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BrianTracy.Allrightsreserved.Thecontents,orpartsthereof,maynotbereproducedinanyform foranypurposewithoutthewrittenpermissionofBrianTracy.

Thereareaseriesoftechniquesyoucanpracticetoincreaseyourproductivityandperformance,and improvetherateatwhichyougetthingsdone.Thesearemethodsusedbythehighestpaidandmost productivepeopleineveryfield. 1. Concentrateyourpowers.Usetheprincipleofconcentrationofpower.Thisrequiresthatyou concentrateyourtalentsandabilitieswheretheywillyieldthehighestpayofftoyouatthemoment. Itisthekeytopersonalproductivityandisessentialtosuccessinpersonalstrategicplanning. Incorporatestrategysessions,managersfocusonthegoalofincreasingreturnonequity(ROE). Thepurposeofbusinessstrategyistoallocatethecompanysresourcesinsuchawaythattheyyield thehighestpossiblefinancialreturnontheequityinvested. HereisanotherkindofROEforyou.Insettingpersonalstrategyforyourself,yourgoalistogetthe highestreturnonenergy.Yourjobistoallocateyourtalentsandabilitiesinsuchawaythatyou achievethehighestpossiblereturnonthemental,emotional,andphysicalenergiesthatyouinvest inyourwork.Yourhighestreturnonenergyisalmostalwaysthattaskwhereyoucombineyour uniquetalentsandabilitieswiththespecificneedsofthesituation.Youthenfocusandconcentrate singlemindedlyonthatonetask,whichisthekeytohighproductivity. Wheneveryouhaveanewjobtodo,askyourself:Doesthisjobgivememyhighestreturnon energyinvested?Disciplineyourselftoapplyyourskillswhereyoucanachievethegreatestresults andrewardsforbothyourselfandyourcompany. 2. Concentratewheresuperiorresultsarepossible.Resolvetoconcentrateonthefewareaswhere superiorperformancewillbringoutstandingresults.Usuallylessthan5percentofwhatyoudo accountsformostofyourresults.Continuallyaskyourself,WhatcanI,andonlyI,dothat,ifdone well,willmakearealdifference? Disciplineyourselfnottoworkatthosetasksthat,nomatterhowwellyoudothem,cannothelp youoradvanceyouinyourcareer.Theydonotgiveyouashighareturnonenergyassomething else. 3. Dothingsyourebetterat.Whenyoudothingsatwhichyouexcel,yougetmoredone,makefewer mistakes,andachievegreaterpersonalproductivity.Notonlythat,youenjoyyourworkmorewhen youaredoingthingsthatyoudowell.Whatarethefewthingsthatyoudobetterthananyoneelse? Whatisitthatyoudoeasilythatseemstobedifficultforothers?Focusonyouruniquetalentsand concentrateonthosefewareaswhereyoucanachievesuperiorresults.Thisisthekeytopeak performance. 4. Focusonopportunities.Concentrateyourstrengths,andthestrengthsofothers,onyourmajor opportunities.Focusontheopportunitiesoftomorrow,ratherthantheproblemsofyesterday. Concentrateyourbesttalentsandenergies,andthoseofyourbestpeople,onthosefewareas wheremajorbreakthroughsarepossible. BrianTracy.Allrightsreserved.Thecontents,orpartsthereof,maynotbereproducedinanyform foranypurposewithoutthewrittenpermissionofBrianTracy.

Manycompaniesmakethemistakeofputtingtheirbestpeopletoworktosalvagethemistakesof yesterday,ratherthandeployingthemtomaximizetheopportunitiesoftomorrow.Keepasking yourself,Whataremybiggestopportunitiesforthefuture?WherecanImakearealbreakthrough ifIconcentrate? 5. Fishforwhales.Fishforwhales,notminnows.Rememberthatifyoucatch1,000minnows,allyou haveisabucketfuloffish.Butifyoucatchasinglewhale,youwillpayforthewholevoyage. Inbusiness,youmustlookatyourmarketplaceandtrytodeterminewhoorwhatthewhalesmight be.Youthenmakeaplantogoafterthem.Sometimes,landingonebigcustomer,orsellingone whaleofanorder,willbeenoughtomakeabusinessorindividualsuccessful. 6. Focusonkeyresultareas.Identifythekeyresultsyouareexpectedtogetbyansweringthe question:WhyamIonthepayroll?Onceyouveidentifiedyourkeyresultareas,workinthem exclusively. Eachpersonhasfivetosevenkeyresultareaswheretheycanmakeanimportantcontributionto theirjobandtotheorganization.Itisonlywhenyouconcentrateyoureffortsonyourkeyresult areasthatyouwillachievethemostsignificantresultspossibleforyouintheshortestperiodof time. 7. Setandkeepdeadlines.Setdeadlinesforimportantgoalsandsticktothem.Deadlinesforceyouto workharderandmoreeffectivelyasthedeadlineapproaches. Agoaloranassignmentwithoutadeadlineisusuallyanexerciseinfutility.Ithasnomotivational forcebehindit.Itcreatesnocompulsionforclosure.Itissomethingthatyoueasilyprocrastinateon andputoffuntilthelastminute. Setdeadlinesforeverythingyoudo.Promiseotherpeoplethatyouwillfinishcertainjobsbythe deadline.Whenyoupromiseothers,youmotivateyourselftofulfillthepromise.Whenyouplace yourhonorandyouregoonthelinebymakingpromisestoothers,youfindyourselfinternally drivenandmotivatedtogetthejobdoneexactlyasyousaid,onschedule. 8. Allowenoughtime.Allowenoughtime.todoeverythingwell.Takethetimetocompletethejobin anexcellentfashion.Practicethe30percentrule,whichsaystoalwaysallowyourselfanextra30 percentoftimetocompleteanytask.Buildinacushionforunexpecteddifficulties,delays,or setbacks.Highlyproductiveworkersalwaysallowenoughtimetodothejobright. 9. Maintainasteadypace.Donthurryorrusharoundfranticallytogetthejobdone.Maintainaneasy paceandworksteadily.RememberthefableofTheTortoiseandtheHare?Highlyproductive peopleworkwithacertainrhythmthatallowsthemtoflowthroughenormousamountsofwork withoutbecomingstressedoranxious.AsThomasCarlylesaid,Ourgreatbusinessinlifeisnotto seewhatliesdimlyatadistance,buttodowhatliesclearlyathand.

BrianTracy.Allrightsreserved.Thecontents,orpartsthereof,maynotbereproducedinanyform foranypurposewithoutthewrittenpermissionofBrianTracy.

Ahallmarkbehaviorofsuccessfulsalespeople,executives,andentrepreneursisthattheydoone thingatatime.Theydothemostimportantthinginfrontofthem,andtheystaywithituntilitis complete.Theysetprioritiesandtheysinglehandletheirtasks. 10. Thinkaboutresults.Resultorientation,theabilitytogetthingsdone,isakeyqualityofallpeak performers.Youcandeveloptheabilitytoconcentratesinglemindedlythroughpracticeand repetition,overandover,untilitbecomesaningrainedhabitofsuccess.Onceyoudeveloptheskill ofgettingthingsdone,theskillwillserveyoufortherestofyourlife. AbouttheAuthor BrianTracyisChairmanandCEOofBrianTracyInternational,acompanyspecializinginthetrainingand developmentofindividualsandorganizations.Briansgoalistohelpyouachieveyourpersonaland businessgoalsfasterandeasierthanyoueverimagined. BrianTracyhasconsultedformorethan1,000companiesandaddressedmorethan5,000,000peoplein 5,000talksandseminarsthroughouttheUS,Canadaand80othercountriesworldwide.AsaKeynote speakerandseminarleader,headdressesmorethan250,000peopleeachyear. Hehasstudied,researched,writtenandspokenfor30yearsinthefieldsofeconomics,history,business, philosophyandpsychology.Heisthetopsellingauthorofover50booksthathavebeentranslatedinto dozensoflanguages. Hehaswrittenandproducedmorethan500audioandvideolearningprograms,includingthe worldwide,bestsellingPsychologyofAchievement,whichhasbeentranslatedintomorethan20 languages. HespeakstocorporateandpublicaudiencesonthesubjectsofPersonalandProfessionalDevelopment, includingtheexecutivesandstaffofmanyofAmericaslargestcorporations.Hisexcitingtalksand seminarsonLeadership,Selling,SelfEsteem,Goals,Strategy,CreativityandSuccessPsychologybring aboutimmediatechangesandlongtermresults. Priortofoundinghiscompany,BrianTracyInternational,BrianwastheChiefOperatingOfficerofa$265 milliondollardevelopmentcompany.Hehashadsuccessfulcareersinsalesandmarketing,investments, realestatedevelopmentandsyndication,importation,distributionandmanagementconsulting.Hehas conductedhighlevelconsultingassignmentswithseveralbilliondollarpluscorporationsinstrategic planningandorganizationaldevelopment. Hehastraveledandworkedinover90countriesonsixcontinents,andspeaksfourlanguages.Brianis happilymarriedandhasfourchildren.Heisactiveincommunityandnationalaffairs,andisthe PresidentofthreecompaniesheadquarteredinSolanaBeach,California. BrianTracy.Allrightsreserved.Thecontents,orpartsthereof,maynotbereproducedinanyform foranypurposewithoutthewrittenpermissionofBrianTracy.

BrianisthepresidentofBrianTracyInternational,acompanythathelpsindividualsandbusinessesofall sizesachievepersonalandprofessionalgoals. TolearnmoreaboutBrianTracy,pleasevisitwww.briantracy.com/AboutBrian. IfyouhaveanyquestionsaboutBrianTracylearningprogramsandservices,pleaseemail Support@BrianTracy.comorcall18584367300. BrianTracyInternational 462StevensAve.Suite305 SolanaBeach,CA92075

BrianTracy.Allrightsreserved.Thecontents,orpartsthereof,maynotbereproducedinanyform foranypurposewithoutthewrittenpermissionofBrianTracy.