By Eric Barker Jun 14, 2017

Know what’s really interesting? Learning how Navy SEALs build mental toughness to handle deadly situations.
Know what else is really interesting? Learning how Olympic athletes deal with the pressure of competition when the entire world is watching.
Know what’s the most interesting of all? When you find out they do a lot of the same things.

“Mental Links To Excellence” is a research study of what Olympians do to prepare for their big day. And so much of it lines up with what I learned researching SEAL training and talking to former Navy SEAL Platoon Commander James Waters.
The best part is you and I can use these methods to perform better at work and in our personal lives.
Let’s find out how . . .
1. Talk positively to yourself
Your brain is always going. It’s estimated you say 300 to 1,000 words to yourself per minute. Olympic athletes and SEALs agree: those words need to be positive.
One of the Olympians said:
Immediately before the race I was thinking about trying to stay on that edge, just letting myself relax, and doing a lot of positive self-talk about what I was going to do. I just felt like we couldn’t do anything wrong. It was just up to us. I said, “There’s nothing that’s affecting us in a negative way, the only thing now is to do it, and we can do it . . . I just have to do my best.”
SEALs use the same method — and they do it in a far more terrifying scenario. How terrifying?
You’re underwater with SCUBA gear. An instructor suddenly swims up behind you. He yanks the regulator out of your mouth. You can’t breathe. Then he ties your oxygen lines in a knot.
Your brain starts screaming, “YOU ARE GOING TO DIE.” But you have to keep cool, stay underwater and follow procedure to get your gear back in working order so you can breathe again.
And this happens over and over — for 20 minutes. Welcome to the dreaded “pool comp” section of SEAL qualification.
You get 4 attempts. Why? Because you need them. Only one in five guys can do it the first time out.
The danger here is panic. And SEALs are not allowed to panic . . . even when they cannot breathe. They must think positive to keep calm and pass “pool comp.”
So how can you use this?
Got a big presentation at work coming up? Encountering obstacles? You need to remember the 3 P’s: Permanence, pervasiveness, and whether it’s personal.
Pessimists tell themselves that bad events:
Will last a long time, or forever. (“I’ll never get this done.”)
Are universal. (“You can’t trust any of those people.”)
Are their own fault. (“I’m terrible at this.”)
Optimists look at setbacks in the exact opposite way:
Bad things are temporary. (“That happens occasionally but it’s no big deal.”)
Bad things have a specific cause and aren’t universal. (“When the weather is better that won’t be a problem.”)
It’s not their fault. (“I’m good at this but today wasn’t my lucky day.”)
When talking to yourself, be an optimist, not a pessimist.
(For more on how to think positively, click here.)
Okay, so you’re talking to yourself positively. What else do Olympians and SEALs agree on when you need to be at your best?
2. Setting goals
You hear this a lot. But you probably don’t do it. Specifically, ask yourself what you need to achieve right now.
From the Olympian study:
The best athletes had clear daily goals. They knew what they wanted to accomplish each day, each workout, each sequence or interval. They were determined to accomplish these goals and focused fully on doing so.
SEALs are taught to set goals too. Sometimes really small ones, but it’s enough to keep them going when every muscle in their body is screaming for them to quit.
“With goal setting the recruits were taught to set goals in extremely short chunks. For instance, one former Navy Seal discussed how he set goals such as making it to lunch, then dinner.”
And what happened when they achieved those goals? SEALs set new ones. The focus is on always improving. Here’s former SEAL Platoon Commander, James Waters:
Eric, this gets at my point of the SEAL experience, this constant learning, constantly not being satisfied. That’s one of the interesting things about the community: you never feel like you’ve got it all figured out. If you do feel like you figured it out, you probably aren’t doing it right. If you’re not willing to learn from other people then frankly you’re not doing all you need to do to be the best operator you can possibly be. It’s a culture of constant self-improvement and constant measurement of how you’re doing. That’s a theme I think that all SEALs would agree is critical.
So how can you use this?
Ask yourself, “What do I need to do to make this presentation better?”
Write your goals down and track your progress. As Dan Pink notes in his bestselling book on motivation, Drive, nothing motivates you better than seeing progress.
(For more secrets on how to build grit — from my interview with Navy SEAL platoon commander James Waters — click here.)
You’re thinking positive and setting goals. But how do you get ready for the unexpected problems that always pop up at the last minute?
3. Practice visualization
Close your eyes. See the big challenge. Walk through every step of it. Sound silly? Maybe, but the best of the best do this a lot.
From the study of Olympians:
These athletes had very well developed imagery skills and used them daily. They used imagery to prepare themselves to get what they wanted out of training, to perfect skills within the training sessions, to make technical corrections, to imagine themselves being successful in competition, and to see themselves achieving their ultimate goal.
Again, SEALs are taught to do the same thing:
With mental rehearsal they were taught to visualize themselves succeeding in their activities and going through the motions.
So how can you use this?
Visualize that presentation. But don’t merely fantasize about being perfect and just make yourself feel good. That kills motivation:
Results indicate that one reason positive fantasies predict poor achievement is because they do not generate energy to pursue the desired future.
You want to see the problems you might encounter and visualize how you will overcome them.
Dan Coyle, the expert on expertise, says it’s an essential part of how U.S. Special Forces prepare for every dangerous mission:
…they spend the entire morning going over every possible mistake or disaster that could happen during the mission. Every possible screwup is mercilessly examined, and linked to an appropriate response: if the helicopter crash-lands, we’ll do X. If we are dropped off at the wrong spot, we’ll do Y. If we are outnumbered, we’ll do Z.
(For more lessons from top athletes on how to be the best, click here.)
You’re visualizing the big day and walking through how you’ll deal with adversity. Cool. But how do you take that to the next level like the pros do?
4. Use simulations
Visualization is great because you can do it anywhere as often as you like. But in the end you must make practice as close to the real thing as possible.
From the study of Olympians:
The best athletes made extensive use of simulation training. They approached training runs, routines, plays, or scrimmages in practice as if they were at the competition, often wearing what they would wear and preparing like they would prepare.
And SEALs didn’t just visualize either. Before the raid on Bin Laden’s compound they built full-size replicas of the location so their training would be tailored to what they would face.
Via Daniel Coyle’s excellent book The Little Book of Talent: 52 Tips for Improving Your Skills:
When U.S. Navy SEAL Team 6 mounted its May 2011 raid on Osama bin Laden’s compound in Pakistan, it prepared by constructing full-scale replicas of the compound in North Carolina and Nevada, and rehearsing for three weeks. Dozens of times the SEALs simulated the operation. Dozens of times, they created various conditions they might encounter.
Special Forces Lieutenant Colonel Mike Kenny agreed:
In Army parlance they say, “train like you fight.” Don’t screw around and say, “Okay, when it’s for real then we’ll really ramp up.” No, you need to do that now. You need to train as hard and as realistic as possible, because this notion that when it’s for real and the stakes are high, that’s when we’ll really turn it on and rise to the occasion… that’s not what happens. You will not rise to the occasion. You will sink to the lowest level of your training. It’s the truth.
So how can you use this?
How will you deal with the fear of standing in front of a big crowd when you give that presentation?
Susan Cain, author of Quiet: The Power of Introverts in a World That Can’t Stop Talking, and an introvert herself, is now a professional public speaker. How did she overcome public speaking fear?
She practiced in front of small, supportive groups to desensitize herself — she used a simulation.
From my interview with Susan:
I really had to desensitize myself to my fears of public speaking. I did that by practicing in very small, very supportive and very low-speed environments where it didn’t matter if I screwed up. And eventually you get used to the strange feeling of being looked at, which used to make me feel horrified. You become accustomed to it over time and your fear dissipates.
So Olympic athletes and Navy SEALs agree on a lot. Let’s round up what we’ve learned and see how it can work for you.
Sum up
Here’s what Olympic athletes and Navy SEALs both do to be the best and achieve mental toughness:
Talk Positively To Yourself: Remember the 3 P’s: tell yourself bad things aren’t permanent, pervasive or personal — but good things are.
Setting Goals: Know what you want to achieve. Write it down. Focus on progress.
Practice Visualization: Don’t fantasize about getting what you want but see yourself overcoming specific obstacles.
Use Simulations: Always make your practice as close to the real thing as possible.
Olympians and Navy SEALs, by definition, are the best at what they do. But the methods they use to get there are things we can all use.
And those techniques aren’t based on muscles or natural talent. They’re all about good preparation and hard work. Apply those and you can get there too.
As Ralph Waldo Emerson once said, “What lies behind us and what lies before us are tiny matters compared to what lies within us.”

By Lori Murray, Manta Contributor – May 31, 2017

Learn how to use About and FAQ pages to introduce your small business to new customers on the web.

A good website introduces your company to the world. It tells people who you are, what you offer and what you stand for. “Think of your front door as the web, and your website as your waiting room,” said Brent Comstock, founder and CEO of BCom Solutions. “Your website is your interface with the customer, and it’s just as important as your point of sale.”
As part of your website, About and FAQ pages play a key role in telling your story. They help you create a personal identity that’s dedicated to the needs of your customers.
About Page
Use your About page to provide compelling content about your business. High-quality content that’s relevant to your customers will help boost your local search results. When customers read about your brand, you want them to know there’s someone on the other side of your website who cares.
From your company’s history and philosophy to employee bios, this is an opportunity to share the personality behind your business. Be sure to include your address, phone number, business hours, map location and other contact details so it’s easy for customers to find you.
FAQ Page
Your FAQ page should be designed to take any possible friction out of a transaction. If someone buys your product and it doesn’t perform, for instance, the customer may want to know about your replacement process or how to reach sales support.
“There are many opportunities to enrich the customer experience, but if your customer has a negative experience, it goes into social media and contaminates your brand,” Comstock said. Instead, create an FAQ page that will enhance the customer experience and answer their questions on your website—before they take their concerns to other platforms.
Manta helps local customers find your small business. To learn more simple strategies that work, download our free ebook, “The Beginner’s Guide to Local Search.”

By Travis Bradberry
We’ve all said things that people interpreted much differently than we thought they would. These seemingly benign comments lead to the awful feeling that only comes when you’ve planted your foot firmly into your mouth.
Verbal slip-ups often occur because we say things without knowledge of the subtle implications they carry. Understanding these implications requires social awareness — the ability to pick up on the emotions and experiences of other people.
TalentSmart has tested the emotional intelligence (EQ) of more than a million people and discovered that social awareness is a skill in which many of us are lacking.

We lack social awareness because we’re so focused on what we’re going to say next — and how what other people are saying affects us — that we completely lose sight of other people.
This is a problem because people are complicated. You can’t hope to understand someone until you focus all of your attention in his or her direction.
The beauty of social awareness is that a few simple adjustments to what you say can vastly improve your relationships with other people.
To that end, there are some phrases that emotionally intelligent people are careful to avoid in casual conversation. The following phrases are nine of the worst offenders. You should avoid them at all costs.
1. “You look tired”
Tired people are incredibly unappealing — they have droopy eyes and messy hair, they have trouble concentrating, and they’re as grouchy as they come. Telling someone he looks tired implies all of the above and then some.
Instead say: “Is everything okay?”
Most people ask if someone is tired because they’re intending to be helpful (they want to know if the other person is okay). Instead of assuming someone’s disposition, just ask. This way, he can open up and share. More importantly, he will see you as concerned instead of rude.
2. “Wow, you’ve lost a ton of weight!”
Once again, a well-meaning comment—in this case a compliment—creates the impression that you’re being critical. Telling someone that she has lost a lot of weight suggests that she used to look fat or unattractive.
Instead say: “You look fantastic.”
This one is an easy fix. Instead of comparing how she looks now to how she used to look, just compliment her for looking great. It takes the past right out of the picture.
3. “You were too good for her anyway”
When someone severs ties with a relationship of any type, personal or professional, this comment implies he has bad taste and made a poor choice in the first place.
Instead say: “Her loss!”
This provides the same enthusiastic support and optimism without any implied criticism.
4. “You always . . .” or “You never . . .”
No one always or never does anything. People don’t see themselves as one-dimensional, so you shouldn’t attempt to define them as such. These phrases make people defensive and closed off to your message, which is a really bad thing because you likely use these phrases when you have something important to discuss.
Instead say: Simply point out what the other person did that’s a problem for you. Stick to the facts. If the frequency of the behavior is an issue, you can always say, “It seems like you do this often.” or “You do this often enough for me to notice.”
5. “You look great for your age”
Using “for your” as a qualifier always comes across as condescending and rude. No one wants to be smart for an athlete or in good shape relative to other people who are also knocking on death’s door. People simply want to be smart and fit.
Instead say: “You look great.”
This one is another easy fix. Genuine compliments don’t need qualifiers.
6. “As I said before . . .”
We all forget things from time to time. This phrase makes it sound as if you’re insulted at having to repeat yourself, which is hard on the recipient (someone who is genuinely interested in hearing your perspective).
Getting insulted over having to repeat yourself suggests that either you’re insecure or you think you’re better than everyone else (or both!). Few people who use this phrase actually feel this way.
Instead say: When you say it again, see what you can do to convey the message in a clearer and more interesting manner. This way they’ll remember what you said.
7. “Good luck”
This is a subtle one. It certainly isn’t the end of the world if you wish someone good luck, but you can do better because this phrase implies that they need luck to succeed.
Instead say: “I know you have what it takes.”
This is better than wishing her luck because suggesting that she has the skills needed to succeed provides a huge boost of confidence. You’ll stand out from everyone else who simply wishes her luck.
8. “It’s up to you” or “Whatever you want”
While you may be indifferent to the question, your opinion is important to the person asking (or else he wouldn’t have asked you in the first place).
Instead say: “I don’t have a strong opinion either way, but a couple things to consider are . . .”
When you offer an opinion (even without choosing a side), it shows that you care about the person asking.
9. “Well at least I’ve never ___”
This phrase is an aggressive way to shift attention away from your mistake by pointing out an old, likely irrelevant mistake the other person made (and one you should have forgiven her for by now).
Instead say: “I’m sorry.”
Owning up to your mistake is the best way to bring the discussion to a more rational, calm place so that you can work things out. Admitting guilt is an amazing way to prevent escalation.
Bringing it all together
In everyday conversation, it’s the little things that make all the difference. Try these suggestions out, and you’ll be amazed at the positive response you get.
Travis Bradberry is the co-author of Emotional Intelligence 2.0 and the co-founder of TalentSmart. This article originally appeared on LinkedIn.

Oh, ah… I say a few of these:

4) “You always…” or “you never…”   I definitely should stop saying these, because they’re not true

7) Good Luck      Really? Saying good luck is not something “smart” folks say? OK, I’ll try not to say it as much

8) “It’s up to you” or “Whatever you want”  Yep, this is another phase I should stop saying, because I usually say this if someone makes a decision I don’t agree with, but view it as minor. So I just say “whatever, its up to you.” I owe people a bit more than that

SH

By Steve Header

Who needs a strategy?
A product that solves a problem or addresses a concern will sell itself – who needs a strategy? This is true, provided it is the only solution being offered. That certainly can occur, but it’s an extreme rarity. Most likely there will be three, four or more companies offering a viable solution to a customer’s particular problem, which is a business opportunity for us.

If this business opportunity meets general requirements for potential revenue and margin, is an existing product or service, or is defined on a roadmap; the next question usually becomes, “how can the customer be persuaded to choose our solution over a competitor’s?” This question is the catalyst for the need for a strategy.

How common strategies are formulated
Internal to most businesses there are several approaches garnering support for a particular strategy or another. For example, it may have been heard, “we are engineering driven and are developing/promoting products that solve a problem the customer does not know he or she has.” While offering a sense of visionary prophecy, this is hardly a strategy that focuses on the average customer with an urgent need or even a current need, and possibly dictates attention to products that may never, ever, serve a customer’s need. This approach is sure to energized Marketing Communications, albeit sometimes prematurely, and demand strong Engineering, but Sales will probably relegate this type of product to the back burner and focus on lower hanging fruit – as they should.

On the flipside there is the sales driven approach. Concentration is placed on the existing portfolio, the sell what we have advocacy. Essentially the main function of Sales, and again will usually elicit the support of Marketing Communications, but this leaves Development/Lifecycle Engineering with the majority of its function supporting sales. Serving the “here and now” has short term benefits and is without question an intricate part of a healthy organization. Nonetheless, one has to wonder if viewing a strategy only from this perspective overly focuses on the present need of our business at the expense of understanding and addressing the customer’s needs and wants.

Stepping back, it is important to note that every decision ever implemented was based on a strategy to facilitate a particular outcome. Whether that strategy was a conscious thought from a thorough meeting of the minds, a subconscious indoctrination or past life experience. The point is if we do not define a strategy, one is always automatically appointed – and perhaps not the best one. Establishing not only the need for a strategy, but a well-defined strategy mandates a focus on the customer, or in other words, a market driven strategy.

Customers’ needs and wants
What do customers need and want? To some customers cost is a very high priority; subsequently, price is a large determining factor. High on the determining factor list is value add where some customers seek the best value, considering functionality, quality and price. Some may prefer visionary products or the highest possible quality or shortest lead-time, and still others will react more favorably to strong relationships, individual and corporate. It is beyond expectation that one group could properly manage all the different attributes customers seek.

Product, or overall, business management has the unique position of being immersed in and educated through experience with Sales, with Engineering, with Marketing and Marketing Communications, but not bound to any one of these functions. Its responsibilities rest in the “here and now,” the “blue sky” and the “in between.” Its perspective is not solely defined by any one internal group, but by what customers need and want, and shaped by the dynamic continuities of the market.

The eyes and ears
Should Product/ Business Management have a support role in Engineering, Sales, Marketing and Marketing Communications? Absolutely. However, more so Product/Business Management should be the eyes and ears, the “finger on the pulse” for these groups. Communicating the sentiment of the customer, information on market trends, the driving forces of the industry; and offering insight to the various functions.

It is human nature to be most receptive to people more like ourselves. By truly understanding what is motivating a customer we demonstrate these subtle similarities that can nudge a customer to prefer a bond with us and with our products and services, creating greater success for both. So instead of how can the customer be persuaded to choose our solution? The better question is, how can we be persuaded to offer the best solution to our customer? The answer – a market driven strategy.

Lucidity SBM defines itself and its services by the market driven philosophy

By Kitty French, Manta Content Editor – June 21, 2016

By Heather Harmon, Manta Marketing Manager – November 15, 2016

By Travis Bradberry May 25, 2017

Facebook Twitter LinkedIn Email

By Monica Torres

Facebook Twitter LinkedIn Email