Chatting with Speaker Newt Gingrich

There is a video clip on YouTube showing former Speaker of the House, Newt Gingrich exploring the difference between the part of our world that works, like Federal Express, and the part that doesn't like the government's approach to immigration reform. It's short, amusing and disturbing as well. To find the link just Google "Newt, Fedex" and you'll find the active link.

On October 16, 2007 I attended a lecture by Speaker Gingrich and had the chance to chat with him one on one for a few minutes beforehand. He was gracious and approachable as well as relaxed and fun to be with. This prolific author, consummate political leader and highly credentialed historian gave one of the most relaxed and yet persuasive speeches I've seen in recent years. He has an easy speaking style that encourages active thought. It's clear that he's been a professor for many years because he truly wants you to think, question and learn.

He points out in his book, Winning The Future, that we currently face five real and daunting threats in America.
1. The possibility of Islamic terrorists acquiring and launching nuclear or biological weapons.
2. That God will be driven from public life.
3. That America's sense of patriotism will continue to decline.
4. That our schools will not strengthen to meet the coming competition from China and India.
5. That our aging population will overwhelm the resources of Social Security and Medicare.

Much elaboration can be done on each of these and I'm willing to do so, but for this article I simply want to make you aware of these as priorities for all of us.
Despite any party differences we must address these issues before all others, as a nation, if we are to survive another generation as Americans.

Our enemies are not the type who would be content with territorial victories. They want world domination for their "religion" and they are content to take innocent lives in order to gain it. We must fight them on all fronts with all means until they yield.

Our faith in God gives us a depth of conviction that nonbelievers don't have. We must keep faith as a central element in our society and defend our first amendment right to practice our faith unrestricted by our government and courts. Without faith there is no higher purpose to life or to our country.

Americans who still hold allegiance to their former country are NOT Americans at all. They are foreigners who simply live here. They do not deserve any of our citizen's rights or privileges, just as we don't in their countries. All immigrants must learn to become Americans if they are to stay here. They need to learn our history, our Constitution and our language. If they do not, then in one or two generations we will no longer be America, but rather merely a land of competing languages and allegiances.

We've got to stop tolerating token education. We must demand that our students master their subjects and graduate with honor and dignity. If we don't then our country will become one of the lesser players in the world and our quality of life will decline accordingly.

People take care of their own money when given the chance. We know how to shop for good deals and how to avoid rip offs. This must apply to Social Security. Put people back in charge of their money through private accounts and give them choices. And, stop the government from borrowing Social Security funds. The system cannot endure as it is currently structured. It was built for a world in which the life expectancy was 62 and Social Security paid out starting at 65. It's time for REAL change.

Make sure your candidates agree on these topics and then hold them accountable when in office. We don't have the option to make these lesser priorities. This is America's primary agenda whether it likes it or not. We can endure and thrive but not on the path we are currently traveling.

Respectfully and urgently submitted,
Jim Cathcart

Video Clips of Jim Cathcart's speeches & interviews

Cathcart Institute, Inc.

Video Clips of Jim Cathcart, founder of Cathcart Institute, Inc.
Author of The Acorn Principle, Relationship Selling and 11 other books.
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Turnover is evidence of errors in leadership

by Jim Cathcart
copyright 2007, www.cathcart.com

If people are regularly departing from your team then something is wrong with your approach to leadership. How many people have come and gone from you in the past several years?

Am I saying that the problem is you? Not exactly, but if people aren't staying then something is missing. It might be that your compensation package doesn't hold up to the competition or size of the workloads. It might be that situational or geographic issues like long commutes could be the problem. Or it even might be poor selection processes; you just haven't been recruiting the right people.

But more often than not, heavy turnover is a symptom of poor leadership. I know, that hurts to hear. (Just bear in mind that I am not thinking of you personally as I write this.) Now, before your defense mechanisms start claiming, "but I have great motives and I'm a generous boss", or "I work harder and give more than anyone else around here," stay with me for a bit.

Good intentions do not make you a good leader. Great persuasion ability doesn't either. Hard work and personal dedication doesn't make you a good leader. Many things are required, but let's see if you even need to hear all this.

Question: Have you had trouble keeping good people?

If your answer is Yes, then you have a leadership problem.
Now we need to find out where the problem lives.

The Role of a Leader is to become progressively unnecessary.
Read that again.
At first everyone looks to the leader for direction, inspiration and guidance. But if they keep looking to you then you aren't leading, you are managing. Managers have to work indefinitely. Leaders grow their own replacements. They work themselves out of a job by developing the vision, motivation and skills of others.
If you have been "leading" for more than a year and nobody is in place yet to become your ultimate replacement, then changes in your behavior may be in order.

Here are a few thought stimulators to get you started in finding elements to improve.
1. Are your meetings fun, fascinating and full of energy?
2. Do people look forward eagerly to their next meeting with you?
3. Do you look forward eagerly to listening to what your coworkers think?
4. Do you find yourself complaining that others just don't "get it"?
5. When hiring do you look for people with talent or people who agree with you?
6. Do you feel like all the work is on your shoulders and others aren't stepping up?

Why do others not step up and take charge?
There are many reasons. Here are a few: (How many are you guilty of?)
You don't let them lead. You appoint them and then interfere with all their decisions.
They end up with all the work and none of the control. You don't delegate the necessary authority to go with the duties.
You don't celebrate or appreciate others effectively. They feel they are not valued.
They have seen others work hard only to have you change the plans at the last minute, thereby wasting all that effort.
You make decisions on your own and then announce them to the group, instead of seeking their input and approval. When it is "my way or the highway" most people will take to the highway to get away from you.
They don't want to do something just out of obligation or need. They want the joy and satisfaction of doing things that matter and doing them happily.

If you feel that nobody knows or cares as much as you, then you need to spend some serious energy developing the knowledge and caring in others. Otherwise, you will still be alone at the top next year and your team will have left you...again.

Stop the insanity! Change the way you lead. If you can't change then step aside. Life is too short for you to be constantly pressured and unhappy. Besides, you are probably making many others unhappy as well. So, make a change! Step aside and give up the power. Put someone else in charge and then assist (not control, just assist) them as they take the reins.

If you want to stay in charge then get some help to become more effective. Hire a coach or find a mentor. Turn to someone who doesn't fear telling you the truth.
Admit to the team that you see how you have missed the mark, but that you are willing to work differently in order to give everyone a chance to make a difference.

The greatest leaders of all time were people who listened to advisers and admitted their own weaknesses. They sought direction as well as gave it. To be the best leader that you can be you must make job one Telling Yourself the Truth!

Take a look at what is going on today. Ask yourself;
If nothing changes where is this headed?
At what point will there be a BIG problem if we don't change?
How much longer can I avoid telling everyone the whole truth?
What will the effects of that problem be after the initial crisis?
What can we, not I but WE, do about it? Don't try to go it alone.

Use all your strength, call on the people you care about and those who care about you and your "cause". Truly listen to them and consider following their lead instead of only asking them to follow yours.

Also, ask yourself, when is the time for me to step aside and be a supporter instead of "the leader?"
The purpose of your organization is to make life better for the people it serves.
How's that working for you?
If you aren't getting the results you want then now is the time to change the behavior patterns that created your current reality and start some new ones that will generate the outcomes you desire.

God's reply to our fears of causing Global Warming

by Jim Cathcart, 9-9-07

I thought you might enjoy this item I wrote today in reply to one of my colleagues who is concerned that we may be ruining the Earth. No reply sought, I just wanted to share a different point of view from all the news we've been reading. Jim C

Oh arrogant human, God thought as he smiled. What makes you so confident that you can spoil MY plan?
Want to make me laugh? Tell me YOUR plans.
This world is designed to work, even when you don't.
It already knows how to adapt to volcanic eruptions, quakes, tidal waves, huge fires lasting months on end.
It cleans up oil spills even if you don't. It is the ultimate self-renewing resource.
I know what I'm doing. My system works for all elements within it.

How long do you humans live? Want to compare life spans with me? I didn't think so.
Your concerns are heard, and yes, of course I care. You are my children.
But, folks, I'm going to outlive you all. There will be more children and each will go through life's cycles as you have.
Civilizations come and go, continents shift, and (because I intended it this way) the weather patterns constantly change. What I've frozen during one year I might choose to bake in the next. Every inch of the planet will ultimately get its day.
Droughts always follow floods, fires always purge thick growth, species fade from existence and new species replace them.
This ALWAYS works...always, get it?

The problem is perspective. You think only in terms of your own lifespans. You see the world as yours, not mine.
Silly humans. Earths are for God.
You are not able to change my weather, even if all of you agree on a process for doing it. Believe me, it won't happen.
First, you won't ever all agree on anything. That too, is part of the plan. Second. You don't know enough to make the right decisions about things as big as global weather. I'll heat Earth when I choose and cool it too. When you do something that converts some of my elements into other forms you do not change the overall makeup of Earth. You simply processed it into a different form...temporarily.
I'll put it back in the form I want it when I'm ready. You cannot change the amount of carbon on Earth or the size or nature of the planet. Your "pollutants", which I simply call "reformatted elements", are not going to spoil things for me or my Earth.
Now, they may spoil things for YOU but that's not my problem.
So, be responsible, work together, think beyond your generations, and enjoy what I've given you.

Of course, you will benefit from smarter actions and less waste. Sure you will get more from the Earth when you care for it better. After all it is the right thing to do.
But don't ever get the impression that you can damage my world.

What would you do? Set a fire? I do that all the time.
Would you redistribute some element like oil products? I do that too.
Let's see you cause an earthquake or a volcanic eruption. Try changing my atmosphere.
Can't do it can you? Nope not even with nuclear technology. Why? Because that's the way I made it.
My world is smarter than you. It's not just a dumb rock, it is an intelligent living system, an organism just like you.
So, lighten up folks and enjoy the life I've given you.
Oh, and by the way, be nicer to each other.
See you on the other side.
Dad

Inner Circles - the critical players in your organization

by Jim Cathcart
copyright 8-23-2007 All Rights Reserved

Circles, circles everywhere and all of them lead to outcomes.
Every group of people; a business, family, church, school or team has an "Inner Circle". These are the people through whom the major results are achieved. In the White House, in Congress, in Harvard University, in the San Diego Padres and at Google...there are small groups of people without whom the whole enterprise would suffer.

Even small businesses have Inner Circles. It's often Mom & Pop plus the most productive workers. As a sales person or a consultant, once you know who is in the Inner Circle of leadership then you know who to work with to affect major change in the organization.

In war, once you know the Inner Circle of your enemy then taking them out or removing their ability to function well is your key to victory. In sports it is the Inner Circle of certain talented individuals that inspire and lead the rest of the team to the championship. And you have an Inner Circle too. We all do.

Your Inner Circle consists of somewhere between a few and a dozen people. Groups larger than that are no longer "Inner" circles. Consider for a moment how many people you absolutely rely on in order to be productive each day. Regardless of their titles your Circle may contain; assistants, coworkers, your boss, a colleague, a key contact at one of your client companies, a supplier, a mentor or even your spouse. If any of these folks were to go away, your world and your productivity would reflect it right away. That's what I mean by "the people through whom you produce your results."

Take a minute and list the people in your Inner Circle. Keep it to twelve or fewer people. Don't worry if it is only four or five people. Write down their names and their roles or positions in relation to working with or assisting you. Seriously, take some time and write them down right now.

Next, draw a "sociogram", this is a format much like a graph or bar chart in which you put your name in the center and surround yourself with the names of the Inner Circle players. Think of a Hub (you) with spokes leading out to the others in a large wheel-like display. You are the one around whom the Inner Circle is organized and the spoke connecting you to each person represents your relationship with that person. Don't bother connecting them to each other just yet. That's for a later exercise.

Now do an analysis of three things about your Circle.
1. Examine the Mix of talents and viewpoints represented in this group. Is there a variety of complementary talents or does everyone seem to fit the same limited profile?
2. Notice the Individual Contributions each person brings to the team. What special qualities does he or she contribute? And...
3. Assess the state of your Relationship with each person. How well does that specific relationship work for both of you? Are you both committed to the success of the relationship? Do you tell each other the whole truth all of the time? Do you have a clear understanding of what you expect from each other? Do you have clear agreements to help you resolve potential conflicts?

The above analysis may be one of the most important thinking assignments you complete all year. After all these are the major players in your world and when you get everything right in connecting with them...success is imminent.

When every person in the organization is aware of his Inner Circle and then goes to work on improving; the mix, the talents and the relationships with each person...the organization improves almost immediately. After all, what is an organization but a group of people committed to a common cause? When you improve either the people or their relationships or both, you are bound to get overall improvement as well.

Try this exercise with your own Inner Circle and then go back to my earlier article on "Relationship Intelligence". Increasing the Relationship Intelligence of each Inner Circle is the quickest way to improve Teamwork, Productivity, Collaboration, and Innovation.

Relationship Intelligence

by Jim Cathcart
copyright 8-23-2007 all rights reserved

Relationship Intelligence...at Work is the working title of a new book I'm creating with Dr. David Ryback. Here is the premise: Intelligence takes many forms. We've all been familiar with Intelligence Quotient, IQ, and in recent years such concepts as Emotional Intelligence and Social Intelligence have been popularized by Daniel Goleman among others.
We've stopped asking the dysfunctional question "How Smart Are You?" and begun to ask the more useful question, "How Are You Smart?" There are multiple "smarts" as Howard Gardner, Robert Sternberg and Thomas Armstrong have shown us in their books: Frames of Mind, The Triarchic Mind and Seven Kinds of Smart, plus their subsequent works. We now accept such concepts as: Intellectual Bandwidth, Physical Intelligence, Interpersonal Intelligence, Musical Intelligence, and more.

I've found, in my work with over 2,600 audiences over the past 30 years of teaching, consulting and lecturing, that there is also such a thing as "Relationship Intelligence". This is the capacity for understanding and operating successfully within the context of a multitude of human relationships. Individuals with a high Relationship Intelligence (RI) have much greater success in all types of dealings because they see beyond the momentary human interactions to the desired outcomes of the relationships. This is not just "people skills", it is understanding human interaction within the context of continuing communication and commerce.
It is, as I say in my works on Relationship Selling (tm), seeing Relationships as ASSETS and managing them accordingly.

The business community has come to embrace this concept more and more each year. One tool that has helped in this respect is CRM software. Customer Relationship Management systems have become so commonplace that an entire subculture has grown up around them. They now have international conventions strictly for the exploration of concepts and practices that establish, expand and sustain relationships over time.
What used to be simply a Rolodex of information, or a "data base" has now become a complex system among systems for keeping people connected. We've advanced into understanding and anticipating people's needs and interests so that it is today virtually a science.

Here is The RI Formula (c): Relationship Intelligence equals Awareness Factor times Communication Skill over Desired Outcome.

RI = AF x CS / DO

The "Awareness Factor" consists of reading people and reading situations, in other words: Emotional Awareness and Context Awareness plus Self Awareness.
AF = EA + CA + SA.
"Communication Skill" as used here consists of self presentation (self expression) and adaptability quotient. Adaptability Quotient measures one's capacity for adapting to differences in people and changes in circumstances. CS = SP + AQ.
All of this is meaningless until you factor in the Desired Outcome.
A relationship with no desired outcome is not a relationship at all. It is simply a momentary exchange between people. Add a desired outcome; such as a business agreement and suddenly the expectations and requirements on both parties reach a much higher level.

For example: when two people make eye contact in a hotel lobby (in the USA) it is natural for them to smile, say "hello" or acknowledge each other in some way. That is not a relationship. Assuming they ride together on the elevator and exchange comments on the weather, they are still simply in "transaction mode" re: each other. But let's assume that they soon discover that they are both headed for a boardroom wherein they will be introduced to each other and engaged in a discussion of a new business agreement, then a relationship develops.
Once they make this discovery their dialogue will take on a new dimension. They will become significantly more interested in each other. They will listen more carefully, interact more intentionally and take the entire experience more seriously. This is because they are now "invested" in the relationship. Meaning, if it goes well they stand to gain something and if not they stand to lose something.
In a business scenario this usually revolves around money and in a social scenario it revolves around feelings.

The more Relationship Intelligent each party is the more likely the relationships will be successful. If one is Emotionally Aware, meaning they understand feelings and the factors that affect feelings, then they'll tend to be more sensitive to others and better at tact, diplomacy, persuasion, etc.
If they are Context Aware then they will understand that the situation is part of the relationship. Dealing with a CEO is not the same as dealing with a receptionist. Dealing with an urgent situation is not the same as dealing with a routine one. And so on.
To be Self Aware means to know how you come across to others and to understand what is going on within oneself. If you don't know you, then chances are that you don't understand others very well either. It is vital to "know thyself" as Socrates told us. This leads to self acceptance and self improvement.

Assuming a high Awareness Factor, the next category is Communication Skill. Just knowing is not enough, people must also be able to USE their knowledge to achieve an outcome. Communication Skill is Self Presentation, the ability to effectively express one's ideas and listen well to responses, plus Adaptability Quotient. AQ is the combination of knowing how to communicate differently with different people and knowing how to adapt to changing situations. One might be great at getting along with people of all types but unable to cope with change and consequently they'd be handicapped in that relationship. Likewise the reverse, we can be good at adapting to change but inflexible in dealing with people and encounter many obstacles to success.

All of these are learn-able skills. You can learn to notice more and thereby increase your awareness. You can learn to listen well and communicate clearly. You can learn to read people and know how to customize your responses to the way each person would best receive your communication. Also you can learn to cope with and adapt to change.

What Relationship Intelligence does, is, for the first time, it puts all of these elements into context. It shows how they interact and combine in ways that will achieve the Desired Outcome.

The organizing factor here is the Desired Outcome. One simple way to make your relationships more productive today is simply to restate and agree upon the Desired Outcome at the beginning of each dealing. Just say, "To put today's discussion in context let's review what we are hoping to achieve through our dealings." Then as each person states and clarifies their hopes and goals, you increase the focus and eliminate much of the irrelevant discussion.

Watch for more on this topic and please let me know your own interpretations of this message. This message is available as a speech or seminar and I'll happily work with your organization to increase the RI of your people and your departments. Stay tuned!
In Spirit of Growth,
Jim Cathcart
www.relationshipintelligenceatwork.com

The World & What We Are Doing With It

by Jim Cathcart

Situation: most people don't seem to live very much.
They work, they survive, they amuse themselves, but they die without having ever fully lived. Current statistics on heart disease, obesity, hours of TV watched daily and weekly, lack of exercise, etc. are quite distressing.

Likewise there has been a decline in intellectual growth. Schools have de-emphasized excellence in academic achievement and focused too much on social "comfort", trying to assure that nobody is offended or caused to feel inadequate. In doing so they have assured that many will in fact become inadequate when it comes to being able to direct and control their own lives.

Spiritually there has been a relaxation of standards as well. Character, once the cornerstone of education, is now relegated to a catch-all category that places more emphasis on "honoring diversity" than it does on doing the right thing. Integrity has given way to conformity and non-offensiveness. We have come to view the mere mention of religion or God to be an intrusion on the sensibilities of the nonbelievers.

Our connection with nature seems to still be there but between speed tourism and X games sports there isn't much sense of presence in the setting or quiet enjoyment of nature. "Nice river, I wonder if it has any number 5 rapids. Let's kayak it!" Naturally there is a place for bungee jumping and skydiving in life, but it's place number two or three, not the first place.

Socially we seem to be comparatively better off. We do, as a society, get together a lot. Unfortunately, much of it centers around watching TV or movies more than interacting. The social protocols of greeting cards, thank you notes, hostess gifts, and the like have been relegated to the more sophisticated and older segments of society.
As we urbanize more we also desensitize too. We often fear our fellow citizens as potential criminals and rage against them for the slightest misstep, as in "road rage."
We have become a society of people who often live near each other without ever becoming "neighbors." Many of us cannot name the families that live on either side of us or across the street. More "community" or "communing" is needed among us.
Electronically we seem addicted to staying connected. We disassociate from our surroundings while talking on the cell phone or sending instant messages. And those we are talking with are often the same people we just left a few minutes before. We now consider cell phones a necessity and a vital safety tool instead of a new convenience.

Financially we seem to be split between the entrepreneurs and the employees. The latter often focus on entitlements and use the legal system as a way to "get even" for perceived injustice or sometimes even mere inconveniences. Instead of finding meaning in their work and resolving problems as a part of life, they look for big rewards to pay for minor setbacks.

Nor are we a particularly emotionally mature society. We see frequent examples of our leaders behaving as rude, spoiled children. The press shows our leaders defaming our president and other top officials. City council and school board meetings often disintegrate into verbal slugfests. Insults and accusations of depravity, dishonesty, etc. are commonplace.

The media is at the core of our dilemma. We have permitted it to become a source of indignation rather than information and inspiration. The people who drive the media seem addicted to a degenerate view of life. They assume that sexual predators are all around us, and that everyone who makes a mistake or a bad decision deserves to be fired or put in prison. They take stories that are sensational (usually about a media personality) and fill the airways with minute by minute updates as if it mattered to the rest of us. They insist on our right to know, even on things we have no desire or need to know. And they lie. Many big stories that are believed by many yet today, were disproven completely many years ago.

On the positive side: we know more and have access to more than ever in human history. We CAN live more fully and effectively, we just haven't done so very often.

Healthcare is the best ever. And more people have access to it than ever. Government programs and insurance coverage provides access to amazing scientific technology never before seen by middle income people.
Health information is the best ever too. More doctors are now treating patients instead of diseases. One doctor in Oklahoma had a "shingle" that read "Dr. Jane Doe, Women's Diseases". Wouldn't you prefer to go to one who focused on "Women's Health"? Wellness, fitness, nutrition, studies by the Heart Assn, Cancer Society, and others have informed us as never before. There are wellness centers, resorts, fitness centers, personal trainers, American Council on Exercise, walks and marathons for charity, climbing walls, pilates classes, spinning, jazzercize, stretching classes, and dance exercise. On TV Dancing With The Stars has made us aware of the fun and beauty of performance dancing, and shown how much fitness it requires.

Learning is the best in history. Learning Annex, Phoenix University, Online Education, and other forms of adult learning abound. Video Professor shows us how to easily master the use of our computers. There are step by step self directed courses on Outlook, Excel, Word, Windows, etc.

The internet has become the neighborhood for many of us. It is the new main street of our village and the Mom & Pop stores of the past are now browsed via our computer 24x7. Our society is changing dramatically.

We can start a dialogue online today and be connected with people of similar interests in India, China, Europe and Canada within 24 hours.
And the information is FREE!

We can learn how to solve a problem by going online while the problem is still occurring! Emergency needs are met instantly in many cases.
People can get good guidance financially, interpersonally, psychologically, and scientifically in no time.
The answers are there for us, all of us. The internet doesn't discriminate. It doesn't care.
Anyone can find a way to connect with anyone else in the world in a short period of time.

We have appliances and conveniences never before known to mankind. Our interstates have live updates posted on huge signs. GPS systems show us where to go and when. Satellites send us hourly weather photos and we can Mapquest our way to anything, and even see an aerial photo of someone's home or office. Our homes are intelligent now as are our cars and offices. Our laptops and hand held computers and phones give us possibilities never before seen or even suspected by most of us.

And every human record has been and continues to be broken by someone new.
Grocery stores are filled with fresh foods from all over the world. And health standards assure the safety of the foods. Exceptions are corrected rapidly. Yet still many people have diets consisting of 90% of the same foods they always ate. The abundance around them goes unnoticed by many.
Bookstores are filled with answers, solutions, stories, facts, and fun for all ages. Affordably.
TV provides a gateway to the world for all of us. We can electronically visit any place on earth. And we can often go there too. Travel companies have made global travel affordable to many. Yet there are still people who have never boarded an airplane or left the city they live in. Potential is immense for all of us.

So, why should someone learn how to live more fully? Because that is their genetic assignment.
The goal of all living things is to live more fully. To be fruitful and multiply, to thrive, to grow, to expand, and to do.
Emerson said, "Desire...is possibility, seeking expression."
Christ said, "I am come that they would have life. And have it more abundantly."

Happiness is best found, not in momentary amusements, but in meaningful achievement. It's not the sugar that gives us joy, but the protein.
When we do things that have meaning, when we love, live, serve and savor, we experience joy.
That can never come from a bottle or a pill or a stolen reward. It only comes from Really Living!

New Podcast from TSTN featuring Jim Cathcart

Here's a fun podcast just a few minutes long that is taken directly from my new shows on TSTN television. This is excerpted from the series of 12 episodes I created with them that are currently on the air.

http://www.tstn.com/programming/podcasts.aspx?item_id=15

Just cut and paste the above link into your browser and let the video stream run. You can bail anytime you want but hang in there for the few minutes it's on if you can, because I'd like to get your feedback.

What do you like about it and what would you change if you could?

Feel free to pass this along to anyone you'd like. JC

Who Should You Take Time To Thank?

by Jim Cathcart, CEO & Founder, Cathcart Institute, Inc.

June 16, 1977. That was the day Cathcart Institute began. As our 30th Anniversary arrived the big question we asked was, "Who is responsible for this!?" :-)

With three decades of exciting achievements and joyful experiences it is important to remember who helped make it happen. As I reflected on our journey I noticed more and more people who had made a significant contribution. If I attempted to list them here there would be no room for this article. They were partners, coworkers, mentors, suppliers, fans, clients, friends, colleagues and even competitors. There were those who worked in our business and those who didn't. There were even some noteworthy folks who didn't even realize that they were part of my inspiration or motivation. We all learned from so many others.

Nobody makes it alone in this world. We sure didn't. You could argue that a personal service business like a training and consulting firm is often the lengthened shadow of one or two individuals. That might be true but those shadows get transformed when other people become involved. Hundreds of people deserve some credit for our successes.

How about yours?

How many people have inspired and motivated you? Who encouraged you during tough times? Who believed in you? Who challenged you?

Who coached and educated you? Who pitched in to help? From whom did you learn vital lessons despite difficult situations? Who touched you in ways that made a difference?

It is important that we make time to celebrate and acknowledge our milestones. These are times of reflection that remind us of the many valuable facets of our successes. Sometimes just celebrating our survival for yet another year, decade or generation can be enough encouragement to keep us in the game. Bouncing back is proof that we still have something to give. We can't all always succeed, but we can always try. And trying counts for something. Not giving up is an admirable trait as long as we are also listening to the marketplace while we persist toward a goal.

Say thank you often, and offer congratulations whenever you can. One of the greatest abilities we humans possess is the ability to acknowledge and appreciate. In fact, entire careers have been invested by some merely to get the acknowledgement or appreciation of someone else. There are few words sweeter to the soul than "I'm so proud of you!" and "I knew you could do it!" We not only need to hear these words, we also need to say them.

When we celebrated our tenth business anniversary, twenty years ago, I held a three day series of experiences that involved: former employees, friends and mentors, vendors, colleagues and coworkers. We had a picnic, went sailing, watched the sunset from a mountaintop, dined at my home, had cocktails overlooking the ocean, watched a slide show of our times together, gave gifts and mementos and held a small banquet. At the end we made a photo album of the experience and sent one to their homes with our gratitude. Never have I had as much fun! And everyone remembers it fondly. They knew for sure that their contributions were noticed and appreciated.

One of my clients prepared special magazine covers featuring each person and gave framed copies of them to each participant. Another client established what I called a "Gratitude Brigade" to assure that everyone got at least three separate forms of thanks. They combined personal visits, phone calls, handwritten notes, gifts and other forms of contact to assure that each person not only WAS thanked but, more importantly, they FELT thanked.

At an upcoming event each speaker is being presented with an art-quality pencil drawing portrait made from one of their photographs. You can bet that this gift will be proudly displayed for years to come.

Whether your milestone is an anniversary, a goal reached, a new era, or an ordeal endured and survived, it is important to find some symbolic way to imprint it along with your gratitude for the contributions made. As I mentioned above, it is not important that we thank people, what is important is that they feel thanked and appreciated.

In my 30 years as a professional speaker and consultant, I (with the help of many others) have authored 14 books, two of which became national best sellers, recorded scores of audio albums that sold millions of dollars worth, served as president of the National Speakers Association, worked with thousands of clients, spoke in all 50 states, most of Canada and circumnavigated the globe twice in one year! I was inducted in the the Speaker Hall of Fame, and Speakers Roundtable, received my industry's top awards: The Golden Gavel and The Cavett Award, authored the professional development program used by NSA, and addressed hundreds of thousands of the top business people in North America and Australia. I've had literally hundreds of articles published worldwide and I've had more fun than a person could reasonably expect in a lifetime! My best friends are many of the top thought leaders in the world.

But I'm just warming up. I have decades of creativity and service ahead of me. With good health I'm probably good for another entire generation, but I'll still need others all along the way.

If you've been connected with me in any way over these past 30 years I sincerely thank you. If not, then let's get together soon and see how much more successful YOU can be. I'm eager to be of service. There is no limit to what people can do when they join forces and keep the vision alive. Thank you.

In the Spirit of Growth,

Jim Cathcart

Two New Speech & Seminar Topics

by Jim Cathcart

Hi Folks, I'd love your feedback on the items below.

We've got lots of exciting news. My online library is growing daily and I've refined some new speech & seminar topics as well. (This is a new treatment of an older title.)

1. The Acorn Principle - Growing Demand by Growing Your Brand
From Brand Awareness to Brand Preference to Brand Insistence
Your Personal Brand and Your Business' Brand
Emerging in a new marketplace (How to create & establish your brand)
Transitioning from an earlier position
The biggest brand error of all (inconsistency)
Riding someone else's horse, at first
How to look like good news to everyone you meet
Knowing your "Publics"
Defining the reputation you want
Earning the reputation you want
Managing your reputation - consciously & intentionally
The Future you see and the Person you'll be
Expanding your Brand
Things that are measured tend to improve
Brand Marketing: Surround, Penetrate, Saturate
Personal Service Businesses, Small Businesses and Large Enterprises
Becoming the person you will need to be

2. Sales Psychology - Understanding The Mind of your Buyer
How people will show you the ways they like to buy
How to know what kind of "Relationship" buyers prefer
Opening new mental "files" so that you can learn more
The essence of intelligence is noticing more
Methods vs Patterns vs Principles
The tip of the iceberg and the bulk of the iceberg
Behavior Patterns are only the beginning
Internal Diversity and External Diversity
Personal Velocity differences
Understanding Intellectual Bandwidth - processing capacity
Multiple Intelligences - How is this person smart?
Value Priorities - what matters to him or her?
Background Imprint - patterns from the past
Know thyself - If you don't know yourself, others will be in control
Adapting to multiple differences in people
What This Means To You Is... (translating your message to suit their mind)
Modus Operandi- Mode of Operation - whether to use information or motivation next

These are just two new topics that have evolved out of all of my research over these past 30 years.
(June 16, 2007 is Cathcart Institutes's 30th Business Anniversary!)

I have not produced separate promotional pieces for these topics since they extend my existing topics but , check out the following link to my new website. It is a video one-sheet with three short clips of narration followed by live performance.
Here is the link: http://youonyourwebsite.com/Cathcart/One_Page.htm

In the Spirit of Growth,
Jim

Jim Cathcart
Cathcart Institute, Inc.
Executive Office
2324 Crombie Court
Lake Sherwood, CA 91361
805-777-3477
email: jim@cathcart.com
Jim on Video: http://youonyourwebsite.com/Cathcart/One_Page.htm
website: http://www.cathcart.com
Jim's blog: http://www.cathcart.com/blog

Do your friends really know what you do for a living?

by Jim Cathcart, founder of Cathcart Institute, Inc.

When my friend called and asked for a referral to someone who could deliver a keynote speech for his company's convention I was stunned. He wasn't aware of the fact that for 30 years I have been a professional speaker! He knew I wrote books and consulted with companies in helping them to grow, but he wasn't aware of the biggest part of my career; professional speaking. One visit to my website, www.cathcart.com, would have quickly shown him that I was a member of the Professional Speaker Hall of Fame, past president of the National Speakers Association and had received the Cavett Award and the Golden Gavel Award as one of the top speakers internationally. What a wake up call to me! I now make it a point to tell my friends what I do.

How many of your friends, neighbors and family members could accurately describe what you do for a living and how well you do it?

We spend so much time around those closest to us that we often assume they know much more about us than they do. I think it is a good idea to keep our friends informed. We join networks and attend functions in order to connect with prospects and discover opportunities, but do we provide overviews and orientations for those closest to us?

In an effort to keep you aware of my "news" I will be adding an announcement section to The Acorn Letter. The usual message will still be there for you and you can scroll right past my news if you aren't interested in it, but at least I'll know that I shared the latest information with you.

I encourage you to do something similar with your circle of relationships. Just start asking if they'd be interested in learning about what you do or can do for others. The most likely people to send you opportunities are those who already know and care about you. Keep them up to date.

Get all of your people to work together

by Jim Cathcart
Cathcart Institute, Inc.

A few years ago one of my clients was a Country Club with 25 managers, 125 employees with a mixture of two languages, about 500 members and a world class facility including Golf, Tennis and Dining. They had experienced a lack of communication between departments and some of their managers weren't taking their roles very seriously when it came to attendance at special social events. Some of the managers never complimented but frequently criticized their employees. Others never confronted bad behaviors. Relations with the customers (Members) were less than ideal. The budget available for addressing the problem was limited but they couldn't afford to do nothing.

The General Manager decided to schedule a series of training lectures from various experts in an effort to change attitudes and, ultimately, behaviors. I was invited to deliver one of the lectures.

When I interviewed the GM to see what his goals were he told me of the situation described above. Upon looking at the plans for the lecture series I could see that it was not a coordinated series focused on the needs but rather it was a group of interesting general presentations on "teamwork", "time management", "communication", etc. So I made a radical suggestion.

I said, "Don't do the lecture series at all. Just put all your energies into addressing the real problems. Let me be your project chairman and I'll design a plan to turn the attitudes and behaviors around." After some discussion he agreed and I was hired to be the outside "Director of Training" for the balance of the year.

Upon closer inspection I found that there was no ongoing program to orient new managers to the Club and its ways. Sure, everyone got some training to do "their job" but there was no form of In-Processing that would assure they were all thinking in compatible ways. Nor was there any training or process in place that truly made them feel like everyone was part of the same organization, all as one. So each person quickly fell into the mindset of "I'll handle my department and you handle yours."

No teamwork, no handoffs, little communication, no sense of connection with other employees, and no sense of duty or commitment to serving the members and guests. These were the predictable results of assuming that everyone would "get it" on their own. But, at least, they were pleasant toward each other. And, a couple of the first level managers were exceptional performers with great attitudes despite the lack of direction from above. Of the entire group most were well qualified for their positions and were good people. Only a few had "issues."

I determined that the first need was to orient everyone toward the Club in ways that made them proud to be a part of it and feeling an obligation to do their part to make it better. So I got their promotional packet that was distributed to every prospective member and to the press during special events. This gave me the images and content upon which to build our first meeting. We decided to work with the managers at first and to let them carry the message to their coworkers.

The press kit cover said "Welcome to XYZ Country Club". In the opening meeting I established an open atmosphere and put the managers at ease, then I posed the question, "To whom are we speaking when we say "Welcome to XYZ Country Club"?
They said it was directed at prospective members and guests. "Anyone else?" I asked.
Yes, the media reads it too.

Then I asked what seemed to be a stupid question, "What does Welcome mean?" They said it meant that we want people to feel that we are glad they are here and we will happily help them with whatever they want or need. They said it also means that they should have no apprehension about being here, just relax and enjoy because they are "welcome" here. (Nice answer.)
So I followed up with a second question, in the spirit of Dr. Phil, I asked, "How's that working for you? Do people truly feel welcome here? Do they tell you so? How do we know if anyone feels that way?" You see, without measures and feedback we don't know what is working and what is not.

My next question backed them into a corner even more. "Do we want the people who work here to feel 'welcome'? Or do we just want them to do their jobs and quickly go home? " I said that any worker who did not feel welcome here would probably resent their job and coworkers. If we want someone's best efforts then we have to treat them with dignity and show them that we care about them. People who are often reminded how little they matter tend to become resentful employees and they resist doing any work that isn't absolutely required. So, everyone agreed,"Yes, we want everyone who works here to feel welcome too."
Now I had them. So I asked, "what do you do that lets them know they are welcome here?" Silence.
I tried another approach, "what do we do or not do that causes them to feel they are NOT welcome here?" Answers started to flow. In other words, there were plenty of turn-offs being handed out but almost zero turn-ons.
Once I had made my case for new behaviors I asked the group to embrace a single, simple new policy: We acknowledge people, all people, all of the time, under all circumstances. I explained that this meant greeting each other in the hallways or at least smiling and nodding hello. It also meant speaking with people doing landscaping and housekeeping work. And it meant that all staff at all levels would begin to acknowledge members and guests too. They agreed.

Within one week of the new policy people started communicating more. It took some supervision to get everyone to practice the new behavior but once they knew we were seriously committed to acknowledgment, then everyone started speaking and smiling more often. It's hard to ignore a friendly hello or a smile and eye contact, so the effects were felt almost immediately. A simple behavior had produced dramatic effects. But much more work was still needed.

Our next management session focused on the Why behind all of the things we do. I asked each of them to explain why their department was important to the organization and why each role within it was needed. This was hard for some, they had never thought that way. They could explain How all day long, but they seldom thought about why. And a Why overrules a How every time. The person who knows How may have a job but the one who knows Why will usually be their boss.

After several sessions like the above, each building upon the others, we got to a point where every manager and many of their coworkers could easily explain how the country club worked, what each part of it did for the members and the owners, and how every one of their jobs fit into the system. They knew why they did things in the ways they did and what the value of each behavior was. They agreed to become more accountable for their outcomes and more cooperative with each other. The group had become a team and they cared about each other as well as the club itself.

The lesson here is that Behaviors always follow Mindset. Change the Mindset and you will change the Behaviors.
But to sustain the Mindset you need Systems. And all systems within the organization should grow out of the purpose, mission and vision (the DNA) of the Club in this case.
Between Mindset and Systems are Skillsets. People need to be continually trained in the Skillsets that allow them to perform at an excellent level.
Mindset, Skillsets, and Systems are the key to transforming a group into a Team.
For more information on how you can use ideas from this case study contact me at jim@cathcart.com.

The US Economy

by Jim Cathcart

My friends and investment advisors Bill & Mary Staton of America's Finest Companies recently posted the following in their monthly email report:
Brian Wesbury of First Trust Advisors sums up our thinking nicely, “Last year, U.S. exports, industrial production, real-hourly compensation, corporate profits, federal tax revenue, retail sales, GDP, productivity, the number of people with jobs, the number of students in college, airline passenger traffic and the Dow Jones Industrial Average all hit record levels. For the third consecutive year, global growth was strong, continuing to lift (and hold) millions of people out of poverty. In relative terms, the first five years of the current recovery have been much better than the first five years of the 1990s recovery.”

Now pause for a moment and reread the quote above.
Then answer this question, "What kind of shape is our economy in at present?"
Next question, "How does this compare to all the news you've been hearing and reading?"

My guess is that your impression of our economic status prior to reading the above, was that we were in a down economy and worse off than during the Clinton administration. The knee jerk response is "yes, but now we are at war and the economy is not the whole picture." Of course it is not the whole picture, but please get it that we have a robust economy right now DESPITE being at war. That is a big point.

In most situations the drains from fighting a war would sap the economy so much that it would be struggling for survival. The reason ours is not is that the current administration's economic policy of reducing taxes is working.

Our newly elected Democratic majority seems to be on a feeding frenzy to remove tax breaks and increase taxes on the business leaders, the ones who drive the economy. They claim that the "rich" are paying too little and the "poor" are paying too much. So they want to raise taxes.

Now, what's wrong with this picture? The economy is fantastically strong, jobs are plentiful, unemployment is way down and has stayed that way for years, tax income to the federal government is up due to the booming economy...so they want to "fix" it???

Folks, it doesn't matter what political party you embrace, the economy is driven by Ownership not by employees. Providing tax incentives to business owners is the quickest way to get increased salaries, increased tax revenues for the government and increased employee benefits. Successful companies with lower tax burdens tend to be more generous with benefits and raises. Struggling companies always tighten their belts and reduce what they pay to the employees, in order to survive.

Please do not listen to the politicians who are telling you we need more taxes. And for sure don't listen to those who claim that forced pay increases (via higher minimum wage laws) will help the workers. They won't. Never have and won't in the future. The more the employer HAS to pay to the government and to their employees the less they will invest in new technology, new products and new ways to grow the business. Businesses that grow require more employees (more jobs!) and they try harder to retain their good employees (more pay raises and benefits!).

Let's invest in education and raise the standards of performance so that everyone becomes productive. Leave the taxes low and get them lower if we can. That will stimulate business growth as we have seen it do for years now. Stop the insanity of the politics of good intentions and return to the policies of reason, logic and proven methods. Our economy is strong, please encourage your congressional leaders to stop tinkering with it in order to feel good about changing things (which, incidentally, don't need changing.)

Invest your energies in the issues that do need our attention: eliminating terrorism from the world, stopping the victimization of innocent people and expanding freedom and opportunity to all.

Self Leadership Skills - The Base Required For Success

by Jim Cathcart

If you can't lead yourself then you aren't ready to lead others.
Stated more positively: When you learn to lead yourself the world is yours!

In 1977 I formed Cathcart Institute for the expressed purpose of "Helping People Grow."
Since then I've worked with psychological researchers, organizational development specialists, managers, authors, poets, trainers, olympic athletes, philosophers, historians, scientists and motivators to determine how people can gain more control over their lives and more capacity for self direction.

My assumption has been that by empowering others to lead themselves effectively I will expand the contributions they make to the world and all of us will ultimately benefit. When I'm hired as a motivational speaker my task is not to motivate others but rather it is to show them how to continually motivate themselves. If I only motivate them from the outside then they remain dependent on others to get them going. But by showing them how to sustain Self Leadership, they are free to grow on their own.

For Managers, the best thing they can do for their employees is to teach them to manage themselves. As each person becomes more self-managed, their supervisor is freed to apply energy to other opportunities.
I have often informed my new employees that I expect them to continually learn and grow on their own, to become more valuable to my company and their career with each passing day. Yes, I support their learning in some ways, but the responsibility to learn and improve is theirs, not mine. I let them know that just as they expect me to grow the company, I expect them to grow themselves. If either of us stops growing then we should part company.

For Parents, the task of getting children to complete their homework is often a decades long assignment, and an unpleasant one at that. But if they can cultivate in their children a love of learning, they may never have to worry about homework again. The kids don't do homework on their own unless they feel a personal desire to do so. Outside pressure only creates a temporary stimulus. Show them the benefits and joys of learning. Show your own love of learning through your actions and teach them techniques to make learning more enjoyable and easier, then you can stand back and watch them grow.

In Sales, the sales managers that teach their representatives to become their own sales managers are freed to focus on producing more and better sales. Those who do not are saddled with the eternal duty of keeping their team motivated. Share the information freely and hold people accountable for taking initiative. Keep the numbers of what is working and what is not obvious to everyone. Things that are measured tend to improve.

There is an underlying concept here: Responsible TO vs Responsible FOR.
If I'm responsible FOR you then all things have to begin with me. When I don't act then you don't act, but you get to blame me for your inaction.
On the other hand, when I'm responsible TO you to provide direction, support and encouragement, then if I don't do my part, you are still in the drivers seat. I'm just a resource. That is as it should be.

Examine your own patterns. Do you condition others into the posture of waiting for your lead or do you expect and allow them to take actions on their own? Often our own policies and practices can work to defeat our desired effects. For example: if people are instructed to not take any creative action without your prior approval then creativity will not happen. But with the freedom to use their own best judgement they are allowed to explore best solutions. We only get new ideas when there is enough room to experiment.

Trust your people enough to give them some room. Allow them enough margin for error that they can take chances, but not so much that you put the entire enterprise at risk. Teach standards of performance, core values, best practices, and legal limits, but leave room for innovation. At least allow them to stumble and possibly fall as they progress toward your goals. Teach them how to Fall Forward when they experiment.
Don't encourage them to be "Risk Takers" instead teach them to be "Opportunity Seekers." Show them how to explore within reasonable limits of risk.

For Self Leadership to emerge, there must be: Trust, Support, Open Information Flow, Clear Guidelines, Resources and Compelling Goals. People step up when they have a reason to do so (the root word in Motivation is "Motive") and when they have permission to act on their own.

For more on Self Leadership Skills, go to www.selfleadershipskills.com.

Sherwood Parlor Series- The lost art of discussion

In the ancient days before television a practice flourished that was known as Discussion. In fact, people even hosted what were known as Discussion Salons. These were typically in someone's living room and the program for the evening was simply a lively dialogue among the participants.
Occasionally today we have great discussions with our friends and colleagues, but today it is less likely to be planned, and therefore less likely to occur at all. I say it's time to reverse the trend.
Let's get together and talk.

A few years ago my wife Paula and I moved to a new community. This one was 150 miles from our previous home and we didn't know many people. I found the uncertainty stimulating and decided to do something about it. So I contacted the Sherwood Country Club where we had moved and asked if they'd like for me to host a "Parlor Discussion Series" for the members and residents. They enthusiastically agreed. The club provided the location and catering. The attendees paid a small fee to cover expenses and I provided the topics, the special guests and the leadership of the meetings. (This may be something you can do in your home area.)

Evidently there was a thirst for "interesting discussions among interested people" because we had more people than our venue could accomodate at the first event. The topic I chose was "Friendship" and I invited one of my colleagues who had special insight into the friendships between Thomas Edison, Henry Ford, Harvey Firestone and Charles Lindberg.
About 26 people attended and we set up the room like a big living room with an oval of couches and armchairs.
I introduced my guest and told the group that the rules of our Discussion Parlor Series were few and simple: 1. treat this as your living room, relax and be yourself, and 2. be nice to each other.
They laughed in approval and we began the discussion. We talked about: how friendships are formed, types of friendships, the life expectancy of a friendship, what made them grow and/or dissolve, etc.

Since that time I've hosted 17 "Sherwood Parlor" events in almost five years.
We have had a fascinating assortment of guests and topics.

Prior topics have been:

• Friendship,
• Mentors & Role Models,
• What Motivates People?,
• Can Optimism Be Learned?,
• The Importance of Laughter,
• Leading in "Fast Time",
• The Importance of Stories,
• Adding Show-Business to Business,
• How To Cultivate Curiosity,
• Negotiation,
• Inspiring Yourself & Others,
• Why People Succeed,
• Creating The Future,
• Music Matters,
• Thinking About Thinking,
• and The Four Seasons Way (learning what makes a Luxury Hotel)
  

Guests have included: Bob Hope's chief comedy writer, Gene Perrett, Shuttle Astronaut, Col. Rick Searfoss, and an assortment of musicians, writers, speakers, executives, philosophers, etc.

This is not a speech atmosphere, nor does it require any special preparation.

In fact my guests usually only speak for a few minutes before we open to floor to everyone.

These are informal "living room" chats with a group of anywhere from a dozen to two dozen people who live here in the area.

The meetings convene at 5:30pm and adjourn promptly at 7:30pm so that everyone can still make dinner plans for after the Parlor. Starting and ending on time is vital. If you conduct an event like this the attendees will expect you to stick to your times and to keep the events interesting.

One way I keep things lively is by taking as much interest in the attendees as they do in my guest. I ask everyone for their opinions, questions or stories. Sometimes they are more fascinating than my special guests! At the end I summarize a few key points or ask the audience to do that for me. Then we go to dinner with my guest and invite the others to join us "dutch treat" if they wish. Usually about 1/3 of the participants will join our dinner party. We simply go across the street to the Tennis Club Dining Room and take as many tables as are available. It's an informal and spontaneous gathering, but it's always fun.

I encourage you to find some folks you would enjoy talking with, select a few fascinating topics, and schedule a parlor discussion of your own. You don't need to make a series of it, but you can if the interest is there. Let's get together more often and just talk.

The Secret to your Success - Leadership

Open any newspaper or magazine today and you will find a mention if not a feature on The Secret (the book & the DVD). This phenomenal product was created by Rhonda Byrne and includes some of my good friends; James Ray, Jack Canfield, Denis Waitley and others. They are speaking about the concept known as "The Law of Attraction."
Simply stated this law says, what you focus your attention on tends to move toward you. This is even true on the simple physical level. When riding a bike, if there is an obstacle in the road, by looking at it you almost assure that you will collide with it. So we are taught to look at the unobstructed path around the obstacle, not at the obstacle itself. Try it sometime, in a safe area, pick a point in the road ahead of you and look at it while intending to avoid it. You will "hit" it instead. Then look just to the side of it and you'll avoid it.
On the metaphysical level this means that what you think about will "come upon you." If you think about success you will surely achieve it. If you think about your fear of not succeeding, failure will be yours. It takes much training to get our thoughts and feelings under our guidance. They are used to following their own lead.
But the payoff for taking control of what you think about, how you think about it and how you allow yourself to feel about it, is huge! This is the most important work you can ever do because it will allow you to do everything else you ever decide to do.
I've proven it in my own life repeatedly and I've seen countless others learn to do it too.
It comes down to Self Leadership. You need to take charge of yourself.

If you don't take charge of you, others will. Everyone is led, but only the successful few are self led. That's because they have decided to and committed to doing so.
Start today to notice how you think and feel. Start keeping a journal or log of your thoughts and feelings each day. Study the patterns over several weeks and see the links between your thinking and your outcomes.

Read inspirational messages each day. Listen to podcasts and recordings that uplift you and show you how to own your life. Write out your primary goals and look at them every day, several times a day. Train your mind to focus on what you want, not what you fear.
You can have the life you want, but first the Universe needs to know from your thoughts what it is specifically that you want. Send the messages clearly and live as the person who is about to receive them.
You deserve an abundant life. And the rest of us need the contributions you can make as you become more successful.

12 New Episodes on Jim Cathcart's TV Show

The full 12 episodes of Jim Cathcart's new TV series debuts on TSTN!

Dish Network features TSTN, The Success Training Channel, and it is also available on the web via this link. There is a special seasonal discount right now for new subscribers.

This exciting new show has 12 half hour episodes covering the following topics:

1. Relationship Selling: Managing relationships as business assets.

2. Reputation Management: Reputation Creation, Expansion and Management.

3. The Metrics of Sales Success:
What to measure and how, Behavioral Economics, Doing what pays off.

4. The Eight Competencies of Relationship Selling.

5. UpServing for Greater Sales:
Increasing satisfaction in order to increase transactions.

6. Enlisting Everyone in Selling (Sustaining a Sales Culture):
gaining full cooperation and involvement in sales.

7. Face to Face Selling- Confirming the Sale:
Presentations, Persuasion and Communication.

8. i-Contact Skills for Today’s Digital World:
(alternatively: e-contact Skills)

9. Sales Negotiation: How to sell when the prospect isn't ready yet to buy.

10. Selling to the Differences in People: How to sell in the way that people like to buy.

11. Selling In Fast Times- (The Time Value of Action):
How to sell when change is faster than you are.

12. Sustaining the Selling Mindset (Think Sales):
Thoughts shape actions, certain mindsets generate sales; others restrict sales.

Follow the link by clicking on the TSTN banner above or just go to TSTN on the web
http://www.tstn.com/programming/ThePurposeofSelling.aspx?img=28&kbid=1240
to access this and many other great shows on this exciting new channel from Splash Network.

Let us know how you like the show and any suggestions you have for making it even better. You can subscribe and have your entire team watch this series of programs as an ongoing training series. The only cost is your one subscription. And with the other programs from world leading authors and experts you can design a curriculum that is truly powerful.

Watch for my new Website Video Clips

I just spent two days in the studio creating a series of video messages to guide people through my website. Each is 1 minute or less in length so they won't be obtrusive or in the way.
Watch Cathcart.com and 101Leaders.com over the next few weeks for these enhancements.
Here is the link to my "video One Sheet" with clips from live performances.

http://youonyourwebsite.com/Cathcart/One_Page.htm

Let me know what you think of it.

I will also send out a few video emails that I think you'll enjoy.
If you would like to do some of these same upgrades to your own online marketing just let me know. I have a team who can create the items for you and I'd be happy to assist you as an online spokesperson if appropriate.

See you in the movies! :-)
Jim Cathcart

How to build your board & leadership team

How to Build Your Board & Leadership Team
by Jim Cathcart, founder, 101 Leaders Institute
Chairman, Cathcart Institute,Inc.

Until you multiply yourself through others you are not using all your strength.
Our potential lies not only within us, but also within all who share our goals and concerns and those who care about us.

To build your leadership team there are several approaches to take:
1. Determine who is already on your team.
Look at your email log, your phone call log, your daily calendar, your checkbook register and other "tracks" of where you've been and who you have communicated with recently. Many of these folks are in your corner already. Note who they are.
2. Identify the people you want on your team.
Write down the names of the individuals who, in a perfect world, would be aligned with you. Set goals to connect with them and lead them to your cause over time. Consider this a multi-year project, "sooner or later I'm going to get you."
3. Determine the expertise level of your current team.
What level of expertise is on your team now? What would you like it to be?
Plan to train, develop, coach and support your team members so that they advance to the next levels of their potential. This will make them greater assets for you.
4. Assess the mix of talent and perspectives on your team.
Does everyone bring the same talent to the team? If so, go shopping for new and different abilities to recruit to your cause. Get a balanced team of varying viewpoints, skills and connections.
5. Grow tomorrow's leaders like you'd grow a garden.
Tend your relationships like plants; daily attention, adding nutrients, grooming them for growth. Think of every customer, supporter, buddy, vendor and colleague as a potential leader for your team. Nurture them over time to become more involved, more committed and more interested in your cause. All relationships are assets and all relationships have a future.
6. Make sure each meeting, bulletin, email broadcast, and phone conference is productive and interesting. Remember, there must be some payoff to them for helping you. Make your meetings fun and useful. Don't waste time and don't be boring.
7. Find out what they would like.
Study each individual's interests, values and goals. Help them get to where they'd like to go. Make the service a two-way street. You help them ge what they want and they open doors to what you want.

Copyright 2006 Jim Cathcart
www.cathcart.com
www.101Leaders.com

The Chairperson's Planning Guide

The Chairperson's Planning Guide
by Jim Cathcart
(To be completed in writing)
"If it isn't written, it isn't a plan." Jim Cathcart
"Plans are nothing but planning is everything." Dwight D. Eisenhower
"No plan survives its contact with reality." Leland Russell

1. What is Your Primary Purpose? Describe your desired outcome. What will the successful effect be if you do what you plan to do?
2. Determine the Need. What is it that you plan to do and why does it matter? Who is concerned about it? Who will be affected by it? How urgent is it? How big is the need?
3. Relationship to Other Goals. How does this project fit into the other priorities you are working on? Does it help lead you to another accomplishment or away from it? Are there others who are working on related tasks? How might you combine efforts with them?
4. Establish Priorities. Define the importance of this project in relation to the other interests on your list. Should this come first, second, last? Is your method of setting priority based mostly on hard facts, other people's opinions, your own feelings, relative risks, or what?
5. Set Your Goals. Define specifically what you will do, by when and to what extent. Make sure it is measurable, achievable, challenging, and most of all...desirable. You and others must truly care about whether these goals are reached.
6. Brainstorm possible obstacles and how you will address them. See your problems before they occur.
7. Identify Your Resources. Who can help? What tools will be needed? What information will be needed? What skills will be essential to your success?
8. Define the Steps in the Process. Identify your milestones, checkpoints, and key events. Know every step that has to happen in every aspect of the project.
9. Budget and Schedule. Then Schedule and Budget. Determine the cost of doing what you plan. Specify the revenue that will be generated and when it will arrive. Also specify the costs you will incur and when you will incur them. Lay out a detailed time-line of the steps and budgetary effects, then revise and improve the schedule and budget to achieve the optimum plan.
10. Do It Now! Get started today. Stop planning and start doing. Call people, take action, get moving, produce measurable progress now.
11. Watch Yourself and Improve. Do an after-action review as each part is completed. Ask what worked and didn't. Determine why. Avoid blame, just analyze and learn from it. Ask the WIN question, "What's Important Now?" Revise your plan constantly to reflect the best approach now. When in doubt...stick to the plan! Follow your plan until shown concrete reasons to do things differently. The success of most endeavors is found in the persistent actions and daily improvements.
12. Celebrate! Take time to enjoy your success...but not too much time. There is more to be done and more people who need what you can do.

copyright 2006 Jim Cathcart, Lake Sherwood, CA, USA