In his book Money: A User's Manual, Bob Russell describes a farmer who once grew discontent with his farm. He griped about the lake on his property always needing to be stocked and managed... And those fat cows lumbered through his pasture. All the fencing and feeding - what a headache!
He called a Realtor and made plans to list the farm. A few days later the agent phoned, wanting approval for the advertisement she intended to place in the local paper. She read the ad to the farmer. It described a lovely farm in an ideal location - quiet and peaceful, contoured with rolling hills, carpeted with soft meadows, nourished by a fresh lake, and blessed with well-bred livestock. The farmer said, "Read that ad to me again."
After hearing it a second time, he decided, "I've changed my mind. I'm not going to sell. I've been looking for a place like that all my life."
Contributed by Derek Avera, YTB Corporate, Wood River, Illinois.
Friday, August 27, 2010
Thursday, August 26, 2010
Ducks or Eagles? (Part 2 of a 2-part series)
'Tell me, Wally,' my amazed friend asked the driver, 'have you always served customers like this?'
Wally smiled into the rear view mirror. 'No, not always. In fact, it's only been in the last two years. My first five years driving, I spent most of my time complaining like all the rest of the cabbies do. Then I heard the personal growth guru, Wayne Dyer, on the radio one day.
Dyer said that if you get up in the morning expecting to have a bad day, you'll rarely disappoint yourself. He said, 'Stop complaining! Differentiate yourself from your competition. Don't be a duck. Be an eagle. Ducks quack and complain. Eagles soar above the crowd.''
'That hit me right between the eyes,' said Wally. 'Dyer was really talking about me. I was always quacking and complaining, so I decided to change my attitude and become an eagle. I looked around at the other cabs and their drivers. The cabs were dirty, the drivers were unfriendly, and the customers were unhappy. So I decided to make some changes. I put in a few at a time. When my customers responded well, I did more.'
'I take it that has paid off for you,' Harvey said.
'It sure has,' Wally replied. 'My first year as an eagle, I doubled my income from the previous year. You were lucky to get me today. I don't sit at cabstands anymore. My customers call me for appointments on my cell phone or leave a message on my answering machine.'
Wally was phenomenal.He was running a limo service out of a Yellow Cab. I've probably told that story to more than fifty cab drivers over the years, and only two took the idea and ran with it. The rest of the drivers quacked like ducks and told me all the reasons they couldn't do any of what I was suggesting.
Wally the Cab Driver made a different choice. He decided to stop quacking like ducks and start soaring like eagles.
How about us?
Contributing writer: Don MacLean, Punta Gorda, Florida.
Wally smiled into the rear view mirror. 'No, not always. In fact, it's only been in the last two years. My first five years driving, I spent most of my time complaining like all the rest of the cabbies do. Then I heard the personal growth guru, Wayne Dyer, on the radio one day.
Dyer said that if you get up in the morning expecting to have a bad day, you'll rarely disappoint yourself. He said, 'Stop complaining! Differentiate yourself from your competition. Don't be a duck. Be an eagle. Ducks quack and complain. Eagles soar above the crowd.''
'That hit me right between the eyes,' said Wally. 'Dyer was really talking about me. I was always quacking and complaining, so I decided to change my attitude and become an eagle. I looked around at the other cabs and their drivers. The cabs were dirty, the drivers were unfriendly, and the customers were unhappy. So I decided to make some changes. I put in a few at a time. When my customers responded well, I did more.'
'I take it that has paid off for you,' Harvey said.
'It sure has,' Wally replied. 'My first year as an eagle, I doubled my income from the previous year. You were lucky to get me today. I don't sit at cabstands anymore. My customers call me for appointments on my cell phone or leave a message on my answering machine.'
Wally was phenomenal.He was running a limo service out of a Yellow Cab. I've probably told that story to more than fifty cab drivers over the years, and only two took the idea and ran with it. The rest of the drivers quacked like ducks and told me all the reasons they couldn't do any of what I was suggesting.
Wally the Cab Driver made a different choice. He decided to stop quacking like ducks and start soaring like eagles.
How about us?
Contributing writer: Don MacLean, Punta Gorda, Florida.
Wednesday, August 25, 2010
Ducks or Eagles? pt 1 of 2-part series
Harvey Mackay was waiting in line for a ride at the airport. When a cab pulled up, the first thing Harvey noticed was that the taxi was polished to a bright shine. Smartly dressed in a white shirt, black tie, and freshly pressed black slacks, the cab driver jumped out and rounded the car to open the back passenger door for Harvey.
He handed my friend a laminated card and said: 'I'm Wally, your driver. While I'm loading your bags in the trunk I'd like you to read my mission statement.'
It said: Wally's Mission Statement: To get my customers to their destination in the quickest, safest and cheapest way possible in a friendly environment.
This blew Harvey away. Especially when he noticed that the inside of the cab matched the outside. Spotlessly clean!
As he slid behind the wheel, Wally said, 'Would you like a cup of coffee? I have a thermos of regular and one of decaf.'
My friend said jokingly, 'No, I'd prefer a soft drink.'
Wally smiled and said, 'No problem. I have a cooler up front with regular and Diet Coke, water and orange juice.'
Almost stuttering, Harvey said, 'I'll take a Diet Coke.'
As they were pulling away, Wally handed my friend another laminated card, 'These are the stations I get and the music they play, if you'd like to listen to the radio.' And as if that weren't enough, Wally told Harvey that he had the air conditioning on and asked if the temperature was comfortable for him
He handed my friend a laminated card and said: 'I'm Wally, your driver. While I'm loading your bags in the trunk I'd like you to read my mission statement.'
It said: Wally's Mission Statement: To get my customers to their destination in the quickest, safest and cheapest way possible in a friendly environment.
This blew Harvey away. Especially when he noticed that the inside of the cab matched the outside. Spotlessly clean!
As he slid behind the wheel, Wally said, 'Would you like a cup of coffee? I have a thermos of regular and one of decaf.'
My friend said jokingly, 'No, I'd prefer a soft drink.'
Wally smiled and said, 'No problem. I have a cooler up front with regular and Diet Coke, water and orange juice.'
Almost stuttering, Harvey said, 'I'll take a Diet Coke.'
As they were pulling away, Wally handed my friend another laminated card, 'These are the stations I get and the music they play, if you'd like to listen to the radio.' And as if that weren't enough, Wally told Harvey that he had the air conditioning on and asked if the temperature was comfortable for him
Thursday, August 19, 2010
The Me-First Mentality
Self-Preservation
By Dr. John C. Maxwell
(Part 1 of 2; continuing tomorrow)
The most recognizable symbols of Ancient Egypt - the mummy and the pyramid - were elaborate attempts at self-preservation. The Egyptian pharaohs believed their spirits would remain inside their bodies after death to embark on a journey into the afterlife. On account of this belief, the pharaohs spared no expense to ensure their bodies would transition securely and comfortably into the hereafter. It was not uncommon for a pharaoh to begin drawing up plans for his pyramid as the first order of business after ascending to the throne.
Generations of Egyptians were forced into decades of backbreaking labor to build pyramids so that the deceased body of one pharaoh would be pampered in the afterlife. To construct a pyramid, stones averaging 2.5 tons had to be hewn out of rock quarries by laborers with primitive tools, hauled across the desert, and carried up ramps to be set into place. Archeologists estimate the Pyramids at Giza took between 20,000 and 30,000 workers about 80 years to build!
The primary purpose of the extravagant pyramids was to protect the pharaoh's body, which itself was mummified for maximum preservation. A team of embalmers spent 70 days performing a variety of activities to prepare a pharaoh's body for burial. When they had finally finished, the mummy was laid to rest in an ornate coffin and placed inside of the pyramid.
The pharaohs exhausted staggering amounts of their kingdom's wealth and work force to preserve themselves. The exorbitant expenditures left many Egyptians in poverty and robbed the economy of essential funds. By frittering away national resources on self-preservation, the pharaohs likely accelerated the deterioration of their mighty kingdom.(Part 2 continuing tomorrow)
By Dr. John C. Maxwell
(Part 1 of 2; continuing tomorrow)
The most recognizable symbols of Ancient Egypt - the mummy and the pyramid - were elaborate attempts at self-preservation. The Egyptian pharaohs believed their spirits would remain inside their bodies after death to embark on a journey into the afterlife. On account of this belief, the pharaohs spared no expense to ensure their bodies would transition securely and comfortably into the hereafter. It was not uncommon for a pharaoh to begin drawing up plans for his pyramid as the first order of business after ascending to the throne.
Generations of Egyptians were forced into decades of backbreaking labor to build pyramids so that the deceased body of one pharaoh would be pampered in the afterlife. To construct a pyramid, stones averaging 2.5 tons had to be hewn out of rock quarries by laborers with primitive tools, hauled across the desert, and carried up ramps to be set into place. Archeologists estimate the Pyramids at Giza took between 20,000 and 30,000 workers about 80 years to build!
The primary purpose of the extravagant pyramids was to protect the pharaoh's body, which itself was mummified for maximum preservation. A team of embalmers spent 70 days performing a variety of activities to prepare a pharaoh's body for burial. When they had finally finished, the mummy was laid to rest in an ornate coffin and placed inside of the pyramid.
The pharaohs exhausted staggering amounts of their kingdom's wealth and work force to preserve themselves. The exorbitant expenditures left many Egyptians in poverty and robbed the economy of essential funds. By frittering away national resources on self-preservation, the pharaohs likely accelerated the deterioration of their mighty kingdom.(Part 2 continuing tomorrow)
Tuesday, August 17, 2010
The Me-First Mentality
Self-Preservation
(Part 2 of 2; continued from yesterday)
As evidenced by the ancient Egyptians, leaders have prioritized self-preservation for thousands of years. Regrettably, self-preservation runs contrary to the true nature of leadership, which involves serving constituents. By operating with a me-first mentality, leaders deprive and exploit those they lead instead of equipping and inspiring them. In the process, they provoke resentment, lose respect, and accomplish little.
Although self-preservation sabotages leadership, throughout history men and women in authority have been preoccupied with protecting their position and status. What drives leaders to be so inwardly focused?
Root Causes of a Self-Preserving Leader
1) They Fear Change
Change can be viewed as a threat or an opportunity. Either way, it's inevitable. A self-preserving leader dreads change and erects barriers to it whenever possible. After change proves to be unavoidable, the self-preserving leader is jostled and has trouble coping with new realities.
2) They Stop Growing
Leaders who stop growing eventually start clinging to position instead of merit. These leaders rely on experience and seniority to compensate for their decline in knowledge and ability. The lure of self-preservation sucks them into the narrow confines of their comfort zones, and, as a consequence, they dodge assignments that require learning new skills or breaking with the usual routine.
3) They Lose Self-Belief
Insecure leaders place others at arm's length and guard their turf. Having lost self-belief, they fear being exposed as incompetent. These sorts of people live with a tremendous sense of vulnerability. For this reason, they respond poorly to failure, seeing it as an indictment of their ineptitude rather than a learning experience.
In Conclusion
Whatever the source, self-preservation causes leaders foolishly to expend their energies and influence fortifying their own position. In doing so, they malnourish the persons they should be serving. By neglecting the effectiveness of their people, self-preserving leaders indirectly minimize the extent of their own influence.
By Dr. John C. Maxwell
(Part 2 of 2; continued from yesterday)
As evidenced by the ancient Egyptians, leaders have prioritized self-preservation for thousands of years. Regrettably, self-preservation runs contrary to the true nature of leadership, which involves serving constituents. By operating with a me-first mentality, leaders deprive and exploit those they lead instead of equipping and inspiring them. In the process, they provoke resentment, lose respect, and accomplish little.
Although self-preservation sabotages leadership, throughout history men and women in authority have been preoccupied with protecting their position and status. What drives leaders to be so inwardly focused?
Root Causes of a Self-Preserving Leader
1) They Fear Change
Change can be viewed as a threat or an opportunity. Either way, it's inevitable. A self-preserving leader dreads change and erects barriers to it whenever possible. After change proves to be unavoidable, the self-preserving leader is jostled and has trouble coping with new realities.
2) They Stop Growing
Leaders who stop growing eventually start clinging to position instead of merit. These leaders rely on experience and seniority to compensate for their decline in knowledge and ability. The lure of self-preservation sucks them into the narrow confines of their comfort zones, and, as a consequence, they dodge assignments that require learning new skills or breaking with the usual routine.
3) They Lose Self-Belief
Insecure leaders place others at arm's length and guard their turf. Having lost self-belief, they fear being exposed as incompetent. These sorts of people live with a tremendous sense of vulnerability. For this reason, they respond poorly to failure, seeing it as an indictment of their ineptitude rather than a learning experience.
In Conclusion
Whatever the source, self-preservation causes leaders foolishly to expend their energies and influence fortifying their own position. In doing so, they malnourish the persons they should be serving. By neglecting the effectiveness of their people, self-preserving leaders indirectly minimize the extent of their own influence.
By Dr. John C. Maxwell
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