The Power of LEO: The Revolutionary Process for Achieving Extraordinary Results

The Power of LEO: The Revolutionary Process for Achieving Extraordinary Results
Subir Chowdhury

A Simple Method of Continuous Improvement, October 12, 2011
By
John Chancellor "Mentor coach" (Spring Hill, TN) - See all my reviews

This review is from: The Power of LEO: The Revolutionary Process for Achieving Extraordinary Results (Hardcover)
As the market place continues to become more and more competitive and crowded, everyone seems to be looking for different ways to improve their product/services. There seems to be constant pressure to improve quality and at the same time cut costs. There are lots of different programs tailored to individual companies or industries, but these are generally too specific to apply across a wide range of company sizes, products and processes. LEO is a simple process which can be adapted to any size company in any industry or service.

Subir Chowdhury, the author, has written and interesting and informative introduction to LEO - the process which stands for Listen - observe and understand the what is happening currently; Enrich - explore and discover new and better solutions; and Optimize - improve and perfect.

The book is well written and easy to read. The layout, format of the book is extremely reader friendly, making it possible to read the entire book in a couple of hours.

Mr. Chowdhury shows how LEO can be used to put out fires - solve problems which are causing immediate problems, to fixing the flow - improving the process, to defining the future - creating new products. He then goes into detail using case studies to show each separate function of the LEO model. He shows how to Listen hard, how to enrich the product/process and finally how to optimize.

Finally he walks the reader through an all-out process where one company engaged in an 18 month implementation of the LEO method and gives a good overview of how the work was carried out.

As with any change process, he stresses that without buy-in and continual support from the CEO, the process will be doomed to fail. He takes great care to talk about the natural dissenters to any change process and how to effectively deal with them.

While this process will work for any business, this book is not a how-to manual. This book gives you a good understanding of the power of LEO - what it can do. You will learn some skills and techniques that make LEO work. But if you wish to implement LEO in your organization, you are going to need some outside help. There is a standard LEO program which Mr. Chowdhury's company starts with and then modifies for each specific assignment.

The final chapter of the book talks about how LEO - the quest for continual improvement can and should be adopt by individuals. "We have a choice. We can simply accept what's happening and spend our energy groaning and criticizing, or we can, as individuals, try to make a difference.

I believe we would all do a better job if we were to listen more carefully, look for better ways to do things and constantly optimize whatever we are doing in our lives - either work or personal.

The book offers lots of examples of how LEO has been applied to a very wide range of companies and problems. If your company is operating at less than peak, you certainly should consider using The Power of LEO to improve your results.


http://www.amazon.com/Power-LEO-Revolutionary-Achieving-Extraordinary/dp/0071767991

Hire for Attitude, Train for Skill

Hire for Attitude, Train for Skill
By Dan Bowling On January 12, 2012 · Leave a Comment · In Psychology At Work


Catchy title, eh? Too bad I stole it from an article in this month’s Talent Management magazine. Don’t tell anybody over there, but do read Ronnie Reese’s article. It is an excellent overview of how talent acquisition in many successful companies is focused on the personality and character traits of recruits, more than their specific job skills.

I know hiring managers who spend more time learning about the background and makeup of the fish they are ordering in a restaurant (wild-caught or farm-raised? Bay or ocean? Cold or warm water? Was it a happy fish?) than of their new hires. Or they exhaustively review and test the skills and job experience of the candidate but make no inquiry into attitude.

Big mistake. “Eighty-nine percent of the time, if a new hire fails, they fail for attitude, not for skills,” says Mark Murphy, author of Hiring for Attitude, quoted in the aforementioned article. Famed research psychologist Chris Peterson bemoans the failing of many companies to hire for attitude in one of his academic articles, saying “strengths of character are a neglected but critically important resource for organizations.”

The good news is more and more organizations such as Apple, Google and Ritz-Carlton understand that the psychological makeup of their recruits is critical, and go to great lengths to ensure new hires can fit within their unique cultures. In fact, much of the aforementioned Talent Management article focuses on issues regarding cultural fit, providing examples from “great attitude” companies such as Southwest Airlines. The general rule – one I firmly endorse – is to figure out what strengths make your organization special and unique, and try to identify recruits who reflect those strengths.

But are there certain traits that are present in the all successful hires, regardless of the specific culture of the organization? Peterson, along with his research colleagues Martin Seligman and Nansook Park, suggest there are. Among the most common are:
Optimism
Hope
Curiosity
Zest

By now you are probably saying “sure, this makes sense, but we don’t have the resources to hire a bunch of Ph.D.s to redesign our talent acquisition processes to scope out these things.” The good news is that the Internet, as well as certain research foundations, have made measurement tools readily available, inexpensive and non-intrusive. I have written about several of these in past blogs, including Peterson’s free Values in Action inventory of strengths. In the time it takes you to read this article, you could have started taking one of these surveys yourself, and within moments have a printout of your strengths, traits and attitudes (links to the VIA can be found in the blog about it). Go ahead, give it a test drive, then try it out on a few people during the pre-hire process (there are far fewer legal implications than you might think). If you don’t like the VIA, several of my more dedicated readers have provided links to similar tests their firms provide, and I imagine in the comments posted under this you’ll be given some more examples to check out.

Even if you don’t want to institute formal measurement tools into your talent acquisition processes, you can accomplish much of the same thing by following one simple rule: hire optimistic people. Optimism is the mother of all good attitude traits. Evidence abounds that optimism, which is closely correlated with happiness, is a very strong predictor of workplace performance in almost all domains. Yes, law, actuarial work and some investment jobs find a dose of pessimism a helpful professional attribute, but even in those fields it is usually the more optimistic who rise to the top. Optimists close more sales, rebound from failure more quickly, miss less work and are less likely to sue their company if things turn sour.

And optimism is pretty easy to parse out during the hiring process. Ever interview a surly misanthrope who hated his last job and sees problems and roadblocks everywhere when you talk to him? Chances are he’ll find reasons to hate you, sooner or later.

Let the competition have him.



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About The Author
Dan Bowling

Daniel S. Bowling III is an expert on the science of well-being and work and conducts empirical research on this topic through the University of Pennsylvania. Formerly, he was a partner in a major law firm and later, the global head of human resources at Coca-Cola Enterprises, where he directed all HR activities for more than 80,000 employees worldwide. He currently holds faculty positions at both Duke Law School and UPenn. He also leads a consulting firm, Positive Workplace Solutions, that works with some of the largest institutions in the country showing that well-being enhances not just life satisfaction but productivity and performance, and writes and speaks extensively on these topics. He can be reached at editor@TalentMGT.com.


http://blog.talentmgt.com/2012/01/12/hire-for-attitude-train-for-skill/

Starbucks Founder Howard Schultz on How to Overcome Success

Starbucks Founder Howard Schultz on How to Overcome Success

6 Dec 2011

How do you know when your business is regressing? What do you do when you find out?


Last March, Starbucks founder Howard Schultz connected with Lewis Schiff, executive director of Inc. Business Owners Council, for an interview. Schultz was discussing his just-launched book, Onward: How Starbucks Fought for Its Life Without Losing Its Soul. He spoke with Schiff about Starbucks’s history in general, but he especially focused on his re-entry as CEO in January 2008, and his thoughts about what comes next. Here is some of what he said:
[Success meant] we were literally on this magic-carpet ride where everything we did, in every city, every country, almost without trying, was working. and it produced a sense of invincibility….Hubris and complacency began to establish themselves in the company, and I felt it was like a virus.
You get to thousands of stores, and people think money grows on trees. I had to remind people of the entrepreneurial heritage of the company.
[During start-up] I had such fear, because we couldn’t make payroll….I remember, literally, looking at pieces of paper, deciding what vendor we are gonna pay, and then what vendor we are gonna have to tell a story to.
I found this poster in a magazine—a photograph of hands in dirt, and I put it up in the boardroom. The poster says, “Those people willing to get their hands dirty are going to succeed.”
I wanted to say to our people that, when we started this business, we were in the roots of Starbucks and right now we’re managing the company at 30,000 feet. and from this minute forward, that is over.
I think great entrepreneurs must have the curiosity to metaphorically see around the corner. What’s coming? What can I anticipate that other people don’t see? And then you must have the courage of your convictions to execute the strategy.
There’s been such a seismic change in consumer behavior, and as a result of that, any business—small or large, consumer-based or not—that continues to embrace the status quo is, in my view, in deep trouble.
So the question is, How do you create the balance between preserving your core business but at the same time pushing for relevant innovation?
For us, I never imagined that people were going to be walking in with their computer and spending hours at Starbucks as their office. We certainly never got a rent check. But once we saw that, the question was, could we create something that could enhance the experience?
You’ve got to be curious. Where is technology moving? How is the consumer embracing it? And then you need to ask yourself, What can we do as an enterprise to be highly relevant to the seismic change in consumer behavior?


http://thebuildnetwork.com/2011/12/starbucks-founder-howard-schultz-on-how-to-overcome-success/

Building Better Business Acumen

Building Better Business Acumen
E. Ted Prince - 7/25/10

Return to: http://clomedia.com/views/articles/building_better_business_acumen/


Developing business acumen enterprisewide is a difficult undertaking, but it meets a critical training and development need as well as restores much-needed street cred to the learning function.

What does business acumen have to do with leadership development? This is a common question among CLOs. The fact that it is still asked speaks volumes about where leadership development is — and where it is not.

We are just coming out of the deepest economic recession since the 1930s. Millions are out of work. Companies are still trying to figure out how to produce profits in the face of such challenges as carbon caps, health care reform and social sustainability. If nothing else, business acumen is a critical need for all companies if they are first to survive and then to prosper. Business acumen is a key requirement for being an effective leader.

Business Acumen Before the Great Recession

Flash back to two or three years ago, when companies were still prospering and no one was talking about business acumen in reference to leadership development. When everyone is making money, they all feel that they have high business acumen and that they don’t need any training or development in it.

However, today it has been made clear that many of these executives did not have high business acumen and sorely needed it. The results of ineffective or bad financial behaviors usually appear several years in the future rather than in the year they occurred. In fact, it is often precisely when enterprises are most profitable that business acumen is at its lowest, and anyone promoted into a leadership position will appear to have been responsible for that profitability, even if he or she had no business acumen at all.

Many senior executives in all industries tend to be deluded about their own levels of business acumen. The delusion may actually become stronger as they move up the corporate ladder since the progression reinforces the notion that they got there because of their business acumen.

Before the Great Recession, leadership development was essentially a boom-time phenomenon. It could afford to focus on traditional leadership competencies such as interpersonal skills, emotional intelligence and decision making. To some extent, leadership development had atrophied into the study of leadership when things are going well.

Today, we are in a very different place. Business acumen is all about showing how our behaviors directly impact and improve business outcomes, measured in financial and market value terms. Business acumen development aims to fill the chasm in traditional leadership development programs, which involves the behavioral skills that lead to increases in profitability and market value.

Business acumen is defined as the capability to bring about positive business outcomes. The precise definition we use in our work is the behavioral propensity to create capital. Note that “capital” used this way does not always, or even necessarily, refer to financial capital. It also can refer to the creation of social capital, as in nonprofits, or political capital, as in government organizations.

Desired Outcomes of Development

Before we discuss the approaches to business acumen, it’s important to identify the desired outcomes of a business acumen program. These include the increased likelihood that:
Participants are aware of their own impact on financial outcomes and change their behavior to improve this impact.
Participants are more cost conscious. They will know how to make the correct cost-value trade-offs.
Participants understand how their behavior impacts value-creating activities in the organization and, in turn, understand how this impacts gross margin. They will then make behavioral and process changes to increase the gross margin impact of their actions and decisions.

Participants know how to assess their own business acumen and that of their managers and effectively use this information to improve financial and business outcomes.

Participants understand how to improve their alignment with the organization’s financial performance, innovation and market-value goals.

Participants understand how to integrate this approach into other organizationwide approaches, both in the human capital realm and other areas, such as finance, marketing, sales, production and distribution.

You will notice one important omission in this list — nowhere does it state that the person will have more knowledge of finance or economics as a result of the business acumen program. The reason for this is that it is becoming increasingly apparent that business acumen and financial literacy are not the same thing. This is because business acumen is not a technical skill: It is a set of behaviors that are independent from intelligence, technical skills and financial knowledge. This has some important ramifications for business acumen programs.

Business acumen programs aim to have a measurable impact on financial outcomes. Three main approaches to measuring and developing business acumen have been evolving in the market:
Building financial literacy.
Conducting business simulations and games.
Using behavioral tools for assessment and intervention.

Building Financial Literacy

This is perhaps the most common approach, and unfortunately it is also the most misguided. It usually involves either conducting in-house financial training, or for more senior executives, sending them off to a program at a university.

In addition to the fact that having high financial literacy has nothing to do with making money, there are other reasons why this approach generally does not result in the desired outcomes listed above. First, most managers sent off to universities already have business qualifications, so they are getting more of the same — not something different — in the area of improving their own financial behaviors.

Second, universities do not have a model of business acumen. They also do not possess the tools to measure the individual business acumen of their students to establish a behavioral base line against which an intervention program for them can be devised. Furthermore, university courses are not designed to teach business acumen; they are designed to teach the understanding of accepted financial and economic models.

However, there is one exception to the above: conducting internal programs for more junior managers who have no formal business qualifications. Such programs will not provide them with business acumen, but may offer them some knowledge that will help them better understand business outcomes.

Conducting Business Simulations and Games

A second approach is conducting internal business simulations and games. While this approach is a step in the right direction, it comes with its own issues. These include the likelihood that:
These games never involve obtaining a behavioral base line for the participants so one can never know if they had any measurable behavioral impact.
Participants are usually rated by observers; however, the Hawthorne effect states that people act differently when they know that they are being observed. We have no way of knowing how they will actually act if they are not being observed and how they will act in a real business situation.

Often the simulation is too artificial to be of real-world relevance.

One other factor to note is that business simulations are usually conducted with relatively junior staff. It appears that there is the perception by senior managers that these simulations are not real-world enough to meet their own needs at their particular levels. It is relatively unusual for this approach to be conducted with senior managers.

That said, however, simulations and games can be a useful component of a business acumen program — as long as they are not the only component.

Behavior-Based Assessment and Development

In this approach, there is a formal behavioral model of business acumen as well as behavioral assessments based on this model. Participants start by completing these assessments as a basis for an assessment of their business acumen and to provide the behavioral data required for an intervention program targeted at their unique behavioral needs. These assessments are used not only for the assessment of individuals, but also for the assessment of the financial impact of teams they are on, including the impact on the company’s market value.

The rationale for behavioral assessment is that different individuals respond in different ways to financial cues and signals. If we don’t understand these differences, we can’t get a clear picture of individuals’ current capabilities — meaning we won’t be able to address their intervention needs.

In particular, the team behavior data is necessary so that we can understand alignment issues in the financial mission of the individual compared with that of the team, as well as that of the overall organization. As such, behavior-based programs for business acumen are also really team effectiveness programs, in which the aim is to increase the effectiveness of the team in terms of financial and market value outcomes.

Behavior-based business acumen programs are new. Conceptually, they derive from the new disciplines of behavioral finance and behavioral economics, although they also leverage the more traditional topics of personality and competency. We can expect this area to be a key channel for advancing business acumen development in leadership programs, especially at the more senior levels.

The Future

Leadership development has to adapt to become relevant in bad or even “normal” times instead of only in good times. This will require some major changes in leadership development programs and in the mindset of the people who run them.

Many learning leaders may not feel comfortable in the area of business acumen, since often they do not have a business background. Yet, in order to keep abreast of the field, they will have to get acquainted with it. The good news is that this will make leadership development professionals more attuned to the needs of the business side of organizations and provide them with the street cred they need to accomplish important learning and development — and broader strategic — goals.


http://clomedia.com/articles/view/building_better_business_acumen/print:1

Making Ethics Part of the Brand Identity

Making Ethics Part of the Brand Identity
Community: Talent Leadership Track: Leading Ethical Organizations
Webcast: Webcast Airs: February 9, 2012

Many companies strive to stand for something greater than themselves. For example, Apple is synonymous with innovation, and Google is synonymous with search. But the branding of a company and its’ defining culture and mission is the result of a well-executed strategy that incorporates many different leaders and business units aligned to achieving the same goal.

In the same vein, ethical companies are no accident. A culture guided by morality and principles is result of organizations shaping that brand internally, externally, and through the work environment. Internally, ethics must be championed through engagement, diversity and empowerment among employees, while they are externally shaped by social media, consumer confidence, and press exposure. Don’t miss these key takeaways:

Learn what components must be in place to build a climate where employees and clients are advocates of an ethical brand
Discover how fostering a moral organization culture affects employees and customers
Find ways to strengthen ethical climates in your organization

http://www.hci.org/lib/making-ethics-part-brand-identity?utm_source=HCI_Members_Email&utm_medium=email&utm_campaign=01-20_DD_Lead_Mbr&utm_content=pemimpin2001%40yahoo.com

Fuel-Injected Leadership

Fuel-Injected Leadership
BLOG: Author: Joy Kosta


Years ago, when taking a family drive on Sundays was a typical outing, we would inevitably get lost. This would perturb my older sister (who became a scientist), but for me, being someplace new was when the sense of adventure began (in retrospect, our respective career choices make great sense). My parents used to say (this was before there was GPS and i-phones), "You're never lost as long you have gas in the tank." So I appreciate them encouraging my quest for what's new. And Yogi Berra said, "We're lost, but making good time." However, in today's business world, organizations don't have unlimited fuel (either tangible assets or intangible assets) to find out where they're going. Our individual competitive advantage as a leader is the fuel injection for how our organization runs, stalls, idles, or performs at full throttle.

The #1 question on Gallup Q12 (questions that indicate engagement and productivity) is: "Do I know what is expected of me at work?" According to Wagner and Harter, in The Elements of Great Managing, groups that have high scores on this item are more productive, profitable and creative. Clear expectations account for productivity gains of 5 to 10%. It's hard to achieve your objectives without alignment of your people, yet fifty percent of employees don't know what is expected of them at work, and the more complex the job, the higher the uncertainty. So if you've launched an updated business strategy to kick off the year, don't neglect the follow-up regarding how does this break down into what will people do differently and what actions will they continue. This is what creates a line of sight and cascaded goals that achieve objectives by design.

Bill Kling, founder of the American Public Media Group, in a recent NY Times interview, says, "…There is not one formula for leadership. There are…people who are really good at motivating people. There are innovative leaders who are really good at conceiving of products or spotting talent and have great vision for the company… Every CEO needs an executive team to be balanced to fit their strengths." Marcus Buckingham might recommend that we ask ourselves, what is our individual leadership strength/competitive advantage? And then round out our team with other strengths to compliment ours. Cisco and Lockheed Martin practice "the branding of a company and its defining culture and mission is the result of a well-executed strategy that incorporates many different leaders and business units aligned to achieving the same goal."

Often a leader's primary strength needs to match what the organization needs at that point in time — innovation for start-ups, financial health to stay in the game, and leveraging talent assets all along the way. Bill Kling thinks the strongest criterion for leaders is creativity and innovation. Jim Clifton, CEO of Gallup, in his new book, The Coming Jobs War, says, "The competition or 'war' for good jobs…is a war for the best customers first. He who wins that war, wins the jobs war. Almost no leader has this figured out." In a Forbes interview of Clifton by branding expert Dan Schawbel, they both cast their vote with the entrepreneurial leader who can conceive of new products and services (and hence create value-adding jobs) that will win customer market share.

We ignore the obvious, that a fresh perspective reveals surprising insights. What if an outside trusted leader toured your company to recommend opportunities? (It might seem like a blend of the reality TV shows, Undercover Boss and Wife Swap!) But if you returned the service, it could be a consultative exchange of shake-up innovative ideas, because after all it is human to have blind spots. Or, what if a board member went undercover to id areas of opportunity? Especially when your board is hiring for a Chief Executive, these insights would provide dialog that prioritizes the qualities needed in the new leader for the company at that point in time.

An HCI executive workgroup member from a fairly conservative (aka highly regulated) industry places high value on innovation, says, "It's time for leaders to do more than think outside of the box. Sometimes it's time to break the box." These questions about maintaining competitive advantage may not keep you up at night, but they are worthy of scheduled reflection and exchange with peers:
What is your personal competitive advantage?
How are you guiding the execution of your new business strategy?
How do you deploy your top team to complement your personal strengths?
How do you invite a fresh perspective (i.e. from a trusted colleague or a Board member) to id blind spots and areas of opportunity?

------------------------------------------------------------
Joy Kosta, HCS, SWP
Senior Director, HCI Talent Communities, Education Faculty , Human Capital Institute (HCI)

As Senior Director of the Talent Development and Leadership Communities at The Human Capital Institute, Joy brings twenty-five years of experience in multiple facets of organizational development, human resources and business management with an emphasis in customer satisfaction, service quality, process improvement, and applying the Malcolm Baldrige Criteria for Performance Excellence. As founder and President of Performance Partners in Health Care, a company dedicated to building better patient experiences, she has authored several curriculums in leadership and staff development, and co-authored with Harold Bursztajn, MD Senior Clinical Faculty member, Harvard Medical School, "Building a Treatment Alliance with Patients and Families."
Experience
Enterprise Practice Leader, Team Leader Talent Development and Leadership at Human Capital Institute
January 2006 – Present

Joy Kosta, Human Capital Strategist, is Senior Director of Talent Communities and Enterprise Practice Leader at HCI. Drawing on three decades in organizational and talent development in multiple industries and as CEO in her former consultancy, she builds robust communities of practice at HCI in Development and Leadership. Joy brings twenty-five years of experience in multiple facets of organizational development, human resources and business management with an emphasis in customer satisfaction, service quality, process improvement, and applying the Malcolm Baldrige Criteria for Performance Excellence, and frequently contributes to articles on talent management and HCI events in addition to Leadership Community webcasts.
Senior Director, HCI Talent Communities, Education Faculty at Human Capital Institute (HCI)
Present



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Building & Implementing a Balanced Scorecard: Nine Steps to SuccessTM

Building & Implementing a Balanced Scorecard:
Nine Steps to SuccessTM


The Institute’s award-winning framework, Nine Steps to SuccessTM, is a disciplined, practical approach to developing a strategic planning and management system based on the balanced scorecard. Training is an integral part of the framework, as is coaching, change management, and problem solving. Emphasis is placed on “teaching clients to fish, not handing them a fish”, so the scorecard system can be sustained.

A key benefit of using a disciplined framework is that it gives organizations a way to ‘connect the dots’ between the various components of strategic planning and management, meaning that there will be a visible connection between the projects and programs that people are working on, the measurements being used to track success, the strategic objectives the organization is trying to accomplish and the mission, vision and strategy of the organization.

More Information:
How does all of this terminology fit together logically?
What is a balanced scorecard?



http://www.balancedscorecard.org/BSCResources/TheNineStepstoSuccess/tabid/58/Default.aspx

http://www.balancedscorecard.org/LinkClick.aspx?fileticket=D%2bEwibKKLeA%3d&tabid=58

The Two Core Fears and the Fear of Failure

The Two Core Fears and the Fear of Failure by Lisa Jimenez

All of these surface fears fall into two categories, which are the core fears: Fear of Failure and Fear of Success. If you experience fear of commitment, responsibility, growing up, or change, your core fear is the fear of success. If most of your anxiety comes from fear of rejection, confrontation, or not measuring up, your core fear is the fear of failure.

Let’s talk today about the fear of failure. The fear of failing is more common to the person who experiences anxiety from confrontation, rejection, or a feeling of not measuring up (the perfectionist). Your fear of failure has held you back. I see it in the new consultant who will not give a class or an opportunity meeting until they can be sure it will be perfect. So they read and reread their training manual to exhaustion. The reality is there is no better training than real-world, in-the-trenches experience!

Failure is part of your journey of success. Psychologists tell us that if a child has not had a serious fall within the first year of life, they are being too closely guarded (smothered). It’s the same with your life. Is your life too closely guarded? Are you being smothered in safety? Do you allow yourself to risk? Give yourself permission to make a big mistake! Every successful life is sprinkled with failure. It means you’re growing! Failure is a part of success. When you change your beliefs about failure—and what it’s about—you’ll silence your fears. Failures are stepping stones taking you closer to success. Give yourself permission to risk, try something new, make a mistake, and live a bold, imaginative, daring life!

Face Your Fear of Failure

Have a great day!
Lisa Jimenez

50 Jenis Kelainan Seks July 13, 2011

50 Jenis Kelainan Seks
July 13, 2011
siarin

Perilaku seks menyimpang sering kita temui di lingkungan sekitar kita, tidak semua jenis penyimpangan membahayakan tergantung tingkatannya apakah masih wajar atau sudah kronis. Apa saja jenis-jenis kelainan seks itu, berikut 50 daftar jenis kelainan seks yang mungkin perlu anda ketahui.

1. ABLUTOPHILIA
Ini adalah perasaan terangsang kalau memikirkan mandi dengan air hangat, orang ini pasti mandinya lama.

2. ACROTOMOPHILIA
Tergila gila dengan amputasi. bukannya orang ini senang diamputasi, tetapi ia bergairah kalau melihat tubuh manusia yang bagian tertentunya, misalnya kaki sudah diamputasi.

3.AMAUROPHILIA
Punya kegemaran berhubungan seks dengan orang buta atau orang yang ditutup matanya.

4. ANACLITISM
Hubungan seks dimana salah satu pelakunya berpura pura menjadi bayi dan diperlakukan seperti bayi juga, misalnya belajar pipis, mengenakan popok atau bermain boneka.

5. AUTAGONISTOPHILIA
Orang ini juga senang pamer diri, tapi agak berbeda dengan exhibitionist yang terang-terangan, dia lebih suka menciptakan suasana yang memudahkan orang lain untuk melihatnya telanjang, misalnya membiarkan tirai jendelanya terbuka dan ia akan berjalan-jalan di rumah sambil telanjang.

6. AUTOEROTIC ASPHYXIATION
Bahasa simpelnya mencekik dalam kegiatan seksual biasanya onani agar rasanya lebih nikmat. Vokalis INXS, Michael Huthcence yang ditemukan tewas tergantung diduga bukan bermaksud bunuh diri, tapi ingin mempraktekkan teknik ini.

7. AUTOPEDERASTY
Suatu obsesi yang biasanya timbul pada masa puber, untuk memasukkan penis ke dalam lubang pantat sendiri.

8. BACKSWINGING
Ini adalah anal seks yang dilakukan dengan posisi si obyek yang digarap tidur tengkurap.

9. BASTINADO
Bentuk penyiksaan dengan cara memukuli telapak kaki berulang ulang untuk memperoleh kepuasan seksual.

10. BELONEPHILIA
Ini perasaan bergairah kalau melihat benda-benda kecil dan tajam seperti jarum. Orang ini juga merasa terangsang kalau ditindik.

11. BEASTIALITY
Ini kegiatan berhubungan seks dengan binatang. Kegiatan ini konon sudah dilakukan sejak jaman Romawi kuno. Mungkin karena pada waktu itu populasi manusia masih sedikit.

12. BDSM
Singkatan dari Bondage and Discipline, Sadism and Masochism. Istilah ini berhubungan dengan permainan seks yang melibatkan ditimbulkannya rasa sakit untuk memperoleh kenikmatan.

13. BUKKAKE
Kegiatan yang berasal dari Jepang. Intinya, seorang wanita dikubur di tanah sampai sebatas kepalanya saja lalu beberapa orang mengelilinginya melakukan masturbasi bersama-sama dan menembakkan spermanya ke kepala si cewek.

14. C & B TORTURE
Cara-cara penyiksaan terhadap penis dan dua teman bulatnya, yaitu digigit, dicubit, ditampar, ditarik sampai melar, disundut dan sebagainya.

15. CANDLING
Aktivitas pemuas kebutuhan seksual dengan cara melelehkan lilin cair yang masih panas ke bagian tubuh tertentu.

16. CATAGELOPHILIA
Mungkin orang yang menderita ini adalah orang yang humoris, pasalnya dia akan merasa terangsang kalau merasa dipermalukan.

17. CRHEMASTITOPHILIA
Ini adalah perasaan terangsang yang dirasakan orang kalau dirampok.

18. CLOT
Kegemaran mengintip wanita melakukan hal-hal yang berhubungan dengan menstruasi, misalnya cewek memasang pembalut ke vaginanya atau mencopotnya.

19. COPROPHILIA
Merasakan kenikmatan seksual dengan bermain-main dengan kotoran tinja.

20. COPROPHAGIA
Hampir sama dengan yang di atas, sama-sama menyukai kotoran, tapi yang ini merasa puas kalau memakannya.

21. CUTTING
Sesuai namanya, ini kegiatan menyayat kulit untuk mendapatkan kepuasan seksual.

22. DACRYPHILIA
Carilah pasangan yang cengeng, ini kepuasan seksual yang dirasakan penderitanya kalau melihat pasangannya berlinang air mata.

23. DAISY CHAINING
Sekumpulan cowok berkumpul membentuk semacam lingkaran dan saling memasturbasi satu sama lainnya.

24. DOGGING
Disebut juga park and ride. Ini kegiatan bercinta dalam mobil di tempat parkir yang terpencil dengan ditonton orang yang mengelilingi mobil itu.

25. DOUCHING
Berasal dari bahasa perancis, douche. Ini berarti menyemprotkan air ke dalam vagina untuk memperoleh kenikmatan seksual.

26. ELECTROPHILIA
Sesuai namanya, dia terangsang kalau mendapatkan kejutan listrik.

27. EXHIBITIONISM
Perasaan puas yang timbul kalau memamerkan organ seksualnya atau melakukan aktivitas seksual di muka umum.

28. FISTING
Memasukkan seluruh bagian tangan ke lubang pasangannya, umumnya vagina, tapi bisa gunakan imajinasi untuk lubang yang lain. Kegiatan ini biasanya dilakukan oleh orang yang sudah ahli.

29. FLASHING
Penggemarnya suka memamerkan alatnya di depan umum, mirip exhibitionist, tapi barangnya itu hanya dikeluarkan sekilas. Kalau ada orang seperti itu di dekat anda dan anda tidak cermat, bisa-bisa anda melewatkan pemandangan langka itu.

30. FROTTAGE
Ini sering dilakukan oleh para lelaki yang sering naik kereta api dalam kota ataupun bus yang penuh sesak. Orang ini mendapatkan kepuasan dengan menggesek-gesekkan anunya ke obyek terdekat, bukan bangku, tapi ke cewek.

31. URTLING
Kegiatan menghidupkan tokoh di majalah anda. Pada gambar cewek yang ada di majalah atau foto dilubangi pas di selangkangannya atau di bagian lain sesuai selera, lalu si pelaku akan memasukkan anunya ke lubang guntingan itu dan bermasturbasi dengannya. Rasanya mungkin mendekati aslinya, tapi awas teriris kertas.

32. GYNOTIKOLOBOMASSOPHILIA
Tidak penting kalau anda tak bisa mengeja istilah super panjang dan rumit ini, yang penting anda tahu artinya, bahwa orang ini mempunyai kegemaran seksual memasukkan anunya ke dalam telinga pasangannya.

33. HUMMING
Ini variasi oral sex, dimana si cewek mengoral sambil menyenandungkan lagu favoritnya. Yang dicari adalh sensasi vibrasi pada nada rendah yang ngebass.

34. HYBRISTHOPILIA
Kepuasan yang diperoleh setelah melampiaskan amarah, misalnya dengan memaki-maki atau bersumpah serapah.

35. KERAUNOPHILIA
Hati hati kalau sedang berteduh di halte bus sewaktu hujan deras kalau ada yang mengidap kelainan ini, artinya kepuasan setelah mendengar suara gemuruh kilat.

36.KLISMAPHILIA
Kenikmatan seksual yang diperoleh dengan cara memasukkan cairan pencuci perut melalui anus.

37. KNISMOLAGNIA
Perasaan terangsang kalau digelitiki sampai kegelian.

38.MAIESIOPHILIA
Penderitanya merasa bergairah kalau melihat wanita hamil.

39. NARRATOPHILIA
Kalau punya pasangan seperti ini, anda perlu mengoleksi stensilan yang banyak. Dia merasa terangsang kalau diceritakan kisah jorok oleh pasangannya.

40.NECROPHILIA
Ini dia, aktivitas menyetubuhi mayat. Konon ini sudah dilakukan oleh orang mesir kuno. Dalam beberapa kasus, mereka tidak memperbolehkan pembalsem mendekati mayat seseorang yang baru meninggal selama beberapa hari.

41. OPHIDICISM
Kalau ini agak repot, mesti pergi dulu ke pet shop. Ini kegiatan seks dengan memanfaatkan jasa reptil, misalnya ular tak berbisa atau juga bisa belut.

42. PRISON HUMPING
Ini bisa diterjemahkan menjadi bercinta ala tahanan di penjara. Ini adalah kegiatan anal seks tanpa menggunakan minyak pelumas, mungkin bisa pakai ludah sedikit.

43. RIPPING
Terangsang kalau merobek celana atau stocking perempuan.

44. SNOWBALLING
Kalau si cewek masih mengulum sperma pasangannya (setelah oral) lalu mereka berciuman dan dia memindahkan cairan itu ke mulut pasangannya itu.

45. STIGMATOPHILIA
Sedikit beda dengan clot. Kalau yang ini merasa terangsang kalau melihat darah yang keluar akibat menstruasi.

46. TEA BAGGING
Artinya teh celup. Mencelupkan scrotum atau “kantung teh” anda ke mulut pasangan anda berulang-ulang. Tapi ingat, jangan diperas.

47. TRANSVESTIC FETISHISM
Lelaki yang senang mengenakan pakaian perempuan. Bukan untuk mode, tapi untuk kepuasan seksual.

48. UTASSASSINOPHILIA
Seseorang merasakan kepuasan seksual kalau dia melakukannya sambil dia berkhayal bahwa dia sedang berada dalam situasi berbahaya yang bisa membuatnya tewas.

49. VOYEURISM
Perasaan terangsang yang didapat dari mengintip cewek telanjang atau pasangan yang sedang berhubungan seks.

50. WATER SPORTS
Mandi, minum ataupun bermain air seni pasangannya untuk mendapatkan kepuasan seksual.



http://siar.in/2011/50-jenis-kelainan-seks

Five Ways For Managers to Resolve Conflict By Steve Tobak

Five Ways For Managers to Resolve Conflict
By Steve Tobak | October 15, 2008

Today another blogger and I mixed it up. Our editor loved it. Wonderful.

As conflict goes, it was pretty lightweight stuff. I said one thing, he said another; so what? We never have to see each other or sit in the same room together. For all I know we’re not even on the same continent.

It got me thinking. Bloggers can agree to disagree and readers can decide what resonates with them. But it’s different in the corporate world. You have to work, travel, and sit in endless meetings together. And sometimes you even have to come to … consensus. Sends a shiver down your spine, doesn’t it?

It’s tough for management teams. Sooner or later they have to agree on stuff, important stuff like operating plans, strategic goals, customer requirements, product specifications, marketing plans, budgets, channel strategy, hiring plans, layoff plans, it goes on and on.

I’ve worked with management teams that bickered about everything and couldn’t agree on anything. I’ve worked with CEOs who acted out their childhood dramas on everybody, passive aggressive managers who said one thing and did exactly the opposite, and back-stabbers who had it in for me since day one. And I was no angel either, that’s for sure.

Management teams are a veritable Petri dish for conflict. It makes you wonder how anything gets done at all. Really.

But guess what? After decades of pain and agony, I’ve actually learned a few effective ways of resolving conflict. They’re guaranteed to work. No kidding.

Five ways for managers to resolve conflict
Embrace conflict. Conflict isn’t necessarily a bad thing. If it’s open and direct, it helps in dealing with issues and building consensus. Intel’s famous for having a culture that embraces conflict called “constructive confrontation” and a useful tool called “disagree and commit.”
Challenge your own assumptions. I had a CEO who used to say that conflict is the result of people making different assumptions. Ask yourself what assumptions your position is based on, then do the same with the other person. Perhaps she has experience different from yours that might change your perspective.
Focus on the issues, not the person. When you criticize or attack someone personally you burn bridges you may never be able to repair. Stop whining and get over yourself. Focus on the real issues - technology, products, customers - you know, what the company’s actually paying you to do.
Put yourself in the other person’s shoes. Remember, he’s human too. Ask for his viewpoint and test your listening skills by articulating it back to him. Then try to get him to do the same in reverse. It’s an age-old technique that works in negotiations, too.
Be open and honest. I can’t overstate this point. Much conflict comes from long-standing issues that build up over time. Since they’re never brought to the fore, they never heal and leak out in all your interactions with that person. Meet one-on-one and air it out. She probably feels the same way you do.

Last Word

The ability to drive consensus among diverse executives with unique perspectives and opinions is a serious leadership skill that’ll facilitate your climb up the corporate ladder, assuming that’s where you want to go. Happy climbing.



http://www.bnet.com/blog/ceo/five-ways-for-managers-to-resolve-conflict/1434

What Every Manager Should Learn From Sales By Steve Tobak

What Every Manager Should Learn From Sales
By Steve Tobak | May 12, 2009


Business is all about customers and selling. That’s why every manager and executive should be a salesperson once in his career. The skills and lessons are indispensible and difficult to learn any other way.

I don’t care if you manage engineers, marketing, operations, or customer service; you’re still a salesperson. You sell every day. You don’t just sell products and services; you sell your projects, budget, ideas, and capabilities. And your customers aren’t just the paying kind; they include everybody you interface with.

I spent years in sales, even took a step back from a management career to learn the skills. It was the best career move I ever made. I learned some critical lessons along the way; here are five:


What Every Manager Should Learn From Sales
Shut up and listen. Nothing you’ve ever read or learned is nearly as important as what the person across from you is about to say … if you just shut up and listen. When you talk first, you lock yourself into a position or path. But if you listen, you gain far more information.
Problems create opportunities. Your biggest and best opportunities to make a difference will always be when things go wrong. How you respond in time of crisis, when somebody needs you, is a window into your true capability. And that spells opportunity if you rise to the occasion.
It’s all about relationships. There are no companies or businesses, just people. Business is all about individuals and their interrelationships. When things go wrong, that’s the glue that holds everything together. There’s no such thing as a self-sustaining business.
Your customer always does come first. Call it business Karma, but whatever you have going on, whatever you expect to accomplish on any given day, when somebody, anybody comes to you with a problem, help them first. Remember: you have way more customers than you think.
Understand motives. When you think about what you’re going to say or do, you miss an opportunity to make a difference. If, on the other hand, you ask, “how can I help you,” or ask yourself “what’s in it for her,” you’ll be in a far better position to help … and recognize opportunities.

Last Word
The beauty of selling is that you learn under fire, which naturally accelerates the learning process. There truly is no better way to learn how business really works. For more resources, check out Five Critical Negotiation Skills and Five Ways to Resolve Conflict.


http://www.bnet.com/blog/ceo/what-every-manager-should-learn-from-sales/2205

Secrets of the Top 10 Most Powerful Retailers

Secrets of the Top 10 Most Powerful Retailers
By Michael Hess | August 25, 2011



This week RetailSails released its report on the top retail chains in the U.S. ranked by the industry standard of sales per square foot. One glance at the list and you’ll see that these retailers are throwing haymaker, knockout punches, with numbers that are off the charts for their categories. That they’re posting these stats over the last four quarters in a dismal economy makes it all the more impressive.

Despite the fact that these companies represent a diverse sampling of industries — from gadgets to gold to golf shirts — almost all of them have woven their success from common threads, which I’ll get to in a moment.

Here’s a look at the top 10 retailers and their sales per square foot:

1. Apple: $5,626

2. Tiffany & Co.: $2,974

3. Coach: $1,820

4. Lululemon Athletica: $1,731

5. GameStop: $1,009

6. Costco Wholesale: $998

7. Signet Jewelers: $955

8. Polo Ralph Lauren: $904

9. Whole Foods Market: $867

10. Best Buy: $831

For perspective, consider that a hot and much-admired retailer like Target has sales per square foot in the neighborhood of $290, typical of many retailers in many segments. That means that an Apple store — which might dedicate the same display space to one phone as Target does to a full rack of clothes — extracts almost 2000% more revenue from that real estate.*

So what is it that these star performers are doing to put up such extraordinary numbers? Not all of the same rules apply to every one of these companies, but all of them excel at one thing: creating “gotta have it” retail environments, products, and experiences in one or more of these ways:
They turn “I want” into “I need“: Other than Costco selling staple groceries, not one of these companies sells anything that anyone genuinely needs. But through a combination of drool-worthy products, exceptional merchandising, buzz, and fomenting what amounts to peer pressure among their target customers (”I’ve gotta have what she has!”), these companies pull off masterful manipulations of customer psychology. A discretionary want becomes a can’t-live-without need. I might get myself into trouble here, but no woman needs another handbag. If she does, she certainly doesn’t need a $1,000 Coach python handbag. But so-and-so is carrying one… and besides, they last forever, and really, you haven’t treated yourself to a nice new bag in ages. Suddenly, you need that bag. The product and the store elicit an emotional response, and emotion trumps reason.
They aren’t afraid of high prices: On the contrary, high prices are a key part of the formula for nearly all of these companies (Costco being the most notable of one or two exceptions, but it works its magic in other ways). More expensive suggests better (even if it’s not) and more exclusive (or elusive). A high price offers entry into a club of sorts. Anyone can buy a polo shirt for $20, but one with a horse on it, folded just-so on a fancy table, in a store that smells great? That screams status, and that’s worth $85. The $85 shirt buys a “membership” that the $20 shirt does not. Same goes for a $300 MP3 player, $100 yoga pants, or anything in an iconic, light blue box.
They employ “strategic scarcity”: It’s hard-wired from childhood that one of the best ways to make someone want something is to tell him he can’t have it. And many of these killer companies use this weapon, either in reality by controlling production (wait in line or you might not get one), or perception (only one purse in a heavenly-lit cubicle in a sparsely-stocked boutique). Both fuel rabid desire and support high prices. Luxury items — even some as outrageously extreme as the $2 million Bugatti Veyron supercar — often have waiting lists of buyers in the worst of economic times. Most of us aren’t in the market for that kind of transportation, but the same psychology applies when the newest video game console is predicted to sell out on release day.

For sure, the high-end usually takes a hit when times are tough. But in the long run, there is always a market for the best, or what we are made to believe is the best. Me-too companies come and go, but companies synonymous with exclusivity, aspiration, and want-over-need are often the oldest and most enduring: Rolex since 1905; Louis Vuitton since 1854; Rolls Royce since 1904.

In many ways these companies and their strategies fly in the face of conventional business wisdom. They don’t fill needs or solve problems — especially the ones typically associated with a crummy economy. They don’t necessarily target the largest possible audience. With some exceptions, they don’t even try to price competitively. What they do is trigger powerful, visceral emotions: They provide the most excitement, desire, pleasure, lust, envy and happiness per square foot.

[* It will be interesting to see if anything changes post-Jobs, but Apple has a pretty colossal lead, knows the formula, and Jobs will still have a voice for the time-being, so early bets are that they'll be just fine.]

Michael Hess is founder and CEO of online retailer Skooba Design, which designs and manufactures an award-winning line of carrying cases for laptops and other applications. He also has a background in merchandising, sales, marketing, and purchasing for bricks & mortar retailers.

Flickr photo courtesy of nechbi, CC 2.0.


http://www.bnet.com/blog/customer-relationship/secrets-of-the-top-10-most-powerful-retailers/780?promo=713&tag=nl.e713

The Secrets of Attending College Without Student Loans

The Secrets of Attending College Without Student Loans

By Lynn O'Shaughnessy | Aug 25, 2011


The majority of students, who graduate from college, leave with a diploma and student loans. Two out of every five undergrads, however, earn a degree without borrowing for college. In the most recent reporting year available, that equals about 1.7 million undergrads.

Who are these lucky students? Mark Kantrowitz, the founder of FinAid, a comprehensive financial aid website, decided to find out what kind of students managed to graduate debt free.

Here is what Kantrowitz discovered:

1. 85% of students who graduated with no debt attended public colleges and universities and 78% enrolled in in-state institutions.

2. Selecting an inexpensive school was the best way to dodge student debt. Eighty eight percent of students, who graduated debt free, attended schools where the tuition was less than $10,000.

3. Only 30% of students graduating from private, nonprofit colleges left without loans.

4. Fifty-one percent of graduates of public institutions weren’t burdened with debt.

5. The best way to accumulate debt was to attend a for-profit school. Only 7% of students who enrolled in for-profit colleges graduated with zero student loans.

6. About 75% of students with no debt spent $1,000 a year or less on textbooks.

7. Fifty six percent of affluent students left college without debt.

8. More than two thirds of students, who avoided loans, received financial help from their parents.

9. Students whose parents earned advanced degrees were more likely to graduate without debt.

10. Forty-five percent of middle-income students incurred no student loans.

11. Thirty-six percent of poor students graduated with loans.

12. Half of students, who graduated with no debt, earned a degree at a community college.
Bottom Line:

While it might seem from media reports that nearly all students are reeling from college debt, a significant minority aren’t. Just as importantly, three fifths of students graduate with less than $10,000 of college loans, which should be a manageable amount for many young Americans.

Lynn O’Shaughnessy is author of The College Solution, an Amazon bestseller, and the Shrinking the Cost of College workbook. She also writes her own college blog at The College Solution.

http://moneywatch.bnet.com/spending/blog/college-solution/the-secrets-of-attending-college-without-student-loans/6414/

Today’s Students Want to Learn in New Ways

Today’s Students Want to Learn in New Ways
by Ladan Nikravan on August 22, 2011 · Comments · in Ask A Gen Y


Millennials want to learn. Organizations want a return on their investment. By building the right infrastructure, leveraged by technology, companies can define new competencies and skills and align learning to them to improve performance – ultimately boosting the bottom line. Today’s students, and freshmen in the working world, want to participate in this learning — not just be receivers of information. They want an innovative way to learn; one that brings together discussions with the aid of technology. They want immediate, consistent access.

The University of Central Florida’s College of Medicine has developed a program that allows its students to use an electronic telescope to view magnifications of human cells, label those cells, take notes and quizzes on the information and email their assignments back to their instructor for feedback. Because the material is computer-based, students have access to it 24/7. This electronic lab manual encourages team learning and interaction with educational materials, characteristics that appeal to millennial-aged learners such as UCF medical students, according to Mohammed Khalil, assistant professor of anatomy at UCF. The feedback Khalil has received so far as been encouraging, and this isn’t surprising. As I’ve mentioned before, Millennials want online, collaborative learning.

Much like the generations before them, Generation Y employees bring specific learning values and ideals to employee education that will alter learning and development strategies. Companies that make an effort to understand and act upon these employees’ viewpoints will find themselves with a dedicated and ambitious group of workers.

Younger employees are joining the workforce with a background in collaborative technology; this is why they expect it from employee education. Designed by Digital Millennial Consulting, with support from Microsoft and Qualcomm Inc., Project K-Nect allows students to use smartphones to communicate with each other as they solve problems in secondary school math classes. Students videotape themselves solving a problem, and then they post the video to a blog. Students having trouble with a problem can consult the blog and see how their classmates solved it. In 2008-09 more than 90 percent of Project K-Nect Algebra 1 students achieved proficiency on end-course assessments, compared to 70 percent of Algebra 1 students in their district and 68 percent in the state. First implemented in North Carolina, this program is broadening its reach to other states to create more learning communities in the classroom.

Learning institutions that want to lure millennial students understand Gen Y’s needs. For example, Richard N. Landers, an assistant professor of psychology at Old Dominion University, created an online social network for his university’s psychology classes that encourages students to take optional multiple-choice quizzes during their free time to earn badges certifying mastery of a subject. Those badges then appear next to the player’s name in the online discussion rooms for each class. These ribbons encourage students to take extra quizzes that have absolutely no effect on their grade. This encourages learning but doesn’t make it forced or intimidating. This sort of employee education in the office classroom could yield the same enthusiasm for learning.

Attracting and keeping the best and brightest members of the young workforce requires a transformation in how learning leaders manage employee education’s motivation and tools. The newest crop of workers is collaborative and team-oriented, and at times takes access to technology for granted. But millennials’ use of technology creates a seamless environment that mingles business information with team communication, a process that can enhance personal and organizational growth.


Ladan Nikravan

Ladan Nikravan is an associate editor of Chief Learning Officer magazine. She is from Chicago, and graduated from the University of Missouri School Of Journalism, where she majored in magazine journalism, in May 2010. Prior to joining MediaTec, Ladan worked as a reporter for the Columbia Missourian newspaper, Vox magazine, Chicago Home Improvement magazine and American Builders Quarterly. Although a writer at heart, she has dipped her toes into most facets of the publishing world: feature writing, hard news and column writing; freelancing; copy editing; page design; Web design and some photography. She can be reached at lnikravan@CLOMedia.com.
Visit Authors Website →

http://blog.clomedia.com/2011/08/the-current-generation-of-students/

The Jim Rohn One-Year Success Plan

Experience the power of The Jim Rohn One-Year Success Plan!


It's a one-year game plan covering the 12 pillars of success and created to help you achieve a 10%-40% increase in the following

Month 1 Personal Development - Become the person you truly desire to be by engaging in a life-long strategy of skills, knowledge and self-improvement (which will also place you in the upper echelon of your particular industry).

Month 2 Goal-setting - Achieve a sense of purpose behind every action as well as multiply your long-term success quotient by having a set of clearly defined 10-year goals.


Month 3 Health - Spiritual/Physical/Emotional - Improve your looks, confidence, energy, quality and length of life by having a consistent health/fitness philosophy and maintaining a health plan.


Month 4 Money - Financial Independence/Getting Out of Debt/Saving/Giving - Place yourself ahead of 85% of the population and increase by 90% your odds of achieving financial independence by retirement age simply by having a sound financial philosophy and proven investment plan.


Month 5 Relationships - Improve your ability to be a more effective and loving parent, spouse and friend by improving your relational skills.


Month 6 Time Management - Gain between 10 and 15 additional forty-hour work weeks per year (multiply one to two hours a day by 365 days a year) by applying more productive time management methods each day.


Month 7 Networking/Referrals - Tap into one of the greatest resources we possess and have a greater, more positive influence in the marketplace by utilizing your current relationships and networking base.


Month 8 Selling/Negotiating - Increase your production by 10%-50% without investing more time or effort by improving your selling, networking and negotiation skills.


Month 9 Communication/Presentation - Increase every level of performance related to your company, staff and individual performance, as well as all your personal relationships, by mastering the art of communication.


Month 10 Leadership - Multiply your efforts and have a positive influence over a larger sphere of people by learning effective leadership and management skills.


Month 11 Accelerated Learning - Quickly improve your skills and aptitude to gain and retain knowledge in any area (communication, time management, leadership, etc.) through Memory and Speed Reading techniques and more.


Month 12 Legacy/Contribution - Take the time to apply your skills in making a difference in your community and world; something that will have an impact on future generations.



http://www.jimrohn.com/index.php?main_page=page&id=1130&zenid=9c50679498d7737a30b86eb6f71a44bb

"Vitamins for the Mind"

Vitamins for the Mind
by Jim Rohn
Service

One customer, well taken care of, could be more valuable than $10,000 worth of advertising.

Good service leads to multiple sales. If you take good care of your customers, they will open doors you could never open by yourself.

How do you deserve a fortune? Render fortunes of service.

You have to do more than you get paid for because that's where the fortune is.

Whoever renders service to many puts himself in line for greatness—great wealth, great return, great satisfaction, great reputation and great joy.

"Vitamins for the Mind" is a weekly sampling of original quotes on a specific topic taken from The Treasury of Quotes by Jim Rohn. The burgundy hardbound book with gold-foil lettering is a collection of more than 365 quotes on 60 topics gathered from Jim's personal journals, seminars and books and spanning more than 40 years. Click here to order The Treasury of Quotes.

The Miracle of Personal Development by Jim Rohn

The Miracle of Personal Development by Jim Rohn

One day my mentor Mr. Shoaff said, “Jim, if you want to be wealthy and happy, learn this lesson well: Learn to work harder on yourself than you do on your job.”

Since that time I’ve been working on my own personal development. And I must admit that this has been the most challenging assignment of all. This business of personal development lasts a lifetime.

You see, what you become is far more important than what you get. The important question to ask on the job is not, “What am I getting?” Instead, you should ask, “What am I becoming?” Getting and becoming are like Siamese twins: What you become directly influences what you get. Think of it this way: Most of what you have today you have attracted by becoming the person you are today.

I’ve also found that income rarely exceeds personal development. Sometimes income takes a lucky jump, but unless you learn to handle the responsibilities that come with it, it will usually shrink back to the amount you can handle.

If someone hands you a million dollars, you’d better hurry up and become a millionaire. A very rich man once said, “If you took all the money in the world and divided it equally among everybody, it would soon be back in the same pockets it was before.”

It is hard to keep that which has not been obtained through personal development.

So here’s the great axiom of life:

To have more than you’ve got, become more than you are.

This is where you should focus most of your attention. Otherwise, you just might have to contend with the axiom of not changing, which is:

Unless you change how you are, you’ll always have what you’ve got.


http://www.jimrohn.com/index.php?main_page=page&id=1400&utm_source=jrn-2011_06_06&utm_medium=email&utm_content=toparticle&utm_campaign=ezines

The 7 Habits of Highly Ineffective Managers

The 7 Habits of Highly Ineffective Managers
By Geoffrey James
Sales Machine Blogger

http://www.bnet.com/photos/the-7-habits-of-highly-ineffective-managers/6239073?promo=713&tag=nl.e713

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FOREWORD

The world has changed. Things are different than they were. Nothing is the same, except one thing: bad management, which is as eternal as death and taxes.

The sweeping changes in society and rumbling shifts in a globalized marketplace are giving the business world a massive tummy ache. What's needed to address this problem is a huge square "Alka-Seltzer" made out of paper.

And that's the reason for this book.

In today's world, we face challenges of many different kinds, ranging from "How should I order my coffee at Starbucks?" to "How can I get that damn 'Whip My Hair' song out of my brain?"

Our problems and pain are universal, which is why we need universal, timeless, self-evident principles common to every management team throughout history. I did not invent them and take no credit for them. I've simply identified and organized them into a coherent framework.

If you want to achieve your highest aspirations and overcome your greatest challenges, buy this book. Better yet, send me $1,000 in unmarked bills. I could use the money.

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Habit #1: Be a Know-It-All


The powers that be made YOU the boss. That's proof positive that you're smarter, better and faster than any of your employees. Make sure that they know that you could do their job better than they could do it... if you weren't so busy doing important manager stuff.

For instance, if you were in sales back when the Internet was just a twinkle in Al Gore's eye, feel free to tell your sales team exactly how to they should be approaching their opportunities.

Similarly, if you once programmed in COBOL, it's entirely appropriate to tell a programming staff exactly how to write C++ code. In fact, you should probably get into their files and make some changes, just so that they know that you're on top of their game.

Here's the thing. Everyone knows that an employee will not respect a manager who knows less than his or her employees. If you let them think that you're not as smart, they'll be clamoring for raises and bonuses! And that's money that could be going into your own pay package!

Make sure that EVERYONE in your team ALWAYS knows that you're a cut above the hoi polloi that tremble at your feet. That way they won't get uppity.


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Habit #2: Manage Numbers not People

Management pundits go on and on about empowerment and teamwork, but the simple truth is that the only thing that's REALLY important is the bottom line. Business is all about making money, and if that means making people miserable, well, so be it.

Does this mean that you shouldn't worry about employee morale? Certainly not! You should always make a point to explain, in fulsome detail, that employee morale is vitally important to the company. In fact, send out a memo to that effect! And make sure that everyone has a coffee mug with the company logo on it.

Problem solved!

Now that you've dealt with that pesky morale thing, turn your attention to the real business of management, which is squeezing out every last drop of productivity out of each employee. For example, it's always a great idea to put everyone on salary and then insist upon 60 hour weeks. It's just like getting 50 percent more people at the same price!

Hand out raises and bonuses as if each extra dollar is a major concession. Make sure that everyone knows that they're replaceable. If you deal with customers, make sure that you never, ever leave money on the table, even if it means sticking them with crap they'll never need or use.

Follow this habit religiously, and you'll always have wonderful Powerpoint decks to present to the bigwigs in board room. After all, what those guys care about are the numbers, right? Employees? Screw 'em.

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Habit #3: Embrace the Status Quo

Forget about all that crap about innovation. If something ain't broke, don't fix it.

The entire structure of the corporation is specifically designed to ensure that those in power stay in power. Since you're now in a position of power, the status quo is, by definition, the best of all possible worlds. Why would even think about making alterations?

Remember: the only people who like really changing are urine-soaked babies. For everyone else in God's green world, it's far easier to let everything stay as much same as possible.

Now, does this mean that you should reject all the wonders of modern technology? By no means! Technology is to be embraced, wholeheartedly, and then harnessed to buttress the status quo.

Take the Internet, for instance. If you don't get your employees plugged into the Web, they won't be able to get their work done. Just make sure that you monitor everything that they do and filter out any site that you don't like. That way, you make sure that whatever they do fits within the circumscribed boundaries of the status quo.

What's more, a corporate Internet is an excellent way to keep tabs on your employees. Give them smartphones and track their locations. Be sure to check all their emails, texts, and entries on social media sites. If anyone does anything you don't like, call them on the carpet, or give them the ol' heave ho.

That will teach those losers what happens when they dare to think for themselves.

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Habit #4: Divide and Conquer

The best way to manage a team is to make sure that one half hates the other half. Ideally, you want the entire group to be a seething swamp of resentment and pique -- all of it aimed at co-workers rather than you!

There are many ways to do this. First, make sure that people doing the same job are paid differently and receive different levels of recognition. If possible segment by gender or race!

Second, never pass up an opportunity to set two employees at each other throats by repeating unkind things they've said about one another. Hint: if all else fails, make something up!

Third, always have a scapegoat to take the blame if something goes wrong. Ideally, you should rotate this role, so that everyone has a chance to feel miserable... and then to beat up the next guy who gets to take the blame.

Finally, and most importantly, make certain that you're always the person to put the finishing touches on a successful project, if only to "keep peace in the family." That way, you can take the lion's share of credit while throwing some crumbs on the floor for your underlings to fight over.

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Habit #5: Do It Yourself

Here's a truism for the ages: "If you want something done right, do it yourself!"

The great heroes of this world (and that means you, bucko!) don't rely upon drones to get the job done. Heroes swoop right in and do the job right!

For example, if you're a sales manager, it's always a good idea to take over an account right before it closes. Demand to be in on a customer meeting and do the negotiations yourself! After all, why should you depend on an underling to do the job, when you can do it so much better??

Similarly, if you're managing engineers, wait until the job is almost done and then jump right in and make the changes that will make the product truly wonderful. After all, that's why you're the manager, right? It's your job to make sure that everything is high quality.

And don't believe any of that BS about the importance of delegating. Delegating is for sissies who can't think strategically. Think about all those books you've read by top CEOs like Jack Welch! Did they delegate? Of course not! They captained the ship and keel-hauled the flunkies.

Another side benefit of this habit is that your employees may eventually conclude that they can do nothing without you. Now that's job security!

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Habit #6: Expect Mindreading

The best way to keep employees on their toes is to make sure that they never know exactly what you're thinking.

If you're asked your opinion on something, always say: "Well, that depends." If you're asked for a decision, always say: "I have it under consideration" or (if you're feeling particularly frisky that day) "I have it under active consideration."

When you assign projects, always be as vague as possible about what you'd like to see. Think of it as a way to spur creativity! Then, when you're asked to review the project when it's complete, simply say: "That's not it." Then smile, give the employee a friendly pat on the back, and say: "Back to the drawing board!"

Think of it this way. Business is like poker, and if you're going to win at poker, you can't let your opponent know when you're bluffing or whether you're holding four aces. You don't want to be the kind of moon-faced fool who gives away his strategy to all and sundry, do you?

Remember: Your ability to remain in power is directly dependent upon your ability to keep your employees confused and disoriented. After all, if they know what they're supposed to be doing, why would they need a manager?

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Habit #7: Sharpen the Axe

As the Boy Scouts say: "Be Prepared!" And in the world of management that means being prepared to fire your underlings at a moment's notice.

Of course, you can't (unfortunately) kill underlings with an axe any longer, so you must now interpret the 7th habit metaphorically. In this case, "sharpen the axe" means making certain that you don't care a rat's behind whether your employees live or die.

One way to "sharpen the axe" is to select role models from the most successful CEOs of the past 20 years. Most of them have built their careers on exporting jobs and downsizing domestically. Why, some have even managed to build supply chains that depend upon slave labor and child labor in the third world. Then they can fire U.S. workers by the thousands!

Go ye forth and do likewise!

Another way to "sharpen the axe" is to read plenty of Ayn Rand, whose philosophy of business is tantamount a "soul-ectomy." After you've read enough Rand, you'll find it impossible to care about all those moochers and losers who aren't as successful as you.

Finally, if all else fails, you can "sharpen the axe" simply by remembering the motto immortalized in The Sopranos: "It's not personal... it's just business."