Don't be trapped by dogma

Your time is limited,so don't waste it living someone else's life. Don't be trapped by dogma - which is living with the results of other people's thinking. Don't let the noise of other's opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition.They somehow already know what you truly want to become. Everything else is secondary..Steve Jobs

 Believe me I know this was a picture of me in 2002 from a car wreck that almost claimed my life.

Philosophy Creates Your Life!!

• Do you find yourself missing the one thing that could change your life or help you achieve a certain goal or a dream? Now 001, Inc  has been there and there has been times when we understand why. We have learned to tap into our power of our daily discipline and achieve habits that served us with positive people around us. Learning how to form powerful relationships with wonderful people has made a big difference in our mission of building better families with more freedom. To learn more about how you could make a difference in your life we suggest reading books from John Maxwell you could find those books and audio
• by clicking here:  Philosophy Creates Your Life!!

A New Business Opportunity with............

 
100% MONEY BACK GUARANTEE
How it WorksThe combination of the Wealth Masters International product line along with its lucrative business opportunity has created the “Perfect Storm” in the Direct Sales industry…

No other company matches Wealth Masters International’s holistic mentoring approach to Wealth, Health and Wisdom. Wealth Masters International has assembled the world’s brightest minds to assist you every step of the way in these important areas of success.

With the combination of our cutting edge Product line and our very lucrative Wealth Masters International Hybrid Compensation Plan, everyday people are able to create freedom in areas of finances, health and wellness, as well as their own growth in life.

Now more than ever, Wealth Masters International is the only option where you can make as much money as you choose, then learn by the Masters how to keep it, protect it and grow it. 

Wealth Masters International is a company built upon life-changing products that utilize the power of a Hybrid Wealth Plan.

“If you are a person with big dreams and would love to support others in achieving their big dreams, then the network marketing business is definitely a business for you. You can start your business part-time at first and then as your business grows, you can help other people start their part-time business. This is a value worth having - a business and people who help others make their dreams come true.”

Robert Kiyosaki
Entrepreneur, Businessman and Best Selling Author 

Click here to join NOW!!!   WMI Consultant. # 24461

Do you see why so many jobs are leaving America?

So they are but where's the Americans who are creating their own jobs, like the business minded people of the past like Bob Evans or Ray C. I planned to use for the textual basis for our thinking together that passage from the prologue of the book of Job where Satan is pictured as asking God, "Does Job serve thee for nought?" And I’d like to ask you to allow me to hold that sermon ["Why Serve God?"] in abeyance and preach it the next time I am in the pulpit in order to share with you some other ideas. This morning I was riding to the airport in Washington, D.C., and on the way to the airport the limousine passed by the Jefferson monument, and Reverend Andrew Young, my executive assistant, said to me, "It’s quite coincidental that we would be passing by the Jefferson Monument on Independence Day." You can get so busy in life that you forget holidays and other days, and it had slipped my mind altogether that today was the Fourth of July. And I said to him, "It is coincidental and quite significant, and I think when I get to Atlanta and go to my pulpit, I will try to preach a sermon in the spirit of the founding fathers of our nation and in the spirit of the Declaration of Independence." And so this morning I would like to use as a subject from which to preach: "The American Dream." (Yes, sir)

So yes, the dream has been shattered, (Amen) and I have had my nightmarish experiences, but I tell you this morning once more that I haven’t lost the faith. (No, sir) I still have a dream (A dream, Yes, sir) that one day all of God’s children will have food and clothing and material well-being for their bodies, culture and education for their minds, and freedom for their spirits. (Yes)
I still have a dream this morning: (Yes) one day all of God’s black children will be respected like his white children.
I still have a dream this morning (Yes) that one day the lion and the lamb will lie down together, and every man will sit under his own vine and fig tree and none shall be afraid.
I still have a dream this morning that one day all men everywhere will recognize that out of one blood God made all men to dwell upon the face of the earth.
I still have a dream this morning (Yes, sir) that one day every valley shall be exalted, and every mountain and hill will be made low; the rough places will be made plain, and the crooked places straight; and the glory of the Lord shall be revealed, and all flesh shall see it together.
I still have a dream this morning (Amen) that truth will reign supreme and all of God’s children will respect the dignity and worth of human personality. And when this day comes the morning stars will sing together (Yes) and the sons of God will shout for joy.
"We hold these truths to be self-evident that all men (All right) are created equal, that they are endowed by their Creator with certain inalienable Rights, (Yes, sir) that among these are Life, Liberty, and the pursuit of Happiness."
We open the doors of the church now. If someone needs to accept Christ, (Yes, sir) this is a marvelous opportunity, a great moment to make a decision. And as we sing together, we bid you come at this time by Christian experience, baptism, watch care. But come at this moment, become a part of this great Christian fellowship and accept Christ (Yes, sir) as your personal savior.

NOW 001, INC.

The Choice of Living the Dream

The American Dream

Globalist Shill Barack Obama Asks Business Leaders For Job Creation Ideas Even As He Ships More Of Our Jobs Overseas As Part Of The New One World Economy

Moms Potato Soup

Moms Potato Soup

Eagles always fly.

Business people do business like business is suppose to be fast. That's why flying is the best option in the busy business world. 
"Leaders fly and collect. Jokers drive and regret!" -
click here BE A LEADER & FLY  

What happens to Coins during a Hyperinflation ?

Imagine a scenario where the USA experiences hyperinflation such as occurred in 1923 Germany, 1946 Hungry, 1980's Argentina, or current Zimbabwe. What would happen to the US pennies, nickels, dimes, quarters, half-dollars and dollar coins? Would their value fall as fast as paper and electronic money? Or would the coins begin to take on a greater value and start to vanish from circulation as "bad money forces out good"?

My hypothesis is that that US coins, and especially pennies and nickels, would retain most of their current value, despite a hyperinflation on the US dollar.http://www.shopnumis.com/now

America ~ Is It Still a Land of Opportunity?

Obviously, it is getting more and more difficult for the vast majority of young people in America to achieve the same levels of success as their parents and grandparents, at least in terms of personal income.

July 18, 2008  –  We were delighted to learn recently that Stephanie, the oldest daughter of dear friends of ours back in Missouri, David and Nancy Israel, will be graduating from nursing school soon. Although she probably had some financial assistance based on merit, or need, or both, we suspect that her parents still had to dig pretty deep to see her through — her father being a Methodist minister and her mother a school teacher. Both careers are known to be rewarding, but not necessarily in the salary-way.

With the rising cost of higher education in this country outpacing pretty much everything except the cost of health care, more and more parents like David and Nancy are finding it more and more difficult to provide their sons and daughters with a college edu- cation — the “open doorway” to both personal and professional success in life.

To help pay for tax cuts that have primarily benefited the wealthy, President Bush reduced the size and cost of government when he became President in 2001. He stripped $12 billion from the federal student loan program as part of this reduction, and the previous level of funding for this has never been restored. Today, a Pell Grant covers only 33% of a student’s annual college costs. In1975, Pell Grants covered 84% of students’ costs. But this isn’t all the President’s fault. When Bush took office, the cost of tuition at a public four year institution was $3,501.The cost this year, 2008, is $6,185 – an increase of 56.7%. Over this same time period, median household incomes have decreased 2% despite an economy, as measured by the administration’s Gross Domestic Product (GDP), that has been expanding.  Because of this burdensome cost, the reduction in aid programs and the government’s favorable policies toward the $85 billion a year student loan industry, over 400,000 qualified high school graduates will not be able to attend college this year.
According to Bill Moyers’s new book, Moyers On Democracy, one-third of all college students graduated with debt in 1993. In 2004, two-thirds did. And, according to the College Board, the total volume of private student loans has grown by 27% since 2001, the year that George Bush became our President. Some of these “private” loans carry interest rates as high as 19%, and most undergraduate students finish with close to $20,000 in student loans whether he or she is able to find a good job or not. This is a 108% increase in just a decade. Compare this to the $11,100 in debt his/her counterpart graduate carried in 1975 paying just 6.8% interest when the government was still making these loans. This was before we started off-shoring many of our better-paying jobs for entry-level graduates. But Stephanie won’t have a problem finding a decent-paying job; nurses are in great and growing demand. Hopefully, she won’t be paying upwards of a third of her salary to retire student loans as some must.
So who has been making all this money in an expanding economy? Good question.
According to a PhD economist, Paul Robin Krugman, who is professor of economics and international affairs at Princeton University and also a columnist for The New York Times, if we were to equate the total population of Americans in the civilian labor force with 1,000 people and line them all up left-to-right according to how much they make, then equate their personal incomes with how tall they are, the person in the middle would be six feet eight inches tall. The person on the extreme left would be only 20 inches tall. But the person on the extreme right — wow!  He would be almost 600 feet tall – nearly 5 times taller than his counterpart back in the mid-seventies. The persons to the left of center would have all grown too, reflecting a growing economy, but they would only be about fourteen percent taller today.
So, one might well ask, “Is America still a land of opportunity?” This, I realize, depends on how one defines success. But if income is part of one’s definition of success, the correlation between years of education and success could not be stronger. The following table is from the textbook that I use in my Economics Survey class published by Glenco/McGraw-Hill.

Pursue peace with everyone.

The word peace can be difficult to define. How can we pursue peace with everyone if someone has intentionally hurt us? Perhaps it's better to just avoid them. And likewise, how can we pursue success in business if someone is continually blocking our every move?  Peace with be the answer. Freedom from hostility, which equals serenity. Jesus spoke peace as well as other spiritual leaders of our past. Most people are peaceful when giving the option. However, the overall goal to achieve great passive results in any aspect of life and business is to pursue peace with the mindset of overcoming the bitterness that some might have towards others. 

What are cash flow notes?

Cash flow notes are actually not that hard to understand - they are merely documents, similar promissory notes that hold one party obligated to pay another and set out the conditions and terms of payment, including but not limited to interest and term. There are a lot of different types of obligations real estate loans, court settlements, annuities, and lottery winnings.

Read more: http://wiki.answers.com/Q/What_are_cash_flow_notes#ixzz1EgZXwswN

Trust, honesty and respect are Important

Trust, honesty and respect are some of the attributes we’d like to see more often in people we
live and work with. The Way to Happiness, a code of conduct consisting of twenty-one common sense principles for better living, consistently and successfully demonstrates its effectiveness in helping bring about happier lives.

The Two Types Of People to Seek.

Happy & Focus
Why happy?
To have happiness is to have a peace of mind relaxed and hopeful for the next mission.

How can a person tell whether a person is happy or not?
It's easy , just look at their walk and look at  their smile. The way they use their words will "spill the beans" so to speak.



 Why focus?

Most people who are not focus really don't see the objective there is usaully more in the way then what should be and without focus they will only get to the sign-up and stop. 

What are focus traits?

A person with focus will always be on the go but continue to have eye contact with you or the person they are speaking with in order for them not to miss important facts the focus has to be there no one wants to keep repeating the same thing over and over.

The two types of people to show your plan to or to invite to see your plan has to be up-beat and ready to go with the program. Teachable and ready to learn.

Adam Chandler once told me that I will never get who I want in my primary business, I would get who I am.

Those words has always stuck with me and after many sign in and followers leaving and not been productive at all I had to change my leadership and become what I wanted to see in my downland and team mates.

" Getting what you want is becoming what you need "

Traps are easy to fall into with business

Behavior Trap 1: Failing to Set Proper Expectations
Everyone has seen senior managers announce major directional changes or new goals without spelling out credible plans for achieving them or specifying who’s accountable: for instance, “We are going to reduce the use of cash by 40% next year” or “We are going to cut train accidents significantly” or “We are going to shift focus from midmarket customers to the upper end during the next two years.” Such efforts go nowhere.
More than 35 years ago, in “Demand Better Results—and Get Them” (HBR November–December 1974), I asserted that setting expectations that actually evoke maximum performance was executives’ single weakest skill. Nothing has changed. In all the organizations I have observed, managers commit several transgressions when making demands of their people (see the sidebar “The Seven Deadly Sins of Setting Demands”).
Here’s an example: A large iron mining and processing company was receiving many angry complaints about quality from its largest customer. The CEO met those complaints with apologies and vague promises, and strongly reprimanded the general manager of the guilty operation. The GM in turn held management meetings and communicated with employees about quality—month after month—but there was no discernible improvement. He would have been affronted by the suggestion that his expectation setting was faulty, even though he’d never established specific goals or explicit plans for achieving them.
Another common offense is to describe what must be done and then signal, albeit unintentionally, “if you possibly can do it”—as in, “I know you’ve lost some people, Stan, but you have to give it a go; we really need to increase sales in your territory.”
Such problems are especially insidious because senior managers often lack insight into their own behavior. I vividly remember watching the world-renowned head of a major media company wave his financial reports in the air at officer meetings and refer to them as “confusing junk,” much to the consternation of his CFO. When I quietly suggested that he was reinforcing the CFO’s behavior by not explaining clearly what improvements he wanted to see, he brushed me off. His dramatics continued with no impact whatsoever on the quality of the reports.
A lot of the time, the failure to define requirements comes down to anxiety. Being clear requires considerable thought and is much more difficult than issuing general statements like “We need to speed up payments, so get off your...” Managers may worry that if they set specific targets their people can’t achieve, they too will look like failures. They may fear being viewed as unreasonable ogres by those with whom they work and play golf. Or they may secretly dread some sort of subtle rebellion, where employees appear to comply but undermine initiatives through inattention, focus on competing projects, lapsed communication, or the like.
The Seven Deadly Sins of Setting Demands. The first behavioral trap—failing to set proper expectations—includes the following transgressions:
1. Establishing too many goals
2. Not requiring a plan for how and when goals will be achieved
3. Failing to push for significant improvement for fear that people are already overwhelmed
4. Not assigning clear one-person accountability for each key goal
5. Signaling an unspoken “if you possibly can” at the end of a statement of expectation
6. Accepting reverse assignments (“Sure, boss, I can get it done if you will see to it that...”)
7. Stating goals in ways that may not be definable or measurable
Behavior Trap 2: Excusing Subordinates from the Pursuit of Overall Goals
Every operating or staff manager is naturally preoccupied with the performance of her own unit. People with such singular focus tend to “delegate” responsibility for organization-wide performance upward to already overloaded senior managers, who often don’t push back.
For instance, the CEO of a large IT-based company had determined that demographic and technological trends would gradually render many of the firm’s business lines obsolete. When he tried to draft the smartest people in several units to help him develop new strategies, however, their bosses objected. They claimed they understood the dangers of obsolescence but protested, “We have critical problems today that we need these people to deal with.” The CEO backed off in the face of this strong and seemingly valid resistance.
Another illustration: The largest division of a global telecommunications-manufacturing company suffered competitive disadvantage due to its slow new-product development. The head of product development worked with each of her units to pick up the pace. She asked for and got faster preparation of drawings, faster tool design and development, faster lab and market testing, and faster manufacturing gear-up—but she never asked any of her people to take responsibility for improvements beyond their own functions. As a result, she was the only one who felt personally accountable for the overall results. Though each unit reported significant gains in its own performance, the lack of joint focus on the big picture meant they didn’t add up to much improvement.
Tunnel vision on the part of unit heads is understandable. They’re invested in their own work, and reward systems are typically geared to individual roles and results. But why do senior managers just accept this as the way things are—especially since it forces them to actively coordinate projects their people could be managing independently? Having to play nursemaid to so many activities saps executives’ time and energy. Yet very few seem willing to assign a subordinate full responsibility for achieving results that will require substantial input from peers.
Behavior Trap 3: Colluding with Staff Experts and Consultants
The work performed by internal staff experts and external consultants has multiplied by 20 to 40 times in the past five decades, and the scope of their activity has greatly expanded. But the vast majority of them still get senior management to go along with the same old flawed contract: They agree to deliver their “product” (such as a new system, organization structure, marketing plan, training program, or corporate strategy)—and even to implement it—but they don’t assume responsibility for outcomes. They imply that performance will improve but almost never include measurable gains as part of the deal.
The reason is simple: They are confident they can provide their own expertise, but they are not so sure about working with the client to produce results, so they limit their commitment. Clients almost universally accept this kind of deal. Only a small number of companies require consultants to agree to a fee structure based partly on results or hold their staff experts accountable for the outcomes of their work.
One aluminum-processing plant hired a consultant to improve its automated control system with the aim of speeding up its rolling mill’s throughput. A considerable investment in software and hardware upgrades didn’t accomplish that, however. Instead of being apologetic about the results, the consultant hinted that the company was not exploiting the new system properly and suggested further improvements. Unfortunately, it’s not unusual for consultants to recommend solutions that are impractical or that ignore the limits on the kinds of changes the client organization might be capable of carrying out.
It is obvious why the world’s experts feel protected by such contracts. But why do clients collude with them? From what I’ve observed, specifying sharp, measurable goals for a project puts the reputation of the senior executive client on the line. She must play a much more active role in its design and implementation. It’s safer psychologically to place the initiative in a staff expert’s hands or sign a fat check to a consultant and hope for the best. If the project succeeds—or if things seem to be going better for whatever reason—the client executive is a hero. If it fails, she can say, “Even X couldn’t solve this one!”
Behavior Trap 4: Waiting While Associates Prepare, Prepare, Prepare
When senior managers challenge people to improve sales, accelerate turnaround, reduce costs, develop products faster, or make other needed improvements, the usual response is “Yes, but first we have to...” Finish the sentence: Train our people. Study the market. Replace a key player who retired. Launch the new system. Set up focus groups with some customers. Bring in Six Sigma. Make our culture more change oriented. And so forth.
Modern managerial culture worldwide is imbued with the notion that the first step in improving performance is finding new programs to produce the gains. Seldom does a leader naturally shoot for improvement within existing systems and structures. That’s because most managers want to believe they are already doing the best they can with the available resources. To safeguard their egos, they conclude that they can’t achieve better results without adding something new. They’re inclined to make announcements like “Once we get the new inventory system in, we ought to be able to get our inventory turns way up”—providing the illusion that the issue is being handled.
The aluminum company with the rolling-mill problems fell into the perpetual-preparation trap. About 20% of its orders were shipping late. Since customers mainly used its products in their own manufacturing processes, on-time delivery was essential. The IT manager suggested a solution: Engage a consultant to work with her to install a customer-order-tracking system. If followed, that recommendation would have required six or seven months of work and several million dollars, plus an unspecified number of months to find out whether the system would improve deliveries. Having no alternative solutions in mind, top management seriously considered buying the system.
Overcoming the Traps
The examples I’ve mentioned represent the hundreds my colleagues and I have seen. The behavior traps can sabotage even the most productive organizations—especially because they reinforce one another in ways that senior management may not see.
Grim as the situation may be, it does have its bright side: These traps account for such significant productivity losses that if you’re willing to confront them, you can find major gains. The first (and toughest) step is simple awareness.
Try to identify recent events where you encountered some of the behaviors I’ve described. Then you can start to push yourself outside your comfort zone, experiment with more-effective methods, and enjoy positive results as your reward. Small personal experiments by senior executives tend to be the most liberating. No “program” can yield benefits as compelling as those experienced by a manager trying out a new way of setting performance demands.
A useful experiment of this kind meets three criteria: It rapidly produces tangible, reinforcing results (that is, it’s not just a preparatory step), it incurs very little risk of failure, and it’s confined enough to demonstrate a clear, incontrovertible link between the experimental behavior and the outcome.
Gary Hamel and Liisa Välikangas describe the power of innovative experimentation in advancing strategy (see “The Quest for Resilience,” HBR September 2003), and my colleagues and I have frequently emphasized its role in operational improvement, in these pages and elsewhere. But only recently have we begun to understand its potential to free managers from the behavior traps that block so much potential.
Take the iron plant whose largest customer was furious over quality failures. The general manager stopped talking about “solving the quality problem.” He asked his operating managers to name a couple of places where, with focused effort, they could reliably achieve quick results. They generated a formidable list, which they narrowed down to the five that seemed most promising. For each, the general manager named one person to be responsible for achieving a specific quality improvement in 100 days, with the assistance of a small cross-functional team. The teams were asked to declare in advance the precise gains (not just the activities) they intended to pursue and to prepare a road map of how they planned to succeed.
One objective was “Increase greenball dry crush strength by a minimum of 5% on Line 16.” Another was “Increase from 80% to 90% the proportion of samples where moisture variation is within limits.” You don’t need metallurgical sophistication to see that these are clear, measurable goals. In each case the team lead was held accountable for achieving the needed results even though doing so entailed making improvements outside the bounds of his own job.
All five projects succeeded and were extended to the rest of the plant. Within the 100 days, the quality problems eased up, and in a few more months, they were virtually eliminated. Equally important, the experiment was a transformative experience for the general manager. He grasped, as never before, the power of communicating a clear demand to an accountable manager.
It all sounds so elementary that many managers assert, “Oh yes, of course that is what we do.” But in fact, the much more typical programmatic attacks, like this mining company’s series of vague quality initiatives, obscure what’s missing from organizations’ demand-response dynamic.
Here is how experimentation helped two of the companies I described earlier:
Accelerating innovation. At the telecom company with lagging new-product development, the division general manager liked the idea of experimenting, but simply trying lots of new things over the entire 15- to 18-month cycle would not fit the definition of “rapid” or “confined.” To illustrate his dilemma, he revealed that one of the company’s new products had just missed its announced delivery date. It had been repromised for 90 days later, but he was not confident about the revised time frame. We suggested that his experiment could be meeting the new date, to avoid breaking another promise. The product development manager assembled a team composed of engineering, design, tool room, production, and a few other functions and announced that he was making one person—the engineer—responsible for getting the product out in 90 days. That seemingly modest step was quite radical in a culture where each function was an island of specialized expertise.
Together, the team members created a plan. (Previously, each function would have worked out its own plan, supposedly coordinating with the others.) They set regular work sessions to track progress. Not only did they meet the deadline, but the company institutionalized a number of the innovations tested in the experiment—such as assigning a cross-functional team, led by one person, to be responsible for the development of a new product through every stage.
Ramping up productivity. The aluminum company set aside the consultant’s proposal for more systems refinement. Instead, it put together a group of supervisors and employees to organize an experiment for increasing productivity. No new systems. No new equipment. No new people. The aim was to get better results from what the business already possessed. The group set a target of 15% improvement, well beyond any that had been achieved, and actually hit 17%. That opened everyone’s eyes to the possibilities of managing for improvement rather than trying to buy it.
It also gave executives the courage to turn down the IT manager’s recommendation to install an order-tracking system. To address the problem of late deliveries, the VP of operations organized a “model week” experiment. He selected a week that was about a month ahead and attached a simple goal to it: Ship 100% of orders on time. The idea was to learn from success. Everybody in the plant was enlisted in preparing for the model week. For example: One small team developed a new schedule for loading furnaces during peak periods. The process for making delivery-date promises to customers was made more explicit to the sales force. Senior managers pushed themselves to extend the plant production schedule out a few weeks. They also asked the president of the union local to help in the experiment.
During the model week, 100% of orders went out on time. After the experiment, the company held on to the innovations that seemed to contribute to that accomplishment. In the intervening years—the experiment was conducted more than a decade ago—on-time shipments have never dropped below 95% and have often exceeded 98%.
Multiplying Success. The reason the behavior traps remain so damaging, despite all we’ve learned about organizations, is that, whatever price they extract, they do satisfy certain psychological needs. To escape the traps, managers have to do battle with their own resistance, as they would in trying to change any well-entrenched habit. Each person needs to experience viscerally the dramatic improvement that is possible, which is why individuals should start with their own modest, low-risk experiments.
Once you do venture and succeed, you can rapidly expand your goals. Here’s an example: One of Mexico’s leading banks, Banorte, became frustrated trying to increase the availability of its automatic teller machines throughout the country. So it assigned a cross-functional team to improve the service of just 44 ATMs in one neighborhood of Mexico City in 30 days. When the team succeeded, the bank replicated the process quickly in other areas. The result? In less than 20 weeks, Banorte reduced the downtime of all 2,500 ATMs by 40%.
Or consider Avery Dennison, which conducted 13 experiments geared toward accelerating sales in three divisions in the Cleveland area. In each case, an ad hoc, cross-functional team took on the job of getting an order or submitting a proposal within 100 days for a new product that was otherwise moving slowly through the lengthy development cycle. One team, for example, designed a consumer version of an industrial adhesive tape and got it to market within the compressed time frame. Over the course of two years of such experiments around the world, the company brought in an additional $150 million per year in incremental sales.
Breakthrough experiments create a kind of dynamism through focus and success. If carefully selected and designed, they nearly always deliver. Once that happens, their fruits multiply rapidly.