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What makes a great leader today? Many of us carry this image of this all-knowing superhero who stands and commands and protects his followers. But that’s kind of an image from another time, and what’s also outdated are the leadership development programs that are based on success models for a world that was, not a world that is or that is coming. We conducted a study of 4,000 companies, and we asked them, let’s see the effectiveness of your leadership development programs. Fifty-eight percent of the companies cited significant talent gaps for critical leadership roles.
That means that despite corporate training programs, off-sites, assessments, coaching, all of these things, more than half the companies had failed to grow enough great leaders. You may be asking yourself, is my company helping me to prepare to be a great 21st-century leader? The odds are, probably not. Now, I’ve spent 25 years of my professional life observing what makes great leaders. I’ve worked inside Fortune 500 companies, I’ve advised over 200 CEOs, and I’ve cultivated more leadership pipelines than you can imagine. But a few years ago, I noticed a disturbing trend in leadership preparation. I noticed that, despite all the efforts, there were familiar stories that kept resurfacing about individuals.
One story was about Chris, a high-potential, superstar leader who moves to a new unit and fails, destroying unrecoverable value. And then there were stories like Sidney, the CEO, who was so frustrated because her company is cited as a best company for leaders, but only one of the top 50 leaders is equipped to lead their crucial initiatives. And then there were stories like the senior leadership team of a once-thriving business that’s surprised by a market shift, finds itself having to force the company to reduce its size in half or go out of business. Now, these recurring stories cause me to ask two questions. Why are the leadership gaps widening when there’s so much more investment in leadership development? And what are the great leaders doing distinctly different to thrive and grow? One of the things that I did, I was so consumed by these questions and also frustrated by those stories, that I left my job so that I could study this full time, and I took a year to travel to different parts of the world to learn about effective and ineffective leadership practices in companies, countries and nonprofit organizations.
And so I did things like travel to South Africa, where I had an opportunity to understand how Nelson Mandela was ahead of his time in anticipating and navigating his political, social and economic context. I also met a number of nonprofit leaders who, despite very limited financial resources, were making a huge impact in the world, often bringing together seeming adversaries. And I spent countless hours in presidential libraries trying to understand how the environment had shaped the leaders, the moves that they made, and then the impact of those moves beyond their tenure.
And then, when I returned to work full time, in this role, I joined with wonderful colleagues who were also interested in these questions. Now, from all this, I distilled the characteristics of leaders who are thriving and what they do differently, and then I also distilled the preparation practices that enable people to grow to their potential. I want to share some of those with you now. (“What makes a great leader in the 21st century?”) In a 21st-century world, which is more global, digitally enabled and transparent, with faster speeds of information flow and innovation, and where nothing big gets done without some kind of a complex matrix, relying on traditional development practices will stunt your growth as a leader.
In fact, traditional assessments like narrow 360 surveys or outdated performance criteria will give you false positives, lulling you into thinking that you are more prepared than you really are. Leadership in the 21st century is defined and evidenced by three questions. Where are you looking to anticipate the next change to your business model or your life? The answer to this question is on your calendar. Who are you spending time with? On what topics? Where are you traveling? What are you reading? And then how are you distilling this into understanding potential discontinuities, and then making a decision to do something right now so that you’re prepared and ready? There’s a leadership team that does a practice where they bring together each member collecting, here are trends that impact me, here are trends that impact another team member, and they share these, and then make decisions, to course-correct a strategy or to anticipate a new move.
Great leaders are not head-down. They see around corners, shaping their future, not just reacting to it. The second question is, what is the diversity measure of your personal and professional stakeholder network? You know, we hear often about good ol’ boy networks and they’re certainly alive and well in many institutions. But to some extent, we all have a network of people that we’re comfortable with. So this question is about your capacity to develop relationships with people that are very different than you. And those differences can be biological, physical, functional, political, cultural, socioeconomic. And yet, despite all these differences, they connect with you and they trust you enough to cooperate with you in achieving a shared goal. Great leaders understand that having a more diverse network is a source of pattern identification at greater levels and also of solutions, because you have people that are thinking differently than you are.
Third question: are you courageous enough to abandon a practice that has made you successful in the past? There’s an expression: Go along to get along. But if you follow this advice, chances are as a leader, you’re going to keep doing what’s familiar and comfortable. Great leaders dare to be different. They don’t just talk about risk-taking, they actually do it. And one of the leaders shared with me the fact that the most impactful development comes when you are able to build the emotional stamina to withstand people telling you that your new idea is naïve or reckless or just plain stupid. Now interestingly, the people who will join you are not your usual suspects in your network. They’re often people that think differently and therefore are willing to join you in taking a courageous leap.
And it’s a leap, not a step. More than traditional leadership programs, answering these three questions will determine your effectiveness as a 21st-century leader. So what makes a great leader in the 21st century? I’ve met many, and they stand out. They are women and men who are preparing themselves not for the comfortable predictability of yesterday but also for the realities of today and all of those unknown possibilities of tomorrow. Thank you. (Applause).
As found on Youtube
There’s a man by the name of Captain William Swenson who recently was awarded the congressional Medal of Honor for his actions on September 8, 2009. On that day, a column of American and Afghan troops were making their way through a part of Afghanistan to help protect a group of government officials, a group of Afghan government officials, who would be meeting with some local village elders.
The column came under ambush, and was surrounded on three sides, and amongst many other things, Captain Swenson was recognized for running into live fire to rescue the wounded and pull out the dead. One of the people he rescued was a sergeant, and he and a comrade were making their way to a medevac helicopter. And what was remarkable about this day is, by sheer coincidence, one of the medevac medics happened to have a GoPro camera on his helmet and captured the whole scene on camera. It shows Captain Swenson and his comrade bringing this wounded soldier who had received a gunshot to the neck. They put him in the helicopter, and then you see Captain Swenson bend over and give him a kiss before he turns around to rescue more. I saw this, and I thought to myself, where do people like that come from? What is that? That is some deep, deep emotion, when you would want to do that.
There’s a love there, and I wanted to know why is it that I don’t have people that I work with like that? You know, in the military, they give medals to people who are willing to sacrifice themselves so that others may gain. In business, we give bonuses to people who are willing to sacrifice others so that we may gain. We have it backwards. Right? So I asked myself, where do people like this come from? And my initial conclusion was that they’re just better people. That’s why they’re attracted to the military. These better people are attracted to this concept of service. But that’s completely wrong. What I learned was that it’s the environment, and if you get the environment right, every single one of us has the capacity to do these remarkable things, and more importantly, others have that capacity too.
I’ve had the great honor of getting to meet some of these, who we would call heroes, who have put themselves and put their lives at risk to save others, and I asked them, “Why would you do it? Why did you do it?” And they all say the same thing: “Because they would have done it for me.” It’s this deep sense of trust and cooperation. So trust and cooperation are really important here. The problem with concepts of trust and cooperation is that they are feelings, they are not instructions. I can’t simply say to you, “Trust me,” and you will. I can’t simply instruct two people to cooperate, and they will. It’s not how it works. It’s a feeling. So where does that feeling come from? If you go back 50,000 years to the Paleolithic era, to the early days of Homo sapiens, what we find is that the world was filled with danger, all of these forces working very, very hard to kill us.
Nothing personal. Whether it was the weather, lack of resources, maybe a saber-toothed tiger, all of these things working to reduce our lifespan. And so we evolved into social animals, where we lived together and worked together in what I call a circle of safety, inside the tribe, where we felt like we belonged. And when we felt safe amongst our own, the natural reaction was trust and cooperation. There are inherent benefits to this. It means I can fall asleep at night and trust that someone from within my tribe will watch for danger. If we don’t trust each other, if I don’t trust you, that means you won’t watch for danger.
Bad system of survival. The modern day is exactly the same thing. The world is filled with danger, things that are trying to frustrate our lives or reduce our success, reduce our opportunity for success. It could be the ups and downs in the economy, the uncertainty of the stock market. It could be a new technology that renders your business model obsolete overnight. Or it could be your competition that is sometimes trying to kill you. It’s sometimes trying to put you out of business, but at the very minimum is working hard to frustrate your growth and steal your business from you.
We have no control over these forces. These are a constant, and they’re not going away. The only variable are the conditions inside the organization, and that’s where leadership matters, because it’s the leader that sets the tone. When a leader makes the choice to put the safety and lives of the people inside the organization first, to sacrifice their comforts and sacrifice the tangible results, so that the people remain and feel safe and feel like they belong, remarkable things happen. I was flying on a trip, and I was witness to an incident where a passenger attempted to board before their number was called, and I watched the gate agent treat this man like he had broken the law, like a criminal.
He was yelled at for attempting to board one group too soon. So I said something. I said, “Why do you have treat us like cattle? Why can’t you treat us like human beings?” And this is exactly what she said to me. She said, “Sir, if I don’t follow the rules, I could get in trouble or lose my job.” All she was telling me is that she doesn’t feel safe. All she was telling me is that she doesn’t trust her leaders. The reason we like flying Southwest Airlines is not because they necessarily hire better people. It’s because they don’t fear their leaders. You see, if the conditions are wrong, we are forced to expend our own time and energy to protect ourselves from each other, and that inherently weakens the organization. When we feel safe inside the organization, we will naturally combine our talents and our strengths and work tirelessly to face the dangers outside and seize the opportunities. The closest analogy I can give to what a great leader is, is like being a parent.
If you think about what being a great parent is, what do you want? What makes a great parent? We want to give our child opportunities, education, discipline them when necessary, all so that they can grow up and achieve more than we could for ourselves. Great leaders want exactly the same thing. They want to provide their people opportunity, education, discipline when necessary, build their self-confidence, give them the opportunity to try and fail, all so that they could achieve more than we could ever imagine for ourselves. Charlie Kim, who’s the CEO of a company called Next Jump in New York City, a tech company, he makes the point that if you had hard times in your family, would you ever consider laying off one of your children? We would never do it.
Then why do we consider laying off people inside our organization? Charlie implemented a policy of lifetime employment. If you get a job at Next Jump, you cannot get fired for performance issues. In fact, if you have issues, they will coach you and they will give you support, just like we would with one of our children who happens to come home with a C from school. It’s the complete opposite. This is the reason so many people have such a visceral hatred, anger, at some of these banking CEOs with their disproportionate salaries and bonus structures. It’s not the numbers. It’s that they have violated the very definition of leadership. They have violated this deep-seated social contract. We know that they allowed their people to be sacrificed so they could protect their own interests, or worse, they sacrificed their people to protect their own interests. This is what so offends us, not the numbers.
Would anybody be offended if we gave a $150 million bonus to Gandhi? How about a $250 million bonus to Mother Teresa? Do we have an issue with that? None at all. None at all. Great leaders would never sacrifice the people to save the numbers. They would sooner sacrifice the numbers to save the people. Bob Chapman, who runs a large manufacturing company in the Midwest called Barry-Wehmiller, in 2008 was hit very hard by the recession, and they lost 30 percent of their orders overnight. Now in a large manufacturing company, this is a big deal, and they could no longer afford their labor pool. They needed to save 10 million dollars, so, like so many companies today, the board got together and discussed layoffs. And Bob refused. You see, Bob doesn’t believe in head counts.
Bob believes in heart counts, and it’s much more difficult to simply reduce the heart count. And so they came up with a furlough program. Every employee, from secretary to CEO, was required to take four weeks of unpaid vacation. They could take it any time they wanted, and they did not have to take it consecutively. But it was how Bob announced the program that mattered so much. He said, it’s better that we should all suffer a little than any of us should have to suffer a lot, and morale went up. They saved 20 million dollars, and most importantly, as would be expected, when the people feel safe and protected by the leadership in the organization, the natural reaction is to trust and cooperate.
And quite spontaneously, nobody expected, people started trading with each other. Those who could afford it more would trade with those who could afford it less. People would take five weeks so that somebody else only had to take three. Leadership is a choice. It is not a rank. I know many people at the seniormost levels of organizations who are absolutely not leaders. They are authorities, and we do what they say because they have authority over us, but we would not follow them. And I know many people who are at the bottoms of organizations who have no authority and they are absolutely leaders, and this is because they have chosen to look after the person to the left of them, and they have chosen to look after the person to the right of them. This is what a leader is.
I heard a story of some Marines who were out in theater, and as is the Marine custom, the officer ate last, and he let his men eat first, and when they were done, there was no food left for him. And when they went back out in the field, his men brought him some of their food so that he may eat, because that’s what happens. We call them leaders because they go first. We call them leaders because they take the risk before anybody else does. We call them leaders because they will choose to sacrifice so that their people may be safe and protected and so their people may gain, and when we do, the natural response is that our people will sacrifice for us.
They will give us their blood and sweat and tears to see that their leader’s vision comes to life, and when we ask them, “Why would you do that? Why would you give your blood and sweat and tears for that person?” they all say the same thing: “Because they would have done it for me.” And isn’t that the organization we would all like to work in? Thank you very much. Thank you. (Applause) Thank you. (Applause).
As found on Youtube
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.
As found on Youtube
I read an article on the 11 habits you need to change in your calendar if you want to succeed. The article was written by Project Management Hacks – Bruce Harpham.
The 11 Habits are divided in 2 groups:
Basic Calendar Habits
- Review Today’s Calendar
- Review Tomorrow`s Calendar
- Create “Meetings with Myself”
- Schedule Travel Time
- Write Down All Appointments (Personal and Professional)
Advanced Calendar Habits
Write Supporting Details In Calendar Entries
- Complete Weekly Reviews
- Create Repeating Appointments
- Minimize your productivity toolkit
- Say no to others
- Say no to your self
Your boss should be your calendar, if you are an entrepreneur, a network marketer or if you are in sales.
When I’m working and coaching people, which is one of my favorite things to do, guess what I look at first?
At their calendar…. I ask them to show me their calendar.
They get this big scared look.
Sometimes they ask me: “I’m supposed to have a calendar?” But it’s on my phone.
I reply: “show me your phone then.”
I want to see your calendar and if you’re not going to employ yourself,
if you want to be coached by me, I’m going to employ you. Show me your calendar…
- Show me how many hours you’re scheduled to prospect.
- What hours you’re scheduled to follow up.
- What hours you’re scheduled to close and get people started.
- What hours you’re scheduled to train your group, communicate with your team.
- What are your hours for real? Show me! Show me where the follow-up is.
- Show me where the schedule is.
- Show me where the events are.
You’ve got to show me your calendar.
I saw a documentary on Joan Rivers. She’s one of the most prolific hard-working women in comedy.
Whether you like her or not doesn’t matter, but in the documentary, she was in her 80s
or something and working hard.
And she says:
“You want to see what terror looks like?”
And she opened up a page to a calendar that was empty.
That’s terror to me and then she went to the page before and it was all filled.
She said that brings me joy.
That means I’m out there, you know, doing my thing in the world.
An empty calendar should be terrorizing to you… Should be so frightening to you.
Most of you don’t even have one.
What does your calendar look like
As you leave here from now until the end of the year.
- If you have a calendar filled with specific activities you’re gonna win.
- If you just winging it I can guess your income. I can guess your bank balance. If you’re just winging it.
Decide to be a little bit more structure. If you want to be a Network Marketing professional.
What would Steve Jobs do if he had your distributorship?
What would Bill Gates do if he had your distributorship or Mark Cuban do if he had your distributorship?
What would he do with the time? He or she or anybody.
What would they do with the gift that they had and how would they value it?
They’d go after it.
Now I’m not saying you have to be full-time I’m saying in the time that you have, you have to be efficient.
Make the hours that you set sacred.
Most of you will set your hours, but anything in the world will knock those hours off track.
You get a cold, those hours go out the window.
Somebody in the family has a crisis, those hours go out the window.
You’ll still go to your job, but your Network Marketing business or your sales business isn’t sacred?
Until it’s sacred, there’s only so far you’re going to go.
You got to treat these hours sacred.
You got to treat this commitment on a sacred level and go after it.
Even though Network Marketing is forgiving, don’t ask for their forgiveness every day…
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