The best way to stop a child from crying is to distract them, occupying their mind with new stimuli. The best way to get attention is to do something outlandishly unexpected. The quickest path to wealth is to have an ingenious idea that becomes virally popular. When Pearl Harbor was suprisingly attacked, the U.S. joined in World War II and the entire country came together in support of winning the war. Time and again, the solution to major issues, or a seemingly insurmountable problem, has been a novel concept (new idea), or a Cause greater than the sum of its parts, or ideally both. I’m sure you can think of many more examples even stronger than these. The point is that we tend to see only as we focus, yet that focal power can be enough to change the world, given a great cause plus new – focal changing – ideas.
By the same token, our focus can be blinding, paralyzing, or even disastrous. Consider the metaphor of the child learning to ride a bicycle. Suddenly the child has a front tire caught in a rut or trough and begins to fall. The temptation is to focus in the direction of the fall, which causes a crash instead of focusing the other direction (a new stimulus/idea), most likely bringing the bike upright and back into balance. Once again, we see only as we focus. And by extension, our focus is naturally the basis of our decision(s) and subsequent consequence(s).
In the world of modern business, a company must be flexible and open minded in its operational philosophy and overall approach, lest that business barely subsist or fail entirely. This flexibility means more than simply adapting to changing economic factors or attempting to perform proactively; it means a willingness to reexamine any or all business practices, from sales and marketing to all aspects of operations; it means listening and hearing as well as measuring and planning. Some enemies of corporate flexibility are closed minds, a focus on the bottom line only, managerial incompetence, failure to innovate, and selective blindness.
A healthy corporation that is indeed flexible and open to change must achieve balance, boundaries, exactness, manifest genius-level ideas, and above all champion a charitable, philanthropic Cause, all of which bring about a new and powerful focus, and a results-oriented paradigm that creates a winning combination for the corporation, as well as its adopted Cause.
When I was a child, I loved to watch a professional plate spinner entertaining a crowd. The plate spinner would balance multiple plates, each at the end of a stick, and keep adding more sticks with spinning plates, working to keep them all balanced. Eventually the balance between gravity and centrifugal force, coupled with the plate spinner’s inability to handle an increasing load, would win over and finally plates would begin to fall. I always mused that the plate spinner was an excellent metaphor for life; we rush around trying to keep all of our “plates” spinning (balance), but it can become too much too fast, and we must reduce our spinning plates.
According to a current definition in Wikipedia, “balance” in the metaphysical or conceptual sense is defined as follows:
“balance is used to mean a point between two (or more) opposite forces that is desirable over purely one state or the other…” Sounds reasonable.
But as the plate spinning metaphor illustrates, balance is not achieved without setting exact boundaries. We achieve balance in all aspects of our lives by selecting strict limitations. Boundaries come from exactness, from limiting scope through a highly selective process. Another useful metaphor is the gymnast on the balance beam: without exactness of movement through limitation of scope, she forfeits balance and falls. Her highly selective process of developing balance is an exact practice.
Now I want to relate boundaries, exactness, and balance to an overused – in fact arguably obsolete – concept called “networking” and “networks”.
Networks and networking – at their core – are designed to compound or multiply effectiveness or results through the power of multiple people and the resources of those in the network. The terms networking and networks are obsolete not only because they have become buzzwords, stretched and pulled into whatever shape is desired, but also because networks and networking typically means inexactitude, the more the merrier, a shotgun effect. Most often the results of any given network are a function or reflection of the sheer “non-exclusive” numbers involved in that network. In this model there are intrinsic side effects, including chaos, lack of focus, lack of defined structure, lack of unity, and so many more negatives.
To achieve the highest levels of effectiveness and the strongest results, a network must have clearly defined, precise roles, strict boundaries, and balance…it must be exact! In an “Exact Network”, each member is selected and recruited based upon their particular expertise, experience, talent, and necessary contribution to the group. In an Exact Network, the members’ roles are defined according to the essential and critical function that each serves within the network. One “macro” example of an Exact Network is the overall concept of a government, although over time it has become an inexact bureaucracy as opposed to a highly effective Exact Network. A better example is the hand picked, core executive team of a well-respected corporation, all focused on a coalition of goals and results. But even this is often times missing crucial elements in planning, execution, and equally important, an appropriate and effective vehicle for achievement.
The best imaginable results and desired return means “Uber Success”, or the best possible measures of success that can be imagined…nothing could be better. Therefore, an Exact Network that is focused on a coalition of unified and defined goals and results, is the best way to achieve “Uber Success”, provided they have an effective vehicle to reach their destination.
We create the opportunity for pure GENIUS, when we Generate Exact Networks to Institute Uber Success. Further, if such an Exact Network is provided with a clearly defined and entirely structured vehicle for attaining the goals of the Exact Network, the guaranteed result is uber success. I suggest that this vehicle for the attainment of genius-level events and uber success is “Neologic Omnipotent Workshops” (NOW); a succession of goal-oriented, structured, pre-defined “workshops” wherein the most current ideas and concepts (Neologic), and all imaginable variables (Omnipotent) are entertained within pre-defined, structured workshops.
Focal power, balance, boundaries, genius ideas / events, and a championed Cause will award a corporation uber success, and empower a Cause to create the miracle of change.
I have constructed a book (“G.E.N.I.U.S. NOW: The Mastermind Blueprint”) that is clearly and credibly designed to provide any corporate entity or organization with the tools and resources to create genius-level events and thereby exceed all performance metrics, projections, and benchmarks. Further, “G.E.N.I.U.S. NOW: The Mastermind Blueprint” is a guaranteed method for any business, group, or organization to easily achieve balance, consistent and positive exposure, unparalleled and exact focus, and ultimately “Uber Success” for their organization or group. This new e-book will become a true groundbreaker as it becomes “discovered”. Right now it is literally too new and therefore unknown. Get your copy now and learn everything necessary to achieve uber success, leaving behind any past failures and negative economic conditions. This is the real deal, revealing all the details of this “genius” method for a recession-proof business.
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