"Let us seek, in the depths of our experience, the point where we feel ourselves most intimately within our own life." - Henri Bergson
Boldness is a semantically loaded word. It conveys a number of things. To the German polymath Johann Wolfgang von Goethe, boldness was said to have "genius, power, and magic." Boldness is specifically an action taken that is outside the typical realm of common experience, highly risky, and simultaneously highly profitable.
Boldness involves no inherent guarantee, only that of a new experience; which in and of itself is valuable. Boldness, however, I suggest is the one principle that has produced the highest reward in each of our lives.
In the Autobiography of Benjamin Franklin he begins the story of his noble life with such a bold stroke:
"I sold my books to raise a little money, was taken on board the sloop privately, had a fair wind, and in three days found myself at New York, near three hundred miles from my home, at the age of seventeen, without the least recommendation or knowledge of any person in the place, and very little money in my pocket."
Peter Drucker, the 20th Century Management icon, boldly gave up a promising and lucrative career in finance to pursue his dream in management consulting, when such a practice was still in its infancy.
In a more personal commonplace scenario; through our surveying of our current life and personal history, we can probably locate an act of boldness that initiated a train of events to lead us to who we have become today.
To add to Goethe's description of boldness I would further suggest that boldness is absolute faith in oneself, an uncompromising desire for success, and that which breathes divinity into the present. Boldness expands our boundaries - whether mental or physical.
To boldly commit to acquiring a new competency opens a new dimension of experience. To boldly exert ourselves through rigorous exercise makes our bodies adapt to a higher level of function and performance. To boldly speak when shy, to boldly ask when afraid, to boldly do when unsure, and to boldly give when someone's in need...this is life - unapologetic and free.
Angel Armendariz
Showing posts with label sales blogs. Show all posts
Showing posts with label sales blogs. Show all posts
Sunday, January 25, 2009
Sunday, August 24, 2008
Is It A Downturn or Opportunity?
"All our dreams come true - if we have the courage to pursue them." - Walt Disney
The cyclical nature of things always seems to take us by surprise. Everything we learn from history to geology have cyclical natures. The rise of a civilization or empire is met by the fall to a worthier or better prepared new comer. We witness the rise of a business and its fall; the growth of an industry and its downturn. Farmers have harnessed the Tao of leveraging cycles. They are fully aware that reaping and sowing are cyclical, and any attempt to challenge this natural cycle is futile.
Our current state of financial affairs as a whole can be seen as a movement towards a downturn. We should perhaps borrow a word from agriculture and use the term "sowing" as opposed to downturn or recession. Sowing conveys a time of preparation, cultivation, of harnessing our capabilities and planting seeds that will later come to fruition.
Lao Tsu, who wrote the Tao Te Ching, promoted a philosophical method of embracing the flow of things, as opposed to battling the natural forces of life. We speak of embracing the flow, not becoming submissive, or complacent. The difference is in using what is given and maximizing the opportunity.
In our own private lives for example, many of us detest "loneliness." Those who embrace there situations however, call this "solitude," and maximize the moment by becoming more intimate with themselves, god, or refining their mental capacities.
Simply by re-naming, or re-framing our situations, we can transform lack into abundance, and failure into opportunity. Leaders must cultivate this. By doing so,
we work with the flow of nature so to speak. At the same time we become responsive, adaptable, and versatile. The moment is perfect to differentiate ourselves by asking questions of opportunity and their by sow the seeds of innovation.
Angel Armendariz
The cyclical nature of things always seems to take us by surprise. Everything we learn from history to geology have cyclical natures. The rise of a civilization or empire is met by the fall to a worthier or better prepared new comer. We witness the rise of a business and its fall; the growth of an industry and its downturn. Farmers have harnessed the Tao of leveraging cycles. They are fully aware that reaping and sowing are cyclical, and any attempt to challenge this natural cycle is futile.
Our current state of financial affairs as a whole can be seen as a movement towards a downturn. We should perhaps borrow a word from agriculture and use the term "sowing" as opposed to downturn or recession. Sowing conveys a time of preparation, cultivation, of harnessing our capabilities and planting seeds that will later come to fruition.
Lao Tsu, who wrote the Tao Te Ching, promoted a philosophical method of embracing the flow of things, as opposed to battling the natural forces of life. We speak of embracing the flow, not becoming submissive, or complacent. The difference is in using what is given and maximizing the opportunity.
In our own private lives for example, many of us detest "loneliness." Those who embrace there situations however, call this "solitude," and maximize the moment by becoming more intimate with themselves, god, or refining their mental capacities.
Simply by re-naming, or re-framing our situations, we can transform lack into abundance, and failure into opportunity. Leaders must cultivate this. By doing so,
we work with the flow of nature so to speak. At the same time we become responsive, adaptable, and versatile. The moment is perfect to differentiate ourselves by asking questions of opportunity and their by sow the seeds of innovation.
Angel Armendariz
Tuesday, July 8, 2008
Imaginary Themes for Real Results
"Mentally rehearsing a new way that you might behave in the face of adversity activates the prefrontal cortex, and your imagined activities begin firing neurons and wiring them into brain patterns that can be activated whenever they're needed. Without attentive rehearsal, your brain will not mobilize in advance, and despite your best intentions you will act out old, counterproductive routines instead-or new counterproductive ones, fired not by calm effectiveness but by frustration, anger, and other emotions that can distract you from giving your best. When you prepare the prefrontal cortex to activate ahead of time, you will be better at calmly, effectively performing the right action." - Robert K. Cooper
Mental rehearsal, and visualization in general have a long history of use. During the pre-scientific period most visualization was tied to metaphysical, spiritual, and magical phenomenon. As far back as the Yoga Sutras of Patanjali, which date back thousands of years before Christ various forms of visualization where practiced to enhance the development of consciousness.
Most recently visualization or mental rehearsal has made a leap into the realm of neuroscience. Modern technology allows us to observe neuronal function under varying circumstances. Although visualization and mental rehearsal have been in the daily regimens of people such as Einstein, Wolfgang Pauli, Carl G. Jung, and even Larry Bird, only recently has rigorous scientific study yielded detailed insight into the powerful effects of visualization.
The mere process of rehearsing movements such as exercises and performances has been shown do improve efficacy at near the levels of actual physical practice. Neuroscience shows that the very same neurons that partake in the actual physical movements are activated upon the mental rehearsal of the same movement. The question now becomes how can we use this information for self-development. Well, consider that any action that seems difficult, challenging, or warrants improvement can be dramatically improved through mental rehearsal. Here are some areas that can be improved by mentally rehearsing effective execution:
- public speaking
- sales pitches
- negotiations
- athletics
- interpersonal communication
- emotional management
- technical skills (engineering, programming, etc.)
This is simply a short list. Almost anything imaginable can improve dramatically by a consistent rehearsal. The key word here is consistent; like anything else consistency of purpose is the most essential ingredient for the utmost efficacy of any function.
Mental rehearsal, and visualization in general have a long history of use. During the pre-scientific period most visualization was tied to metaphysical, spiritual, and magical phenomenon. As far back as the Yoga Sutras of Patanjali, which date back thousands of years before Christ various forms of visualization where practiced to enhance the development of consciousness.
Most recently visualization or mental rehearsal has made a leap into the realm of neuroscience. Modern technology allows us to observe neuronal function under varying circumstances. Although visualization and mental rehearsal have been in the daily regimens of people such as Einstein, Wolfgang Pauli, Carl G. Jung, and even Larry Bird, only recently has rigorous scientific study yielded detailed insight into the powerful effects of visualization.
The mere process of rehearsing movements such as exercises and performances has been shown do improve efficacy at near the levels of actual physical practice. Neuroscience shows that the very same neurons that partake in the actual physical movements are activated upon the mental rehearsal of the same movement. The question now becomes how can we use this information for self-development. Well, consider that any action that seems difficult, challenging, or warrants improvement can be dramatically improved through mental rehearsal. Here are some areas that can be improved by mentally rehearsing effective execution:
- public speaking
- sales pitches
- negotiations
- athletics
- interpersonal communication
- emotional management
- technical skills (engineering, programming, etc.)
This is simply a short list. Almost anything imaginable can improve dramatically by a consistent rehearsal. The key word here is consistent; like anything else consistency of purpose is the most essential ingredient for the utmost efficacy of any function.
Monday, June 23, 2008
Reality Check - Lets be Honest
"If we do not change our direction, we are likely to end up where we are headed." - Chinese Proverb
To get to where you want to go start where you're at. So where are you? Or, maybe a better question is what are you? The first step in any achievement at any level is to properly and accurately assess the current "state" of things. Individuals, businesses, and even governments are good at making generalized inaccurate assessments. Most of us can relate to this fact. It is very challenging to look at a part of us that holding us back, that is destroying our progress, or that is sabotaging our well-being. We like to use an elementary logic to justify or embellish areas of ourselves that we would like to change.
Businesses are similar to people in that regard. Many business managers and executives justify, excuse, or embellish results out of fear of exposing a weak point, or lack of efficacy in a certain department. Which leads us to the "choke-point" of the being honest theme. The fear of being exposed, and what it could mean.
There is a fear which overtakes some of us when we are forced to look at a limiting factor that could be in conflict with our identity. The interesting thing is that acknowledgment of a weakness or constraint does several wonderful things for us including the following:
- it allows us to search for precise solutions
- it conveys maturity to others (only capable and confident people will face a fear or limit and seek to overcome it)
- it opens opportunity to investigate how solving the problem/weakness will open doors of opportunity - thus indirectly feeding a compelling vision to see the solution through with optimism and expectation.
The danger of not properly assessing our current state are the following:
- we are thrown farther off track from our goals
- we become indecisive because of lack of accurate data
- we lack genuine confidence in our undertakings
- we lower our expectations, and stifle our most intimate desires
So how can we properly assess our state, and create a plan to fix what is wrong and strengthen what is right, and raise our vision? Several suggestions:
- What are your current results telling you? - results are accurate data, when properly interpreted.
- Feedback ( what do others tell me?) - seek input from others, both from your industry and outside of it to give the most compete info. possible.
- Actions (What actions do I habitually take? - actions are based on beliefs and give you insight as to what you really think of yourself and your business)
- Preparation (What am I preparing for? - complements beliefs: when something is wholeheartedly believed to occur in the near future, preparation happens.
- Comparison (How do I compare with others?) The best way to compare is not by guessing, but by probing, asking, and conversing with others to properly gauge our level of efficacy (we does this unconsciously anyway)- Even better is reading about others - biographies & autobiographies.
Fear not what might be exposed, but the consequences of not improving what should be exposed. The ultimate sign of maturity and competence is to observe with detachment. To allow your mind to analyze and execute a solution without being hemmed up by emotional flux.
Angel Armendariz
To get to where you want to go start where you're at. So where are you? Or, maybe a better question is what are you? The first step in any achievement at any level is to properly and accurately assess the current "state" of things. Individuals, businesses, and even governments are good at making generalized inaccurate assessments. Most of us can relate to this fact. It is very challenging to look at a part of us that holding us back, that is destroying our progress, or that is sabotaging our well-being. We like to use an elementary logic to justify or embellish areas of ourselves that we would like to change.
Businesses are similar to people in that regard. Many business managers and executives justify, excuse, or embellish results out of fear of exposing a weak point, or lack of efficacy in a certain department. Which leads us to the "choke-point" of the being honest theme. The fear of being exposed, and what it could mean.
There is a fear which overtakes some of us when we are forced to look at a limiting factor that could be in conflict with our identity. The interesting thing is that acknowledgment of a weakness or constraint does several wonderful things for us including the following:
- it allows us to search for precise solutions
- it conveys maturity to others (only capable and confident people will face a fear or limit and seek to overcome it)
- it opens opportunity to investigate how solving the problem/weakness will open doors of opportunity - thus indirectly feeding a compelling vision to see the solution through with optimism and expectation.
The danger of not properly assessing our current state are the following:
- we are thrown farther off track from our goals
- we become indecisive because of lack of accurate data
- we lack genuine confidence in our undertakings
- we lower our expectations, and stifle our most intimate desires
So how can we properly assess our state, and create a plan to fix what is wrong and strengthen what is right, and raise our vision? Several suggestions:
- What are your current results telling you? - results are accurate data, when properly interpreted.
- Feedback ( what do others tell me?) - seek input from others, both from your industry and outside of it to give the most compete info. possible.
- Actions (What actions do I habitually take? - actions are based on beliefs and give you insight as to what you really think of yourself and your business)
- Preparation (What am I preparing for? - complements beliefs: when something is wholeheartedly believed to occur in the near future, preparation happens.
- Comparison (How do I compare with others?) The best way to compare is not by guessing, but by probing, asking, and conversing with others to properly gauge our level of efficacy (we does this unconsciously anyway)- Even better is reading about others - biographies & autobiographies.
Fear not what might be exposed, but the consequences of not improving what should be exposed. The ultimate sign of maturity and competence is to observe with detachment. To allow your mind to analyze and execute a solution without being hemmed up by emotional flux.
Angel Armendariz
Wednesday, June 11, 2008
The Pleasures of Belief
"Men do not forego the pleasures of the moment to
say good-bye to all joy for evermore--no, this self-control is a
training, so that we may reap the fruits of a larger joy in the time
to come. A man will toil day and night to make himself an orator, yet
oratory is not the one aim of his existence: his hope is to influence
men by his eloquence and thus achieve some noble end." Xenophon, Cyropaedia
There exists a fundamental template that acts as a foundation for all action. As a business professional, knowing that their is a source, that when adjusted, changes the actions that are taken is of immense value. One of the variables of this template is what we call beliefs. Beliefs are not tangible things that we can hold, yet they have the ability to create life, to extinguish it; and to spur any action ever conceived. Beliefs are what tells us what is possible.
Most, if not all, businesses sell a vision of what is possible. They sell this vision to clients, employees, shareholders, communities, etc. If we connect the dots here we can see the correlation between beliefs and vision. What would happen if we don't believe in our vision? Would we be able to sell it? Well, not really. If beliefs tell us what is possible, and to sell we must believe the vision is possible, then businesses will not survive, much less thrive if belief is ignored. Frequently, what we call "unmotivated," "underachieving," or even "poor" employees are actually simply suffering from a lack of belief. Either of themselves, their company, their product/service, and usually a combination of some of these factors.
Beliefs are created by having experiences that tell us that something is possible. We need to experience a sense of certainty that if such and such is done, then x will be the result. If we have enough references that meet that criteria, then we effectively establish a belief. The majority of our beliefs are adopted from others, and built around our personal experiences.
With that in mind it becomes vital that we adopt beliefs from those individuals which we admire, or wish to model. It is also important to seek experiences which will help build and reinforce empowering ones. At the end of the day beliefs are under our control, and must be managed effectively to open the doors to the possibilities we seek to realize.
Interestingly enough we can read into someone's beliefs by their actions. We can tell if someone has a high self esteem or a low self esteem, simply by observing their actions. A person who believes that something grand is possible will forego immediate pleasures for future ones. Think about it. To say no to immediate pleasures requires a belief that the future rewards will outweigh the current offering. Those who don't believe they can have something better or do something better will try to get the quick fix.
Those who engage in discipline, even though to some it may seem like self-denial, are actually investing in future pleasure. These disciplined individuals have strong beliefs about what they want (vision) and have no doubt they will manifest, thus they more often than not produce the intended result. Management at all levels from self to business requires a continuous refinement and inspection of the beliefs structure to ensure that they are consciously driven to exceed expectations.
Angel Armendariz
say good-bye to all joy for evermore--no, this self-control is a
training, so that we may reap the fruits of a larger joy in the time
to come. A man will toil day and night to make himself an orator, yet
oratory is not the one aim of his existence: his hope is to influence
men by his eloquence and thus achieve some noble end." Xenophon, Cyropaedia
There exists a fundamental template that acts as a foundation for all action. As a business professional, knowing that their is a source, that when adjusted, changes the actions that are taken is of immense value. One of the variables of this template is what we call beliefs. Beliefs are not tangible things that we can hold, yet they have the ability to create life, to extinguish it; and to spur any action ever conceived. Beliefs are what tells us what is possible.
Most, if not all, businesses sell a vision of what is possible. They sell this vision to clients, employees, shareholders, communities, etc. If we connect the dots here we can see the correlation between beliefs and vision. What would happen if we don't believe in our vision? Would we be able to sell it? Well, not really. If beliefs tell us what is possible, and to sell we must believe the vision is possible, then businesses will not survive, much less thrive if belief is ignored. Frequently, what we call "unmotivated," "underachieving," or even "poor" employees are actually simply suffering from a lack of belief. Either of themselves, their company, their product/service, and usually a combination of some of these factors.
Beliefs are created by having experiences that tell us that something is possible. We need to experience a sense of certainty that if such and such is done, then x will be the result. If we have enough references that meet that criteria, then we effectively establish a belief. The majority of our beliefs are adopted from others, and built around our personal experiences.
With that in mind it becomes vital that we adopt beliefs from those individuals which we admire, or wish to model. It is also important to seek experiences which will help build and reinforce empowering ones. At the end of the day beliefs are under our control, and must be managed effectively to open the doors to the possibilities we seek to realize.
Interestingly enough we can read into someone's beliefs by their actions. We can tell if someone has a high self esteem or a low self esteem, simply by observing their actions. A person who believes that something grand is possible will forego immediate pleasures for future ones. Think about it. To say no to immediate pleasures requires a belief that the future rewards will outweigh the current offering. Those who don't believe they can have something better or do something better will try to get the quick fix.
Those who engage in discipline, even though to some it may seem like self-denial, are actually investing in future pleasure. These disciplined individuals have strong beliefs about what they want (vision) and have no doubt they will manifest, thus they more often than not produce the intended result. Management at all levels from self to business requires a continuous refinement and inspection of the beliefs structure to ensure that they are consciously driven to exceed expectations.
Angel Armendariz
Thursday, June 5, 2008
How To Be Better Than Yesterday
"He only is a well-made man who has a good determination. And the end of culture is not to destroy this, God forbid! but to train away all impediment and mixture and leave nothing but pure power." - Ralph Waldo Emerson
Do you believe it's possible to be 1% better today than you were yesterday? Think about it. What would it mean to be 1% better? You might say sure, of course! Or you might believe its not possible. Suspend judgment for now, simply consider the possibility and what it would mean.
To be better by 1% is not a literal concept I employ here, but more of a practical theme. The essence of "being better" would mean that if I am at least 1% more effective today than I was yesterday, then the challenges I faced yesterday will seem easier today. For example, if yesterday I was flustered and overwhelmed by client demands and objections to my product or service, then today I will be less so. Essentially my task becomes easier because I have become greater. Compounded over a period of days, weeks, and months you can imagine how powerful this principle can be.
Additionally, to be 1% better would mean that you can now extend yourself and take on greater challenges or aim at loftier ambitions. Because, we are better today than yesterday we naturally will want to be challenged, and will have an affinity to take on greater projects. The effects of the 1% better creed would create a "steady state" (to borrow a term from biology) were we would teeter between be overly powerful at handling yesterdays task, and not yet fully competent at dealing with the increasing demands of our evolving goals. This 'growth tension' is the optimal path which professionals should seek to continually create value for themselves and their respective endeavors.
The 1% creed can and should become part of your daily due diligence. Some of the ways to guarantee investment into your 1% daily growth are as follows:
- improve your vocabulary
- improve the sound of your voice
- improve your ability to articulate what you think and feel
- focus on listening to how people say things, not just the content
- learn to read a new, previously ignored, non-verbal communication from people
- learn about properly managing a certain emotion
- learn 2 new questions that can help close a sale
- learn how to play a different interpersonal role
- make 1 new friend and learn something interesting about them
- learn to 1 new way to harmonize your body
- eat a healthy meal instead of a your usual non-healthy one
- do something that frightens you, but that you know is worth the effort
- give more of yourself to others
- learn 1 new thing about your profession
- learn 1 new thing about self-management...
This list can go on forever, but you get the point. Everyday you can even break it down to getting a 1% fix for your body, mind, and profession. Before retiring for the day ensure that the 1% marks are hit. The principle is so subtle, yet so powerful that it could ultimately be the biggest difference in success or failure. Think about the cost of not becoming better. If we don't become better, by default we become worse. In biology and science they call it entropy. A system that does not absorb new information will only lose information and decay into inert energy-less matter. What makes us different than a mere inanimate system is that we have a choice. The choices are 1) gather new information and grow; or 2) lose information and decay.
Angel Armendariz
Do you believe it's possible to be 1% better today than you were yesterday? Think about it. What would it mean to be 1% better? You might say sure, of course! Or you might believe its not possible. Suspend judgment for now, simply consider the possibility and what it would mean.
To be better by 1% is not a literal concept I employ here, but more of a practical theme. The essence of "being better" would mean that if I am at least 1% more effective today than I was yesterday, then the challenges I faced yesterday will seem easier today. For example, if yesterday I was flustered and overwhelmed by client demands and objections to my product or service, then today I will be less so. Essentially my task becomes easier because I have become greater. Compounded over a period of days, weeks, and months you can imagine how powerful this principle can be.
Additionally, to be 1% better would mean that you can now extend yourself and take on greater challenges or aim at loftier ambitions. Because, we are better today than yesterday we naturally will want to be challenged, and will have an affinity to take on greater projects. The effects of the 1% better creed would create a "steady state" (to borrow a term from biology) were we would teeter between be overly powerful at handling yesterdays task, and not yet fully competent at dealing with the increasing demands of our evolving goals. This 'growth tension' is the optimal path which professionals should seek to continually create value for themselves and their respective endeavors.
The 1% creed can and should become part of your daily due diligence. Some of the ways to guarantee investment into your 1% daily growth are as follows:
- improve your vocabulary
- improve the sound of your voice
- improve your ability to articulate what you think and feel
- focus on listening to how people say things, not just the content
- learn to read a new, previously ignored, non-verbal communication from people
- learn about properly managing a certain emotion
- learn 2 new questions that can help close a sale
- learn how to play a different interpersonal role
- make 1 new friend and learn something interesting about them
- learn to 1 new way to harmonize your body
- eat a healthy meal instead of a your usual non-healthy one
- do something that frightens you, but that you know is worth the effort
- give more of yourself to others
- learn 1 new thing about your profession
- learn 1 new thing about self-management...
This list can go on forever, but you get the point. Everyday you can even break it down to getting a 1% fix for your body, mind, and profession. Before retiring for the day ensure that the 1% marks are hit. The principle is so subtle, yet so powerful that it could ultimately be the biggest difference in success or failure. Think about the cost of not becoming better. If we don't become better, by default we become worse. In biology and science they call it entropy. A system that does not absorb new information will only lose information and decay into inert energy-less matter. What makes us different than a mere inanimate system is that we have a choice. The choices are 1) gather new information and grow; or 2) lose information and decay.
Angel Armendariz
Wednesday, June 4, 2008
The Powerful Influence of Velocity
"Speed...is not only a powerful influence on those on your side. Frederick the Great noted that an army that moves quickly has higher morale. Velocity creates a sense of vitality. Moving with speed means there is less time for you and your army to make mistakes." Robert Greene, 33 Strategies of War
There is something powerful about speed. It is valued at many different levels. Speed in and of itself gives a rush. Think about sports, cars, and even business. I find for instance, that when making business calls, going at an accelerated rate creates a sort of "flow." This flow was well documented in the book "Flow" by Mihaly Csikszentmihalyi. Flow is a transcendent property of execution. When one extends and challenges oneself for an extended duration a sense of well-being, union, and transcendence is experienced. It is as if we are partaking in our best execution, call it - 'spontaneous right action'.
To build our capacity to accelerate on call, preparation must be sought. The more well prepared we are in whatever activity we want to accelerate the easier and speedier we create this flow. If we are inadequately prepared for a task we wish to be fast in we will stumble and go slow. However, if we are well prepared by practice, training, and simulation; we will have a greater ability to use speed to our advantage.
One of the greatest military commanders of all time Fredrick The Great noted that speed was not only a strategy to win battle, but also helped boost morale of the soldiers. Speed has processional effects. It makes us feel good, it makes us perform good, and it makes us experience a result sooner. The paradox to becoming effective speedsters is the arduous underpinning of preparation. Preparation takes time. Preparation involves a large investment of time and rehearsal to simulate live action. The more we engage in time consuming preparation the more we will win come show time' and the faster we will be able to use speed as a leverage factor.
Succinctly we can say - slow down (prepare) to speed up!
Angel Armendariz
There is something powerful about speed. It is valued at many different levels. Speed in and of itself gives a rush. Think about sports, cars, and even business. I find for instance, that when making business calls, going at an accelerated rate creates a sort of "flow." This flow was well documented in the book "Flow" by Mihaly Csikszentmihalyi. Flow is a transcendent property of execution. When one extends and challenges oneself for an extended duration a sense of well-being, union, and transcendence is experienced. It is as if we are partaking in our best execution, call it - 'spontaneous right action'.
To build our capacity to accelerate on call, preparation must be sought. The more well prepared we are in whatever activity we want to accelerate the easier and speedier we create this flow. If we are inadequately prepared for a task we wish to be fast in we will stumble and go slow. However, if we are well prepared by practice, training, and simulation; we will have a greater ability to use speed to our advantage.
One of the greatest military commanders of all time Fredrick The Great noted that speed was not only a strategy to win battle, but also helped boost morale of the soldiers. Speed has processional effects. It makes us feel good, it makes us perform good, and it makes us experience a result sooner. The paradox to becoming effective speedsters is the arduous underpinning of preparation. Preparation takes time. Preparation involves a large investment of time and rehearsal to simulate live action. The more we engage in time consuming preparation the more we will win come show time' and the faster we will be able to use speed as a leverage factor.
Succinctly we can say - slow down (prepare) to speed up!
Angel Armendariz
Tuesday, May 27, 2008
The Courtship of the Masses
"You can have brilliant idea, but if you can't get those ideas across, they don't do anybody any good." - Lee Iacocca
From the archives of psychological literature we further our understanding of human nature. Even though we know a tremendous amount about human behavior - how to change, how to influence, how to become; we seldom make complete use of such information. What's even more difficult is communicating the vast amount of knowledge we have of psychology to others for their practical use. This dilemma is the proverbial Gordian Knot that must be cut with effective communication.
Any idea, any information, and any solution for that matter is worthless unless properly communicated in an understandable format to our audience. Whether we're dealing with a client in business, or constituency as a politician, a teacher to a student, or a parent to a child; we must acknowledge and effectively deal with this problem. An effective communicator is first and foremost adaptable.
That is, he/she able to find common ground with whomever they communicate with. For example, the most effective way to build rapport and communicate with a child would not be to act professional and proper. The best way would be to play the games they play. The effective communicator can enter the child's world and play whatever a child plays.
From this example we can see that the limiting factor in being able to communicate effectively is one's ability to enter another's world. To learn the "reality" they inhabit, and to be curious and interested in learning more about it. Too often, our laziness forces us to try to impose our reality on others. This is by far the worst way to effectively communicate, and is a sign of a limited communicator.
By definition an effective communicator is versatile, and thus is supposed to be the most flexible in his/her ability to communicate. Legendary psychotherapists of modern times such as Fritz Perls, Milton Erickson, Virginia Satir, Richard Bandler, John Grinder, and Anthony Robbins all share this flexibility in common. A common definition associated with "pathological" individuals is the inability to see outside their own reality. In essence, the extreme form of this inability to see other people's maps of reality is thought of as pathological. In fact, Timothy Leary's model of Interpersonal Dynamics is based on such a principle, and has been used widely as a psychometric.
A recent sales book I read dismissed the idea of trying to find commonality and to enter into the world of the buyer. Though it might work effectively for some, that does not mean it is the most effective. And based on boatloads of research from business schools, psychology departments, and optimal sales forces, the consensus stand on the value of increasing adaptability and using it to enter the world of our audience. I caution, however, that to enter does not mean to mislead, or to become a copycat. It means to surrender your rigid views for moments in time to expand your awareness of others, and thus be able to understand and provide value to those you wish to engage with. Ultimately the end result will be the ability to effectively sell your product, service, idea, reform, or what have you.
Angel Armendariz
From the archives of psychological literature we further our understanding of human nature. Even though we know a tremendous amount about human behavior - how to change, how to influence, how to become; we seldom make complete use of such information. What's even more difficult is communicating the vast amount of knowledge we have of psychology to others for their practical use. This dilemma is the proverbial Gordian Knot that must be cut with effective communication.
Any idea, any information, and any solution for that matter is worthless unless properly communicated in an understandable format to our audience. Whether we're dealing with a client in business, or constituency as a politician, a teacher to a student, or a parent to a child; we must acknowledge and effectively deal with this problem. An effective communicator is first and foremost adaptable.
That is, he/she able to find common ground with whomever they communicate with. For example, the most effective way to build rapport and communicate with a child would not be to act professional and proper. The best way would be to play the games they play. The effective communicator can enter the child's world and play whatever a child plays.
From this example we can see that the limiting factor in being able to communicate effectively is one's ability to enter another's world. To learn the "reality" they inhabit, and to be curious and interested in learning more about it. Too often, our laziness forces us to try to impose our reality on others. This is by far the worst way to effectively communicate, and is a sign of a limited communicator.
By definition an effective communicator is versatile, and thus is supposed to be the most flexible in his/her ability to communicate. Legendary psychotherapists of modern times such as Fritz Perls, Milton Erickson, Virginia Satir, Richard Bandler, John Grinder, and Anthony Robbins all share this flexibility in common. A common definition associated with "pathological" individuals is the inability to see outside their own reality. In essence, the extreme form of this inability to see other people's maps of reality is thought of as pathological. In fact, Timothy Leary's model of Interpersonal Dynamics is based on such a principle, and has been used widely as a psychometric.
A recent sales book I read dismissed the idea of trying to find commonality and to enter into the world of the buyer. Though it might work effectively for some, that does not mean it is the most effective. And based on boatloads of research from business schools, psychology departments, and optimal sales forces, the consensus stand on the value of increasing adaptability and using it to enter the world of our audience. I caution, however, that to enter does not mean to mislead, or to become a copycat. It means to surrender your rigid views for moments in time to expand your awareness of others, and thus be able to understand and provide value to those you wish to engage with. Ultimately the end result will be the ability to effectively sell your product, service, idea, reform, or what have you.
Angel Armendariz
Thursday, May 22, 2008
What is a System of Profound Knowledge?
"The first step is transformation of the individual. This transformation is discontinuous. It comes from understanding of the system of profound knowledge. The individual, transformed, will perceive new meaning to his life, to events, to numbers, to interactions between people." - W. Edwards Deming
W. Edwards Deming was an iconic figure in 20th century business management. I figurehead whom the Japanese regard as the symbol their industrial rebirth, and economic worldwide success. Deming advocated what he termed "A system of profound knowledge." His system of profound knowledge was broken down to the following 4 principles:
1) Appreciation of a System
2) Knowledge of variation
3) Theory of Knowledge
4) Knowledge of Psychology
Deming observed that an organization that is governed through a system of profound knowledge, purposefully and consistently, will thrive off of the continual improvement that is nurtured through such a system. He believed that an organization must begin with each individual and in a sense allow them to see their meaningful impact on the development of the whole organization. The opposite of which would be what most of us know as "compartmentalization" - that is, where we only see and know what we must do, and know nothing else of how we interrelate with the whole of the enterprise.
Deming insisted that employees where to a large extent constrained by the system they worked in. Management's role as such, must revolve around maximizing the development of the system, and the proper role of each employee for the proper functioning of the system. And, that each employee possessed a unique endowment that must be understood by management to properly engage the individual from his area of strength.
The thorough understanding of the intricacies of systems, control processes, and meaningful variables allowed Deming to contribute his theories not only to businesses, but also as a template for education and government reform.
One Deming's most famous dictum is that of "continuous improvement" or kaizen in Japanese. He advocated a purposeful consistency based on continuous improvement. The reasoning involved not only enhanced capacity and innovation, but accordingly costs would ultimately lower as a side-effect of a focus on quality and continuous improvement.
A debt of gratitude to an individual who took profound knowledge to a new level.
Angel Armendariz
W. Edwards Deming was an iconic figure in 20th century business management. I figurehead whom the Japanese regard as the symbol their industrial rebirth, and economic worldwide success. Deming advocated what he termed "A system of profound knowledge." His system of profound knowledge was broken down to the following 4 principles:
1) Appreciation of a System
2) Knowledge of variation
3) Theory of Knowledge
4) Knowledge of Psychology
Deming observed that an organization that is governed through a system of profound knowledge, purposefully and consistently, will thrive off of the continual improvement that is nurtured through such a system. He believed that an organization must begin with each individual and in a sense allow them to see their meaningful impact on the development of the whole organization. The opposite of which would be what most of us know as "compartmentalization" - that is, where we only see and know what we must do, and know nothing else of how we interrelate with the whole of the enterprise.
Deming insisted that employees where to a large extent constrained by the system they worked in. Management's role as such, must revolve around maximizing the development of the system, and the proper role of each employee for the proper functioning of the system. And, that each employee possessed a unique endowment that must be understood by management to properly engage the individual from his area of strength.
The thorough understanding of the intricacies of systems, control processes, and meaningful variables allowed Deming to contribute his theories not only to businesses, but also as a template for education and government reform.
One Deming's most famous dictum is that of "continuous improvement" or kaizen in Japanese. He advocated a purposeful consistency based on continuous improvement. The reasoning involved not only enhanced capacity and innovation, but accordingly costs would ultimately lower as a side-effect of a focus on quality and continuous improvement.
A debt of gratitude to an individual who took profound knowledge to a new level.
Angel Armendariz
Sunday, May 18, 2008
Tuning Your Mind State For Ultra Communication
"Every enhancement of life enhances man's power of communication, as well as his power of understanding."
- Friedrich Nietzsche, Will To Power
Choose the most effective states of mind, as you awaken, as you go about your day, as you face challenges, as you go to bed. Your state of mind will decide what opportunities you seize. It will decide how resourceful you are and it will allow you to spot meaningful coincidences.
By having a list of questions to ask you actively choose to create the most powerful mind states to accomplish your moment-to-moment intentions. Your state of mind can be thought of as your intensity of mood plus your expectation or outlook. As you rehearse your list of questions on a daily basis, they will soon enough become habitual. After all we continually ask ourselves questions throughout the day that create a mood for us. The problem, is that we usually ask the same questions, and repeat the same moods, or worse, we ask dis-empowering questions that prevent effective action.
Choose questions that will allow you to experience the successes you've had
and what you're most happy about currently. You can ask, "What am I most proud about right now?", or "What possibility most excites me right now?" Once you have a powerful mind state you become open to bountiful possibilities.
An interesting metaphor to consider is a communication device, like a radio or cell phone. A communication device is a "receiver" and "transmitter." However, to properly "receive" or "transmit" the intended message the device needs to be properly tuned. That is, noise has to be eliminated, and the channels need to be open and calibrated. We naturally wish to communicate or transmit ourselves to others congruently. We also wish to be able to "receive" or understand the messages that are being sent to us.
The only way we can tune ourselves, is by first calibrating our mind state to a positive one. One that is receptive to receiving, and one that is capable of transmitting effective and efficient signals. A state of mind that expects success, that feels free, that extends love, that anticipates a win, is an example of a powerful empowering mind state. If our mind state is negative, then effective transmission of our signals is cut off, regardless of how much we desire to communicate the message. Additionally, if our mind state is negative, we become rigid and incapable of receiving a message, regardless of how beneficial or important it might have been for us. Our specific dependence on this continual communication implores us to master our mind state and habituate them to properly enhance the grandeur of our lives.
Angel Armendariz
- Friedrich Nietzsche, Will To Power
Choose the most effective states of mind, as you awaken, as you go about your day, as you face challenges, as you go to bed. Your state of mind will decide what opportunities you seize. It will decide how resourceful you are and it will allow you to spot meaningful coincidences.
By having a list of questions to ask you actively choose to create the most powerful mind states to accomplish your moment-to-moment intentions. Your state of mind can be thought of as your intensity of mood plus your expectation or outlook. As you rehearse your list of questions on a daily basis, they will soon enough become habitual. After all we continually ask ourselves questions throughout the day that create a mood for us. The problem, is that we usually ask the same questions, and repeat the same moods, or worse, we ask dis-empowering questions that prevent effective action.
Choose questions that will allow you to experience the successes you've had
and what you're most happy about currently. You can ask, "What am I most proud about right now?", or "What possibility most excites me right now?" Once you have a powerful mind state you become open to bountiful possibilities.
An interesting metaphor to consider is a communication device, like a radio or cell phone. A communication device is a "receiver" and "transmitter." However, to properly "receive" or "transmit" the intended message the device needs to be properly tuned. That is, noise has to be eliminated, and the channels need to be open and calibrated. We naturally wish to communicate or transmit ourselves to others congruently. We also wish to be able to "receive" or understand the messages that are being sent to us.
The only way we can tune ourselves, is by first calibrating our mind state to a positive one. One that is receptive to receiving, and one that is capable of transmitting effective and efficient signals. A state of mind that expects success, that feels free, that extends love, that anticipates a win, is an example of a powerful empowering mind state. If our mind state is negative, then effective transmission of our signals is cut off, regardless of how much we desire to communicate the message. Additionally, if our mind state is negative, we become rigid and incapable of receiving a message, regardless of how beneficial or important it might have been for us. Our specific dependence on this continual communication implores us to master our mind state and habituate them to properly enhance the grandeur of our lives.
Angel Armendariz
Thursday, May 15, 2008
Playing The Role - a Lesson from a French Emperor
The effective use of your body is extremely extensive. Actors for instance learn the necessity of adjusting their bodies to convey or communicate roles and status. For instance wide stance with an elevated forward chin enhances status. It tells the audience that you're somebody. On the flip side by adjusting your feet to be pigeon-toed, keeping your head tilted down slightly, and collapsing your chest signifies lowered status.
These are two extreme forms of using your body to convey status, but the discrete use of such subtleties allows you to adjust your role accordingly. For instance if you are meeting with a high powered attorney to discuss tempered litigation, and you want to show dominance and status, then you can act in a more dominant matter by allowing your chin to be forward, head high and standing tall. Additionally you can take up more physical space; this is a signifier of status and importance, typically used in acting scenes to make the actor appear larger than himself.
If on the other hand, you want to play a submissive role strategically, then you can consciously close in your space a little. You can narrow your space and bring in your shoulders slightly. A leveled or slightly below level chin will suffice to show submissiveness. Acting submissively does not mean you are, or that you will allow yourself to be steamrolled. It is used as a strategy to engage the other party on their own terms, giving you the ability to position yourself in a more subtle fashion. Additionally, playing a slightly submissive or cooperative role is one of the best ways to disarm whomever you are dealing with.
Napoleon, the infamous French emperor, used such a strategy against the Austrian and Russian armies in the battle of Austerlitz. After having received intelligence that Napoleon appeared confused, and had assumed a defensive position, the Austrain/Russian forces descended for the kill. Napoleon had staged a perfect submissive role, and by making the enemies believe he was submitting, he made them fall right into his trap. The outcome was one of Napoleon's most impressive victories.
Keeping the Grand Strategy in mind, that is, by keeping the end in mind; you can choose the appropriate strategy to gain advance towards your preferred outcome.
(excerpt from upcoming book on Communication)
Angel Armendariz
These are two extreme forms of using your body to convey status, but the discrete use of such subtleties allows you to adjust your role accordingly. For instance if you are meeting with a high powered attorney to discuss tempered litigation, and you want to show dominance and status, then you can act in a more dominant matter by allowing your chin to be forward, head high and standing tall. Additionally you can take up more physical space; this is a signifier of status and importance, typically used in acting scenes to make the actor appear larger than himself.
If on the other hand, you want to play a submissive role strategically, then you can consciously close in your space a little. You can narrow your space and bring in your shoulders slightly. A leveled or slightly below level chin will suffice to show submissiveness. Acting submissively does not mean you are, or that you will allow yourself to be steamrolled. It is used as a strategy to engage the other party on their own terms, giving you the ability to position yourself in a more subtle fashion. Additionally, playing a slightly submissive or cooperative role is one of the best ways to disarm whomever you are dealing with.
Napoleon, the infamous French emperor, used such a strategy against the Austrian and Russian armies in the battle of Austerlitz. After having received intelligence that Napoleon appeared confused, and had assumed a defensive position, the Austrain/Russian forces descended for the kill. Napoleon had staged a perfect submissive role, and by making the enemies believe he was submitting, he made them fall right into his trap. The outcome was one of Napoleon's most impressive victories.
Keeping the Grand Strategy in mind, that is, by keeping the end in mind; you can choose the appropriate strategy to gain advance towards your preferred outcome.
(excerpt from upcoming book on Communication)
Angel Armendariz
Monday, May 12, 2008
The Result of Creating Patterns of Success
Confidence - the result of creating patterns of success over time.
Confidence is the state of mind necessary for effective action, courage, and execution. The degree of confidence someone has is directly proportional to the sum of successes one has had. The more successes the more confidence. Recency also plays a role; if we've had great success recently our immediate confidence skews high. If we've had recent failures our confidence skews low. Though we tend to let personal experiences and random circumstances decide our confidence, we must realize that confidence is a variable under our direct control.
I've seen first hand what the damage in personal confidence can do to individuals. I've witnessed top sales performers flipped into vulnerable incompetents because of the inability to properly refine their confidence. In relationships loss of confidence tends to lead us backwards and we may seek to rekindle half-hearted romances that were never really what we wanted. Confidence is a very real and very powerful quality that must be managed and developed as much as other crucial faculties for personal, business, and social efficacy.
There is a huge tool at our disposal that we rarely make use of. That tool is our minds. More accurately, our ability to experience a scenario in our minds. Countless studies, and anecdotal reports from high performers, has confirmed that actively experiencing a success in our minds is almost equivalent to actually having the experience. Neurological studies have confirmed that through active imagination the same areas of the brain become active that become active during a real experience.
The thing to realize is that we all have different ways of visualizing. Some of us "feel" experiences. Others "hear" or "see" experience. Usually it's a mixture of all three. To properly calibrate your most effective form of visualizing you can simply recall, as vividly as possible, a time when you experienced supreme confidence. Analyze the way your recall this experience, and re-experience it in detail. Use that template to craft new experiences of success in your mind.
Napoleon Bonaparte for example, visualized his goals in intense details. In the beginning of the campaign he could see its last battle clearly in his mind. He would point out the exact spot it would end, his predictions proved uncannily correct on an ongoing basis.
Create the patterns of success in your mind, repeat it, and perfect it in your mind as well as in reality.
Angel Armendariz
Confidence is the state of mind necessary for effective action, courage, and execution. The degree of confidence someone has is directly proportional to the sum of successes one has had. The more successes the more confidence. Recency also plays a role; if we've had great success recently our immediate confidence skews high. If we've had recent failures our confidence skews low. Though we tend to let personal experiences and random circumstances decide our confidence, we must realize that confidence is a variable under our direct control.
I've seen first hand what the damage in personal confidence can do to individuals. I've witnessed top sales performers flipped into vulnerable incompetents because of the inability to properly refine their confidence. In relationships loss of confidence tends to lead us backwards and we may seek to rekindle half-hearted romances that were never really what we wanted. Confidence is a very real and very powerful quality that must be managed and developed as much as other crucial faculties for personal, business, and social efficacy.
There is a huge tool at our disposal that we rarely make use of. That tool is our minds. More accurately, our ability to experience a scenario in our minds. Countless studies, and anecdotal reports from high performers, has confirmed that actively experiencing a success in our minds is almost equivalent to actually having the experience. Neurological studies have confirmed that through active imagination the same areas of the brain become active that become active during a real experience.
The thing to realize is that we all have different ways of visualizing. Some of us "feel" experiences. Others "hear" or "see" experience. Usually it's a mixture of all three. To properly calibrate your most effective form of visualizing you can simply recall, as vividly as possible, a time when you experienced supreme confidence. Analyze the way your recall this experience, and re-experience it in detail. Use that template to craft new experiences of success in your mind.
Napoleon Bonaparte for example, visualized his goals in intense details. In the beginning of the campaign he could see its last battle clearly in his mind. He would point out the exact spot it would end, his predictions proved uncannily correct on an ongoing basis.
Create the patterns of success in your mind, repeat it, and perfect it in your mind as well as in reality.
Angel Armendariz
Thursday, May 1, 2008
Beyond Good and Bad
Beyond Good and Bad
Category: Goals, Plans, Hopes
Experience is utility. Utility is the value of a thing to be used for certain ends - basically its usefulness. For example a set of tools are 'utilized' to perform certain mechanical tasks. Experience in and of itself has utility. What I mean by this is that every experience serves as a tool for use to expand our possibilities.
Often, we filter our experiences through a lens that tags circumstances and situations with a 'bad' label or 'good' label. This way of thinking is ancient. Ancient in the sense that it is obsolete and dangerous. To truly make utility out of experience we must create new filters through which we can 'see' reality through a pragmatic lens.
We can see value and utility in all experiences by asking questions that guide our awareness and focus. For example, instead of presupposing a situation is good or bad, you can ask "how is this situation useful.' Also, we can ask 'what opportunities does this situation present?'
By stopping yourself short of analyzing a situation as good or bad, it gives you a chance to apply a new filter and gradually acquire a habit that will increase your quality of life.
- Angel Armendariz
Category: Goals, Plans, Hopes
Experience is utility. Utility is the value of a thing to be used for certain ends - basically its usefulness. For example a set of tools are 'utilized' to perform certain mechanical tasks. Experience in and of itself has utility. What I mean by this is that every experience serves as a tool for use to expand our possibilities.
Often, we filter our experiences through a lens that tags circumstances and situations with a 'bad' label or 'good' label. This way of thinking is ancient. Ancient in the sense that it is obsolete and dangerous. To truly make utility out of experience we must create new filters through which we can 'see' reality through a pragmatic lens.
We can see value and utility in all experiences by asking questions that guide our awareness and focus. For example, instead of presupposing a situation is good or bad, you can ask "how is this situation useful.' Also, we can ask 'what opportunities does this situation present?'
By stopping yourself short of analyzing a situation as good or bad, it gives you a chance to apply a new filter and gradually acquire a habit that will increase your quality of life.
- Angel Armendariz
Monday, April 28, 2008
The Element That Hinders Accomplishment
The term 'reverse salient' is a term used in warfare that refers to a constraint or limiting process of an advancing military force. It refers to a point of weakness in an attack; or a lagging element that threatens a military force from accomplishing its mission. Inevitably, having components of any advancing system fall behind foreshadows impending doom.
A reverse salient can be broadened to encompass any system that evolves towards a goal. That is, personal growth, business development, even relationship growth. Without conscious awareness of reverse salients among these domains we risk sabotaging the whole enterprise.
A common reverse salient among individuals and groups is adaptability. Many groups and individuals become good at antiquated methods and procedures. Having become experts at old methods these groups and individuals struggle to "see" a different or better way of achieving their specified outcomes. When adaptability isn't actively nurtured, then it becomes a weak point. Being, a weak point, this reverse salient then becomes a blind spot that can leave the group or individual exposed to danger.
Almost every sales organization I have ever encountered is weak at this point. They are experts at old models that are only half-heartedly applied. Curiously enough, many organizations try to teach or coach best practices, but fail to understand that the message must be bought into and effectively sold to the sales force for the knowledge to become actionable.
To become aware and either cut or fix a reverse salient we must first become aware. To do this we must ask, what part of the process is hindering advancement of this particular enterprise? How would bringing this part of the system up to speed effect the results we are seeking? What can I do to strengthen this reverse salient and make it a strength.
Another insight into the use of the reverse salient concept has to do with zooming in. Most of us work from a strength position. That is we tend to work in things we are strong at. Being strong or effective in a profession for example would lead us to believe that a reverse salient isn't present. However, truthfully, a reverse salient is always present. To leverage this concept we need to zoom in to our specific profession. By doing so we can ask the questions previously mentioned, and inevitably surface a few reverse salients that could potentially lead to accelerated results, enhanced competence and effectiveness, if properly brought up to speed.
In a nutshell, reverse salients are sources of potential growth, and acceleration within systems that are made to advance and evolve.
- Angel Armendariz
A reverse salient can be broadened to encompass any system that evolves towards a goal. That is, personal growth, business development, even relationship growth. Without conscious awareness of reverse salients among these domains we risk sabotaging the whole enterprise.
A common reverse salient among individuals and groups is adaptability. Many groups and individuals become good at antiquated methods and procedures. Having become experts at old methods these groups and individuals struggle to "see" a different or better way of achieving their specified outcomes. When adaptability isn't actively nurtured, then it becomes a weak point. Being, a weak point, this reverse salient then becomes a blind spot that can leave the group or individual exposed to danger.
Almost every sales organization I have ever encountered is weak at this point. They are experts at old models that are only half-heartedly applied. Curiously enough, many organizations try to teach or coach best practices, but fail to understand that the message must be bought into and effectively sold to the sales force for the knowledge to become actionable.
To become aware and either cut or fix a reverse salient we must first become aware. To do this we must ask, what part of the process is hindering advancement of this particular enterprise? How would bringing this part of the system up to speed effect the results we are seeking? What can I do to strengthen this reverse salient and make it a strength.
Another insight into the use of the reverse salient concept has to do with zooming in. Most of us work from a strength position. That is we tend to work in things we are strong at. Being strong or effective in a profession for example would lead us to believe that a reverse salient isn't present. However, truthfully, a reverse salient is always present. To leverage this concept we need to zoom in to our specific profession. By doing so we can ask the questions previously mentioned, and inevitably surface a few reverse salients that could potentially lead to accelerated results, enhanced competence and effectiveness, if properly brought up to speed.
In a nutshell, reverse salients are sources of potential growth, and acceleration within systems that are made to advance and evolve.
- Angel Armendariz
Tuesday, November 13, 2007
How To Be Compelling
So I was having a conversation with a friend, and we began talking about how to best engage someone in conversation. This is something of utmost importance to all of us. Whether we are looking to strike up a conversation with a member of the opposite sex; or we are in sales trying to capture clients.
One thing we agreed upon is that the person we choose to engage with has to be given the pedestal. That is, we have to be more interested in them, than in presenting ourselves. We each have a deep burning desire to be appreciated, to be interesting to others, and to be loved. Showing our complete attention & interest to someone gives them a high sense of well-being. This leads to associating those wonderful feelings to us.
Now, initially, the strategy that seems to hold the highest value is a question based one. That means asking with a sense of curiosity and interest. This can be as simple as asking "Where are you from?" During my heftier telemarketing days I had a knack for selling anything under the sun, because of this simple strategy. Questions work because firstly, we feel obligated to respond (cultural habits); secondly, we like to feel important.
Adding a bit of sincerity to the questions themselves also tilts results in your favor. Tonality is an even bigger factor in communicating than words themselves. As I have mentioned before communication is universal in function. That is to say that the effective way to communicate to others is usually a great strategy to use on yourself. Asking yourself specific questions in the right emotive tone can compel you to take action - as would be the case with the buyer you sell, or date you make.
Angel Armendariz
One thing we agreed upon is that the person we choose to engage with has to be given the pedestal. That is, we have to be more interested in them, than in presenting ourselves. We each have a deep burning desire to be appreciated, to be interesting to others, and to be loved. Showing our complete attention & interest to someone gives them a high sense of well-being. This leads to associating those wonderful feelings to us.
Now, initially, the strategy that seems to hold the highest value is a question based one. That means asking with a sense of curiosity and interest. This can be as simple as asking "Where are you from?" During my heftier telemarketing days I had a knack for selling anything under the sun, because of this simple strategy. Questions work because firstly, we feel obligated to respond (cultural habits); secondly, we like to feel important.
Adding a bit of sincerity to the questions themselves also tilts results in your favor. Tonality is an even bigger factor in communicating than words themselves. As I have mentioned before communication is universal in function. That is to say that the effective way to communicate to others is usually a great strategy to use on yourself. Asking yourself specific questions in the right emotive tone can compel you to take action - as would be the case with the buyer you sell, or date you make.
Angel Armendariz
Saturday, October 13, 2007
Persuasion & Influence
Persuasion & Influence
Category: Life
Persuasion, according to Wordnet (from Princeton University), means communication intended to induce belief or action. This very broad definition lends itself to general use in numerous contexts. For instance, getting your child to eat all of his/her vegetables would insinuate an act of persuasion by you. Asking someone out on a date would also constitute persuasion, since one individual is trying to induce an act of "going out" or "seeing each other." Furthermore, a sales team and marketing department can be said to base their jobs on persuasion. A sales team's intent is to induce action that would cause a potential client to buy. While the marketing team propagates material to induce belief in their particular service or product. From this small selection of examples we can begin see the extent on which persuasion is the lock & key to the portal of efficacy in our personal and professional lives.
Influence, according to the American Heritage Dictionary: A power affecting a person, thing, or course of events, especially one that operates without any direct or apparent effort. Influence also has to do with the power to sway, affect, move, or impel a certain condition. As I will use it throughout this work; I refer mostly to ones ability or power to affect. We are bound to influence by our very natures. From our deepest core, we wish to influence at first, our environment. As children we learn that we can influence our parents by several means to have our ways. As we mature we also become aware of the influence of others on our psyches, our actions, and our behaviors. Influence is a constant throughout our lives, from the influence of peers to the influence of ideologies and culture itself.
Persuasion and influence can be taken as a mutual force that feeds off of each other. Generally speaking influence has to do with the intention & power of a specific act or communication. While persuasion has to do with the process or system used as a strategy to follow through on the intended influence. They complement each other and synchronize to amplify each others force. As a natural and unalienable endowment these human attributes form a communication potential of immense proportions. The potential inherent in these functions of man are beyond the realm of comprehension. The only limit within these attributes is in our own abilities and capacities to develop and use them for life-affirming endeavors.
Our basic educational system teaches us very little about persuasion and influence. Unfortunately we are many times ignorant victims of these forces; yet, we have not a clue whence or where they came from. It is important to firstly realize that persuasion and influence are natural components of our social (and personal) lives. After all persuasion and influence also takes place within our own minds. We persuade and influence ourselves to act, behave, and be according to certain norms. Our own personal abilities to persuade and influence ourselves largely determines our level of self-esteem, self-confidence, and level of achievement in our lives. By allowing persuasion and influence to have life-affirming residence within our minds we can actively improve on these faculties to further benefit ourselves and others around us.
Category: Life
Persuasion, according to Wordnet (from Princeton University), means communication intended to induce belief or action. This very broad definition lends itself to general use in numerous contexts. For instance, getting your child to eat all of his/her vegetables would insinuate an act of persuasion by you. Asking someone out on a date would also constitute persuasion, since one individual is trying to induce an act of "going out" or "seeing each other." Furthermore, a sales team and marketing department can be said to base their jobs on persuasion. A sales team's intent is to induce action that would cause a potential client to buy. While the marketing team propagates material to induce belief in their particular service or product. From this small selection of examples we can begin see the extent on which persuasion is the lock & key to the portal of efficacy in our personal and professional lives.
Influence, according to the American Heritage Dictionary: A power affecting a person, thing, or course of events, especially one that operates without any direct or apparent effort. Influence also has to do with the power to sway, affect, move, or impel a certain condition. As I will use it throughout this work; I refer mostly to ones ability or power to affect. We are bound to influence by our very natures. From our deepest core, we wish to influence at first, our environment. As children we learn that we can influence our parents by several means to have our ways. As we mature we also become aware of the influence of others on our psyches, our actions, and our behaviors. Influence is a constant throughout our lives, from the influence of peers to the influence of ideologies and culture itself.
Persuasion and influence can be taken as a mutual force that feeds off of each other. Generally speaking influence has to do with the intention & power of a specific act or communication. While persuasion has to do with the process or system used as a strategy to follow through on the intended influence. They complement each other and synchronize to amplify each others force. As a natural and unalienable endowment these human attributes form a communication potential of immense proportions. The potential inherent in these functions of man are beyond the realm of comprehension. The only limit within these attributes is in our own abilities and capacities to develop and use them for life-affirming endeavors.
Our basic educational system teaches us very little about persuasion and influence. Unfortunately we are many times ignorant victims of these forces; yet, we have not a clue whence or where they came from. It is important to firstly realize that persuasion and influence are natural components of our social (and personal) lives. After all persuasion and influence also takes place within our own minds. We persuade and influence ourselves to act, behave, and be according to certain norms. Our own personal abilities to persuade and influence ourselves largely determines our level of self-esteem, self-confidence, and level of achievement in our lives. By allowing persuasion and influence to have life-affirming residence within our minds we can actively improve on these faculties to further benefit ourselves and others around us.
Thursday, October 4, 2007
GQ & Jordan's Insights
GQ Magazine
Category: Goals, Plans, Hopes
"I never took a day off. If I took a day off, then Scottie was going to take a day off. And then Horace. The next thing you know the whole scope of what we're trying to do is being weakened. I never took a shortcut, and I never wanted anyone else to take a shortcut." - Michael Jordan, Interview GQ Mag., Oct. 07
Legendary icon in sports Michael Jordan was profiled among the 50 most stylish men of the past 50 years. Without a doubt a prominent figure in American culture; Michael rose to heights both on the court and off that redefined sports success.
This particular quote caught my attention. Talk about demanding. I see the similarity in this quote to legendary basketball coach Bobby Knights statement, "Everyone has the will to win, thats easy....but few have the will to prepare to win." Sports offer interesting insights into excellence. Especially results based excellence. Most of us in one way or another are engaged in a vocation that requires results....constantly. True, not all of us want to be the best at everything...maybe not even anything; however, for those of us who wish and strive to excel, Michael's words resonate through us.
When we look at the history of any extravagant and beautiful achievement we see the truth. The not so glamorous side of "preparation." This includes Jordan's marathon no days off practices. All the way to Mark Cuban's late night software manual reading. We can even go as far as to throw in Michelangelo. He once said that if people were able to see the long tedious hours spent messing up and honing this artistic skills the Sistine Chapel would not appear so amazing.
Its been said that when preparation meets opportunity it creates the offspring called luck. This seems to be so for many of the high achievers past and present. The formula follows: Goal= Preparation + Seizing opportunities...
So ask yourself this if you have goals..."Am I preparing myself to seize opportunities?"...
Angel Armendariz
Category: Goals, Plans, Hopes
"I never took a day off. If I took a day off, then Scottie was going to take a day off. And then Horace. The next thing you know the whole scope of what we're trying to do is being weakened. I never took a shortcut, and I never wanted anyone else to take a shortcut." - Michael Jordan, Interview GQ Mag., Oct. 07
Legendary icon in sports Michael Jordan was profiled among the 50 most stylish men of the past 50 years. Without a doubt a prominent figure in American culture; Michael rose to heights both on the court and off that redefined sports success.
This particular quote caught my attention. Talk about demanding. I see the similarity in this quote to legendary basketball coach Bobby Knights statement, "Everyone has the will to win, thats easy....but few have the will to prepare to win." Sports offer interesting insights into excellence. Especially results based excellence. Most of us in one way or another are engaged in a vocation that requires results....constantly. True, not all of us want to be the best at everything...maybe not even anything; however, for those of us who wish and strive to excel, Michael's words resonate through us.
When we look at the history of any extravagant and beautiful achievement we see the truth. The not so glamorous side of "preparation." This includes Jordan's marathon no days off practices. All the way to Mark Cuban's late night software manual reading. We can even go as far as to throw in Michelangelo. He once said that if people were able to see the long tedious hours spent messing up and honing this artistic skills the Sistine Chapel would not appear so amazing.
Its been said that when preparation meets opportunity it creates the offspring called luck. This seems to be so for many of the high achievers past and present. The formula follows: Goal= Preparation + Seizing opportunities...
So ask yourself this if you have goals..."Am I preparing myself to seize opportunities?"...
Angel Armendariz
Monday, October 1, 2007
How To Do It All
How To Do It All
Category: Goals, Plans, Hopes
How did you? What do you do to...? Have you ever wondered how certain people get the things they do? I think we all have and we all do to a certain degree. For instance I am interested in knowing how to become more fit. Seeing someone who has the result I want beckons me to inquire as to how they did it. It's important to be able to ask yourself as well as others how they produce a certain result. That way you can "cheat" and create the desired result faster - not have to "re-invent" the wheel.
More importantly though I've realized that people could ask an even better question. Most of the things we're interested in having require work. Secondly, they require consistency. What's difficult for most is not "what" must be done. What's difficult is finding an effective strategy to get themselves to be consistent in a fast and effective manner. For instance, I was recently asked about how I rapidly leaned out. That's a good question, however, a better question would have been, "What do you do mentally to be able to be absolutely consistent....or how were you able to change your eating and working out habits in one day and maintain consistency for three months?"
You see most of us "know" what must be done. But few of us have effective strategies to get ourselves to change instantly, and/or be consistent in these beneficial changes. By being honest with yourself you can begin a rapid change. If you have a negative emotion its probably because you lack control over something. This is good because its an opportunity to grow and transcend this limited emotive behavior. Emotions are keys to areas were we lack growth, and thus strong emotions can lead us to self transcendence.
Carl Jung, understood that emotions unlocked dormant potentials of the unconscious. He saw the value of emotions in the reconciliation between our waking awareness and unconscious potentials. Many times we assume that our emotions are locked and are absolutes. Not true. Every aspect of ourselves can be refined, cultivated, and shaped to our liking.
To have effective mental strategies to get us were we want to go is vital. Otherwise we will be random junkies of whatever minute forces repels or attracts us...and be no better than a low rung animal. Change happens as fast as we want it within ourselves. Time is an easy scapegoat. We already have effective strategies...just become aware of them and use them for the "important" aspects of your life. For example, think of something that you were incredibly excited and motivated to do. Analyze exactly what went through your mind...what you saw, heard, felt, etc....copy the steps exactly, and use those steps in making yourself motivated to do the things you know you should do. Practice it, and refine it.
Angel Armendariz
Category: Goals, Plans, Hopes
How did you? What do you do to...? Have you ever wondered how certain people get the things they do? I think we all have and we all do to a certain degree. For instance I am interested in knowing how to become more fit. Seeing someone who has the result I want beckons me to inquire as to how they did it. It's important to be able to ask yourself as well as others how they produce a certain result. That way you can "cheat" and create the desired result faster - not have to "re-invent" the wheel.
More importantly though I've realized that people could ask an even better question. Most of the things we're interested in having require work. Secondly, they require consistency. What's difficult for most is not "what" must be done. What's difficult is finding an effective strategy to get themselves to be consistent in a fast and effective manner. For instance, I was recently asked about how I rapidly leaned out. That's a good question, however, a better question would have been, "What do you do mentally to be able to be absolutely consistent....or how were you able to change your eating and working out habits in one day and maintain consistency for three months?"
You see most of us "know" what must be done. But few of us have effective strategies to get ourselves to change instantly, and/or be consistent in these beneficial changes. By being honest with yourself you can begin a rapid change. If you have a negative emotion its probably because you lack control over something. This is good because its an opportunity to grow and transcend this limited emotive behavior. Emotions are keys to areas were we lack growth, and thus strong emotions can lead us to self transcendence.
Carl Jung, understood that emotions unlocked dormant potentials of the unconscious. He saw the value of emotions in the reconciliation between our waking awareness and unconscious potentials. Many times we assume that our emotions are locked and are absolutes. Not true. Every aspect of ourselves can be refined, cultivated, and shaped to our liking.
To have effective mental strategies to get us were we want to go is vital. Otherwise we will be random junkies of whatever minute forces repels or attracts us...and be no better than a low rung animal. Change happens as fast as we want it within ourselves. Time is an easy scapegoat. We already have effective strategies...just become aware of them and use them for the "important" aspects of your life. For example, think of something that you were incredibly excited and motivated to do. Analyze exactly what went through your mind...what you saw, heard, felt, etc....copy the steps exactly, and use those steps in making yourself motivated to do the things you know you should do. Practice it, and refine it.
Angel Armendariz
Wednesday, September 26, 2007
Unified By a Threat
Unified By Threats?
Category: Goals, Plans, Hopes
JFK's vision of putting a man on the moon unified a nation towards a goal. Unification can be created through a vision or a threat. Remember the 9/11 bombings of the Twin Towers? What happened immediately after? All of a sudden everyone was nice to each other in America, everybody was patriotic; flags soared throughout our nation. Why? Because, a threat was encountered.
This interesting facet of human behavior works every time in most any situation. Take yourself for example. Have you ever felt lost? Or felt fragmented? Or unmotivated? Probably because there was no vision beyond your current state, or no impending threat. If we can find ways to create compelling visions, or artificial threats we can unify ourselves, and act as a whole towards an objective. Ken Wilber, American Philosopher, said that we seek "self realization, through self-transcendence;" in a way this exactly what we're talking about here.
Competition in essence in its basic form uses this model. Especially team sports where you're working towards a goal beyond yourself. In team sports you not only have a compelling vision to win, but you also have a powerful threat - the opposing team.
How about sales? In a sales you can establish immediate rapport by finding a common vision or threat with your client. Some sales forces already do something similar. For example, some finance companies will have the sales agent play the role of "being on your side" against the corporate presidents that will either deny or approve you. The sales agent becomes a team with you against the threat of the fickle executives.
The ultimate utopian vision of world peace and harmony would easily occur spontaneously upon the threat from outside our planet. If we were suddenly under attack by aliens....wallah!...the world would unify and differences, inadequacies, beliefs, history, and everything else would vanish and we would come together.
Angel Armendariz
Category: Goals, Plans, Hopes
JFK's vision of putting a man on the moon unified a nation towards a goal. Unification can be created through a vision or a threat. Remember the 9/11 bombings of the Twin Towers? What happened immediately after? All of a sudden everyone was nice to each other in America, everybody was patriotic; flags soared throughout our nation. Why? Because, a threat was encountered.
This interesting facet of human behavior works every time in most any situation. Take yourself for example. Have you ever felt lost? Or felt fragmented? Or unmotivated? Probably because there was no vision beyond your current state, or no impending threat. If we can find ways to create compelling visions, or artificial threats we can unify ourselves, and act as a whole towards an objective. Ken Wilber, American Philosopher, said that we seek "self realization, through self-transcendence;" in a way this exactly what we're talking about here.
Competition in essence in its basic form uses this model. Especially team sports where you're working towards a goal beyond yourself. In team sports you not only have a compelling vision to win, but you also have a powerful threat - the opposing team.
How about sales? In a sales you can establish immediate rapport by finding a common vision or threat with your client. Some sales forces already do something similar. For example, some finance companies will have the sales agent play the role of "being on your side" against the corporate presidents that will either deny or approve you. The sales agent becomes a team with you against the threat of the fickle executives.
The ultimate utopian vision of world peace and harmony would easily occur spontaneously upon the threat from outside our planet. If we were suddenly under attack by aliens....wallah!...the world would unify and differences, inadequacies, beliefs, history, and everything else would vanish and we would come together.
Angel Armendariz
Saturday, September 22, 2007
The Strategy of Abandonment
"The one thing which we seek with insatiable desire is to forget ourselves, to be surprised out of our propriety, to lose our sempiternal memory and to do something without knowing how or why; in short to draw a new circle. Nothing great was ever achieved without enthusiasm . The way of life is wonderful; it is by abandonment."
- Ralph Waldo Emerson
Abandonment, as Emerson suggests, is a way of life. Abandonment means that one surrenders. Surrendering the continual struggle of liking and disliking, of inhibitions, or inadequacies, and assuming a position of freedom. It refers to being beyond oneself. So often we identify only with our physical body, and unconsciously take that as the sum of our existence.
A natural longing for surrender germinates within our most profound depths. We seek that which allows us to go beyond ourselves. Unfortunately many times non-life affirming vices give us that abandonment we seek. Creation, from sexual ecstasy, to intellectual epiphanies dwells in the circle of abandonment. By letting go of our own rigidity and being liberated novel forms intelligence arises.
The default being that we are is bliss. Eastern literature explicates this realization through the many wise sages throughout time. The difficulty in modern times is translating the essence of being into meaningful day to day postmodernity. Succinctly we experience ecstasy by the mere fact of existing. We don't experience our fundamental ecstasy because we are to busy running around chasing artificial forms of it; and worse distracting and preventing ourselves from experiencing this ultimate pleasure through the never-ending noise in our lives.
To forsake our existence is the greatest betrayal. By saying to yourself the mere words surrender, abandonment, freedom, or liberation it can allow us to breathe naturally. This gives us life, happiness, the basic ability to enjoy anything to the highest degree. To indulge in ecstasies through the continual openness of ourselves; to propel ourselves into any challenge, any environment and be greater than we have ever been - this is life, this beckons the angels and celestial beings forward to our cause; through courageous action we become faith, and abandon to union beyond ourselves.
Angel Armendariz
- Ralph Waldo Emerson
Abandonment, as Emerson suggests, is a way of life. Abandonment means that one surrenders. Surrendering the continual struggle of liking and disliking, of inhibitions, or inadequacies, and assuming a position of freedom. It refers to being beyond oneself. So often we identify only with our physical body, and unconsciously take that as the sum of our existence.
A natural longing for surrender germinates within our most profound depths. We seek that which allows us to go beyond ourselves. Unfortunately many times non-life affirming vices give us that abandonment we seek. Creation, from sexual ecstasy, to intellectual epiphanies dwells in the circle of abandonment. By letting go of our own rigidity and being liberated novel forms intelligence arises.
The default being that we are is bliss. Eastern literature explicates this realization through the many wise sages throughout time. The difficulty in modern times is translating the essence of being into meaningful day to day postmodernity. Succinctly we experience ecstasy by the mere fact of existing. We don't experience our fundamental ecstasy because we are to busy running around chasing artificial forms of it; and worse distracting and preventing ourselves from experiencing this ultimate pleasure through the never-ending noise in our lives.
To forsake our existence is the greatest betrayal. By saying to yourself the mere words surrender, abandonment, freedom, or liberation it can allow us to breathe naturally. This gives us life, happiness, the basic ability to enjoy anything to the highest degree. To indulge in ecstasies through the continual openness of ourselves; to propel ourselves into any challenge, any environment and be greater than we have ever been - this is life, this beckons the angels and celestial beings forward to our cause; through courageous action we become faith, and abandon to union beyond ourselves.
Angel Armendariz
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