The Peace & Power of a Positive Perspective


Posts Tagged ‘Personal Development’

Style and Subtlety – Boom!

Yep – did it again.  Yesterday I fell into that all-to-common digital trap of our modern century – I blasted a colleague (and friend) on IM.  Ate those digital words this morning:

Pratter’s Prayer

Lord, make my words as sweet as honey, for tomorrow I may have to eat them. 

Unknown Sage

It was the usual setting:  I was digitally multi-tasking; fast and furious.  It’s quarter-end; a stressful time that comes around… oh… just every 90 days (funny how that works).  The combination meant I could, “double my pleasure – double my fun”:

I try to take one day at a time, but sometimes several days attack me at once. 

Ashleigh Brilliant

I texted him a question; he texted back an answer; I didn’t like his answer; he didn’t like my question; I asked for an alternative; he said not a chance…  A frequent, digital argument expressed with directness and written in digital shorthand; punctuated with emoticons; all behind the shield of our monitors.

Collegial banter?  Depends on who’s the banterer and who’s the banteree.  That type of typing can quickly cut to raw emotions lurking nearer the surface during stressful times such as quarter-end.

We were briefly embattled with a “my way or the highway”; “I’m right – you’re wrong”; “compromise is for sissies”; “I eat Marines for breakfast” blast-fest.  Totally devoid of style or subtlety.  U2?  Been there done that I bet.  Not one of my proudest moments, digital or otherwise.

Style and subtlety; certainly diminishing dimensions in today’s digital era.  It’s actually worse than that.

Seemingly gone are the days of subtlety, statesmanship, irony, even sarcasm.  Texts and emails are written in black and white; read as black OR white.  Intentions behind the expressions are easily misinterpreted; feelings easily hurt; and everyone seems to have barbed retorts at the ready.

Even our political process has degenerated into a continuous barrage of confrontational accusations and insults vs. the skilled and stylish statesmanship of centuries past.  Oh they were direct back in the day, but within the context of a statesmanship image coupled with face-to-face bravery vs. digital cowardliness:

A story is told of a Woman Member of Parliament who, after an extensive tirade at a social function, scornfully told the Prime Minister, “Mr. Churchill, you are drunk”, to which Churchill replied, “And you Madam, are ugly.  But I shall be sober tomorrow.”

Today, we don’t know if the statesman’s statement was sarcasm or irony having not been there to witness the state of his drunkenness nor the appearance of his accuser.  Because the event was face-to-face vs. digital, there could easily have been expressions of irony or sarcasm that dulled the barbs of the barbs.  Stylish statesmen of centuries past were able communicators and skilled in the art of avoiding black OR white confrontations.

Statesmanship, style and subtlety of the 20th century?  Boom!  Sacrificed for the sake of today’s digital age.  Replaced by the barrage of black OR white hyperbole perfect for IMs, emails, emoticons, and the evening news.

In business, should we even care?  Can we stop hiding behind our monitors?  Is subtlety mightier than the digital sword?  I think our favorite, Unknown Sage still believes so:

Subtlety is saying what you think, but then leaving before anyone really understands what you meant.

Digital communications technology can be wonderful – when used properly.  It can also be barbed weapons; hurting feelings; killing relationships when not.  Too easy and too often taken as black OR white.  Agreed?  Well, if not… I’m right and you’re wrong!


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Giving our best…

Football is my favorite sport.  A bit ironic I suppose, because football is the epitome of a time in my life that I did not give my best.  Actually, it was worse than that.  It was the one time in my competitive pursuits (in athletics or in business) that I quit.  I’ve lost many times; won my share too; quit once.

I quit my high school football team two weeks into the start of my junior year season.  It was the only time in my life that my Mom told me I disappointed her.  I can remember going into the head coach’s office to quit as if it was yesterday.  A bit ironic I suppose, because after being a starter and co-captain my freshman and sophomore years, I was not even planning to play my junior year.  I planned to focus on basketball.

The coach called and asked me to reconsider.  I agreed, but when I showed up I wasn’t prepared to give my best.  He and his coaches weren’t prepared to coach me up either.  At the age of sixteen, I decided that quitting was the only escape.  I’ve regretted it to this day.  A bit ironic I suppose – it’s not the not-playing that I regret; it’s the not giving my best.

I bet there have been special coaches and mentors who have had a positive impact on your life.  Coaches come in all shapes and sizes and use a wide variety of styles and techniques.  I bit ironic I suppose – some coaches resonate with us; some don’t.

Here’s a 6 minute movie clip about a high school, an underdog team, and their coach’s expectation about giving our best:

Probably not a technique that transfers into the business world today – but his message does, true?  Yes, the sporting world is different than the business world.  Nonetheless, we don’t have to go it alone.  Even the best-of-the-best have coaches.

In business, our favorite, Unknown Sage offers this:

Common misconceptions about coaching in the marketplace: 

“Coaching is primarily for correcting behavior” – If we only coach people when they do something wrong, we have missed the point. It’s about building not fixing.

“Coaching requires giving up power and control” – The manager relies more on influence. The person is still accountable.

“Coaching takes too much time” – Coaching takes too much time if you don’t do enough of it and you don’t do it correctly.

“Coaching is soft stuff” – The manager who avoids soft stuff usually does so because it is so hard. The work is easy; people are difficult.

“Coaching is laissez-faire management” – Freedom in the workplace, actually just about anywhere, is rooted in strict discipline.

“Coaching is simply being a good cheerleader” – A good manager has the courage and inner strength when needed to tell people the truth.

“Coaching is like therapy” – To be a good manager and coach one does need a basic understanding of human behavior and motivation, but therapy has no place in your relationship with the people you are leading.

Coaches enjoy occasional accolades, too.  The best I ever heard was a tribute to Bum Phillips, head coach of the then, Houston Oilers.  It was once said of Bum:

He could take his and beat yours – and then he could take yours and beat his. 

A bit ironic I suppose, but his players had no quit.  They gave him their best.  Imagine – what could we accomplish today if we just committed to giving our best?


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What’s different?

I flew to Boston yesterday to work with one of my clients in person (a novelty in itself in our web-meeting world of 2015).  Since the client was paying the travel expense, I simply let them book my flights.  JetBlue offered the best rate and schedule – so I flew JetBlue for the very first time.  What’s different?

We departed Denver 2 hours late.  “Weather in New England” was the culprit they offered.  Of course, the initial update was posted on the screens at the gate as a 55 minute delay.  They boarded us according to that posting.  I was seated in the last row; aisle seat; where coincidentally I could overhear the flight attendants chatter.

Well beyond the 55 minute posted delay, the pilot came on the intercom and offered, “We’re all set to go; just waiting on final route information from ATC.”  I overheard the flight attendants fill in the blanks.  “They’re routing us over Canada to avoid the weather.  We don’t have enough fuel.  When we take on more fuel, we’ll be overweight, so we’re going to have to take some passengers and their baggage off.”  Unbeknownst to those passengers of course.  What’s different?

An hour and thirty minutes past scheduled departure, the pilot updated everyone else on the fuel situation that I already overheard.  He left it up to the gate agents to deal with selecting eight passengers to de-plane.  “Looks like you’re going to miss your connections”, I overheard one gate agent say to a family of three.  “We’re going to take you off this plane and try to reschedule you on another.”

The problem was, I overheard a second gate agent say to a different passenger the next available flight was tomorrow; nothing else going from Denver to Boston tonight.  Same situation, different stories.  What’s different?

I know, we all have had our bad travel experiences.  And try as they might with their marketing slogans and in-flight announcements, aren’t all airlines about the same today?  What’s different?

Yet, this experience caused me to think about my in-person client work starting today.  What makes working with me different than every other sales professional they have ever worked with?  Before turning further attention to my reflections, permit me to expand the focus and ask, “What makes you and your company different?”

So whether important to my clients or not, here are the “Top 10 things that make Gary different”:

  • I’m a pretty good talker, but I’m an even better listener.
  • I’m pretty good at listening, but I’m even better at remembering.
  • I’m pretty good strategically with the “big picture”, but I’m even better tactically with identifying the myriad of details.
  • I’m a pretty good presenter, but I’m an even better problem solver.
  • I’m pretty good at committing to being prompt, but I’m even better at arriving prepared.
  • I’m a pretty good leader, but I’m an even better follower.
  • I’m pretty good at positioning my company competitively, but I’m even better at acknowledging the “reality of multiple solutions” each client has.
  • I’m pretty good at orchestrating a sales-cycle, but I’m even better helping my clients’ coordinate their evaluation process.
  • I’m pretty good at overcoming objections, but I’m even better at identifying client fantasies that no vendor and no product can address.
  • I’m pretty good at negotiating price, but I’m even better at helping my clients clarify the value.

In a nutshell – that’s what I believe makes me different.  OK now – your turn.


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Giving Advice…

Giving advice, now there’s a lightning rod topic.  It is a terrific compliment when someone solicits us for advice, yes?  However, when we give unasked for advice it can be received very differently.

It seems to me that advice-oriented conversations either progress (or digress) based on a variety of variables.  When should we speak?  When should we listen?  Whose advice should we follow?  How do we avoid that lightning rod?  Reminds me of a party:

Nothing makes me more tolerant of a neighbor’s noisy party than being there. 

Franklin P. Adams

But I digress.  I was approached by a young colleague seeking career advice last year.  He had two, internal opportunities; wanted my opinion on which one might be better.

His request was a compliment and a surprise.  I barely knew him; our jobs are unrelated; we didn’t even work on the same floor.  Nonetheless, he had been told I was some sort of seer or soothsayer or something so he sought me out for advice.  Of course, you already know how I feel about seers and soothsayers:

It seems to me that no soothsayer should be able to look at another soothsayer without laughing.


I agreed to meet; discussed his career options; answered his questions the best I could; offered him a little seeing and soothsaying.  With a “let me know how things turn out”, I wished him well.

That was last year.  I see him in the office from time to time; say “hello” at the coffee machine.  I’m thinking the fact that he’s still with the company is a positive indication.  If I were clairvoyant, I would know for sure if my advice benefited him.  Of course, you already know how I feel about clairvoyants:

At a recent annual meeting of the International Association of Clairvoyants, the meeting began by reading the minutes of next year’s meeting. 

Unknown Sage

I was reminded of this collegial career advice encounter recently as I was finishing up a weekly, 1-to-1 conference call with one of my clients.  These 1-to-1 meetings have been both a compliment and a surprise.  I do my best to encourage my client to set the agenda; drive the conversation; focus his priorities.  And he does get each meeting started down a certain path.

But then, after asking for my advice he sits back… and … proceeds to multitask.   I can literally hear him keyboarding in the background and I notice as he occasionally puts me on mute for a moment or two.  Upon my inquiry, he apologizes offering that a “client issue” just hit his in box and he’ll “only need a second to respond”.  This of course, makes me wonder what kind of client issue only needs a second to respond?  But I digress.

In reality he is my client and I strive to comply with my clients’ requests – even for 1-to-1 meetings listening to their multi-tasking.  This particular client is very tenured and very experienced so when he sends me Meeting Requests I take them as both a compliment and a surprise.  Perhaps I’m simply confirming what he already knows: 

Advice is what we ask for when we already know the answer but wish we didn’t. 

Emily Jong

Sometimes we just need someone to help us sound out what’s on our mind, true? Sometimes it’s the listening not the advising that matters.  If I were a better soothsayer or clairvoyant, I’d know when to speak and when to listen.  I’d be better at avoiding that lightning rod!


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C = E³ + Rᵑ

Yes, yes, you’re right – I wrote a little ditty recently poking fun at the mathematicians in our B2B sales profession (see ).  So, what’s with today’s formula?

Well, I was asked recently by a colleague why I was willing to meet with him monthly and offer coaching as he pursues a career change from high school teacher to financial planner.  It was one of those questions that caused me to pause and ask myself, “Why am I willing to coach him?”

Which relates to related questions such as:

  • “What does the coach get from coaching?”
  • “How does a good coach get better at coaching?”
  • “If you had the choice between playing or coaching, which would you choose?”
  • And, “What’s the difference among coaching, managing, and leading in today’s business world?”

Stimulated by my colleague, I reflected on these questions.  (Truth be told – I think he thinks there’s a catch to my coaching.)

Believe it or not, as it turns out the easiest way for me to wrap my mind around the discussion is with a formula.  (Mea culpa, mathematicians!)

Coaching = (Empathy x Emulation x Echo) + Repetitionᵑ         

(Lots of Repetition)

So here I am coaching my colleague and since our business relationship is in its infancy, he runs my coaching points past his Manager in order to triangulate what I think with what he thinks with what his Manager thinks as he endeavors to build his portfolio of clients.  (Truthfully, I think his Manager thinks there’s a catch to my coaching offer, too.)

Perhaps one reason why he’s open to meeting with me is the first “E” of my formula: Empathy.

When I entered the sales profession back in the day, I was totally uncomfortable with cold-calling; totally clueless about presenting; I didn’t know how to overcome objections.  I wasn’t alone.  I too had to learn how to master all of these skills in order to succeed.  So I can certainly empathize with his career change challenges.

Emulation?  That’s a “gift”.  You see, I have made a career of analyzing how buyers buy.  As Rick Page said in his best-selling book, Hope is Not a Strategy©:

Sell the way the customer buys and allocate your resources accordingly.

Echo?  Thank you Dr. Rick Jensen.  I met Dr. Rick in circa 1998 when he was a practicing sports psychology coach on the PGA tour.  One of his “patients” was none other than Tiger Woods.  Although Tiger was a better golfer than Dr. Rick (dah!) – he still gained great value (and significantly improved his competitive results) by having a psychology coach on his team.

You see, Dr. Rick provided a perfect mirror for Tiger to “see” his mental approach to his game.  And with this “reflection” Tiger could gain confidence that what he was doing was in fact what he wanted to do.

Like Dr. Rick; I try to be the mirror of today’s “Modern Buyer”.

Rah yes, Rᵑ.  Repetition – lots of repetition – never ending, professional repetition (aka “practice”).  And the best way to practice?  With a coach.

Of course, it wasn’t always that way.  Back in the Middle Ages, Attila the Hun was not exactly renowned as a great coach, leading great practice sessions.  His hordes had to learn from trial and error:

Huns learn less from success than they do from failure. 

Wess Roberts

The problem with that approach in the 21st century is we don’t have many hordes of Huns who can afford to learn from error, true?


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That word seems to be surfacing often these days.  During my annual physical my doctor expressed a bit of concern about my weight; which, obviously means I have too much of it.  He encouraged me to become “accountable” for my weight and my diet.

Of course, doing so requires a clear understanding of portion sizes; reading food labels; controlling my sweet tooth.  In short, I would have to put forth more effort.  Isn’t there an alternative to being accountable?  I turned to my favorite, Unknown Sage:

Question: How can I calculate my body/fat ratio?

Answer:   Well, if you have a body, and you have body fat, your ratio is one-to-one.  If you have two bodies, your ratio is two-to-one, etc.

Question: I’ve heard that cardiovascular exercise can prolong life.  Is this true?

Answer:   How could that be true?  Your heart is only good for so many beats, and that’s it.  Everything wears out eventually, so how could speeding up your heart make you live longer?  If you want to live longer – take a nap.       

Question: My wife says I should cut down on meat, and eat more fruits and vegetables.  What do you say?

Answer:   Look, what does a cow eat?  Corn.  And what’s corn?  A vegetable.  So a steak is nothing more than an efficient mechanism of delivering vegetables to your system.

Question: Is beer bad for you?

Answer:   Look, it goes to the earlier point about vegetables.  As we all know, scientists divide everything in the world into three categories: animal, mineral, and vegetable.  Well, we all know that beer is not an animal, and it’s not on the periodic table of elements, so that only leaves one thing, right?  My advice:  Have a burger and a beer and tell everyone you’re on a vegetarian diet.

Not exactly “accountable”, you say?  True enough.

That word “accountable” also surfaces often at the office these days – you too?  My colleagues are always saying, “We need to hold So-and-So more accountable”.  (It seems that So-and-So screws up often at my company; yours too?  But I digress.)

Luckily, I was recently invited to an accountability webinar featuring the author of a best-selling business book, The Oz Principle.  The “principles” and theories offered in the webinar were all well and good.  But, wouldn’t you know it?  So-and-So started his webinar titled “Holding Others Accountable”, late.  Then, 12 minutes into his late-starting webinar, I received an automated, email reminder to attend his webinar – 12 minutes after So-and-So’s (late starting) webinar had started!

Not exactly “accountable”, you say?  True enough.  The experience brought to mind T. Harv Eker’s opinion:

How you do anything is how you do everything.

OK, So-and-So screwed up.  The challenge might just be our propensity to want to hold others accountable vs. focusing on our own accountability.

Everyone who works here is expected to work toward being the best he can possibly be at the tasks he’s accountable for.  When he can’t do that, he should act like he is until he gets around to it.  And if he’s unwilling to act like it, he should leave.

Michael E. Gerber

It’s always easier to try holding So-and-So accountable, than applying those same, high standards to ourselves, isn’t it?  Reminds me of Ken Blanchard’s view:

Empowerment means you have freedom to act; it also means you are accountable for results.

Focusing on So-and-So vs. our own actions and responsibilities:  Not exactly “accountable”, you say?  True enough.


Did you like this little ditty?  You might enjoy my website too:  The Peace & Power of a Positive Perspective© Please check it out.

Polar opposites…

I’ve been self-conscious about the appearance of my finger nails since high school.  Back then, I was a nail biter; today, my nails reflect my work around the barn.  In the white collar role of professional sales, it’s hard to hide the blue collar effects of working with hammers, horses and hay.  Seems polar opposite, yes?

Coaching vs. training are often polar opposites.  I enjoy coaching coachable sales professionals.  Role plays are my favorite! What’s that?  You hate role plays?  Ah yes, that’s the opposite pole.

Some sales reps like practice sessions; some hate it; many avoid practice because they’re “too busy”.  Too busy to practice?  Well, at least they’re not an eye doctor.  After all, we wouldn’t want to turn our baby blues over to an eye surgeon if we thought she hadn’t practiced the procedure a thousand times before, would we?  Medical professionals vs. sales professionals – polar opposites?

One of my clients recently told me he has been in a white collar, professional position as a business analyst in the IT industry for over 30 years.  His primary role has been doing implementations.  Now, he’s working for a new company who hired him for a “pre-sales” role to help them sell larger, more complicated deals.  His finger nails are immaculate.

He’s been playing the “I’m just too busy…” card lately, and opting out of practice sessions.  His company signed him up for coaching, it wasn’t his idea.  Yet, his main concern has been over my reaction to his cancellations; says he doesn’t want me to think it is a negative reflection on me.

It brought to mind an interview I conducted years ago with John Bruce.  John had been selling management consulting services.  I don’t think he had fared too well though.  First, he was interviewing with me for a new job.  Second, he had grime under his finger nails; a polar opposite image of a white collar professional, true?

When he noticed I had noticed his finger nails, he became a bit self-conscious.  As it turned out he was doing a little auto repair work the prior evening.  I wasn’t sure if he was working on his own car to save a little money, or if he was moon lighting to augment his income.  That’s when he confided his desire to succeed in this new position.

I asked him if he thought he was coachable.  His reply has stayed with me ever since:

“Gary, I’m all balls and no brains.  You coach me what to do and I’ll give you everything I’ve got.”

It was an exaggeration – John had plenty of brains.  Coachable he was, too.  He earned the job offer; sold at a President’s Club level; and improved his selling skills every step of the way.  Reminded me of Joe Newton:

If better is even possible, good is not enough.

Maybe it’s not in the finger nails or the polar opposites of white vs. blue collar.  It could be the coach who’s at fault.  Ever tried to train sales to a professional that isn’t coachable?  There’s a fine line between coaching someone vs. trying to force them to do it our way.

Coaching a sales professional requires (among many things) mutual consent – kind of like forming a partnership.  But beware – even partnerships can have polar opposite definitions:

Partnership means, 

“Let’s you and I agree to do things my way.”

Naomi R. Blakeslee

Sounds like marriage – but I digress.


Did you like this little ditty?  You might enjoy my website too:  The Peace & Power of a Positive Perspective© Please check it out.

Principles of Power…

One of my colleagues, Chris Miller, coached a grouped of recent college graduates our company hired last quarter.  I thought his power sharing message was so empowering, I wanted to share it with you.

Speaking of power, I remember when leading my sales teams – I would trust their sales approach as long as they were above quota.  Chris would call that Reward Power.  However, when they were below quota I instructed them to do what I said; exactly the way I said; when I said; and my instructions were not open for discussion.  I suppose that was Position Power.  My team liked the former more than the latter so they tended to excel!

Speaking of leadership, earlier this year I toured the Gettysburg National Battlefield with my sons – a trip every American should make.  Gettysburg was the bloodiest, 3-day battle in American History; 53,000 casualties July 1-3, 1863.  It made me wonder what source of power the battlefield commanders had over their soldiers? I doubt it was Position Power.

How do you lead your teams; your relationships; and your life?

During Chris’ coaching session, he stated that there are many sources of power – some sources are more powerful than others.  Here’s his list:

  • Referent Power – The most powerful source of power.  It originates from Trust;
    • When Trust exists, you have access to every source of power available to the person trusting you.
  • Reward Power – The second most powerful source of power.  It involves catching someone in the act of doing something right.
  • Position Power – The least powerful source of power.  It leverages Coercive Power, but only for the short term.
  • Coercive Power – The 2nd least powerful source of power.  It offers leaders very few options;
    • Back-off and lose face.
    • Apply more coercion until completion.  This is a lose/lose approach and use of it cuts one off from Referent Power and Reward Power in the future.
  • Information Power – Being an expert brings us power.
  • Charisma; Wealth; and Love are all powerful.

Chris discussed dimensions of power:

  • Power is Historical – Protect our personal history; it can’t be rewritten.
  • Power is One Way – No one has more power than we choose to give them.
  • Power is Fragile – And can be easily abused.
  • Power is a Great Motivator.
  • Power Sharing is empowering – And creates even more power.
  • Admitting Mistakes increases power – Is it more important to be right or to have power?
  • Forgiveness is Empowering.

Chris described one, additional source of power and then concluded his remarks with the summary – Power, Value and Control are Interrelated.   The amount of power I am willing to give you depends on how much I value what you will control over me with it.

Speaking of this interrelation, that brings me back to Gettysburg.  The last power Chris included is his talk was Spiritual Power.  Spirituality is a powerful source of power.  I wonder if Spirituality was the power source for the soldiers during the battle of Gettysburg?  The extreme carnage would have been obvious to them. The likelihood that they would be killed had to have been on their mind.

Was it Spiritual Power, coupled with Value and Control that enabled their field commanders to command them?  Was it Spiritual Power that empowered them to sacrifice their lives for the Value of the United States of America remaining united?

Whatever their power source – it was definitely powerful!


Did you like this little ditty?  You might enjoy my website and book, too:  The Peace & Power of a Positive Perspective© Please check it out.

“Got it”; but can’t “Do it”…

While watching the 2013 British Open being played by the most skillful, professional golfers in the world – I was reminded of my golf game.  I was also reminded of my work over the past few years with young people who have chosen sales to start their post-collegiate career. 

In my role, I enjoy working with these 20-somethings; bright; intelligent; confident.  Some are very coachable.  Others?  Well, a common response I hear when working with some aspiring sales professionals is, “Got it”.  Of course, “Getting it” is not the same as “Doing it”; is it?  It’s the difference between having an intellectual understanding of something vs. having the skill to do that same something. 

Take my golf game.  When standing on the first tee, I have a clear understanding of how I’m going to hit my drive.  I feel my body weight evenly distributed in my stance; I have a firm (but not too firm) grip of the club.  Intellectually, I can see my ball-flight; launched down the left side of the fairway and landing center-right (aka: a high fade).  In my mind, I can hear the “crack” of the club head striking the ball; in my mind, I can visualize my balanced follow through.  Intellectually?  “Got it”. 

When I start my backswing – all bets are off! 

A golfer, searching for a ball lost deep in the rough, asked the caddie, “Why do you keep looking at that pocket watch?  It isn’t a watch”, the caddie said.  “It’s a compass.” 

                                  Unknown Sage 

When working with aspiring sales people, we cover many skill-based areas.  During their moments of glancing away from iPads and smartphones to check where I’m at, I get the nod, “Got it”.  The ability of young people to multi-task is amazing, isn’t it?  Their intellectual strength is awesome.  Thumb strength from texting?  Unparalleled!  Their ability to focus?  OK, maybe not so much. 

Did you see Tiger Woods’ opening drive at the British Open?  A duck-hook to an unplayable lie that ultimately resulted in starting the tournament with a bogeyPerhaps a harbinger of things to come.  The TV-Analysts stated that he never seemed to be mentally into the tournament; never able to summon a charge.  Maybe he was multi-tasking? 

When interviewed after his first round, Tiger told the reporters the reason why he hit that bad tee shot on the 1st hole was he had too many thoughts going on in his mind.  (See what I mean?) 

Ultimately, inexperienced sales people will discover in their pursuit of a sales career that the ability to focus; the ability to “Do it”; the realization that skill trumps intellect; will be their key to success. 

Don’t get me wrong – prospects appreciate the intelligence of sales professionals.  I spoke of the power of “thinking” in a recent post about the most powerful technology company on the planet (see “THINK”). 

It’s just that rising to the executive ranks in the sales profession, similar to earning the opportunity to compete in the British Open, requires more than intellect.  I worry about who thinks Martin A. Ragaway is right: 

            “EXECUTIVE” (high powered) 

A golfer who calls the office from a cell phone every five holes to make sure employees haven’t left for the day.                     

Yes, golf is a lot like sales.  To make any money in either pursuit, one must be skilled enough – and focused enough – to be able to “Do it”. 


Did you like this little ditty?  You might enjoy my website and book, too:  The Peace & Power of a Positive Perspective© Please check it out.

Be yourself…

Posted Nov 9 2012 by in True North with 0 Comments

Do you own a dog?  Every day I come home from work, regardless of the type of day I had at work, my dog is happy to see me.  

No matter my mood; no matter how preoccupied; no matter how frustrating my day was, there she is – tail wagging.  She loves me for whoever she thinks I am.  I think she knows the meaning of how to “be yourself” – if she could only talk.  We’ll come back to her later; let’s turn to more important things. 

Like Halloween.  What were you for Halloween?  Are you wearing another costume today?  At the office; with your friends; keeping up with your neighbors; your LinkedIn profile; it can be very tempting to portray ourselves as someone we really are not, yes?  Why is it that to “be yourself” is sometimes not good enough for us? 

Well, Halloween trick or treat and costume parties are behind us; the Presidential election too (thank goodness!); Santa Claus is finalizing his trip planner; there are plenty of opportunities to portray “someone else” these days, don’t you think?  We have all been around that someone we feel is not authentic, true?  (Not you or me, of course.)  How do you feel about that person?  Me too. 

I often wonder what it means to “be yourself”.  After all, reality TV shows aren’t real; YouTube videos are staged; Angry Birds is one of the most widely addicting mobile game apps of all time;  (Angry Birds?); and Infomercials are more mercials and less info, don’t you agree?  Fantasy worlds abound. 

Whatever it actually means to “be yourself”, that’s still not good enough.  Many of us continually strive to better ourselves.  Yep – New Years Resolutions are right around the corner. (By the way, I hope you are doing better with your 2012 resolutions than I am!)  Nonetheless, continually striving for self-improvement is constantly on my mind.  (And yes, I will start that diet – next week.)  

To help with my self-searching; “be yourself”; self-improvement journey, my son offered me this sage advice – courtesy of that renowned resource of truthfulness and transparency – Facebook:










I was Batman last year; this year, my Halloween costume was that of an American Cowboy.  Truth be told; it was actually only a half-costume.  You see – I’m no cowboy. 

This year I didn’t really take the time to find an actual American Cowboy costume for my wife’s Halloween party.  I simply went out to the garage; pulled the boots, hat, and duster I wear when feeding our horses during inclimate weather – whalla – one (inauthentic) American Cowboy!  

But that was not me; that’s not what it means to “be yourself”.  OK then – Where do we find the true meaning of how to “be yourself”?  Maybe cartoon characters can help.  I mean, the following is the philosophy of Charles Schulz, the creator of the ‘Peanuts’ comic strip:           

”Be Yourself. Everyone Else Is Taken!” 

(Boy, it must be difficult if I’m turning to a comic strip!)  So everyone is telling us to just “be yourself”.  Yet whoever I truly am, I know and I want to be better.  (Based on the annual revenue generated in the self-help industry I don’t think I’m alone.) 

At least we can turn to our favorite, Unknown Sage for advice about who we are and who we would like to become:










Lord, help me be the man my dog thinks I am.             


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