Posts Tagged ‘E-Books’
Setanta Hypnotherapy Clinic
I’ve always been very interested in the art and science of hypnotherapy, and I’ve often considered getting trained myself. But it can take years to master; and even then not everyone can do it well. It takes a special kind of person and very skilled practitioner to give you the kind of experience that can literarily change your life in a very short period of time.
I’ve recently been chatting with Xavier Nathan from Setanta Hypnotherapy Clinic, way across the world from me on the Isle of Man, who really is a master of his craft. I’ve learned so much after surfing his website, and I’ve included the link here for you to check out as well if you’re interested.
What’s also really cool is that Xavier and his wife, Mary, offer a bunch of free hypnotherapy downloads to check out before buying their products or services. So make sure you download them, and check out the videos while you’re there – very cool stuff 
How To Be a Narcissist…
Well, I don’t actually know how to be a narcissist; but I am working on it.
I just read some research from Buffardi and Campbell that might explain why I’m not using social networking as much as I’d like to be: because the frequency which one shares his life on social sites is strongly correlated to his level of narcissism.
I have a specific schedule for when I post on my own blog, as well as on Facebook and Twitter. I’ve tried amping that up a bit, but I’ve learned that my limit (where I’ll do it consistently) is twice a month. But I’ve just learned that in addition to having a specific plan and being disciplined, a good marketer also needs to think quite highly of himself. Hmmm. Something to work on I guess…
Actually, that’s not necessarily the case. I also remember reading once that CEOs of great companies tend to exhibit a different sort of narcissism: the ones who aren’t actually sociopathic (and only think about themselves) tend to think of their companies as extentions of themselves. They truly are narcissistic in every sense of the word – but in regard to their companies, not necessarily to themselves.
So maybe that’s my answer – and the answer for anyone out there trying to build something beyond themselves of which they can be proud: never stop loving what you do and never lose the passion. And if you do find these things starting to slip, maybe it’s time to move on…
Motivate Yourself Intrinsically
I’m going to stick with the theme of motivation for another article; simply because it’s been on my mind lately as I continue to spend the time developing new products and services. This isn’t easy for me to do; I struggle with motivation at times just like the rest of us.
To make things as easy on myself as possible I’ve been going back through the materials I’ve collected over the years; to refresh my memory about what motivation is, and how to grab onto it, if only for a short while. Here’s a piece of research I came across that serves as a good reminder about the importance of clarifying why we’re doing what we’re doing, and what we want to get out of life:
Years ago Edward Deci conducted an experiment in his search for discovering why people do what they do. He asked each of the participants in his study to complete a puzzle: half were given a dollar for working on the puzzle, and the other half were offered nothing. At the end of the time allotted, Deci left the room and instructed the participants that they could continue working on the puzzle if they wished (or read a magazine, or do nothing). The participants who received no reward continue do work, while the ones given money ceased to work on the puzzle.
The point of this outcome is that our interest in a task fades when we’re being governed by external forces; even if it’s something we’d enjoy doing otherwise.
I often talk about building in reward structures if you need that extra boost to finish a task (i.e., work for two hours then treat yourself to a latte). This is still a good strategy, but just make sure the latte isn’t the primary reward: the research results above show us that external rewards don’t maintain behavior.
Let the latte be the driver of your behavior if that’s what it takes; but when you’ve reached the goal always go back to the reasons you engaged in the task in the first place. Focus not the immediate reasons: “because I’ll miss the deadline if it doesn’t get done”, etc., but on the big reasons: “because this task leads to this, which leads to this, which leads to the realization of my ultimate goals and purpose”.
So enjoy the latte that helped drive you to the goal. But do so with the conscious acknowledgment that you wholly deserve it. Acknowledge your ability to set and achieve goals, and how hard you’re working to realize your dreams and become more of who you want to be!
If You Build It, Are You Sure They’ll Come?
I’ve wasted a lot of time and energy in my businesses, and I want to encourage you to not repeat my mistakes (and I believe that the same principles I’ll discuss in the context of business are equally relevant to your personal life and relationships):
I’ve recently come to the sobering realization that a lot of what I thought was productive work for many years was actually a lot of ‘busy work’ (not all of it, of course – or even most of it – but certainly more than I’d really like to admit). I’ve also come to believe that the old adage, “build it and they will come” should really be changed to “build it and bring ‘em to it – because they’re not gonna come on their own”.
For far too long I’d mistakenly thought that I could simply work hard and then rest on my laurels. I thought that I could learn everything there was to learn in my field(s), and that business would just come naturally as a result. But I was wrong: I’ve since learned in business that ‘building it’ is a critical piece of the equation – but that the equally-important second piece is ‘going after it and making it happen’.
What got me to the point I’m at now, is that in a couple of areas I do feel like I’ve examined pretty much all there is to be examined. This is not to say that I “know it all”, of course – but there is a concept known as ‘circular learning’ that has come into play in a couple areas of my life…
(Circular learning speaks to the idea that there’s ‘nothing new under the sun’: that if you follow a thread of knowledge completely enough, you’ll begin to see the same underlying principles repeating themselves. They’ll be assembled in different forms and colored with different language, of course – but it’s really all the same stuff after awhile).
Through this circular learning process I’ve come to realize that many of the principles that became clear after years of examination are pretty much the same principles I had learned soon after I had begun my journey. Granted, my skills are more refined now than in earlier years (and I don’t begrudge the expertise I’ve accumulated) – but I understand now that I could have been more successful, a lot more quickly, had I acted earlier and more aggressively on the principles I assumed were too incomplete and immature to be acted upon.
So my biggest mistake –and the lesson I want to share – is basically that I wasted too much time building, when I could have been getting better results by taking more action. The lesson is simply this: know what you know when you know it; take quick action based on what you know at any given time; and continue to learn and correct your course as you go!
Living the 80/20 Rule
Where can you use the 80/20 rule in your work and life?
In one part of my life I work as a consultant in the public sector. In another I work as a coach; with both life coaching and corporate clients. I also have other businesses in completely unrelated fields including pet supplies, parenting products, and nutritional supplements. The other parts of my life are spent in leisure activities with my family.
I don’t consider myself a jack of all trades/master of none, though: these endeavors were all chosen deliberately and executed carefully. Having lots of things on the go satisfies my need to stay diversified and busy (yes, I have been diagnosed with ADHD) – and I love (almost) everything I do.
Importantly, I also have time for everything I do with some to spare. This is because of the 80/20 rule.
Simply speaking, I try to focus on the 20 percent of my life and work that gives me the greatest results and enjoyment. And I try to say no to – or outsource – the other 80 percent whenever and wherever I can. Basically, I only work and spend time with the people I want to be with, and I only work on the things I want to work on.
I know that saying these things is controversial: you might be thinking that that this doesn’t apply to your life and your particular situation. That you don’t have the luxury to simply “outsource” the things you don’t want to do. That you have commitments and responsibilities…
I have commitments and responsibilities too, of course; and naturally there are things I can’t outsource or say no to either. But it’s all about where I choose direct my energy and focus: I know I can’t always live my life in the 20 percent – but I also know that if I try, I’ll consistently be a lot closer than if I don’t.
(You might also say that the ability to do only what one wants depends on circumstance and luck. This is true to a large degree – but I also believe that luck is to be found in the intersection of preparation and opportunity…)
So the purpose of this article is to encourage to you to prioritize the things you really want in your life, and what you really want to be doing – and then looking honestly at where you can unload some of the 80 percent that doesn’t fit with your vision.
To start, look for those “big-lever” changes that you can make in your life. They don’t need to be complicated or overwhelming: they include any adjustments, large or small, that have a big impact.
A big-lever change could certainly be a change of careers, for example, or it could be something much smaller that has a domino-effect in your life. A simple “big-lever” change could be something as easy as outsourcing the task of unloading the dishwasher: if it reduces stress at the end of a busy day, and gives you time for something more enjoyable, then it’s certainly worth the extra 5 dollars in allowance!
But that’s just one small example – and there are many. Where else can you use the 80/20 rule in your life? Where else can you focus on the 20 percent of your life and work that gives you the biggest results and greatest satisfaction? And where can you begin to unload the rest?
Hmmm…
I had decided to reach out to more people by sharing my thoughts and writing some articles; and after doing it for some time now I’d certainly recommend it. Putting up a quick blog with WordPress is both free and easy, and we all have something to say. We all have our stories and ideas, and there certainly are people who want to hear them.
So I’m encouraging everybody reading this to do it as well! I for one would love to hear what’s on your mind!
Funny thing, though: I’m not very tech-savvy at all, and I just realized now that there have been many replies posted to my articles. The challenge for me now is to figure them out: I’m not sure what’s for real, and what’s spam! (I’ll admit that I’m rather naive with all this as well 
So if you’ve posted an honest response and I haven’t seen it until now, I apologize! And if you’ve posted an honest response and it got directed to the spam folder, then I apologize for that as well! And if some of the remaining comments are simply spam, then oh well. Live and learn
Get Discouraged!
I was following up on a warm business lead the other day, to which I experienced an unexpected emotional and physical reaction. The woman on the other end thanked me for contacting her, but then concluded with, “We already have what we need, so please remove us from your distribution list.”
When I heard this message I immediately got a bit of a knot in my stomach. For a brief moment I felt a little fearful, uncertain, and angry – both with her and with myself. Granted, all these thoughts and feelings were fleeting and not very intense; but they were there. In short, I felt discouraged.
Discouragement is the result of all those little thoughts, fears, and assumptions that add up to a real sense of emotional and physical discomfort. For some it’s debilitating: stopping them in their own tracks out of habit; while others keep moving on immediately as if it never happened. In both cases they fail to actively identify and challenge the maladaptive thoughts and fears that feed it.
As I analyzed the thoughts that fuelled my own reactions to that comment, I experienced many things that popped up in quick succession: I felt embarrassed for contacting her and I doubted my ability to be successful. I felt that she was being intentionally short-sited and spiteful. I assumed that I might never get the volume of work I want; which led to a worry of driving my family to the poor-house.
But once I identified all this I was able to see how inaccurate and exaggerated it was. I was then able to re-calibrate, let it go, and get on with my day.
We’re told all the time to not get discouraged. What that means, obviously, is to not give up when we feel defeated. And we shouldn’t give up – but we should also remember that feeling defeated, and scared, and insecure are all natural human reactions. If we deny the experience of discouragement, either by letting it stop us in our tracks or by ignoring its existence, we rob ourselves of the opportunity to self-reflect and self-correct. We either don’t move at all, or we risk moving forward in a maladaptive way.
All feelings serve a purpose. Our physical or emotional reactions are rich with data that we can use to adapt, adjust, and evolve. We can identify the thoughts and assumptions that feed the experience of discouragement, and hold them up to examination. We can then replace the faulty ones with more realistic and/or energizing ones; and then resolve to act more purposefully.
Picking ourselves up and moving forward after acknowledging our discouragement also teaches us just how far our resiliency can be stretched. So we shouldn’t discourage discouragement: we should embrace it and use it as the powerful tool it is.
Always Question Your Leadership
There are many different styles of leadership with varying degrees of effectiveness. A people-centered approach is probably best in general; but only if partnered with sound knowledge and skill, and delivered in an authoritative style (a strong focus on relationship with the ability to appropriately set limits and apply corrective action).
I’m currently coaching someone I consider to be one of the best leaders with whom I’ve had the pleasure to work. I don’t know if she actually knows that she’s as good as she is: she’s relatively new to her position and has lots of questions and doubts about her style. But this type of questioning is common and expected for a new leader, and I fully expect her confidence to rise steadily with experience. I also sincerely hope, though, that she never loses the habit of self-reflection.
I’ve always had the impression that this woman is a strong leader, despite some of her doubts in specific areas. It was when I reviewed the 360 degree feedback from her team, though, that I realized how much of a star she really is. She has mastered that difficult balance between people skills and technical skill; between relationship development and task orientation. She is truly an authoritative leader who knows what she’s doing.
On the contrary, I’m also aware of leaders who appear oblivious to the fact that they’re not particularly great at the people side of things. They may be good at the technical aspects of their jobs, but they tend to rub others the wrong way. They are often closed to others’ ideas and they have difficulty sharing credit.
I think this happens for different reasons: they might be aware of their shortcomings but don’t particularly care; they may be aware of their shortcomings but don’t have the skills to change; or they might actually believe this style is effective. My guess, also, is that these types of leaders are often (but not always) masking a deeper sense of insecurity with an authoritarian style of interaction. Regardless of the reasons for the authoritarian style of leadership, it’s clear that these leaders don’t – at least actively and openly – question their leadership.
We might not all possess the leadership finesse of my client, but we can always continue to grow when we’re willing to engage in honest self-reflection. I believe that my client is a natural leader to a great degree – but I also believe that she’s as strong as she is because she questions herself.
It becomes increasingly difficult to question ourselves as our confidence and competence grows: self-reflection is often done in response to self-doubt and fear of failure. But to be effective leaders we need to reclaim and hold the assumption that we can always be better.
Spell It Out
People need to be explained things in enough detail. Even if parts of the message feel to you like common sense, flesh out the details anyway just to make sure. If in doubt, spell it out.
Things seem to show up as themes in my life, and this is a theme I’ve noticed recently. A couple of incidents over the past few weeks highlighted the fact that I tend to do a lot of assuming. And you know what they say about assuming…
To share just one example, I had recently put together a new product for a small business I run, and after rolling it all out I got some feedback that the instructions weren’t detailed enough. I didn’t bother to test it first, which was a big mistake. I assumed that the directions were simple and straightforward, and it turned out that that might only have been true in my own mind.
I was reminded that we all have our own experiences and filters, and I realized that I had put the directions together from my own understanding. I omitted the parts I already knew, which seemed obvious to me, without taking into consideration that others might not share the same knowledge.
So the point I learned is that it takes a degree of objectivity to ensure that the right information is included in ones’ message. What might seem trite or obvious to one is critical information to another. We need to plan our messages well, and think of what information is needed for someone else to be able to seamlessly execute our vision. Whether we’re speaking to our employees, or to our children, or to anyone else we may be delegating to, we need to be clear. And clarity involves the right amount of detail.
(And, of course, one can also include too much detail. Too much repetition, or the inclusion of irrelevant detail, can also lose your audience).
So one great way to ensure that we have the right amount of detail is to solicit feedback about our message. People often won’t ask for more detail or clarification if they perceive our assumption that ‘this is common sense’. It always helps to ask, “To help me ensure this is clear, can you tell me in your own words what you’ve just read or heard?” and “What else do you need to know about this?”
The Structure of Accountability
I’m the first to admit that I’m not a natural-born writer. The words don’t always come easily, and I sometimes don’t know exactly what it is I’m trying to say. So why am I writing this article? It’s primarily because I want to: I do have things to say, and I do want to share them with others. I’ve also decided that writing articles is good for my business because it helps to keep me in front of potential clients and customers.
But because my love of writing is not as strong as I wish it was, I don’t typically jump all over the chance to sit at the keyboard for a half-hour trying to think of what to say. So despite all the great motivations I have for writing this article, there is another reason it’s actually getting done: it’s because I’m accountable to someone besides myself to do it.
I made a commitment to my friend, Mark, that I would write an article once a month for his online newspaper. This has proven to be a win-win situation: Mark gets content for his paper, and I have a structure that helps me to do something I want to do (but doesn’t carry the inherent reward-power to allow me do it on my own).
If left to my own devices I probably would write regularly for a few months, then it might become more sporadic, then it might dwindle down to nothing at all. But because of my commitment to Mark I’m sitting here now writing this article. And I’m glad I am: I’ll get to experience a sense of accomplishment, and I’ll get to continue to share my thoughts with others, as well as continue to keep my name out there.
So I know that accountability is a powerful structure when one wants to get things done. It’s also free and easy, and can help with a host of behaviours.
A friend of mine, to give another example, has had a hard time quitting smoking. He’d tried it many times and always started up again. But when he was truly ready to quit, he shared his intention with his children. He knew, as hard as it would be, that once he had told his kids and got their hopes up he would never light up again. And he didn’t. He was truly ready to quit, but didn’t feel he could quite do it on his own. He was wise enough to leverage the structure of accountability.
What have you been putting off that you know you want or need to do? What self-motivation strategies do you employ? Could you also leverage the structure of accountability? Could you offer to be the one that others could be accountable to?