Discovering Your Personal Talents
By Brian Tracy
Benjamin Franklin wrote, "Do you value life? Then waste not time, for that is the stuff of which life is made." The value of anything that you obtain or accomplish can be determined by how much of your time, or your life, that you spent to acquire it. The amount of yourself that you use up in achieving the goals that are important to you is a critical factor to consider, even before you begin. Only by discovering your innate strengths and developing and exploiting them to their highest degree can you utilize yourself to get the greatest amount of satisfaction and enjoyment from everything you do. Deciding what you want to do, what you can do well, and what can give you the highest rewards for your efforts is the starting point in getting the best out of yourself.
When we do strategic planning for corporations, we begin with the premise that the whole purpose of the exercise is to reorganize and reallocate people and resources to increase the rate of return on equity, or capital invested in the business. Invariably, this is done by emphasizing some areas and de-emphasizing others, by allocating more resources to areas with higher potential return and by taking resources away from those areas that represent lower potential returns. By developing or promoting newer and better products and services and by discontinuing those products and services that are less profitable, the company and all the people in it can channel their resources to maximize their returns.
In doing personal strategic planning, the first thing you want to think about is increasing your personal "return on energy," rather than return on equity. You need to realize that the most essential and valuable thing that you have to bring to your life and to your work is your ability to think, to act and to get results. Your earning ability-which is a function of your education, knowledge, experience and talents-is your human capital, or your equity. And the way you use it will largely determine the quality and quantity of your rewards, both material and psychological, both tangible and intangible.
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An excerpt from Brian Tracy's new book Speak to Win:
Persuading Others
The key to success in a meeting is for you to be persuasive. It lets you affect the direction of the discussion and influence the final decisions and conclusions with your input.
To be persuasive in a meeting, the meeting participants must like you. To be liked, you must be likeable. People must willingly support you and approve of your ideas and your positions. The key to increasing your influence and persuading others to support and agree with you is simple: Make others feel important.
There are six things ("the six As") you can practice to make others feel more valuable in a meeting or any other social or business situation. They are essential if you want to speak to win.
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