Help Yourself To Future Success

By Jeremy Francis
www.buyandtrain.com

Forward
About the book.
Have you ever wondered why some people live such fulfilled lives and why some simply fail to achieve success? Why it is that some people create a future for themselves and others fail to? Why are some people so happy with their life and others are not? Then this book is for you. To unlock the keys to living a successful, self-fulfilled life there are seven steps to take. Learn to use these seven steps and you will, as a result, be a much happier person as you achieve the future success you desire. Use the simple but effective ideas in this book to advance your career, build a successful way of life and enjoy your successes. And enjoy a new found confidence that you are doing all that is necessary to live a truly self-fulfilled life.

Note The book contains a number of useful links for which you will need an INTERNET CONNECTION. The exercises contained in the book are not interactive. To complete these you will need to use a PAPER COPY of the book.

About Jeremy Francis

Jeremy Francis has worked in human resource development for over 30 years. From a background in Training and Development within leading British and American banks in 1982 he became a self-employed Human Resource Development Consultant working with blue chip corporates. He founded Rhema Group in 1985 with the aim of providing customised human resource development solutions globally through the use of consultancy, instructor led training, coaching, psychometric assessments and learning and development resources. He is now CEO of Buy and Train (www.buyandtrain.com) which provides online, downloadable training and personal development resources.

Jeremy is an author and keynote speaker frequently speaking at International Human Resource Development Conferences. His most recent paper was published by The HR Director Magazine and was entitled Globalisation of Business and the Challenge of Aligned Training and Development Issues. His most recent keynote speaker assignments were an address to the HR Directors of leading Russian Companies in Moscow on Best Practices in Human Resource Development within Europe, and a presentation at The Middle East HR Conference and Expo in Dubai on the topic of Excellence Through Advanced Training and Development.

Testimonials
Jeremy brings an expert, calm, engaging and stimulating approach to the most challenging of scenarios. I first hired Jeremy to work with me on a global change management programme that required my staff to embrace and adopt a range of new behaviours and competencies in order for the business to continue delivering accelerated growth. Jeremy is an expert in leadership, management and staff behaviour issues. He is highly professional, has a fine eye for detail and is able to engage with the client at a very detailed level to ensure optimum results. His preparation and delivery are exemplary and once the job is complete he will ensure on-going contact to help measure overall effectiveness of the programme and that his work has helped deliver the desired results.
Andy Soloman, Global Business Director, Platts

Jeremy Francis has played a significant role in the design, creation and delivery of many programmes for managers within the English Language Teaching Division of Cambridge University Press. He has always been meticulous in the creation of the content, which he customises as appropriate, and his style of delivery is very engaging. The feedback we have received from his sessions on Leading Teams, Coaching and Mentoring, Performance Management and Managing Change have all received excellent feedback from the delegates. Barbara Charlton, Sales Operations Director, Cambridge University Press Having worked with Jeremy and his team for more than 20 years I can recommend his services to any organisation undertaking significant changes , setting up new sales processes and launching new products. Jeremy is great to work with - extremely client centered and full of innovative ideas.I particularly appreciate the web based training capability and the international partner network. David Galloway, Global Business Manager, Linde Healthcare

COPYRIGHT PROTECTION NOTICE

All rights reserved This e-book is published by Jeremy Francis, June 2012 Text Jeremy Francis, June 2012
This material (including additional handouts and exercises) is protected under the Copyright, Designs and Patents Act 1988. No part of this material may be reproduced, circulated, or transmitted in any form or by any means, electronic or mechanical, including photocopying, audio or video recording, or any other information storage or retrieval system, without permission in writing from Jeremy Francis 15 Prospect Row, Brompton, Gillingham Kent ME7 5AL. Any unauthorised use of this material constitutes a criminal offence, in addition to exposing the user to civil penalties.

Important note about the illustrations The images in this e-book are the copyright of Jeremy Francis and cannot be reproduced without his permission.

Contents

Chapter One Help yourself Chapter Two Getting to know your values Chapter Three Getting to know your talents and strengths Chapter Four Getting to know your interests Chapter Five Your physical environment preferences16 Chapter Six Your working style preferences Chapter Seven Your emotional make-up Chapter Eight Your intuitive and rational self Chapter Nine Defining the real you Chapter Ten Defining your future success Chapter Eleven Making it happen 31 3

12

20 24 27 30

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Chapter One -Help YourselfThis is unashamedly a book about self-help. Its about self-help on the most important question you will ever face What do I want to do with my life? Nobody else can answer this question for you and nobody else should! Its your life and you own the responsibility for your own fulfilment and happiness.

The problem is how to unbundle the key ingredients to your future success. And then decide what you need to do to deliver that future success.

Why is self-awareness so important?

Psychologists have found that fully functioning people have four intelligences which are integrated and harmonised.

Mental Intelligence: (IQ) The ability to analyse, reason, think abstractly, use language, visualize and comprehend Physical Intelligence: (PQ) The bodys intelligence, that manages the bodys circuitry Emotional Intelligence: (EQ) Ones self-knowledge , self-awareness, social sensitivity, empathy, and ability to communicate successfully with others [Right brain] Spiritual Intelligence: (SQ) Now accepted as mainstream in scientific enquiry and philosophical/psychological discussion. Spiritual Intelligence is the central and most fundamental of all intelligences because it becomes the source of guidance for the other three. Spiritual intelligence represents our drive for meaning and our connection with the infinite.

You will see that self-awareness falls into the category of Emotional Intelligence. Self-awareness is to do with ones self-knowledge, social sensitivity, empathy and an ability to communicate successfully with others.

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For many people gaining an accurate perception of self is a real challenge. It can be very challenging to discover the real you and to answer questions such as:

What makes you tick? What motivates you? When do you give off your best? How do you see yourself in interactions with others? What blind spots do you have? How balanced are you?

These are all critical questions that we need to find answers to if we are to successfully gain an accurate picture of our REAL SELF.

Given that of all the four intelligences this area of Emotional Intelligence and Self-Awareness is probably the greatest contributor to our personal success it is worth taking time to do some thorough selfanalysis and this is what the seven diagnostics in this book are designed to achieve.

You are about to find out more about yourself than possibly ever before. Enjoy the experience and gain from it!

Help yourself to your future success. You will never look back.

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Chapter Two -Getting to Know Your ValuesWhat do we mean by values?

Our values are our core beliefs about what is important to us as a human being.

Our values are our moral compass determining what we believe is right or wrong and what our priorities should be.

Our values guide us when decision-making or problem-solving.

Our values come to the surface in times of crisis.

We put time and effort into the things we value.

Our values may change over time but only WE can change our values.

Not all our values are of equal importance.

Our happiness as a human being depends largely on the satisfaction of our values.

Getting to know your values is a useful starting point in the journey of growing self-awareness.

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Your Personal Values

Have a look at the following list of possible values. Indentify FIVE which are the most important to you. You can add to the list if you wish. Place a tick in the first column against the five. Then in the next column prioritise them 1 = highest to 5 = lowest. Values ACHIEVEMENT (producing concrete results) ADVANCEMENT (getting on in the company) VARIETY (new experiences and change) BELONGING (being part of a team) COMPETING (being in competition) HELPING (supporting others) CREATIVITY (coming up with new ideas) SECURITY (steady, safe job) APPRECIATION (being thanked and valued) HOME LIFE (protecting home life) FREEDOM (little interference) MEANING (wholesome and meaningful work) HEALTH (mental and physical well being) LEADERSHIP (having leadership responsibility) SELF ESTEEM (feeling good about yourself) INTEGRITY (acting honestly and truthfully) CHALLENGE (taking on demanding tasks) ORDER (tranquil, stable environment) PERSONAL GROWTH (developing new skills) FUN (having a good time) INFLUENCING (impacting events and people) STATUS (being considered important) TECHNICAL (using technical abilities) ACCOUNTABILITY (being responsible for results) LEARNING (growing in insight and wisdom) REWARD (opportunity for high salary) SPIRITUAL GROWTH (growing in your faith) RELATIONSHIPS (growing long lasting friendships) OTHERS (Please Add) Tick Five Rank 1 to 5

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Personal Values Exercises

1. Challenge your values
Are the top five values REALLY your values or are they what you would like them to be? Challenge yourself. Do you put effort into satisfying these values? Do they really guide your decision-making?

Change your values list if necessary to be a true reflection of what you really deem to be important.

2. Are you satisfying your values?

Are you making the right decisions to really satisfy your values? Do you need to make any changes in your job, your personal life, or life-style to give more satisfaction of your values and to increase your personal happiness?

What do you need to change?

3. Are your values changing?

What is causing a change in your values? Your situation? Your age? Your conscience?

What will you need to do to evidence this change in your values? What different behaviours will you adopt? How will you spend your time differently? Write down your answers below. CHANGING VALUES BEHAVIOURS I need to.........

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Chapter Three -Getting to know your TALENTS and STRENGTHSEach one of us is born with natural gifts, talents and strengths. These enable us to do something easily, which we enjoy, and which brings us pleasure and personal success.

We get better at the things we naturally do well.

We contribute our best in a team environment when we are able to use our natural strengths.

Our self-esteem improves when we are using our natural gifts.

We enjoy life more when we are exercising our natural strengths.

We give of our best when we operate in our area of natural gifting.

It is therefore very important that we know our natural talents and strengths and seek out ways to use them more for our personal satisfaction and to meet the needs of others.

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Talents Survey
Talents or skills are inherent abilities which each of us possess and which we bring to bear in our professional or personal lives. They are an important resource in improving our performance and our satisfaction with our work because we are usually best at what we enjoy and what we are naturally gifted to do.

The time proven strategy of building a business by focussing on its strengths also holds true in achieving high performance at an individual level. We each have talents (or job strengths) and weaknesses. Whilst it is good to address our weaknesses and to be competent when it comes to job requirements it is also important to grow and develop our strengths. A big contribution to our motivation is to do with maximising our talents. Increasingly our success will depend on promoting and developing our strengths and talents.

This Questionnaire is designed to help you identify your talents and strengths and then to plan MAXIMISE YOUR how you might use them more in your life to both improve your performance and increase your TALENTS (strengths) job satisfaction.

JOB COMPETENCE LINE

ADDRESS YOUR WEAKNESSES

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Talents, Skills and Strengths

INSTRUCTIONS
Listed below are 40 talents, job skills, and strengths. Circle 10 which you believe you possess and that you would like to use more in your life.

Team Management Skills

1. 2. 3. 4. 5.

Setting challenging, achievable objectives. Planning actions for achieving objectives; setting priorities. Delegating effectively. Monitoring and managing performance team/individual. Assessing results and taking corrective action.

Decision-Making and Problem Solving Skills

6. 7. 8. 9. 10.

Diagnosing complex problems effectively. Discussing problems and creating solutions with relevant people. Presenting solutions to complex matters clearly and convincingly. Using creative thinking techniques effectively. Using critical judgment to make effective decisions without all the facts.

Process Improvement
11. 12. 13. 14. 15.

Pursuing continuous improvement and beneficial change. Creatively questioning existing practices. Looking for and evaluating a variety of alternatives. Initiating actions/ideas that are focussed on business/customer needs. Improving the use of internal resources; working SMARTER.

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Change Management Skills

16. 17. 18. 19. 20.

Responding positively to changing requirements. Creating and communicating a vision for the future. Using an effective change management process. Handling peoples different reactions to change effectively. Keeping key stakeholders committed to change initiatives. Communication Skills

21. 22. 23. 24. 25.

Influencing others effectively. Asking probing questions to get the full picture from of others. Listening effectively. Being clear and concise. Varying own communication style to reflect the style needs others. Leadership and Motivation Skills

26.

Providing vision and giving direction to others.

27.Responding to the motivation needs of others. 28.Gaining commitment to personal goals from others. 29.Self confidence and belief in own ability. 30.Using enthusiasm, energy and perseverance to create willing followers.

Personal Effectiveness
31.Managing own time effectively. 32.Being well planned and organised. 33.Creating clear and concise written communications. 34.Presenting to others effectively. 35.Using holistic thinking.

Performance Management
36.Giving performance feedback to employees. 37.Solving individual employee performance problems. 38.Coaching and mentoring employees. 39.Handling employee grievances. 40.Developing employees potential.

Add any other talents not covered in the list. Now fill in the Summary Sheet which follows.

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SUMMARY SHEET
From these select three talents you would like to develop further. 1. 2. 3.

How could you use these more effectively in your life in a way which would increase your motivation?

How would you and others benefit?

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What ideas do you have to develop your three areas of talent? Personal Development Ideas Talent 1

Talent 2

Talent 3

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Chapter Four -Getting to know your INTERESTSThe things that interest us give us pleasure.

Our interests contribute to us being well rounded people with a balanced life style.

Our interests are closely allied to our values and gifts in that we generally pursue interests which add to our values satisfaction and contribute to a growth in our natural talents.

Interests may be work-related, outside of work related, or both.

It is important that we understand our interests, whats behind our liking of these activities, and that we seek out opportunities to gain more experience of them. This will add to our sense of personal growth and development.

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Getting to know your INTERESTS

Think about yourself within and outside work.

1. What activities that require manual labour or physical prowess do you enjoy? Why?
Give an example of when you really enjoyed this activity.

1. What activities that require specialist, technical knowledge or know how do you enjoy? Give an example of one activity that gave you particular pleasure.

1. What activities that require involvement with people do you enjoy?

Give an example of a particularly enjoyable occasion you enjoyed with others.

1. What activities which require skills of creativity or innovation do you enjoy?

Give an example of when you used this skill to good effect.

1. What activities that require financial and/or administrative skill do you enjoy?
Give an example of when you exercised this interest.

1. What other types of activity do you enjoy?

Give examples.

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Prioritising your INTERESTS

1. From the previous questions list down all the activities you enjoy, in priority order.

1. On which of the activities do you spend the most time?

1. In which of the activities do you spend most time developing your knowledge/skills?

1. Finally prioritise your top FIVE interests, starting with the most important down to (relatively) the least important.

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Growing your INTERESTS

List below your fop FIVE interests. Alongside each, list opportunities for growing your knowledge, insight, skill and experience of each area of interest.

INTERESTS

OPPORTUNITIES FOR GROWTH

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Chapter Five -Your PHYSICAL ENVIRONMENT preferencesYour physical environment plays a big part in how well you function as an individual.

For some its important to have their own private, quiet space away from noise and interruptions.

For others they get a buzz from being in the midst of a noisy, boisterous, busy environment from which they draw the adrenalin they need as part of their motivation.

Some people prefer to work mainly outdoors whilst others prefer to work solely indoors.

The degree of physical stretch, the use of technology, the degree of involvement with people in a job also enters into the sphere of the physical environment. And there are other elements which go to make a physical environment which you either like or dislike.

Its important to know all these elements and your preferences when looking at your make-up.

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Your PHYSICAL ENVIRONMENT preferences

Use the chart below to plot your preferences when it comes to the Physical Environment in which you like to work. Use the rating scales to identify your preferences. Place a cross (X) nearest your description. All Outdoors 1. Mainly Outdoors A Mix Mainly Indoors All Indoors

Very Busy/ Noisy 2. Very Unpredictable And Changing

Mainly Busy/Noisy

A Mix

All Quiet/Tranquil Mainly Quiet/Tranquil

Mainly Unpredictable

A Mix

Mainly Predictable

Very Predictable

3. All Open Plan Shared Space Mainly Open Plan Space Mainly Own Office

A Mix

All Own Office

4. Physically Extremely Stretching Mainly Physically Stretching Mainly Physically Comfortable Physically Very Comfortable

A Mix

5.

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Very Fast Pace

Mostly Fast Pace

A Mix

Mostly Slow Pace

Very Slow Pace

6.

Involves high Degree of Manual Work 7.

Mostly Manual Work

A Mix

Mostly Non-Manual Work

Very Little Or No Manual Work

High Degree Of Mostly Use Of Use Of Technology Technology 8.

A Mix

Mostly Non-Use Of Technology

Very Little Or No Use Of Technology

High Degree Of Mostly People High Degree of Interaction People Interaction A Mix

Mostly Low Degree Of People InteractionVery Low Degree Of People Interaction

9. Mostly Mentally Challenging Mostly Not Mentally Challenging Mentally not Very Challenging

Mentally Very Challenging

A Mix

10. Contains A Huge Element Of Fun Mostly Fun A Mix Mostly Serious Always Very Serious

11.

Emotionally/ Spiritually Very Rewarding

Mostly Emotionally/ Spiritually Rewarding

A Mix

Mostly Not Emotionally/ Spiritually Rewarding

Emotionally/ Spiritually Not At All Rewarding

12

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Physical Environment Exercise

Describe below in one statement of no more than 25 words what your Physical Environment Preferences are, and why.

I like a physical environment which....

The reason is....

Now describe your current Physical Environment and list down changes you would like to make.

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Chapter Six -Your WORKING STYLE preferencesYou could refer to this as your approach to work preferences.

Each one of us goes about our work in different ways and the chance of us changing our working style are very slim. Many of the key elements involved are inborn traits which we have learnt work for us in a working environment.

Its important to identify these inborn preferences, not to fight them, but to ensure that any work we undertake matches our preferences.

If we dont do this we run the risk of being a misfit to our job and this results in frustration, stress, lack of personal motivation and most important of all, lack of personal effectiveness.

It is key therefore that you indentify your WORKING STYLE preferences.

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Your WORKING STYLE preferences

Attached you will find a series of paired numbered statements, an `A' statement and a `B' statement. You are asked to distribute 10 points between the 2 statements. You might give all 10 points to the `A' statement and no points to the `B' statement. This would indicate that the `A' statement comes closest to describing your behaviour or feelings and the `B' statement is not at all descriptive. You might give equal points (5 points to `A', 5 points to `B') if both statements fit your behaviour about equally. For each question `A' plus `B' should equal 10.

1a)

It drives me mad if I dont see a task through to the end. I am neat, tidy and organised in my approach to work. I prefer to work with the involvement of others. I like to follow laid down rules and procedures.

1b) It doesnt bother me if I have to leave a task half-finished. 2b) I am rather chaotic, disorderly and disorganised in my approach to work. I prefer to work entirely on my own.

2a)

3a)

3b)

4a)

4b) I like to make up my rules and cedures as I go along.

pro-

5a) I like lengthy tasks and projects which 5b) I can really get my teeth into. 6a) I like jobs which are logical and sequential. 7a) 8a) I like to be overseen. I like clearly laid down roles and responsibilities. I am compliant, easily managed. 6b)

I like short tasks which do not require much concentration. I like jobs which require a great deal of creativity and flair. I like to be unsupervised. I dont need any clear role definition.

7b) 8b)

9a)

9b)

I am highly independent.

10a) I like to deal with decisioning/problem-solving objectively 11a) 12a) I am results focussed. I am risk averse.

mak- 10b) I like to deal with decisionmaking/problem-solving based entirely on my subjective feelings. 11b) I am relationships focussed. 12b) I thrive on risk.

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Working Style Preferences Exercise

Look at all the statements which you have scored over 5. Use a highlighter pen to highlight these statements on the chart below. 1a) It drives me mad if I dont see a task through to the end. I am neat, tidy and organised in my approach to work. I prefer to work with the involvement of others. I like to follow laid down rules and procedures. 1b) It doesnt bother me if I have to leave a task half-finished. 2b) I am rather chaotic, disorderly and disorganised in my approach to work. I prefer to work entirely on my own.

2a)

3a)

3b)

4a)

4b) I like to make up my rules and cedures as I go along.

pro-

5a) I like lengthy tasks and projects which 5b) I can really get my teeth into. 6a) I like jobs which are logical and sequential. 7a) 8a) I like to be overseen. I like clearly laid down roles and responsibilities. I am compliant, easily managed. 6b)

I like short tasks which do not require much concentration. I like jobs which require a great deal of creativity and flair. I like to be unsupervised. I dont need any clear role definition.

7b) 8b)

9a)

9b)

I am highly independent.

10a) I like to deal with decisioning/problems-solving objectively 11a) 12a) I am results focussed. I am risk averse.

mak- 10b) I like to deal with decisionmaking/problem-solving based entirely on my subjective feelings. 11b) I am relationships focussed. 12b) I thrive on risk.

You now have a good picture of your Working Style Preferences.

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Working Style Preferences Exercise (Contd)

Now consider your current work requirements. What could you do to improve satisfaction of your working style preferences?

List down up to three Working Style Preferences on which you scored over five points and for each identify possible actions which you could take to gain more satisfaction of these. Important Preferences Possible Actions I could take

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Chapter Seven -Your Emotional Make-UpYour emotional make-up is a key issue when it comes to your Self Awareness.

People who are self-aware understand their own emotions and understand how to control them and use them positively in their dealings with others.

People who dont, tend to react versus respond to situations and tend to have blind spots about the effect they have on others. They can also be oblivious to relationship problems which stem from their emotional make-up.

It is vitally important therefore that you understand both the positive and negative aspects of your emotional make-up so that you can work on the negative aspects and fully realise the potential of your positive aspects.

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Your EMOTIONAL MAKE-UP

Start anywhere on the chart below. Join up all the words in one string of words that you feel best describe your Emotional Make-Up. Start with any word you wish. Ignore any words which dont describe you.

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List down in descending order the words you have joined up what you feel are the most descriptive at the top of the list down to the least descriptive. Use the space below.

Now summarise those aspects which you believe others respond positively to. Use no more than 25 words. - In dealing with me I believe others respond positively to...

Now summarise those aspects which you believe others respond less positively to? Use no more than 25 words? - In dealing with me I believe others respond less positively to...

What aspects do you think you most need to work on to make yourself, and others close to you, happier in your relationship with them?

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Chapter Eight -Your INTUITIVE And RATIONAL SELFWhen making decisions or solving problems we use both rationale and argument as well as our intuition. Some people use these in a balanced way, others use one more than another.

Much has been written about being in touch with your intuitive self, and being guided by intuition, as much as rational analysis and argument.

Understanding how much you use your intuition versus logic and facts can be very helpful when improving your use of Critical Judgement Skills.

When making a critical judgement about something we rarely have all the facts and sometimes our feelings get in the way. We need a balanced approach.

How balanced are you?

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Your INTUITIVE And RATIONAL SELF

When making critical decisions or solving major problems what is your inclination? Tick one or another of the two statements.

I am more inclined to: Go on gut feel. Let my instincts rule the day. Only act if I have a peace of mind about the action I am about to take. Recall the outcomes of similar events/situations and how they made me feel. Factor in these feelings. Discuss my instincts with others for verification. Listen to the subjective views of others. Check out the motivations of others giving me advice. Have the confidence to listen to my inner self

I am more inclined to: Rely on objective analysis. Challenge any instincts with facts. Disregard my feelings altogether.

Never look back.

Act on my own, given the facts.

Rely on my own objective views or purely objective views of others. Disregard the motivations of others giving me advice. Go against my inner self if the facts stack up.

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I am more inclined to: Be optimistic Be quick in my judgements of others. Be self aware of the effect I have on others. Be flexible and adaptable in my dealings with others.

I am more inclined to: Be pessimistic. Be slow in my judgements of others. Be unaware of the effect I have on others. Treat others in pretty much the way. same

Total number of ticked boxes = Total number of ticked boxes= List down up to five key words or expressions List down up to five key words or expressions which are most descriptive of you from the ticked boxes in the column above: which are most descriptive of you from the ticked boxes in the column above:

Now describe how you think you could improve your use of critical judgement ito make better decisions using both your INTUITIVE and your RATIONAL thinking abilities.

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Chapter Nine -Defining the Real YouNow review all seven exercises and in each box below summarise your findings.

MY MOST IMPORTANT PERSONAL VALUES

MY GREATEST TALENTS AND STRENGTHS

MY MOST VALUABLE INTERESTS

MY MOST IMPORTANT PHYSICAL ENVIRONMENT NEEDS

MY MOST IMPORTANT WORKING STYLE PREFERENCES

MY KEY EMOTIONAL MAKE-UP TRAITS

MY KEY INTUITIVE AND RATIONAL SELF TRAITS

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Chapter Ten -Defining Your Future SuccessImagine you have received the following letter addressed to you from an old friend whom you have not seen for 10 years. Write a letter in reply covering each bullet point. Use the process to clarify and describe your personal goals for the next 10 years.

A reply to a letter from an old friend

Dear It must be all of ten years since we last saw each other. Where does the time go? You know youre the person that I have always admired the most in my life and so I am keen to learn what has happened to you. Tell me about how those dreams of yours, which we used to talk about all the time, how have they worked out for you?

What have you achieved over the last 10 years? What are you doing now? Where are you in fulfilling your lifes plans? How do you see yourself? How do your work colleagues see you? How do your loved ones see you? How do you feel about yourself? How are you spending your time? What are your personal goals for the next 10 years of your life?

I am desperate for your news and cant wait to hear from you. Affectionately yours, Your old friend Mister Time

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My Reply
Dear Mister Time

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Chapter Eleven -Making it HappenNow review all your findings.

1. What is going to be different about your life as you pursue your future success?

2. What changes will this entail?

3. How do you plan to make these changes?

4. What will drive you to succeed?

5. How will you measure your progress?

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Other Useful Resources from my Buy and Train.Com site

Increasing Your Personal Impact

Listening Effectively

Relationship Building Skills

Identifying Your Own Influencing Style

Improving Personal Planning

Achieving Your Personal Goals

Good luck with Helping Yourself to Future Success. You comments on the book. Your comments on the book are extremely important to me so that I can plan improvements to future editions. Please use the link below to e-mail your comments to me. Many thanks. Jeremy Francis Jeremy.francis@buyandtrain.com

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