Leadership Lessons by Mark Sanborn

November 2011

Deluged with information? Me too. Frankly, I don’t need moreinformation but I am always interested in insight. Insights are the useful ideas derived from the plethora of information that surrounds us. Insights improve our thinking and our behavior.My goal in my books, e-zine, blog and other communication is to provide you with valuable insights. My aim is to help leaders at every level turn the ordinary into the extraordinary. That requires both good ideas and the motivation and encouragement to implement them. Providing all these things is always top of mind when I communicate.  What would you like to learn more about in future e-zines? Are those topics related to leadership, extraordinary service and remarkable performance that you’d like me to address? If so, please email me at mark@marksanborn.com

Scroll Down for more information about Mark’s new book & presentation:

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A Work Manifesto

Manifesto (def.): A public declaration of policy and aims.

What follows are my views about commitment to work based on 30+ years of being employed and being an employer. These are philosophies I subscribe to and that I desire in those I work with and encounter in the marketplace. MHS

I work because I need to and because I want to. There is satisfaction in work well done. Good work produces value and isn’t just a means to an end but an opportunity to be a productive, contributing member of society. Work helps give life purpose and structure.

I don’t like everything about the work I do but understand that is the nature of work. Work often requires that we do what needs to be done as well as what we like to do. Doing great work is a choice I make; to do less cheats not just my employer and customer but myself.

Impediments to work are temporary. If my place of employment blocks my ability to be productive in an honest and ethical way, I will not sell my soul to continue working there. If my boss doesn’t understand the concept of a healthy work environment I will actively look for a different boss or organization that does. My current situation may not allow me to switch jobs or employers immediately but I refuse to resign myself to a work life of misery. I will endure for the short term with the goal of prospering in the long term.

How I do my work makes life a heaven or hell for others. How I treat colleagues and customers makes their lives better or worse. Neutrality is a myth as any attempt to disengage will appear to others as indifference, and that indifference is an insult to others.

I will not actively or passively inflict pain. While the bad behavior of others might make it tempting to do so, I will choose to play by a higher standard. I will do what I can to make working with me enjoyable.

I do not control how others act, but I completely control how I act. When others act inappropriately to me, I will respond professionally but will not accept and thereby condone the inappropriate behavior. I will politely but directly address the inappropriateness.

I understand that others come to me for solutions to problems and that is what I am paid for. Therefore problems, as difficult as they can be, are not an impediment to my work but often they are my work itself.

I will take responsibility rather than place blame. If I can’t fix it I will either live with it or leave it. There are no other rational options.  I understand there is no perfect workplace, but refuse to make where I work worse by my own apathy or lethargy. I won’t let the poor attitudes and behaviors determine my own choices. I know that I often succeed at work not because of but in spite of undesirable circumstances.

In a time when not all who truly desire work have that opportunity, I am grateful for the work I have.

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Mark Sanborn is a best selling author, advisor to top leaders and president of Sanborn & Associates, Inc., an idea studio for leadership development.

He’s also an acclaimed speaker and member of the Speaker Hall of Fame.

BRING MARK INTO YOUR ORGANIZATION FOR A POWERFUL LIVE PRESENTATION.

Mark provides more than a speech-he gives organizations a competitive edge. He’s a proven professional with over 2400 paid presentations and he can tailor a program to fit you needs. His clients include Harley Davidson, Costco, Morton’s of Chicago, Wells Fargo, HP, IBM and John Deere.

 For a presentation that will engage, educate and entertain, call Helen Broder  (703) 757-1204

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Up, Down, or Sideways: How to Succeed When Times are Good Bad or In Between. Click herehttp://www.marksanborn.com/up-down-or-sideways/ to download a free excerpt and to order.

Featured Blog: There is no “new normal.” Blog at

http://www.marksanborn.com/blog/there-is-no-new-normal/

PROGRAM NOTE: Mark can present this program to a mixed audience of managers and employees – or tailor it specifically to managers and top tier leaders.

Please contact his new business manager, Helen Broder, at Helen@MarkSanborn.com or (703) 757-1204 with any questions or to book Mark for your clients’ upcoming events. 

Scroll Down for more information about Mark’s  new book & presentation: Up, Down, or Sideways

Clients often ask me about best practices and what I tell them is that I don’t really believe in best practices. Sure, the concept sounds worthwhile but it really needs a qualifier. It should refer to best practicesfor now. For today’s best practices will be second best next week and obsolete next month. To really be engaged in best practices we need to continuously innovate. After all, if our competitors are always getting better, we must do the same, or even more. We can ask, “How can we do what everyone else is doing but better?” That’s Better Practices. Or we can ask, “How can we change the game so that everyone’s looking to us for ‘best practices?’” That’s Next Practices. Consider the rapidly evolving home video market. For years, Blockbuster dominated the market with a model based on brick-and-mortar stores and per-use rental fees (including considerable late fees). Blockbuster was the model of best practices in that market for some time. However, at the height of Blockbuster’s profitability, Reed Hastings and some fellow entrepreneurs launched Netflix. Hastings was inspired to start the company after being charged a late fee for a video rental. Consumer dissatisfaction with late fees was high. Not surprisingly, Netflix’s first pitch was “No Late Fees.” Netflix also took advantage of an Internet ordering system that offered a wider selection, doorstep delivery, and a pay-one-price, all-you-can-eat fee structure. By the middle of the last decade, Blockbuster’s practices were no longer “best.” Netflix’s were. Netflix’s rise was meteoric. They discovered next practices. They changed the game. Before long, Blockbuster had abolished late fees and offered Internet ordering. Despite the advantage of also having brick-and-mortar stores, it was too late. By 2010, Blockbuster filed for bankruptcy. Netflix, on the other hand, continued to innovate. They added a streaming video service that attracted many new customers. Before long, streaming video became best practices in the home video market. Other major players like Apple and Amazon have become competitors. In fact, this month, Blockbuster, now owned by Dish Network, is being re-launched as an Internet video streaming service. Also this month, Netflix has announced they will no longer offer DVDs ordered over the Internet and delivered by mail. What were hailed as Netflix’s “best practices” just a few years ago are now obsolete. Netflix is spinning off its DVD business as a separate entity, Qwikster, in order to remain competitive in the future of streaming video. The new “best practices” in DVD rental are now the Redbox kiosks outside of storefronts across the country. Netflix’s move has earned mixed reviews, at best, but if it failed to act, it risked shackling a successful business (streaming video) to a dying one (DVD rental by mail), just as Blockbuster did a few years ago. Netflix will have to innovate even more if it hopes to survive in the long run, perhaps linking itself with content providers or hardware makers or both. Whether Netflix’s latest move works or not, the lesson of the home video market is that you must be able to deliver value and to anticipate what value is going to be in the future. You have to look at nextpractices. That will distinguish you from those who are simply focusing on “best” practices. Up, Down, or Sideways: How to Succeed When Times are Good Bad or In Between. Click here http://www.marksanborn.com/up-down-or-sideways/ to download a free excerpt and to order.  Featured Blog: There is no “new normal.” Blog at                              http://www.marksanborn.com/blog/there-is-no-new-normal/ New Book/ New Presentation: Up, Down, or Sideways: How to Succeed When Times are Good, Bad or In Between        Can You “Crush” an Economic Curve Ball? There is global instability in the financial markets, the U.S. faces the threat of another recession, unemployment is high and consumer confidence is low. How are you doing in your business? Mark Sanborn has insights that will help you keep hitting it out of the park despite the wicked curves balls you’re being thrown. In just one year, Mark simultaneously faced a life-threatening shockwave, business challenges and his investments took a serious hit. Yet, Mark remains convinced this perfect storm of setbacks was the flashpoint of a lifetime. After decades of great success, he was acutely staged to deploy his ‘mastery of the unpredictable.’ Maybe life has pushed your face in the mud while others around you were building monuments. Maybe you’ve said, “I’m doing everything right. I don’t deserve this. Why are they successful…and I’m not?” The answer is elegant in its simplicity.  Your competitors are leveraging ‘the unpredictable.’ Vigilant managers expect unpredictability to pounce from behind every bend.  So, they vigorously apply what Mark found to be the six (often malnourished) principles that always insure victory. Mark’s epiphany was, “setbacks can actually fuel your survival and prosperity”…in economic conditions that go Up, Down, and Sideways. That’s why you need this presentation. Sanborn shows your team how to prepare for unpredictability. He coaches you on how to inspire sane leadership during insane times. Despite the cheerful claim that “we choose not to participate in the recession,” the reality is that your business and customers are affected by such an economic downturn. Mark can show you how to succeed in spite of such challenging conditions. Up, Down, or Sideways is bursting with actionable ideas. 1.  Why “Best Practices” Are a Ticking Time Bomb. Learn how to find “Better Practices” and “Next Practices.” 2.  Focusing on the Only Two Ways Any Organization Can Grow. How to determine when your leaders (and their people) have stopped growing. If they aren’t growing, your business has no chance of growing either. 3.  Don’t Overthink “Metrics.” Only two interconnected metrics matter: (A) great people and (B) great results. You’ll learn how to consistently inspire both people and profits. 4.  How Customer/Client Loyalty Tactics Differ Between Vendors and Partners. You’ll learn what is necessary to build relationships that transition you from “vendor” to “partner.” 5.  How to Identify if Employees are WastingYour Money…and Their Time. You’ll leave this program knowing how to get your people to focus on their MVP (most valuable and profitable) activities. 6.  Learn The Economic Advantages of Practicing Gratitude. It doesn’t do much good to be grateful if you aren’t demonstrating the most crucial behaviors. You’ll learn the precise values great leaders always “model” to their employees, colleagues and customers.  PROGRAM NOTE: Mark can present this program to a mixed audience of managers and employees – or tailor it specifically to managers and top tier leaders.  Please contact his new business manager, Helen Broder, at Helen@MarkSanborn.com or (703) 757-1204 with any questions or to book Mark for your clients’ upcoming events.

Mark Sanborn

Sanborn & Associates, Inc.

Leadership Lesson from Mark Sanborn

September 2011

Recall the phrase “out of sight, out of mind?” What do people remember about you after a sales presentation, customer service experience or other interaction?

Your goal should always be to remain in people’s minds-to leave them always wanting more of whatever job you do, or whatever product or service you provide. What makes you better than those who also do what you do? What makes your performance memorable and remarkable?

Consider: can you give 2-3 substantive reasons why someone should hire you, or follow you, or give you a promotion? If you can’t, you probably don’t pass the test for memorable or remarkable.

Let’s say your boss is having lunch with a colleague today and your name comes up-what does he or she say about you? Adjectives like “nice,” “capable” and “pleasant” are certainly positive, but you should aim for more. Consistently great performance conjures up words like “fantastic,” “exceptional” and “extraordinary.”

If you decide to take another job one day, it would be reaffirming to hear your boss say, “What can we do to keep you here?” and not, “Bon Voyage!” To develop this kind of reputation-remember it doesn’t happen automatically-aim to always do a good job but know when a remarkable performance is called for.

If you want to gain a really remarkable reputation, stay on your toes. Like a professional athlete or a famous rock star, you are only as good as your last game or your last hit. Your fans (or, in most everyday cases, your coworkers or clients) won’t love you unconditionally: they will continue to judge you based on your work and the results and benefits they enjoy from it.

It can be difficult to have an objective view of your own performance. It is easy to assume that you are doing a good or even great job and be content with that illusion. To avoid a rude awakening at a performance review, you need to maintain a clear view on how strong-or weak-your performance actually is.

The best way to do this is to actively seek ongoing feedback. Listen impartially, without defending yourself, and your ‘audience’ (boss, coworker, etc.) will offer insights you can use to improve. If you really want to know, ask this simple question, “What could I do to make my performance remarkable?” Even if this feedback isn’t the pat on the back you’d hoped for; it will be something valuable – clear direction on how you can become a better performer.

The goal in whatever important work you do isn’t to be good; the goal is to be memorable.

For more information about how to be positively memorable, go to www.theencoreeffect.com

Visit www.marksanborn.com/up-down-or-sideways  to watch a trailer and learn about the new book! 

Leadership Lessons by Mark Sanborn

June 1, 2011

Thank you for subscribing to Leadership Lessons.  I trust that you find the content valuable and relevant to your leadership situation.  It’s not often that I provide you updates about what I’m doing throughLeadership Lessons but as we approach summer there are a couple of things that I’m excited about and I wanted to share with you:

·    I have written a new book titled Up, Down or Sideways:  How to Succeed When Times are Good, Bad or in Between.  The reason that I wrote the book is to explain how to create sustainable personal and organizational success despite circumstance. I can’t predict the future, but I am clear about the present need to think and do things that will mitigate downturns and maximize opportunities. Over the next few months in Leadership Lessons, I will be writing about the mindsets and methods from Up, Down or Sideways. The book will be available in bookstores on October 1, 2011 and even prior to then you will be able to preorder a copy at http://www.marksanborn.com/.

·    I now have my own YouTube channel: http://www.youtube.com/markhsanborn.  I will continually be posting fresh video content that you can access for free.  There is everything from 1 – 2 minute motivational clips that are designed to help you start your day right, to some of my favorite clips from keynotes that I’ve done all over the country.  I hope you will take an opportunity to watch some of these videos and even let your friends and colleagues know that all of the content is available for free.

·    If you book me to speak for your organization between now and the end of the year I will include 200 copies of any one of my books.  My favorite thing to do is to speak to live audiences.  I love interacting with groups that are committed to developing themselves as leaders, are committed to world class customer service and are committed to remarkable performance.  If I can serve you or your organization by speaking at an upcoming event please visit http://www.marksanborn.com/contact-us/.

We exist to serve you and your organization.  Never hesitate to let me or anyone on my team know what we can be doing to best serve you. Thanks for allowing me to share some news that I’m very excited about. Enjoy your summer!

Mark Sanborn

Leadership Lessons by Mark Sanborn

May 1st, 2011

Leadership is a buzzword in today’s culture and is applied to areas ranging from the corporate business world to sports teams to nonprofit organizations. Although leadership may currently be in the spotlight, it has always been a critical factor in the success of an organization. I don’t believe leadership makes adifference; I believe leadership makes thedifference in your work and life.John Maxwell calls it “the law of the lid”: the effectiveness and ability of a leader determines how high people can rise and how good an organization can become. The better the leader, the greater the potential for the success of the team or organization. What Makes a Leader?We’ve all known or even worked for managers who seem to figure the title automatically made them leaders, and that is a mistaken idea. In a rational organization a title confirms leadership ability, but it doesn’t bestow it. It takes more than just the title of manager to lead people in the right direction; in fact, sometimes the most effective leaders have no title at all.Joe Klein in his book Politics Lost defines a good political leader by asking three questions (paraphrased):1.     Is he or she strong?2.     Is he or she trustworthy?3.     Is he or she interested in people like me?I believe the same three questions define leaders of every type. The first question of strength is about competence, and the ability to get the job done. Nobody wants to follow an incompetent leader.The second question deals with character. If you can’t trust a person in little things, how can you trust them in important things? This is an integrity question and it is critical. Leadership is about creating commitment and getting people to follow because they want to, not because they have to follow. And commitment is always based on trust.You can be a person of good character and competent skills, but the third question is, in my opinion, what really makes one a leader. It is a question of connection. People rarely change outside of relationship. It is relationship that truly moves others. If you aren’t really interested in me and my hopes and dreams, why would I follow you?

Leadership Lessons ezine by Mark Sanborn

April 1, 2011

IN THIS ISSUE:   The Customer Isn’t Always Right (and What to Do About It)

Tips for Creating Teamwork. We take many things for granted. We’ve heard certain sayings so long and so often and they sound good so we accept them as true, even when they’re not.Here is a favorite example: The Customer Is Always Right. Whoever first came up with that one never met very many customers.

If you have contact with customers you know that this saying just doesn’t ring true. Sometimes customers are rude and demanding. Occasionally they are just plain wrong.

So where does that leave us? Well, the customer may not always be right, but they are always “the customer.” Since I believe in the power of and essential need for superior service, I define the customer like this

“The customer is someone who has paid to be treated with dignity and respect whether or not they deserve it.”

In other words, when we take someone’s money and they become our customer, we either need to treat them well or give them their money back.

Here are three ideas for dealing with customers, even when they aren’t right

1. Maintain your sense of humor.

I asked one of my early mentors the secret of being successful in business.  His advice was direct:  First, be willing to put up with your customer’s problems, complaints and grief.  Business is about being paid to deal with other people’s problems.  Secondly, he said, “Remember what I tell my salespeople: They have my permission to tell a customer where to go–as long as they hang up the phone first!”

Frank Clark said, “The next best thing to solving a problem is finding some humor in it.

2. Turn it into a challenge.

It’s easy to be nice to nice customers.  The challenge is to be nice to customers who aren’t.

Treat difficult customers as a challenge.  See if you can convert them with kindness.

Many years ago I had a client that operated an airport service center for general aviation customers. They had a pilot who was a regular customer but who was always a grump. They formulated a strategy to make him smile. They had a plan to amuse and delight him. They gave him inexpensive but thoughtful gifts. Eventually they won him over. But just as importantly, they had fun doing it.

3. Take your work very seriously but don’t take yourself too seriously

According to a Sioux Indian saying, the first thing people say after their death is, “Why was I so serious?”

There is absolutely no reason not to have fun when serving customers, even when it becomes difficult or challenging. Quality, accuracy, timeliness and value are all serious aspects of great customer service, but they can be achieved and even enhanced with the appropriate spirit of fun.

Remember, if you’re not having fun-enjoying yourself and your work-your customers aren’t having fun doing business with you.
The customer isn’t always right, but if you take care of him or her even when they’re wrong, they’ll notice and keep giving you their business.

Leadership Lessons ezine by Mark Sanborn

February 1, 2011

If you already have a job you may not be interested in any new job opportunities.

Please reconsider.

You need all six of these jobs and you don’t have to quit your current job to do them. These are jobs that will easily integrate into your existing workload, improve your performance and make you a star where you work.

I have worked with hundreds of organizations and I know first hand what managers and leaders desire from their employees. Based on this feedback, I’ve identified six ways you can become more invaluable to your employer.

Experience Manager. Every person you come in contact with has an experience of you and your work. Are you consciously designing these experiences to be positive and memorable? Enriching and rewarding?

Regrettably most people don’t tell us about their experience unless it is awful. The key is to design experiences that keep people coming back for more, and that gets them to tell others about us, our products and our service.

What experience do you create, manage and deliver? For customers? For colleagues?

How do you think others score the experience you create? How can you evaluate how you’re doing as an experience manager?

Value Creator. Pop quiz: are the products or services your company provides more valuable because of you? Are you value neutral or value positive? Can you say you honestly add value to every transaction?

Being a value creator is a form of job security. Value neutral employees are inter-changeable or worse, replaceable.

What is the biggest opportunity for value creation in your current job? What problems can you solve, what opportunities can you create and what value can you add to products and processes?

Talent scout. Are you able to identify those within and outside your organization who would be a valuable addition to your team? Talents scouts have the ability to understand the talents and abilities individuals possess and match them with organizational needs.

Finding other good people to work with not only makes your team stronger, but makes you a go-to person for resource and talent advice. Others will want to know who you know who can help.

Do you know the key resources—the best “go to” people—in your organization and the unique skills they possess?

Have you ever been responsible for finding a new employee for your company or a new member for your team?

Ambassador. How do you represent your organization to others? Do customers and vendors think more highly of your company because of how they feel about you? Do you represent your place of work in a way that would make your employer and colleagues proud?

Just as a person is known by the company he or she keeps, so is a company known by the people it keeps.

Do you know enough about the history and work of your organization to explain it to an outsider in a way that is interesting and engaging?

When people hear you talk about your company, what emotions and perceptions do you create?

Amplifier. Do you increase the good that happens around you by noticing and noting it to others? Most people can spot what’s wrong and complain about it. An amplifier spots what’s right and praises it and who is responsible.

Sometimes good news is so subtle that it needs to be amplified to be heard. Noticing good work that goes unnoticed and telling others is a positive influence on any organizational culture.

Who is doing good work right now? Have you bragged on them to others?

What’s right about your company? What customers are delighted? Have you shared this information?

Router. On the Internet data is broken down into chunks called “packets.” Routers make sure those packets go where they are supposed to go.

A good communicator acts similarly and makes sure information gets to the right people in a timely manner. Peter Drucker famously said that good communication is about who needs what information and when. Developing the judgment and discernment for routing information correctly and efficiently is a valuable skill set.

Think of a key leader. Are there any ideas or input you could provide that would benefit them in their work?

What do customers keep telling you about your company that your colleagues need to know?

These are six job opportunities that, done well, will increase your impact and improve your organization.

Best always,

Mark

Leadership Lessons ezine by Mark Sanborn

January 1, 2011

What makes a leader more effective?

How can you leverage your leadership abilities to increase and improve your impact?

My goal as I speak, write and advise is to help leaders improve their impact. In this and future articles, I’ll share ideas that can make you a more effective leader in 2011 and beyond.

Idea #1
Define your desired impact

Are you leading by design or by default?

Is there a gap between the impact you’re making and the impact you desire?

While leaders often talk about their “impact,” not all have defined what they’d like that impact to be.

It isn’t enough to want to be a difference maker if you don’t know what kind of difference you are trying to make. Don’t settle for ambiguous achievement; strive for a precise performance.

Impact is the effect you have on people or results. By definition, impact is forceful. Typically we assume a leader’s impact is positive but the reality is that some impact is negative or even destructive.

Consider these questions to define your desired impact:

• What significant results do you want to achieve?
• What specific, positive differences would you like you create in your workplace, community and profession?
• What are the most important problems you hope to solve?
• What are the greatest opportunities you plan to seize?
• What do you want your legacy to be?

Idea #2
Present with power

Your leadership ability will improve directly and immediately, as you become a better speaker. Right or wrong, followers judge a leader’s effectiveness by how well he or she communicates in front of a group.

When I advise leaders on their communication skills, I find a few simple strategies that create instant improvement. Here are two:

First, the best way to get better is the least popular: prepare more. Speaker and friend Joel Weldon says it well: you prepare for what you love.

It is hard work but well worth it. Nothing will do more to assure your success than thorough preparation and practice.

Not only will it make you a better speaker, but it will also demonstrate the importance you place on the message and the regard you have for your listeners.

Second, remember that boring is the kiss of death. Just as nobody buys boring products, nobody pays attention to nor remembers boring presentations. The goal is to be interesting and engaging. Use stories, statistics and illustrations that add punch to your presentation. Get the audience involved by asking questions and asking for feedback. Make the time you spend speaking entertaining as well as educational.

Idea #3
Think proactively

Leaders must think to succeed. The problem is that the majority of a leader’s thinking is reactive: thinking in response to a request, crisis, opportunity or situation.

An effective leader initiates proactive thinking. Go back to the questions I suggested for identifying your intended impact. The main reason they don’t get the reflection they deserve is that most leaders are too busy reacting to demands.

Here are some helpful questions for your proactive thinking:

• What have I learned lately?
• How can I increase accomplishment by decreasing activity?
• What opportunities are we missing?
• What activities and processes are wasting my time and resources or of those I lead?
• What potential problems can be avoided?
• What are the implications of the changes happening in the world for how we do business?

Idea #4
Build and deepen relationships

Ultimate leadership leverage comes from your ability to build strong relationships and get results with and through others. If leaders focus too much on results and not enough on relationships, both suffer.

Transactional leaders rarely make time for the important but hard work of relationship building. It seems so much easier and convenient to focus on what needs to be done rather than those who are doing it.

The quality or your relationships largely defines the quality of your leadership. Additionally, the relationships you develop enrich your experience as a leader.

Invest time in those people you value. Attend to relationships that have diminished due to neglect. Identify those people whose lives you most want to build into and then schedule sufficient time to do so.

Ask yourself:

• Are you the kind of leader that colleagues, customers and vendors respect and appreciate?
• Are you developing future leaders for your organization?
• Do you encourage and support as much as you command and control?
• Are you sacrificing personal relationships at the altar of professional success?
• Are you the kind of leader you’d like to know and be led by?

In the end, leadership leverage comes not by knowing but by doing. Serious reflection coupled with intentional action will keep you on a steady course of improvement.

Best always,

Mark

P.S. An effective leader initiates proactive thinking! That’s why I have created a Mega Training Bundle that challenges not only you but your entire team to leverage their leadership qualities for maximum results. Interested? Click here and immediately save over $500!

December 2010 Leadership Lessons ezine by Mark Sanborn

Nobody has time to do the important things; they make the time.

Of course nobody can literally make or create time.

What we can all do is free up space in our lives to make time for the things that really matter. There are at least four ways to do that;

Modify. Modify what you do so you’ll spend less time doing it. Do you really need to read the Wall Street Journal, or would a brief skimming be sufficient? We all need to check our email, but not every five minutes. And maybe that report you’re laboring over doesn’t require Hemingway like writing. Write it concisely and get it done.

Adjust. Adjust your schedule so that high priority items get done first. The longer the day progresses, the more intrusions we experience. We often begin with good intentions, but become overwhelmed by mid morning. Change the order of your day to give emphasis to what matters.

Know. Know what is important. Clear priorities are key. Don’t let circumstance or others impose a sense of importance; understand your own values. Don’t spend time on events or activities that aren’t priorities.

Eliminate. Beware of unexamined habit. What are those things you started to do for good reason that you keep doing although the reasons for doing them have changed? For each of those habitual things you do each day, ask yourself: What would happen if I stopped doing it?

The end of the year is an excellent time to re-examine how you are investing your time. You can’t control every moment of every day, but you can make time to do the things that lead to a rich and fulfilling life.

Get 2011 off to a great start. Bring Mark in to speak live to your organization. You’ll get more than a powerful speech – you’ll get a competitive advantage. Call Dannielle at 1-303-683-0714

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How to Spend Your Time This Holiday Season
By Mark Sanborn

Now that you have some ideas for how to make time for important things, here are some things to make time for this Holiday Season:

Giving. No matter how much or how little we have, we can give something to lighten the burden of another.

Thanking. Gratitude expressed increases. Thank those who have helped and supported you.

Thinking. Good thinking is harder than it seems. Think about what is truly important in your life. Think about what you want to accomplish with your days, not just how busy you are.

Celebrating. The holidays are a season of joy for all of us, regardless of our faith or beliefs. It is so easy to focus on what’s wrong with the world, why not make time this season focusing on what’s right?

Improving. What can you make better in the coming year? What skills would you like to learn or improve?

Playing. Recreation done right renews and re-invigorates. When was the last time you indulged in frivolous fun?

Relating. Don’t become so caught up in activity that you miss the chance to deepen relationships. Spend quality and quantity time with the important people in your life. What your loved ones want from you this season isn’t a present, but your presence.

Resting. Research says that many of us are sleep deprived. It is hard to maintain passion for life when one if physically burned out. Make time to rest and recharge.