NDITC The Free Book of Success Wealth Liberty Freedom Capitalism Guide Manual Instruction Seminar...

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The Business Book for The New American Economic Paradigm DASTARDLY MANAGEMENT DASTARDLY MANAGEMENT COACHING GUIDEBOOK Making Your American Business The Great Success Sneaky & Devious Tricks of the Human Mind, Dastardly Ways and Means to Make Profits by Helping Other People, Scheming with Your Employees to Build the Great Empire. Cunning Ways to Make Your Customers feel like some sort of Human Being, How to Discover the Human Being Inside Your Managers, Crafty Little Ways to Create Profit without Robbing a bank, How to Make People Like You when they Really Hate You ,Today, H t St i ht O t th Wi di R d t Ab l t W lth How to Straighten Out the Winding Road to Absolute Wealth, How To Survive in a Little Fortune 100 Bubble, Creating Stability of Mind and Tripping Over Success, Make the Extreme Normal and the Extreme Really Extreme, Why Coaching Really Sucks Until You Get Really Rich, How the Internet Makes You Big with Little Tiny Customers, Why You Should Terminate All Your People and Start Over Wednesday, How I got Really Rich by Watching Really Stupid People, Ho You Could become President How You Could become President. It’s Never Too Late, Until its too late. Read the Book Bodenhamer’s Great American Coaching Book for Business By Gregory Bodenhamer 2011 All Rights Reserved Copyrighted 2011

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Business Success starts with a great business plan. NDITC Start Your Business Become A Millionaire The Global March to Globalization The Free Book of Success and Wealth has taken many years to write but the success and wealth principles will last forever. Learning how to operate a successful home based business, compliance, services, revenue growth and overall profits remains the management goal. How does a manager become a manager of people, places and things. How does the young supervisor receive the best training and development from people that don't know the absolutes of wealth, success, enterprise and principles. Let Gregory Bodenhamer explain Compliance, Profits, Services and Revenue Growth NDITC

Transcript of NDITC The Free Book of Success Wealth Liberty Freedom Capitalism Guide Manual Instruction Seminar...

Page 1: NDITC The Free Book of Success Wealth Liberty Freedom Capitalism Guide Manual Instruction Seminar Workbook Gregory Bodenhamer NDITC

The Business Book for The New American Economic Paradigm

DASTARDLY MANAGEMENTDASTARDLY MANAGEMENTCOACHING GUIDEBOOK –Making Your American Business

The Great SuccessSneaky & Devious Tricks of the Human Mind,Dastardly Ways and Means to Make Profits by Helping Other People, Scheming with Your Employees to Build the Great Empire. Cunning Ways to Make Your Customers feel like some sort of Human Being,How to Discover the Human Being Inside Your Managers,Crafty Little Ways to Create Profit without Robbing a bank,How to Make People Like You when they Really Hate You ,Today,H t St i ht O t th Wi di R d t Ab l t W lthHow to Straighten Out the Winding Road to Absolute Wealth,How To Survive in a Little Fortune 100 Bubble,Creating Stability of Mind and Tripping Over Success,Make the Extreme Normal and the Extreme Really Extreme,Why Coaching Really Sucks Until You Get Really Rich,How the Internet Makes You Big with Little Tiny Customers,Why You Should Terminate All Your People and Start Over Wednesday,How I got Really Rich by Watching Really Stupid People,Ho You Could become PresidentHow You Could become President.

It’s Never Too Late, Until its too late.

Read the BookBodenhamer’s Great American Coaching Book for Business

By Gregory Bodenhamer 2011 All Rights Reserved Copyrighted 2011

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VICTORYH Y C ld b How You Could become President,of your very own free enterprise company.

The Only Real Purpose for BusinessAre you about to start your own business? Do you already operate your own business? Do you at timesbecome perplexed about what to do and when to do it? What you really need to understand is that yourbusiness is on earth for one simple reason, to create victory and conquest by generating profits.

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CONFUSIONAdrowning person will clutch at a straw. So push them under water then offer a straw.How it works Breaking patterns Repeating patterns of events help us predict and feel a good sense ofcontrol about the world. When patterns are are disrupted, then we become uncertain.

Losing control One of the deep needs we have is to be able to understand the world around us. If weunderstand, then we can predict what will happen and hence control our environment and stay safe. Whenwe cannot make sense of our experiences, we feel confused and scared and seek a way of getting out ofthe cognitive deep water in which we find ourselves.

Unexpected surpriseWhen we predict, we set up expectation. When the expectation does not meet whatwas predicted, we are surprised and confused and have to stop to figure out what is going on.

Sends you insideWhat is the sound of one hand clapping? What is the sound of a tree falling in the forestwhen nobody is there? What is the point of such meaningless Zen sayings? The clue is in the deeper intentof Zen, where a A major goal is to find enlightenment. The confusing koans are designed specifically tosend you inside, making you think so hard about what they mean that you forget yourself, andconsequently find nirvana. Confusion can send you so far inside and so deep that it puts you into a trance.As you struggle to find a meaning where none exists, the assumption that an answer must exist sends youon an ever‐deepening spiral. Confusion is a method that is, perhaps unsurprisingly, used by hypnotists as amethod of hypnotic induction.

Clutching at straws Increasing stress leads to a point when we go from seeking the best solution to theproblem at hand to seeking a solution just to reduce the stress. Herbert Simon called this 'Satisficing'.Confusion is used in many persuasion techniques as a way of destabilizing the other person. Just as adrowning man will clutch at a straw so also will a confused person grab at any idea you offer them in thedrowning man will clutch at a straw, so also will a confused person grab at any idea you offer them in thehope that it will help them crawl out the sea of confusion in which they are wallowing.

A l l ow i n g   t h e   d r i v e r   t o   d r i v e  w i t h o u t  d i r e c t i o n s .A l l ow i n g   t h e   d r i v e r   t o   d r i v e  w i t h o u t  d i r e c t i o n s .Missing important milestone markers causes confusion and business hazards. Without cleardi i bj i d i li h lik lih d f b i l b i l i h ldirections, objectives and time lines the likelihood of your business plan becoming lost is the realhazard. Before any business adventure, stop, plan, measure and assure you know where you’regoing first. Before you start running away trying to lower costs, increase gross sales, improveassociates and grow your business make sure you’re on the boulevard of success.

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The overall approach had three main strands. First physical and emotional treatment that led toexhaustion, learned helplessness and hence a reduced ability to reason and resist. This included anunbalanced diet that led further to brain dysfunction. Secondly, subtle temptation, for example isolationand removal of stimuli that led people to seek any intellectual input, even Communist. Likewise, to astarving person, a small morsel of food would seem like a feast.Thirdly, small rewards that encouraged the attribution of cooperation to free will and hence, by theconsistency principle would lead to the prisoners to change their beliefs to support their apparentsupport of Communism. When reflecting later about their behavior, it was difficult to blame whatbecame significant acts on what now seemed like small rewards that were given.Overall, this was effectively a 'big stick, small carrot' approach. When you are in total darkness, a smalllight will grab your attention. When you are drowning in deep dread, you will grasp at any small straw ofhope When you are hurt you will seek and be grateful for any rescuehope. When you are hurt, you will seek and be grateful for any rescue.Subsequent studies concluded that there was no single method that led to brainwashing ‐ it was thecombined effect of many methods over a period of time that led to the conversion of the prisoners tobelief in Communism. Critical factors Critical factors that increased the chance of people being'brainwashed' included a negative or confused sense of identity and self doubt. Coupled with a strongsense of guilt and a tendency towards black‐and‐white thinking, such people would most easily fall intothe traps being laid for them. Avoiding brainwashing A less‐known, but notable, fact is that there were

PRISONER

also many Turkish prisoners of war, yet none of these succumbed to the brainwashing attempts. This isattributed to several factors, such as a devolving chain of command where, if an officer died, then theman below immediately took charge, even if it was a private soldier. They also learned methods fromeach other of psychologically detaching themselves from the situation and viewing it all objectively anddispassionately.Other studies have shown that those who most feared capitulation were actually those who were inleast danger It seems their realization of the dangers gave them sufficient cognitive efforts to resist

T h e r e   i s  n o   s u c h   t h i n g   h a s   a  Ha p p y   P r i s o n e r.T h e r e   i s  n o   s u c h   t h i n g   h a s   a  Ha p p y   P r i s o n e r.Y t t ti t t Oft ti l b th H t

PRISONER least danger. It seems their realization of the dangers gave them sufficient cognitive efforts to resist.This was particularly true of those with well‐integrated and stable personalities, although if thesepeople did convert, they would then remain faithful to the new ideology for longest.

You cannot expect a captive not to run away. Often times your employees become the Hostagedue to your policies, procedures and methods so they emotionally and psychologically keep theirdistance while you lose productivity, compliance, sales and profits. The majority of employees arephysically with you but their intelligence is never truly applied. If you keep them locked up in

bi l l d h t f bl kb ’ d ti li th ill tcubicles, excel spread sheets, conference rooms, blackberry’s and time lines they will getaway,cause diversion, start distractions and most likely flee with your beautiful white horse you call thebusiness plan.

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Creativity: New ways of thinking and acting. Curiosity Exploring and seeking for its own sake. Open‐mindedness: Seeing things objectively and fairly, from all sides. Love of learning: Constantly developing skills and knowledge. Perspective: Seeing in ways that make sense and giving wise counsel. p g y g gBravery: Not shrinking from threat, challenge, difficulty, or pain; acting on convictions even if unpopular. Persistence: Seeing things through, despite difficulties. Integrity: Presenting oneself in a genuine way; taking responsibility for one’s feeling and actions Vitality: A zest and enthusiasm for life and living. Love: Valuing, sharing and caring for others. Kindness: Doing things for others without requiring reciprocation. Social intelligence: Being aware of how yourself and others are motivated, and acting accordingly. Citizenship: Being socially responsible and loyal. Fairness: Treating everyone in a similar way. Being just and without bias. 

CROSSING

Leadership: Driving achievement whilst maintaining harmony. Forgiveness and mercy: Forgiving wrong‐doers rather than seeking punishment or revenge. Humility / Modesty: Not putting oneself above others. Letting achievements speak for themselves. Prudence: Not taking undue risks or doing what you will regret. Self‐regulation: Controlling one's emotions and actions according to one's values. 

d b d llCROSSING Wonder: Appreciating beauty and excellence. Gratitude: Knowing, feeling and being thankful for all the good things in life. Hope: Positively expecting the best and working to achieve it. Humor: Enjoying laughter and making people laugh. Seeing the lighter side of life. Spirituality: Having coherent beliefs higher purpose and the meaning of life. 

Yo u r   e x p e d i t i o n  w i l l   r e q u i r e  many   c r o s s i n g s .Yo u r   e x p e d i t i o n  w i l l   r e q u i r e  many   c r o s s i n g s .Your people will ride with you, crossing wherever you may point them but their real drive will comefrom watching you going before them. You can sit on top of your powerful horsepower and pointand they will not really take the trip even though it appears they are with you Pointing is notand they will not really take the trip even though it appears they are with you. Pointing is notleading and leadership is not pointing. The feature and aspect of leadership, often forgotten andelapsed into history is the central theme of daring, fearlessness and courageous leadershipbehavior. If you defy problems, face competition, stand up to injustice, they will follow.

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Respect: If you basically respect all people, they you won't go far wrong. Much bias is based in contemptand lack of respect.Self‐monitor: Watch your own thoughts. Many of us were programmed at a young age with various unfairbiases. Yet we also have free will and may sometimes need to self‐censor what we say and do.Ask: If you are not sure what to say or do in an uncertain situation try asking Ask if a disabled personAsk: If you are not sure what to say or do in an uncertain situation, try asking. Ask if a disabled personneeds help. Ask what descriptive terms are acceptable to a person of a different heritage to you. Whenyou are not sure, ask.Apologize. If you get it wrong, say sorry. Might this be legal acceptance of wrong‐doing? Perhaps. But itmay also put things right that would otherwise result in legal action. A small apology can go a long waytowards restoring a sense of fair play.Act: If a person is being harassed or victimized in some way, intervene to protect the person that is beinghurt. Also act to help the perpetrator understand what they are doing and to apologize. If needed(though apology and reconciliation is always better) you can also act as a witness and to support thevictim enact a formal complaint.

An organization and culture will often share beliefs and ways of understanding the world. This helpssmooth communications and agreement, but can also become fatal blinkers that blind everyone toimpending dangers

GIRL POWER

impending dangers.AttitudesAttitudes are the external displays of underlying beliefs that people use to signal to other people of theirmembership. This includes internal members (look: I'm conforming to the rules. Please don't excludeme).Attitudes also can be used to give warning, such as when a street gang member eyes up a member ofthe public. By using a long hard stare, they are using national cultural symbolism to indicate their threat.

Man a g e r s c o n f u s e t h e wo r d d i v e r s i t yMa n a g e r s c o n f u s e t h e wo r d d i v e r s i t y

GIRL POWERp y g g y g y

Rules, norms, ethical codes, valuesThe norms and values of a culture are effectively the rules by which its members must abide, or riskrejection from the culture (which is one of the most feared sanctions known). They are embedded in theartifacts, symbols, stories, attitudes, and so on.

Man a g e r s   c o n f u s e   t h e  wo r d   d i v e r s i t y .M a n a g e r s   c o n f u s e   t h e  wo r d   d i v e r s i t y .Dissimilar, Distinct and Separate people make your customer base and employee base. Mostmanagers and all supervisors confuse diversity of backgrounds, traditions, philosophy with skincolor. Your company is a society of people, your own civilization and women in the workplace

k f l h th l k t thi ff th fi t f ttit dmakes your powerful, changes the way you look at things, offers the refinement of attitude,approach and viewpoint. If you don’t have girl power in your mind-set and business plan you areposturing for future failure. Forget color, height, age, weight, religion, sex and capture the law-abiding and reliable power of performance and diversity.

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The value of a metaphor is in the meaning that it can create. Meaning happens inside the mind andas such is an individual experience. Nevertheless, the commonality of words means that the well‐understood meaning of one world can associated with a concept that is not so well understood orwhere new meaning need to be injected.Metaphors are representations in that they represent an idea but are not the idea in itself All wordsMetaphors are representations, in that they represent an idea but are not the idea in itself. All wordsare also representations, and in this sense all words are metaphors. We do not directly experiencereality, but rather an internal symbolic representation of an external 'real'.

The power of metaphorIf I say 'You look like a dog', then I am placing some of the visual attributes of a dog on you. If,however, I say 'you are a dog', then I am saying that you are a dog in all ways, and that all attributesthat a dog has, you have.Metaphors are thus much stronger than similes or analogies, as the vehicle holds more weight thanthe subject that it replaces.The power of metaphors is in the way that they change the subject by bringing new thinking andideas, extending and changing the way that a person thinks about something.Limitations of metaphorsLimitations of metaphorsThe power and the limitation of the metaphor is the way that the vehicle brings not just a little bit ofunderstanding but a whole world. When you say 'I am a dog', you bring the entire world of dogginessto the subject.The underlying assumption is that the vehicle is correct and that in any conflict of meaning, thesubject is wrong.This can be a limitation and a trap, as you may want to bring some attributes but not some of the lessp y y gdesirable ones. Metaphors must thus be used with care. If I say 'you are stupid', then 'stupid'effectively replaces 'you', and all of you becomes all of stupid.

FINE ART

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Beginning The first part of the presentation has the purpose of preparing the audience for the mainbody of the talk. This is where the primacy effect happens and so care is needed in getting it right.Settling The first task when meeting an audience is settling them down, making them comfortableand ready for the main presentation. For many presentations, this means quietening them down andgetting their attention, for example where a teacher settles a class before the lesson proper starts.Another approach is to settle the audience into an energized state by starting with a bang andgenerating excitement, such as might happen at a sales conference.Introducing people is a part of the settling process. In a large hall only the speaker is likely to beintroduced. In an adult training class, it is common for each person to introduce themself.TestingWhen a presenter first meets an audience they may not know what the audience knows andso to allow some customization they may check the audience's knowledge of the subject matterso to allow some customization, they may check the audience s knowledge of the subject matter.This can sometimes be done by a pre‐survey or discussion with organizers, although it can also bedone by asking questions directly of the audience.Contextualizing One of the most important early stages is setting the scene, providing a context forthe audience into which they can place the main talk. It has been said that there is no meaningwithout context and this is the place where that crucible of context is described.This may also include scoping, where the presenter indicates what will be covered and what is out of

PRESENTATION

scope and will not be covered. Limits to what will be covered include time available, audience abilityto absorb information, and knowledge of the presenter.Confidence‐building The audience will often judge the speaker, assessing whether it is worth theirtime attending to what is said. Much of this decision‐making happens up‐front and it is consequentlyimportant for the speaker to build credibility.

I t ’ s  Ne v e r   To o   L a t e   To  Mend   Yo u r   P r e s e n t a t i o n .I t ’ s  Ne v e r   To o   L a t e   To  Mend   Yo u r   P r e s e n t a t i o n .Your old style presentations are killing you, offending the brain power of your employees and themessages are confused. You can give better presentation talks, lectures and seminars by learninghow to use powerful imagery fine art for metaphors and descriptions helps you learn how tohow to use powerful imagery, fine art for metaphors and descriptions, helps you learn how todescribe, sell, persuade and influence, literally, vividly, expressively with symbolism that representthe real things, to your real people.

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Hierarchies of controlBasic conditioning From a very young age, we are trained to obey. First our parents (and by default alladults), then teachers, policemen, managers and so on. Eventually it defaults to anyone who seems tobe our superior. We thus divide the world into those who are superior to us (and who are thus to beobeyed) and those who are inferior (and who should obey us) We then make the critical error ofobeyed) and those who are inferior (and who should obey us). We then make the critical error ofequating superiority with authority. Control and trust The basic pact between parents and children,policemen and citizens, managers and employees is one of trust and control We all have a need for asense of control, which can be gained in two ways: We can either control things ourselves or we cantrust someone else to provide the control for us. One implicit message of authority is thus 'Don't worry‐‐everything is under control'. The reciprocal agreement There is a tacit reciprocal agreement insituations of ceded authority that happens in two ways. In a coercive sense, a suppressed threat to useforce leads us to give control. In the nurturing sense, we promise the rewards of love. Either way,obedience is gained through a promise of future action

The deep need to belongThe evolutionary driver Some species live largely alone, whilst others have learned that if you form a tribe, you can share out the work and hence live more safely. Homo sapiens, of course, is one of the latter tribal species

AUTHORITY

latter, tribal species.Living in the tribe does have its cost, however, as you have to abide by shared rules and cannot just do whatever you wish. Evolution has shown, however, that the benefits far outweigh these costs, and we are now pre‐programmed with a deep need to belong that drives us towards forming and joining tribes.A basic Maslow need Belonging is one of the more basic needs in Maslow's Hierarchy, where it comes just above health and safety. This low level indicates how fundamental this need is. Being below AUTHORITY j y gesteem shows how we first want to join a group, then gain its esteem. Although 'belonging' needs include love and affection, we will often prefer to be in a low social position within a group than leave and try to find another group. 'Belonging' need is stronger than 'esteem' need.

A Men t a l Wh a c k P i c k s T h em UpA Men t a l Wh a c k P i c k s T h em UpA  Men t a l  Wha c k   P i c k s   T h em  Up .A  Men t a l  Wha c k   P i c k s   T h em  Up .Change their mind and actions by thumping their brain with innovative, fresh ideas. Once you hitthem with warnings and suspensions they very seldom or hardly ever stand up straight again sincefear, anxiety over takes their mind with concern, worry and dread.

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In the first stage of positive change, the person is excited and intrigued by the change. They lookforward to it with eager anticipation, building a very positive and often over‐optimistic view, forexample that it will be much easier for them and resolve all of their current issues.And for a time after the change (sometimes sadly short), there is a 'honeymoon period', during which

CHANGE they are positively happy with the change.Informed pessimism The honeymoon period does not last forever and the rose‐tinted glasses start tofade as the untidiness of reality starts to bite. The person finds that things have not all fallen intoplace, that other people have not magically become as cooperative as they expected, and that thingsare just not as easy as they had expected.This pushes them over into a period of gloom when they realize that perfection, after all, is not thateasy to attain This may evidence itself in mutterings and grumblings but still does not reach theeasy to attain. This may evidence itself in mutterings and grumblings, but still does not reach thedepths of the depression stage of negative change perception (unless the person flips into a delayednegative cycle).Informed optimism Before long, however, their original optimism starts to reassert itself, now tintedby a resignation to the reality of the situation. After all, things are not that bad, and a positive senseof potential begins to creep back.As they look around them and talk to other people, they make realistic plans and move forward withan informed sense of optimism.Completion Eventually, things reach a relatively steady platform of realistic and workable action. Theperson is probably happier than they were before the change started and, with their realistic vision,have the potential to reach giddier heights of happiness as they achieve more of their potential.

L o o k  A r o u n d   a n d  Wi t n e s s  L o o k  A r o u n d   a n d  Wi t n e s s   –– A p p r e c i a t e  App r e c i a t e   ––G r a s pG r a s pt h e   C o n s t a n t   S h i f t i n g  C h a n g e s  A r o u n d   Yo u .t h e   C o n s t a n t   S h i f t i n g  C h a n g e s  A r o u n d   Yo u .

Altering your business message will adjust your results. Change is a rework, a correction ofsomething, the revision or modification of a process, thought, idea, planning step and yourpresentations must imitate what’s in your mind. You must change their thinking and expose them toyour thought energy, signal them to what you want, display and manifest the companies, customersand employee associate future. The Art Echo repeats, comes back, ricochets around yourbusiness and their minds for days, months, years, forever and you must summarize your futureprofits with images and words as to annex space in their minds.

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PLANNING Commitment, not just communication Many effective change methodologies have a significant focus oncommunication. This is a very important part of most change efforts, yet it is not the real intent, which isperhaps why many change efforts do not take it seriously. Communication can easily seem to be a lot ofeffort for little return What is really being sought in communication is that people become committedeffort for little return. What is really being sought in communication is that people become committedto the change collaborating with the work rather than resisting it or complying unwillingly. Taking thisview changes what you do and how you do it. Communication can be a fairly one‐way affair or it can bea heart‐to‐heart, but if it does not change commitment then it is effectively wasted. The CommitmentPlan should thus be focused on what will cause people to become and remain committed to the change.It is one thing to get them excited with yee‐har visionary start. It is another to keep them with you whenissues are appearing everywhere and there still is no sight of the promised land.

There are often a number of drivers that provide the founding motivation of an organization. Ifthese do not align, then the rest of the organizational elements which follow these are very likely alsoto be out of alignment.Drivers include:Purpose (why are we here?)Vision (motivating view of the future)Vision (motivating view of the future)Mission statement (overall goals for stakeholders)Objectives (specific goals)Strategy (key decisions and overall approaches)Process alignment

Yo u r  B u s i n e s s  P l a n  Yo u r  B u s i n e s s  P l a n   –– Yo u r   F u t u r e  P u n i s hme n tYo u r   F u t u r e  P u n i s hme n tYour plan and actions, stretched out into the future is the verdict of everything. One little idea, fromp , y g ,the slightest little character might be the thought, idea, action step that frees you from therepression of your thinking and deeds. Many people, ownership, executives, managers andsupervisors hop over the little idea, bounce off your planning and leave out many of your actionsteps, missing out, paying more and prancing over profits. Eavesdrop on your people, listen in onp , g , p y g p g p p y p p ,the little idea and pay attention to the people doing all the work, the customer comments and freeyour business with better planning, enhanced actions. Change is for the better. advance anddevelop the little plan, execute and put into action that little gift from your employees and customersand at no cost.

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Instrumental values are values which are instrumental in getting us to desired ends. They are useful onlyin that they are acceptable ways of behaving. These are what we often talk about when we discuss values‐‐ and especially the related Morals and Ethics.Instrumental values thus moderate how we go about setting and achieving our goals, ensuring we do soonly in ways which are socially acceptableonly in ways which are socially acceptable.Instrumental values can be viewed as having 'evolved'. Thus they are the best values we can have tocreate successful societies. Values such as dishonesty and selfishness destroy societies and, especially inan evolutionary light, are not good for the future of mankind (let alone the groups of people with whom Iinteract).Examples of instrumental values include: honesty, politeness and courage.End‐state valuesEnd‐state values are things we actually value. This is where 'values' and 'value' meet, as we seek andvalue end‐state values. They are the destination, whilst instrumental values control the journey there.Examples of end‐state values include: happiness, salvation and prosperity

ENDING

The   F i n i s h   I s  O f t e n   T h e  B e g i n n i n g .T h e   F i n i s h   I s  O f t e n   T h e  B e g i n n i n g .The ending of a product, employee relationship, business plan or action step might be bestg p , p y p, p p gdescribed as a vanishing. Older thoughts or ideas never really end they simply evaporate untilsome manifestation in the future. The departure of senior people, process controls, theory,applications and managers are often manifested by the onset of fear. The leaving or ending ofcustomers and employees makes you cheerless and depressing to other people. Realize thatp y y p g p ppeople must move on to keep your company moving. Products must be scrap at some point toallow room for creation. Don’t let the ending spoil your future. Don’t let the old demolish the new.The exit is also the entrance and the door always and forever swings both ways. So, enjoy youraccess to the future.

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The problem with organizations today is with leaders that cannot lead and workers that have littlepassion. Rather than repair the issue, leaders place band‐aids on surgical incisions. Fix the problem.Got Talent. Talent is innate. Skills cannot be taught and organizations constantly place the wrong peoplein the wrong positions. There are denizens of selling professionals enacting as sales managers thatshould be fired. Place individuals where they will succeed and aligned with talents. Eradicate the sloths.Conflict. Supervisors and managers fear conflict in the workplace. Managers fail to hold thoseaccountable because they fear conflict. The inability to confront subordinates about poor seriouslyundermines productivity. Accountability. Everyone has a job and must do it. Time frames and tasksmust be upheld. Those that do not comply should be dealt with. Observed behavior. Review itconstantly and ensure it upholds the mission, vision and values of the organization. Stop the Circus.Save the ridiculous animal tricks the flying canons poster board and crayons for recess andSave the ridiculous animal tricks, the flying canons, poster board and crayons for recess andkindergartners. Treat adults as such. If John and Peter do not like each other, one hour of mountain bikeriding with a case of beer only ensures one of them will not return. This does nothing for productivityand wastes needed income. The Last Supper. Allow all to eat at the table. End the aristocracy and allowdemocracy. Innovation flourishes from those closest to their customers. The concept is difficult to graspbut fruitful since all organizations exist for one reason – the customer!Productivity begins with candid relationships between employer and employee.

ACCOUNTABLE

The r e   I s  On l y  On e  B i g  Do g  An d   I t   S h o u l d  B i t e .T h e r e   I s  On l y  On e  B i g  Do g  An d   I t   S h o u l d  B i t e .Accountability should be the enormous animal inside your kennel club and it should, until the end oftime, nibble and gnaw at poor performance. Accountability makes you answerable and responsibleand also liable for your results. We’re not talking about blaming, faulting or condemning peoplewe’re speaking about crediting the good and putting in place change to put right the deficient.Many organizations do not hold people accountable which makes their organization corrupt andimmoral. Faulty products, defective merchandise, substandard customer services are wicked andwill cause your failure. Accountability keeps you honorable and candid about productivity, qualityoutput and all honest dealings.

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Principle #1: Have passion for your work. Professional performers are driven by their personal passion to achieveexcellence, to be the best. Are you, as a professional corporate performer, motivated by the same passion?Taking this passion to the task level, what feelings or activities motivate you to start a task? Is your motivation theexcitement of learning, measuring up to a challenge, or showing competence on the job?Principle #2: Construct a clear picture of the finish line. Having a clear picture of the finished product, the end, iscritical to finishing first. The knowledge of how many laps in the race or where the race will end is essential to pacingcritical to finishing first. The knowledge of how many laps in the race or where the race will end is essential to pacingyour energy and resources.Not only can a clear picture of the finish line help you pace physical constraints, but you get a psychological edgewhen a lucid mental picture exists in your head. As humans are goal seeking individuals, the picture of the finishedproduct in your brain moves you into action.Principle #3: Tie production to definite time frames. Ambiguous time frames lead to lethargic behavior and theinability to innovate and solve problems. Adding exact time frames to the clear picture of the end product is apowerful way to push productivity and destroy the lazy behavior caused by ambiguity.p y p p y y y y g yAfter setting the deadline date to permit you to finish first, then decide and set your midpoints. Know where youhave to be at certain times in the race to enable you to finish first with ease. Keep track of your deadline andmidpoint dates by putting them on your calendar and reap the benefit of letting time frames drive productivity.Principle #4: Focus on the stimulating part of your work. The human physic craves learning and intellectualstimulation but no project is free from some aspect of rote, routine work. Focusing on the stimulating part of theproject helps you feel connection to the highest level of Maslow's pyramid: Self‐actualization.Self‐actualization or creating the euphoric feeling of achievement comes from developing innovative products andservices by forcing new thought processes and associations. As you generate original ideas and bring thought‐provoking proposals to your colleagues, you will breeze through routine work and find exhilaration in exceptionalproduction.Principle #5: Use Your Pit Crew. Don't go it alone. When you get stuck and stymied ask your team members, your pitcrew, for help. In my personal experience, team members, colleagues, and managers are genuinely interested inhelping you. In fact, most people are flattered that you trust them enough to ask their advice.Just running your ideas by a friend or verbalizing your thoughts is often the catalyst to discovery and leads to closure

A L a z y Man I s Smo l d e r i n g H i s P o t e n t i a lA L a z y Man I s Smo l d e r i n g H i s P o t e n t i a l

DESKBOUND on nagging problems.Principle #6: Fly Your Own Checked Flag. A frequent question I ask my audiences is, "Do you ever get enoughpraise?" This question brings blank stares as brains begin to rapidly file through past experiences and then headsbegin to shake as they realize that most organizations are stingy with rewards.

A   L a z y  Man   I s   Smo l d e r i n g  H i s   Po t e n t i a l .A   L a z y  Man   I s   Smo l d e r i n g  H i s   Po t e n t i a l .The energetic business leader rests at home, enjoys his family and friends and is never deskboundat work. The weary and tired need to rest, enjoy and take pleasure in private time to calm down,unwind or simply put their feet up. By no means and in no way can you rest or simply put your feet

hil t k Th d kb d ti i d l d thlup while at work. The deskbound owner, executive or manager is supposed lazy and worthless.So stand up, take-off and walk your business, impression by action is inspiring and notable. If youwant to be exciting and stirring, imposing and inspiring, the remarkable walk and talk plan hasnever failed.

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Time as a line Time is often represented internally with the metaphor of a line. We literally see a timestretching out into the future, along which we place the events of our life. The line may be straight orcurved. It may be one, two or three‐dimensional

Standing in time or outside it Two very different ways of experiencing the line of time is either asstanding on the line or existing outside of it, for example looking down at it from a height.People that exist in time do so like a person standing in the railway tracks. The train of time bearsdown on them as near events grow bigger as the perspective effect is exaggerated by their position.This a very subjective position as time 'happens' to them.

The past, present or future can have very different, as Hofstede and Trompenaars identify in theircultural models The past present and future can be of different priority for example with somecultural models. The past, present and future can be of different priority, for example with somebeing more focused on the past than the future (and vice versa). Some people are more concernedwith the here‐and‐now than what might be in the future.

If you ask a scientist how many fundamentally things there are in the universe, he or she willprobably answer 'four'. Not four dimensions, but four things that spell STEM: Space, Time, Energyand Matterand Matter.Space, energy and matter can be sensed directly with one or more of our five senses, but how arethese used to sense time? Problem, eh?Time as a construct The strange reality is that we construct time internally, by taking sequentialexperiences and noticing that they are different. We thus, literally, create time internally, making it aunique experience for each of us. Yes, we can look at a watch, but time is still the collation of thesequential images of looking at the watch. This creates a strange scientific and philosophicalq g g g p pdilemma. If we construct something internally, does it exist at all? The variability of time One distincteffect of time as a construct is that we experience it very differently at different, er, times. Time flieswhen we are having fun and drags by when we are not. The tick of a clock can be a moment or joy oran eternity of pain.

TIME

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PRODUCTIVITYHere are 10 sales coaching tips to boost your productivity to new levels:1. Most Important Things First. The most important task you need to get done each day should take priority over all other tasks.However, we all know that interruptions can pop up and the important task often gets put off.If you put the most import thing off until later in the day, they often don’t happen. Your goal should be to get your mostimportant things done first thing in the morning before doing anything else.2. Wake Up Earlier. Get up just 30 minutes earlier and you can get a jump start on some of your most important tasks for the day.2. Wake Up Earlier. Get up just 30 minutes earlier and you can get a jump start on some of your most important tasks for the day.Decide what you’d like to accomplish each morning, and design your routine around your most important tasks.3. Streamline Information. Think about all the information you receive on a daily basis: emails, Twitter, Facebook, LinkedIn, blogupdates, newsletters, mailing lists, magazines, newspapers, and mail. Start to edit and remove anything that you no longer areusing or benefiting from.4. Clear Of Your Desk & Get Focused. Get rid of everything off your desk that you don’t absolutely need. Remove all distractionsand focus on one thing at a time. With a clean and clear desk, it becomes much easier to be productive and organized.5. Get To Work Early; Leave Early. Ever notice how much you get done when no one else is around? Consider coming into work alittle early to start on your most important things without interruptions. The trick here is to make sure you set an end time to youry y p g p y yday. So if you want to leave a 4:00PM, commit to it and it will also help you focus on getting more done before that time.6. Schedule Your Meetings & Avoid Last Minute Meetings When Possible. Consider each situation, but in general, see if you canaim to always schedule your meetings instead of taking on the spot meetings in your office that will throw off your momentum.Remember that whatever is on your schedule for you to be focusing on, should be treated like a meeting that is already inprogress.7. Eliminate Non‐Essential Work. You will only be productive in sales if you are working on activities that are going to move youtowards your goals. Remove or delegate non‐essential tasks from your to‐do lists, and start to say no to new requests that arenon‐essential.8. Do The Tough Stuff First. Do these first thing in the morning. If you put the tough tasks off, they will only become more andmore difficult to accomplish.9. Shut Off Your Internet Connection. Schedule times when you will be online to check email or research on the web. Workingoff‐line can help you increase your productivity as you will be focusing on one task at a time without distractions. For manypeople, this one seems almost impossible, but challenge yourself to try it out and see what happens.10. Get Passionate. If you truly care about what you are doing, you will work like a machine to get it done. It will flow and you willplow through your tasks without procrastination. Find the deeper meaning of accomplishing your goals and being productive.What will being more productive in sales enable you to accomplish, to do, to be?

P r o d u c t i v i t y  P r o d u c t i v i t y   –– T h e   T im e  Man a g emen t  Po l i c eT h e   T im e  Man a g emen t  Po l i c eWe have a very small amount of time to be leaders, barely enough it seems to check on the major

t f lif d b i D ’t t ti th t i i l li ht tt l i id

g p y p , ,

parts of life and business. Don’t waste your time on the trivial, slight or petty people inside yourbusiness. Most managers spend a modest amount of time with their great people and a largeamount with the tiny contributors. If you spend your time trying to run down every good for northingirresponsible, worthless bum on your payroll your great people are excessively harmed. Paytt ti t h d ki i d i t tl d l b if d ’t th f thattention to hard working, caring and persistently good people, because if you don’t, they form the

opinion that you think, that they’re bums. If you’re not careful it seems that simply chasing bumsaround your business, creates lost time, hurt feelings and aggravates your good people.

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When we cannot achieve or do something that we want, we channel the energy created by thedesire into fantastic imaginings.

Freud noted that a major drive for most people is the reduction in tension, and that a major cause oftension was anxiety. He identified three different types of anxiety.Reality Anxiety This is the most basic form of anxiety and is typically based on fears of real andReality Anxiety This is the most basic form of anxiety and is typically based on fears of real andpossible events, such as being bitten by a dog or falling from a ladder.The most common way of reducing tension from Reality Anxiety is taking oneself away from thesituation, running away from the dog or simply refusing to go up the ladder.Neurotic Anxiety This is a form of anxiety which comes from an unconscious fear that the basicimpulses of the ID (the primitive part of our personality) will take control of the person, leading toeventual punishment (this is thus a form of Moral Anxiety).Moral Anxiety This form of anxiety comes from a fear of violating values and moral codes, andappears as feelings of guiltor shame.Defense Mechanisms When anxiety occurs, the mind first responds by an increase in problem‐solving thinking, seeking rational ways of escaping the situation. If this is not fruitful (and maybeanyway), a range of defense mechanisms may be triggered. In Freud's language, these are tacticswhich the Ego develops to help deal with the Id and the Super Ego. All Defense Mechanisms sharetwo common properties : They often appear unconsciously They tend to distort transform ortwo common properties : They often appear unconsciously. They tend to distort, transform, orotherwise falsify reality. In distorting reality, there is a change in perception which allows for alessening of anxiety, with a corresponding reduction in felt tension.

CORPORAL

K i n g s  K i n g s   –– Qu e e n s  &   C o r p o r a l sQ u e e n s  &   C o r p o r a l sIf you plan on being some crowned head of royalty as a manager your career is going to end verybadly, not simply just fade away. The ROYALS management theory & school went bankrupt severalhundred years ago Real people only work with real people Monarchs are dead and so are littlehundred years ago. Real people only work with real people. Monarchs are dead and so are littleCorporals that think, act and talk like they’re kings and queens. The Peons that you might calllabor, drudge around and plan your immediate and severe downfall. Don’t rule over the officeworker or the production worker, as you should be their servant.

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Mult igenerat ional  Age  Bracket  FantasyMult igenerat ional  Age  Bracket  Fantasy

Organizational camaraderie and productivity involve relating to others across a chasm of significant behavioral differences. Improvingyour "people skills" helps you figure out how to bridge the gap between yourself and others thereby making the organizational climatemore supportive and collaborative.

1. As‐is. Accept the fact that there are four main styles of functioning and you represent only one of the styles. Therefore 75% of the world sees life differently thanyou do. To de‐puzzle behavior, accept the other person "as is"–just the way they are. You will never change them to see your exact point of view.2. Strengths. Focus on the strengths of the other person, not the liabilities. Contrary to the way some people believe and act, they do have weaknesses. No one isperfect in every way. So de‐puzzle them by separating out strengths from weaknesses.3. Activities. Take note of their activities. Where they invest their time tells you what they value. Do they volunteer for problem‐solving or risky projects? Are theyinvolved in associations or ad hoc committees for improvement? Do they take extra time for their children’s activities? Are they involved in a political party or areligious group? Make quiet observations. You will learn much.4 Observe surroundings Observe their desk and how they dress Are their desks meticulous? Do they dress in a casual way or a flashy way? People who have super4. Observe surroundings. Observe their desk and how they dress. Are their desks meticulous? Do they dress in a casual way or a flashy way? People who have superclean desks often like extreme detail in presentations and support materials presented to them. People who dress more casually usually have a more relaxed and"homey" way of relating. And people who are flashy dressers tend to like action and fun activities.5. Their reasons, not yours. Understand people do things for their own reasons, not for yours. Find out what their reasons are and you can influence them in anindividualized way.6. Generational differences. Place them into their generational perspective. People who are Baby Boomers see work and relationships very differently than theGeneration X’ers. Each generation has its special needs. Listen to them. Ask them questions. You will discover how to design your interactions to fit their age andg p q g y gperspective of life.7. The stress factor. Realize that people who are under stress are always puzzling. They act in strange, irrational, and immature ways. Don’t try to understand themif they are angry. Let them vent and calm down. If they are frustrated and overwhelmed, help them work through their problems. As you talk with them, offerinsights and alternative viewpoints. Usually people under stress have tunnel vision.8. Learn how to disagree, but still be friends. Everyone wears a sign that says, "Don’t make me wrong, just kindly disagree." Giant steps are taken in mental andemotional growth when you understand that conflict is not necessarily good or bad, it just is and forever will be. In order to de‐puzzle conflict, let it be a tool for

i id h ki h h ’ i id d i b l igenerating ideas, then taking each other’s opposing ideas and creating a better solution.9. Offer respect. The highest form of respect is to listen intently to other’s thoughts. Don’t dismiss an idea before the person who originated it is finished explaininghow it will work. If you do, you may wonder why their behavior is cool and stand‐offish. This puzzling behavior, however, is your fault.10. Try a little charisma. Smile at them. Compliment them. Sincere and deserved flattery will still get you everything–including relationships that are more openand honest. Why? Because at our warp speed of life, not enough time is taken to be friends and to give sincere thanks for hard work and extra effort.

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Pressure to improveBusiness managers are under constant pressure to decrease costs and increase sales in order both tostay in business and to deliver value to demanding shareholders. Competitors provide additionalpressure as everyone strives to sell better products and services for lower costs.Pressure to adoptPressure to adoptWhen a new approach appears that promises much, it gives hope for potential improvements thatrelieve the pressure to improve. It also triggers a fear that competitors may also use this approach togain advantage. The overall approach is a felt pressure to at least try out the new approach.Pressure to deliverThe cost and expectations of the new approach now is added to the pressure to improve, and the newapproach has a limited time in which to succeed. A major problem here is that, by definition, nobody isexpert on the new approach. Early successes may be gained, but this is often due more to the initialenergy and the interest of early adopters than to a widespread and sustainable understanding of howthe new approach should be used.Pressure to explainOver the longer term, impatience and lack of expertise leads to various problems and the programmefalls into disrepute. Some firms now resort to wasteful blame and recrimination, and the method itselftypically falls into disrepute The pressure to improve does not go away and the cycle begins againtypically falls into disrepute. The pressure to improve does not go away and the cycle begins again.The Danger ZoneUncertainty about the approach leads to people holding back on their commitment to it. Despite alimited expertise, work ploughs ahead full‐steam. The result is too often a self‐fulfilling prophecy oflimited success and subsequent collapse.

CONSULTING

Con s u l t i n g  Ad v i c e  D i s c u s s i o n  C o n s u l t i n g  Ad v i c e  D i s c u s s i o n  Accept the notion that you’re not the first manager and do not operate the first business.Management consulting experts can increase your awareness, appreciation of people, renew yourpurpose while at the same time helping you feel human again The impulse you have to do it alonepurpose while at the same time helping you feel human again. The impulse you have to do it alone,follow your instincts, I’ve been there and done that, are the urges that lead you down the wrongside road. Consulting Experts are specialists, and have professional, practiced and proficientknowledge that will help the inexperienced or the gone astray manager become the success.

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CAPITALISM

STOPSTOPSTOPSTOP

11C OC OVICTORYVICTORY

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If you start a race sloppily or head off in the wrong direction, you have no chance of winning.Likewise, how you being the creative task has a lot to do with how and where it ends up

Imagine a brilliant futureImagine a brilliant futureThink about what you are trying to achieve.Go out into the future. Look around and see what is there.Step into the shoes of others and see, hear and feel as they do. Walk a mile with them.Look at your plans and seek their direction, then follow that line.Make it memorableA vision only works when it is remembered and is up‐front‐and‐central in your thoughts for most ofthe time ‐ especially when you are making important decisions in this area.If the vision statement is long, then it will not be remembered. If it uses bland words or motherhood‐and‐apple‐pie statements, it will not be remembered. If it is the same be‐the‐best vision that everyoneelse uses it will be yawned at.Use dynamic and emotive words that to paint motivating pictures. Use words like 'sharp', 'now' and'value'.Phrase it in the present tense to make it more immediate Use 'is' rather than 'will'Phrase it in the present tense to make it more immediate. Use is rather than will .Use active verbs that talk about what is happening. Use 'suffering' rather than 'pain'.Test it with others to ensure it works for them too

VISION

You  Hav e   To   P i c k   J u s t  On e  Yo u  Hav e   To   P i c k   J u s t  On e   –– Yo u r  V i s i o nYo u r  V i s i o nYou must be able to choose your own privileged vision. What do you desire, crave, require and

VISION

really need must be included in your vision. The hope and opportunity of your future depends onyour outlook or the mental vision you have. You’re going to have lots of choices that are youroptions and alternatives that span your career. There is a great deal of wealth in choice so pickingyour future will always be the daily event.

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The winner of a long race, as creativity can be, is not the person with the best idea, but the personwho finishes first. The world is littered with abandoned works and too‐late arrivals. So knuckle down!Get on with it and never, ever give in!

Dreamers may like dreaming, inventors may like inventing, but not so many of them like the effort ofputting their ideas into action In fact the action part of the cycle involves more creativity andputting their ideas into action. In fact the action part of the cycle involves more creativity andinnovation than ever, perhaps even recreating yourself as a person of action.

When faced with hordes of people telling you that your ideas are no good (or even the threat of this),it takes an inordinate amount of courage to stand up for your ideas. But that is the price that countlessinventors and creators pay every day to get their thoughts accepted in the wider world.

Passion makes the world go around It is it the juice that drives creativity When you care enough toPassion makes the world go around. It is it the juice that drives creativity. When you care enough toput your heart into your work, passion will keep you going through thick and thin.

Being confident is not easy in creative situations, as they are, by definition, far from certain. Inpractice, confidence starts at home, and the self‐confident person is likely to be more confident intheir idea than others might be in the same situation.

Doubt is such a scary thing. We are taught never to doubt, and even creative people can fall into thetrap of not doubting their own ideas. But if we can openly accept that things may or may not be right,whilst also not being wrong (in the judgmental sense), we will perhaps be able to see just a littlefurther. And that is often far enough.

WRESTLING

Exc h a n g i n g  B l ow s  &   S t a n d  Up   F i g h t i n gE x c h a n g i n g  B l ow s  &   S t a n d  Up   F i g h t i n gThe contest is not always fair, some people box when they wrestle and some wrestling matchestwist into boxing battles. The opposition must be faced standing up and you can never back up org pp g p y plet go. The little battles hardly take any of your time. The big battles, when someone must wrestlethe bear, it must be you. Never hand over the bear and never deputize another fighter becauseyou’re too busy, seize the bear and take hold of the big problems. It’s your battle.

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Dreams can and have been places where inventions and discoveries are made.Especially in that reverie just before we wake up (and sometimes in our day dreams),we can have really good ideas. The problem is, if we don’t capture them fast, theywhisper away with the morning dew.

To discover something new all you need to do is look But then so few people knowTo discover something new, all you need to do is look. But then so few people knowhow to look and fewer still know where to look. Discovery can also be an innerjourney, and the person who is at home with themselves can be more effective atlooking outside without being disturbed by inner critics.

The great explorers of the past set out into uncharted waters of the world in searchThe great explorers of the past set out into uncharted waters of the world in searchof…well, whatever they found. This is the great promise of exploration, thephilospher’s stone of finding new lands, new people and whatever else you may find.The creative explorer does the same thing, trying things simply because they have notbeen tried before.

CURE

Mag i c a l  Mag i c a l   ‐‐ Fa i r yF a i r y ‐‐ Ta l e   C u r e s  A r e   I l l u s i o n sTa l e   C u r e s  A r e   I l l u s i o n sTrickery, sleight of hand and enchanting is common in business. The captivating, charming andastonishing solutions are run of the mill and 97 percent of them never remove the actual drudgeryg p g yor the excitement of operating your own business. False promise, hoax ideas, fake programs usedto be poured into sure cure bottles and sold for a dollar. The real cure for improvement are yourskills, abilities and proficiency. You must become the expert on business principles, yourskillfulness is the cure.

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EXCELDaring is more than courage, although this is certainly an essential element. Daring also includesvision, doing something new and imaginative, that strikes a chord with the wider population. Creativityneeds daring and daring needs creativity. It is an individual thing. Organizations and groups don’t dare:people do.

It takes a lot of courage to release the familiar and seemingly secure, to embrace the new. But thereis no real security in what is no longer meaningful. There is more security in the adventurous andexciting, for in movement there is life, and in change there is power.’

The the future is uncertain. Sorry. Creativity was never a certain science. And even when you’ve gotyour idea out on the table, you may be risking your neck, just by telling others about it. To create is torisk so if you can’t stand the heat get out of the creative kitchenrisk, so if you can t stand the heat, get out of the creative kitchen.

Keep on going and the chances are you will stumble on something, perhaps when you are leastexpecting it. I have never heard of anyone stumbling on something sitting down.

Most new discoveries are suddenly‐seen things that were always there. A new idea is a light thatilluminates presences which simply had no form before the light fell on themilluminates presences which simply had no form before the light fell on them.

E x c e l   S p r e a d   S h e e t s   C a n n o t  Re p l a c e   I n g e n u i t yE x c e l   S p r e a d   S h e e t s   C a n n o t  Re p l a c e   I n g e n u i t yHundreds of thousands, most like millions of managers, are pounding on Excel Spreadsheets rightnow, looking for that cunning solution. If you want to be the absolute best, remove slowness and, g g y ,add swiftness go out and watch the crane pick up the material. Talk to the clever operator, check tosee if the supervisor is alert, watch the rapidity of worker movement and verify promptness indecision making. Go out and work in the trade, deal with problems, partner up with real timesolutions.

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PROSPERITYP i n k   S l i p ’s ,     P r o s p e r i t y   a n d  Gu a r a n t e e ’s  P i n k   S l i p ’s ,     P r o s p e r i t y   a n d  Gu a r a n t e e ’s  

Do not make the mistake to assure or guarantee employment of another human being. If you pledge your wordand guarantee employment to another at one time or another you will become the phony. The world is full ofimpostor managers fakes frauds and hypocrites so don’t become another one Once you become the phony no

PROSPERITY

impostor managers, fakes, frauds and hypocrites so don t become another one. Once you become the phony, nomatter what you do, what you say or how good you really become, you’ll always be known and regarded as thephony. You cannot pretend in business. You cannot guarantee employment, you can work, strive and take actionsto gain prosperity with the help of other people. When things get rough and touch, always tell the truth, only thetruth.

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ONE BED We all have different amounts of wealth, but we all have the same amount of time. This means wecan all be equally creative and can equally fritter our allotted span away on useless and ultimatelymeaningless things.

Business for some is a dirty word and for others is everything The feeling is mutual for some inBusiness for some is a dirty word and for others is everything. The feeling is mutual, for some inbusiness see creativity as a dirty word, too. But the fact is that business only succeeds by constantlybringing new things that are better than their competitors’ offerings to customers who are preparedto pay for this advantage.

Staying the same, staying with the things you know, is comfortable and safe. Or so it seems. If theworld is changing around you, then it can be the most dangerous thing you can do.

Constraints work both ways with creativity. When you constrain thought, you automatically preventideas from being found outside of the defined territory. However, the constraint also causes creativetension that can result in better ideas being found within the defined prison walls.

Yo u  On l y   S l e e p   I n  On e  B e dYo u  On l y   S l e e p   I n  On e  B e dMany C.E.O.’s make fortunes. Fortune gives you affluence and it seems to lead to somelavishness, magnificent and luxury home, maybe more than one. As you show off your richnessand affluence you are on your way to poverty, hardship and distress, if you don’t die first. Theimperfection and shortcomings of wealth is that it takes thousands of poor people to make one richman. The completion and finishing point for your wealth is to help other people. Your achievementwill not come from having multiple homes, too many cars, private jets and treasures. Your wealthwill come from within, the place of reserves and the only possessions that matter, trust, affection,love, family and friends.

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MANEUVERFoolishness can be a foe and a friend. Where others are doggedly blind, they canobstruct and miss great ideas. When you are deliberately foolish, perhaps in theShakespearian sense, you can be open and honest enough to see your errors and

t th t id th t th i

Mane u v e r  Mane u v e r   –– H a n d l e  Ha n d l e   ‐‐ S t e e rS t e e rBusiness murder happens every day. You’re going down the road and all of a sudden you have a lethal problem.You’re on the wrong side of the curve because you didn’t pay attention to the road signs. Your first action is to take

spot those great ideas that others miss.

extreme maneuvers to avoid the business death. In a matter of seconds you’re in a dogfight with a competitor,government agency maybe a senior employee, unions, production output and quality. If you had watched thesigns, the curve was clearly posted, lower productivity, customer complaints, costs moving up, phones not beinganswered promptly, people late from lunch, All the curve signs are there, see them.

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AMBUSH Surprise is what happens when you’re looking the other way. It can be wonderful and it can bedevastating. So pin your ears back and get ready for the things for which you can never fully prepare.And when surprise happens, notice it and ask why, because your subconscious may just given you aclue to some new thing.

Truth and reality are what critics call at our ideas, but their truth is not our truth. When you have anew idea you often have to create new truths that people can believe. And in the end, if you canphysically demonstrate your truths, it will be impossible to deny them.

Criticism of a new idea is a great way to kill it off before it can do any harm. It’s sad that althoughcriticism can be constructive, it is mostly destructive, and aimed as much at the person as the idea.

It’s good to go wrong. Well, just so long as you notice that things didn’t turn out as you had wanted,and are prepared to learn from the experience. Mistakes can be happy just so long as you don’t turnaway from them or hurry on by. Failure can be a hard taskmaster, but it can also be an Aladdin’s caveof discovery.

Ambu s h  Ambu s h   ‐‐ T h e   S u r p r i s e  At t a c kT h e   S u r p r i s e  At t a c kTh i t h d l h ith t d i th f i ht tiThe associates you had lunch with yesterday are in the conference room right now, wanting moremoney, stock options and they lie in wait for the right time to throw you the curve. If they canoccupy and dominate your business they can also overpower and overthrow you. How could thisbe true? The ambush trap of friendship is used every day. The best solution is to have associatest k d f i d t h Th th k b t th th b tt th dat work and friends at home. The more they know about you, the person, the better they can dupe

and deceive you and ambush you around some curve. Acquaintances you work with and friendsyour trust. The family tree is planted at home, not the work space, not in the conference room andnever at the water cooler. Keep your private and personal information to yourself.

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SEXY The simple principle of forced association is of 'banging things together' that have not previously beenbrought together, or at least not recently.

A bit of passion and energy goes a long way. As they say, ‘you gotta wanna’, although wanting ispretty wishy‐washy when compared with the fires of desire. Nor is it as pure as love. It impels actionsimply because it cannot be chained. Desire is unquenchable motivation.

You can wonder at an ant carrying a leaf many times its size or you can wonder what you might havefor dinner. Wonder in its more enlightened form allows us to marvel at the world and see the manythings within it which others have created and where we can create still more.

Curiosity is less to do with cats as it with the natural human need to know new things. In fact, it isarguably the most powerful force we have, as it drives human evolution. The need for novelty, forfinding new things, leads us not only into trouble but also into marvellous new discoveries.

G l amou r   S e x y   P h o t o g r a p h y  Maga z i n eG l amou r   S e x y   P h o t o g r a p h y  Maga z i n ePeople love to talk about sex, femininity, masculinity and sexual characteristics. It’s human nature, for girls andboys. This biological impulse, the reproductive urge of the male or female has no place within the workplace,beyond the potted plants in your office. Sexual activity thinking is not the same thing as sexual activity behavior.beyond the potted plants in your office. Sexual activity thinking is not the same thing as sexual activity behavior.The anatomy of a woman can be striking. Many evolutionary drives are at work at all times, and both the men andwomen play the game. It’s the game of attraction that turns your head and breaks your concentration concerningimportant business matters. Sexy Susie works for you and so does Sexy Ken, so let’s keep them in the trailer ofyour thoughts and keep working.

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A comfortable environment helps people forget about how uncomfortable they are and focus on thework at hand. Ergonomic chairs and desks. Good lighting. Clean and bright walls. Warm colors. Softcarpets. These and more help to create a sense of comfort. They also signal that our employers careabout us, and hence motivate us further to extend ourselves in our work.Things should not be too comfortable, however, and much creative work is done in remarkably roughsurroundings.

We are all stimulation junkies. As humans, nature has programmed us with the ability to feel curiousand also the punishment of boredom, should we be stimulated too little. This has been an effectivestimulus to push us into the further corners of the globe.The need for stimulation also encourages us into seeking stimulation short‐cuts. Many of us limit thisto coffee and moderate alcohol, whilst others of us succumb to less legal temptations. It is interestingto note how often the rich and famous seem to self‐destruct on sex, drugs and rock‐and‐roll.And yet convention and culture pushes us in the opposite direction as we are taught to conform andbe happy with a relatively boring existence. No wonder that, once you take the lid off the kettle, it issurprising how creative people can be, and how much they enjoy this (and perhaps surprising howsurprised they are at this fact).

A l l H uman s E n j o y F o o d & F r i e n d sA l l H uman s E n j o y F o o d & F r i e n d s

FOOD

A l l  Human s   E n j o y   F o o d  &   F r i e n d sA l l  Human s   E n j o y   F o o d  &   F r i e n d sThe people that have a meal together, stay together. To have a lunch or a cup of tea with anotherperson is a very physically and psychologically powerful event. A robust and durable relationshipalways includes food, beverage and companionship. People, by human nature, are lonely and

i kl f l i l t d H i i t t l h t th f l l k t illiquickly feel isolated. Having an associate to lunch turns them from a lonely worker to a willinghelper. If you have the time and just a few bucks take the time to nourish your associates withwords and food. Give food to the hungry and provide for one of their basic instincts and watchthem move closer to you, again and again, bite after bite.

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HOBBYTo find useful ideas, it can be a good strategy to explore without aim, just seeking whatever capturesyour interest. This 'letting go' can be scary, making exploration a practice that only the practiced tendto follow.

The the future is all there is left The past is done though it shapes the knife‐edge of now to anThe the future is all there is left. The past is done, though it shapes the knife edge of now to analarming extent. If you can seek future whilst enjoying the present, great things will presentthemselves to you.

Do you need knowledge to create? Unfortunately, creation of the new does not come out of nothing,although too much knowledge can be as big a block as too little. Knowledge is a drug which gives uslittle until we use it. And the best use is knowledge is in the creation of new knowledge

T h e P u r s u i t O f L e i s u r eT h e P u r s u i t O f L e i s u r eT h e  P u r s u i t  O f   L e i s u r eT h e  P u r s u i t  O f   L e i s u r eEntertainment is the mental diversion and relaxation from reality. Leisure or Hobby time puts yourmind and problems on the sideline. Every human has a diversion from reality. It might be reading,knitting, watching movies, riding a bike, water sports or even working. People pursue

t t i t t l i d i l f ti M t l d t f th ientertainment, amusement, leisure and simply fun time. Most people spend most of their money onsome form of diversion or alteration from their present reality. Discover their hobbies, includeactivities, contests, talking points and encourage, sponsor and put forward the action steps toadvertise that you believe in leisure and fun for all.

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FANTASYWhat is the imagination? We treat it like a thing, or perhaps a switch in our brains that turns on theidea engine. Whatever it is, it is certainly useful, which is a shame because most people keep theirsfirmly switched off, with a big red ‘do not touch’ sign on it.

Sometimes you have to grope for ideas in the dark and sometimes they shine with a light of theirSometimes you have to grope for ideas in the dark and sometimes they shine with a light of theirown, beckoning you on. Light is a common metaphor for thinking and ideas and is mostly used toindicate understanding, often sudden.

Your minds are like icebergs—mostly hidden beneath the seas. Consciously, we can only think of onething at a time, but subconsciously we can have many streams of neuronal activity going on. A keytrick is to make friends with your subconscious and press it into helpful creativity at everytrick is to make friends with your subconscious and press it into helpful creativity at everyopportunity.

T h e  C a s t l e   I n   T h e   S k y   I s  Re a lT h e  C a s t l e   I n   T h e   S k y   I s  Re a lYour people daydream all the time. In fact, you daydream a lot as most people do without knowingit. The Castle Fantasy is a real hope, desire and vision for people, it just takes different forms. Theimagination is the intellect playing around having some fun Ask people what’s your castle in theimagination is the intellect playing around, having some fun. Ask people, what s your castle in thesky? Their fancy or unreality might turn up a new vision for your company and associates. It’s o.k.to have a pipe dream, some wish, some goal or ambition that seems too far to reach. Peopledelight in fantasy, they marvel at what could be. It’s called innovation, thinking.

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TREKEducation should give us the wherewithall to be creative, but unfortunately it is often just a vehicle toturn creative children into conforming adults. And once we have learned to obey authority withoutquestion, we keep on doing as we are told (or doing what we guess that others might want of us) forthe rest of our lives.

Learning is one of the great joys of life, perhaps because the brain rewards our gift to it with a doseof dopamine that gives us that ‘Eureka’ feeling. It is an engine of progress and an enemy ofconservatism. The secret of success is not in how much you learn, but in never stopping learning.

Ev e r y P e r s o n I s O n A J o u r n e yEv e r y P e r s o n I s O n A J o u r n e y S ome Tr e kS ome Tr e kEv e r y   Pe r s o n   I s  On  A   J o u r n e yEv e r y   Pe r s o n   I s  On  A   J o u r n e y ‐‐ S ome   Tr e kS ome   Tr e kEvery person you know, will at the drop of a hat, take a free, first-class prepaid trip to some placeelegant and well thought-out. People travel in their minds, with their feet, with their automobilesand with the jets and trains of the day. It means people come and go, travel around, move around,

lk t d j t P l t l d t f i it f twalk away, step up and jump out. People travel and progress out of curiosity of some strangeplace, some oddity, novelty or some phenomenon, opportunity and treasure maps at the county fair.Expect people to travel and move on and away from your business. Not to worry, people you don’teven know are snooping around, coming your way.

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Bodenhamer’s Great American Coaching Book for Business