The Power of Belief How Intense Belief Can Dramatically Change Your Life By Taidin Suhaimin
Success or failure often depends on belief. When you truly believe in something, it becomes truth. If you truly believe that you are a success, you ARE. If you believe that you are sick, you are RIGHT too.
And, if you truly, truly believe that you can succeed, you are definitely right. A man is but a product of his thought, what he thinks he becomes said Mahatma Gandhi.
Whatever you can dream, you can achieve, if you truly want and strongly believe that you can achieve it. It is a self-fulfilling prophecy. You get what you expect. You can only act upon what you can think of. You can only achieve what you really believe you can achieve. You can't do things that you can't even able to imagine. When you truly believe that you can achieve whatever you want to achieve, you will sooner or later acquire or achieve them. That how powerful belief is.
Like the old saying - when there is a will, there is a way. When you really believe that you need something badly and are CRAVING for it, your subconscious mind will trigger you hard or force you subconsciously to find ways and means to get it. Your feeling of incompleteness almost automatically force you to adjust your thinking process which moves you up to work for something that you strongly believe will satisfy your desires and needs.
The greater the thoughts and the stronger the beliefs that you can succeed, actually, empowers and motivates you. The stronger the beliefs that you have in yourself and in whatever you do, the more powerful and successful you will be.
How to Develop that Deep Belief in You?
Intensely believe that you can get whatever you want, several times! Believe, believe, and truly believe that you can succeed! This is to make an intense impression on your subconscious mind. This impression will subsequently drive you further to move ahead to get whatever you want! Remember, the subconscious mind cannot take joke! That is why, if you think you can, you can! If you think you can't, you are also right!
Your belief in and towards something, influences your behaviours and actions. If you don't believe in something, you won't have the drive to get it or indulge in it. So, to be successful or more successful in whatever you do, always believe that you can get whatever you want or you can be whatever you want to be and that you are really, really, and truly, truly want it or craving for it. It is crucial for you to develop a real deep belief in yourself that you can get or achieve what you REALLY want.
Hence, always have high self-confidence in your own self. Believe in yourself - your capabilities, your potentials. You were born champion!
Yes! You can get whatever you want as long as you are truly serious and determined to go for whatever you are aiming for. But, you must be CRAVING for it! If you don't have that urge, you won't have the strong desire within you to get whatever you want.
Intensely believe that you can get whatever you want - several times! Make belief that you can succeed as your slogan, then, act on getting what you really want religiously! CRAVE for it! And, soon most of your dreams will come true!
Tuesday, March 24, 2009
Friday, March 13, 2009
Dare to be
Dare To Be
When a new day begins, dare to smile gratefully.
When there is darkness, dare to be the first to shine a light.
When there is injustice, dare to be the first to condemn it.
When something seems difficult, dare to do it anyway.
When life seems to beat you down, dare to fight back.
When there seems to be no hope, dare to find some.
When you're feeling tired, dare to keep going.
When times are tough, dare to be tougher.
When love hurts you, dare to love again.
When someone is hurting, dare to help them heal.
When another is lost, dare to help them find the way.
When a friend falls, dare to be the first to extend a hand.
When you cross paths with another, dare to make them smile.
When you feel great, dare to help someone else feel great too.
When the day has ended, dare to feel as you've done your best.
Dare to be the best you can -At all times, Dare to be!--- Copyright © 2000 Steve Maraboli
When a new day begins, dare to smile gratefully.
When there is darkness, dare to be the first to shine a light.
When there is injustice, dare to be the first to condemn it.
When something seems difficult, dare to do it anyway.
When life seems to beat you down, dare to fight back.
When there seems to be no hope, dare to find some.
When you're feeling tired, dare to keep going.
When times are tough, dare to be tougher.
When love hurts you, dare to love again.
When someone is hurting, dare to help them heal.
When another is lost, dare to help them find the way.
When a friend falls, dare to be the first to extend a hand.
When you cross paths with another, dare to make them smile.
When you feel great, dare to help someone else feel great too.
When the day has ended, dare to feel as you've done your best.
Dare to be the best you can -At all times, Dare to be!--- Copyright © 2000 Steve Maraboli
Tuesday, March 10, 2009
9 power tips for communication
1. Stop Talking and Start Listening
2. Always Think Before You Speak
3. Ask Questions Regularly
4. Anticipate Distractions
5. Be Mindful of Your Volume and Tone
6. Handle Disagreements in Professional and Diplomatic Ways
7. Be Open to New Ideas and New Line of Thinking
8. Only Take Notes whenever Necessary
9. Always Watch Out for Your Body Language
2. Always Think Before You Speak
3. Ask Questions Regularly
4. Anticipate Distractions
5. Be Mindful of Your Volume and Tone
6. Handle Disagreements in Professional and Diplomatic Ways
7. Be Open to New Ideas and New Line of Thinking
8. Only Take Notes whenever Necessary
9. Always Watch Out for Your Body Language
Friday, March 6, 2009
GOALS !
9 Steps to Achieve Your Goals Quicker
1. Set Exciting & Realistic Goals With a strong reason, you can and will find the how and the where to achieve your goal. When you're excited about your goal, it doesn't seem like work. If you're not excited, your efforts will require more discipline and energy. So, make sure it's YOUR goal. Make sure it excites you. And, then, act enthusiastically.
2. Write Your Goals Down This is a critical step. Don't think it, ink it. When you write your goals down, they appear not only on paper, but they become indelibly written upon your consciousness.
3. Visualize "See" your goal already in existence. Nothing can withstand the power of a clear, multi-sensory vision of what you are intending. What does it look like? What will people be saying about it? How will you feel? The more detailed and "real" you can make your vision, the more powerful it will be. It will operate like a magnet and draw forth all kinds of things you never thought possible.
4. Affirm Your Success Speak your goal into existence. An affirmation is a present-tense, positive statement of your intended outcome. I now have achieved _____________ (fill in the blank). The more you can make your affirmations, the more effective they will be. All of these techniques help you to feel the presence of your goal and build belief.
5. Make a Plan of Action To achieve and stay focused upon your goals, you must create an action plan. What are the steps you will take to get you from where you are to where you want to be? Your strategies will likely change as you go along. So, set your goals in concrete. Keep your eye on the goal, but remain flexible in your path to it.
6. Measure Your Progress You can't change what you don't measure. So, create mechanisms that will allow you to see your progress. Use charts. Log your actions. Use anything that will encourage you to objectively track your progress - enabling to achieve your goals quicker.
7. Maintain a Support System Have a Master Mind Group. Surround yourself with people who will encourage and challenge you to achieve your goals. Be accountable to someone other than yourself. Read positive books.
8. Focus On Only a Few Goals at a Time You can achieve anything you desire, but not EVERYTHING you desire. Concentrate your efforts and your energy on just a few. I might have dozens of goals and projects, but I keep three key goals in the forefront of my mind.
9. Take Action Every Day An important goal warrants daily attention. A 400-page novel is not written all at once. To many, writing a 400-page novel would be overwhelming. But a little over a page a day will get it done in a year. Every goal can be broken down into doable tasks done consistently.
Upon achieving each of your goal Celebrate Your Milestones Mark your successes and acknowledge yourself for your progress. As you achieve one goal, you can see better and believe more easily in the accomplishment of others. You deserve to succeed and you deserve to celebrate your successes.
If you work hard enough and concentrate exclusively on the job at hand, you will have neither time nor thought for worry. Set crystal clear goals, and set deadlines to achieve them followed by hard work to achieve your goals.
1. Set Exciting & Realistic Goals With a strong reason, you can and will find the how and the where to achieve your goal. When you're excited about your goal, it doesn't seem like work. If you're not excited, your efforts will require more discipline and energy. So, make sure it's YOUR goal. Make sure it excites you. And, then, act enthusiastically.
2. Write Your Goals Down This is a critical step. Don't think it, ink it. When you write your goals down, they appear not only on paper, but they become indelibly written upon your consciousness.
3. Visualize "See" your goal already in existence. Nothing can withstand the power of a clear, multi-sensory vision of what you are intending. What does it look like? What will people be saying about it? How will you feel? The more detailed and "real" you can make your vision, the more powerful it will be. It will operate like a magnet and draw forth all kinds of things you never thought possible.
4. Affirm Your Success Speak your goal into existence. An affirmation is a present-tense, positive statement of your intended outcome. I now have achieved _____________ (fill in the blank). The more you can make your affirmations, the more effective they will be. All of these techniques help you to feel the presence of your goal and build belief.
5. Make a Plan of Action To achieve and stay focused upon your goals, you must create an action plan. What are the steps you will take to get you from where you are to where you want to be? Your strategies will likely change as you go along. So, set your goals in concrete. Keep your eye on the goal, but remain flexible in your path to it.
6. Measure Your Progress You can't change what you don't measure. So, create mechanisms that will allow you to see your progress. Use charts. Log your actions. Use anything that will encourage you to objectively track your progress - enabling to achieve your goals quicker.
7. Maintain a Support System Have a Master Mind Group. Surround yourself with people who will encourage and challenge you to achieve your goals. Be accountable to someone other than yourself. Read positive books.
8. Focus On Only a Few Goals at a Time You can achieve anything you desire, but not EVERYTHING you desire. Concentrate your efforts and your energy on just a few. I might have dozens of goals and projects, but I keep three key goals in the forefront of my mind.
9. Take Action Every Day An important goal warrants daily attention. A 400-page novel is not written all at once. To many, writing a 400-page novel would be overwhelming. But a little over a page a day will get it done in a year. Every goal can be broken down into doable tasks done consistently.
Upon achieving each of your goal Celebrate Your Milestones Mark your successes and acknowledge yourself for your progress. As you achieve one goal, you can see better and believe more easily in the accomplishment of others. You deserve to succeed and you deserve to celebrate your successes.
If you work hard enough and concentrate exclusively on the job at hand, you will have neither time nor thought for worry. Set crystal clear goals, and set deadlines to achieve them followed by hard work to achieve your goals.
Tuesday, March 3, 2009
Values & Leadership
Value-based leadershipby Robin Ancrum
Values-based leadership is about realising that the pursuit of profit is one of many essentials for sustainable business success. Leadership, however you define it, is fundamentally the exercise of power: one person or group harnesses the actions of a larger group to get something done.
The source of leadership power varies. It may derive from the leader's status in the hierarchy and be based on fear - "Do this or you'll get the sack" - or it may derive from their personal capacity to inspire. In this case, it is based on trust, belief and respect. There is no simple moral equation. Glorious and terrible things have been achieved under both types of leadership.
Organisations spend a lot of time, effort and money determining their values and communicating these to their employees. This may be worthwhile and well intentioned, but there are dangers. Although the directors may determine the values and commit to them, they may communicate these inadequately so that they become irrelevant in practice. If the adoption of values at a senior level is a cynical exercise in political correctness, employees will quickly spot the hypocrisy and distrust the whole culture. Even more commonly, these values may not take account of the real motivators when the pressure's on - usually financial performance.
Corporate values on their own do not guarantee ethical behaviour. The classic example in recent times is Enron, which had the stated corporate values of "communication, respect, integrity and excellence". Businesses and their leaders are judged by their success. Since most of us work in companies that need to generate profits, success is usually measured by the bottom line. But wealth creation is no longer simply a matter of pursuing profit and growth at the cost of everything else.
Profit alone does not guarantee sustainable success. It has to be balanced with other factors - reputation and brand value, corporate social responsibility, the retention of human capital and so on. Values-based leadership combines personal principles and corporate ethics with commercial sustainability. It acknowledges that it's necessary to create wealth, but also that wealth creation isn't the only necessity. And, crucially, it is marked by the leader's courage when he is called on to act according to these principles rather than taking an easier option.
So where do you start with this approach? Companies, businesses and teams first need to develop a clear sense of their distinctive vision, mission and values at all levels. These provide clarity about direction, priorities and behaviour, while the process, if it's correctly handled and well led, builds consensus in the participating groups and makes it more likely that they will stick to agreements. There can only be one vision and one set of values in an organisation, which should not be negotiable.
But wise leaders will ensure that people have the time and support to understand the vision and the mission and will involve them in discussions about how the company's values transform into action at all levels. If values are going to mean anything, they must be touchstones for behaviour and guides to action. You need to review them regularly and build them into your management and reward systems at all levels. If they are going to be this central, you must ensure that they are the right ones.
One way of doing this is to develop a value-creation model for your whole company and, if necessary, departmental teams (see panel). This requires a number of steps, from asking participants to specify what they believe the business must do, to consolidating these into a model that satisfies as many people as possible, to testing the model to ensure that it's precise enough to be meaningful and that the values identified lead to the desired outcomes.
You may find that the process confirms your firm's existing values or that it highlights the fact that they're poorly aligned with the way your business makes money. In that case, they are at best irrelevant and you would do well to burn them publicly and start again. It's more likely that you will find your values are still valid, but need to be phrased differently to make them more effective.
Your company may, for example, have "innovation" as a value when what it really needs to do is deliver every project on time and to budget. That may in fact be truly innovative in your industry at this time. There is, therefore, nothing wrong with the value, but a good leader will seek ways to connect the abstract words with actions on the ground that really count.
How to develop a value-creation model
First, ask all participants in your top team to define the four or five essential things that the company must do consistently well in order to make money. What precious stuff must the business keep close to its heart? Tell them it must be specific to their organisation. If the model applies equally well to the competition, it won't work.
In the second phase, everybody will return to the group with their own individual take on the organisation, so you'll end up with lots of models. Typically, there will be a lot of consensus on broad topics, but disagreement about which ones are going to make the cut. Don't let people extend their lists infinitely. Insist on isolating the essential handful. This sharpens people's thinking.
There will always be differences between the words that people use, but don't dismiss these as semantics. The process of debate forces people to refine their ideas and produces shared insights that are clearer than the ones you started with. Remember that you want to create a model that - to the satisfaction of all concerned - sums up what the business must do and how it must do it. Once the team is satisfied with its value-creation model, it needs to be tested to check that it's robust and complete. This takes time, but it will be time well spent if the result is a model that's owned, shared and committed to by all members of your leadership team.
Start by focusing on what you do that's essential to the company's success and then look at how your business does those things distinctively. As part of that process you will inevitably address values. If you base them on a value-creation model, your values won't be bland generalities. Instead, they will arise in answer to the following key question: what principles of behaviour are non-negotiable if the business is to consistently do the things that we agree create value - and do them in the way it needs to?
Values-based leadership is about realising that the pursuit of profit is one of many essentials for sustainable business success. Leadership, however you define it, is fundamentally the exercise of power: one person or group harnesses the actions of a larger group to get something done.
The source of leadership power varies. It may derive from the leader's status in the hierarchy and be based on fear - "Do this or you'll get the sack" - or it may derive from their personal capacity to inspire. In this case, it is based on trust, belief and respect. There is no simple moral equation. Glorious and terrible things have been achieved under both types of leadership.
Organisations spend a lot of time, effort and money determining their values and communicating these to their employees. This may be worthwhile and well intentioned, but there are dangers. Although the directors may determine the values and commit to them, they may communicate these inadequately so that they become irrelevant in practice. If the adoption of values at a senior level is a cynical exercise in political correctness, employees will quickly spot the hypocrisy and distrust the whole culture. Even more commonly, these values may not take account of the real motivators when the pressure's on - usually financial performance.
Corporate values on their own do not guarantee ethical behaviour. The classic example in recent times is Enron, which had the stated corporate values of "communication, respect, integrity and excellence". Businesses and their leaders are judged by their success. Since most of us work in companies that need to generate profits, success is usually measured by the bottom line. But wealth creation is no longer simply a matter of pursuing profit and growth at the cost of everything else.
Profit alone does not guarantee sustainable success. It has to be balanced with other factors - reputation and brand value, corporate social responsibility, the retention of human capital and so on. Values-based leadership combines personal principles and corporate ethics with commercial sustainability. It acknowledges that it's necessary to create wealth, but also that wealth creation isn't the only necessity. And, crucially, it is marked by the leader's courage when he is called on to act according to these principles rather than taking an easier option.
So where do you start with this approach? Companies, businesses and teams first need to develop a clear sense of their distinctive vision, mission and values at all levels. These provide clarity about direction, priorities and behaviour, while the process, if it's correctly handled and well led, builds consensus in the participating groups and makes it more likely that they will stick to agreements. There can only be one vision and one set of values in an organisation, which should not be negotiable.
But wise leaders will ensure that people have the time and support to understand the vision and the mission and will involve them in discussions about how the company's values transform into action at all levels. If values are going to mean anything, they must be touchstones for behaviour and guides to action. You need to review them regularly and build them into your management and reward systems at all levels. If they are going to be this central, you must ensure that they are the right ones.
One way of doing this is to develop a value-creation model for your whole company and, if necessary, departmental teams (see panel). This requires a number of steps, from asking participants to specify what they believe the business must do, to consolidating these into a model that satisfies as many people as possible, to testing the model to ensure that it's precise enough to be meaningful and that the values identified lead to the desired outcomes.
You may find that the process confirms your firm's existing values or that it highlights the fact that they're poorly aligned with the way your business makes money. In that case, they are at best irrelevant and you would do well to burn them publicly and start again. It's more likely that you will find your values are still valid, but need to be phrased differently to make them more effective.
Your company may, for example, have "innovation" as a value when what it really needs to do is deliver every project on time and to budget. That may in fact be truly innovative in your industry at this time. There is, therefore, nothing wrong with the value, but a good leader will seek ways to connect the abstract words with actions on the ground that really count.
How to develop a value-creation model
First, ask all participants in your top team to define the four or five essential things that the company must do consistently well in order to make money. What precious stuff must the business keep close to its heart? Tell them it must be specific to their organisation. If the model applies equally well to the competition, it won't work.
In the second phase, everybody will return to the group with their own individual take on the organisation, so you'll end up with lots of models. Typically, there will be a lot of consensus on broad topics, but disagreement about which ones are going to make the cut. Don't let people extend their lists infinitely. Insist on isolating the essential handful. This sharpens people's thinking.
There will always be differences between the words that people use, but don't dismiss these as semantics. The process of debate forces people to refine their ideas and produces shared insights that are clearer than the ones you started with. Remember that you want to create a model that - to the satisfaction of all concerned - sums up what the business must do and how it must do it. Once the team is satisfied with its value-creation model, it needs to be tested to check that it's robust and complete. This takes time, but it will be time well spent if the result is a model that's owned, shared and committed to by all members of your leadership team.
Start by focusing on what you do that's essential to the company's success and then look at how your business does those things distinctively. As part of that process you will inevitably address values. If you base them on a value-creation model, your values won't be bland generalities. Instead, they will arise in answer to the following key question: what principles of behaviour are non-negotiable if the business is to consistently do the things that we agree create value - and do them in the way it needs to?
Subscribe to:
Posts (Atom)