Tag Archives: Orrin Woodward

An Introduction to Financial Fitness

The following excerpt was taken from the book, Financial Fitness, by Chris Brady and Orrin Woodward.

Think back to your earliest memories about money. When did you first realize that money had the power to purchase things you wanted? When did you first wish you had enough money for something? When was the first time you were told you couldn’t have something because you couldn’t afford it? When was the first time you remember holding a lot of money in your hand and feeling really happy about it?

Now ask yourself another question: When you think back on your earliest memories about money, do the memories make you feel mostly positive or negative? For many people, early memories about money are often associated with a sense of lacking, of not having enough for something they wanted. Sadly, this feeling of lack, which we call “the money thing,” is too often the way many people still feel today.

This feeling comes with the realization that you can’t afford something you really desire, or that you don’t have the resources to do something you really want to do, or even that you aren’t able to help someone you care about simply because you lack the necessary money. Most importantly, “the money thing” sometimes keeps people from fully achieving their potential and living their deepest purposes in life.

Of course, there are a number of things that are more important than money, but “the money thing” is a limiting factor for far too many people. Both Orrin and I experienced this challenge during our youth, and as adults, we set out to discover how to overcome it.

As far back as I can remember, I wanted to succeed financially. I guess I learned early that money was a necessary tool, and if lacking, was instead a major inhibitor. I wouldn’t say I ever went as far as greedy materialism; rather, I was focused more on “making it” and eliminating “the money thing.” It seemed as if money was a roadblock in many people’s lives, obstructing their paths and telling them they could proceed no further.

005P7062

“We can’t afford it” was a phrase I grew up hearing a lot, both at home and from many people in my community. It seemed to be the major limit for most people.

But as a young person, I wondered, “Why can’t I grow up and make a bunch of money? Why can’t I find a way to kill the money limiter once and for all and be free to live my life the way I desire, rather than being hindered by a lack of money at every turn?”

So, of course, I began chasing financial success through the fantasy of becoming a  professional motocross racer. It was only a teenage fantasy and quickly dissipated in the face of several facts—the first being that I wasn’t good enough! So I shifted gears, so to speak, and embraced the “go to school, get good grades, get a good job, and work your way up the corporate ladder” philosophy of success. This produced some results and a decent income, but it was also like wearing someone else’s shoes—fine for someone else but not fitting for me. I was working as an engineer at General Motors at the time, but something just didn’t feel quite right.

A crossroads in my life came one day when I found myself on a Caribbean beach asking some very important questions: “Is this it? Is this all there is? Is this the life I want? Should I settle for good, or should I risk it all and go after my dreams?”

This experience helped me step off the “normal” path of a good job and a life in the suburbs to truly living my dreams. But the path wasn’t easy. After I became an entrepreneur and went through many starts and stops, I finally found my way to the types of income I had always desired. This, however, was not enough. Making money was only the “offense” of personal finances. I still had many lessons to learn about the “defensive” side of finances and the preservation and proper stewardship of wealth.

It was through careless handling, hopeful and naïve investing, and many hard knocks, losses, bad decisions, unscrupulous investment partners, reckless real estate transactions, and other failures that I learned the lessons that finally stabilized my financial condition and fixed me upon a definite opinion about how to build wealth and manage one’s finances.

Worst of all, I had all along thought I was being wise with my money, trying to do with it what “everyone” had always recommended. I didn’t waste it on the proverbial “wine, women, and song” (I am happily married, hardly ever drink, and certainly can’t sing!), but instead attempted to invest my money and grow it responsibly. Only then did I find out how much I still had to learn.

It turns out that nearly “everyone” is wrong when it comes to personal finances, and from that consideration grew the very concept of the book, Financial Fitness.

Between the two of us over the years, we have worked with hundreds and then thousands of people struggling to improve their finances, and we have seen time and again that a few simple changes make all the difference. In fact, it is amazing how little is really needed to turn things around and get on the path to financial fitness and prosperity.

CB

In truth, the principles of financial fitness are not complex or difficult. Unfortunately, far too few learn these simple, basic principles that can fix their finances. Most people seem predisposed to stay in a rut unless something significant urges real change. If you live in a forest your whole life, you’ll most likely think the world is made up of trees, just like a fish will probably think the whole world is water. This reminds us of Plato’s story about the prisoners locked up in a cave who just assume the whole world is a cave.

The same is true of understanding money. If your parents struggled with money and didn’t know or apply the principles of financial fitness covered in this book, you most likely struggle as well. Some people learn the principles of money success by trial and error like we did, and some learn from mentors. But unless a person learns these principles and applies them in everyday life, he or she will continue to struggle financially.

Our schools seldom teach these principles, and it is difficult to find them all in the various books on the topic. Though there are a lot of writings on personal finance, including many that teach some of these principles of financial fitness, it is difficult for readers to plow through dozens of books just to find a principle here and another there.

The principles of financial success are relatively few and simple, but we haven’t been able to find them effectively and thoroughly taught in one place in a way that truly helps people get their financial house in order. In fact, nearly all books now available on the topic fall into one of three categories:

  1. Books on financial “offense” that explain how to make money, like the works of Robert Kiyosaki and David Bach and the many books on investing, entrepreneurship, and real estate
  2. Books on financial “defense” that explain how to save, budget, and get out of debt, like the writings of Dave Ramsey, Suze Orman, and dozens of others on overcoming debt
  3. Books on the “playing field,” or the “rules and philosophy,” of finance that explain how money works and how to understand economics, like titles by Ludwig von Mises, Peter Schiff, and Murray Rothbard

But there is a great need for a single book that adequately teaches all three of these viewpoints and the skills of each because readers who get too caught up in offense will make drastic mistakes on the defensive side of things, while others who emphasize defense will limit their potential by not taking important offensive actions to increase their prosperity.

Those who focus mostly on the playing field, or the rules and philosophy approach, will have a good understanding of tax policy, the gold standard, or the benefits of a 401(k) but little real control over their financial goals.

We need to learn financial offense and defense, which can be summarized as “earning like a millionaire and living like the middle class.” Too many people do the opposite and earn like the middle class but use debt to spend like they have a lot more than they do. The financially fit, in contrast, spend a lot less than they make. Sadly, few people in modern society consistently apply the principles of financial success.

On a personal note, we feel so blessed that since those experiences on the Caribbean beach and listening to an audio tape while driving to a class, we’ve been able to learn the principles of financial fitness. Herein are the results of twenty years of wins and losses, gains and failures. Herein lies not advice, as we do not deign to advise anyone, everyone’s situation being different. We have learned that the principles of financial fitness work, and those who apply them will get financially fit.

Want to learn more? Begin your Financial Fitness journey today.

Posted by Kristen Seidl, on behalf of Chris Brady.

Power of Life in Words

The following excerpt was taken from EDGE, co-authored by Chris Brady and Orrin Woodward

In 1887, when future president Warren G. Harding was just twenty-one years old, he worked as an editor for a local Marion, Ohio, newspaper called the Star. One night, he attended a town hall meeting to hear from a local Ohio poet named Will Carleton. The poet recited his narrative poem “The First Settler” about a farmer who harshly criticized his wife for letting their cattle stray—so harshly, in fact, that the wife had gone out into the night to bring the cattle back. After finally rounding up the stray cattle, she returned exhausted and sank onto the cabin floor, where the farmer later found her dead. The farmer had rhymed his remorseful ballad:

Boys flying kites haul in their white-winged birds;
You can’t do that way when you’re flying words.
“Careful with fire” is good advice, we know:
“Careful with words” is ten times doubly so.
Thoughts unexpressed may sometimes fall back dead:
But God himself can’t kill them when they’re said.

This poem affected the young editor deeply. He memorized it and quoted the lines back to people for the rest of his life. In effect, this poem became his life’s philosophy as he spoke all the good he could of others and rarely any bad. The application of this principle ensured he made few enemies in his later political career because he kept back unspoken words of wrath and anger, unlike his political peers.

As leaders reflect on their lives, many will discover that their biggest mistakes were not necessarily the actions taken as much as the words spoken while taking the right actions. In other words, a leader can make the right decision but still execute it wrongly through the poor use of words. Everybody is guilty of this to some degree, but imagine if by applying the biblical principle of “a soft answer turns away wrath,” the harsh words a person thinks were killed before they flew out of his mouth. What if angry words, spoken or written, were replaced with loving and encouraging words? Rather than breaking friendships, this simple principle would strengthen them, increasing joy and bringing peace where enmity existed. This should be the goal with every word a person speaks. Accordingly, before speaking, ask yourself a simple question: “Is it worth it?” Are the words about to be spoken worth being spoken, or do they have the potential to destroy a valued relationship? If it isn’t worth it, then tread carefully with your choice of words.

CB and OW 2

If Warren G. Harding, admittedly average in so many leadership areas, developed into one of the best politicians of his time through the thoughtful application of his choice of words, what can others do through application of the same? Even though Harding knew he lacked many of the leadership qualities people look for in a president, his amazing ability to maintain cordiality in the “thunder and lightning” political environment moved him to the top. Harding’s superior ability to get along with others overcame his other defects and moved him to the top of his field, thus validating Dale Carnegie’s principle that success in most fields is based upon people skills. Biographer Francis Russell elaborates:

In spite of the legend, Harding was neither a fool nor a tool, but an astute and able Ohio politician (not the highest breed of that animal) who knew how to get what he wanted—a place in the state senate, the United States Senate, the White House—while, all the time disclaiming that he wanted any such thing…In essence, he was nominated for the presidency because he had done the necessary political spadework in the grass roots and because, in one politician’s words, he was “everybody’s second choice.”

The reason he was everyone’s second choice is because he had mastered the principles of people, including the one learned as a twenty-one-year-old editor on eliminating harsh words against others.

Remember, friends can come and go in life, but enemies seem to accumulate. If possible, do not create needless enemies through the careless choice of words. Either choose better words or, if possible, don’t say anything at all. As Abraham Lincoln once humorously said, “Better to keep my mouth shut and thought to be a fool than to open it and remove all doubt.” Moreover, life is too short for grudges or conflict, especially when there is so much to do and so much more that can be done by uniting in a worthy cause. Nonetheless, if a person has made mistakes, he can still begin anew today. Mastery of one principle catapulted Harding to the presidency. Few realize the power of this one idea applied to their lives to radically change outcomes. When a potential leader replaces words of discouragement, fear, and hate with words of encouragement, hope, and love, his or her life will be changed forever.

Posted by Kristen Seidl, on behalf of Chris Brady.

Embrace the Struggle

“When I look back over my life, the times I’ve struggled have not been fun. But they appear in broad relief, now, as the greatest moments of change and personal growth. I would not be who I am today without those trials and struggles that made me stronger and better. ” – Chris Brady

Most everyone has heard the phrase, “Dream, Struggle, Victory.” And it seems that there is a lot of literature out there addressing the first and the last of those three terms. But is it not interesting how little coverage is given to the struggle part?

Obviously, if we undertake some great endeavor we are going to struggle to accomplish it. What most people might not realize, however, is that the struggle is probably the most important part. It is the struggle that makes us grow. It is the struggle that reveals the character we have deep inside for continuing onward in the face of adversity. And it is the struggle that makes for any good movie or story of achievement.

One author I have read actually referred to it as the “gift of struggle.” Perhaps some would think it was going too far to call struggle a gift, but I believe it to be one. If you stop and think about it, the struggle is the only place in which we grow. It is the struggle that makes us stronger. No bodybuilder would be able to build muscle mass without weight or resistance. The pushing against or raising of the weight strains and pulls at the muscle fibers, which then need to repair themselves. Only in this repair process are the muscles made a little stronger than they were before. More lifting causes the cycle to start over again, until the muscles are bigger and stronger than ever before – all because of the “damage” of the struggle and the repair that was necessary afterward. Struggles in our lives works the same way. Just like lifting weights, they do not necessarily feel good. And they can and often do cause pain. But how we handle those struggles, and what we do to overcome them and “repair” our commitment to the dream, will build us stronger than we were before the struggle occurred.

quote pic 4

In Launching a Leadership Revolution, co-author Orrin Woodward and I even give special consideration to the topic of struggle in the section on mentorship. A good mentor knows that his protégé must struggle to become great, to grow, and to maximize, so he allows the struggles while teaching the protégé how to handle them, overcome them, and learn from them. Some might call this callous or cold; some might call it lack of caring on the part of the mentor. After all, who would let someone struggle? Why would one not want to swoop in and eliminate the struggle for the protégé and make his or her way easier? It is the same as teaching our child to walk. If every time she started to bobble we grabbed her and kept her from falling, we would appear to be helping her. We would appear to be caring. But actually, we would be hurting our child by trying to help her too much. One of the greatest things my parents and mentors have done for me is to give me the encouragement to try, and then allowed me to make my own mistakes and learn from them. By creating my own messes, and knowing full well that I had the responsibility alone for my actions and cleaning them up, so to speak, I was allowed to struggle and grow through those adversities. When I look back over my life, the times I’ve struggled have not been fun. But they appear in broad relief, now, as the greatest moments of change and personal growth. I would not be who I am today without those trials and struggles that made me stronger and better.

So embrace the struggle. It is not a bad word. Is is not to be avoided. And when you see it in the life of those you love and mentor, of course, do what you can to keep them from actual harm. But in the course of events, allow them to take responsibility for their own lives, allow them to struggle against the resistance, and therefore build their mental muscles stronger. For out of the greatest adversity comes the greatest opportunity, and in those moments the greatest leaders are made.

Ships may be safe at harbor, but they were not made for the harbor, they were made for the dangerous high seas. And leaders may be safe on the couch, but they were not born for the couch, they were born for the tumultuous waters of engagement.

Have a dream. Embrace the struggle. Capture the victory!

For more “tidbits” of wisdom like this, pick up a copy of Leadership: Tidbits and Treasures, written by Orrin Woodward and Chris Brady

(Posted by Kristen Seidl, article written by Chris Brady)

 

What is Leadership?

The following excerpt was taking from Orrin Woodward and Chris Brady’s New York Times best-selling book, Launching a Leadership Revolution

What is Leadership?

The concept of “leadership” is a complex one. Most everybody has a feel for what the term means, at least in a general sense, but generalizations about leadership don’t help us very much. In order to understand how to lead and why to lead and what it even means to lead, we’d better get clear on what comprises this complex idea embodied in this simple little English word.

Brady and WoodwardWe’ve tried this exercise of defining leadership with audiences large and small, and invariably the same thing happens. We begin getting word phrases that all sound pretty good, phrases like “taking responsibility” and “getting results,” or one-word descriptors such as “commitment,” “perseverance,” “charisma,” and “integrity.” These are all true in a sense, but somehow they don’t go far enough. So then we switch to attempting definitions by combining all these phrases, but it creates so much mumbo jumbo, like one big buzzword soup from a corporate boardroom. Somehow the words meant something to us individually when thinking about leadership, but when fused together, the life went right out of them.

At this point, it may be helpful to turn to some experts on the subject. Surely they can bring some congruity. The list that follows is just a short offering:

  1. James C. Hunter: “We define leadership . . . as a skill of influencing people to work enthusiastically toward goals identified as being for the common good.”
  2. Al Kaltman: “The successful leader gets superior performance from ordinary people.”
  3. Bill George: “The leader’s job is to provide an empowering environment that enables employees to serve their customers and provides them the training, education, and support they need.”
  4. Andy Stanley: “Leaders provide a mental picture of a preferred future and then ask people to follow them there.”
  5. Vance Packard: “Leadership is getting others to want to do something that you are convinced should be done.”
  6. Garry Wills: “Leadership is mobilizing others toward a goal shared by the leader and followers.”
  7. Alan Keith: “Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen.”
  8. George Barna: “A leader is one who mobilizes; one whose focus is influencing people; a person who is goal driven; someone who has an orientation in common with those who rely upon him for leadership; and someone who has people willing to follow them,” and “Leadership is the process of motivating, mobilizing, resourcing, and directing people to passionately and strategically pursue a vision from God that a group jointly embraces.”
  9. Kenneth O. Gangel: “I consider leadership to be the exercise of one’s special gifts under the call of God to serve a certain group of people in achieving the goals God has given them toward the end of glorifying Christ.”
  10. Dwight D. Eisenhower: “Leadership is the art of getting someone else to do something you want done because he wants to do it.”

These insights and definitions are good and helpful, and some we like particularly, but John Maxwell gives an exemplary definition, quoted here at length from his book The 21 Irrefutable Laws of Leadership:

Leadership is influence—nothing more, nothing less. People have so many misconceptions about leadership. When they hear that someone has an impressive title or an assigned leadership position, they assume that he is a leader. Sometimes that’s true. But titles don’t have much value when it comes to leading. True leadership cannot be awarded, appointed, or assigned. It comes only from influence, and that can’t be mandated. It must be earned.

What, then, is influence? Our favorite explanation of influence comes to us from nineteenth-century preacher and author Albert Barnes: “Influence is that in a man’s known talents, learning, character, experience, and position, on which a presumption is based that what he holds is true; that what he proposes is wise.”

George Barna tells us, “To be effective, a leader must have influence. But influence is a product of great leadership; it is not synonymous with it. You can have influence in a person’s life without leading him anywhere.”

Perhaps there will never be a short, cute definition for leadership. We are certain there will never be one upon which all “experts” agree. This very difficulty in arriving at a concise explanation for the concept illustrates the enormity of the subject at hand. But all of the above definitions hit near the same mark. Any attempts to be more concise or specific are like trying to grab smoke. For the purpose of this study, then, we will fuse the above commentary into the following:

Leadership is the influence of others in a productive, vision-driven direction
and is done through the example, conviction, and character of the leader.

(Posted by Kristen Seidl, on behalf of Chris Brady)

Hunger as a Discipline

The following excerpt was taking from Chris Brady and Orrin Woodward’s New York Times Best-seller, Launching a Leadership Revolution

Those who take active responsibility to foster their motivation on a regular basis will outperform those who do not. It is the responsibility of the leader to keep him or herself hungry on a regular basis. Napoleon Hill, author of the world-famous book Think and Grow Rich, said, “One must realize that all who have accumulated great fortunes first did a certain amount of dreaming, hoping, wishing, desiring, and planning before they acquired money.”

All of leadership starts with hunger. At any point in time when the leader is not hungry, the leader is not functioning as a leader. This may sound radical, but it is true. Remember, a leader takes people somewhere. The moment the leader is not moving, the leader is not leading. And it takes ambition to keep the leader moving.

Picture success as a road that leads to your dreams:

LLR

Along each side of the road are shoulders. Often the shoulders of roads are comprised of gravel. If a driver inadvertently runs onto the gravel, the sound serves as a warning that a course correction is required to resume traveling safely on the road. Conversely, sometimes that same gravel can grip the wheels of the vehicle and pull it from the road into the ditch.

On the left shoulder is comfort. Comfort is fine in small doses and in certain areas of life, but, like gravel, it can also serve as a warning. Remember, ambition flourishes in discontent with the status quo. Discontent and comfort cannot coexist. If a leader becomes too comfortable, ambition will die, and the soft gravel of comfort can pull him or her down into the Ditch of Complacency. Complacency is defined by Webster as “self satisfaction accompanied by unawareness of actual dangers or deficiencies.” Complacency pulls a leader from the road of success and halts all travel toward his or her dreams, as when a car is stuck in a ditch.

There is another danger in traveling too close to the Shoulder of Comfort: opposing traffic. Most people in life are looking for the easy road. They want comfort and will pay the price of mediocrity to get it, so they rush toward it like cows to the barn at feeding time. If a leader attempts to lead from a position of comfort, he or she will run smack into that mass of traffic heading in the other direction away from dreams and toward mediocrity.

Leaders, however, shun comfort and seek excellence instead. They subscribe to the theory held by author Al Kaltman: “Without meaningful work, life stinks.” They travel down the right lane in the diagram and away from oncoming traffic. The right lane is never crowded. There always seems to be a shortage of leaders but a plethora of people heading the other way. This is one thing that makes a leader so special. Also notice that being a leader means traveling close to the Shoulder of Frustration. In fact, this is the mark of any true leader. Being a leader is a study in managed frustration. How can one have ambition for a brighter tomorrow without being frustrated at the current set of realities? How can a leader be at war with the status quo and not be frustrated at the same time? The answer, of course, is that no leader can. Any real leader traveling the Road of Success toward his or her dreams will encounter frustration along the journey. Frustration can be healthy, but just like the shoulder on the other side of the road, this gravel of frustration presents a trap. Too much frustration can be a warning to the leader that his or her attitude is dipping and could pull the leader down into the Ditch of Discouragement. Discouragement is a showstopper because it robs the leader of hope. Without hope, the leader is trapped in the Ditch of Discouragement and makes no further progress toward his or her dreams.

CB quote pic 4

The only way to stay away from oncoming traffic, the Shoulder of Comfort, and the Ditch of Complacency—and the only way to travel near the Shoulder of Frustration but clear of the Ditch of Discouragement—is to focus straight ahead on the dreams in front of you. Having a dream focus keeps a leader safely on the Road to Success. The best way to stay focused is to manage that hunger.

So staying hungry is actually a discipline. Webster defines discipline as “training that corrects, molds, or perfects the mental faculties.” Hunger is certainly a mental faculty; notice that it needs training, molding, and perfecting. True leaders understand this and take the necessary steps on a regular basis to provide their hunger with the proper care and feeding. Many times, leaders don’t need to know more about what is to be done; they just need to find more leverage for themselves to do what they already know how to do.

(Posted by Kristen Seidl, on behalf of Chris Brady)

How to Become a Mentor of Mentors

In their book Launching a Leadership Revolution, authors Chris Brady and Orrin Woodward wrote about the five levels of influence, teaching that understanding each is an important skill for great leaders. These levels include:

1. Learning
2. Performing
3. Leading
4. Developing leaders
5. Developing leaders who develop leaders

Great mentoring is all about levels four and five. Brady and Woodward said, “When we wrote the book, we didn’t know it would become a New York Times, Wall Street Journal, and USA Today bestseller. We didn’t know that many thousands of people would embrace it and use it to build companies that build leaders. But we did know that leadership is only level 3, and that even more important than leadership is developing leaders.”

CB and OW quoteIn short, the greatest mentors don’t mentor only those they work with directly. Rather, they think of the people their mentees will mentor and even those who will be mentored
four or five generations ahead, and they help their mentees become the type of mentors who can become great mentors of mentors.

For example, consider how this works in a family setting. Some people focus on their career as the center point of life. Ask most people what they do in life, and they’ll say they’re a doctor, attorney, accountant, businessperson, engineer, or some other profession.

Sometimes, in contrast, we meet people who answer the same question by saying, “I’m a dad,” “I’m a father to three great children,” or “I’m a wife and mother.” While this cheeky answer frequently indicates that the person has given a lot of thought to his or her life purpose and priorities, the truth is that there is an even better way.

On one level, we can focus on our work life as the center of our purpose.

At a higher level, we can make our marriage and parental relationships the top priority.

At an even better level, we can be the kind of parents who wisely and consciously raise our grandkids—even when our own kids are just little. This means thinking through what we’re really doing as parents. Are we just career people who happen to have kids? Hopefully not.

Likewise, are we spouses and parents raising kids to be confident, contributing adults? This is a good step.

Or are we, above all, future grandparents who are raising our kids to be fantastic parents who themselves will raise their children in a way that positively influences several generations to come? Those who see their role in such far-reaching generational terms will approach their marriage and parenting in a purposeful way.

The same applies to business mentoring. If we mentor only the people with whom we work directly, we won’t be as helpful to them as if we see our role as one of mentoring them to be great mentors of mentors.

(This excerpt was taken from the Life Essentials Series book, Mentoring Matters. Posted by Kristen Seidl, on behalf of Chris Brady)

What Greatness Requires

“Everyone wants to be great, until it’s time to do what greatness requires.” – Joshua Metcalf

According to Chris Brady, there is a process and a path to greatness. In this article, Brady uncovers the secrets to skillful living and how to achieve a great life.

What Greatness Requires – by Chris Brady

If you’re going to do what greatness requires, you’re going to have to become great in order to EARN what greatness delivers. For example: if you are going to do great financially, you probably have to be great as a man first. True greatness requires greatness.

The problem is that most people’s lives are a mess. There is something called skillful living and in Life, we teach about skillful living through our products. Think about it, how many people do you see that you can honestly say are living skillfully?

Skillful living requires consistent, productive, daily habits, and greatness requires skillful living. To break it down even further, daily habits require two components:

  1. The right inputs
  2. Time

By applying the right inputs over time, you will be able to manufacture an awesome life!

It all seems so obvious, yet so few people actually do it. Why? Because most people underestimate the power of positive habits multiplied by time, and conversely, most people also underestimate the destructive power of negative habits over time. 

The inputs:

  1. Read– What do you read on a daily basis that’s designed to make you better?
    • There’s positive stuff that you should be reading on a consistent daily basis to the point where you have to fall in love with it. Then there’s stuff you should stop reading that doesn’t help you at all.
    • Tune down the negative and tone up the positive.
  2. Listen – What do you listen to on a daily basis?
  3. Associate – Who do you hang around with?
    • It may take you hanging out with better crowds in order to put you in a better position in your life.
  4. Self-talk – what do you tell yourself?
    • You should have an affirmation statement that you can run through your mind all the time.
  5. What do you watch?
    • On TV, social media, or You Tube- It may not be negative, but it may not be positive either.
    • Just because technology can make something easy to watch, doesn’t mean you should watch it.
    • Do you actively block stuff out and refuse to let it come through your eyes?
  6. What do you visualize?
    • What kind of future do you run in front of your mind?
    • What is the vision that you see- the picture in your mind’s eye of what your life will be like one day?
    • What kind of person do you want to become?

quote pic 2

Once you’ve changed and identified your inputs, multiply them by time and you will achieve a great life. Remember, time is a currency. You should spend it carefully and intentionally.

“When you begin to take your life seriously, you will also start taking time seriously. Those who don’t take time seriously aren’t very serious about their lives.”

Skillful living depends on the wise deployment of time, and time can also be helpful in choosing the right inputs. Stop reading for a moment and grab a piece of paper and a pen and answer this question in 7 categories of your life:

20 years from now, what will you wish you had done today?

In your health…

In your family…

In your soul/spirit…

In your finances…

Personally…

Professionally…

For others…

Create a picture of the best you. The things 20 years from now you will wish you had done today will represent the best you. You can’t stop bad choices and habits; you can only replace them with productive choices and habits. So, replace destructive stuff with productive stuff.

“You will always be thankful for the gifts your present self sends forward through time to your future self. And you will always be sick with regret when you don’t.”

If you want the life that greatness brings, you have to be willing to do the things that greatness requires. Greatness requires skillful living; skillful living requires consistently, productive, daily habits; and consistently, productive, daily habits require the right inputs, consistently applied over time.

The way to do that is to have a longer view: Look backwards from 20 years at you today and picture that 20 year (plus) you cheering you on. What would that guy say if he could come back right now? Would he come back and smack you? Or come back and thank you?

Lastly, it ultimately comes down to hunger. Most of the habits are not hard to do; they’re just easier not to do. Greatness requires hunger; and if you’ve got hunger, there’s no limit to what you can accomplish.

(Posted by Kristen Seidl, on behalf of Chris Brady)