The Foundation - Part 2
Systems and Organizations
Unravel your possibility by awakening your inner strengths, consciously creating your reality, and empowering your ability to execute your visions and goals.
- Systems and Organization
- Unconscious and Conscious Mind
- Power Of habits (1.5hr)
- Time Systems
- Financial System
- Book Yourself Solid (1.5hr)
- Business Systems
- Moral | Values
Your Systems and Organizations
System - For The Mind, Body, and Soul
Unconscious and Conscious Mind
Dr Lipton explains that there are two separate minds that create what he calls the body’s controlling voice. There is a conscious mind that can think freely and create new ideas ‘out of the box’. Then there is the subconscious mind, which is basically a super computer loaded with a database of programmed behaviors, most of which we acquired before we reached the age of six.
The subconscious mind cannot move outside its fixed programs – it automatically reacts to situations with its previously stored behavior responses. AND (here’s the rub), it works without the knowledge or control of the conscious mind. This is why we are generally unaware of our behavior, in fact most of the time we are not even aware that we are acting unconsciously.
Studies from as far back as the seventies show that our brains begin to prepare for action just over a third of a second before we consciously decide to act. In other words, even when we ‘think’ we are conscious, it is our unconscious mind which is actually making our decisions for us.
And it seems the unconscious mind is running us on its automatic pilot mode, 95% of the time!
Neuroscientists have shown that the conscious mind provides 5% or less of our cognitive (conscious) activity during the day – and 5% they say is for the more aware people, many people operate at just 1% consciousness. Dr Lipton also says that the unconscious mind operates at 40 million bits of data per second, whereas the conscious mind processes at only 40 bits per second. So the unconscious mind is MUCH more powerful than the conscious mind, and it is the unconscious mind which shapes how we live our life.
The scientists show that most of our decisions, actions, emotions and behavior depend on the 95% of brain activity that is beyond our conscious awareness, which means that 95 – 99% of our life comes from the programming in our subconscious mind.
1. Become consciously aware. It is the first step to any sort of learning process, enlightenment, and journey to change. Without becoming consciously aware, many of our thoughts, actions, and feelings run automatically without any accountability or reference from our conscious mind.
2. Honor the unconscious mind. Knowing that 95-99% of our life comes from the programming subconscious mind, it is easy to assume that the goal is to become aware to reduce the unconscious mind. When the reality is, our goal of becoming aware is to empower the unconscious mind with things that align with our highest vision, values, and beliefs.
3. Time is our best friend. Just as it took time for us to have acquired these programs in our unconscious mind, it will take time to condition these programs. And with time as our best friend, the longer you stay in alignment the faster it becomes reality.
Scientists have examined people's brains as they listen to music, and have tracked which neural regions are involved in comprehending aural stimuli. Listening to music activates numerous areas of the brain, including the auditory cortex, the thalamus, and the superior parietal cortex. These same areas are also associated with pattern recognition and helping the brain decide which inputs to pay attention to and which to ignore.
The areas that process music, in other words, are designed to seek out patterns and look for familiarity. This makes sense. The numerous tones, pitches, overlapping melodies, and competing sounds inside almost any song- or anyone speaking on a busy street, for that matter-are so overwhelming that, without our brain's ability to focus on some sounds and ignore others, everything would seem like a cacophony of noise.
its exist because, without Our brains crave familiarity in music because familiarity is how we manage to hear without becoming distracted by all the sound. Just as the scientist at MIT discovered that behavioral habits prevent us from becoming overwhelmed by endless decisions we would otherwise have to make each day, listening habits exist because, without them, it would be impossible to determine if we should concentrate on our child's voice, the coach's whistle, or the noise from a busy street during a Saturday soccer game.
Listening habits allow us to unconsciously separate important noises from those that can be ignored. Much of the time, we don't actually choose if we like or dislike a song. It would take too much mental effort. Instead, we react to the cues ("This sounds like all the other songs I've ever liked") and rewards ("It's fun to hum along!") and without thinking, we either start singing, or reach over and change the station.
Body - Physiology
How is your body directed?
How does your body communicate?
- Re-visit your personal power, make note of those in which are highest priority to you
- Daily log of things you do that you don't necessarily think about
- Daily log of feelings that you feel that you don't necessarily think about
- Daily log of how you say things that you think you don't say
- Take a sheet of paper, and split in three
- on the left column write down your personal power
- on the middle column side write all of your daily thoughts, actions, and feelings
- on the right column title it: My Alignment - Aligned / Not Aligned
- Go through each thought, action, and feeling: and determine whether not they are aligned or not aligned with your personal power
- Write 'Aligned' or 'Not Aligned' in the third column according to each thought/action/feeling
Power Of Habit
The Starbucks Experience
Howard Schultz, the man who built Starbucks into a colossus, isn't so different from ordinary people. He grew up in a public housing project in Brooklyn, sharing a two-bedroom apartment with his parents and two siblings.
When he was seven years old, Schultz's father broke his ankle and lost hi snob driving a diaper truck. That was all it took to throw the family into crisis. His father, after his ankle healed, began cycling through a series of lower-paying jobs. "My dad never found his way," Schultz said. "I saw his self-esteem get battered. I felt like there was so much more he could have accomplished."
Schultz's school was a wild overcrowded place with asphalt playgrounds and kids playing football, basketball, softball, punch ball, slap ball, and other game they could devise. If your team lost, it could take an hour to get another turn. So Schultz made sure his team always won, no matter the cost.
He would come home with bloody scrapes on his elbows and knees, which his mother would gently rinse with a wet cloth. "You don't quit," she told him. His competitiveness earned him a college football scholarship, a communications, degree, and eventually a job as a Xerox salesman in New York City.
He'd wake up every morning, go to a new midtown office building, take the elevator to the top floor, and go door-to-door, politely inquiring if anyone was interested in toner or copy machines. By the early 1980s, Schultz was working for a plastics manufacturer when he noticed that a little-known retailer in Seattle was ordering an inordinate number of coffee drip cones. Schultz flew out and fell in love with the company. Two years later, when he heard that Starbucks, then just six stores, was for sale, he asked everyone he knew for money and bought it.
That was 1987. Within three years, there were eighty-four stores; within six years, more than a thousand. Today, there are seventeen thousand stores in more than fifty countries.
Why did Schultz turn out so different from all the other kids on that playground? Some of his old classmates are today cops and firemen in Brooklyn. Others are in prison. Schultz is worth more than $1 billion. Where did he find the determination-the willpower-to climb from a housing project to a private jet?
Schult'z focus on employee training and customer service made Starbucks into one of the most successful companies in the world. For years, he was personally involved in almost every aspect of how the company was run.
In 2000, exhausted, he handed over day-to-day operations to other executives, at which point, Starbucks began to stumble. Within a few years, customers were complaining about the quality of the drinks and customer service.
So Schultz stepped back int the chief executive position in 2008. Among his priorities was restructuring the company's training program to renew its focus on variety of issues, including bolstering employees in Starbucks lingo-willpower and self-confidence.
1. Create a handbook (Standard Operating Procedure) of your business. Outline exactly the process in which you plan and execute the functions of your business according to the success that it creates.
- Q&A: If someone asks this, then how would you respond?
- Q&A: If someone says this, then how would you respond?
- Q&A: If someone does this, then how would you respond?
Habits That Creates Success
In 1992, a British Psychologist walked into two Scotland's busiest orthopedic hospitals and recruited five-dozen patients for an experiment that she hoped would explain how to boost the willpower of people exceptionally resistant to change.
The patients, on average, were sixty-eight years old. Most of them earned less than $10,000 a year and didn't have more than a high school degree. All of them had recently undergone hip or knee replacements surgeries, but because they were relatively poor and uneducated, many had waited years for their operations. They were retirees, elderly mechanics, and store clerks. There were in life's final chapters, and most had no desire to pick up anew book.
Recovering from a hip or knee surgery is incredibly arduous. The operation involves severing joint muscles and sawing through small bones. While recovering, the smallest movements-shifting in bed or flexing a joint-can be excruciating. However, it is essential that patients begin exercising almost as soon as they wake from surgery.
They must begin moving their legs and hips before the muscles and skin have healed, or scar tissue will clog the joint, destroying its flexibility. In addition, if patients don't start exercising, they risk developing blood clots. But the agony is so extreme that its not unusual for people to skip out on rehab sessions.
The scientist conducting the experiment wanted to see if it was possible to help them harness their willpower. She gave a group of patients a booklet after their surgeries that detailed their rehab schedule, and in the back were thirteen additional pages-one for each week-with blank spaces and instructions: "My goals for this week are ______? Write down exactly what you are going to do. For example, if you are going to go for a walk this week, writ down where and when you are going to walk."
She asked patients to fill in each of those pages with specific plans. Then she compared the recoveries of those who wrote out goals with those of patients who had received the same booklets, but didn't write anything.
It seems absurd to think that giving people a few pieces of paper, and a calendar might make a difference in how quickly they recover from surgery.
But when the researchers visited the patients three months later, she found a striking difference between two groups. The patients who had written plans in their booklets had started walking almost twice as fast as the ones who had not. They had started getting in and out of their chairs, unassisted, almost three times as fast. They were putting on their shoes, doing the laundry, and making themselves meals quicker than the patients who hand't scribbled out goals ahead of time.
Specific | Measurable | Attainable | Realistic | Timed
- Identify your categories of time
- Create a calendar and assign time to each category
- Create a category for goal setting, set specific times for goal setting
- Create a category for priority list, set specific times daily times to visit your priority list
As the psychologist scrutinized the booklets, she saw that many of the plans had something in common: They focused on how patients would handle a specific moment of anticipated pain. The man who exercised on the way to the bathroom, for instance, knew that each time he stood up form the couch, the ache was excruciating. So he wrote a plan for dealing with it: Automatically take the first step, right away, so he wouldn't be tempted to sit down again.
Put another way, the patients' plans were built around inflection points when they knew their pain-and thus the temptation to quit-would be strongest. The patients were telling themselves how they were going to make it over the hump. When the temptation to give up halfway though the walk appeared, the patient could ignore it because he had crafted self-discipline into a habit.
Andreasen wanted to know why these people had deviated from their usual patterns. What he discovered has become a pillar of modern marketing the theory: People's buying habits are more likely to change when they go through a major life event. When someone gets married, for example, they're more likely to start buying a new type of coffee.
When they move into a new house, they're more apt to purchase a different kind of cereal. When they get divorced, there's a higher chance they'll start buying different brands of beer. Consumers going through major life events often don't notice, or care, that their shopping patterns have shifted. However, retailers notice, and they care quite a bit.
The greatest disruption and "vulnerability to marketing interventions" is having a baby. As a result, new parents' habits are more flexible at that moment than at almost any other period in an adult's life.
Creating Habits Within Old Ones
In 2000, two statisticians were hired by the YMCA-one of the nation's largest non profit organizations-to use the powers of data-driven fortune-telling to make the world a healthier place. The YMCA has more than 2,600 branches in the United States, most of them gyms and community centers. About a decade ago, the organization's leaders began worrying about how to stay competitive. They asked a social scientist and a mathematician-Bill Lazarus and Dean Abbott-for help.
The two men gathered data from more than 150,000 YMCA member satisfaction surveys that had been collected over the years and started looking for patterns. When the surveys were analyzed, what got them to stay, retention, was driven by emotional factors, such as whether employees knew members' names or said hello when they walked in.
People, it turns out, often go to the gym looking for a human connection, not a treadmill. If a member made a friend at the YMCA, they were much more likely to show up for workout session. So if the YMCA wanted to encourage people to exercise, it needed to take advantage of patterns that already existed, and teach employees to remember visitors' names.
To market a new habit- be it groceries or aerobics-you must understand how to make the novel seem familiar.
- Identify products and services that are popular within the community that you serve that are easily intertwined with your products and services
- Develop communications that reflect the societies identified commonalities to adopt in marketing your services and products
How A Movement Begins
1. A movement starts because of the social habits of friendship and the strong ties between close acquaintances.
2. It grows because of the habits of a community and the weak ties that hold neighborhoods and clans together.
3. And it endures because a movement's leaders give participants new habits that create a fresh sense of identity and feeling ownership.
Usually, only when all three parts of this process are fulfilled can a movement become self-propelling and reach a critical mass. There are other recipes for successful social change and hundreds of details that differ between eras and struggles. But understanding how social habits work helps explain why Montgomery and Rosa Parks became the catalyst for a civil rights crusade.
In the late 1960s, Mark Granovetter a Harvard PhD student set out to answer a question by studying how 282 men had found their current employment. He tracked how they had learned about open positions, whom they had called for referrals, the methods they used to land interviews, and most important, who had provided a helping hand. As expected, he found that when job hunters approached strangers for assistance, they were rejected. When they appealed to friends, help was provided.
More surprising, however, was how often job hunters also received help from casual acquaintances-friends of friends-people who were neither strangers nor close pals. Granovetter called those connections "weak ties," because they represented the links that connect people who have acquaintances in common, who share membership in social networks, but aren't directly connected by the strong ties of friendship themselves.
Granovetter wrote, "Individuals with few weak ties will be deprived of information from distant parts of the social system and will be confined to provincial news and views of their close friends. This deprivation will not only insulate them from the latest ideas and fashions but may put them in a disadvantaged position in the labor market, where advancement can depend... on knowing about appropriate job openings at just the right time."
The power of weak ties help explain how a protest can expand from a group of friends into a broad social movement. Convincing thousands of people to pursue the same goal-especially when that pursuit entails real hardship, such as walking to work rather than taking the bus, or going to jail, or even skipping a morning cup of coffee because the company that sells it doesn't support organic farming-is hard.
Most people don't care enough about the latest outrage to give up their bus ride or caffeine unless it's a close friend that has been insulted or jailed. So there is a tool that activists have long relied upon to compel protest, even when group of people don't necessarily want to participate. It's a form of persuasion that has been remarkably effective over hundreds of years. It's the sense of obligation that neighborhoods or communities place upon themselves. In other words, peer pressure.
On a playground, peer pressure is dangerous. IN adult life it's how business gets done and communities self-organize.
Such peer pressure, on its own, isn't enough to sustain a movement. But when the strong ties of friendship and the weak ties of peer pressure merge, they create incredible momentum. That's when widespread social change can begin.
These ties can propel a person to take action even stronger than any monetary or ego-centric reasons.
- List your weak ties, identify your connections
- Process to becoming wealthy - Richest Man of Babylon
- Systems for accounts - DC Mentors
- Long-term success:
- Reduce Overhead - personal and business
- Protection - insurance
- Grow Wealth - investments / savings
Richest Man In Babylon
Start thy purse to fattening Take one-tenth of what you bring in and save it for the future. The book uses a coin analogy: for every nine coins you spend, take one and put it away for yourself. This is very sensible; a goal all of us should have.
Control thy expenditures Don’t buy frivolous things even if you have enough money to pay for them. Instead, make sure that you can continue to save one-tenth of what you bring in. For this reason, I write about frugality on The Simple Dollar.
Make thy gold multiply Once you start to build up some savings, invest that money so that it will make more money for you. Another pretty clear point; if you start saving money, it shouldn’t just sit in a mattress. Even a high-yield savings account is much better than that, and it can double your principal in about fifteen years.
Guard thy treasure from loss This one is interesting: you should only invest in things where the principal is safe. In other words, the book seems to discourage stock investing. I found this to be particularly interesting given that it was written in 1927, right in the midst of the first big American stock market boom. Of course, 1929 proved the author right.
Make of thy dwelling a profitable investment One should own their own home rather than renting because then money can be invested in the home or invested in other things rather than handed over to the landlord. Something tells me that this lesson applied better before people were looking at homes that were three or four times their annual income.
Insure a future income In other words, invest for retirement and your family’s well being after your passing. You should be dropping some Hamiltons right into your retirement account if you can possibly afford it.
Increase thy ability to earn Work hard, look for opportunities, and educate yourself. Today, a college education is one of the best investments you can make; I’m not saying that it’s a requirement to be successful, but it opens the door to greater possibilities.
DC Money - Financial System For Bank Accounts
- Debt Reduction Account
- Personal Overhead Account
- Business Overhead Account
- House Account
- Wealth Account
- Give Account
- Fun Account
- Tax Account
- Emergency Account
- Misc. Savings Account
1. Each account is FREE (no cost to have open)
2. Each savings account has the maximum option for interest rate
3. ach account is easily accessible via internet
4. Utilize mint.com to stay on top of it
- Setup mint.com
- label each account according to DC Money suggestion
- Develop goal setting habits
- Develop categorizing habits
What is financial protection?
Term Vs. Whole Life
Home | Car | Property | Renters
Book Yourself Solid
Red Velvet Rope Policy
Imagine that a friend has invited you to accompany her to an invitation only special event. You arrive and approach the door, surprised to find a red velvet rope stretched between two shinny brass poles. A nicely dressed man asks your name, checking his invitation list. Finding your name there, he flashes a wide grin and drops one end of the rope, allowing you to pass through and enter the party. You feel like a star.
Do you have your own red velvet rope policy that allows in only most ideal clients, the one who energize and inspire you?
First, because when you work with clients you love, you’ll truly enjoy the work you’re doing; you’ll love every minute of it. And when you love every minute of the work you do, you’ll do your best work which is essential to book yourself solid.
1. Describe a red velvet experience for your business
2. List all the clients that work with you; identify 3 that when you speak and work with them, they energize you and at the end of the conversation you are more energized
a. List 3 reasons why that happens to you when you work with these clients
3. List the 2 clients that work with you that even before you work with them you dread, and when you finish with them you feel like you’ve been drained
a. List 3 reasons why that happens to you
The old man, the boy, and the donkey
An old man, a boy, and a donkey were going to town. The boy rode on the donkey and the old man walked beside him. As they went along they passed some people who remarked it was a shame the old man was walking and the boy was riding. The man and boy though maybe the critics were right, so they changed positions.
Later, they passed some people who remarked, “What a shame! He makes the little boy walk.” They then decided they both would walk.
Soon they passed some more people who thought they were stupid to walk when they had a decent donkey to ride. So they both rode the donkey.
Later, they passed some people who shamed them by saying how awful to put such a load on a poor donkey. The boy and man said they were probably right, so they decided to carry the donkey.
As they crossed the bridge, they lost their grip on the animal and he fell into the river and drowned.
If you try to please everyone, you might as well kiss your ass goodbye.
Your Red Velvet Rope Policy is a filtration system that lets in ideal clients. However, you can choose to loosen or tighten the rope at will. As you become booked solid, you’ll tighten your red velvet rope and become even more exclusive so as to work only with those that energize and inspire you-and most important-allow you to do your best work.
Benefits of working with ideal clients are:
- youll have clean energy to do your best work
- youll feel invigorated and inspired
- youll connect with clients in a deeper level
- youll feel successful and confident
- youll know your work matters and is changing lives
- the magic of you will come to life
Target Market: Is the physical and mental location of where your ideal clients congregate, come alive, and are most susceptible to utilizing your service
Niche: is the service or product you specialize in offering to your target market
Ideal client: A client you work with that stirs your soul and allows you to do your best work
No matter how much you might like to be everything to everyone, its just not possible. Even if you could be, you would be doing a disservice to yourself and your clients in the attempt. You can serve your clients much better, offer them much more of your time, energy, and expertise, if you narrow your market so that you’re serving only those who most need your services and who can derive the greatest benefits from what you have to offer.
What would rather be, a small fish in a big pond or a big fish in a small pond?
Two primary ways to grow a service business
1. Choose a target market, and over time add new products and services to this same target market
a. If your target market is fitness professionals, and you’re currently offering them web design services, as you grow, you might start offering them search engine optimization services and then pay-per-click advertising.
2. Once you are solid with one target market, you can begin to market and sell the same services in additional vertical target markets
a. Vertical target markets: other markets that are similar to your initial target market that will benefit from your niche
1. Identify where your ideal clients hangout, what do they eat, where do they shop
2. Identify when does your client have their biggest change in their life, when do they make decisions that are similar to your services
3. Identify the urgent needs and compelling desires
Clients Urgent Needs and Compelling Desires
You must offer what your potential clients want to buy, not what you want to sell or think they should want to buy. You must be able to look at your services and products from your client’s perspective.
Your clients’ urgent needs are the things that they must have right away, usually pressing problems, and often the things they would like to move away from.
Their compelling desires are the things that they want in the future. Sure, they’d like to have them right now but they may be part of a bigger picture dream, and see themselves moving toward these desires.
1. Determine your clients urgent needs and compelling desires
a. List their needs and desires
Develop a Personal Brand
Brands are not just for big corporations. In fact, a personal brand will serve as an important key to your success. A personal brand will help clearly and consistently define, express, and communicate who you are, who you serve, and why you have chosen to dedicate your life and work to serving your target market so that you can attract your most ideal clients and not those who are less than ideal.
Personal branding is far more than just what you do or what your web site and business cards look like. There are three components to your personal brand.
1. Who and Do What statement - based on who you serve and what you help them do or get
2. Why You Do It statement - based on why you get up every day to do your work - what you stand for.
3. Tagline - a one sentence grabber that embodies your statements in a simple and short way.
You are Uniquely You
A pleasant woman in her early forties, Susan, came to me and asked me to help her discover "what she was born to do" so she could launch her own business. It was a particularly tough time for her. She had recently been divorced and needed to support herself. As you might imagine, she was concerned about what she would do. Years Earlier she had been a successful trader on Wall Street. Yet it had now been over 20 years since her glory days.
We asked her, "What are your quirks?"
"Tell me about your friendships; what are they based on"
he said "My female friends are always asking me for advice on sex and intimacy."
She told me about her unusual habit of giving scarlet-colored thongs as gifts. Remember, this is the same woman who told me she didn't have any quirks. After more prodding and investigating this unique, special, and entertaining quirk, it became clear that she was fully self-expressed when she was thinking and focusing on how women 40 and over can be, should be, and are, remarkable sexual beings (and more). She decided, even though she would have to resolve many conflicting intention about doing so, that she was going to exploit her quirk and create The Scarlet Thong Society, an invitation only social club for women over 40 who want to acknowledge their sexual prowess.
You may not have scarlet thongs to hand out, but chances are you had to have something unique, maybe even quirky, that you really want to express and that others will notice and respond to.
1. What is your who and do what statement? Who do you help and what do you help them do? Refer to your ideal client and target market.
2. What is your Why you Do it statement?
3. Write your tagline.
1. Problem / Solution. State a problem and then present solutions to the problem. The Magic of Conflict: Turning Your Life Work into a Work of Art by Thomas F. Crum is written in this framework. He presents a number of problems that people face in their life and at work and presents solutions to those problems using the philosophical principles of the martial art of aikido.
2. Numerical. Create your product as a series of keys or lessons. A well-known example of this would be Stephen Covey's The 7 Habits of Highly Effective People.
3. Chronological. Some products need to be presented in a particular order because that is the only way it would make sense. Step A must come before Step B, as in Your Pregnancy Week by Week by Glade B. Curtis and Judith Schuler.
4. Modular. Book Yourself Solid Book is consisted into 4 modules: Your Foundation, Building Trust and Credibility, Perfect Pricing and Simple Selling, and 7 Core Self-Promotion Strategies. Within each module are additional tracks presented in a chronological framework.
5. Compare / Contrast. Showcase your creation in terms of presenting several scenarios or options and then compare and contrast them. Jim Collins, in his book Good To Great, compares and contrasts successful and not-so-successful companies.
6. Reference. Reference is just as it sounds. You may be creating a product that becomes a valuable resource to members of your target market. A compilation of information is best showcased in a reference format like that in Words That Sell by Richard Bayan. It's a reference guide of good words and phrases that help sell.
Book Yourself Solid 7 Core Self-Promotion Strategies
- Networking Strategy
- Direct Outreach Strategy
- Referral Strategy
- Keep-In-Touch Strategy
- Speaking Strategy
- Writing Strategy
- Web Strategy
“Only a fool learns from his own mistakes. The wise man learns from the mistakes of others” – Otto von Bismarck
“We need to stop interrupting what people are interested in & be what people are interested in.” – Craig Davis
“Don’t find customers for your product. Find products for your customers” – Seth Godin.
“Think like a wise man but communicate in the language of the people” – William Butler Yeats