Tag Archives: Plan

We are still not getting the basics of strategy right, are we?

14 Oct

We need to do this strategic, we have a strategy, and it’s our strategy… You hear about it all the time. Executives like to say “strategy” this “strategy“ that, we hear it a lot, then it sounds big, complicated and even important.

When in fact it is far from it…strategy is not always complicated

Strategy in itself – at the basic level – is very simple actually; it’s dealing with the details that can make it seem complicated.

We seem to get stuck in the details of the scheme mostly, and not really in strategy making itself.

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Responsibilities of Emergency Co-ordinator and Safety Marshals at events.

1 Sep

The Emergency Co-ordinator is the overall co-ordinator of all safety marshals.

They are responsible for:

  1. Obtaining and posting emergency signage and drawing up of a floor plan and route evacuation map for the event.
  2. Overseeing the development, communication, implementation, and maintenance, and implementing of the overall Emergency evacuation plan (EEP).
  3. Ensuring the dissemination of the plan via announcement, of the plan to the spectators, as well as the procedures. Checking up on safety personnel, and notifying all personnel of changes to the plan, or infringements.
  4. Maintaining up to date lists of emergency contact numbers, critical operations personnel, and any other personnel with assigned duties under this plan. Lists must be supplied in Appendix to the plan, of responsible people and contacts.
  5. In the event of a fire or other emergency, relaying applicable information to emergency personnel,  the JOC and Public Safety officials.
  6. Establishing, demarcation and safeguarding of designated evacuation sites, and landing zones for helicopters, and emergency vehicles, for evacuees.

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Business Modelling

12 Jan

Strategic Planning; the Business of applying and finding Best Practices and Business Models.

First off, we are not talking about a business plan here, that’s something totally different. We are talking about a business model.

Strategic planning has to become a systematic and procedural affair to become an effective management tool.

We have to model the very process of strategic management for our organisations, and our selves first.  So that it becomes one “game plan” for all to use and identify with, with one set of rules, played and followed by all.

This brings about perfection, and unity of effort. Anything else is just scattered mumbo-jumbo. Where we have diverged strategic models of design in one habitat, we end up with diverging effort, and over utilisation of resources, conflicting efforts – very little else delivers like unity of effort.

What are these best practices, or business models we speak of?

A business model or business practice or best practice is this;

  1. best practice is a method or technique that has consistently shown results
  2. best practice is a technique or methodology that, through experience and research, has been proven to reliably lead to a desired result
  3. best practice is the recognized methods of correctly running businesses or providing services
  4. A Business model is The plan implemented by a company to generate revenue and make a profit from operations
  5. A business model isn’t something you build from the ground up
  6. A business model is a document describing the operations of a business including the components of the business, the functions, and design.

Best practices could be seen as the tactics and Models as the strategy of the business…

  • Tactics; are how we do things we planned, with what we have, in the time we have been given
  • Strategy; is with what, where, when, and how we want things done, as well as who get to do it and how much will it cost.
  • This requires structure, and systems, to merge both tactics and strategy with.

Models requires systems design

Creating systems; is a business process – that of systems design. Here we look at best practices to base our design on. A best practice is a method or technique that has consistently shown results superior to those achieved via other means, and becomes a benchmark or standard to which a task must comply with.

In addition, a “best” practice can also evolve to become better – with the use of technology -as improvements are discovered. The process of developing and following a standard way of doing things that multiple people can use – saves time and money in training – and error finding. It creates steps, a recipe to follow, with measures of time and ingredients, that translates into a process that becomes part of a system, working to deliver a result.

Systems follow logical steps, translating into logical action that then becomes action plans or items.  Action plans are subordinate to strategic plans, they give action to the planning, with the use of systems, resources, logistics, financial value (cost), time frames, to deliver a pre-set outcome – that delivers a required specific result or output over time…

PROCCESSES ARE PROCDURAL; their aim is to create order, and structured work flow and packages. Only where work is broken up and distributed as packaged to create a chain of events that delivers a result, can we talk about systems design then.  

Strategic planning has to become a best practice, and have a business model, in our management sphere today, for us to have any cardinal use for it.

This can be done when we have a system for design that everyone follows when designing a strategic plan. This is for establish organisations only. New and emerging will follow a totally different paradigm.

The steps are;

  1. Asses your history; so that you may not repeat the same mistakes made in the past…
  2. Determine your customer; are they still our customer and why, if not, who is and why, focus, on fulfilling wants, needs, and requirements. Review your market share and start prospecting with new markets. Get a grasp on new entrants, technology and product.
  3. Asses your current situation; with an environmental scan and project where you will be, and then want to be. Then predict your cost effectiveness and survivability.
  4. Perform a GAP analysis; devise four scenarios; worst case, better, ideal, and ultimate.  
  5. Question your business assumptions; what are we doing right, good, wrong and not at all? What should we be doing more off and then also less of? To eliminate waste.
  6. Evaluate your current structure; is it still in line with the current strategy? (or even the original structure). Perform a CAPS analysis; Concept Attributes, Perception, Systems – Analysis to find the deficits and strengths. Attributes that will typically emerge are;
    1.     Alienation of core function and focus; change in directions have alienated the core function, we need to redesign or
    2.     Structure is not efficient and effective anymore
    3.     Technology has changed and
    4.     Under resourced
    5.     Red tape, administrative chock points
    6.     Lack of focus and drive
    7.     Lack of experience and expertise
    8.     Lack of capacity and or ability
    9.     Lack of training, or sub standard training
    10.     Lack of direction and effective managing
    11.     Total collapse of support functions
    12.     Lack of command and control
    13.     Maintenance and repair has lapsed or fallen behind
    14.     Too much diversification
    15.     Calibration; of the vision and mission statement, is this still what we want, need, and do?
    16.     Calibration of the culture, the values and principles we hold onto as organisation
    17.     Perform a needs assessment, what do we need to become…

10. Determine the main future thrust and focus, the core business, from today on and forward..

  1.     Projects that need to get special attention to realign the organisation;

                                          i.    Identify; KPA – Key Performance Areas, and KPC Key performance Criteria

                                        ii.    Quantify: Who, What, Where, When, How, and How much

                                       iii.    Qualify: That this is the best course of action, research, test assumptions, mediate, consult, train, teach, staff, equip and implement…in phases…evaluate and fine tune.

                                       iv.    Budget; work out the budget

  1.     Operations cost
  2.     Insurance
  3.     Training needs and requirements
  4.     Infrastructure and logistics
  5.     Transport and telecoms etc…

11. Define responsibility and accountability, enter into contracts, and draw up new job descriptions, structures, positions, and posts. Interview and assign/ place.

12. Educate and communicate, network and teach, mentoring and counselling, enforce discipline.

13. Manage and measure, day to day action plans –track  progress, rollout, and KPA’s

14. Revise, and repair

15. Develop a medium, long and extra long range consecutive plan

16. Monitor the progress

17. Have strategic reviews at least quarterly

18. Have tactical reviews weekly

Get my book here

Security as part of Emergency and Disaster Management – Planning an Event

28 Jun

This is just an introduction to some of the in-depth aspects that need work when dealing with events. Many veterans in the event management industry have now realized and will agree, that with events we need plans tailor-made, templates just don’t cut it.

Next, how we focus, will determine where we will focus. Focus is the main issue here, and it should be on good and proper planning. Planning alone is one step in the right direction if done right, the next is the handling (management and co-ordination) of events, our plans should not become the catalyst for disaster itself, and neither should our ultra-ego influence our management styles and practices.

The fact of the matter is. You get plans, and then you get plans; I have seen some “plans” and PLANS in my life time, most was just a pure thumb suck exercise, not even worth looking at, a complete waste of paper and time. Some have only submitted a one pager for an event that will be hosting/ catering for as many as 30 000 people.

Furthermore; this just shows how people are chosen willy-nilly to perform tasks that they have no business performing. We need the right people for this job. Very few business men can themselves plan, let alone plan strategic, and have the skills, knowhow and ability to deliver workable and solid safety and security plans. This role is best suited for Military, Police, Disaster Management and Security personnel. Apart from the obvious event planning, and all the detail, the bells and whistles, the scope and focus should include a platform from which to operate. Then this highlights the importance of security at events, especially in today’s day and age where; terrorism, vandalism, crime, and criminals are fast on the increase. Then it goes without saying, we also require a much greater emphasis on proper safety and security, right from the word go, any planning should be done in tandem with a security oversight, it’s of paramount importance. Continue reading

Emergency and Disaster Management Essential Elements of Information?

26 May

What are; Essential Elements of Information?

When we are planning, especially designing the operational plan, then we require something called “actual” or more referred to as “essential” information. This is information that is detailed, verified and very specific in nature.

Mostly it starts with the compilation of all the role-players and their representatives contact detail, from the attendance register, of the first role-players meeting. Where we try and get all the key role-players, and that of specialised service providers and their people, or agencies, and local government and governmental departments contact details from.  This is the start of what will become essential information “on hand”, then we also get essential information “off-hand” this is where it gets tricky.

This is where we filter what we want, and need against what we have and still need to be effective. By looking at the events specifics; the geography, the layout, the entry and exit points, the distribution, and then we will get a better idea of the terrain layout.

This becomes critical at the point of actual deployment, then you don’t want to find out you can’t get into a gate because it’s parked in, although it was marked for emergency vehicles only, or there are cars and trucks parked by catering staff, because no one was using the entrance. Human nature needs to be incorporated, we need to monitor, enforce, and check, and even double check our perceived routes of entry. Especial if they are dedicated for emergencies only. This is where information becomes critical, we cannot plan for every eventually, this we know. However we can plan for most, if we ask the right questions.

Then we move over to the reaction to certain emergencies and their responses. Continue reading

A Question; Strategic Management vs. Strategic Planning, what’s the difference?

14 May

Its not always a clear cut between pebbles, some are white some are brown, but who gets to wear the crown?

In both strategic, and academic circles, we all strive for the maintaining of the highest standards of intellectual thought; especially when referring to the philosophy of strategy. In plain English – it’s all about perception as we deal with philosophy, and any philosophy changes constantly; or should…thereby influencing strategy directly as a result.

Thus “philosophy”; both in the business and strategic sense dictates when it becomes BUSINESS PHILOSOPHY, and then as a result also becomes a STRATEGY OR STRATEGIC.

When the basic of “FORMING STRATEGY“,  is met, and the elements of  strategy become apparent, then we should have;

  • a vision,
  • a mission,
  • goals,
  • and action plans…
  • then we refer to something as being or becoming Strategic; or as STRATEGIC PLANNING.

1)Strategic plans are made up of action plans;

Where Action Planning deals with;

Who What Where When How How much
Responsibility Objectives Location Time/ frame Goals Quantity/ cost

2)Now we get to Strategic Management, it in turn gives us a required business perspective; a business perspective is the organisation of all activities, in a structured manner. We want to or need to organise things, in order to be able to measure and gauge things like our; performance, progress and quality, all whilst these strategic plans unfold, into smaller action plans,and then into finality.

The whole purpose of management is to add;

  • structure,
  • process,
  • procedures,
  • policy,
  • resources,
  • and organisation.

All in order to connect all the resources, with systems, and get results in the form of products or services, that impacts on other initiative, activities, and plans, that then starts coinciding with the business model, and plan, and its ideology, to make all its aims happen.

Management as a process; becomes systematically inclined and also procedural, it steers these “action plans”, or “strategic plans” with intent, that are otherwise in effect just seen as dead pieces of paper, which needs to be interpreted, and given life. Management becomes this means.  By combining ideas, with effort, substance starts to emerge with an expected resolve or end state,, coming from some place, somewhere between practical and philosophical – dealing with all aspects between knowledge and wisdom, then when backed up with factual relevance – then we are seen to manage.

Describing management and actually doing it is difficult, it becomes two worlds, as we all experience life from different angles, and levels of difficulty. Never-the-less, it’s these “words” that we use, that should unite us in mind and effort to perform the same functions. Therefore it’s very essential that we find the same meaning in terminology so that we may all benefit from both the knowledge and the wisdom it brings.

Then only will we know the true distinction – or difference – between them, planning and management.

Very philosophical, yes that’s the point. It somehow never becomes a simple enough explanation, when we just take out the words strategic, and try and deduce some common meaning. When in fact, planning and management are two very different animals.

Then we are only left with, management and planning. There you have it sweet and short, straight to the point. The one is all about management the other planning, or is it?

Some will argue that these terms do not exist at all; People try and get way to clever (and Philosophical) for their own good. then this happens, then you get aspects arising like; Strategic management vs. strategic planning, what’s the difference?

This can be attributed to the relationship between words and their meanings, that also become culturally significant, and extremely complicated when we want to take or when taken to literally. For instance; if we take the literal meaning of the words used and get their synonyms, then Strategic means planned”, then that would in fact imply that you can’t come up with something like “planned planning” or can you, what does that mean or imply anyway?…  Nor could you tell if it is still the same thing? Then Strategic planning should have a significant meaning if we choose to explain something significant by merging these two words, should it not?

When in doubt, we should also look at a words connotation; thus implying – what is suggested as well as its denotation – what our intellect tells us it should imply, and then we will know what we are looking at.

This aspect belongs to the field of semantics. For now though, what you need to know is that words do not have single or even simple meanings – they have implicit meaning.

Traditionally, grammarians have referred to the meanings of words in two parts: their;

  1. Denotation; referring to the literal meaning of the word
  2. Connotation; referring to a relationship to the word either emotional or otherwise; something which the word evokes in people…

1) Strategic + Planning;

  • As a denotation; Strategic; literally means – planned.
  • As a connotation; Strategic; implies – organised or deliberate actions…
  • As a denotation; Planning; literally means – preparation
  • As a connotation; Planning; implies – scheduling or setting up

So if we connect the two words now; we get strategic planning meaning or implying;

  • As a denotation = Planned preparation
  • As a connotation; = Organised / deliberate – preparation or setting up

2) Strategic  + Management;

  • As a denotation; it implies supervision
  • As a connotation; it implies organised, or administration
  • Strategic Management; as a denotation; planned supervision; and levels of supervision, or hierarchy in business
  • Strategic Management; as a connotation; deliberate organisation of actions – The deliberate preparation then of actions consistent with organisation…



Here we go..  Strategic + planning; implies; planned or deliberate preparation then

                              Strategic + management; implies planned supervision or administration 

So yes, they are still two totally different animals

And then you also get Grand Strategy  and Business formation

Get my new book here; its pumped with strategic relevance;   


A Standard Operating Procedure for Strategic, Security, Emergency, Disaster & Event Management Planning.

22 Apr

STANDARD OPERATING PROCEDURE FOR STRATEGIC

Emergency & Disaster, Event Management Planning.

CONFIDENTIAL

No portion of this document may be used, sold or otherwise reproduced or disseminated for any other purpose as what it was initially intended for, no person has any rights to this document, and it is not considered a public document, no one else will be considered a rightful user. All rights to this document in terms of the Protection of Information Act, 1982 83

________________________________________________

 

This article is aimed at those who want to arrange a huge event, and need some more than just the basic info on how to and what to do… This article will serve as a practical guide, for those who will concern themselves more with the security, emergency and disaster management aspects of any event.

I have found that by only following a textbook formula one can’t ensure continued safety, and readiness, at any type of event and for a simple reason: in any dynamic situation, performance is fundamentally relative, and becomes absolute at the point where we have no competition. Then, we dance to our own tune, and at our own pace. What am I getting at? With events you have one of every discipline, and each stick to its own. No two entities compete directly, and therefore they don’t have to perform at their peak. In fact, lasting performance of exceptional quality is largely a mental picture, a perception; a statistical anomaly. The simple fact is that no formula can guarantee continued sustainable performance, at least not in a competitive business environment where everything has a life cycle.

So, when you hire a security company, by referral, and they come highly recommended, don’t rest on your laurels either, and just assume they will perform same or better that what was expected. Things change fast; key people resign, owners sell companies, or they just get cheaper labour, or less qualified, especially when their popularity grow, and they become over stretched by the demand. This applies to all your potential service providers, especially in the events industry, those that you will be dealing with during any event need some credit. Credentials are a must then, and referrals say something more, specifically the latest, they say in this industry you are only as good as your very last performance…and it stays true.

The belief that strategic choices only made in the boardroom will directly affect the quality of a business concept, especially at grassroots level, and then the world if it is properly implemented. Where its success equates directly to the results of great planning, especially project or either strategic, is totally flawed.  Any plan is only as good as the first few minutes it was written in, and then immediately implemented.

As more and more time lapse,  between the conception and implementation time frames, then naturally, the more time you put between planning and execution, the more the variables change, and keep changing. Thus, planning never the less remains an indispensible part of  any great endeavor, and an ongoing effort, either way it remains indispensable. The results of planning will only be reflecting the degree of precision and good decision making, and then only how effective it was executed under conditions of ambiguity that tends to change the shape of things in the heat of battle, at the instance where we go over to action, and execution, it is only then that we really see the true factors that impact on our plan, those things just outside our control, only when we hit the ground running, do we feel what we are running on, the grass, or stones for the first time. Change and influences ( both internal as well as external) will always, certainly, be the factors we cannot gauge with perfect certainty, if one thing changes, then everything normally follows on, and then it tends to change the overall plans perspective.

Strategic event management; is described as organised chaos in motion; choice is inevitably an exercise in decision making under conditions of uncertainty, of which the objective is not to find workable solutions only, and to guaranteed success, but rather to improve the odds of making it all the way without serious incidents, accidents, emergencies, and disasters,  through a thoughtful consideration of factors and influences that could mitigate them, or render then nun and void. Strategic event management and planning,  should never just be focused on gain, and rewards, the big compensation. Where event management companies focus only on reward, and rewarding executives for being lucky, and getting an event done, and pulling it off, without having had a fraction of what the law, requires, and otherwise stipulated, then as we all know somehow luck tends to run out at the most crucial point. The people die… Then only do we see the true value and necessity for security, emergency and disaster management and mitigation strategies.  We need something different added to our strategic focus, especially where people in large numbers are concerned.  Then we need a structure, some STANDARD OPPERATING PROCEDURES, for all to see, and follow during EVENTS.

Many countries have legislation in place, however more still doesn’t, that cover events from cradle to grave. Still, even with legislative compliance in place, you can never be sure that every event will comply 100%, and the first place they cut corners is on safety, security, and disaster mitigation. It is still just a bare minimum standard of security.  The very uniqueness and nature of events makes it very unpredictable, even at the best of times. The problem with this is, we deal with people, and aspects like liquor use, drugs, guns, crime, political issues, could be the catalyst for something better and bigger to follow. The other aspects are unseen; adverse weather, exposed electricity, structural failures, fire, arson, gas explosions, lightning, flood water, sinkholes, etc…

Therefore, we need to opt for self organisation and true professionalism…when planning and designing major events…

Firstly we need to familiarise ourselves with the industry and their acronyms. Continue reading

We require more real “Wisdom”; those “Pearls of Wisdom”; know the real truth about Strategic Creation.

20 Apr

It’s all about drive; those who have it, are driven, those who don’t, get driven, ask yourself what drives you today, and then what really drives you….is it failure or success? Are you afraid of failure or do you want success more, which one aspect drives your thought processes?

The fear of failure or the prospect of huge success, how do you define what drives you, as your drive criteria?

If you are not getting the results you expect, and not living the life you envisioned, thereby not getting what you want out of life, then you have to revisit your thinking, and perceptions, our paradigms – as it  all combined determine how we focus on things that become our drivers.

Most people don’t even know themselves well enough to know what these things are; the things that change us for the better, or worse; or turns us into the worst – thinking is the best place where  we can start to become our own worst enemy.

If you are not getting results, no joy, then Start with the obvious; stop referring to past mistakes, and stop looking for excuses and reasons to justify anything to yourself and others – that is history. You did what you did, now it’s done, it might still haunt you, but its a fact and now history – stop levitating to the negative and the past mentally. If not we are then directly responsible for our own self induced failures…because what we focus on more, we get much more of.

This is ‘failure reinforcing’; and forms the beliefs that you have about yourself and your abilities. The greatest danger of mind and things of thought, is that we becomes self centred, and we turn the knife inward, inflicted with bad thoughts we become self consumed on destruction. The danger of ‘”Failure reinforcing”’ is that it leads to just that, more ‘failure forecasting’ and in turn, you could then expect to get more of the same, and just that.

Wise men have battled these aspects in the past, and left us with these warnings; simple yet effective they are; “what you sow you shall reap”… “what you think about comes about”, “energy goes where attention flows”… and so I can carry on and on.

Just know that your mind is the only “power tool” you have and know, that is always plugged-in and ready to use…it’s how we use it that defines everything we are, do, say and experience.

For instance, create order in your thinking, to create right thinking. It is now known that; when we have Wisdom first, and Knowledge second then it equal’s creation, where we have Knowledge first then Wisdom follows, it only equals chaos…

So apply these pearls of wisdom now, and get the wisdom behind the success story;

Simple everyday things we as men do, that influence our success, and corporate behaviour like sex, yes, sex;

Napoleon Hill wrote; (then we are all emotional as well, and this impacts on right thinking)

I discovered, from the analysis of over 25,000 people, that men who succeed in an outstanding way, seldom do so before the age of forty, and more often they do not strike their real pace until they are well beyond the age of fifty. This fact was so astounding that it prompted me to go into the study of its cause most carefully, carrying the investigation over a period of more than twelve years.

This study disclosed the fact that the major reason why the majority of men who succeed do not begin to do so before the age of forty to fifty, is their tendency to DISSIPATE their energies through over indulgence in physical expression of the emotion of sex. The majority of men never learn that the urge of sex has other possibilities, which far transcend in importance, that of mere physical expression. The majority of those who make this discovery do so after having wasted many years at a period when the sex energy is at its height, prior to the age of forty-five to fifty. This usually is followed by noteworthy achievement.

The lives of many men up to, and sometimes well past the age of forty, reflect a continued dissipation of energies, which could have been more profitably turned into better channels. Their finer and more powerful emotions are sown wildly to the four winds. Out of this habit of the male, grew the term, “sowing his wild oats.”

The desire for sexual expression is by far the strongest and most impelling of all the human emotions, and for this very reason this desire, when harnessed and transmuted into action, other than that of physical expression, may raise one to the status of a genius.

One of America’s most able business men frankly admitted that his attractive secretary was responsible for most of the plans he created. He admitted that her presence lifted him to heights of creative imagination, such as he could experience under no other stimulus.

One of the most successful men in America owes most of his success to the influence of a very charming young woman, who has served as his source of inspiration for more than twelve years…

Makes one think!

Second pearl;

Johan Campbell wrote; – “What is, or has been, is seldom, if ever, an indication of what may be.”

 

Do we just live for one day only, by living our days, one day at a time? When every day is just another day gone by, and so what.

What did you do with it? How have you improved anything let alone yourself? What did you change? For too many people all that will have changed is that they are a day older.

Everything that now exists at one time did not exist. Just look back through history and see the incredible changes that we have gone through to get to where we now are.

What you have and where you now are, is the result of what you have done, and accepted, up to now. What you may have and where you will go, depends on what you will do from now. There is a saying “Whatever you can do, I can do better” Well that is just not true. There are certain things that you are specially equipped to do, and with the best will in the world I will not be able to do them better than you. However whatever you can do, I can learn to do, but more importantly whatever I do, I can do better.

Everything that you now do with ease at one time you could not do at all. You had to go through a learning process. Everything that you want to do you may not be able to do now, you have to go through a learning process, and you can learn to do anything, if you want to. So;

Learn from your past. Unless you learn from and grow past your past you are doomed to repeat it. Don’t be defeated by past “failures” learn from them so that you don’t repeat them. Don’t rely on past successes, build on them. Realise that your best of yesterday is merely mediocre in terms of what you now can do.

Plan for your future. The future is given to you as a countless set of possibilities. It is your responsibility to choose the future that you want and then to go to work on it by working on your mindset first, get the right thinking going, to make it a reality.

Live now. Realise that the only limitations to your personal growth are the limitations that you accept mentally. Act as if it were impossible to fail, and that you have the ability to go through walls. Free your creative spirit, to forecast sunny skies, reinforcing the positives in your life, realise that “What is, or has been, is seldom, if ever, an indication of what may be.” Don’t let your past, and present circumstance dictate your future…

 

Then start with a recipe of change; have a plan, you can’t get on a train without a ticket, you can’t go and grab your future without a plan either, a recipe.

 

“The Recipe for success = See it – Believe it – Plan it – Do it”

 

See it – Everything is created twice, first in your internal world, your imagination, and then in your external world, your life. Everything that exists to-day was first a thought. It could not exist if someone had not thought of it, because it is the thought that gives rise to the action of creation. What you must learn is to picture what you want and not what you fear. All too often we say “I don’t want this to happen again” when we should be saying “I want this to happen” Always ask for and picture what you want. See yourself as already being the way you want to be or having the thing you want to have.

Believe it – This is an essential element of the process. All too often we say one thing but believe another. We want to lose weight but we do not believe we can. We want to change jobs but we do not believe that there are any opportunities or that we have the skills.

Your belief in your goal must be on two levels. Firstly you must believe that there is value in the achievement of your goal that it is worth doing. Everyone’s favourite radio station is WIIFM (What’s In It for Me) what will you gain by achieving your goal? How will your life improve? Remember that underlying every action is intent and it is the intent that is the driving force behind your actions.

Secondly you must believe that you can do it. You must develop an unshakeable faith in your ability to succeed. Confidence in your ability to achieve your goal is essential to your willingness to take action. Realise that you have already managed to achieve many successes in your life up to now. Build a success foundation for yourself by writing down all the successes that you have had up to now. Imagine that you were applying for a job and write your CV showing all the reasons why you would be suitable for the post.

Plan it – Success is a process not a destination and as such needs a plan of action to ensure success. The funny thing about life is that most people plan their holidays with more care than they plan their lives, but that’s understandable I mean holidays happen only once a year and life, well that’s forever isn’t it. Work out what you have to do in order to achieve your goal. What resources do you need? What resources do you already have? Remember it’s not what you’ve got it’s how you use it that counts. Set objectives, these are the steps of your journey. Refer constantly to your plan; it’s the only way to measure your progress.

Do it – Funny thing about ideas, they won’t work unless you do. Now that you know what you want to do and why you want to do it the only thing left is to get started, and the only time to get started is now, (when did you ever do anything tomorrow?)

Believe this, the future belongs to those who believe in themselves enough to act on their dreams. Faith is the wind beneath the wings of your dreams and action is the fuel. Take charge of your life and determine your future with this “Recipe for success = See it – Believe it – Plan it – Do it”


 

Believe that your past can’t keep you captive;

 

“Give yourself a ‘Presidential Pardon’”

 

The value of a presidential pardon is that it erases all previous crimes and convictions from your record. These may no longer be used as evidence against you. You get a chance to start over with a clean slate.

Give yourself a presidential pardon now. Stop referring to your past mistakes, or even think about them, this again, is ‘failure reinforcing’ and forms these beliefs that you have about yourself and your abilities – in the negative. The great danger of ‘failure reinforcing’ is that it leads to more and more reinforcement of a false belief, ‘failure forecasting’, lets you see failure every day, in everything, and no one can live up to your expectations. Not even you, yourself.  And you expect to get more of the same – what comes around goes around.

Imagine just for one minute, that you can wipe out all of your mistakes, your failures, the things you did that you shouldn’t have done, the decisions you made that turned out wrong. Imagine that you could dump all the worries, resentment and guilt that you are carrying with you. What would change in your life? How would you change? What would you do differently?

Realise that unless you change your thinking, your perception, then nothing else will change significantly enough, that will influence your behaviour, to alter your reality. You are merely going to make the same mistakes again, and close the cycle. Here’s a good example;

You know that there are a lot of people who sow their wild oats from Monday to Saturday and then on Sunday pray for a crop failure.

It never ceases to amaze me how many people ask for forgiveness of their sins every Sunday. My question is, if you were forgiven last Sunday, why did you go out and sin again? If you know enough to ask for forgiveness for what you have done, then you surely knew enough not to have done it in the first place.

The first time you do something wrong that’s a mistake and is easy to forgive. The second time you do the same thing wrong that’s carelessness, don’t expect forgiveness so easily. The third time you do the same thing wrong then that is deliberate and you do not deserve forgiveness. Then you revel in the thought of being a victim.

Now I am not saying that you should ignore your past actions what I am saying is that you must stop beating yourself over the head because of what you have or have not done. You cannot change what has been. You cannot go back and make a fresh start, but you can start now; willing, to change the way you live, to change the things that you do, that makes you feel bad, sad, depressed, sick, lonely, unsuccessful etc.

However, you must realise that you are responsible for the consequences of your actions and you should not try to avoid that responsibility. If there is anything that you should, and can, do to make amends for your actions then do it. If there really is nothing that you can do then drop it.

Learn to evaluate yourself and others on present, not past, performance. We all have the ability to change. We have all done things that we wished that we had not done, anyone who says different will lie about other stuff too. But you can change; you no longer need to do those things. Many people have been able to overcome tremendous problems, addictions, and ill feelings have succeeded in totally changing their lives, just by taking the decision and going over to action. You can too.

Acknowledge the tremendous potential that you have within you, do it now. The ability to change and grow is unlimited. It is not what you did, nor know or what you did, or never did, no, not doing anything about what you know is wrong is what counts. What counts is what you now know and what you are now doing about what you did or did not do. Give yourself a new start; free yourself from the emotional jail of worry and guilt “give yourself a presidential pardon.” Then use the recipe, the “Recipe for success. See it – Believe it – Plan it – Do it”

 

 

Credit to; Think and Grow Rich by Napoleon Hill – Why Men Seldom Succeed Before Forty

Credit to; Johan Campbell – Thoughts to live by

Now – Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at Trafford;http://www.trafford.com/Bookstore/BookDetail.aspx?Book=339320

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