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Summary of Goals, Brian Tracy
- Have a desire:
In what one skill areas would you like to be absolutely excellent?
- Believe:
What actions steps in your personal development could you take right now to increase your belief and confidence that you can master the new skill?
- Write it down:
Write down a clear present tense statement describing yourself as you would look, feel and behave as a result of mastering this key skill
- Analyse your starting point:
What are your areas of stength and weakness in this area currently?
- Determine why you want to excel in this area:
Make a list of five positive things that would be different in your life as a the result of becoming excellent in a particular skill
- Set a trip line /deadline:
Determine exactly when you will be excellent in this skill area, and set sub trip lines for the steps you will take each day, week and month.
- Identify the obstacles:
Determine the obstacles that stand between you and the achievement of excellence, especially the obstacles within your self
- Determine the additional knowledge and skill you need:
Identify the specific resources you will require, including books, audio programmes, seminars and the study schedule you will need to follow to master this new skill.
* Determine the people you will need:
Whose help and cop-operation will you require to master this skill?
- Make a plan:
Create a list of everything that you can think of that you need to do to achieve excellence in this area.
- Visualise:
See yourself in your minds eye, your inner mirror, as if you were already a recognised expert in this new area. Repeat this exercise over and over until the new image is accepted by your subconscious mind as a command
- NEVER GIVE UP
Once you have decided to develop this key skill, make a decision that you will never give up, until you are recognised by others as very good in this area
Team Building, AIM Putting the team attitude first
Providing clear purpose and values
- Create a challenge, a reason for making a team activity, that commits and motivates people to work together
- Set clear and compelling goals and strategies both for the individual and the team
- Be clear on your values
- Create a team charter that formalises the commitment to each other and clear states what the team wants to accomplish, why this is important and how the team will work together to achieve results.
Unleashing and developing skills
- Start with the basics, Build individual skills that will bolster team skills
- Provide feedback to build on skills, confidence and accountability
- Learn other peoples roles
- Build a sense pf personal and collective power, using personal and collective skills to achieve extraordinary results.
Creating team power
- Build a game plan and stick to it
- Share leadership
- Reward team work
- Rotate positions to build flexibility, introduce change and build mental skills
- Turn individual skills into team skills
Keeping the accent on the positive
- Look for behaviours that reflect the purpose values, skill development and team work with reward, reward and reward of those behaviours.
- Catch people doing the right thing ( or approximately right)
- Redirect towards goals: do not punish(!)
- Link all recognition and reward back to the purpose and goals
Making the most of Networking
Before you go
Plan: Why are you going, and do you have a reason for going?
- Have an objective
- Your ideal contact
- What do you do
- Armed for action, your business card
- Give and take
- Follow up
- Making measurements
- Keep it up
Have an objective
- Why are you going to this particular meeting?
- Give yourself a goal of what you want to achieve.
- Are you looking for new clients in a specific sector?
- Do you need to find a particular supplier?
- Are you going to spend time talking to an existing client?
- Is it the speaker or the presentation that is tempting you to this meeting?
- If you have a list of attendees in advance, identify the specific people you wish to speak to
Your ideal contact
- What is the profile of the person you want to meet: are they able to help you, or is it their network that you are after?
- If you are clear about your objectives or profile it makes it easier for other people to network for you, to refer your services on.
What do you do?
- Have an answer prepared for the inevitable question of, “So, what do you do?”
- Does it tell them what you really want them to know?
- Have you practised that “elevator pitch” so it sounds natural?
- Do not say too much: leave people wanting to know more and ask questions.
- Remember they are asking what do you do, not what are you!
Armed for action: your business card
- Give it to people with whom you have established good rapport.
- Indiscriminate distribution could be seen as a waste of money.
- When you ask for a card, explain why you might want it: it helps justify the hand over and clarifies that you are not just about harvesting mailing list fodder.
Give and take
- Consider 2 angles for each event: what you will gain and what you can give.
- Your contact list might be of interest for someone you meet, and your generosity will stand you in good stead.
- Treat everyone you meet as a client who is paying for your time and advice.
Here are tips on what to do with all those contacts you made and the advice and information you received.>
Follow up
- You should have a reason to contact the people whose details you have collected. Make sure that you do it.
- Start as you mean to continue, providing them with a service that reflects your company.
- Keeping in touch is the start to building trust.
- When people trust you, they will buy from you.
Measuring your investment/ROI
- A secret to good marketing is finding out what works for your business, so that you can do more of it. You can not tell whether your networking is beneficial until you measure your efforts.
- Keep a record of which meetings you have been to, how many people you spoke to, and who asked you to send more information.
- Record how many of them asked for a meeting.
- Count the number of proposals you sent as a result of each particular networking event.
- Was it worth it? What have you gained in either contacts or direct business?
Keep it up
- Having found out whether it works for you, either in terms of introducing you to potential clients or providing you with contacts, its worth repeating it.
- Good marketing is about building up lasting relationships with the people that you meet over time.
- It might take several meetings for you to know like and trust them, and them to know, like and trust you
*The first meeting is only the first, after that are the opportunities of developing your rapport or refining your ability to summarise your offer, intention or requirement.
Team Building, Increasing enthusiasm for excellence
Aim: Team building through mutual support and celebrating excellence
Method:
- Worthwhile work
- In control of achieving the goal
- Cheering each other on
Worthwhile work
- Knowing we make the world a better place
- In the understanding not the work
- How the work helps others not units dealt with
- Results: high self esteem and emotion whose power ranks high as love and hate
- Everyone works towards a shared goal
- Goal sharing means buying in rather than announcing.
- Trust and putting team members first leads to support for goals
- The manager sets the critical goals, the rest of the team set the rest (as people support best that which they have help create)
- Goals are markers to you place into the future between where you are and where you want to be - they focus attention productively
- Values guide all plans decisions and actions
- Values are for now, remaining consistent
- Values are rocks, permenent
- Goals are the future
- Goals are set
- Goals get people going
- Values become real only when you demonstrate them in the way you act and the way you ask others to behave
In control of achieving the goal
- A playing field with clearly marked territory
- Goals and values define the playing field
- Leaders decide what position team members play, but then get off the field to let the players move the ball
- Freedom to take charge coming from knowing exactly what territory is yours.
- Thoughts needs and dreams are respected, listened to and acted upon
- You can’t be in control unless the rest of the organisation supports you and doesn’t rip you, or your work apart.
- Golden rule of management: value individuals as persons
- Information is the gatekeeper to power: (Everybody needs full open access to (relevant) information).
- It takes self esteem for the boss not to be bossy
- Able but challenged
- Expectation of work should be within capacity and skills but stretching, rather than under-achieving.
- Its demeaning to rip off the system. Encourage a fair days work for a fair days pay.
- Work that demands your best and allows you to learn and move ahead into uncharted territory gives a healthy stretch
- Average performers are goal driven: peak performers are mission driven
Cheering each other on
- Active or passive, congratulations must be true
- They are affirmations that who people are and what they do matter.
- Recognise your team members are making a valuable contribution toward achieving a shared mission
- Telling people what a great job they have done is an active congratulation
- Passive congratulations example : letting a team member carry on with a important complicated project without exercising some sort of control or offering advise.
- TRUE congratulations are invaluable Timely, Responsive, Unconditional, Enthusiastic (you win more with honey than vinegar)
- Even if results are not as you wish, cheer the progress anyway ( imagine a football game with silence except when a goal is scored)
- Encouragement or congratulations shared raises enthusiasm
- Make your encouragement if possible spontaneous, individual specfic and unique.
- Do not focus on the problems and the guilty party ( policing behaviour)
- Look for those responsible for things done correctly (coaching behaviour)
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