1. Knowing rights and duties

When you train a staff, the first thing you should teach is that leaders start by knowing their rights and duties within the organization. Teach them their rights, that will give them confidence in the organization and a sense of belonging. Besides, point out their duties, what the organization expects from them, their responsibilities. Take into account that leaders will utterly fail conducting an organization unless they perceive that their work will be rewarded. Your leaders must understand that leadership requires:

• commitment
• consistency
• monitoring several activities
• ensuring excellence
• solving problems
• making suggestions
• controlling programs
• following agendas
• promoting ideas
• defending organizational values

among other things requiring constant effort and dedication. This is why it is absolutely important to convey the leaders the value they have for the organization, the importance of their work, and the reward they can receive for their work. Leaders have to demonstrate passion and dedication. Motivation and perseverance are also at the core of leadership.

Knowing their duties will also allow them to know under what conditions they will be leading the organization, what are the expected results of their leadership, what is the proper way they should develop their leadership, and what are the milestones they are fully obligated to met for their leadership to be effective, and fully approved by the organization.

It is important that leaders know what are the rewards their leadership will bring along, because they are leaders committed to the organization, and they deserve wage benefits, admission to exclusive activities of the organization, and merit distinctions, promotions, delegated authority over certain matters of the organization. Of course, always in accordance with the results of their leadership.

When training a staff to lead, the future leaders must feel that the organization trust them, that they will be respected. Conversely, training must state that the organization expects dedication and concentration from their leaders. Teaching the leaders’ rights and duties within the organization is at the core of educating for leadership, of promoting a doctrine of respect between the organization and its leaders.

2. Train leaders for success

Leadership development means that you must train leaders to continually grow and mature. Leadership is not a static concept; leadership is a dynamic, mutable, adaptative process. More than training leaders, you should train successful leaders.

Some leaders fail distinguishing between successful leadership and being a leader and feeling successful because of such status. There is a great difference between being a leader who thinks he is successful because he has reached a leader status, and being a leader who has set out to achieve things, worked hard, and has achieved his success because he conquered his goals. The later one has the right attitude. Success is not a random thing, success is achieved when one is out to reach a goal, and has managed to reach it.

If you do not want to have mediocre leaders, teach them to differentiate between what a leader is and what it means to be successful leaders. You must train leaders so that they understand that having a leadership position is not everything: having a status, an office, an appointment, maybe a team, does not mean to be a successful leader. In order to qualify as successful, a leader has to:

• Have a clear goal she wants to reach.
• Such goal comprises general and specific objectives to be achieved.
• Arrange such objectives in estimated time intervals.
• Identify the required steps to achieve each objective.
• Know limitations and obstacles, and possible solutions for overcoming them.
• A leader does not to stop, a leader does not get discouraged by adverse outcomes: leaders are perseverant, they keep going on.
• Stand firm despite attacks and impediments.
• Do not stop until he reaches the end of the goal.
• A leader, no matter victories and defeats, is carefully enough to keep the right target. No deviations are allowed.

All these steps tells us that being a leader means more than just only a status. Trying to keep leadership according to these parameters will allow the leader to achieve success in everything she undertakes.

3. Leaders stand out for their excellence

Excellence is synonymous of perfection. Often as leaders we are pleased with our accomplishments, but… are such result true accomplishments, useful for our organization, or are they just a matter of personal satisfaction?

Sometimes we count small steps as huge accomplishments in our leadership, but they are just that: small steps that give us an approximation to the path of success that we want conquer, but which rarely deserve the big spotlights we point at them. A leader has to meditate on their achievements, to ask himself whether such results were the best that he could have been done.

When you train leaders, train them to do their tasks, of course, but also train them to excel at such tasks: a leader’s results must set them apart from the non-leaders.

Excellence in leadership also means that the things a leader does attain the best possible results, and processes are carried out in the best possible way. Leaders propose the best models and the best ideas. If when we evaluate what we do we realize that there was a better way to do it, or a better idea, or that we could have done it better, then, we must realize that it was a good performance, but maybe far from an excellent performance.

When training leaders, teach them to think, analyze, evaluate and consider what are the best tasks to achieve their goals, the best path. Leaders must find joy in a work of recognized excellence.

4. Challenge them to their full potential

All human beings have a potential within, probably unknown to us, because we don’t know how to hone our skills, or how to develop them. However, when circumstances are adverse or difficult in the extreme, that is the time when our struggle to survive and overcome the problems of life lead us to discover our talents, gifts, skills and abilities. Hard times help us to realize our qualities.

When training leaders, teach them to do their best, to keep trying even when they don’t feel enough confidence in themselves, perhaps because they feel they don’t have the skills or knowledge. Demand them to do the best they can do, no matter how difficult the task, no matter how weak their self-esteem as a leader, no matter the level of difficulty. Require them to always do their best.

Demanding their best means that they necessarily will have to discover how to achieve what lies ahead, no matter how much they have to sacrifice, or how much they have to fail on the road trying to succeed. Leaders do not surrender to the challenges of their work, because leaders know how to harness energy to overcome challenges.

When you demand these things, you are challenging them. A leader says to herself: I can, I’m able to achieve it, I have the potential to attain my goals, I have the abilities, I have everything I need to do it, I will succeed and my work will be a success.

5. Discover their achievements and talents

Sometimes, leaders tend to assess more the disappointments they’ve found during their work: they tend to minimize their achievements, their true talents.

Sometimes leaders know their accomplishments and their skills to perfection, but when the organization is not aware of the leader’s capabilities the leader may feel discouraged, lacking enough motivation, because after all no one is aware of what they do, or how well they perform. This way, organizational ignorance about their leaders might devalue their work.

As a trainer you also have to highlight the importance of an organization which recognizes its leaders, specially the favorable results of their work and their capabilities and skills. Further, teach leaders how to discover other people’s talents, how to set higher goals, how to develop new skills. That is, teach them to understand that success requires continuous personal and professional improvement.

Teach them to set goals which are intended to become defined achievements, and teach them to exercise specific actions to ensure such achievements.

6. Give them tools to work

Leading is not easy. Leading requires tools. There are many ways to give tools to a leader. Now, what is a tool? A tool is a useful device or technique for a job. There are several types of tools:

Physical tools or materials. Examples: a hammer, a computer, a blackboard, depending on the type of work to do.

Cognitive tools, knowledge and expertise. This is one of the most universal tools that exist, among the first things organizations must convey to their leaders: knowledge and education concerning the areas they should know, which are closely related to their work.

Conceptual tools. One thing is to have knowledge, and another thing is to have concepts and ideas developed in terms of knowledge. If the organization manages a vision or a way of doing things in a particular or different fashion from the rest, these approaches should be transmitted to the leaders. When a leader shares the concepts of his organization, he will perform a lot better.

Strategic tools. These are made up of all the techniques, steps, procedures, and forms of work that the organization has set as parameters and standards to ensure their achievements and successes.

A lot of organizations hire unqualified personnel, which is being evaluated for performance, but which has not been taught anything about leadership, lacking useful tools, only expected to try to learn fast. This is a serious error.

Most companies prefer to hire people with experience, but very few are committed to working towards empowering inexperienced ones. The same goes for the leadership: leadership prefers to delegate responsibilities to people which have been leaders in other organizations, and the only valid option for someone to fill these positions is that his resume says that he executed the same function in other organizations and has had experience in it, for a significant period of time. This situation has its very understandable reasons, because it saves investment in staff training, effort and time. However, organizations that invest in staff training and ongoing training, have remarkable successes that remain in time.

7. Diagnose possibilities

Diagnosing involves assessing scenaries that may occur, depending on the current reality. If  you want to know what things could happen in the future, do not sit to wait for the arrival of the future. Be active. Assess the present, and analyze any data the current reality provides.

Evaluate your staff, study their behavior, habits, strengths, weaknesses, talents, values, prejudices, self-esteem. All of these factors have to be taken into account: they can turn into an impediment to progress and achieving success.

When exploring possibilities, consider good and bad possibilities, likely and unlikely scenaries, spot business risks and dangers.

Based on this concept, we can conclude that if you do not make a diagnosis, you are exposing yourself to be defeated by harmful eventualities. Protect from catastrophes by means of planning. Train your leaders to diagnose scenaries, and also to evaluate what is necessary to evaluate, to change whatever is urgent to modify, and to improve everything that has to be improved.

For more information about leadership, take a look at The 7 Attributes of Leadership.

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Leaders radiate their happiness, and convey energy rather than absorbing it. People wishing to achieve success and raising to the top must be full of positive energy, and project it to the things they do. Willpower alone is not enough; it must be accompanied by a good deal of energy to undertake new businesses and projects, and to bear any hurdles along the way. Energy, when effectively conveyed to other people, allows us to lead them positively. Leaders are, in essence, sources of energy, and people will follow a true leader if they feel enhanced, relaxed and supported by their leader’s energy.

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We should differentiate clearly between beliefs and ideas. An idea is the mental image, devoid of action, which subsequently creates the belief. The belief, in turn, is a deeply-rooted conviction which influences our behavior and is present in our decision-making process. Beliefs stem from ideas, bearing positive or negative nuances. An idea can turn into a positive belief which will help us to personal growth and self-improvement. Our problems start when ideas are limiting, creating limiting beliefs, and dangerously constraining our behavior.

Furthermore, beliefs are affected by a series of events which surround an individual and influence his ideas. These events are: cultural background, job, opinions, accumulated experience, and the circle of influence. On each of these events a person develops her own ideas which will ultimately be reflected on the beliefs she embraces.

The constant search of negative references and the mental repetition of limiting phrases such as “I’ll never make it” lead us to unconsciously adopting negative behaviors. In this context, we are subjugated by the negative suggestions that we repeat to ourselves incessantly. The only way to break free from this constraining spiral is to be aware of our power to change negative approaches. Change has to start right now.

That’s why it’s so important to have and to form positive ideas, in order to let them to turn into deep, automatic positive beliefs. In this way these positive beliefs will influence our behavior, and will lead us to a successful life, full of victories. Hence, the first sentence of this post: If we believe that we are able to do something, we’ll do it. If we believe we cannot do something, we won’t do it.

Exercises

• Repeat 5 times: “I am a positive person, I can achieve my goals and I…” (complete the phrase)
• Identify a negative idea you have. Think about how you could turn it into a positive idea.
• Meditate about your main goals right now. Are they realistic, are they attainable?
• Do you fear failure? Meditate about this: Fearing failure is natural. Everyone fails. The problem is not failure, the problem is to halt after failing. Winners, leaders keep trying, and that’s why they’re are successful and different.

A version of this post, in Spanish, can be read here.

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Leadership can be defined as the will to control processes and events, to understand what is required to focus all of the involved activities in a specific direction, and to yield the power to complete tasks and distribute resources, properly harnessing and directing the abilities of each person involved in the project. Summarizing, leadership is about control, focus, and also about effective management of people and resources.

There are two kinds of leaders:

1. Nominal Leaders: The main goal of nominal leaders is to establish, between her organization and its environment, a set of relations which allow the perfect execution of a project’s tasks. A nominal leader defines such tasks and monitors them to verify they are carried out entirely.
2. Concrete Leaders: This kind of leader expresses and represents the perspectives of her group. It might happen that the nominal leader will not properly represent or understand the emotions of her people, and under such circumstances, a concrete leader could emerge and oppose the inpetitude of the nominal leader (and even replacing her.)

This tell us a very important fact: groups follow the person which is able to quickly and clearly connect with their emotions. Leadership is, then, also an emotional journey.

Some leaders are more effective managing small groups, instead of huge organizations. Other leaders are able to inspire great masses, but are little respected by their immediate collaborators. And there is a third group of leaders, the best leaders, whose followers are everyone: masses and close collaborators.

Regardless of the cognoscitive field a leader adresses, they have several interesting characteristic which distinguish them from everybody else. The 3 most visible characteristics of leaders are:

1. They have achieved incredible success in their work and in their private lives; it’s often said about them that they have the Midas touch.
2. They seem to own an unlimited luck.
3. They are rich, and they are getting richer (even right now).

There exists a wrong belief about leadership being a hereditary, genetic issue. And some people think being a successful, real leader is a matter of luck. Nothing further from the truth. Leadership has to be built, has to be shaped, and (very important) has to be mantained. And there’s always room for improvement.

All of we are able to achieve professional success. But we have to study, we have to observe, we have to learn which are the traits of leaders and the keys for success. Obviously, success can be achieved, taught and learnt: we have to reshape a set of our behaviors, and suit them to the profile of a successful person. We have previously touched upon 3 visible traits of leaders. Now it’s time to delve into this point. And now we’ll discuss the two key traits of leaders:

Motivation

Leaders are like tireless motivation machines. Leaders are continuosly motivating themselves, and they renew their motivations easily, almost effortlessly. Leaders communicate and convey their motivation to the people around them. Leader are always motivated, and always motivating their people.

Perseverance

And motivation is the fuel for the kernel of success: perseverance. They are entrepeneurs and innovators. Generally, successful people have faced harsh beginnings. What distinguishes them is their faith in what they are doing, in what they are pursuing. Leaders believe. Leaders insist in their projects, goals and tasks. They set realistic tasks, and they fight over and over until fully completing each one of such tasks. How many times do common people abandon their startups at the first view of difficulties? How many projects are never realized just because of plain laziness? It’s in that initial moment of doubt when leaders raise above the crowd. Leaders keep going forward, because they are relentless fighters. Note that leaders are perseverant in work and effective use of their resources. Perseverance without a rational application of forces and use of resource will only lead to an utter failure.

And what’s life but a struggle against the chaotic forces of the universe? Leaders are the warriors who are able to tame those chaotic trends

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My philosophy of life is that if we make up our mind what we are going to make of our lives, then work hard toward that goal, we never lose – somehow we win out.

Ronald Reagan

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The book’s structure is lovely simple. Fifteen chapters which focus on specific management issues:

Chapter 1 – Adopt a serving attitude: Be humble, serve and love your team (but don’t let your team members to walk all over you either… balance is the key).
Chapter 2 – Teach: Management is a teaching experience. Improving your staff skills, sharing your knowledge, will yield better results. I liked the book’s suggestion about hiring people with potential, rather than focusing solely on experience.
Chapter 3 – Provide Honest and Timely Feedback: This is related to the previous chapter. You have to provide feedback to your people, both positive and negative. However, feedback is a subtle issue (you don’t want to hurt people’s feelings, or to praise them excessively)… regarding this issue, the book provides a few guidelines about how to do it right.
Chapter 4 – Share Information: What’s the point of hoarding information? You have to share information with your team in order to complete projects! This chapter points out the way.
Chapter 5 – Listen: Dedicate your attention to your people. And be an educated listener. They will trust you more easily.
Chapter 6 – Treat People Like Human Beings: They’re not machines (they’re better than machines). Put yourself in other shoes, and you’ll have a better perspective about each of the members of your team.
Chapter 7 – Set Goals, Plan and Execute: You must set the example for your group. Be logical, realistic and organized, and they will follow your approach.
Chapter 8 – Learn: Life is about learning! Don’t ever let any learning opportunity to pass you by. Take your time to read books, articles, to learn from your uppers and from your team.
Chapter 9 – Do the Right Thing: Be good. Be human. You’re not an automaton. You’re a human being. Awareness of your human condition is a key requirement for being a successful manager.
Chapter 10 – Embrace the Uncomfortable: A good manager knows how to approach those boring, complex, uncomfortable tasks. This chapter provides rationale and motivation for doing that.
Chapter 11 – Clean Up your Own House First: You set the example, and teams tend to reflect their manager’s nature. Be positive. Again, be good.
Chapter 12 – Persist: Don’t ever give up! I love a phrase from this chapter: “Don’t succumb to the pressure of those who worship the status quo. You can do better -and so can your organization“.
Chapter 13 – Do What You Say You’ll Do: Good managers complete their task. Good managers set and achieve “realistic” goals (which sometimes means saying “no” to unrealistic requests).
Chapter 14 – Always Follow Up: This chapter discusses the (oftenly overlooked) issue of following up with clients, team members, bosses, etc. Learn here how to do it right.
Chapter 15 – Plan Your Week: Planning is at the core of management. Plan for your work, and plan for yourself.

Further, the book includes 7 appendices, which summarize some ideas of the book, provide some tools for assessing your progress, and offer a few expansions to the knowledge discussed in the book. Overall, the book promotes “balance”. The language is direct. After reading this book, one acquires a lot of rich notions about “practical” (and thereby useful) aspects of management. Reading this book is a first step toward becoming a better manager.

All in all, if you wish to improve your management skills, I totally recommend this book!

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Goals and Expectations

We should not confuse goals and expectations. Goals are the concrete and positive result of a fulfilled wish, and they provide satisfaction and success. On its side, expectations are focused on the behavior that we expect from other people. Setting a goal also means directing all our efforts towards achieving the goal, combining several tasks in order to attain it. However, to have an expectation reduces to delegating our wishes to the lucky concurrence of external factors.

Therefore, setting goals helps us to empower strategies, to create effectivity and to dominate the process of achieving whatever thing we wish. Besides, our goals create new opportunities, and improve our capacity for overcoming obstacles and conquering unexpected hurdles. As we move forward and reach the little goals that we had set, we also have the feeling of walking our paths faster, with a boosted self-confidence and a diminishing desire to return to the past. By the way, when we feel little or no desire to return to the past, we can be sure that we have improved as human beings.

Goals and Dreams

As aforesaid, a difference between goals and dreams lies in the time required for reaching them. Goals are closer. Besides, motivation also establishes a notorious difference between goals and dreams. We have more immediate and realistic motivations for reaching goals. On the contrary, dreams’ motivation is typically diffuse, sometimes very unclear.

However, dreams are the ultimate fuel of life, no matter how fuzzy they may be. As life moves on, we will feel the dream, approach the dream, dream the dream… we will be continuously reshaping the dream. Dreams are, after all, made of a very malleable matter. In life, we walk towards the sun, and our sun is composed of just dreams. Every step toward such sun kills a doubt. And each of such steps is a goal.

Organizing our Goals

We have to prepare a few lists for visualizing our goals and, in general, our action and thinking paths. When we write down our goals in a list, we are defining and outlining a plan to reach the goals. We are committing ourselves to fulfilling them based on practical aspects. On the contrary, the list of dreams contains relatively remote possibilities, excepting perhaps the first or second dream. In order to reach the first dream of the list, we have to conquer a chain of goals. In short, goals are the intermediate steps required for achieving the ultimate objective of your life.

Indeed, dreams and goals are different things. Nevertheless, both are descriptions of things that we want to get. Thereby, the lists of dreams and goals are complementary, and they are intertwined for the same objectives. Remember that in order to satisfy a dream, we first have to satisfy the goals linked to such dream. These are the documents we should elaborate for visualization:

1. List of Dreams: It’s obvious. Here we include all our dreams… It doesn’t matter how absurdly improbable they seem. Include everything you want: from being immortal to buying a skyscraper.
2. List of Goals: In this list we will include, in order of preference, the different intermediate goals required to reach our desired dreams. Once we have written down our goals, we have to imagine ourselves fulfilling such goals. Use your imagination.
3. Plan of Actions: It’s the ordered and detailed description of the steps we have to follow in order to achieve the goals. We will write down the best ways for achieving them and all the guidelines that we have to follow in a progressive and adequate approach. You should think of alternative paths for the same goal… look for options… we should always have something up our sleeve.
4. Success: Do yourself a favor and define here, with simple and clear words, what success means for you. It is the ultimate achievement of desire. What do you want? Money? Family? Health? Education? Fame? Just a nice job? Tell me.

In my seminars, I often know people who think that elaborating all these documents is very easy. Indeed, they look deceptively simple. But this is the truth: they are complicated documents. Further, it’s very improbable that you can say at some point: “this document is finally done and no more modifications will be needed”. Wrong. These are very mutable documents (you may easily require years to arriving to a completely satisfactory definition of success… you will be reshaping your dreams…) Other people think that they don’t have to write anything… that all the required data is in their head. I already wrote in Choosing a Topic for your Thesis:

Don’t be like those students of Algebra who think that only reading proofs, without writing proofs, suffices to approve the final exam.

So, don’t be like the bad students. But, why these documents are not easy? It’s just because creating such documents requires a lot of introspection. They require that we know ourselves very well. If we do not know ourselves very well, the documents are a good tool for learning… but such learning is not straightforward. For the List of Dreams, you first have to sincerely recognize what your true dreams are. For the List of Goals you have to analyze your dreams, and identify the activities required for achieving them. You have to think about actors, resources and deadlines. The Plan of Actions is really hard. You have to think like a fine strategist, considering probable and improbable possibilities. You have to anticipate defeats. You have to harness victories. Regarding Success… well, you have to discover the kind of human being you are right now. However, we have to create the documents, and simply recognize that they may be imperfect… don’t worry about that. Just write.

Visualizing Goals

Here is the key: visualizing is linking ideas and facts. Once the documents are completed, we can proceed to visualization. We can also think of visualization as the process of creating a mental image of what we want to happen, as if it had already happened. How good we are on this activity depends on the level of training of our minds. Other little secret for you: as every expert in motivation knows, the previous presented documents are really so imperfect that they cannot be used as guidelines for visualization… their true purpose is untangling the mind… the questions raised by such documents are what really matter.

During visualization, we use resources stored in the brain. Our unconscious mind accumulates the experiences. Thereafter, all our systems use the unconscious data as a reference basis for conscious and unconscious behavior. There is no doubt that the speed in achieving the goals is related to the clarity and frequency of our visualizations. A clear mental image allows for our minds to detect the new opportunities and avoid dangers. This way, the unconscious’ data provide more resources and reflexes for acting.

Viewing a goal is like sending an order to the unconscious. We demmand it to release its full capacity to achieve our objectives. Unfortunately, it is not the only thing that our mind will receive. When we knock on  unconscious mind’s door, we stir it up, and it’s very probable that latent fears suddenly awake. Such negative information can seriously block the action. Although there are no scientific instruments for measuring the power of visualization, I have no doubt about the importance of mental images of success for a happy life. If our goal, for instance, is getting a promotion, and we continually think about this goal, our mind and body will act toward such wish, and we will be promoted!

We must not forget that the practice of visualization is of great help to achieve our objectives. Once you grasp the habit of constantly visualizing the goals you want to fulfill, you’ll notice that your enthusiasm and self-confidence improve. Thus, the mind remains alert and awake, to detect all possible options, and fully complete the goal. The practice of visualization is recommended for those who intend to achieve success and personal satisfaction.

Goals, as Life, are a Cycle

Finally, please notice a simple yet vital fact: a goal implies a change of state. A goal never dies, it just transforms into another goal. As life itself, a goal is not an end point… it’s a cycle, in which we are continually revisiting the extreme points and the intermediate steps.

Thanks for reading. Please, let me know your thoughts on this. Take care!

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you have to research your potential employer beforehand

…that will give you a very important lead. Get as much information as you can about the business, and also about the potential interviewers (you should research their style and attitude… that’s very important). If you know someone who has previously taken an interview in that company, talk with them about their experiences in the interview. Try to extract pure information, i.e., don’t let them to influence you (specially about the job being impossible or, on the contrary, being too easy).

1. First Approach

Remember that you have to dress with a professional look, according to the nature of the job. You are a professional… thereby each and every aspect of you must communicate that fact. Now, during the interview, take into account that Interviewers will ask questions related to their company, for example, why would you like to work for us? They may ask you about your opinion on the company’s products or history. Typically, this information is available on the company’s website, and by knowing it you demonstrate a genuine interest for the job.

2. Virtues and Limitations

Talk about your virtues, but not excessively. In this regards apply balance and good sense. Answer this question presenting your virtues in the context of the requirements of the job you’re applying to, with a clear and concise language. However, other almost granted question they will do is about your defects, thereby you must also be prepared to answer that. Furthermore, the interviewer may ask about your abilities and limitations: prepare an answer beforehand in order to allow you to present your defects as a new opportunity for keep improving.

3. Expect the Unexpected

You have to be ready for anything… a group interview, a forum about some specific problem of the company, a written exam, and so on. Carry any material you think you may need: think of the interview as your first day of work.

When entering to the interview, greet to your interviewer with a smile. Visual contact must also be direct and firm (but not exceedingly). Remember that, no matter the circumstances, you have to act formally instead of dared or zany (refer to your interviewer using his title… Dr., Mr., Engineer, etc.), unless they demand you to treat them informally (but that’s relatively rare; read point 6. Be on the alert). Listen to your interviewer very carefully. Sometimes the applicants are so focused in the things they want to say that forget what they are really being asked about. No answer is good if it does not truly answer the matter asked about.

4. Language

Be careful about the expressions and style you use to communicate your ideas. Don’t use inadequate, informal or excessively colloquial phrases.

5. Gestures

Be careful with your corporal language too. A firm handshake transmit self-confidence. A good posture also reflects confidence. Don’t act disturbed or nervous. Lean sligthly towards your interviewer in order to show interest in his words.

6. Be on the alert

Expert interviewers know human nature very well. An expert interviewer will quickly create a relaxed and trusting atmosphere for you, in order to expose your real behavior and ideas. However, never forget that he is there evaluating you, so no matter the confidence and comradeship he shows, you must always act as a professional. Novice interviewers, on the contrary, often act very arrogantly… fight off their arrogance by showing yourself relaxed and breezy (never answer the interviewer’s arrogance with more arrogance!).

7. Keep your moral high

Regarding this point, I recommend reading the posts The Winner’s Mind and The 7 Attributes of Leadership.

8. Secrets of a Critical Thinking Interviewer

Finally, good interviewers know how to distinguish good prospects from bad ones. They know that two people with the same job title may differ in at least one of the following ways:

• ability to perform the work
• interest in the work
• experience with similar applications
• experience with similar tools
• experience with similar techniques
• experience with similar working environment
• training
• ability to communicate with others
• ability to share responsibility with others
• management skills

Each of these characteristics can affect an individual’s ability to perform productively. These variations help to explain why one employee can complete a particular chore in a day, whereas another requires a week. The differences can be critical, not only to schedule estimation, but also to the entire success of the company’s projects. An expert interviewer knows that.

I wish you good luck on your interview and hope that you get the job!

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But intelligence has to be applied well. To win or to lose is the result of myriad events, most of which escape our control. And no matter how much importance we concede to time, we cannot control it. Time continues its eternal walk, indifferent to us little humans. However, when we develop and fortify our self-confidence, we understand that time only rules over the external aspect of life. And we get to know the imperishable truth that lies inside us. Our mind awakens. Our interior life does not know about yesterday or tomorrow… about old or young things… Inside us, we only know about the Now. Now that was, is and will be.

Of course we have to know how to manage our external activities well. Time is gold, and we are a duality: external and internal. But the external side cannot conquer the internal one. The wealth of human experience is eternal, free of time effects. Everything good lives inside us… it has not died, it has not vanished, it has not been wasted away. Love is eternal. Live your Time.

“That time is short and it doesn’t return again. It is slipping away while I write this and while you read it, and the monosyllable of the clock is Loss, loss, loss unless you devote your heart to its opposition.” – The Glass Menagerie (Tennessee Williams).

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Seeing the list of billonaires, people tend to ask themselves about how did the guys in the list become so wealthy? For some people, such question only triggers envy. Thereafter they release their imaginations, and more often than not, fall prey to bad sense… they initiate a harmful monologue, attributing every member of the wealth rankings with some weird, defaming twist “perhaps he achieved richness by exploiting his workers and other people”, or “perhaps evaded taxes”, and other similarly negative and envious thoughts. Every man has his own quirks and twists. Nevertheless, during the time that the envious person is wasting by unfruitfully thinking of others, the rich people is likely thinking of how to become rich or even richer. And surely even at the expense of them all, because while the losers are filling up their minds with lot of stupidities, the rich guys are thinking about how to convince us to purchase their goods or services; that way, they become even richer.

As aforesaid, to become rich is not an unattainable goal, but we have to realize that it’s not an easy goal either… it’s a difficult goal, indeed. But it frequently happens that we are mentally entrapped in a fake duality: easy vs difficult. This may lead some to sustain the following wrong thesis: “Why should I burden myself with such huge task at this time of my life… perhaps I’m just too old for this.” Conversely, youngsters would say “I have plenty of time for that, and if I’m going to be rich it simply will happen… time will say.” Unfortunately, this situates us in other popular and dangerous frame: to settle for an unambitious life…. that is, to keep a monotonous and routinary life, day by day. That’s not the mind of winners.

In order to be rich, we have to forget about all these poor thoughts, and start enriching our minds right now, no matter what our current age or financial condition is. The only prerequisite is to set the right goals and, little by little, to build the basis of what can be a golden castle. For instance, Warren Buffett, the richest man in the world, with an estimated net worth of US$ 62 billions, and 77 years old, is an American investor, expert in stock markets. I’m sure his goal was not to be the richest person in the world, but to succeed in his work with passion. He followed and improved his masters’ advices and lessons, including his father’s, persevered, and now he has the privilege of topping the list of world’s billonaries.

We also know Hiroshi Yamauchi, 80 years old and former president of Nintendo (he’s still Nintendo’s larger shareholder despite stepping down), and currently is the richest man in Japan. He holds a fortune of about 7.8 US$ billions, in a country relatively small in territorial terms, but relatively big in demographics, culture and passion for work. Perhaps we could think that becoming rich requires a lot of time, and you’d only see the fruits when reaching an advanced age, after spending all your life working. Not necessarily. Age is not a mandatory term in the wealth’s equation: Facebook’s founder, Mark Zuckerberg, is only 24 years old, and already has a net worth of US$ 1.5 billions.

Wealth is like love… any age is good for opening our hearts to love… and any age is good for opening our minds to richness. We could start by reading this entry on the mind of the winners. We only need motivation and perseverance. It’s nice to pursue the goal of monetary, material richness… you will be rich. But those who know how to love nature and mankind are even richer.

So long. Be happy

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