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Josh Lowry Blog by Josh Lowry - 3M ago

Your mind has a tactical advantage over you. It knowns your strengths and weaknesses, and will always guide you to your comfort zone unless you reprogram it.

It is a common leadership practice to help people maximize their strengths and manage their weaknesses. However, retired United States Navy SEAL turned ultra-marathon runner turned motivational speaker, David Goggins, believes people should “triple down on their weaknesses,” including their fears and insecurities, to increase their capability and potential. Goggins says, what you are afraid of, you avoid, so stop running from your fears and face them. He further states, what you fear will own you more than if you just focus on maximizing your strengths.

Goggins advises to look into the “accountability mirror, and call yourself out.” Make a list of what you do not like to do and start doing it. If you are afraid of cold calling, make 100 cold calls per day until you get over it. Theorists read and talk about what to do. Practitioners do it. Practitioners become experts at what they fear most. They learn to control their mindset while “enduring pain and suffering long enough to overcome their fear.” Stop losing the game before you play it due to fear and insecurity. Gain an advantage by developing mental toughness through facing your fears.

All contents copyright 2019, Josh Lowry. All rights reserved.

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Josh Lowry Blog by Josh Lowry - 5M ago

The law of vibration states that everything in the universe is moving (or vibrating); nothing rests. Because everything is vibrating at specific frequencies, like attracts like. Positive people attract positive people. Negative people attract negative people. However, when positive people are in close proximity to negative people, both are uncomfortable because they are on different vibrational frequencies. You attract vibrations in harmony with you. Attraction is a law, but it is a secondary law. The primary law is the law of vibration.

Thoughts are things. The thoughts you think determine your vibration. When you think positive thoughts, you put yourself in a positive vibration. When you think negative thoughts, you put yourself in a negative vibration. To change your result, change your vibration. Your vibration determines what you attract. How you feel is the conscious awareness of your vibration. If you think or say, “I feel good,” you are in a good vibration. If you think or say, “I feel bad,” you are in a bad vibration. You will attract everything you want when you get in harmony with it.

When your conscious mind focuses on specific thoughts, they become embedded in your subconscious mind, and become your dominate vibration. Your dominate vibration attracts similar vibrations to you. How then can you change your vibration? Appreciate something beautiful. Associate with positive people. Be conscious of your thoughts. Be kind to others. Eat high quality food. Exercise. Meditate. Practice gratitude. Send love to a person bothering you. Walk in nature. Remember, your vibration affects everything. To change your result, change your vibration.

All contents copyright 2019, Josh Lowry. All rights reserved.

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The principles of leadership are simple, but not easy. They take time and practice to utilize effectively. Every principle can be taken to the extreme by leaders. When they are taken too far, the leader’s influence decreases with people and organizational performance suffers. Rather than rigid adherence to each principle, effective leaders must be able to balance opposing forces – that is, they must know when to hold-the-line and insist on high standards in critical matters and when to provide slack-in-the-line on issues of minimal importance.

Leaders only have so much capital (authority, influence, etc.) they can spend, so they must use it wisely. Leadership capital is acquired by building confidence and trust with people, as well as demonstrating they have the long-term good of the mission and team in mind. Effective leaders use leadership capital on important issues. They take time to explain the why behind asks. Ineffective leaders use leadership capital on trivial issues. Because their employees often do not understand the why behind asks, they feel they are being driven down their throats.

Leaders must set high standards and help people achieve them without becoming domineering or inflexible on matters of minimal importance. For example, the leader’s standard for team meetings is if you are early, you are on time; if you are on time, you are late; if you are late, do not attend. If an employee is always late, the leader should hold-the-line with them and explain why it negatively impacts the team. If an employee is late because of a critical customer meeting, the leader should provide the employee slack. Leaders must prioritize where leadership capital is spent.

All contents copyright 2019, Josh Lowry. All rights reserved.

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According to author and executive coach, Steve Siebold, effective leaders are decisive. They make decisions and take immediate action toward achieving their desired outcomes, using both momentum and speed to their advantage. Effective leaders also reserve the right to make necessary changes when needed.

Not making a decision is often worse than making a bad or wrong decision. Not making a decision is actually making a decision because you give control of the outcome to the circumstances or other people. When leaders are not certain or confident, they procrastinate. When key decisions are finally made, opportunity is often lost.

Decisions do not have equal consequences. Type one decisions cannot be reversed and require thoughtfulness and thoroughness when making them. Type two decisions can be easily reversed. An issue arises when leaders treat all decisions as type one, creating risk aversion and speed of implementation within their organization.

Colin Powell, former Secretary of State, uses the 40-70 Rule for making decisions. When making tough (type two) decisions, you should have no less than 40% of the information and no more than 70% of it. If you have less than 40%, you are shooting from the hip. If you wait for more than 70%, opportunities will pass you by.

Jeff Bezos, CEO of Amazon, advocates making type two decisions when you have 70% of the information. He also says, if you wait for 90% of the information, you are moving too slow. According to Bezos, “If you are good at course correcting, being wrong may be less costly than you think; whereas being slow is going to be expensive.”

If you are excited about something, but not taking immediate action toward it, you are searching for reasons not to do it. The longer you wait, the less likely you will be to pull the trigger. It is better to take imperfect action than wait to make the perfect decision before acting. If you are right, stay the course. If you are wrong, course correct.

All contents copyright 2018, Josh Lowry. All rights reserved.

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Every year people reflect on what they are grateful for on Thanksgiving. While the annual tradition is good, gratitude is something we should have and practice every day. Gratitude is being grateful or thankful for someone or something. Gratitude is important because it is impossible to be grateful and negative at the same time. When you are grateful, you are happy. If you only focus on what you do not have, you will never have enough. Being grateful also opens you up to receive more. Where there is appreciation, there is duplication. Below are four key lessons on gratitude.

Anthony Robbins – Gratitude is the antidote for the two things that stop us: fear and anger. Fear is why we do not take action. Anger is why we get stuck. You cannot be grateful and fearful or angry at the same time.

David Steindl-Rast – There is a connection between gratefulness and happiness. When you are grateful, you are happy. It is not happiness that makes you grateful, it is gratefulness that makes you happy.

Oprah Winfrey – If you focus on what you have, you will always have more. If you focus on what you do not have, you will never have enough. When grateful, you will be more alive and respect of the goodness that comes to you.

Steve Harvey – Gratitude and the lack of it is one of the biggest blessing blockers there is in life. When you are grateful, you open yourself to receive more. If you are not grateful for what you have, why would God give you more?

TD Jacks – Everything you can touch, see and feel is a gift from God greater than you. Gratitude and thankfulness align your attitude to a place of appreciation. Where there is appreciation, there is duplication.

All contents copyright 2018, Josh Lowry. All rights reserved.

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The human brain requires stimulation. The brain’s optimal level of stimulation is regulated by socialization. Because an introvert’s brain is highly stimulated by nature, they need less socialization to reach the optimal level. In fact, introverts often find too much socialization exhausting and stressful. In contrast, an extrovert’s brain is less stimulated by nature. As a result, they need more socialization to reach the optimal level. When extroverts experience too little socialization, they often become bored and dissatisfied.

Because introverts need less socialization, they are often perceived as unsocial, shy and rude. While not true, perception can be reality. Too much stimulation can also cause introverts to not fully participate in or withdraw from conversations. While introverts cannot become extroverts, they can become more outgoing. Outgoing means focusing outside yourself, not on the internal conversation in your head; e.g., How am I coming across? When introverts focus internally, people pick up on their uncertainty and stop engaging with them because it is not rewarding.

Instead of being focused internally – What if I say something wrong?; or I have something to say, but now the time has passed, did I miss my opportunity? – introverts must focus outwardly on what is being said. When someone says something they can comment on, they must comment on it. They must have courage and share their energy and knowledge with others. When introverts participate, they develop (practice) their people and social skills. They should not be afraid to “tank” a few conversations as they build confidence. If introverts dare to practice, they will improve.

It is important to note that being outgoing – being focused outside yourself – does not mean you have to talk all the time. People who talk all the time are not outgoing because they are focused on themselves (internally, not externally). Being outgoing is about focusing outside yourself. While introverts have a rich inner life, the time and place for that is when they are alone, but not all the time. When introverts are around others, they should focus on others and what is being said. Outgoing people tend to get results. While introverts cannot become extroverts, they can become outgoing.

All contents copyright 2018, Josh Lowry. All rights reserved.

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In his book, “Golf: The Ultimate Mind Game,” mental coach, Rick Sessinghaus, sets forth the four levels of skill development that apply to both business and sports. The four levels are:

Level 1 – Unconscious incompetence. Unconscious incompetence occurs when a person does not have a specific skill and they do not recognize the value of developing it. “I do not know how to sell and do not need to learn it.”

Level 2 – Conscious incompetence. Conscious incompetence occurs when a person knows that they do not have a specific skill, but they recognize the value of developing it. “I need to learn to sell to increase my income.”

Level 3 – Conscious competence. Conscious competence occurs when you have a specific skill, but demonstrating it requires you to concentrate. “I know how to sell, but need follow a methodology or process to do it.”

Level 4 – Unconscious competence. Unconscious competence occurs when you have a specific skill and you can demonstrate it without concentration. “Selling is second nature to me.”

Moving from one level to the next comes from practice. Fear of failing or looking bad in front of others often prevents people from advancing. When fear is present, success requires pressing forward to gain experience.

Leaders help people understand where they are with developing a specific skill, as well as help them move from one level to the next. Leaders help people ultimately operate at Level 4 (unconscious competence) with or without them.

All contents copyright © 2018, Josh Lowry. All rights reserved.

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  • Behind every successful person is an enormous amount of misery. You have to be miserable with the status quo in order to change it. @GlennKelman
  • Being around others at or above your level takes you higher. @GrantCardone
  • Buy land, they are not making more of it. – Unknown
  • Cash is not king. Cash invested in assets that produce more cash is king. @GrantCardone
  • Comfort is the path to misery. @JockoWillink
  • Do not follow the crowd. Let the crowd follow you. – Margaret Thatcher
  • Everyone wants to fit in, but who do we admire most? Those who stand out. @AttackAthletics
  • Example is not the main thing in influencing others, it is the only thing. – Albert Schweitzer
  • Great effort springs naturally from a great attitude. – Pat Riley
  • Hold trust as your highest value. @Benioff
  • Investors do not decide to buy properties; they decide to buy the income streams of the properties. @FGallinelli
  • Leaders must be both authentic and vunerable. @YahyaBakkar
  • Managing cash flow is one of the most valuable traits of the super wealthy. @GrantCardone
  • MBA = Massive Bank Account. @6AMSuccess
  • Never be mediocre because that means you are average, ordinary and not outstanding. @GrantCardone
  • Progress: You might not be where you want to be, but you are not where you used to be. – Unknown
  • Regardless of how you start where you finish is on you. @GarVee
  • The best leader brings out the best in those he has stewardship over. – J. Richard Clarke
  • The road to success is littered with the remains of quitters. Never quit. @JarrodGlandt
  • There is nothing more important than the trust you have with your customers, employees, partners and stakeholders. @Benioff
  • To be successful, focus on helping others. @LewisHowes
  • Whatever you think your goal is, multiply that by 10. Then build your business plan around 10X. @GrantCardone
  • When a leader builds from the inside-out, their confidence grows high and life is rewarding. @SteveGutzler
  • When u surround yourself with people who aspire to succeed, they will change your thoughts to think like them. If people can change your thoughts, they can change who u are. When u pick people u want to be around, u are choosing the person u want to become – choose wisely. @Inc
  • We attract what we are ready for. @EdMylett
  • You cannot get rich thinking poor. @GrantCardone
  • You either lead with the purpose of people doing things for you or lead with the purpose of empowering people to reach their full potential. @SteveGutzler
  • You get rich connecting with opportunities that can produce and multiply money. @GrantCardone

All contents copyright © 2018, Josh Lowry. All rights reserved.

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Effective leaders have a broad perspective and view of the business. They know that when operational plans need to be created to execute strategy, the best course of action is to delegate the process to the right people and teams to maximize buy-in and ownership. They also know that they should participate in and supervise the planning process, but not get overly involved in the details. By not getting overly involved in the details, they maintain broad perspective of the mission while preserving their ability to step back and identify holes and weaknesses in the plan.

Effective leaders know that if they get too far in the weeds, they end up having the same perspective as their people and team and end up adding minimal to no value to them. As a result, they maximize their value by maintaining a broader, higher-level perspective while guiding and coaching during the planning process. By maintaining a broader, higher-level perspective, they ultimately end up being deemed tactical experts within the organization because their people and teams consistently demonstrate both operational planning and execution success.

All contents copyright © 2018, Josh Lowry. All rights reserved.

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