Brunswick Mens Copa Black/Blue Universal Soles Color: Black/Blue
Customer Review: Great for the price
Great shoe for the price. Note that the synthetic upper will crease where your toes meet your foot. The blue parts literally glow in the dark.
Customer Review: Nice shoes
I really like them, especially because the blue part of the shoes glows in the dark! that’s nice! They’re comfortable!
I was flying home from a seminar in Atlanta yesterday afternoon on Delta and they have TVs on each seat.
It was 1pm and I was a bit tired, so I was channel surfing and wouldn’t have minded if I just fell asleep for the trip.
But as I was surfing, I came across ESPN, the sports network, and they were having the finals of a bowling tournament.
I’m not a huge bowling fan, I do try to ‘hit the lanes’ once or twice a year, but I caught the end of an interview with one of the bowlers and it got my attention.
Here’s why.
He was talking about how important staying focused and having a positive attitude is, but then he said something that I know to be so helpful.
I call them, S.R.P.’s.
S.R.P. stands for Success Reference Points.
Here’s what he said:
He said that he thinks about a time in the past when he was bowling and ‘on fire’, and he was doing great.
He puts himself back in that mindset.
What was he saying to himself?
How was he standing, how was his posture?
He even watched old bowling videos of him doing great.
We all have moments in our past that we can REMEMBER and use in the PRESENT.
In Arnold Schwarzeneggers biography, he talks about using this same principle to quickly help him succeed.
Ask yourself:
When was there a time in my life when I was doing GREAT, when I felt UNSTOPPABLE? What were my habits, what was my self-talk, how was I feeling? Then TAKE THAT mindset into the present….
Feel strong.
Feel powerful.
Be on top of your game.
This bowler I was watching, with the help of this strategy, won his first ever major bowling tournament and $100,000.
At any moment, we can choose to be strong or weak, we can c hoose to remember a negative moment or a positive one.
YOU are in charge.
You should listen in to the ‘Ultimate Lifestyle Workshop’ because I show you how to build a strong and profitable internet or information business from home.
Stretch yourself and allow yourself to be uncomfortable before you’re comfortable.
Your growth is all about going from awkward to natural.
Jim Tucker e-mailed me Saturday and told me how my “Power of Concentration Success System’ helped him go from awkward to natural and conquer his fears.
You DESERVE to have an amazing next 48 hours.
Let’s start it right now.
Move into ACTION, that’s where the MAGIC happens!
Put yourself in a positive and strong mindset BECAUSE
great things will happen.
I believe in you.
Talk to you soon.
Mike Litman
Mike Litman is the co-author of the #1 Best-selling book Conversations with Millionaires. Over the last 3 years, Mike has unleashed the greatness of tens of thousands of people worldwide. Networking Times Magazine called Mike Litman a modern day Napoleon Hill and at the age of 30 hes already shared the stage with well-known speakers such as Mark Victor Hansen and Bob Proctor. http://www.mikelitman.com
Copyright Mike Litman – http://www.greatnessheldhostage.com
What Consultants Want You to Know (But You Never Ask)Jan B. King Ive been both a CEO and a consultant, so Ive seen from both perspectives what goes right and what goes wrong when a consultant comes in to a company. Generally the CEO or the manager who hires the consultant tells the consultant what he or she wants. Often the manager is frustrated with something that is happening at the company and expects the consultant will have the expertise to just fix it. While the manager needs to set the expectations, of course, the consultant rarely gets to voice what he or she knows would make the consulting engagement more successful for both.
Here is what your consultant would love to tell you about making him or her successful working on your behalf:
1. Please Do Your Homework before I Come In
Too many owners and managers hire a consultant and then stop thinking. They present a list of general problems and expect the expert to conjure dramatic results. This approach almost always ends in frustration and many, many billable hours.
Instead, you have to take the initiative and stay involved. Discuss your needs, problems, and parameters in candid terms from the start. Set a budget or schedule upfront for each project a consultant tackles. Save your skepticism (or your staffs) for the interview process; once youve chosen a consultant, give him or her the benefit of everything you know and access to all important information.
One of the biggest costs in hiring outside expertise is bringing the consultant up to speed on your companys operations. If you can prepare reports and numbers internally, you can help the consultant stay away from data gathering and other basic reporting functions; keep the consultant focused on analysis. You can tabulate numbers yourself; youve hired the expert to help you move forward from there. When you hire consultants, keep in mind that their most important skill should be critical analysis and problem solving.
Another point to consider is that many consultants have a steep sort of half life as to enthusiasm for a project. They are consultants because they like variety. In other words, their best thoughts and greatest creativity come early in their relationships with clients. Being prepared from the start allows you to take full advantage of short attention spans.
2. Please let me stay focused on what I came in for and keep the distractions and new requests to a minimum if you want me to stay within your original budget (or expand the budget).
A consultants expertise is so welcome in certain environments that they number of projects multiplies beyond the hiring managers original intent, but often with their knowledge. The original project may be just the tip of the iceberg of problems within a company, some of which are best solved by a consultant but many of which are best hired within the company after working with the consultant to develop a plan.
Like any outside contractor or vendor, consultant services are a commodityand consultants want to sell as much of this commodity over as long a time as they can. Thats their understandable inclination as business people. However, its your understandable inclination as an owner or manager to minimize the amount you pay them.
The consultant may be right to say there arent quick fixes to serious problems, but dont let that lead to open-ended engagements. Most consultants agree that restructuring involves two phases: a design phase, in which new ways of doing work are fashioned, and an implementation phase, in which the new ways of doing work actually are put in place. Have the consultant schedule these phases. This helps set up an exit strategy for the consultant, which is an important cost control tool. In addition, the consultant will see the project as a limited engagement, rather than open ended.
3. Please set regular times to meet so that I have access to the person who hired me to get clarifications and not waste your time (and not waste my time).
Set regular times to meet (weekly or monthly) when the consultant will review conclusions, answer questions, and challenge you on better ways to run your business.
Make sure these are working meetings. Avoid meetings that turn into administrative updates. By meeting with the consultant regularly, you can compartmentalizeand better controlthe amount of time you spend with him or her. It also forces the consultant to be succinct and not draw on too much of your time. In this context, you can expect more from a consultant than from an employee. The consultants attention should focus squarely on problems youre paying him or her to consider, not on operational details.
Remember that you are paying bigger dollar amounts for this help, so you dont want a consultant to be billing you for time in your office unless you are using that time wisely. Too many times employees dont understand how a consulting arrangement works they want the consultant to be available to them during their working hours. Consultants shouldnt be at your company every day where they can be distracted. They should only be there in order to meet with other people. Otherwise, they need to be doing their analysis in the peace and quiet of their own offices. 4. Please Dont Kill the Messenger
The manager or CEO who hired the consultant may be very excited at the beginning of working together and feel like he or she just unloaded their burden onto some capable shoulders. Then the consultant prepares an analysis and the recommendations all rely on additional work to be done by managers and employees inside the company. The recommendations may also involve actions that arent fun to carry out, such as demoting or terminating non-performing employees. They may call for additional reports or extra meetings. Expect that the consultant will come to some conclusions you wont like immediately, but they may be the only way to end some long-term problems.
In conclusion, when you keep consultants disciplined and focused, you can use them to great advantage. Be clear on the purpose of hiring the consultant and what you can and cant expect their work to produce. Up front clarity will lead to a productive and valuable relationship.
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i think they glow in the dark too? but i haven’t checked that yet. you could probably get away with wearing these in public if you REALLY wanted to. but they are really comfortable too – feel like regular sneakers. can’t really find anything i don’t like about them, but then again, i’m not a hardcore bowler. 
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