We all have goals, whether you know it or not. No matter what they are, they have profound effect on our lives. The secret of unleashing your true power is setting goals that are exiting enough that they truly inspire your creativity and ignite your passion.
Anthony Robbins has introduced the ultimate success formula:
1. Decide what you want.
2. Take action.
3. Notice what’s working or not.
4. Change your approach until you achieve what you want.
To decide what you want or your outcome can change your life. Clarity the goals is power. To change you life, you can begin with making four goals now.
1. Personal Development Goals: What would you like to learn? What skills do you want to master? What character traits would you like to develop? Who would your friends be? Who would you be?
2. Career/Business/Economic Goals: How much money do you want to accumulate? What do you wish to achieve with your career/company? How much do you wish to earn annually? What financial decisions do you need to make?
3. Toys/Adventure Goals: What would you like to build or purchase? What event s would you like to attend? What adventure would you like to experience?
4. Contribution Goals: How can you contribute? Who or what can you help? What can you create?
Source: Anthony Robbins, Giant Steps: Small Changes to Make a Big Difference, Simon $ Schuster UK Ltd.
วันเสาร์ที่ 19 กุมภาพันธ์ พ.ศ. 2554
Change Your Life Now
We all have goals, whether you know it or not. No matter what they are, they have profound effect on our lives. The secret of unleashing your true power is setting goals that are exiting enough that they truly inspire your creativity and ignite your passion.
Anthony Robbins has introduced the ultimate success formula:
1. Decide what you want.
2. Take action.
3. Notice what’s working or not.
4. Change your approach until you achieve what you want.
To decide what you want or your outcome can change your life. Clarity the goals is power. To change you life, you can begin with making four goals now.
1. Personal Development Goals: What would you like to learn? What skills do you want to master? What character traits would you like to develop? Who would your friends be? Who would you be?
2. Career/Business/Economic Goals: How much money do you want to accumulate? What do you wish to achieve with your career/company? How much do you wish to earn annually? What financial decisions do you need to make?
3. Toys/Adventure Goals: What would you like to build or purchase? What event s would you like to attend? What adventure would you like to experience?
4. Contribution Goals: How can you contribute? Who or what can you help? What can you create?
Source: Anthony Robbins, Giant Steps: Small Changes to Make a Big Difference, Simon $ Schuster UK Ltd.
Anthony Robbins has introduced the ultimate success formula:
1. Decide what you want.
2. Take action.
3. Notice what’s working or not.
4. Change your approach until you achieve what you want.
To decide what you want or your outcome can change your life. Clarity the goals is power. To change you life, you can begin with making four goals now.
1. Personal Development Goals: What would you like to learn? What skills do you want to master? What character traits would you like to develop? Who would your friends be? Who would you be?
2. Career/Business/Economic Goals: How much money do you want to accumulate? What do you wish to achieve with your career/company? How much do you wish to earn annually? What financial decisions do you need to make?
3. Toys/Adventure Goals: What would you like to build or purchase? What event s would you like to attend? What adventure would you like to experience?
4. Contribution Goals: How can you contribute? Who or what can you help? What can you create?
Source: Anthony Robbins, Giant Steps: Small Changes to Make a Big Difference, Simon $ Schuster UK Ltd.
วันศุกร์ที่ 18 กุมภาพันธ์ พ.ศ. 2554
The Difference that Makes the Difference
What sets certain men and women apart from their peers? What creates a leader, an achiever? How is it that there are so many people in this world who live such joyous lives in spite of almost every adversity, while others who would seem to have it all live lives of despair, anger, and depression?
What’s the difference between the haves and the have-nots? What’s the difference between the cans and the cannot? Why do some people overcome horrible, unimaginable adversity and make their lives a triumph, while others, in spite of every advantage, turn their lives into a disaster? Why do some people take any experience and make it work for them, while others take any experience and make against them? What’s the difference that makes the difference in the quality of life?
The difference all comes down to the way in which we communicate with ourselves and the action we take. What do we do when we try everything we can and things still turn wrong? People who succeed do not have fewer problems than people who fail. The only people without problems are those in cemeteries.
It is not what happens to us that separates failures from successes. It is how we perceive it and what we do about what “happens” that makes the difference. For example, when a man received the information from his body that three-quarters of its was covered with third-degree burns, he had a choice in how to interpret that information. The meaning of this event could have been a reason to die, to grieve, anything else he wants to communication with himself, he formed set of beliefs and values that continued to direct his life from a sense of advantage rather than tragedy—even after he became paralyzed.
Why the success communicates with himself and does specific things to create results. If someone eles is able to wake up in the morning, quickly and easily full of energy, that is the result they produced. The next question is how did they produce it? Since actions are source of all results, what specific mental or physical actions produced the neurophysical process of waking up from sleep quickly and easily? One of the presuppositions of NLP is thing that we all share the same neurology, so if anyone can do anything in the world, you can, too, if you run your nervous system in exactly the same way. This process of discovering exactly and specifically what people do to produce a specific results is called modeling.
If someone finds it easy to wake up in the morning quickly, so can you. Simply model how other people direct their nervous systems. Obviously, some task are more complex than others and may take more time to model and then duplicate. However, if you have enough desire and the belief that will support you while continuing to adjust and change, virtually anything any human being does can be modeled. You may took years to produce similar results or months or in a short period of time to produce similar results.
Modeling is the path way to excellence. It means that if I see anyone in this world producing a result I desire. I can produce the same results if I’m willing to pay the price of time and effort. If you want to achieve success, all you need to do is find a way to model those who already successes. That is, find out what actions they took, specifically how they used their brain and body to produce the results you desire to duplicate. If you want to be a better friend, a richer person, a better parent, a better athlete, a more successful businessman, all you need to-do is find model of excellence.
To model excellence, you become detective, an investigator, someone who asks lots of questions and tracks down all the clues to what produce excellence. Bandler and Grinder found that there are three fundamental ingredients that must be duplicated in order to reproduce and any form of human excellence. They are three forms of mental and physical actions that correspond most directly to the quality of results we produce. These are 1) belief system (possible or impossible); 2) mental syntax (the way people organize their thought); 3) physiology (the way you breathe, and hold your body, your posture, facial expressions).
Source: Anthony Robbins, Unlimited Power: The new science of Personal Achievement, Simon & Schuster, 1997
What’s the difference between the haves and the have-nots? What’s the difference between the cans and the cannot? Why do some people overcome horrible, unimaginable adversity and make their lives a triumph, while others, in spite of every advantage, turn their lives into a disaster? Why do some people take any experience and make it work for them, while others take any experience and make against them? What’s the difference that makes the difference in the quality of life?
The difference all comes down to the way in which we communicate with ourselves and the action we take. What do we do when we try everything we can and things still turn wrong? People who succeed do not have fewer problems than people who fail. The only people without problems are those in cemeteries.
It is not what happens to us that separates failures from successes. It is how we perceive it and what we do about what “happens” that makes the difference. For example, when a man received the information from his body that three-quarters of its was covered with third-degree burns, he had a choice in how to interpret that information. The meaning of this event could have been a reason to die, to grieve, anything else he wants to communication with himself, he formed set of beliefs and values that continued to direct his life from a sense of advantage rather than tragedy—even after he became paralyzed.
Why the success communicates with himself and does specific things to create results. If someone eles is able to wake up in the morning, quickly and easily full of energy, that is the result they produced. The next question is how did they produce it? Since actions are source of all results, what specific mental or physical actions produced the neurophysical process of waking up from sleep quickly and easily? One of the presuppositions of NLP is thing that we all share the same neurology, so if anyone can do anything in the world, you can, too, if you run your nervous system in exactly the same way. This process of discovering exactly and specifically what people do to produce a specific results is called modeling.
If someone finds it easy to wake up in the morning quickly, so can you. Simply model how other people direct their nervous systems. Obviously, some task are more complex than others and may take more time to model and then duplicate. However, if you have enough desire and the belief that will support you while continuing to adjust and change, virtually anything any human being does can be modeled. You may took years to produce similar results or months or in a short period of time to produce similar results.
Modeling is the path way to excellence. It means that if I see anyone in this world producing a result I desire. I can produce the same results if I’m willing to pay the price of time and effort. If you want to achieve success, all you need to do is find a way to model those who already successes. That is, find out what actions they took, specifically how they used their brain and body to produce the results you desire to duplicate. If you want to be a better friend, a richer person, a better parent, a better athlete, a more successful businessman, all you need to-do is find model of excellence.
To model excellence, you become detective, an investigator, someone who asks lots of questions and tracks down all the clues to what produce excellence. Bandler and Grinder found that there are three fundamental ingredients that must be duplicated in order to reproduce and any form of human excellence. They are three forms of mental and physical actions that correspond most directly to the quality of results we produce. These are 1) belief system (possible or impossible); 2) mental syntax (the way people organize their thought); 3) physiology (the way you breathe, and hold your body, your posture, facial expressions).
Source: Anthony Robbins, Unlimited Power: The new science of Personal Achievement, Simon & Schuster, 1997
The Ultimate Success Formula
Step I: Know your outcome/what you want.
That is to define precisely what you want.
Step II: Take action.
Otherwise your desire will always dream.
Step III: Develop the sensor to notice what is working or not
To recognize the kinds of responses and results you’re getting from your actions and to note quickly as possible if they are taking you closer to your goals or farther away.
Step IV: Develop new behavior/approach
Develop the flexibility to change your behavior until you get what you want.
Source: Anthony Robbins, Unlimited Power: The new science of Personal Achievement, Simon & Schuster, 1997
That is to define precisely what you want.
Step II: Take action.
Otherwise your desire will always dream.
Step III: Develop the sensor to notice what is working or not
To recognize the kinds of responses and results you’re getting from your actions and to note quickly as possible if they are taking you closer to your goals or farther away.
Step IV: Develop new behavior/approach
Develop the flexibility to change your behavior until you get what you want.
Source: Anthony Robbins, Unlimited Power: The new science of Personal Achievement, Simon & Schuster, 1997
The Seven Fundamental Character Traits for Excellence
There are seven fundamental character traits that they have all cultivated within themselves, seven characteristic that give tem the fire to do whatever it takes to succeed. These are the seven basic triggering mechanisms that can ensure your success as well:
Trait number One: Passion. All of these people have discovered a reason, a consuming, energizing, almost obsessive purpose that drives them to, to grow, and to be more. It gives them the fuel that powers their success train and causes them to tap their true potential.
Trait number Two: Belief. Many people are passionate, but because of their limiting beliefs about they arte and what they can do, they never take the actions that could make their dream a reality. People who succeed know what they want and believe that they can get it.
Trait number Three: Strategy. Passion and belief help to provide the fuel, the propulsion toward excellence. But propulsion is not enough. If it were, it were, it would be enough to fuel a rocket and send it flying blindly toward the heavens. Besides that power, we need a path, an intelligent sense of logical progression. To succeed in hitting our target, we need. A strategy is a way of organizing resources. A strategy is recognition that the best talents and ambitions also need to find the right avenue.
Trait Number Four: Clarity of values. An understanding of values is one of the most rewarding and challenge keys to achieving excellence. A fundamental moral grounding, a sense of who they are and why they do what they do is value. Value is a specific belief systems what we have about what is right what is wrong for our lives. What idea of what is important to them is value? For example, what made America great is patriotism and pride, a sense of tolerance, and a love of freedom.
Trait Number Five: Energy. Great success is inseparable from the physical, intellectual, and spiritual energy that allows us to make the most of what we have.
Trait Number Six: Bonding Power. Nearly all successful people have in common an extraordinary ability to bond with others, the ability to connect with and develop rapport with people from a variety of background and beliefs.
Trait Number Seven: Mastery of Communication. The way we communicate with others and the way we communicate with ourselves ultimately determine the quality of our lives. What the successful people they have in common is an ability to communicate a vision or a quest or a joy or a mission. Mastery of communication is what makes great parent or a great artist or a great politician or a great teacher.
Source: Anthony Robbins, Unlimited Power: The new science of Personal Achievement, Simon & Schuster Ltd, 1997
Trait number One: Passion. All of these people have discovered a reason, a consuming, energizing, almost obsessive purpose that drives them to, to grow, and to be more. It gives them the fuel that powers their success train and causes them to tap their true potential.
Trait number Two: Belief. Many people are passionate, but because of their limiting beliefs about they arte and what they can do, they never take the actions that could make their dream a reality. People who succeed know what they want and believe that they can get it.
Trait number Three: Strategy. Passion and belief help to provide the fuel, the propulsion toward excellence. But propulsion is not enough. If it were, it were, it would be enough to fuel a rocket and send it flying blindly toward the heavens. Besides that power, we need a path, an intelligent sense of logical progression. To succeed in hitting our target, we need. A strategy is a way of organizing resources. A strategy is recognition that the best talents and ambitions also need to find the right avenue.
Trait Number Four: Clarity of values. An understanding of values is one of the most rewarding and challenge keys to achieving excellence. A fundamental moral grounding, a sense of who they are and why they do what they do is value. Value is a specific belief systems what we have about what is right what is wrong for our lives. What idea of what is important to them is value? For example, what made America great is patriotism and pride, a sense of tolerance, and a love of freedom.
Trait Number Five: Energy. Great success is inseparable from the physical, intellectual, and spiritual energy that allows us to make the most of what we have.
Trait Number Six: Bonding Power. Nearly all successful people have in common an extraordinary ability to bond with others, the ability to connect with and develop rapport with people from a variety of background and beliefs.
Trait Number Seven: Mastery of Communication. The way we communicate with others and the way we communicate with ourselves ultimately determine the quality of our lives. What the successful people they have in common is an ability to communicate a vision or a quest or a joy or a mission. Mastery of communication is what makes great parent or a great artist or a great politician or a great teacher.
Source: Anthony Robbins, Unlimited Power: The new science of Personal Achievement, Simon & Schuster Ltd, 1997
วันศุกร์ที่ 30 กรกฎาคม พ.ศ. 2553
Engage Employees to Improve Performance
Bret L. Simon wrote about angagement and performance on his blog (http://www.bretlsimmons.com/2010-07/employee-engagement-and-performance-finally-some-credible-evidence/). His blog is good to HR manager or people who interrest why engagement can improve organization performance. He also describe engagement and performance on www.baldrge.com on July 20th, 2010 as follow.
A study of 245 firefighters and their supervisors has shown that job engagement is a significant predictor of task performance and organizational citizenship behavior. The study, which is behind a firewall, is described by Bret L. Simmons on his blog.
The researchers measured job engagement through 18 questions organized by physical engagement, emotional engagement, and cognitive engagement. According to the article abstract, they found that “engagement, conceptualized as the investment of an individual’s complete self to a role, provides a more comprehensive explanation of relationships with performance relative to well-known concepts that reflect narrower aspects of the individual’s self.” The researchers were able to evaluate the impact of other factors including job involvement, job satisfaction, and intrinsic motivation on performance and behavior; they concluded these factors did not predict performance and behavior while engagement did.
According to Simmons, the researchers identified three antecedents of engagement: value congruence, perceived organizational support, and core self-evaluations. In other words, hire people who share and support your organization’s mission and values and who are self-sufficient and confident, and then provide development opportunities that align with your organizational values and your employees’ developmental needs.
In “Bottom-Line Value of Employee Engagement,” I wrote about a Gallup report that came to similar conclusions. Gallup defined a fully-engaged employee as emotionally attached to the unit and rationally loyal and found that “organizations that employ performance optimization management principles have outperformed their competitors by 26% in gross margin and 85% in sales growth.”
In “Employee Engagement and the Bottom Line,” I pointed to two specific cases where employee engagement had a direct correlation with financial results:
• Best Buy sees a $100,000 annual increase in sales at any location where employee engagement rises 2%.
• JC Penny had 67% of its employee engaged in 2005 and 80% engaged in 2009. Its earnings per share growth over the last five years is five times the industry average.
The key to getting similar results at your organization is to: (1) figure out how to measure employee engagement as the researchers quoted above have done; (2) use your measurement tool to assess engagement; (3) identify opportunities to improve performance; and, (4) close the gap.
To read more about employee engagement, click on these articles:
• What Drives You?
• Paying Disengaged Employees
• Why HR Needs Baldrige
• Recruiting, Retaining, and Engaging
• Valuing Employees – and HR
Source: http://www.baldrige.com/criteria_workforce/engage-employees-to-improve-performance/
A study of 245 firefighters and their supervisors has shown that job engagement is a significant predictor of task performance and organizational citizenship behavior. The study, which is behind a firewall, is described by Bret L. Simmons on his blog.
The researchers measured job engagement through 18 questions organized by physical engagement, emotional engagement, and cognitive engagement. According to the article abstract, they found that “engagement, conceptualized as the investment of an individual’s complete self to a role, provides a more comprehensive explanation of relationships with performance relative to well-known concepts that reflect narrower aspects of the individual’s self.” The researchers were able to evaluate the impact of other factors including job involvement, job satisfaction, and intrinsic motivation on performance and behavior; they concluded these factors did not predict performance and behavior while engagement did.
According to Simmons, the researchers identified three antecedents of engagement: value congruence, perceived organizational support, and core self-evaluations. In other words, hire people who share and support your organization’s mission and values and who are self-sufficient and confident, and then provide development opportunities that align with your organizational values and your employees’ developmental needs.
In “Bottom-Line Value of Employee Engagement,” I wrote about a Gallup report that came to similar conclusions. Gallup defined a fully-engaged employee as emotionally attached to the unit and rationally loyal and found that “organizations that employ performance optimization management principles have outperformed their competitors by 26% in gross margin and 85% in sales growth.”
In “Employee Engagement and the Bottom Line,” I pointed to two specific cases where employee engagement had a direct correlation with financial results:
• Best Buy sees a $100,000 annual increase in sales at any location where employee engagement rises 2%.
• JC Penny had 67% of its employee engaged in 2005 and 80% engaged in 2009. Its earnings per share growth over the last five years is five times the industry average.
The key to getting similar results at your organization is to: (1) figure out how to measure employee engagement as the researchers quoted above have done; (2) use your measurement tool to assess engagement; (3) identify opportunities to improve performance; and, (4) close the gap.
To read more about employee engagement, click on these articles:
• What Drives You?
• Paying Disengaged Employees
• Why HR Needs Baldrige
• Recruiting, Retaining, and Engaging
• Valuing Employees – and HR
Source: http://www.baldrige.com/criteria_workforce/engage-employees-to-improve-performance/
วันอังคารที่ 18 พฤษภาคม พ.ศ. 2553
Baldrige by Sector: Education
Why do so many education organizations around the country use the Education Criteria for Performance Excellence? The Baldrige Criteria provide a comprehensive way to achieve and sustain high performance across the entire organization. Education organizations such as business schools; community colleges; centuries-old universities; and K-12 school districts in Chicago, New York, North Carolina, and Oklahoma—as well as one covering 22,000 square miles in Alaska—use the Baldrige Criteria to improve their schools and their students’ education. Your education organization can do the same.
How Baldrige Relates
The Baldrige Criteria address all key areas of a running a successful education organization and are compatible with other performance improvement initiatives, such as School Improvement Planning, ISO 9000, Lean, and Six Sigma. Using the Baldrige framework, you can organize and integrate these approaches, improve productivity and effectiveness, and pursue performance excellence.
Improve Your Results
Whether your organization is a K-12 school or system, a community college, a university, or another type of education organization, the Baldrige Criteria are a valuable framework for measuring performance and planning in an uncertain environment. The Criteria help education organizations achieve and sustain the highest national levels of
student learning outcomes
- customer satisfaction and engagement
- product and service outcomes, and process efficiency
- workforce satisfaction and engagement
- budgetary, financial, and market results
- social responsibility
Source: The National Institute of Standards and Technology (NIST) is an agency of the U.S. Commerce Department.
http://www.nist.gov/baldrige/enter/education.cfm 18 May 2010.
How Baldrige Relates
The Baldrige Criteria address all key areas of a running a successful education organization and are compatible with other performance improvement initiatives, such as School Improvement Planning, ISO 9000, Lean, and Six Sigma. Using the Baldrige framework, you can organize and integrate these approaches, improve productivity and effectiveness, and pursue performance excellence.
Improve Your Results
Whether your organization is a K-12 school or system, a community college, a university, or another type of education organization, the Baldrige Criteria are a valuable framework for measuring performance and planning in an uncertain environment. The Criteria help education organizations achieve and sustain the highest national levels of
student learning outcomes
- customer satisfaction and engagement
- product and service outcomes, and process efficiency
- workforce satisfaction and engagement
- budgetary, financial, and market results
- social responsibility
Source: The National Institute of Standards and Technology (NIST) is an agency of the U.S. Commerce Department.
http://www.nist.gov/baldrige/enter/education.cfm 18 May 2010.
สมัครสมาชิก:
บทความ (Atom)
