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The 21 Irrefutable Laws of Leadership

The “The 21 Irrefutable Laws of Leadership” by John Maxwell has become a leadership classic, found on every leaders bookshelf. John Maxwell is the founder and chairman of The INJOY and a world renown author of more than 30 books, with more than 7 million copies sold. Some of his best titles include:

Many of his titles have landed on the best seller list in publications such as the New York Times, Business Week, Wall Street Journal, USA Today, and CBA Marketplace. The 21 Irrefutable Laws of Leadership surpassed the 1,000,000 shipped/sold mark early in 2003.

Overview

  1. The Law of the Lid – Leadership ability determines a person’s level of effectiveness. Leadership ability is always the lib on personal and organizational effectiveness. Whatever you want to accomplish is restricted by your leadership ability.
  2. The Law of Influence – The true measure of leadership is influence – nothing more, nothing less. If you don’t have influence you will never lead others. To change organizations you need influence. Leadership is not based upon holding position, leadership is about your ability to influence.
  3. The Law of Process – Leadership develops daily, not in a day.Leadership is learnt over time, it’s the capability to develop and improve their skills that distinguishes leaders from their followers. Successful leaders are learners.
  4. The Law of Navigation – Anyone can steer the ship, but it takes a leader to chart the course. Leaders have a vision for their destination, they understand what it will take to get there, they know who they’ll need on the team to be successful, and they recognise the obstacles long before they appear on the horizon.
  5. The Law of E.F. Hutton – When the real leader speaks, people listen. Don’t listen to the claims of the person professing to be the leader. Instead, watch the reactions of the people around him. The proof of leadership is found in the followers. “Being in power is like being a lady – if you have to tell people you are, you aren’t.” – Margaret Thatcher
  6. The Law of Solid Ground – Trust is the foundation of leadership. To build trust, a leader must exemplify these qualities: competence, connection, and character. Character makes trust possible. And trust makes leadership possible.
  7. The Law of Respect – People naturally follow leaders stronger than themselves. People don’t follow other by accident. They follow individuals whose leadership they respect. Followers are attracted to people who are better leaders than themselves.
  8. The Law of Intuition – Leaders evaluate everything with a leadership bias. Leadership depends on more than just the facts. Leaders see trends, resources and problems, and can read people. The law of intuition is based on facts plus instinct and other intangible factors. A leader has to read the situation and know instinctively what play to call. Leadership is more art than science.
  9. The Law of Magnetism – Who you are is who you attract. Leaders are always on the look out for good people. In most situations you draw people to you who possess the same qualities you do. The better leader you are, the better leaders you will attract.
  10. The Law of Connection – Leaders touch a heart before they ask for a hand. Effective leaders know that you first have to touch people’s hearts before you ask them for a hand. The heart comes before the hand. People don’t care how much you know until they know how much you care. To connect with people in a group relate to them as individuals. It’s the leader’s job to initiate connection with the people.
  11. The Law of the Inner Circle – A leader’s potential is determined by those closest to him. A leader’s potential is determined by those closest to him. All great leaders have surrounded themselves with a strong inner circle.
  12. The Law of Empowerment – Only secure leaders give power to others. The people’s capacity to achieve is determined by their leader’s ability to empower. “The best executive is the one who has the sense enough to pick good men to do what he wants done, and the self-restraint enough to keep from meddling with them while they do it” – Theodore Roosevelt.
  13. The Law of Reproduction – It takes a leader to raise up a leader. More than four out of every five of all leaders that you ever meet will have emerged as leaders because of the impact made on them by established leaders who mentored them. People cannot give to others what they themselves do no possess. The potential of an organisation depends on the growth of its leadership.
  14. The Law of Buy-In – People buy into the leader, then the vision. The leader finds the dream and then the people. The people find the leader, and then the dream. People don’t first follow worthy causes. They follow worthy leaders who promote worthwhile causes.
  15. The Law of Victory – Leaders find a way for the team to win. Leaders believe that anything less than success is unacceptable. And they have no Plan B. That keeps them fighting.
  16. The Law of the Big Mo – Momentum is a leader’s best friend. You can’t steer a ship that isn’t moving forward. It takes a leader to create momentum. Followers catch it. And managers are able to continue once it has began. But creating it requires someone who can motivate others, not who needs to be motivated. Getting started is a struggle, but once you’re moving forward, you can really start to do some amazing things.
  17. The Law of Priorities – Leaders understand that activity is not necessarily accomplishment. Apply the Pareto Principle, If you focus your attention on the activities that rank in the top 20 percent in terms of importance, you will have as 80 percent return on your effort. As a leader, you should spend most of your time working in your areas of greatest strength.
  18. The Law of Sacrifice – A leader must give up to go up. Sacrifice is a constant in leadership. “When you become a leader, you lose the right to think about yourself.” – Gerald Brooks
  19. The Law of Timing – When to lead is as important as what to do and where to go. Only the right action at the right time will bring success. If a leader repeatedly shows poor judgement, even in little things, people start to think that having him as the leader is the real mistake.
  20. The Law of Explosive Growth – To add growth, lead followers – to multiply, lead leaders. The key to growth is leadership. “It is my job to build the people who are going to build the company.” – John Schnatter. To go to the highest level, you have to develop leaders of leaders.
  21. The Law of Legacy – A leader’s lasting value is measured by succession. Just as in sports a coach needs a team of good players to win, an organisation needs a team of good leaders to succeed. A legacy is created only when a person puts his organisation into the position to do great things without him.

Recommendation

What I liked most about this book is that the leadership insights are practical and can be used daily to improve our leadership ability. I feel that this book should be the required reading for all of us who are striving to become practicing leaders. I found the book to be easy to read and the examples provided were good. I strongly recommend this book be read by leaders at all levels. The book creates a great foundation from which to build your leadership knowledge and begin your personal leadership journey.

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19

08 2009


by Jeff Compton
posted in DRIV Strategies
1 Comment

7 Tips for Effective Listening

7 tips for effective listening: productive listening does not occur naturally. It requires hard work and practice – Back To Basics – effective listening is a crucial skill for internal auditors

by Tom D. Lewis & Gerald Graham

I know this article is for auditors but the 7 tips can be used by anyone in business. If  you want to be successful. The you better learn how to listen.

TO BE SUCCESSFUL AT THEIR job, internal auditors must be able to write, speak, and listen effectively. Of these three skills, effective listening may be the most crucial because auditors are required to do it so often. Unfortunately, listening also may be the most difficult skill to master.

Effective listening is challenging, in part, because people often are more focused on what they’re saying than on what they’re hearing in return. According to a recent study by the Harvard Business Review, people think the voice mail they send is more important than the voice mail they receive. Generally, senders think that their message is more helpful and urgent than do the people who receive it.

Additionally, listening is difficult because people don’t work as hard at it as they should. Listening seems to occur so naturally that putting a lot of effort into it doesn’t seem necessary. However, hard work and effort is exactly what effective listening requires.

Internal auditors must listen to explanations, rationales, and defenses of financial practices and procedures. They are constantly communicating with fellow employees whose backgrounds range from accounting to finance to marketing to information systems. In addition, explanations by fellow employees of any “unusual” practices often pose a significant challenge to an internal auditor’s listening skills. Auditors can use the following techniques to improve these skills.

1. CONCENTRATE ON WHAT OTHERS ARE SAYING. When listening to someone, do you often find yourself thinking about a job or task that is nearing deadline or an important family matter? In the middle of a conversation, do you sometimes realize that you haven’t heard a word the other person has said? Most individuals speak at the rate of 175 to 200 words per minute. However, research suggests that we are very capable of listening and processing words at the rate of 600 to 1,000 words per minute. An internal auditor’s job today is very fast and complex, and because the brain does not use all of its capacity when listening, an auditor’s mind may drift to thinking of further questions or explanations rather than listening to the message at hand. This unused brainpower can be a barrier to effective listening, causing the auditor to miss or misinterpret what others are saying. It is important for internal auditors to actively concentrate on what others are saying so that effective communication can occur.

2. SEND THE NONVERBAL MESSAGE THAT YOU ARE LISTENING. When someone is talking to you, do you maintain eye contact with that person? Do you show the speaker you are listening by nodding your head? Does your body language transmit the message that you are listening? Are you leaning forward and not using your hands to play with things? Most communication experts agree that nonverbal messages can be three times as powerful as verbal messages. Effective communication becomes difficult anytime you send a nonverbal message that you’re not really listening.

3. AVOID EARLY EVALUATIONS. When listening, do you often make immediate judgments about what the speaker is saying? Do you assume or guess what the speaker is going to say next? Do you sometimes discover later that you failed to interpret correctly what the speaker was telling you? Because a listener can listen at a faster rate than most speakers talk, there is a tendency to evaluate too quickly. That tendency is perhaps the greatest barrier to effective listening. It is especially important to avoid early evaluations when listening to a person with whom you disagree. When listeners begin to disagree with a sender’s message, they tend to misinterpret the remaining information and distort its intended meaning so that it is consistent with their own beliefs.

4. AVOID GETTING DEFENSIVE. Do you ever take what another person says personally when what her or she is saying is not meant to be personal? Do you ever become angry at what another person says? Careful listening does not mean that you will always agree with the other party’s point of view, but it does mean that you will try to listen to what the other person is saying without becoming overly defensive. Too much time spent explaining, elaborating, and defending your decision or position is a sure sign that you are not listening. This is because your role has changed from one of listening to a role of convincing others they are wrong. After listening to a position or suggestion with which you disagree, simply respond with something like, “I understand your point. We just disagree on this one.” Effective listeners can listen calmly to another person even when that person is offering unjust criticism.

5. PRACTICE PARAPHRASING. Paraphrasing is the art of putting into your own words what you thought you heard and saying it back to the sender. For example, a subordinate might say: “You have been unfair to rate me so low on my performance appraisal. You have rated me lower than Jim. I can do the job better than him, and I’ve been here longer.” A paraphrased response might be: “I can see that you are upset about your rating. You think it was unfair for me to rate you as I did.” Paraphrasing is a great technique for improving your listening and problem-solving skills. First, you have to listen very carefully if you are going to accurately paraphrase what you heard. Second, the paraphrasing response will clarify for the sender that his or her message was correctly received and encourage the sender to expand on what he or she is trying to communicate.

6. LISTEN (AND OBSERVE) FOR FEELINGS. When listening, do you concentrate just on the words that are being said, or do you also concentrate on the way they are being said? The way a speaker is standing, the tone of voice and inflection he or she is using, and what the speaker is doing with his or her hands are all part of the message that is being sent. A person who raises his or her voice is probably either angry or frustrated. A person looking down while speaking is probably either embarrassed or shy. Interruptions may suggest fear or lack of confidence. Persons who make eye contact and lean forward are likely exhibiting confidence. Arguments may reflect worry. Inappropriate silence may be a sign of aggression and be intended as punishment.

7. ASK QUESTIONS. Do you usually ask questions when listening to a message? Do you try to clarify what a person has said to you? Effective listeners make certain they have correctly heard the message that is being sent. Ask questions to clarify points or to obtain additional information. Open-ended questions are the best. They require the speaker to convey more information. Form your questions in a way that makes it clear you have not yet drawn any conclusions. This will assure the message sender that you are only interested in obtaining more and better information. And the more information that you as a listener have, the better you can respond to the sender’s communication.

LISTEN ACTIVELY

Not everyone has to possess the same style of listening, but internal auditors who use “active” listening will likely become much better listeners. Active listening demands that the receiver of a message put aside the belief that listening is easy and that it happens naturally and realize that effective listening is hard work. The result of active listening is more efficient and effective communication.

The Listening Quiz

Are you an effective listener? Ask a peer that you communicate with regularly and who you know will answer honestly to respond “yes” or “no” to these 10 questions. Do not answer the questions yourself. We often view ourselves as great listeners when, in fact, others know that we are not.

1. During the past two weeks, can you recall an incident where you thought I was not listening to you?

2. When you are talking to me, do you feel relaxed at least 90 percent of the time?

3. When you are talking to me, do I maintain eye contact with you most of the time?

4. Do I get defensive when you tell me things with which I disagree?

5. When talking to me, do I often ask questions to clarify what you are saying?

6. In a conversation, do I sometimes overreact to information?

7. Do I ever jump in and finish what you are saying?

8. Do I often change my opinion after talking something over with you?

9. When you are trying to communicate something to me, do I often do too much of the talking?

10. When you are talking to me, do I often play with a pen, pencil, my keys, or something else on my desk?

Use your peer’s answers to grade your listening skills. If you received nine or 10 correct answers, you are an excellent listener; seven or eight correct answers indicates a good listener; five or six correct answers means you possess average listening skills; and less than five correct answers is reflective of a poor listener.]

The answers most often given for effective listeners are: 1. no, 2. yes, 3. yes, 4. no, 5. yes, 6. no, 7. no, 8. yes, 9. no, 10. no.

TOM D. LEWIS, PHD, is an associate professor of accounting in the College of Business at Creighton University in Omaha, Neb.

GERALD GRAHAM, PHD, is the Clinton Distinguished Professor of Management in the Barton School of Business at Wichita State University in Witchita, Kan.

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18

07 2009


by Jeff Compton
posted in DRIV Strategies
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Gratitude and Giving Will Lead to Your Success

Here is another article that has made an impact!

Gratitude and Giving Will Lead to Your Success

By David J. Pollay

Positive Psychology News Daily, NY (David J. Pollay) – June 2, 2007, 12:01 am
Think of some of your life’s achievements.  It’s okay.  No one’s watching.  Go ahead.  What accomplishments make you proud of yourself?

Now think about how many of these life accomplishments did you achieve completely on your own?  Let me answer that question for you.  The answer is, “none.”  Our successes always come with help.

The real question is, “Can you name the people who were a part of each of your successes?”  Who are they and what did they do?  Write down their names.  Think about these people.

Now, I’ll bet you’re feeling a bit or even a burst of gratitude.  You have just reminded yourself how important others have been to you in your life.  You have not traveled alone.

Most of us feel some amount of stress when we think about what it will take to achieve our dreams.  We think, “How in the world are we going to get from here to where we hope to be?”  Luckily, the answer is, “not alone.”  Other people will help us.

So what’s the best way to achieve your life goals?  Here’s the first answer.  Look to the people who have already helped you.  Thank each one personally and privately.  Tell them why they are important to you and how they helped you succeed in the past.  Let these people know how valuable they are to you.  If you feel that you’ve thanked someone before, consider doing it again in an even more meaningful way.  Keep these people in your corner.  University of Michigan psychologist Christopher Peterson wrote in his book, A Primer in Positive Psychology, “In our experience with many dozens of gratitude letters…they ‘work’ 100% of the time in the sense that the recipient is moved, often to tears, and the sender is gratified as well.”

Gratitude researcher Robert Emmons recently reviewed the growing evidence that feelings of gratitude improve the quality of our lives.  In one study he found that people who “wrote up to five things for which they were grateful or thankful” on a weekly basis “exercised more regularly, reported fewer physical symptoms, felt better about their lives as a whole, and were more optimistic about the upcoming week.”  Positive Psychology co-founder Martin Seligman of the University of Pennsylvania, and his colleagues also discovered that when people took a few minutes each evening to write down “three good things” that happened to them during the day, their happiness increased and their depressive symptoms decreased.

Emmons found in another study that people who feel gratitude are more likely to help others.  Emmons wrote, “Gratitude leads not only to feeling good, but also to doing good.”

So what’s the best way to achieve your life goals?  Here’s the second answer.  Think about who else could help you.  Through a lens of gratitude, think about how you could repay them in advance for their support.  What could you do for them now?  How could you help them in some way?  Your commitment to helping them will demonstrate two things:  You care about what they care about, and you appreciate the role they could play in your life.

You will stand out as a giver, and leave the takers of the world standing in line.  Your new contacts will be grateful to you.  And we know what happens when people feel gratitude.

Gratitude and giving will lead to your success.

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15

04 2009


by Jeff Compton
posted in DRIV Strategies
1 Comment

Mastering the Psychology of Persuasion

As you know if you read this blog, DRIV Strategies is a blended combination of motivation, communication and psychology all designed to get the maximum results in you, your relationships, managing people,  customer service and sales.

What I would love to use this blog for is to give you information, articles and other things I develop or fine on the web. that is germaine to DRIV.

Here is a article of found on the web concerning selling…

By Russell Riendeau, Ph.D.

Mastering the Psychology of Persuasion
April 06, 2009
Think you’re so smart at selling and managing? Test your “gut instinct” skills and answer these questions.

By Russell Riendeau, Ph.D.

• Does guilt work better on men or women?

• Which of these is better at recognizing a liar: police officers, teachers, or dogs?

• Are women or teenagers more prone to fear motivation?

• Who would you trust to hold your expensive camera while you went to the bathroom at crowded sporting event: a man or a woman?

• Is either the fear of fire or excessive water more dangerous to the average person?

• Are musicians more likely to excel in math, physics, or psychology?

• Is superstition a valid approach to decision-making when it comes to making a purchase over $3000?

• Are left-handed people more prone to some mental illnesses, accidents, or seeking positions of power?

• Would you be willing to get one painful shot in your arm from a licensed professional or 150 less painful shots in your arm from a licensed professional?

As you read these questions, your brain started to formulate answers based on personal experience—i.e., your perceptions of the world. Mentally, you were looking through old picture albums, searching for familiar faces, dialogues, memories, facts, and figures to confirm your initial internal response. Your present age, gender, race, religion, stereotyping, prejudices, superstitions, ignorance, and bias also played a role into forming your answers. It’s all part of being human.

And while these questions may at first appear to have clear yes or no answers, in reality, there are no definable correlations to them. All of these questions have exceptions to the rule. “It depends,” is the best practical answer. And yet, all answers you came up with in your head may have value if you’re in the sales and management profession.

Let’s take a look at some of these questions more closely. With regard to left-handed people and power: George H.W. Bush, Bill Clinton, and Barack Obama are all lefties. Power hungry? Maybe. What about women and fear motivation? Women show fear differently than men, but handle it fine—maybe even better than men. What about sniffing out liars? Lying is about being misleading, and dogs are pretty good at sensing when a person is friend or foe, intending to harm their master, or in trouble.

How about holding your camera while you hit the bathroom? How bad you have to go is the real determinant. Lastly, the shot-in-the-arm issue. Young people think nothing of getting a painful tattoo from some strange dude, yet won’t get a vaccination in a sterile doctor’s office to prevent the risk of getting a sexually transmitted disease.

When it comes to selling in a recession, sales managers and sales professionals must reconfigure selling strategies (persuasion) that will be more effective and sustainable in a fear-based and emotionally charged recession like we have today. You are influenced and persuaded into decision-making every single day, whether you want to admit it or not. Did you buy your wife roses because you really wanted to, or because you feared her wrath if you didn’t bring home the flowers? Guilt, as you see, is just one powerful tool.

Here are the most recognizable persuasive elements we experience in society:

Habitual patterns. Trigger words or fixed action patterns, automatic behavior patterns, and biases help people organize thoughts and actions.

Consistency and commitment. MacDonald’s hamburgers taste the same from Russia to Denver.

Reciprocation. “I love you. Will you buy my guitar?” The person may be more influenced to buy the guitar as a way to return the gesture of the stated love. Guilt falls under this category.

Likeability. We like people like us. First impressions, and all.

Social proof. Everybody is buying, saying, eating, reading, etc., so I must also.

Authority/power. Law is law and rules are rules.

Scarcity. The more we want something and can’t get it, the more valuable it can appear.

Fear or gain. Research shows fear of loss is stronger than the desire for gain.

Now that you armed with these valuable insights into human behavior and tendencies, what can you do to reset your sales and marketing presentations to capture the right emotion and persuasive trigger of your customer? What can you present that will engage as many different emotional cues, as well as logical cues, for them to buy your product or service?

Here are some suggestions:

1. Brochures and Website material. Use words and images that elicit stronger emotional appeals, in addition to the practicality of your product or service. Value is critical, and an emotional appeal to the real cause of the pain the customer would feel by not buying your product is the true target of your sales pitch.

2. Provide the data. Saying “We care about our customers” is weak. Everybody says that. Give facts: 85.3 percent of our customers are from referrals! Now that’s compelling. Show how much people save, earn, smile, laugh, or relax when they buy from you.

3. Dates don’t matter. “We’ve been serving customers for 54 years!” So what? Longevity in business doesn’t carry the same weight it used to. Yahoo! and Google, for example are less than 15 years old, but are as well-known companies as GE and Microsoft. Persuade with a compelling advantage.

4. Match marketing materials with your sales team’s ability. A great-looking, emotionally charged brochure must fit the salesperson making the presentation, or else it’ll flop. If your salespeople can’t say the words that are hard to speak, then the message is lost and sales falter. Train your team to present the data, the emotion, and the benefits in a way that is assertive, close to the heart, and rewards them to make the sale.

5. Train your sales team to avoid the very tactics of persuasion they’re being trained to embrace. The fear of job loss and stress of customers saying “no” in a recessionary climate is both stressful and demotivating. Contract with a proven trainer to teach your team to learn how to modify their internal and external behaviors in order to build resilience to the negativity. A better-than-industry average commission plan and measurable goals with benchmarks aren’t bad ideas, either.

6. Explore ways to imbed your product or service into the typical habits and behavior patterns of your potential customers. Example: If you sell Website development, send examples/data to show how others are updating their sites to capture new sales with new technology. Bankers love data and low risk; focus your pitch to show less risk when buying your service.

7. Tie your sale into a common theme that month, year or decade to enhance recall, retention, and common ground. People join and are part of associations to feel part of the tribe’—to gain access to special knowledge. Your ability to allow them the “secrets” is a powerful tool.

Every decision you make is a result of some form of persuasion infiltrating your emotions to influence your behaviors and thinking. The more elements of persuasion you become familiar with, the better you’ll be able to judge which approach is the right one for the selling situation.

Russell Riendeau, Ph.D., is a behavioral scientist, senior partner of The East Wing Search Group, and co-author of “The CEO’s Guide To Talent Acquisition: Finding Talent Your Competitors Overlook.” E-mail him at russ@eastwingsearchgroup.com.

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12

04 2009


by Jeff Compton
posted in DRIV Strategies
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New Website!

Hey guys, new things are happening! My new website www.jeffcompton.tv is up and running. It’ s not finished but it is close. It’s has videos, audios and other cool things. My calendar is there as well as a complete list of all the seminars I do. I Would love to have your comments on it. Thanks

Jeff Compton | DRIV Strategies.

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27

03 2009


by Jeff Compton
posted in DRIV Strategies
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The Morning DRIV™

Daily Motivational Messages from Jeff Compton

Daily Motivational Messages from Jeff Compton

Motivators! Things that make you do what you do.

What motivates you? Why?

Have you ever asked yourself what motivates you? In DRIV Strategies I teach that there are four basic groups that people fall into. Each group has their own motivators (the things that make them do what they do). These groups can narrow your focus on what truly motivates you, but that is not all you need. Here is an exercise that can help you pinpoint your motivators. Make a list of the last 10 things you did that you really wanted to do. Also list 10 things that you really wanted to accomplish that you did not accomplish. Scanning each item on the list, try to identify what motivated you to accomplish or not accomplish that certain goal. Be honest with yourself. It’s okay to tell yourself the truth, even when you don’t want to hear it. After the exercise, you will have a list of motivators. Things that make you do what you do.

What is so important about this list? Well, these motivators are the tools that you can use from this point on to accomplish what’s next in your life. Whether they are good or bad, you know that they bring results. This is a powerful insight into getting what you want out of life. Finding out what “does it” for you.

Jeff Compton | Professional Speaker & Author of “What DRIVES You? How to tap into your hidden energy to get what you want”



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15

03 2009


by Jeff Compton
posted in DRIV Strategies
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The Morning DRIV™

Daily Motivational Messages from Jeff Compton

Daily Motivational Messages from Jeff Compton

Swimming like a shark!

Sharks do not have a swim bladder to keep them floating in the water, sharks sink when not swimming. A shark’s body is heavier than water. Most sharks are constantly on the move, they have to be. Moving forward with their mouths open is how sharks move water across their gills for breathing. Most cannot stop for long or move backwards as can other fish.

What a great metaphor for those that wants to be successful. If you are standing still you’re sinking. There is no way that you can go backwards and the only way that you can survive is to KEEP MOVING! Times are tough right now, and it’s easy to just want to hide and wait for a better day. But that will cause you more damage than good. If you are going to be one of those that are truly successful you have to keep moving. Keep trying, keep doing what it takes. You need to swim like a shark!

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09

03 2009


by Jeff Compton
posted in DRIV Strategies
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DRIV Strategies Seminars

drive-strategies-thumbnail1

DRIV Strategies™ is coming to your area soon. We are currently scheduling and planning DRIV Strategies™ seminars for the latter half of the 2009. We have one scheduled in July in Atlanta and we have others coming to a city near your very soon!

Whether dealing with employee relationships, increasing productivity or pumping up sales, DRIV Strategies™ are principles developed by Jeff Compton to provide life changing ideas to people that want to maximize their success. Jeff’s powerful strategies will help increase the productivity of your team, get a handle on your sales and motivate a recession wary staff.

This exciting one day seminar will have you leaving with a renewed confidence in what you can do when it comes to dealing with customers and employees. Learn how to motivate your employees to be more productive and your customers to purchase more by tapping into their “ENERGY” source. DRIV Strategies™ can and will bring results!

For More information and a brochure… contact us at info@3dg.us



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04

03 2009


by Jeff Compton
posted in DRIV Strategies
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The Morning DRIV

Consistency is the foundation of success. People who are successful will tell you that they didn’t do it over night. They are usually not lottery winners. They are people with a single minded mission to consistently do what they need to do to get to where they want to be. They asked themselves a question every morning: “What CAN I do TODAY, to get me closer to my goals?” And every evening: “What DID I do TODAY, to get me closer to my goals?”

Make your goals more than a WISH LIST. Each journey starts with small consistent footsteps.

A consistent soul believes in destiny, a capricious one in chance.
Benjamin Disraeli

Jeff Compton: Follow me on linkedin, twitter & facebook

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04

03 2009


by Jeff Compton
posted in DRIV Strategies
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The Morning DRIV™

Daily Motivational Messages from Jeff Compton

Daily Motivational Messages from Jeff Compton

MONDAY

The Power of a Positive Economy!

Our economic system is built on specilation of investors and consumer confidence. Having a collective positive outlook usually brings a bull market, and the same is true for a bear market. Isn’t amazing that the most powerful economy in the world is at the mercy of positive thought. If collective thoughts can rule the economic world, how much effect do you think your thoughts have on you? More than you think. (Pardon the pun)

It’s true that the power of thought rules the world, yet we take for granted the thoughts we have everyday. Let this be the day that you target your thoughts toward the outcome you wish to have.

A man is but the product of his thoughts what he thinks, he becomes.
Mohandas Gandhi


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01

03 2009


by Jeff Compton
posted in DRIV Strategies
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