As a leader, you carry a core responsibility to engineer conversations that foster clarity, cooperation, creativity and a connection to company values.

Sadly, the quality of many work conversations borders on mediocrity and/or boredom, with meaning and connection reserved for personal conversations.

Fierce Conversations

In her books, Fierce Conversations and Fierce Leadership, consultant Susan Scott explains that the word “fierce” doesn’t imply menace, cruelty or threats. In Roget’s Thesaurus, the word fierce is associated with the following synonyms like robust, intense, strong, powerful and passionate.

 “The simplest definition of a fierce conversation is one in which we come out from behind ourselves, into the conversation, and make it real,” Scott writes.

Some people, however, are intimidated by the idea of talking about what’s real because it requires raw honesty and vulnerability. In truth, it’s the unreal conversations that should scare us because they never address what needs to be said, cost organisations untold fortunes and limit individuals’ career advancement.

While politeness and constructive criticism matter, they should not come at the expense of meaningful interactions that explore diverse perspectives and competing recommendations.

The Risk of Being Real

Today’s workforce is composed of men and women who consider themselves to be free agents. They own their free will, drive and expertise, and they’re willing to invest these assets in support of colleagues, ideals and goals in which they believe. As a leader, you can give them something to believe in by making every conversation real.

You have to remove your professional mask and leadership persona, setting aside your authority and power. Open your mind to others’ potentially competing perspectives and accept that you don’t know it all or have all the answers.

Leaders who strive to increase their candour and authenticity experience a growing sense of personal freedom, vitality and effectiveness. By improving their ability to have robust conversations, they gain a higher level of personal authenticity, emotional honesty, integrity and greater capacity to inspire change in others.

Start Having Fierce Conversations

Real conversations begin with you. “Be the change you want,” modelling how you would like others to behave.

The art of fierce conversations is an evolving practice — one that must be initiated and repeated on an ongoing basis. Scott describes four critical goals:

1.   Interrogate reality

In business, marketplace realities, technology and global demands shift rapidly — and if you’re like most people, you try to fix the same problems with the same solutions, expecting different results.

If you fail to explore differing realities, you’ll spend an inordinate amount of time mopping up the aftermath of plans torpedoed by people who resent their organisations’ refusal to value their experience, opinions and beliefs.

Regularly interrogate reality. Ask yourself:

1. What has changed?
2. Does the plan still make sense?
3. If not, what’s required of you? Of others?
4. Which realities should be explored before important decisions are made?

2.   Provoke learningLearning cannot occur in a conversation unless both parties agree to nonjudgmentally explore all sides of an issue. One common error occurs when you’re entering into a conversation with a fixed agenda, such as trying to persuade someone to alter his or her point of view.

1. Begin with an open mind and the willingness to step out of judgement mode.
2. Make a clear and succinct statement that describes the behaviour or issue from your point of view.
3. Proceed with an invitation, such as: “Please tell me what’s going on from where you sit. I want to understand your perspective and learn your thoughts.”
4. Don’t ruin a conversation by yammering for too long about your own perspective, without giving the other person a chance to respond. Don’t interrupt to voice disagreement. You don’t want the person on the receiving end to tune out or go into defensive mode.
5. Stop talking and start listening. When necessary, let silence happen.
6. Facilitate openness by asking questions nonjudgmentally.

3.    Tackle tough challenges

To have real conversations, you must be willing to identify and address the relevant issues in a truthful and courageous manner. Ask yourself: “What are the most important issues I should be addressing? Which issues am I avoiding? What conversations cannot be had in this business? How much do I contribute to this problem and how much does the avoidance of fierce conversations cost the bottom line?” Sometimes, this involves problems everyone knows exist, but rarely acknowledge or discuss.4.   Enrich relationshipsEach conversation you have is an opportunity to enhance a relationship. But for many high achievers, conversations are used as opportunities to show off their brilliance and wit.

Fierce conversations are not competitive. Each participant agrees to communicate as an equal.

Fierce conversations are less focused on you, and more upon others. This requires asking questions and listening with total focus and attention on the other person.

Human Connectivity

For top leaders, their most valuable currency isn’t money, IQ, degrees or other symbols of success. Rather, of greatest value is their emotional intelligence, relationships and the ability to connect with others. Failure to grasp emotional competence has derailed many a potential triumph due to:

1. Difficulty in handling change
2. Inability to work well in a team
3. Poor interpersonal relations

 Each of these can be resolved through meaningful conversations.

How to Sharpen a Conversation

Ten step-by-step phases can serve as a template for more meaningful conversations:

1. Prepare to have your conversation in person, without distractions
2. Clarify your intentions.
3. Prepare your opening statement.
4. Name the issue.
5. Select a specific example that illustrates the behaviour you want to change.
6. Describe your emotions around the issue.
7. Clarify what’s at stake.
8. Identify the ways in which you contribute to the problem.
9. Indicate your wish to resolve the issue.
10. Invite your partner to respond.

Once you’ve made a trial run with these guidelines, debrief with the other person. You can say something like: “Thank you for hearing what I had to say and for sharing your perspectives. Your success is important to me, and I applaud your commitment to action. I’d like us to follow up on this later.”

Barbara Hofmeister’s new book “To Be or Not to Be. The Choice is Yours” is available now.

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“The little girl was standing tiptoe on the old brown sofa that served as her bed at night. She pressed her cheek against the window pane trying to look down the five stories to the busy street below. But as much as she craned her head, their little attic room was too high up and the window too small to
see what was going on below. She signed and slipped down again behind the kitchen table. She really wished her mother would be home to keep her company and help her with her homework. But Mom was still at work and when she finally came home she would be much too tired to be any fun.
Since they had fled East Germany life had changed dramatically. Nobody had time for her anymore and she had left all her friends behind. No more roaming the countryside with her German Sheppard, no more feeding and teasing the chickens with her best friend Christine, no more climbing fences
and trees with her cousins. No more beautiful pink little girls room, no more warm kitchen with Mummy cooking her favorite dinner, no more laughter with Grandma who could tell such lovely stories. There seemed to be nothing anymore…

“Not even Sunday morning tickling sessions with Dad.

Tears started running down her cheeks. She didn’t understand – WHY? Why did they have to leave??? They had everything before – their own house, a car, even a TV and a telephone – the only one in the village. They had it ALL and loads of friends and a loving family. Why change this for nothing?

“Now they only had this small, ugly attic room which served as home to all 3 of them. Not even a bathroom, just a sink and the toilet was 2 floors down. Her Dad said it had to do. Maybe he didn’t mind so much. He was away all week. He worked as a truck driver and only came home Friday night or even Saturday morning and left again on Sunday. Maybe for him it was ok but somehow she didn’t think so because there was no laughter when he was at home and his nerves seemed frayed. And almost every Saturday he took Mummy to the cinema. He said it was to let his little girl sleep. Why couldn’t he understand that she would rather not sleep then be alone – once again.

“Sometime she thought he did not love her anymore.

How else could she explain the harassed look on his face, their continuous arguments about her education and about money. That definitely was a problem. There never seemed to be enough of it. She knew it was the reason why they both worked so much but she didn’t care. She wanted her life back, she wanted her family and friends back.

“Today the little girl is an ‘big’ girl. Her name is Barbara and in this book you will get to know her because the little girl was me. My parents escaped from East Germany when I was 8. My father in the trunk of a car, my mother and I through Berlin. We arrived in the West with just a small case and the equivalent of 400 Dollars.

“In those days there was plenty of work but no housing. All large cities, were the work was, had been bombed out during the war. It took my parents almost 20 years of hard labor before they had again what we left behind in Communist Germany but my father was convinced that it had been worth it.

“Why? Because it had given him what was most precious to him – the freedom to live his dream, the dream of becoming a successful
entrepreneur.

“When you are a little girl, you cannot understand that but when you are a big girl like me today, you know how important the freedom to choose is. Today I am very grateful that my father made this painful decision – also for me – and through it gave me the opportunity to live my own dream, and part of my dream is to empower you to live yours. If you let me, I will help you transform your life into the life of your dreams – taking one step at the time.”

Barbara Hofmeister’s new book “To Be or Not to Be. The Choice is Yours” is available now.

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Companies continue to ignore the obvious: Offering incentives and rewards is less effective than tapping into truly meaningful intrinsic motivation. Leaders operate on old assumptions about motivation despite a wealth of well-documented scientific evidence.

The old “carrot-and-stick” mentality may actually inhibit employees from seeking creative solutions, partly because they focus on attaining rewards instead of solving problems.

So, how can you successfully tap into workers’ inherent motivation and creative drive? How can you boost the number of actively engaged employees from the paltry 33 percent reported by the Gallup Organisation? And how can you sustain employees’ enthusiasm after their first 30 days on the job?

Seven Deadly Flaws

In Drive: The Surprising Truth About What Motivates Us, former U.S. Department of Labor aide and speechwriter to Vice President Al Gore, Daniel H. Pink says businesses are out of sync with what scientists have been telling us over the last 50 years.

The hackneyed carrot-and-stick approach, now dubbed “Motivation 2.0,” encourages poor leadership practices, as Pink outlines in his “seven deadly flaws”:

1. Extinguishing motivation
2. Diminishing performance
3. Crushing creativity
4. Crowding out good behaviour
5. Encouraging cheating, shortcuts and unethical behaviour
6. Becoming addictive or obsessive
7. Fostering short-term thinking

In fact, Pink holds Motivation 2.0 partly responsible for the economic chaos of 2008. Mortgage brokers, for instance, were so hungry for commissions that they made questionable loans, which helped bring the US banking system to its knees.

It’s time to seriously question our outmoded leadership assumptions about employee performance, and re-examine the science of what truly motivates people at work.

The Hawthorne Studies

In the 1920s, Harvard Business School initiated the first studies of human behaviour at work, with support from the Rockefeller Foundation. Clinical psychologist Elton Mayo and Harvard Medical School physiologist L.J. Henderson were recruited to study the impact of various working conditions, such as how lighting affects fatigue levels.

Early research was conducted at AT&T’s Western Electric Hawthorne Plant. The results were published by F.J. Roethlisberger and W. Dickson in Management and the Worker.

The researchers found that workers’ and managers’ social needs had a powerful impact on their behaviour at work. Workers enthusiastically embraced opportunities to contribute their thoughts, ideas and experiences regarding workplace issues.

Unfortunately, these findings failed to change work conditions for employees.

Scientific Management

At the beginning of the 20th century, American engineer Frederick Winslow Taylor asserted that businesses were being run in inefficient, haphazard ways. He invented the concept of “scientific management,” which assumed workers were little more than machines. To make the machine run smoothly, you rewarded the behaviours you wanted and punished those you discouraged.

“Work,” Taylor stated, “consists of mainly simple, not particularly interesting, tasks. The only way to get people to do them is to incentivise them properly and monitor them carefully.”

Thus began the firmly entrenched practice of motivating people with the proverbial carrots and sticks.

In the 1900s, Taylor had a point. We were, after all, building railroads, highways and major factories. But today, in much of the developed world, this is no longer entirely true. For many people, jobs have become more complex, challenging and self-directed.

Freud, Skinner & Maslow

The 20th century saw the birth of psychology and study of the human psyche. Sigmund Freud proposed that all humans were driven to seek pleasure and avoid pain. In the 1930s, behavioural psychologist B.F. Skinner created a large body of experimental research to show the effects of positive reinforcement on augmenting certain behaviours and extinguishing others.

In the 1950s, psychologist Abraham Maslow questioned the idea that human behaviour was purely rat- or pigeon-like. He launched the field of humanistic psychology, proposing that once survival needs were met, people sought to achieve self-mastery and actualisation.

In the 1960s, MIT management professor Douglas McGregor imported Maslow’s ideas to the business world. He proposed that humans had higher drives that weren’t contingent on rewards and punishments. If managers could tap into these inner motivations and grant employees greater autonomy and respect, workers would unleash greater performance.

While McGregor’s writing influenced some organisations, there were only modest improvements —mostly more flexible dress codes, working conditions and empowerment programs.  

Despite these psychological insights, businesses entered the 21st century using outdated and ineffective motivational strategies.

The Third Drive in Human Motivation

In 1949, psychologist Harry Harlow placed puzzles in monkeys’ cages and was surprised to find that the primates successfully solved them.

Harlow saw no logical reason for them to do so. Their survival didn’t depend on it, and they didn’t receive any rewards or avoid any punishments. Apparently, the monkeys solved the puzzles simply because they had a desire to do so.

As to their motivation, Harlow offered a novel theory: “The performance of the task provided intrinsic reward.” The monkeys performed because they found it gratifying to solve puzzles. They enjoyed it, and the joy of the task was its own reward.

Further experiments found that offering external rewards to solve these puzzles didn’t improve performance. In fact, rewards disrupted task completion.

This led Harlow to identify a third drive in human motivation:

1. The first drive for behaviours is survival. We drink, eat and copulate to ensure our survival.
2. The second drive is to seek rewards and avoid punishment.
3. The third drive is intrinsic: to achieve internal satisfaction.

But Harlow’s theory was met with disdain from the behavioural scientists who dominated motivational theory at the time. It took almost two decades for scientists to return their attention to intrinsic drives.

Here’s the Scoop – Rewards Can Actually have a Negative Impact on Motivation

In 1969, psychologist Edward Deci ran a series of experiments that showed students lost intrinsic interest in an activity when money was offered as an external reward. The results surprised many behavioural scientists.

Although rewards can deliver a short-term boost, the effect wears off. Even worse, rewards can reduce a person’s longer-term motivation to continue a project.

Deci proposed that human beings have an inherent tendency to seek out novelty and challenges, to extend and exercise their capacities, to explore, and to learn.

Open Source Innovations

The third drive has become more important as our society moves from a manufacturing-based economy to one of knowledge and services.

Carrots and sticks continue to provide effective incentive and motivation for work tasks that are routine and repetitive. But for jobs that require complex creativity, intrinsic motivation works best.

As proof, examine the case of two companies that set out to publish online encyclopedias:

1. Microsoft hired the best people and devoted considerable funds to achieve Encarta.
2. A global force of volunteers created Wikipedia with no budget or salaries.

Encarta no longer exists, while Wikipedia thrives as a fully functional volunteer project. Wiki is a form of server software which enables users to freely create and alter the content of web pages. The world of Wiki has grown to include other applications such as wikibooks; wiktionary; wikiquotes; wikispecies; and wikinews. A Climate for Change (2009)

Most businesses haven’t caught up to this new understanding of what motivates us. Too many organisations, governments and nonprofits still operate from assumptions about human potential and individual performance — ideas that are clearly outdated and ineffective. They continue to pursue short-term incentive plans and pay-for-performance schemes in the face of evidence against them.

Unleashing Motivation

How do you move yourself — and your company — away from using carrot-and-stick incentives?

Pink describes three critical conditions for an intrinsic motivational environment:

1. Autonomy: Give people autonomy over what they’re doing and how they do it, including choosing their time, tasks, team and techniques.
2. Mastery: Give them an opportunity to master their work and make progress through deliberate practice.
3. Purpose: Make sure people have a sense of purpose in their work — preferably to something higher and beyond their job, salary and company.

Autonomy may seem daunting when it comes to practical implementations. Some companies, however, have already forged new and innovative work environments that are generating huge results — most notably, Best Buy’s ROWE (“results-oriented work environment”) program. With ROWE, employees have no schedules and are measured only by what they get done.

Google is famous for its “20-percent time” program, which allows engineers to spend 20 percent of their time on projects that interest them. Google Mail is one successful project that came out of the program.

The Australian tech company Atlassian implemented a similar program, with engineers given a full day each quarter to work on any software problem they choose — a ritual the company calls “FedEx” days. (Completed projects are delivered overnight.)

Creating Flow

People are most productive and satisfied when their work puts them in a state of “flow” — more commonly recognised as being “in the zone.” In the flow state, one experiences a heightened sense of focus and a generally higher sense of satisfaction.

What we know about flow is primarily based on the work of psychologist Mihaly Csikszentmihalyi, whose seminal book, Flow: The Psychology of Optimal Experience, describes it as the moment in which “a person’s body or mind is stretched to the limits in a voluntary effort to accomplish something difficult and worthwhile.”

You can’t give people the opportunity to create “flow” experiences without providing autonomy, time to practice and improve mastery, and a sense of higher purpose.

Rethinking Management

Intrinsic motivation theories aren’t palatable to everyone. Unfortunately, our notions of what constitutes proper motivation in the office are often too entrenched to be flexible. Some companies have given lip service to worker “empowerment,” without actually letting go of control.

Jonar Nadar asserts in his 2006 book, How to Lose Friends and Infuriate People that empowerment programs structured as a skill or gift have only enjoyed limited success. Rather, genuine “empowerment emerges not when leaders put new things in place, but when leaders remove obstructions to an individual’s or group’s capacity to communicate views and explore new possibilities” D Worrall (2009) A Climate for Change.  Such an ideal is difficult to achieve while the typical organisation is still driven by prescriptive policies, punitive supervisory practices and hierarchical boundaries that preside over the ebb and flow of working life.

At its core, management hasn’t changed all that much since Taylor and his scientific management theory proposed that we need to control the passive nature of workers with extrinsic motivators.

This doesn’t work for motivating non-routine, right-brain activities required of knowledge workers today. Management, in this sense, is deeply out of sync with human nature — in essence, management is the problem, not the solution.

Rethinking Human Nature

Our basic nature is to be curious and self-directed, to seek out and explore solutions to problems. If your employees are inert, disengaged and bored, something has flipped their default setting.

Many leaders will resist giving up their carrots, and many workers will find it hard to imagine a world without incentives. We’re conditioned to like the carrots and avoid the sticks.

But leaders who recognise the value of, and who can implement, intrinsic motivation can expect a whole new workplace — and an entirely new definition of work. We don’t need better management as much as a renaissance of self-direction.

The bigger, unanswered question is whether today’s leaders are ready to rise to the new challenges autonomy will require.

D. Worrall (2010)

References:

Csikszentmihalyi, M. (1990) Flow: The Psychology of Optimal Experience. N.Y. Harper and Row.

Pink, D.H. (2009) Drive – The Surprising Truth About What Motivates Us. Riverhead.

Nadar, J (2000) How to Lose Friends and Infuriate People. Plutonium.

Roethlisberger, F.J. & Dickson, W. (2003) Management and the Worker. Routledge.

Worrall, D. (2009) A Climate for Change. Life Success Publishing.

Further Resources:

For more ideas about techniques that inspire and motivate a 21^st century workforce, see A Climate for Change (2009) by D Worrall at www.aclimateforchangebook.com

For more Change Leadership Articles like these and for information about Executive Coaching and Business Consulting for Leaders of Change, contact Di of Worrall Associates at  enquiry@humanresourceschange.com.au or visit http://www.worrallassociates.com.au/change-management.html

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So, why isn’t there enough time to juggle our work, home and health responsibilities? We have an enhanced quality of life, but we’re also adding to our stress levels by taking on more tasks than we have resources to handle.

 There’s a tremendous need for new methods, systems and, above all, habits to keep us on track.

Information Fatigue

You’ve probably already discovered that whichever system or calendar you’re using to track projects and priorities is important, but limited. As management guru Peter Drucker explains:

“In knowledge work…the task is not given; it has to be determined. ‘What are the expected results from this work?’…is the key question in making knowledge workers productive.”

We haven’t been taught to think deeply about our work before we undertake it. Thinking in a concentrated manner to define desired outcomes is something few people do. But outcome thinking is one of the most effective methods available for creating successful realities.

Brain Clutter

Many of us have experienced working in the “zone,” where creative processes flowed and we lost all sense of time. This happens when we use our right brain hemisphere. Right-brain thinking is essential for innovation. It functions like an artist, concerned only with the present moment.

In contrast, the left brain supplies logic and linear thinking; it’s concerned with time and numbers. It reminds us of tasks left undone, prior experiences we need to consider and future deadlines. It functions more like a banker.

Instead of allowing our minds to perform optimally, many of us fill our brains with daily life’s mundane details and rules. Worse, we spend endless hours repeating the tasks and projects we’re trying to juggle.

You need a functional system to hold these details until the appropriate time, when you can systematically tick off as many tasks as possible to clear your mind again. Writing things down on a to-do list is a good first step, but it’s not enough.

What’s Wrong With To-Do Lists?

As we struggle to multitask, we find there are too any things that are out of alignment with our current sense of reality. To cope, we put them on “the list,” which can grow to gargantuan proportions. Often, this list is nothing more than names of pressing projects written on numerous pieces of papers, often kept in several discrete places.

Here’s what’s missing from our lists:

• A clearly identified intended outcome
• A specific next-action step to be taken
• Reminders of outcomes and action steps in a reliable system

Some people keep multiple to-do lists of undone tasks. There are notes in their Day-Timers, computer calendars, PDAs, iPhones and all of the other common organising tools to which we cling. When we write something down and place it on a list, we assume we have a surefire way to remember it.

The Myth of Multitasking

Leading internet marketer, Alex Mandossian is all too familiar with the myth of multitasking in his complex industry. In his April 2009 blog post Why Multitasking Destroys Your Productivity, he observes that many people pride themselves of how they can manage the volume of their “to do” lists via “multitasking”. However, what they fail to realise is how much multitasking is actually eroding their productivity and undermining their results.

Wikipedia defines “human multitasking… (as) the performance by an individual of  “appearing” to handle more than one task at the same time”.  In this definition, the word “appearance” suggests that multitasking gives an illusion of producing tasks simultaneously. Author of The Myth of MultitaskingDave Crenshaw argues that multi-tasking is not so much about performing multiple activities simultaneously; but rather that we are switching between those tasks. It is that switching activity that reduces efficiency and effectiveness and increases the prevalence of errors, because mental focus is constantly interrupted.

Multi-tasking is a mis-guided habit pattern many of us have grown used to:

• Reading the paper while listening to the news
• Having a conversation while watching TV
• Checking voice mail, blackberries while speaking to someone
• Speaking on the telephone while drafting emails
• And a more controversial one: Driving while talking on a mobile phone!!

There is an alternative – Stacking.

Stacking is a like multi-tasking, except that only one of the “multiple activities” demands mental effort. Stacking does boost productivity and efficiency. For example:

• Reading while having a cup of coffee
• Exercising while listening to music
• Eating a meal while watching TV

Stacking boosts productivity; Multi-tasking doesn’t.

Open Loops

But the challenge of achieving productivity is more complex than the decision to stack or not to stack the items  on our multiple “to do”  lists. The left brain keeps its own list and tends to be untrusting. It will continually issue reminders and incessantly interrupt your most creative moments. In response, you will write down the task yet again, blocking your mind from thinking clearly.

All of the tasks for which you haven’t formulated desired outcomes and decisions remain active in what scientists call “open loops.” They will haunt you, sapping your energy and creative powers.

Manage the Mind to Manage Action

The answer lies in managing your actions: what you do with your time, your information, and your mind, body and focus. You must decide how to allocate your limited resources.

Most people haven’t adequately determined next actions in their commitments and projects. They leave key steps undecided and vague, or they try to tackle productivity from the top down:

1. Uncover personal and corporate missions.
2. Define critical objectives.
3. Focus on implementation details.

But productivity expert David Allen, author of Getting Things Done, believes otherwise:

“…The trouble is that most people are so embroiled in commitments on a day-to-day level that their ability to focus successfully on the larger horizon is seriously impaired. Consequently, a bottom-up approach is usually more effective.”

Start with the most mundane activities and commitments. Catch up by taking control of your in-basket and your mind—right now. You will unleash creative, buoyant energy that supports your attempt to reach new heights.

You will experience an immediate sense of freedom, release and inspiration. These rewards come naturally to those who roll up their sleeves, dig in and take care of the little things.

Basic Requirements for Managing Commitments

Here are some basic activities and behaviors you can implement to free up your mind and be more productive:

1. Empty your mind. Anything you consider unfinished must be captured in a trusted external system. This “collection bucket” must be reliable, and you must return to it regularly to sort through it.
2. Clarify exactly what your commitment entails, its desired outcome and what you have to do to make progress toward fulfilling it.
3. Once you’ve pinpointed all of the next-action steps you need to take, keep reminders of them organised in a system you can review regularly.

Employing next-action decision-making results in clarity, productivity, accountability and empowerment. When you hold yourself to the discipline of identifying the real results you want, you will obtain them.

Things that have your attention need your intention. Here are some questions to regularly ask as you go over your list:

• What does this mean to me?
• Why is it here?
• What do I want to be true about this?
• What’s the successful outcome?
• How do I make this happen?
• Which resources must I allocate to make it happen?
• What’s the next action?

When your newly adopted behaviors help you organise everything that comes your way, a deep alignment will occur. Wondrous things will emerge. You will become highly productive, achieving your desired outcomes with minimal stress and maximum results.

Di Worrall

Now that I have ventured into the world of publishing, I frequently have the opportunity to get an advanced look at new information products.

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Don’t work any harder.

…Chill out and relax.

Peg says most people who struggle with Law of Attraction are simply too uptight about making more money, enjoying better health, finding that ‘one-and-only’ true love …

And this ‘up-tightness’ actually creates a wall of negative energy between you and the Universe, effectively cutting off your lines of communication.

Her advice to turn things around, and begin manifesting all the amazing things you’d REALLY like to see in your life:

CHILL OUT!

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This special pricing is a limited-time introductory offer … because although the technique is proven-effective (Peggy’s used it for a long, L-O-N-G time herself!) this audio program is brand new.

So I wouldn’t expect this deal to last long.

And I won’t try to explain in a brief email what she does a much better job of on her website … so please, if you are even the least bit serious about your dreams and goals, then check out Peggy’s site using the link below:

Relax Your Way to Wealth

(If that link doesn’t work for you, just copy-and-paste it into your browser.)

P.S. Aside from Peggy’s generous introductory pricing, she also offers a 100% money-back satisfaction guarantee (request a refund and still KEEP the entire program)

Babes In Business Suits

Babes in Business Suits is the first in a remarkable series by Canadian author and publisher Felicia Pizzonia, celebrating the entrepreneurial success stories of women around the world.  

Babes In Business Suits showcases the work and accomplishments of 12 of the world’s top female entrepreneurs – and I have the honour of being the “aussie babe”  featured in the book!

All the women featured are from different countries and different backgrounds. We share our success stories, and our trials and tribulations in the hope that you will feel motivated and inspired you to reach out for your goals.

If you want to buy a copy before it hits the book stores here in Australia, I have a limited supply at www.worrallassociates.com.au/babesinbizsuits

To Your Success

Di

It’s not as though we don’t have a choice. A staggering 74% of us feel we could adjust our job duties to suit our strengths. Yet we don’t.

Why? I think one of the reasons is because we’re more conditioned to run away from the fear of what might happen if we don’t do well, than we are of embracing and celebrating what’s possible if we fully exploited our strengths. The motivation to avoid criticism is stronger than the motivation to bask in praise and adulation. Imagine what we could achieve in our job performance, our businesses and our lives if we all played to our unique talents and strengths?

For your FREE subscription to Di Worrall’s Creating a Climate for Change Newsletter click on the following link http://www.worrallassociates.com.au/