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Wednesday, July 23, 2008

iPhone3g.. aaa.. everyone is talking about it.. what is so great about this phone?

iPhone3G Technical Specifications

Size and weight
4.5 inches (115.5 mm)
2.4 inches (62.1 mm)
0.48 inch (12.3 mm)
4.7 ounces (133 grams)
• 8GB model: Black
• 16GB model: Black or white

• 8GB or 16GB flash drive

Cellular and wireless
• UMTS/HSDPA (850, 1900, 2100 MHz)
• GSM/EDGE (850, 900, 1800, 1900 MHz)
• Wi-Fi (802.11b/g)
• Bluetooth 2.0 + EDR

• Assisted GPS

Video formats supported: H.264 video, up to 1.5 Mbps, 640 by 480 pixels, 30 frames per second, Low-Complexity version of the H.264 Baseline Profile with AAC-LC audio up to 160 Kbps, 48kHz, stereo audio in .m4v, .mp4, and .mov file formats; H.264 video, up to 2.5 Mbps, 640 by 480 pixels, 30 frames per second, Baseline Profile up to Level 3.0 with AAC-LC audio up to 160 Kbps,

• Frequency response: 20Hz to 20,000Hz
• Audio formats supported: AAC, Protected AAC, MP3, MP3 VBR, Audible (formats 1, 2, and 3), Apple Lossless, AIFF, and WAV
• User-configurable maximum volume limit

• 3.5-inch (diagonal) widescreen Multi-Touch display
• 480-by-320-pixel resolution at 163 ppi
• Support for display of multiple languages and characters simultaneously

In the box
• iPhone 3G
• Stereo Headset with mic
• Dock Connector to USB Cable
• USB Power Adapter
• Documentation
• Cleaning/polishing cloth
• SIM eject tool

Environmental Status Report
iPhone 3G embodies Apple’s continuing environmental progress. It is designed with the following features to reduce environmental impact:
• PVC-free handset
• PVC-free headphones
• PVC-free USB cable
• Bromine-free printed circuit boards
• Mercury-free LCD display
• Majority of packaging made from post-consumer recycled fiberboard and biobased materials
• Power adapter outperforms strictest global energy efficiency standards

Camera and photos
• 2.0 megapixels
• Photo geotagging
• iPhone and third-party application integration

Language support
• Language support for English, French, German, Japanese, Dutch, Italian, Spanish, Portuguese, Danish, Finnish, Norwegian, Swedish, Korean, Simplified Chinese, Traditional Chinese, Russian, and Polish
• International keyboard and dictionary support for English (U.S.), English (UK), French (France), French (Canada), German, Japanese, Dutch, Italian, Spanish, Portuguese (Portugal), Portuguese (Brazil), Danish, Finnish, Norwegian, Swedish, Korean (no dictionary), Simplified Chinese, Traditional Chinese, Russian, and Polish

Mail attachment support
• Viewable document types: .jpg, .tiff, .gif (images); .doc and .docx (Microsoft Word); .htm and .html (web pages); .key (Keynote); .numbers (Numbers); .pages (Pages); .pdf (Preview and Adobe Acrobat); .ppt and .pptx (Microsoft PowerPoint); .txt (text); .vcf (contact information); .xls and .xlsx (Microsoft Excel)

iPhone Accessories

iPhone Bluetooth Headset
Answer iPhone calls wirelessly with this compact, lightweight Bluetooth headset. A single button lets you answer and end calls easily. And the lithium-ion battery delivers up to 5.5 hours of talk time and up to 72 hours of standby time.1

MobileMe Subscription
With a MobileMe subscription, you have everything you need, anywhere you are. Your email accounts, calendar, and contacts stay up to date on your iPhone and your computer — automatically.

iPhone 3G Dock
Get fast access to USB charging, syncing, and audio out with the iPhone 3G Dock. Even conduct speakerphone calls when your iPhone is in the dock.

Apple USB Power Adapter
Charge your iPhone on the go with this new, ultracompact USB power adapter. Includes an Apple Dock Connector to USB Cable.

Monday, March 05, 2007

Questions I Ask Myself

Questions I Ask Myself

Children astound me with their inquisitive minds. The world is wide and mysterious to them, and as they piece together the puzzle of life, they ask “Why?” ceaselessly. Why can’t they have another cookie? Why can’t they stay up after 9:00 pm? Why do they have to share their toys? Why does grandpa have white hair?

As we age, it seems our childlike curiosity diminishes. Yet, after all I have learned, I realize there’s even more I’ve not yet discovered. Through my leadership journey I’ve tried to keep my mind open to growth by continuing to probe for new ideas. In this edition of Leadership Wired, I’d like to share with you the questions I regularly ask myself as a leader.

Questions I Ask Myself

Am I investing in myself?
This is a personal growth question.

Lifelong learners have a common set of characteristics:

(1) They develop a personal growth plan.
(2) They possess a teachable attitude.
(3) They invest in growth-oriented resources and relationships.
(4) They continually leave their comfort zone.
(5) They capture what they learn by applying their knowledge.
(6) They reflect on what they learn and turn experience into insight.
(7) They pass on what they learn to others.

Am I Genuinely Interested In Others?
This is a motive question.

Leaders see before others see, and they see more than others see. Since leaders “figure it out” first, they can be tempted to take advantage of others. Self-centered leaders manipulate when they move people for personal benefit. Mature leaders motivate by moving people for mutual benefit. They place what’s best for others above themselves.

Am I Doing What I Love and Loving What I Do?
This is a passion question.

You will never fulfill your destiny doing work you despise. You are nothing unless it comes from your heart. If you go to work only to cycle through rote processes and functions, then you are effectively retired. It scares me when most people I see, by age 28, are retired. To be a difference-maker, you have to bring passion, commitment, and caring to your career. Passion gives you the energy advantage over others.

Am I Investing My Time with the Right People?
This is a relationship question.

Most people can trace their successes and failures to the relationships in their lives. Be selective about who you join with on the leadership journey. Choose companions with a commitment to personal growth, a healthy attitude, and high potential.

Am I Staying in My Strength Zone?
This is an effectiveness question.

Effective leaders stop working on their weaknesses and diligently develop their strengths. You don’t have to be a jack of all trades. Delegation frees you to focus on what only you can offer to your organization.

Am I Taking Others to a Higher Level?
This is a mission question.

My success is determined by the seeds I sow, not the harvest I reap. My life mission is to add value to leaders who will multiply value to others. Leaders add value to others rather than accumulating value for themselves.

Dr. Martin Luther King, Jr. said it best: “Life's most urgent question is: what are you doing for others?”

Am I Taking Care of Today?
This is a success question.

The secret of your success is determined by your daily agenda. Are the habits in your life steering your toward success or simply frittering away your time? Be serious about making each day count.

Am I Taking Time To Think?
This is a leadership question.

A minute of thought is greater than an hour of talk. Taking time to think allows you to live life purposefully. Don’t let life’s circumstances dictate your path or allow the expectations of others to determine your course. Author your own life by clearing your schedule for thinking.

Am I Developing Leaders?
This is a legacy question.

“The ultimate test for a leader is not whether he or she makes smart decisions and takes decisive action, but whether he or she teaches others to be leaders and builds an organization that can sustain its success even when he or she is not around. True leaders put ego aside and strive to create successors who go beyond them.”

~ Lorin Woolfe

Am I Pleasing God?
This is an eternity question.

In the light of history, our years are short and our days are few. Yet, our lives have greater significance than we can imagine. As the Roman general, Maximus, exhorts his men in Gladiator, “What we do in life echoes in eternity.” Live your life honorably and with a clean conscience before God and your fellow man. Focus your effort on worthwhile causes that will outlast your time on this planet.

Pride - A Leader's Greatest Problem

Pride - A Leader's Greatest Problem

Pull a 10-dollar bill from your pocket, and you will see the face of Alexander Hamilton on the front. By merit of his accomplishments, Hamilton should be one of our greatest national heroes. Consider his contributions to America:

• Revolutionary War hero
• George Washington’s chief of staff by age 22
• America’s first Secretary of the Treasury
• Co-author of The Federalist Papers
• Creator of the Coast Guard
• Designer of the nation’s banking and finance system
• Architect of a system of tax collection to bring revenue to the U.S. Government
• Builder of the infrastructure for an industrial economy

Yet, despite displaying the greatest blend of legal, political, and financial knowledge of the founding fathers, Hamilton does not rank among the foremost heroes of our country’s history. Why? Pride. Hamilton’s self-importance and inability to take an insult alienated those around him and sabotaged his career. His ego literally killed him. Far too vain to patch up differences with fellow politician, Aaron Burr, Hamilton was shot and killed by Burr in a duel at the age of 49.

Pride—A Leader’s Greatest Problem

Before diving into the body of this lesson, I’d like to credit my friend Dave Anderson, founder of Many of his thoughts resonate throughout this edition of LW.

I agree with Dave when he suggests pride is the leading culprit of managerial ineffectiveness:

“There are many reasons managers fail. For some, the organization outgrows them. Others don’t change with the times. Some spread themselves too thin and work long and hard but not smart. Many abandon the priorities and disciplines that once made them great and never get back to them. A few make poor character choices…But all these causes for management failure have their root in one common cause: pride. In the simplest terms, pride is devastating. I’m not talking about the pride one has in their work or their accomplishments. I’m indicting the pride that inflates your sense of self-worth and distorts your perspective of reality.” ~ Dave Anderson

There are two kinds of pride, both good and bad. “Good pride” represents our dignity and self-respect. “Bad pride” is the deadly sin of superiority that reeks of conceit and arrogance. When you look at the word pride, notice the middle letter is “I”. When you are full of pride on the inside, it makes you stiff, stubborn, and creates strife with others.

The Problems of Pride

1. Pride Stops Us from Building a Team.

Prideful leaders readily contract “Superman Syndrome” and devalue the benefits of teamwork. They rely on their own prowess to solve problems and advance the organization. Blinded by their self-centeredness, arrogant leaders are unable to appreciate the strengths in others.

2. Pride Renders Us Unteachable.

Leaders who are assured they know everything don’t bother about personal growth. Their ego convinces them that they have arrived, and they quit searching for life’s lessons in the people and circumstances around them.

3. Pride Closes Our Mind to Feedback.

Pride deafens us to the advice or warnings of those around us. As Stephen Covey has said, “It takes humility to seek feedback. It takes wisdom to understand it, analyze it, and appropriately act on it.” Without humility, we care about only one opinion—our own.

4. Pride Prevents Us from Admitting Mistakes.

The Duke of Wellington once haughtily drew himself up to his full height and thundered to one of his staff officers, “God knows I have many faults, but being wrong is not one of them!” Pride won’t allow for failure. The egotistical leader blames mistakes on others, justifies them as inevitable, or refuses to acknowledge them.

5. Pride Keeps Us from Making Changes.

Pride will cause leaders to pledge allegiance to the status quo rather than opening themselves to change; especially if the change alters a system they built. Since leaders have emotional equity in their own work, they will justify living with broken systems rather than changing them.

6. Pride Encourages Poor Character Choices

Because of arrogance, ignorance, or a little of both, leaders start taking shortcuts that compromise their values. In their conceit, they think they’re above the rules or are too smart to get caught.

As flawed human beings, we all fall into prideful traps from time to time. However, failing to recognize the error of pride and change course will doom our leadership. Pride is a fatal character flaw and leaders that leave legacies have their character in tact. Leaders who fail to prune their pride will meet demise. That’s not a guess, it’s a guarantee. With pride, it’s not a matter of “if” we will fall, but “when.” There are no exceptions.

7. Pride Hinders Us from Reaching Our Potential.

For leaders to reach full potential, they must be aware of areas in which they can improve. Unfortunately, pride blocks honest self-assessment and prevents leaders from finding the path to better performance.

8. Pride Destroys Relationships.

The opposite of loving others is not hating others but rather obsessing over oneself. When we become self-absorbed, we cut ourselves off from the enjoyment of the relationships in our life. What I call, “The Celebration Principle” says that the true test of relationships is not how loyal we are when friends fail, but how thrilled we are when they succeed. If we can’t get excited about the accomplishments of our friends, we had better do some soul-searching.

9. Pride Distorts Your Perspective on Reality

Constantly viewing life through the lens of selfish ambition colors a leader’s outlook. Many problems in business are caused by the ego interfering with judgment. Choices that should be clear to the leader become clouded by an obsession with self advancement.

How to Correct the Pride Problem

1. Recognize Your Pride

“If anyone would like to acquire humility, I can, I think, tell him the first step. The first step is to realize that one is proud. And a biggish step, too. At least, nothing whatever can be done before it. If you think you are not conceited, you are very conceited indeed.”

~ C. S. Lewis

2. Admit Your Pride

“There is perhaps not one of our natural passions so hard to subdue as pride. Beat it down, stifle it, mortify it as much as one pleases, it is still alive. Even if I could conceive that I had completely overcome it, I should probably be proud of my humility.”

~ Benjamin Franklin

3. Express Your Gratitude

“A proud man is seldom a grateful man, for he never thinks he gets as much as he deserves.”

~ Henry Ward Beecher

4. Say Your Prayers

“Lord, when I am wrong, make me willing to change, and when I am right, make me easy to live with.”

~ Anonymous

5. Practice Serving Others

“The high destiny of the individual is to serve rather than to rule.”

~ Albert Einstein

6. Learn to Laugh at Yourself

“Blessed are they that laugh at themselves, they shall never cease to be entertained.”

~ Chinese Beatitude

Leaving a Legitimate Leadership Legacy

Leaving a Legitimate Leadership Legacy

As I begin this lesson, I would be remiss not to mention the tremendous contribution of my friend Dick Biggs has made in shaping my thoughts on succession. Several of Dick’s ideas are woven into this edition of Leadership Wired.


President Abraham Lincoln’s leadership through the painful trial of Civil War saved the United States of America and ended the deplorable institution of slavery. In the war’s aftermath, Lincoln faced the challenge of rebuilding the South without restoring its system of white supremacy. Balancing goodwill toward freed blacks and a conciliatory stance toward the former Confederate states, Lincoln appeared to have the perfect temperament to ease the South through a time of healing and into a period of prosperity and equality.

Abraham Lincoln’s assassination plunged the fragile future of the South into uncertainty. His successor, President Andrew Johnson, continued policies of conciliation toward the Southern states, but he did not share Lincoln’s regard for black Americans. By pardoning key leaders of the Confederacy and placing power back in the hands of state legislators in the South, Andrew Johnson reconstructed the South’s oppressive system of white domination. Johnson’s personal racism and inept leadership was responsible for stunting the progress of the civil rights movement and perpetuating injustice in the South for another 100 years.

Abraham Lincoln’s tragic death followed by Andrew Johnson’s deficiencies in rebuilding the South is a testament to the Law of Legacy:

“A Leader’s Lasting Value is Measured by Succession.”

Who knows how far or how quickly the USA may have progressed toward racial equality had Lincoln been able to pass the reins of the government to a like-minded leader?


A turning point in my leadership came when I began to understand the meaning of leaving a legacy. A catalyst for me was a simple statement from management expert, Peter Drucker:
“There is no success without a successor.”

I had always wanted to create lasting value through my life and leadership, so I decided to take seriously the cultivation of successors. I resolved to produce leaders rather than attract followers, and it’s one of the best decisions I’ve made in my leadership. In this lesson, I’d like to explore four aspects of shaping a legitimate leadership legacy:

1. Character
2. Choices
3. Conduct
4. Consequences

Character – Being and becoming a moral example

The two words most commonly linked to character are integrity and honesty. Integrity involves being true to oneself, while honesty means being truthful with others. Each involves being real not fake, genuine not artificial, transparent not deceitful.

You can’t spell integrity without the word grit which is defined as “a firmness of mind,” or “unyielding courage.” It takes a great deal of courage or grit to be true to self. In the end, though, it’s worth the effort because our legacies are going to be impacted greatly by our integrity or lack thereof.

Choices – Thinking clearly and making wise decisions

Careful decision-making requires a sense of right and wrong rooted in character. To make the right decisions consistently, we can’t let external influence or peer pressure cause us to do something wrong when our internal conscience is telling us to do what is right. To violate conscience undermines our self-respect and shatters not only our moral authority, but our confidence as leaders.

We must also understand how pleasure and pain impact our choices. In short, if we enjoy temporary pleasure with a disregard for its harmful effects on us and other people, we’re going to suffer long-term pain. Leadership demands sacrifices for the near-term to receive lasting benefits. The longer we wait to make sacrifices, the harder they become. Successful people make important decisions early in their life, then manage those decisions the rest of their lives.

Conduct – Doing the right things consistently well

Conduct is defined as “a mode of personal behavior.” Only individuals can behave. The conduct of a company, government agency, sports team, or church is a reflection of the conduct of the individuals making up the organization.

To shape the conduct of the individuals who follow us, we must be able to hold them accountable for their behavior. But first, we must be held accountable ourselves. Author Chuck Swindoll says accountability is “a willingness to explain your actions.” If our actions are indefensible, we’ll be stripped of the real authority to exercise moral leadership. We must submit our behavior to the scrutiny of trusted advisors before dictating the conduct of those we lead.

As leaders, we set the tone for the conduct of the individuals in our organization. People do what people see. Conduct is learned through observation. As Dr. Michael Guido says, “The world pays more attention to your conduct than it does to your creed.” As leaders, we teach what we know, but we reproduce who we are.

Consequences – Receiving the results of seeds that we sow

The success of my day is based on the seeds that I sow, not the harvest I reap. Too often, leaders bypass the process of sowing seeds in favor of shortcuts for results. Sadly, the end begins to justify the means, and principles are tossed out for more expedient behavior.

I’ve found submitting to the process of sowing the right seeds will meet with tremendous rewards—whether I see the fruits firsthand or not. Here are five reasons I believe in keeping my attention on sowing well rather than seeing instant results:

(1) The seeds I sow will determine the harvest I reap.
(2) There is no reaping unless I have been sowing.
(3) Sowers are committed to giving before receiving.
(4) Sowers enjoy giving more than receiving.
(5) Sowing daily into the lives of others will compound over time.

We spend our day either preparing or repairing. Preparing allows us to focus on today, while repairing forces us to clean up yesterday. Preparing invests for the future, repairing pays down past debts. Preparing increases efficiency, but repairing consumes precious time. Preparing increases confidence, while repairing breeds discouragement. Cherish each day to grow and develop, and avoid making mistakes which will return to haunt you. Remember: the secret of your success is determined by your daily agenda.

Reach Out and Ask Someone

Reach Out and Ask Someone

By nature, leaders are decision-makers. The more influential the leader, the more consequential their decisions will be. Leaders are out in front because they have proven their ability to choose the appropriate course of action when faced with big decisions.

However, when a leader begins to rely solely on personal observation and intuition, that leader is headed for trouble. Even the wisest among us has a limited perspective, and we will miss important decision-making clues if we become entirely self-reliant.

In this edition of LW, I am indebted to the brilliant thought of Dr. Saj-nicole A. Joni in her book, The Third Opinion. An extremely well-written text, The Third Opinion makes the case for the value of outside insight to the performance of a leader. In her book, Dr. Joni identifies four signs that the time is right to consult decision-making advice.

• When multiple decisions need to be made, and you don’t have the required amount of time to focus fully on each one.

• When the implications of the decision are far-reaching, and you know your organization will be in serious trouble if you don’t do the right thing.

• When you lack the expertise to tackle the issue on your own, regardless of whether you have the time.

• When you are capable of taking action, but you know the decision will be better off if you consult the experiences and insights of someone else.

As a leader, once you’ve determined to seek advice, how do you go about doing it? How can you most effectively glean insights from the thinking of advisors?

To Successfully Engage Others to Gain Insight Requires …

1. The Security of the Leader
2. The Credibility of the Process
3. The Quality of the Questions
4. The Ability of the Team

The Security of the Leader
Advice is seldom welcome, and those who need it most like it least.
-- Dr. Samuel Johnson

Leaders can be stubborn when it comes to seeking advice. Insecure leaders who worry about their status, position, or power tend to reject the ideas of others, protect their turf, and keep people at bay. It takes a secure leader to admit their assumptions may be wrong, or to defer to the expertise of another.

Secure leaders routinely practice simple, but essential exercises to benefit from the advice of others. They create an environment where it’s safe to voice any opinion, regardless of its popularity. They listen, and they consult others with a genuine desire to learn and to broaden their vision. Secure leaders are willing to be wrong. They defer to the strength of an idea regardless of who the idea came from. Finally, leaders share the spotlight when a decision is successful and take the blame when it fails. By doing so, they earn the trust of advisors and keep the channels of communication open for future dialogue.

The Credibility of the Process

He that is taught only by himself has a fool for a master.
— Ben Johnson

The decision-making process unravels when the leader gravitates toward either of two extremes: refusing everyone’s advice or accepting everyone’s advice. Ignoring the advice of others results in a dictatorial leader who is limited by the confines of their own perspective. Accepting all advice leads to paralyzing groupthink, devoid of the critical thinking necessary to weed out poor or unrealistic ideas.

A wise leader builds a climate of shared thinking in which all opinions are welcome, but each is closely scrutinized before being accepted. Such a leader buys into the slogan, “none of us is as smart as all of us.” Shared thinking sparks innovation by opening multiple avenues for creative ideas rather than locking into ideas in the mind of a single leader. Shared thinking also gives ideas a chance to mature as they are polished and expanded in the sphere of team discussion.

The Quality of the Questions

When you stop wondering you might as well put your rocker on the front porch and call it a day.
— Johnny Carson

Perhaps, the hardest part of leadership is to keep sustained focus on essential topics and data above the urgent, immediate needs. When too much of the workday becomes urgent, leaders are sidetracked from following a central vision and careen aimlessly from crisis to crisis.

Leaders devote their most precious resource—unscheduled time—to the most important issues affecting the organization. They purposefully reflect and inquire about opportunities that hold the greatest potential to yield highest returns over time. The gravitational force of the workday gives immediate tasks too much pull. In the absence of careful planning, leaders will become starved for time.

The Ability of the Team

In seeking someone for advice, one of the biggest temptations is to assume that a person who verbalizes well also analyzes well. It’s not true. Good talkers aren’t always good thinkers.
— Fred Smith

Wisdom isn’t in the multitude of voices – it’s in listening to the right one. To maximize the value of shared thinking, leaders place people around the table who bring something to the table. As you prepare to ask people to participate in shared thinking, use the following criteria for the selection process. Choose…

People whose greatest desire is the success of the ideas.
People who can add value to another’s thoughts.
People who can emotionally handle quick changes in the conversation.
People who appreciate the strengths of others in areas where they are weak.
People who understand their place of value at the table.
People who possess maturity, experience, and success in the issue under discussion.
People who will take ownership and responsibility for decisions.
People who will leave the table with a “we” attitude, not a “me” attitude.
Too often, leaders select brainstorming partners based on feelings of camaraderie, circumstances, or convenience. To discover and create ideas of the highest order, the people invited to the table of thought make all the difference.

Let’s recap. Leaders remove the lid of limited perspective from their leadership when they consult the insight of others. To successfully engage others to gain insight requires…

1. The Security of the Leader
2. The Credibility of the Process
3. The Quality of the Questions
4. The Ability of the Team

Timing Time

Taming Time

Time is precious. Ask the coach whose team is behind in the final seconds of a game. Ask the air traffic controller in charge of scheduling takeoffs and landings at a major airport. Ask the news reporter who has just received a breaking story from the AP wire. Ask the cancer patient who has recently learned they have only two months left to live.

Time management is an oxymoron. Time is beyond our control, and the clock keeps ticking regardless of how we lead our lives. Priority management is the answer to maximizing the time we have. Our days are identical suitcases—all the same size—but some can pack more into them than others. No one has a magical ability to make time, but if our lives have direction, we can make the most of the moments we have been given.

Time is more valuable than money, because time is irreplaceable. “You don’t really pay for things with money,” says author Charles Spezzano in What to Do between Birth and Death. “You pay for them with time.” We exchange our time for dollars when we go to work and then trade our dollars for everything we purchase and accumulate. In essence, all we possess can be traced back to an investment of time. Time stewardship is perhaps a leader’s greatest responsibility. In the words of Peter Drucker, “Nothing else distinguishes effective executives as much as their tender loving care of time.”

In this edition of LW, we’ll look at five characteristics of people who use time wisely. The goal of the lesson is for us to understand how to maximize the precious minutes given to us each day.

Five Characteristics of a Wise Steward of Time

#1 Purposeful

People who use time wisely spend it on activities that advance their overall purpose in life. By consistently channeling time and energy toward an overarching purpose, a person most fully realizes their potential.

We cannot reach peak performance without a peak purpose. Purpose enlivens all that we do. In fact, I believe the two greatest days in a person’s life are the day they are born and the day they discover why. Uncovering purpose helps to refine passion, focus efforts, and sharpen commitments. The cumulative result is to amplify the achievements of the wise steward of time.

#2 Committed to Values

People who use time correctly underscore their values with the time they spend. By acting in accordance with their beliefs, they find fulfillment. Failure to identify values leads to a rudderless existence in which a person drifts through life, uncertain as to what they hold dear. Clarity of values is like a beacon of light, guiding the way through life’s twists and turns.

When extended to an organization, values inspire a sense of broader purpose. They make work worthwhile. In an organization, if vision is the head and mission is the heart, then values are the soul. Values endow day-to-day operations and transactions with meaning.

#3 Attuned to Strengths

People who use time correctly play to their strengths. By doing so, they are most effective. People don’t pay for average. If your skill level is a two, don’t waste substantial time trying to improve since you’ll likely never grow beyond a four. However, if you’re a seven in an area, hone that skill, because when you become a nine, you’ve reached a rare level of expertise. As Jim Sundberg says, “Discover your uniqueness; then discipline yourself to develop it.” You are blessed with a unique set of skills and talents. Find them, refine them, and let them carry you toward success.
I have identified four main strengths in my life. I lead well, create, communicate, and network. That’s it. I stick with those strengths and avoid getting caught up in commitments outside of those areas. By narrowing my focus to four strengths, I gain the greatest return on my investments of time.

#4 Choosers of Happiness

People who use time correctly choose happiness by prioritizing relationships and recreation. While choosing happiness may seem simple and obvious, far too many leaders are trying to prove themselves and validate their worth. These leaders chase after power and prestige, and along the way, their friendships wither, their family is ignored, and they skip vacation after vacation. In the end, any success they earn is a hollow and lonely achievement.

Family and friendships are two of the greatest facilitators of happiness. Prioritizing time to cultivate relationships is a hallmark of a healthy leader. Likewise, scheduling leisure combats stress and allows us to delight in the hobbies that bring us joy. However, in the end, happiness is an inside job. We are wise to surround ourselves with family, friends, and fun, but ultimately we determine our internal response to the people and circumstances in our lives.

#5 Equippers

People who use time correctly equip others in order to compound their productivity. They realize the limitations of individual attainment, and they build teams to expand their impact. By developing an inner circle of leaders and investing in them, wise time-users multiply their influence.

Equippers recognize that legacies are carried on by people, not trophies. They pour themselves into the lives of others and watch the ripple effect of their leadership spread through those they have taught and mentored. Equippers seek significance over the long term, which causes them to have a vested interest in the success of their successors.


As much as we would like, we can’t find more time—it’s a finite and constantly diminishing resource. However, we can learn to spend time wisely.

People who use time correctly are…

1. Purposeful
2. Committed to Values
3. Attuned to Strengths
4. Choosers of Happiness
5. Equippers

Wednesday, August 16, 2006

Quick Quotes


“The ear of the leader must ring with the voices of the people."~ Woodrow Wilson

“Listening is a magnetic and strange thing, a creative force. The friends who listen to us are the ones we move toward. When we are listened to, it creates us, makes us unfold and expand.”~ Karl Menninger

“Nature gave us one tongue and two ears so we could hear twice as much as we speak.”~ Epictetus

Whatever It Takes—The Keys to Unlocking a Can-Do Attitude

Assalamualaikum...dear leaders of the world.. just some article from J.C.Maxwell to share with u guys.. enjoy

Whatever It Takes—The Keys to Unlocking a Can-Do Attitude

A faint but discernable dividing line separates achievers from dreamers. At first glance this line may be difficult to distinguish. You may be tricked into believing that talents, titles, or resources draw the line between the doers and dreamers. However, if you spent a significant length of time with a group of leaders, the line splitting the achievers from the dreamers would become crystal clear.

What makes the difference? Attitude. Achievers have a can-do attitude that sets them apart from mere dreamers. Achievers are sold out to success—no matter the obstacles—and they are willing to put forth the effort and pay the price of success.

In my days observing leaders, I have identified four main groups.

1. Cop-outs
These people set no goals and make no decisions.

2. Holdouts
These people have beautiful dreams, but they are afraid to respond to challenges because they lack the self-confidence to overcome difficulties.

3. Dropouts
These individuals clearly define their goals, and, in the beginning, they work hard to make their dreams come true. However, when the going gets tough, they quit.

4. All-Outs
These are the stars. They want to shine out as an inspiration to others. Once all-outs have set their goals, they never quit. Even when the price gets high and the challenges mount, they’re dedicated. Their can-do attitudes carry them to greatness.

Here are 10 keys to cultivating a can-do attitude.

Key #1: Disown Your Helplessness
Can-do people aggressively pursue solutions, and, in the process, uncover creative solutions others never even try to find. Can-do leaders take responsibility for the future, whereas lesser leaders blame circumstances or other people when facing roadblocks. Rather than wallowing in helplessness, can-do leaders search diligently to overcome the obstacles in front of them.

Key #2: Take the Bull By the Horns.
Can-do people are fearless. They go straight to the source of their solution. Their very effort commands attention as they wrestle a problem to the ground with expediency. I have discovered that people with a can-do attitude have an aggressiveness about them. They take the bull by the horns. When they enter into the arena of action, they don’t wait, they initiate.

Key #3: Enter the No Whining Zone.
Can-do people abstain from complaining. They recognize its futility and guard their minds and mouths against indulging in this time-wasting activity. As George Washington Carver observed, “Ninety-nine percent of failures come from people who have a habit of making excuses.”

Key #4: Put On Another’s Pair of Shoes.
Can-do people empathize with others. They attempt to see any predicament from the other person’s perspective in order to make the best decisions. In my book Winning with People, one the 25 People Principles is the Exchange Principle, which says that instead of putting others in their place, we must put ourselves in their place.

Leaders see the world from their perspective and others’ perspectives. They use their own perspective to give direction, and they use others’ perspectives to forge relational connection. Both direction and connection are indispensable to taking the team on a successful journey.

Key #5: Nurture Your Passion.
Can-do people are immune to burnout. They love what they do because they’ve learned how to fuel the fire that keeps them moving. In leadership, the prize is not given to the person who’s the smartest, nor to the person with the advantages in resources and position, but the prize goes to the person with passion.

Key #6: Walk the Second Mile.
Can-do people exceed expectations. While others settle for an acceptable solution, they aren’t satisfied until they have achieved the unimagined. They set expectations for themselves higher than what is dictated by the people or situations around them.

Key #7: Quit Stewing and Start Doing.
Can-do people take action. While others are crippled by worry, fear, and anxiety, they have the fortitude to press forward. The perfect moment when all is safe and assured may never arrive, so why wait for it? Can-do leaders take risks.

Key #8: Go With the Flow.
Can-do people can adjust to change. They don’t get caught griping about an unexpected curve in the road. They accept transition with an optimistic outlook. They realize it’s less important what happens TO them, than it is what happens IN them.

Key #9: Follow Through to the End.
Can-do people not only initiate, they finish. They are self-starters with the capacity to close the deal.

Key #10: Expect a Return as a Result of Your Commitment.
If you make an all out commitment with a can-do attitude, expect a return. Passionate commitment is contagious, and resources follow resolve. Committed leaders will reap rewards and find open doors as others are drawn to the excitement and energy emanating from them.

Wednesday, July 19, 2006

Rahsia jadi ayah yang berkesan

Rahsia jadi ayah yang berkesan

BEBERAPA kajian menunjukkan bahawa kehadiran ayah menyumbang terhadap kejayaan anak dalam setiap fasa kehidupan mereka. Kajian itu disimpulkan dalam Father Facts, Edisi Ketiga (1998), antaranya:

· Bayi yang mempunyai ayah yang selalu bersama-sama anaknya di lapan minggu pertama, lebih berkemampuan menangani tekanan di alam persekolahan
· Anak yang rapat dengan ayahnya pada zaman kanak-kanak menjadi ejen ?penyelesai masalah' yang baik apabila dewasa berbanding kanak-kanak yang tidak dipedulikan oleh ayahnya
· Apabila anak lelaki dan perempuan dididik dan dibelai oleh ayahnya serta sentiasa di sampingnya, sikap mereka apabila dewasa menjadi lebih berinisiatif dan mampu mengawal diri
· Kanak-kanak yang mempunyai hubungan rapat dengan ayahnya ketikazaman tumbesarannya akan menjadi seorang remaja dan orang dewasa yang seimbang.

Rahsia menjadi ayah yang berkesan.
Ramai lelaki terbilang berjaya dan berbangga kerana menjadi seorang ayah cemerlang dan berkesan. Menurut kajian Dr Ken Canfield, pengasas dan juga Presiden Pusat Kebapaan Kebangsaan dalam penyelidikannya mengenai `kebapaan' ada beberapa rahsia menjadi ayah yang berkesan:-

Bapa yang komited dan bertanggungjawab.
Jalankan tugas bapa dengan penuh dedikasi dan bertanggungjawab
Kenal pasti apakah tugas anda sebagai bapa dalam rumah tangga ? jangan lah sampai bapa tu sendiri confuse dgn peranan dia.

Tunjukkan dan beritahu anak bahawa anda juga ada tugas dalam rumahtangga, disamping ibu mereka ? setakat beritahu tak cukup, tunjuk tu yang penting, nih basuh pinggan pun tak, kesian kat bini, nanti anak ingat basuh pinggan je keje mak dia. Tak jatuh nye macho kalau basuh pinggan..

Anda bukan hanya bertugas di luar. Sekali-sekala berikan mereka peluang untuk mengutarakan pandangan atau menegur anda jika anda terlupa atau terlalai melakukan tugas anda di rumah ? ini tidak bila anak tegur kita naik angin sedangkan dia perlu tahu yang mana kesilapan dan cara untuk mengelakkannya..

Selalu memeriksa dan memantau apakah anda telah melaksanakan tugas dirumah. Bayangkan `hadiah' atau `anugerah' yang bakal didapati (sama ada di dunia atau akhirat) jika anda menjadi ayah cemerlang! ? ini bukan setakat saja-saja taknak kasi anak jadik jahat ke pelik ke tapi adalah untuk menunaikan amanah ALLAH

Kenali anak anda.
Ambil masa untuk mengenali secara khusus keunikan dan kualiti anak anda
Libatkan diri dalam dunia mereka, hadiah yang mereka sukai, ketakutan, kekecewaan malah impian dan cita-cita mereka ? malang sungguh bagi bapa yang hanya diam tak beri respon dgn setiap kelakuan anak. Belajarlah berkomunikasi dengan anak

Cuba ingatkan semua nama kawan mereka serta pembawaan masing masing ? yang ni memang penting sbb dengan cara ni, anak2 tidak akan pergi jauh dari kita dan kita pulak banyak reporter tentang sebarang kelakuan mereka. Lagipun, kan lebih baik rumah kita dijadikan port untuk anak2 dan kawan mereka dari mereka membuang masa di tempat yang kita tak tau
Kenal pasti apa yang selalu mengecewakan, ditakuti, dibenci, paling memalukan serta yang boleh memberi motivasi dan perangsang kepada mereka

Istiqamah (tetap pendirian)
Apabila anak tahu apa yang bapa mahukan, mereka akan lebih berasa yakin serta boleh menyesuaikannya dengan kehendak anda. Jadi, istiqamah, tetap pendirian serta konsisten. Ada enam tempat anda perlu konsisten iaitu hadkan perubahan mood (jangan terlalu mengikuti perasaan) ? ini tidak, sikit2 melenting macam nak rak padahal salah anak ciput aje. Bab ni, mungkin suami isteri perlu saling tegur menegur tentang cara komunikasi dengan anak-anak
sentiasa ada di rumah (selalu menghadirkan diri dalam acara kekeluargaan) ? buatla agenda harian (eg solat jemaah subuh), agenda mingguan (eg ramai2 ke pasar), bulanan (eg gotong royong) dan jadilah orang yang paling disiplin sekali supaya anak mesra dgn kita kotakan apa yang dikata, bukan cakap tidak serupa bikin; sentiasa menjaga moral dan adab sopan; mempunyai atur cara kehidupan teratur serta ada hobi dan kegemaran baik yang boleh dilihat dan diikuti.

Melindungi, menyara dan mendoakan ? doa kita dan restu kita akan mengiringi anak2?sayangilah mereka

Sediakan suasana dan rasa selamat dalam rumah dengan memberikan respon yang positif setiap kali berlaku krisis dan permasalahan dalam rumah

Paling penting anda memberikan saraan yang cukup kepada mereka. Bapa tidak boleh menghalang berlakunya krisis, tetapi tindakan anda ketika berlaku krisis dan mengembalikan suasana normal, sebenarnya `mengajar' anak menangani krisis

Jangan lupa doakan untuk anak selepas solat

Mencintai ibu mereka. Zahirkan cinta anda kepada isteri anda di depan anak untuk menunjukkan satu hubungan suami isteri yang intim dan bermakna

Jadikan diri anda sebagai anggota dalam pasukan `keibubapaan', bukan hanya ibu. Inilah langkah dan hadiah terbaik untuk anak. Dalam jangka panjang, anak mendapat manfaat yang sangat bernilai daripada hubungan ibu bapa yang hormat menghormati, bekerjasama dan berkasih sayang.

Menjadi pendengar yang baik
Sedarlah bahawa anak mudah tersesat atau terpesong dalam arus dunia
Dengar apa yang mereka katakan dan apa yang tidak terluahkan
Tunjukkan kepada mereka bahwa mereka berhak untuk didengari dan diberi perhatian

Jadikan diri anda `pemimpin' kerohanian.
Beri peluang anak anda mengenali Allah dengan menunjukkan `keimanan' dan amal harian anda yang selari dengan tuntutan agama

Bersolat bersama-sama dan jadi imam dalam solat lima waktu di rumah
Bawalah mereka bersama-sama menunaikan solat berjemaah di masjid
Selalu bercerita mengenai makhluk yang dicintai Allah di bumi dan langit

Friday, July 14, 2006

Cash Flow Quadrant! - Great Book to open up your mind towards FINANCIAL FREEDOM!

Guys this a must read book for everybody...
Here is the synopsis...
Go and get one from book store...

The greatest investment in our life is the book that we read and the people that we meet....

Chapter One

“Why Don’t You Get A Job?”

In 1985, my wife, Kim, and I were homeless. We were unemployed and had little money left from our savings; our credit cards were exhausted; and we lived in an old brown Toyota with reclining seats that served as beds. At the end of one week, the harsh reality of who we were, what we were doing, and where we were headed began to sink in.

Our homelessness lasted for another two weeks. A friend, when she realized our desperate financial situation, offered us a room in her basement. We lived there for nine months.

We kept our situation quiet. For the most part, my wife and I looked quite normal on the surface. When friends and family were informed of our plight, the first question was always, “Why don’t you get a job?”

At first we attempted to explain, but in most instances, we failed to clarify our reasons. To someone who values a job, it is difficult to explain why you might not want a job.

Occasionally, we did a few odd jobs and earned a few dollars here and there. But we did that only to keep food in our stomachs and gas in the car. Those few extra dollars were only fuel to keep us going toward our singular goal. I must admit that during moments of deep personal doubt, the idea of a safe, secure job with a paycheck was appealing. But because job security was not what we were looking for, we kept pushing on, living day to day, on the brink of the financial abyss.

That year, 1985, was the worst of our lives, as well as one of the longest. Anyone who says that money isn’t important obviously has not been without it for long. Kim and I fought and argued often. Fear, uncertainty and hunger shortens the human emotional fuse, and often we fight with the person who loves us the most. Yet, love held the two of us together and our bond as a couple grew stronger because of the adversity. We knew where we were going; we just did not know if we would ever get there.

We knew we could always find a safe, secure, high-paying job. Both of us were college graduates with good job skills and solid work ethics. But we were not going for job security. We were going for financial freedom.

By 1989, we were millionaires. Although financially successful in some people’s eyes, we still had not reached our dreams. We had not yet achieved true financial freedom. That took until 1994. By then, we never had to work again for the rest of our lives. Barring and unforeseen financial disaster, we were both financially free. Kim was 37, and I was 47.

I started this book about being homeless and having nothing because I often hear people say, “It takes money to make money.”

I disagree. To get from homeless in 1985 to rich in 1989 and then to become financially free by 1994 did not take money. We had no money when we stated, and we were in debt.

It also does not take a good formal education. I have a college degree, and I can honestly say that achieving financial freedom had nothing to do with what I learned in college. I did not find much call for my years of studying calculus, spherical trigonometry, chemistry, physics, French, and English literature.

Many successful people have left school without receiving a college degree. People such as Thomas Edison, founder of General Electric; Henry Ford, founder of Ford Motor Co.; Bill Gates, founder of Microsoft; Ted Turner, founder of CNN; Michael Dell, founder of Dell Computers; Steve Jobs, founder of Apple Computer; and Ralph Lauren, founder of Polo. A college education is important for traditional professions, but not for how these people found great wealth. They developed their own successful businesses and that was what Kim and I were striving for.

I am often asked, “If it doesn’t take money to make money, and schools do not teach you how to become financially free, then what does it take?

My answer: It takes a dream, a lot of determination, a willingness to learn quickly, and the ability to use your God-given assets properly and to know which sector of the CASHFLOW Quadrant to generate your income from.

The diagram below is the CASHFLOW Quadrant

The letters in each quadrant represent:
E for employee
S for self-employed
B for business owner
I for investor

The CASHFLOW Quadrant represents the different methods by which income or money is generated. For example, an employee earns money by holding a job and working for someone else or a company. Self-employed people earn money working for themselves. A business owner owns a business that generates money, and investors earn money from their various investments–in other words, money generating more money.

Different methods of income generation require different frames of mind, different technical skills, different educational paths, and different types of people. Different people are attracted the different quadrants.

While money is all the same, the way it is earned can be vastly different. If you begin to look at the four different labels for each quadrant, you might want to ask yourself, “Which quadrant do you generate the majority of your income from?”

Each quadrant is different. To generate income from different quadrants requires different skills and a different personality, even if the person found in each quadrant is the same. Changing from quadrant to quadrant is like playing golf in the morning and then attending the ballet at night.

Most of us have the potential to generate income from all four quadrants. Which quadrant you or I choose to earn our primary income from is not so much what we learned in school; it is more about who we are at the core-our core values, strengths, weaknesses and interest. It is these core differences that attract us to or repel us from the four quadrants.

Yet, regardless of what we “do” professionally, we can still work in all four quadrants. For example, a medical doctor could choose to earn income as an “E,” and employee, and join the staff of a large hospital, or work for the government in the public health service, become a military doctor, or join staff of an insurance company needing a doctor on its staff.

The same doctor could also decide to earn income as an “S”, a self-employed person, and start a private practice, setting up an office, hiring staff and building a private list of clients.

Or the doctor could decide to become a “B” and own a clinic or laboratory and have other doctors on staff. This doctor probably would hire a business manger to run the organization. In this case, the doctor would own the business, but not have to work in it. The doctor also could decide to own a business that has nothing to do with the medical field, while still practicing medicine somewhere else. In this case, the doctor would be earning income as both and “E” and as a “B.”

As an “I,” the doctor also could generate income from being an investor in someone else’s business or in vehicles like the stock market, bond market and real estate.

The important words are “generate income from.” It is not so much what we do, but more how we generate income.

More than anything, it is the internal differences of our core values, strengths, weaknesses and interests that affect which quadrant we decide to generate our income from. Some people love being employees, while others hate it. Some people love owning companies, but do not want to run them. Others love owning companies and also love running them. Certain people love investing, while others only see the risk of losing money. Most of us are a little of each of these characters. Being successful in the four quadrants often means redirecting some internal core values.

It also is important to note that you can be rich or poor in all four quadrants. There are people who earn millions and people who go bankrupt in each of the quadrants. Being in one quadrant or the other does not necessarily guarantee financial success.

By knowing the different features of each quadrant, you’ll have a better idea as to which quadrant, or quadrants, might be best for you.

For example, one of the many reasons I chose to work predominantly in the “B” and “I” quadrants is because of tax advantages. For most people working on the left side of the Quadrant, there are few legal tax breaks available. Yet, legal tax breaks abound on the right side of the Quadrant. By working to generate income in the “B” and “I” quadrants, I could acquire money faster and keep that money working for me longer, without losing large chunks to pay taxes.

When people ask why Kim and I were homeless, I tell them it was because of what my rich dad taught me about money. For me, money is important, yet I did not want to spend my life working for it. That is why I did not want a job. If we were going to be responsible citizens, Kim and I wanted to have our money work for us rather than spend our lives physically working for money.

That is why the CASHFLOW Quadrant is important. It distinguishes between the different ways in which money is generated. There are ways of being responsible and creating money, other than physically working for it.

My highly educated dad had a strong belief that the love of money was evil. That to profit excessively meant you were greedy. He felt embarrassed when the newspapers published how much he made, because he felt he was too highly paid when compared with the schoolteachers who worked for him. He was a good, honest, hard working man who did his best to defend his point of view that money was not important to his life.
My highly educated, yet poor, dad constantly said,
“I’m not that interested in money.”
“I’ll never be rich.”
“I can’t afford it.”
“Investing is risky.”
“Money isn’t everything.”

My rich dad had a different point of view. He thought it foolish to spend you life working for money and to pretend that money was not important. Rich dad believed that life was more important than money, but money was important for supporting life. He often said, “You only have so many hours in a day and you can only work so hard. So why work hard for money? Learn to have money and people work hard for you, and you can be free to do the things that are important.”
To my rich dad, what was important was:
Having lots of time to raise his kids.
Having money to donate to charities and projects he supported.
Bringing jobs and financial stability to the community.
Having time and money to take care of his health.
Being able to travel the world with his family.

“Those things take money,” said rich dad. “That is why money is important to me. Money is important, but I don’t want to spend my life working for it.”

One reason my wife and I focused on the “B” and “I” quadrants while we were homeless was because I had more training and education in those quadrants. It was because of my rich dad’s guidance that I knew the different financial and professional advantages of each quadrant. For me, the quadrants of the right side, the “B” and “I” quadrants, offered the best opportunity for financial success and financial freedom.

Also, at 37 years old, I had experienced successes and failures in all four quadrants, which allowed me some degree of understanding about my own personal temperament, likes, dislikes, strengths and weaknesses. I knew which quadrants I did best in.

It was my rich dad who often referred to the CASHLFOW Quadrant when I was a young boy. He would explain to me the difference between someone who was successful on the left side vs. the right side. Yet being young, I really did not pay much attention to what he said. I did not understand the difference between an employee’s mind-set and a business owner’s mind-set. I was just trying to survive in school.

Yet, I did hear his words, and soon his words began to make sense. Having two dynamic and successful father figures around me gave meaning to what each was saying. But it was what they were doing that allowed me to begin to notice the differences between the “E-S” side of the Quadrant and the “B-I” side. At first the differences were subtle, and then they became glaring.

For example, one painful lesson I experienced as a young boy was simply how much time one dad had available to spend with me vs. the other. As the success and prominence of both dads grew, it was obvious tat one dad had less and less time to spend with his wife and four children. My real dad was always on the road, at meetings, or dashing off to the airport for more meetings. The more successful he got, the fewer dinners we had together as a family. Weekends, he spent at home in his crowded little office, buried under paperwork.

My rich dad, on the other hand, had more and more free time as his success grew. One of the reasons I learned so much about money, finance, business and life was simply because my rich dad had more and more free time for his children and me.

Another example is that both dads made more and more money as they became successful, but my real dad, the educated one, also got further into debt. So he’d work harder and suddenly find himself in a higher income-tax bracket. His banker and accountant would then tell him to buy a bigger house, and soon he was working harder than ever so he could make more money to pay for the new house… taking him even further away from his family.

My rich dad was different. He made more and more money, but paid less in taxes. He, too, had bankers and accountants, but he was getting the same advice my highly educated dad was getting.

Yet, the driving force that would not allow me to stay on the left side of the Quadrant was what happened to my highly educated but poor dad at the peak of his career.

In the early 1970s, I was already out of college and in Pensacola, Florida, going through pilot training for the Marine Corps, on my way to Vietnam. My educated dad was now the Superintendent of Education for the State of Hawaii and a member of the governor’s staff. One evening, my dad phoned me in my room on base.

“Son,” he said. “I’m going to resign from my job and run for lieutenant governor of the state of Hawaii for the Republican Party.”

I gulped and then said, “You’re going to run for office against your boss?”

”That’s right,” he replied.

“Why?” I asked. “Republicans do not have a chance in Hawaii. The Democratic Party and the labor unions are too strong.”

“I know, son. I also know that we do not have a prayer of winning. Judge Samuel King will be the candidate for governor, and I will be his running mate.”

“Why?” I asked again. “Why run against your boss if you know you’re going to lose?”

“Because my conscience won’t let me do anything else. The games these politicians are playing disturb me.”

“Are you saying they’re corrupt?” I asked.

“I don’t want to say that,“ said my real dad. He was an honest and moral man who rarely spoke badly about anyone. He was always a diplomat. Yet, I could tell from his voice that he was angry and upset when he said, “I’ll just say that my conscience bothers me when I see what goes on behind the scenes. I could not live with myself if I tuned a blind eye and did nothing. My job and paycheck are not as important as my conscience.”

After a long silence, I realized that my dad’s mind was made up. “Good luck,” I said quietly. “I’m proud of you for your courage, and I’m proud to be your son.”

My dad and the Republican ticket were crushed, as expected. The re-elected governor sent the word out that my dad was never to get a job again with the government for the state of Hawaii… and he never did. At the age of 54, my dad went looking for a job, and I was on my way to Vietnam.

At middle age my dad was looking for a new job. He went from jobs with big titles and low pay to more jobs with big titles and low pay. Jobs where he was the executive director of XYZ Services, a nonprofit organization, or managing director of ABC Services, another nonprofit.

He was a tall, brilliant and dynamic man who was no longer welcome in the only world he knew, the world of government employees. He tried starting several small businesses. He was a consultant for a while, and even bought a famous franchise, but they all failed. As he grew older, and his strength slipped away, so did his drive to start over again; his lack of will became even more pronounced after each business failure. He as a successful “E” trying to survive as an “S,” a quadrant in which he had no training or experience and for which he had no heart. He loved the world of public education, but he could not find a way to get back in. The ban on his employment in the state government was silently in place. In some circle, the word is called “blacklisted.”

If not for Social Security and Medicare, the last years of his life would have been a complete disaster. He died frustrated and a little angry, yet he died with a clear conscience.

So what kept me going in the darkest of hours? It was the haunting memory of med educated dad sitting at home, waiting for the phone to ring, trying to succeed in the world of business, a world he knew nothing about.

That, and the joyous memory of seeing my rich dad grow happier and more successful as his years went on inspired me. Instead of declining at age 54, rich dad blossomed. He had become rich years before that, but now he was becoming mega-rich. He was constantly in the newspapers as the man who was buying up Waikiki and Maui. His years methodically building businesses and investing was paying off, and he was on his way to becoming one of the richest men in the Islands.

Because my rich dad had explained the Quadrant to me, I was better able to see the small differences that grew into large difference when measured over the years a person spends working. Because of the Quadrant, I knew it was better to decide not so much what I wanted to do, but more who I wanted to become as my working years progressed. In the darkest hours, it was this deep knowledge, and lessons from two powerful dads, that kept me going.

The CASHFLOW Quadrant is more than two lines and some letters.

If you look below the surface of this simple diagram, you will find completely different worlds as well as different ways of looking at the world. As a person who has looked at the world from both the left side of the Quadrant and the right side, I can honestly say the world looks much different depending on which side you are on… and those differences are what this book is about.

One quadrant is not better than another… each has strengths, and each has weaknesses. This book is written to allow you to glimpse into the different quadrants, and into the personal development required to be financially successful in each of them. It is my hope that you will gain further insights into choosing the financial life path that is best suited for you.

Many of the skills essential to be successful in the right side of the Quadrant are not taught in school, which might explain why people like Bill Gates of Microsoft, and Ted Turner of CNN, and Thomas Edison left school early. This book will identify the skills, as well as the personal core temperament, that are necessary to find success on the “B” and “I” side of the Quadrant.

First, I offer a broad overview of the four quadrants and then a closer focus on the “B” and “I” side. There are already plenty of books written about what is takes to be successful on the “E” and “S” side.

After reading this book, some of you might want to make a change in how you earn your income, and some of you will be happy to stay just where you are. You might choose to operate in more than one quadrant, and maybe in all four quadrants. We are all different, and one quadrant is not more important or better than another. In every village, town, city and nation in the world, there is need for people operating in all four quadrants to ensure the financial stability of the community.

Also, as we grow older and gain different experiences, our interests change. For example, I notice that many young people right out of school are often happy to get a job. Yet, after a couple of years, a few of them decide they are not interested in climbing the corporate ladder, or they lose interest in the field of business they are in. These changes of age and experience often cause a person to search for new avenues of growth, challenge, financial reward and personal happiness. I hope this book offers some fresh ideas for attaining those goals.

In short, this book is not about homelessness but about finding a home…a home in a quadrant or quadrants

Thursday, June 15, 2006


Assalamualaikum.. friends and families.. lately i'm bit full.. my schedule are tight.. but i still wanted to share this article with you guys.. happy reading..

By Dr. John C. Maxwell

Before beginning, I'd like to thank my friend Ed Rowell. His research and thoughts played a major role in this study.

On May 21, 2004, Americans celebrated the beginning of perhaps the most amazing journey in American history. Two hundred years prior, Captains Meriwether Lewis and William Clark left St. Louis, Missouri at 3:30 in the afternoon heading upstream on the Missouri River.

Their expedition, dubbed the Corps of Discovery, had been commissioned by President Thomas Jefferson to find the mythical "Northwest Passage," an all-water trade route across the continent to the Pacific Ocean that explorers had searched for almost 300 years. At stake was the fur trade, the continent's most easy exploitable natural resource.

Lewis and Clark had never seen the Pacific Ocean, nor did they have an accurate sense of how far west the continent stretched. Once they were a few days west of St. Lewis, their opportunities for communication with home were nonexistent.

When they returned to St. Louis down the same river, they'd covered more than 8,000 miles and been gone for 28 months. Long feared dead, they came home as national heroes. Even today, their journey overland across the continent is among the most courageous journeys ever conceived and attempted.

Along the way they were to develop an accurate map of the Missouri River basin, record all available information about natural history and geology, and report on and begin building relationships with native tribes they encountered.

They discovered 120 new species of animals and 178 new species of plants. They were the first Europeans to cross the Continental Divide. They were the first to see herds of buffalo, numbering in the thousands, grazing on the largest grassland in the world, and they were the first white men that most of the tribes they met had ever seen.

One of the most remarkable accomplishments is that in spite of the brutal grind of moving people, boats and tons of gear upstream, serious accidents, life-threatening weather, and less than peaceful contact with some of the continent's earliest residents, the Corps of Discovery experienced just one casualty.

It was a grand journey that still inspires and awes after two hundred years. But there are no great journeys without great leadership. And the journey across the American Continent is a case study in leading where no one has gone before.

Without trust, the journey is over before it begins.

When asked to lead the expedition, Meriwether Lewis immediately contacted a man that he had served under in the army, William Clark. Lewis was a self-aware man, and he recognized that Clark's strengths would counter each of his own weaknesses. Four years older, Clark had a strong leadership resume, having served as a company commander. He was a popular, tough, and a fearless woodsman. Clark had been raised in Kentucky, was an accomplished river explorer who was usually with the fleet. Lewis, on the other hand, was of Virginia aristocracy, having lived much of his life among the educated, successful gentry of the day. Lewis loved to walk and was often out front, days ahead, scouting out the route. And when it came time to buy horses to get across the mountains, he knew a good animal when he saw it. Lewis was the camp doctor, Clark the camp counselor.

Most importantly, Clark offered a stability that Lewis was unable to give. Lewis suffered, as his father had, from a "melancholic spirit," or "depressions of the mind." Most modern scholars look at the evidence and believe that he was bi-polar, or manic-depressive. The journey gave him reason to shove back the darkness, and his ability to keep going is a testimony to his sheer strength and will.

Lewis' offer to Clark was to be an equal leader in every conceivable way, including rank and pay. Because the army bureaucracy refused to recognize a co-commander, Clark did not receive his promised captain's commission. The two leaders never mentioned it to the men, and for the next seven years, only Lewis Clark, and Jefferson, and a clerk or two at the War Department knew the truth. When asked as an old man to describe their relationship, Clark replied, "Equal in every point of view."

"Most of all, Lewis knew that Clark was competent to the task, that his word was his bond, and that his back was steel. And Clark knew the same about Lewis. Their trust in each other was complete, even before they took the first step west together. How this closeness came about cannot be known in any detail, but that it clearly was a long time before the expedition—that cannot be doubted."

Our true self-awareness forces us to place trust in others.

Lewis knew his limitations, and he sought a leader with abilities to complement his strengths and weaknesses. In selecting Clark, Lewis showed maturity in realizing he could not lead the way alone. In allowing Clark equal rank and an equal share of the credit, Lewis demonstrated remarkable security.

Competence is essential if trust is to be continued.

Lewis and Clark had differing skills, but each was a greatly talented man. From their diaries, it is obvious that as the journey progressed, their trust in each other deepened. They had a sense of great security because of the mutual confidence they placed in each other. Trust is not unfounded. Trust must be built upon competence.

Trust is strengthened when trust is proven.

The two officers would have one opportunity after another in which they literally put their lives into the hands of others on the expedition. Surmounting each challenge, their trust increased as they proved their merit.

The highest level of trust is expressed in obedience and submission, even when there is a lack of understanding or agreement.

At one point on the journey, the explorers came to two rivers and had to decide which one was the Missouri River. Lewis and Clark's choice went against the general consensus of their men. Even while disagreeing, the men were willing to trust the judgment of their leadership. The submission of the team at such a critical juncture demonstrates their absolute faith in their leaders.

The reward of trust is an intimate relationship that few ever experience.
There is an intimacy when proven by time and experience and competence, that only people that have gone through that trusting experience ever realize. The attitude of the men displayed their intimacy: "they would triumph together or they would die together".

Monday, May 22, 2006

Special Clauses

Assalamualaikum.. brothers and sisters.. how was it today? just remember my friends.. we're gonna fly everyday. There are few clauses from lots of writers that i want to share with u guys today..

"On every challenges, there are opportunity awaits."

"Leadership developes daily, not in a day - John C. Maxwell" Let's all grow to become great leaders daily!

"A man who has to be convinced to act before he acts is not a man of action - Clemeceau"

"To accomplished great things, we must not only act, but dream, not only plan, but also believe - Alexander Graham Bell"

"Leadership is about you leading yourself first. The rest will follow when uyou have lead yourself well. Leaders are like eagels, they don't flock."

Think about it and believe..