Conflict at work is inevitable. And, it can even be
helpful, supporting a healthy organization.

But, step over the edge and you’ll quickly find yourself
getting caught up in who’s right rather than what’s right.
Having the argument without end, replaying the same issue
over and over, without resolving your differences. Or, angry
blow ups or sullen silences. You can get stuck on “She’s
doing that just to make me angry,” or “He needs an attitude
adjustment.”

Step back, stop avoiding, solve the problem, and prevent
future conflicts. Try these solution steps.

1. Wait until the uproar has settled down then
approach the other person with “We’ve got a problem. I need
your help.” Be sure your tone of voice conveys solution not
attack.

2. Describe what has been happening. Use “we”
rather than “you” or “I.” Emphasize how this conflict belongs
to both of you, and you both need to work together to get to a
resolution.

3. Then seek resolution. “This isn’t working. We
need to figure out how to do something different so this
doesn’t happen again.” Ask “What can we do instead?”

4. Then quit talking and listen. This is the crucial
moment. If there’s been an atmosphere of blame and
shame the other person might offer up excuses or good
reasons for the conflict. Redirect the focus of the
conversation with a reminder of “How can we make sure
this doesn’t happen again?” Or, if the other person makes a
suggestion that you’re the one who needs to change, listen
very carefully. No conflict is just one sided. Find the kernel of
truth in their comment.

5. Negotiate the differences. What are you willing
to give to get? What is he willing to do? Are you holding on to
need to be right rather than get the problems resolved?
Resolution is built on compromise. This is the time and
place to get ego out of the way so you can move beyond
who’s right to what’s right. Find the common ground you
both can agree on.

Seldom will you find the perfect solution. The
objective is to find a way to work together so you can get on
with the work at hand. Taking differences personally
prevents resolution. Working from a problem solving
perspective moves you forward.

Copyright © 2005 Patricia Wiklund, Ph.D. All rights reserved.

Pat Wiklund is known as the One-Person Business
Turnaround Specialist. She works with professional
services
business owners so they can make more money and get
more personal satisfaction from their work. Start taking
charge of your business and your life with her TakingCharge
mini ecourse from her latest book, Taking Charge When
You’re Not in Control by sending a blank email to tcnic@1PersonBusiness.com

Contact Pat at
Pat@1PersonBusiness.com

PERMISSION TO REPUBLISH: This article may be republished in
newsletters and on web sites provided attribution is provided to
the author, and it appears with the included copyright, resource
box and live web site link. Email notice of intent to publish is
appreciated but not required. Mail to: eagibbs@ureach.com

Listening to complaints, whether they’re reasonable or not, is a
part of every manager’s job. Sometimes complaints can be
overwhelming. However, when we take them in stride with an open
mind, we can learn much from our employees’ and customers’
feelings about the workplace. After all, a complaint is nothing
more that a person telling you that his (or her) needs haven’t
been met. As dissatisfied customers, they are giving us a second
chance to correct something that should have been done properly
the first time around. (In this case the customer happens to be
your employee.)

If you listen to them patiently and attentively, their
complaints will alert you to a real or potential problem, or
tell you of a better way to handle a situation.

We are not use, however, to coping with complaints. We let our
emotions rule our thinking usually. Consequently, we let
complaints wear us out because we take on the complaint as a
personal attack on us. It is not!

The next time you are faced with an irate employee, here are
some steps to consider:

Try doing something new and different.

Listen attentively, patiently, and with good nature.

Even if the complaint seems unreasonable, don’t tell him so.
Keep it to yourself.

Because nobody wants to be accused of being unreasonable,
especially if it’s true, admit that he might be right. (The
implication is that you may be wrong.)

Invite him to offer you in his own words a solution to his
complaint. Say, for example, “If you were in my shoes, what
would you do to correct the situation?” (Be careful not to call
his complaint or situation a problem, because doing so might
aggravate him to the point that he loses his ability to think
and express himself clearly.)

Listen carefully and actively. Read his body language.

Use feedback questions or statements to let him know that
you’re trying to understand and meet his needs. (Begin responses
with statements like, “If I understand you correctly, …”)

When you take the time to listen to your complaining customers
or employee, you’ll hear what he’s telling you. Then you’ll be
in a better position to turn him into a satisfied and loyal
customer.

Remember: When you maximize your potential and that of the
complaining customer, everyone wins. When you don’t, we all
lose. © MMIV, Etienne A. Gibbs, MSW

Evaluate Immediately! It is important to do your
evaluation/assessment of the event while the details are fresh
in your mind. Include anyone in the evaluation process that had
a stake in the event. Stakeholders would include vendors, hired
staff, volunteers and employers. You could host a debriefing
session or a wrap up meeting to accomplish this task. Make this
a pleasant experience. Include refreshments and lots of kudos
(thank you’s for a job well done). Prior to, or when the meeting
begins, enlist a “scribe” to record the comments and answers
from the group. Ask yourself and them the following questions:

Did the event fulfill the goals and objectives set forth?

What worked? What didn’t? What would you do differently? The
same?

Did the event run smoothly and on schedule?

Which vendors/stakeholders should be hired/recruited again?

Were any items missing from the checklist that should be
included in future events?

Did you generate favorable publicity for the event?

How was attendance? Were the attendance goals achieved?

Did you receive positive feedback from those who attended? Did
you use formal (written, documented forms or one on one surveys)
or informal (chatting in the restrooms, lines, seminars, etc.)
methods of evaluation?

What could you do differently, better to reach your goals? To
involve more people? To spread the word about the event?

Was the event worth doing? What were some of the benefits?
Would you do it again?

Encourage alternative forms of feedback from those unable to
attend, such as via e-mail, website and fax back forms. Once you
have received feedback from the group, have the notes
transcribed for distribution to all the stakeholders (clients).
Be sure to include this in the event portfolio for future
reference. Proper evaluating of the event will lead to even
greater success in the future. In fact, it is important to
evaluate all aspects of business from time to time. Otherwise,
how and when would you know what needs to be improved? One final
thought; make sure you get feedback from attendees. And here’s a
key question to ask, especially if it is an event that is open
to the public: How did you hear about this event?

© 2005 - Heidi Richards

In my last addition of leadership we dealt with selection of
leadership style, based on individual and organizational
variables. Another way to look at leadership is to consider how
it is used. We will now explore the leader’s selection of the
“right” approach to running an organization.

One way to deal with approaches to leadership is to consider
builders and fixers.

Builders develop their teams or businesses to perform
successfully. They are leaders that have long term vision. They
build for the future. They are strategic thinkers. They foster
understanding and commitment to their subordinates. They train
others to work and to lead. Builders say “I may be achieving the
results but I need to make sure my folks understand and use all
the available tools and skills to continue success.. My people
must be prepared to face changing market conditions and to move
on to places where those skills will be needed.”

Workers from builders’ teams and companies can move to any
market and easily adapt. They have been required to use and
learn all the basics-even if they weren’t critical to success at
the time. As new leaders they will be able to teach the basic
skills to their subordinates.

The performance curves of builders’ teams and companies show
gradual, but generally steady improvement. Their efforts sustain
success because their approach breeds subordinates who are
capable and committed to perform, even in the absence of their
leaders. Builders are mentors and the stabilizing influences on
their teams or companies. They mold their companies and teams
for success and when they move on they leave productive
individuals that can maintain the momentum.

Fixers come into companies at a dead run and have an immediate
impact on performance. Fixers don’t lead. They push. They are
short-sighted. They are tacticians. They work in the near term.
They run their companies on the strength of their authority.
They make people produce and perform without developing the
understanding and commitment that builds for the future.

Fixers say, “I’m being successful now. That’s what’s important.
Don’t bother me with unimportant details.”

Workers and subordinate leaders from fixer companies have
trouble adapting to changing conditions in the market. They have
to relearn how to make it in a tougher and forever changing
market environment. The problems is compounded when the worker
themselves become leaders. They suffer from the inability to
teach and adapt.

The performance curves of fixers’ companies have a fast
rise-time. Their results may be sustainable, however, because
they are based on the presence of the fixer as the driving
force. Fixers uses their people; they produce results; they make
a name for themselves and then they leave. You have seen so many
of them in corporate level executives. When a company needs an
immediate impact they hire a fixer. When the fixer leaves the
organization usually stops producing. When they leave the
organization breathes a sign of relief.

Builders sometimes use fixer tactics in approaching the task at
hand. They know that all organizations need to be energized
occasionally. A builder knows when to stop the fixer does not. A
builder knows when to change his approach. A fixer either
doesn’t know when to change or can’t adapt to the need for
change.

As a senior leader you must remember that the operative phase is
“build for the future” not “fix” for the future.

Ask a small business owner about their strategic plan and they’ll either laugh or get that stricken look in their eyes. Yet it’s well documented that businesses with a strategic plan are more successful. No matter what size business, from solo practitioner to hundreds of employees, a thoughtful strategic plan will help you achieve your dreams.

Many business owners don’t go down the strategic planning road because they are a little intimidated by the idea. They don’t know how, they are not familiar with the terminology and simply don’t know where to begin.

We can remedy that. A couple of preliminary principles to understand: a strategic plan is not a long to do list - it’s about the big picture, your approach to the market, and the metrics you’ll use to measure your progress. Strategic planning is a bit of an oxymoron. Strategizing is a creative process; planning is a rather linear process. So be creative first, then organize into a plan. To keep the creativity in the strategic planning process, remember that it’s not etched in stone. You create it and you can change, modify and tweak it as needed.

Here are ten steps to creating an effective strategic plan:

1) Start by listing five or six values by which you want your company to operate. Be honest and be real. If intensity is part of your culture, say so. If fun is part of your culture, say so. There are no right and wrong values.

2) Write out your company’s brand promise. This is the one unbreakable promise you make to your customers. For example, our brand promise for EWF International is “Real-life, real-time business help in a confidential community of peers.”

3) Articulate your vision. Get clear on what you want your company to look like long term. Though you are thinking about some point in the future, describe in present tense terms what your company looks like in five to ten years.

4) Set big goals. Goals are desired outcomes, not a description of actions or activities, but the final picture. For example, “Achieve 95% customer satisfaction” as opposed to “Improve our customer service process.” Your goals should be ambitious and achievable, not bravado. Choose three to five big goals that you want to accomplish in the next five years.

5) Now it’s time for numbers. Choose three to five key metrics that drive your business. Of course everyone tracks income and expense, but what key numbers, ratios and percentages, specific to your industry and your business, do you need to faithfully track weekly and monthly? Don’t overcomplicate this, simply ask yourself, “What numbers need to go up or down for this business to be successful?” For example, if you’re in retail, you might want to track profit per square foot. A professional services firm might track billable hours. You might track client retention or profit per client. There is no one set of numbers relevant for all businesses, but you know best how your business works and what needs to be measured. Then choose one critical number that needs to be watched carefully and immediately. Often this is a measure of some activity, one aspect of the business or someone’s job. For example, how many sales calls do you need to make each week to get new clients? How many new strategic alliances do you need to expand your market?

6) Next it’s time to think about what actions need to be taken in the next 90 days to move you toward your goals. For example, technology improvements, marketing connections, staff training, new equipment, better financing, certifications, strategic alliances. Review these actions every quarter and determine new actions for the next 90 days.

7) Determine accountability - you must determine who is responsible for what by when. Use a simple three column chart to track the initiatives.

The most often overlooked part of a strategic plan is celebration. You and your team will work hard to implement the plan. Decide in advance how you will celebrate. What’s the reward? It could be bonuses or some new piece of technology you’ve wanted, a company party, whatever sounds fun to you.

9) The next step is to have each person set weekly priorities, and from those priorities each person chooses the #1 priority for their week. This simple process, when written and tracked faithfully will create the biggest difference in your organization.

10) Above all, don’t worry about perfection and keep it simple. Your plan is not going to be published and critiqued. It only has to make sense to you and your team. The purpose is to be focused and intentional, yet flexible.

Have fun with it!

© 2004 Darcie Harris

Darcie Harris is co-founder of EWF International®, an Oklahoma based firm providing peer advisory boards for women business owners and executives. With 30 years experience in marketing, sales, management and entrepreneurship, she is achieving her dream by helping others achieve theirs. EWF International® franchises are available throughout the Southwest.
http://www.ewfinternational.com

The New York Times Company (NYT) isn’t just reporting the news - it’s making the news. At yesterday’s annual meeting, shareholders withheld 28% of their votes for the four directors elected by holders of the company’s common stock. Nine other directors are elected by holders of the Class B shares, effectively granting control of the company to a group holding less than a 1% economic interest in the business.

Most of the large newspaper companies have not done a great job of earning the best returns for their shareholders. Some of these companies overdid acquisitions. The New York Times Company illustrates the danger of adding to the empire - you dilute the crown jewel.

In 1993, the company bought The Boston Globe. Unfortunately, this is exactly the kind of paper that will be hurt by online news sources. Second-tier major city dailies are not in a strong position, because they try to be all things to all people.

A newspaper can thrive by dominating a specific niche. That niche can be geographical or topical. Community newspapers can thrive, because they still have no real competition. The news they report is unique. It is very important to a very small group of people.

A company that owns clusters of these papers in wealthy suburbs will do fine. By reporting on local schools, sports, and events these publications set themselves apart from all other news sources. They have a mini-monopoly both on the news they provide and on the ads they run.

There are places in states like New York, New Jersey, Connecticut, and Pennsylvannia where advertisers benefit from targeting specific communities, because the demographics of the next town over are not nearly as attractive. A lot of this has to do with public schools. I don’t see that system changing anytime soon. So, I imagine these properties will fare much better than big city newspapers.

The New York Times Company has one great asset - its brand. The New York Times and The Wall Street Journal each have a very valuable national brand. People all over the country have been exposed to them through other media outlets. The value isn’t really in the size of the circulation. If you think of the entire country as their potential market, their circulations are tiny (the news business is very fragmented).

A few years ago, it would have been crazy to think of the entire country as a potential market for these publications. But, I don’t think that’s the case today. These papers could earn a lot of money online. Of course, they have to figure out how to earn money online.

Long-term, I don’t like the idea of expensive online subscriptions. It looks like a great idea now, but it could limit future ad revenue. Becoming a dominant online news destination would prove extraordinarily profitable. Unfortunately, no one is going to capture more than a tiny sliver of the online news market by charging a lot of money for their content.

It isn’t just an issue of people not wanting to pay. It’s also an issue of exclusivity. The less exclusive an online news source is the more often it will be cited. People who don’t visit your site are far less likely to reference it. Just as importantly, no writer wants to exclude any part of his own readership. So, many writers simply won’t cite a subscription service.

Some online writers do reference subscription services. Knowing how strongly people react to being excluded, I think writers who cite paid services are absolutely nuts. Even if it isn’t consciously acknowledged, readers will enjoy your site less if it points out something they can’t have.

Both The New York Times Company and Dow Jones (DJ) went the route of buying an established online destination. I’m always skeptical of these kind of me too acquisitions. These businesses did need to go online, but they needed to do it in their own way. The acquisitions will probably work out better than I thought they would. But, I still think the real value is in the brand.

Is the New York Times Company cheap? It’s close. If you agree with me about the potential for a real national news brand, the stock looks cheap. Otherwise, it looks about fairly priced.

Newspapers have been beaten down a lot recently, but they were so well-loved to begin with that they aren’t at the kind of levels that guarantee market beating returns regardless of how well they’re run. That’s happened in other businesses. You could extract more cash from a dying business than the stock was selling for. That isn’t the case here. The stock is currently priced as if it were a continuing (albeit mature) business.

If the New York Times is truly a dying business, it isn’t worth the current price. But, if there is real value in the brand, it’s a bargain right now.

I’m not confident in the decision making at this company, because I’ve seen how capital was misallocated in the past. Many of these questionable investments were small relative to the value of the core franchise. But, that doesn’t excuse the lack of focus and the lack of a true owner oriented culture.

The favorable economics inherent to the business are no excuse either. There are very profitable companies out there that aren’t nearly as profitable as they could be. For instance, Campbell Soup (CPB) consistently earns good returns on capital; but, I haven’t seen any evidence that those returns were the result of skillful capital allocation. I think much the same is true at the New York Times Company. A great franchise helps cover-up less than optimal uses of capital - and the Times’ management has benefited from inheriting a great franchise.

If I were confident about the way this company will be run and the way capital will be allocated, I’d be buying shares right now. There’s real value and real opportunity in this franchise. But, I’m not sure there’s the will to do what needs to be done.

Geoff Gannon writes a daily value investing blog and produces a twice weekly (half hour) value investing podcast at Gannon on Investing

For people with Adult ADHD, focusing long enough to get even a small task done–if it is boring–can seem almost impossible! Here’s what I do when I have to focus on something that I really don’t like to do, especially sitting at my desk.

Adult ADHD makes it hard to try to sit still and do something–but now and then you just have to. Here’s a couple tricks I’ve learned to get boring tasks done.

First, when I come in and get started, I’ve trained myself to immediately have a certain pattern of activity that happens. My brain automatically associates that pattern of activity with, “Now we’re going to sit down and do something.”
It’s simply a habit. If you have Adult ADHD try this sometime you have to do paperwork or organize something:

What I do is I come in and I have two candles that I light. I have a certain kind of music that I listen to, classical music. I turn that on. I turn on a little water fountain. It is important for people with Adult ADHD to make sure to engage all the senses, it really helps because it keeps the Adult ADHD brain active and able to focus.

Whenever I do that sequence, I can sit down for a short period, not forever, but for a short period, and actually get something done that I don’t like to do.

I can organize a pile, or try to prioritize something, or something that might be hard as well. Another advantage to getting all those senses involved is the brain is at least doing something else and not focusing on being bored.

There’s nothing worse for the Adult ADHD brain than focusing on how bored you are.

There is second method that I use, and that is to set a self-imposed deadline.

Often people with Adult ADHD say they work best “under pressure” when they have a deadline–and some people with Adult ADHD even say they can’t get anything done at all if they don’t have a deadline. What happens to Adult ADHD people in that case is, they perform well at work (where deadlines are imposed) but things fall apart at home.

So here’s the other trick I’ve learned, using an egg timer. See if you can do this. Make it like a game. “Hey, let’s see if I can get through this pile in 15 minutes. I’ll set a timer” This is one of the best tricks for us people with Adult ADHD.

I have two egg timers around my house and I use them all the time. I test myself. “Let’s see if I can file this pile of paper in 10 minutes.” I set the timer and go. Now, we’ve just invoked the real kicker: to focus. It works like a charm.

So, you’re kicking it into high gear, working on mea-speed, and most of the time it works, but what if…you don’t finish it in 10 minutes? Then what?

Well, then I look at that and say, “Do I want to go for another 10, or do I want to do this later?” That’s what I do.
Either way, I got a whole bunch done in 10 minutes that wouldn’t have been done otherwise.

That brings me to one more thing people with Adult ADHD will benefit from doing. We’re so forward thinking that we’re always onto the next thing, and the next thing. Those with Adult ADHD tend not to look at what they do accomplish and feel good about it.

If you take a moment to say, “Look what I just did in 10 minutes,” and actually reflect on, “Hey, I got something done,” versus going through to the next thing immediately, you’ll feel a lot more motivation on a continuing basis.

If you’d like to get more great tips for how to focus with Adult ADHD, using common things you find in your everyday environment, see below!

Tellman Knudson can help you learn to focus, beat distraction and accomplish your goals. Learn more about ADHD Symptoms and pick up your free newsletter of ADHD practical tips and techniques to make your life better today!

Creating your path to success depends on walking on a firm foundation. Knowing WHAT you want is only the beginning. Visualizing what you want and repeating affirmations makes your intentions stronger. Yet, this is not enough. So what IS the secret to realizing your goals? Let’s walk the path together. As we walk the path step by step, I encourage you to write the answers to these questions:

Step 1: Where are you now? What are your strengths, resources, and areas of improvement?

Step 2: What do you want to achieve? What is important to you? Money? Relationships? Having fun? Creating a vibrant body? …Use your imagination to explore. List everything you want without editing.

Step 3: What do you REALLY want? What lights you up and gets you excited? What is your heart’s desire?

Step 4: Now explore the risks, obstacles, or challenges that could interfere with achieving these goals. Notice what is stopping you from having what you want now. This is the most powerful question to answer because it is how you sabotage yourself from success. By recognizing the challenges, obstacles or risks and addressing them in your Action Plan, you manage your productive tension to focus on your desired outcome.

What’s Stopping You?

Feelings of unworthiness?

Self-sabotaging mind talk?

Do you dress for success?

How is your love life? Do you regularly express your love to the significant relationships in your life?

Release negative people from your life

Release self pity - Focus on gratitude instead. Make list of what is good in your life.

Attitude - are you usually upbeat?

Health: attitude, energy, mental clarity, and overall well-being are all linked to good health. Health is supported by

Exercise: Pleasurable forms can include weight lifting, dance, belly dance, Tango, golf, tennis, jogging, walking, cycling, yoga, and many other forms.

Diet: Well balanced diet is best. Studies have shown that excessive protein creates health risks/issues.

Medical exams: Regular checkups help you know where you stand and how to get back on track if necessary.

Spiritual Life: Your spiritual life builds your foundation.

Complacency or “Golden Handcuffs” - When we get too comfortable, we can set ourselves up to fail. If you are at the top, keep your edge and passion by giving yourself new challenges.

Do you have the passion to win or achieve a goal?

Step 5: Select your favorite goals and write an affirmation for each following this format:

I have/am/achieve specific goal stated in present tense by specific deadline.

State your goals in specific, measurable terms so you can recognize their achievement. Avoid the use of the words “try, not, don’t, can’t, shouldn’t…” The mind does not hear the “not” and cannot produce results with “try”. An example of an affirmation is “I achieve my monthly financial goal of $$$ easily by the 28th of every month.” Another example of an affirmation is, “This is my LUCKY day!”

Step 6: Imagine yourself already having your goals accomplished. What do you see? What do you hear? What do you feel? What do you smell? What do you taste? Let yourself BE there now!

Step 7: Create an Action Plan to achieve your desired results. Be specific about every step required. The goals need to be compelling to be achievable.

Step 8: Reinforce your goals daily. Create a vision map with YOU in the picture and place it where you can see it daily. Record your affirmations in your voice and listen to them daily. Repeat your affirmations morning and night. Focus on what you desire.

Step 9: Be Accountable. Find a coach who you will allow to hold you accountable in a supportive way. Ultimately, accountability is the key to success. A coach supports you by inspiring pride and self-discipline. For best results, the coach is someone who has no attachment to the outcome. The coach walks the path with you but not for you.

Ultimately, your success depends on your ability to monitor and manage your level of productive tension.

Susanne Rothschild
The Rothschild Corporation
410 Merrymount Court
Katy, TX 77450
WEB SITE: http://www.managementtrainingconsultant.com
OFFICE: 281-395-8709

Management / Organizational Consultant with extensive domestic and international experience in strategic human performance consulting helping organizations realize bottom line results aligned with business objectives.

Go, go, go. That is the pace of world we live in. A century ago, life was less complex, more restful, operating at a slower pace and certainly more peaceful. Today, prescriptions for dealing with depression, anxiety, stress and other similar ailments are at record highs. The need for these medicines did not even exist just a short while ago. What has happened to us? When our operating pace begins to infringe on our health, we should learn how to step back and evaluate the road we are on before it is too late.

God rested on the seventh day. Obviously, God set an example that we should all observe as well. Do you feel that you may know something that He doesn’t? Then why don’t we rest, and take time to relax? Often it is while in the state of relaxation that we come up with our greatest thoughts, ideas, inventions and solutions to problems. I have noticed this on many occasions, especially while sleeping. I’ll wake up and realize that my subconscious mind has been examining a certain problem while I slept and provided me with the solution when I awakened!

Often, we tend to think that we are too busy to take time for fun and relaxation. I submit that we need this time and that without it; we will ultimately reach a point of diminishing returns and simply burn out. As human beings, we are social creatures. We were designed for interaction with each other. We compete, cooperate, socialize, interact and love because we were designed to do so. If we work 60 - 70 hours per week, eliminating the weekend break and skipping vacations, we do not allow ourselves the necessary recharge that proper sleep, nutrition, relaxation, vacations and other personal time considerations afford us. Relaxation is not just for fun, it is necessary. If you don’t believe that, you are simply kidding yourself and it will catch up with you sooner or later. You will soon become a person dependent upon sleep aids, gastro-intestinal and anxiety medicines, Excedrin and possible depression management drugs. Is that not too high a price for busy-ness?

Step back. Look at where you are. What is the cost of your current lifestyle? Is it a fair trade for those things that you do not possess? Have you sacrificed your health or your family for the sake of your career? No one, while lying on their death bed, would ever want to leave this world worrying about work or some aspect of their job. Most people would lament over the time that they squandered, the loved ones they ignored and the life that they might have had.

The good news is that it is not too late! It is never too late to change. Start right now. Put things in their proper perspective and prioritize the time you have available to you. Make proper time for sleep, as this rejuvenates you each day. When you work, work hard. Pour yourself in and maximize your output. At the end of the day, make your plan for the next day and then turn it off. Find something that you can get lost in, whether it is a sport, a cause, a leisure activity or activities and with equal passion as for work. Play hard too. Enjoy yourself and learn to relax. Make time for family and friends. Enjoy life. I suspect that these changes will make you even more productive when you work! It is a win-win for you.

Daniel Sitter, author of the popular, award-winning e-book, Learning For Profit, teaches simple, valuable, step-by-step accelerated learning skills. Mr. Sitter has extensive experience in sales, training, marketing and personal development over a 25 year career. http://www.learningforprofit.com/
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There have been so many times in my life where I have run into a series of obstacles that never seemed to stop. I could handle each and every one, but after a while, I would grow weary and want it all to come to an end so I could return to a reasonable life.

Over the years, I’ve learned that I can’t just hope for positive change, I have to demand it and act on it. This approach is has nothing to do with affirmations or affirm-actions. It consists of simply telling the Universe what I want and having it show me the signs that all is well.

Many people feel that they are victims of their god and the Universe; however, we are our own gods. We are our souls, our essence, and our spiritual deity. In the end, we allow ourselves to become victims of ourselves, our beliefs, and our own inability to accept responsibility for our actions.

Putting a challenge to the Universe opens the ears of the multitude of other entities that exist to begin placing situations in motion to achieve your desires, if it is for the overall good. You can fight it and continue down your path, but it will be a hard won fight.

At one time, I was at my lowest possible point in my life. At that point, I challenged the Universe for 10 positive events in my life to show me that this all wasn’t just a waste of time. In a matter of two weeks, things began to unfold in front of me. Now, I challenge the Universe often and I work with it to manifest my desires and achieve my goals.

Whatever you desire, you can manifest by issuing a challenge to the Universe, your god, or whatever deity you worship. But, in the end, you are only challenging yourself to achieve those things in your life that you desire.

About The Author

Edward B. Toupin is an author, publisher, life-strategy coach, counselor, Reiki Master, technical writer, and PhD Candidate living in Las Vegas, NV. Among other things, he authors books, articles, and screenplays on topics ranging from career success through life organization and fulfillment. Check out some of his recent print and electronic books as well as his articles covering various life-changing topics!

For more information, and to find out about his upcoming title on book publishing, e-mail Edward at etoupin@toupin.com or visit his site at http://www.toupin.com!

Copyright (c) 2004 Edward B. Toupin

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