English version. An exclusive event over two days with Charles King & Tim Sales in Letohallen, gardermoen messe- og konferansesenter in Oslo, Norway. November 10 & 11, 2007. www.qseminars.no

MastermindEvent.com Hop on board the 76 foot “Dream Builder” yacht to pick the brains of Mr. Orrin Woodward, a top 10 Leadership Guru and co-author of “Launching a Leadership Revolution.” Leadership topics covered in this video include How do you handle delayed gratification, when yo have the money? What does “don’t steal a good burn” really mean? What are the first five books I should read on leadership? What makes the difference between the people who become good leaders and those who do not? What advice would you give a “Dream Builder” to focus on during their first three years? What three steps should they implement right away? Network Marketing Mastermind Event: MastermindEvent.com Orrin Woodward OrrinWoodward.com http Twitter.com Art Jonak ArtJonak.com http Twitter.com

Hop on board the 76 foot “Dream Builder” yacht to pick the brains of Mr. Orrin Woodward, a top 10 Leadership Guru and co-author of “Launching a Leadership Revolution.” What are the 3 key essentials on leadership when building a massive organization? How big is Orrin’s inner circle of people who he takes advice from? What were two of the hardest obstacles you had to overcome in your journey to become successful? And more! Check out the BLOOPER REEL at the very end! Network Marketing Mastermind Event: MastermindEvent.com Orrin Woodward OrrinWoodward.com http Twitter.com Art Jonak ArtJonak.com http Twitter.com

www.successfulMLMsolution.com You can’t have any leadership success in network marketing without these 3 secrets.

This is a promotional video for the next Network Marketing Leadership Event with Tim Sales in Norway 1 & 2 November 2008.

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Between the subjects of goal setting and decision making is an enormous crevasse, into which teams fall, then fester and stink up the joint. This is the area of boundary management – or in the case of team failure, mismanagement.
Empowerment is a form of decision making that involves individual, not team decisions. Yet it is probably the most important kind of deciding that occurs on teams.
Here’s the deal: Organizations create teams to achieve certain goals. They may tell the teams, usually quite vaguely, that they are “empowered” to some degree to do whatever is necessary to achieve the goal.
Or they may not.
Either way the team has been set up to fail. Either the team feels it has no authority or leverage to carry out its mission, or it is confused about what its authority or leverage really amounts to.
It is deeply depressing to a team to go to all the trouble of learning how to solve a problem, only to be paralyzed, unable to implement that solution, because it doesn’t know if it’s allowed to. Or worse, to implement the wrong (but defensible) solution because it doesn’t think management will go for the right (but ambiguous) one.
On the other hand, it is terrifying for management to empower people to make decisions in advance without any assurance those decisions will be sensible or defensible. Many an empowered team, thinking its decision-making authority to be vast and absolute, learns to its chagrin that its empowerment was really more of an expression, a figure of speech, than a blank check.
It’s a drag on both sides when managers believe they have empowered a team to make decisions, only to find out later that the team didn’t believe a word of it. The team gets into trouble, which was what it was trying to avoid, and now the manager has less reason to trust the team than before.
So, what can be done?
First, write the word “empowerment” on a clean sheet of paper, fold the sheet carefully into sixteenths, and then chuck it in the wastebasket.
From now on, instead of empowerment, think in terms of the phrase “boundary management”. For there can be no empowering without defining what the power is, who has it, where it starts, and where it ends.
Boundary management is a method for negotiating and agreeing to a set of constraints or boundaries within which team members are free to make decisions on their own. These boundaries will vary depending on the degree of experience or expertise of each team member.

A few months ago, the anniversary of the events of September 11, 2001 took place. That day marked the beginning of a sea change for the world. And change is hard. We’ve had a chance to reflect over the past six years, to become introspective on a number of fronts.
It is easy to hate those who transgressed against us, and generalize our hatred to those whom we all too easily put in the same basket as our transgressors.
We generalize because of a human trait called closure. When we don’t know something, we automatically fill in the blanks with negatives of our own making, not positives. It’s a protection mechanism that keeps us from getting hurt. We automatically tend to think worst case scenarios. As a result, it becomes easy for us to focus our hate on any group different from us (or similar to our attackers).
We don’t know what’s in the Koran or the Torah or the Bible so we automatically assume that their God is different from our God, that their God is telling them to do nasty things to those of us who don’t believe as they do. It’s amazing. Although the stories are overlapping but different and customized, the message in all of these texts is basically the same: love thy neighbor; respect your elders; care for the sick; fear a just and righteous God; etc. – the very same message.
Extremists in all religions use both their ignorance of others’ principles and the inability of their followers to read their own texts to hold their God up as the one true God; superior to others’ Gods; more legitimate. Call me naive (I’ve been called that before), but the way I look at it, we are all on this island earth together whether you believe God created man or vice versa. There’s no other place to go. We can only get so far away from people different from us. Sooner or later we will come face to face with others – their stories, their beliefs, their variety. I’m certain that at that time, we will discover that the differences are microscopic compared to our similarities. For while variances exist, we are all human with a common set of predictable behaviors.
The languages may be different. The cultures may be different. The beliefs may be different, but people are all the same. They have the same needs (security/safety, food, shelter, prosperity, and the hope for a better life – however that’s defined in the minds of the individuals).
Immediately after September 11, 2001, we became a country of re evaluators. We reevaluated our lives, our relationships. It became a wake up call of self-evaluation, both as a nation and as individuals. We decided for the moment to move closer to one another both at home and at work: more collaboration; more teamwork. In Minnesota, for example, instead of cocooning for the winter, we visited our neighbors and friends more frequently, checked on one another for well-being. As human nature unfortunately predicts, we’ve moved away from that closeness as time has passed. We felt vulnerable after September 11, but have reacted (some would say overreacted) to where we are feeling somewhat less vulnerable again. At work, interest in teamwork and collaboration briefly increased . . . and now, just a few years later, it has generally decreased.
We’re chasing the bad guys. Not all of them, just the ones we want to get even with currently. Once this threat is vanquished, another will take its place. It’s human nature for some group feeling disenfranchised to take some bites out of those they can easily target for their own misfortunes.
Currently, we’re the most visible, so we’re it. We will continue in this vicious cycle until the point where the people of the world, with all their variety realize that we have more to gain together than apart – by helping one another out.
Much of the world scoffs at our (the USA’s) efforts as “too little or too late”; it’s group think. While others want us to give more, they forget we already give more to others in need than any other country. We are collectively the most generous people on the planet. Some give out of the guilt of having, some out of the genuine desire to help others. We should be proud of what we as a nation stand for, what we have accomplished and the role we’ve assumed globally.
Sure, the events of 9/11 made us all more introspective. It’ll pass (that, too, is human nature). But as we look inside, do not fall into the trap of self-blaming. Rather than say that we are at fault for all the world’s ills, look at the hope that we bring to those who live in repression. Again, I’m not naive enough to believe that we don’t all have some repression going on in our lives, self or other initiated. On balance, though, the world looks to the example set by our people in how we treat each other (capital punishment aside) and what, as a nation, we stand for.
Make no mistake about it, we are a beacon of hope for others in need of such hope. Be proud of the fact that the relative freedom and relative democracy we enjoy is a draw for much of the world. Some don’t like us because of this and look for ways to hurt us or bring us down. They, too, shall pass. Please, have hope for a brighter future on this island earth for all human beings. I do.
As for business and our work, it’s time to get back on the collaborative track. The more information that flows, the more effectively we listen, the fewer turf wars we fight internally – the better off we’ll be over the long haul, ourselves, our companies, our nations, our world.

The very best way to repair a broken bond of trust is to not let it break in the first place. If that is no longer an option, you have a long road ahead of you, winning people back to your confidence. The only way I know is to keep slogging. Tell the truth. Keep your promises. Be reliable. Rebuild your account using regular small deposits. It may take years of faithful, timely payments.
When you can’t be perfect on any of these scores (and who can?), acknowledge it. Explain it. Ask for forgiveness. And promise to work to keep it from every happening again.
As a prerequisite for building trust, team leaders and team members must:
1) Have clear, consistent goals. I’ve said this before – that a clear, acknowledged sense of where the team is going is essential not only in giving a clear sense of direction, but as a foundation for trust. If you don’t know where you’re going, that’s probably exactly where you’ll end up.
2) Be open, fair, and willing to listen. The more open, fair, and willing to listen individuals are, the more they are likely to receive the trust of others (both on and off the team). Fairness must be built into the conversation. People need to hear the word “fair” come out of your mouth.
3) Be decisive. Nothing sucks the air out of a team faster than having outcomes that need to be achieved when no one is making any decisions to draw nearer to those outcomes. Particularly the person or persons “supposed” to be making those decisions. Are you a fan of frightening truisms? Try this on for size: when it comes to building trust, even a bad decision is better than no decision.
4) Support all other team members. Loyalty is the linchpin of building team trust. You back each other up, especially in a fight. Internal fighting sometimes happens. When it does, you don’t broadcast your dirty laundry to others. You protect team members from becoming victims of nonteam-member abuse. You stick together.
5) Take responsibility for team actions. This is a hard one for some team members to get. If something goes wrong, you don’t point fingers; you take personal responsibility for the actions of the team as a whole. Blamestorming (finger pointing) destroys the very fiber of the team.
6) Give credit to other team members. Albert Einstein offered this choice piece of wisdom: “Nothing is yours until you give it away.” This means that if it’s acknowledgment you want, be generous with what you have done.
7) Be sensitive to the needs of other team members. Work is hard. It can be tiring, frustrating, often painful. So we appreciate it when teammates indicate that they understand the pressures, and sympathize. This also means eliminating the cute little barbs that we like to throw at one another in jest. It isn’t all that funny when you’re under pressure. Respect the opinions of others. Not everyone sees the world the same way; in fact, no one does. Other team members may come up with ideas that you think are the craziest things you’ve ever heard uttered by another human being. That doesn’t make them crazy or deserving of disrespect because their opinion differs from yours. The best teams are made up of people with the biggest diversity of perceptions, who first learn to understand and value the opinions and views of others.
9) Empower team members to act. Team members cannot be empowered to act; they must empower themselves. As a team member, however, you can help create an atmosphere in which other team members feel free to take risks, and to take action toward the completion of tasks. Have more to add to the list? Go ahead – good idea, add your own strategies. We need to keep thinking about this building of trust.

“The miracle power that elevates the few is to be found in their industry, application, and perseverance, under the promptings of a brave determined spirit.” – Mark Twain
Many motivational experts like to say that leaders are made, not born. I would argue the exact opposite. I believe we are all natural born leaders, but have been deprogrammed along the way. As children, we were natural leaders – curious and humble, always hungry and thirsty for knowledge, with an incredibly vivid imagination; we knew exactly what we wanted, were persistent and determined in getting what we wanted, and had the ability to motivate, inspire, and influence everyone around us to help us in accomplishing our mission. So why is this so difficult to do as adults? What happened?
As children, over time, we got used to hearing, No, Don’t, and Can’t. No! Don’t do this. Don’t do that. You can’t do this. You can’t do that. No! Many of our parents told us to keep quiet and not disturb the adults by asking silly questions. This pattern continued into high school with our teachers telling us what we could do and couldn’t do and what was possible. Then many of us got hit with the big one institutionalized formal education known as college or university. Unfortunately, the traditional educational system doesn’t teach students how to become leaders; it teaches students how to become polite order takers for the corporate world. Instead of learning to become creative, independent, self-reliant, and think for themselves, most people learn how to obey and intelligently follow rules to keep the corporate machine humming.
Developing the Leader in you to live your highest life, then, requires a process of unlearning by self-remembering and self-honoring. Being an effective leader again will require you to be brave and unlock the door to your inner attic, where your childhood dreams lie, going inside to the heart. Based on my over ten years research in the area of human development and leadership, here are ten easy steps you can take to awaken the Leader in you and rekindle your passion for greatness.
1. Humility. Leadership starts with humility. To be a highly successful leader, you must first humble yourself like a little child and be willing to serve others. Nobody wants to follow someone who is arrogant. Be humble as a child, always curious, always hungry and thirsty for knowledge. For what is excellence but knowledge plus knowledge plus knowledge – always wanting to better yourself, always improving, always growing. When you are humble, you become genuinely interested in people because you want to learn from them. And because you want to learn and grow, you will be a far more effective listener, which is the #1 leadership communication tool. When people sense you are genuinely interested in them, and listening to them, they will naturally be interested in you and listen to what you have to say.
2. SWOT Yourself. SWOT is an acronym for Strengths, Weaknesses, Opportunities, and Threats. Although it’s a strategic management tool taught at Stanford and Harvard Business Schools and used by large multinationals, it can just as effectively be used in your own professional development as a leader. This is a useful key to gain access to self-knowledge, self-remembering, and self-honoring. Start by listing all your Strengths including your accomplishments. Then write down all your Weaknesses and what needs to be improved. Make sure to include any doubts, anxieties, fears, and worries that you may have. These are the demons and dragons guarding the door to your inner attic. By bringing them to conscious awareness you can begin to slay them. Then proceed by listing all the Opportunities you see available to you for using your strengths. Finally, write down all the Threats or obstacles that are currently blocking you or that you think you will encounter along the way to achieving your dreams.
3. Follow Your Bliss. Regardless of how busy you are, always take time to do what you love doing. Being an alive and vital person vitalizes others. When you are pursuing your passions, people around you cannot help but feel impassioned by your presence. This will make you a charismatic leader. Whatever it is that you enjoy doing, be it writing, acting, painting, drawing, photography, sports, reading, dancing, networking, or working on entrepreneurial ventures, set aside time every week, ideally two or three hours a day, to pursue these activities. Believe me, you’ll find the time. If you were to video tape yourself for a day, you would be shocked to see how much time goes to waste!
4. Dream Big. If you want to be larger than life, you need a dream that’s larger than life. Small dreams won’t serve you or anyone else. It takes the same amount of time to dream small than it does to dream big. So be Big and be Bold! Write down your One Biggest Dream. The one that excites you the most. Remember, don’t be small and realistic; be bold and unrealistic! Go for the Gold, the Pulitzer, the Nobel, the Oscar, the highest you can possibly achieve in your field. After you ve written down your dream, list every single reason why you CAN achieve your dream instead of worrying about why you can’t.
5. Vision. Without a vision, we perish. If you can’t see yourself winning that award and feel the tears of triumph streaming down your face, it’s unlikely you will be able to lead yourself or others to victory. Visualize what it would be like accomplishing your dream. See it, smell it, taste it, hear it, feel it in your gut.
6. Perseverance. Victory belongs to those who want it the most and stay in it the longest. Now that you have a dream, make sure you take consistent action every day. I recommend doing at least 5 things every day that will move you closer to your dream.
7. Honor Your Word. Every time you break your word, you lose power. Successful leaders keep their word and their promises. You can accumulate all the toys and riches in the world, but you only have one reputation in life. Your word is gold. Honor it.
8. Get a Mentor. Find yourself a mentor. Preferably someone who has already achieved a high degree of success in your field. Don’t be afraid to ask. You’ve got nothing to lose. Mentors.ca is an excellent mentoring website and a great resource for finding local mentoring programs. They even have a free personal profile you can fill out in order to potentially find you a suitable mentor. In addition to mentors, take time to study autobiographies of great leaders that you admire. Learn everything you can from their lives and model some of their successful behaviors.
9. Be Yourself. Use your relationships with mentors and your research on great leaders as models or reference points to work from, but never copy or imitate them like a parrot. Everyone has vastly different leadership styles. History books are filled with leaders who are soft-spoken, introverted, and quiet, all the way to the other extreme of being out- spoken, extroverted, and loud, and everything in between. A quiet and simple Gandhi or a soft-spoken peanut farmer named Jimmy Carter, who became president of the United States and won a Nobel Peace Prize, have been just as effective world leaders as a loud and flamboyant Churchill, or the tough leadership style employed by The Iron Lady, Margaret Thatcher. I admire Hemingway as a writer. But if I copy Hemingway, I’d be a second or third rate Hemingway, at best, instead of a first rate Sharif. Be yourself, your best self, always competing against yourself and bettering yourself, and you will become a first rate YOU instead of a second rate somebody else.
10. Give. Finally, be a giver. Leaders are givers. By giving, you activate a universal law as sound as gravity life gives to the giver, and takes from the taker. The more you give, the more you get. If you want more love, respect, support, and compassion, give love, give respect, give support, and give compassion. Be a mentor to others. Give back to your community. As a leader, the only way to get what you want, is by helping enough people get what they want first. As Sir Winston Churchill once said, “We make a living by what we get, we make a life by what we give.”