THE ROAD TO SUCCESS

The road to success is not straight. There is a curve called Failure, a loop called Confusion, speed bumps called Friends, red lights called Enemies, caution lights called Family. You will have flats called Jobs.

But, if you have a spare called Determination, an engine called Perseverance, insurance called Faith, a driver called Jesus, you will make it to a place called Success. Pass it on to ten people whom you want to see blessed.

R-2 A-2, THE FORMULA FOR SUCCESS

Recognize: to identify the principle, idea or technique.

Relate: to connect or join together, to establish a relationship to your own life.

Assimilate: to incorporate; to absorb; to become a part of your own thinking.

Apply: to follow through and act upon.

DO IT NOW!

Source: Science of Success, Napoleon Hill
2007 Shaques Publishing Inc.

THE QUALITIES OF A LEADER

To be a successful leader, you must:

* Be a teacher and communicator. Facilitate understanding and communication.
* Delegate responsibilities. Accomplish things through other people.
* Have stamina and take of yourself.
* Manage time and use it efficiently. You don't have to do everything. Make sure you develop a partnership with staff and elected leaders.
* Have technical competence in subject matters. Your job is to understand what the industry is all about.
* Do not condone incompetence. Be diplomatic, but look to the people of the future and select those who can perform. Leaders have a responsibility to ask those humor.
* Be decisive. Know issues and who don't perform to move on.
* Take care of your people. Recognize those who are giving their valuable time and congratulate them on a job well done.
* Understand and be faithful to your strategic vision.
* Be willing to subordinate your ego. It's okay to give recognition, because people give it right back. Don't take credit first.
* Know how to run a meeting.
* Be a motivator. Be committed.
* Be visible and approachable. Arrive early at meetings and gatherings and circulate.
* Possess a sense of where you stand.
* Look at issues. Don't let your personal emotions rule you.
* Have stability. Leaders should be reliable.
* Be open-minded. Be receptive to other people's ideas.
* Have dignity. Have high standards and a working knowledge of Miss Manners.
* Show integrity.

By: Dorcas Helfant (1992 President National Association of REALTORS®)
2007 Shaques Publishing Inc.

INSPIRED BY YOU

I've seen rainbows
That can take your breath away!
When it comes to shooting stars
On New Year’s Eve,
I’m yet to see anything
As beautiful as you!

My love’s the notepad
You can write your feelings.
Use me to absorb your tears,
But don’t throw me after use.
When you feel cold I'll burn
Each page to keep you warm!

I can't help it if your smile
Makes my heart glow:
Each day I awake
To be inspired by you.
And I'm blessed because you
Are my darling to be.


© Jack Stevenson 2007

WITHOUT CHEMISTRY I

Chemistry is the elusive quality that separates a romantic relationship from a platonic one. It’s the special attraction, the magical essence that makes us want to have sex with a particular person, to blend and be one with that person. Since chemistry is such a powerful force, it has to be handled carefully.

If sex can be the glue that keeps even a bad relationship alive, it can also, ironically, be the death of a good relationship, if the timing isn't right. For years movies and novels have given us variations of the "instant-fireworks" scenario, wherein two virtual strangers fall into bed together, have perfect sex, fall in love, and live happily ever after. There's no denying this makes a good story, but, real life situations these stories can be different. Here’s a more likely scenario:

Imagine that you're with someone who's really pretty wonderful. There are no red flags popping up in your head, no signs that this person has critical flaws, no indication that sex with this individual would be a ghastly mistake. Quite the contrary — you've been out together a couple of times, things are going well between you, and the chemistry has hit full force. Everything seems quite natural. Maybe this truly is the perfect person for you.

So here you are, in bed together for the first time. And suddenly you realize you are buck naked, staring straight into the eyes of somebody who is, for all practical purposes, a stranger. There you are, absolutely exposed to someone you really don't know at all, on the verge of participating in the most intimate act two human beings can possibly do together. So how do you feel? Romantic? Overwhelmed with passion?

No, more than likely you're scared silly — or, at the very least, you're feeling more than a little awkward or self-conscious. The bigger these negative feelings get, the less fun you're going to have.

If you're a woman, the effect can be an inability to achieve orgasm. It's difficult enough to be nude in front of somebody you scarcely know, but having a climax means truly giving up control...

See; WITHOUT CHEMISTRY II


Excerpted From: “Cracking the Love Code,” Janet O’Neal
2007 Shaques Publishing Inc.

POWER BEHAVIOR

Power behavior involves the following:

a. withholding key information from decision makers,
b. joining a coalition,
c. whistle-blowing,
d. spreading rumors,
e. leaking confidential information about organizational activities to the media,
f. exchanging favors with others in the organization for mutual benefits, and
g. lobbying on behalf or against a particular individual or decision alternative.

Legitimate Power Behavior – refers to normal everyday power play in the organization;

a. complaining to your superior,
b. bypassing the chain of command,
c. forming coalitions,
d. obstructing organizational policies or decisions through inaction or excessive adherence to rules, and
e. developing contacts outside the organization through one’s professional activities.

Illegitimate Power Behaviors – involves violating the implied rules of the game;

a. sabotage,
b. whistle-blowing,
c. symbolic protests, such as wearing unorthodox dress or protest buttons, and
d. groups of employees simultaneously calling in sick,
e. strike action


ADAPTED BY: Timo Steve
COPYRIGHT 2007 Shaques Publishing Inc.

THE MIND AS A WEAPON

Miyamoto Musashi (the famed Samurai Swordsman), repeatedly advised that it’s far better to defeat your opponent with your mind than with a weapon – meaning that it was better to first “strike” with the mind to weaken or virtually disarm an opponent and then, if necessary, use your sword to finish the job.

He used a variety of tricks that would psychologically upset his opponents and distract them from the battle at hand. These included arriving late for a fight, arriving early for a fight, not using the expected sword, saying nothing at all or saying something that would unsettle the opponents, etc.

Musashi understood at a very young age that breaking your opponents’ mental concentration was one of the best ways to weaken them. Thus, behaving in such a way that his opponent could not anticipate what he was going to do was one of his most successful tactics.

Nevertheless, this sort of psychological warfare has always been a part of war – from shouting and beating on drums to broadcasting loud music and propaganda to dropping leaflets from the air.

Modern warriors (i.e. soldiers) who resort to the force of arms in actual fighting or confrontations may be taking their opponents the hard way. Instead, they should hesitate to improvise and do the unexpected. In the end, they might gain the edge that actually reduces the chances of a deadly, destructive conflict and guarantees victory.


Source: Samurai Strategies, Boye Lafayette De Mente
2007 Shaques Publishing Inc.

TACTICS OF IMPRESSION MANAGEMENT

1. Dressing well
2. Making a favorable appearance other than through dress
3. Using colorful speech
4. Being cheerful
5. Appearing confident
6. Being neat and orderly
7. Pretending to others that you are in demand
8. Talking about quality as it relates to the job
9. Talking about your accomplishments
10. Being knowledgeable about the topic at hand
11. Achieving high job performance
12. Creating a problem and then solving it to look good
13. Talking about team play
14. Being diplomatic
15. Sharing expertise with others
16. Sharing credit with others
17. Giving warmth and support
18. Following through with promises
19. Exaggerating your accomplishments
20. Saying what other people want to hear
21. Listening carefully
22. Making small talk


EXCERPTED BY: Timo Steve
2007 Shaques Publishing Inc.

MAN IN THE ARENA

“It is not the critic who counts: not the man who points out how the strong man stumbles or where the doer of deeds could have done better, the credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood, who strives valiantly, who errs and comes up short again and again, because there is no effort without error or shortcoming, but who knows the great enthusiasms, the great devotions, who spends himself for a worthy cause; who, at the best, now, in the end, the triumph of high achievement, and who, at the worst, if he fails, at least he fails daring greatly, so that his place will never be with those cold and timid souls who knew neither victory nor defeat.” - President Theodore Roosevelt

2007 Shaques Publishing Inc

THE POWER OF ENTHUSIASM

Enthusiasm is the fuel that drives you forward! With faith, it can transform adversity, failure and temporary defeat into action. Nevertheless, this change depends to a large extent, on how you control your thoughts.

For they (i.e. your thoughts), can just as easily be expressed negatively or positively. Thus, by controlling your enthusiasm, you can change any negative expressions and experiences into positive ones.

Enthusiasm is the outgrowth of all your efforts toward success. As such, “to be enthusiastic, act enthusiastically.” Shake hands confidently; reply definitively to questions; participate actively; assert the value of your ideas and proposals.

Ideally, enthusiasm makes things seem automatic, but if you can consciously perform the actions, you will begin to see their results. All the same, as you develop your enthusiasm, you will:

1. Increase the intensity of your thinking and imagination,
2. Strengthen your physical and mental health,
3. Gain self-confidence,
4. Build your personal initiative,
5. Have a more attractive personality,
6. Acquire a pleasing and convincing tone of voice
7. Overcome physical and mental fatigue more easily,
8. Reduce drudgery in your work

Enthusiasm stimulates your subconscious mind! And by filling your conscious mind with it, you impress upon your subconscious mind that your burning desire and your plan for obtaining it are certain.

Enthusiasm is a powerful force whose impact you can communicate to anyone who needs it. And thus, excite their imaginations; inspire creative vision; help them connect with the joys of life.


Source: Napoleon Hill’s Keys To Success
2007 Shaques Publishing Inc.

PRINCIPLES OF EFFECTIVE LEADERSHIP

1. Live with Integrity

Lead by example! Integrity builds trust and confidence among follows that is necessary for high-performing organizations.

2. Develop a Winning Strategy

A successful leader has to be able to understand what the company does best and build on it.

3. Build a Great Management Team

Great leaders hire people whose skills and experiences compliment their own, but whose passion, attitudes and values are on the same level with theirs.

4. Inspire Employees

To be effective, leaders communicate consistently and listen carefully. In addition, they encourage risk-taking and even failure as a learning experience.

5. Create a flexible Organization

The best leaders get rid of practices and policies that stand in the way of flexibility and customer responsiveness.

6. Implement Relevant Systems

Compensation must be consistent with and reinforce the values and strategy of the organization.


Source: “Lessons from the Top,” Thomas Neff & James Citrin.
2007 Shaques Publishing Inc.

OUR LIGHT

What scares us is not our shadows,
Nothing’s edified about shrinking
So that the light of others can glow.
We are meant to shine as stars do;
It’s in everyone, not just in the few!
When we let our light shine,
We empower others to grow.
As we conquer our own fears
Our victory emancipates everyone.
Our greatest fear is not that we are inefficient;
Our greatest fear is that we are overwhelming.
It’s our light not our darkness that frightens us
It’s our light that brings forth the hero in us.

© Jack Stevenson 2007

MAKE A GOOD FIRST IMPRESSION

Be it face-to-face, over the phone, via fax, e-mail or videoconference, making a good first impression is important for building relationships with other people.

In business, a positive first impression is crucial for forging profitable, sustainable, long-term partnerships to help build the business and keep it thriving. Thus, it's very important to come across in a positive light, especially the first time around.

Still, there exist so many people in business and everyday life that seem to be clueless as to the importance of making a good first impression. Hence, there is no concrete excuse for blowing a first business meeting with someone.

Here is a consice list of six easy tips you can use to make a strong first impression, each and every time:

Dress to impress

The key here is to dress modestly and appropriately for the gathering you will be attending. There is no need to wear the latest Brioni suit, but do make sure that your clothing is clean and fits well. The last thing you want is to give off a negative impression before you even open your mouth. If you look sloppy, people will assume that you and your business are sloppy as well.

Speak clearly

Be sure to communicate clearly with the people you are meeting. Focus on speaking at a moderate pace with a well-modulated voice. Do not be afraid to enunciate properly.

Also, using proper grammar when speaking and avoiding slang is expected if you are to make a good first impression. If people can't comprehend what you are saying, they will disregard you and your organization. Likewise, be polite and courteous at all times.

Use the person's name frequently

This shows the other person that you were paying attention from the very beginning and that you give them enough importance to memorize their name. A bonus is that by using their name immediately, you will be more likely to remember it and impress them even more should you run into them a second time.

If you encountered someone who used your name from the get-go, you will likely agree that it made the conversation much more personal.

Avoid jokes

Humor is a good thing if used prudently. A light crack or simple joke can do wonders to lighten the atmosphere and set the mood for a gathering. Somehow, it can have negative effects, if it doesn't fit the occasion.

Hence, avoiding jokes on the first encounter is ideal. But, if you really must make a wisecrack, go with something short and conservative so as to not offend anyone. You don't want to be remembered as "that offensive fellow."

Be a good listener

Being a good listener is not as complicated as most people think it is. When having a discussion with someone, make sure to let him know in a subtle manner that you are paying attention to what is being said.

Don't be afraid to nod your head and chime in with the occasional "I see" or "I understand," or any other verbal cue that shows the other person that you are indeed listening attentively. Also, feel free to ask questions if you are unsure of what the other person is trying to communicate.

Don't interrupt when someone else is speaking. Interrupting someone in mid-sentence is extremely rude and will count as one strike against you in just about any social setting. Proper etiquette is suggested at all times.

Let the other person be the center of attention

Perhaps the most important tip to follow when making a first impression is to avoid hogging the spotlight. Let the other person be the center of attention.
The worst mistake you can make is talking incessantly about yourself. You will come off as a selfish person who is only interested in himself, rather than appearing as someone who could help others further their business.
Ask the other person about himself and let him bask in the spotlight. You will not only appear to be gracious, but you will also learn more about the person you are dealing with. Pay close attention to the conversation; those little details may be useful in the future.

Knock their socks off

Follow these six simple tips and you will make your way into the PDA of every person you meet.


Source: www.askmen.com
2007 Shaques Publishing Inc.

PRESIDENT THEODORE ROOSEVELT

With the assassination of President McKinley, Theodore Roosevelt, not quite 43, became the youngest President in the Nation's history. He brought new excitement and power to the Presidency, as he vigorously led Congress and the American public toward progressive reforms and a strong foreign policy.

He took the view that the President as a "steward of the people" should take whatever action necessary for the public good unless expressly forbidden by law or the Constitution." I did not usurp power," he wrote, "but I did greatly broaden the use of executive power."

Roosevelt's youth differed sharply from that of the log cabin Presidents. He was born in New York City in 1858 into a wealthy family, but he too struggled--against ill health--and in his triumph became an advocate of the strenuous life.

In 1884 his first wife, Alice Lee Roosevelt, and his mother died on the same day. Roosevelt spent much of the next two years on his ranch in the Badlands of Dakota Territory. There he mastered his sorrow as he lived in the saddle, driving cattle, hunting big game--he even captured an outlaw. On a visit to London, he married Edith Carow in December 1886.

During the Spanish-American War, Roosevelt was lieutenant colonel of the Rough Rider Regiment, which he led on a charge at the battle of San Juan. He was one of the most conspicuous heroes of the war.

Boss Tom Platt, needing a hero to draw attention away from scandals in New York State, accepted Roosevelt as the Republican candidate for Governor in 1898. Roosevelt won and served with distinction.

As President, Roosevelt held the ideal that the Government should be the great arbiter of the conflicting economic forces in the Nation, especially between capital and labor, guaranteeing justice to each and dispensing favors to none.

Roosevelt emerged spectacularly as a "trust buster" by forcing the dissolution of a great railroad combination in the Northwest. Other antitrust suits under the Sherman Act followed.
Roosevelt steered the United States more actively into world politics. He liked to quote a favorite proverb, "Speak softly and carry a big stick. . . .”

Aware of the strategic need for a shortcut between the Atlantic and Pacific, Roosevelt ensured the construction of the Panama Canal. His corollary to the Monroe Doctrine prevented the establishment of foreign bases in the Caribbean and arrogated the sole right of intervention in Latin America to the United States.

He won the Nobel Peace Prize for mediating the Russo-Japanese War, reached a Gentleman's Agreement on immigration with Japan, and sent the Great White Fleet on a goodwill tour of the world.

Some of Theodore Roosevelt's most effective achievements were in conservation. He added enormously to the national forests in the West, reserved lands for public use, and fostered great irrigation projects.

He crusaded endlessly on matters big and small, exciting audiences with his high-pitched voice, jutting jaw, and pounding fist. "The life of strenuous endeavor" was a must for those around him, as he romped with his five younger children and led ambassadors on hikes through Rock Creek Park in Washington, D.C.

Leaving the Presidency in 1909, Roosevelt went on an African safari, then jumped back into politics. In 1912 he ran for President on a Progressive ticket. To reporters he once remarked that he felt as fit as a bull moose, the name of his new party.

While campaigning in Milwaukee, he was shot in the chest by a fanatic. Roosevelt soon recovered, but his words at that time would have been applicable at the time of his death in 1919: "No man has had a happier life than I have led; a happier life in every way."

"Of all the public men that I have known, on both sides of the Atlantic (and there are few that I have not known in the past thirty years), he stands out the greatest, and as the most potent influence for good upon the life of his generation," - Viscount Lee of Fareham (English statesman).


Excerpted By: Timo Steve
2007 Shaques Publishing Inc.

THE ART OF CHEMISTRY

There are no shortcuts on the road to a successful relationship. To get there can be fun and exhilarating, as well as difficult and confusing. To help you on this journey, are the following “Six Cs” - the six principles that should be the foundation of a trusting, healthy relationship:

a) Conceiving: What do you want from a partner? What do you have to offer? It is better to set short and long term goals for a relationship, whether or not you’re already involved.

b) Contentment: Understand the seven needs of men and women; how to have yours satisfied; how to meet your partner’s.

c) Connecting: Being familiar with turn-ons and turn-offs on dates; spotting “critical flaws” I potential partners; practicing connection skills can be vital.

d) Convictions: Knowing when and if a person is right for you and what to do if you’re not sure, in addition, take the compatibility test and see how you score!

e) Chemistry: Check up on the ten biggest sexual turn-ons and turn-offs for men and women; questions to address before physical intimacy; how to achieve and maintain a satisfying sex life.

f) Commitment: Resolving commitment fears; are you prepared to commit? Take a personal survey and find out.

Whether you want to walk down the aisle or simply stroll on a moonlit beach, understanding chemistry is vital for creating a mutually satisfying, committed relationship.


Excerpted From: “Cracking the Love Code,” Janet O’Neal
2007 Shaques Publishing Inc.

COLIN POWELL SEVEN LAWS OF POWER

He has commanded armies and headed government agencies--and now, as U.S. Secretary of State, Colin Powell is in every sense a world leader. Through the years, in each position of growing authority, he has followed a code of leadership that inspires confidence, trust and admiration. Colin Powell seven laws of power give clues to good leadership.

Seven laws of power

1. Dare to be the skunk:
"Every organization should tolerate rebels who tell the emperor he has no clothes--and in some cases that he's naked."

2. To get the real dirt, head for the trenches:
"The people in the field are closest to the problem," Powell says. "Therefore, that's where the real wisdom is."

3. Share the power:
"Plans don't accomplish work," says Powell. "It's people who get things done."

4. Know when to ignore your advisers:
Experts, advisers and consultants will only get you so far. Eventually, the leader must make the final decision.

5. Develop selective amnesia:
Too many leaders get so trapped in fixed ways of seeing things that they can't cope when the world changes.

6. Come up for air:
Powell demands excellence from his staff members, but he also insists that they have lives outside the office.

7. Declare victory and quit:
"Command is lonely," says Powell. And so is the decision to withdraw from the position of authority.


By: Oren Harari
2007 Shaques Publishing Inc.

THE ART OF WAR – SUN TZU

The art of war is of vital importance to the state. It is a matter of life and death, a road either to safety or to ruin. Hence, under no circumstances can it be neglected.

Supreme excellence consists in breaking the enemy’s resistance without fighting. Hence, the art of war shows clearly how to take the initiative and combat the enemy – any enemy. “If you know the enemy and know yourself, you need not fear the result of a hundred battles.”

“If words of command are not clear and distinct, if orders are not thoroughly understood, the general is to blame. But if his orders are clear and the soldiers nevertheless disobey, then it is the fault of their officers.”

Always remember, battles depend upon mobility!


Excerpted By: Timo Steve
2007 Shaques Publishing Inc.

IMPRESSION MANAGEMENT

Impression management is a set of behaviors directed at enhancing one’s image by drawing attention to one’s self. Often the attention is directed toward superficial aspects of the self, such as clothing and appearance.

Impression management also includes telling people about your accomplishments and appearing self-confident. In other words, it is the process by which individuals attempt to control the impression others form of them.

This skill helps people set favorable evaluations, superior salary increases, and more rapid promotions. In a political context, it might help sway the distribution of advantages in their favor.

IMPRESSION MANAGEMENT STYLES

Controlling Style
Here the individual (e.g. job applicants) focus the conversation on themselves. Thus, they tend to use self-enhancement, self- promotion and other active controlling techniques in an interview situation, because they reflect self-confidence and initiative. Applicants who use the controlling style are rated higher by the interviewer on factors such as motivation, enthusiasm, technical skills and they receive more job offers.

Submissive Style
Applicants using this style are focused the impression on the interviewer. It involves conforming their opinions to those of the interviewer and offering favors to the interviewer.

IMPRESSION MANAGEMENT TECHNIQUES

Conformity – Agreeing with someone else’s opinion in order to gain his or her approval. E.g.: A manager tells his boss; “you’re absolutely right on your reorganization plan for the branch office. I couldn’t with you more.”

Excuses – Explanations of predicament; creating event aimed at minimizing apparent severity of the predicament. E.g.: Sales manager to boss; “We failed to get the ad in the paper on time, but no one response to those ads anyway.”

Apologies – Admitting responsibility for an undesirable event and simultaneously seeking to get a pardon for the action. E.g.: Employee to boss; “I’m sorry I made a mistake on the report. Please forgive me.”

Self-promotion – Highlighting one’s best qualities, downplaying one’s deficits and calling attention to one’s achievements. E.g.: A salesperson tells his boss; “Matt worked unsuccessfully for 3 years trying to get the account. I sewed it up in 6 weeks. I’m the best closer this company has.”
Flattery – Complimenting others about their virtues in an effort to make one’s self appear perceptive and likeable. E.g.: New sales trainee to peer; “you handled that client’s compliant so tactfully! I could never have handled that as well as you did.”

Favors – Doing something nice for someone to gain that person’s approval. E.g.: Salesperson to prospective client; “I’ve got 2 tickets to the movies tonight that I can’t use – take them! Consider it a thank you for taking the time to chat with me.

Association – Enhancing or protecting one’s image by managing information about people and things with which one is associated. E.g.: A job applicant says to an interviewer; “what a coincidence, your boss and I were roommates in college.”


EXCERPTED BY: Timo Steve
COPYRIGHT 2007 Shaques Publishing Inc.

THE ROMAN COLOSSEUM

Commissioned by the Emperor Vespasian in 72 AD, the Colosseum became Rome’s greatest amphitheatre, offering space for some 50,000 spectators at a time. Admission was free for everyone. But food and drink could be bought from vendors who had stalls in the visitor’s ranks.

In the olden days, male visitors were allowed sit on the stairs to watch the deadly games, but the women spectators had to watch standing from the balconies at the top of the building as the gladiators – men fighting with swords or in Latin the gladii – tried to kill each other.

The gladiators were usually slaves, prisoners or condemned criminals. Very rarely were they professional. But it was the emperor who decided whether the loser should be spared or killed by a simple thumbs up or down.

Sometimes, a gladiator may have played dead only to jump up and flee as soon as the bodies had been carried out of the arena. But they didn’t like cheating, so the Romans introduced referees – men in black togas and masks, who would prod and punch the defeated gladiators to check whether they were actually dead. If the weren’t, the referees would finish them off themselves – with a hammer.

Fighting was just as brutal for the animals. Elephants would fight bulls or a pair of lions might attack each other. Children standing in alcoves around the arena often whipped the animals, making them aggressive enough to fight. Something similar to today’s bull-fighting in Spain.

The Italians have dubbed the Colosseum “Swiss Cheese” because it has so many holes. Some of the gaps in the brown brick work are deliberate. The builders needed them to attach their scaffolding in order to build higher up. Other gaps are the result of vandalism. Greedy visitors removed the bricks to get to the metal beams underneath and scavenge bits of the materials to make weapons.

In 442 AD, the Colosseum was damaged in an earthquake, and in the 15th and 16th centuries its ruins were used as a quarry by the popes who recycled the travertine blocks for buildings elsewhere. That has given the Colosseum its characteristic shape today!


Adapted By: Timo Steve
2007 Shaques Publishing Inc.

TICKLE

“In serving one another we become free.”

LEADERSHIP IS INFLUENCE

Leadership isn’t about holding a position or having a title; it is about influence. Anyone who has an influence is a leader. Maybe you are already in a position of authority, maybe not. But if you have influence, you are a leader.

The true measure of leadership is influence – Nothing more, nothing less! And influencers attract people like themselves. They affirm and model the response they expect from others.

People who leave positions leave openings; whereas influencers leave legacies. Discard anything that takes you away from your major calling. Titles follow influence, and thus, a leader’s influence is ultimately determined by the legacy they leave.

Leaders touch… they inspire… they invigorate! Leaders draw others to themselves and their causes, even when the cause is difficult.

In sum, leadership does not flow from position, its influence!

Adapted From: 21 Irrefutable Laws of Leadership, John Maxwell

2007 Shaques Publishing Inc.

BUILDING RELATIONSHIPS IN THE WORK PLACE

The political purpose of building good relationships with superiors is to gain power to be favored and to be recommended for promotion and key assignments.

Thus, building good relationships is important because it helps create a positive, supportive work environment for yourself.

Good relationships can also be established with superiors for non-political purposes, such as, working in harmony to get the job done.

Forming alliances with your fellow coworkers is a strategy that helps increase your power in the workplace. You need the support of these people to get your work done.

Likewise, during evaluation, your coworker’s opinion of your performance counts heavily on your influence within the organization.

Adapted From: Your Total Image – How to Communicate Success”, Philippa Davies

2007 Shaques Publishing Inc.

FLIRT RIGHT!

1. HAVE FUN

Be playful, light-hearted and spontaneous. Show your vulnerability.

2. USE PROPS

Never leave home without a prop because they are great natural conversation starters. Good props include: unusual jewellery, a distinctive bag, an interesting book, a foreign newspaper or international magazine etc.

3. GET AN ATTITUDE

A good flirt is self-confident and not afraid to take risks. Be enthusiastic, open and positive.

4. START A CONVERSATION

The best opening line is simply saying, 'hello'. Talk about the surroundings, ask a question, ask for help, make a joke, or state an opinion. Be calm and composed but approach the person you admire before he/she walks out of the bar or past you in the street and never to be seen again!

5. USE FLATTERY

Compliment the person you're flirting with. The best compliments have an element of surprise about them, something that makes the 'flirtee' realize that you've noticed something interesting about them.

6. SHOW THOSE PEARLY WHITES

Smile. It's contagious. A smile lights up your face and draws people to you. Try it!

7. BE ASSERTIVE

Don't be passive; change your behavior. If you like what you see, by all means, go for it!

8. LOOK

Make eye contact, but don’t stare – it’s such a turn off

9. LISTEN

Take the time to really listen to what's being said to you; listening is a true art and the person you're flirting with will appreciate it. Everyone loves to be heard.

10. GO IT ALONE

If you're with a group of friends, wait until you're alone before you approach someone. That way, if you're rejected, it's not in front of a gang of people.

SOURCE: www.match.com

2007 Shaques Publishing Inc.

BEHIND HER SMILE

There lies a secret, a few words at least

Molded and softened to go with the heat

Of the shinning star that’s in her eyes

And the smell of roses that’s in her breathe

... the beauty behind her smile!

She glitters and her beauty blooms;

It’s the spark you feel when she speaks.

Her words spoken so soft and moving

Till they lighten up your livers

... the beauty behind her smile!

There are countless words you could say

A million things you could do today

Yet there exist no words enough

To tell how she makes you feel

... the beauty behind her smile!

Is it true, that love is shaped in her image?

Is it love when she touches,

And exhales warmth that inspires courage?

Yea, it’s a pouch of gold

... the beauty behind her smile!

© Jack Stevenson 2007

NINE DISTINCT POWER TACTICS

1. Legitimacy:

Relying on one’s authority or position in stressing that a request is in accordance with organizational policies or rules

2. Rational Persuasion:

Presenting logical arguments and factual evidence to demonstrate that a request is reasonable.

3. Inspirational Appeals:

Developing emotional commitment by appealing to a target’s values, needs, hopes and aspirations.

4. Consultation:

Increasing the target’s motivation and support by involving him or her in deciding how the plan or change can be done.

5. Exchange:

Rewarding the target with benefits or favors in exchange for following a request.

6. Personal Appeals:

Asking for compliance based on friendship or loyalty.

7. Ingratiation:

Using flattery, praise or friendly behavior prior to making a request.

8. Pressure:

Using warnings, repeated demands and threats.

9. Coalitions:

Enlisting the aid of other people to persuade the target or using the support of the others as a reason for the target to agree.

NOTE: Rational persuasion, Inspirational appeals and Consultation tend to be the most effective of the nine tactics!

ADAPTED BY: Timo Steve

COPYRIGHT 2007 Shaques Publishing Inc.

5 WAYS TO BECOME INFLUENTIAL

1. Express an original idea, or common one in an insightful new way.

2. Meet and speak to more people.

3. Raise issues or opinions ignored by others.

4. Volunteer with a group.

5. Gain expertise by researching a subject.

2007 Shaques Publishing Inc

THE ULTIMATE FORM OF POWER©

Power is the most elemental human need. We cannot stand feelings of powerlessness or inferiority or having no control over events; almost all of our actions are a striving after power, although this might be expressed in unconscious or negative ways.

The dilemma in the world today is that, if you seem too obvious, if you are too manipulative, too forceful, too imperious with your power, people will hate you and their resentment of your power or ambition will create a backlash. As a result, they’ll work against you, sabotaging and limiting your power.

Nevertheless, with seduction, there is rarely any backlash or resentment. The seducer is a person who in some ways attracts defying thoughts, gives us pleasure, leads us on an adventure, and injects some drama in our dull lives. We do not resent their power because they give us in exchange, something positive that we cannot get on our own.

Seduction, although the female art of war, is the ultimate form of power tested by time. It is a warfare whose battlefield is the mind and conquest is of the heart. And particularly in such delicate times as this, there exist no defense against an expert seducer. Thus, you are powerful if you can seduce!


By: Timo Steve
Adapted from: The Art of Seduction, Robert Greene
COPYRIGHT 2007 Shaques Publishing Inc.

MADNESS©

There is madness in my heart
That only your love can cure.
There is no peace for my weary soul,
If your love I cannot feel.
Everyday I pray that
The stars will bring you close to me,
And let me cherish the beauty
That lies beneath your smiles.
For the beauty of your smile
Is stirring me mad with passion.
Each day my heart longs for your touch
Oh, my lovely princess...
You’re the flower I behold
So dearly in my heart
Please give me the chance
To prove that you’re mine.

COPYRIGHT 2007 Jack Stevenson

THE 36 STRATEGIES OF WAR(c)

This is a collection of 36 Chinese proverbs used to illustrate Military Strategies and Tactics. These 36 Chinese proverbs are related to the 36 Battle Scenarios in Chinese History and Folklore.

The first 3 parts generally describes tactics used in advantageous events, whereas the last 3 parts contain strategies that are more suitable for disadvantageous events.

PART 1: WINNING STRATEGIES

Deceive the sky to cross the ocean;
Moving about in the darkness and shadows, occupying isolated places, or hiding behind screens will only attract suspicious attention. To lower an enemy's guard you must act in the open and hide your true intentions under the guise of common every day activities.

Besiege Wei to rescue Zhao;
When the enemy is too strong to be attacked directly, then attack something he holds dear. Know that in all things he cannot be superior. Somewhere there is a gap in the armour, a weakness that can be attacked instead.

Kill with a borrowed knife;
Attack using the strength of another (in a situation where using one's own strength is not favourable). Trick an ally into attacking him, bribe an official to turn traitor, or use the enemy's own strength against him.

Substitute leisure for labour;
It is an advantage to choose the time and place for battle. In this way you know when and where the battle will take place, while your enemy does not.
Encourage your enemy to expend his energy in futile quests while you conserve your strength. When he is exhausted and confused, you attack with energy and purpose.

Loot a house on fire;
When a country is beset by internal conflicts, when disease and famine ravage the population, when corruption and crime are rampant, then it will be unable to deal with an outside threat. This is the time to attack.

Make a sound in the east, then strike in the west;
In any battle the element of surprise can provide an overwhelming advantage. Even when face to face with an enemy, surprise can still be employed by attacking where he least expects it. To do this you must create an expectation in the enemy's mind through the use of a feint.

PART 2: ENEMY DEALING STRATEGIES

Create something from nothing;
You use the same feint twice. Having reacted to the first and often the second feint as well, the enemy will be hesitant to react to a third feint. Therefore the third feint is the actual attack catching your enemy with his guard down.

Sneak through the passage of Chencang;
Attack the enemy with two convergent forces. The first is the direct attack, one that is obvious and for which the enemy prepares his defense. The second is the indirect, the attack sinister, that the enemy does not expect and which causes him to divide his forces at the last minute leading to confusion and disaster. This proverb is literally translated as "openly repair the gallery roads, but sneak through the passage of Chencang".

Watch the fires burning across the river;
Delay entering the field of battle until all the other players have become exhausted fighting amongst themselves. Then go in full strength and pick up the pieces.

Hide a knife behind a smile;
Charm and ingratiate yourself to your enemy. When you have gained his trust, you move against him in secret.

Sacrifices the plum tree to preserve the peach tree;
There are circumstances in which you must sacrifice short-term objectives in order to gain the long-term goal. This is the scapegoat strategy whereby someone else suffers the consequences so that the rest do not.

Take the opportunity to pilfer a goat;
While carrying out your plans be flexible enough to take advantage of any opportunity that presents itself, however small, and avail yourself of any profit, however slight.

PART 3: ATTACKING STRATEGIES

Startle the snake by hitting the grass around it;
When preparing for battle, do not alert your enemy to your intentions or give away your strategy prematurely.

Borrow another's corpse to resurrect the soul;
Take an institution, a technology, or a method that has been forgotten or discarded and appropriate it for your own purpose. Revive something from the past by giving it a new purpose or to reinterpret and bring to life old ideas, customs, and traditions.

Entice the tiger to leave its mountain lair;
Never directly attack an opponent whose advantage is derived from its position. Instead lure him away from his position thus separating him from his source of strength.

In order to capture, one must let loose;
Cornered prey will often mount a final desperate attack. To prevent this you let the enemy believe he still has a chance for freedom. His will to fight is thus dampened by his desire to escape. When in the end the freedom is proven a falsehood the enemy's morale will be defeated and he will surrender without a fight.

Tossing out a brick to get a jade;
Prepare a trap then lure your enemy into the trap by using bait. In war the bait is the illusion of an opportunity for gain. In life the bait is the illusion of wealth, power, and sex.

Defeat the enemy by capturing their chief;
If the enemy's army is strong but is allied to the commander only by money or threats, then take aim at the leader. If the commander falls the rest of the army will disperse or come over to your side. If, however, they are allied to the leader through loyalty then beware, the army can continue to fight on after his death out of vengeance.

PART 4: CHAOS STRATEGIES

Remove the firewood under the cooking pot;
When faced with an enemy too powerful to engage directly you must first weaken him by undermining his foundation and attacking his source of power.

Catch a fish while the water is disturbed;
Before engaging your enemy's forces create confusion to weaken his perception and judgement. Do something unusual, strange, and unexpected as this will arouse the enemy's suspicion and disrupt his thinking. A distracted enemy is thus more vulnerable.

Slough off the cicada's shell;
When you are in danger of being defeated, and your only chance is to escape and regroup, then create an illusion. While the enemy's attention is focused on this artifice, secretly remove your men leaving behind only the facade of your presence.

Shut the door to catch the thief;
If you have the chance to completely capture the enemy then you should do so thereby bringing the battle or war to a quick and lasting conclusion. To allow your enemy to escape plants the seeds for future conflict. But if they succeed in escaping, be wary of giving chase.

Befriend a distant state while attacking a neighbour;
It is known that nations that border each other become enemies while nations separated by distance and obstacles make better allies. When you are the strongest in one field, your greatest threat is from the second strongest in your field, not the strongest from another field.

Obtain safe passage to conquer the State of Guo;
Borrow the resources of an ally to attack a common enemy. Once the enemy is defeated, use those resources to turn on the ally that lent you them in the first place.

PART 5: PROXIMATE STRATEGIES

Replace the beams with rotten timbers;
Disrupt the enemy's formations, interfere with their methods of operations, change the rules in which they are used to following, go contrary to their standard training. In this way you remove the supporting pillar, the common link that makes a group of men an effective fighting force.

Point at the mulberry tree while cursing the locust tree;
To discipline, control, or warn others whose status or position excludes them from direct confrontation; use analogy and innuendo. Without directly naming names, those accused cannot retaliate without revealing their complicity.

Play dumb;
Hide behind the mask of a fool, a drunk, or a madman to create confusion about your intentions and motivations. Lure your opponent into underestimating your ability until, overconfident, he drops his guard. Then you may attack.

Remove the ladder when the enemy has ascended to the roof;
With baits and deceptions lure your enemy into treacherous terrain. Then cut off his lines of communication and avenue of escape. To save himself he must fight both your own forces and the elements of nature.

Deck the tree with false blossoms;
Tying silk blossoms on a dead tree gives the illusion that the tree is healthy. Through the use of artifice and disguise make something of no value appear valuable; of no threat appear dangerous; of no use appear useful.

Make the host and the guest exchange roles;
Defeat the enemy from within by infiltrating the enemy's camp under the guise of cooperation, surrender, or peace treaties. In this way you can discover his weakness and then, when the enemy's guard is relaxed, strike directly at the source of his strength.

PART 6: DEFEAT STRATEGIES

The honey trap;
Send your enemy beautiful women to cause discord within his camp. This strategy can work on three levels. First, the ruler becomes so enamored with the beauty that he neglects his duties and allows his vigilance to wane. Second, other males at court will begin to display aggressive behavior that inflames minor differences hindering co-operation and destroying morale. Third, other females at court, motivated by jealousy and envy, begin to plot intrigues further exasperating the situation.

The empty fort;
When the enemy is superior in numbers and your situation is such that you expect to be overrun at any moment, then drop all pretence of military preparedness and act casually. Unless the enemy has an accurate description of your situation this unusual behavior will arouse suspicions. With luck he will be dissuaded from attacking.

Let the enemy's own spy sow discord in the enemy;
Undermine your enemy's ability to fight by secretly causing discord between him and his friends, allies, advisors, family, commanders, soldiers, and population. While he is preoccupied settling internal disputes his ability to attack or defend, is compromised.

Inflict injury on one's self to win the enemy's trust;
Pretending to be injured has two possible applications. In the first, the enemy is lulled into relaxing his guard since he no longer considers you to be an immediate threat. The second is a way of ingratiating yourself to your enemy by pretending the injury was caused by a mutual enemy.

If all else fails, retreat;
If it becomes obvious that your current course of action will lead to defeat then retreat and regroup. When your side is losing there are only three choices remaining: surrender, compromise, or escape. Surrender is complete defeat, compromise is half defeat, but escape is not defeat. As long as you are not defeated, you still have a chance.
"Of the Thirty-Six Strategies, fleeing is best."


SOURCE: www.wikipedia.org
Excerpted By: Timo Steve
COPYRIGHT 2007 Shaques Publishing Inc.