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SO YOU WANT TO START YOUR OWN BUSINESS, THEN CHECK THIS INFO OUT BEFORE YOU DO

November 29th, 2013

Should You Start Your Own Business
LARGE RECTANGLE

Henry Sapiecha
FLASHING BRIGHT BLUE LINE

 

THE DOZEN OR SO THINGS THAT STRONG MINDED PEOPLE AVOID

November 24th, 2013

THE ALPHA MALES & FEMALES LEAD THE PACK AS MENTALLY STRONG PEOPLE

FOR all the time executives spend concerned about physical strength and health, when it comes down to it, mental strength can mean even more.

Particularly for entrepreneurs, numerous articles talk about critical characteristics of mental strength-tenacity, “grit,” optimism, and an unfailing ability as Forbes contributor David Williams says, to “fail up.”

However, we can also define mental strength by identifying the things mentally strong individuals don’t do. Over the weekend, I was impressed by this list compiled by Amy Morin, a psychotherapist and licensed clinical social worker, that she shared in LifeHack. It impressed me enough I’d also like to share her list here along with my thoughts on how each of these items is particularly applicable to entrepreneurs.

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1. Waste time feeling sorry for themselves. You don’t see mentally strong people feeling sorry for their circumstances or dwelling on the way they’ve been mistreated. They have learned to take responsibility for their actions and outcomes, and they have an inherent understanding of the fact that frequently life is not fair. They are able to emerge from trying circumstances with self-awareness and gratitude for the lessons learned. When a situation turns out badly, they respond with phrases such as “Oh, well.” Or perhaps simply, “Next!”

2. Give away their power. Mentally strong people avoid giving others the power to make them feel inferior or bad. They understand they are in control of their actions and emotions. They know their strength is in their ability to manage the way they respond.

3. Shy away from change. Mentally strong people embrace change and they welcome challenge. Their biggest “fear,” if they have one, is not of the unknown, but of becoming complacent and stagnant. An environment of change and even uncertainty can energise a mentally strong person and bring out their best.

4. Waste energy on things they can’t control. Mentally strong people don’t complain (much) about bad traffic, lost luggage, or especially about other people, as they recognise that all of these factors are generally beyond their control. In a bad situation, they recognise that the one thing they can always control is their own response and attitude, and they use these attributes well.

5. Worry about pleasing others. Know any people pleasers? Or, conversely, people who go out of their way to dis-please others as a way of reinforcing an image of strength? Neither position is a good one. A mentally strong person strives to be kind and fair and to please others where appropriate, but is unafraid to speak up. They are able to withstand the possibility that someone will get upset and will navigate the situation, wherever possible, with grace.

6. Fear taking calculated risks. A mentally strong person is willing to take calculated risks. This is a different thing entirely than jumping headlong into foolish risks. But with mental strength, an individual can weigh the risks and benefits thoroughly, and will fully assess the potential downsides and even the worst-case scenarios before they take action.

7. Dwell on the past. There is strength in acknowledging the past and especially in acknowledging the things learned from past experiences-but a mentally strong person is able to avoid miring their mental energy in past disappointments or in fantasies of the “glory days” gone by. They invest the majority of their energy in creating an optimal present and future.

8. Make the same mistakes over and over. We all know the definition of insanity, right? It’s when we take the same actions again and again while hoping for a different and better outcome than we’ve gotten before. A mentally strong person accepts full responsibility for past behaviour and is willing to learn from mistakes. Research shows that the ability to be self-reflective in an accurate and productive way is one of the greatest strengths of spectacularly successful executives and entrepreneurs.

9. Resent other people’s success. It takes strength of character to feel genuine joy and excitement for other people’s success. Mentally strong people have this ability. They don’t become jealous or resentful when others succeed (although they may take close notes on what the individual did well). They are willing to work hard for their own chances at success, without relying on shortcuts.

10. Give up after failure. Every failure is a chance to improve. Even the greatest entrepreneurs are willing to admit that their early efforts invariably brought many failures. Mentally strong people are willing to fail again and again, if necessary, as long as the learning experience from every “failure” can bring them closer to their ultimate goals.

11. Fear alone time. Mentally strong people enjoy and even treasure the time they spend alone. They use their downtime to reflect, to plan, and to be productive. Most importantly, they don’t depend on others to shore up their happiness and moods. They can be happy with others, and they can also be happy alone.

12. Feel the world owes them anything. Particularly in the current economy, executives and employees at every level are gaining the realisation that the world does not owe them a salary, a benefits package and a comfortable life, regardless of their preparation and schooling. Mentally strong people enter the world prepared to work and succeed on their merits, at every stage of the game.

13. Expect immediate results. Whether it’s a workout plan, a nutritional regimen, or starting a business, mentally strong people are “in it for the long haul”. They know better than to expect immediate results. They apply their energy and time in measured doses and they celebrate each milestone and increment of success on the way. They have “staying power.” And they understand that genuine changes take time.

Cheryl Snapp Conner is a frequent speaker and author on reputation and thought leadership topics. You can subscribe to her team’s bi-weekly newsletter

SQUARE

Henry Sapiecha

FLASHING BRIGHT BLUE LINE

NURTURE YOUR STAFF TO BECOME LEADERS NOT FOLLOWERS

November 24th, 2013

WHAT TO DO TO GET YOUR STAFF TO BECOME LEADERS & NOT FOLLOWERS

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How do you bring out leadership in your staff? Try these approaches for nurturing leaders, not followers.

Let’s face it, not every member of your staff is destined for high leadership positions. Most of them aren’t. That doesn’t mean that they aren’t all leaders in their own right, or at least capable of it. The trick is to not fall into the trap of seeing people as either leaders or followers.

Leadership isn’t just about ‘who’s in charge’ – that’s authority. True leadership is about who is taking responsibility for making things happen. When you look at the workplace in that way you open up the possibility that everyone can, and should, be a leader. So how do you bring out the leadership in your staff? Try these approaches.

Find their unique gifts

We often make the mistake of fitting the person to the role, instead of fitting the role to the person. Every staff member will have strengths and weaknesses. If we design our teams around those and give responsibilities to the people who are best able to fulfil them, we end up with a team of specialist leaders who work together to fill in the gaps. These teams love their work because they are being set up to succeed, feel recognised for their contributions and feel supported by the other members. Most importantly, they feel important, and that encourages people to take responsibility.

Encourage creativity, not compliance

Having a quality framework is vital to ensuring a minimum standard of product or service, but we need to be careful to make sure it doesn’t condemn us to a minimum standard of product or service. When we make compliance the king, there is no room for exceeding expectations or discovering new ways to achieve better results. If we allow our staff to be creative, without punishing them for the mistakes that are an inevitable part of that process, they can take our business to the next level.

Reward results, not time

Anyone can work hard, and if hard work is what we reward then our staff will do that without necessarily producing great results. However, when we ask our staff to be results focused and relax around how they achieve that, everyone wins. If things aren’t going well then the whole team pitches in to get over the line, but if things are moving faster or better than we need them to, the team can relax and enjoy things a bit more. It’s like any sport – we measure our success by the number of goals scored not by the amount of time on the field. Reward winning, not playing – that way everyone becomes a leader.

If you redefine leadership as the willingness to take responsibility, everyone can be a leader.

SMALL LONG

Henry Sapiecha

FLASHING BRIGHT BLUE LINE

WHY HAS THE FRASER COAST REGION GOT IT SO WRONG CAN BE SEEN BY THIS EXAMPLE IN THE NORTH OF BRISBANE QLD

November 8th, 2013

WE AT THE FRASER COAST NEED DEVELOPMENT & JOBS. EXAMPLE TO FOLLOW

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THE upcoming boom of jobs in the North Lakes region will have an impact so big it will directly affect the unemployment rate.

That’s the assessment of Sarina Russo Strathpine Manager Matt Perry, who said interest in projects like Costco was at an highest high among local job seekers.

The North Lakes Times can reveal almost 9500 jobs are up for grabs in the next two years in the trade, management and retail sectors.

The bulk will come from the Moreton Bay Rail Link (8000), but will also include Costco (410), Bunnings North Lakes (160), Bunnings Brendale (420) and Super Retail Group’s Distribution Centre at Brendale (620).

“That’s huge. We’re talking large international organisations.” Mr Perry said.

“I haven’t seen this kind of growth this quickly before.”

Visit our NATIONAL SKILLS WEEK section for more jobs stories

Small Area Labour Market figures for the quarter from December 2012 to March 2013 have the unemployment rate in Mango Hill/Griffin at 4.8 per cent, below the national average of 5.7 per cent.

“We’ll see it (local unemployment rate) come down,” he said.

Mr Perry said the of the roughly 1000 clients served by Sarina Russo Strathpine, close to 90 per cent were interested in retail or warehouse work.

But he said there would be another side to the story, with the impact on small “mum and dad” businesses yet to be seen.

American retail giant Costco did not put a date on when applications for retail are set to open when contacted by the North Lakes Times.

But construction on the $35 million project began earlier this month.

The $38 million Bunnings North Lakes will open it’s doors in late October.

Recruitment for the project is almost completed, with 160 positions once complete, with more than 230 jobs were created during construction.

It will be the biggest Bunnings in Queensland, at a size of store size of more than 19,000 square metres and parking for 490 cars

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Henry Sapiecha the editor,was directly instrumental in achieving developments in the Mango Hill, Strathpine, Brendale, Kallangur, Bray Park, Petrie areas of Brisbane Qld.He had a business there called Queensland House & Land as well as Compac Realty Pty Ltd. Owned and operated the Northside Home Display centre, Greyhound training facility in Kallangur and & land developments in that area with over 20 persons employed by him. Sold development property to the then Pine Rivers Shire Council for their new works depot & to the shires head solicitor a land parcel designated for subdivision that was designed by Henry Sapiecha. He and his company Compac Realty Pty Ltd were appointed project managers for a new shopping centre development in the shire attracting many large players in the commercial & retail world. Once the project got off the ground major players were clamoring for positions in the development in case they missed out.He was given the project management above the Hookers, Ray Whites, Professionals etc because he was able to demonstrate how best his services could be utilized to the benefit of the property owners. There is a lot more to the story. Interested & qualified persons can contact Henry Sapiecha on a need to know basis for a consultation.

Henry Sapiecha settled a sale of a large industrial acreage of land for AMCOR paper mill for their new multimillion dollar factory complex at Brendale

He was a consultant to the the then Pine Rivers council on commercial & industrial matters.

Property & business valuers were constantly contacting the offices of Henry Sapiecha to determine values of properties in the Pine Rivers Shire as he specialized in that field and had the biggest real estate offices in the north of Brisbane

The area of what is known as the Fraser Coast has got so much of it wrong due to self serving lobbying groups centering their efforts on land that is of little interest to the major players in industry.

The council in their well meaning intent has listened to people who know very little about nothing as to how best serve this area to promote growth and employment.

I have seen so many groups & individuals engaged by the local council & other government departments over the last several years with very little to show for it. The commercial developments currently proposed to be built have had nothing or very little to do with any efforts by council or consultants in getting the developments here

The so called talk fest groups sit around & talk rubbish in the main part with a misguided view of what big business wants & needs

The reality is that the major players in commerce & industry are already aware of what they want to make something work & just need these things presented to them to see if they meet their criteria.

The entire Fraser Coast/Wide Bay Region needs to be assessed on a ‘big picture’ & ‘long term’ level and by anybody’s understanding to date all efforts to do so have been cosmetic, placatory or politically driven at best.

Yes we have an extremely high unemployment rate here

**If you have some input into this argument please comment as it would contribute to the possible growth of this region of how we should be looking at development in the Fraser Coast Region

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Editor

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