USANA Stuff

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..> ..> ..>..> 10 Compelling Reasons USANA Should be Your Opportunity of Choice Stability - You can commit your time, energy, and enthusiasm to your USANA business.  USANA is a solid, publicly traded company founded in 1992. Experience - Dr. Myron Wentz, the Founder and Chairman of the Board of USANA Health Sciences, has years of hands-on experience in international business.  USANA has a solid management team with years of successful business leadership. Quality - USANA manufactures and packages many of its own products in its own state-of-the-art facilities.  USANA guarantees the quality and potency of all its products. Leading-Edge Technology - USANA develops its products using the latest research.  The company has collaborated on research with scientists at the Linus Pauling Institute, and sponsored unique research at the Cardiology Research Institute in Moscow. Exploding Market - Seventy-six million baby boomers are aging, and they are looking for products that make them look and feel better.  USANA is poised to help you meet this demand by offering quality products in a nutrition market that has tripled over the last five years. Timing, Timing, Timing - USANA began operations in September of 1992.  We have passed the pioneering stage where many new companies fail and are currently entering the momentum stage where fortunes are created. Fair and Lucrative Compensation - USANA's compensation plan allows all people an opportunity to succeed. Expert Training - As a USANA Distributor you have the opportunity to be trained by the best in the world in the areas of health, wealth, and empowerment. Your Success is Our Success - USANA offers a wide range of Distributor support services which make building your USANA business much easier. Credibility - USANA's Medical Advisory Board, on-staff Ph.D.s, physicians, and Distributor force include many highly respected business and health care leaders such as Dr. Denis Waitley, and others. They offer credibility to greatly enhance your business-building efforts. 2:05 PM - 0 Comments - 0 Kudos - Add Comment - Edit - Remove

Thursday, September 21, 2006 ..> ..> ..>..> USANA Launches New TenX(TM) Antioxidant Blast Category: Food and Restaurants USANA Health Sciences Inc. USNA, a leading developer and manufacturer of nutritional supplements, recently introduced its new TenX(TM) Antioxidant Blast. This innovative product, launched at USANA's international convention, is the best dietary supplement of its kind. It provides a concentrated dose of antioxidants in one delicious serving. Related news Aftermarket Movers: Herman Miller Soars USANA developed TenX as a way to offer its independent associates and customers all the benefits of antioxidant-rich fruits and fruit juices in a more convenient and portable product. More importantly, TenX provides, ounce per ounce, 10 times the antioxidant power of even the best juice products on the market today. According to Dr. Tim Wood, USANA's executive vice president of research and development, antioxidants play an important role in good nutrition, as they help promote long-term health by defending the body against oxidative stress. "The challenge is getting optimal amounts of these dietary antioxidants in today's fast-paced world," Wood explained. "USANA has met that challenge with TenX. Our product provides a great tasting and convenient way for people to boost their antioxidant intakes while on the go." TenX provides the equivalent of two servings of real fruit and is fortified with important antioxidants, including vitamin C, plus diverse polyphenols like USANA's exclusive Olivol(R) olive-fruit extract. TenX Blast is also all-natural, free of artificial flavors, and free of artificial colors, sweeteners and preservatives. About USANA USANA develops and manufactures high-quality nutritionals, personal care, and weight management products that are sold directly to preferred customers and associates throughout the United States, Canada, Australia, New Zealand, Hong Kong, Japan, Taiwan, South Korea, Singapore, Mexico, the Netherlands and the United Kingdom. More information on USANA can be found at http://www.usanahealthsciences.com. -- These statements have not been evaluated by the Food and Drug Administration. This product is not intended to diagnose, treat, cure, or prevent any disease. Contact Information: USANA Health Sciences Inc., Salt Lake City Riley Timmer, 801-954-7100 (Investor Relations) riley.timmer@us.usana.com © 2006 BusinessWire 12:29 AM - 0 Comments - 0 Kudos - Add Comment - Edit - Remove

Thursday, August 17, 2006 ..> ..> ..>..> The five levels of leadership Based on readings of John C Maxwell  Level 1: Position/Rights..:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" />..:namespace prefix = o ns = "urn:schemas-microsoft-com:office:office" /> At this level of leadership people follow you because they have to. At this level your influence will not extend beyond the lines of your job description. The longer you stay here, the higher the turnover and the lower the morale. Listed below are some characteristics that must be exhibited with excellence before advancement to the next level of leadership. Ø      Know your job description thoroughly Ø      Be Aware of the history of the organization Ø      Relate the organizations history to the people of the organization (in other words, be a team player) Ø      Accept responsibility Ø      Do your job with consistent excellence Ø      Do more then expected Ø      Offer creative ideas for change and improvement.   Level 2: Permission/Relationships At this level People follow you because they want to. At this level People will follow you beyond your stated authority. This level allows work to be fun. A caution staying too long on this level without rising will cause highly motivated people to become restless. Listed below are some characteristics that must be exhibited with excellence before advancement to the next level of leadership. Ø      Possess a genuine love for people Ø      Make those who work with you more successful Ø      See through other peoples eyes Ø      Love people more than procedures Ø      Do win-win or dont do it Ø      Include others in your journey Ø      Deal wisely with difficult people.   Level 3: Production/Results At this level people follow you because of what you have done for the organization. At this level Success is sensed by most people. They like you and what you are doing. Problems are fixed with very little effort because of law of big ..:namespace prefix = st1 ns = "urn:schemas-microsoft-com:office:smarttags" />..:namespace prefix = st1 ns = "urn:schemas-microsoft-com:office:smarttags" />Mo. Listed below are some characteristics that must be exhibited with excellence before advancement to the next level of leadership. Ø      Initiate and accept responsibility for growth Ø      Develop and follow a statement of purpose Ø      Make your job description and energy an integral part of the statement of purpose Ø      Develop accountability for results, beginning with yourself. Ø      Know and do the things that give a high return Ø      Communicate the strategy and vision of the organization Ø      Become a change-agent and understand timing Ø      Make the difficult decisions that will make a difference Level 4: People Development/Reproduction At this level people follow you because of what you have done for them. This is where long range growth occurs. Your commitment to developing leaders will insure ongoing growth to the organization and to people. Do whatever you can to achieve and stay on this level. Listed below are some characteristics that must be exhibited with excellence before advancement to the next level of leadership. Ø      Realize that people are your most valuable asset Ø      Place a priority on developing people Ø      Be a model for others to follow Ø      Pour your leadership efforts into the top 20 percent of your people Ø      Expose key leaders to growth opportunities Ø      Be able to attract other winners producers to the common goal Ø      Surround yourself with an inner core that complements your leadership   Level 5: Personhood/Respect At this level people follow because of who you are and what you represent. This level is reserved for leaders who have spent years growing people and organizations. Few make it. Those who do are bigger than life. Listed below are some characteristics that must be exhibited with excellence before advancement to the next level of leadership. Ø      Your followers are loyal and sacrificial Ø      You have spent years mentoring and molding leaders Ø      You have become a statesman/consultant, and are sought out by others Ø      Your greatest joy comes from watching others grow and develop Ø      You transcend the organization   Everyone is a leader because everyone influences someone in one way or another. Not everyone will because a great leader, but everyone can because a better leader,  now the question to ask yourself is where do you fall as a leader and what do you need to work on to advance to the next level.   6:20 PM - 0 Comments - 0 Kudos - Add Comment - Edit - Remove

Thursday, July 20, 2006 ..> ..> ..>..> what is a leader? What makes a leader? By Hilary Owen, special for USATODAY.com Leadership is a journey of discovery. It is the expression of a person at his or her best whose aim is to transform something for the better and to develop this potential in others. It is not a solitary pursuit but one that harnesses the energy of those around you. During the past 20 years my studies on leadership have taken me to Rome, Greece, North Africa and the Middle East and to the texts of ancient China and the hieroglyphics of Egypt. From this research, I have come to six conclusions about leadership: 1. The difference between leadership and management amounts to more than a different set of skills. Management is based on order and control and makes use of sophisticated processes. It came into being during the Industrial Revolution, when a mass of uneducated workers needed to be marshaled. Leadership, on the other hand, is about expressing the human spirit -- the real source of greatness. We cannot teach leadership in the same way we teach management. 2. Our preoccupation with leadership is neither a fad nor a fashion. Leadership as a concept has been explored for thousands of years. It can be found in ancient texts from China to Egypt. Our fascination with it has never dwindled because it is part of our understanding of who we are as human beings. People express leadership when they demonstrate the best of themselves and others. 3. To become a leader, you must know yourself first. No two individuals express leadership in the same way. Each one of us can be a unique leader, and that is why trying to put leadership into a box always fails. 4. Leadership is not based on position or title. Leadership springs from anyone enabled and encouraged to express himself while working with purpose and meaning. As a society, we need to shift away from the notion of chief executives as visionaries with transforming ideas. We have to shift from a dependency state to one of participation in which everyone uses his or her own power and potential to serve and fulfill a purpose. Leadership is a process in which leaders and followers engage to achieve mutual goals. We are all leaders and followers at different times. "Followership" is not a passive role but a dynamic one: Followers ensure that the leader follows the purpose. 5. Leadership cannot be achieved in isolation. People express leadership when they act as part of an integrated whole, and this works best when a web structure replaces the hierarchical structure. It is important that individuals and organization develop together and an organization be treated as a living, breathing whole. Leadership needs the right environment in which to thrive. 6. Leadership must take priority over management in today's fast-changing world. Management thrives in a stable environment and a hierarchical structure. But we are living in a world that changes constantly, and we must rewrite the rules. Leadership will be at the heart of all our efforts to improve our organizations and our world. It will require the courage that is at the heart of all leadership. Are you expressing your leadership potential? Consider your life at work, at home and in social situations. Are you a leader or simply a manager? Are you developing leadership skills and using them to improve your organization and your personal life? Remember: Leadership is a journey, not something that can be learned on a five-day training course. It requires time and reflection.

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10 Compelling Reasons usana should be your opportunity of choice
Category: Jobs, Work, Careers

10 Compelling Reasons

USANA Should be

Your Opportunity of Choice

• Stability - You can commit your time, energy, and enthusiasm to your USANA business.  USANA is a solid, publicly traded company founded in 1992.
• Experience - Dr. Myron Wentz, the Founder and Chairman of the Board of USANA Health Sciences, has years of hands-on experience in international business.  USANA has a solid management team with years of successful business leadership.
• Quality - USANA manufactures and packages many of its own products in its own state-of-the-art facilities.  USANA guarantees the quality and potency of all its products.
• Leading-Edge Technology - USANA develops its products using the latest research.  The company has collaborated on research with scientists at the Linus Pauling Institute, and sponsored unique research at the Cardiology Research Institute in Moscow.
• Exploding Market - Seventy-six million baby boomers are aging, and they are looking for products that make them look and feel better.  USANA is poised to help you meet this demand by offering quality products in a nutrition market that has tripled over the last five years.
• Timing, Timing, Timing - USANA began operations in September of 1992.  We have passed the pioneering stage where many new companies fail and are currently entering the momentum stage where fortunes are created.
• Fair and Lucrative Compensation - USANA's compensation plan allows all people an opportunity to succeed.
• Expert Training - As a USANA Distributor you have the opportunity to be trained by the best in the world in the areas of health, wealth, and empowerment.
• Your Success is Our Success - USANA offers a wide range of Distributor support services which make building your USANA business much easier.
• Credibility - USANA's Medical Advisory Board, on-staff Ph.D.s, physicians, and Distributor force include many highly respected business and health care leaders such as Dr. Denis Waitley, and others. They offer credibility to greatly enhance your business-building efforts.

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USANA Launches New TenX(TM) Antioxidant Blast
Category: Food and Restaurants

USANA Health Sciences Inc. USNA, a leading developer and manufacturer of nutritional supplements, recently introduced its new TenX(TM) Antioxidant Blast. This innovative product, launched at USANA's international convention, is the best dietary supplement of its kind. It provides a concentrated dose of antioxidants in one delicious serving.

USANA developed TenX as a way to offer its independent associates and customers all the benefits of antioxidant-rich fruits and fruit juices in a more convenient and portable product. More importantly, TenX provides, ounce per ounce, 10 times the antioxidant power of even the best juice products on the market today.

According to Dr. Tim Wood, USANA's executive vice president of research and development, antioxidants play an important role in good nutrition, as they help promote long-term health by defending the body against oxidative stress. "The challenge is getting optimal amounts of these dietary antioxidants in today's fast-paced world," Wood explained. "USANA has met that challenge with TenX. Our product provides a great tasting and convenient way for people to boost their antioxidant intakes while on the go."

TenX provides the equivalent of two servings of real fruit and is fortified with important antioxidants, including vitamin C, plus diverse polyphenols like USANA's exclusive Olivol(R) olive-fruit extract. TenX Blast is also all-natural, free of artificial flavors, and free of artificial colors, sweeteners and preservatives.

About USANA

USANA develops and manufactures high-quality nutritionals, personal care, and weight management products that are sold directly to preferred customers and associates throughout the United States, Canada, Australia, New Zealand, Hong Kong, Japan, Taiwan, South Korea, Singapore, Mexico, the Netherlands and the United Kingdom. More information on USANA can be found at http://www.usanahealthsciences.com.

-- These statements have not been evaluated by the Food and Drug Administration. This product is not intended to diagnose, treat, cure, or prevent any disease.

Contact Information: USANA Health Sciences Inc., Salt Lake City Riley Timmer, 801-954-7100 (Investor Relations) riley.timmer@us.usana.com

© 2006 BusinessWire

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The five levels of leadership

Based on readings of John C Maxwell

 Level 1: Position/Rights

At this level of leadership people follow you because they have to. At this level your influence will not extend beyond the lines of your job description. The longer you stay here, the higher the turnover and the lower the morale. Listed below are some characteristics that must be exhibited with excellence before advancement to the next level of leadership.

Ø      Know your job description thoroughly

Ø      Be Aware of the history of the organization

Ø      Relate the organizations history to the people of the organization (in other words, be a team player)

Ø      Accept responsibility

Ø      Do your job with consistent excellence

Ø      Do more then expected

Ø      Offer creative ideas for change and improvement.

Level 2: Permission/Relationships

At this level People follow you because they want to. At this level People will follow you beyond your stated authority. This level allows work to be fun. A caution staying too long on this level without rising will cause highly motivated people to become restless. Listed below are some characteristics that must be exhibited with excellence before advancement to the next level of leadership.

Ø      Possess a genuine love for people

Ø      Make those who work with you more successful

Ø      See through other peoples eyes

Ø      Love people more than procedures

Ø      Do win-win or dont do it

Ø      Include others in your journey

Ø      Deal wisely with difficult people.

Level 3: Production/Results

At this level people follow you because of what you have done for the organization. At this level Success is sensed by most people. They like you and what you are doing. Problems are fixed with very little effort because of law of big Mo. Listed below are some characteristics that must be exhibited with excellence before advancement to the next level of leadership.

Ø      Initiate and accept responsibility for growth

Ø      Develop and follow a statement of purpose

Ø      Make your job description and energy an integral part of the statement of purpose

Ø      Develop accountability for results, beginning with yourself.

Ø      Know and do the things that give a high return

Ø      Communicate the strategy and vision of the organization

Ø      Become a change-agent and understand timing

Ø      Make the difficult decisions that will make a difference

Level 4: People Development/Reproduction

At this level people follow you because of what you have done for them. This is where long range growth occurs. Your commitment to developing leaders will insure ongoing growth to the organization and to people. Do whatever you can to achieve and stay on this level. Listed below are some characteristics that must be exhibited with excellence before advancement to the next level of leadership.

Ø      Realize that people are your most valuable asset

Ø      Place a priority on developing people

Ø      Be a model for others to follow

Ø      Pour your leadership efforts into the top 20 percent of your people

Ø      Expose key leaders to growth opportunities

Ø      Be able to attract other winners producers to the common goal

Ø      Surround yourself with an inner core that complements your leadership

Level 5: Personhood/Respect

At this level people follow because of who you are and what you represent. This level is reserved for leaders who have spent years growing people and organizations. Few make it. Those who do are bigger than life. Listed below are some characteristics that must be exhibited with excellence before advancement to the next level of leadership.

Ø      Your followers are loyal and sacrificial

Ø      You have spent years mentoring and molding leaders

Ø      You have become a statesman/consultant, and are sought out by others

Ø      Your greatest joy comes from watching others grow and develop

Ø      You transcend the organization

Everyone is a leader because everyone influences someone in one way or another. Not everyone will because a great leader, but everyone can because a better leader,  now the question to ask yourself is where do you fall as a leader and what do you need to work on to advance to the next level.

6:20 PM - 0 Comments - 0 Kudos - Add Comment - Edit - Remove

what is a leader?

What makes a leader?

During the past 20 years my studies on leadership have taken me to Rome, Greece, North Africa and the Middle East and to the texts of ancient China and the hieroglyphics of Egypt. From this research, I have come to six conclusions about leadership:

1. The difference between leadership and management amounts to more than a different set of skills.

Management is based on order and control and makes use of sophisticated processes. It came into being during the Industrial Revolution, when a mass of uneducated workers needed to be marshaled. Leadership, on the other hand, is about expressing the human spirit -- the real source of greatness. We cannot teach leadership in the same way we teach management.

2. Our preoccupation with leadership is neither a fad nor a fashion.

Leadership as a concept has been explored for thousands of years. It can be found in ancient texts from China to Egypt. Our fascination with it has never dwindled because it is part of our understanding of who we are as human beings. People express leadership when they demonstrate the best of themselves and others.

3. To become a leader, you must know yourself first.

No two individuals express leadership in the same way. Each one of us can be a unique leader, and that is why trying to put leadership into a box always fails.

4. Leadership is not based on position or title.

Leadership springs from anyone enabled and encouraged to express himself while working with purpose and meaning. As a society, we need to shift away from the notion of chief executives as visionaries with transforming ideas. We have to shift from a dependency state to one of participation in which everyone uses his or her own power and potential to serve and fulfill a purpose.

Leadership is a process in which leaders and followers engage to achieve mutual goals. We are all leaders and followers at different times. "Followership" is not a passive role but a dynamic one: Followers ensure that the leader follows the purpose.

5. Leadership cannot be achieved in isolation.

People express leadership when they act as part of an integrated whole, and this works best when a web structure replaces the hierarchical structure. It is important that individuals and organization develop together and an organization be treated as a living, breathing whole. Leadership needs the right environment in which to thrive.

6. Leadership must take priority over management in today's fast-changing world.

Management thrives in a stable environment and a hierarchical structure. But we are living in a world that changes constantly, and we must rewrite the rules. Leadership will be at the heart of all our efforts to improve our organizations and our world. It will require the courage that is at the heart of all leadership.

Are you expressing your leadership potential? Consider your life at work, at home and in social situations. Are you a leader or simply a manager? Are you developing leadership skills and using them to improve your organization and your personal life?

Remember: Leadership is a journey, not something that can be learned on a five-day training course. It requires time and reflection.

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Don't be the broke person in these

BEING BROKE IS A WASTE OF LIFE!
----------------------------------------------------

Why are you still tired, broke and enslaved?

The following is a list of the Top 20 principles of the wealthy.

1. The Broke think everything is too good to be true, while the
wealthy think that getting a job sounds too bad to be true.

2. Broke people give up when things don't go their way; a few
disappointments and they are onto something else, saying things
like "it wasn't for me." The wealthy work harder and become more
determined when things go bad, and understand that you have to take
the bad with the good to make it.

3. Broke people always have an excuse. Wealthy people say "my fault"
and refuse to make excuses.

4. Broke people think that not getting what they want is OK. Wealthy
people are disgusted at the thought of not getting what they want and
will do whatever it takes.

5. Broke people always have to talk it over with their broke friends
to make sure no one will make fun of them if they make a decision.
Wealthy people think for themselves and could care less what their
broke friends think.

6. Broke people are never coachable and teachable. Wealthy people are
always learning, even when the money starts coming in, they never
stop learning from those who were there first.

7. Broke people are scared of others. Wealthy people entrust in
others and know that other people are crucial for their success.

8. Broke people are always procrastinating; they would rather talk
about it, read about it, think about it, but never seem to do
anything. Wealthy people hate doing anything but getting it done.

9. Broke people are glad when the day is over. Wealthy people love
when the day begins.

10. Broke people think Wealthy people are lucky. Wealthy people put
themselves into a position to be "lucky," and then work hard to make
the "luck" show up.

11. Broke people work by the hour. Wealthy people work by the month.

12. Broke people want to know that after 1 hour of work they have
something to show for it. Wealthy people find broke people who think
like that and make them their employees.

13. Broke people get excited they just got hired. Wealthy people
think it is funny that someone could be fooled that easily; they are
just making the wealthy person wealthier.

14. Broke people complain a lot. Wealthy people are thankful that no
one shot at them today, they didn't have to fight in a war, and that
they don't have a job.

15. Broke people are too concerned about what other people are doing.
Wealthy people are only concerned about what they can be doing to get
more done.

16. Broke people think that if no one is doing something, it must
suck. Wealthy people think that if no one is doing something, it
means more money for them.

17. Broke people think that if everyone (all 200 people at the
meeting in a city of 1 million) is doing something, it must be
saturated. Wealthy people think that broke people aren't too bright.

18. Broke people think it is OK for other people to live where they
want to live, drive what they want to drive, and do what they want to
do. Wealthy people are producing the LIFESTYLES to have the their DREAM home, DREAM cars (plural) and FREEDOM of TIME and Money. (That went right over some of your heads).

19. Broke people are OK with the fact that they can't do these
things. Wealthy people get sick just thinking about being average.

20. Broke people think that other people's opinions are worth more
than their dreams. Wealthy people know that their dreams are worth
more than other people's opinions.

I have learned to be wealthy, you must learn from the broke and
don't do what they do nor think how they think or you'll end up with what they got.

We've all been blessed with an incredible computer (gray matter) between our ears. By changing what we allow to come into it, we can change the outcome of our lives. Garbage in/garbage out, it's just that simple.

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LIFE BALANCE: The Urgent vs. the Important

Of all the wisdom I have gained, the most important is the knowledge that time and health are two precious assets that we rarely recognize or appreciate until they have been depleted. As with health, time is the raw material of life. You can use it wisely, waste it, or even kill it.

Every human being now living has exactly 168 hours per week. Scientists can't invent new minutes, and even the very rich can't buy additional hours.

We worry about things we want to do but can't, instead of doing the things we can do but don't. How often have you said to yourself, "Where did the day go? I accomplished nothing." Or, "I can't even remember what I did yesterday." That time is gone, and you'll never get it back.

One of the great consumers of time is staring at the compelling distractions on a television screen. I believe that you can enjoy and benefit from the very best that television has to offer in a total of seven hours of viewing per week. But the average person spends more than thirty hours per week in a semi-stupor, trying to escape from the priorities and goals he or she never gets around to setting. The irony is that the people we watch on television are having fun achieving their own goals, making money, and having us look at them enjoying their careers.

Time management contains one great paradox: No one has enough time, and yet everyone has all there is. Time is not the problem; the problem is separating the urgent from the important.

Every decision we make has an "opportunity cost." And every decision forfeits all other opportunities we had before we made it. We can't be in two places at the same time. Or can we?

Your UNI business offers a unique opportunity for you to be at home in your career. This means that you can replace the urgency of daily commuting time with the more important time you spend with family and being more productive in your career. But doing so also means being a master at managing your priorities. For example, you need to make phone calls when the person you're calling is most likely to be there. And you should answer your e-mails before or after regular working hours, when you are least likely to be interrupted.

Even though we are all aware of the "quality time vs. quantity time" tradeoffs in our relationships, we are not used to thinking specifically about how our decisions cost us other opportunities. Without this understanding, our decisions will often be unfocused and unrelated to helping us achieve our most important goals.

Each day we continue to encounter deadlines that we must meet and fires that we must put out. Endless urgent details will always beg for attention, time, and energy. But what we seldom realize is that the really important things in our life don't make such strict demands on us, and we therefore usually assign them to a lower priority.

There is no "Diamond Destination" department at USANA home office to remind you to stay focused on doing first things first. And, our loved ones don't schedule conference calls with us that we must make. They understand when we are preoccupied with our urgent business. But it's hard for us to understand, many years later, why they appear to be preoccupied when we finally find some time for them. I have never received a call from a university begging me to improve my knowledge, nor have I received an e-mail from my health spa insisting that I show up and work out for thirty minutes each day. The grocery clerks have never made me return that junk food to the shelves that I put in the cart, nor have I ever been subpoenaed by the ocean or the mountains to appear for relaxation and solitude. Yet I receive hundreds of urgent phone messages and e-mails each week from people with deadlines.

You see, it's the easiest thing in the world to neglect the important and give in to the urgent. Among the greatest skills you can ever develop in your life is to be able not only to tell the difference between the urgent and the important, but to assign the correct amount of time to each.

Beginning tomorrow, throughout the day, and every day thereafter, stop and ask yourself this question: "Is what I'm doing right now important to my health, well-being, my mission in life, and my loved ones?" Your affirmative answer will free you forever from the tyranny of the urgent.

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FEAR: THE GREATEST SUCCESS BARRIER
Category: Blogging

The word FEAR, as an acronym, can be accurately described as

False
Evidence
Appearing
Real,

because the basis of most fear is false infor-mation, past experience, second-hand information, or unwarranted premonition.

We are most afraid of things and events that we know least about. We are also afraid that events from our past will be repeated in the future, and so, unwittingly, we too often dwell on the penalties of failure and possible bad outcome, instead of on the rewards of success and desired results. The four great fears are:

1. Fear of catastrophic danger
2. Fear of rejection
3. Fear of change
4. Fear of success

Most of us can overcome the fear of catastrophic danger, such as an airplane crash, by learning about the extensive training that pilots receive, and by talking directly to pilots about why and how they are able to fly confidently every day. With more knowledge about something that frightens us, it becomes clear that driving our children to school is more dangerous than flying on a commercial airliner.

Everyone experiences the fear of rejection from time to time, and most of us can think of no greater embarrassment than being made a fool of in public or in front of someone we care about. Fear of rejection often prevents new USANA Associates from introducing USANA products or the business opportunity to friends and family or to strangers. The best way to overcome the fear of rejection is to find a coach or mentor to role-play-in friendly surroundings-thereby allowing you to practice your presentation skills. Another idea is to use three-way calls or meetings, where a successful professional coach or upline member agrees to call a prospect with you, or to attend a personal meeting with you to provide support and credibility. In particular, knowledge of USANA and of the products is the best fear-buster.

Fear of change is an extreme unwillingness to leave our comfort zones and our habit patterns. Most people don't like surprises, unless they are in the form of award ceremonies. The best way to overcome fear of change is to take a few risks-associate with a variety of people from different cultures and backgrounds, eat at new restaurants, travel a different route to work, or take a different kind of vacation. Rather than being afraid of the 21st Century and of the changes it will bring, embrace its challenges with knowledge and a sense of challenge and adventure.

In my recent USANA training, we've discovered that the greatest obstacle to moving ahead with USANA is the fear of success. Why should that be? Perhaps it is because we have been conditioned since childhood not to think too highly of ourselves, to feel humble and modest in the company of others. Maybe if we succeed at something, we will feel guilty, or we may be the object of envy by others. In short, we may feel unworthy of the big prize.

Contrary to all logic, the fear of success is greater than the fear of rejection. The way to begin overcoming this fear is to think and talk of ourselves as being as good as the best, to realize that common people become uncommonly successful, and that the most important opinion is the one you have of yourself. The most important meetings you'll ever have are those silent conversations before and after each performance. When you talk to yourself, talk with all due respect.

Armed with the knowledge that your value is internal and not based on external events, you will go over, under, and around the roadblocks of fear.

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Kobe Bryant, in his own words (What motivates you?)
Category: Blogging

Kobe Bryant, in his own words

Hunger defines me. I've always been hungry, but now my appetite has risen to a new level. My will is greater than ever. The motivation to succeed runs through me like blood. In this 10th year, my 10th season as an NBA player, the mountain I once climbed to reach the top looms in front of me again. I realize how hard it will be to climb it, how much I will have to sacrifice and overcome to get to the top again, how many people have told me I can't do it. But I savor that challenge. Feed off of it. That challenge helps give me purpose and inspiration. It helps me define life.

At the beginning of this season there was a question floating around in my mind. What is my purpose? On one level I understood the reasons for why I do what I do, but on another level I felt an even greater commitment tugging at my soul. I'm a ballplayer, a teammate. A leader. But is that it? When I look back at my rookie season, I realize that all of the faces that once surrounded me are gone. I was a kid back then, eager to please, eager to find my place in a world that seemed familiar but different. The game was my refuge. I'd been going to it ever since I was six years old, in Italy, playing alone on courts thousands of miles away from kids who shared my same love. In a way, my dedication to basketball defined me. But that definition has grown. The struggles I've encountered over the last few years have made me realize just how much more there is for me to accomplish. I've begun a new phase of my life; I've opened new doors. And with new doors comes a whole new world of challenges.

In my life I have won and accomplished much. I own three NBA championship rings. I've had plenty of endorsement deals and made a lot of money from them. But still, I feel as if I have yet to fulfill the blessing that God has given me in my ability to play this game. I feel as if there is so much more to do, on the court and off it.

I don't know if this is how I am supposed to feel. Did MJ, Magic and the others feel the same way? In our society it seems like athletes are expected to care about winning the game, pleasing the crowd, and signing deals. Period. But am I supposed to obsess myself with winning only to win, retire and wonder if all my sacrifices were worth it? Is it OK for me to sacrifice time away from my children, time watching them grow up, missing Easter, Christmas and other special moments, to win a ring?

What I have come to learn is that my desire to win, the will to pursue my goals with the highest level of intensity and passion, defines me. But I have been careful to keep my motivation pure. The distractions that come with winning, the idea of playing for the money or playing for the fame and prestige I've watched all of these things consume other players. My thirst for domination is fed only by the game. I refuse to get distracted by outside forces.

This is a new book in my career. Volume 1 has already been written. Everything that I accomplished before is behind me: not forgotten, but placed on the shelf. My past success only serves as a measuring stick for my peers. A whole new crop of players has emerged since I came into the League. All of them want the honor of holding the title of "best all-around player". But I feel as if that quest is behind me now and a new one has taken its place. I am an underdog. A challenge was issued to me by everyone who said I would never succeed again, that I would never win another ring or enjoy another parade. I accepted their challenge. I accepted the doubt of every one who spoke of my downfall and used their words as fuel. I have a franchise to resurrect, a city of fans to uplift.

That mountain, the one that I climbed once and now face again, is huge. I'm looking up at it again. And because I know how hard it was to climb, I sometimes feel drained because I know how difficult it will be to conquer. It's much harder to go from top to bottom to the top again than it is to simply go from the bottom to the top. But desire is the ultimate fuel. Hunger changes any situation. My past experience gives me knowledge that backs up my will. I know what must be done. My team is sometimes unsure because my teammates have never climbed this mountain before.

At times it's frustrating and it tries my patience, but in the beginning years of my career my teammates were patient with me and trusted in the fact that I would figure everything out, so now I must return that favor to this generation of Lakers. This is our challenge, our mountain, and these are my brothers. I must guide them to the point we all want to get to. No matter what.

I have been learning about the ambition inside me since I was a kid. It was there during the hours I would spend on a playground in Italy and a group of my friends would come to me and tell me I would never be an NBA player. It was there during all the time I would practice alone, imitating the moves I'd seen on television and creating new ones to go with them. It was there when nothing else was there, and I learned to incorporate it with the game, to wrap myself in the game and seek my future within it. Whenever someone would say what my Italian friends had said, whenever anyone told me what I couldn't do, I would grab hold of that feeling inside me and realize that it was there for a reason. I have always had a purpose, a need to succeed. People who try to discourage me only add fuel to a fire that has always burned. Every phase of my life has brought me new risks and new rewards; in many ways I have always been the underdog. And through it all, through every struggle, the game has always been there. It has never left me alone.

I love the game. I really do. As a kid, when things were bad for me at school or at home, I would go to the park and envision the dream. You've probably had that same one: I'd be playing for the Lakers, winning championships and hitting the game winning shots. I'd listen to the crowd roar when I put the dagger in the other team's heart, and on the road I'd hear the silence of other teams' arenas. I've actually done these things in my career. But I had done them before, because in my mind and in my heart it felt so real to me. So when I was there I had been there before.

What thrills me most about the game is the purity of it and the chance to master it. The process, the work, the beauty of it has always inspired me. I remember when I was 15 years old and wanted to be famous and be on TV. That desire didn't motivate me to play or overshadow the essence of the game, but like any kid I thought being a celebrity would be cool.

As I've gotten older and actually become famous I realize that it's not what I thought it would be. But this is a good thing. Because it means that, in my heart, I never played the game for "spotlight" reasons. I played because I loved it. I played because it meant more to me than even I knew. When I needed someone to lean on, a place to vent, a place to celebrate or a place to cry, the game became all of these things for me. And because the game has given me so much I know that I must give it the respect it deserves. I must work hard to master it, to show it my appreciation for all it has done for me as a person, as a man. That's the reason I'm able to play under severe pressure or stress. The game has actually helped me cope with it. It has helped me win. Not in terms of the points scored, but in terms of the struggles that I have overcome. More and more I feel like this is the reason I train so hard, why I push myself past every limit. The more obstacles that are placed between me and my goals, the hungrier I become.

Desire is a double-edged sword. It gives you strength; it gives you motivation and focus. But occasionally, because your ambition is so great, you wonder what will happen if your goals are not fulfilled. My biggest fear is not winning another title. But fear is a great motivator. I'm determined to lead this organization back to the top. The people who once celebrated me are the same people who doubt me now. They say that because I don't have Shaq that I can't win, that it's over. The only thing I truly worry about is that my drive and my will are sometimes too much for my teammates to handle. Do I expect too much from them? How can I elevate them to play with my same passion every night?

What helps me understand and deal with this is the fact that I was once in their shoes. I once played a supporting role on this team. Back then I knew how much pressure Shaquille had on him to win a ring and I also knew I could help. So I studied the game offensively and especially defensively because I knew that if I could harass on the perimeter with him clogging the lane, it would demoralize our opponents more than anything we could do offensively. I also knew that the teams he played on in the past did not have a closer. No one could take the game over down the stretch or hit the game winner or make the key free throws. Those were Shaq's weaknesses, so I had to step up and make them my strengths. I knew how much more I could bring to the battle, but that wasn't my role. I was a scorer who became a facilitator in order to win. But now I worry because I know how hard that was for me to learn, how many sleepless nights I had and how much criticism and trade rumors I had to endure before I mastered my role. This is probably what my current teammates are going through. All I can do is pray that one day we will reach the same level of chemistry and understanding that existed between me, Shaq, Rick Fox, Derek Fisher, Robert Horry and all the other players I once went to war with.

The fears I have are soothed a little by the presence of Phil Jackson. Simply put, he is the best coach I have ever played for. Everything I have learned about the game can be traced to him and Tex Winter. They teach the game at such a deeper level than X's and O's. The game is a rhythm, a dance. Phil and Tex have taught me to feel the game. To think the game without thinking, to see without seeing. They taught me how to prepare. How to conceptualize the spirit of my opponents and attack them where they are weak. I've seen how prepared PJ gets before games, and as the on-court leader he is trusting me to do the same. So I do all the things he has taught me to do before tip-off and once the ball is in the air my mind is at ease and my body is ready to play. I take it to the other team on both ends of the floor. I take pride in being able to do that. I HATE being scored on, even by players who some say are "un-guardable". I don't believe it when they say "Oh, that player is just hot today." F--- that! Cool his ass off then.

When we play on the road and the entire crowd is booing me it doesn't bother me at all. What I think about is simple: "When these fans leave this game I want them to remember how hard I fought and the passion and drive with which I played." I have always played this game with passion. And I always worked hard. When I saw the movie Rudy I remember thinking, "What if I worked that hard?" God has blessed me both physically and intellectually to play this game, so what would happen if I push as hard as the character in this film? I would love for people to think of me as a talented overachiever. Even though those fans may chant "Kobe sucks", when they leave that arena I want them to walk out with a different feeling than they came in with. When they leave they'll leave with the understanding that they have just witnessed a player give himself completely to his passion; they have just watched an athlete pour every ounce of his heart and soul out on that floor. And hopefully, when the next volume of my life is all said and done, they will respect and appreciate the years that I spent giving all of me to the game that means everything to me.

Recently I have come to visualize my place as a black athlete within our society. I've always been aware of our history, from Jackie Robinson to Sweetwater Clifton. But I never felt like I deserved to be a part of our tradition because I grew up overseas, in Italy. In that way I am very much different than many of my peers. I never truly believed that my own people wanted to identify with me. But that's the thing about adversity: while you're going through it, you look around yourself and see exactly who it is that's rallying behind you. During my time of struggle I saw the truth. My people held me down. Their love and support became an experience for me and that experience will be with me for the rest of my life. It gave me a completely different understanding of my role. I had been wrong about my impact. Now I see that I can be a force in the lives of our youth. They look up to me for guidance and support. They have shown me that even though I grew up in Italy, I am a part of black America. The color of my skin ain't paint! It is, in fact, more than a color: it's the signifier of my culture.

When I went to visit the victims of Hurricane Katrina and saw how their faces lit up when they saw me, how they embraced me, and how my presence lifted their spirits; I realized how wrong I'd been about everything. I've wasted all these years wanting to do things for our people but thinking I wasn't the one to do them, that I wouldn't be welcomed. But now I see that isn't true. The experience of Katrina and my own personal struggles brought me closer to our people. And through that closeness my motivation has become stronger and my purpose has become even clearer.

Being called a role model has become code for being "able to sell product." But the true essence of a role model lies in influencing our youth to be better, not perfect, not to buy sodas or fast food or whatever; but to be better, no matter the odds or the circumstances. As an athlete I am someone who is in a perfect position to inspire our youth. They look at us as heroes not just because we win, but also because we fail. They witness us overcome obstacles right in front of their eyes. There's no editing, no CGI; everything about it is real. They watch us fall, get back up, fall, get back up, and fall again. In the course of a 48-minute game or an 82-game season they see us climb an entire mountain. It's my duty to help them understand that falling is a part of life and getting up is a way of life. The will to overcome is crucial. And because basketball is a metaphor of life this is a lesson I can give them as I struggle to accomplish my goals. As I help to rebuild my team on the court, I can do the same off of it, helping to rebuild and restore the lives of the people I see in trouble by inspiring them to do what the "experts" say can't be done.

I have been an outcast my entire life. From being the only black kid in my town in Italy all the way to when I was 17 and playing in the NBA. What separated me from others, even more consistently than skin color or age, was my hunger. My mission. I've always been made to feel like there was something wrong with wanting to win so badly and wanting to become the best at what you do. But I have found a place to fit in amongst people with a similar vision, specifically my family at Nike. My association with them means much more to me than just an endorsement deal. At Nike I am surrounded by people and athletes who share my will and my commitment to be number one at all costs.

Last summer I had the honor of being invited to the Nike campus in Beaverton, Oregon for a ceremony honoring the company's co-founder, Phil Knight. We athletes had to wait in the green room before the show began. I found myself sitting amongst athletes that I had never met before but whom I felt right at home with.

Let me explain:

There are certain kinds of people that are purely driven. I can tell who they are simply by looking at them. I have faced so much criticism for my drive that at times it has alienated me from the majority: the people who are comfortable with second place, the people who hate against me because I am not. You know these kinds of people; they are the ones who fear winning, the jealous ones who envy and try to sabotage. They are the people who have been telling me I couldn't win all my life. Many times my drive to succeed has put me on an island all by myself because no one understood me, or they chose to misunderstand me. They chose to portray me as being something that I was not.

So on that day, sitting in the Nike green room with those other athletes, I saw the purity of drive in their eyes and it reassured me that it was OK to be different than others. It's OK to want to be the best. It's OK to feel like a loser if you don't win it all, and it's OK to bounce back with a stronger will, a deeper sense of determination, and a desire to destroy your opposition.

I have learned that it is OK for me to be me, and what being me entails. It means that I will not rest; I will not sleep, relax, relent or be satisfied until my goals have been met, the challenge answered and all my doubters silenced. I will not give in to my foes; I won't let down my teammates. I won't stop inspiring those who look up to me or stop giving motivation to those who motivate me. I will not back off until I'm back on top, back in the place where they said I could never be again. Mountains don't scare me. The LACK of mountains scares me. The climb up, the struggle for every inch of ground and every level of ascension is what feeds me. I welcome that challenge. I welcome that chance to be fed because no matter what no matter how hard, how far, or how many stand in my way, I remain determined.