THE ACHIEVEMENT DIGEST "TAD" JULY 2006
A Unique Publication For Leaders     Gene Griessman, Ph.D. Editor

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WHAT'S IN THIS ISSUE?

QUOTABLE QUOTES
LINCOLN'S LOG

LEADERSHIP LESSONS

FEEDBACK
TRAVEL NOTES FROM A ROAD WARRIOR   Kennebunkport, Maine; New Orleans
VALUABLE RESOURCES FOR YOUR PERSONAL GROWTH

QUOTABLE QUOTES
***Needs and Wants
“If I had asked my customers what they wanted, they would have said ‘a faster horse.’”  Henry Ford  

***Trying and Doing
“Try not.

  Do.

  Do or do not.

  There is no try.”  George Lucas

***Internal States
“Though we travel the world over to find the beautiful, we must carry it with us or we find it not.”   Ralph Waldo Emerson

***Get Ready

“Saddle your dreams before you ride ‘em.”  Mary Webb

 ***Practicality
“There is no less wit nor invention in applying rightly a thought one finds in a book than in being the first author of that thought.”   Pierre Bayle

 TRUTH IN JEST   

***The High Cost of Cheap Help
Sign on plumbing truck in LA:  “PAY MORE    CRY ONCE”

 ***Wretched Excess

“Too much of a good thing can be wonderful.”    Mae West 
 

LINCOLN'S LOG

Self-Reliance
 Lincoln chose for his cabinet men who were able and powerful.  But some of them were also vain and willful.  One in particular--William Seward--had been the Governor of New York and a U.S. Senator and the leading contender for the Presidency.  Seward felt wounded and wronged that Lincoln had become President.

Upon becoming Secretary of State, Seward at first thought that his new position would be a chance to lead the nation.  He would rule and Lincoln would become a figurehead President. 

But Seward did not know the kind of stuff that Lincoln was made of. 

Lincoln privately told his wife: “I may not rule, myself, but certainly Seward shall not.” 

And Seward never did.  Not only did Lincoln lead, he leveraged Seward’s considerable talents. Moreover he won Seward’s trust and loyalty.   

Assistant Secretary of War Charles Dana, who observed Lincoln interact with his cabinet, generals, and other officials wrote: “To every one he was pleasant and cordial.  Yet they all felt it was his word that went at last; that every case was open until he gave his decision.   This impression of authority, of reserve force, Mr. Lincoln always gave to those around him.”   

 

(Adapted from The Words Lincoln Lived By, pp. 89, 90.  If you’d like to order an autographed copy of this book, click here.  http://www.achievementdigest.com/thewordslincolnlivedby.html   Contact us for quantity discounts.) 

LEADERSHIP LESSONS

 Procrastination
“A great many important decisions improve with age.  If little is to be lost by asking for time to reflect upon a matter, then by all means take it.  Much may be gained.”   Gene Griessman
 
Know When To Cut Your Losses
Stories about persistence are stock items in sermons and inspirational books.  We love to hear about scrawny little never-give-up guys who fill in for the injured starting quarterback and win the championship game.  We are stirred by accounts of entrepreneurs who fail dismally on their way to becoming billionaires. 

I love those kinds of stories too because they make an excellent point.

But it’s just as important to know that persistence can be a waste of time.  You can waste days or years or even a lifetime trying to succeed at something that’s hopeless. 

The trick is being able to tell the difference between a situation that can be turned around and one that can’t.

Nobel laureate Linus Pauling told me that the most important quality of a good researcher is knowing which ideas to follow up and which to throw away.  “Otherwise, you can waste a lot of time on bad ideas.”

Here’s a checklist to help you decide when to hold and when to fold.

One.   Can you get more and better information?  Is it possible to find fresh data or examine old data from a new perspective?  You may be able to hire an expert--a skilled technician, lawyer, or consultant.  Francis Crick, another Nobel laureate, told me that a capable and forthright associate was the most important resource a researcher could have.  In sales, a seasoned pro can often advise a rookie when it’s time to forget about a prospect and move on.

Two.  Are there impenetrable barriers?  Look for “deal-breakers” early in the game.  Denial simply puts off the inevitable.

Three.  How big is the payoff?   If you’re Howard Carter looking for the tomb of a lost pharaoh, you can afford to look for years.   The potential payoff is tremendous.   But if you’re a salesperson, you can’t afford to spend many hours on a prospect that, at best, will produce only a few dollars of business.

Four.  How much will it cost not to change? If you are trying to decide whether to repair the office copier or purchase a new one, write down how much you have already spent on the present machine. How much can you reasonably expect to spend repairing the copier during the next 24 months?  Be sure to factor in how much is lost when the machine is down. How much is the frustration worth?  And then factor in how efficient the machine is when it is working?  Do your people have to stand in line even when it’s working at peak efficiency?  Some simple calculations may tell you that even if you do invest the time and money repairing the old machine, you won’t get what you really want.

Five.  How deep are your pockets?  If you don’t have deep pockets, there are some games you shouldn’t play.  You might have a great idea, but it will take too many resources to bring it to fruition.  Try to negotiate a partnership or a buyout, or walk away.

Six.  What are the patterns?   If you’re trying to decide to retain an employee or continue a relationship, and you have observed troubling behavior, ascertain if what you observed is a one-time episode or part of a recurring pattern.  One of my favorite folk sayings is,“ You haven’t learned anything from a mule that kicks you twice.”

Seven.  Is there a hidden agenda?   Some playing fields aren’t level.   Some decks aren’t full.  Some dice don’t roll right.  When you are reasonably certain that you cannot win, no matter how hard you try, make your exit.   Don’t waste your resources in a dishonest game.

Adapted from Time Tactics of Very Successful People, pp.90-93.  If you’d like to order an autographed copy of this book, click here www.achievementdigest.com/timetacticsofverysuccessfulpeople.html  Contact us for quantity discounts
 

FEEDBACK
***“I am writing to express my sincere appreciation and that of my Board of Directors in response to the stellar performance you provided at our 12^th annual summit last month at the Grand Traverse Resort in Traverse City, Michigan.  The verbal feedback I received as well as that on our comment sheets indicated that you were clearly one of the best-received keynote speakers I’ve ever had the good fortune of engaging.  The ‘icing on the cake’ was the opportunity you provided to our attendees and their spouses to pose for a sepia-type photograph with President Lincoln.  I fully expect that many of our attendees will be inquiring as to how they can book you for a function within their respective companies.”    Carl E Parry, President and Chief Executive Officer, Utilities Service Alliance, Inc.

***“I look forward to TAD.  The tips are very practical and helpful.   The quotes are outstanding.   Thanks for all that you do.  Lou Sartori, Louisville, KY

***“You were a knockout and I love you for it.   Your wisdom will be part of our lexicon from here on out.”  Pat Hyndman, San Diego  (Pat Hyndman is a legendary director of TEC/Vistage)

***“You are a star here in Maine.  We hope to have you back.”  David E. Stearns, CEO, Dale Carnegie Training of Maine

***“It was a great presentation and I enjoyed our time together.   The feedback has been very positive from everyone.”   Jeff Christie, Chief Executive Officer, Jamestown Metal Products

“Today while I was at our Borders bookstore with a group of writers, I saw your book “Time Tactics of Very Successful People.”   I bought it and have not yet read it all but…I cheated and read the last chapter, thinking, ‘What about personal life; is it all about business’? But the last chapter is awesome!

“It is easy, when one sees books like yours, to wonder ‘Why am I trying to write?’  But then I encourage myself by knowing we are all in different situations.   

“I have learned through our writer’s meetings, what comments can mean to an author. Thank you for your vision and reach in this book.   Respectfully, Phyllis G. Rose

TRAVEL NOTES FROM A ROAD WARRIOR

Bonus Tip—phone chargers
Not long ago, Bob Gibson, who’s the CEO of Negotiation Resources in Sausalito, CA (www.negotiationresources.com ) left his phone charger in his hotel room.  That evening when he checked into the next hotel on his itinerary—the Orlando World Center Marriott Resort and Convention Center—he asked the desk person where he might be able to purchase a charger.  She replied that everything nearby was closed, but that she had some chargers behind the desk.  She produced a big box, but unfortunately they could not find the right one for his phone.  Then she offered another suggestion.  Check with lost and found.  There the attendant showed Gibson literally hundreds of chargers that had been left behind, all in boxes by brand name.  They found one that worked, and the attendant gave it to him.

Before you rush out to purchase a new charger, you might find one in your hotel’s lost and found.  Granted, all hotels do not provide the kind of service that the Marriott people do, and the hotel might not be large enough to have a big collection, and what they have might be all jumbled up in a box—but it’s worth a try.

And here’s a tip for hoteliers.   Why don’t you consider providing this kind of customer service for your guests?  Let them know this resource is available with a note in the room along the lines, “Leave something behind?” 

Flying Time

Here’s a helpful website that tells you what the seat configurations are on major airlines.   I use this website to know what seats NOT to get.  (For example, on many commuter flights, there’s no first-class, and the window seats of some planes are very uncomfortable because of the curvature of the fuselage.   Ask for aisle seats on those aircraft. )   The site is www.seatguru.com.

Kennebunkport, Maine

I enjoyed my stay at the historic Nonantum Resort, where I did a program for the staff and management.  It’s a big, rambling building with lovely views.   The place was quiet when I was there but was staffed by energetic, courteous, attentive young (mainly) men and women.   When President Bush senior is in town—the Bush compound is just a few blocks away—famous visitors inhabit the place, and sometimes the former President himself comes over. 

My favorite meal in the main dining room was lobster with jumbo shrimp sauté.   It was tossed with fettuccini, a Chardonnay butter sauce, and served with asparagus, tomato concasse, garlic and chives.

There’s also an excellent restaurant called Stripers in the Breakwater Inn next door.  I particularly liked their crab, avocado and porcupine shrimp salad with tomato horseradish coulis.   (For the Nonantum Resort-- 800-552-5651 http://www.nonantumresort.com/ ; for Stripers  Telephone 207-967-5333)

New Orleans

I did a program in New Orleans last month and found this favorite city of mine to be worse and better than I had expected.  Worse first.   Out near the lakefront, there are hundreds and hundreds of blocks of uninhabited houses.   The TV cameras recorded what is there, but TV cannot convey the immensity of the devastation. 

But it also was better than I expected.   The drive from the airport into town still feels and looks about the same as it always did.  Many of the restaurants have quickly returned to their former levels.  Fine hotels are open, and good value.  Bourbon Street is still Bourbon Street.   Great bands and lots to see.  I did miss the noisy, clanging, old streetcars, but I was told that they will running again in a few months. 

For dinner, I chose the Bourbon House, which is one of the Brennan family restaurants.  (That means it has to be good.)  If you like oysters, be sure to order the Trio of Oysters—a half-dozen of them for nine dollars.  You get two Oysters Rockefeller, two Oysters Bienville, and two Oysters Fonseca.   The Oysters Rockefeller are traditionally prepared; the Oysters Bienville are sautéed with shrimp, bacon, bell peppers, onions, celery, and parmesan; thickened with roux; topped with bread crumbs; and oven roasted; and the Oysters Fonseca are sautéed with tomatoes and peppers, topped with parmesan and roasted.   The best prepared oysters I have ever eaten!

My main course was one of their specialties, “redfish on the half shell” ($24) which is grilled side down and served with new potatoes and lemon butter.   (Bourbon House 144 Bourbon St.  504-522-0111

IF YOU ARE INVOLVED IN PLANNING AN UPCOMING MEETING, SALES CONFERENCE, CUSTOMER-APPRECIATION EVENT OR SEMINAR, PLEASE TYPE "YES" BESIDE THE ITEM/S BELOW AND RETURN THIS EMAIL IN ORDER TO RECEIVE MORE INFORMATION ABOUT THE FOLLOWING PROGRAMS:
___Lincoln-Leadership
___Personal Productivity-Time Management
___Macroforces and Trends in American Society
___Keynote Presentation LESSONS FROM LEGENDS (Powerful stories from interview with famous high achievers)
___Executive Coaching   (For a description of the program, click here.  http://www.theamericans.us/Executive%20Coaching.html
 
YOU MAY ALSO CONTACT US BY CALLING 800-749-4625 OR CLICKING HERE: www.theamericans.us/ContactGene.html

Click here to watch excerpts from the Lincoln presentation in streaming video.
www.presidentlincoln.com/1.html  

VALUABLE RESOURCES 

***THE WORDS LINCOLN LIVED BY www.achievementdigest.com/thewordslincolnlivedby.html
 
***TIME TACTICS OF VERY SUCCESSFUL PEOPLE www.achievementdigest.com/timetacticsofverysuccessfulpeople.html
  
***99 WAYS TO GET MORE OUT OF EVERY DAY: www.achievementdigest.com/99waystogetmorecd.html
 
***"AN EVENING WITH ABRAHAM LINCOLN" VIDEO www.achievementdigest.com/aneveningwithabraham.html
 
***"LESSONS FROM LEGENDS" CD AUDIOBOOK www.achievementdigest.com/ProductOrderForm.html
 
***"LINCOLN ON COMMUNICATION" DVD-CD  www.achievementdigest.com/lincoln%20on%20communication.html

 

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 Gene Griessman, Ph.D.

Programs on Leadership, Abraham Lincoln,
Time Management, and Macroforces 

Editor of The Achievement Digest  (TAD)

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