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So for any of us in this room today, let’s start out by admitting we’re lucky. We don’t live in the world our mothers lived in, our grandmothers lived in, where career choices for women were so limited.
And if you’re in this room today, most of us grew up in a world where we have basic civil rights, and amazingly, we still live in a world where some women don’t have them. But all that aside, we still have a problem, and it’s a real problem. And the problem is this: Women are not making it to the top of any profession anywhere in the world.
The numbers tell the story quite clearly. 190 heads of state — nine are women. Of all the people in parliament in the world, 13 percent are women. In the corporate sector, women at the top, C-level jobs, board seats — tops out at 15, 16 percent. The numbers have not moved since 2002 and are going in the wrong direction. And even in the non-profit world, a world we sometimes think of as being led by more women, women at the top: 20 percent. We also have another problem, which is that women face harder choices between professional success and personal fulfillment. A recent study in the U.S. showed that, of married senior managers, two-thirds of the married men had children and only one-third of the married women had children.
A couple of years ago, I was in New York, and I was pitching a deal, and I was in one of those fancy New York private equity offices you can picture. And I’m in the meeting — it’s about a three-hour meeting — and two hours in, there needs to be that bio break, and everyone stands up, and the partner running the meeting starts looking really embarrassed.
And I realized he doesn’t know where the women’s room is in his office. So I start looking around for moving boxes, figuring they just moved in, but I don’t see any. And so I said, “Did you just move into this office?” And he said, “No, we’ve been here about a year.” And I said, “Are you telling me that I am the only woman to have pitched a deal in this office in a year?” And he looked at me, and he said, “Yeah. Or maybe you’re the only one who had to go to the bathroom.” (Laughter) So the question is, how are we going to fix this? How do we change these numbers at the top? How do we make this different? I want to start out by saying, I talk about this — about keeping women in the workforce — because I really think that’s the answer.
In the high-income part of our workforce, in the people who end up at the top — Fortune 500 CEO jobs, or the equivalent in other industries — the problem, I am convinced, is that women are dropping out. Now people talk about this a lot, and they talk about things like flextime and mentoring and programs companies should have to train women. I want to talk about none of that today, even though that’s all really important. Today I want to focus on what we can do as individuals. What are the messages we need to tell ourselves? What are the messages we tell the women that work with and for us? What are the messages we tell our daughters? Now, at the outset, I want to be very clear that this speech comes with no judgments. I don’t have the right answer. I don’t even have it for myself. I left San Francisco, where I live, on Monday, and I was getting on the plane for this conference.
And my daughter, who’s three, when I dropped her off at preschool, did that whole hugging-the-leg, crying, “Mommy, don’t get on the plane” thing. This is hard. I feel guilty sometimes. I know no women, whether they’re at home or whether they’re in the workforce, who don’t feel that sometimes. So I’m not saying that staying in the workforce is the right thing for everyone. My talk today is about what the messages are if you do want to stay in the workforce, and I think there are three. One, sit at the table. Two, make your partner a real partner. And three, don’t leave before you leave. Number one: sit at the table. Just a couple weeks ago at Facebook, we hosted a very senior government official, and he came in to meet with senior execs from around Silicon Valley. And everyone kind of sat at the table.
He had these two women who were traveling with him pretty senior in his department, and I kind of said to them, “Sit at the table. Come on, sit at the table,” and they sat on the side of the room. When I was in college, my senior year, I took a course called European Intellectual History. Don’t you love that kind of thing from college? I wish I could do that now. And I took it with my roommate, Carrie, who was then a brilliant literary student — and went on to be a brilliant literary scholar — and my brother — smart guy, but a water-polo-playing pre-med, who was a sophomore.
The three of us take this class together. And then Carrie reads all the books in the original Greek and Latin, goes to all the lectures. I read all the books in English and go to most of the lectures. My brother is kind of busy. He reads one book of 12 and goes to a couple of lectures, marches himself up to our room a couple days before the exam to get himself tutored. The three of us go to the exam together, and we sit down. And we sit there for three hours — and our little blue notebooks — yes, I’m that old. We walk out, we look at each other, and we say, “How did you do?” And Carrie says, “Boy, I feel like I didn’t really draw out the main point on the Hegelian dialectic.” And I say, “God, I really wish I had really connected John Locke’s theory of property with the philosophers that follow.” And my brother says, “I got the top grade in the class.” (Laughter) “You got the top grade in the class? You don’t know anything.” (Laughter) The problem with these stories is that they show what the data shows: women systematically underestimate their own abilities.
If you test men and women, and you ask them questions on totally objective criteria like GPAs, men get it wrong slightly high, and women get it wrong slightly low. Women do not negotiate for themselves in the workforce. A study in the last two years of people entering the workforce out of college showed that 57 percent of boys entering, or men, I guess, are negotiating their first salary, and only seven percent of women. And most importantly, men attribute their success to themselves, and women attribute it to other external factors. If you ask men why they did a good job, they’ll say, “I’m awesome. Obviously. Why are you even asking?” If you ask women why they did a good job, what they’ll say is someone helped them, they got lucky, they worked really hard. Why does this matter? Boy, it matters a lot.
Because no one gets to the corner office by sitting on the side, not at the table, and no one gets the promotion if they don’t think they deserve their success, or they don’t even understand their own success. I wish the answer were easy. I wish I could go tell all the young women I work for, these fabulous women, “Believe in yourself and negotiate for yourself. Own your own success.” I wish I could tell that to my daughter. But it’s not that simple. Because what the data shows, above all else, is one thing, which is that success and likeability are positively correlated for men and negatively correlated for women. And everyone’s nodding, because we all know this to be true. There’s a really good study that shows this really well. There’s a famous Harvard Business School study on a woman named Heidi Roizen. And she’s an operator in a company in Silicon Valley, and she uses her contacts to become a very successful venture capitalist. In 2002 — not so long ago — a professor who was then at Columbia University took that case and made it [Howard] Roizen.
And he gave the case out, both of them, to two groups of students. He changed exactly one word: “Heidi” to “Howard.” But that one word made a really big difference. He then surveyed the students, and the good news was the students, both men and women, thought Heidi and Howard were equally competent, and that’s good. The bad news was that everyone liked Howard. He’s a great guy. You want to work for him. You want to spend the day fishing with him.
But Heidi? Not so sure. She’s a little out for herself. She’s a little political. You’re not sure you’d want to work for her. This is the complication. We have to tell our daughters and our colleagues, we have to tell ourselves to believe we got the A, to reach for the promotion, to sit at the table, and we have to do it in a world where, for them, there are sacrifices they will make for that, even though for their brothers, there are not. The saddest thing about all of this is that it’s really hard to remember this.
And I’m about to tell a story which is truly embarrassing for me, but I think important. I gave this talk at Facebook not so long ago to about 100 employees, and a couple hours later, there was a young woman who works there sitting outside my little desk, and she wanted to talk to me. I said, okay, and she sat down, and we talked. And she said, “I learned something today. I learned that I need to keep my hand up.” “What do you mean?” She said, “You’re giving this talk, and you said you would take two more questions. I had my hand up with many other people, and you took two more questions. I put my hand down, and I noticed all the women did the same, and then you took more questions, only from the men.” And I thought to myself, “Wow, if it’s me — who cares about this, obviously — giving this talk — and during this talk, I can’t even notice that the men’s hands are still raised, and the women’s hands are still raised, how good are we as managers of our companies and our organizations at seeing that the men are reaching for opportunities more than women?” We’ve got to get women to sit at the table.
Make your partner a real partner:
I’ve become convinced that we’ve made more progress in the workforce than we have in the home. The data shows this very clearly. If a woman and a man work full-time and have a child, the woman does twice the amount of housework the man does, and the woman does three times the amount of childcare the man does. So she’s got three jobs or two jobs, and he’s got one. Who do you think drops out when someone needs to be home more? The causes of this are really complicated, and I don’t have time to go into them. And I don’t think Sunday football-watching and general laziness is the cause. I think the cause is more complicated. I think, as a society, we put more pressure on our boys to succeed than we do on our girls. I know men that stay home and work in the home to support wives with careers, and it’s hard.
When I go to the Mommy-and-Me stuff and I see the father there, I notice that the other mommies don’t play with him. And that’s a problem, because we have to make it as important a job, because it’s the hardest job in the world to work inside the home, for people of both genders, if we’re going to even things out and let women stay in the workforce. (Applause) Studies show that households with equal earning and equal responsibility also have half the divorce rate.
And if that wasn’t good enough motivation for everyone out there, they also have more — how shall I say this on this stage? They know each other more in the biblical sense as well. (Cheers) Message number three: Don’t leave before you leave. I think there’s a really deep irony to the fact that actions women are taking — and I see this all the time — with the objective of staying in the workforce actually lead to their eventually leaving. Here’s what happens: We’re all busy.
Everyone’s busy. A woman’s busy. And she starts thinking about having a child, and from the moment she starts thinking about having a child, she starts thinking about making room for that child. “How am I going to fit this into everything else I’m doing?” And literally from that moment, she doesn’t raise her hand anymore, she doesn’t look for a promotion, she doesn’t take on the new project, she doesn’t say, “Me. I want to do that.” She starts leaning back. The problem is that — let’s say she got pregnant that day, that day — nine months of pregnancy, three months of maternity leave, six months to catch your breath — Fast-forward two years, more often — and as I’ve seen it — women start thinking about this way earlier — when they get engaged, or married, when they start thinking about having a child, which can take a long time.
One woman came to see me about this. She looked a little young. And I said, “So are you and your husband thinking about having a baby?” And she said, “Oh no, I’m not married.” She didn’t even have a boyfriend. (Laughter) I said, “You’re thinking about this just way too early.” But the point is that what happens once you start kind of quietly leaning back? Everyone who’s been through this — and I’m here to tell you, once you have a child at home, your job better be really good to go back, because it’s hard to leave that kid at home.
Your job needs to be challenging. It needs to be rewarding. You need to feel like you’re making a difference. And if two years ago you didn’t take a promotion and some guy next to you did, if three years ago you stopped looking for new opportunities, you’re going to be bored because you should have kept your foot on the gas pedal. Don’t leave before you leave. Stay in. Keep your foot on the gas pedal, until the very day you need to leave to take a break for a child — and then make your decisions. Don’t make decisions too far in advance, particularly ones you’re not even conscious you’re making. My generation really, sadly, is not going to change the numbers at the top. They’re just not moving. We are not going to get to where 50 percent of the population — in my generation, there will not be 50 percent of [women] at the top of any industry.
But I’m hopeful that future generations can. I think a world where half of our countries and our companies were run by women, would be a better world. It’s not just because people would know where the women’s bathrooms are, even though that would be very helpful. I think it would be a better world. I have two children. I have a five-year-old son and a two-year-old daughter. I want my son to have a choice to contribute fully in the workforce or at home, and I want my daughter to have the choice to not just succeed, but to be liked for her accomplishments.
What’s up everybody? This is Charlie from Charisma on Command, and today I’m going to be doing a leadership breakdown of Steve Job. And I say leadership very specifically because unlike a lot of people you might have seen me do on this channel before, Steve Jobs was not the world’s most likable guy. In fact, a lot of the people who worked most closely with him would describe him as very abrasive. But what he was undeniably a master at was inspiring and leading people. When he came back to Apple to turn that company around, he had employees, customers, investors, all who were doubting what Apple was capable of. Yet he led them to be, literally, the most profitable company in the world at one point in time.
So, what I want to do is talk about how he was able to do that, and it starts with a vision. There needs to be someone who is sort of the keeper and reiterator of the vision, because there’s just a ton of work to do, and a lot of times, you know, when you have to walk a thousand miles, and you take the first step, it looks like a long way, and it really helps if there’s someone there saying “Well, we’re one step closer,” you know. The goal definitely exists. It’s not just a mirage out there. So in a thousand and one little, and sometimes larger ways, the vision needs to be reiterated. I do that a lot. So this, perhaps, the most important role of the leader is to set a clear achievable and persuasive vision, because whether you’re managing a group of small people, or an entire company, that group will tear itself apart as it runs in the direction of individuals.
What it needs is a uniting purpose, a uniting vision that is constantly in everybody’s mind so that they are all moving in the same direction to move that company or that group forward. So I want to talk about, now, what exactly the vision that Steve has set forward for Apple was, and why it was so compelling. What we’re about isn’t making boxes for people to get their jobs done, although we do that well. We do that better than almost anybody in some cases, but Apple’s about something more than that. Apple, at the core, its core value, is that we believe that people with passion can change the world for the better.
That’s what we believe in. Now, this is the core vision, the core value, whatever, the core passion, whatever you want to call it, that Steve Jobs has set out for his employees, and for the people who bought his products. It’s that people with passion can change the world. And I want to talk about why this vision was seemingly very broad is, actually, incredibly effective. One, it’s very simple; almost any of the marketing messages that you’ve heard from Apple or Steve Jobs boil down to just a few words, certainly one sentence. So, if you think back, there was the iPod campaign that was “1,000 songs in your pocket.” The first time that I saw Steve Jobs talk about what the computer was. He said it’s like a bicycle for the mind. You need to keep your vision, your core set of values very, very simple, because your employees, the people beneath you, the people who are buying your products, they need to be able to communicate it succinctly to the people around them.
Step two and this is seemingly contradictory. This isn’t about, you know, we’re going to be the number one computer maker in the entire world, which is what the mission is for a lot of companies. This goes beyond being number one. This goes beyond making a lot of money. This goes to a fundamental human need, which is to do something that matters, right? To have work that has a lasting impact that can change the world.
If your vision is in inspiring people on an emotional level, if you’re just firing them up with the promise of higher compensation, that vision will fall flat on its head. The last thing is that Steve Jobs didn’t just have this vision in his head. He was ruthless about living by it. A lot of people, when they talk about company visions, or even their own personal life visions, it’s a flowery set of words that they don’t actually make decisions by. Steve Jobs was ruthless in cutting product lines that he didn’t think would change the world, that he didn’t think Apple could be the best at. He constantly was refocusing his people on this vision of doing something big that was going to change the world, and, honestly, that was their heyday was when they came out with the iPod and the iPad, and even the iMac before that.
That focus on the vision is what made it so powerful. That is what inspired the people around him, and if you’ll look at his employees, as what we’ll do in just a second, they picked up the message loud and clear. I have to say, of all the people I’ve met, there is nobody, clearly, nobody like Steve. When you are next to him and he was talking to you, you could feel the electricity in your body. You could feel his charisma, and it wasn’t it’s because he was a cult leader or anything, you just, actually, could feel it, because I’m not necessarily a cult follower. And, he made you feel he could inspire you. He made you feel like you could do anything. And as long as you believe that, you, really, could do anything, as long as you’re willing to sacrifice everything else. So, really, that’s what Steve Jobs did for the people around him, the people under him that worked for him.
He made them feel like they could not only change the world, but that anything was possible if they worked hard enough, and so, they were willing to go to really extreme measures to pull the kind of things off that he asked for were oftentimes were quite frankly, technologically infeasible and ridiculous, and very, very hard to pull off, but they managed to do it because of this belief that it was possible, that passionate people could change the world. Now, this was not the only thing that Steve Jobs had going for him. In fact, there’s a lot of other stuff, but the second one that I want to touch on, now, is what got people emotionally riled up, and it’s that Steve Jobs spoke in high stakes metaphors.
Let’s check it out. Sun is, if you will, are our friend, because they’re going to spend their marketing money to convince people to move into this segment. But the minute they’ve made their choice to move into the segment, whether we’ve convinced them or Sun has convinced them, Sun and NeXt are mortal enemies. So, there you go, mortal enemies; not something you’d expect someone who talks about computers, microprocessors, and workstations to describe a business battle ads, but that gets people fired up.
In other words, if we zoom out the big picture, it would be a shame to have lost the war because we won a few battles. And, I sort of feel like I, and so are the rest of us, are concentrated too much on the smaller battles, that, and we’re not keeping the war in perspective, and the war is called survival. Again, he’s talking about survival, war, smaller battles. These are all very human, emotionally-driven, archaic-type of things, almost. These go back hundreds, if not thousands, of years, and people have a lot of reference points to think about what war, battle, survival means, all the way throughout history; some people, even, from personal experience. So, when you talk in this sort of terms, and this sort of metaphors, and not just in, “Okay, we’ve got to win or we might lose our jobs.” This gets people emotionally engaged, and that was something that Steve Jobs was able to do to an incredible level with his own employees.
Well, Big Blue dominates the entire computer industry, the entire information age. Was George Orwell right? So that’s Steve Jobs talking about IBM, Big Blue, and how they have the majority of market share in the 1980s, and, again, this is not one that I love, but it is incredibly effective–creating an enemy. Throughout Apple’s history, Steve Jobs always had an enemy in mind.
At some point, it was Microsoft, it was Big Blue, there. Other times, it was just conformity, in general. There was the PC guy versus the Mac guys. There’s always an antithesis in the way that he speaks, and having that enemy, again, gets people incredibly fired up. They feel like their survival is on the line. They feel like they need to win a battle, and they worked that much harder; not a tactic that I’m a huge fan of, because I don’t think that the world needs to be perceived in terms of us versus them, all the time, but from Steve Jobs’ perspective, this works, this, absolutely, got people working harder for him. So you start with this very clear, very simple vision that gets people moving in the same direction, something that they’re excited about. You add to that this jet fuel of emotionally-charged metaphor, and in the case of Steve Jobs, he talked about wars, he talked about survival, and he added this element of this looming enemy that people needed to fight and struggle against.
That gets people moving very, very passionately. But that all falls apart if one piece isn’t there, and, fortunately, for Steve Jobs, it’s something that he had in spades, which is conviction. Steve Jobs believed everything that he said to a fault. He had this vision of the world that he truly felt was going to come true, and when he communicated with people, they sensed how much he believed it, and that certainty made them jump on to his bandwagon. So I wanted to go, now, to John Scully. This is the guy who was asked to be the CEO of Apple when Steve Jobs was working there. He was currently the CEO of Pepsi, and here he is, recounting the story of how Steve Jobs got him to leave his cushy gig at Pepsi. And then, he looked up at me, and just stared at me, with this stare that only Steve Jobs has, and he said, “You want to sell sugar water for the rest of your life or do you want to come with me and change the world?” And I just gulped because I knew I would wonder for the rest of my life what I would have missed.
And there you have it. That is what fires people up. Now, I don’t have a ton of time to talk about how to develop conviction, maybe, that’s for a topic for another video. If you’re interested in that, go ahead and let me know in the comments. But there’s one way that conviction comes through very, very clearly, and it’s in the choice of words that we use. Our words betray the way that we feel all the time. And if you’ll look at Steve Jobs, he, oftentimes, didn’t talk in terms of possibilities.
He talked in certainties. He would say, “We are this.” “We will release this computer by this date.” He talked as if things had already happened, which is, actually, a very similar thing to Conor McGregor, if you’ve seen that breakdown. So I just want to show one example when he come back to Apple, how he talked about the company bouncing back, and it wasn’t we will likely do this, you know, we can do this.
It is “We will do this.” I really, deeply appreciate all of the commitment that’s in this room and with the people not in this room that is turning this company around. This company is absolutely gonna turn around. As a matter of fact, I think the question now is not, “Can we turn around Apple?” I think that’s the given for us. I think it’s, “Can we make Apple really great again?” So there you go. This company is absolutely going to turn around. Whatever comment that you do is you pay particular attention to the words that you find yourself using when you’re speaking to people trying to persuade them. Oftentimes, we say exactly what we think, and we show other people exactly how we feel. See if you are speaking with certainty or, actually, if you’re betraying the fact that you’re very uncertain yourself. This isn’t something you can fake. This is communicated in a thousand micro expressions, in your vocal tonality, and in your word choices. So, if you want to have the conviction around something you’re saying, you first need to have confidence. So, I set up a separate video with an exercise.
It is designed to give you a scientifically-proven boost of confidence inside of 60 seconds, so that you can speak with the conviction of someone like Steve Jobs. This is the type of thing that I do before I record a video, before I get on stage, and it can, basically, take you from that feeling of nervous anxiety, not speaking very clearly, tripping over your words, to speaking much more fluidly, much more connected with what you have to say, and communicating to the people around you in a much more effective manner. So, if you want to see what that video is, it’s something that you can learn in just a few minutes and implement in 60 seconds.
Go ahead, click the link now. It will take you to another page where you go drop your email and you can watch that video. If you found this video helpful, go ahead and click “Subscribe” so that you get notified every time that I release a new one. I’m going to be doing one, maybe two, a week for the entirety of 2016, and I’m really excited about that. And if you have any topics, any people that you would like to contribute, please go ahead and write them in the comments. Upload the other comments that have the people on top that you’d like to do. That’s how I’m going to be deciding what videos to do. So, until those future videos, I’m Charlie, I hope you enjoyed this and I will see you in the next video..
Blood in Stools
If you find blood on, or mixed in with your stools, then this could be sign that you have bowel cancer. The blood may be dark, or bright red, and mixed with mucus. Once you see your doctor, they will send off a stool sample for a laboratory analysis called a fecal occult blood test.
Changes in Stools
If you notice that your stools are very dark in color, or even maroon, and sticky, then this could be caused by bleeding due to bowel cancer. You may experience normal bowel movements in between these stools. You may also notice your stools becoming very narrow or ribbon-like, and the stool may only be as wide in diameter as a pen.
Rectal Bleeding
According to an article published in the July 2009 issue of “BMC Medicine: “Bleeding from the rectum occurs in more than half of people with colon cancer.” The blood is usually bright red and it may be found in the toilet bowl water or on the toilet paper. The blood may come after a painful bowel movement.
Trouble Passing Stool
Changes in passing of stools is a symptom of bowel cancer. You may experience a feeling of not completely passing a stool or you may feel the urgent need to have a bowel movement, and then you realize that there is no stool to be passed.
Anaemia
The blood that is lost from bowel cancer can cause anemia, which is a shortage of red blood cells in the blood. The symptoms of anemia are feeling tired a lot of the time, weak, and short of breath. Your skin may also look pale.
Abdominal Pain
A certain amount of abdominal discomfort is normal experience at times. However, if you suffer from gas, cramping and bloating a lot of the time, then you could be more likely to develop bowel cancer. It is best to see your doctor about your concerns.
Weight Loss
Bowel cancer can result in weight loss even if you are eating normally. Alternatively, you may experience complete loss of appetite. According to the July 2009, “BMC Medicine” article, more than a third of people with bowel cancer experience unexplained weight loss.
Constipation
Constipation that persists more than a few days also may occur in association with colon cancer. Chronic or on-going constipation may even increase your risk of developing colon cancer.
Diarrhoea
Persistent diarrhea is a symptom of bowel cancer. According to the “BMC Medicine” article, more than 1 in 5 people with colon cancer will experience diarrhea.
Nausea and Vomiting
If you are experiencing persistent nausea and vomiting for no apparent reason, then this may be a symptom of colon cancer. It is possible to experience these with or without other abdominal symptoms.
So if you suspect that something is wrong, go to see your doctor, as early detection is a key to the best possible outcome.
NOTE :
Early cases can begin as noncancerous polyps. These often have no symptoms but can be detected by screening. For this reason, doctors recommend screenings for those at high risk or over the age of 50.
Symptoms may vary depending on the cancer’s size and location, but often include alterations in bowel habits.
Treatments include surgery, chemotherapy, and radiation.
Loss of Appetite
Ovarian cancer is known to cause an abrupt loss of appetite that’s normally out of character for the person affected. This is because the cancer impacts metabolism—or the breakdown of food into energy that fuels the body.
Urinary Frequency
Urinary problems, such as being overwhelmed by a sudden urge to urinate as well as peeing more often than usual is a sign of ovarian cancer—this can include bouts of incontinence (complete loss of bladder control before you can get to a bathroom) that will gradually worsen over a few weeks.
Abdominal Pain
Pain in the pelvic area or belly that feels very different from normal indigestion and menstrual problems (i.e., cramps) is indicative of ovarian cancer. Most patients complained of abdominal pain that persisted for longer than 2 weeks, and wasn’t associated with their period, diarrhea, or the stomach flu.
Feeling Full Quickly
In the more advanced stages of ovarian cancer, the cancer tumor itself can sit on the surface of the stomach, on the omentum (the fold in the abdominal cavity that connects the stomach to other organs), or on the intestines, causing a patient to feel full very quickly (a condition known as “early satiety”) when they eat.
Indigestion
Persistent indigestion, gas, nausea, or other gastro-intestinal issues, like heartburn, are quite common and persistent of ovarian cancer.
Bloating
Frequent bloating or gas pain in your belly or pelvis that doesn’t go away is another symptom of ovarian cancer. For instance, if your abdominals bloat so much that your clothes fit tighter around your waist so suddenly and without diet or activity changes—this may be cause for a doctor’s visit.
Lower Back Pain
A persistent, achy, dull pain in the lower back is a common sign of ovarian cancer. Many women patients equate the feeling with labor pain.
Altering Constipation and Diarrhea
Changes in bowel habits, such as constipation and diarrhea, will often go hand in hand with ovarian cancer. This occurs when an ovarian tumor swells and puts pressure on the stomach, bowel, and bladder.
Sudden Weight Loss
Shedding 10 or more pounds without even dieting or exercising is common to ovarian cancer patients in the early stage. Even though you might consider it a welcome occurrence, this rapid and unexplained weight loss should be reported to your physician immediately.
Vaginal Bleeding
A lesser known early warning sign, one that has only been noted in approximately 1 quarter of ovarian cancer patients, was spotting or irregular vaginal bleeding outside of the regular menstrual cycle. Other vaginal abnormalities may include the sudden development of sores or blister in the vaginal area, changes in skin color, or thick discharge.
New networkers complain, “I spend hours with these prospects, and at the end they give me every imaginable excuse!”
Well, it does happen.
But we shouldn’t blame our prospects.
They are only reacting to what we say and do. This problem is within our control. Yes, we can change what we say and do, and our prospects will respond.
For instance, we can use pre-closing skills, different rapport-building questions, better binary closing choices, word pictures, and many more of the skills of professional network marketers. These skills will create the outcomes we desire.
Think of the reaction principle this way. If we give someone $100, that person will have a certain reaction. If we give that same person a punch in the nose, we will have a different reaction. Same person. Two different reactions.
The question is, “Does the behavior of our prospects have anything to do with them, or everything to do with what we say and do?”
Of course the fun answer is that we can control the outcome. That gives us the power to build our business for the future.
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