Here’s a short and, I hope sweet, Pearl.

When you’re going about your job, and you are wondering what to do next, there’s only really one question to ask yourself:

What’s the most important thing I can do NOW to move closer to my goals?

Now if you’ve been in my presence for more than 2 minutes you will have a list of high-payoff activities – the critical activities which will deliver your goals and if you ignore even one of them, or fail to spend enough time on all of them, you WILL NOT achieve your goals.

So go to the list and scan it and choose the most important one and do it next. Repeat to fade.

Some people don’t like filling their diary with high-payoff activities. They like a bit more “freedom”. I hesitate to say it but that’s actually all right, provided the lack of diary-planning isn’t a productivity  avoidance technique, but only you will know the answer to that.

I have one client who hardly ever uses her diary at all – but she has a list of high-payoff activities and when she’s spent a couple of hours on one she moves onto another. She’s very productive without actually scheduling anything. She’s disciplined. She doesn’t let the lack of a schedule turn into a lack of productivity.

If you don’t have a list of high-payoff activities go here now, before it’s too late.

One of the great things about this question – What’s the most important thing I can do NOW to move closer to my goals?, is that you cannot seriously answer “clear my email”, “do yet another edit on that PowerPoint”, or any of the other myriad issues that push and jostle their way into our field of view.

Here’s an idea – write the question out on a Post-It note and stick it on your screen, close Outlook, switch off your phone and spend the next 2 hours taking a giant stride toward your goals. Bliss.

I aim to be 50% productive and usually manage it, (15% being the norm). What I mean by that is I aim to spend 50% of my time on high-payoff activities – the activities which, if neglected, will lead to goal failure. Most people are around 15% productive. Strange but true.

I spent all of last Friday doing one particular high-payoff activity. A single task. I scheduled a full day for it in my diary. It involved me teaching myself something I needed to learn. I had no distractions – no email, no phone calls…nothing. I completed the task – I learned what I had to learn. I switched the phone and email back on at 430pm, dealt with what could not wait and then switched everything off again, all before 530pm.

I felt wonderful. In control, purposeful, satisfied. It was a good day in the office.

It reminded me of the critical importance of focus to productivity. Focusing on one task for an extended period of time. At least half a day. It feels like a luxury, but it isn’t. A whole day is even better. With the phone and the email turned off. Check them every two hours if you must. But don’t get sucked in – just check them and only deal with what is truly urgent. And that means urgent to you, not the other person.

In any working week, it is much better to give each of ten high-payoff activities a half day than to spend each of the five days doing all ten high-payoff activities for 45 minutes each. That’s the road to madness.

This is because our brains work at their best when we allow ourselves to focus. Multi-tasking only works at a trivial level – I can drink beer, eat pizza and watch the football at the same time but these are not high-payoff activities. You cannot do two high-payoff activities at the same time. I’ve said this before but it’s critically important that we reserve substantial chunks of time for the important stuff. Our world has a huge and increasing ability to fragment our attention to the point where we are so distracted we cannot function properly.

So when you catch yourself doing a dozen different things in a day and rushing around like a mad thing, it’s time to ask if you’re really focused on the important stuff, or have you slipped into “I must get through my to-do list” mode. You cannot get through a to-do list. It’s against the laws of physics.

As I keep saying to my clients, chief execs don’t stand up at the annual general meeting and say “we had 98% to-do list completion last year”. No. They talk about metrics that represent goal achievement…sales, profit etc.

Here’s another wee prompt – when you hear yourself say “I’m busy” remember that “busy” is usually a euphemism for “I don’t really feel in control”. And you cannot achieve when you’re not in control.

You can achieve when you identify your high-payoff activities and give them the time and space they deserve. And you will become calmer, clearer-headed and you will get what you want.

Strange as it may seem, you can get more done by doing less.

What do your staff really need from you? This has been researched many times over and the answers never really change.

Well, this is what staff want:

1. You to show an interest in their career. That’s right, their career. They want to know that in return for their exceptional efforts you will help them get to where they want to get to. After all, they’re helping you to get to where you want to get to. Fair deal? I think so.

2. You are honest with them and they trust you. Honesty isn’t just about not telling lies. It’s about being fully open and in a timely manner. This is not just about the bigger business situation. It’s also about dealing with their occasional poor performance immediately and effectively – not letting it fester until it’s getting too late to do anything about it. Dishonesty includes truth avoidance and telling partial truths.

3.You have a vision of where you’re going and how to get there and this is communicated well. It’s about organisational purpose and direction. It’s also about having a plan for teach staff member that shows that as a part of the organisation’s journey to the sunlit uplands there is a plan to develop and improve each of them as well. There must be a win-win. “We’re paying you to do the job” is not management or leadership.

4. You provide worthwhile work. Your staff need meaning in their jobs. Not all can have glamorous roles, but you must help them to see how their part plays a role in the journey to the sunlit uplands.

5. You recognise them. People need recognition. When they deserve it they need to receive it. Praise generates enthusiasm. Chastisement generates a sense of avoidance which leads to a sense of what the rules are which leads to a compliance mindset. An enthusiastic team versus a compliant team? Choose one.

In a nutshell your staff want to feel cared for, trusted, purposeful, worthwhile and recognised. That shouldn’t be too difficult should it? They are human beings after all – not resource units.

Here’s what they don’t ask for –

Money – often a demotivator in fact. Because they (and you) cannot win with money. There is always someone who got more and that sends a message that they are not as valuable as the person with more. It invites comparison with others and that’s a game few can win.

Soft stuff – flexi-time, a gym, free canteen, marble foyer – never mentioned. I remember many years ago the CEO of ICI saying that “we’re not in the crèche business”. And this was in ICI, an organisation that elevated paternalism to a fetish. Well, he was right. We weren’t in the crèche business.

The soft stuff is just fluff. It’s nice, of course, but does it make someone feel better about a manager who doesn’t care about their career, doesn’t trust them, has no sense of direction, provides worthless work and offers no praise? Nope.

Remember what management actually is. It’s the ability to get things done through other people. These other people have said what they want. Spending time, real time, on delivering the five points above is a critical management task and is time well spent. It’s a high-payoff activity. Much better to do these simple things than spend time on useless nonsense; the ultimate useless nonsense of course being the need to deal with poor performance that has directly resulted from your inattention to the needs of your people.

Apart from the occasional bad apple, you get the staff you deserve.

It’s not often I re-read a book. In fact the only book I have re-read is Roald Dalh’s Danny The Champion of the World. But I have just finished re-reading Stephen Covey’s masterful The 7 Habits of Highly Effective People. The worst thing about this book is the title. It sounds like just another quick-fix, get-everything-you-want-in-5-minutes fantasy. But it isn’t.

So here are the habits, in a nutshell -

No 1 Be Proactive.

We are in charge of ourselves. We are responsible – response-able. We can choose how to react to external stimuli, rather than being Pavlov’s dog – salivating at the light.

Covey says that keeping to your commitments – to yourself and others – is the clearest manifestation of our proactivity. If we commit to do something – do it. If we don’t want to commit to it – don’t commit to it. Integrity to our commitments is the clearest manifestation of our proactivity.

No 2 Begin With The End In Mind

All things are created twice – first in our minds and then in reality. We need to get clear on what we want – then create it. It’s goal-setting, essentially.

Without clear goals we are adrift. I reckon roughly 80% of people have no clear goals. They’re not bad people. They’re just won’t realise their potential.

No 3 Put First Things First

This is the high-payoff activities I bang on about endlessly. Not the crises, deadlines, interruptions and endless small stuff.  We must learn to say “no” to everything that is not a high-payoff activity. Say “no” to others, and to ourselves.  Do it pleasantly, smilingly, non-apologetically. But do it. Time actually IS our greatest asset.

No 4 Think Win-Win

In all relationships – business and personal. Life is not a zero-sum game. To win, others do not have to lose.

Do you have any win-lose relationships in your life? Turn them into win-win, or politely excuse yourself and go. Win-lose is bad for the other guy and bad for your soul. It’s actually lose-lose.

No 5 Seek First To Understand

…then to be understood.

People want to be understood, but few people do the understanding. Why not be one of them? When I meet people for the first time I make sure the conversation is about them, not me. Shamefully, I started doing this because it was suggested to me that this would help them to like me, as people like those who are interested in them. Fortunately, I now find myself genuinely interested in understanding them first. I enjoy understanding them. I actually like it. They seem to too. Maybe I really am a coach.

No 6 Synergy

1 + 1 = 3. We work better when we work together.  I’d rather be in two ventures, sharing the profits with another human being, than in one venture by myself.  I’m pretty good. I’ve got the test results to prove it. But I’m not that good. I lose perspective pretty quickly by myself. I miss things. I don’t see clearly. I am glad I am sufficiently self-aware to see this.

No 7 Sharpen the Saw

Take time to renew. You cannot work all the time. We need to rest, reflect, renew. So take some exercise, write a journal (a great idea), just play, or take time with someone you love. I’m rubbish at all of this. Someone said to me the other day they were leaving the office at 4pm to go home. I thought to myself – “what a luxury”. It’s not a luxury. It’s a necessity.

I cannot do Covey’s book justice in these few words. I suggest you read it, or re-read it and you, like Danny, can be champion of the world.

Those of you who know me will have heard me banging on endlessly about High Payoff Activities (HPAs): the things you need to do to achieve your goals. And if you do not do them, you won’t achieve your goals. HPAs are not facilitatory or merely helpful; they are the critical, core, essential activities without which goals will not be achieved.

Define these, and spend 50% of your working day on them, and you will do very well thank you very much.

Some people ask me how to define HPAs. I have to admit to being surprised by this question, but I’ve been asked it so many times now that clearly it needs to be addressed.

If you really don’t know where to start, ask your boss. Or find someone who’s done what you are trying to do (a mentor). Or someone who can help you reach your potential (a coach). These people can be real and sitting in front of you, or you can find them in books, on courses, on the internet.

But let me give you an example from my life. It helps to start with a goal. So here’s a goal:

I will generate £X profit this financial year.

Simple and necessary. I have bills and two cost centres to look after.

So, how am I going to achieve this goal? That’s the HPAs. Goals are outputs, endpoints. HPAs are activities.

Because I understand my business, I know that to make £X I need to work with 20 clients. I’ll get about 5 through repeat sales, i.e. they will phone me. So now I need 15. I need to prospect. So here’s some prospecting HPAs –

HPA1 Continue to write these Pearls (one per week).

HPA2 Go networking (once per week).

HPA3 Conduct an email marketing experiment with purchased data (by end July).

HPA4 Market a one day workshop every 6 to 8 weeks (ongoing).

HPA5 Implement a listbuilding strategy generating x sign-ups per month (by Feb – done).

These HPAs will generate sales opportunities so I have another HPA–

HPA6 Sell and win coaching work (measure conversion rate of prospects to clients; track average client profitability) (as required).

And this of course produces another HPA –

HPA7 Delivery of coaching service to clients (as required).

Then there’s an HPA all of us should have -

HPA8 Plan and Review (quarterly, monthly, weekly).

An HPA must have a measure associated with it. “Go networking” is insufficient. “Go networking once per week” is better. “Go networking once per week and generate one lead per week is even better.” I could take that further.

Eight HPAs. That’s it. HPAs 1 to 5 generate leads. If they generate insufficient leads for the effort involved, I will change them or scrap them.

All of these leads, with a known conversion rate and a running calculation of average profitability per client will tell me with a good deal of certainty if I am going to achieve my goal.

There are other things I could do that might facilitate goal achievement – have a spectacular website, write numerous marketing pamphlets, hone my services until they shine etc  – but are they essential, core and critical? I don’t think so but there’s a bit of judgement required here between what’s an essential HPA, and what’s merely facilitatory.

Do the essential first and if you have some time over, do more of the essential – never get to the facilitatory.

Spend 50% of your time on HPAs – all of them mind, not just the ones you like. How much time you spend on each is a judgement call. HPA8 is your satnav and will correct you as you go along.

A small subtlety about HPAs – they need to be done. But not necessarily by you. If you have an HPA you are not skilful or confident about, delegate it or outsource it. If you cannot do that; get skilful, then competent, then confident. An unaddressed HPA will severely limit your chances of success. Be honest with yourself.

HPA8 is critical – planning and reviewing. Take time out every quarter to look at purpose and direction (strategy). Every month to make sure the short term (6 to 12 months) is on track. Every week to manage the forthcoming week and make sure you’re at 50% productivity.

I hope that helps.

Book Review

How To Be Smart With Your Time – Duncan Bannatyne

This is the fourth book by Dragon’s Den star Duncan Bannatyne, a man who didn’t get serious about business until he was 30, but has since spent three decades building his care home and health club empire.

This book gives us Bannatyne’s spin on how to make the most of our time, a commodity that is allocated equally to us all, he points out, unlike money or good looks.

In the first part of the book he gives a simple but effective processes for identifying our goals in all areas of life: home, work, family, love, friends, money and passion (he takes it for granted that we all want good health). I’ve seen this process before and it really is effective. To establish a goal for each area of life is an essential starting point.

Then comes the killer bit. You take all the goals, bar one, and throw them in the bin. We can only do so much, he argues. One major goal at a time is enough.

Bannatyne runs through a lot of good stuff on how to fulfil this goal. Lots of advice that can be summarised in pithy aphorisms: innovation is expensive, so copy what works; perfectionism is the enemy of the good – second best is close to ideal; play to your strengths. The list goes on…

And that’s the end of Part 1 – you have selected a great goal and got some good advice.

Bannatyne then moves into Part 2, where he focuses on action and the efficient use of time. This is all about time management, or personal productivity. Do the important stuff first, he says like so many other time management experts, and eliminate the trivial. Be efficient and focused.

He quotes research by the Institute of Psychiatry that shows multi-tasking lowers your IQ by 10 points! I just love that, it is a great lesson to learn. In my experience multi-tasking only works at a trivial level. And, of course, you shouldn’t be spending your time on trivia in the first place.

No doubt this is a good book, but there is nothing new in it. I supposed this does not really matter because we don’t need a new system; we simply need to implement what is already available. My experience over 20 years has shown that people spend 15% of their time doing what they need to do to get what they want to get. But really successful people don’t do this. They spend 70 to 80% of their time on these high-payoff activities.

But there is more to being smart with your time that Bannatyne does not even touch on in the book. I cannot agree more that doing the important stuff is critical, as is getting rid of trivia and delegating like crazy. But we can easily go wrong because we do not identify all the high-payoff activities that we must do to achieve our goals.

Or if we do actually spot everything we have to do, too often we then only do the tasks with which we are comfortable.

We can spend 80% of our time selling, for example, but if we do not spend some time prospecting and marketing (or have someone who does it for us), we will suffer feast and famine.

So, I would like to add to Bannatyne’s premise that we must spend our time on the important stuff. We must make sure we do all the important stuff.

With this small gripe aside, I enjoyed the book and its two central messages: define your goals; be efficient and effective. Simple, yet elusive, and undoubtedly the secret of success.

This week’s Pearl of Leadership Wisdom is on…

Time Management for Dummies
Write lists…

You must have lists. With everything on them – everything. Work through your lists constantly and try to score out more than you add on.

You must…

…become obsessed with your tasks. Get through the small stuff first, to clear the decks for the big stuff. Please those around you first: do what your boss/partner/child asks you to do. We need to get along with people. Answer the phone when it rings. If you’re serious, get a nice leather binder with all the pages you need – diary, a page for phone numbers, London underground map, metric to imperial conversion charts, international dialling codes….

Well done! You’ve mastered time management for dummies.

Now…

Time management for smarties is different.

This is what to do…

Understand your goals. If you don’t have goals, move quietly away from the computer and call me…NOW.

Once you have goals, then define your High Payoff Activities (HPAs) – they are the critical actions that deliver your goals. Add two more – planning and physical exercise. You should have less than ten in total.

Half full…

When you plan your next week or fortnight, fill 50% of your time with HPAs (including meetings with yourself to do any HPAs that require no one else). Use your diary, or better, an electronic calendar like Office or Google (type calendar into Google).

For everything else, (emails, phone calls, actions collected throughout the day, actions collected in meetings, post etc) process them all as follows:

Decide whether you will  -

* Bin it,
* File it,
* Delegate it,
* Might do it one day, or
* Action it.

For the things that you may do one day, add them to a list entitled “Might Do It Today” Put this page in tomorrow’s slot in a bring-forward file (a concertina folder with 31 slots marked 1 to 31 for each day of the present month and a second concertina folder with 12 slots marked January through December for the months we’re not in at the moment).
If you must…

For those that you must action, and only those, do the following –

* If it will take less than 2 minutes, do it now.
* If it will take 2 – 15 minutes, put “the action” (hardcopy email, handwritten note etc) in your bring-forward file to do it on a specific day (just before it must be done, no sooner). File all associated stuff (email, notes etc) or bin them. Don’t leave anything in piles, in your inbox etc.
* If it will take more than 15+ minutes to do it, schedule time for it in your diary and put “the action” (hardcopy email, handwritten note etc) in your bring-forward file to do it on a specific day (just before it must be done – again, no sooner). File all associated stuff (email, notes etc) or bin them. Again, don’t leave anything in piles, in your inbox etc.

The moment I wake up…

At the start of every day, look at your diary (week to a view) and your bring-forward file. Your diary is your plan. Remember, if you don’t have a plan, you are part of someone else’s plan. And do you know what they have planned for you? Nothing much.

Your bring-forward file for the present day will contain the trivia that you MUST do, and your “Might Do It Today” page of things you may do one day, or may never do, but don’t want to forget about. Each day, you will look at this list and you may decide to elevate one or more of the items to actions which you will then process as above. Once you have done this, put the “Might Do It Today” list back in the bring-forward file under tomorrow’s date.

Do you have piles…?

The great thing about this approach is it gives you clarity and focus. The HPAs get done. They are your number one priority. There are no piles on your desk, piles in your inbox, piles in your head and bits of paper everywhere that cause a general sense of malaise.

In this system, everything has been processed and if it merits your time it will be in your diary or your bring-forward file.

This system is not just for work, it’s for life.

Twinkle, twinkle…

Do this for a month. Then increase the time spent on HPAs to 60%. Do this for a month. Then 70%. That’s probably as far as you can go, but by then you will be spending almost 5 times as much time as most people on your HPAs. You will feel in control, on your front foot, more confident and you will achieve more and more. It’s a virtuous cycle. You have become a star player!

Merry Christmas.

Mark

This week’s Pearl of Leadership Wisdom is on…
Planning
“Nothing is more difficult, and therefore more precious, than to be able to decide.” – Napoleon Bonaparte
Fail to plan…
…and you plan to fail. End of story.
You wouldn’t pretend to run anything significant without a plan. Yet some people never plan anything…their lives…their time. They waste something much more important than money. They waste their time. And their time is the currency they exchange for the chance to realise their potential…to be what they want to be. A waste indeed.
If you have a job…
…it can be tempting to feel that because you have hired your time out to your employer, having your time wasted by yourself and others is not so bad. That only works if you don’t want much in return for hiring out the prime of your life to someone else. Don’t be cheap.
Planning’s not for me…
It may not suit you. You may be a smell-the-roses person, in the moment, not future-focused. Well, the future’s focused on you and it’s coming at you, one inexorable second at a time.
Bondage…
But a plan is not a straight jacket. Your plan is a roadmap to your desired goal. Your plan may not withstand first contact with reality, but it’s the planning that counts. When you have a plan, obstacles are smaller, setbacks more minor. You will find a detour. Your drive and motivation are higher. You are more win-able; more able to win.
Note to self…
…when was the last time I hit a barrier? If you cannot remember, a siren should be going off in your head. Maybe you have a do-nothing plan. Sometimes this is appropriate. Maybe in the short-term. Seldom in the medium and beyond-term.
Set goals in stone…
…and plans in the sand. You need to know what your goals are and what you need to do to make them happen – the high payoff activities I go on about incessantly. Then you need to fill your available time with these activities. This is where planning fits…it’s the bit between goal setting and achievement. It’s about a) defining your high payoff activities and b) making sure you have the space and resources to execute them. That’s it. Simple.
Stop the clock…
But you need to be crystal clear on your goals. Don’t skip this bit. Without this, you can only plan to get through all the stuff that’s already surrounding you. Your to-do list. Then, you are indulging in what is laughably called time management. As if you can manage time. This is like being busy on the Titanic.
Abandon ship…
But if you are clear on your goals, and then plan, plan, plan…then you’re not time-managing, you are self-managing.
And in first place we have…
The number one high payoff activity for everyone is planning. So plan to plan. Schedule time for it. Give it space. You will free up infinitely more time by planning than the planning process itself will consume. Spend time to save time. Planning is the turbo charger on your productivity. Do it yearly, quarterly, monthly, weekly, daily.
So – what to do?
Start small. Plan for tomorrow…today. Ten minutes with your notebook, diary, whatever you use. Write down the high payoff activities that will consume 60 to 70% of your day tomorrow. The things you will do that will deliver what you want, come hell or high water. The things you will do first.
Then, in the morning, pursue these activities with maximum prejudice.
Do you think this will make a difference to you?
In a month?
A year?
A decade?
This is self-management. Maybe it’s even self-leadership. After which, all is easy.
Mark

…is the subject of this week’s Pearl of Leadership Wisdom.
“Do the hard jobs first. The easy jobs will take care of themselves.” – Dale Carnegie

Success comes from goal-directed action. Period. You need to focus on your goals. Because you get what you work for. Because you are what you do repeatedly. This requires focus.
Your brain craves focus…
Multi-tasking doesn’t exist at any level other than the trivial. I don’t know what your critical goal-delivering activities are. Mine are writing, prospecting, selling and delivery of my services. If you can do these at the same time I’ve got a high paid job for you.
If you don’t focus on your goals…
… your brain will focus on trivia. Like the to-do list that never ends with all the little bits of banality that make up life. What a life – hey, I spent 40 years clearing my to-do list…and failed.
The two minute test…
Here’s what to do with trivia – if you cannot delegate it and MUST do it, and you can do it in two minutes, then do it. We are not robots and the little satisfactions we get from completing the small stuff are good for us. But for the rest of the trivia – write a to-do list by all means, then file it. Every day, look at it. When something on it has festered so much that you MUST act – then act. Otherwise – put it back in your file until tomorrow.
Please please me…
Don’t please other people for that reason alone. That’s just conditioning. Please yourself first and you will find you do please others – your customers, your partner, your bank manager.
Concentrate on High Payoff Activities – the critical actions that will deliver your goals, your potential, your future.  Getting through your to-do list is not a life goal, if you have life goals.
And reaching your potential is the primary objective of your life. Isn’t it?
It’s all too much…
Some people only have big goals and that’s great. But they can still be unfocussed because their capacity to deliver is less that their capacity to invent goals. They have too many big goals. Let’s grow two businesses at once – wrong. Let’s grow three businesses at once – even wronger.
Get proficient…
…at goal setting, goal achievement, identifying your high payoff activities, dealing with your barriers, correcting any faulty thinking, developing confidence and eliminating procrastination. Until then, one big goal and a small handful of little goals is quite enough for anyone.
You can only do so much.
Protect your time like it’s the most valuable thing you own, because it is.
You are what you repeatedly do.
You get what you deserve, not what you need.
Mark

This week’s Pearl of Leadership Wisdom is on…….

Personal Productivity – Part II

“You must do the things you think you cannot do.” – Eleanor Roosevelt

Last week we spoke about getting our High Payoff Activities done first – getting these Big Rocks in the bucket first – before the gravel, sand and water.

But there’s a subtlety.

We may have 4 or 5 High Payoff Activities that deliver our goals. Maybe we do lots of number 1 and 2 because we like doing them. Then we do a bit less of number 3 because we’re not so keen on it. We do very little of number 4. And as for number 5 – we really don’t like doing that, we feel uncomfortable doing it and we’re convinced we’re no good at it anyway.

If we fill our bucket with only half the things we need to do we have chosen to limit our potential. Our engine is running all the time which is good but we’re firing on two cylinders instead of four.
And what is it really about the things we don’t like. Will they kill us? Will they humiliate us? Are they really so bad? Or is it just that we’re not comfortable? We feel a bit of discomfort so we stay in our comfort zone? Because it’s easy.

Well here’s a thing – if we stray outside our comfort zone our comfort zone catches us up. It comes after us and envelopes us and we are back in our comfort zone but it’s bigger and we are now doing all the things we have to do to be as successful as we want to be.

The key is action. As an example, if we hate making telephone calls we should make 5 every day and do them first thing in the morning. Regular and often. Regular and often. Frequency and repetition are critical.

If we have to eat a frog, we do it first thing. Don’t procrastinate. At best we’ll eat the frog last thing and then all that’s happened is that we’ve fretted all day. At worst we don’t eat the frog and go home, defeated. And tomorrow the frog’s still there, on our desk, sitting beside a new frog. Now we have two frogs to eat.

Little and often is habit forming. In time, days and weeks not months, we will have new habits, a bigger comfort zone, less fear and more success.

Eat the frog!

Next week…..

Motivation – the fuel in our tank. Do we have enough of the right kind of motivation or have we put diesel in our Ferrari?