I have mixed feelings about willpower and it’s importance in goal setting and achievement. The main reason is that if you have a clearly articulated goal, outcome or dream you want to achieve that really excites you, you don’t need any willpower to get it done.

Willpower to me is an excuse for impotent goal setters.

Without exciting goals you would need willpower to get motivated.

For example, I don’t smoke. It takes no willpower for me to avoid picking up a cigarette, cigar or pipe. The same is true for overeating. I value my vitality, health and wellbeing so much that I don’t overeat or abuse alcohol or other ‘substances’.

If you’re struggling with willpower and are trying to harness more of it – you’re probably heading in the wrong direction.

Focus on your goals, dreams and aspirations instead.

When you do, you’ll find an unquenchable thirst for achievement that will create relentless enthusiasm within you and you’ll be of the same point of view that willpower has no place in genuine and authentic achievement that is congruent with your life’s purpose.

Give it some serious thought the next time you think you’re lacking in willpower – or when you see someone with very little of it.

Share these thoughts with them because that’s what someone did with me when I was a teenager and it changed my life and perspective forever.

Being exponential, I am always fascinated by how people abuse jargon and terminology to confuse and muddle their messages.

Jargon consists of technical terminology that makes perfect sense to your colleagues and co-workers but is annoying, useless and even confusing to outsiders like your clients, prospects and suspects.

The #1 culprits are politicians who babble forever never saying anything and technical “consultants” who use big words to sound self-important.

Many doctors, engineers, bankers and retailers have great ideas but struggle to make them ‘sell’ simply because their language is saturated with buzz words and jargon.

If you want to close more sales and attract more business then stick to plain English that a typical customer with an average IQ and without a dictionary can easily understand.

What’s interesting is the research involved Dr Daniel Oppenheimer, from New Jersey’s Princeton University, who found that students rated the intelligence of authors who used simple language and easy-to-read fonts as higher than those who over-egged the prose.

Here is a list of useful tips to help you communicate more effectively…

• Get clear on your outcome.What do you want the other person to do as a result of your email, letter or discussion? Clarity means making it easy for them to do what you want them to.

• Communicate your thoughts in simple, digestive ways. Put your thoughts forward using simple and clear language, ideally in short sentences while avoiding the use of buzzwords and clichés.

• Focus on your listener.Focus on what the listener needs to hear to buy your idea or get on your side.

Like seriously, The Marist College Institute for Public Opinion like has released its annual list of like the most annoying words of 2011 after conducting a public survey. Whatever.

Avoid annoying words and phrases like: Read More »»

Back in the days before the Internet, there was a time management concept I heard about called the “1 Touch Rule”. Simply stated, it meant that when a paper came into your IN Tray (or on your desk), you were supposed to deal with it the FIRST time you touched it, hence the name – 1 Touch Rule.

I totally understand that at first, it’s much easier said than done, but with practice it gets easier. In fact, you’ll quickly reach a point where you simply won’t touch anything UNLESS you can deal with it in 1 TOUCH.

One of my pet peeves is people not managing their emails. They open them, skim and close them WITHOUT DOING ANYTHING other than wasting time. The next time they go to that email is the SECOND TIME = another waste of time.

The 1 Touch Rule led me to create a concept I call Gap Management. In simple terms, it means using the gaps that occur in all our lives. For example, if I got a message to call a client, I would do it when I knew I would get his/her voicemail. I would leave a FULL message so he/she could deal with the issue BEFORE they called me back – avoiding telephone tag and another multi-touch scenario.

I teach these strategies in my Platinum Program. All I can really do in a blog is introduce the concept and let you know there is a better way to get more more things done in less time. At my workshops, over several hours, I can explain and show you how it’s done with real case studies and examples as well as answer your specific questions. Contact us if you’re keen to learn how to get a lot more done in less time.

I know what you’re thinking… This is just another motivational play on words. It’s not. I mean it, I’m dead serious.

This is one of the most important time management lessons I learned early on in my career. When I got out of university and the whole world lay in front of me and my career was just starting, I wanted to ‘do it all’…

The problem is – there are only 168 hours in a week.

So what’s a driven, ambitious go-getter to do?

Simple: Apply the concept of Concentration Of Focus. Do one thing and only that one thing until you master it and can do it exceptionally well BEFORE you start something else.

Easier said than done when you have multiple interests and a lot of enthusiasm!

One of the strategies I use to ‘park ideas and concepts’ is to write them down and explore them in my journals. By writing them down and adding to them whenever I get a flash of inspiration helps me remain on focus with my current, primary goal or outcome.

I’ve achieved a lot by anyone’s standards and yes, I have achieved multiple goals simultaneously, but each one was accomplished with laser-focused discipline within the context of this philosophy.

I see it all too often, people flip flopping all over the place, trying to run a business, make money online, trading stocks, buying real estate with NO FOCUS OR DISCIPLINE.

They attend all the free weekend events and seminars hoping for the next big thing and off they go in 1, 2 or 3 different directions.

They are called DABBLERS.

I could go on and on about this, but I’ll save you the rant.

All I want to say is what’s in this blog post title – to get more done, you have to do less.

That means you need to cherry pick what you’re going to put your time and effort behind UNTIL you succeed at it.

What you’ll realise is that you might not be willing to do what it takes and you’ll need to switch to something else.

That will help you to better select your outcomes and goals.

One thing is for sure, if you don’t have Concentration Of Focus, you’re sub-optimising your results.

If you want more guidance on subjects like this, I offer a wide range of Business Coaching and Mentoring Services.

What is your favourite excuse you use for not showing up at work the next day?

A.   I only call out when I’m really sick
B.    I have a flat tire
C.    I have food poisoning
D.   The dog ate my car keys

How often do you hit your snooze button in the morning before work?

A. Once – All my clocks are set half an hour ahead to trick myself
B.    Less than 5 – I’m not a morning person
C.    More than 5 – My boss usually has to call me

How often do you stare at the clock while at work?

A.   I can hardly keep track of time – I am extremely busy and lose track easily
B.    There are days when I watch the second hand tick away the day mesmerised I’m in this dead-end job.
C.    Everyday, time moves slower than the day before

How many snacks do you keep in your desk drawer?

A.   None – I’m a health nut
B.    Several – snacking keeps me busy
C.    More than 5 – I’m snacking right now!

Where does your job rate on the boring scale?

A.   1-3 – Not boring at all
B.    4-6 – Mostly boring
C.    7-10 – Coma inducing

How often do you use the Internet for personal use?

A.   Rarely – I keep my professional life separate from my personal life
B.    Every now and then I correspond with family and friends
C.    Have you not heard of Facebook?

How many times have you watched The Office?

A.   Never – it sounds boring
B.    Several times – I can totally relate
C.    I know all of the lines by heart and may even know someone who can create great computer sabotage viruses

Do you sneak in naps at work?

A.   I’m not the napping type
B.    Occasionally – I feel it’s important to lead a balanced life
C.    I keep a sleeping bag under my desk

How do you spend your lunch hour?

A.   Catching up from work leftover from yesterday
B.    I get away from work and find a secluded place to get some peace and food at the same time
C.    Sleeping – snacking makes me sleepy

How many breaks do you take during the day?

A.   Very rarely
B.    As and when needed
C.    I’ve run out of fingers to count on

What does Friday mean to you?

A.   Time to get things completed before the weekend
B.    I made it this far, one more day to endure
C.    Rest up for the weekend – P-A-R-T-Y!

What time do you leave the office?

A.   I stay as long as I have to prepare for the next day
B.    Packed and ready to fly out the door 5 minutes before it’s time to leave
C.    I didn’t know we had to come back after lunch

Give yourself the following points:

A = 3 points
B = 2 points
C= 0 points
D= -1 point

If you scored 30 – You’re totally exponential and frankly, you might be a freak!

If you scored 20-29, you’re like most employees, content to be told what to do, obeying orders by relinquishing your true passions and purpose in life.

If you scored 10-19, you’re on your way out the door, you need a change, you’ve had your fill and if anyone pushes your buttons, you’ll surely explode!

If you scored less than 9, you have completely switched off and the fact that you haven’t been fired means you’ve pulled the wool over his/her eyes and he/she deserves to pay you for doing nothing. Enjoy it while it lasts, because when you get found out, you’ll be out the door in no time!

Motivation is one of the many subjects we discussed at the recent 1 Day Mini MBA event in Sydney. The list below is interesting because it dovetails into the discussion we had concerning motivational factors versus what Dr Herzberg refers to as hygiene factors (which can only serve to demotivate).

Most managers don’t understand the difference between simple concepts like this which is why they can be so ineffective as so-called leaders, but that’s a discussion for another day.

Today, I wanted to share with you a recent poll done by The Australia Wide Personnel group on LinkedIn.

Here is how engineering candidates ranked the 7 most important factors when considering a new job that was sent to me by Ray Keefe, one of our multi-award winning clients (and an engineer).

The  7 most important factors engineers consider
when assessing a new job offer

1. Work which requires imagination
2. Challenge of the role
3. Work environment
4. Salary & benefits
5. Employer’s reputation
6. Flexible work arrangements
7. Location

What do you think of the list?

Is it accurate or just what researchers want to hear?

A picture is worth a thousand words. I teach Superstar Speaking Skills to professionals and entrepreneurs… I am going to add this to the existing event Pre Program Preparation™ materials…

Ray Keefe of Successful Endeavours sent this to me – thanks Ray!

As a long-time Mac / Apple fan, I can’t resist…

“Once you go Mac, you never go back.”

Most management consultants promote asking for staff or employee feedback. You might want to re-think that advice after reading the responses obtained at an airline repair division. Remember, it takes a college degree to fly a plane but only a high school diploma to fix one.

After every flight, Qantas pilots fill out a form, called a ‘Gripe Sheet’ which tells mechanics about problems with the aircraft. The mechanics correct the problems; document their repairs on the form, and then pilots review the Gripe Sheets before the next flight.

Never let it be said that ground crews lack a sense of humour.

Here are some actual maintenance complaints submitted by Qantas pilots (marked with a P) and the solutions recorded (marked with an S) by maintenance engineers.

By the way, Qantas is the only major airline that has never, ever, had a fatal accident.

P: Left inside main tyre almost needs replacement.
S: Almost replaced left inside main tyre.

P: Test flight OK, except auto-land very rough.
S: Auto-land not installed on this aircraft.

P: Something loose in cockpit.
S: Something tightened in cockpit.

P: Dead bugs on windshield.
S: Live bugs on back-order.

P: Autopilot in altitude-hold mode produces a 200 feet per minute descent.
S: Cannot reproduce problem on ground.

P: Evidence of leak on right main landing gear.
S: Evidence removed.

P: DME volume unbelievably loud.
S: DME volume set to more believable level.

P: Friction locks cause throttle levers to stick.
S: That’s what friction locks are for.

P: IFF inoperative in OFF mode.
S: IFF always inoperative in OFF mode.

P: Suspected crack in windshield.
S: Suspect you’re right.

P: Number 3 engine missing.
S: Engine found on right wing after brief search.

P: Aircraft handles funny.
S: Aircraft warned to straighten up, fly right, and be serious.

P: Target radar hums.
S: Reprogrammed target radar with lyrics.

P: Mouse in cockpit.
S: Cat installed.

P: Noise coming from under instrument panel. Sounds like a midget pounding on something with a hammer.
S: Took hammer away from midget.

You might have noticed a theme in the last few blog posts – toxic staff… You might think I am anti “employees”, but you’d be wrong. The problem does not lie solely with staff, but with who hired them in the first place.

Once someone has been hired, it’s increasingly harder to get rid of them, which is why you need to get rid of them as soon as you realise it’s the right decision. I see it over and over again – toxic staff destroying small businesses.

• Case #1: A software company had an unproductive ‘receptionist’ who didn’t want to handle a 50% increase in sales. Instead of moving her aside (and possibly getting rid of her), the owner CHOSE to keep her on. Within 12 months, sales went from a robust +50% crashing to an unprofitable -20%. The secretary was then happily doing less and getting paid more with her annual CPI-based raise. How does that make sense?
• Case #2: Service business needs to have field staff convert sales as part of their job description. Several field-based sales strategies and dedicated tools are developed tested and refined to maximise ROI on client call-outs. Over 6 months, these are  dropped by staff because they unilaterally decide they don’t want to be “in sales”. Sales plummet 40% and field staff go from full-time work to part-time schedules. Everyone loses.
• Case #3: Consulting company gets online strategies humming with more leads and contracts than ever, tripling sales. Now comes the challenge of delivery… No one steps up to take the lead. Consultant now working 80+ hours/week because she can’t find anyone willing to take up the slack and increase their salary by $50,000+ because they either have no drive or no time availability (external commitments she knew about when she hired them). Because she never hired for future growth, eventually sales slip back down to essentially a salary with marginal tax benefits. She should have kept her “real job” – at least then she wouldn’t be burdened with the administrative headaches!

What are the lessons to be learned from this?

• Hire the best who will get you from where you are to where you want to be.
• Once you hire them, train and develop them as much and as quickly as you can. Get their buy-in, don’t just give them FREE training, seminars and programs.
• Pay them according to their RESULTS, not the time and effort they put in, because that reinforces and rewards unproductive behaviour.
• Get rid of unproductive staff as soon as you can and hire BETTER replacements based on lessons learned.
• Have the courage to make the tough decisions – NOT making a decision is a decision made by someone else.

The saddest part of having poor (or terrible) staff is that they eventually leave and that’s when it hits home… How much damage they’ve done – by then it’s too late.