If I keep something in my head it usually drives me crazy.  I make up stories.  I go into fear mode.  See things with a twist.  It is not a great use of my time or brain.

When I share with someone what is going on in my head, whether it be a dream, idea, fear, etc... I become somewhat detached from the thought.  Then I have the chance to decide what to do with it, if anything.

Rather than letting things fester.  It helps me to find someone I can trust to share and be “out of my mind”

It is fun and productive!

Peace, bob

I spent a great deal of my time working and trying to achieve success. It always seemed that no matter how hard I worked that success was just out of my reach. I was unhappy with myself, because I was always working.

I was happily married and had enough money to get by. But I had dreams of financial freedom and helping other people. I wasn't satisfied with working a job and going home and watching TV. There had to be more.

The turning point in my life happened when I realized that if I could manifest happiness I could achieve anything I set my mind to.

Oddly enough, it started with my marriage. I was happy with my marriage, but spent a lot of time focusing on the little things that got on my nerves.

One day I decided to spend my time looking for all the great things in my marriage. I was married to a man that loved me deeply. He enjoyed being with me and he put up with my constant need for success.

Suddenly the little things that got on my nerves didn't matter anymore. I now focus on the things that I enjoy about my marriage and it's better than it's ever been. And I can honestly say I love my husband more now than I have in the 20 years we've been married.

Once I realized that focus is where happiness is created, I decided to try change the focus in other areas of my life.

I had been focused on our finances. I constantly felt like I was not making enough money for working 16 hour days. I spent my time blaming someone else for the feelings I was having.

So, I sat down and created a picture of what I didn't want in order to figure out what I did want.

Now my focus had changed. I was happy with all the clients I had the privilege to come into contact with. I was happy that I had a job in an economic downturn where others were losing their homes. Suddenly things started to change in other aspects of my life.

First I lost my job of 8 years. My initial thought was, "I'm going to lose everything. What am I going to do?"

I had learned enough through my recent desire to focus on the positive aspects of my life, that I knew I had to step back and take it one day at a time. I decided that this was nothing more than an opportunity to let go of the 16 hour work days and look for the door that was opening to my future.

For about two years I had been working on a project that I could not seem to get off the ground. Many times I had thought of giving up.

As I continued to focus on the positive things in my life, more happiness continued to manifest itself. In a matter of a few months my two year project had come together. The door to achieving success has been opened and I am happier than I ever dreamed I could be.

Now that you've got a better understanding of how to change your focus, go ahead and get started. Start small. Is there an aspect of your life that you've focused your negative energy towards? Look for the good things and change the focus. You'll be amazed at the other aspects of your life that will line up and manifest more happiness than you can even dream of.

If obtaining a desire — any desire — could be the cause of a feeling of happiness, we would all be happy already. But remember the countless times you have received what you wanted, yet didn’t remain happy. I am not speaking of avoiding goals or desires. Happiness must come first. Anything that develops out of this happiness is wonderful, but fulfilled desire alone does not create happiness.

 Finding Your True North;

Faculty member, Advanced Management Program, High Potential Leaders Program

The participant grew up in a small Nigerian village without running water or electricity. Craig knew there had to be a powerful purpose and vision at work. Through the process of working with the banker to help him better define what he wanted to do, a clear and simple purpose began to emerge: to bring sustained prosperity to everyone he touches. Out of this purpose emerged a vision for him and his organization: "To change the way banking is done in Nigeria in order to bring sustained prosperity to those who most need it." If your vision isn't that simple and powerful, Craig advises, it needs to be.  Craig's work with thousands of executives over the last 20 years and his research on Authentic Leadership with Bill George have convinced him that there is one prevailing key to having a good vision. "Without a clear and compelling purpose, most visions end up serving the ego of the leader. All we have to do is look in the paper these days to see the impact of that choice. A vision needs to connect to the individual's untapped human needs and emotions. If it doesn't arise from something deeper than a recent idea in Business Week, it's not going to survive in the stormy seas of the current environment."

With Vision Comes Courage

When Arthur Guinness decided in 1759 to open a brewery, he signed a lease for a four-acre site in downtown Dublin.  The terms?  Forty-five pounds a year for nine thousand years. "Visionary leaders are by definition focused on tomorrow," says Craig. In the High-Potential Leaders program, Craig points out that leadership requires the courage to act on your vision with steps that are counter to the prevailing mindset. "When you are focused on the future, you have the courage to make choices. That isn't to say that conviction doesn't come with some sleepless nights. But the word courage comes from the French cour, meaning head and heart. Visionary leaders use both."  Focusing solely on tactical expediency is just one of the strategic errors that can result from a lack of vision. Chrysler Corporation made its money on SUVs and minivans. This narrow focus meant that there was a failure of foresight in anticipating a market shift as gas prices rose and the economy weakened. This shortsighted vision and lack of courage has led to an unfortunate, but predictable outcome: bankruptcy court.  On the other hand, the CEO of Ford, Alan Mulally, is now seen as a true visionary, Craig says. "When Mulally became CEO, he realized that Ford would have to raise $20 billion in order to finance the needed changes on their assembly lines. He wanted to ensure that Ford would be ready to quickly adjust when it was time to produce different cars. At the time, the decision was ridiculed by the establishment. But Mulally held firm to his vision and was able to raise the funds quickly in a time of easy money.  Today Ford isn't asking for a bailout. In fact, it's in the best shape of the three U.S. automakers and best positioned to weather the economic crisis."

Intrinsic versus Extrinsic Motivations

Another focus in Craig's sessions is upon what motivates people. Everyone has both extrinsic (power, money, status) and intrinsic (finding meaning, growth, learning, etc.) motivations, Craig asserts. Much of what managers have relied on to motivate people in the last eight years has been pulling the extrinsic lever of, for example, more money, resources, and stock.  "In the current economic climate, most of the extrinsic levers are now gone, and who knows if and when they will come back," Craig remarks. "The only thing left are people's intrinsic motivations. This is the key factor in shifting from being a good manager to becoming a great leader. A clear purpose and vision are the key factors for intrinsic motivations. To be a visionary leader, you must be focused on the future and able to communicate a powerful message that appeals to the current challenges of your employees, Craig advises. "In a down economy, leaders who have found their 'True North' ask,  'How can we use this crisis to make the changes that we didn't have the courage to make five years ago?' They are willing to make the difficult decisions that in hindsight save the day."

Nick Craig

President

Authentic Leadership Institute

978-772-7268

ncraig@authleaderhip.com

www.authleadership.com