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Friday, December 30, 2011

Family Life Insurance | Medicare Supplement | Mortgage & Family Protection

Family Life Insurance | Medicare Supplement | Mortgage & Family Protection:

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Year in Review: In Memoriam 2011 | Gallery | Wonderwall

Year in Review: In Memoriam 2011 Gallery Wonderwall


RESISTANCE  December 30, 2011
You're going to meet resistance when you take a new course of action. At first, if you've been running on self-defeating thoughts and beliefs, they're going to resist any new ideas. It's just like starting a new exercise program. The muscles are tight and stiff, and they resist. The same is true with mental muscles. You need to continually practice running the new, positive thoughts in your mind at regular intervals and act on them. There's a direct relationship between beliefs and actions. You can't just think your way to success.

7 Figure Producer Presents (Zeek Rewards) And Its Penny Auctions

Thursday, December 29, 2011

Three Ways Entrepreneurs Are Using Mobile Commerce to Grow BY JENNIFER WANG | December 21, 2011|

Three Ways Entrepreneurs Are Using Mobile Commerce to Grow
Balconi Coffee Company's Ray Sato cashes in with square.

1. Brew master
West Los Angeles got its first taste of siphon-brewed coffee in 1997, when Ray Sato opened Balconi Coffee Company. Each cup at the coffee bar was painstakingly made in a Japanese siphon, using a traditional method involving vapor and vacuum pressure in two glass chambers.
Mobile payment systems are helping small-business owners like Balconi Coffee Company's Ray Sato (at right, using Square) increase sales.
Mobile payment systems are helping small-business owners like Balconi Coffee Company's Ray Sato (at right, using Square) increase sales.
Photos© Jeff Clark
Things were going pretty well as a cash-only business, but when Balconi's lease expired in 2008, Sato decided to upgrade. "We started fresh," he says. He moved the coffee bar to a bigger space on a busy corner and designed the layout from scratch.
When Balconi reopened in January 2011, something else was different: Instead of a cash register, the shop was equipped with a new iPad and a Square reader so Sato could accept credit cards and more easily sell grinders and other high-priced merchandise. "I wasn't expecting people to use cards for smaller charges, but about half of my sales are through credit card now," he says.
Sato had shopped around for point-of-sale systems but balked at the $3,000 to $4,000 price tags. When he saw Square being used at another coffee shop, it suddenly clicked. "It had that 'wow' factor,and the only setup cost was basically the price of an iPad. It made sense to invest $500 over $4,000," he says, joking that his only challenge was figuring out how to use the iPad. With Square, he pays 2.75 percent per swipe and 15 cents plus 3.5 percent for keyed entry.
These days, Balconi's revenue is higher, and Sato says Square provides room for new opportunities. "If I was to do catering, I could see how it would be helpful to accept payments off-site," he muses. "It's nice to know that's a possibility."
2. Bull market
Lance Bloyd (left) doesn't have a physical storefront for Bucking Bull Pro, which sells products to the bucking bulls industry. "People find me online, call and I take their orders," he says.
Lance Bloyd of Bucking Bull Pro
Lance Bloyd of Bucking Bull Pro
Photo© Ursula O'Hara
There were some problems with his system, which at one time involved sending an invoice along with orders, then waiting for customers to pay by check. "I found you have to bug them, which is uncomfortable to do, or you can't trust them to pay, even if I overnighted it because they needed something that weekend," Bloyd says. Eventually he began demanding payment upfront, which resulted in some lost sales. Further, part of his business comes from selling products at bull-riding events, where he could only accept cash or personal checks.
Bloyd needed a way to accept credit cards, and a system that would work wherever he went. He discovered AppNinjas' Swipe service through an iPhone app commercial. He pays $24.95 per month to use the system, as well as 24 cents plus 2.29 percent when he keys in a credit card number for mail-order sales, or 24 cents plus 1.74 percent when he uses the swipe method. He also gets a dedicated customer-service specialist (aka "personal ninja"). "I probably use it 10 to 20 times a day during an event," he says.
Swipe not only allows Bloyd to accept credit cards, it also has simplified his accounting process. As the sole proprietor of Bucking Bull Pro and a full-time firefighter, he doesn't have a lot of time to spare. "Once I got through the setup process, I've been really happy with the service," he says. "I know I pay a monthly fee and a percentage on each transaction, but to tell you the truth, I don't even open up the statement."
3. Cutting edge
Like many hair stylists, Duane Schneider is an independent contractor who has to address the administrative headaches of all small-business owners, including payments. In August 2010, he began working at Denver's Star Salon, where each stylist is in charge of his or her own transactions.
Getting his cut: Hair stylist Duane Schneider uses pay anywhere to process payments.
Getting his cut: Hair stylist Duane Schneider uses pay anywhere to process payments.
Photos© Don Cudney
Figuring out a traditional credit card system was tricky, he says: "There were all sorts of hidden fees, and percentages changed based on income and type of credit. I was freaking out while researching merchantaccounts."
After learning about mobile systems, Schneider signed up with Pay Anywhere. Since then, he says, sales have tripled. "Ninety-seven percent of my clientele use cards, because it's definitely more convenient than going to the ATM or bringing a check--or telling me to wait until Tuesday to cash the check," he says, adding that he is also able to take payments for services conducted off-site, such as a haircut at a hotel.
Getting his cut: Hair stylist Duane Schneider uses pay anywhere to process payments.
Pay Anywhere charges 19 cents plus 2.69 percent per swipe, or 19 cents plus 3.49 percent for keyed data; it also allows merchants in places without aninternet connection to store card info for processing later. Schneider loves the fact that he did not have to sign a contract; he's also pleased that he can get a Pay Anywhere rep on the phone 24/7.
"I haven't seen other people in the area use mobile payments, but I've spread the word a lot," he says. "My fees are nowhere near what my co-workers pay, and they think it's amazing--but they're all in contracts."
This article was originally published in the January 2012 print edition of Entrepreneur with the headline: Getting on Board.
Did you find this story helpful? YesNo
Jennifer Wang: Entrepreneur Media
Jennifer Wang is a staff writer at Entrepreneur magazine in Southern California.

Les Gypsies de Petion-ville - La Tulipe

Wednesday, December 28, 2011


TIREDNESS  December 28, 2011
A negative emotion can create tiredness, according to Dr. Norman Vincent Peale. That's why negative emotions have the power to drain you of energy and vitality. A positive emotion is created by positive thoughts and images. You can say, "This is a great day. I am fortunate to sell a wonderful product. I look forward to meeting many interesting people today; I will be able to help some of these people, and they will become my friends. I look forward to learning a great deal today." Thinking and talking that way adds to your enthusiasm and vitality. Your mind is expanding, and all this contributes to your well-being.

Tuesday, December 27, 2011


KINDNESS  December 27, 2011
Treat yourself with the compassion and kindness that you'd show to others. Suppose things were going badly for a friend or colleague. You wouldn't say, "You're right, Joe. You really are a loser. Things look pretty hopeless for you." So if you wouldn't do that to a suffering friend, why do you berate yourself? If your mind is filled with negative self-talk – "I'm no good," "I'm a failure," or "I'll flub this call like all the others" – stop those thoughts in their tracks. Next time a self-deprecating thought comes to mind, write it down. Then read it aloud, but pretend someone else is saying it you. Doesn't it make you want to rush to your own defense?

Monday, December 26, 2011

5 Companies That Did Something Good for the World This Year By Lauren Kelley

While no company is perfect, it's good to know that at least a few for-profit entities did some good things for the environment and society this year.
Photo Credit: Ben & Jerry's
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Occupy Wall Street has us all thinking about the bad things companies can do - and rightly so, because often those things are very, very bad. (The 2008 financial meltdown, anyone? How about the ongoing foreclosure crisis?) But sometimes some companies take steps in a positive direction, and it's worth giving those efforts a look as well.
First, let me make one thing clear: a company's inclusion on this list does not mean it is outstanding in every facet of its business. Quite the contrary. But each of these companies has done at least some things this year that are worthy of praise.
It's also worth acknowledging that there are scores of companies that launched socially responsible initiatives in 2011, and many of them were surely commendable. But the purpose of this article isn't to pat companies on the back for giving back to the world; really, every company should be doing that, at the bare minimum. Below you'll find only companies that engaged this year in efforts that are changing - or at least have the potential to change - corporate America for the better. That's a slippery metric, no doubt, but it offers a good starting point for examining corporate social responsibility.
1. Ben & Jerry's
In October, when Occupy Wall Street was in its relative infancy, the Ben & Jerry's board of directors recognized the power of the movement, and issued a letter of support. The letter, titled "We Stand With You," read in part:
We, the Ben & Jerry's Board of Directors, compelled by our personal convictions and our Company's mission and values, wish to express our deepest admiration to all of you who have initiated the non-violent Occupy Wall Street Movement and to those around the country who have joined in solidarity. The issues raised are of fundamental importance to all of us. These include:
--The inequity that exists between classes in our country is simply immoral.
-- We are in an unemployment crisis. Almost 14 million people are unemployed. Nearly 20% of African American men are unemployed. Over 25% of our nation's youth are unemployed.
-- Many workers who have jobs have to work 2 or 3 of them just to scrape by.
-- Higher education is almost impossible to obtain without going deeply in debt.
--Corporations are permitted to spend unlimited resources to influence elections while stockpiling a trillion dollars rather than hiring people.
Ben & Jerry's is known for having maintained its social and environmental standards even after "selling out" to Unilever. But still, it was a bold move for a corporation to throw its support behind a movement that is largely defined by its anti-corporatism.
The company also gave out free ice cream to protesters in New York and D.C., where the company's founders, Ben Cohen and Jerry Greenfield, did a little ice cream scooping of their own.
Some protesters have expressed concerns about Ben & Jerry's co-opting the Occupy movement, and that's fair. They have reason to be skeptical. But it's noteworthy that Ben & Jerry's is the only major company to have explicitly endorsed Occupy Wall Street. In fact, it's hard to imagine another large company that would.
2. Patagonia
Outdoor gear and clothing company Patagonia made waves towards the end of 2011 when it rolled out an anti-consumerist ad campaign featuring the slogan "Don't buy this jacket."
Introduced on Cyber Monday (the post-Thanksgiving shopping holiday), the ad campaign is tied to Patagonia's Common Threads Initiative to reduce excess consumption. The five tenets of the initiative are to:
--Reduce: make useful gear that lasts a long time
--Repair: help consumers patch up their Patagonia products
--Reuse: help shoppers find homes for gear that's no longer needed
--Recycle: take back old products that are un-fixable
--Reimagine: "reimagine a world where we take only what nature can replace"
The initiative isn't new, but the advertising tactic is - and it got a significant amount of attention. Not all of the attention was positive, but at the very least the ads sparked a conversation about consumerism.
Despite some reports to the contrary, Patagonia says it did not donate any gear to the Occupy movement; still, one has to wonder if the company's latest ad campaign was influenced by Occupy's anti-corporate message.
3. H&M
In the past, H&M has been targeted for doing a number of irresponsible things, from making "disposable" clothing to stealing designs and destroying perfectly good clothes that could have been donated to people in need. But this year the company did at least one positive thing: it announced that it would aim to procure all of its cotton from sustainable sources by 2020, which is considered an ambitious goal among major retailers.
As part of its new focus on sustainability, H&M launched its "Conscious Collection" in April. The line is available worldwide and features more environmentally friendly materials like organic cotton and recycled fibers.
Also, by the end of this year H&M will have replaced most of its hangers with multi-function hangers that are meant to reduce waste in the long term. As for the old hangers, H&M claims that 85% of them have been recycled.
These steps may be relatively modest, but they're significant within the "fast fashion" industry, which is notorious for its waste. The hope is that H&M's efforts will become the industry standard, and chains like Forever 21 and Zara will be pressured to follow suit.
4. Hewlett-Packard
HP topped Corporate Responsibility magazine's 2010 list of corporate citizens, in part because of the company's instrumental role in leading the electronics industry away from the use of so-called conflict minerals - materials mined in areas where human rights abuses are rampant.
In partnership with the Electronics Industry Citizenship Coalition and the Global eSustainability Initiative Extractives Group, HP has lobbied for legislation to curb the use of conflict minerals, especially from the Democratic Republic of the Congo. Another result of HP's lobbying efforts is that electronics companies now must report whether their products are manufactured using conflict minerals.
HP is recognized as a leader in this realm, in part because the company chose to dig deep into the conflict minerals issue even though a company review showed that its products could not be linked directly to conflict mineral sources. HP executive Zoe McMahon told CNET last year, "Because our suppliers are not using material from the DRC, that gave us some comfort. But to this day, there is still no certification mechanism that can assure us wholeheartedly that they are not sourced from the DRC. Once metals are with smelters, it's difficult to know where the material comes from."
Although HP's conflict minerals efforts didn't start in 2011, the company did advance its agenda by participating in the Organisation for Economic Co-operation and Development's Due Diligence Guidance pilot program, which is focused on ensuring "responsible supply chains of minerals from conflict-affected and high-risk areas."
5. Method
Since it was founded, Method Products has been recognized as a groundbreaking sustainable home care company. This year the popular maker of soaps and home cleaning products continued to revolutionize the way sustainable products are sold by helping them reach a broader audience - the Walmart- and Target-shopping set.
Method's popularity is thanks in large part to its marketing strategy. Rather than tout the environmental benefits of its products (of which there are many), the company focuses on "rid[ding] your home of toxic chemicals" - something people of all political persuasions can get behind, rather than just the liberal and environmentally-inclined. This strategy helped Method get its products on the shelves of major chain and grocery stores, thus helping bring sustainable products to many more consumers. And unlikeSeventh Generation, Method's leaders so far appear to remain committed to the company's sustainability goals.
Now this is kind of cheating, because this product was launched in 2010, not 2011, but Method's super-concentrated laundry detergent continued to have a positive impact on the detergent industry this year. While other companies have been filling shelves with 2x concentrated detergents (which are better for the environment and consumers than non-concentrated detergent), Method went six steps further, releasing an 8x concentrated detergent. As Fast Company notes, the product may be "the greenest laundry detergent to ever hit store shelves," and the only reason other companies haven't followed suit is because they're focused on selling consumers more product - not doing what's best for the environment.
While no company is perfect, it's good to know that at least a few for-profit entities did some good things for the environment and society this year. May we see broader leaps in the new year.
Lauren Kelley is an associate editor at AlterNet and a freelance writer and editor who has contributed to Change.org, The L Magazine and Time Out New York. She lives in Brooklyn. Follow her on Twitter here.


SALES MANAGEMENT  December 26, 2011
When a salesperson stops growing, momentum stops flowing. For salespeople to be effective, sales managers must grow at a faster rate than those they are managing. Managers who are more interested in status, money, and power than developing their people will lead their organizations into an inward-facing spiral of frustration. Good sales managers are people builders; they give their people 100 percent support. Good sales managers are team builders; they don't let individual stars outshine team victory. Good sales managers support the salesperson's family needs and professional goals.

Friday, December 23, 2011

5 Secrets to Selling Yourself First By Larry Prevost, ProspeX Sales Coach

In an episode of "The Flintstones," Fred and the family take a trip to Rock Vegas where Fred and Barney run off to one of the casinos to make some extra cash. Fred explains that he knows the secret to playing the slot machines and proceeds to show Barney exactly how it's done.
After dropping all of his money into the same machine for half an hour, Fred says that the machine is ripe for a jackpot, but neither of them have any more coins to play. So, Barney goes off to find another coin while Fred guards "his" machine. That's when a nice little old lady shows up to try her hand at that particular slot machine, and Fred is powerless to stop her. With one coin, the little old lady hits the jackpot. The next scene we see, Fred is watching this little old lady and her son carry out bags of money--his winnings--from this one machine.
I'm sure that many of you have had similar situations in sales, where you've put your heart and soul into nurturing a prospect only to have someone else sneak in at the last minute and walk away with the fruits of your labor.
1. Don't Let Someone Take the Credit When You Do the Work
My "Fred Flintstone moment" happened during one of my outside cold calling excursions. I found a potential account and identified the point of contact. I met with him, determined his needs, left him information, sent him emails and left him voice mail messages.
When the prospect was ready to move, he called the office and told the kid at the front desk that he wanted to take the program we were discussing, but he didn't mention my name. The kid said, "I know who you should speak with" and sent a message to another sales rep in the area telling him this was a "hot lead."
Of course, the other sales rep was very apologetic about the misunderstanding, but that was after he had signed up the prospect and established ownership of the account.
At any time, you can lose a prospect or an established account to another member of your team, to a sales rep in a competing company, or to simple customer apathy. Minimize this by selling yourself first and making yourself memorable before, during, and after you begin selling your product or services.
2. Adopt a Servant Mentality
When I was training for my NLP certification, I heard a lecture by M. Scott Peck in which he talked about an attitude of service and the difference between having the mindset of a slave versus that of a servant. He stated that a slave gives his master what he wants while a servant gives his master what he needs, and the servant gets to decide what his master needs.
When I think about this statement, the person that comes to mind is Bruce Wayne's servant, Alfred Pennyworth. The guy doesn't just clean up behind Wayne, he brings him his Cheerios in the morning and his champagne at night. Alfred offers sagely advice, assists Batman in his efforts to clean up Gotham City, and acts as his conscious when Wayne has his moments of doubt.
When we are fighting for our sales and trying to show our prospects and customers value, we sometimes believe that this means being on call for the prospect 23 hours out of the day and jumping through hoops when they say, "I want another quote" for the sixth time. At second glance, however, this behavior seems more like that slave mentality that Peck mentions where we simply give the customer what they want without fully understanding why they need it.
If you really want to act as a servant to your prospects and clients, you need to help them decide on the best course of action with the right resources for the job.
Remember, Alfred Pennyworth makes up a big portion of the Batman mythology and Bruce Wayne's life. However, we never see the doormat at the front door of Wayne Manor. In your daily activity, don't be person that your prospects take for granted and is never remembered. Be the servant that everyone depends on to make things happen.
3. Be Memorable for the Right Reasons
I had an ugly situation while I was traveling with a sales manager to meet with the purchasing agent of one of our larger clients. The purchasing agent had called my sales manager and requested a meeting.
Actually, she said, "I need to talk to you in person NOW!"
I was a part of the sales team and considered a trusted technical advisor by the sales manager, so he "invited" me along. However, I didn't like the feeling that I was getting. Typically, purchasing agents don't strongly request a face-to-face meeting with a sales manager.
When we arrived, her actions confirmed my intuition. The purchasing agent was hopping mad. Immediately after the sales manager said, "How can we help you today," she asked, "Do you people want my business?"
She then went on a tirade. When I found an appropriate break, I countered with a cushion and apologized. I said that I was unaware of what was happening and tried to salvage something out of the challenge by saying that I would be more aware of and responsive to their situation.
That's when she said, "Oh, no, I don't have a problem with the way you've been interfacing with the technical team. I spoke with them before this meeting and they said that you've been a valuable resource for them."
It turns out her problem was with "Bob," her sales rep. "When I call, Bob doesn't call me back. I can't get a decent quote from Bob in a timely fashion. Bob doesn't seem to know the product line and certainly doesn't know what we do."
The sales manager tried to repair the situation by asking, "What can we do to make this right?"
Her response: "If you want our business, then I want a new sales rep. I don't want to deal with Bob anymore."
As a sales rep, you need to communicate well with everyone involved in a prospect's buying process. Only a few key people can give you a "yes" in deciding to buy your solution. However, many people in the process can say "no." Show a mentality of service to these individuals as well--and make them feel important to keep the sales process moving forward.
Don't undervalue your services or bend over backward to win business from a prospect that wants you running an obstacle course for their entertainment. You are conducting business.
However, if you are talking with a legitimate prospect and you want their business, part of selling yourself involves being memorable in a positive fashion. That means providing everyone in the buying process with timely, meaningful, and relevant information, offering suggestions to their team, and creating solutions that the competition can't recreate. You want them to remember you for the right reasons.
Otherwise, you'll end up getting the boot like Bob.

Resolve to Succeed in 2012 BY BOB DAVIES DECEMBER 23, 2011

Photo credit: Idea GoAlmost half of American adults make one or more New Year’s resolutions every year and fail. That’s probably the reason that the other half of the population doesn’t even bother. Keep reading, and I’ll show you why so many resolutions fail, and give you a strategy to ensure that they stick!
The most common resolutions involve weight loss, exercise and smoking. I see this first hand in all of my speaking engagements. When I give the audience a chance to make commitments, the vast majority of commitments they make are for their health.
I remember speaking at an elite producer’s insurance conference, Forum 400. Attendees had an opportunity to share commitments for actions that they needed to take to reach their goals. I expected to hear about putting on seminars, prospecting for strategic alliances, meeting for financial reviews with their high net worth clients, gift tax and trust opportunities or succession issues. Instead what did I hear?
“I’m committed to losing weight.”
Problem No. 1: There’s no specific goal One reason that commitments don’t turn into long-term habits and actions is because the commitment is not specific enough. My precision probing model will solve this. It’s simple. For every commitment you make, business or personal, ask yourself “who, what, when, where” and then add the word “specifically.”
Let’s get back to the common goal, “I’m committed to losing weight?” When I hear this, I ask the client to give me specifics.
“How much weight, specifically, do you want to lose?” I’ll ask. If the client answers, “I want to lose forty pounds,” I’ll keep asking for more information. “When, specifically, do you want to have reached your new weight?” The client might say by the end of the year. At this point, we both have a better idea of what the client is trying to achieve.
Problem No. 2: The picture is too big
But there’s another problem with New Year’s resolutions: often, they center on long-term goals. For the client who wants to lose weight, thinking about the end of the year is too far out. The most attainable goals are short-term and involve many small steps. So, I ask the client, “What does this mean for this week?" 
Let’s say the client replies that he would like to lose one pound. This seems reasonable, so I ask “How are you going to do this?” The client responds with another vague response, “I’ll eat less and exercise more.”
Any time you hear the words “less” or “more,” qualifiers, challenge them with the precision probing model. In this case, I would focus on one thing, exercise. “What specifically will you do for exercise this week?”
The client says, “I’ll work out five times this week.” 
Problem No. 3: The goal isn’t realisticAs a coach, I could go several directions on this one. What don’t I know? What does the client mean by “work out?” However, to save time, I’ll take a different route. I’ll check for reality. “How many times did you exercise last week?”
The most common response I get back is zero. “How about the week before that?” Again, zero.  
This is a third major reason that New Year’s resolutions fall flat on their faces: unrealistic commitments. I explain to my client that you can’t commit to exercise five times each week when your history is zero followed by zero followed by zero. If you do this, you’ll have about a zero percent chance of succeeding.
Establishing accountability After talking your client through his goals, let’s say that he agrees to a minimum commitment of working out two days this week. He might like to work out four times, but he’s only being held accountable to two.
Accountability is important with any goal. There needs to be an intervention to compensate for human nature. We are all genetically coded to avoid the highest level of perceived pain and seek comfort. We are coded for survival. We are coded to be fat, not thin because of the scarcity of food in our ancestors’ environment. It’s a protective instinct.
The problem is that this protective instinct occurs regardless of the validity of the threat. Once you recognize this, you can work with your instincts and stop fighting them. Here’s what this means for your commitment to exercise two times this week. 
You make the commitment to exercise twice a week. You’re specific about what exercise means.
A goal like this overcomes the first obstacle: it is specific. It also overcomes the second and third hurdles: it’s a short-term commitment and it’s realistic. 
Besting human natureSo why won’t you do it consistently? Because you’re still only halfway there. You haven’t acknowledged your true competition: human nature.
Human nature states that all human performance is the avoidance of pain or the seeking of comfort. Your brain is designed to search like a computer to find any links to pain, and it will find them. Here are a few:
  1. Exercise hurts.
  2. I’m tired.
  3. I have aches and pains.
  4. I don’t have enough time.
  5. It’s inconvenient.
Your brain instantly links your commitment to exercise to life-threatening pain. It also impacts your perceptions. You don’t see opportunities to exercise; all you see is a perceived threat that you must avoid. To overcome this, you must implement an intervention.
We’ve already accomplished the first two parts of the intervention by making a specific declaration (exercise twice a week) and asking someone to check in on the status of that declaration. The third part of accountability is setting a consequence for non-performance.
There must be a painful consequence if you don’t do what you said you would do. This consequence must be more painful than the pain of the activity – say penalizing yourself with a $1,000 fine. Now you are tapping into our instinct to avoid the highest level of perceived pain. If the highest level of pain is the consequence, then you will be compelled to avoid that consequence. And how do you avoid it? By doing the activity you said you would do.
Making good on your resolutions
Here is a summary of what stops New Year’s resolutions from working. No, let me turn it around: Here is a summary of what ensures resolutions are kept:
  1. Your goals are specific.
  2. You have a short-term focus, with small steps and specific activities.
  3. Your commitments are realistic and based on previously established behavior.
  4. You recognize the true competitor, human nature, and you stage an intervention.
  5. You set someone to keep you accountable with an enforceable, painful consequence for non-performance.
These steps will work whether you want to expand your professional network or lose 30 pounds. Implement them with just one New Year’s resolution and you will be very happy with the result. In fact, send me an email at info@bobdavies.com, and I’ll hold you accountable for $100 if you don’t perform.




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