7 Ways to Grow the Action Habit

People at the top of every profession share one quality — they get things done. This ability supersedes intelligence, talent, and connections in determining the size of your salary and the speed of your advancement.

Despite the simplicity of this concept there is a perpetual shortage of people who excel at getting results. The action habit — the habit of putting ideas into action now — is essential to getting things done. Here are 7 ways you can grow the action habit:

1. Don’t wait until conditions are perfect - If you’re waiting to start until conditions are perfect, you probably never will. There will always be something that isn’t quite right. Either, the timing is off, the market is down, or there’s too much competition. In the real world there is no perfect time to start. You have to take action and deal with problems as they arise. The best time to start was last year. The second best time is right now.

2. Be a doer - Practice doing things rather than thinking about them. Do you want to start exercising? Do you have a great idea to pitch your boss? Do it today. The longer an idea sits in your head without being acted on, the weaker it becomes. After a few days the details gets hazy. After a week it’s forgotten completely. By becoming a doer you’ll get more done and stimulate new ideas in the process.

3. Remember that ideas alone don’t bring success - Ideas are important, but they’re only valuable after they’ve been implemented. One average idea that’s been put into action is more valuable than a dozen brilliant ideas that you’re saving for “some other day” or the “right opportunity”. If you have an idea that you really believe in, do something about it. Unless you take action it will never go anywhere.

4. Use action to cure fear - Have you ever noticed that the most difficult part of public speaking is waiting for your turn to speak? Even professional speakers and actors experience pre-performance anxiety. Once they get started the fear disappears. Action is the best cure for fear. The most difficult time to take action is the very first time. After the ball is rolling, you’ll build confidence and things will keep getting easier. Kill fear by taking action and build on that confidence.

5. Start your creative engine mechanically - One of the biggest misconceptions about creative work is that it can only be done when inspiration strikes. If you wait for inspiration to slap you in the face, your work sessions will be few and far between. Instead of waiting, start your creative motor mechanically. If you need to write something, force yourself to sit down and write. Put pen to paper. Brainstorm. Doodle. By moving your hands you’ll stimulate the flow of ideas and inspire yourself.

6. Live in the present - Focus on what you can do in the present moment. Don’t worry about what you should have done last week or what you might be able to do tomorrow. The only time you can affect is the present. If you speculate too much about the past or the future you won’t get anything done. Tomorrow or next week frequently turns into never.

7. Get down to business immediately - It’s common practice for people to socialize and make small talk at the beginning of meetings. The same is true for individual workers. How often do you check email or RSS feeds before doing any real work? These distractions will cost you serious time if you don’t bypass them and get down to business immediately. By becoming someone who gets to the point you’ll be more productive and people will look to you as a leader.

It takes courage to take action without instructions from the person in charge. Perhaps that’s why initiative is a rare quality that’s coveted by managers and executives everywhere. Seize the initiative. When you have a good idea, start implementing it without being told. Once people see you’re serious about getting things done they’ll want to join in. The people at the top don’t have anyone telling them what to do. If you want to join them, you should get used to acting independently.

Better to be kind than right!

Be kinder than necessary because everyone you meet is fighting some kind of battle.

The man/woman that cut you off in line, the waiter/waitress that wasn't so friendly, a family member that always seems to find fault with you, or the miss know it all co-worker. These are the times in life that you need to dig deep inside, and exercise kindness, love and patience.

If someone acts in a bad way towards me or others that just tells me they have a heavy heart, something must be going on in their lives to make them so unhappy, because happy people don't treat people unkindly. They can be dealing with a bad diagnosis, or an abusive spouse, or just feeling sad and lonely, there are so many things that can make a person unhappy. Choosing to be angry with them, will not benefit anyone, all it will do is fill your day with negative energy. Going out of your way to say something kind, or just passing on a smile, can make all the difference.

What a powerful lesson to learn, how kindness can turn someone's day around with a positive reaction to their behaviour. If you do this often it becomes habit, next time your in that same situation in life, a red flag will go up, you will be reminded of the positive way to respond . You will feel so much better you learned how to react in a positive way.

Has anyone shared a kind gesture to you when you were having a bad day? What kindness have you shared with others that has made a difference?

If we could shrink the earth's population

If we could shrink the earth's population

to a village of precisely 100 people, with all the existing human ratios remaining the same, it would look something like the following.

There would be:

57 Asians

21 Europeans

14 from the Western Hemisphere, both north and south

8 would be Africans

52 would be female

48 would be male

70 would be non-white
30 would be white

70 would be non-Christian
30 would be Christian

89 would be heterosexual
11 would be homosexual

6 people would possess 59% of the entire world's wealth and all 6 would be from the United States.

80 would live in substandard housing

70 would be unable to read

50 would suffer from malnutrition

(ONE)1 would be near death;

(ONE)1 would be near birth;

(ONE)1 (yes, only 1) would have a college education;

(ONE)1 (yes, only 1) would own a computer.

When one considers our world from such a compressed perspective, the need for acceptance, understanding and education becomes glaringly apparent.

And, therefore . . .

If you have food in the refrigerator, clothes on your back, a roof overhead and a place to sleep, you are richer than 75% of this world.

If you woke up this morning with more health than illness, you are more blessed than the million who will not survive this week.

If you have money in the bank, in your wallet, and spare change in a dish someplace, you are among the top 8% of the world's wealthy.

If you can attend a church meeting without fear of harassment, arrest, torture, or death, you are more blessed than three billion people in the world.

If you have never experienced the danger of battle, the loneliness of imprisonment, the agony of torture, or the pangs of starvation, you are ahead of 500 million people in the world.

If you hold up your head with a smile on your face and are truly thankful, you are blessed because the majority can, but most do not.

If you can read this message, you are more blessed than over two billion people in the world who cannot read at all.

As you read this and are reminded how life is in the rest of the world, remember just how blessed you really are!

A choice each day!

Charles Swindoll said: “The longer I live, the more I realize the impact of attitude on life. Attitude, to me, is more important than facts. It is more important than the past, than education, than money, than circumstances, than failures, than successes, than what other people think or say or do. It is more important than appearance, giftedness or skill. It will make or break a company, a church, a home. The remarkable thing is we have a choice every day regarding the attitude we will embrace for that day. We cannot change our past, we cannot change the fact that people will act in a certain way. We cannot change the inevitable. The only thing we can do is play on the one string that we have, and that is our attitude. I am convinced that life is 10 percent what happens to me and 90 percent how I react to it. And so it is with you. We are in charge of our attitudes.”

Changing our attitude is the core of making a better world. I see it all the time the way people answer each other, with anger in their voices. That attitude trickles down to the next person and it turns into a vicious chain. If we can change our attitude, and talk to people nicer we can make the world a better place.

Choices

WE HAVE TWO CHOICES:

Jerry was the kind of guy you love to hate. He was always in a good mood and always had something positive to say. When someone would ask him how he was doing, he would reply, "If I were any better, I would be twins!" He was a unique manager because he had several waiters who had followed him around from restaurant to restaurant. The reason the waiters followed Jerry was because of his attitude. He was a natural motivator.

If an employee was having a bad day, Jerry was there telling the employee how to look on the positive side of the situation. Seeing this style really made me curious, so one day I went up to Jerry and asked him, "I don't get it! You can't be a positive person all of the time. How do you do it?"

Jerry replied, "Each morning I wake up and say to myself, 'Jerry, you have two choices today. You can choose to be in a good mood or you can choose to be in a bad mood.' I choose to be in a good mood. Each time something bad happens, I can choose to be a victim or I can choose to learn from it. I choose to learn from it. Every time someone comes to me complaining, I can choose to accept their complaining or I can point out the positive side of life. I choose the positive side of life."

"Yeah, right, it's not that easy," I protested.

"Yes, it is," Jerry said. "Life is all about choices. When you cut away all the junk, every situation is a choice. You choose how you react to situations. You choose how people will affect your mood. You choose to be in a good mood or bad mood. The bottom line: It's your choice how you live life."

I reflected on what Jerry said. Soon thereafter, I left the restaurant industry to start my own business. We lost touch, but I often thought about him when I made a choice about life instead of reacting to it.

Several years later, I heard that Jerry did something you are never supposed to do in a restaurant business: he left the back door open one morning and was held up at gunpoint by three armed robbers. While trying to open the safe, his hand, shaking from nervousness, slipped off the combination. The robbers panicked and shot him. Luckily, Jerry was found relatively quickly and rushed to the local trauma center.

After 18 hours of surgery and weeks of intensive care, Jerry was released from the hospital with fragments of the bullets still in his body.

I saw Jerry about six months after the accident. When I asked him how he was, he replied, "If I were any better, I'd be twins. Wanna see my scars?" I declined to see his wounds, but did ask him what had gone through his
mind as the robbery took place. "The first thing that went through my mind was that I should have locked the back door," Jerry replied. "Then, as I lay on the floor, I remembered that I had two choices: I could choose to live, or I could choose to die. I chose to live."

"Weren't you scared? Did you lose consciousness?" I asked.

Jerry continued, "The paramedics were great. They kept telling me I was going to be fine. But when they wheeled me into the emergency room and I saw the expressions on the faces of the doctors and nurses, I got really scared. In their eyes, I read, 'He's a dead man.' I knew I needed to take action."

"What did you do?" I asked.

"Well, there was a big, burly nurse shouting questions at me," said Jerry. "She asked if I was allergic to anything. 'Yes,' I replied. The doctors and nurses stopped working as they waited for my reply. I took a deep breath and yelled, 'Bullets!' Over their laughter, I told them, 'I am choosing to live. Operate on me as if I am alive, not dead.'"
Jerry lived thanks to the skill of his doctors, but also because of his amazing attitude. I learned from him that every day we have the choice to live fully. Attitude, after all, is everything.

brainstorming process

brainstorming technique for problem-solving, team-building and creative process

Brainstorming with a group of people is a powerful technique. Brainstorming creates new ideas, solves problems, motivates and develops teams. Brainstorming motivates because it involves members of a team in bigger management issues, and it gets a team working together. However, brainstorming is not simply a random activity. Brainstorming needs to be structured and it follows brainstorming rules. The brainstorming process is described below, for which you will need a flip-chart or alternative. This is crucial as Brainstorming needs to involve the team, which means that everyone must be able to see what's happening. Brainstorming places a significant burden on the facilitator to manage the process, people's involvement and sensitivities, and then to manage the follow up actions. Use Brainstorming well and you will see excellent results in improving the organization, performance, and developing the team.

N.B. There has been some discussion in recent years - much of it plainly daft - that the term 'brainstorming' might be 'political incorrect' by virtue of possible perceived reference to brain-related health issues. It was suggested by some that the alternative, but less than catchy 'thought-showers' should be used instead, which presumably was not considered to be offensive to raindrops (this is serious…). Happily recent research among relevant groups has dispelled this non-pc notion, and we can continue to use the brainstorming expression without fear of ending up in the law courts…

brainstorming process

Define and agree the objective.
Brainstorm ideas and suggestions having agreed a time limit.
Categorise/condense/combine/refine.
Assess/analyse effects or results.
Prioritise options/rank list as appropriate.
Agree action and timescale.
Control and monitor follow-up.
In other words:

plan and agree the brainstorming aim

Ensure everyone participating in the brainstorm session understands and agrees the aim of the session (eg, to formulate a new job description for a customer services clerk; to formulate a series of new promotional activities for the next trading year; to suggest ways of improving cooperation between the sales and service departments; to identify costs saving opportunities that will not reduce performance or morale, etc). Keep the brainstorming objective simple. Allocate a time limit. This will enable you to keep the random brainstorming activity under control and on track.

manage the actual brainstorming activity

Brainstorming enables people to suggest ideas at random. Your job as facilitator is to encourage everyone to participate, to dismiss nothing, and to prevent others from pouring scorn on the wilder suggestions (some of the best ideas are initially the daftest ones - added to which people won't participate if their suggestions are criticised). During the random collection of ideas the facilitator must record every suggestion on the flip-chart. Use Blu-Tack or sticky tape to hang the sheets around the walls. At the end of the time limit or when ideas have been exhausted, use different coloured pens to categorise, group, connect and link the random ideas. Condense and refine the ideas by making new headings or lists. You can diplomatically combine or include the weaker ideas within other themes to avoid dismissing or rejecting contributions (remember brainstorming is about team building and motivation too - you don't want it to have the reverse effect on some people). With the group, assess, evaluate and analyse the effects and validity of the ideas or the list. Develop and prioritise the ideas into a more finished list or set of actions or options.

implement the actions agreed from the brainstorming

Agree what the next actions will be. Agree a timescale, who's responsible. After the session circulate notes, monitor and give feedback. It's crucial to develop a clear and positive outcome, so that people feel their effort and contribution was worthwhile. When people see that their efforts have resulted in action and change, they will be motivated and keen to help again.



personal brainstorming

for creativity, planning, presentations, decision-making, and organizing your ideas

Personal brainstorming - just by yourself - is very useful for the start of any new project, especially if you can be prone to put things off until tomorrow.

Planning a new venture, a presentation, or any new initiative, is generally much easier if you begin simply by thinking of ideas - in no particular order or structure - and jotting them down on a sheet of paper or in a notebook. Basically this is personal brainstorming, and it can follow the same process as described above for groups, except that it's just you doing it.

Sometimes it's very difficult to begin planning something new - because you don't know where and how to start. Brainstoming is a great way to begin. The method also generates lots of possibilities which you might otherwise miss by getting into detailed structured planning too early.

A really useful tool for personal brainstorming - and note-taking generally - is the wonderful Bic 4-colour ballpen.

The pen enables you quickly to switch colours between red, blue, black and green, without having to walk around with a pocket-full of biros.

Using different colours in your creative jottings and written records helps you to make your notes and diagrams clearer, and dramatically increases the ways in which you can develop and refine your ideas and notes on paper. To prove the point, review some previous notes in black or blue ink using a red pen - see how you can organize/connect the content, still keeping it all clear and legible.

This simple pen is therefore a brilliant tool for organizing your thoughts on paper much more clearly and creatively than by being limited to a single colour - especially if you think in visual terms and find diagrams helpful.

For example, using different colours enables you to identify and link common items within a random list, or to show patterns and categories, or to over-write notes without making a confusing mess, and generally to generate far more value from your thoughts and ideas. Keeping connected notes and ideas on a single sheet of paper greatly helps the brain to absorb and develop them. Try it - you'll be surprised how much more useful your notes become.

The principle is the same as using different colours of marker pens on a flip-chart. Other manufacturers produce similar pens, but the Bic is reliable, widely available, and very inexpensive.
The usefulness of different colours in written notes is further illustrated (please correct me or expand on this if you know more) in a wider organizational sense in the UK health industry. Apparently, black is the standard colour; green is used by pharmacy services, red is used after death and for allergies, and blue tends to be avoided due to poorer reprographic qualities (thanks M Belcher). As I say, correct me if this is wrong, and in any event please let me know any other examples of different coloured inks being used to organize or otherwise clarify written communications within corporations, institutions or industries.

Additionally I am informed (thanks T Kalota, Oct 2008) of a useful brainstorming/organizing technique using coloured pens when reviewing a written specification, or potentially any set of notes for a design or plan.

Underline or circle the words according to the following:

nouns/people/things black (entities)
verbs ('doing'/functional words) red (relationships)
adjectives/adverbs (describing words) blue (attributes)

This technique was apparently used for clarifying written specifications or notes for a database design, and was termed 'extended relational architecture', advocated by a company of the same name, at one time. (I've been unable to find any further details about the company or this application. If you know more please tell me.)

This method of colour-coding notes (using underlines or circles or boxes) to help clarification/prioritization/organization/etc can itself naturally be extended and adapted, for example:

nouns/people/things black (entities)
verbs ('doing'/functional words) red (relationships)
adjectives (describing a noun/thing/etc) blue (attributes)
adverbs (describing a verb/function) green (degrees/range/etc)
timings/costs/quantities yellow (measures)

The colours and categories are not a fixed industry standard. It's an entirely flexible technique. You can use any colours you want, and devise your own coding structures to suit the situation.

The Park Bench

The Park Bench

The park bench was deserted as I sat down to read beneath the long, straggly branches of an old willow tree. Disillusioned by life with good reason to frown, for the world was intent on dragging me down.

And if that weren't enough to ruin my day, A young boy out of breath approached me, all tired from play.

He stood right before me with his head tilted down and said with great excitement, "Look what I found!"

In his hand was a flower, and what a pitiful sight, with it's petals all worn, not enough rain, or to little light. Wanting him to take his dead flower and go off to play, I faked a small smile and then shifted away. But instead of retreating he sat next to my side and placed the flower to his nose and declared with overacted surprise, "It sure smells pretty and it's beautiful, too. That's why I picked it; here it's for you."

The weed before me was dying or dead. Not vibrant of colors, orange, yellow or red. But I knew I must take it, or he might never leave. So I reached for the flower, and replied, "Just what I need." But instead of him placing the flower in my hand, he held it mid-air without reason or plan. It was then that I noticed for the very first time that weed-toting boy could not see: he was blind.

I heard my voice quiver, tears shone like the sun as I thanked him for picking the very best one. You're welcome, he smiled, and then ran off to play, unaware of the impact he'd had on my day. I sat there and wondered how he managed to see a self-pitying woman beneath an old willow tree. How did he know of my self-indulged plight?

Perhaps from his heart, he'd been blessed with true sight. Through the eyes of a blind child, at last I could see the problem was not with the world; the problem was me. And for all of those times I myself had been blind, I vowed to see the beauty in life, and appreciate every second that's mine. And then I held that wilted flower up to my nose and breathed in the fragrance of a beautiful rose. And smiled as I watched that young boy, another weed in his hand about to change the life of an unsuspecting old man.