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Showing posts with label Personal Development. Show all posts
Showing posts with label Personal Development. Show all posts

33 Quotes to trigger the Entrepreneurial Spirit in you! Enjoy

Quotes.  Entrepreneurs are fascinated with them.  They spark our creativity, motivate us to action, and inspire us to greatness.  They offer us insights into the spirit behind innovation and genius. And they act as fuel to the blue-flame fire that burns deep within every true entrepreneur.

The 33 quotes below are, in our opinion, some of the best of the best.  They come from authors, poets, inventors, scholars, and entrepreneurs – all legends in their own rights.  So jot them down on Post-it notes and decorate your workspace. Grab red lipstick and write them in sweeping letters across your mirrors.  Pick your favorite and brand it on your…palm.  The right words at the right time can be paramount to your success, so do whatever it takes to keep inspiration close at hand.
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How to Handle Difficult People

A bully at your work is difficult for you to face. He is demanding you do part of his job without pay or credit. How do you handle it?

Your neighbors are constantly fighting. They wake you up in the middle of the night with their screams and curses. What do you say to them?

Your father is unhappy about your career choice. He constantly criticizes your work and points out what he thinks you should do. How do you deal with him?

Difficult situations are part of everyone’s life. Employers and employees can’t get along. Partners clash over money. Spouses cannot resolve disagreements.

If you ignore these situations, they always get worse. Employees get fired, partnerships and marriages break up, everyone is miserable.

Waiting and worrying, the most common "solution," also allows the problem to get worse while giving you stress and shortening your life span.

If you attack the person, at least you are trying to fix the problem. But attacks, rage or irrational anger gives you a bad name, makes people afraid of you and reduces honest communication.
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How to Be More Popular


Many people believe the route to success is to be interesting—to show off or act like someone else. For example, many teenagers can’t understand why they are unpopular. They learned as children that to get attention they should act up a little; to be as interesting as possible. Yet acting interesting does not make a teenager popular. 

To handle their unpopularity, they might decide to despise people or become loners. Or they try harmful acts to gain respect: smoking, drinking, graffiti, shoplifting, drugs, sex, guns and so on.

Acting interesting can ruin your adult life as well. Show-off employees, self-centered managers and pompous business owners rarely do well for long.

The secret to popularity is not to be interesting, but to be interested.


"When a person becomes terribly interesting he has lots of problems, believe me. That is the chasm which is crossed by all of your celebrities, anybody who is foolish enough to become famous. He crosses over from being interested in life to being interesting. And people who are interesting are really no longer interested in life. It’s very baffling to some young fellow why he can’t make some beautiful girl interested in him. Well, she is not interested, she is interesting." — L. Ron Hubbard


If you are an actor on stage, you are interesting while acting. Seminar speakers are interesting. Comedians, models and magicians are interesting.

Yet in real life, on a one-on-one basis, interesting people are irritating. They only do things to get your attention and admiration. They believe they are on stage acting for an audience of one.

If you want people to cooperate with you, to like you or to open up to you, you must be interested.Instead of focusing on yourself, you start to focus on others. You notice what makes them happy or unhappy. Your attention comes off of you and onto others.

When your thoughts are more on others than on yourself, you feel little stress. You act and respond with more intelligence. Your production level increases and you have more fun.

When you are interested, people love your interest in them. They want to be around you. You are popular.


Five Ways to Be More Interested
  1. Strive to shift your attention from yourself onto other people or objects. This is a great stress reliever.
  2. Find things about people that interest you. Force yourself to look for interesting things. Soon you will automatically take interest in people without thinking about it.
  3. If you catch yourself acting like someone else, you are being interesting. Simply get interested in the person in front of you and you’ll feel more natural. You are most effective when you are simply being yourself.
  4. When someone makes you nervous or shy, get interested in them. Take your attention off of yourself and on to others. With practice, you will be calm, even bold.
  5. Focus on how you can help others. Let your interest in helping people replace your tendency to act interesting. Your effectiveness and popularity will soar.
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Attitude: The Whole World Stinks!

"The Whole World Stinks!"
While Grandpa is taking a nap on the couch, his seven-year-old grandson gets some Limburger cheese from the refrigerator and smears it on Grandpa’s mustache.
When grandpa wakes up, he says, "This room stinks!" He goes to another room and says, "This room stinks." After walking throughout the house, he says, "The whole house stinks!"
Grandpa goes outside and takes a deep breath and says, "The whole world stinks!"
Your attitude about life does the same thing.

Examples
  1. Your marriage is not going well. You go to a movie and notice how nobody smiles. Couples seem to be bored with each other. The movie’s happy ending seems phony.
  2. Someone’s nasty comment at work makes your head feel like exploding with anger. While driving home, everyone seems aggressive and rude. You drive like a dangerous, insane maniac. You think about gun ownership.
  3. You watch the news on television for a few hours and feel uneasy. You go outside and look at airplanes as possible threats. You suspect your neighbor might be a bad guy. You jump out of your skin when a kid yells, "Bang!"
  4. Your business just made a healthy profit this month. You celebrate at a restaurant where the food tastes great and the waitress is cheerful. When you go outside, the sunset looks glorious. Everyone seems to be smiling.

Why Life Changes
In an article "Is it Possible to Be Happy?" L. Ron Hubbard writes:
"You remember when you were maybe five years old, and you went out in the morning and you looked at the day, and it was a very, very beautiful day, and you looked at the flowers and they were very beautiful flowers.

"Twenty-five years later you get up in the morning, you take a look at the flowers—they are wilted. The day isn’t a happy day.

"Well, what has changed? You know they are the same flowers, it’s the same world, something must have changed.

"Probably it was you."

"Actually, a little child derives all of his pleasure in life from the grace he puts upon life. He waves a magic hand and brings all manner of interesting things into being out in the society. Here is this big, strong brute of a man riding his iron steed, up and down, and boy, he'd like to be a cop. Yes sir! He would sure like to be a cop; and twenty-five years later he looks at that cop riding up and down and checks his speedometer and says, 'Doggone these cops!'

"Well, what is changed here? Has the cop changed? No. Just the attitude toward him. One's attitude toward life makes every possible difference in one's living. You know you don't have to study a thousand ancient books to discover that fact. But sometimes it needs to be pointed out again that life doesn't change so much as you."

"The day when you stop building your own environment, when you stop building your own surroundings, when you stop waving a magic hand and gracing everything around you with magic and beauty, things cease to be magical, things cease to be beautiful."

Add Some Magic to Your Life
Clear out the smell of Limburger cheese and make your life more enjoyable with this exercise.
  1. Look around you. Notice your immediate surroundings in present time. Focus on where you are.
  2. Think of a way you can make your environment a little more comfortable. Write it down.
  3. Think of a way you can make your environment a little more cheerful. Write it down.
  4. Think of a way you can make your environment a little more beautiful. Write it down.
  5. Do these three things.
  6. Repeat as needed until your attitude and the world around you improves.
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Great Minds Don't Think Alike


Strategies for cultivating a free-thinking, collaborative company culture 

Harmony and consensus are beautiful things. But when you're trying to grow a business, too much consensus can be deadly. If you want to be an effective leader, encourage your employees to think for themselves, not follow you blindly.

Admittedly, it's tempting to hire people who think the same way you do. You speak the same language, which makes it easier to avoid day-to-day conflicts. It's also gratifying, ego-wise, to surround yourself with people who agree with you.
But, surrounding yourself with "Mini-Mes" only stifles innovation, and new ideas are vital to continued growth.

Collaboration--the mingling of different viewpoints--beats consensus any day. And as your company's leader, it's your job to make that happen.
So, how do you encourage freethinking in the workplace? Here are some techniques that some members of my peer advisory groups use:
  1. Encourage your employees to offer suggestions. After all, who knows the ins and outs of your business better? Whether through an old-fashioned suggestion box or a special email address, there needs to be a dedicated process for soliciting employee input.
  2. Recognize and reward your employees' best ideas. It doesn't have to be a huge reward to be powerful. Whether it's a premium parking space for your "Great Thinker of the Month" or a paid day-off, recognition works. Prime the pump by implement as many suggestions as you can, even some of the weaker ones.
  3. Cultivate a culture of collaboration and innovation. Hold interdepartmental brainstorming sessions. Make sure employees know how to give each other positive, constructive feedback. Provide training if necessary.
  4. Take action against negativity. Be careful that your collaborative efforts don't foster an environment where employees badmouth each other. This tends to shut people down. If you have an organization destroyer in your midst--someone who consistently undercuts morale--take action, even if that person is one of your top performers.
  5. Take note of your own management style. When an employee makes a suggestion, is your knee-jerk reaction to quickly shoot them down? Train yourself to respond in a more positive way and be more open to new ideas.
  6. Let employees run meetings. Instead of running every meeting yourself, let your employees take turns being chairperson. This encourages others to talk and gets you in the habit of listening. Remember, as the boss, you are by nature intimidating. Your staff is pre-programmed to defer to you. You won't invite anarchy by occasionally leveling the playing field.
  7. Hiring different kinds of thinkers from diverse backgrounds. Look for candidates whose strengths and styles complement rather than mirror your own. Of course, they must share your moral standards, work ethics, and fit into the company culture, but that's a different story.
The point is, you never know where--or from whom--your next great idea is coming from. Be the kind of leader that encourages innovation.
Banish the expression "Great minds think alike." I like this one by General George Patton better: "If everyone is thinking alike, then somebody isn't thinking."
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Profiles in Greatness - Eleanor Roosevelt

"Do what you feel in your heart to be right—for you'll be criticized anyway." Eleanor Roosevelt spoke these words from experience. During her years in public service, she was often criticized for her progressive and democratic opinions. While her husband, President Franklin Delano Roosevelt, was initiating the New Deal policies that would enable the nation to recover from the Great Depression, Eleanor was breaking ground in race relations, women's rights and international diplomacy. Her words of wisdom and determination are still an inspiration to Americans of all ages.
 
"I think I have a good deal of my Uncle Theodore in me, because I could not, at any age, be content to take my place by the fireside and simply look on."
 
Eleanor Roosevelt was born in 1884 in New York City to a wealthy family with a firm position in New York high society. But her childhood was anything but idyllic. After her mother died from diphtheria in 1892 and her father died from complications from alcoholism in 1894, young Eleanor and her surviving siblings were sent to live with their maternal grandmother. She was educated at an English finishing school by a progressive feminist educator, who enhanced Eleanor's self-confidence and social grace.

At 17, while her uncle Theodore Roosevelt was serving as president of the United States, Eleanor met her distant cousin, Franklin. They married in 1905 and later had six children. Franklin Roosevelt first gave his famous fireside chats while was governor of New York in 1929. He later used them to great success as a way to reach a wide radio audience during his presidency. While Eleanor often agreed with her husband's policies, she was not a passive bystander, as her aunt had been during Theodore Roosevelt's terms in the White House. Instead, she made a name for herself a public reformer in her own right.

"You get more joy out of the giving to others, and should put a good deal of thought into the happiness you are able to give."
 
When Eleanor's husband entered the political arena, she was a great ally in his efforts to institute reform while winning both public and political approval. In 1921, Franklin suffered a paralytic illness, and she committed herself to his care. She also began serving as his stand-in at public appearances, helping maintain his status in the Democratic Party.

During the 1920s, Eleanor began working with the Women's Trade Union League to raise money in support of its goals, which included a 48-hour workweek, minimum wage and the abolition of child labor. Her prominent standing with Democratic women helped her husband gain their support and win the governor's race in New York. Meanwhile, Eleanor taught literature and American history at the Todhunter School for Girls in New York City.

"One's philosophy is not best expressed in words; it is expressed in the choices one makes. In the long run, we shape our lives and we shape ourselves."
Throughout the 1920s, she engaged in an active speaking agenda, an unusual role for a woman at that time and unprecedented for a first lady. She spoke out in favor of labor unions, racial equality and women's rights. Her business- and social-reform activities after the Roosevelts moved into the White House. Eleanor was the first lady to hold weekly press conferences for female journalists, and she wrote a syndicated column called "My Day."

"No one can make you feel inferior without your consent."
 
The FBI file on Eleanor Roosevelt was one of the largest in J. Edgar Hoover's collection. He was suspicious of her affiliation with liberal groups like the American Youth Congress, her outspoken opposition to segregation and lynching and her staunch support of free speech. Her file contained records of her activities and correspondence, charges against her as a communist and even threats to her life.

Eleanor denounced Hoover's methods and wrote angry letters protesting the FBI's investigations of her friends and business associates. Her objections did not keep the file from growing; at the time of her death, it held more than 3,000 pages.

"One of the best ways of enslaving a people is to keep them from education."
 
Eleanor was much more outspoken than her husband on the issue of racial equality. She was a strong supporter of improving education for African-Americans. Her activity for the civil rights movement included speaking engagements at African-American institutions and public support of the Tuskegee Airmen during World War II. She caused outrage among conservative groups when she appointed an African-American woman to be head of the Division of Negro Affairs.

Later, Eleanor was the first and, to date, the only first lady to receive honorary membership in the respected sorority for African- American women, Alpha Kappa Alpha.

"When you cease to make a contribution, you begin to die."
 
Eleanor continued her efforts for social reform after her husband's death in 1945. The following year, President Truman appointed her as a delegate to the United Nations General Assembly. She served as the chair for the U.N. Human Rights Commission that drafted the Universal Declaration of Human Rights. Roosevelt resigned her U.N. position in 1953.

But she continued to be active in politics well into her 70s. She was a strong supporter of the Kennedy-Johnson ticket in 1960 and later chaired the Presidential Commission on the Status of Women. She was also appointed by President Kennedy to the National Advisory Committee of the Peace Corps.

Over her lifetime, Eleanor was awarded 35 honorary degrees and the United Nations Human Rights Prize. When she passed away in 1962, her memorial service was attended by President Kennedy and former Presidents Truman and Eisenhower. This woman, who had lived a life of privilege and heartache, had become one of the most admired fi gures in American history. As Adlai Stevenson said at her memorial, "She would rather light candles than curse the darkness, and her glow has warmed the world."
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Robbins: The Pick-Up Artist

I’ve got this friend who thinks of himself as a pick-up artist. No matter how you slice it, it’s amazing to watch.

Wherever we go, he engages the prettiest women around us. And just for the record, he’s not super-attractive. He’s short and has a big nose. So don’t think for a minute he’s getting over because of his good looks. That’s not what’s at play here.

Simply put: He tests women—waitresses, hostesses, women sitting innocently nearby. No one is immune. When one of his test questions backfires on him, he isn’t deterred. “It’s just added information I use to refine my approach,” he says.

One evening, we are in a fancy restaurant in midtown Manhattan. The waitress comes over and welcomes us. My friend turns and asks, “Have you ever met anyone as handsome as me with such a big nose? How handsome do you think I am?”

She doesn’t respond; he switches it up. “Let me guess,” he says. “You are Lebanese and French and you only date Jewish men?”

I try to rescue her. “Ignore him. He’s an idiot.”

That gets a smile from the waitress, so he alters his approach again. “Don’t you think it’s rude of my mom to call me an idiot?”

Now I feel compelled to explain to the waitress that I’m not his mother, that I’m clearly younger than he is…

“Don’t believe a word my mother says. Can’t you see we share the same pointy chin?” he asks.

She chuckles. He sees an opening, or he just goes with a hunch. “I love Lebanese women,” he says, “but I feel bad that you are falling for such an ugly guy like me.”

She says he doesn’t have to worry about that happening, but what actually transpires that evening is a very different story. By the end of the meal, he has coaxed her into talking about her dreams of being an actress, her overbearing Lebanese mother, her dating sagas and her weekend plans. And, as promised, by the end of the meal, she has fallen for him. She thinks I don’t see her slip him her telephone number.

My friend explains his technique in one simple sentence: “It’s all recoverable.” He explains, “Every answer she gives, every facial expression—it is all just data. I don’t take any of it personally. I am learning what works and what doesn’t work, and I’m constantly reinventing my approach so that I figure out what she’ll like. Give me enough time and an available woman, and she will be mine.”

His key to success: reinvention.

Everything you say is recoverable. Every misstep needs to be taken as information to be used in crafting your next attempt. The big nose line didn’t work. Try the mom joke. If that gets you an eye roll, promise to behave. Pay attention and stay in the game.

Life is a series of these seemingly small reinventions. Every experience you have provides you with feedback. If you allow it, this feedback can help you figure out how to get what you want.

Of course, the real challenge comes when you get negative feedback. You tend to take negative feedback personally and as a reason to stop what you are doing. You respond emotionally and break down. That’s not reinvention. That’s giving up.

The truth is that negative feedback is the most important information you can get.

If you don’t respond emotionally to setbacks or disinterest, then you can reinvent how you approach everything, like my friend. But you have to keep forcing a reaction, paying attention and reinventing your approach until you get what you want.

Go ahead, admit it. You think I have a pointy chin, but you love reading my columns.
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Russell Simmons Raps About Giving Back

Bling and Bentleys don’t bring true happiness, Russell Simmons says. Not that the hip-hop mogul ever was in it totally for the money—-at least not that kind of money, he says.
Somewhere along the way to becoming one of the richest men in rap, with a net worth estimated between $325 million and $500 million, he says it became more important to give back. With a business empire spanning music, television, theater, film and fashion, Simmons is driven by a belief that hip-hop is a powerful change agent. That belief extends to his work for social and
philanthropic causes, too.
Simmons chairs four nonprofit foundations and is active in several others. His pet causes include promoting education, financial literacy and voting among young people, as well as providing access to the arts for disadvantaged youth.
“Hip-hop is about creating and maximizing opportunity,” Simmons says. “It is about transforming the American dream into a living reality."
Simmons organizes the ‘Get Your Money Right’ hip-hop summits as a way to help young people empower themselves with the basic tools of financial empowerment. With the proper education and information about financial literacy, Simmons believes a young person today can work hard and still be successful, even during the current economic environment.
Simmons has shown remarkable vision, ambition and stamina over the years, shepherding innovative projects to fruition against the long odds of corporate indifference and racial marginalization. Through it all, he believes a few key principles have endowed him with a wealth of success and insight, and furthermore, the desire to empower others.
To access the power in you, follow Simmons' lead with these key principles:
• See your vision and stick with it
• Always do you [be true to yourself]
• Get your mind right [meditation and prayer]
• Stop frontin’ and start today [stop saying “one day, I’m going to”]
• Never less than your best
• Surround yourself with the right people
• There are no failures, only quitters
• Science of success: plant the good seeds
• You can never get before you give
• Successful people stay open to change
• Be powerful, be heard
As he continues to move forward with his ever expanding empire, Simmons reiterates the need to focus on happiness and take an active role in the well-being of those around you.
“I’ve found that the resources I get are no good unless I give them back,” Simmons says. “That cycle of giving is the process that sustains you, makes you happy and makes you whole.”
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How I Do It - Working a Room

You approach the door. You are feeling anxious as you enter a room full of strangers. Your heart beats faster and your palms get clammy. Even the most confident and social of professionals get a little nervous. But with a bit of preparation—along with some expert coaching—you can navigate a room with confidence and ease.

Whether cocktails with clients or a cousin’s wedding, making conversation creates potential. While some people appear adept at casual chitchat, the truth is 93 percent of us self-identify as shy, says Susan RoAne, known as The Mingling Maven® and best-selling author of How to Work a Room. The key is advance preparation.

“Read the paper, find out what’s going on in your community, business world, real world, because then you will feel more prepared to make conversation. Have a self-intro, but a pleasantry, not an elevator speech,” RoAne says.

When entering a setting where most of the room is full of strangers, where should you head first?

“There are people who say head to the middle, but I say look to the periphery. They’re easy to approach. They could be just one of the 93 percent who self-identify as shy who are more uncomfortable than you,” RoAne says.

“Stand in the periphery, do agreeable body language, and when someone includes you visually or verbally, step in. When you’re invited, give a bit about yourself. A savvy mingler stops and adds the magic words, ‘And what about you?’ and then you’re in a conversation,” RoAne says.

When people don’t immediately turn your way, you can hover and make light of it. “When there is a break, say ‘Excuse me, may I join you?’ It is very elegant. Never has anybody said no,” she says.
“Invariably, when you say it politely with a smile on your face, someone will step back and include you. But you don’t change it to your agenda or your pitch.”

If you get stuck on the periphery, RoAne suggests moving to another group if you are not included after a few minutes.

“You will hear people say, ‘Just ask a lot of questions.’ Don’t you dare do that. You don’t want to seem like the FBI. Conversation is a mix,” she says.

Debra Fine, a Denver-based former engineer turned keynote speaker, trainer and author of the new book The Fine Art of Small Talk says the more interesting you can be, the more unforgettable you become.

In a professional network setting, what information about yourself should you try to work into a conversation with someone new?

“I play the conversation game whenever I can,” Fine says. “If someone asks ‘How are you?’ I might answer with: ‘I am doing great. We went on a bike trip in Spain this year that was quite an adventure.’ Another response might be: ‘I have been good, just fi nished a promotion for my latest book.’ Both responses engage people, and in the case of my bike trip, makes me more of a three-dimensional person rather than a speaker or author.

“Mentioning my book is fi ne as long as I do not go on and on about it. What is most important is I give people something to talk about with me, not necessarily with an agenda in mind, but with the goal of connecting and having a lively conversation,” she says.

Fine says the goal is to have a conversation similar to a tennis volley rather than a batting cage. “A great positive impression is the goal. It is always in the follow-up that a relationship is built,” she says.

Tony Jeary, a business coach, presentation expert and author of 14 books on the topic, suggests thinking of every meeting as a presentation and an opportunity to show your best. Are there tips for disarming people and putting them at ease when approaching someone new in a business networking setting?

“One of the things that allows people to be at ease and better at sharing is giving people breathing spaces. Facilitate with an intro and then give them a moment to think about what they should say,” Jeary says.

After leading off with an introduction, make a connection. “What is really cool is if you can think about the common interests and link the dots. Not just what do you do, but what you both do—you both write books, do ministry work, etc. Help set up others to be comfortable with others,” Jeary says.
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Unleashing the Power - Tony Robbins

Helping people reach their greatest potential

Tony Robbins has coached U.S. presidents, Fortune 500 CEOs, sports and entertainment superstars—all seeking strategies to reach the next level in their lives and careers. People often call upon Robbins to help remove barriers holding them back and to inspire them to take action. This master motivator is equally adept at keeping a crowd of 10,000 people on its feet for hours. He's also addressed the World Economic Forum, British Parliament and Harvard Business School.

Robbins' message goes beyond positive thinking; intelligent thinking is what drives him. He understands that when people are feeling overwhelmed, frustrated and fearful, they're rarely capable of brilliant analysis and decision-making.

"Confidence and competence is not the same thing," Robbins tells SUCCESS, following his return from a recent seminar tour through Australia and India. "No one should go into their garden and chant, "There are no weeds. There are no weeds. There are no weeds." For people to be true leaders, they have to first see things as they are, not worse. Then see it better than it is, and then make it the way you see it.

"The bottom line is that people have within them a force that is so powerful, there is nothing that can keep them from doing, being, sharing, creating and giving whatever they envision in life," Robbins continues. "My entire life is helping people unleash that power. Nothing drives me more than to see someone or an organization transform and begin to pursue goals with a purpose that inspires them, and gives them a greater sense of meaning—in not only what they do, but who they are."

Harnessing Emotion to Fuel Change

As economic uncertainty continues to shake Wall Street and Main Street, many success-minded professionals are being put to the test. Robbins' work is particularly relevant now, when people can call on his tools to keep their heads together and develop what he calls "emotional fitness."

"If you're psychologically strong enough, you can not only survive, but you can thrive when tough situations occur, as opposed to letting the environment control you and take over," he says. "It's really about mastering strength within yourself so that you can conquer the outer world around you."

Robbins continues to attract thousands of people to packed arenas all over the world, seeking to take their lives to the next level. The human spirit is what inspires him. Human potential actualized is what drives him.

But momentum wasn't always on his side. The 48-year-old Robbins vividly remembers the days when he was living in a stark, 400-square-foot apartment in Venice, Calif., and reduced to washing dishes in the bathtub. He was 30 pounds overweight, had a dead-end job, and in relationships that weren't working.

"I was extremely unhappy and couldn't stand who I was because I knew I had the potential to be so much more," he says. "I think there are many people who can relate to what I was experiencing—the pain of being in a rut and feeling like there's no way out.

"There are many people who live in what I call 'No-man's Land,' a place where you're not really happy, but you're not unhappy enough to do anything about it," he says. "That's a dangerous place. It's a place where people numb themselves to their dreams. It's where they dismiss hope and accept what's in front of them instead of driving toward what they really want in life. I lived there for a time, but I eventually hit rock bottom, and I'm glad I did because it forced me to take action. My only option for survival was to dig deep—to summon my courage, determination, faith, compassion and commitment to transform my life. I learned so much from that experience because I used those negative feelings to fuel my change. For me, I had no choice. I had to change."

Breaking Through Limitations

That change has resulted in big business for Robbins, who serves as chairman of five companies all geared toward his creed of improving the quality of life for people around the world. Robbins Research International Inc., based in San Diego, stages more than 100 events a year, offers professional coaching services and a variety of multimedia programs, including his best-selling The Ultimate Edge and Personal Power CD programs, which have sold more than 35 million units worldwide. He also created the award-winning Namale Resort and Spa in Fiji, where he also spends a few months each year.

But none of the success he enjoys would ever have happened if he hadn't been able to find a way to break through his own limitations. He had to get clear about what he really wanted and harness the fuel of human emotion to force himself to consistently take action to make his dreams a reality. "I was my first client," he says.

Robbins has worked directly with more than 3.5 million people from more than 100 countries. And he's as active as ever, often spending more than 15 hours on stage per day for a four-day event. That may sound crazy to some, but for Robbins, it's just another day at the office.

"I'm obsessed with finding what makes the difference in the quality of people's lives," Robbins says, "I'm always reading, interviewing extraordinary individuals, studying their patterns and experimenting on how to integrate what I've learned to make a difference in peoples' lives. The energy that comes from connecting and helping to make a difference with thousands of people at once, or one-on-one, is the juice of life for me. When you're giving everything you have and those you're working with are throwing it back at you five times as hard, it's absolutely incredible. It's an extraordinary experience, so powerful that I get swept up in those magical moments. Sometimes I come off stage and I think it's 8 at night, and I'm reminded that it's 1 o'clock in the morning."

His business of helping others help themselves didn't grow overnight. When he started 30 years ago, Robbins was a pioneer in personal and professional development—which is a $10 billion industry today. Along the way, Robbins says he probably failed more times than he succeeded. But he looks at failures simply as results or outcomes that he learns from each time.

Science of Achievement

"Unfortunately, we're programmed to fear this thing called 'failure,' so we try everything we can to avoid it, which is pointless," he says. "Failure is often necessary for real learning to occur. But the answer is simple. If you didn't get the results you want, learn from the experience so that you have references about how to make better decisions the next time around. People who fear failure internalize their mistakes, and when they try to go after something in the future, they might think, "Well, I tried to go after a dream before and look what happened." This is what keeps people from taking the very action that could move them to accomplish their goals. Too many people want to avoid any hint of a problem. But overcoming obstacles is what gives us psychological strength—it's the very thing that forms character."

Over the years, Robbins has noticed patterns in what makes people succeed or fail, what makes them feel happy or sad, and what it is that creates a life of meaning and fulfillment versus a life of frustration and despair. He saw it early on in his own life, and he sees it in the people he spends time with today—whether it's a hungry entrepreneur, a seasoned corporate executive or a mid-level manager.

"I can tell you, after working with millions of people for more than three decades, success is no accident in any environment," Robbins says. "There are rules of the game that, if followed, will lead to consistent success. There are logical patterns of action, and specific pathways to excellence that I call the science of achievement. But none of that means much without the art of fulfillment. I have seen business moguls achieve their ultimate goals but still live in frustration, worry and fear. What's preventing these successful people from being happy? The answer is they have focused only on achievement and not fulfillment. Extraordinary accomplishment does not guarantee extraordinary joy, happiness, love and a sense of meaning. These two skill sets feed off each other, and makes me believe that success without fulfillment is failure."

The father of life coaching answers some questions about failure and success, and everything in between.

Q: How did you go from living in a small apartment, practically broke, to the successful and fulfilled person you are today?

Anthony Robbins: I took advantage of my intense pain, and I turned it into the fuel for action. When you're living in a 400-square-foot bachelor apartment, cooking on a hotplate above your trash can and washing your dishes in the bathtub, you have to start looking at yourself. On top of that I was 30 pounds overweight, had a job that was going nowhere, and I was in relationships I hated. What changed me? I had a series of experiences with frustration at myself, and moved into unbelievable humiliation. I began to realize that who I was as a man—how I was living mentally, emotionally, physically, spiritually and financially—was far less of a man than who I really was inside. When I hit that threshold of pain, I didn't know at the time what I was doing, but I decided at the very minimum I was going to go on a run.

You have to understand; I hadn't run or exercised intensely for probably three years. But at the peak of that physical intensity, my nervous system was wired. I had made radical changes in my body. So I grabbed a journal there on the beach, drew a line in the middle of the page, and on one side wrote everything I would no longer stand for in my life, which was virtually everything I was living at the time. And on the other side I wrote everything I was now committed to. But I didn't yet know how I was going to make the change. I knew what I was going to change and why. This is the day that I turned my life around. It unleashed me. I began to search for the answers, but instead of just reading about them, or hearing them, I began to apply them. And I changed everything in my life. I lost 30 pounds in a little more than 30 days. I transformed emotionally, physically, spiritually and financially. Within a year, I had begun to live the dreams that I once thought were impossible. I'd tell anyone that if you're going to change your life, you have to:

1. Decide what you will no longer stand for and what you'?re committed to. Clarity is power.

2. Take massive action. You have to be willing to do the things you don't want to do. You have to build a momentum that consistent action produces.

3. Notice what's working and what's not working. And when it's not working, change your approach. And keep changing until you finally achieve what it is you're committed to.

Q: You talk about people living an extraordinary life. What is your definition of an extraordinary life?

AR: I think the answer is different for everyone. Ultimately, an extraordinary life is life on your terms. For some people it might be creating their own business or starting a nonprofit foundation. For others it may be making several million dollars. For someone else it might be the ultimate satisfaction of raising a son or daughter to be an extraordinary soul. It could be creating a garden, writing a poem or just truly enjoying every breath of life. I think the most important thing is for you to defi ne what would be an extraordinary life for you today because it changes as our lives change. We don't want to be living off an old script. Otherwise, you may fi nd yourself with one of those insane moments where you actually achieved your goal and then your brain says, 'Is this all there is' There's no worse feeling in life. Take a moment to update your wish list and ask yourself, 'If my life was truly extraordinary, if it was magnificent, by my own definition, what would my life be like today: physically, emotionally, with my family, in my career, in my level of happiness?' Set the standard for yourself so your brain, body and soul know what you're committed to creating.

For me personally, an extraordinary life is living what you were made for. For me, that means, first of all, giving and sharing love, and I'm truly blessed to have that kind of love in my relationship with my wife, Sage. But an extraordinary life for me is also finding a way to make a difference for others to grow and love. The driving force in my life is to help make a measurable difference in the quality of life for people everywhere. It is my greatest joy to share the tools and strategies for creating a life of meaning and fulfillment. Nothing stokes me more than to see someone or an organization transform and begin to pursue goals with a purpose that inspires them, and gives them a greater sense of meaning—in not only what they do, but who they are.

Q: How have you learned from your past setbacks and failures?

AR: Like most people, I've had as many, if not more failures than successes. But what's been helpful is that I've worked hard to learn from these mistakes so I don't have to repeat them. I realized along the way that if we can learn from our mistakes, we can create shortcuts that can help us to make a measurable difference for other people in their lives. When you recognize a pattern for failure, you can avoid it. And when you recognize a pattern for success, you can take the on-ramp for what you want much more quickly. I call these 'Pathways to Power.' And my life is truly about sharing those strategies, those pathways, those shortcuts that allow us to save ourselves time and pain. Ultimately, what I've learned, though, is that life is not about success or failure; it's about meaning. It's about the interpretation we give to each event in our life—and not the event itself. Meanings are shaped by what we believe and what we value.

Just remember, two people can have the same circumstances, but they pull different meanings from it, and therefore a different set of emotions, actions, and a different life.

Q: You are sometimes referred to as a motivational speaker. Is that an accurate description?

AR: My work has never been about motivation. It's true that when people see news coverage of my seminars they see 10,000 people jumping or celebrating. I just understand that in order to get peak performance, you have to get people in a peak state. What we do is based on the state we're in. And training people's minds and bodies to be at their best is exciting and rewarding.

But ultimately, who I really am is the 'Why' guy. If somebody says to me, 'I don't need any motivation,' I'll say, 'That's obvious. You're already motivated. What I want to know is: What is your motive for action? I want to know, for example, why you claim that you want to lose weight, yet each day, you seem to be motivated to eat things that cause you to gain weight.' The ultimate question is 'Why?' And when you can answer this question, you can change your life forever. Part of my job is to help people uncover the inner conflicts that hold them back, to find the conflicts in their motivations. When you can uncover these conflicts and shift them, you can change anything in your life.

Q: It seems there's more uncertainty in the world now than ever. What do you say to people who are uncertain about their future?

AR: It's true the world has changed dramatically over the last few years, and it's going to continue to change. The pace of change is more rapid than ever. But one thing is constant—there are seasons in everyone's life just as there are seasons in nature. There's a passageway that, if you see it, it will pull you out of the uncertainty and guide you on how to maximize this time in your life. The transformation of the quality of life for early humanity came when seasons were recognized. Until then, man had to wander as a hunter and gatherer, moving from place to place. But once we understood the seasons, we knew when to plant, when to protect, when to reap. And man could have roots. He could have sustainability. He could have certainty for his future.

These kinds of seasons not only shape our personal lives, but there are seasons in history as well. Every 100 years has roughly four primary seasons in it. If you're a student of history, you know there are economic cycles, and cycles of war. You think things are tough today? If you were born in 1910, what was happening in the world by the time you were 19 years old? It was 1929 and the Great Depression occurred. In the next major cycle in life, around 29 years old, World War II broke out. And yet this generation faced these incredible challenges—this financial, emotional and international winter if you would—and by fighting through it, they built a psychological and emotional muscle that makes us still call them the 'Great Generation.'

The secret to life is threefold. It's to understand what season of life you're in, to understand what season the world is in, and to figure out how to take advantage of it. I teach everyone in my seminars how to find the season they're in, which is different for everyone, and to take advantage of it. That's the secret to experiencing an extraordinary life.
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7 Success Secrets of High Achievers

Have you ever wondered why some people are successful, and others seem to work hard but never get ahead? Perhaps you are one of these hard workers who just can't seem to catch the one break they need. Do you dream of achieving great success? Perhaps you are an athlete chasing their Olympic dream, an entrepreneur with a big idea, or someone trying to create a better life for them and their families; success is within your reach. Whether your dreams are Olympic gold, or financial freedom, the best way to achieve them is through proper goal setting strategies. These seven steps will help you develop a plan to reach your dreams.

1. Time Find some time and a place where you can think undisturbed about what it is you want to achieve. Use this time to identify your goals and develop a plan to achieve them
2. Begin With The End In Mind Identify your long term end goals first, and then work backwards from there to create the stepping stones you will use in developing your plan.
3. One Step At A Time Once you have identified your long-term goals, use smaller ‘short term’ goals as stepping-stones you can follow to reach your long-term goals.
4. Write It Down! Write your goals and action plan down, and post them someplace conspicuous. This will help hold you accountable and keep you focused
5. GO! Once you have identified your goals and developed an action plan to reach them, it’s time to begin. Remember the journey of 1000 miles starts with the 1st step
6. Baby Steps are the Key to Massive Results By consistently taking smaller ‘baby steps’ you are more likely to reach your goals than by taking inconsistent leaps.
7. Track Your Progress As you reach each of your short term goals cross them off your list. This will help keep you motivated and on-track. Consistently evaluate your progress, and if necessary modify your action plan to insure that you are consistently moving forward

That’s all there is to it. By following these 7 steps, you will be on your way to achieving your dreams!
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