Archive for June, 2010

Do you ever panic or experience sleepless night thinking about the down economy

Do you ever panic or experience sleepless night thinking about the down economy?  Sure, economy depressions kill a lot of business.  One day you feel that you are on top of the world and some other times you’re so afraid to lose it all.  This new depression that we are in right now took a lot of people by surprise.  A lot of people are out of money, jobs, focus left with a shock not knowing what to do or think. 

Looking at this depression the people who are not in business were not focus.  We need to keep in mind that we must never ever let our guard down not even for one second.  Let me explain, we as humans we find a niche that we are good at, we are so good at that niche that anything we do for that niche it turns to gold.  We win every argument, make the most money or come on top first.  After this we start believing that we are the best in this area, we tend not to care, doing everything sloppy and even stop working so hard.  We place are guard down.

Remember we are in the big leagues, and we sometimes lose focus when we are on top of our game.  This is hard to believe but at this time we need to be the most focus.  If you want to be the person who touches everything and turns to gold, is amazing at their specific niche, and the one that come always on top.  You must grab your thoughts together and concentrate on one thing and FOCUS.  Focus, on the reason why you went on business in the first place.  Find that positive mind set of yours and focus on better times in the future.  Take all the negative thoughts in your mind, place them on an imaginary white board and erase them from your thought process. 

Stop everything you’re doing in this second and listen.  When you feel good you do good!  Get into a state of focus and take deep breaths over and over pushing every air of your lung out and replacing them with clean air.  Then clear your mind and think about a moment of your life that filled you with Positive, Electrifying, Tremendous Positive Emotions.  A moment that could be your wedding day, you got a promotion at work; you solved a big problem at work that no one else could.  Think about that moment RIGHT NOW and see how that feels.  It gives me chills just thinking about it!  I bet your could walk thru any problem right now and nothing is going to stop your emotions and good feelings.  This is how you get in a state of focus and all the energy is transformed into your mind, body and soul.

Keep this great exercise and use it every day of your life.  I was told something one day “Tough times don’t last, but tough people do”.  Transformed your problems in to positive thoughts and concentrate on new horizons and no matter what you do right now, know that your mind set is more powerful, stronger and electrifying and you are ready to handle bigger and tougher challenges.  Nothing can stop you!

“I’ve discover how to make high profits online” have you?

www.UsMoneySpot.com

Once again mark mcrae has lain down the gauntlet and challenged traders the world over to take up the surefire trading challenge

Once again Mark McRae has lain down the gauntlet and challenged traders the world over to take up the Surefire Trading Challenge.

The contest entails the participation of contestants in an intense verification process in regard to their trading formulas and profits. The six contestants who demonstrate that they have superior numbers and best trading skills will be declared winners. Their contact information and detailed formulas as well as their trading records will be available to all contestants in Surefire Traders Secret Library. The Surefire Traders Secret Library houses one of the world’s largest trading eBook depositories as well as a phenomenal collection of video tutorials, testimonials and instructions.

The contest is conducted and supervised by Mark McRae. McRae is a highly respected and seasoned forex trader. His is a noted instructor and has written numerous eBooks on trading.

Because of McRae’s stature in the trading community, every time he re-opens his Surefire contest, hundreds of entrants materialize from all over the world. Participation is so intense that enrollment in the contest is often shut down quite quickly. Winners in this contest include three live and three demo traders.

Monetary rewards are not the only benefit to winning this challenge. The prestige accompanying a win in this contest extends beyond the forex community. Often winners become consultants or professional advisers.

Since no one knows when or if Mark McRae will re-open this challenge, professionals advise participation. There are few opportunities to participate in a contest that generates as much excitement or garners as much exchange of trading information as this one. Just being able to consult with other professionals and have access to the Traders Secret Library is enough to entice most traders to compete. Then there is the possibility of becoming a champion.

Beware of your ‘firefighters,’ they are probably your chief arsonists

“Beware of your ‘firefighters,’ they are probably your chief arsonists.”
– Bryce’s Law

INTRODUCTION

The following is a true story; a vintage “Dilbertism.” Because of this, the names have been changed to protect the innocent (as well as the guilty). Interestingly, I do not believe this story to be unique and similar stories can be found in countless IT shops around the world.

Our story begins just a couple of years ago in a large manufacturing company in the American mid-west. At the time, the company was interested in replacing two aging, yet important, systems; an Accounts Payable System (“AP”) and an Accounts Receivable System (“AR”). The IT Director selected two of his most seasoned veterans to manage the projects, we’ll call them “Steve” and “Bob.” Both project managers were charged with their responsibilities on the same day: Steve to build the AP system, and Bob to build the AR system. Both were given approximately he same amount of human and machine resources to accomplish the work.

Steve was a very organized and disciplined manager. He found it essential to organize and train his staff up-front so everyone understood the development process, the deliverables to be produced, and their assigned responsibilities. Recognizing the large scope of his project, Steve felt it important to methodically attack his system and meticulously worked out a plan and schedule to implement it. In Phase 1 he spent what appeared to be an inordinate amount of time studying the business problem, specifying information requirements, and developing a rough design of the system solution. Steve’s people actively participated in this early phase and thought the problem through carefully before proceeding with the project. Following the Phase 1, Steve’s team finalized details of the overall AP system architecture, and divided his group into teams to tackle the various sub-systems in parallel. To complement this effort, his data base people oversaw the logical data base design to accommodate the needs of the whole system, not just any one portion of it.

Steve also recruited the support of the AP Department and had key personnel from this area participate in the development of the system. The input from these users was vital not only in Phase 1, but also in succeeding phases where the business processes were designed.

By concentrating on the overall system architecture and then by gradually refining the design over succeeding phases, the Software Engineers were given detailed specifications which were easy to follow and implement. Consequently, the programming phases went smoothly, including testing.

The core sub-systems satisfying the operational needs of AP were on schedule and being installed with great support from the user community.

While Steve’s project was coming along smoothly, Bob was facing chaos with the AR system. Instead of studying the problem up-front, Bob’s group began by building a core data base. Shortly thereafter he set his programmers to work building some basic input screens and some rather simple outputs. In no time, Bob had something to demonstrate to the user community (and his boss) to prove progress was indeed being made.

But Bob’s group had not done their homework. The AR community
was not consulted and requirements were not defined. As a result, programmers were left second-guessing what the users really needed which started a long round of “cut-and-fitting” the code. Further, the integrity of the data base came into question. False assumptions were made about calculated data elements which cascaded throughout the program code. In addition, data validation rules were not established. This forced the programmers to invent their own rules and formulas for calculations in each of their programs which led to data redundancy issues and even bigger headaches for the development staff. As users were given glimpses of the programs by Bob, data integrity issues became an issue and the users didn’t trust the information being produced by the system (e.g., calculations were computed differently by the various programs). Bob’s group touted the AR system as “state-of-the-art,” but the users were not convinced it was reliable or intuitive to use.

All of this lead to a re-design of the data base and programs, not just once but several times. Consequently, the project schedule started to slip and costs exceeded budget. To overcome this problem, Bob and his staff worked overtime to play catch-up with the schedule (which he never realized). Regardless, the IT Director began to take notice of the long hours Bob and his team were putting into the project and complimented them on their dedication.

Bob finally delivered a portion of the project to the AR department, but in testing it the users found it fraught with errors. To overcome this problem, Bob’s group was ever ready to jump in and modify the code as required. Even though the users found the programs buggy, they commended Bob for how quickly his group would be able to fix them.

NIGHT AND DAY

The difference between Steve and Bob’s groups were like night and day. While Bob operated under a “helter-skelter” mode of operation, Steve’s group operated quietly and began to deliver the system on time and within budget, much to the user department’s satisfaction.

Steve understood the enormity of the system and its importance to the company, and, as such, took the time to organize and train his group accordingly. Bob also understood the importance of his application but took the tact of producing something management and the user community could “touch and feel” thereby demonstrating something was happening in his department, right or wrong. Further, his SWAT team approach to putting out fires made him a favorite with corporate management. As a result, Bob enjoyed a high profile in the company while Steve was a relative unknown.

Unfortunately, Bob’s project ran amok, unbearably so. Recognizing he had to do something radical in order to get Bob’s project back on track, the IT Director made an unusual move; he swapped Steve and Bob as project managers. Steve was charged with cleaning up Bob’s mess, and Bob was charged with finishing Steve’s project. Off-hand it sounded like a shrewd move. Steve had proven to the IT Director he could get things done, regardless of the application size. And the IT Director figured Bob could simply close-out the AP project. The IT Director figured wrong. While Steve started the arduous task of bringing organization and discipline to the AR system, Bob quickly dismantled Steve’s organization and brought chaos to the AP system. This did not sit well with a lot of people, particularly Steve’s former project team who felt they had grasped defeat from the jaws of victory. Steve was also growing disenchanted as he had almost completed one system and was now charged with cleaning up his predecessor’s mess. To add insult to injury, because of Bob’s high profile status, he was given an increase in pay and job promotion, and Steve didn’t receive likewise.

Steve got the AR system back on track and finally implemented it much to the satisfaction of all concerned. Bob lost control of the AP system almost immediately and it spun out of control until Steve was finally called back in to finish it. Not knowing what to do with high-profile Bob, the IT Director made the classic move of promoting Bob and transferring him to another area where he could do no harm.

LESSON LEARNED

Is there a happy ending to this true story? Not for Steve. Although he cleaned up the mess and ultimately managed both projects to a successful conclusion, he became disenchanted with how he had been treated by the company. Subsequently, he left and started his own consulting firm who was ultimately hired by his old company to develop new systems (at substantially higher rates). As for Bob, he enjoyed the perks and pay resulting from his new position for quite some time. Eventually, he got the hint and moved on to another company where he made a similar
name for himself.

Although Bob was a fine example of the “Peter Principle” (rising above your level of competence) he recognized results were not necessary on the road to success but rather, image was everything. He learned early on that “the squeaky wheel gets the oil.”

As I mentioned at the outset, this is not a random incident, but one that could probably be told by a multitude of corporations who have “promoted the guilty, and prosecuted the innocent.”

The power within

The Power Within

The phrase you ‘create your own reality’ is something that many new age folks talk about, but what does it really mean, and how does it apply to you? ‘Creating your own reality’ is your perception of how you view your world, how you interact with your world, and how you interact with yourself and others. Perception is not limited to visually seeing something, it is not limited to your thought processes, and it is not limited to your emotions. Perception is all encompassing. What you communicate and the energy you give off based on your beliefs, your emotions, and your behaviors determines what kind of life experiences you have. Your perception of your reality is literally a mirror. At any given moment, your external world and behaviors perfectly mirror your inner consciousness.

When you get right down to it, there is no one more strong or more in control of you than you. As a society we have been practicing, preaching, and implementing these philosophies for an incredibly long time. The challenge is we often forget and then fail to implement. It is impossible to feel badly about yourself without thinking badly about yourself. The only thing that can keep you from enjoying everything you were meant to be and do is thought. Simple but powerful thought. Thinking is an awesome capability, and it can be used either as a tool or a weapon against ourselves.

A lot of people might say their lives or businesses aren’t functioning very well but they can’t identify what is wrong. The root cause of the problem is usually our own thought process. If you fall into this category, here is a suggestion. Buy a notebook that can fit into your briefcase, jacket, purse, whatever is convenient but easily and frequently accessible. For thirty days jot down every single thought you have had about yourself-expressed or unexpressed. At the end of the month, read what you have jotted down and I guarantee you will be inspired to change. By completing this exercise, you will see your negative thoughts fall into specific categories and these identified categories will become the focused areas in which you can commit to improve. After those categories have been identified, there is a proven process that can help you define and select the best solutions and action steps.

Do you know what the number 1440 represents? 1440 represents the number of minutes in a given day. This is the number of opportunities we have to create a positive, productive, and goal-oriented reality or a negative reality. Affirmations are a positive tool to help reinforce a positive reality and many people committed to affirmations typically read or say them 2/3 times a day for about 5 minutes. That equates to about 15 minutes of purposeful and positive input into your brain. How are you managing the remaining 1425 minutes in your day? How are you guaranteeing you are reflecting the positive? Your own mental space can be a castle or a cage, and you have the power to decide which it will be.

As you build your mental castle watch out for cages imposed by allowing other people’s agendas and issues in to your life. We attract this “stuff” into our lives every day. While we certainly learn from other people’s “stuff,” when we get deeply involved with another person’s agenda or issue watch out. It can become very easy for us to adopt and claim another individuals “stuff” for our own. Your mind is the place where you store your success oriented attitudes and corresponding behaviors. Your meaning of life, your purpose, and your success are based on those thoughts. When you have to move or expand your mind to input more good “stuff” that is a good thing. Protect your good “stuff” and don’t let anyone tell you you are off purpose or that your stuff is not the right stuff! Your mind is a place to store all your stuff, but the question really is do you have the right stuff stored? The point being is that your stuff, your attitude, and behaviors, need to always be yours. We achieve more results when we are paying attention to our own stuff! If we let others’ stuff get in the way we hinder our results personally and professionally.

Create within your mind your reality and the reflection you want to see. Believe in yourself. Believe in your ability and business acumen. You have value. You have a set of experiences that no one else has. Have confidence in yourself and commit to be the best you can be!

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