Create Large Chunks of Time

By: Brian Tracy

This strategy requires a commitment from you to work at scheduled times on large tasks. Most of the really important work you do requires large chunks of unbroken time to complete. Your ability to create and carve out these blocks of high value, highly productive time, is central to your ability to make a significant contribution to your work and to your life.

Thoughtfulness may be defined as a careful concern for the secondary consequences of each decision and each action. This is the essence of strategic thinking.

Start Immediately on Number One
Successful salespeople set aside a specific time period each day to phone prospects. Rather than procrastinating or delaying on a task that they don't particularly like, they resolve that they will phone for one solid hour between 10 and 11 AM and they then discipline themselves to follow through on their resolutions.

Create Specific Amounts of Time
Some people allocate specific 30-60 minute time periods each day for exercise. Many people read in the great books 15 minutes each night before retiring. In this way, over time, they eventually read dozens of the best books ever written.

The key to the success of this method of working in specific time segments is for you to plan your day in advance and specifically schedule a fixed time period for a particular activity or task.

You make work appointments with yourself and then discipline yourself to keep them. You set aside thirty, sixty and ninety minute time segments that you use to work on and complete important tasks.

Create Preplanned Periods
Many highly productive people schedule specific activities in preplanned time slots all day long. These people build their work lives around accomplishing key tasks one at a time. As a result, they become more and more productive and eventually produce two times, three times and five times as much as the average person.

Action Exercises
Here are two things you can do immediately to put these ideas into action.

First, organize each day to create large chunks of time you can use for key task completion.

Second, make a written appointment with yourself to work on a key task at a specific time.

Leadership Excellence

By Brian Tracy

As a leader, your job is to be excellent at what you do, to be the best in your chosen field of endeavor. Your job is to have high standards in serving people. You not only exemplify excellence in your own behavior, but you also translate it to others so that they, too, become committed to this vision.

Leadership Excellence
The key to leadership is the commitment to doing work of the highest quality in the service of other people, both inside and outside the organization. Leadership today requires a focus on the people who must do the job, and an equal focus on the people who are expected to benefit from the job.

Integrity
The single most respected quality of motivational leaders is integrity. Integrity is complete, unflinching honesty with regard to everything that you say and do. Integrity underlies all the other qualities. Integrity means that when someone asks you at the end of the day, "Did you do your very best?" you can look him in the eye and say, "Yes!" Integrity means that you, as a leader, admit your shortcomings. It means that you work to develop your strengths and compensate for your weaknesses.

Courage
Courage, combined with Integrity, is the foundation of character. One form of courage is the ability to stick to your principles, to stand for what you believe in, and to refuse to budge unless you feel right about the alternative. Courage is also the ability to step out in faith, to launch into the unknown and then face the inevitable doubt and uncertainty that accompany every new venture.

Alexander the Great
Alexander the Great, the king of the Macedonians, was one of the most superb leaders of all time. He became king at the age of 20, and in the next 11 years, he conquered much of the known world. When he was at the height of his power, he would still draw his sword at the beginning of battle and lead his men forward into the conflict. He insisted on leading by example. Alexander felt that he could not ask men to risk their lives unless he was willing to demonstrate by his actions that he had complete confidence in the outcome. The sight of Alexander charging forward excited and motivated his soldiers so much that no force on earth could stand before them.

Realism
Realism is a form of intellectual honesty. The realist insists upon seeing the world as it really is, not as he wishes it were. This objectivity, this refusal to engage in self-delusion, is a mark of the true leader.

Responsibility
Responsibility is perhaps the hardest of all leadership qualities to develop. The acceptance of responsibility means that, as President Harry Truman said, "The buck stops here." If you run into an obstacle or have a setback, and you make excuses rather than accept responsibility, it can mean the difference between success and failure.

Action Exercise
In the end, you become a motivational leader by becoming the kind of person others want to get behind and support in every way. Take time to get to know your staff so you can better understand how to best support them. By knowing everyone's strengths and weaknesses, you can strategize how to put everyone to productive use.

The Laws of Negotiating

By Brian Tracy

The Laws of Negotiating are closely related to economics. They are part and parcel of the same process. Both economics and negotiating are based on the fact that each person places different values on different things. Everyone behaves economically in the sense that they always strive to negotiate the very best situation or result for themselves in each situation.

The Universal Law of Negotiating

Everything is negotiable. All prices and terms are set by someone. They can therefore be changed by someone. Prices are a best-guess estimate of what the customer will pay. The cost of manufacturing and marketing a particular product or service often has very little to do with the price that is put on it. Don't be intimidated by written prices, assume that they are written in pencil and can be easily erased and replaced with something more favorable to you. The key is to ask.

The Law of Futurity

The purpose of negotiation is to enter into an agreement such that both parties have their needs satisfied and are motivated to fulfill their agreements and enter into further negotiations with the same party in the future.

The Law of Win-Win or No Deal

In a successful negotiation, both parties should be fully satisfied with the result and feel that they have each "won" or no deal should be made at all. When you are determined to achieve a win-win solution to a negotiation, and you are open, receptive, and flexible in your discussions, you will often discover a third alternative that neither party had considered initially but that is superior to what either of you might have though of on your own.

The Law of Unlimited Possibilities

You can always get a better deal if you know how. You never need to settle for less or feel dissatisfied with the result of any negotiation. If you want a better deal, ask for it. You will be quite astonished at the better deals you will get by simply asking for a lower price if you're buying and asking for a higher price if you're selling.

The Law of Timing

Timing is everything in a negotiation. Whenever possible, you must plan strategically and use the timing of the negotiation to your advantage. If you are in a hurry to close a deal, your ability to negotiate well on your own behalf diminishes dramatically. The person who allows himself or herself to be rushed will bet the worst bargain. You resolve 80 percent of the vital issues of any negotiation in the last 20 percent of the time allocated for the negotiation.

The Law of Terms

The terms of payment can be more important than the price in a negotiation. You can agree to almost any price if you can decide the terms. It is important to never accept the first offer no matter how good it sounds. Act a little disappointed when you hear the first offer, and then ask for time to think about it. Realize that no matter how good the first offer is, it usually means that you can get an even better deal if you are patient.

Action Exercise

Whenever possible, talk to someone who has negotiated the same sort of deal with the same person. Find out what the other person is likely to want and what he or she has agreed to in the past. Forewarned is forearmed!

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