering at all cost. But what a cost it is! Grape juice Christianity is what is produced by the purveyors of the motivational-seminar, you-can-have-it-all, success-in-life, pop-psychology Christianity. It’s a children’s drink. It comes with a straw and is served in a little cardboard box. I don’t want to drink that anymore. I don’t want to serve that anymore. I want the vintage wine. The kind of faith marked by mystery, grace, and authenticity.

Watch movies. Read screenplays. Let them be your guide. […] Yes, McKee has been able to break down how the popular screenplay has worked. He has identified key qualities that many commercially successful screenplays share, he has codified a language that has been adopted by creative executives in both film and television. So there might be something of tangible value to be gained by interacting with his material, either in book form or at one of the seminars. But for someone who wants to be an artist, a creator, an architect of an original vision, the best book to read on screenwriting is no book on screenwriting. The best seminar is no seminar at all. To me, the writer wants to get as many outside voices OUT of his/her head as possible. Experts win by getting us to be dependent on their view of the world. They win when they get to frame the discussion, when they get to tell you there’s a right way and a wrong way to think about the game, whatever the game is. Because that makes you dependent on them. If they have the secret rules, then you need them if you want to get ahead. The truth is, you don’t. If you love and want to make movies about issues of social import, get your hands on Paddy Chayefsky’s screenplay for Network. Read it. Then watch the movie. Then read it again. If you love and want to make big blockbusters that also have great artistic merit, do the same thing with Lawrence Kasdan’s Raiders Of The Lost Ark screenplay and the movie made from it. Think about how the screenplays made you feel. And how the movies built from these screenplays did or didn’t hit you the same way. […] This sounds basic, right? That’s because it is basic. And it’s true. All the information you need is the movies and screenplays you love. And in the books you’ve read and the relationships you’ve had and your ability to use those things.

In view of her present ease, Anais Nin knows that the description of what she was like as a child will be difficult to accept and so will occasion laughter [...] Nin also knows, however, how much we need to believe that such a triumph over handicaps is possible and how much our admiration for an accomplished person can be discouraging rather than encouraging to our own aspirations if we are not reminded of the struggles that preceded that success. Finally, she also knows that the tendency to cling to the idea that the person who exhibits remarkable qualities was invariably born with exceptional talents and advantages may be an inverted way of rationalizing one's own passivity and mediocrity.

GET BEYOND THE ONE-MAN SHOW Great organizations are never one-man operations. There are 22 million licensed small businesses in America that have no employees. Forbes suggests 75 percent of all businesses operate with one person. And the average income of those companies is a sad $44,000. That’s not a business—that’s torture. That is a prison where you are both the warden and the prisoner. What makes a person start a business and then be the only person who works there? Are they committed to staying small? Or maybe an entrepreneur decides that because the talent pool is so poor, they can’t hire anyone who can do it as well as them, and they give up. My guess is the latter: Most people have just given up and said, “It’s easier if I just do it myself.” I know, because that’s what I did—and it was suicidal. Because my business was totally dependent on me and only me, I was barely able to survive, much less grow, for the first ten years. Instead I contracted another company to promote my seminars. When I hired just one person to assist me out of my home office, I thought I was so smart: Keep it small. Keep expenses low. Run a tight ship. Bigger isn’t always better. These were the things I told myself to justify not growing my business. I did this for years and even bragged about how well I was doing on my own. Then I started a second company with a partner, a consulting business that ran parallel to my seminar business. This consulting business quickly grew bigger than my first business because my partner hired people to work for us. But even then I resisted bringing other people into the company because I had this idea that I didn’t want the headaches and costs that come with managing people. My margins were monster when I had no employees, but I could never grow my revenue line without killing myself, and I have since learned that is where all my attention and effort should have gone. But with the efforts of one person and one contracted marketing company, I could expand only so much. I know that a lot of speakers and business gurus run their companies as one-man shows. Which means that while they are giving advice to others about how to grow a business, they may have never grown one themselves! Their one-man show is simply a guy or gal going out, collecting a fee, selling time and a few books. And when they are out speaking, the business terminates all activity. I started studying other people and companies that had made it big and discovered they all had lots of employees. The reality is you cannot have a great business if it’s just you. You need to add other people. If you don’t believe me, try to name one truly great business that is successful, ongoing, viable, and growing that doesn’t have many people making it happen. Good luck. Businesses are made of people, not just machines, automations, and technology. You need people around you to implement programs, to add passion to the technology, to serve customers, and ultimately to get you where you want to go. Consider the behemoth online company Amazon: It has more than 220,000 employees. Apple has more than 100,000; Microsoft has around the same number. Ernst & Young has more than 200,000 people. Apple calls the employees working in its stores “Geniuses.” Don’t you want to hire employees deserving of that title too? Think of how powerful they could make your business.

program in which all the pieces work together like a finely tuned machine. So your Web site should look very much like your brochure and direct mail pieces, using the same graphics, headlines, and market data from your core story. As you learned in Chapter Four, I don’t care what kind of product or ser vice you offer, there is information that can be of value to your prospects that can soup up your ability to spread your fame and advance your brand. The information on your Web site will get search engines to send you even more leads. Then once folks come to your Web site because it has information of value to them, you can then go a step further and offer Web seminars and mass teleconferences to teach folks how to be more successful in the area in which they live that intersects with your product or ser vice. This will get you even deeper with your prospects. So think of your Web site as a community where there are benefits to your prospects when they visit.

If “bullshit,” as opposed to “bull,” is a distinctively modern linguistic innovation, that could have something to do with other distinctively modern things, like advertising, public relations, political propaganda, and schools of education. “One of the most salient features of our culture is that there is so much bullshit,” Harry Frankfurt, a distinguished moral philosopher who is professor emeritus at Princeton, says. The ubiquity of bullshit, he notes, is something that we have come to take for granted. Most of us are pretty confident of our ability to detect it, so we may not regard it as being all that harmful. We tend to take a more benign view of someone caught bullshitting than of someone caught lying. (“Never tell a lie when you can bullshit your way through,” a father counsels his son in an Eric Ambler novel.) All of this worries Frankfurt. We cannot really know the effect that bullshit has on us, he thinks, until we have a clearer understanding of what it is. That is why we need a theory of bullshit. Frankfurt’s own effort along these lines was contained in a paper that he presented more than three decades ago at a faculty seminar at Yale. Later, that paper appeared in a journal and then in a collection of Frankfurt’s writings; all the while, photocopies of it passed from fan to fan. In 2005, it was published as On Bullshit, a tiny book of sixty-seven spaciously printed pages that went on to become an improbable breakout success, spending half a year on the New York Times bestseller list.

THE PAYOFF IS EXTRAORDINARY I was giving a seminar in Detroit a couple of years ago when a young man, about thirty years old, came up to me at the break. He told me that he had first come to my seminar and heard my “3 Percent Rule” about ten years ago. At that time, he had dropped out of college, was living at home, driving an old car, and earning about $20,000 a year as an office-to-office salesman. He decided after the seminar that he was going to apply the 3 Percent Rule to himself, and he did so immediately. He calculated 3 percent of his income of $20,000 would be $600. He began to buy sales books and read them every day. He invested in two audio-learning programs on sales and time management. He took one sales seminar. He invested the entire $600 in himself, in learning to become better. That year, his income went from $20,000 to $30,000, an increase of 50 percent. He said he could trace the increase with great accuracy to the things he had learned and applied from the books he had read and the audio programs he had listened to. So the following year, he invested 3 percent of $30,000, a total of $900, back into himself. That year, his income jumped from $30,000 to $50,000. He began to think, “If my income goes up at 50 percent per year by investing 3 percent back into myself, what would happen if I invested 5 percent? KEEP RAISING THE BAR The next year, he invested 5 percent of his income, $2,500, into his learning program. He took more seminars, traveled cross-country to a conference, bought more audio- and video-learning programs, and even hired a part-time coach. And that year, his income doubled to $100,000. After that, like playing Texas Hold-Em, he decided to go “all in” and raise his investment into himself to 10 percent per year. He told me that he had been doing this every since. I asked him, “How has investing 10 percent of your income back into yourself affected your income?” He smiled and said, “I passed a million dollars in personal income last year. And I still invest 10 percent of my income in myself every single year.” I said, “That’s a lot of money. How do you manage to spend that much money on personal development?” He said, “It’s hard! I have to start spending money on myself in January in order to invest it all by the end of the year. I have an image coach, a sales coach, and a speaking coach. I have a large library in my home with every book, audio program, and video program on sales and personal success I can find. I attend conferences, both nationally and internationally in my field. And my income keeps going up and up every year.

It is the purpose of both God and the devil to provide you with the answers to these key questions.  If Satan is able to establish his images of identity and destiny in your life, he then has set up a system of governing your life that more or less runs itself and requires very little maintenance or service on his part. It is an effective scheme of destruction in your life. I believe that it has always been God’s intention to impart, especially at specific junctures in life, His message of identity and destiny.  He has appointed special agents on this earth to ensure that His message of identity and destiny is revealed.  These agents are called PARENTS.  Their primary job is to make sure that children receive God’s message of identity and destiny throughout their growing-up years. Satan’s purpose is to access these very agents of God, the parents, and to impart his message of identity and destiny.  Many times parents are unwittingly used to impart the devil’s message rather than God’s. SATAN’S MESSAGE VS. GOD’S MESSAGE What type of message does the devil want to reveal regarding identity and destiny?  His message is something along these lines.  IDENTITY: “You are worthless.  You aren’t even supposed to be here.  You are a mistake.  Something is drastically wrong with you.  You are a ‘nobody.’” DESTINY: “You have no purpose.  You are a total failure.  You’ll never be a success.  You are inadequate.  You are not equipped to accomplish the job.  Nothing ever works out for you, etc..” I once heard a woman say, “It’s as if someone dropped me off on the planet forty some years ago, and I’ve been trying to make my way the best I could ever since.  But deep inside, I don’t feel as though I belong here, and I’ve been waiting for that someone to come back and pick me up.”  God never intended for anyone to feel that he doesn’t belong.  That is Satan’s message. God's message of identity and destiny is something like this:  IDENTITY:  “To Me you are very valuable and are worth the life of Jesus Christ.  You are a `somebody.’  You do belong here.  Before the foundation of the earth, I planned for you.  You were no mistake.” DESTINY:  “You are destined to a great purpose on this earth.  I placed you here for a purpose.  You are a success as a person and are completely adequate and suited to carry out My purpose.  Set your vision high, and allow Me to complete great accomplishments in your life.” JOE’S STORY Joe was a well dressed, successful business man in his late thirties when I first met him.  He had come to a weekend “FROM CURSE TO BLESSING” seminar.  As we moved into the small-group ministry time, Joe began to share, somewhat sheepishly, about the tremendous problem that anger had caused him in his life.  “Anger causes me to embarrass myself, and

Every dinner, every elbow touch, every impromptu seminar on politics and history adds up to build a relational narrative: You are part of this group. This group is special. I believe you can reach those standards. In other words, Popovich’s yelling works, in part, because it is not just yelling. It is delivered along with a suite of other cues that affirm and strengthen the fabric of the relationships.

The team watched in silence as the story unfolded: Martin Luther King, Jr., Lyndon Johnson, and the Selma marches. When it was over, Popovich asked questions. He always asks questions, and those questions are always the same: personal, direct, focused on the big picture. What did you think of it? What would you have done in that situation? The players thought, answered, nodded. The room shifted and became something of a seminar, a conversation. They talked. They were not surprised because on the Spurs this kind of thing happens all the time.

What to do to be an Expert in Freelancing? What is Freelancing? We already know that, Now let's see What to do to be an Expert in Freelancing - Things to do for Self Development: Get positive feedback from clients by practicing what you are good at, and finding work that matches your skills. This is the key to your improvement and the first step to success. When you start to succeed, choose the opportunities that work best for you. Use the time appropriately and fully. Some of the processes of Self-Presentation after Self-Development are discussed below - Process of Introducing Yourself: 1. Enhance your profile and build your portfolio with accurate information about yourself. 2. Create your own signature that will identify you in your work. 3. Always use your own photo and signature for original work. 4. Run your own campaign. For example: commenting on others' posts, making full use of social sites, keeping in touch with others, doing service work, teaching others, participating in various seminars, and distributing leaflets or posters. Showing Professionalism: How to express or calculate that you are a professional? There are many ways, by which you can easily express that you are a professional entrepreneur or employee. The ways are: 1. Professionals never work for free, so before starting a job, you must be sure about the remuneration. 2. Professionals don't work on balance, if you want to show professionalism you must pay in cash or promise to pay half in advance and the rest at the end of the job. 3. A professional never lacks any research or communication for his work. Win the Client's Heart: There are thousands of freelancers in front of a client for a job, but only one gets the job. The person who got the job got it because he presented himself in the client's mind. Mistakes to Avoid: Only humans are fallible. It is natural for people to make mistakes, but if people can't learn from those mistakes then it is better not to make such mistakes. The Mistakes are: 1. Failure to identify oneself. 2. Show Engagement. 3. Lack of communication with the client etc. Being Punctual: It is wise to do the work on time. Never leave work. Because if you leave work, the amount of work will increase and not decrease. Therefore, it is better to do the work of time in time and move towards the formation of life by being respectful of time. So, if the above tasks are done or followed correctly, achieving success as a freelancer is just a saying. To make yourself a successful and efficient freelancer, the importance and importance of the above topics is immense.

When people make decisions, they are either moving toward pleasure or away from pain. People make decisions intellectually, but they buy emotionally. —DAVID H. SANDLER

Why Should I Do Freelancing? Guidelines for Beginners Why do we do freelancing? People are doing nothing in the urge of life. Some are working, some are doing business, some are doing advocacy, and some are freelancing. Everyone has one goal behind doing all this, and that is to “make money”. As the days are changing, people's needs are also increasing. Earlier people did not have so many needs so they did not lack happiness. Everyone had their own land, from which crops, vegetables, and fruits were produced and earned a living. Slowly the days started to change, and the use of technology also started to increase, along with it the image and attitude of people started to change. The competitive spirit of who will get more than who, who will be ahead of who started, which continues till now. And that is why people are constantly looking for work, some inside the country and some outside the country. Everyone has almost the same goal, and that is to earn a lot of money, stand on their own feet, take responsibility for their family, build the future of their children, and much more! But does all work make satisfactory money? Of course not. If you are employed then you will get a certain amount of monthly income, if you are doing business then the income will be average with profit-loss-risk, and if you are freelancing then you will be able to control your income. You can earn money as you wish by working as you wish. So let's find out why you should do freelancing:- Why Do Freelancing? What is Freelancing? Freelancing is an independent profession. This profession allows you to work when you want, take vacations when you want, and quit when you want. You will never want to leave this profession though, because once you fall in love with freelancing, you never want to leave. There are many reasons for this. They are easy, self-reliance, freedom from slavery, self-king, having no limitations, etc. All of us have some latent talent. That talent often remains dormant, those of us who spend years waiting for a job can wake up our latent talent and stand on our own feet by expressing it through work. No need to run with a CV to any company or minister for this. Do you like to write? Can you be a content writer, can you draw good design? Can be a designer, do you know good coding? Can be a software engineer. There are also numerous other jobs that you can do through freelancing. You too can touch the door of success by freelancing, all you need is enthusiasm, courage, willpower, morale, self-confidence, and a lot of self-confidence. But these things are not available to buy in the market, so it will not cost you money. What will be spent is 'time' as the saying goes "The time is money and the money is equal to time". To make money you must put in the time. Guidelines for Beginners: As I have said before, if you think that you can suddenly start freelancing and earn lakhs of rupees and become a millionaire within a year, then I would say that bro, freelancing is not for you. Because the greed of money gets you before you can work, you can't go any further. If you are thinking of starting freelancing to utilize your talent then definitely take advice from someone senior to you, take tips from those who are in the sector, explore online, collect video tutorials, and take free courses if available. Still, if there is any problem or confusion which you are not able to solve, then you can visit the freelancing training center called “Bhairab ​​IT Zone”. Here students are trained professionally by experienced freelancers. If you want you can apply now for their free seminar from here, and learn about all the courses Please Visit Our Blogging Website to Read more Articles related to Freelancing and Outsourcing, Thank You.

focus on the major pains expressed by your prospect, and make your points as quickly and sparingly as possible.

No use talking about a feature or benefit that’s not relevant—it might sabotage the sale.

If you have several pains to present, start with the one that’s most bothersome to your prospect. By doing so, it’s possible that you won’t have to finish your presentation. Get the major objection out of the way, and your prospect may not care about anything else. Remember, you do not have to finish the presentation. Your goal is to get an order, not to win an Academy Award for best presenter.

As soon as the prospect interrupts you, or responds to you, stop! Don’t talk. You already know what you’re going to say. It’s far more important to know what’s on the prospect’s mind. Perhaps you’ll discover the sale has been closed and there’s no need to continue.

Incidentally, prospects won’t always interrupt you verbally. Be alert for body motion. Shaking the head, or crossing the arms, or looking away from you may each mean something significant. Take a pause, and give the prospect an opportunity to speak.

You can do as much leadership development programmes, seminars or workshops, if you don't like people, if you don't love your team, you will not enjoy being leader. Leading is about people and their wellbeing the first foundation to the organisations wellbeing.

If you want to escape the traps of traditional selling and surpass your best performances of the past, learn the Reversing technique as soon as possible. When you do, you’ll stop telling and you’ll start selling. —DAVID H. SANDLER

It’s not how you feel that determines how you act. It’s how you act that determines how you feel.

So, if you are in a country whose traditional training methods involve training like this, you will need to question and think carefully about the methods you may encounter at your local training organisations or chapters — or sessions with 'pros'. You may already have decided not to go along with the punitive methods which occur when the dog is force-fetched or broke, maybe leaving the classes at that point. But you might not have realised that you also need question the approach which precedes this — allowing the young dog to chase game, to run far and wide and-out of contact with you, to become ever more independent. Keep in mind that all those other dogs you see around you at training seminars, will be broke at some point and forced to comply with their handlers. Yours will not be. Your ability to retain control over your dog will rely on natural biddability; desire to please, engagement, gradually increased distractions', successful prevention, the strength of your relationship, and a history of positive reinforcement. Make your training choices with this awareness in mind. Because you may need to make very different choices to a traditional handler from the start — even before the use of aversives has entered the picture — and perhaps to model your training more on the approach which is taken in countries where e-collars are not routinely used.

If you want to be successful, your first job is to learn what you need to learn in order to achieve the success you desire. Learn from the experts. Read their books. Listen to their audio programs. Attend their seminars. Write to them or approach them directly and ask them for advice. Sometimes, one idea is all you need to change the direction of your life.

Selling professionally requires modification of your behavior and the altering of preconceived ideas that have been ingrained in the minds of both salespeople and prospects for centuries.

Just because you went to a seminar about how to be a more efficient swimmer, your swim stroke won’t improve without practice. Likewise, a bike-riding video can’t improve your balance until you practice. And you certainly can’t wake up tomorrow and do an Ironman Triathlon if you haven’t been training.

I’m tired of doing the dog-and-pony show. I’m tired of being enthusiastic and giving million-dollar presentations to people who can’t buy a cup of coffee, or say yes or no. The

In the car that morning, I described the ideal selling system. Here’s how it would work: Prospects would deliver the presentations themselves. They would raise the stalls and objections, and they would resolve them. They would qualify themselves financially. They would close the sale. And finally, they would thank me for calling on them!

You’ll know that the sale has been closed even before you deliver the presentation. Sometimes, you don’t even have to deliver the presentation!

willing to close large distances in response to calls. Does that make them stupid? No! Due to the vastness of the landscape these birds often call home, it’s not uncommon for a walk-about tom to respond and come to a live-hen call that barely tickles his eardrums. When calling Merriam’s birds, I prefer to run calls that carry great distances and cut the all-to-often howling western wind. My favorite reach-out-and-touch-their-ears Merriam’s call is a trusty box call. Box calls get a bad rap. When I give seminars, I hear a lot of negative comments about them. They’re too easy to use. Every hunter on the planet hammers away on them. They don’t work on public land. You can’t get the exact pitch you want. I could go on forever with the complaints I’ve heard from hunters about box calls. Here’s my opinion on the matter. They work great to cut the western winds. They also work great when trying to raise the interest of a distant tom. On multiple occasions, I’ve been able to sit behind a quality spotting scope and watch a tom 500 yards away take notice of my box call. Once you master them, box calls can produce pitch-perfect tones. I especially feel this is the case when using a true chalk-on-wood system. Another Merriam’s eardrum ringer is an aluminum pot-and-peg call. I’ve found aluminum pot calls carry great distances. I’m also a fan of glass. What I love about pot-and-peg calls is that I can easily adjust the volume and pitch simply by swapping strikers. And that’s not all. Once you really know what you’re doing, these calls produce, in my opinion, simply the best turkey tones. Like many turkey fanatics, my go-to call is a diaphragm. Through this wonderful

To position yourself as an expert, learn everything you can about a subject. Develop your knowledge: read books, attend classes, listen to your market, get training, attend seminars, find a mentor, join a mastermind group of like-minded individuals, watch videos, and study.

1.​YOUR LOVE RELATIONSHIP. This is the measure of how happy you are in your current state of relationship—whether you’re single and loving it, in a relationship, or desiring one. 2.​YOUR FRIENDSHIPS. This is the measure of how strong a support network you have. Do you have at least five people who you know have your back and whom you love being around? 3.​YOUR ADVENTURES. How much time do you get to travel, experience the world, and do things that open you to new experiences and excitement? 4.​YOUR ENVIRONMENT. This is the quality of your home, your car, your work, and in general the spaces where you spend your time—even when traveling. 5.​YOUR HEALTH AND FITNESS. How would you rate your health, given your age, and any physical conditions? 6.​YOUR INTELLECTUAL LIFE. How much and how fast are you growing and learning? How many books do you read? How many seminars or courses do you take yearly? Education should not stop after you graduate from college. 7.​YOUR SKILLS. How fast are you improving the skills you have that make you unique and help you build a successful career? Are you growing toward mastery or are you stagnating? 8.​YOUR SPIRITUAL LIFE. How much time do you devote to spiritual, meditative, or contemplative practices that keep you feeling connected, balanced, and peaceful? 9.​YOUR CAREER. Are you growing, climbing the ladder, and excelling? Or do you feel you’re stuck in a rut? If you have a business, is it thriving or stagnating? 10.​YOUR CREATIVE LIFE. Do you paint, write, play musical instruments, or engage in any other activity that helps you channel your creativity? Or are you more of a consumer than a creator? 11.​YOUR FAMILY LIFE. Do you love coming home to your family after a hard day’s work? If you’re not married or a parent, define your family as your parents and siblings. 12.​YOUR COMMUNITY LIFE. Are you giving, contributing, and playing a definite role in your community?

Take fear, for instance. During my seminars I ask the audience, “How many of you would cite fear as your primary motivation for success?” Not many people put up their hand. However, then I ask, “How many of you would cite security as one of your main motivators for success?” Almost everyone puts up his or her hand. But get this—security and fear are both motivated by the same thing. Seeking security comes from insecurity, which is based in fear.

We should conduct ourselves so that wisdom will grow. Our organization’s structures should be designed to facilitate learning at all levels, in all areas, even if at first we don’t see the relevance. Professional development opportunities including seminars, university programs, special project teams, and mentoring programs are just a few examples of structured learning.

Who better to teach than the most capable among us? And I’m not just talking about seminars or formal settings. Our actions and behaviors, for better or worse, teach those who admire and look up to us how to govern their own lives. Are we thoughtful about how people learn and grow? As leaders, we should think of ourselves as teachers and try to create companies in which teaching is seen as a valued way to contribute to the success of the whole. Do we think of most activities as teaching opportunities and experiences as ways of learning? One of the most crucial responsibilities of leadership is creating a culture that rewards those who lift not just our stock prices but our aspirations as well.

Seminars allow you to deliver your stadium pitch to multiple people at one time. The purpose is to create more buyers, but the deciding factor as to if your seminar will swim or tank is your title and pitch. Seminars are over 500% more successful when you use market data over product data. Market data is factual information that can be found by anyone doing research. Product data is information developed by your company or yourself to sell your product.                  Prospects are only interested in product data when they are looking to purchase your type of product at that moment. Everyone is interested in market data if you could show them how they can benefit from the information.

People buy emotionally, and they justify their decisions intellectually.

And we agreed, didn’t we, that it’s OK for you to tell me ‘no’ today, and it’s OK for you to say ‘yes.’ But what we don’t want to do is spend this time together and say ‘I’ve got to think it over.’ That’s not acceptable. In other words, you will make the decision today. Am I right about all of that?” Be

The world’s greatest thinkers have an insatiable curiosity and actively seek new experiences that can increase the amount of their creative constructor pieces. They travel, make new acquaintances, try various hobbies, attend conferences and seminars, and read books, magazines and blogs.

How Long Will It Take? You can’t blame people for wanting instant results. Time is money, and quickness, especially quick OODA loops, is good. But when it comes to adopting maneuver conflict / Boyd’s principles to your business, there is a lot to be learned and a lot to be done. Consider that: •   According to its principle creator, Taiichi Ohno, it took 28 years (1945-1973) to create and install the Toyota Production System, which is maneuver conflict applied to manufacturing. •   It takes roughly 15 years of experience—and recognition as a leader in one’s technical field—to qualify as a susha (development manager) for a new Toyota vehicle.150 •   Studies of people regarded as the top experts in a number of fields suggest that they practice about four hours a day, virtually every day, for 10 years before they achieve a recognized level of mastery.151 •   It takes a minimum of 8 years beyond a bachelor’s degree to train a surgeon (4 years medical school and 4 or more years of residency.) •   It takes four to six years on the average beyond a bachelor’s degree to complete a Ph.D. •   It takes three years or so to earn a black belt (first degree) in the martial arts and four to six years beyond that to earn third degree, assuming you are in good physical condition to begin with. •   It takes a bare minimum of five years military service to qualify for the Special Forces “Green Beret” (minimum rank of corporal / captain with airborne qualification, then a 1-2 year highly rigorous and selective training program.) •   It takes three years to achieve proficiency as a first level leader in an infantry unit—a squad leader.152 It is no less difficult to learn to fashion an elite, highly competitive company. Yet for some reason, otherwise intelligent people sometimes feel they should be able to attend a three-day seminar and return home experts in maneuver conflict as applied to business. An intensive orientation session may get you started, but successful leaders study their art for years—Patton, Rommel, and Grant were all known for the intensity with which they studied military history and current campaigns. Then-LTC David Hackworth had commanded 10 other units before taking over the 4th Battalion, 39th Infantry in Vietnam in 1969, as he described in Steel My Soldiers’ Hearts. You may also recall the scene in We Were Soldiers where LTC Hal Moore unloaded armfuls of strategy and history books as he was moving into his quarters at Ft. Benning. At that point, he had been in the Army 20 years and had commanded at every level from platoon to battalion.

Your identity, since birth, has remained unchanged. Your roles never have and never will define your identity. You may think they do, but they don’t. It’s difficult to separate your identity from your role, but it’s important to see that there’s a difference.

Among the many private initiatives in this field, the latest, launched in the summer of 2012, is aimed at middle-school female students in New York. Girls who Code is a seminar, hosted by a startup (AppNexus in 2012), where 13-17 year-old girls learn how to write software programs, design websites, and build applications. Mainly, they learn that these subjects are fun and accessible to them, and not only to male computer geeks. “Girls who Code is not just a program, it's a movement to close the sexist gap in the technological sector,” explained the program’s two organizers, Reshma Saujani and Kristen Titus, to attendees of a big gala that took place on the evening of Oct. 22, 2012 on the floor of the New York Stock Exchange. The occasion was to celebrate the success of the first edition of Girls Who Code and collect additional funds in support of the initiative. The first 20 “graduates” of the course spoke of their experience and their dreams for the future, while sitting at the gigantic table in the NYSE’s Board Room. Tomorrow, one of them could return as the CEO of a high-tech business, and perhaps ring the bell on the trading floor to inaugurate her company’s Initial Public Offering.

In terms of achieving what I call “being in the right place at the right time,” one has to know balance. Not from the outside as an observer, but from the inside out. For every individual, that requires creating a successful balanced interface between what one is compelled by and the essential principles of nature, which we comprehend through our intuitive conscience. Those are our clues to the mystery. When one gets it right, there it is.

networking training seminar given by Dr. Steve Callender (Callender & Associates - Business Outcomes by Design) I took away three solid points that I had not thought about in the past. These should be useful to me going forward.

Courage is all about taking action. Courage requires discipline, vitality, and guts to face those tasks in your profession that make you feel uncomfortable.

And this becomes the a-ha moment of the exercise: adults come to the seminar to learn strategies for helping their kids regulate their emotions—and then realize that for that to happen, parents first have to regulate their own.

Based on history and physical examination, all of these people have TMS but are programmed to believe they suffer from something else. What gives strong support to the idea that these reactions are conditioned is that they disappear within a few weeks as patients go through my treatment program. If they were structurally based, they would not go away after treatment (consisting primarily of lecture seminars), which is what happens with successfully treated patients. The conditioning is broken by the educational process.

The sale is closed when you get the order, collect the check, take it to the bank, and the check clears! —DAVID H. SANDLER

We love you because you are you.” “It is OK to like yourself.” “Don’t measure yourself by what others accomplish.

Struggle a little bit! At first, it’ll be difficult—or awkward—struggling on purpose. But every technique created by Sandler Training requires practice—reinforcement training—to accomplish it.

An Up-Front Contract is based on the legal concept of a contract. Any valid legal contract consists of four major components and several minor components. On paper, here’s what it looks like: 1. Lawful object 2. Competency 3. Consideration 4. Mutual consent A. Understanding B. A proposal, verbal or written C. Acceptance

you do the work, it will eventually turn into money!

As crazy as all of this may sound to you, I know that our brains are able to control so many things depending on how we think about something. About twenty years ago, a business partner and I taught real estate investing seminars. One of the most significant factors that affects someone’s success in real estate, or any other endeavor, is belief. I’ve heard it said that if you believe you can or if you believe you can’t, either way, you’re right. Suppose you really honestly believe that you’ll succeed in real estate or any other endeavor. In that case, you’re about 1,000 times more likely to put in the effort and stick with it. If you don’t believe you’re going to succeed, then most people put in next to no effort to basically prove themselves right when nothing happens. At our seminars, we would demonstrate this by teaching the concept of “Spots.” We explained that according to an ancient methodology, we all have a weak spot and a strong spot. Speaking in a strong, confident voice, we’d say, “Here’s your strong spot right here,” and demonstrate this by touching the center of our forehead. “You also have a weak spot” (speaking in a softer, weaker voice). “It’s located in the soft fleshly spot right here behind your ear.” We again demonstrated and encouraged them to follow along. Then to give it a little emphasis, we added, “Careful, don’t push it too much, or you’ll get really weak!” Then we said, “We’ll show you how this actually works,” and invited one of the stronger-looking participants up onto the stage. We’d touch the person in their “strong” spot and ask them to hold their arm straight out to the side. “Now I’m going to push down on your arm, and I want you to resist me as much as you can.” We’d push down with a decent amount of effort, and our client’s arm would not budge down at all. “Now I’m going to touch your weak spot” (touching the person behind their ear). “And watch as I’m now able to push their arm completely down.” The crazy thing is that no matter how hard the subject tries to hold their arm up, after touching their “weak” spot, it drops right down with much less effort than during the first attempt. Then we said, “Now I want you to prove this to yourself. Pair up with the person next to you to test this out for yourself.” The room would buzz with the sounds of people talking as they discovered that the strong and weak spots really did, for the most part, work. Then we would switch the spots. “Isn’t it crazy that just because we told you to push on the strong spot behind your ear, that made you really strong? And when we told you to push on the weak spot in the middle of your forehead, that made you really weak?” we’d say. “No, no, you’ve got them backward!” the crowd would shout at us. At which point, we’d demonstrate that the spots worked just as well if you switched them, finally telling them, “We actually made all this up—but it works anyway!” What you tell yourself and what you believe really does make a difference. I don’t know if this helps to explain why I was hiking the Appalachian Trail. I was passionately committed to the belief that if I hiked the entire Appalachian Trail, then my foot and leg were going to have to be better. Each day that I hiked, with every mile further north that I went, heck, with every single step I took, I was reclaiming my life. I know that anything is possible. My adventure on the trail proved this to me each and every day. 14 May—Finding a Buddy You Can’t Avoid Pain, But You Can Choose to Overcome it. —Paulo Coelho Two and a half hours after leaving Shenandoah National Park, I arrived home.

A positive mindset is like a magnet for success. It attracts opportunities and opens doors that were once closed.

Success is not just about what you achieve, but how you achieve it. A positive mindset allows you to enjoy the journey and appreciate the process.

1 = Very important. Do this at once. 2 = Worth doing but takes more time. Start planning it. 3 = Yes and no. Depends on how it’s done. 4 = Not very important. May even be a waste of effort. 5 = No! Don’t do this. Fill in those numbers before you read further, and take your time. This is not a simple situation, and solving it is a complicated undertaking. Possible Actions to Take ____ Explain the changes again in a carefully written memo. ____ Figure out exactly how individuals’ behavior and attitudes will have to change to make teams work. ____ Analyze who stands to lose something under the new system. ____ Redo the compensation system to reward compliance with the changes. ____ “Sell” the problem that is the reason for the change. ____ Bring in a motivational speaker to give employees a powerful talk about teamwork. ____ Design temporary systems to contain the confusion during the cutover from the old way to the new. ____ Use the interim between the old system and the new to improve the way in which services are delivered by the unit—and, where appropriate, create new services. ____ Change the spatial arrangements so that the cubicles are separated only by glass or low partitions. ____ Put team members in contact with disgruntled clients, either by phone or in person. Let them see the problem firsthand. ____ Appoint a “change manager” to be responsible for seeing that the changes go smoothly. ____ Give everyone a badge with a new “teamwork” logo on it. ____ Break the change into smaller stages. Combine the firsts and seconds, then add the thirds later. Change the managers into coordinators last. ____ Talk to individuals. Ask what kinds of problems they have with “teaming.” ____ Change the spatial arrangements from individual cubicles to group spaces. ____ Pull the best people in the unit together as a model team to show everyone else how to do it. ____ Give everyone a training seminar on how to work as a team. ____ Reorganize the general manager’s staff as a team and reconceive the GM’s job as that of a coordinator. ____ Send team representatives to visit other organizations where service teams operate successfully. ____ Turn the whole thing over to the individual contributors as a group and ask them to come up with a plan to change over to teams. ____ Scrap the plan and find one that is less disruptive. If that one doesn’t work, try another. Even if it takes a dozen plans, don’t give up. ____ Tell them to stop dragging their feet or they’ll face disciplinary action. ____ Give bonuses to the first team to process 100 client calls in the new way. ____ Give everyone a copy of the new organization chart. ____ Start holding regular team meetings. ____ Change the annual individual targets to team targets, and adjust bonuses to reward team performance. ____ Talk about transition and what it does to people. Give coordinators a seminar on how to manage people in transition. There are no correct answers in this list, but over time I’ve

Success stories may be great motivational material for sales seminars, but we are not always successful.

For every challenge there is a success story right down the viaduct, so do not stop questioning. You got to keep going.

Groysberg found that exceptional success rarely follows an individual from company to company. Sending your salespeople to the most expensive sales seminars, led by someone who sold products for someone else, is unlikely to revolutionize your sales performance, because the specifics of what your company does matter.

FIVE-STEP SUCCESS FORMULA Determine what you really want. Set a specific goal to obtain it. To be effective, this goal must include a specific time frame and plan for its accomplishment. The goal should also be written down and studied regularly. Gain knowledge about your goal—listen to tapes, talk to experts, go to seminars to learn about it. Associate with people who share your goals and attitudes while avoiding those who don’t. Don’t stop until you get it.

The women had spent their careers trying not to think about being women, hoping they would be seen as scientists. But as the first or only in so many settings, they felt they had to live up to a higher standard. As Penny said, a woman couldn’t fail, because everyone expected her to. She obsessed over the smallest details of writing grants, afraid that being turned down would be another reason that no one would take her seriously. When she was awarded grants—which happened so often that one of her colleagues said she had a “golden ass”—she saw it less as success and more as the absence of failure. When she received a prize, she knew people assumed it was because she was a woman; she joked that she wanted to be the second woman to win, or better yet the tenth. Sylvia told how male undergraduates had challenged the math she put on the blackboard. Giving seminars to faculty or at conferences, she found herself interrupted regularly; the custom was to wait to ask questions at the end, but she noticed that people felt free to interrupt the women. Trying to be perfect was like dancing on the head of a pin, she said. Exhausting.

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