A popular movie out right now is mysteriously named "The Secret". This movie has been endorsed by both my mother and Oprah as well as supported by selling millions of copies. The main message of the movie is that you must picture in your mind that which you desire in order for it to come into your life. And while this message is true, it is missing and understates a crucial part of the path to individual success and/or fulfillment. That is that you must take action after you have created this vivid picture. Too many viewers of The Secret will leave believing that if they picture (and this may be confused with daydreaming!) what they want, it will become a part of their life.
If I picture a Ferrari all day long, I will certainly not attain a Ferrari anytime in my life, albeit that I may have the chance or two to drive one. However, if I visual a Ferrari as the results of achievement elsewhere, it's quite likely that this will drive me to attain the Ferrari. There is a crucial difference here that, I believe, will be lost on a portion of the audience. To visual what material items you want is only the first step, you must next visualize a path, then take action on that path.
It should be noted that this action does not necessarily have to be a giant step or a grand enlightenment, rather use what knowledge you currently possess and move towards your goal. As many cliches are true, so is this one, the journey of a thousand miles begins with one step...
Monday, March 12, 2007
Saturday, March 10, 2007
We Are a Message
In this blog I have written a lot about purpose and meaning in our lives. But the question that arises is what purpose do we choose? Is my purpose to be a great parent, a runner of marathons or do I have to end world hunger? As well, are each of these exclusives, can we only have one purpose? The answer can be seen in past great leaders, whether spiritual, political or other, as they have always embodied one single message. Ghandi is peaceful resistance, Churchill is courage in the face of adversity, King is equal rights for all.
While each of these leaders embodied one single message they accomplished much. Ghandi for instance sought to end British rule of India. However, to accomplish this feat he had to master many obstacles - with purposes or goals at the end - before he could accomplish this. He accomplished much on the way to his single purpose.
The answer to question of what is our purpose requires personal specifics. I believe that to truly accomplish change in the world, we must have one overriding purpose, one ultimate aim that we will dedicate our lives too. However, on the way to this one purpose, we can accomplish many things. Ghandi knew that he must first master his mind before he could force the British to leave India. If he had said that his purpose was simply to master himself he would have held back a great deed to the world.
In choosing your purpose, find that one thing, but see other goals that can be reached in order to build toward your main purpose. In my life I choose to be a great father, great child, learner of truth, among many other accomplishments yet I must also choose what my message will be, what my main purpose will be. When I look upon a crowd what one line will come to their minds?
While each of these leaders embodied one single message they accomplished much. Ghandi for instance sought to end British rule of India. However, to accomplish this feat he had to master many obstacles - with purposes or goals at the end - before he could accomplish this. He accomplished much on the way to his single purpose.
The answer to question of what is our purpose requires personal specifics. I believe that to truly accomplish change in the world, we must have one overriding purpose, one ultimate aim that we will dedicate our lives too. However, on the way to this one purpose, we can accomplish many things. Ghandi knew that he must first master his mind before he could force the British to leave India. If he had said that his purpose was simply to master himself he would have held back a great deed to the world.
In choosing your purpose, find that one thing, but see other goals that can be reached in order to build toward your main purpose. In my life I choose to be a great father, great child, learner of truth, among many other accomplishments yet I must also choose what my message will be, what my main purpose will be. When I look upon a crowd what one line will come to their minds?
Thursday, March 8, 2007
The Lesson of the Moth
Of the few memories that are perpetually recalled in my mind, one is The Lesson of The Moth by Don Marquis. This is a story of a conversation between the narrator and a moth, in which the moth is trying desperately to fry himself on a electric light bulb. Given the craziness of this, and the ensuing question, "why?" The moth responds that he would rather live in beauty for a moment than to never know beauty.
This kind of want is scarce in our modern lives. As we are now free of the necessities of survival, no longer needing to hunt, even farm, our food, we are open to the ultimate choice in life. The choice between beauty or a dull gray absence. To seek beauty or to walk randomly down the paths of life. However, as the moth relates, living in this dull gray existence that knows no success or defeat, is simply no way to live. He would rather have the extreme desire for beauty and pay the price.
To us, our flame is our purpose, its what we want so badly we would give our lives for it. This is beauty. I asked myself this, is there something, a cause, that I would give my life for? Is there something I want so badly as this moth? The narrator says steals the word out of the questioners thoughts, "I wish there was something I wanted, As badly as he wanted to fry himself."
On Brighter note (pardon the pun): Fortunately, we have the choice to live or die for our purpose. The questions above are meant to assist in developing, not only a purpose, but the corresponding values and desires. Without want, there can be no purpose. Without values, we will wander off course. See future post, Chief Definite Aim.
The Lesson of the Moth:
http://www.donmarquis.com/readingroom/archybooks/moth.html
This kind of want is scarce in our modern lives. As we are now free of the necessities of survival, no longer needing to hunt, even farm, our food, we are open to the ultimate choice in life. The choice between beauty or a dull gray absence. To seek beauty or to walk randomly down the paths of life. However, as the moth relates, living in this dull gray existence that knows no success or defeat, is simply no way to live. He would rather have the extreme desire for beauty and pay the price.
To us, our flame is our purpose, its what we want so badly we would give our lives for it. This is beauty. I asked myself this, is there something, a cause, that I would give my life for? Is there something I want so badly as this moth? The narrator says steals the word out of the questioners thoughts, "I wish there was something I wanted, As badly as he wanted to fry himself."
On Brighter note (pardon the pun): Fortunately, we have the choice to live or die for our purpose. The questions above are meant to assist in developing, not only a purpose, but the corresponding values and desires. Without want, there can be no purpose. Without values, we will wander off course. See future post, Chief Definite Aim.
The Lesson of the Moth:
http://www.donmarquis.com/readingroom/archybooks/moth.html
Friday, March 2, 2007
Inner Coordination of Truth
I recall a passage written by a secretary of Ghandi that stated why he was able to speak for hours on end with no preparation or notes. He said:
"You don't understand. You don't understand Gandhi. You see, what he thinks is what he feels. What he feels is what he says. And what he says is what he does. What Gandhi thinks, what he feels, what he says, and what he does are all the same. He does not need notes. You and I think things, that sometimes may be different than what we feel. What we say depends on who's listening. What we do depends on who's watching. It is not so with him. He needs no notes."
This is one of the most powerful quotes of the twentieth century. Within this quote lies the key to harmony and success. Leadership studies have shown that the quality most desired of leaders is honesty. We all fear that we are in a zero-sum game in which any information we give to the 'other side' will put us at a disadvantage. This is not so.
I am discovering as my life proceeds that I am not in a fight with the outside world or the situation that I find myself in but rather a fight with that which lies within my own mind. It is the demons of habits long ingrained, fears steadily reinforced and untrue truths justified that are my true enemies.
Given an understanding of this battle within us all, we must give credit to those around us. As unquantifiable and unexplainable as it is, we can always sense someone that is not in harmony with themselves. The other side of these people are those that are in harmony with their thoughts and actions. Their sense of inner power and depth lends itself to others. These are the Dr Kings, Ghandi's and Churchill's of the past, the mirrors of future leaders.
It seems that great power can only be achieved by this coordination of the mind, body and soul. Or, simply, what we think, do and feel. Just as a team will often achieve more than an individual, the organized, coordinated effort your inner self will lead to greater success.
"You don't understand. You don't understand Gandhi. You see, what he thinks is what he feels. What he feels is what he says. And what he says is what he does. What Gandhi thinks, what he feels, what he says, and what he does are all the same. He does not need notes. You and I think things, that sometimes may be different than what we feel. What we say depends on who's listening. What we do depends on who's watching. It is not so with him. He needs no notes."
This is one of the most powerful quotes of the twentieth century. Within this quote lies the key to harmony and success. Leadership studies have shown that the quality most desired of leaders is honesty. We all fear that we are in a zero-sum game in which any information we give to the 'other side' will put us at a disadvantage. This is not so.
I am discovering as my life proceeds that I am not in a fight with the outside world or the situation that I find myself in but rather a fight with that which lies within my own mind. It is the demons of habits long ingrained, fears steadily reinforced and untrue truths justified that are my true enemies.
Given an understanding of this battle within us all, we must give credit to those around us. As unquantifiable and unexplainable as it is, we can always sense someone that is not in harmony with themselves. The other side of these people are those that are in harmony with their thoughts and actions. Their sense of inner power and depth lends itself to others. These are the Dr Kings, Ghandi's and Churchill's of the past, the mirrors of future leaders.
It seems that great power can only be achieved by this coordination of the mind, body and soul. Or, simply, what we think, do and feel. Just as a team will often achieve more than an individual, the organized, coordinated effort your inner self will lead to greater success.
Sunday, February 25, 2007
The Feeling of Leadership
I have never before in my life heard, nay, felt, a better definition of leadership in business. It is in reading Law of Success by Napoleon Hill that I have been given this gift of clarity. While it is not a direct quote from the book but rather a updated commentary from contemporary authors, it can be summed up as follows. The selling of an product or service will likely involve at least five to ten separate tasks. Say sourcing, creating, advertising and distribution to name four. The task of leadership is not to learn these tasks but to create an alliance of minds dedicated towards the fulfillment of each of these jobs. The leader of Apple will surely not know how to manufacture a computer chip but he can create a Master Mind alliance (more on this later) with the people necessary to create this magnificent product.
This brings to mind the idea that a company should not be organized based on job titles but rather on the needs of the job role. The CEO of any large organization will likely be the creator of harmony among the Leaders (other executive officers) within his company. It is the job of each successive position within the company to create harmony downwards as to allow each person to add their brain to the mental organization that is the company. This is the true value of any company.
This brings to mind the idea that a company should not be organized based on job titles but rather on the needs of the job role. The CEO of any large organization will likely be the creator of harmony among the Leaders (other executive officers) within his company. It is the job of each successive position within the company to create harmony downwards as to allow each person to add their brain to the mental organization that is the company. This is the true value of any company.
Thursday, February 15, 2007
Contributing vs. Giving
I have always tried to give. Whether its money or time or something I have, if someone looks like they need it more than I do, I try to give (emphasis on try). The word giving itself has significant meaning for me. A lot of the ambition that drives me is centered around the idea that the more I have the more I can give. One of the greatest givers that I know (also one of my greatest teachers) is a living example of what you give, you get in return. He is successful beyond measure because he has given beyond measure.
Yet I find myself troubled by the word giving. It seems to me that it may convey the wrong meaning to that incremental group of people who would otherwise give if they understood it better. While the essence of giving is pure and great, the idea of a poor child in Africa giving his time or money is hard to swallow, pragmatic reasons aside. I find myself being drawn away from the idea of giving, I worry so much about what I have. The spiritual books I read say that if I worry less about what I have more will come to me. Don't get me wrong, I feel a great desire to give but I worry about what I have. This dichotomy within me creates unnecessary turmoil.
To quote The Four Agreements by Don Miguel Ruiz:
"The old man begins to tell you his story: "My teacher opened his chest and took out his heart, and he took a beautiful flame from his heart. Then he opened my chest, opened my heart, and he put that little flame inside it. He put my heart back in my chest, and as soon as my heart was inside me, I felt intense love, because the flame he put in my heart was his own love."
The story continues to where the old man began to spread this flame to everyone and everything he touched. This grew to be a big fire, one that did not burn but purified. It is from within this story that the idea that I am not giving but contributing a piece of me, a piece of my flame.
If you have ever cried at a story of heroics or triumph over great pain and felt a swelling of tears and emotion, this is your flame burning bright. In these moments of a bright flame, life becomes clear. What if our flame always burned this bright? If we take the wisdom of the story above we may make our fire brighter by contributing our flames to others. Its this essence, this contribution, that we see the true meaning of giving. By giving we become a piece of that which we have given to.
Giving becomes a lot easier when we picture in our mind that each time you give you are contributing a piece of your flame to another. This does not diminish yours but grows within another. If you could measure the flame that is yours that burns within you and others, how big would it be?
Yet I find myself troubled by the word giving. It seems to me that it may convey the wrong meaning to that incremental group of people who would otherwise give if they understood it better. While the essence of giving is pure and great, the idea of a poor child in Africa giving his time or money is hard to swallow, pragmatic reasons aside. I find myself being drawn away from the idea of giving, I worry so much about what I have. The spiritual books I read say that if I worry less about what I have more will come to me. Don't get me wrong, I feel a great desire to give but I worry about what I have. This dichotomy within me creates unnecessary turmoil.
To quote The Four Agreements by Don Miguel Ruiz:
"The old man begins to tell you his story: "My teacher opened his chest and took out his heart, and he took a beautiful flame from his heart. Then he opened my chest, opened my heart, and he put that little flame inside it. He put my heart back in my chest, and as soon as my heart was inside me, I felt intense love, because the flame he put in my heart was his own love."
The story continues to where the old man began to spread this flame to everyone and everything he touched. This grew to be a big fire, one that did not burn but purified. It is from within this story that the idea that I am not giving but contributing a piece of me, a piece of my flame.
If you have ever cried at a story of heroics or triumph over great pain and felt a swelling of tears and emotion, this is your flame burning bright. In these moments of a bright flame, life becomes clear. What if our flame always burned this bright? If we take the wisdom of the story above we may make our fire brighter by contributing our flames to others. Its this essence, this contribution, that we see the true meaning of giving. By giving we become a piece of that which we have given to.
Giving becomes a lot easier when we picture in our mind that each time you give you are contributing a piece of your flame to another. This does not diminish yours but grows within another. If you could measure the flame that is yours that burns within you and others, how big would it be?
Thursday, February 1, 2007
Thoughts on "Customer Action Hero"
A few weeks ago, I discovered, through a friend, a wonderful website, www.changethis.com. This website provides manifestos from many different authors, most notably Tom Peter and Seth Godin. One such manifesto is titled "Customer Action Hero" by Jeanne Bliss.
As I am beginning to do some freelance consulting work, primarily in the area of marketing with a focus on the customer experience, this manifesto seemed as though it would be useful. Indeed it was, the manifesto outlines to 10 steps to becoming a Customer Action Hero. Its these ten steps and the philosophy behind them that I will reflect on.
The thesis of the article is that the CEO in any organization must be actively involved in understanding and tracking the customer interactions with the organization as well as purposely pushing toward an ever improving customer experience. In essence, the CEO must continually be asking questions about customers. These questions should arise out of customer metrics that track everything from the most profitable segments to customer complaints at each point of contact with the organization. Without a true focus and commitment the CEO and employees will only pay lip-service to necessary changes.
The first action step is to elevate your customers to an asset of the business by incorporating customer metrics into strategic decisions. Often companies are faced with the challenge of employees that are already too busy with 'work' to implement this additional hassle. Therefore, the decision and persistence must come from the top. The next step, which will likely come before the first, is to create a system to track complaints and comments. This tracking, and the results of it, must be incorporated into all levels of planning and acted upon.
The third step is to listen to front line employees. These people have interactions with customers on a daily basis and often have a strong, but quiet opinion on what customers are complaining about. Provide a safe and confidential forum for these issues to be brought into the open and some amazing new thoughts are likely to be brought to attention. Once the customer issues are brought into the open, you must prioritize and fix the top 10 things that are bugging your customers. After these priorities are set, assign accountability to each category of problems to senior people in your company.
When doing customer surveys it is also important to keep in mind that a company shouldn't ask any questions if it doesn't intend to act on the answers. This wastes both the companies and the customers time. Nor does it have to include only survey, there can be many, one such possible survey is the Customer Loss Survey. On a monthly or quarterly basis, gather a list of customers who have left then assign a person (the more senior the better) to call these people and find out why they left. This basic approach will uncover dangerous trends and problems faster and more precisely than from the overall customer survey.
To take advantage of the knowledge gained through these many interactions with customers, companies should create a Customer Room. This room is the meeting place for discussions and the gathering room for customer information. The walls are posted with the Top 10 Things Bugging Our Customers list as well as different communications for all employees to see. Are your customers worth a room? Certainly. Within this room that Annual Customer Plan can be developed. This plan should include the actions and objectives for the upcoming year as well as a review of the previous year. The sole purpose of this plan will be to improve the customers experience with the business. The last part of the Customer Action Plan is that the company must focus and direct funds towards these objectives. Talk only goes so far, money needs to make the commitment real.
Within most businesses there are Customer Action Hero's, find these people and let them loose. And remember, focus on the customer, not on the business. Find out what the customer wants, not what the business can provide (that will come after!).
As I am beginning to do some freelance consulting work, primarily in the area of marketing with a focus on the customer experience, this manifesto seemed as though it would be useful. Indeed it was, the manifesto outlines to 10 steps to becoming a Customer Action Hero. Its these ten steps and the philosophy behind them that I will reflect on.
The thesis of the article is that the CEO in any organization must be actively involved in understanding and tracking the customer interactions with the organization as well as purposely pushing toward an ever improving customer experience. In essence, the CEO must continually be asking questions about customers. These questions should arise out of customer metrics that track everything from the most profitable segments to customer complaints at each point of contact with the organization. Without a true focus and commitment the CEO and employees will only pay lip-service to necessary changes.
The first action step is to elevate your customers to an asset of the business by incorporating customer metrics into strategic decisions. Often companies are faced with the challenge of employees that are already too busy with 'work' to implement this additional hassle. Therefore, the decision and persistence must come from the top. The next step, which will likely come before the first, is to create a system to track complaints and comments. This tracking, and the results of it, must be incorporated into all levels of planning and acted upon.
The third step is to listen to front line employees. These people have interactions with customers on a daily basis and often have a strong, but quiet opinion on what customers are complaining about. Provide a safe and confidential forum for these issues to be brought into the open and some amazing new thoughts are likely to be brought to attention. Once the customer issues are brought into the open, you must prioritize and fix the top 10 things that are bugging your customers. After these priorities are set, assign accountability to each category of problems to senior people in your company.
When doing customer surveys it is also important to keep in mind that a company shouldn't ask any questions if it doesn't intend to act on the answers. This wastes both the companies and the customers time. Nor does it have to include only survey, there can be many, one such possible survey is the Customer Loss Survey. On a monthly or quarterly basis, gather a list of customers who have left then assign a person (the more senior the better) to call these people and find out why they left. This basic approach will uncover dangerous trends and problems faster and more precisely than from the overall customer survey.
To take advantage of the knowledge gained through these many interactions with customers, companies should create a Customer Room. This room is the meeting place for discussions and the gathering room for customer information. The walls are posted with the Top 10 Things Bugging Our Customers list as well as different communications for all employees to see. Are your customers worth a room? Certainly. Within this room that Annual Customer Plan can be developed. This plan should include the actions and objectives for the upcoming year as well as a review of the previous year. The sole purpose of this plan will be to improve the customers experience with the business. The last part of the Customer Action Plan is that the company must focus and direct funds towards these objectives. Talk only goes so far, money needs to make the commitment real.
Within most businesses there are Customer Action Hero's, find these people and let them loose. And remember, focus on the customer, not on the business. Find out what the customer wants, not what the business can provide (that will come after!).
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