To become all you can be, you must live more consciously. You must become more alert, more aware and more awake. You must take more control over your thought process so that the combines power of the various mental laws is moving you in the direction of your own choosing rather than steering you blindly on a form of mental autopilot.
As you stand back and appreciate the incredibly complex, interconnected events that have brought you to where you are in life right now, you will begin to develop the perspective of the philosopher, of the superior intellect. You begin to superimpose on your experience what is called a “sense of coherence”, an attitude and a feeling that your life is part of something greater that yourself and that everything fits together and happens for a reason.
As you think of your life as a series of events and experiences that are conspiring toward your achieving some great goal or making some great contribution to mankind, you begin to develop a “sense of destiny”, the hallmark of potential greatness as a human being.
As the law states, the first 2.5% of population are the innovators, and the next 13.5% are early adopters.
Altought quick to see the potential and willing to take risk to try new technologies or ideas,early adopters are not generators like the innovators. But both groups are similar, as Moore says, in that they rely heavily on their intuition. They trust their gut.
The farther right you go on the curve, the more you will encounter the clients and customers who may need what you have, but don’t necessarily believe what you believe. As clients, they are the ones for whom, no matter how hard you work, it’s never enough. Everything usually boils down to price with them. They are rarely loyal.
The importance of identifying this group is so that you can avoid doing business with them. Why invest good money and energy to go after people who, at the end of the day, will do business with you anyway if you meet their practical requirements but will never be loyal if you don’t?
Each of us assign different values to different things and our behaviors follow accordingly. This is one of the major reasons why it is nearly impossible to “convince” someone of the value of your products or ideas based on rational arguments and tangible benefits.
According to the Law od Diffusion, mass-market success can only be achieved after you penetrate between 15% and 18% of the market.
The goal of business then should not be to simply sell to anyone who wants what you have – the majority – but rather to find the people who believe what you believe, the left side of the bell curve. They perceive greater value in what you do and will happily pay a premium or suffer some sort of inconvenience to be a part of your cause.
Life is a tennis match between polar opposites. Winning and losing, love and hate, open and closed. It helps to recognize that painful fact early. Then recognize the polar opposites within yourself, and if you can’t embrace them, or reconcile them, at least accept them and move on. The only thing you cannot do is ignore them.
The most surprising feature of business as it was conducted was the large attention given to finance and the small attention to service. That seemed to me to be reversing the natural process which is that the money should come as the result of work and not before the work.
My idea was then and still is that if a man did his work well, the price he would get for that work, the profits and all financial matters, would care for themselves and that a business ought to start small and build itself up and out of its earnings. If there are no earnings then is a signal to the owner that he is wasting his time and does not belong in that business.
Money is not worth a particular amount. As money it is not worth anything, for it will do nothing of itself. The only use of money is to buy tools to work with or the product of tools. Therefore money is worth what it will help you to produce or buy and no more. If a man thinks that his money will urn 5 per cent, or 6 per cent, he ought to place it where h can get that return, but money placed in a business is not a charge on the business – or, rather, should not be. It ceased to be money and become, an engine of production, and it is therefore worth what it produces – and not a fixed sum according to some scale that has no bearing upon the particular business in which the money has been placed. Any return should come after it has produced, not before.
I determined absolutely that never would I join a company in which finance came before the work or in which bankers or financiers had a part. And further that, if there were no way to get started in the kind of business that I thought could be managed in the interest of the public, then I simply would not get started at all. For my own short experience, together with what I saw going on around me, was quite enough proof that business as a mere money-making game was not worth giving much thought to and was distinctly no place for a man who wanted to accomplish anything. Also it did not seem to me to be the way to make money. I have yet to have it demonstrated that it is the way. For the only foundation of real business is service.
Buddha came to understand that the destiny of beings was not a result of mere chance or fate, nor was it dependent upon the arbitrary actions of a supreme being. Man’s destiny could be traced to former deeds, good and bad.
He devised the Law of Dependent Origination of all phenomena – the law of cause and effect. He found that for every action there is an equal and opposite reaction.
According to Buddhist philosophy every deed – mental, oral or physical – has a consequence. The entire universe is governed by moral principles. Any attempt to act contrary to these principles or disregard them will only result in the increase of suffering.
Wise and wholesome deeds performed under moral principles reduce suffering and bring happiness, while unwise and unwholesome actions carried out without regard to moral principles result in the end in the increase of woe and suffering.
John E. Coleman
After dinner Mandela stands and gives a stirring talk. His theme: we must all care for one another – this is our task in life. But also we must care for ourselves, which means we must be careful in our decisions, careful in our relationships, careful in our statements. We must manage our lives carefully, in order to avoid becoming victims.
Finally, Mandela talks about the road he’s traveled. He talks about the difficulty of all human journeys – and yet, he says, there is clarity and nobility in just being a journeyer. When he stops speaking and takes his chair I know that my journey, compared with his, is nothing, and yet that’s not his point. Mandela is saying that every journey is important, and that no journey is impossible.
Most leaders tend to view teamwork as a social engineering problem: take x group, add y motivational technique and get z result. But working with the Bulls I’ve learned that the most effective way to forge a winning team is to call on the players’ need to connect with something larger than themselves. Even for those who don’t consider themselves “spiritual” in a conventional sense, creating a successful team – whether it’s an NBA champion of a record-setting sales force – is essentially a spiritual act. It requires the individuals involved to surrender their self-interest for the greater good so that the whole adds up to more than the sum of its parts.
Yet even in this highly competitive world, I’ve discovered that when you free players to use all their resources – mental, physical, and spiritual – an interesting shifts in awareness occurs. When players practice what is knows as mindfulness – simply paying attention to what’s actually happening – not only do they play better and win more, they also become more attuned with each other.