Posts Tagged ‘anti’

This is an excerpt from chapter one of my new book being published in august of 2009 entitled, “g

This is an excerpt from Chapter One of my new book being published in August of 2009 entitled, “G.U.T.S. – Gearing Up To Succeed”.

Most people (and dictionaries) would define self-discipline as self-mastery or self control, to which I heartily disagree. I’ve also heard it said  self-discipline is the regulation of oneself for the sake of improvement.  Here, I will take issue with these definitions because they define the subject from the perspective which the idea of self-discipline is inextricably tied to that of improvement.  It is my contention that self-discipline is better defined by saying it is the inherent power within a person to speak or to act out of habituation with no regard to improvement or to detriment.

Seneca rightly said, “There is nothing good or bad, but thinking makes it so.”  It follows then, by polarizing the meaning of self-discipline toward improvement only the idea of an antithesis to self-discipline; namely indiscipline is thus created.  I contend there is no such quality as indiscipline existent in mankind or in all the earth.  Being alone, there is only discipline, for all mankind employs it in their daily habits.  Is it not true that even those who society or culture label as ‘undisciplined’ are rather very disciplined in those things considered by themselves and others to be to their detriment?  For discipline is neither good or bad.  Discipline is an inherent power each of us possesses and one that no man nor even God Himself can take away except through the finality of death itself.  Discipline is God’s gift to each of us so that through its power working inherently within us we might explore the boundaries of our own personal potential.  The focus then of our development of self is not first discipline and then all other virtues, but re-focusing that inherent power (that is, discipline) to the reshaping of our habits in the pursuit of these virtues.   It is with habit that we will begin our investigation of this much sought after quality of discipline and reveal that the power which you have been seeking is already employed in every area of your life, though probably misemployed.  What follows naturally then is it is not self-discipline one should seek after, but rather one should seek after habituation that is in line with stated or intended purposes.

Dig deep; the water – goodness – is down there.  And as long as you keep digging, it will keep bubbling up.

Marcus Aurelius Antoninus

There are no good or bad habits.  There are only habits.  Contrary to popular belief, what causes people to label habits as good or bad is not determined by the action (habit) itself but by the stated purpose of the individual in relation to the action (habit).  For example, if I have stated my desire or intended purpose to retire by the age of 65 with a net worth of $1,000,000 yet I habitually spend what I earn and save nothing or very little, conventional thinking labels me as undisciplined with regard to financial matters, yet the reality is that I have become very disciplined in spending what I earn and saving nothing.  The distinction here is made because my habits are at odds with my stated purpose.  It is not the action of spending that is good or bad, for all mankind spends what they earn, albeit in different amounts.  It is the root habit, misaligned with my purpose, that drives me to employ my self-discipline in a wrong direction.  The reality is, I am very disciplined in spending what I earn but my discipline is misemployed and thus works against my stated or intended purpose.  It follows then that I am not undisciplined, but I am rather misdirected through unaligned habits.  It is the faculty of habit that we must seek after, not this elusive idea of gaining more self-discipline which has beguiled mankind for ages.  There is no such thing – it is a myth.  What one may label as an increase in self-discipline is really a realignment of our actions by changing a certain habit or combination of habits.  As such, self-discipline is again revealed to be inherent with no effort to attain more.

Once I made the distinction in my mind that I was not undisciplined  at all, but in fact very disciplined, but in the wrong habits in relation to where I wanted to be, my life’s results and environment began to change.  I had only to change my habits and it followed that my life would soon change as well.

For more information on organizational alignment and personal leadership please contact my office at 251-233-7671 or via email at Also, visit us on the web at

Nearly all managers inadvertently treat their employees in a manner that leads to less than desirable performance

Nearly all managers inadvertently treat their employees in a manner that leads to less than desirable performance. Several leaders experience difficulty delegating duties. There appears to be the automatic sentiment that the only way to get the job done right is to do it yourself. While accomplishing it yourself may appear to work, it tends to be a breeding ground for ennui, indifference, low motivation, and loss of commitment and zeal. Sharing the work can be a vast motivator, thereby fortifying the organization.

The manner by which managers treat their subordinates is mildly influenced by what they anticipate of them. If a manager’s prospects are high, output is likely to be high. If his expectations are low, productivity is expected to be mediocre. It appears there is a law that triggers an employee’s performance to rise or fall to synchronize with his manager’s expectations.

1. What a boss assumes of a subordinate and how he empowers the subordinate will combine to rapidly influence the subordinate’s performance and his career development. What is vital in the interaction of expectations is not what the boss says, but what he does. Apathy and noncommittal treatment convey low expectations and head to inferior execution. Nearly all managers are more successful in communicating low expectations to their subordinates than in conveying high expectations, even though most managers trust exactly the opposite.

2. First-class managers generate high performance expectations that subordinates can accomplish. Underlings will not endeavor for high productivity unless they consider the boss’s high expectations pragmatic and attainable. If they are pressed to strive for unattainable goals, they eventually give up trying. Upset, they settle for results that are worse than they are qualified of achieving. The encounter of a large printing corporation demonstrates this. The company discovered that production in fact deteriorated if production quotas were set too high, because the workers simply ceased trying to meet them. “Dangling the carrot just beyond the donkey’s reach” is lousy motivational tactic.

3. Inferior managers fail to cultivate high expectations for their minion. Successful managers have greater assurance than ineffective managers in their ability to cultivate the gifts of subordinates. The winning manager’s record of success and self-confidence allows credibility to his goals. Thus, subordinates accept his expectations as realistic and exert effort to attain them.

In any network marketing or home business a successful leader faces each day with excitement and anticipation of what they will learn and teach to others

In any network marketing or home business a successful leader faces each day with excitement and anticipation of what they will learn and teach to others. Their attitude is phenomenal and they are continuously creating new skills and always remain teachable. Remember it’s what you learn after you know everything that’s important.

Being a successful leader is not about competence it’s about attitude. It’s the hunger to discover and grow, it’s the hunger to learn and relearn. When you stop learning you stop leading. To be successful the only skill you need to learn is ‘to learn’. Teachable people are fully engaged in life and in discovery, they are excited about things and are always open to ideas and to new discussions and most importantly they are disciplined.

Successful people view learning differently from unsuccessful people they have a different attitude. A leader knows he still has much to learn even if others consider him an expert in his field. A loser wants to be considered an expert by others before he has learned enough to know how little he knows. There is so much to learn before one realises how little one truly knows!

Its such a tragedy because it seems that once people subconsciously get to a certain age where they are in this space of their own personal comfort they tend to retard their own growth. They get into a rut and rely on habits and excuses, they stop learning and their minds go into sleep mode until the end of their days.

Remember nothing is interesting if you’re not interested. If you can’t be teachable having talent wont help you, if you can’t be grateful having abundance wont help you, if you can’t be flexible having a goal wont help you and if you can’t be durable having a plan wont help you. So if you are struggling in your life or your network marketing business, not having the success you dreamed of have a look at the proven system I use and become a part of this inspiring community.

Besides a good r

Besides a good r?sum?, the modern executive should have the skill to understand how his market behaves and the capacity to adapt speedily to its transformations. Only thus will he have the possibility to survive in a scenario of globalized economy, in which the speed of decisions is directly proportional to the velocity of the information.

If we could write a “Manual of the Modern Executive,” its first chapter would be “How and when to seek a job.” This is where the ability to understand the market begins, to perceive its movements and anticipate them. Years of experience in the selection of executives shows that the simple task of preparing the r?sum? already gives indications of the professional’s profile. Through it, we know whether the candidate is objective, strategic, bureaucratic, etc.

Companies that recruit and select executives receive hundreds of r?sum?s per day and the consultants, no matter how great their good will, do not have the required time to read them in full. Thus, the candidate who assembles a sheaf of papers to talk about his professional career may lose the chance to be indicated for a vacancy simply owing to the consultant’s lack of time.

Therefore, the r?sum?s must be succinct, direct, setting forth in two or three pages what the candidate has to offer, his skills, competencies and his objectives, stirring the curiosity and interest of the consultant. It is important to show in palpable terms the knowledge of the business and his achievements. Thus, if the candidate is a sales professional, for instance, it is important that he show what he has sold, the results achieved, what was the quota, how much he exceeded the quota, what he did to access the customer, etc.

It is also part of this concept to understand the market, perceive the most appropriate time to break into it, whether for a first opportunity or for a new challenge in another company. Statistics based on data obtained in the industrial segment over the past five years show that, in general, there are two yearly peaks in the contracting: the first in the period of March/April/May, owing to the natural expectation of a boost in the economy early in the year and, the second, in September/October, owing to the correction of course of projects and the projection of goals for the following year.

This data also shows that companies usually plan their actions of admission and dismissal with an average advance of four to five months, always with an eye on the economy’s performance. This means that when the companies begin to hire, they expect a peak in the market within the next four to five months. In the same manner, when they stop the admissions it is because they foresee a decline in the business within four to five months.

Since those who occupy the top of the corporate pyramid prepare these policies, a good network of contacts acts as a thermometer of the professional scene, enabling a good overall notion of the panorama.

The modern executive also has to know which qualities the market seeks for its future players in accordance with the hierarchical level to be filled, and somehow qualify to develop them. It is interesting to know that according to the demand perceived in the most significant segments of the industry in the past five years, there are qualities which are held to be indispensable in all the hierarchical levels: ethics, emotional intelligence, adaptability to the environment and tenacity.

For the functions at the top of the corporate pyramid—CEO, Managerial Committees and Upper Management—the companies seek in their future employees negotiation skills, strategic vision, leadership, capacity to build teams, capacity to delegate and encourage subordinates, orientation towards results, management of changes and fluency in other languages.

With this data in hand, the professional in any segment of activity can begin to prepare the career in the search for a first job, or modify his course, with the aim of rising through the levels not yet reached.

The modern executive should achieve the objectives proposed by the company, but he must not forget that as a professional he is an individual company and must go forth in search of his objectives.

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