Everyday we are surrounded by processes and things designed to make our lie simpler however somehow it always becomes more complex. In a book The Artist’s Way at Work – Riding the Dragon –  12 Weeks to Creative Freedom by Mark Bryan, Julia Cameron and Catherine Allen published by William Morrow and Company, NY, 1998 a process is described how you turn your life towards the simpler version. It all starts with what is important to you, why do you get up and after having your basic needs what is important to you and why. The 12 weeks has a connection to riding the Dragon which is a metaphor for both looking inwards and soaring in the sky. The process involves some ups and downs and it helps a person figure out what is important in their life and set about making those aspects the focus of your life. Along the way you will may have to be creative to figure out how you will do those aspects first. Most of our lives have ups and downs ideally there are more ups than downs, but we all have to learn to prioritize particularly in the down times.

Linking to dividend paying stocks, if our lives go up and down through cycles so does the stocks market. The easy times is to buy a company stock and see it rise, the hardest aspect is to see it fall and not rise for a extend period of time. If the company’s stock falls but the company is paying a dividend, the upside is  the yield rises and it is easy to justify keeping the stock.

When governments decide to go to war, they send in the special forces first and there are many stories of battles. Remembering they have guns with bullets and so does the other side or people lose their lives. In a book written by Mark Owen titled No Hero – the Evolution of a Navy Seal, published by Dutton part of the Penguin Group, New York, 2014, Mr. Owen focuses on the preparation needed to do a successful mission for the SEALS and something many of us non seals can learn. Mr. Owen writes there is no secret sauce – but there is hard work, dedication and drive. The reality is that SEALs do not think of themselves as special. We simply try to do the most basic tasks extraordinarily well.

One of the best leaders I know used to challenge his junior guys to be engaged and part of the team. At what level are you willing to participate, he would ask. All in, all the time was the only acceptable answer.

When the other side shoots real bullets, you have to trust you life to your team. Trust is built slowly through the character of the person, their leadership and being calm to make good decisions in battle. In battle the team is more important than the person, however it is expected not to accept anything but the best for everyone. Everyone works for the team and does their best all the time, then trust will be built.

One of the ways trust is easily broken is how are decisions made, Are decisions made from the top down or bottom up? The answer tends to build or not build trust quickly. If it is top down, although the people at the top have shown they made good decisions in the past, sometimes other reasons will go into their decision making. If you make it bottom up – many of the same visuals the top leaders has is shown to all and decisions will be made relating to getting in and out minimizing the risks.

The SEALs have a debrief or communication or After Action Review (AAR) after every mission. The group gathers and the purpose of the AAR is to teach the lessons to be learnt from the mission. Everyone talks about the mission what was good, what needed improvement, egos are left at the door and everyone needs to take hones criticism. For the SEALs the checklist is Mission Planning; Infil; Actions on the Objective; Tactical Questioning; Exfil; Communications; Intel; and HQ. Everyone is free to talk and encouraged to speak up and offer suggestions for improvements.

The benefits of the exercise is it eliminated any infighting. Everyone has a chance to say their piece and air any concerns. The issues were brought forward and some of the solutions require thinking outside of the box or finding a better way next time. The ability to communicate with complete openness and honestly solved the big and small problems. For the individual the lessons are learned to make the team better and it is not about the individual. Everyone makes mistakes and everyone can learn their mistakes. the team improves.

In the book, the SEALs use the technology and the backup of the military. Information from drones to watch for patterns which most of do. We all tend to follow patterns, for example, we like to sleep inside as opposed to outside. This means lights are usually off when we sleep. We tend to take our shoes off when we sleep. These are clues for patterns and decision making.

Linking to dividend paying stocks, trust and communication are always difficult, if you think about your reviews over the years these two issues came up the most to be improved. We are humans which means some see the big picture, some see the smaller picture and some see the in-between and how they come together will define how the team functions. For stock picking you are focusing on the senior management team.

There are more questions than answers, till the next time – to raising questions.

When governments decide to go to war, they send in the special forces first and there are many stories of battles. Remembering they have guns with bullets and so does the other side or people lose their lives. In a book written by Mark Owen titled No Hero – the Evolution of a Navy Seal, published by Dutton part of the Penguin Group, New York, 2014, Mr. Owen focuses on the preparation needed to do a successful mission for the SEALS and something many of us non seals can learn. Mr. Owen writes there is no secret sauce – but there is hard work, dedication and drive. The reality is that SEALs do not think of themselves as special. We simply try to do the most basic tasks extraordinarily well.

One of the best leaders I know used to challenge his junior guys to be engaged and part of the team. At what level are you willing to participate, he would ask. All in, all the time was the only acceptable answer.

In Mr. Owen’s book which you can read as a management book to achieve success you will need purpose, confidence, handing fear, stress, trust, and communication. Some of the other topics are related to actions of war, but for most of us if we make an error people still live. On the front lines, mistakes costs lives – therefore there is a high degree of preparation and use of available technology and training to minimize lives lost.

For SEALs purpose is easily defined with a very tough barrier of entry, this barrier to entry makes everyone who tries needing to have a purpose why they should be called one of the best. For most companies, the barrier to entry is reasonably low and the company and individual need to find their fit. This is when confidence is needed. There should be some tests or accomplishments which allow you to have confidence in your job, the company and looking forward to the future.

Mr. Owen has a story about confidence and your three foot world or you might say your cubicle or workspace area. Mr. Owen’s example is both rock climbing (concentrate on what you can do or within your 3 foot world) and parachuting. Although the tips of always be aware are useful, more useful is the walk through. If you walk through before you actually put your gear on, you will be more ready. If you are more ready, you will be able to make better decisions and able to control what you can. Preparation is the key before jumping.

In combat with real bullets flying about there is plenty of stress, however the process is always the same. In combat the idea is to keep things as simple as possible. Assess what is there, not what should be but assess the situation, prioritize it and break it down to smaller tasks which you can accomplish or eliminate or fix immediately. Through constant practice, repetition and experience the process will feel like an instinct and when that happens everything starts slowing down.

.Linking to dividend paying stocks, when you examine the management team you are looking to see if they are working together and not fighting for the top spot. Many organizations falter when two or more fight for the top spot – how does the person gets his team working together or do they?

There are more questions than answers, till the next time – to raising questions.

When governments decide to go to war, they send in the special forces first and there are many stories of battles. Remembering they have guns with bullets and so does the other side or people lose their lives. In a book written by Mark Owen titled No Hero – the Evolution of a Navy Seal, published by Dutton part of the Penguin Group, New York, 2014, Mr. Owen focuses on the preparation needed to do a successful mission for the SEALS and something many of us non seals can learn. Mr. Owen writes there is no secret sauce – but there is hard work, dedication and drive. The reality is that SEALs do not think of themselves as special. We simply try to do the most basic tasks extraordinarily well.

One of the best leaders I know used to challenge his junior guys to be engaged and part of the team. At what level are you willing to participate, he would ask. All in, all the time was the only acceptable answer.

The team learned how to excel. Excelling means communicating with each other, testing, listening, studying and teaching day in day out, year after year. Part of the process was letting others call you on your mistakes. In this fashion everyone is examining the decisions made during the mission and learning from your mistakes so that the team can be effectively as possible. The debrief becomes almost as important as the mission because you can out alive. Does your team at work do this? do you?

Linking to dividend paying stocks, in Mr. Owen’s book he stresses doing the simple things and understanding the most basic principles perfectly in order to execute them. If you do it you will always be ahead of someone who lacks the fundamentals. The fundamentals of the market is to make money in the market investing in profitable stocks which pay a dividend is going to allow you to be ahead in the long run. There will always be many theories how to beat the market and every one will work in one instance, most will not work outside that one special circumstance. Investing in profitable stocks works throughout the years.

There are more questions than answers, till the next time – to raising questions.

In everyone’s life, there will be some people and companies you like better than others. There are many reasons but if we take it for a given, in terms of relationship building people do business with people they like. To discuss what likability is and how you can do better in it, Michelle Lederman wrote The 11 Laws of Likability published by American Management Association, NY, 2012. How do you ensure there are true win-win situations and you will hopefully note the laws can be applied to life in general.

Law 8 – The Law of Mood Memory

People tend to remember how you said something rather than what you said or you should be in a good mood. The mood is seen through your words – try to positive frame your words; your body language tells a story – eye contact, smiling, posture, reaction to what people say and leave the person feeling good.

Law 9 – The Law of Familiarity

People feel comfortable with who and what they know. Send cards – congratulations which increases familiarity and the positive mood memory you are associated with. Use social media and send notes. Remember the idea is to be in the person’s circle not in their face.

Law 10 – The Law of Giving

Think what can I do for you? There are extraordinary value in doing things because you want to, not because you expect anything in return. Giving creates value. Remember what goes around, comes around.

Law 11 – The Law of Patience

Sometimes patience is a virtue, sometimes you wish it would come faster. Learning to give it time, things will happen. If you are baking a cake turning up the temperature does not make it bake faster. It takes time. Patience to find similarities, to build relationships, to establish trust and to create familiarity. Many relationships evolve over time. Have patience.

Linking to dividend paying stocks, having patience means to look at the dividend first and the capital gain will come. As long as the dividend is easily payable the company is profitable which means the stock price will go up. Having the dividend allows for the markets to go up and down and you be rewarded.

There are more questions than answers, till the next time – to raising questions.

In everyone’s life, there will be some people and companies you like better than others. There are many reasons but if we take it for a given, in terms of relationship building people do business with people they like. To discuss what likability is and how you can do better in it, Michelle Lederman wrote The 11 Laws of Likability published by American Management Association, NY, 2012. How do you ensure there are true win-win situations and you will hopefully note the laws can be applied to life in general.

Law 4 – The Law of Energy

Energy or the vibe you give off is derived from your natural personality and your actual mood at the moment. The key is not to be the happiest person in the room, but the most sincere. Learning how to put out the right energy at the right time in the right place and doing is authentically is a fundamental part of effectively connecting with others.

Law 5 – The Law of Curiosity

Curiosity may have killed the cat, but it has never killed a conversation. Showing genuine curiosity about a person’s job, life, interests, opinions or needs is a great way to start a conversation, keep it going and create connections.

Remember love to talk, you just need to know how to get them going. A good conversation involves give and take; it is an exchange in which two people are genuinely engaged, listening, responding and connecting to each other. Start with the general and once it gets going the subject can flow into the next one and next one.

Start with open-ended questions or those that require an answer longer than yes or no. Use probing questions and remember your goal is discover what you have in common and what value you might bring to that person. The broad headlines are pose a hypothetical, seek advice, compliment. Be curious but do not be a stalker.

Law 6 – The Law of Listening

We have 2 ears and one mouth, listening should be easy. it is not. Listening is not a passive activity. It takes energy and concentration to focus on what people are saying and what they mean by it and not to just hear what you think they mean by it or what you want them to mean by it. Listening is a skill which needs constant working on.

Law 7 – The Law of Similarity

People like people who are like them. Realizing we share a connection with someone else put us at ease and opens the door to discovering further things you have in common which builds greater relationships. People trust the sources they know best.

Linking to dividend paying stocks, whether in life or investing being curious is a great thing. While companies which pay dividends have a great track record of continuing to pay them, you have to be curious because the internet has changed companies business models and if they do not respond, those profits will shrink putting the dividend at risk. The curious person keeps track of the broad goings on in the world.

There are more questions than answers, till the next time – to raising questions.

In everyone’s life, there will be some people and companies you like better than others. There are many reasons but if we take it for a given, in terms of relationship building people do business with people they like. To discuss what likability is and how you can do better in it, Michelle Lederman wrote The 11 Laws of Likability published by American Management Association, NY, 2012. How do you ensure there are true win-win situations and you will hopefully note the laws can be applied to life in general.

Law 1 – The Law of Authenticity

Each of us are unique or individuals, when we meet other people – that is what others are looking for. For many, as someone gets promoted they feel they need to act as it seems a successful person in my position would, which can be stressful if you do not include the parts that make you the individual you are. Authenticity is who you are – your honest reactions, your natural energy. Sharing what is real about you is the key to building real relationships with others. When you show your authentic self, people will respond in kind, laying the bedrock for mutual understanding. connections and growth.

How to be authentic – do not try, just be. Cultivate the connections that you want to have, not the ones you think you should have. Build relationships with the people you enjoy, If you have to deal with people you do not like, try to find the good in them, hopefully they are in a position because they do something good.

Law 2 – The Law of Self-Image

The first step is when you look in the mirror, do you like you? Perception is reality, and self-image is self-perception. Focus on what you can do, not on what you can’t do or Ack! I can’t do this to Yes it is going to be difficult but I know I am capable of it and it will get done!

There is an expression – Fake it till you make it. The expression in reality is Fake it till you make it real. The idea is stretching your comfort zone till it becomes the new normal. The first time you do something you may or may not know, if you fake it till you learn it, you are living the expression.

Law 3 – The Law of Perception

We all make first impressions, it would be hard to function without doing it. This law says it is easier to make a good first impression than to change a bad one. There are a number of reasons why make the first impression – different styles, inconsistent communication and self-doubt. Remember Total Liking – 7% verbal plus 38% vocal plus 55% facial. The words you have spoken mean little if your body is not backing it up. You need to be consistent and have an open mind.

Linking to dividend paying stocks, there are many to choose from, some you will like more than others. We all have a rating system why pick A instead B, that is natural and there is nothing wrong with it. Just remember with likability of a person, you will have biases, often that can be offset with a diversified portfolio. If you are picking dividend paying stocks there are few wrong picks and many good returns.

There are more questions than answers, till the next time – to raising questions.

There is an old saying about advertising – 50% works, 50% does not, the problem is no one knows which 50% works. In the book The Manipulators by Jeffery Robinson published by Simon & Schuster, London 1998, Mr. Robinson looks at the 50% that should be working.

In all retail environments, sales reports are generated and those items which seem to be not selling need to be fixed. Sometimes it is because the item is on a narrow item which means if the store is busy people may not stop and check it out. Moving the item to a different location fixes the problem. Logistics is often a obvious solution but it is overlooked. Logistics means looking at the location of the lines leading to the cash register what does it block? what impulse items does it enhance?  A simple example is at one store they catered to teenagers, but the racks were higher than average teenager could assess? lowering the racks resulted in higher sales. In terms of displaying items, how do customers approach the shelves – straight or from an angle? could the product be turned to result in higher sales?

Advertising has 2 prime objectives – one is to increase the number of customers who will buy the product and the second is to increase the amount of product those customers will buy. If we buy what we need, watching and understanding how people act the way they do, changing the behaviour can lead to more sales. For example, most people turn right, this means the displays on the right will do better. In the airport waiting area – people will walk across the aisle for food, they will not walk for a magazine. Next time you are in the airport look what is on both sides of the aisle.

Linking to dividend paying stocks, there are a wide variety of methods which companies try to understand people who will buy their products. No one has figure out everything yet but the methods to capture data increase every year. Those that pay more attention to targeting ads on the internet see it more often. While most of us tend to be interested in a few subjects, it does mean the focus of your ads is very narrow indeed. What that mean in the future is an unknown.

There are more questions than answers, till the next time – to raising questions.

There is an old saying about advertising – 50% works, 50% does not, the problem is no one knows which 50% works. In the book The Manipulators by Jeffery Robinson published by Simon & Schuster, London 1998, Mr. Robinson looks at the 50% that should be working. Advertising is more of an art than science, but over the years billions of data have been gathered and analyzed to make it more of a science. When it works it is like magic, when it does not work it is seemingly easy to see why, but those ads still get made. The goal of advertising is for you to buy something, but why are we buying is the reason why the ads should work or work better. The searching for the why leads to understanding how emotions work and the brain works and crafting the message to it. Companies often focus their marketing efforts around their advertising spend whatever they can to tell us what the product is and what it will do for us. They are betting that once informed we will make a rational judgement to buy or not to buy. How are rational our judgement is becomes another matter. Most of the time we buy on emotion, justify on fact afterwards.  What is more most of the time we are not buying goods or services, we are buying solutions that we hope will suit us.

Many of us shop at supermarkets and that is where the theory meets the practice very well. The average person tends to buy 2 or 3% of what is in the store, the makers of the products need to use every technique in the book to make you pick their product. The average supermarket carries about 20,000 items, each of the products has been packaged, advertised and displayed for you to buy it. This translates to a 60% of the purchases at the supermarket tend to be impulse buys. This means there is a reason why stores need you to walk around it and the basics are in the 4 corners. The aisles are set up purposely to encourage this and grouped around family of products. On your list is a basic food, shelved near by is many other choices which are related to your basic food choice. You are thinking as long as I buying the basic, maybe I will pick up something related to the item.

On the best shelves are those with the biggest margins which encourages greater turnover. The shelf is at eye level for the normal person. The items closest to the floor have the lowest turnover. Research has shown our eyes tend to move vertically first going up, then down. The exception to the rule is when a company has given the company money to be placed in a better location. Another rule is shelves must be kept full, few people will buy the last item, but a full shelf is a great temptation.

Some products while seemingly for adults are for kids and the companies attempt to ensure the kids will demand the item while the parents are shopping.  The lighting is soft lighting, the stores are air-conditioned, there are impulse items at the cashier and a host of other things designed for you to spend more than you had planned to spend.

Linking to dividend paying stocks, many of the companies which pay dividends over the years are to be found in the supermarket which means the companies are getting it right more often. While grocery shopping can be a chore, once in while look around to see how the companies are trying to encourage you to buy their products. All the products have been designed by somebody who wants you to buy, which of them did not get it right and what would you do to change it?

There are more questions than answers, till the next time – to raising questions.