Matt Cartwright, consulting, coaching, facilitation - Professional Facilitator - Matt Cartwright

Transform your employees into passionate advocates

6/3/2012

Transform Your Employees into Passionate Advocates

Employee happiness is becoming a hot topic among CEOs and in boardrooms, and it's about time. The current issue of Harvard Business Review, which includes a series of articles focused on employee happiness, is just one more sign of the growing recognition that happy, engaged employees are more productive and generate better outcomes for their companies. But there's also a risk in all this attention to "happiness." Happiness for its own sake is not the... read more

Journey well,
Matt Cartwright

7 Things Great Employees Do

6/3/2012

7 Things Great Employees Do

A great read......This definitely isn't the first time somebody's written about what makes employees special. But it may very well be the first time someone's telling you what will genuinely get your management excited about you and ultimately get you promoted. No kidding. Read More
Journey well,
Matt Cartwright

Success Leaves Clues, Download the Free Software

6/3/2012

Success Leaves Clues, Download the Free Software

One of the biggest hurdles is the software that runs in our brains. It's almost like we have inadvertently downloaded a virus that operates on our mindset slowing down our performance, speed and efficiency in achieving our goals.

Having coached and counselled thousands of clients, my experience tells me that it’s not so much ‘what to a mange to move forward” but it’s working out “how to move forward”. This concept separates high performance/significance versus mediocre performance/existence.

Finding the sweet spot lies within us but unfortunately most people and businesses are searching outside of themselves. My observations are that people need to spend a lot more time developing inwardly versus outwardly. Being successful or achieving more significance leaves clues.

The secret of getting ahead is getting started. The secret of getting started is breaking your complex, overwhelming tasks into small manageable tasks. Then start on the first one. That doesn’t mean it has to be done by you. I struggled for many years with the concept of asking for help and delegating.

I had all these ideas in my head and I had expectations of how things were to be achieved. It was just easier if I did it, then it would be done the way I wanted it. It took me some time to give up this mindset. Yes, the pressure cooker in my head had no room for more work or more demands. The term “Let go” stuck with me one day. That was also a day I let go of one of my former bosses. It has been one of the major secrets to my success.

I have found that being successful and improving performance leaves clues. I make it my business to help people find the clues to achieve their success. Whether it’s a project, a new business venture, a new strategy or a new partnership.

The high performer goes searching for clues. The implications for not searching are obvious….

Here is something for you. “Nothing is really new”. It has been done before.

Okay, want to know more?

Whether it’s in the mind or on paper, many of our issues, problems have been dealt with before. There is a concept of sameness everywhere we go. Many businesses have the same objectives, same challenges all over the world. There are 7 billion people in this world, all with creative and intelligent minds in their own right. We basically all share the same DNA. The difference is that some people make different decisions about what they think about. These decisions combined with actions achieve different results.

The Clue

Personally, I tend to ask for help where I can. I don’t waste time in trying to always work the problem out. I have found many people willing to help. On the flip side, I have encountered many people will not. Let go of them. These people control information because they live in a world of fear and insecurity. That is, they are attached to an imagined concept of self-importance or attached to an image of themselves losing something. They are afraid of co-workers finding out the real person behind the position.

Do you know the person in the office who controls knowledge or skills in fear that someone might use it and look better than them?

Remember, by being a person who is a multiplier and not a divider of information makes very good sense. If your work area is not operating like this then you’re losing power and influence. Most importantly you’re losing staff engagement, customers and potential profit.

Many of us in the corporate world unfortunately have reinvented the wheel due to the fantasies of self-importance which are underpinned by our self-limiting beliefs. The belief that we must achieve the task on our own and that we will be rewarded for our efforts. Too many people have the mindset that sharing the problem or asking for help is a sign of weakness or incompetence. In fact, this is the hallmark of a successful leader, an enlarger and a multiplier.

Your job is to ask people smarter than yourself for the information.

It's knowing your people, knowing their skills and seeking out their abilities to assist you.

One of my suggestions is to review your business or project management knowledge management policy, processes and systems. I see much duplication, rework, overprocessing, overproduction, wasted effort, wasted talent, wasted time in meetings etc. Not good for people, not good for profit.

Not real good at all….

We are in knowledge worker economy…..Work smarter, not harder. People will thank you when you raise the following questions in your business or project meetings.

Is this the best way to do this?
Is there a better way?
What could we improve?
Who will we get involved to help us?
When can we get started?

Challenge

Let go of fantasies of your self-importance. That is “Ego”, stop saying “I” for one day at work.
Find someone like a coach, mentor or colleague to help you.
Write an action plan, do it, review it, change it, reward it.
Encourage your work area to have knowledge fairs, mentoring schemes, lunch and learn sessions or breakfast byte meetings tec.

Get Started, success leaves clues, the software is everywhere and free. So ask for it and keep asking….

Journey well,
Matt Cartwright
Inspiring People, Inspiring Business, Inspiring Results
© Copyright 2008 -12

A war on email, I survived and so did others

5/3/2012

A War on Email, I Survived and So Did Others.

Some time ago I started a war on my email. I survived and won the battle. Yes... there were only minor casualties. I put an automation rule to respond to my work email to deal with the deluge. One of my email accounts had over 3000 unread emails in it. I’ve turned that account off. It can’t be important to me. I simply just don’t value it and it’s never important. Its information overload.

I have survived and I haven’t been in trouble about it. I have had the occasional “didn’t you get that email? Of course I did, I just hadn’t got around to reading it”

I operate a number of email accounts to manage my workload. I tried something like this recently and this and it worked a treat. I suggest if you do try it, tell your team or boss and do it as trial for a week. Tweak it to make it work for you and your team.

I set up an auto responder email. It read:

“Thank you for your email. I read my emails twice a day and respond to them accordingly at 12 midday and 4pm. I read email in order of business priority. If you are sending me a meeting appointment, please send the agenda and the meeting outcomes that are required so that I can prepare accordingly.

If that matter is urgent please ring me and leave a message and I will call you back as soon as possible. Thank you for your understanding as this helps me manage time more effectively and serve you better.

Have a great day.
Regards Matt”

I told my immediate coworkers in advance if you need me, just call me and still send me the email.

I then put my landline phone and mobile onto message bank and observed what happened. Surprise people stopped sending me unnecessary emails and the phone calls dropped off. I have now created more productive time.

Other people’s urgency no longer became mine. Within a week I increased my productivity time. It was hard the first day. I was used to the amphetamine pellet dispenser responding to most email as it came in. I went cold turkey and turned it off and back on at 12pm and 4pm.

It bothered a couple of people. It was an experiment. I was challenging the status quo. Like all good experiments there are lessons and sometimes causalities. I gather those people didn’t quite understand my needs or priorities. They assumed I waited around for email. They operated in the urgency paradigm not the high performance paradigm. Just a reminder if you are not applying Stephen Coveys Important and Urgent Matrix, you are losing precious time. Consider applying it for at least 3 days and check your progress. It's a mental, behavioural and attitudinal shift.

The Important and Urgent Matrix

This tool, developed by Stephen Covey (Covey, 2004), helps people set priorities and learn how good management means putting first things first and organizing and carrying out work based on priorities. This tool helps people learn that the most important thing is not managing time; it is managing ourselves.

The Importance of Effective Self Management and Prioritization

Quadrant I Represents things that are 'urgent and important'. Quadrant I activities are usually "crises' or problems'. They are very important, but if not careful Quadrant I activities can consume you. As long as you focus on it, it keeps getting bigger and bigger until it dominates your work. There will always be crises that require immediate attention, but how many things are really that urgent?

Quadrant II includes activities that are `important but not urgent'. It is the quality quadrant, where you plan and anticipate, and prevent things that otherwise might become urgent.

Quadrant II is the heart of effective personal leadership. This is where you should spend most of your time!

Quadrant III includes things that are "urgent but not important". Plenty of managers spend too much time in this quadrant. The urgency sometimes is based on someone else's priorities.

Quadrant IV includes activities that are "not urgent and non important". It is the "waste of time' quadrant.

If you’re strong and able, try and have an email free day……once a week or once a fortnight or once a month. We are far to addicted to email ecstasy, love or hate it. Choose your work poison wisely.

Journey well,
Matt Cartwright
Inspiring People, Inspiring Business, Inspiring Results
© Copyright 2008 -12

Tackling the Elephant in the room in 10 quick easy steps

4/3/2012

Tackling the Elephant in the Room in 10 Quick Easy Steps

First principle, is not to shoot the elephant....that hurts and is unkind and morally wrong
Second principle, it takes courage and heavy lifting
Third principle, empower the group by holding them to account
Fourth principle, keep going

Okay its a common mistake not to address the elephant in the room.....I've been there and done that. I still see it being done by senior people who have influence and power.

I can't help myself, what a waste of time for everyone if we don't address it....Of course it needs to be done with sensitivity. Please share this with people who need help managing Elephants.

10 steps to help you... lets go!

Step 1. Ask permission to offer feedback.
Example: "Ok, I want to stop this meeting now and give you some input, I hope that is okay….I think the group would benefit from hearing my observations. . . is that OK?"

Step 2. Describe specifically what you’re observing
Example: "During the pre-prgram meetings I held with over half of you, the issue of some people not pulling their weight was mentioned by everyone as the most serious problem facing this team. We have been talking about team problems all morning and no one has mentioned this issue."

Step 3. Tell them about the direct impacts of their actions.
Example: "Since the issue of people not pulling their weight has not been mentioned, there's a good chance that these current discussions are not going to resolve your most serious team problem."

Step 4. Give the other person(s) an opportunity to explain.
Example: "You're telling me that this problem is not being discussed because it’s too sensitive and people are concerned about offending each other is that right?”

Step 5. Draw out ideas from the other person(s).
Example: "What do you think we could do to make it safe so that this issue can be discussed? What guidelines do we need to create to make it safe?”

Step 6. Offer specific suggestions for improvement only when necessary.
Example: "I think the guidelines you have come up with are excellent. I'd like to add a few ideas about how we can tackle this with sensitivity, they are only ideas."

Step 7. Summarise and express your support.
Example: "I want to thank you for being willing to tackle this tough issue, I appreciate your effort, thank you."

Step 8. Review.
Example: "I'm going to stop the meeting in about an hour and check with you to see if we are now tackling our real problems and if the guidelines we set are working."

Step 9. Reflect.
Reflect on the process of how you managed yourself, what did you learn about your faciliation, what might you change next time?

Step 10. Reward.
Give yourself some positive praise for tackling the Elephant in the room, that's your job as a facilitator, manager or leader.

Journey well,
Matt Cartwright
Inspiring People, Inspiring Business, Inspiring Results
© Copyright 2008 -12

Partnerships, Get Less Pain and More Pleasure

29/2/2012

Partnerships, Get Less Pain and More Pleasure

As you probably already know, the wrong partnership whether it is professional or personal can be far worse than no partnership at all.

There are a few important points to consider when starting a partnership. Firstly, you must decide if it is right for you, your business or project.

If the members of a partnership essentially do the same thing, it's almost inevitable that one will be hard-working and have more commitment than the other. Often, that party becomes resentful for the additional time they put in. I know this because I have experienced it for over two decades. It becomes a push/pull relationship and unfortunately this results in tensions.

The key is that the partnership must be something that you both need and couldn’t be done by yourself.

As we operate in the Brave New World paradigm, partnerships will need to be built on solid foundations to withstand the changing values in our workforce and global economics,

Our projects, our business and production will be outsourced to more competitive players eager to take on the big companies. Remember all big companies start out small. The smaller ones have fewer overheads, less risk, have lower to fall and are more flexible in structure.

Consider your real partnerships in your business. Consider the stakeholder partnerships, customer partnerships, supplier partnerships, training and industry partnerships.

Are these partnerships operating based on common values, principles, vision and goals?

Are they developed on the mutually beneficial relationships, is your success their success?

Healthy partnerships work hard to help the other party succeed. They give without hidden agendas.

In the project management space it’s challenging. New start up teams, tight scope, schedule, high risk, low cost and performance driven leaders expect on time, faster, better, cheaper.

Be warned this may work, but the wisdom to lead a project to build partnerships will increase your future sustainability and ability sustain outcomes. There is a big difference between output and outcome.

It’s simple, think of compounding interest, that’s what your projects should be like. Build them into projects where the outcomes of the partnership are long term, not short term.

Alliancing is another matter especially on large scale multibillion dollar projects. Whilst facilitating an alliance between a number of multinational construction companies it was clear that the fundamentals were not addressed at start up. However, the Program Manager did have the foresight to get me into address some of the issues. The reality is, when the tender is won, the work gets started. Then I'm hired because the fundamentals were not addressed correctly.

If however you do decide to form a partnership or alliance, give me a call and we can meet to discuss what might best work for your project or business.

One of the keys is to have a neutral party facilitate the partnership. Let's face it..... It is more risky when you don’t have someone helping you to get it right.

A major risk if you don’t partner, you will lose your staff quickly to your competitor, (your customers…your profit).

People jump ship due to pleasure or pain, I know which one I prefer in a partnership….

Give away time of the week!!! Generosity is one of my business virtues so here I go…

Free consultation questions I’m giving you. I only ask that your give me credit for my blogs and refer people back to it. Or just go hire me……learn what your competitors are finding out.

1.      What is it that motivates our business to partner?

2.      Whose benefit is it really for?

3.      What is the problem that needs to be addressed?

4.      What is the opportunity that can be harnessed?

5.      What can we offer them?

6.      What can they offer us?

7.      What are the foundations or cornerstone of a mutually beneficial partnership?

8.      What are the shared values, principles, goals and responsibilities?

9.      How will we define, monitor and measure our partnership success?

10.   What do we stand to lose if a partnership is not developed?

So if you need help thinking through a partnership, an alliance, a collaborative or a network, please contact me.

Journey well….partner,
Matt Cartwright
Inspiring People, Inspiring Business, Inspiring Results
© Copyright 2008 -12

Karpman Drama Triangle is Alive and Well in Projects

29/2/2012

Karpman Drama Triangle is Alive and Well in Projects

Blog Warning. You may find out something about yourself and….I had trouble keeping to a word limit on this post. I’m not apologizing, it’s just a warning.

I was witness to a memo today, only because of the high level of distress it caused in a colleague of mine. A classic all time smoke and mirrors job. Old school style really, but you still see it. The recipient’s names were not even attached, they were referred to as positions not people, no use of their personal names, and their position titles were incorrectly identified. “A Classic” and it was written by..... "Ahhh, I’m not going there….I don’t play those games"

It was unclear, it had no alignment to strategic or operational priorities and showed no concern for the welfare of this high performing and autonomous team. There was absolutely no respect or regard for these professionals or their work contribution. It was old school management operating in a contemporary paradigm.

So why do we still see this? Well let’s just say that in this case that person has been in a very senior role for a long time. You have to wonder why have they being perversely incentivized. That is, bad behaviour gets rewarded.

Do you know what I mean?
Have you seen it?
Have you experienced it?

That’s right, these behaviours physically wrench the guts out of people. This negatively impacts on their personal lives and reduces performance, productivity and finally results in resignation. This then costs the customer in the long term.

In discussion with my colleague, it was easy for me to be hooked into the saviour role, her level of distress was genuinely warranted. At a deeper level, it appeared like she may become the victim, the CEO was the bully and I began to assume the role of rescuer. But wait there is more…. I had no life jacket ….no rope….and no real desire to be taken down as well.

On this occasion, my role was to validate her feelings, express concerns about the situation and help her focus on what she had power, influence and control. It seems a little non-empathic, but it is reality. High performance people don’t hang on to negative people. You have 2 choices, stay or leave.

In the corporate, government and small business world poor management practice still exists and will for a long time yet to come. I’m being upfront. It is. Look at the behaviours of our officials in government. Look at what goes on in the tea room/coffee shop or smokers shack at work. What gets said?

Simply covert and overt bullying and conflict is not managed well.

Project teams are at enormous risk. People move from project to project and business to business.

One thing that you must understand is this. You must understand the interplay. If you don’t, you will be played, and the injuries and losses aren’t pretty.

The Karpman Drama Triangle was originally conceived by Stephen Karpman and was used to plot the interplay and behavioural moves between 2 or more people in conflict. I suggest you read his work.

The most common office and project team game that I observe is the game called the "Dysfunctional Triangle". There are three players: the Victim, the Persecutor, and the Rescuer.

What makes this dysfunctional triangle game interesting is that everyone changes roles.

In fact this model is used to describe bullying in schools and to help kids change their behaviours. This model is also used in domestic violence counseling. The paradigm has enormous merit.

I have taught this model to most of my clients and teams. Why? So I empower them with the knowledge and self-awareness to regulate their own choices. I am a great fan of those who accept ownership, accountability and responsibility. They are inspiring and admiring qualities.

I guarantee, we have all played the roles at some time in our work lives…. if you’re upfront with yourself. I hope that most of you recognize it. Your job as manager or leader is to ensure others understand the triad. Spend a good half an hour with your team on it. Refer them to this post. Get them talking about it.

Drive them, enable them, empower them…..

When I was managing projects I often discussed this model in the early days when people start whining, criticizing or defending others.

Below are typical statements, I’m sure you have your own examples. If you’re part of the conversation, you could be part of the triangle. Triangles are reinforced by the three sides.

THE DYSFUNCTIONAL TRIAD

Victim           ("it was better under the old regime or project")

Persecutor    (someone representing the cause of the Victim's apparent misery. ("Just do it!" You are being moved regardless), insensitive ("I don't care if…..)

Saviour         The Saviour expresses concern ("yes, I know, I know,”), offers help ("I'll finish the job for you, it’s awful what they have done, they shouldn’t do that), and is the go-to person for everything, often and also known as the rescuer

The key is to be aware and not play the game.

Think about how this might occur in your work area.
What is your preferred role?
When does it change?

ACTION

By actually talking action you get closer to what you really want in your work life.

What roles do you play work?
What roles do your team members play?
Who are they?
What behaviours need to stop?
What behaviours need to start occurring?
What behaviours will you change in yourself?

Remember if nothing changes…. nothing changes

Journey well,
Matt Cartwright
Inspiring People, Inspiring Business, Inspiring Results
© Copyright 2008 -12

Self-Awareness and Leadership: Have a look in the Mirror

23/2/2012

Self Awareness and Leadership: Have a look in the Mirror

I was with a long term client today. We had just finished a quick lunch. He was being head hunted by another firm which was what we were hoping would happen. His current company was sealing his potential.

I was thinking how fortunate he had been to be potentially moving to another more prestigious organization. He was keen to leave due to the CIO poor people skills.

A man got in the lift at the 25th floor. There I was confronted by a gruff man. It was the very person my client was talking about. One thing that struck me was the man had no idea what vibes he was giving off.

Whilst on his mobile phone, he was aggressive, using expletives and then went on criticizing his PA for his appointment scheduling. He finished the call, looked at my client (his colleague) and said, “God I work with some idiots in this place” enough said. Spooky…. I guess we had just spoken about him at lunch.

My observation was he had no idea what reactions he was giving off, nor did he seem to care.

So this is an easy blog today, because what I know about many leaders especially the ones that go and have 360 degree assessment, is that their drive, direction and self-belief is high, but their self-awareness is often low.

You guessed it. Many suffer from a lack of self-awareness. If this is you or you’re not sure, go start looking in the mirror more often. Go to the bathroom really look hard at yourself, and say “is the organistional leader that people aspire to, or even want to follow?”

Okay the narcissist or psychopath will always say “yes." So here is a gentle reminder if you or someone needs a top up.

Here it is for this week.

This task goes for anyone who has power or influence over people at work.

Self-awareness

If you're self-aware, you always know how you feel. As a result you know how you’re emotions, and your actions, and how they can affect the people around you. Being self-aware means having a clear picture of your strengths and weaknesses. And it means having humility.

So, what can you do to improve your self-awareness?

Keep a mental journal spend just a five minutes each day reviewing your thoughts about the day’s events, behaviour and attitude. Good chance, this will move you to a higher degree of self-awareness. Challenge do it repeatedly for 2 weeks 6 days week. Guaranteed harder than you think.

If you succeed do it for a month, then 3 months. By then you should start doing this habitually.

Slow down – ahhh what….. did you say? Yes, I know, I’m trying to as well. So much to do, so little time and so many opportunities. When you experience anger or other strong emotions, slow down to examine why. Remember, no matter what the situation, you can always choose how you react to it. Your emotions, your reactions, your leadership.

Mindfulness -

Mindfulness is a form of self-awareness training adapted from Buddhist mindfulness meditation. This is an area with a vast following because of its proven benefits. I try do it most mornings before I start my work. It has been described as a state of being in the present, accepting things for what they are. It was originally developed to assist with mood regulation and relapse prevention in depression and has been found to have considerable health benefits. I have been fortunate to be a mental health practitioner for over decade and personally meditated with Buddhist monks and nuns. This stuff is very powerful and gives greater insights into yourself, others and processes. You gain enormous clarity. Innovation compounds and problems are lessened.

With a good understanding of how we relate to others, we can adjust our behaviour so that we deal with issues positively. By understanding our weaknesses, we can learn how to manage them, and reach our goals despite them.

However, it's difficult to be objective when we think about ourselves. How others actually see us can be quite different from what we think they see. There are ways in which people can develop self-awareness on their own. However, coaching can be a better way of viewing your own actions and reactions objectively. I definitely give feedback on what I observe with my clients… firm but fair. After all, I aim to get superior performance from my clients.

Challenge:

Ask your team these questions:

How is my leadership/management style getting people onboard with their work?
How is my leadership/management style getting people offside?
What do I need to change about myself?

I know when I first did this exercise, it was strange, on the flip side, it was incredibly liberating.

Nothing like a good dose of feedback to make a few personal changes.

By the way, my client, sacked his boss, that is....resigned that afternoon. He took the promotion.

Journey well,
Matt Cartwright
Inspiring People, Inspiring Business, Inspiring Results
© Copyright 2008 -12

Team Management Work Preferences Profile in Brief

22/2/2012

Team Management Work Preferences Profile in Brief- Get you and your team assessed.

I just wanted to mention that I use and recommend the Team Managements Systems Preference Profile as a robust and accurate instrument to measure work preferences and ways of relating with others, how decisions are made, how things are organised and how pepole like to receive give and receive information.

The personal Team Management Profile (TMP) highlights an individual's major and two related areas of work preferences on the Margerison-McCann Team Management Wheel.

Here is an outline

Reporter-Adviser- Supporter, helper, tolerant; A collector of information; Dislikes being rushed; Knowledgeable; Flexible
Creator-Innovator - Imaginative; Future-oriented; Enjoys complexity; Creative; Likes research work
Explorer-Promoter - Persuader, "seller"; Likes varied, exciting, stimulating work; Easily bored; Influential and outgoing
Assessor-Developer - Analytical and objective; Developer of ideas; Enjoys prototype or project work; Experimenter
Thruster-Organizer - Organizes and implements; Quick to decide; Results-oriented; Sets up systems; Analytical
Concluder-Producer - Practical; Production-oriented; Likes schedules and plans; Pride in reproducing goods and services; Values effectiveness and efficiency
Controller-Inspector - Strong on control; Detail-oriented; Low need for people contact; An inspector of standards and procedures
Upholder-Maintainer - Conservative, loyal, supportive; Personal values important; Strong sense of right and wrong; Work motivation based on purpose

This tool is not like a Belbin, DISC, MBTI or an IQ test

The assessment only takes about 20-30 minutes and is done online.

It is a proven fast and accurate way of assessing and predicting work preferences. It benefits you by understanding your preferences, or lack of, to choose more suitable types of work, modify your own expectations or by sharing results across a team to get a better fit. People, perform better at what they prefer. The data can be used to get a group dialogue occurring and to make team changes.

TMS is used by over a million people in leading organisations (ANZ, Sony, Mobil Oil, American Express, BHP Billiton to name a few), Benefits include:

Translated into 20 languages
Applied by people from over 160 countries worldwide
Extensively researched, and research and translation programs are ongoing
A simple, practical and research-based system to:
Improve the productivity of any team
Identify and manage critical tasks
Generate engagement and harness the talent of the team
Create a common language that can cut through inherent differences

RELEVANT Developed with and for leaders and their teams
FOCUSED Helps individuals and teams to maximise their potential
PROVEN Twenty years ongoing validated research into what makes high-performing
teams
IMMEDIATE Can be understood and used by everyone straight away
MEMORABLE Sophisticated information presented in simple visual models
POSITIVE Non-threatening: all about strengths, mutual respect and constructive
relationships
FLEXIBLE For individuals, teams and organisations

After completing the assessment online, the client receives a 5000 word report outling preferences and areas that assist them to be more aware of their own communication styles and that of others. It often becomes the way of breaking down barriers and deepening emotional intelligence in a team.

For more information please email me. See the resources page.

Journey well.
Matt Cartwright
Inspiring People, Inspiring Business, Inspiring Results
© Copyright 2008 -12

Tips for dealing with the present, the past and the future

16/2/2012

Tips for Dealing with the Present, the Past and the Future

This simple but very powerful review process is used to shift your thinking, behaviour and attitudes.

I have counselled, coached and mentored with thousands of people. The most common theme, I find is people find reasons (excuses) to make changes until sometime in the future, and yes I have been guilty as well. Living in the Now or Present, needs to opened up and needs regular check-ins...

So....Be in the present: When you want to be happy and successful

Focus on what is right, meaningful or purposeful now
Use your purpose to respond to what is important now
The present is all that you have, make the the most of today, who knows if tomorrow exists, do you really know????
Work and live as if today were the last, confronting I know.... but it will shift your attention onto action, if it doesn't then you need to go back to the first point

Now...Learn from the past: When you want to make the present better than the past

Look at what happened in the past, don't over-analyse yourself or your business, its not an autopsy
Learn something valuable from it, ask what can I learn from that experience
Let go, it only really appears in memory, don't hold regrets, if you do, you're in victim mode
Do things differently in the present, take responsibility, be accountable, be authentic

And...Plan for the future: When you want to make the future better than the present

Visualize what a desired future would look like at work, home, social, family,etc get it clear
Make very specific plans to make it happen, it must be targeted, realistic and achievable
Put massive amounts of action into the plan for today, not tomorrow, remember, we are in the present
If you start procrastinating, you operate in the fear paradigm, its real in your head I know, but it may not be in reality, most fear is created in our lives and in our business. Trust me I've done it.....

Have you got it yet? Good.

The future is not tomorrow its here. Too many pepole stil haven't got that important nugget.

Enjoy this small coaching present and pass it on. Giving is a great way to improve business and the world we live in.

Journey well,
Matt Cartwright
Inspiring People, Inspiring Business, Inspiring Results
© Copyright 2008 -12