Veritas Inc. inspirational images and quotes

Need some inspiration to help you through the day? Veritas Inc. is happy to supply some business quotes and images- just for you! Enjoy.  

Winners take time to relish their work, knowing that scaling the mountain is what makes the view from the top so exhilarating. – Denis Waitley

Who likes not his business, his business likes not him. – William Hazlitt

The new source of power is not money in the hands of a few, but information in the hands of many. – John Naisbitt

“There are two ways to extend a business. Take inventory of what you’re good at and extend out from your skills. Or determine what your customers need and work backward, even if it requires learning new skills.” – Jeff Bezos

“It’s fine to celebrate success but it is more important to heed the lessons of failure.” – Bill Gates

You need to be aware of what others are doing, applaud their efforts, acknowledge their successes, and encourage them in their pursuits. When we all help one another, everybody wins. – Jim Stovall

"When you are 80% done, then move. The final 20% is dysfunctional."- Alan Weiss

Nobody talks about entrepreneurship as survival, but that’s exactly what it is and what nurtures creative thinking. Running that first shop taught me business is not financial science; it’s about trading: buying and selling. – Anita Roddick

"Successful and unsuccessful people do not vary greatly in their abilities. They vary in their desires to reach their potential." --John Maxwell

Success in business requires training and discipline and hard work. But if you’re not frightened by these things, the opportunities are just as great today as they ever were. – David Rockefeller

Yesterday’s home runs don’t win today’s games. – Babe Ruth

"It takes as much energy to wish as it does to plan."  — Eleanor Roosevelt

Employee Advocacy- how to increase sales through employee independence

How does one increase sales?  It’s a question that every retailer asks themselves, and one which seems to have as many answers as there are retailers.  But one of the best ways to answer that question is to look at people who are doing it right.  People like Lululemon.

Lululemon was recently listed number 3 on RetailSails list of the 10 retailers with the highest sales per square foot, right behind Apple and Tiffany.  A yoga-inspired fitness apparel company, Lululemon’s employees follow a rather unique profile.  Not only are they encouraged to live a healthy lifestyle, but type A personalities and strong team players are also aggressively sought out.

But more than that, Lululemon encourages employees to own their brand.  Store managers are responsible for almost every decision regarding their individual store, including store layout, color coordination, and community involvement, effectively encouraging them to think of it as their own small business.  And given that seventy percent of managers are internal hires, retail store employees (known internally as “educators”) know that they have the ability to reach that level.

Internally, educators are heavily trained.  No matter what their level of skill, all new hires work the floor for three weeks and receive thirty hours of in-house training.  They are taken to spin and yoga classes to make sure that they understand the culture, and they try on all of the products to help grasp just what it is that a customer is looking for when shopping for fitness brands. 

These employees know the product and, because of their training, have the confidence necessary to communicate the value of those products to customers.  They are the most effective kind of employee advocates, with the coaching and information needed to answer every question- and the empathy to want to help the customer in their goals. 

And it’s that kind of employee that helps a little fitness brand expand into a multi-national empire.

Best Performing CEO’s in the world

Harvard Business Review recently came out with their list of the top 100 best CEOs in the world, and the results are intriguing.  The HBR judged CEO’s based on their return on shareholder investment and how much their firm’s market value increased, among other requirements. 

This year, there was considerable turnover in the top 100.  About half of the CEOs on the 2013 list are different than he 2010 list.  Some of that was that more CEOs were included in the 2013 study, including international corporations.  Because of this, several newcomers to this list include those from other countries.

Among them were Lars Sorensen, CEO of Novo Nordisk, and Li Jiaxiang of Air China.  But while China has been rapidly growing over the last decade, the CEOs there are not succeeding as well as their U.S. counterparts.  On average, however, U.S. CEOs did not do as well as their Latin American, Indian, or British counterparts.

One of the most interesting results of the data was that it showed that over 74% of the surveyed CEOs were insiders and, overall, CEOs that had been hired from within rather than without did better.  In the US especially, outsider CEOs did not usually deliver the goods as well as insider CEOs.

MBAs seem to still be useful, as the study found that the average MBA ranked 40 places higher than the average non-MBA.   But while many have theorized that having a company do good philanthropically or environmentally could help CEOs succeed, the data doesn’t seem to support that theory.  But that wasn’t true across the board, as CEO’s like Franck Riboud of Danoe was able to both succeed financially and receive high ratings in his company’s CSR.  Alessandro Carlucci, of Natura also was able to pull together successful results.

Check out the complete list of the top 100 CEOs, and more of the HBR’s evaluation of the data here.

http://hbr.org/2013/01/the-best-performing-ceos-in-the-world/ar/1

Four pieces of advice for leaders in business

Sometimes being a leader can seem like a lonely job.  The very nature of leading means that there are few people around who can advise you about whether or not you’re doing something correctly.

Which is why good leaders look to other leaders, especially those who have already succeeded.  Who better to tell you what works in business than someone who has seen it work first hand?  Here are a couple of pieces of advice from successful business leaders.

Listen first, then act.  This advice comes from Cordia Harrington, President and CEO of Tennessee Bun Company.  Cordia came from a family where her families lived month-to-month and it was a treat to visit the local McDonald’s once a month.  But she found success first in real estate, then construction, then by becoming one of the first female McDonald franchise owners in history, and finally by becoming CEO of The Bun Company, a conglomerate supplying buns and English Muffins worldwide to McDonald’s and other distributors.

According to Cordia, listening first to the issue, making sure you understand it, and only then trying to coach is one of the most valuable pieces of advice that she has ever been given.

Listen to both sides of the argument.  Brian Lees, Massachusetts State Senator and Senate Minority Leader had this information from his mentor, United States Senator Edward Brooke.  Listening to only one side of an issue, or only to the people who share your views, means that your own opinions aren’t as well defined as they could be otherwise.   On the other hand, listening and talking to a wide variety of people and listening to their views is essential to becoming a good business leader- one who understands all the issues in play.

Be curious.  As Einstein once put it, “I have no special talent. I am only passionately curious.” According to Mary Jean Thornton, former Executive VP and CIO of the Travelers, she has been successful because she learned to stay intellectually curious, which has allowed her to better understand the present and to challenge both herself and her people in her organization.  This has helped all of them end up closer to their original business for the firm.

Know the answers to the questions your staff wants to know.  According to Kevin Nolan, president and CEO of Affinity Health Systems, every employee in any organization wants to know the answers to three questions:  “Where are we going?” “How are we going to get there?” and “What is my role?” Knowing the answers to these questions helps keep your organization moving forward in the right direction, and helps keep everyone who works for you on track for success.

Veritas Inc. presents- Best leadership quotes

"The trick is in what one emphasizes. We either make ourselves miserable, or we make ourselves strong. The amount of work is the same" – Carlos Castaneda

"Success is not final, failure is not fatal: it is the courage to continue that counts."- Winston Churchill

“Eighty percent of success is showing up.”  - Woody Allen

"Intelligence without ambition is a bird without wings." -Salvador Dali

“Fall seven times, Stand up eight.” – Japanese Proverb

“Courage is the discovery that you may not win, and trying when you know you can lose.” – Tom Krause

“You can't do today's job with yesterday's methods and be in business tomorrow”

“The path to success is to take massive, determined action.” – Tony Robbins

"Drive thy business or it will drive thee." -Benjamin Franklin

“Don't spend time beating on a wall, hoping to transform it into a door. ” ― Coco Chanel

"Continuous effort - not strength or intelligence - is the key to unlocking our potential." -Winston Churchill

"The only way of finding the limits of the possible is by going beyond them into the impossible." -Arthur C Clarke

“There’s always a way – if you’re committed.” – Tony Robbins

“Do you want to know who you are? Don’t ask. Act! Action will delineate and define you.” – Thomas Jefferson

Veritas Inc. has a couple of great trips planned!

Veritas Inc. is looking forward to a couple of trips that should be as much fun as they are inspirational.  Ed Cunliffe, the leader of Veritas Inc., is planning on taking several of the team’s leaders and travelling cross country to Seattle and Los Angeles.  The group of them will be spending some time in Seattle and south to Los Angeles.

In Los Angeles the group will be taking part of a client summit, where they will be working with all of the companies taking part in the project to narrow down their focus on the client’s marketing campaign and brainstorm ways to make it even more successful. 

In Seattle the team from Veritas Inc. will be taking part in a leaders meeting, where they will be working with other sales leaders from across the country to develop their skills and get themselves pumped up for another great year. 

All in all, it looks like quite an awesome time.  Congratulations to those leaders who have earned the chance to represent Veritas Inc. at these events!

Kennedy Space Center Director Talks leadership

Robert Cabana, the Director of the Kennedy Space Center, was interviewed by Tom Fox at the Washington Post and gave a great discussion about what it means to be a leader. 

One of the things that made him a successful leader is the passion that he has for the job. Ever since he saw the Wright Flyer at the Smithsonian he knew that he wanted to fly. His career in flight led him to the shuttle, which led him to where he is today. Because of this, he is passionate about what he does and energetic about the part that the Space Center plays in the world, and he channels that passion into his job.

But it’s more than that. He says that, especially in tough times, it’s helpful to be clear about the problems that lie in front of the team and to engage them in helping to develop solutions. 

“I really believe in servant leadership,” he adds. “You have to put the welfare of your people above your own.”

As a Director, Cabana says that he is active in his employee’s lives. He spends time on the floor checking in with his team, asking them what they’re doing and seeing what is going on. As he puts it, “you’ll learn more from walking around on the floor than you’ll ever learn sitting in some conference room up on the top floor.”

Checkout the entire article here.

Things great leaders do- from Veritas Inc.

Anyone can shout instructions, and any business with a good team can survive despite the person who is leading them. But great businesses are led by great leaders, people who understand that there is a lot more to leading a team than just giving instructions.

One thing that leaders know instinctively is that a business always runs better if employees have ownership in it. This means that they leave room for the team to come up with their own solutions to problems, rather than simply implementing what leadership has lain out. Not only does this lead to greater innovation, but the team will have more inclination to move forward with those ideas in an energetic and enthusiastic fashion.

Another thing is that they give attention, both deserved and undeserved. Everyone loves attention, especially when they aren’t expecting it. When a boss finds something tiny and unexpected to compliment, it shows that they are paying attention and appreciating the little things that everyone does. And sometimes, it’s a good idea to give a compliment like it could be self-fulfilling prophecy. People who receive compliments that they don’t quite see in themselves will sometimes work harder to make that compliment true.

Take the blame, even while giving the accolades to the team. The surest way to ensure employee loyalty is to follow this simple instruction. If someone makes a mistake or a team fails, a good leader should deal with the problem internally and then take the blame publically. Singling out scapegoats only creates an atmosphere of distrust and fear. The opposite is also true, if, when a team succeeds, the executive takes all the credit they’ll soon find their team leaving for greener pastures.

Veritas Inc. Training

We’ve had an interesting couple weeks at Veritas Inc..  Halloween has come and gone, the storm has passed us by, and there’s a definite chill in the air.  But the most exciting thing that happened to us in the last couple of weeks was the training that we had on Monday.

Periodically we invite clients to come into the office to help develop their campaigns and work with our team to train them more effectively.  One of our large telecom clients came into our office on Monday and worked with our team to help nail down their campaign more effectively.

And honestly?  It was a blast.  Not only did we get a chance to meet some of the people on their team, but we also had the chance to introduce them to the staff that has been assigned to their project and show them all the great progress that we have been making on their campaign.  Better yet, we worked together to help devise a more cohesive voice for our sales professionals as they work to find more customers for our client and help better reach out to the customers they already have.

After Monday’s training the team at Veritas Inc. is better equipped to reach out face-to-face to the public and provide a voice and a face for the brand.  We’re excited to get back to work!

How Can We Motivate the "Middle Performer?"

By Mark Murphy, CEO of Leadership IQ | Aug 14, 2009

Most leaders assume that middle performers are already doing the best they can, and so dismiss taking any action to improve their performance. Middle performers, in turn, internalize this assumption and stop trying to be anything more than what they already are.

Employees need feedback, both good and bad, in order to succeed. Middle performers typically account for 70 percent of the workforce. This translates to two-thirds of your employee base that, if you are like most leaders, by the very merit of not being told whether they are doing "good" or "bad," are being encouraged to tread water at only average performance levels.

While it is likely that a few of your middle performers simply do not have any more to give, most of them, for reasons we will explore, have substantial unrecognized potential. In other words, middle performers absolutely have the ability to tip the scales of success in your favor. As a leader, it is your job to uncover this hidden talent and motivate middle performers to reach towards higher performance.

It sends a powerful message when you tell a middle performer, "You've got what it takes. Go ahead and run with this. I trust you." When you can say these words with conviction, and a middle performer suddenly realizes they can be more than what they currently are, it's a powerful moment for them, for you as a leader, and for the organization as a whole. You may even find that when given a little time and attention, middle performers will rise considerably on the performance curve and become high performers.

Middle performers are not some amorphous group that can be lumped into a single category and uniformly addressed. There are five critical reasons why middle performers remain middle performers, and we've created a grouping for each. In the course of working day-to-day with these folks, you should be able to pick out the patterns and key elements that assign them to one of these five groups. If not, it's time to get out there and get to know your middle performers. Most of them are eager to be noticed and heard, and with just a little prompting, they'll probably tell you exactly what you need to know. Let's take a look at these middle performer groups and explore what can be done to maximize their hidden potential.

Maxed Out
The first group consists of employees that are simply maxed out. These are the folks who are perfectly competent at doing what they've always done, but who are consistently unable to produce when given more challenging tasks. There may have been a time when those in the "maxed out" group had a desire to be high performers, but they've since reached a pinnacle of performance they're unable to eclipse. Most leaders mistakenly assume that all middle performers belong to this group; however, only 10 to 15 percent of those in the middle are truly maxed out.

It's a poor use of a leader's time to try and develop those in the "maxed out" group. This is not to say this group of middle performers is incapable of bringing value to an organization. Not everyone can run a four-minute mile, but this does not mean that those who can't should give up running. If this were the case, Mark, by his own admission, would never have started running, let alone plodded his way through a marathon! The "maxed out" are steady, reliable employees that meet expectations and tend to be generally happy where they are. They may not win the race, but they definitely know the way to the finish line. Investing time to develop "maxed out" employees may be unwise, but remember, these folks still have Shoves and Tugs that need to be recognized and acknowledged if you hope to retain them.

Don't Know How
The employees that make up the second group are those that just don't know how to reach high performer status. They seem to be going full steam ahead, but somehow always fall short of distinguished performance. The "don't know how" middle performers are often stuck in this performance rut due to working for leaders that don't take the time to clearly state high performance expectations---or any expectations at all. This is often a result of the afore mentioned misconception that middle performers have no more to give, hence the belief that it is a poor use of time to try and develop any of them. And so the cycle of middle performance begins.

As discussed in our other articles, a leader will never successfully create a high performance workplace if he or she does not clearly communicate expectations. Even a high performer is going to be at a loss for how to meet the mark if told, "Sales are just not good enough. I need to see improvement." Without knowing how much improvement and by when, the "don't know how" middle performer may give what he or she thinks is high performer effort, only to be met by dissatisfaction from the boss. Ongoing, this situation becomes a confusing hit or miss scenario where the employee is never sure whether or not they are on target. They start viewing their leaders as capricious, and making the effort to try and please them becomes obsolete.

No Confidence
Middle performers that lack confidence in their ability to achieve high performer status make up the third group. By and large, this situation exists due to an erroneous notion of what defines a high performer. When a leader's time and attention is primarily focused on combating low performers and praising high performers, a very clear, although often inaccurate, message of "good" and "bad" is absorbed by those in the middle. By merit of the positive attention they receive; high performers can appear to be perched on a pedestal that seems impossible to reach. Even though many middle performers possess the skills and attitude of a high performer, they simply do not see themselves as having what it takes to make the climb to the top.

As a leader, there is much you can do to induce "no confidence" middle performers to make the climb to higher performance. If employees don't get regular feedback from the boss, they are left to their own devices to figure out how they are doing with respect to performance. And if communicating displeasure over negative performance seems to come easier to you than giving positive feedback over a job well done (as is the case with many leaders), you are actually promoting negative reinforcement that will have an equally negative effect on getting middle performers to shoot higher.

Because middle performers tend to discount their own accomplishments, it is especially important to take the time to comment on the good work being done by this group of employees. Granted, their efforts may not be in the same realm as high performers, but their positive actions warrant your attention nonetheless. This is your opportunity to set the record straight that middle performers are of value to the company, and to start turning their confidence levels around.

Costs Are too High
A common misconception among some middle performers is that being a high performer goes hand-in-hand with being a chronic workaholic. The fourth group of middle performers refrains from giving their all as they foresee that the costs of being a high performer are just too high. It may be that they have been witness to a few high performers that compulsively feel the need to work, and who, in doing so, embrace long hours and weekends at the office. It may also be that this group of middle performers does not fully understand what the expectations of high performance are, and so imagine that the only way to move to the next level of performance is to trade personal life and outside interests for increased work time.

The "costs are too high" middle performers are blocked from becoming high performers by their apprehension over the Shoves they think accompany the role. It may be that these Shoves are only hypothetical, and that you can easily assuage these concerns by talking these middle performers through their incorrect assumptions. However, there is always the chance that these high performer Shoves are in fact quite real. Once again, employees can provide a clear view to organizational problems of which you may not be aware. It is worth your while to ask your high performers, during your monthly or quarterly Shoves and Tugs conversation, if any of these shove factors are factual. You may uncover valuable information by which you can instigate some changes that not only will help you motivate middle performers to a higher level of production, but will have the added bonus of working to retain high performers.

Benefits Are Too Low
The fifth group of middle performers is comprised of those employees that believe the benefits of being a high performer are just too low. These are the folks that have the skills and attitude of a high performer, and who would be happy to do what it takes to move up to the next level, if only they could see the tangible benefit of doing so. They question each possibility of advancement, and if they foresee no favorable return, suspecting instead that the "rewards" will be factors such as a minimal pay increase, added hassle, and little to no promise of promotion, they turn away from making high performer efforts.

Not unlike the "costs are too high" middle performers, those in the "benefits are too low" group may simply be reacting to hypothetical conditions. In this situation, middle performers will be demotived by what they perceive to be a lack of Tugs. Once again, this may be valuable information that should be investigated with your high performers during Shoves and Tugs conversations. If you find that the suspicions of the "benefits are too low" middle performers are not valid, you will need to reinforce the actual benefits of high performance. And if they are valid, you will need to address that factor.

Make sure that high performer benefits are things that will work to motivate all your employees. If some or all of your high performers concur that the benefits really are not all that great, it's time to consider making some changes that will retain your current high performers and induce middle performers to make the jump.

Information found on: http://www.leadershipiq.com/articles/motivating-middle-performers/#

Top 10 Leadership Qualities

By David Hakala on March 19, 2008

A leader with vision has a clear, vivid picture of where to go, as well as a firm grasp on what success looks like and how to achieve it. But it’s not enough to have a vision; leaders must also share it and act upon it. Jack Welch, former chairman and CEO of General Electric Co., said, "Good business leaders create a vision, articulate the vision, passionately own the vision and relentlessly drive it to completion."

A leader must be able to communicate his or her vision in terms that cause followers to buy into it. He or she must communicate clearly and passionately, as passion is contagious.

A good leader must have the discipline to work toward his or her vision single-mindedly, as well as to direct his or her actions and those of the team toward the goal. Action is the mark of a leader. A leader does not suffer “analysis paralysis” but is always doing something in pursuit of the vision, inspiring others to do the same.

Integrity is the integration of outward actions and inner values. A person of integrity is the same on the outside and on the inside. Such an individual can be trusted because he or she never veers from inner values, even when it might be expeditious to do so. A leader must have the trust of followers and therefore must display integrity.

Honest dealings, predictable reactions, well-controlled emotions, and an absence of tantrums and harsh outbursts are all signs of integrity. A leader who is centered in integrity will be more approachable by followers.

Dedication means spending whatever time or energy is necessary to accomplish the task at hand. A leader inspires dedication by example, doing whatever it takes to complete the next step toward the vision. By setting an excellent example, leaders can show followers that there are no nine-to-five jobs on the team, only opportunities to achieve something great.

Magnanimity means giving credit where it is due. A magnanimous leader ensures that credit for successes is spread as widely as possible throughout the company. Conversely, a good leader takes personal responsibility for failures. This sort of reverse magnanimity helps other people feel good about themselves and draws the team closer together. To spread the fame and take the blame is a hallmark of effective leadership.

Leaders with humility recognize that they are no better or worse than other members of the team. A humble leader is not self-effacing but rather tries to elevate everyone. Leaders with humility also understand that their status does not make them a god. Mahatma Gandhi is a role model for Indian leaders, and he pursued a “follower-centric” leadership role.

Openness means being able to listen to new ideas, even if they do not conform to the usual way of thinking. Good leaders are able to suspend judgment while listening to others’ ideas, as well as accept new ways of doing things that someone else thought of. Openness builds mutual respect and trust between leaders and followers, and it also keeps the team well supplied with new ideas that can further its vision.

Creativity is the ability to think differently, to get outside of the box that constrains solutions. Creativity gives leaders the ability to see things that others have not seen and thus lead followers in new directions. The most important question that a leader can ask is, “What if … ?” Possibly the worst thing a leader can say is, “I know this is a dumb question ... ”

Fairness means dealing with others consistently and justly. A leader must check all the facts and hear everyone out before passing judgment. He or she must avoid leaping to conclusions based on incomplete evidence. When people feel they that are being treated fairly, they reward a leader with loyalty and dedication.

Assertiveness is not the same as aggressiveness. Rather, it is the ability to clearly state what one expects so that there will be no misunderstandings. A leader must be assertive to get the desired results. Along with assertiveness comes the responsibility to clearly understand what followers expect from their leader.

Many leaders have difficulty striking the right amount of assertiveness, according to a study in the February 2007 issue of the Journal of Personality and Social Psychology, published by the APA (American Psychological Association). It seems that being underassertive or overassertive may be the most common weakness among aspiring leaders.

A sense of humor is vital to relieve tension and boredom, as well as todefuse hostility. Effective leaders know how to use humor to energize followers. Humor is a form of power that provides some control over the work environment. And simply put, humor fosters good camaraderie.

Advice to Millennials

Written by Gary Polson, mentor.

"I believe that you may belong to one of the greatest generations of our time. You follow in the footsteps of other individuals who accomplished amazing things before they were 30. Steve Jobsco-founded Apple at the age of 21. Bill Gates co-founded Microsoft at the age of 20, and fellow Millennial, Mark Zuckerberg co-founded Facebook at the age of 19.

So be proud of your considerable talents and ambition. Use your mastery of technology, your competitive spirit and intensity, your creativity and your aptitude for collaboration and communication. These gifts prepare you well for success in life and work.

It is important to remember, too, that all great people have had great mentors who have inspired and guided them. Bill Gates considers legendary investor, Warren Buffet, as a mentor, and Gates himself has been an important influence on Mark Zuckerberg. Similarly, you should find people from whose knowledge and wisdom you could learn. Buffet said the key to sucess is to know who to be the batboy for. Good mentors can teach you how to avoid the mistakes and landmines that can harm your reputation and career prospects. Additionally, they can arm you with the knowledge and skills to perform at your best.

Certain concepts are timeless: sacrifice and struggle for long-term success; going the extra mile to reach your goals; if you get knocked down seven times, get back up eight; and so on. Mentors can help you with these vital lessons, especially when you are struggling. They can give you the support and guidance to help you get back on your feet and embrace something Abraham Lincoln once said: 'Things may come to those who wait, but only the things left by those who hustle.'"

Well said. Thanks, Gary!

A Man Without Passion is a Fire Without Light

A person without passion has no more value than a candle without a flame or a fire without a light. By passion, I mean zeal, enthusiasm, or fervor. It is the force that relentlessly drives one forward. Passion is a burning desire that create commitment to a person, project, or life. A world without passion is a world without Mother Theresa, Mozart or Michaelangelo. Every great endeavor has been fueled by passion.

The opposite of passion is indifference. A society in which no one cares about their job or country is on the verge of collapse. Passion is the motor that propels us to our destination and the glue that binds our society together. However, not all passion is good. That's why Henri Frederic Amiel wrote, "The fire which enlightens is the same fire which consumes." Adolf Hitler, Pol Pot, Jim Jones, and Charles Manson were passionate. Passionate, but grossly misguided. Instead of reaching for the stars, they dove into the depths of hell.

To be of value, passion must be illuminated by knowledge. Before giving our heart, we must make sure the object of our passion is ennobling, not destructive. Those on a spiritual quest should exercise great caution before joining any new group. Examine the claims and research the background of the group before getting excited. Otherwise, you could wind up becoming a cult member.

Also, passion is not to be confused with obsession. When we are obsessed, we are controlled by cravings. We become slaves to addictions and compulsions. The only progress we make is downward. Once we are in a tailspin, it's hard to recover by ourselves. So, if we find ourselves in such a predicament, we need to find outside help. Passion, on the other hand, is a conscious decision. We choose to devote ourselves to a worthwhile cause, such as our family, career, or charity.

Passion has magical power. It can bring the nonexistent into existence. For example, Walt Disney's passion helped him overcome severe setbacks, a nervous breakdown, and the discouragement of staff, peers, and friends. Acting against the advice of all, he transformed his dream of Disneyland into reality. Another magical quality of passion is its ability to lighten our load. With the wave of a wand, work becomes fun! Tedious effort becomes exciting! Passion is also power, for as Margaret Mead wrote, "Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it is the only thing that ever has."

You will also find that doors that are locked for ordinary folks suddenly open for those with passion. How can one resist their enthusiasm? Even if the doors remained shut, the fire of their passion would burn them down! The passionate have big dreams and big dreams come with big problems. But who cares? Those with passion are focused on their goals, not themselves. They are wrapped up in their dreams, not their worries. They don't have the time or inclination for self-pity. When things go wrong, they learn from their mistakes and quickly continue on their way.

Consider for a moment, what are the alternatives to a life of passion? Would you rather go to work with a frown, instead of a smile? Would you rather lead an empty life or one filled with purpose? Would you rather delight in or dread the beginning of a new day? Would you rather be a survivor or a success? Whenever it is a matter of ability or passion, passion is always the victor in the battle for success.

Spike Lee offers this advice, "It is really important that young people find something that they want to do and pursue it with passion. I'm very passionate about filmmaking. It's what I love to do." The American Industrialist, Charles M. Schwab, had this to add, "The person who does not work for the love of work but only for money is not likely to make money nor to find much fun in life."

What if we recognize the importance of passion but somehow lack it? What can we do to nurture it? Well, recognizing its importance is the first step. Other steps you can take follow.

1. Take responsibility. The only bad hand you have been dealt in life was dealt by you. From today, "Don't do things half-assed," says Hugh Young, "If a thing is worth doing at all, it's worth doing as well as you can possibly do it. Pick out something you think is worthwhile and do it or work at it with passion. Do it with all your might."

2. You find what you look for. Instead of looking for the bad in your job or situation, look for the good. Look for the opportunities. Search for the solutions. Look for the way.

3. Make a plan. Once you've found some opportunities and solutions, make a plan of action. What should you avoid doing and what should you start doing now?

4. Make a decision. Now that you have a plan, decide to act on it. Set deadlines and start following your new road map to success. Enjoy the ride.

5. Stoke the fire of passion. To keep passion's fire burning brightly, review the day's events in the evening. Monitor your progress. Relish your achievements and learn from your mistakes.

6. Don't douse the flames. You want to ignite your life with passion, but be careful of burnout. Work hard, but schedule breaks, leisure, entertainment, and family time. Don't forget to reward yourself occasionally.

7. Recharge your batteries. Make time for the gym, sports, long walks, or meditation to relieve stress, refresh you spirit, and renew your energy.

8. "Develop interest in life as you see it; in people, things, literature, music - the world is so rich, simply throbbing with rich treasures, beautiful souls and interesting people. Forget yourself." (Henry Miller)

9. Take brief "awareness breaks" throughout the day to remind yourself of the joy of being alive.

10. Avoid negative people and associate with enthusiastic people.

11. Share your zest for life with others. Brighten up their day. Their warm response will reinforce your passion.

12. Take "vitamins for the mind." That is read or listen to motivational material to keep the flames burning.

WRITTEN BY CHUCK GALLOZZI

It's All About Doing What it Takes to Increase Your Quality of Life

An unemployed man is desperate to support his family of a wife and three kids. He applies for a janitor's job at a large firm and easily passes an aptitude test.

The human resources manager tells him, 'You will be hired at minimum wage of $5.35 an hour. Let me have your e-mail address so that we can get you in the loop. Our system will automatically e-mail you all the forms and advise you when to start and where to report on your first day.' Taken aback, the man protests that he is poor and has neither a computer nor an e-mail address.

To this the manager replies, 'You must understand that to a company like ours that means that you virtually do not exist. Without an e-mail address you can hardly expect to be employed by a high-tech firm. So, Good Day.'

Stunned, the man leaves not knowing where to turn and having $10 in his wallet, he walks past a farmers' market and sees a stand selling 25 lb. crates of beautiful red tomatoes. He buys a crate, carries it to a busy corner and displays the tomatoes. In less than 2 hours he sells all the tomatoes and makes 100% profit. Repeating the process several times more that day, he ends up with almost $100 and arrives home that night with several bags of groceries for his family.

During the night he decides to repeat the tomato business the next day. By the end of the week he is getting up early every day and working into the night. He multiplies his profits quickly.

Early in the second week he acquires a cart to transport several boxes of tomatoes at a time, but before a month is up he sells the cart to buy a broken-down pickup truck.

At the end of a year he owns three old trucks. His two sons have left their neighborhood gangs to help him with the tomato business, his wife is buying the tomatoes, and his daughter is taking night courses at the community college so she can keep books for him.

By the end of the second year he has a dozen very nice used trucks and employs fifteen previously unemployed people, all selling tomatoes. He continues to work hard.

Time passes and at the end of the fifth year he owns a fleet of nice trucks and a warehouse that his wife supervises, plus two tomato farms that the boys manage. The tomato company's payroll has put hundreds of homeless and jobless people to work. His daughter reports that the business grossed over one million dollars.

Planning for the future, he decides to buy some life insurance.

Consulting with an insurance adviser, he picks an insurance plan to fit his new circumstances. Then the adviser asks him for his e-mail address in order to send the final documents electronically.

When the man replies that he doesn't have time to mess with a computer and has no e-mail address, the insurance man is stunned, 'What, you don't have e-mail? No computer? No Internet? Just think where you would be today if you'd had all of that five years ago!'

"Ha!", snorts the man. "If I'd had email five years ago I would be sweeping floors at a hi-tech firm and making $5.35 an hour."