Business Solutions BLOG
  by Greg Nolan, MBA     

Setting End Goals

Mission Statement" > People with goals succeed because they know where they are going. It's as simple as that."- Earl Nightingale

Goal Setting > Success or failure as a human being or a Corporation is not a matter of luck, circumstances, fate, or any of the other tiresome old clichés. Those are only excuses. The power to achieve the life of your dreams is in your hands—and the first step toward activating it is identifying the specific goals that will make your dreams real. After all, it’s much easier to get what you want out of life or activities when you know where you’re going.

"Plan for the future, because that is where you are going to spend the rest of your life."
by Mark Twain
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Communication - Four Fatal Assumptions  of Executive Communication ;   1. Do they understand what was said, 2. Agree with what was said, 3. Care about what was said& 4. Know how to act on what was said. Click here for the WEB Link to this book, The Leader’s Voice by Ron Crossland. 

Leadership & Management Development – i) Embrace responsibility, ii) Accept Accountability, iii) Develop others, iv) Create a top team,  v) Keep Strategic,  vi) Value Meetings,   vii) Advocate for Others,  viii)  Positive Approach,  ix)  Maintain Support,  x)  Treat Employees as Adults,  xi) Open up !!! Click here for the WEB Link to the Leadership BLOG site of Dan McCarthy.

Qualities of Leadership > Good leaders make people feel that they're at the very heart of things, not at the periphery. Everyone feels that he or she makes a difference to the success of the organization. When that happens people feel centered and that gives their work meaning.

Leadership is an art and a science.
It is an art because it continually evolves, changes form, and requires creativity.
It is a science because there are certain essential principles and techniques required.

A good leader knows when it is time to change shape because they are highly attentive to those around them. Coming from a position of strength, a great leader takes risks by freeing up the creative genius in their followers to build their capability and multiply the talents of the organization. This leads to community and greatness. By powerfully communicating a vision that animates, motivates, and inspires followers, a great leader is able to transform his or her organization. A good leader needs to be able to laugh; a great leader needs to be able to laugh at oneself.

What kind of leader are you being? Where is your organization in relation to your vision?
What do you think makes a great leader? Who do you think was a great leader?
What qualities did or do they routinely exhibit? What do your followers want to know in order to believe in you? What are the words that lead them to believe you?
Consider the following as a beginning list of Qualities:

Climate change action requires supply chain Management.   Executives concerned about changing market conditions & Climate Change will have to look to purchasing & supply chain management.   Click here for the WEB Link for the McKinsey Quarterly Management Newsletter.

Business Strategy  
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Sales Training  
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"All great achievements require time."
— Maya Angelou: is an American Poet

Train for a week, and you can run a mile. Train for a few weeks, you can run a 5K race. Train for a few months, and you can run a marathon. Most of us — in our careers and our achievements — aren’t marathoners. We focus on one thing until it becomes good, yet abandon it before it gets to great. The truth is, there is no clear line that separates good from great. And you may be much closer to great than you think. Richard Koch presents the secret principle behind becoming a marathoner in life.

Motivation & Focus 
·  One of the most commonly asked questions… “How do I stay motivated and take action?”
·  What motivates you? And how do you get motivated?
·  We’re all motivated by different things.
·  Short term motivation vs. Long term motivation

Examples: Losing 5 pounds or getting a new car by a certain date = short term

Feeling good about yourself or living a certain lifestyle = long term
·  Goals = short term
·  Vision = long term
·  Your primary motivation should to be tied to your vision.
·  Your vision needs to inspire you for the long term.
·  This business requires self motivation.
·  External factors vs. Internal motivation
·  Externally influenced motivation is not a bad thing. It’s a natural part of life… But it’s not enough.
·  You need internal (intrinsic) motivation to keep you going when the going gets tough.
·  Some of my internal motivators include:

-Love
-Family (external factor, but there is also internal side to it)
-A sense of fulfilling my purpose
·  Figure out what your internal motivators are, and then make sure that they are a part of your vision.

Action steps:
1) Figure out what really motivates you internally
2) Make sure those things are a part of your vision
3) Think about whether your vision will motivate you for the long term, and if not, tweak your vision.

© 2007 Nightingale-Conant Corporation
"Where there is no vision, the people perish." Proverbs 29:18

If you're like most people, you've probably flirted around with New Year's resolutions: You've said, "THIS is the year I'm gonna lose weight and get in shape. Starting January 1, no more snacking. I'm joining the health club and I'm gonna work out daily. I may even do my first marathon." What happens? By March 1 (the latest ...) you're back on the junk food regimen, you've been to the club a total of five times (you're "just too busy to get there"), and you've filed that marathon application in the trash. And you've concluded, "Resolutions don't work for me." (You've got a lot of company on that one ...)
Maybe you need a better approach. Instead of making a mental resolution, create a Mission Statement. The difference?
A Mission Statement

• is a handwritten or typed-out paragraph
• is posted someplace you can see it regularly
• is committed to memory
• has specific, measurable outcomes
• has a deadline — in this case, December 31st

Here's a process you can use right now to create a Mission Statement for personal success in your career or business. Get out a pen and some paper, or if you'd like to do this online, go to http://www.nightingale.com/mission_select.aspx.
Step A. Write down 5 positive personality characteristics you like about yourself in your career/business. For example: willingness to learn, persistence, creativity, friendliness, sense of humor.
Step B. For the items you listed above, describe the way you express each positive characteristic on a regular basis in your career, using the word "by" to begin each phrase. For example, if you listed "willingness to learn" above, you might write "by being committed to ongoing professional development" below. Another example: If you wrote "persistence" above, you might write "by making sure the job always gets done" below.
Step C. Write down 5 goals you’d like to achieve by one year from today. Be sure to list a specific financial goal separate from these 5 goals.
Step D. Look back over Steps A, B, and C, circling the 3 most important items in each column.
Step E. Now fill in the blanks of the following paragraph:
"My purpose is to express my __________________________ ,________________________, and ______________________ (write in the three items you circled in Step A) by
__________________________________________________,
by ________________________________________________, and by ____________________________________________ (write in the three items you circled in Step B) to create ___________________________________________________, ___________________________________________________ and _____________________________________________, (write in the three items you circled in Step C) and at least ____________ (write in your financial goal) by ___________ (write in the date one year from today)."
When finished, you will have a short paragraph that reads something like:
"My purpose is to express my intelligence, creativity, and people skills by continually learning and applying new ideas, by finding unique solutions to my clients' problems, and by building a powerful network of contacts to create 15 new corporate accounts, a steady flow of referral and renewal business, and full technological competence, and at least $125,000 in gross commissions by this date one year from today."
I hope you give this deceptively simple exercise a try, and I encourage you to follow the guidelines above by posting it where you can review it, committing it to memory, and reciting it daily. Then you won't need to make any more fruitless resolutions — you'll be like The Blues Brothers ... you'll be on "a Mission from God."

Success Skills Coach Jim Rohrbach, "The Personal Fitness Trainer for Your Business," coaches business owners, entrepreneurs, and sales professionals on growing their clientele. He has helped hundreds of individuals to achieve their goals since he developed his first coaching program in 1982.

Warren Buffett's ANALYSIS PHILOSOPHY

The concepts that follow are rather subjective, while others are more quantitative. However, the bottom line is that a solid understanding of each can help improve any investor's performance. Let's review:

Easy-to-Understand Businesses
"There are all kinds of businesses that Charlie and I don't understand, but that doesn't cause us to stay up at night. It just means we go on to the next one" 
-- W. Buffett

If you're a fan of retired Fidelity Magellan fund manager Peter Lynch, then you may remember his "buy what you know" concept. Buffett has long espoused a similar investing mantra. Essentially, Buffett believes in limiting your investments to companies with businesses that can be easily understood and analyzed. After all, if you can't understand how a business makes money, then how can you possibly gauge its financial performance or estimate its true value?

More importantly, it's easier to forecast future results for companies with straightforward and uncomplicated business models. Buffett always strives to look into the future when he invests, searching for businesses that he feels will still look solid at least 10 or 20 years down the road.

In short, if you can't fully explain a business and why you should own its shares in just a few, coherent paragraphs, then you should walk away.

During the 1990s, investors largely ignored debt levels and focused instead on growth metrics. However, to his credit Buffett has never wavered in his focus on debt. In his 1987 letter to shareholders, Buffett eloquently noted that: "Good business or investment decisions will eventually produce quite satisfactory economic results with no aid from leverage." In the years since, adhering to that policy has kept Berkshire shareholders out of trouble.

When it comes to funding future growth, Buffett prefers companies that can meet their requirements through internally generated cash, as opposed to raising capital by taking on debt or issuing more stock. Companies that can grow using only their existing cash flows are more or less internally financed. In other words, these firm's aren't dependant on securing loans to stay in business. By contrast, companies with large debt loads are usually reliant on external financing -- in most cases this means the capital markets -- to keep growing and operating.

There are risks to these external financing sources. We all know that conditions in the capital markets can shift on a dime. Back in 1999, for example, a tech company could get showered with cash by simply listing its stock for public trading. However, by 2001 a bear market in technology stocks essentially closed that window. The same can be said for the bond market -- interest rates rise and fall and bond investors' perception of risk sometimes changes overnight. Of course, a credit downgrade can make it much more costly to secure financing, and higher interest payments tend to eat into profits.

When measuring a company's reliance on debt, it's usually helpful to begin by examining its debt-to-equity (D/E) ratio. D/E can be easily calculated by dividing a particular company's total debt load by its shareholder's equity. Both of these key figures are located on the balance sheet. There's no hard-and-fast rule for evaluating this metric, but as a broad average for non-financial companies, it's usually wise to look for firms with D/E ratios below 0.50 (50%). 

If there's one single piece of financial data that's more often associated with Buffett than any other, it's return-on-equity (ROE). The calculation of ROE is relatively simple, and this metric can be found on just about every financial website. Simply divide a company's net income -- defined as total profits after interest, taxes, and depreciation -- by its shareholder equity. This ratio measures how much profit a company produces relative to shareholders' investment in the firm.  

Earnings growth is fine, but that growth always comes at a price. That's where ROE comes in. This extremely informative figure tells us how efficiently a company is using the capital at its disposal. As a rule of thumb, it's often best to stick with companies showing ROE of 15% or higher.

But don't assume that you can invest like Buffett simply by running a screen for stocks with very high ROE. There are a couple of additional points to keep in mind. First, looking at the current figure in isolation only tells part of the story, so check to see whether ROE has been falling, rising, or stable over time. Also, if a company has a particularly strong year, then its net income figure can be inflated, which can cause ROE to be exceptionally strong. Such one or two-year blips have a tendency to fade quickly once the business environment becomes less favorable. Therefore, it's always important to examine ROE performance over a five or ten-year period. 

The second point to consider is the relationship between ROE and D/E. By taking on additional debt, companies can effectively lower the amount of shareholder's equity they need to stay in business. By definition, this tends to inflate ROE. Therefore, it's crucial to look for companies that have a high ROE and low D/E.

As we said earlier, not all of Buffett's investing criteria is objective. Case in point: Buffett seeks out firms with highly competent management teams.

When Buffett makes an investment, he believes that he is buying a management team, as well as the business itself. In fact, when Berkshire makes an acquisition, the existing management team usually remains in place after the deal is completed. 

Typically, this has often meant getting to know a management team on a personal level. A great example of that is Clayton Homes, as detailed in Berkshire's 2003 annual report. In a letter addressed to Berkshire's shareholders, Buffett explained how he became interested in and ultimately acquired Clayton Homes, a manufactured home builder.

In this case, Buffett first became aware of Clayton Homes in the 1990s when he bought the distressed, junk-rated debt of Oakwood Homes, an investment that got wiped out when Oakwood declared bankruptcy. The problem with the manufactured home industry, according to Buffett, is that overly generous consumer-lending practices often lead to a buildup of non-performing loans, and in severe cases, high default rates can eventually lead to bankruptcy.

Buffett was first attracted to Clayton because the company's management team was well known in the industry for its conservative lending practices, which included larger down payment requirements and shorter-term loans. Ultimately, he contacted the company's CEO, Kevin Clayton, and was impressed with the way he described the company's risk-management style. Buffett also attributed a great deal of his knowledge about the company to a biography he read on Clayton Home's founder, Jim Clayton, the father of the CEO. 

It is unlikely that the average investor will be able to precisely mimic Buffett's approach to understanding corporate management teams, or have the opportunity to interview them personally. However, there are still plenty of important lessons to learn here. Chief among them is the fact that Buffett prefers companies with capable, experienced, and trustworthy management teams -- particularly if they have an economic stake in the business. 

In short, a company is only as strong as its leaders, so ask yourself these questions before investing: 

Do leaders candidly admit mistakes? Are the incentives of a company's managers aligned with the interests of rank and file shareholders? Does the stock have relatively high insider ownership? Has the firm made rational decisions with its retained earnings? Is management committed to delivering long-term shareholder value, or does it destroy value by employing tactics designed to meet arbitrary short-term earnings targets and appease Wall Street analysts?

Remember, financial results can change overnight, so it pays to also evaluate the leaders responsible for delivering those numbers. 

At the end of the day, we all invest with one goal in mind: to buy a stock at one price, and then later sell it at a higher price. Therefore, the price we pay should always be the first and most important consideration. 

On that front, the related concepts of intrinsic value and margin of safety form the core of what is considered value investing. Buffett's use of both intrinsic value and margin of safety were heavily influenced by the teachings of mentor Benjamin Graham. 

As opposed to P/E ratios and other similar valuation tools, which only tell us how expensive one stock is relative to another stock, intrinsic value attempts to capture the true worth of a company, and by extension, its share price. Of course, investors often take different approaches when attempting to estimate a firm's intrinsic value. As a result, you'll often see wildly different assessments of what a particular stock is worth. However, most estimates incorporate many of the same variables, including the value of a firm's real assets, its current and future earnings, and the value of intangibles like brand names. 

Graham focused mainly on a company's current assets and book value -- the actual numbers that can be found on the balance sheet. Buffett, however, tends to lend more credence to intangibles and potential growth in a business, and his analysis of intrinsic value focuses on key fundamentals like revenues, assets, cash flow (see below), and projected growth. In other words, Buffett believes that a company's valuation is often driven by its long-term earnings power. 

However, nobody can precisely project a company's future earnings exactly, so it is important to leave some room for error -- or a margin of safety. In essence, the idea is to give yourself room to make mistakes when assessing intrinsic value. After all, if you overestimate the value of a business, then you're likely to overpay for its stock. However, if you require a large margin of safety before making any investment, then you'll reduce the chances of making a poor decision. 

For example, paying $45 for a stock with an intrinsic value of $50 might be okay if everything goes according to plan -- but what if the company's growth rates began to miss the mark? By refusing to pay any more than say, $30 for that same stock, you would have substantial room for future downward adjustments to intrinsic value. In other words, if the company's results stray off target or some unexpected problem pops up, dropping the intrinsic value to $40, then the stock would still have $10 of upside potential.  

Graham would not invest in a stock unless it was trading at a minimum 25% margin of safety. Likewise, Buffett looks for companies that are trading at steep discounts to his calculation of their intrinsic value. 

It has long been one of the most fundamental axioms of basic economics: success invites competition.

Regardless of the industry, any company that finds a way to earn outsized profits will sooner or later attract competition. While no company is immune, some are less susceptible to the threat of competition than others. Those with well-developed "economic moats" in place are much more likely to withstand an attack from competitors.

Think of a medieval castle surrounded by a moat full of water. The wider the moat, the more difficult it is for invaders to successfully attack and conquer the castle. So, how does this concept apply to the financial markets? It's simple -- companies that have wide moats are better insulated from competitive threats and fluctuations in the business cycle. Because Buffett is always thinking down the road, this concept is central to his investment philosophy. 

Some economic moats are easily spotted. For example, stringent SEC regulations and oversight have long thwarted new companies trying to enter the credit ratings business, and that barrier to entry has dug a wide economic moat for established players like Moody's (NYSE: MCO). A strong brand name would be another example. Coca-Cola (NYSE: KO) is one of the most widely recognized names in the world, and that valuable brand gives the firm significant pricing power, as millions of consumers are willing to pay premium prices for Coca-Cola beverages. Not surprisingly, both Moody's and Coca-Cola are long-time Berkshire holdings.  

However, there are many other competitive advantages that are not easily recognized. For instance, a powerful retailer might have tremendous bargaining power over suppliers, and thus be able to negotiate favorable purchasing terms -- a firm like Wal-Mart (NYSE: WMT) springs to mind here. The network effect is another intangible, but very real competitive advantage. Just think of online auction giant eBay (Nasdaq: EBAY). Millions use eBay to sell items because of the large number of potential buyers the site reaches. Meanwhile, millions of buyers shop on eBay because of the high number of sellers offering a variety of products. As the site's membership continues to grow, the benefit to both buyers and sellers grows as well -- further strengthening the company's position in the market.    

Due to the nature of accrual accounting, a company's net income often bears little resemblance to its true net cash profits in any given period. Therefore, it is usually a good idea to also keep track of free cash flow (FCF) -- or operating cash flows less capital expenditures. Free cash flow measures the cash available to shareholders after a company has paid all of its bills in full. Buffett relies heavily on a similar metric that he dubs "owner earnings."

One way to gauge a firm's cash flow production is to examine its free cash flow yield. This is calculated by dividing free cash flow by market capitalization, or the inverse of the Price/FCF ratio. A firm with a free cash flow yield of 10%, for example, generates 10% of its total market value in cash each year. That cash, in turn, can be used to pay dividends or fund share buybacks -- items that enhance shareholder returns. 

Buffett alway

This guest post is by Paul Thornton, an author who contacted me about a new book he's written.

Management Styles

I believe there are three basic management styles:
· Directing
· Discussing
· Delegating.

Each style is unique in terms of how managers interact with their employees.

The Directing Style—The manager tells the employee or a group of employees the following:
- What to do
- How it’s to be done
- When to have it completed by

The manager assigns roles and responsibilities, sets standards, and defines expectations. The directing style is appropriate when employees lack experience and don’t know what to do. It’s also appropriate when there is a mandate from senior management that describes what must be done and how it must be done. The directing style is also appropriate in emergency situations.

How managers deliver the directions and instructions is important. Eric Berne’s book, Games People Play helps explain the tone and delivery some managers use. Berne described the three parts that exist in each of us—the parent, the child, and the adult.

- The child part in us is uninhibited, creative, curious, and impulsive.
- The parent in us wants control, order, and stability.
- The adult part of us is our mature, rational, problem-solving side.

According to Berne, the mature person has a balance of each of the three parts. But some managers take on the role of parent, forcing employees to assume the role of child. The unspoken message from the parent-manager to the subordinate-child is “I’m superior. Do what your told and don’t ask any questions.” This causes some managers to come across as being condescending and arrogant.

A healthier relationship between manager and employee is an adult to adult relationship. Employees want to be treated like an adult. When managers operate from this framework, they are respectful and treat employees as equals.

Bottom line—You need to organize your thoughts before you begin to direct others. Start with the big picture, and then discuss the details and due dates. If possible, show employees the desired output. Provide written instructions if the directions are complex or lengthy.

The Discussing Style—In some situations managing is more about asking the right questions than telling employees what to do. Using the discussing style managers ask focused questions to solicit ideas and opinions. They ask questions like the following:
- What’s our goal? What’s the problem? What are our options? What’s our plan?
- How should we proceed?
- When does it need to be done by?
- Who should do it?
- Why are we doing this?

Good questions get people talking and focus their thinking. The discussing style is appropriate when there are opportunities to influence goals, plans and assignments. It is effective when employees have ideas and confidence to speak up. Employee involvement increases their commitment to making it happen.

Managers need to ask genuine questions. Genuine questions come from curiosity and the manager’s desire to learn. “What do you think we should do?” Some managers ask rhetorical questions. They use questions to state their view. “Don’t you think it would be a good idea if we…”

Don’t ask questions from the parent-child mindset. Some managers ask questions more as a test to see if the employee can come up with the right answer. Finally don’t ask questions in a way that resemble an interrogation. “Where were you on Sept.8 between the hours of 8:00 and 10:00 pm?” Interrogations put the employees on the defensive. The best discussions happen when people are open and relaxed.

In group settings, managers should not allow one or two people to dominate the discussion. Ask questions and get everyone involved. One approach is to begin meetings by saying, “I want to start by giving each of you two minutes to discuss your views on this topic.” Managers should withhold their opinion until all employees have had a chance to comment.

Bottom line—when you use the discussing style you need to be open, curious, and interested in learning what each of your employees thinks. Probe and dig. Ask follow-up questions as needed. Observe body language. The non-verbal messages provide important information. Eventually get specific about assignments work and due dates.

Delegating Style—When using the delegating style, managers direct or discuss what needs to be accomplished and when it must be completed. However the how-to-do-it part of the equation is left up to the employee. It is expected that the employee will take action and make decisions. Employees are given power and authority to make it happen. Managers need to get feedback at appropriate intervals to insure appropriate progress is being made.

The delegating style is appropriate when employees have the experience, skills, and motivation to get the job done. Experienced employees want freedom to take action and solve problems on their own.

Certainly there are times when managers delegate tasks that are outside an employee’s comfort zone. Ineffective managers communicate doubt and questions about the person’s abilities to get the job done. “I’m taking a big risk giving you this project.” Effective managers do the opposite. They build confidence. “I’m confident you’re going to hit a homerun on this project.”

Bottom line--Delegate tasks that challenge employees but don’t overwhelm them. Don’t over-delegate to the same one or two “star” performers. When delegating a long-term project, establish specific follow up dates. It is useful for you to frequently ask yourself: Am I doing something I could easily delegate to someone else?

Summary

Each style is unique in terms of how managers interact with their employees. In essence managers can
* Direct—Tell employees what to do
* Discuss—Ask questions and listen
*Delegate—Let employees figure it out on their own

Like a good doctor, managers must diagnose the situation before deciding what management style to use. As employees gain experience, skills and confidence managers need to move from directing to discussing to delegating.

About the Author
Paul B. Thornton is a speaker and author. His latest book, The Big Three Management Styles (Multi-Media Publications) is available at amazon.com and bn.com.

Positive Energy for Your own Thinking, Personnel Issues & Ideas

Think positive and change Your outlook !!!

"We forget the chains we wear in life"……   Charles Dickens
 
Embrace things in your life that drive you to achieve, and start letting go of all those that do not.  It is difficult to distinguish the category in which any of your activities belong, but paying attention to your choices and their consequences will sponsor the awareness you will need to make better life choices in the future.  Although things that bring us happiness outside of work can be our greatest inspiration for our professional success and in our personal life as well, and often they are so simple ..we cast them aside as inconsequential.  DO NOT do this..remember, the small things that make you happy, and use them to battle the things that loom much larger and stress you out. 

Consider these suggestions..

• Fill your mind with thoughts of love, peace, courage, hope and health
• Never try to get even with your enemies
• Expect ingratitude
• Count your blessings, not your troubles
• Try not to imitate others
• Create happiness for others and for yourself and especially the ones you love and cherish.

Communication >> Each of us is graced with the most powerful gift. With it, we are able to make people soar out of orbit with happiness, or plummet to the earth with despair if we are careless. What is this almighty gift? It is the gift of words and the ability to communicate

Truth >> Imagine how much good the ‘Art of Integrity’ can put out into the Universe. Providing a positive, truthful comment, helping someone turn a bad mood into a good mood, and speaking to ourselves with only love will have an incredible affect on many lives. Remember the Laws of Attraction are at work at all times. Watch your words and speak only of what you would want to have in your world.

Freedom >> Freedom is available to you at any time … even now. When you decide to pursue a lifestyle full of freedom, you make a commitment to be successful in your life dealings to W-I-N at all you endeavor. Like everything, it begins with you.

The ability to attract wealth is the starting gun in the freedom race. Why wealth? Because while money does not guarantee happiness, it does pave the way over the bumps that cause many to stumble. It helps eliminate the stress and worry associated with bills and debt, and takes away the should's and musts that accompany thoughts of lack.

What follows wealth? The freedom of Time. Does just the thought make you sigh? Imagine the time to do what you would like to do, not what you feel pressured to do. To have the time to pursue a hobby, spend unlimited amounts of time with your loved ones, or to go on a trip or for a walk for the sheer enjoyment of the experience? To have the chance to pursue your passions because you no longer come from a place of not enough money or time? Are you beginning to feel the energy of freedom? Intoxicating, isn’t it?Next there is health. While good health is vital to the pursuit of freedom, without money to ease stress and time to put good healthful practices into place, the ability to achieve the best possible health is often impossible. Would you enjoy the freedom to have a home gym and the time to devote to training for a marathon? Or the ability to schedule childcare for a session with a personal trainer or to hire a dietary nutritionist for meal planning and cooking lessons. Health freedom when coupled with wealth and time is the most valuable form of freedom there is. To have the freedom to do the best that you can for yourself for the rest of your life, and to help those around you do the same.

What about spirituality? The time to explore your beliefs, pursue them and integrate them into your life. Beliefs, no matter what they are, are important. It’s one of the things that many never have time to pursue due to daily demands and pressures. Something that lives in hearts, but is not allowed to blossom outside of the person. Wouldn’t it be wonderful to be able to embrace and unleash your spirit too?When one has the freedom of wealth, time, health and spirituality, one has what the One Minute Millionaire describes as “Ultimate Freedom”. What does this term mean to you? Close you eyes and imagine a life with all of these freedoms already present. Can you feel it and embrace it? Are ideas for new projects, experiences, and concepts bursting forth? Are visions of happy faces and feelings of contentment filling your heart? Ultimate freedom provides you with all of the core tools necessary to propel you towards your passion and destiny.

Make the commitment today. Put your Laws of Attraction to work and take the first step towards wealth freedom with ultimate freedom being your eventual goal. It’s not elusive at all. You can soar to freedom.

About How to Stay Motivated
by Zig Ziglar

Drive >> A single word can change your life!

Do you want to make more money? This word can help you create vast amounts of it. Do you want to be famous? This word can make you a big star. Do you want to be an effective leader, with influence over large numbers of people? This word can bring you more prestige and respect than you ever imagined.

How is it possible for one word to bring a person so many good things? How is it possible to reduce all the complexities of “making it” in life down to a single word?

Simple. This word is the cause of every achievement men and women have ever made. Let me explain by giving you an example:

A reporter once asked Arnold Schwarzenegger how he was able to reach the top in bodybuilding and as a Hollywood actor. Without hesitating, Schwarzenegger replied, “DRIVE!” That was all he said.

In fact, throughout history, the people with the most DRIVE have accomplished the most, earned the most money and respect, had the most luck, and garnered the most power. The driven person always finds these things, even in the face of “insurmountable” obstacles. In fact, he or she often finds them immediately after overcoming such obstacles.

Since you’re reading this letter, I believe you’re already more driven than most of the population. Most people would have carelessly tossed this letter aside. But you’re reading because you’re smarter than they are - and more driven to succeed.

There are nuggets of gold in this letter - nuggets so valuable they can literally transform your life. If you have the right mind set, you’ll find each and every nugget.

About Mastering Influence

EASILY and AUTOMATICALLY persuade people to do what YOU want them to do!

Whether it’s landing a client, closing a sale, whittling down your to-do list, or even just enjoying some peace and quiet, most of the things you want to achieve in life depend in some part on the actions or decisions of other people.

Once you’ve mastered the power to influence, you will know — instinctively and automatically — how to create win-win situations for everyone you encounter. And when you can do that, there is literally NO LIMIT to what you can achieve.

Then...
Become the kind of person EVERYONE remembers and NO ONE can resist! You are a class act to me..and I'm sure your clients feel the same as I do. No question..

Whether you’re competing for a job, a candidate, a contract, a client, or anything else of value, there’s nothing more critical to your success than your ability to stand out as a uniquely qualified, valuable, appealing individual — someone whom other people really want to work with, work for, know, and help.

And nothing will set you apart, make people notice and remember you, and get you what you want like the unmistakable mark of class. Class acts are a rare breed. You can spot them right away. And you never forget them.

The 80/20 Principle
by Richard Koch

Your personal life. The 80/20 Principle in action: 80% of the people who read this will ignore it. Be a part of the 20% who take action and improve their lives...
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You, Inc.: Creating Your Life as a Free Agent
by Terri Lonier, Gail Blanke, William Bridges, Guy Kawasaki, Daniel H. Pink

Once you discover the freedoms, opportunities, and personal pride that independent professionals enjoy, you may never set foot in the corporate workplace again. Take the LEAP! Do you drag yourself out of bed in the morning, dread the commute to work, and look forward to getting home throughout your workday? You, Inc.: Creating Your Life as a Free Agent gives you all the information you need to make a successful move out of the traditional corporate structure and into the flexibility and fulfillment of independent business. You spend 20% of your life working — why not enjoy it!
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The Longevity Solution
by Eric Plasker, D.C.

ACT NOW to take the simple steps to not only live, but THRIVE — this year, next year, and every year until you're 80, 90, or EVEN OLDER! In this energy-filled program, Dr. Eric Plasker teaches you how to not simply maximize your years on earth, but get the most out of every single day. Through years of research, he has pinpointed the very health, financial well-being, and overall prosperity strategies and plan you can use to enjoy a sensational second half of life. Make each year better than the previous.
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