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The ancient Greeks had a saying: “When Aschines speaks, the people say, ‘How well he speaks,’ but when Demosthenes speaks, the people say, ‘Let’s march against Philip!’”.

To get the best results as a leader, the people you lead should be saying in one way or the other after you speak, “Let’s march!”

When you speak to people as a leader, it’s not what you say that’s really important, what’s important is the action people take after you have had your say. And if you are not having the people you lead take the right action, you’re giving short shrift to your leadership, their trust in you, and their desire to take action for you.

Here are the 8 ways of right action to get people marching in the right way for the right purpose at the right time in the right direction.

I’ll delineate the first four ways in part one of this two-part article then in part two, I’ll describe the last four ways.

Action must be:
(1) PHYSICAL. Action is not what the audience thinks or feels. It is what the audience actually does. Usually, the audience takes action with their feet and hands and tools. When thinking of what action you want your audience to take, imagine their actually doing something physical, and you are on track. Getting your audience to take right action involves challenging them to do one specific thing. When Ronald Reagan said in his speech at the Berlin Wall, “Mr. Gorbachev, tear down this wall!” he was delivering a call-to-action that was a stunning turning point in the Cold War. In your day to day leadership activities, you are probably not meeting such daunting challenges as winning a war, but you can use the principle to raise the effectiveness of your leadership to much higher levels.

(2) PURPOSEFUL. People who take action are useless to an organization. It is only those people who take action for results who are useful. Make sure their action has purpose. The secret of success is constancy of purpose. When your audience does take action, they should know exactly what they are doing and why they are doing it. Purpose in leadership talk has three aspects: reason, feeling and awareness. People should understand the rational justification for the action; they should have an emotional commitment to the action; and be fully mindful that they are taking action.

(3) HONEST. If you trick people into taking action or lie to get them to take action, you’ll damage that element on which all motivation is based, trust. Afterward, you may be able to order them to do a job, but you will never motivate them. Be honest with yourself in developing your call-to-action. Marcus Aurelius said, “Never esteem anything as an advantage to you that will make you break your word or lose your self-respect.” Be honest with them in challenging them to act. I do not recommend this merely on trustworthy grounds but on eminently practical ones as well. After all, we do not know how good we are as leaders unless we are challenging the people to be better than they think they are. And they cannot be persuaded to accept that challenge if they think we’re deceiving them or that you are deceiving yourself.

(4) MEANINGFUL. Action gives meaning to the emotion your audience feels. Emotion alone cannot get results. It’s action that gets results. Action validates emotion, and vice versa.

Leaders who find little meaning in their jobs or the results associated with those jobs, shouldn’t be leaders, or they should change jobs and/or results. Most leaders understand this. But few leaders understand that meaning also involves the jobs of the people they are leading and the attitudes of those people toward those jobs and the results the jobs aim for.

Your cause should be meaningful to the people who must carry it out. If it is only your cause and not their cause, the action they take will get insufficient results. Your cause will be meaningful to them when that actions they take to meet the challenges of that cause are solving the problems of THEIR needs. So, before you challenge them to take action, identify their needs and the problem solving actions.

2005 © The Filson Leadership Group, Inc. All rights reserved.

PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required, mail to: brent@actionleadership.com

The author of 23 books, Brent Filson’s recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He is founder and president of The Filson Leadership Group, Inc. - and for more than 20 years has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: “49 Ways To Turn Action Into Results,” at http://www.actionleadership.com

In another article I wrote, entitled Become Successful by Thinking Differently, I talked about the story that the Barbarians would tell and how in the story Odin changed into someone else just by thinking differently. I suggested that you also start thinking differently about things. Have you done it? If not why? A bit harder than it seems, huh? “The Barbarians Guide to Success” can help, but I thought I would give you some more advice on that right now.

First you must realize that you already have what you want. Do you want to be wealthy? Well what if I told you you were in the top 8% of the wealthiest people on earth. What if I told you that by getting this email you are proving to be distinguished from 99% of the worlds population. By reading this email, you have a leg up on over two billion people in the world already. Some of you already know what I am talking about, but those of you who don’t, are you scratching your head yet? How ’bout these stats?

* 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 never experienced the danger of battle, the loneliness of imprisonment, the agony of torture, or the pains of starvation …you are ahead of
500 million people in the world.

* 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 food in the refrigerator, clothes on your back, a roof overhead and a place to sleep…you are richer than 70% of this world.

* 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 have a computer, you are among only 1% of the worlds population that does.

So, as you read this you are among the 8% wealthiest people in the world. Puts a bit of a spin on what you thought before huh?

Oh and what about reading this article, well if you can do that you are more blessed than over two billion people in the world that cannot read at all. That’s right. You have the ability to read. At least some spare change, some food in the frig, or some in the cabinet.

You, my friend, are rich!

Now, admittedly, this takes into account non-industrialized nations, and that makes these stats a bit deceiving, but what that means is that you live in a great nation, that is full of wealth. You just need to grab it.

Now remember, you are already rich, you just need to get richer.

I know this is much lighter than many of my articles, but everyone needs to lighten up and just feel good once in a while.

The fact is that silly little things like this do help make you feel better, but you need to get down and dirty and in the trenches to really make a success of yourself. It doesn’t hurt to have some help from someone who has been there. A good coach can be invaluable, and I highly recommend finding one. I also recommend finding good books that, not only give good advice about success, but also addresses the mentality of success. If you ask the most successful people in the world they will tell you any kind of success is 99% mental.

That’s why in my book “The Barbarians Guide to Success” I address the mental aspects of what I did to increase my income by 833% and fall deeply in love and get married to the woman of my dreams all in 2.5 years Make sure that anybody you work with understands how to help you change the way you think at a core level, otherwise all the work will be for naught.

With that I will say:

Get the Barbarian Mind Set and keep it. Stay trú to yourself and your family, the rest will take care of itself.

Welga!
Everte

* Statistics reprinted with permission from www.yogapeace.com

Everte Farnell is a author and speaker and professional coach. In May of 2003 Everte was a divorced broke single father. Two and a half years later Everte is a happily married father of two. The company he and his wife worked to build supplies his family with a six figure income, and his children are happy healthy and well adjusted. He lives a life that many dream of. It is the life that he dreamed of in May of 2003.

In October of 2005 he released his book “The Barbarian’s Guide to Success” and is dedicated to helping other realize their dreams. He is a straight forward, politically incorrect, figure and makes very little time for detractors. He often says “So many ‘coaches’ have made their money by coaching. I do everything I coach. It is important that people know that I have faced or do face the same challenges they face. Life is an integrated process. Your professional life must support your personal and family life and vice versa, otherwise you will never find true success.” Everte Can be reached at his web page http://www.successfulBarbarian.com

Welcome to the final in a series of four articles on ways to improve your time management skills. Time management is a hot topic these days. With more pressure on most of us to do more with less, we are constantly turning to gurus in this area to try and improve our time management skills. Here are seven more tips to help you in your quest to master your time usage.

If you missed the first two articles, look for them under the titles of Master Time Management with 7 Time Management Tips, Master Time Management with 7 More Time Management Tips and Master Time Management Yet Another 7 Time Management Tips.

22.Ensure your team has the training they need to do their jobs effectively and efficiently.

It is particularly important for new staff to be given the necessary training and support for them to be able to work effectively and to feel comfortable with the job. During the first weeks, a new employee will probably feel stressed and insecure as she/he grapples with the demands of the job, the codes and the practices of the organization. Clear instructions, continued support and friendly faces make all the difference during these initial weeks. The time you spend training your team is repaid ten-fold in the time you will save reworking, fixing mistakes, giving instruction and over-seeing work.

23.The less crisis management the better - keep your goals clear, your plans specific and your priorities flexible.

Make sure that each and every member of your team understands the team goals, their role in the achievement of them and how they contribute to the team plans. Don’t allow time to be wasted because everyone isn’t crystal clear on what is important and what is not. Clearly articulated and agreed-to team goals help to galvanize team efforts, and ensure everyone is moving in the same direction. This way it is easier for team members to identify priorities on a daily basis.

24.Develop your concentration skills.

Multi tasking is for the birds. It is a buzz term that scatters your energy and diffuses your effectiveness. Don’t waste time attempting to do more than one task at a time especially when a particular task might require a sustained period of concentration. It has been proven over and over again that focusing your efforts and energies on one task at a time is far more efficient that trying to shift concentration continually. ‘Learn to focus and work through the negative, procrastinating thoughts in your head. When you get the urge to throw in for now, or put it off till later, take a refreshing break (not a new task!!) like a quick walk, a stretch, a drink or just some deep breathing with eyes closed then refocus on the task at hand. It’s a habit, so stick at it with determination. Eventually it gets easier. 25.Let go of perfectionism.

While it is very normal and advisable to strive for excellence in whatever you do, an excessive striving for perfection can be both stressful and counter productive. While certain practitioners (such as doctors, research scientists and air traffic controllers) cannot be content with ‘near enough is good enough’, most of us need to balance our quest for perfection with a need efficiency. Some corners are meant to be cut. Don’t compromise on quality, but do balance the level of perfection with the importance of the task and the required or anticipated return on investment.

26.Be assertive when you see a better way of doing things.

Your work group may be less effective than it could be, simply because you are hesitant to contribute suggestions for improving work practices. It takes a certain level of risk to voice your opinion, but think about the risk of not voicing it and simply following the established practice which wastes time, resources and effort. If you can see a better way, tell some one. Or just do it and see what happens. Your lead may be all the example needed to change a work practice for the better.

27. Always leave time free at the beginning and end of each day for review, reflection and preparation.

This habit may seem a little wasteful when every moment counts but 30 minutes spent at the end of every day reviewing the day’s activities and identifying the lessons is time well spent. My motto is that every day which passes without a lesson learnt is a wasted day. Lessons take quiet time to become conscious, so give yourself the gift of reflection time and improve your skills on a daily basis. The same applies to the start of each day. Check your diary and to-do lists and prepare your heart, mind and body for the action ahead. Wake up 30 minutes earlier if you must, but find the time to save the time in the long run.

28.Take control of your career path and set goals for every aspect of your life.

Many people who feel trapped in a mediocre job or organization are extremely good at rationalizing why there is nothing they can do to change the situation. Some examples:

*The job’s terrible, but I’ve only three years to go until long service leave. *People my age can’t change jobs. In fact, I’m lucky to have a job. *I’d need a degree to get any further - all those years of hard work are not worth it. *My boss treats me like dirt, but at least the money is good and the other staff are OK. *I’ve become too specialized, there is no way I could change careers now.

Nobody is suggesting that making career changes is easy, but be aware of those situations in which you are simply choosing the path of least resistance, even though you are thoroughly dissatisfied with where your job is now taking you. If you feel you are getting nowhere in your current position, take some time to consider what steps you can take to improve your career, either within or outside your present organization.

You may need to undertake further study, make appropriate contacts or develop extra skills over a considerable time frame to achieve your goals, but isn’t it worth the effort? Since we spend such a high proportion of our waking life at work, surely it’s worth a reasonable investment of time and energy to ensure that we obtain a reasonable (and preferably high) degree of fulfillment from our work? As one wise man once said: “We all get 24 hours every day, it’s what we do with them that makes all the difference.”

One Final Word

I hope you have found this series of articles useful. Remember, time management is in fact another way of saying self management. If you want to improve or change a behavior, you need to create the new habit slowly and consistently. Do one thing at a time, and work at it each day for at least a month, before your try to introduce another new behavior. Be patient with yourself. It may not happen over night, but eventually, with persistence and determination, it will happen.

Welcome to the second in a series of four articles on ways to improve your time management skills. Time management is a hot topic these days. With more pressure on most of us to do more with less, we are constantly turning to gurus in this area to try and improve our time management skills. Here are seven more tips to help you in your quest to master your time usage.

If you missed the first article, look for it under the title of Master Time Management with 7 Time Management Tips. And after you’ve read this one, look for Master Time Management with Yet Another 7 Time Management Tips and Master Time Management with a Final 7 Time Management Tips.

8.Always take scheduled work breaks.

When you are grossly “overworked” it is tempting to cut out all breaks, including lunch, morning and afternoon tea. However, none of us can work effectively for 8 - 10 hours without a break and for the sake of both our sanity and effectiveness, we need to take reasonable breaks. Even a quick, brisk walk, stretches or a few minutes meditation/relaxation can often give your mind and body the break they need.

9.Try to complete a task in one sitting whenever possible.

Are you sometimes guilty of starting a task, spending some time on it and then baulking at the complexity of the task or difficulty of the decision(s) to be made, you throw it in the “pending” tray or back to the in-tray? Many of us repeat this process over and over again, preferring to devote our energies to easier or more interesting tasks and waste considerable time in the process of doing so. It is far more time efficient to complete a “whole” task whenever possible. Try to have all the resources you need to do this so you will not be forced to stop and start.

10.Do not take work home on weekends or evenings

It is very easy to get caught up in the habit of regularly taking work home with you on weekends and evenings. If you find yourself doing this on a regular basis, then you need to reexamine our time management techniques. A basic time management principal is to ensure you prioritize all areas of your life, including home and family. All work and no play creates a whole set of problems, other than being tired and cranky. Leave work at the workplace and manage your time better rather than stealing from Peter to pay Paul.

11.Always give your team members loads of specific and timely feedback on their performance, both positive and negative.

You will be able to manage your own time more effectively if your team members are doing their jobs properly. Being human, we all make mistakes at times and it is important to provide others with immediate, objective feedback when mistakes are made. And don’t forget the praise and gratitude when a good job is done. There is no better way to get others to help you or take over some of your tasks then to give praise when and where it is due. The more time you spend on your team members, the more time you’ll have to yourself.

12.Treat mistakes as learning opportunities

As stated earlier, your team members are human and therefore will make mistakes occasionally (don’t you?). However, they will not develop new skills and self confidence unless you provide them with learning opportunities. The chances of mistakes are lessened if you give clear instructions and appropriately monitor progress on any delegated tasks (this does not mean breathing down their necks all the time). If you treat mistakes as learning opportunities rather than opportunities for criticism, then your team will be more willing and enthusiastic to take on delegated tasks in the future.

13.Don’t be a martyr or pretend you can cope when you can’t.

Some of us suffer from a martyr complex, being determined to tackle an exorbitantly high work load for extended periods, even if it kills us (it sometimes does). Others have poorly developed assertiveness skills and are not prepared to make a case for extra resources, even when there is a crying need for them. Inadequate staff or resources can often occur if an organization is either rapidly expanding, with increased workload not being matched by increased staff numbers, or experiencing difficult times (a reduced number of staff being required to cope with the same workload). You owe it to your staff and yourself to request extra resources if your section is overworked and there is some likelihood (however small) of obtaining additional resources. At least bring the issue to the attention of those in power. They will not thank you for keeping them in the dark till a crisis with dire consequences is inevitable.

14.Manage your telephone calls to reduce interruptions and time wastage.

Use voice mail or an answering service when you are concentrating on an important task. Return all calls in bulk (this can be a useful break time for a lengthy task). Get someone else to take your calls and ensure they get full details so you can return the call with all the necessary facts at hand. Schedule your outgoing calls in blocks, preferably during the early morning. Never sit on hold, always leave a message. If you know you will encounter one of those long winded automated systems, use email. If staying on hold is absolutely unavoidable, put the call on speaker and do something useful while waiting.

For more time saving tips, see my other articles called Master Time Management with 7 Time Management Tips, Master Time Management with Yet Another 7 Time Management Tips, Master Time Management with a Final 7 Time Management Tips.

People don’t leave jobs; they leave bosses. –
Anonymous

Congratulations. You’re the boss. That means either you own the company; you are related to someone who owns the company; or someone thought you had the technical expertise, experience, or potential to be the leader. One of these applies, or you know something regarding moral turpitude about the boss. However you got here, here you are. Chances are no one has really prepared you for this job. In college you studied, engineering, marketing, accounting, nursing, or some other job function. Maybe you even took a course or two in management, but did anyone every really teach you the skills it takes to be the boss? Probably not. You, like millions of others, are in this position but are not prepared for all the responsibilities that go with it. If you aren’t smart, honest, and hard working, this article won’t help. If you are, and you want to learn the requisite skills to be an F2 Leader, one that is both firm and fair, you will be able to make a difference in your life and the lives of your direct reports.

As the Baby Boomers look toward retirement, the Generation Xers are looking forward to filling the leadership roles that will be vacated. However, the next generation of leaders will face unprecedented challenges in the war for talent. As has happened in the past, people will continue to leave bosses, not jobs. But when people leave, there will be fewer top performers to fill key positions. The competition for talent will escalate, and only those companies who have hired bosses that no one wants to leave will be able to vie in the global marketplace. In general, research shows that in a good economy, an unhappy employee will bolt the company for a 5 percent pay increase, but it will take at least an increase of 20 percent to compel a satisfied employee to jump ship.

Although there seems to be universal agreement that people want to be better bosses, the task of determining what that means seems daunting. Perhaps one of the best ways to answer some of the questions that continue to surface is to describe to discuss some of the most important ways leaders can sustain F2 Leadership so that they attract and keep the best and brightest in their industries. One thing seems clear: bosses need to be concerned with both task accomplishment and people skills, the essence of F2 Leader.

Specifically, what does it take to be a good leader? In my experience, it takes a desire to lead, the intelligence to learn quickly, the analytical reasoning to solve unfamiliar, complex problems, a strong action orientation, integrity, and people skills. In short, it takes a balanced concern for task accomplishment and people issues, F2 Leadership. Intelligence and achievement drive are resistant to change and difficult to develop but people skills are easier to learn. The good news is, often leadership derailment is caused by flawed interpersonal skills, so bosses who possess the other characteristics can learn the one set of skills that is likely to have the greatest impact on their success. Becoming firm but fair leaders that others trust is at the heart of sustaining effective leadership.

One of the toughest aspects of developing better interpersonal skills is the tricky balance leaders need to have for concern for people and concern for results. Without a strong bias for action, leaders are not successful. Effective leadership demands dominance, the exercising of control or influence. It means being assertive, putting forward ideas, and striving to influence the way others turn ideas into action. Dominant leaders take charge, guiding, leading, persuading, and moving other people to achieve results. Instead of letting things happen, they make things happen.

Without a strong concern for the people who get the results, however, bosses aren’t effective either. Balancing dominance and responsiveness requires constant recalibration, a challenge that even the most seasoned leaders face. Here are some ideas to help you get results while still being responsive to others:

· Demand results through involvement. Set tough goals and insist on analytical approaches.

· Get to know your people, their strengths, their weaknesses, and their motivators, and then deal with each person as a unique individual.

· Maintain an “us centered” mentality.

· Demonstrate concern and responsiveness. Rather than merely trying to please direct reports for the moment, work with them to uncover their concerns and then balance these with the needs of the organization.

· Put disagreements and problems on the table as soon as you perceive them. Don’t wait until you are angry or until a crisis is brewing to talk about things.

Sustaining a dedication to excellent results and a commitment to your people will be a huge step toward building trust, an essential component of strong leadership. Although personal integrity is essential for building a trusting, trustworthy organization, it isn’t enough. Developing behaviors that indicate that the integrity is there is also crucial. Like interpersonal skills, the behaviors can be taught and learned, even if the integrity upon which they are based is not easily changed.

Building trust within an organization is a complicated and fragile process that requires unwavering attention on the part of the leaders at all levels of the organization. Here are some actions any boss can take immediately:

· Send consistent messages. One of the fastest moving destroyers of trust, inconsistent messages, can occur at any level of the organization. Often bosses are helpless to do anything about the strategic or organizational trust issues in their companies, but they can certainly make sure that they are not guilty of sending mixed or inconsistent messages. An element of trust is predictability. Direct reports want to know they can trust their bosses to do what they say they will. For instance, the boss who tells her direct reports how much she values them and then doesn’t keep scheduled appointments with them, takes calls or other interruptions when they are meeting, or shows up late for meetings, is sending the message loud and clear that indeed they are not important to her. Employees who have this kind of boss can be counted on to disengage, focus on rumors and politics, and update their resumés.

· Keep policies and standards consistent. When bosses play favorites and allow a few pet performers to bend the rules, others notice. Consider the boss who doesn’t like confrontation. He turns a blind eye to the fact that a select few are not adhering to the company’s rules regarding flex time, signing in and out, using work time for doctor’s appointments, etc. If there is a rule, everyone should be required to uphold it. If it’s not important enough to have a company policy about, don’t bother with it. The HOT stove form of leadership applies here. No matter who touches the stove, it’s hot, and the person touching it will get burned, no matter the person’s position in the organization or the favor the boss feels for the person who touches it.

· Don’t have a policy about something unless you are willing to fire your most valuable employee for violating it. In other words, if it is important enough to make a rule about it, it’s important enough that the company’s star will be fired for violating it.

· Expect competence, high-quality performance, and decent behavior from everyone. Whether the person is a genius, technical expert, top salesperson, rainmaker, or company curmudgeon, the same standards should apply, but often they don’t. Bosses tend to leave alone people who operate at one end of the continuum or the other. Too often top performers get away with volatile behavior and tantrums, both appalling behavior in any organization. On the other hand, the difficult employee can also get away with unacceptable behavior simply because the boss doesn’t want the confrontation that is likely to occur if he addresses issues with the direct report. Once again, others notice, and they resent the company tolerating problematic employees.

· Give honest, balanced feedback. How many times have I had conversations with frustrated human resource managers because obviously a person needs to be fired, but the performance reviews are glowing? A legitimate question a lawyer would ask in a wrongful termination hearing might be, “If this employee was bad enough to fire, how do you explain these scores on his last appraisal?” In addition to causing headaches for the company, this kind of dishonest feedback fails to help the direct report develop skills or take actions to better performance. Similarly, if everyone is given the same bonus and raises, what is the incentive for others to work hard to uphold stellar performance? It may come from within, but only for a while. People tend to object to unfair treatment that they can’t control. The boss who engages in flawed feedback is inviting others to weigh in by voting with their feet as they walk out the door.

· Trust others. One of the phenomena of human behavior that often goes unnoticed is that trustworthy people are also usually trusting people. As the saying goes, a man only looks behind a door if he has hidden behind several himself. If a boss can’t trust his direct reports, one of two things is wrong. Either he is not willing to trust because of his own doubts, or the direct report has given him reason not to trust her.

Conclusion

Understanding more about how to become the boss that no one wants to leave begins with an understanding of what a boss is. Then, each person must ask the tough question, “Do I really want to be the boss?” Finally, the person who steps up to the plate needs to know how to do what it takes to succeed. Only after a person has this foundation can she or he begin the formidable task of learning what needs to be done to win. Specifically, this journey will require some skills related to taking care of oneself, some abilities to lead each individual, and a grasp of what it takes to lead a group of people, either a team of direct reports or an entire organization. The principles are the same, even though they are not easy to practice at any level to achieve F2 Leadership. But what worthwhile things are easy? As Tom Hank’s character said in A League of Their Own, “If it were easy, anyone could do it.”

Dr. Linda Henman teaches leaders to be the boss that no one wants to leave. She can be reached at Linda@henmanperformancegroup.com.

Dr. Linda Henman speaks from experience. For more than 25 years, she has helped military organizations, small businesses, and Fortune 500 Companies turn things around by getting the right people in the right place doing the right thing.

Linda holds a Bachelor of Science in communication, two Master of Arts degrees in both interpersonal communication and organization development, and a Ph.D. in organizational systems. By combining her experience as an organizational psychologist with her education in business, she offers her clients assessment, coaching, consulting, and training solutions that are pragmatic in their approach and sound in their foundation. Specializing in assessment for selection, promotion, and development, Linda helps organizations improve their succession and retention initiatives.

Anticipatory anxiety is the anxiety one feels before a performance, a speech, or some other task that is to be undertaken. Some also call this performance anxiety although this term is usually reserved for the anxiety felt “during” the task in question.

What is the purpose of feeling anticipatory anxiety?

Well if you look at it closely you might “think” that it is supposed to prepare you for the task at hand, so that,

You will be alert, aware, focused, on task, and performing at your best, so that,

You will feel confident and perform the task well, so that,

You will succeed, so that,

You will feel accomplished, happy, joyful, relieved, and good about yourself.

In other words you might believe unconsciously that:

(A) Anticipatory anxiety makes you feel accomplished, happy, joyful, relieved, and good about yourself, correct?

If you however “feel” what it feels like to be caught “in” the anticipatory anxiety itself I think you will find that it makes you feel:

1. Anxious

2. Vulnerable

3. Tense

4. Out of control

5. Perhaps frustrated

6. Unfocused

7. With poor concentration

8. That your judgment and performance are impaired

9. Angry with yourself because you can’t seem to relax

In other words it makes you feel horrible, horrible about yourself and it undermines your success.

So you see Statement (A) above is False.

Right now, I would like you to take a moment and notice how you feel inside.

If you are feeling lighter, a sense of relief, calmer, happier, more energized, more buoyant or any other positive feeling then you have just experienced a release of this anticipatory anxiety deep from within your body.

If you know what I’m talking about then you may wish to hear two special messages I’ve posted at the web link below that will facilitate your personal growth in a big way.

Dr. Nick Arrizza is trained in Chemical Engineering, Business Management & Leadership, Medicine and Psychiatry. He is an Energy Psychiatrist, Healer, Key Note Speaker,Editor of a New Ezine Called “Spirituality And Science” (which is requesting high quality article submissions) Author of “Esteem for the Self: A Manual for Personal Transformation” (available in ebook format on his web site), Stress Management Coach, Peak Performance Coach & Energy Medicine Researcher, Specializes in Life and Executive Performance Coaching, is the Developer of a powerful new tool called the Mind Resonance Process(TM) that helps build physical, emotional, mental and spiritual well being by helping to permanently release negative beliefs, emotions, perceptions and memories. He holds live workshops, international telephone coaching sessions and international teleconference workshops on Physical. Emotional, Mental and Spiritual Well Being.

Business URL #1: http://www.telecoaching4u.com/Performers.htm