Bad Words

I admit it.

I've used them.

Not regularly, so when I do, if there is someone around, they know I must be really upset.

Harvey has some wisdom on losing our temper:

A person who loses his temper usually loses

By Harvey Mackay

Lately it seems like every night when I watch ESPN to get the day's baseball scores and highlights, I see another pitcher throwing a temper tantrum in the dugout after a poor performance.

San Francisco Giants star relief pitcher, Brian Wilson, had one of the more visible meltdowns when he was pulled from a game in the ninth inning. He proceeded to storm into the dugout where he picked up the water cooler and heaved it against the bench. Then he grabbed a bat and pummeled that same water cooler, and then punched a cardboard box.

What was more alarming was what Wilson said afterwards, "Give yourself 30 seconds to completely lose it, then come back and be part of the team."

Did I hear that correctly?

Does that mean that it's okay for your teenager to come home and trash the house after a rough day at school -- just for 30 seconds? Or should the employee who blows up at work be forgiven for knocking over the water cooler? That only takes 5 seconds. How about people who go crazy verbally and cuss a blue streak? A lot of very nasty and damaging words can be uttered in half a minute!

Is this out-of-control behavior acceptable?

Absolutely, definitely, positively, most certainly NOT! When you blow your stack you add to the world's pollution. These hotheads don't understand that every time you lose your temper you advertise yourself -- and you're not selling a positive. Nothing cooks your goose more than a boiling temper.

I spend a lot of time on the golf course and I've seen more than my share of temper tantrums on the links. As an avid golfer, I understand frustration -- and a temper is the first thing a golfer has to control. A little white ball shouldn't tee you off to the point of ugliness.

Since golf is half mental, those who take a grim delight in being temperamental usually are more "temper" than "mental." I always say, if you lose your head, what is the use of the rest of your body?

Maybe this is why baseball Hall of Famer and Cubs great Ernie Banks said, "Baseball reveals character; golf exposes it."

But back to work. Keeping your temper in check is not just essential, it's the mark of a professional. Where two or more people work together, disagreements are an ever-present part of the landscape. There are plenty of ways to be unhappy about a situation without being unpleasant. Consider these ideas:

• Figure out what you're really angry about. Are you upset at the current situation, or is your discontent a carryover from previous events?
• Count to ten -- or twenty or thirty if necessary. Just as you can't un-ring a bell, taking back angry and hurtful words is next to impossible.
• Excuse yourself for a few minutes if possible. Walking away from a volatile situation gives you a chance to collect yourself and measure your reaction.
• Take care of your health. Studies show that people who eat properly, exercise and get enough sleep are better equipped to handle stressful situations.
• Share your concerns calmly. It takes two to tango, but things slow down if one of them does a waltz instead.
• Give the other side a break, even if you think they're wrong. You may discover there are other unrelated factors at work that are guiding the discussion. Diffusing the tension can lead to a better resolution.
• Choose your battles according to how important the outcome would be. Never fight a battle just so you can say you won. You won't be perceived as a winner, you'll be labeled a bully.
• Accept that some things are just beyond your control. As competitive as I am, I have come to realize that I can't have my way in everything.

A Native American grandfather was talking to his grandson about how he felt. He said, "I feel as if I have two wolves fighting in my heart. One wolf is the vengeful, angry and tempermental. The other wolf is loving and compassionate."

The grandson asked him, "Which wolf will win the fight in your heart?"

The grandfather answered, "The one I feed."

Mackay's Moral: When a person's temper gets the best of him, it brings out the worst in him.

Looking Forward

This weekend has been a time of looking back on the past 10 years since 9-1-01.

As we reflect and talk about that deadly day in our history, remember to also look forward with these words of wisdom from Harvey:

Identify and develop your greatest strengths

By Harvey Mackay

I have had the privilege of mentoring hundreds
of people over the years. I always ask them two questions: What do you like to do? What are your strengths? Most have a good idea of what they like to do, but you wouldn't believe how many people don't understand their own strengths.

One of the secrets of success is making the most of your strengths. First, though, you have to determine what your strengths are -- and that may not be obvious, especially if you're just starting out or looking to make a career change.

Your strengths develop from a variety of sources: natural ability and aptitude, formal education, job experience, internships, research, hobbies, volunteer involvement, and so on. You may not realize the depth of your knowledge or expertise, and that can seriously limit your job search or career path.

If you are in college, by all means take advantage of some of the aptitude and career placement tests to determine your strengths, weaknesses and hidden talents. If you are not in school, you can find tests online or at your local library. Industrial psychologists are also most helpful in identifying areas that you should consider pursuing -- or avoiding.

A recent article in Classroom to Cubicle, an online magazine for college students and recent graduates, cites a list of the 10 most sought-after skills assembled by Quintessential Careers:

1. Communication Skills (listening, verbal, and written)
2. Analytical Skills/Research Skills
3. Computer/Technical Literacy
4. Flexibility/Adaptability/Managing Multiple Priorities
5. Interpersonal Abilities
6. Leadership/Management Skills
7. Teamwork
8. Planning/Organizing
9. Problem Solving
10. Multicultural Awareness

And you thought that all that mattered was your college major or your last job!

While it's tough to possess all those skills, especially for someone just entering the job market or switching careers, chances are past experiences will lend themselves to developing specific areas of strength. Zero in on the skills that make you special by looking for these clues:

• What tasks attract you? Think of the types of jobs that you look forward to, that you'd find some way to do even if you weren't paid. Research companies that employ people in those jobs and start your search there. If you are passionate about a specific cause, that's a good springboard as well.
• What tasks do you lose yourself in? When you're involved on certain tasks, do you forget what time it is and how long you've been working? These will usually be the jobs that use your skills best. As crazy as it sounds, I recently spoke with a new grad that got his job in part because he was able to reach a specific level in a video game. The employer interpreted that as a sign of creative problem solving. By the way, he also had demonstrated communication skills.
• What do you learn quickly? You probably struggle with mastering some skills, but others you pick up effortlessly. That's because you have some natural talent and a deep desire to learn more. My readers have heard it a million times: You don't stop learning when you finish school. Be a lifelong learner.
• What do other people ask for help with? Pay attention to the jobs you're assigned and the favors people ask you for. They wouldn't come to you if you weren't good in those areas. An insurance company customer service rep recently shared with me that she has been promoted to a key IT position, working as a customer liaison to help the computer jockeys develop consumer-friendly programs (which often generated a lot of customer service calls.)
• Where do you succeed? This may seem obvious, but some people miss the forest for the trees. Take a look at the tasks you've done best; they'll use your most important skills. Don't confuse activity with accomplishment. What you are best at is not necessarily what you spend the most time doing.
• What brings you satisfaction? No matter how tired you are, some tasks make you feel good at the end of the day. You'll do better in life and on the job by concentrating on work that you find fulfilling.

Mackay's Moral: It bears repeating: Do what you love, love what you do and you'll never work a day in your life!

Labor for Yourself?

Over the past 25+ years I have spoken with hundreds of business owners.

Many had the urge to be their own boss and took the plunge.

I've seen too many fail because they didn't plan properly.

Harvey shared some advice this summer:

Before you start your own business, take this entrepreneur test

By Harvey Mackay

I have never met anyone who left his or her job, whether fired or voluntarily, who started his or her own business -- and regretted it. What these people always regret is not having done it sooner. This includes people who eventually failed and had to go back to work for someone else.

Afraid to try something new? Most of us are. But our regrets will invariably be for what we didn't do rather than for what we did.

So are you ready to be an entrepreneur? Do you have the right stuff? Before you take the plunge and start your own business, take this test:

Do you need a new idea? It isn't the quality of the ideas you have that will determine whether you are successful, it's the qualities you bring to those ideas. New ideas are wonderful if you can come up with them. But your best chance of success is working hard, using established values and ideas if necessary.

Who are your customers? "Everyone" is the wrong answer. If your concept is going to succeed, you have to identify a realistic target audience, big enough to be profitable yet small enough for you to service it thoroughly.

Why should anyone want to buy your product or service? Find an unmet, unanswered need by identifying a market segment that isn't being served or is being served inadequately. For example, take the post office which served everybody, but unprofitably. Then FedEx and UPS jumped in and redefined the industry. They are profitable, while the post office is bleeding red ink.

Who is your competition? If there is a market for your product or service, someone is supplying that market. He may be using another product. Or she may be using a nearly identical product that you can beat on quality, performance or service. Either way, the existence of competition is a mixed blessing. It doesn't really matter how many others are doing something similar. All you have to do is find a way to do it better.

What advantages does your organization have over the competition? Management? People? Product? Service? Financial strength? Reputation? Recognition? Marketing? One is not enough. Sometimes all are not enough. But you can usually beat better-financed competition with superior customer advantages.

Do you have a business plan? If you haven't gotten around to that, make one before you do anything else. It serves several very useful purposes. It forces you to think your way through the startup process and your long-range goals. It's also a document you'll need if you plan on getting outside financing from anyone except your relatives. If it isn't persuasive and effective to an independent outside businessperson, that might tell you something about your real chances for success. Your plan should include a situation analysis; objectives; target audiences; mission statement; objective; strategy and tactics; execution; budget; measurement; and time and action calendar.

What do your banker and lawyer say? Bankers see and evaluate business plans all day long. That's their business. They might even have seen one like yours. And while you're at it, ask if they would lend you money to finance your business. Attorneys can help you avoid pitfalls. They are there to protect you.

What does your mentor say? Find a "tiger," preferably someone who's been around the block. Retired professionals are a marvelous resource for this kind of advice. I can't urge you enough to check out SCORE. They have access to people with every imaginable kind of business experience. They also have the time, patience, skill, wisdom and understanding to help and sometimes, just to listen. They are invaluable at helping you expand your network of contacts.

Have you done an honest self-survey? Do you really want to do this or are you just trying to escape your own problems? Be brutally honest and make sure the problem is not you. If you're going to be an entrepreneur, you have to believe in yourself more than you believe in anything else in the world.

What will you do if you fail? Don't be discouraged if you do fail. Few entrepreneurs make it the first time they try. Failure teaches you not to fear failure because if you can survive it to fight again, you haven't failed. You have only heightened your appreciation of success.

Mackay's Moral: If you're looking for a big opportunity, look for a big challenge.

Saying Thanks

Good Stuff from Harvey:

2, 4, 6, 8 - Who do you appreciate?

By Harvey Mackay

A university professor began reflecting on the people who had a positive impact on his life. In particular he remembered a schoolteacher who had gone out of her way to instill in him a love of poetry. He hadn't seen or spoken to her in many years, but he located her address and sent her a letter of thanks. A short time later, he received this reply:

"My dear Willie, I cannot tell you how much your note meant to me. I am in my eighties, living alone in a small room, cooking my own meals, lonely, and, like the last leaf of autumn, lingering behind. You will be interested to know that I taught school for 50 years and yours is the first note of appreciation I ever received. It came on a blue-cold morning, and it cheered me as nothing has in many years."

The teacher's note brought the professor to tears -- and then he began searching for others who'd shaped his life, just to say thanks.

If only more people held onto gratitude the way they hold a grudge!

None of us got to where we are alone. Whether the assistance we received was obvious or subtle, acknowledging someone's help is a big part of understanding the importance of saying thank you.

It's more than just good manners. Saying thank you -- and meaning it -- is never a bad idea. It appeals to a basic human need to be appreciated. It sets the stage for the next pleasant encounter. And it helps keep in perspective the importance of receiving and giving help.

Retailing giant Sam Walton wrote ten rules for success, and the Walmart founder didn't mince words when it came to being thankful. The fifth of Walton's rules is "Appreciate everything your associates do for the business."

I wish I could convince every business owner and manager to adopt that attitude. If you have hired well and provided the necessary tools that allow your staff to perform their jobs, and they have achieved accordingly, the next logical step is acknowledgment of their efforts.

The cost of praising someone is nil -- but a recent study has found that the payoff can be huge. Employees want to be seen as competent, hardworking members of the team. Good managers want satisfied, motivated, and productive staff members. What better motivator than thanking employees for their contributions to the company's success?

A Personnel Today survey of 350 human resources professionals found that the greatest factor in workplace productivity is a positive environment in which employees feel appreciated. According to the survey, two-thirds of the respondents said they felt a lot more productive when they received recognition for their work, while the remainder said they felt a little more productive.

Just feeling productive can be motivating in itself. When workers don't feel productive, frustration sets in, according to 84 percent of the survey respondents. Here's a startling result: 20 percent said they felt angry or depressed when they weren't able to work as hard as they could.

How to best praise effectively? Try these ideas.

• Be sincere. Give praise only where it is due.
• Give public praise. The goal is to encourage employees to keep up the good work, while simultaneously encouraging others to put out greater effort. Praising in public raises general morale.
• Be specific in your praise. Identify exactly what the employee worked on and what he or she accomplished. Don't just say, "Well done, Maggie." If the employee feels the praise isn't genuine, it could have a negative effect.
• Provide some lasting recognition. Consider a letter in the employee's file or a simple celebration for the department that overcame a tough challenge. Appreciation is not a one-shot event. It needs to be ongoing.

A smart manager will establish a culture of gratitude. Expand the appreciative attitude to suppliers, vendors, delivery people, and of course, customers.

All links along the chain are essential to your success. It's so easy to ignore the person who delivers office supplies, the tech who unfroze your computer, or the customer who referred you to a great new account. Big mistake. They all deserve acknowledgment, especially if you want to preserve the relationship.

And while you're at it, don't forget your favorite teacher.

Mackay's Moral: An attitude of gratitude should have wide latitude.

You Are More Than Your Career

Powerful words from Harvey:

If you want life's best, see that life gets your best

By Harvey Mackay

It all started with an innocent question at a conference where I was speaking. After I was introduced to one of the organizers, I asked her, "And what do you do for a living?"

"Wrong question, Harvey!" she replied. "It's what I do for a life that matters!"

Her 10-second answer was enlightening: She loved and cared for her family and friends, worked as a systems analyst for a small start-up, took harp lessons, volunteered at the history center, and took her faith very seriously.

This was a woman who had her priorities in order. She valued every minute of every day. She was determined to live the best life she could.

I realized a long time ago that you have to grab hold of life. You can't sit there and let life pass you by. You have to make things happen, not just wait for things to happen to you. But we all know that's easier said than done!

Philosophers through the ages have tried to define the meaning of life, and I'm not about to try to pick up where they left off. But I've heard some creative comparisons, simplistic to be sure, but clever nonetheless:

• Life is like a canvas. You fill in the picture.
• Life is like a mirror. We get the best results when we smile at it.
• Life is like a bank. You get out what you put into it with interest.
• Life is like a cafeteria. You must help yourself.
• Life is like a garden. Plant good seeds and tend them, and the bounty is plentiful.
• Life is like a chocolate chip cookie. It's best enjoyed hot and fresh.

Let's face it, it is a lot easier to create analogies about life than it is to explain life.

Maybe we should adopt one of Benjamin Franklin's habits. Every day of his adult life, he set aside time to examine two questions. In the morning he asked himself, "What good shall I do today?" Later in the day his question changed to, "What good have I done today?" This process is sure to produce more than philosophy.

Or we can practice the thinking of Charlie Brown of Peanuts fame, who said, "I've developed a new philosophy. I only dread life one day at a time."

I love Charlie Brown, but I feel sorry for the kid. With such a glum outlook, he's missing all the good stuff.

What makes for a good life? Most people would say it would include people who love you and whom you love, work that you find rewarding and productive, comfortable surroundings, adequate food, good health, and for many, faith.

Because you are often defined by the work you do, and you depend on that work to provide many of the things you need, I think it's absolutely essential that you find a job or volunteer opportunity that aligns with your values and ethics. And always remember, you have to give before you get! Put your heart into it!

My friend, the late Norman Vincent Peale, agreed with my thoughts: "By the good life, I mean one that is intensely interesting, even exciting. It is a life that is full of meaning and rich in satisfaction. Such a life is not free of difficulties or problems; victorious levels of experience. The good life is based on a definitive value system in which job and enthusiasm serve as both cause and effect."

Today, I'm offering a Mackay's Moral bonanza -- some gems that you can learn from and carry with you when life seems to be handing you the proverbial lemons:

• Life is ten percent how you make it and ninety percent how you take it.
• Life is like a ten-speed bicycle. Most people don't use enough of their gears.
• One of the greatest truths in life is that "No" is a complete sentence.
• The stumbling blocks in life are nothing more than stepping stones.
• The happiest people don't necessarily have the best of everything. They just make the best of everything.
• Every day is a gift! That's why it's called the present!

Mackay's Moral: It's never too late to become what you could have been.

Read like Harvey

When was the last time you read a book?

What book would you recommend and why?

Let us know in the comments.

Here's Harvey:

Open a book ... open a mind

By Harvey Mackay

Our lives basically change in two ways -- the people we meet and the books we read

My friend, the late Charles "Tremendous" Jones shared this notion with me several years ago, and as an author, I took it as both a compliment and a challenge.

In fact, I thought it was so powerful that I use it in all my speeches.

And I have first-hand experience on the importance of books in our lives. My first book, "Swim with the Sharks Without Being Eaten Alive" sold a lot of copies. But the best part was the feedback from readers: Thousands told me the book has changed their lives. Again, I am both honored and daunted. That was an enormous responsibility to assume.

Let me share the biggest secret of a really life-changing book: If you have found a book that taught you a tremendous amount, you need to go back and read that book three, five, seven and 10 years later after you've had different experiences. It is not enough to simply read a motivational self-help book. You have to study it, underline it, highlight it and take notes. Good books should never be put away permanently.

It doesn't matter whether you are a paper-and-ink fan or a Kindle/Nook devotee, books are your ticket to places you can only dream of. A good read can stretch your imagination and spark your creativity. Books inspire, comfort, teach and entertain. Inscribed on the Thomas Jefferson Building at the Library of Congress are the first eight words of a quotation by famed American author Henry David Thoreau, "Books are the treasured wealth of the world ..."

Reading researcher Kylene Beers of Yale University says something happens to U.S. kids as they make their way through school. "About 100 percent of first-graders walk in on the first day and are interested in this thing called reading," she says. "Eighty percent of graduation high school seniors tell us thy will never again voluntarily read another book."

J. K. Rowling is credited with reviving the interest in reading with the fabulously popular Harry Potter series, and the Twilight books hooked legions of fans. There is no lack of good reading material. And yet statistics tell us that the average person reads just three books a year.

Three books! Not only am I an advocate of reading everything I can get my hands on, I am a huge proponent of lifelong learning. When your career or family schedules preclude enrolling in a class, books provide another avenue. Read to expand your mind. Read for fun. Read because you are interested in something -- and read to become more interesting. You'll never waste your time if you are reading!

American writer Clarence Day said, "The world of books is the most remarkable creation of man. Nothing else that he builds ever lasts. Monuments fall; nations perish; civilizations grow old and die out; and, after an era of darkness, new races build others. But in the world of books are volumes that have seen this happen again and again, and yet live on, still young, still as fresh as the day they were written, still telling men's hearts of the hearts of men centuries dead."

Individuals read to live life to its fullest, to earn a living, to understand what is going on in the world, and to benefit from the accumulated knowledge of civilization, according to a U.S. Department of Education study by Bernice Cullinan of New York University. Even the benefits of democracy and the capacity to govern ourselves successfully depend on reading.

Another angle on the benefits of reading good books came from the late Norman Cousins, editor and writer for the Saturday Review, who said: "There is a simple non-medical technique for increasing longevity. This system goes by the name of 'book.' Through it, man can live hundreds of lifetimes in one.

"What is more, he may enjoy fabulous options. He can live in any age of his choosing. He can take possession of an experience. He can live inside the mind of any man who has recorded an interesting thought, any man who has opened up new slices of knowledge, any man who has engaged in depths of feeling or awareness beyond the scope of most mortals. This is what good books are all about."

Mackay's Moral: A person without knowledge is like a house without a foundation.

Bored or Boring?

A great piece from Harvey:

Don't let boredom cramp your style

By Harvey Mackay

A preacher died and went to heaven where he noticed that a New York cab driver had been awarded a higher place than he.

"I don't understand," he complained to St. Peter. "I devoted my entire life to my congregation."

St. Peter explained: "Our policy here in heaven is to reward results. Now, was your congregation well attuned to you whenever you gave a sermon?"

"Well," the minister had to admit, "some in the congregation fell asleep from time to time."

"Exactly," said St. Peter. "And when people rode in this man's taxi, they not only stayed awake -- they even prayed!"

Now I'm not saying you should drive like a maniac, but there is something to living life to the fullest and not being boring. As a public speaker I can give this preacher some good advice: If you haven't struck oil in the first five minutes, stop boring.

Cecil Beaton, British interior and set designer, said: "Perhaps the world's second worst crime is boredom. The first is being a bore."

And if you allow yourself to be bored too long, you actually become a bore. What a vicious cycle!

Boredom affects everyone. Sadly, it's quite prominent in the workplace, especially for those who perform the same routine job day in and day out. It's the same for people who sit in silence for long periods of time. Boredom makes it tough for people to focus. Boredom weighs you down.

Believe me, this problem affects managers in high level jobs, as well as line workers.

For example, a special events manager who has a reputation for being the best in the business recently told me she was bored. "Every party looks the same to me," she said. True, I told her -- they look absolutely fabulous. I advised her to take time to share the joy she brings her clients. "I guess I forgot about that part," she told me.

A customer relations vice president encourages his staff to think in terms of how many people they helped that day, rather than how many complaints they dealt with. He knows that employees can get discouraged and bored in that line of work, and he wants them to have every reason to love their jobs.

Folks who are chronically bored are missing out on a lot of opportunities. Can you improve your job or job performance? Is it time to consider a different job? Or do you need to concentrate more on how your job affects others and less on the paycheck?

When you can't change your job to eliminate the boredom, you have to change your state of mind. You need a shot of stimulation. Give your brain some new challenges, even if they aren't work-related. Changing up the way you spend some of the time can cause a domino effect on the rest of your time.

Try these tricks:

• Do something that you want to do. Go to a movie, a museum or sports event. Listen to your favorite music. Go out with friends. Go to the mall. Buy yourself a little gift or a surprise for someone else.
• Read something new. Pick a book by an author you've never read, or an article that will stimulate your imagination.
• Get some exercise. Physical activity will get your blood pumping and stimulate endorphin production, making you feel energetic and happier.
• Take a break, or even a little nap. This might be hard for a lot of people, but I find if I close my eyes and sleep for just five to ten minutes, I wake up feeling refreshed.
• Explore your surroundings. Stop ignoring the sights on your way to work, or at work. Pay attention to all you see -- look for something different and original.
• Rearrange your space. Sometimes shifting things around at home or at work can force you to look at your surroundings, and your life, in a new light.
• Develop a hobby. Hopefully you already have one or two, but if not find something you enjoy.
• Volunteer. Helping others is a terrific antidote to the boredom blahs. And look at all the good you are doing.
• Change your routine. Take a different route to work. Start the day with something new instead of just sitting down with your to-do list. Shake up your day, and interesting things may reveal themselves.

Mackay's Moral: You can't soar if you're a bore.

Getting Hired (Part 1)

This week at this time each afternoon I'm going to address the unemployment/employment issue.

First off Words of Wisdom from Harvey Mackay:

Harvey Mackay's Column This Week

Look beyond human resources to find a job

By Harvey Mackay

A big stack of my mail comes from frustrated people who have tried very hard to find jobs without success. With the slow economic recovery, it's still mighty tough out there.

As I researched my last book, Use Your Head To Get Your Foot in the Door: Job Search Secrets No One Else Will Tell You, I frequently heard concerns from people who were upset at human resources departments. One person said that of the more than 300 résumés he's sent out for jobs for which he was qualified, he's only heard from 17, positive or negative. He was hoping for some better feedback so he could improve his employment odds.

HR people don't deserve the bad rap. Let me shed a little light on the subject. First, you have to realize that human resources is not a profit center and because of that, they will often be short staffed. When cuts occur, human resources is among the first to be hit.

For example, here at MackayMitchell Envelope Company, we have one HR manager to service our three plants. Our company recently received 900 applications for one position. And that was through e-mail alone. There were hundreds of applications sent through the mail as well.

Being an envelope guy, it pains me to say this but my advice is to always e-mail your résumé. It's much easier to get a response. You will seldom get a response if you mail your résumé. Don't sabotage your chances, because the amount of paperwork that is handled by human resources is astounding.

Be aware that big companies have software that scans résumés for key words, so use language that computes. Use key words in your résumé that tie in with the requirements of the position. You may need to tailor your résumé for each job. Be specific and clear about your credentials. Don't send out résumés blindly. Write to make sense to both the software and a human reader. At some point you will need to win the hearts and minds of real human beings.

Always try to differentiate yourself. Don't be boring. Don't be predictable. Don't be just another candidate. Stand out. Be different. Use a little creativity.

Your résumé has one purpose: to win an interview. Focus on the employer's needs, not yours.

If you are fortunate enough to get a job interview, pay particular attention to how your résumé is read and physically handled by an interviewer.

• If the description of a particular phase of your career or some other section of your résumé is constantly being questioned, you almost certainly need to improve the statement. Listen carefully. It's not enough to know that something is troubling people. You need to find out what in particular is bothering them.
• Do readers find it hard to follow the organization of your résumé? Are they constantly jumping between pages or paragraphs when they read it?
• Do interviewers find the language hard to penetrate? In an interview, are you constantly being asked to restate what you are saying? In particular, do they take your description of a position and restate it in terminology which uses more mainstream language?
• Is the information clearly laid out and presented in an appealing and inviting way?

If you lose out in a search, find out as much as you can about the person who won the job. Perhaps HR staff or a recruiter will be willing to share the qualifications of the successful candidate.

The great dilemma is that you are unlikely to find out you have a poor résumé because -- if it's bad -- you won't get an interview in the first place.

In addition, in these times HR staffs are overwhelmed with requests from people who are just looking for jobs to meet unemployment requirements. HR personnel want serious candidates who meet the job criteria.

Remember too that HR departments have many other functions besides screening and hiring candidates. They must also focus on benefits management, staffing issues, compliance with state and federal rules, among other duties.

My #1 piece of advice is to try to find the person doing the hiring in the company and contact him or her. You will still have to eventually go through HR, but if you can get someone to shepherd your application/résumé, you have a much better chance of landing the job.

Mackay's Moral: The purpose of your résumé is to enable you to resume work.

Wisdom from Harvey

Time to share with you one of my favorite authors who now has a weekly newsletter, Harvey Mackay:

We can learn a lot from baseball

By Harvey Mackay

Baseball and spring go together. Both seem to create optimism that is contagious.

Not long ago I stopped by a local playground to watch a Little League baseball game. To get myself up to speed, I asked one of the youngsters what the score was.

"We're behind 16 to nothing," he answered.

"I must say you don't seem discouraged," I said. "Why is that?"

"Discouraged?" said the boy, "why should we be discouraged? We haven't been up to bat yet."

What a lesson in optimism! As I thought more about this positive attitude, I realized there are a lot of business lessons that we can learn from our national pastime.

Invention. Babe Ruth is credited with the invention of the modern baseball bat. He was the first player to order a bat with a knob on the end of the handle, with which he hit 29 home runs in 1919. The famous name of that bat was Louisville Slugger, which has become synonymous with baseball.

You can overcome faults and be successful. Can you imagine a major league baseball player leading the league in making the most errors...in striking out the most times...in hitting into the most double plays -- and still being voted Most Valuable Player for that year? In 1942, Joe Gordon did all those things -- yet still won the MVP award that season in the American League.

There is no "I" in team. "It is important for sales managers to acknowledge what every baseball manager instinctively knows - that every championship team needs good bunters as well as long ball hitters," said Harry Artinian, former vice president of corporate quality at Colgate-Palmolive Company. "It is the good sacrifice hitter who can advance the man on base to a position where the long ball hitter can drive him home. And you know what -- at the end of a successful World Series, the bunters and the long ball hitters all wear the same ring, and they all have the same equal shares in the bonus pool."

Negotiation. After a poor year pitching for the New York Yankees in the 1930s, legendary pitcher Lefty Gomez was asked to accept a salary cut from $20,000 to $7,500 a year. Reeling, Gomez asked the Yankees, "How about you keep the salary and pay me the cut."

Little things mean a lot ... Not true. Little things mean everything. When the famous baseball player Ty Cobb reached first base, he had what seemed to be a nervous habit of kicking the bag. It wasn't until he retired from baseball that the secret came out. By kicking the bag hard several times, Cobb was able to move it a full two inches closer to second base. A terror on the bases, Cobb figured this tiny advantage was enough to improve his chances of stealing second or making it safely on a hit. Anything to win the game! The mark of a real competitor.

Take pride in your work. Joe DiMaggio of the New York Yankees had a fierce pride about always doing his best. The Yankees were on the road for a doubleheader against the St. Louis Browns. The day was not only boiling hot, the Browns were last place in the league. Despite this, DiMaggio made an off-hand comment that he was looking forward to playing that day. "In this heat!" said an amazed sportswriter. "How can you enjoy playing a doubleheader in stifling weather like this?" Glancing toward the grandstand, DiMaggio said, "Maybe somebody out there has never seen me play before."

Keep your focus. People who attain success have learned to forget past failures and concentrate on present goals. Baseball great Babe Ruth was once asked what he thought about after he struck out. "I think about hitting home runs," the Babe answered.

The importance of attitude. A winning attitude is critical in competing for business against all-star competition, said Norman R. Augustine, former chairman of Lockheed Martin Corporation. It's also very much a part of sports. One baseball manager with an interesting slant on winning said, "You only have to bat 1,000 in two things, flying and heart transplants. Everything else you can go four for five." Some teams, like some businesses, have attitudes that inevitably guarantee failure. A Pittsburgh Pirates coach once said, "I managed a team that was so bad, we considered a 2-and-0 count (two balls, no strikes) a rally."

Mackay's Moral: In the immortal words of Yogi Berra, "You can observe a lot by just watching."

Making a Million

From Harvey Mackay:

The road to millions is paved with hard work

By Harvey Mackay

The game show Who Wants to Be a Millionaire? is a suspenseful half-hour that offers contestants the opportunity to dramatically improve their financial picture. Answer a dozen or so questions correctly, with help on a few if necessary, and watch the bank account mushroom.

If it were really that simple, anyone could become wealthy overnight. But it doesn't work that way. Achieving financial success isn't a game -- it's a way of life.

Some will object to the notion that making a lot of money is the same as achieving success. I understand that argument, and I agree that success comes in many ways besides just a bigger payday.

But I will submit that most of us expect our financial situation to improve as we become ever more successful at what we do. There is no shame in being rewarded appropriately for our hard work. Ambition combined with our best efforts should have positive results.

As Oprah Winfrey so eloquently put it, "Doing the best at this moment puts you in the best place for the next moment." If anyone would know what it takes to be a self-made millionaire (actually billionaire), Oprah is a very reliable source.

Here are some secrets shared by self-made millionaires:

• Educate yourself about money. Even if you don't have your sights set on becoming the next Warren Buffett, a good understanding of finance will help you set priorities and make decisions about spending, investments and savings. Knowledge is power.
• Set some clear goals. You have to dream big if you want to succeed on a large scale. Don't be afraid of your ambitions. Start with a list of what you want to achieve this year, and then select the one goal that would have the greatest positive impact on your life, something you feel real passion for. Then get busy.
• Serve other people. Structure your goals so they're not just about you. You'll earn support from the people whose help you need by showing them how your achievements will benefit them -- and you'll feel better about yourself than you would if you concentrate only on what's in it for you.
• Learn to sell yourself. Whatever you create, you have to sell to someone else. You'll need to understand sales and marketing no matter what industry you're in. But at the same time, you have to sell others on your abilities. Be honest and reliable so employers, customers, investors or other important stakeholders know they can trust you to take care of them.
• Think of yourself as your own CEO. Whether you work for a boss or for yourself, view your career and success as your own. That means taking full responsibility for what happens to you -- your decisions, failures and triumphs. Put all your energy into your goals. Motivational guru Brian Tracy advises taking the "40+" approach: You work 40 hours a week for survival. Every minute you devote past that 40 hours is devoted to your success.

Consider the story of the couple who retired to a cottage with a lovely view of some rugged and rocky terrain. Early one morning the wife watched from her window as a young man dressed in work clothes walked down the lane nearby. He was carrying a shovel and a small case. He disappeared from view behind a grove of trees.

The scene repeated itself daily for a week. Her curiosity got the best of her, and she persuaded her husband to follow him one morning to see what he was doing.

So the couple took a walk early the next day. Just beyond the trees, they found a very long and deep trench, rough and uneven at one end but neat and straight at the other. The young man arrived during their inspection, and the couple peppered him with questions. "Why dig here, in this rocky ground? Why dig at all? And what is in that case?"

The young man smiled and explained, "I'm digging a trench. I'm actually learning how to dig a good trench, because the job I'm being interviewed for later today says that experience in doing that is essential -- so I'm getting the experience. And the case has my lunch in it."

There's no secret to success. It's just ambition + hard work + dedication.

Mackay's Moral: We do what we have to do so we can do what we want to do.

Too Humble?

You don't want to be a pompus ass, but...

Harvey Mackay explains:

Use self-esteem to your advantage

By Harvey Mackay

The next time someone calls you an egotistical jerk, you might think that thanking them just confirms their opinion. But that's exactly what you should feel like doing. They have just provided a strong endorsement of your mental health.

Self-esteem is a lightning rod buzz word these days, mostly because it is often perceived as being a personality flaw. That's false self-esteem, the result of heaping praise on people for accomplishing routine and simple tasks.

The only thing worse than false self-esteem is false humility. Humility is an important virtue, and certainly one that we all should possess. But please, acting humble just to fish for compliments is a sign of raging insecurity.

So let's be clear from the outset -- I'm referring to legitimately earned high self-esteem. The kind that comes from performing well because you have worked so hard to reach the top. It means you have developed your natural talents to their optimal point. The kind that Will Rogers was talking about when he said, "If you done it, it ain't bragging."

Genuinely deserved self-esteem provides a competitive edge in our competitive world. Like it or not, life is a series of competitions. You may be competing for a grade, a spot on a team, a job, or the largest account in town. The higher your self-esteem is, the better you get along with yourself, with others, and the more you'll accomplish.

Psychotherapist Nathaniel Branden discovered an additional benefit to having high self-esteem: "There is overwhelming evidence that the higher the level of self-esteem, the more likely one will be to treat others with respect, kindness and generosity."

What's the matter with being proud of what we have done or think we can do? When we're young, we're full of the sense that we can and should be able to do almost anything. That enthusiasm shouldn't change as we get older and more experienced. Our accomplishments should reinforce our sense of self worth.

Dr. Anthony Greenwald, a psychologist at the University of Washington, calls it the "egocentricity bias." This is the reinterpretation of events to put ourselves in a favorable light and the belief we have more control over events than we actually do. He says it is a sign of mental well-being.

That makes perfect sense to me. Dr. Greenwald can call it the "egocentricity bias," but I call it optimism. And I believe optimism is a quality that consistently delivers results. Did you ever get a good performance out of a pessimist? (By the way, few people ever call themselves pessimists. Pessimists usually call themselves realists.)

Optimism involves self-delusion, a belief that our own abilities are superior to the obstacles that logically should overcome us. But that's exactly what's needed to perform any heavy-duty assignment.

How can you be any good unless you think you can accomplish what you're not supposed to be able to accomplish?

Olympic skating star Scott Hamilton observed, "Adversity, and perseverance and all these things can shape you. They can give you a value and a self-esteem that is priceless."

There is no better example of the power of positive self-esteem than Muhammad Ali. He called himself "The Greatest" -- actually, "The Greatest of All Time." He never doubted his ability to compete at the highest level, and his record proves it.

Top performers in athletics or business are always convinced they can be heroes, even if they don't shout it from the rooftops. And it shows. In fact, baseball scouts call that look "the good face," the sense of self-confidence that radiates from winners.

A little boy was talking to himself as he entered through his backyard, baseball cap in place and carrying a baseball and bat. "I'm the greatest baseball player in the world," he said proudly. Then he tossed the ball in the air, swung and missed.

Undismayed, he picked up the ball, threw it into the air and said to himself again, "I'm the greatest player ever!" As the ball descended, he swung at it again, and again he missed.

He paused a moment to examine the bat and ball carefully. Then once again he threw the ball into the air and said, "I'm the greatest baseball player who ever lived." As the ball came down, he gave another mighty swing and missed the ball again.

"Wow!" he exclaimed. "What a pitcher!"

Mackay's Moral: If you've got what it takes, take it to the top.

For the Bosses...

How happy are your employees?

Are they working for you because they want to, or because they haven't found a better job yet?

Harvey Mackay has advice for you:

Good bosses improve good employees

By Harvey Mackay

With so much focus on finding or keeping jobs in this economy, one significant employment factor seems to get moved down the pros and cons chart: What kind of boss will my next supervisor be?

Interviewing with a human relations specialist.... Meeting folks up and down the line... Putting your best foot forward while they are all doing the same... The process may not present a completely accurate picture of the day-to-day environment.

Bosses know the importance of a good hire. Assuming the best candidate has accepted the offer, and has shown up on time for a few weeks, does the boss realize how critical retaining that new employee is? Does the boss know how to be a good boss?

In short, will the boss be a buddy or a bully?

The late great basketball Coach John Wooden shared his coaching philosophy that works just as well in business when it comes to mentoring employees: "A coach's primary function should not be to make better players but to make better people. Lift others even with your critical analysis. This is still the best method to get the best out of someone because pride is a better motivator than fear. I never wanted to teach through fear, punishment, or intimidation."

Bosses have tremendous power over those they supervise. Whether the owner of the company or a middle manager, employees understand that the person they report to can be their biggest cheerleader or their worst nightmare.

I prefer to think that the people I have hired put me in the first category. Having made a significant investment of time in hiring them in the first place, I must have recognized the sort of talent, personality and energy that would improve our company.

I want the folks I hire to love their jobs enough to come back raring to go after a lousy day, because everybody has a lousy day once in a while. I want them to look to me for inspiration. I want them to respect my work ethic. I want them to want to get better at what they do. I want them to know that I will help them get better. I want them to learn from my example, even when I am not directly mentoring them.

Of course, none of that happens unless I know how to come back revved up after a miserable day, demonstrate a stellar work ethic, and keep improving myself. What goes around comes around.

Study after study has concluded that the most important factor in job satisfaction is a positive work environment. Praise is vital, and salary is important, but nothing ranks as high as loving what you do. Location matters, but people are willing to go great distances for a job that makes them happy. Titles aren't even near the top of the list.

The determining factor is often closely related to the boss. A truly great boss will engender loyalty before any of those other factors will. A committed boss works hardest at positive leadership and a professional environment. A perceptive boss remembers her own early challenges and draws on those experiences. A responsible boss understands that mentoring his staff and helping them develop skills reflects positively on him.

Some months back, I wrote a column about the TV program "Undercover Boss." I admire the bosses who concealed their identities and went to work on the front lines for some "real-world" lessons about their companies. They were quite courageous to expose their own weaknesses on national television. But the exercise resulted in enhanced awareness of the importance of every single employee.

If you dare, try that experiment in your organization. You likely cannot be anonymous, but working side-by-side with staff, reinforcing that you won't ask them to do anything that you wouldn't ask of yourself, demonstrates your understanding of their challenges.

If all this sounds too overwhelming, step back and examine your motives. Are you ready to let someone else have a share in the glory? Are you willing to listen to options? Are you threatened by others' successes? Can you take responsibility for failure?

Many bosses get promoted without any formal leadership training. A good boss learns quickly from employees that Coach Wooden's advice will serve them better than a superior attitude.

Now here's the most important piece of boss advice I will ever give you: Your employees don't really work for you. They work for your customers. Customers are their real bosses. And yours too.

Mackay's Moral: Be a mentor, not a tormentor.

Get Social

from Harvey Mackay:

The perils of being anti-social

By Harvey Mackay

"Is social media a fad or is it the biggest shift since the Industrial Revolution?" asks Erik Qualman, author of Socialnomics. Consider these statistics he presents, and my analysis of them, and then decide how connected you should be. Hint: Your company website alone is no longer enough!

As of 2010, Generation Y -- those born between 1980 and 2000 -- outnumbers baby boomers. And 96 percent of them have joined a social network! There was no initiation, no dues, no recommendations. Just a few taps on the keyboard and voila! Instant connection to friends and family, immediate information sharing, finding the kid who sat next to you in kindergarten story-time.

As technology improves and changes, it also changes the way we live. It took radio 38 years to reach 50 million users. It took TV 13 years, the internet four years and iPod just three years.

Perhaps the star of the social media show is Facebook, which added 100 million users in just nine months and now has over 500 million users. Not bad for a company that began in a dorm room. If Facebook were a country, it would have the third largest population behind only China and India. The fastest growing segment of Facebook is women ages 55-65. (The jury is still out on how many of those women's children have accepted a "friend" request from their mothers.)

We no longer search for the news; the news finds us. More than 1.5 million pieces of content (web links, news stories, blog posts, notes, photos, etc.) are shared on Facebook daily. In the near future we will no longer search for products and services. They will find us via social media.

One out of eight couples married in the United States last year met via social media.

Generation Y and Z -- the youngest techies, born after 1995 -- consider e-mail passé. In 2009, Boston College stopped distributing email addresses to incoming freshmen.

For those who prefer their communications in 140 characters or less, a Twitter account is a must. Ashton Kutcher and Ellen DeGeneres have more Twitter followers than the entire populations of Ireland, Norway and Panama. Approximately 80 percent of Twitter usage is on mobile devices people update anywhere and anytime. The apps for Black Friday sales changed the way shoppers planned their retail strategy. On the downside, imagine what an unfavorable tweet means for bad customer experiences.

As a business person, I often wonder how we functioned before LinkedIn. One of the most remarkable employment statistics I discovered while researching my last book, Use Your Head To Get Your Foot in the Door, is that 80 percent of companies are using LinkedIn as their primary tool to find employees.

Remember the advertising slogan "What happens in Vegas stays in Vegas?" That's a little misleading, because it also stays on Twitter, Flickr, Facebook, My Space, YouTube or any other social media you use.

YouTube is the second largest search engine in the world. It contains 100 million videos and receives two billion viewers each day. Wikipedia has over 13 million articles. A whopping 70 percent of 18 to 34-year-olds have watched TV on the web, while only 33 percent have ever viewed a show on DVR or TiVo. And 25 percent have watched a video on their phones in the last month. With a growing number of e-readers, 35 percent of book sales on amazon are for the Kindle. Some publishers estimate that eBook sales will reach 50 percent in the next five years.

There are over 200 million blogs, and 54 percent of bloggers post content or tweet daily. Without knowing who or what organization is actually behind the blog, here are some facts to consider:

• 34 percent of bloggers post opinions about products or brands.
• 78 percent of consumers trust peer recommendations.
• Only 14 percent trust advertising.

Perhaps the most astonishing fact of all is that social media have overtaken porn as the number one activity on the web.

Successful companies in social media have learned the importance of listening first and selling second. Qualman says, "They act more like party planners, aggregators, and content providers than traditional advertisers."

Social media represent a fundamental shift in the way we communicate. To stay current -- and competitive -- in business, don't be a "twit." Put on your best "face" and "link" into these tremendous opportunities.

Mackay's Moral: If you want to have the world at your fingertips, brush up on your "social" skills.

Ducks and Umbrellas

Insight from an early mentor of mine from his books I read 20 years ago, Harvey Mackay:


Should you always follow the leader?

By Harvey Mackay

The kindergarten teacher handed out a coloring sheet and gave what she considered to be simple instructions: Color the duck yellow and the duck's umbrella green.

But when little Betsy turned in her paper, the teacher asked, "Didn't you understand the directions, Betsy? You colored the duck red and her umbrella blue. How often have you seen a red duck?"

Betsy didn't miss a beat. "About as often as I've seen a duck carrying an umbrella," she replied.

Is Betsy a young rebel? Hasn't she learned her colors? Should her parents be called for a parent-teacher conference?

Well, Betsy may not be the model student, but she represents a stellar thinker. Pretty bright for a five-year-old, and I hope the teacher had a sense of humor as well as a sense of wonder. I hope there was a glimmer of recognition that Betsy might become the next Pablo Picasso or Bill Gates.

I am not advocating disobedience or disrespect. I am encouraging expanding your mind to find new and better ways to address issues.

Conformity is absolutely necessary sometimes. For example, following traffic laws demands conformity or chaos reigns. Paying taxes requires conformity, and if you don't believe me, ask anyone whose creative deductions have resulted in substantial penalties -- or prison. And when your mother tells you to shape up, I would recommend conforming.

But conformity will not provide a creative solution to a problem. That usually calls for a different approach from what has been tried before, or a variation on the theme. Free thinkers are often dismissed as goofballs -- until their ideas have smashing success.

Train your brain to look at all the possibilities, not just those that are tried and true (or tried and failed.) To do that, you cannot think the way you've always thought. Try these strategies:

• Look at the whole picture. It's easy to look for the simplest solution, but will that really solve your problem or just patch it up for the time being? Is this problem the result of following all the old rules instead of re-examining your practices for improvement?
• Put yourself in another time. How would you have solved the problem 10 years ago? How about 10 years from now? Would you have the same choices available, or would you have to start over? Do you have all the tools/knowledge/staff you need?
• Reverse the situation. What would a reasonable person do in your situation? What is the opposite strategy? You might gain a fresh perspective by considering the alternatives.
• Bridge the gap. Think about where you are now, and where you need to be. How many steps are missing? Can you solve the problem with fewer steps, or are you so far from a solution that starting over is a real option?
• Write down your thoughts. Spend a few minutes brainstorming all by yourself, and be sure to write down your ideas. Brainstorming means letting your imagination go, so nothing is out of bounds. Some ideas will be useless. Others might hold some promise. But the main point of this exercise is conditioning your brain to leave your comfort zone.
• Speak up! Don't hide your ideas, fearing that you'll become the office joke. Your idea may not be completely viable, but you might spark others to find solutions.

Here's another duck tale for you. The late Thomas J. Watson, who built IBM into a worldwide power in computers, frequently shared a story about a man who loved to watch the flight of wild ducks. Each year the man left feed by a nearby lake so the ducks would stop to eat. Some of the ducks grew accustomed to finding food there and stopped flying south, wintering at the lake instead.

Over time, the ducks grew fat and lazy, because they had lost their need to migrate south when everything they needed was provided for them. The moral of the story is that you can make wild ducks tame, but you can never make tame ducks wild again.

Watson's lesson from that story was that he liked to encourage the "wild ducks" at IBM as an antidote to conformity and bureaucracy.

Mackay's Moral: It's okay to ruffle a few feathers from time to time. Show some pluck!

Harvey's Job Interview Advice

from Harvey Mackay:

Early birds may get the worm, but late birds get the job

By Harvey Mackay

From the time we were kids, we've been force-fed the idea that first is best. It doesn't always work that way. Sometimes last is best.

The conventional wisdom is to be first across the finish line, first in our class in grades, first in line for chow, first for tickets to the Beyonce concert and first to be interviewed by a prospective employer. A, B, C, and D work just fine. E doesn't. You do not want to be the first candidate to be interviewed.

Advertising genius Pat Fallon taught me long ago that ad agencies which pitched new business first or early in competitive reviews almost never won the account. Those who were positioned sixth or seventh in a typical review had far better chances. Give any savvy ad agency an opportunity to select a time slot for a client pitch and they'll always take the last one, the one closest to the moment when the choice of agencies is made. These people make their living understanding human nature. They know what makes people tick psychologically.

Clients tend to dismiss the first pitches they hear as they would preliminary fights on a boxing card. Not to be taken terribly seriously. They're on the card to give them an opportunity to see what's out there, to try out their questions, and sharpen their reactions in preparation for the main event.

The same kind of buildup is used in assembling a concert program. You start with the aptly named "warm-up" acts. They're the appetizers. The headliner is the main course.

A similar pattern emerges in the selection of films and stars for Oscars. Those that win rarely make their box office debut at the beginning of a given year. The strongest contenders are those appearing at year-end. They end up with far better recognition and recall value in the eyes of Academy members.

Want to see true creative ingenuity in action? Watch what happens when a prospective client tries to schedule an agency pitch.

"We wish we could take the Monday eight 8 a.m. slot, but all our account people will be having open heart surgery that day. They should be up and around by Wednesday afternoon, though."

With most openings, the company's job specs are likely to be vague at first, becoming clearer only after they have had the opportunity to interview (and argue about) a couple of candidates. You don't want to be the test dummy, smashed into a wall, so the company can design a better set of wheels for someone else.

If you are going for a job interview, try to learn how many candidates have already been seen. If you ask, and the recruiter dodges the question, consider yourself to be among the first or second entrants, and be prepared with a good, believable reason why a later time would be better. Perhaps a conflicting business trip or prior engagement prevents you from doing an early interview. Particularly in this economy, people are so anxious about getting a job that they are willing to schedule anything at any time, often to their own great disadvantage.

If you can't avoid being first, try to leave the interviewer with something to think about: "I know you'll be talking with other candidates, and it might be hard to remember the first person you talked to, but I'm committed to doing everything I can to work for your company, and I'd like to be asked back for a second interview. These are challenging times, and I believe I can make an immediate impact in strengthening this business. When you bring me back in, I will give you a detailed plan."

I'm proud to have known the late Norman Vincent Peale, who told the story about the eager job applicant who sees a help-wanted ad and rushes down to apply. By the time he arrives, there are at least two hundred people lined up waiting to be interviewed. After waiting in line for some time, he bolts out, runs to the front, where a woman is ushering them in one at a time, and says, 'My name is Bruce Madison and you tell the people who are doing the hiring in there that I'm two-hundred-fifty-third in line and don't hire anyone until they've talked to me.'" He got the job, of course.

Mackay's Moral: The second mouse always gets the cheese.

Short Term or Long Term

Words from Harvey Mackay:

Succeed in the marathon of life

By Harvey Mackay

I ran my first marathon after my fiftieth birthday. I've run nine more since then, including the New York and Boston marathons. I'm proud of that fact for a number of reasons, not because I ever came anywhere close to finishing first, but that I finished them all.

A marathon is 26.2 miles. It is as much of a mind game as a physical challenge. You train your body to keep going when you think you can't take another step. You visualize the finish line and the celebration as you cross. The key ingredient is motivation.

There are more than 500 marathons held every year around the world. Most of the participants are amateur athletes, whose reasons for competing span the spectrum.

Training for a marathon is much like preparing for the challenges in business. The pace may be different, but endurance is every bit as important.

My good friend and marathon coach, Bill Wenmark, knows plenty about both running and business. Bill says: "If success in business, like a marathon, were easy everyone would do it. Whether you think you can, or whether you think you cannot, in either respect you are always going to be right. When you master this internal strength you will become a respected leader of others.

"People who start a marathon are not the same, and never will be the same, once they cross the finish line. I just finished my 100th marathon. It was just like my first: proud, strong and willing to take on any challenge. Confidence, character, integrity, grit, focus and determination go a long way in the marathon of life and define many successful people."

Any business or career that wants to be around for the long haul can benefit from these marathon training tips that I received many years ago.

• Set your goals and share them with others. When you announce your intentions, you are more likely to follow through. Write down your goals and hang copies by your desk, on your bathroom mirror, in your car, on your smart phone, and anywhere else you will see them regularly.
• Keep a record of your training and progress. When you run, it helps to keep a log of the dates, distance, conditions, times and whatever else affects your performance. When you work, your record-keeping will remind you about project progress, expectations, agreements and factors that could determine outcomes.
• Remember that you are only human. As important as training and preparation are, there will be days when not even your best efforts are enough. Every now and then you need to recharge your batteries and give yourself a rest.
• Use the buddy system. Work out with a few friends to stay motivated and on track. Ask other friends to act as coaches and your support system. Do the same with your career. Use trusted friends as a sounding board, and develop your network with contacts whom you can also help.
• Take it a step at a time. Don't think about the whole course -- break it into doable segments. You've heard the saying, "The journey of a thousand miles begins with a single step." Well, you can't get to the end of anything if you don't start at the beginning and work your way through each phase.
• Have some fun. Exercise or work that is all drudgery saps your energy as well as your spirit. Running a marathon is hard work, but hard work can be fun. Building a business or career is like a marathon that doesn't stop at 26.2 miles. If you're going to go the distance, you should enjoy the scenery along the way.

Running may not be your thing, but most all of us have to earn a living one way or another. The majority will work anywhere from 25 to 45 years. The average person will have three career changes and perhaps ten jobs before their fortieth birthday.

Statistics like these make a foot race pale in comparison to the treadmill so many workers must master just to bring home a paycheck. Good training and the right mental preparation will help you find a job you love, that challenges you and satisfies you, and makes you want to get back in the race every day.

Mackay's Moral: Start off on the right foot -- preparation is the difference between dropping out of the race and finishing it.