Confidence:

Never live even a second without it

by TSK. Raman

Confidence - We all have it, and we all need tons of it every moment.

Everyone chases it without realizing each of us is endowed with a lot of it buried deep down in us. Successful people or the so called successful people have abundance of it. Marginal performers have it too, but they just don't bring enough to the fore.

Confidence - we all need it.

And what is it exactly?

Let me try explaining this to you in simple terms.

Whenever I think of confidence, the only picture that comes to my mind is that of Sir Issac Vivian Alexander Richards (better known as Viv Richards to the cricketing world and the millions of fans all over, and to his friends 'Viv,' and he carried a nick name 'SMOKING JOE,' because he used to smoke 'cigars' most times when not playing).

No one will disagree with me if I say he was an imposing personality, an awesome pesonality. He was the most demonic and devastating batsman of the "modern era."

From Antigua-Adelaide, Barbados- Basin Reserve, Northamton- Newlands, London to Lahore, Kokatta-Kandy, whever he went, he dominated the bowlers – pace and spin alike. And if it is not an exaggeration, I would say he dominated the game entirely during his period. Be it test or county, whether it was Thomson or Lillee, Imran or Sarfaraz or Qadir, Willis or Hendricks, Bedi, Prasanna, Chandra, or Venkat – to him everyone was the same, and all of them got the same murderous, non-challant treatment, which earned him the name "Master Blaster."

He was endowed with great natural talent, and relied heavily on his instincts, however, he took enough care to build a superb physique which gave him "raw power." He was much like a "boxer," in the Mohammed Ali – Tyson mould. He was blessed with a sharp eye, had quick silver feet and a great sense of timing. All these put together more than compensated for his not being technically (as purists like Boycott or Gavasakar, one would say), yet he was devastatingly productive.

When the late Peter Roebuck interviewed him once during a county season in Somerset, England, Viv claimed confidence in self is the thing that separated him from all other cotemporary cricketers including those in the county professional circuit. Viv added, "Many people have asked me as to what I have that the other cricketers don't have? Well I just bring more confidence in the middle than the rest of the blokes."

Now you see what confidence is?
Confidence is the one that makes all the difference. Confidence is firm self-belief in one's own abilities. You may not have all the skills to accomplish a specific task in the present time, however confidence gives you the assurance that 'all is well," and you will be successful in the present which can carry you into the future too. On confidence, master motivator Zig Ziglar, says, "its just telling the truth in advance."

Believe me there are a lot of people in the world (including you and me), who have confidence. What really matter is how much of it do we bring to the fore to attain the desired outcomes or results we want. Confidence is maintaining faith in yourself, no matter what your age.

I like the following verse which says a lot about confidence,

Doubt sees the obstacles, faith sees the way,

Doubt sees the darkest night, faith sees the day,

Doubt dreads to take a step, but faith soars on the high,

Doubt questions "Who believes?" and FAITH answers "I"
Confidence - Never live even a second without it
Having said so much about confidence, let me also caution you that too much of confidence can lead to "over confidence," and that can lead you to "arrogance" which is the shortest path to decline.

There is an evidence of this we can recall immediately.

The scene: 25 June 1983 the day on which the Prudential World Cup final at Lords, is a testimony to this. India were playing the giants, much like David met Goliath.

Chasing a very modest total that India had set for their giant opponents to lift the coveted title for the third time in a row, West Indies fumbled from the start, and their woes compounded with captain Clive Lloyd pulling a hamstring during India's innings.

West Indies didn't seem too bothered, at least not when the gum-chewing Richards was walking out to the middle to take guard. In no time of his arrival, he stamped his authority at the crease, stroking as well as he always does, looked a man in a hurry as if he wanting to finish the game as soon as possible, so that he would get to open the "champagne" bottle early and drink all night beginning from the afternoon.

With gay abandon he breezily walked away to 33 swiftly scored runs, and then that thing happened.

Madanlal, who normally runs faster than he bowls offer Viv a juicy half volley on Viv's pad, which he flicked though uppishly, and from no where a Kapil Dev who ran a clear 35+ plus yards from square leg took a marvelous catch from behind his shoulders to send Viv back to the pavilion.

Viv was stunned as much as the rest of the world was at that time, and that was the injection perhaps India needed to stake a claim on the World Cup which they eventually won by a margin of 43 runs.

West Indies the giants were made to bite the dust by "Kapil Devils," and they earned the title of becoming the "giant-killers. Sadly after that, West Indies after that have never won a World Cup title, and the world saw a subdued Viv Richards after that.

I guess he learnt a huge lesson in his life after that and if you were to ask him what is the most disappointing moment of his life, he will probably spell out his getting out on the afternoon of 25 June 1983, in the final.

Let's take this as a learning point and let's be on the guard.

Motivating isn't it... YYGTBI (Yes You've Got to Believe It).. yes I am a great fan of the great Sir Viv, and as I punch the key board for words I can, in my mind see the

flash- back on my mind's screen, what a "mercenary" he absolutely was.

I can visualize the same gum-chewing, hip swinging guy, whose classy whip of his hips or a laid back cut, or a murderous pull right from out-the off-stump straight over midwicket of the last ball of the West Indian innings and also the last ball of the ever so accurate Mike Hendricks, in an ODI in England. Incidentally this innings is one which perhaps Viv would rate as his best, because West Indies, after being in dire straits at

98 for 8, he scored a century almost single handed and about 90 odd runs of his own bat, in a century partnership with Mike Holding who ended up scoring just 8 remaining unbeaten. You can imaging what a raging bull Viv would have been that day at the crease. Wow that man had a variety of shots in his armory.

The credit for discovering this genius Viv goes to Fred Titmus, Tom Cartwright and a few other English professsional cricketers who went to the Carribean in the early 70's to fish out raw talent for their counties. It seems they found in one of the beaches a young man bare footed hammering away the coconut shells with a country made bat.

They watched him for a while, and the same thing was happening over and over again, everything hurled at him got the same treatment... pluck one shot and the shell landed in the ocean.

Awe struck with the power, stamina and the consistency, the pro's walked close to this young man, and invited him to come over to the nets the Englishmen had organized for unearthing talents. This young man went barefooted as usual in his Bermudas and a sandow banyan. He was asked to wear the pads and gloves, which he was at that time wearing for the first time and he did, but went to bat barefooted. They asked him to wear a shoe, but he said he didn't have one, and the ones they had didn't fit him.

Viv was visibly very uncomfortable with the protective gear, however soon settle down to do what he knew best is to bat with flamboyance and flourish.

Any ball, any length, any pace hurled at him, was knocked mercilessly and murderously out-of-sight. While the pro's were amazed by this raw talent, who was such a wonderful natural hitter of the cricket ball, they tried to culture him by tutoring him by talking to him on some technicalities and the finer aspects of treating the ball on its merits etc.

For everything that was told to him, he received it with a smile, nodded his head as if to say "thanks" in approval. He would go back to the crease after the lessons, get ready to receive the next ball the bowlers would bowl to him.

A ball pitched right in the block-hole was clipped right over midwicket right out of sight with power and elegance.

Next ball slightly short of good length, he rocked back and pulled it again over midwicket for the same result – ball out of sight.

The third ball was a good length ball outside the off stump again received the same treatment yielding the same result – ball out of sight.

The pro's went absolutely crazy, 3 different balls, but the same stroke, same result, and this time rather angrily they tried to culture his again. Viv's response like the first time was the same – broad grin and the nod.

Back to the batting crease, the routines of the bowlers got underway. There was a change in Viv's moods, because his batting looked more vigorous and forceful as if to say he would tear aprt the sems of the cricket ball with his murderous power.

The pro's were even more furious and asked him "where the ball was pitched and what should he have done?"

Viv's laugh this time was even more uncontrollable as he thought they were joking. According to him he had produced the maximum of everything, sent down to him, which many would find difficult even to defend, and here some were pulling him up for a job which they ought to have applauded. Moving away rapidly from the middle, visibly angrily Viv's response was, "where it pitched isn't for me maan, you tell me where is the ball after that. All that I know maan is I see something red hurled at me I'll butcher it, and that's what I'll do every time maan, I'll slaughter it."

That it seems reliably is the last time anyone ever dared talk to Viv about technique. He was signed and shipped straight away to Somerset to play in their county team and later he made it to the West Indies team which toured India in 1974 with Viv making his test debut on November 22, at Bangalore. He wasn't any roaring success while he began, but over a period of time he developed his own unique technique of handling bowlers and that is "hammer the hell even if you are defending."

During his playing days at Somerset, Viv found a great friend in Ian Botham, (nicknamed Beefy - a sensational all-rounder of his time, who played a distinguished role for England).

The two forged a great alliance and their exploits earned them the name of the "Terrible Twins of Somerset."

In the county circuits around Taunton (the home of Somerset Cricket Club), they say the dominance legendary two, makes rounds even to this day. Both of them were confident people, but you'll never see another like the great 'Viv," he was just phenomenal.
http://en.wikipedia.org/wiki/Viv_Richards
http://en.wikipedia.org/wiki/Peter_Roebuck http://en.wikipedia.org/wiki/Somerset_County_Cricket_Club

This essay has been triggered mainly because I've been meeting up with several young people across streams and industry of late, and the attitudes they displace is far from encouraging. People all over the world are watching us Indians, with envy, because we have the largest population in the world within the age group of 23-39 years, which means in a few years from now we will have the most talented, the most dynamic managers the world can boast off. I only hope this will happen, but when I see the way our countrymen in this age group, I just have a sneaky feeling whether we will fritter away the advantage, because the lure for money is large and is looming precariously over the heads of these young people. We should not be bought over by money, comfort and luxury. It is time we strengthened our moral fiber, and learn to lead a life that is simple, yet powerful. We shouldn't "ape" the west, instead root to our culture and show to the world, yes money is important for living an honorable life, but it isn't everything. Please read this and spread thism essage as far and wide as you can.

Is Your Life's Purpose For Sale?

Meet Jogaiah. He's a middle-aged railway gateman in Safilguda, a suburb of Secunderabad. While the gate was closed I ambled across to ask him how tedious his job is and what does he think of his job. Jogaiah said he loves the role he has filled for the last 12 years. The job isn't too difficult, yes but he has a lot of responsibility on his shoulders. Any small mistake he makes can become national or international news, which is a shame to him. The job suits his purpose. He said: "If I can help someone start their day off right in the few seconds when they are passing through the gate a little quicker, I feel I have made a difference in the day and life of another person. They need not have to rush, they can negotiate the traffic with a little more patience. Same thing when they are returning back home, they can go a little more relaxed.

Meet Malliah. He's a veteran MCH street sweeper who works in Regiment Bazar, Secunderabad,  through the night clearing away the previous day's debris. I ran into Malliah one morning after my run in park. Malliah said: "Nothing makes me happier than making sure no one has to step on garbage when they start out their day on my street." He has been sweeping the same part of the city for 30 years. He say's, " we should keep our environs clean. The explosive population brings inmore garbage and more diseases along with it. I'm doing my bit to save people from falling sick, who knows some of it can be fatal, and who knows, it might make me or any one of my family memebers a vicitim. I'm doing my bit." 

Meet Manjunath. He is a supplier at the Taj Mahal Hotel in Secunderabad. This is his take on the changes he made in his vocational path: "Serving others makes me feel like I am contributing to something worthwhile. I should greet customers with a smile, tell them slowly what's on the menu, and execute the order with care so that nothing spills over from the cups to the plate, and make the ordered item clumsy to look at. If I see there are two people and only one cup of coffee is ordered, I take with me and leave an empty cup. I pat him on his back, he feels good and says he is now 63 and has completed his golden jubilee in Taj Mahal Hotel doing much the same work for well over 40 years now. "If I am able to make someone's day I feel happy," concludes Manjunath with a beaming smile.

Jogiah, Malliah, and Manjunath each go to work every day knowing they will make a difference to someone. They are grateful to be able to do so. There are many so-called high achievers earning six-figure salaries that cannot make that claim.

Why is living with purpose critical whether in the beginning or one's career or mid-life?

In mid-life, many people find themselves suddenly questioning everything: careers, lifestyles, and priorities. Nothing is spared from this examination, although few will discuss their fears. Often it takes a personal crisis, a layoff, a death, or a divorce to move people from introspection to action. When these events occur, they open up a small window of opportunity to challenge everything and consider a new course.

Inner questioning is critical in mid-life. If a person hopes to achieve greater meaning and self-fulfillment, things are never easy. It requires courage and a leap of faith. I speak from experience. A few years ago, I came home from my six-figure job and announced to my family that I was quitting. I no longer found meaning and fulfillment in what I was doing. That was my first leap of faith.

How do you find and live with purpose?

Finding the meaning of life is not self-indulgent or cliché. It is the essence of why we are here. If there is no meaning, then what is the point of existence?

In order to create a path toward meaning, in our jobs and in our lives, we need to begin with an evaluation process that challenges...

1. Fill in the blank: "The purpose of my life is ____________."
   Keep saying it until you find an answer. Then write it down.  
2. Make an honest self-assessment of your current state. Exclude external input or validation. Are you driven? A procrastinator? Happy? Sad? Energetic? Lethargic? Generous? Selfish? Adventurous? Conservative? Avaracious? Etc.  
3. Define the experiences you need now to feel fully alive. Then, develop a plan to have those experiences. Do you want to travel around the world before you turn 50? Have you always wanted to sing in front of a large audience? Have you always wanted to study to become an artist ? Have you always wanted to run a marathon? Etc.  
4. Define exactly what you re passionate about and where you want to make a contribution. Is it music? Teaching? Sports? Photography? Cooking? Academics? Etc.  
5. Define what is most important to you. Then, set short- and long-term goals that are aligned with these priorities. Without a clear path, goals are mere daydreams. Set up a process to monitor your progress.  
6. Define the new experiences that you must have to add a greater sense of meaning and fulfillment to your life. Do you need to start cooking more? Traveling? Taking classes? Skydiving? Etc.  
7. Define your beliefs about yourself. Then, change the ones that are no longer useful. Do you believe you are deserving of doing what you love? Or do you believe that work is not meant to be fun and meaningful?

Dr. James Hollis, a scholar of psychologist Carl Jung and a writer, said that as we grow older, both meaning and purpose become equal. Both are needed to thrive. Also, Jung wrote that early in life, meaning is derived through preparation for living. In later years, meaning is derived through an examination of the inner self.

What are the results of living with purpose?

Victor Frankl, a Nazi death camp survivor, believed that the urge of human beings to search for meaning is inborn.

Researcher Martin Bolt said that having meaning and a defined purpose in a person s life makes it possible to accept one s own mortality with less fear of death and a greater sense of life's plans and their meaning.

Adults with purpose can experience:

• A greater sense of integrity and authenticity;
• An experience of being more alive;
• An increased feeling of contribution;
• Stronger health and psychological well being;
• A life that is more congruent;
• An acceptance of their own mortality and, as a result, less fear of death and a greater sense of their life plans and their meaning;
• A feeling of greater control over their lives and a feeling that their life matters;
• An increased sense of self-esteem and happiness.

Is this enough incentive for you?

You can discover and live a more purposeful life now. Don't simply surrender to a world that will continue to rent your skills to suit its purposes. A greater second half is possible if you take action  TODAY and now!  What will today be like?  Will it be a dreary attempt to survive the slings and arrows of a hostile world, bent on your ultimate destruction in a most cruel and unforgiving fashion?  Or will today be a triumphant demonstration of the joy and fortitude of the human spirit at one with itself and with all it encounters? Today will be what you plan it to be, what you insist it will be and what you make it, regardless of what the world has in store for you.

Remember Malliah, Jogaiah, and Manjunath! They are very ordinary happy and contented people who make a mighty difference to the others on a daily basis? And in a country like ours, we have a lot many people who are just as happy and contended.

Those hardship days…come back to memory again

The Chief who was at the helm ruled the company like a Director.

A self-made man, he proclaims having started his life building the company from a single room, a table, chair and a typewriter, with Rs.250/- in his pocket.

This self-made man had a vicious streak and an ego that matched his grossly inflated pay cheque. When I first started with him, he sounded polite, affable and down to earth. But soon, when the word started spreading about my abilities, my accomplishments, my achievements he suspected I was too ambitious and started growing cold, often communicating with me through tense words in group discussion or meetings and would never let go an opportunity to insult me, humiliate me or make personal remarks about me or implicate me on something invisible.

Most of them would avoid him but would never tell him that he was a ‘cold’ and a ‘cunning fox’, because of the fact that he was really a guy with power in his hands. Could get anyone in at anytime and get one out any time. The real power in him might have given rise to his feeling that as I rose in management positions; I’d probably make him look bad. Or may be he saw too much of him in me – and didn’t like what he saw.

I have to admit, however, I carried my own weaknesses. Foremost was a hair-trigger temper.

If something went wrong at the wrong time, a rage brewed within me that I simply couldn’t control.

I had no idea where it came from but it was there. And it wasn’t a business asset – I also admit that though I think Iam a fundamentally decent person, I could be rough around the edges when it came to the art of managing people. Like I said, I had the qualifications, and was a learner through experience but received no leadership training, and operated on what little instinct I had been granted with. I often found that those in my team and some others, who worked closely with me, shared my work ethic and commitment to excellence, which let to a lot of disappointments often leading to frustration. Yes, I would yell at people. Yes, I took on far more responsibilities than my ability to complete them. Yes, I should have spent more time building relationships, bending down low and cultivating loyalties, I’d have been ‘God knows how far high’. But, thanks anyway, I had more fires to put out and never seemed to have had enough time for the things that needed improving. I guess I was like the mariner who spent all his time bailing water out of his boat rather than taking time to fix the hole in it, short sighted at its best.

And so the day came, a absolute, bolt from the blue. I was fixed by things that I wasn’t a part of though I had signed some documents. Things were filled up behind my back, and had no other option but to plead ignorance. All of it was falling on deaf ears and the response being given was "you even act very well." I gave up seeing it was futile, and felt very bitter for having been cheated by people who took all the help from me and betrayed my trust.

I left before being fired, left without telling anyone. I really don’t know what were the stories spelt out after my sudden exit, but the next four months that followed were truly the most darkest months of my life.

Thank God I had my wife, kids and my family around me supporting me in every way possible. All of them did their best to lift my spirits and encouraged me to pick up the pieces of once my fast tracked career: but those months of idleness and running around from pillar to port showed me that our self-esteem is not linked to our jobs. "Nothing can defeat you unless you defeat yourself". I really badly needed this opportunity not only to lift me out of the hole but also to bring me into light after the darkness that had enveloped me.

I needed a reason to wake up every morning. I needed to reconnect to that sense of passion and purpose.

It took me a while and after some initial hiccups life began to flow and it looked as if the train of life was on its track. No major gains, nothing major happening but life went on as I waited for creating opportunities. Despite all obstacles I kept my spirits high, created opportunities one after the other and kept chugging along till this day it seems like a dream.

Life goes on, but now after weathering some of the worst storms in my life, enabling a lot of them, touch their shores too, I still sail with the passion and joy as if to say that I’ve been created for a ‘purpose’ and so I shall not leave this planet till the day that ordained ‘purpose’, meant by the Almighty for me, is met.

I’ll leave a mark, I’ll leave several impressions and will remain in the hearts of all those who knew me, and am sure they will all shed a tear for me.

Solve Your Problems Using Creativity

by Justin Mazza

Creativity is defined as the tendency to generate or recognize ideas, alternatives, or possibilities that may be useful in solving problems.

Creative problem solving involves using your imagination and intuition to come up with ways to solve problems using your natural creative thinking.

The creative process involves being able to view things from a different perspective and the ability to generate new possibilities or alternatives.

The Creative Personality

Characteristics Of A Creative Person according to Flow and the Psychology of Discovery and Invention by Mihaly Csikszentmihalyi.
Creative individuals have a great deal of energy, but they are also often quiet and at rest.
Creative individuals tend to be smart, yet also naive at the same time.
Creative individuals have a combination of playfulness and discipline, or responsibility and irresponsibility.
Creative individuals alternate between imagination and fantasy on one end, and rooted sense of reality at the other.
Creative people seem to harbor opposite tendencies on the continuum between extroversion and introversion.
Creative individuals are also remarkably humble and proud at the same time.
Creative individuals to a certain extent escape rigid gender role stereotyping and have a tendency toward androgyny.
Generally, creative people are thought to be rebellious and independent.
Most creative persons are very passionate about their work, yet they can be extremely objective about it as well.
The openness and sensitivity of creative individuals often exposes them to suffering pain yet also a great deal of enjoyment.
As you can tell the creative person is a walking dichotomy. By being creative the individual is able to view circumstances through different lenses or points of view.

As a result creative people are excellent problem solvers and innovators in our society.

Creative people experience the world in their own original way and they generally have fresh perceptions, insightful judgments, and make important discoveries that only they know about.

Just think about Einstein, Newton, Picasso and Edison to name a few of the famous ones.

Why Do We Need To Be Creative

One of the most valuable uses for creativity is the ability to solve simple or complex problems.

Life is uncertain and the ability to problem solve quickly can not only save you time but will also increase your personal confidence.

When I bought my current home it was a fixer-upper to say the least. Every room had to be re-conditioned due to neglect by the previous owner.

My home improvement skills were limited and so was my finances. I had to use creativity in order to repair my home without spending a lot of money.

Every project that I did I had a pre-conceived idea about how much money it would cost me to repair it.

By using my own creativity I was able to do every project way under budget saving me money that I could use to do other projects.

One example would be that I decided to stucco my living room and dining room ceiling. Stucco ceilings look like stalactites hanging from the ceiling and it’s less work doing it this way than finishing and sanding repeatedly.

Well I needed a stucco brush which I didn’t have and I also did not want to drive all the way to Home Depot and spend the money buying one.

What I did next was use some problem solving skills using creativity. I opened up myself to a solution and sure enough one came to me.

I had an extra push broom in the garage that I wasn’t using so I decided to remove the brush part from the stick handle and cut it in half using my chop saw.

This became my stucco brush and it worked perfectly.

Universal Laws Of Creation.

There is also a Universal form of creation that you may or may not understand. These are known as the four laws of creation. These are Universal laws that apply Absolutely and can NOT be broken?

The Four Laws Of Creation according to Bashar:

1. You exist and in some form you always will (physical death is not the end)

2. The one is the all the all are the one (we appear to be separate individuals but we are all one)

3. What you put out is what you get back ( this is known as karma/cause and effect/boomerang theory)

4. Change is the only constant except for the first three laws ( impermanence)

Being creative is similar to being like God. We are all creators all of the time. The question is do we consciously create our life or do we unconsciously live it?

Find Your Passion By Following What Excites YOU

by Justin Mazza

What is my passion and how to find it is a question that I get from many of my readers.

When I was a child I wanted to be a teacher and a race car driver. I didn’t have any logical reason for either of these choices but it felt right to me at the time.

As a child I loved going to the go-cart track with my family, and even though I was only seven or eight years old, I would always come in first or occasionally second place. I liked going fast and it was pure excitement to have control over the little go-cart.

My older brother had a desk in his bedroom at our childhood home. When he wasn’t there I would go in his room and pretend that I was a teacher instructing a classroom. Even though I thoroughly despised school as I got older (being a student) I loved the teaching aspect.

What does this have to do with finding your passion? Well, even though I am no race car driver or professional teacher, the theme has remained. I prefer going fast when learning, taking it all in, immersing myself in knowledge and experience. I also love teaching and sharing what I had learned with others.

I have little patience for things that require a lot of steps and procedures. I just want to get from point A to point B as quick as humanly possible.

My Passion

Becoming a Blogger was really an outlet for me to teach the things that I believe are important. What I find important is subjective of course but I can tell that there are many others who are interested in what I have to teach.

While I am a lifelong student of life, I am equally committed to teaching what I had learned to anyone who is interested.

Finding Your Passion

It’s so easy to get caught up in life. We have our daily to do’s and not want to do’s that we rarely, if ever take a look at what excites us.

Finding your passion is not the same as finding your purpose even though they are similar. Passion would be more feeling oriented while a purpose would be something that is more static in nature like choosing a profession.

Passion is more flexible while purpose is more static. Passion is when you feel excited about doing something new like taking that trip to Europe or learning a new language. And yes passion could involve suffering if we choose to experience it that way. It’s entirely up to you (Think Exercising).

Exercising could be viewed as an uninspiring experience, but if we are doing something that we enjoy like playing a sport, than we can exercise our body while having fun at the same time. We’re too busy enjoying the moment to notice that we are actually exercising ourselves.

Follow Your Excitement

We all have options available to us of things that we can do at any given moment. We can take a walk, call someone that we love or drive our car. It’s the excitement in the little things that we do that will take us to the bigger things that excite us.

It’s the excitement that tells you what the next thing that you need to do is. Learn to follow your excitement because it will become the shortest, fastest path to where you need to be.

If you find that you are doing something that excites you and you cannot go any further than look for something else that excites you. What will happen is that you will get better at sensing what excites you.

Not only will you become more sensitized to what excites you, but you will be able to bypass the let me think about what I want to do with my life part.

You will basically be setting out little excitement intentions and all you have to do is go with the flow or follow your excitement.

Life will become a synchronistic and ecstatic experience as long as you trust it and live it. Don’t deny your excitement, but go with it by taking the first step. Believing is seeing and not the other way around.

The more you show to the Universe that you trust, that what you put out is what you get back, that the more you demonstrate in your behavior and actions by following your excitement, the more the Universe will reflect that back to you.

What Happens When I Don’t See The Change In My Reality

Many times you will see the reflection of your reality change but there are times when it seems that nothing has changed at all. Did you do something wrong? No, you didn’t. What you are being given is an opportunity to change your response to familiar situations.

How many of you have kids?

Were you a little tougher on the first one than you were on the rest. Why? Because you learned to respond to familiar situations by being different, by re-acting different, by responding differently than you did before. That is real change my friend.

It’s our responses to familiar circumstances that need to change to experience expansiveness in our being. That’s what let’s you know that your reality has changed because you acted differently to it than you did before.

State of being plays a big part in being able to act differently to familiar experiences though. If you continually run from a low consciousness level than I wouldn’t expect much to change for you.

Raising your vibrations on a daily basis through meditating, healthier food choices and exercising are critical for lasting change.

How to find passion in yourself is not as hard as you think. Passion is an emotion that is created by a mental state of being. When I think of a passionate person I think of Gordon Ramsay.

The man is so passionate about cooking and life in general. Remember that passion is a state of being. Just watch Gordon and see what a passionate person walks, talks and acts.

Recap
Follow your excitement.
Trust your excitement.
Respond differently to familiar circumstances.

Solve Your Problems Using Creativity

Perception Equals reality but not the Truth

Choose to feel good regardless of outside circumstances. The truth is that outside circumstances have nothing to do with the way you feel.

It is our perception of outside circumstances that cause us to feel a certain way. And more importantly it is our belief about what something means and our internal labeling of it as either good or bad.

When an event occurs in our lives we immediately place a label on it and file it under good for me, or not good for me. Let’s say that you are stuck in traffic on your way to work.

This causes you to be thirty minutes late. The whole way to work you begin complaining and worrying about being late and all that it entails.

You then arrive to work and see that your office building has caught fire. I bet that little traffic jam wouldn’t be placed in the bad for me file would it.

My point is that perception is reality, but it is not the greatest truth. Often times we judge people or scenarios too quickly. Give it a little space for events to play out before you come to a conclusion.

Some events may take longer to play out than others. Use this as an exercise tool to build some patience with yourself and others.

We tend to give away so much of our power to outside circumstances and events. This will literally siphon energy from your body leaving it vulnerable to disease or dis ease.

We must learn to focus our energy on what we can control. Controlling other people must be your number one item to remove from your list.

The next would be the weather, institutions, and so on. Yes, we can influence to a degree, but it is better to let some things play out on their own.

I often times hear people complaining about people, jobs, institutions, etc. They seldom ever have a game plan to enact change or control in themselves. Take a look around you and count how many people you know that have little want to change anyone or anything.

These people tend to be a little more grounded and centered in themselves. They realize things are exactly the way they are meant to be.

Here is a quick list of ten things that I can control.

What kinds of food and drink that I put into my body.

How I spend my money.

How clean I keep my house.

Things that come out of my mouth.

Who I spend my time with.

How I spend my free time.

What kind of clothes that I wear.

What groups or organizations that I belong to.

How fast I drive my vehicle.

How much money that I save.

Mental discipline would be a good place to start. For some, the word discipline has a negative connotation.

Discipline may mean to you losing some freedom to do whatever you want. Actually discipline can bring you even greater freedom. Keeping your house clean, paying your bills on time, and saving some money each month will definitely cause you freedom in the long run.

Initially it may feel the opposite because your perception is telling you that you are giving up something.

This is true to a point, but you will reap the rewards in the long-term with consistent focus and action. Lose the thought of instant gratification as much as you can. This has caused humanity to spiral downwards into much unneeded debt, stress, obesity, ill physical health and poor relationships.

　

　

Potential: What Is It?

by Sheri Mackey

From a very young age, we all want to be considered as having potential, however potential is often an overused and ambiguous word. Potential… for what? It doesn’t mean a lot by itself, so what do we mean by potential? What is it? What does it look like? How do we define it and make it more measurable and tangible? What is potential, really? Is it a possibility…a proposed capability for becoming something more? But what? How does a leader reach their potential if it cannot clearly be defined? Can we ever really grasp our potential? If we do and we reach it… what then?

In some ways potential is a limiting descriptor because there is really no way of knowing if we have reached our potential. Most of us know of The Peter Principle… does our potential equate only to rising to our own level of incompetence? Personally, I hope not!

Potential is a complex concept and there is little agreement about what it actually means, so we need to start by breaking it down into some key components that are generally expected of people considered to have potential:
Performance: the consistent capability to exceed expectations in regards to the accomplishment of specific tasks measured against preset standards of accuracy, completeness, cost, and speed.
Emotional Intelligence: the ability, capacity, or skill to identify, assess, and control the emotions of self, others, and groups.
Motivation/ Ambition: the inspiration or driving force to succeed.
Agility: the cognitive bandwidth to learn from past experiences, seeing things in a broader context and quickly applying observations to new situations – applying life experience, noticing patterns, and deriving general guidelines that can be applied to new situations.
While performance, emotional intelligence, and motivation are strong indicators of potential, research consistently identifies agility as a predominant gauge of potential – people with agility are the best performers because they can quickly apply what they previously learned into entirely new and different situations. Lominger has found four types of agility that are typically found in "high-potential" leaders:
Mental Agility: Most similar to IQ, it is the ability to embrace complex challenges – leaders with mental agility are generally curious and enjoy resolving multifaceted problems.
People Agility: The ability to relate well and understand others – to value people and their individual talents, consistently communicate vision and expectations, as well as accelerating at conflict management, issue resolution, negotiations, etc.
Change Agility: Embodied by those who consistently challenge the status quo and constantly seek to innovate. They embrace change, drive change… and lead change.
Results Agility: The ability to drive to results. It goes without saying that if a leader is high in the first three, they’d naturally have the capacity to deliver results.
The word potential by itself is vague, although it has strong connotations in most cultures. However, there is an opportunity to look underneath the covers and see that the impression of potential is predicated by performance, emotional intelligence, motivation, and agility. We can further explore potential at a more detailed level by breaking down a core component of potential – agility – in order to help us predetermine potential and leverage it by identifying known, tangible characteristics. If we are to truly identify and leverage potential in others (and ourselves) it is imperative that we understand the concept and know what we are looking for so as to maximize the desired outcomes – enabling us all to reach our potential – both in our work and in our lives.

As a leader, how do you perceive potential and how do you leverage it in yourself and others?

Potential: Leveraged Learning

In an ever-changing global marketplace, those who lead across boundaries and borders are increasingly required to become Extreme Team Captains – guiding the organization through unfamiliar and turbulent environments, while maximizing the functional, geographical, and cultural diversity of their teams. In today’s multicultural, dynamic world, ensuring the continuous learning and growth of global leaders is critical to achieving high performance and sustainable growth in every organization.

With markets, suppliers, competitors, technology, and customers around the world constantly changing the rules of the game, traditional leadership models no longer work. Companies need leaders of exceptionally high caliber and quality, as they are a key component of the only true source of competitive advantage – people. But how do we create this Extreme Global Leader<sup>TM? Is there the possibility of exceptional leadership that transcends accepted leadership characteristics to create a global leader that is emotionally, politically, and culturally intelligent? How do these high-potential leaders evolve and become extreme? What is the most effective method of creating a transformational leader?

Last week we pondered potential and its source. If we look at the critical components of what we perceive to be potential (performance, emotional intelligence, motivation, and agility), is it possible to leverage potential through traditional training and/or coaching? Both are valuable tools for learning, but have entirely different purposes and outcomes.

The purpose of training is to teach:
skills
methods
theories
tactics
strategies
It is the process of disseminating information from the trainer to the leader. Training provides a pre-set curriculum and the trainer imparts what is important for the student to know. Trainers have subject matter expertise and an understanding of teaching methods that work well with adult learners. Training offers economies of scale so, even when customized, it is often less expensive than coaching for a comparable number of students. Because training is typically a one-time event with little to no reinforcement, the benefits may have a very short shelf life.

Although training is the accepted norm for most organizations, in and of itself it is not necessarily an effective method to develop exceptional leaders. However, when combined with coaching there is a dramatic increase in retention. According to research, the average retention rate after training is approximately 20%. When followed by coaching, the retention increases dramatically to over 80%.

In contrast to the trainer, the coach is both an accountability partner and a strategic cohort. In these turbulent times, coaches help leaders:
Reassess assumptions
Develop leadership style
Navigate challenges
Develop strategies
Refine goals
Drive for results
Realize game-changing futures
The coach takes the position that the leader must assume responsibility for personal and organizational goal achievement. Leaders are encouraged to examine their core values and make the adjustments that will allow exceptional outcomes in both their business results and their personal lives. Coaching creates a learning experience that draws solutions out because it continually poses questions unique to the leaders core values and goals – creating alignment that drives results. Because leaders determine where they are going and how they will get there, and are held accountable through consistent, mindful discussions with their coach, results are visible and viable – but most importantly, sustained.

Coaching is an ongoing, interactive process that provides guidance and encourages global leaders to make productive decisions while taking personal ownership of those decisions. The coach needs to have both broad and deep knowledge of global business, but just as importantly needs to have the capability to guide the global leader in setting goals, developing action plans, and being accountable to the implementation and regular refinement of those goals.

Whether your organization leverages training or coaching – or a combination of the two – to realize potential that will take your global leadership team "from good to great" is a decision that should be based on your organizations budget, overall goals, availability of transformational coaches or expert trainers, and the needs of the global team. There is no one right answer that applies to every organization. It is important to understand the differences between training and coaching and to conduct specific analysis to determine the most effective route for your organization because, as stated above, training and coaching have entirely different purposes and outcomes.

What are you doing to ensure continuous learning and growth in your organization? How are you developing your own potential?</sup>

Potential: Leveraging Leaders

Exceptional leaders convey a vision and, through their example, expand others’ view of what is possible – rather than what is not. They know their business, set high expectations across boundaries and borders, create a strong sense of community, and through effective team-building and mentoring – they get results.

Leaders demonstrate "how" to achieve results both in what they do, as well as in who they show themselves to be. It is no longer enough to have superior "technical" skills – people are looking for inspiration and accountability in their leaders. In terms of responsibilities, strong leaders emphasize the importance and priority of enhancing the skills and knowledge of the people in the organization, creating a common culture of expectations around the use of skills and knowledge, facilitating the ability of the organization to align in a productive way, and holding individuals accountable for their contributions to the collective results.

In addition, when great leaders act, they do so not only because their role demands it, but also because their own purpose, values, beliefs, and assumptions require it. Who they are, what they do, and how they do it is powerfully congruent and is leveraged for the good of the organization and the people within it. As a result, they are highly authentic, credible, and inspirational – which, in turn, motivates others to act genuinely and powerfully, as well.

Some people are born with a burning desire to succeed, some develop the desire to achieve greatness through life circumstance, and some people are okay with the status quo – they wake up every day and just let the world happen to them. The reality is that we need all types of people to function successfully, however in most successful global organizations there are a handful of extraordinary leaders who make all the difference – but there are also hundreds of ordinary leaders who are more concerned with meeting this years’ numbers than anything else. But what would happen if we could double that handful of "Extreme LeadersTM" in organizations? Imagine the impact it would have on any business – not to mention partners and customers – if we could accurately identify those high potential leaders that are prepared to go above and beyond and develop them into Extreme LeadersTM that sustainably produce game-changing results.

Unfortunately, it is not as easy or idyllic as it sounds - something is missing in leadership development methodologies that prevents us from consistently developing leaders that achieve truly remarkable results. With so many pressing issues and challenges facing global business today, can we really afford to continue to neglect developing exceptional leaders? They are essential not only to meeting goals and ensuring organizational success, but to developing organizations that consistently and sustainably drive the global economy in a positive and productive direction.

The rationale for a focus on leadership is highlighted in multiple studies that consistently demonstrate a positive correlation between leadership and organizational achievement. On the other hand, studies also suggest that often executives do not successfully develop the skills necessary to provide effective leadership. Is this due to a lack of engagement or desire to excel beyond what is expected? Do most successful leaders only know how to succeed within their limited framework, but are unable to go beyond what is expected to achieve truly exceptional results? Either way, these factors indicate a growing challenge in finding leaders who have that burning desire to push far beyond average… and into legacy. How can we effectively develop exceptional leaders that not only identify and meet the challenges of today and tomorrow head on – but triumph over them? Is it unrealistic to think that with the right approach we could successfully forge a remarkable future for global business by developing Extreme LeadersTM and leveraging the advanced capabilities to create stronger leaders, better organizations, superior products and services – that will, ultimately, lead to a better world? Maybe… but how?

We have a unique opportunity to step back and observe business and leadership – examining exactly what we need to incorporate to create exceptional leaders that will have the capability to consistently leverage critical concepts that will be central to the evolution of leadership and the development of Extreme Global LeadersTM.

As a high potential leader, what would change if your organization was not only willing, but enthusiastic, about ensuring you reach your maximum potential?

Potential: Are You Reaching for it

This post is about you - as an organizational leader. Lifelong learning is a critical component of our personal and professional growth that we often seem to forget as we rise through the ranks. Unfortunately, as most of us become more senior within the organization, there is an undeniable challenge we face – facilitating our own ongoing growth and development. It becomes more and more difficult to identify growth opportunities, training, relevant readings, etc. and to deny the pull to remain stagnant – focusing on what we already know vs. the potential we have to know more. Perhaps most importantly, there is often a stealth sense of false complacency that emerges as a result of past success. However, the reality is that with the frequency and scale of change in global organizations, the leader that is not continually growing and changing with the environment may very well find that s/he has been left behind at the last jumping off point.

Ultimately, you are responsible for your own personal development…and reaching your potential. Many leaders let the business take priority over reaching their potential, or wait for the company to assume ownership of their development. Is this really what is most beneficial for you, and by default, the organizaion? As leaders, it is easy to forget that it is far more effective to stretch ourselves, and thereby our organizations, than it is to settle for the status quo. But how do you continually push yourself to think harder and go further? You can employ any number of self-help philosophies, but the reality is that you will probably not follow through – and if you do, they will typically not generate the results you hoped they would.

Finding and engaging a good mentor may be a critical success factor you are missing. Mentoring is a process about enabling and supporting your personal and professional growth. Organizational life can sometimes feel like climbing up the side of a mountain – as we struggle up the steep parts we are breathless, challenged, single-minded, and in need of support and sustenance. There may even be some moves we can not make without being tied to a partner. Mentoring can help with your changes in altitude, and enable you to get to higher ground – where you just may be able to see things from a different perspective. You will be able to see the mountains in the distance and new ways forward that were just not visible from your position below. Your mentor should facilitate a process that leads you to consider different perspectives, new ways of thinking, and deeper self-knowledge.

A good mentor is:
Someone who has experience in your field (they have been there before)
Someone whose integrity transcends the message, be it positive or negative
Someone who tells you things you may not want to hear, while letting you know you have been heard
Someone who makes you want to better and to take calculated risks
Someone who presents opportunities and highlights challenges you might not have seen on your own
A mentor may help you, as a senior leader, to discover or master:
How to continue to learn when most of the knowledge you need to acquire is intuitively based
How you can constructively challenge your peers and your employees
How to more effectively cope with the stress of your responsibilities
How to better develop other people, with limited time and resource
How to better leverage influence, rather than command
How/where to continue to grow toward mastery of your role or organization
How to manage your personal credibility across the organization
If your strategic thinking is broad enough to contribute effectively to creating and/or interpreting the organizations vision
If you have strong contextual understanding of disciplines you have little hands-on experience in, but are responsible for
While mentoring can be successful in helping you to address your specific needs, you are also contributing to a critical part of your organizations ability to:

Develop organizational intelligence: By finding and engaging a mentor you will more successfully bridge skill, leadership, and knowledge gaps while demonstrating a climate where collaboration leads to innovation for your organization.

Connect across people: Your mentor will enhance your network, providing an expanded opportunity to contribute your support, development, and expertise across various employee, partner, and/or client segments.

Create and sustain business impact: By engaging a mentor openly, you are demonstrating value in the process and creating an environment that supports collaboration and open information sharing across boundaries and borders. Ultimately, you can play an important role in making mentoring a critical part of your organizations culture – perhaps eventually providing the impetus to integrate mentoring within the overall strategic goals and objectives of your organization.

Jim Collins sums it up well when he said, "Good is the enemy of great… it is one of the main reasons we have so few that become great … most people never become great because they settle for being good…" You have the potential to be great – engage a good mentor and do the hard work to get there.

Potential – Are YOU reaching for it?

(An abstract)

48 Laws of Power

By Robert Greene

The Big Idea

A comprehensive, well-researched synthesis of timeless philosophies

– from Machiavelli to Suntzu,

as applied in real-life situations by powerful figures in history such as

Queen Elizabeth I and Henry Kissinger.

Absorbing and entertaining, this book (An abstract) lends business people a wealth of ideas on the subtle art of playing the power game, exercising clever cunning, and understanding human weaknesses.

Whether it is in the boardroom, at a power lunch, or a cocktail party– these laws will make you master of the game and give you the edge over your rivals.

1. NEVER OUTSHINE THE MASTER.

Wisdom in a nutshell:

• Present your ideas in such a manner that they may be ascribed to your master, or could be viewed as

an echo of your master’s thoughts.

• If you are more intelligent than your master, act as if you are not.

• Never take your position for granted.

• Never let favors you receive go to your head.

• Discreet flattery is much more powerful. Make it seem like you want to seek his expertise and advice.

2. NEVER PUT TOO MUCH TRUST IN FRIENDS, LEARN HOW TO USE ENEMIES.

Wisdom in a nutshell:

• Do not rely on friends. They will never be totally honest with you. They will not openly disagree

with you in order to avoid arguments.

• Enemies expect nothing so they will be surprised when you are generous.

• An enemy spared the guillotine will be more grateful to you than a friend.

• When you decide to hire a friend you will discover qualities she has kept hidden.

• Skill and competence are more important than friendly feelings.

• Hiring friends will limit your power.

• All working situations require a kind of distance between people.

• You destroy an enemy when you make a friend of him.

• An enemy at your heels keeps you sharp, alert, and focused.

3. CONCEAL YOUR INTENTIONS.

Wisdom in a nutshell:

• Use decoyed objects of desire and red herrings to throw people off scent.

• Use smoke screens (a poker face) to disguise your actions.

• False sincerity is one powerful tool that will send your rivals on a wild goose chase.

• Publicly declare your false intentions to give misleading signals.

• A noble gesture can be a smoke screen to hide your true intentions.

• Blend in and people will be less suspicious.

4. ALWAYS SAY LESS THAN NECESSARY.

Wisdom in a nutshell:

• Saying less will keep you from saying something foolish or even dangerous.

• Once the words are out you cannot take them back.

• Keeping silent makes people reveal more about themselves. This is information you may be able to

use against them later on.

5. SO MUCH DEPENDS ON REPUTATION – GUARD IT WITH YOUR LIFE.

Wisdom in a nutshell:

• Sow doubt and spread rumors about your rival. Even if they vehemently deny it, people will still be

wondering why they are so defensive.

• Use humor or gentle mockery at your rival’s expense.

• A solid reputation increases your presence and exaggerates your strengths without your having to

spend much energy.

• Never appear desperate in your self-defense against the slander of others.

• Be careful not to go too far in attacking another’s reputation, it draws more attention to your

vengefulness than to the person you are slandering. Use subtler tactics like satire and ridicule.

6. COURT ATTENTION AT ALL COST.

Wisdom in a nutshell:

• Surround your name with the sensational and the scandalous.

• Create an air of mystery.

• It is better to be attacked and slandered than ignored.

• Make yourself appear larger than life.

• Any sort of notoriety will bring you power.

7. GET OTHERS TO DO THE WORK FOR YOU, BUT ALWAYS TAKE THE CREDIT.

Wisdom in a nutshell:

• Save time and energy by hiring others to do the work.

• Your helpers will be forgotten and you will be remembered.

• Borrow from history. Use the past and profit by others’ experience.

• You can only exploit others’ talents if your position is unshakable.

8. MAKE OTHER PEOPLE COME TO YOU – USE BAIT IF NECESSARY.

Wisdom in a nutshell:

• For negotiations and meetings, it is wise to lure others into your territory, or a territory of your choice.

• Once someone suspects you are manipulating him, it will be harder to control him. Making him

come to you gives the illusion he is in control.

• Most often the effective action is to stay back, keep calm, and let others be frustrated by the traps you

set for them.

9. WIN THROUGH YOUR ACTIONS, NEVER THROUGH ARGUMENT.

Wisdom in a nutshell:

• Demonstrate, do not explicate.

• Arguing will only offend your superior.

• Learn to demonstrate the correctness of your ideas indirectly.

• Choose your battles carefully.

• Don’t bother demonstrating if time and experience will eventually teach the other person what you

are trying to say. Save your energy and walk away.

• No one can argue with a demonstrated proof.

10. INFECTION: AVOID THE UNHAPPY AND THE UNLUCKY.

Wisdom in a nutshell:

• In the game of power, the people you associate with are critical.

• An infector can be recognized by the misfortune they draw on themselves, their turbulent past, a

long line of broken relationships, unstable careers, the very intensity of their emotions, and the force

of their character.

• Gravitate towards prosperous, cheerful, and gregarious people.

• Never associate with those who share your defects.

11. LEARN TO KEEP PEOPLE DEPENDENT ON YOU.

Wisdom in a nutshell:

• Be the only one who can do what you do. Make the fate of those who hire you so entwined with

yours they cannot possibly get rid of you.

• If you are ambitious, it is wiser to seek out weak masters with whom you can create a relationship of

dependency.

• Possess a talent or creative skill that sets you apart from the crowd.

• By knowing other people’s secrets and holding information they wouldn’t want made public, you

seal your fate with theirs.

12. USE SELECTIVE HONESTY AND GENEROSITY TO DISARM YOUR VICTIM.

Wisdom in a nutshell:

• The essence of deception is distraction. An act of kindness, generosity, or honesty will distract and

disarm people and turn them into gullible children.

• Give before you take.

• Nothing in the realm of power is set in stone. Overt deceptiveness may sometimes cover your tracks.

If you have a history of deceit behind you, then play the rogue, be consistent and this will be

interpreted as you simply being yourself. Your dishonesty becomes an act of honesty.

13. WHEN ASKING FOR HELP, APPEAL TO PEOPLE’S SELF-INTEREST, NEVER TO THEIR MERCY OR GRATITUDE.

Most people are very pragmatic, and when negotiating, do not bring up the need for gratitude for what you have done for others in the past. These appeals will be ignored. Pragmatic people look towards the future, so it is best to emphasize how they will benefit from an alliance with you.

Wisdom in a nutshell:

• Understand the other person’s motivation.

• See things their way and offer suggestions that will advance their cause.

• For others who want to feel superior and do not want to appear selfish, appeal to their need to

display their charity in the public eye.

14. POSE AS A FRIEND, WORK AS A SPY.

Wisdom in a nutshell:

• Gather information at social events when people’s guards are down.

• Use other people to give you the information you need.

• Mislead others by giving out false information. Watch them react and base your next action on what

you discover.

15. CRUSH YOUR ENEMY TOTALLY.

Wisdom in a nutshell:

• Show no mercy. Crush your rivals or else you will give them time to regroup and plot their revenge.

• Banish enemies or plot for the best time to render them harmless.

• Leave your enemies no options.

• Sometimes enemies will destroy themselves.

• Thoughts of reconciliation will open you up to attack.

16. USE ABSENCE TO INCREASE RESPECT AND HONOR.

Wisdom in a nutshell:

• Create value through scarcity. Make yourself less accessible; otherwise the aura you have created

around yourself will wear away.

17. KEEP OTHERS IN SUSPENDED TERROR: CULTIVATE AN AIR OF UNPREDICTABILITY.

Wisdom in a nutshell:

• A person of power instills fear by deliberately unsettling those around him to keep the initiative on

his side.

• Only the terminally subordinate act in a predictable manner.

18. DO NOT BUILD FORTRESSES TO PROTECT YOURSELF – ISOLATION IS DANGEROUS.

Wisdom in a nutshell:

• A fortress may be impregnable, but everyone knows you are there and it may easily turn into a prison.

• Power depends on social interaction and circulation.

• Isolation is deadly for the creative arts. Shakespeare was always producing plays for the masses.

He was in constant touch with reality and what people wanted.

• Mobility and social contact protects you from plotters.

19. KNOW WHO YOU’RE DEALING WITH – DO NOT OFFEND THE WRONG PERSON.

Learn to distinguish from opponent, sucker, and victim. The five difficult and sometimes dangerous marks are: the arrogant and proud, the hopelessly insecure, the suspicious, the serpent with a long memory, and the plain, unassuming, unintelligent man.

Wisdom in a nutshell:

• Measure up your opponent, but never rely on instinct. Do some research on concrete facts about that

person’s character and history.

• Never trust appearances.

20. DO NOT COMMIT TO ANYONE.

Wisdom in a nutshell:

• By refusing to commit, but allowing yourself to be courted, you become powerful because you are

ungraspable.

• As your reputation for independence grows, more people will desire you and want to conquer you.

• Politely decline. You cannot allow yourself to feel obligated to anyone.

• Seek promises from both sides, so no matter what the outcome of an election or battle, your position

is secure.

• Observe quarreling parties and stay neutral but supportive to both sides. Gain power as a mediator.

• You may commit to one to prove you are capable of attachment, but be emotionally uninvolved.

Preserve the unspoken option of being able to leave anytime and reclaim your freedom. The friends

you made while being courted will help you jump ship.

21. PLAY A SUCKER TO CATCH A SUCKER – SEEM DUMBER THAN YOUR MARK.

Wisdom in a nutshell:

• Intelligence is an important part of people’s vanity. Subliminally reassure your opponent of his

superiority.

• Playing naïve lets you see opportunities to deceive others.

22. USE THE SURRENDER TACTIC: TRANSFORM WEAKNESS INTO POWER.

Wisdom in a nutshell:

• Do not fight aggression with aggression. Put your opponent off-guard by yielding, and in effect have

more control over the situation.

• Surrender is a way of mocking your enemies.

• Surrender disguises your real motives and allows time to plan your next move.

23. CONCENTRATE YOUR FORCES.

Wisdom in a nutshell:

• Single-mindedness of purpose and total concentration on one goal will overwhelm the enemy every

time.

• A single patron appreciates your loyalty and becomes dependent on your services.

• In the arts, being too single-minded can make you an intolerable bore.

24. PLAY THE PERFECT COURTIER.

Wisdom in a nutshell:

• Avoid ostentation. Talk less about yourself. Modesty is generally preferable.

• Practice nonchalance. All your hard work must come off as effortless.

• Be frugal with flattery.

• Arrange to be noticed.

• Alter your style and language according to the person you are dealing with.

• Never be the bearer of bad news.

• Never affect friendliness and intimacy with your master.

• Never criticize those above you directly.

• Be frugal in asking those above you for favors.

• Never joke about appearances or taste.

• Do not be the court cynic.

• Be self-observant.

• Master your emotions.

• Fit the spirit of the times.

• Be a source of pleasure.

25. RE-CREATE YOURSELF.

Wisdom in a nutshell:

• Control your appearances and emotions. Play sincere, but not necessarily be sincere.

• Create a memorable character. Do not limit yourself to the role society assigns to you.

26. KEEP YOUR HANDS CLEAN.

Wisdom in a nutshell:



• Conceal your mistakes. Your good name and reputation depends more on what you conceal than on

what you reveal.

• Always have a convenient scapegoat.

• Never do the dirty work yourself.

27. PLAY ON PEOPLE’S NEED TO BELIEVE TO CREATE A CULT-LIKE FOLLOWING.

Wisdom in a nutshell:

• Keep it simple; keep it vague. Create new words for vague concepts.

• Emphasize the visual and sensual over the intellectual.

• Borrow the forms of organized religion to structure the group. Create rituals. Use names and ranks

and titles. Ask them to make sacrifices and give alms. Act like a guru or a prophet.

• Disguise your source of income.

• Set up an us-versus-them dynamic. Keep followers united by identifying outsiders as a devious enemy.

• The tendency to doubt and reason is broken down when we join a group.

28. ENTER ACTION WITH BOLDNESS.

Wisdom in a nutshell:

• The bolder the lie, the better.

• Lions circle the hesitant prey.

• Boldness strikes fear; Fear creates authority.

• Going halfway digs the deeper grave. Do not negotiate if you opponent will more likely take the

opportunity to destroy you.

• Hesitation creates gaps. Boldness obliterates them. Move swiftly and surely.

• Audacity separates you from the herd.

29. PLAN ALL THE WAY TO THE END.

Wisdom in a nutshell:

• Take into account all possible obstacles and circumstances that may prevent you from achieving your

goal, and plan how you will overcome them.

• When you see several steps ahead, you will no longer need to improvise along the way, and risk

deviating from your plan.

• Prepare alternatives and be open to adapt new routes to your goal.

30. MAKE YOUR ACCOMPLISHMENTS SEEM EFFORTLESS.

Wisdom in a nutshell:

• What imitates nature by appearing effortless and natural approximates nature’s power.

• Never show your work until it is finished. When people see the effort and time it takes to make it,

and if they witness a work-in-progress, the magic of the finished piece is spoiled.

31. CONTROL THE OPTIONS: GET OTHERS TO PLAY WITH THE CARDS YOU DEAL.

Wisdom in a nutshell:

• Make people your puppets and give them options to let them feel they have control. Force them to

choose between the lesser of two evils, both of which serve your purpose.

• Present options but color the one you prefer as the best solution.

• Force the resister into "choosing" to do what you want by appearing to advocate the opposite.

• Alter the playing field so the only options available are the ones you offer.

• Shrinking options force people to buy in now or else the goods won’t be available tomorrow.

• The weak man must be propelled into action through fear and terror.

• Involving your victim in your scheme with the threat of their exposure later will keep them tied to

you. They cannot expose you because they will be found out as well.

• Use the horns of a dilemma: whichever way they choose, there is no escape.

32. PLAY TO PEOPLE’S FANTASIES.

Abraham Lincoln created an image of himself as the homespun country lawyer with a beard. He played to the fantasy of the common man’s president.

Wisdom in a nutshell:

• People need a fantasy to escape from the humdrum of everyday life. The more vague and exotic, the

more captivating.

• Promise a pot of gold and instant gratification, rather than a gradual improvement through hard

work.

• Keep your distance so the fantasy remains intact.

33. DISCOVER EACH MAN’S THUMBSCREW.

Wisdom in a nutshell:

• Every person has a weakness or insecurity you can use to your advantage.

• Train yourself to probe for weaknesses in everyday conversation.

• Find the childhood need that went unfulfilled, supply it, and your victim will be unable to resist you.

• People’s weaknesses are the opposite of the qualities they reveal to you. The shy person is actually

dying for attention; a prude may be hiding a lascivious soul, etc.

• Find the weak link or the one person in a group who will bend under pressure.

• Feed on uncontrollable emotions or motive – paranoia, lust, greed, vanity, or hatred.

• When searching for suckers, always look for the unhappy, insecure and dissatisfied.

34. BE ROYAL IN YOUR OWN FASHION: ACT LIKE A KING TO BE TREATED LIKE ONE.

Wisdom in a nutshell:

• How you carry yourself reflects what you think of yourself. Exude confidence and the feeling you were

destined for greatness.

• Do not confuse regal bearing with arrogance.

• Dignity is the mask you assume under difficult circumstances. Act like nothing can affect you and

you have all the time in the world to respond.

• Set your price high and do not waver.

• Deal with the highest person in the building.

• A gift is an equalizer. You do not beg but ask for help in a dignified way.

35. MASTER THE ART OF TIMING.

Time as a human-made concept and there are three kinds of time we deal with when building power: Long Time, Forced Time, End Time

The Long Time is the years-long period of waiting for the right opportunity while creating a strong foundation or base to work from.

Forced Time is upsetting the timing of others and setting their deadlines for them. The opponent will be more likely to make mistakes because of the need to hurry, or in the case of business, will be forced to buy whatever you offer because the time to make a decision is limited.

End Time is when we execute a plan with speed and absolutely no hesitation.

Wisdom in a nutshell:

• Never look as though you are in a hurry. It betrays a lack of control.

• Learn to stand back and be patient. Strike only when the time is right.

• Anticipate events and work with the spirit of the times.

• Recognizing the prevailing winds does not necessarily mean running with them.

36. DISDAIN THINGS YOU CANNOT HAVE: IGNORING THEM IS THE BEST REVENGE.

Wisdom in a nutshell:

• The more attention you pay an enemy, the stronger you make him. The less interest you show, the

more superior you seem.

• Remember: You choose to let things bother you. You can just as easily choose to consider the matter

trivial and unworthy of your interest. That is the powerful move.

• If it is impossible to ignore, then secretly get rid of it. Sometimes threats just go away by themselves.

37. CREATE COMPELLING SPECTACLES.

Wisdom in a nutshell:

• Never neglect the way you arrange things visually.

• Associate yourself with colors, images and symbols that communicate strong messages.

• People are always impressed by the superficial appearance of things, the grand, and the spectacular,

what is larger than life.

38. THINK AS YOU LIKE BUT BEHAVE LIKE OTHERS.

Wisdom in a nutshell:

• Wise and clever people learn early on that they can display conventional behavior and mouth

conventional ideas without having to believe in them.

• Put on the mask appropriate to the group you are joining.

39. STIR UP WATERS TO CATCH FISH.

Wisdom in a nutshell:

• Anger and emotion are strategically unproductive. Make your enemies angry but stay calm yourself.

• Angry people usually end up looking ridiculous.

• Nothing in the game of power is personal.

• An occasional outburst may be powerful, but use anger too often and it loses its power.

40. DESPISE THE FREE LUNCH.

Wisdom in a nutshell:

• By paying your own way you stay free of gratitude. What is offered for free normally has a hidden

obligation.

• Generosity is a sign of power. Most powerful people spend freely and are not misers.

• Use money as a way to give pleasure to others and win them over.

41. AVOID STEPPING INTO A GREAT MAN’S SHOES.

Wisdom in a nutshell:

• Choose a different path and personal style if you are the daughter or son of a great person.

You will forever be in your predecessor’s shadow unless you find a way to shine on your own.

• Only after the father figure has been done away with will there be space to establish a new order.

• Do not become complacent once you reach success and security. Prosperity makes us lazy.

Writers like Tennessee Williams and Fyodor Dostoyevsky preferred the struggle to security;

the way poverty or emotional difficulties pushed them to create good work.

42. STRIKE THE SHEPHERD AND THE SHEEP WILL SCATTER.

Wisdom in a nutshell:

• Within any group, trouble can be traced to a single source, the unhappy, chronically unsatisfied one

who stirs up dissension and infects the group. Recognize troublemakers by their complaining nature.

Separate him from the group.

• In every group power is concentrated in the hands of one or two people. Human nature shows people

will orbit around a single strong personality.

43. WORK ON THE HEARTS AND MINDS OF OTHERS.

Wisdom in a nutshell:

• Aim at the primary emotions: love, hate, and jealousy. Be alert to people’s individual psychologies and

their basic emotional responses.

• Maintain a stable of writers, artists, or intellectuals who are very good at appealing to people’s hearts

and minds.

44. DISARM AND INFURIATE WITH THE MIRROR EFFECT.

Wisdom in a nutshell:

• The neutralizing effect: Do what your enemies do, follow their actions and they will not see what

you are up to. When you mirror them, if mocks and humiliates them. Mimicry infuriates.

• The Shadow effect: Shadow your opponents’ every move, gather information, and gain insight to

their routines and habits without them seeing you.

• The Mirror effect: Show you understand by reflecting their innermost feelings.

• The Moral effect: Teach others a lesson by giving them a taste of their own medicine.

• The Hallucinatory effect: offer a perfect copy of an object, place or person and see how people take the

bait.

45. PREACH THE NEED FOR CHANGE, BUT NEVER REFORM TOO MUCH AT ONCE.

Wisdom in a nutshell:

• Make change and reform seem like a gentle improvement on the past. People are creatures of habit

and the sudden change will cause some to rebel.

• Disguise change by dressing it in tradition.

46. NEVER APPEAR TOO PERFECT.

Wisdom in a nutshell:

• Never underestimate the power of envy. Occasionally reveal a weakness, defect, or anxiety, or find

new friends. It is the people in your own circle of peers who will be the first to envy your success.

• Envy is often a problem for people who have great natural talent. You may think you are charming

people with your natural talent when in fact they are coming to hate you for it.

• To deflect envy, employ a display of weakness, or a harmless vice.

• Envy is disguised sometimes as excessive praise, or slander and criticism. Win your revenge by

ignoring the envious.

• Reversal: Display the utmost disdain for those who envy you. Instead of hiding your perfection, make

it obvious. Make every triumph an opportunity to make the envious squirm.

47. DO NOT GO PAST THE MARK YOU AIMED FOR; IN VICTORY, LEARN WHEN TO STOP.

Wisdom in a nutshell:

• The powerful know that the essence of strategy is controlling what comes next.

• There is no better time to stop and walk away than after a victory.

48. ASSUME FORMLESSNESS.

Wisdom in a nutshell:

Accept the fact that nothing is certain and no law is fixed. Be as fluid and formless as water, adapting and moving with change naturally. The powerful are creative in expressing something new. Play the chameleon but break your enemy from the inside. Morph and adapt but keep your long-term strategy in mind at all times.