- by Brain Tracy
Peter Drucker wrote some years ago that the definition of an executive is someone who is expected to get results. You are an executive to the degree to which results are expected of you. You don't have to
have a staff or an office to be an executive. All you have to do is be a person in charge of getting the job done in a timely and measurable fashion.
As an executive, your key ability is solving problems and making decisions. In fact, from the time you get up in the morning until the time you go to bed at night, you are continually taking in information, analyzing the information, solving problems based on that information, and making decisions that lead to action from yourself and others. It's safe to say that the quality of your decision making and problem solving determines the quality of your life. If you want your future to be better than your present, you must simply improve your
quality of thinking and make better choices. You must become a creative problem-solver.
Building creative brain power is a lot like building muscle power in that the more strain you place on your brain, the stronger it becomes. And you can pump "mental iron" by using two powerful methods for
increasing your creative problem solving ability.
The first method is called "mindstorming. " To engage in mindstorming, also called "The 20-Idea Method," all you need is a pen and a piece of paper. Begin by writing a particular goal or problem at the top of the page.
For example, if you want to increase your income by 50 percent over the next year, you would write
something like, "What can I do to increase my income by 50 percent over the next 12 months?"
Or, you can be even more specific by writing the exact amount. If you are earning $50,000 a year today, you would write: "What can I do to increase my income by $25,000 over the next 12 months?"
The more specific the question is, the better the quality of answers will be. So don't write, "What can I do to be happier over the next 12 months?" That kind of question is too fuzzy for your mind. Be specific, detailed, and focused in your questions and you will find practical, effective answers.
Once you have written the question, jot down twenty answers. Let your mind flow freely. Write down every answer that comes to you. Don't worry about whether it is right or wrong, intelligent or foolish, possible or impossible. Just come up with at least 20 answers.
For example, you could start with answers such as, "work harder," or "work longer," or "work faster." Eventually you might work up to more in-depth answers such as, "change jobs," or "introduce new products or services," or "start my own business."
Whatever you write, keep writing until you have at least 20 answers. If you get stuck after writing the obvious
answers, write about the opposite solutions. Don't be afraid to be ridiculous. Very often, a ridiculous answer triggers a breakthrough thought that might save you years of hard work.
Next, go back over the answers and select the one that seems to be the most appropriate for you at this moment. You will often have an instinct or feeling about a particular answer. It appeals to you for some reason. This is an unconscious suggestion that you are on the right track.
Once you've selected the best option, here's a way to double the creative impact of this exercise: Transfer the answer to the top of a new page and then write 20 ideas for implementing it in your life. You will be astonished at the outpouring of creative ideas that flow from your mind through your hand and onto the paper.
The second method of creative problem solving is called brainstorming. This is a form of mindstorming done with a group. In brainstorming you again start off with one problem or question, but this time, you have a variety of individuals contributing to the solution.
The keys to brainstorming are simple. First, the problem or question should be stated clearly and simply so that it is understood by each participant. Take a little time to discuss the problem questions, and then write it on a flip chart. This will dramatically increase the quality of answers generated.
The aim of the brainstorming session should be to generate the most ideas possible within a specific period of time. An effective session will last anywhere from 15 to 45 minutes, and 30 minutes is usually ideal.
The best number of participants for a brainstorming session is between four to seven people. Any less than four, and you run the risk of not having enough stimulation. Any more than seven, and you may find that there is insufficient opportunity for everyone to contribute.
Each brainstorming session requires a group leader. The role of the leader is to keep the ideas as free-flowing as possible. The group leader is a stimulator of ideas, encouraging each person to speak up with anything he or she has to contribute.
The most important rule of brainstorming is to avoid evaluating the ideas during the process. The focus is on quantity, not quality. Evaluation and discussion of the ideas will take place at a separate session,
away from the original brainstorming.
There should also be a recorder at each session. This person will write down every idea as it is generated so that the list can be typed up and circulated at a later time.
The final keys to successful brainstorming are positive emotions, laughter, ridiculous ideas, and absolutely no criticism of any kind. The group leader needs to ensure that no one says anything that throws water on the ideas of anyone else. When I conduct brainstorming sessions, I find that the best way to get going is to
first agree on the question or problem, and second, to go around the table one by one. Pretty soon, everyone will start to contribute and the session is off and running.
When it comes to evaluating the ideas in a later session, it can be helpful to bring together an entirely different group of people. This group will consider the ideas without the ego involvement and emotional
attachment of the original group. As a result, they will be able to assess the ideas far more objectively.
The amazing thing about mindstorming and brainstorming is that virtually anyone can come up with an incredible number of ideas when stimulated by one or both of these methods. And you can never tell
which ideas are going to provide the breakthrough solution that you need. So go for quantity, because the more ideas you generate, the greater the likelihood that you will have exactly the idea that you need at exactly the right time.
By practicing mindstorming and brainstorming on a regular basis, you can unleash a torrent of ideas that will enable you to accomplish your goals faster than you ever believed possible. Today, in the information age, ideas are the most valuable tools of production. And since your ability to generate innovative, effective, usable ideas is virtually unlimited, your future is unlimited as well.
Labels: Supervisor
by Kevin Wilde
The rant began before the second glass of wine was served. I recently was dining with two marketing executives when the pair started venting their frustrations about how HR was missing the point. One person paused midway and said, "Now Kevin, understand that we like you and you 'get it;' our issues are with those HR types that don't."
I think that was a compliment, but I didn't feel great about the tone of the discussion. I've observed business executives dividing the HR community into two classifications: those who "get it" and those who miss the point. Those who get it find themselves in the highly sought-after business partnership. Those labeled otherwise find themselves on the outside looking in.
Getting it is necessary to be a strong HR contributor. It means a leader has a firm grasp on the business, appreciates the line leader's agenda as primary and views HR work as secondary.
Three fundamental skills of HR leaders who get it:
a) They put business first.
I try to stay grounded in my role to contribute to the business first and serve my HR-learning role second. "Win, have fun and make a buck" was the slogan of one of my GE mentors years ago. His quote still resonates with me as a reminder that my job is to help the team win customers, not produce shiny new HR initiatives for their own sake. I've always been curious about business as much as the development profession. I am a constant student of investor reports, internal financial reports and business plans. Moreover, I try to start every conversation with line leaders by discussing their business: what's new, how's the new product working and how do they see the numbers going this quarter? Business first, then we move on to the HR agenda.
b) They work the map.
In my early days at General Mills, I did not have a feel for the business or how to navigate the organization. These were "new guy" challenges to overcome if I was going to have an impact in the organization. I read all the business material I could find and bought a sea of coffee while learning from every available finance and marketing manager I could befriend. I also studied those who were successful creating change in the organization. They seemed to possess an unofficial and invisible organization chart to guide their actions. In addition to learning the map, these high influencers introduced me to the concept of executive presence. When the path to organizational change placed them in front of senior executives, they had a crisp, confident and relaxed style. As I grew in the job, I found it easier to at least fake being confident and relaxed. The "crisp" part took some time as I had to temper my enthusiasm to explain everything I knew about a topic
when given the chance.
c) They exercise balcony judgment.
The HR role is partly that of a trusted adviser. One of my favorite learning stories is about the new apprentice asking the old mentor how to acquire good judgment. "From experience!" said the mentor. When the apprentice asked how to acquire experience, the mentor wisely said, "From poor judgment!" Using poor judgment to create learning experiences is a recipe for career derailment rather than success, but the scar tissue of hard-fought battles is part of the professional journey.
Learn from others' battle experiences. Seek out top performers and wise counselors to share what they've learned over time. Accelerate your judgment capabilities and solidify an impressive support network at the same time. Finally, gain perspective by reflecting on what's going on and what can be learned. A friend of mine calls it "getting to the balcony" to oversee the situation, rising above the noise and distractions of the moment.
Like it or not, many leaders will divide their perception of HR into two camps: "gets it" or "doesn't get it." The former is a much more rewarding and fun place to be, but it needs to be earned. Make investments in your business acumen, organization influence and judgment. At the very least, it makes for better dinner conversation.
Labels: Supervisor
by Ron Selewach
Automated candidate screening and assessment solutions have become standard practice for many employers in the race to hire and retain talent in a shrinking labor market. Technology exists not only to assess skills and competencies, but also culture fit and work style, which can be reliable indicators of job performance and retention. However, few realize the benefits such technology affords in terms of objectively recruiting people with disabilities and leveling the playing field for all candidates.
Automated candidate screening and assessment solutions can be delivered via multiple methods - Web, phone, kiosk or table PC - and make it easy for anyone to apply and be interviewed regardless of mobility challenges or disabilities. Further, by removing the face-to-face aspect of a conventional interview, candidates need not be concerned the interviewer will be distracted by their disability rather than focusing on the interview's content.
Applying for jobs via technology compels an employer to make a determination based only on the candidate's responses to questions and assessments, as opposed to appearances or information presented on a one-dimensional resume.
Traditional hiring processes typically screen out unqualified candidates, leaving employers to hire those who fit minimum qualifications. This creates what is essentially a double jeopardy for persons with disabilities. It becomes easy to focus on restrictions the disability presents rather what the person may be able to do in spite of any challenges.
Advanced automated interviewing systems driven by artificial intelligence can be set up to adjust questioning appropriately, seamlessly and diplomatically when such situations arise - even routing the interview to a different line of questioning for jobs for which the candidate may be better-suited. In short, this process can screen in candidates based on the skills and competencies they possess. Conversely, face-to-face interviews can lead to the determination a person is not suited for an advertised position. The conversation is effectively terminated, rather than initiating a discussion to explore alternatives.
Synchronizing the assessment process via Web and phone also gives rise to the use of job simulations. For example, the employer can have a customer service simulation in which several screens of information are available to the applicant on the desktop. The candidate is then charged with negotiating the screens while responding to a variety of service calls. This provides all candidates with the opportunity to demonstrate their skills and proficiency to handle the job.
Web-based interviews can be structured to ensure compliance with Section 508 requirements of the Equal Employment Opportunity Commission (EEOC) that requires federal agencies to make their electronic and information technology accessible to people with disabilities. Additionally, using a properly configured automated solution erases the potential for human error, such as asking potentially discriminatory questions during a face-to-face interview.
While objectivity and fairness should be the mantra of any interview and assessment, an automated system can document each question asked, the answer provided and the basis for the overall assessment. With the EEOC and the Office of Federal Contract Compliance Programs' aggressive interest in systemic discrimination, this detailed documentation can prove invaluable in proactively safeguarding the hiring process from negative outcomes such as litigation and compliance-related fines.
Most important, using an automated screening and assessment solution provides all candidates with a seamless and convenient process to apply for job openings. Moreover, it provides employers with an objective and reliable process for hiring and retaining qualified candidates who will be productive members of their workforces.
Labels: Supervisor
by Lindsay Edmonds Wickman
Let's state the obvious. With different work tasks, employees have different levels of readiness. What may not be as obvious is leaders must adapt their behavior to each individual's readiness with each task. But how? That's what the Situational Leadership Model teaches.
"In one sentence, it's matching your leader behaviors to the performance needs of individuals, " said Dr. Paul Hersey, founder and chairman of the board of the Center for Leadership Studies and author of The Situational Leader. "It's not different strokes for different folks. It's different strokes for the same folks depending upon what it is you're attempting to get done through that person."
To become a situational leader, you must first identify the task at hand, assess the individual or group's ability and willingness to accomplish that specific task and, lastly, match your leadership behaviors to that individual's performance needs.
"When my son, David, was in high school, it wasn't a question of what kind of leadership style do I use with David for homework? You even had to identify what kind of homework it was," Hersey said. "When it came to getting in shape for football and wrestling, I didn't need to give him any direction [or] guidance. He was gung-ho. He had both capability and willingness. But when it came to math, I had to closely supervise. [So] it's matching your behaviors to their performance needs [for] that specific activity."
In developing leaders who can adapt to each employee's needs, organizations should familiarize the leaders with the model, teach them how to diagnose an individual's readiness and then teach them how to match their behaviors to that level of readiness by using vignettes, case studies or role-playing. But how do you diagnose an individual's readiness at a specific task?
"Readiness is a combination of ability and willingness, " Hersey said. "Ability is knowledge, experience and skill. [So] you look at what is the ability they bring to [a] particular task, and then you look at their willingness to do that particular activity. It's very easy to pick up those things when people are working with you, when they're part of your team."
If your leaders adapt their behavior to their employees' performance needs, it will ultimately lead to a more effective workforce.
"One of the main benefits is bottom-line results," Hersey said. "If you do a better job of leading your people, you get more productivity at whatever you're doing. [This model is] a way of getting the best you can from your people.
"As far as I'm concerned, if training doesn't make a difference in bottom-line results, why bother? Why spend the resources? Training only makes sense if you're getting more productivity - if you're accomplishing your goals in a more effective manner."
Labels: Supervisor
by Susan M. Heathfield
If you work in an organization, you've heard this complaint repeatedly. Leaders and managers say they want change and continuous improvement but their actions do not match their words. The leaders' exhortations to employees ring false when their subsequent actions contradict their words. A CEO once asked me, "Why do they do what I do and not what I tell them to do?" Another asked, "Do I really have to change, too?" These are scary questions coming from leaders.
The power of an organization' s leaders in creating the organization' s values, environment, culture and actions is immeasurable. Want to know how to "walk the talk" to enable organization change and improvement? Want to take the power away from the oft-repeated employee complaint that managers don't walk their talk? Start here to learn how to walk your talk. Or, use these ideas to help your organization' s leaders and managers walk theirs. It's the shortest journey to empower change and the work environment they desire.
Tip for Walking Your Talk
The most important tip comes first. If you do this first action well, the rest will follow more naturally. If the ideas you are promoting are congruent with your core beliefs and values, these actions will come easily, too. So, start with a deep understanding of "why" you want to see the change or improvement. Make certain it is congruent with what you deeply believe. Then, understand and follow these guidelines.
1. Model the behavior you want to see from others. There is nothing more powerful for employees than observing the "big bosses" do the actions or behaviors they are requesting from others. As Mahatma Gandhi said, "Become the change you wish to see in the world." And, it will happen.
2. If you make a rule or design a process, follow it, until you decide to change it. Why would employees follow the rules if the rule makers don't?
3. Act as if you are part of the team, not always the head of it. Dig in and do actual work, too. People will appreciate that you are personally knowledgeable about the effort needed to get the work done. They will trust your leadership because you have undergone their experience.
4. Help people achieve the goals that are important to them, as well as the goals that are important to you. Make sure there is something for each of you that will result from the effort and work.
5. Do what you say you're going to do. Don't make rash promises that you can't keep. People want to trust you and your leadership.
6. Build commitment to your organization' s big goal. (You do have a big, overarching goal, don't you? Other than to make money, why does your organization exist?)
7. Use every possible communication tool to build commitment and support for the big goal, your organization' s values and the culture you want to create. This includes what you discuss at meetings, in your corporate blog, on your Intranet, and so forth.
8. Hold strategic conversations with people so people are clear about expectations and direction. Gerard Kleisterlee, Philips' president, is holding strategic conversations with as many groups as he can. "In order to build internal confidence, stimulate cross-boundary cooperation, and spark new-product speed to market, Kleisterlee is sponsoring what he calls 'strategic conversations' : dialogues that center around a focused set of themes that Kleisterlee believes will define Philips' future."
9. Ask senior managers to police themselves. They must provide feedback to each other when they fail to walk their talk. It is not up to the second level managers and other employees to point out inconsistencies. (Confronting a manager takes courage, facts and a broad understanding of the organization. ) Senior managers must be accountable to each other for their own behavior.
In 1513, Machiavelli wrote, "There is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage than the creation of a new system. For the initiator has the enmity of all who would profit by the preservation of the old system and merely lukewarm defenders in those who would gain by the new one."
Given these thoughts from Machiavelli - true for centuries - provide leadership and sponsorship through walking your talk. Incorporate these tips and behaviors to ensure the success of your organization. Walk your talk.
Labels: Supervisor
by Agatha Gilmore
Academic education and professional degrees can impart the technical expertise necessary for on-the-job success, but ultimately, work styles and techniques are what drive productivity.
In today's knowledge economy, with lightning-fast Internet connections and an increasingly globalized marketplace, information reigns supreme. Modern, user-generated tools such as Wikipedia.com and blogs have not only made communication easier and faster, they have emphasized the importance we place on sharing knowledge.
For this reason and more, education is a hot commodity. Bachelor's, master's and doctoral degrees help those in the workforce acquire the theoretical knowledge and technical expertise required to get a leg up on the competition. But even in today's world, a degree can only take you so far.
"The notion of a degree or a certification or a certain educational level really is [just] the price of admission into a job or job function," said David Collins, vice president and general manager of the training products division at Tracom Group, a provider of workforce performance solutions.
Once an individual has the knowledge, it's the way he goes about doing his work - his organizational, time-management and behavioral skills - that ultimately drives results.
"Proven knowledge and skills are often necessary conditions for people to be high performers and to be successful. But the will-do, the motivation, the engagement facets really play a role in whether or not you will deploy what you're capable of doing," said Dr. Kenneth Nowack, a licensed psychologist and president and chief research officer of Envisia Learning.
Keeping this in mind, learning organizations can leverage the work styles, choices and techniques of successful employees to elevate curriculum and improve the overall productivity of the workforce.
Successful Social Styles
Nowack said success can be conceptualized as a scorecard that involves four independent elements: happiness, values, achievement and relationships. A successful person is fruitful in all four. But how does he or she do it?
"The most successful individuals possess a set of personality qualities and practice lifestyle behaviors that facilitate continuous growth and learning," Nowack said. "Some of these include being conscientious and achievement- oriented; identifying and deploying signature strengths; practicing forgiveness and expending less energy [on] remaining angry; actively acknowledging stress and practicing stress-reduction techniques when experiencing work and life triggers to reverse the fight-or-flight response; utilizing support of others, as well as expressive writing to let feelings out; maintaining a regular sleep cycle; [and] taking time to become physically active."
Nowack added that a recent Harvard Business Review article, titled "How the Best of the Best Get Better and Better," also offered insight into this topic.
"Some of the things [writer Graham Jones] mentions is having a long-term perspective, blocking out distractions, seeking candid feedback, stretching development, reflecting on ways to improve and celebrating success," Nowack said.
Many of these behaviors are innate character traits that people exhibit as early as childhood, Collins said.
"That preferred pattern of behavior sticks with people their whole lives," he said. "Those behaviors impact how people think and use time, how they make decisions [and] their outward actions with others."
According to Tracom research, these behaviors also have an affect on personality traits, including pace of speech, volume of speech, quantity of speech, assertiveness and responsiveness.
While many of these characteristics are innate, there are several main themes that emerge from them, on which organizations can train employees.
Self-Awareness
"When people understand themselves and what their preferences are and how they do things, they can organize their work more effectively, " Collins said.
Indeed, one of the first things required to become a successful worker is self-awareness.
Kathy Wojcik, manager of leadership development and learning at Gates Corp., an automotive and industrial equipment manufacturer, recalled an incident that highlights the importance of self-awareness.
"I clearly remember these three guys who worked together in a machine shop, and all three were of strong mind and opinion," she said. "That created a significant amount of clashing - not necessarily destructive, but a barrier to moving forward."
After enrolling in personality training, the three employees became aware of their behaviors and began to understand why they were having difficulties coming to an agreement, Wojcik said.
"Then [they could] take a look at what behaviors would make them more effective," she said.
Versatility
The key to making self-awareness work, however, is versatility. After all, even if you can identify your own behavior properly, you won't change unless you're willing.
"One of the best habits in working with other people is figuring out how to best work with them," Collins said. "It's adjusting or adapting your behaviors to meet their needs as opposed to your own. What you really want to be able to do is work with people in the way that they most want to be worked with.
"For example, if I'm going to coach one of my employees, and I understand what their behavioral preferences are, I cam think about those in advance of the coaching session. And if it's a session where I have to give them some difficult news on some performance enhancements or some changes that they need to make, I can tee that message up in a way that's most likely to be accepted by that person - that they're most likely to understand it and I'm most likely to get the outcome that we're looking [for]. So it's not only understanding it but applying it in everyday work situations."
In fact, research by Tracom found that managers who exhibited higher versatility were 27 percent better at leading teams and 25 percent better at coaching others.
However, versatility only goes so far. According to Nowack, people have the ability to be flexible up to a certain extent, but beyond that, they tend to gravitate back toward their natural states.
"The visual I like to use is a set of springs hanging on a hat rack," Nowack said. "If we can learn the different ways that we can pull on those springs - and that might be nurturing, coaching, leadership experiences and development activities - we will find we stretch people farther than they ever imagined. But there's a natural tendency in that spring to go back to its natural set point, where it started."
That's not to say that life-altering situations, traumatic events, great coaches and great developmental experiences can't alter the setting of that natural set point, Nowack added. But it highlights the difficulty every employee - from the frontline worker to the senior-level executive - has in trying to maintain behavior change.
"Zebras don't change their stripes very much, so it's a question again of, how much energy do you put in? What do you need to see from an organizational perspective? " Nowack said. "If you're looking for a dramatic shift from a competent jerk to a loveable star, it won't happen."
Interpersonal Skills
Interpersonal skills always are important, but now there's a new imperative.
We're really dealing in a global environment, and you have to be able to deal with people who haven't grown up in or experienced or been immersed in a culture like yours," Wojcik said.
Also, with the growing emphasis on social networking and the younger generations' penchant for collaboration, more and more companies are seeing the team become the preferred work unit. Understandably, working well with others is that much more important in this collaborative environment, Collins said.
"I honestly think that a person's success is based almost solely on their ability - especially at a leadership level - to get things done through others, which involves so many of the interpersonal skills that we all use every day, whether they're tremendously honed and highly flexible or whether they're kind of more hardwired," Wojcik said.
Yet, interpersonal skills impact more than just individual productivity. Collins pointed to Tracom studies that tied interpersonal skills to bottom-line successes.
"They're finding that [hospital employees] who do a better job relating to their patients can run more profitable practices, have better patient retention rates," he said. "Even in a profession that's as highly specialized as the medical profession, they're finding that this notion of interpersonal skills, or understanding people's behaviors and working more effectively with them, is becoming more and more important."
According to a survey on the effectiveness of interpersonal skills training conducted by Tracom, nearly 60 percent of respondents said performance had been affected negatively by personal style differences. Sixty-two percent of respondents cited low morale as another result of these differences.
"There's a really strong connection between those interpersonal skills and the business-practice skills that organizations expect from frontline people, managers and even their executives," said Sean Essex, director of marketing for Tracom.
Training Tips
There are several techniques learning organizations can use to help train employees on the three broad skills necessary for workplace success. First, some initial preparation can put the employee in the right mindset for achieving self-awareness. Additionally, when training employees on work styles and personality traits, it's important to give them real-life examples and explain how the material relates to their everyday routines.
"Where so many programs fall short is they don't tie it back to the daily workflow that people exhibit," Collins said. "So when you're able to take the knowledge from the classroom and actually give them a tool that makes it very job-specific to what they do, the likelihood of them applying it and using it go up much more. And the likelihood of them getting the desired impact that they want goes up equally as much."
Wojcik highlighted the universal application of social-style training, which she said Gates Corp. typically offers between six and eight times a year.
"It not only touches your work life, it touches your whole life," she said. "I've had people call me back six months after this program and tell me how it has changed their relationship with their kids or parents, especially an aging parent, or spouse. [They're] truly life skills."
Nowack said learning executives can help employees overcome the hurdle of maintaining behavior change in several ways.
"The use of 'professional nagging' or reminders seem to help all of us keep going with new change efforts, even when we want to quit," he said. "Building in metrics to monitor our change journey is another way of reinforcing our efforts.
"Celebrating success at specific achievement points that are predetermined helps us to recognize where we have come from and recommits us to continue," Nowack continued. "Finally, recognizing that relapse-prevention strategies are critical [will help] avoid the inevitable. Build in some social support to help [workers] get through times when [they] actually could lapse, [and] develop a plan of getting right back on track."
Finally, it's important to remember that lifestyle learning doesn't happen overnight.
"You need to give that time," Wojcik said. "It's like farming: You need to wait through the seasons."
[About the Author: Agatha Gilmore is an associate editor for Chief Learning Officer magazine.]
Labels: Self Guide
Instead Of Seeing Problems,
Look For Opportunities.
Instead Of Chasing Efficiency,
Take The Time To Be Effective.
Instead Of Making Statements,
Make A Point Of Asking Questions.
Instead Of Winning An Argument,
Create A Dialogue In Which Everyone Wins.
Instead Of Fixing Blame,
Team Up With Colleagues To Fix The System.
Instead Of Bemoaning Your Boring Day,
Climb From The Rut And Create A New Path.
Instead Of Getting Buried In Tasks,
Lift Yourself Up With A Mission.
Can you guess this word
The Word is.........
"INSTEAD"
Instead Of Exaggerating Your Perceived Weaknesses,
Exercise Your Real Strengths.
Instead Of Waiting For Perfect Conditions,
Choose Today As The Day For Change.
Instead Of Saying No,
Find A Way To Say Yes.
Labels: Self Guide