How to Plan for More Time and Have Time for More Planning

Written by Oz Merchant, C.Ht., NLP Trainer & Coach

Continued from page 1

If you can, imagine, just stop and consider for a moment, step back from yourself for a bit, so that you can take a look at your whole life up to now and allrepparttar things that have yet to have happened; noticerepparttar 119516 things you want to do. If you don't know yet, then come up with something and plug it inrepparttar 119517 appropriate place in time for it to happen.

And atrepparttar 119518 same time, pay attention to mistakes you've made inrepparttar 119519 past, and as you can see them now with greater clarity to gain some useful learnings, make a note to do things differently inrepparttar 119520 future. If you ignorerepparttar 119521 past, you will miss opportunities to learn. So it is important to see what has happened in justrepparttar 119522 right angle as well as see what is to come ahead before you come face-to-face with it. Now this is only useful at certain times such as when you are planning. While at other times, it is best to be really inrepparttar 119523 moment, that is when you really have fun.

And it is just as important to be in a fun, resourceful state when planning, especially when you are making important life decisions. It would be ridiculous to come home one day and be thinking "life stinks, hmmm...what should I do withrepparttar 119524 rest of my life?" That is not where you want to be, instead get yourself intorepparttar 119525 most wonderful state of mind you can get yourself into. Such as times when you feel really competent, making excellent decisions, feeling highly enthusiastic, creative, and totally uninhibited. When you plan forrepparttar 119526 future, you want to remove all restrictions, so that anything is possible now. Remember each moment holds its own obstacles and challenges, and you will overcome them whenrepparttar 119527 time comes.

"Luck isrepparttar 119528 crossroads where opportunity and preparation meet." Every moment also holds its own opportunities, however it is up to you to prepare yourself now.

Begin by planning for it!

As the director of the CORE Changes Institute, Oz Merchant, trains and coaches individuals for personal and professional excellence utilizing cutting-edge transformation technologies such as NLP, Hypnosis, TFT, and EFT to name a few. Get access to the Success Skills E-Letter and remember to get your free copy of his latest e-book "11 Simple Lessons to Manifest Your Destiny," at

The Three Factors Of Leadership Motivation

Written by Brent Filson

Continued from page 1

2. MOTIVATION IS DRIVEN BY EMOTION. Emotion and motion come fromrepparttar same Latin root meaning "to move". When you want to move people to take action, engage their emotions. An act of motivation is an act of emotion. In any strategic management endeavor, you must make sure thatrepparttar 119515 people have a strong emotional commitment to realizing it. When I explained this torepparttar 119516 chief marketing officer of a worldwide services company, he said, "Now I know why we're not growing! We senior leaders developed our marketing strategy in a bunker! He showed me his "strategy" document. It was some 40 pages long, single-spaced. The points it made were logical, consistent, and comprehensive. It made perfect sense. That wasrepparttar 119517 trouble. It made perfect, intellectual sense torepparttar 119518 senior leaders. But it did not make experiential sense to middle management who had to carry it out. They had about as much in-put intorepparttar 119519 strategy asrepparttar 119520 window washers at corporate headquarters. So they sabotaged it in many innovative ways. Only whenrepparttar 119521 middle managers were motivated were emotionally committed to carrying outrepparttar 119522 strategy did that strategy have a real chance to succeed.

3. MOTIVATION IS NOT WHAT WE DO TO OTHERS. IT'S WHAT OTHERS DO TO THEMSELVES. The English language does not accurately depictrepparttar 119523 psychological truth of motivation. The truth is that we cannot motivate anybody to do anything. The people we want to motivate can only motivate themselves. The motivator andrepparttar 119524 motivatee are alwaysrepparttar 119525 same person. We as leaders communicate, they motivate. So our "motivating" others to get results really entails our creating an environment in which they motivate themselves to get those results.

For example: a commercial division leader almost faced a mutiny on his staff when in a planning session, he put next year's goals, numbers much higher thanrepparttar 119526 previous year's, onrepparttar 119527 overhead. The staff all but had to be scrapped offrepparttar 119528 ceiling after they went ballistic. "We busted our tails to get these numbers last year. Now you want us to get much higher numbers? No way!"

He told me. "We can hit those numbers. I just have to get people motivated!"

I gave him my "motivator-and-motivatee-are-the-same-person!" pitch. I suggested that he create an environment in which they could motivate themselves. So he had them assess what activities got results and what didn't. They discovered that they spent more than 60 percent of their time on work that had nothing to do with getting results. He then had them develop a plan to eliminaterepparttar 119529 unnecessary work. Put in charge of their own destiny, they got motivated! They developed a great plan and started to get great results.

Overrepparttar 119530 long run, your career success does not depend on what schools you went to and what degrees you have. That success depends instead on your ability to motivate individuals and teams to get results. Motivation is like a high voltage cable lying at your feet. Use itrepparttar 119531 wrong way, and you'll get a serious shock. But apply motivationrepparttar 119532 right way by understanding and usingrepparttar 119533 three factors, plugrepparttar 119534 cable in, as it were, and it will serve you well in many powerful ways throughout your career.

2004 The Filson Leadership Group, Inc. All rights reserved.

The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. Sign up for his free leadership ezine and get a free guide, "49 Ways To Turn Action Into Results," at

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