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Name of author Rick Baker, P.Eng.

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Controlling for New - the Power in New Things

by Rick Baker
On Oct 16, 2012

Sometimes good habits can be a little annoying...like eating the right food, getting the right exercise, getting the right amount of sleep, being organized, brushing your teeth...etc.

Sometimes bad habits can be a little stressful...like eating that 3rd scoop of Baskin & Robbins, watching all those commercials between the TV shows, sitting in a cubicle all day long...etc.

And - when you boil it all down people only do 3 things: people do good habits, bad habits, and new things.

Which, brings us to New Things.

New Things can be annoying and stressful. Change can be very fear-filled stuff. That's one way to look at New Things.

There is another way to look at New Things, a better way.

New Things have the following positive qualities:

  • New Things relieve boredom, which when it really gets hold leads to apathy and bad habits
  • New Things energize and invigorate
  • New Things create new possibilities, opportunities for self-expression

According to Brendon Burchard, author, motivational speaker and the founder of High Performance Academy:

Bottom line: setting your sights on enjoying new experiences regularly is one of the greatest ways to remain fully engaged, energized, and enthusiastic throughout your lifetime.” 

In summary, Burchard sees 'Controlling for New' as a vital part of a charged life:

It means that we should spend as much time strategically planning the introduction of new things and experiences into our lives as we spend planning for what we’ll eat, when we’ll work out, and how we’ll accomplish our goals. Much of the boredom, depression, misery, and emotional malaise in life can be remedied by this concept of “control for new”, and recent advances in neuroscience prove why.

This meshes with Spirited Leaders' founding philosophy: People Only Do 3 Things: Good Habits, Bad Habits, & New Things.

Good Habits: these are the things we do that align with our goals. Our goals -  true goals - are fabric that runs through us throughout our adult lives. They are long-term goals. For example - maintaining good physical health would be a true goal. Good Habits , being in alignment with our goals, are accompanied by positive feelings and emotions.

Bad Habits: these are the things we do that do not align with our true goals. Often, they involve near-term gratification. Since Bad Habits do not align with our true goals, they are accompanied by or they bring about negative feelings and emotions [guilt, fear, etc].

New Things: If we find ourselves doing something new, and that is rare, say about 5% of the time, there are 3 possible outcomes:

  1. We will continue to do the New Thing and it will lead to another Good Habit.
  2. We will continue to do the New Thing and it will lead to another Bad Habit.
  3. We will stop doing the New Thing.
In this manner, people experiment from the start to the end of their lives. Human life, and business life is a big part of it, is a series of discoveries and explorations of new experiences. Some of those new experiences take hold and remain as habits. The experience-habit cycle can be haphazard or it can be planned. 
 
Excellent performers in life and business choose to plan.
 
If we spend time strategically planning New Things - 'Controlling For New' - then we will maximize the likelihood we create Good Habits which will bring good feelings and emotions and increase the likelihood we will achieve our true goals.
 
This is the magical power in New Things.
 

Tags:

Goals - SMARTACRE Goals | Habits: Good Habits, Bad Habits, & New Things

Achieving Business Goals

by Rick Baker
On Oct 3, 2012

Your senior people have talents and business strengths. To the extent their jobs and workplace environment allow, they will use those strengths. To the extent they have knowledge and they practise skills, their personal strengths will generate desired, positive business results in the form of money well earned, money well spent, and fair money-profit on time, talents, and personal strengths 'invested'.

Business goals are achieved when individuals use personal strengths and combine those strengths with other people's strengths in a manner that both:

  • allows people to maximize the time they spend working in areas aligned with their talents and strengths and 
  • allows people to minimize the time they spend working in areas of personal weakness. 

In addition, and this is essential, business goals are achieved when people find the way to work together, with a level of harmony, and function as a winning team.

Winning teams:

  • have specialists, people with specific talents and strengths [for example, hockey teams have goalies]
  • have leaders [for example, hockey teams have captains]
  • have coaches and plans, where individual talents and strengths are meshed together to perform in specific situations [for example, hockey teams have penalty-killing units]
  • have discipline and rules, exhibited by the individuals and often mirrored in team image [for example, hockey teams use curfews]
  • learn from studying real-life action [for example, hockey teams study game tapes]
  • practice, practice, practice

Tags:

Goals - SMARTACRE Goals

How To Increase Profits

by Rick Baker
On Sep 18, 2012

After meeting with and investigating 100's of businesses that have been unable to achieve their profit goals, it is clear there is need for a simple process for profit-improvement. The simple process needs to work for all sizes of businesses and work across a broad range of business sectors.

Here is a simple profit-improvement process that works:

The RAISE Process

Review your issues, objectively

Assessment of situation, people, & process

Insight, to create options & best practices

Support, of your solution implementation

Evaluation against agreed benchmarks

 

More details...

Review your issues, objectively:

There are 2 ways to be objective. (1) be a possibility-thinking master of self-discipline and (2) obtain unbiased 3rd party input. Definitely, there are ways to expand open-mindedness, possibility thinking, and creative thinking. Here are 2 examples: Edward de Bono's 'Six Thinking Hats' and John C. Maxwell's 'How Successful People Think'. 

Assessment of situation, people, & process:

These are the 3 basic elements of business. They inter-play with one another. Of course, it is all about people. Yet, the differences in people are often underestimated. People create the process. Yet, sometimes they do not do a good enough job explaining what they have created. And, people regularly underestimate the impact situations have on people's behaviour....especially, tough situations.

Insight, to create options & best practices:

Some people appear to possess a natural gift of insight; some people rarely exhibit insight; any person who works at it can develop skills for insight. Business leadership and business development [sales & marketing] are two areas where insight is most essential. Here is an illustration of the importance of insight - the Entrepreneurial Dilemma

Support, of your solution implementation:

It is impossible to implement a solution if your people do not buy into it. It is difficult to make a good consensus decision; it is really tough to implement any decision without people buying in. For some people - and you will need their help - the path to change must contain small steps...at least, at first.

Evaluation against agreed benchmarks:

Business is an iterative process: building things you believe contain value and testing to determine those things actually do contain value. Here, I am talking about value for clients, value for owners, value for employees...i.e., value, as seen from these and other [different] perspectives. And, all these perspectives must be understood and used as performance benchmarks...to define success and guide behaviour. Then, with benchmarks understood - measure, report, adjust, etc.

Thought Tweet #557

by Rick Baker
On Sep 4, 2012

Thought Tweet #557 Very tough to make good decisions by consensus; very tough to implement good decisions without buy-in. 

 

The Thinking Behind The Tweet

Best to strive for buy-in...with forethought about implementation. For example, use SMARTACRE Goals

Tags:

Delegation & Decisions | Emotions & Feelings @ Work | Goals - SMARTACRE Goals | Thought Tweets

Thought Tweet #509

by Rick Baker
On Jun 28, 2012

Thought Tweet #509 Desired Actions are always preceded by desired Thoughts. To achieve Goals we must first discipline our Thoughts.


The Thinking Behind The Tweet

Or, we could just leave things to chance and self-confidence...however, at the very least, that would deprive us of the pleasure associated with the cause and effect between our thoughts (causes) and our achievements (effects).

Tags:

Goals - SMARTACRE Goals | Thinking as in Think and Grow Rich | Thought Tweets

Thought Tweet #476

by Rick Baker
On May 14, 2012

Thought Tweet #476 Some people somehow know the course of their lives at an early age and they live it. Most of us do not. 

 

The Thinking Behind The Tweet

For many generations, self-help gurus have taught the importance of having a life purpose. Napoleon Hill called it definite chief aim. Orison Sweet Marden wrote, "Power is largely a question of strong, vigorous, perpetual thinking along the line of the ambition, parallel with the aim - the great life purpose." ['Pushing To The Front', (1911)]

I have written and talked about my heroes, as examples -  Napoleon, Gandhi, and Alexander the Great. These heroes did have life purposes, which they understood at a young age.

But, they are anomalies, not the norm.

From now on, when I write about my heroes I am going to make sure I give at least equal time to the vast majority of us who are accomplishing meaningful and important things at somewhat lower levels than the extreme standards set by our heroes. 

 

Tags:

Beyond Business | Goals - SMARTACRE Goals | Hero Worship | Thought Tweets

Copyright © 2012. W.F.C (Rick) Baker. All Rights Reserved.