"SUCCESS MANTRA" # 134

TOPIC:  ENERGY WELL BEING

UNDERSTANDING YOUR BODY CLOCK

WHAT ARE BIORHYTHMS?

• ·         Biorhythms are natural body clocks triggered from the hypothalamus in the brain in response to light, and are genetically determined
• 
  
• ·         Timings vary from person to person

• ·         They depend on month, seasons, hormones, heartbeat, respiration and temperature
• 
  
• ·         They affect physical, emotional and intellectual performance

Be aware of your energy times. Your energy may be increased during the full moon,

during spring, at certain times of the month linked to female hormone levels, in cool or

hot weather, etc.

THE ENERGY FACTOR

1. 1.       MIND/BODY CONNECTION

How you feel in your mind will also affect how energetic you feel. How you look on the outside and how you feel inside are reflections of your subconscious mind. The mind and body are one system; what you think about affects your body!

“To change the printout of the body, we need to rewrite the software of the mind”

“It is the mind itself which builds the body”

1. 2.       CREATING ENDORPHIN

Endorphin are called the ‘Elixir of Life’.They are biochemicals, discovered in the 1970s and are chemically similar to opium and morphine, but 1000 times stronger.

Endorphin:

• ·         Are not addictive or damaging
• ·         Are naturally produced in the body
• ·         Create physical pleasure and kill pain
• ·         Help to heal wounds and disease
• ·         Boost the immune system
• ·         Create feelings of well-being, euphoria and bliss!

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"SUCCESS MANTRA" # 133

TOPIC:  EMPOWERMENT 

EMPOWERMENT Vs DELEGATION

Empowerment is not delegation because:

● Empowerment is where the organisation has enabled or coached the employee and now continues to support that person within the scope of his or her own work.

● Delegation is about giving away parts of your own job to someone else; it is not about giving people scope within their own jobs

However, the processes involved in delegating should be similar to those for

Empowering.

With empowerment, accountability and responsibility rest with the person empowered.

With delegation, responsibility can be passed on but accountability for ensuring the work

is done stays with the person who delegated the task.

OUTCOMES NOT INPUTS

Empowerment means clarifying required outcomes, not dictating inputs. Take, for example, the activity of changing a car wheel. By focusing on the outcomes rather than the process, there is scope for initiative and for attaining a sense of accomplishment:

● The spare wheel is securely fitted and complies with Ministry of Transport (MoT) requirements

● The damaged wheel and tools used are securely stowed in their allocated place

● The car has suffered no damage as a consequence of changing the wheel

● You suffer no injury as a result of changing the wheel

● No damage or suffering is caused to other road users whilst changing the wheel

● You arrive safely at your destination no later than twenty minutes beyond any pre-arranged appointment time

The above describes what the activity should look like when it has been properly

completed. It does not tell you how to do it. People can be empowered to achieve the

results with scope to think for themselves.

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"SUCCESS MANTRA" # 132

TOPIC:  SELF MANAGED DEVELOPMENT

WHY SELF-MANAGED DEVELOPMENT?

THE INDIVIDUAL IN THE ORGANISATION

So, what does being effective in all four roles actually mean?

● Specialist - everyone must be a specialist in something (for instance, in accounts or information technology, in word processing or in personnel, etc)

● Generalist – increasingly, people must have sufficient general business knowledge to be able to work in multi-functional teams and hold their own in discussions on many business issues

● Networker - the ability to work in teams and to communicate effectively outside your own particular work group or area is becoming vital

● Independent - the successful person in organizational life today will be an independent individual who will take responsibility for him/herself in all aspects of organizational life

WHY YOU SHOULD DO IT

There are many reasons for people to take responsibility for their own development.

Some of the key ones are:

✔ For improved career management

✔ To improve current ability

✔ To develop knowledge or skill

✔ To manage a life change

✔ Because the person wants to take control

Remember, ultimately YOU are responsible for your own development!

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"SUCCESS MANTRA" # 131

TOPIC:  THINKERS

ARE WE TAUGHT TO THINK?

This is a BIG question.

We copy patterns of behaviour and absorb ideas from those who influenced us in

childhood. These thinking processes are assumed to be the right and only ones - until

challenged by someone else.

We can become entrenched in a mind-set which is later difficult to unlearn. Mind-sets

inhibit the thinking process, can lead to bias, stubbornness and prejudice:

"He has a closed mind"

"I have a mental block with this"

"You’re so set in your ways"

"Tried and tested methods are the best"

These statements reflect just how fixed some people are in their thinking. Such people

look for justification of their ideas which, in turn, reinforces the mind-set - an ever

decreasing circle

THINKING & ATTITUDES

How we think affects our attitude to life:

● The positive thinker becomes successful because he believes he will be

● The creative thinker knows there is a solution to a problem, however

impossible it seems

● The bottom-line thinker will take calculated risks because she has evaluated

the ‘worst possible scenario’ and has accepted it

● For the negative thinker, however, life is fraught, unproductive, complicated

and something to be survived rather than enjoyed

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Directo Voyage - Workshop on "FACILITATION SKILLS"

"SUCCESS MANTRA" # 130

TOPIC:  MANAGING BUDGETS

FINANCIAL PLANNING

PLANNING FOR PROFIT

THE BUSINESS PLAN

The Business Plan should ‘set the scene’ and state the short-term objectives.

‘Setting the scene’

● What will be your products/markets?

● Who will be your competitors? What will they be doing?

● Economic factors - inflation, interest rates, exchange rates, etc

● Technological changes - affecting your processes and/or markets

Short-term objectives

What are you planning to achieve in the short-term?

● Products - existing/new products

● Markets - existing/new customers

● Processes - existing/new methods of supply

● Employees - changes to skills-base

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"SUCCESS MANTRA" # 129

TOPIC:  THE MANAGER'S ROLE

TRANSITION: SPECIALIST TO MANAGER

(GOLDEN RULES)

The newly-appointed manager

·         Re-negotiate previous on-the-job relationships (colleagues, mates, old bosses)

·         Don’t pass the buck - be loyal to your new boss

·         Face the music - you are now the conductor!

·         Communicate the promotion and all it’s consequences to all the team members

·         Delegate - don’t abdicate!

·         Be sensitive to the new manager’s role conflict

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