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We all have a money blueprint. We are born with one. People's money habits tend to be very much like those of their parents and their parents before them. The problem is that:

"97% of all people live and die without learning how to earn money. Their poverty consciousness is passed on from one generation to the next."
Bob Proctor

I hear you ask "97%?" and the answer is yes. Look at it another way - 3% of the world's population earn 97% of its wealth.

However, our money blueprint also develops as a consequence of the interaction we have with our environment. Things that we hear, see, touch and smell that have monetary associations, especially when we are growing up and at our most impressionable, will have a lasting impact on us. The influence our up-bringing has on us is profound and, at the same time, it can be quite subtle for if you lack awareness then you may not understand how your money blueprint is actually making you richer or poorer.

Your inner-world creates your outer-world. So to see whether you have a wealth or poverty consciousness you only have to look at your:

1. Physical health
2. Bank account
3. Social life

Money cannot stay with a person who has a poverty consciousness and vice versa. I was listening to a teleconference the other day and the subject of lottery winners came up. It is a well-known phenomenon that many lottery winners soon lose all their money and sometimes end up more impoverished than before their windfall. They often lament that winning the lottery actually ruined their lives. One of the speakers said:

"They won a million dollars but they were not a millionaire."

How true! And here's the paradox - you have first to be a millionaire in your mind before you will be able to hold onto a million dollars. You have to develop a millionaire mindset if you want to become a millionaire or a billionaire mindset if you want to become a billionaire!

So what does your health, bank statements and social life say about your financial mindset?

Imagine you were preparing to build your ideal house. You instruct an architect who presents you with a set of plans. Unfortunately, the plans are not at all what you had in mind. Would you go ahead and build the house anyway hoping that somehow the builders would miraculously be able to follow these plans and still come up with your ideal house. Of course not! Until you change those architectural blueprints so that they are congruent with the image you have of your ideal home you will never be able to construct your ideal home. Similarly, until you alter your money blueprint, the level of income you earn will not change significantly.

So if your financial mindset is programmed for you to earn $100,000 per year and you are a commissioned salesperson then, on average that's how much you will earn. You may have a few months where you may far exceed your average income but your money blueprint will assert itself so that you end up earning $100,000. If you earn a salary rather than a commission, unless you change your wealth mindset, it's unlikely you will consider doing a job that will pay you $150,000 even though such a job could be well within your capabilities.

Many years ago Bob Proctor was delivering a seminar to a group of insurance agents. He suggested that anyone of them could write $500,000 in business in a year. They thought he was nuts and that he certainly didn't know anything about the insurance business.

During a break one agent, Dan Slovan, challenged Proctor and said that there were 20,000 agents in the company and in 100 years no one had ever written $500,000 in business. Proctor calmly told him:

"Well then you can be the first."

Slovan looked at Proctor incredulously and he was far from done with his objections. Proctor had told them that they could achieve this in a year and so Slovan reminded him that it was now August.

"Well, then it won't take you as long to do it. Don, if you can see yourself as a $5,000,000 producer and you get emotionally involved with that idea. You turn it over to your sub-conscious mind I guarantee that you will act differently and what you attract to you will be quite different. You'll do it."

Well, something Proctor said resonated with Slovan. He closed the year with just over $6,000,000 worth in business and guess what? When he crossed that imaginary threshold there was a string of fellow salesmen that followed. The income targets that were achievable had been forever changed in the minds of these salespeople.

So do you have a money blueprint that will support you in achieving your financial goals? If not, start the work on your inner-self first and riches will follow.

Article Source: http://www.ArticleStreet.com/

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Sure, you could measure the rather narrow results achieved by tactical subsets of your public relations program like special events, brochures, broadcast plugs or press releases. On the other hand, you as a business, non-profit or association manager might better measure the results of your strategic efforts to alter individual perception among your key outside audiences leading to changed behaviors, which then help you achieve your managerial objectives.

I mean, can we agree that managers MUST plan to do something positive about the behaviors of those important external audiences of theirs that most affect their operation?

And especially so when they persuade those key outside folks to their way of thinking by helping to move them to take actions that allow their department, division or subsidiary to succeed?

But it takes more than good intentions for any manager to alter individual, key-audience perception leading to changed behaviors, something of profound importance to ALL business, non-profit and association managers.

He or she needs a plan dedicated to getting every member of the public relations team working towards the same external audience behaviors which insures that the organization’s public relations effort stays sharply focused.

The plan could be based on a foundation that looks like this: people act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to-desired-action the very people whose behaviors affect the organization the most, the public relations mission is accomplished.

Results can materialize faster than you might suspect.For example, bounces in showroom visits; new proposals for strategic alliances and joint ventures; customers making repeat purchases; prospects starting to work with them;membership applications on the rise, and capital givers or specifying sources looking their way.

Watch the real performers at work. They find out whoamong their key external audiences is behaving in ways that help or hinder the achievement of their objectives. Then, they list them according to how severely their behaviors affect their organization.

Next they must determine how most members of that key outside audience perceive the organization. If the resources to pay for what could be costly professional survey counsel aren’t there, Ms. or Mr. manager and his or her PR colleagues will have to monitor those perceptions themselves. Actually, the PR folks should already be quite familiar with how to gather and assess perception and behavior data.

Doing so means meeting with members of that outside audience and asking questions like “Are you familiar with our services or products?” “Have you ever had contact with anyone from our organization? Was it a satisfactory experience?” And if you are that manager, you must be sensitive to negative statements, especially evasive or hesitant replies. Watch carefully for false assumptions, untruths, misconceptions, inaccuracies and potentially damaging rumors. When you find such, you will need to take steps to correct them, as they inevitably lead to negative behaviors.

Now comes the challenge of selecting the specific perception to be altered which then becomes your public relations goal. You obviously want to correct those untruths, inaccuracies, misconceptions or false assumptions.

The core reality of the whole drill is that a PR goal without a strategy to show you how to get there, is like corned beef and cabbage without the cabbage. It’s justnot the same. So, as you select one of three strategies (especially constructed to create perception or opinion where there may be none, or change or reinforce it,) what you must do is insure that the goal and its strategy match each other. You wouldn’t want to select “change existing perception” when current perception is just right suggesting a “reinforce” strategy.

Now the time has come when you must create a compelling message carefully constructed to alter your key target audience’s perception, as specified by your public relations goal.

Remember that you can always combine your corrective message with another news announcement or presentation which may give it more credibility by downplaying the apparent need for such a correction.

The content of the message must be compelling and quite clear about what perception needs clarification or correction, and why. Naturally you must be truthful and your position logically explained and believable if it is to hold the attention of members of that target audience, and actually move perception in your direction.

Occasionally, folks in the PR business will allude to the communications tactics necessary to move your message to the attention of that key external audience, as “beasts of burden” because they must carry your persuasive new thoughts to the eyes and ears of those important outside people.

Luckily, there is a wide choice because the list of tactics is lengthy. It includes letters-to-the-editor, brochures, press releases and speeches. Or, you might choose radio and newspaper interviews, personal contacts, facility tours or customer briefings. There are scores available and the only selection requirement is that the communications tactics you choose have a record of reaching people just like the members of your key target audience.

Of course, you can always move things along by adding more communications tactics, AND by increasing their frequencies.

Right about now, the subject of progress reports will arise,but you will already be hard at work remonitoring perceptions among your target audience members to test the effectiveness of your communications tactics. Using questions similar to those used during your earlier monitoring session, you’ll now be on sharp alert for signs that audience perceptions are beginning to move in your general direction.

Throughout, keep your eye on the core of this approach: persuade your most important outside audiences with the greatest impacts on your organization to your way of thinking. Then move them to take actions that help your department, division or subsidiary prevail.

Thus, instead of measuring the rather narrow results achieved by the tactical subsets of your public relations program like special events, brochures, broadcast plugs or press releases, you will have discovered the only true measure of public relations: the results of your strategic efforts to alter individual perception among your key outside audiences leading to changed behaviors, helping you achieve your managerial objectives.

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I've felt for a long time that the masses have the wrong approach when it comes to work and play. People generally play their time off around their work and many work themselves to a point where their efficiency, creativity and productivity are at an all time low, not to mention their health, before finally conceding that they needed to take some time off to recharge their batteries. This means that time off is often not fully optimised.

However, the more I studied successful people the more I realised that they had a very different approach. First of all successful people do what they love and because of this they are naturally more energetic. I was listening to a presentation by Dr John Demartini recently. He said that he has over 400 speaking engagements this year. Yes, he has more speaking engagements than there are days in a year but he absolutely loves what he does. Work to Dr Demartini, and others like him, is play.

Yet successful people still regularly schedule time off to relax, spend time with family and friends, experience new adventures, reflect and contemplate, etc. The thing is that they tend to schedule their work around their play.

Peter Thomson, the UK's leading strategist on business and personal growth advises:

"Always book the 'time off' before you book the 'time on'."

Life is not just about hard work. Life is also meant to be enjoyed. What you gain through taking regular time off is immeasurable. Benefits include improved health and well being and also increased profitability.

With improved health and vitality you are better able to perform in your business and your efficiency increases. When you allow yourself to have regular breaks your thinking becomes clearer and you become a better strategist. This is far better for long term sustainability rather than being a tactician. It is the difference between working to a long term vision and plan and working on a day-to-day basis to put out fires. Time off work also allows your creativity to develop. But how does having more time off improve your bottom line, your profitability?

Have you ever noticed how your productivity increases just prior to going on holiday? There are things which have to be done and you pull out the stops in order to complete them. There are some individuals who confess to not having a holiday in years. Can you imagine that? It's like being caught in a rut. Now, also imagine how your productivity would increase if you were to schedule regular breaks? Here's how your working ethic would change. You would:

1. Be better organised,
2. Discover you had more energy for work,
3. Be more efficient in how you work,
4. Better prioritise your workload,
5. Work smarter instead of harder,
6. Get more done in less time, i.e. be more productive, and
7. Discover more creative ways to solve work problems.

You would also discover ways in which you could earn the same amount of money in a shorter space of time and you would develop streams of passive or residual income so that you were earning money even while at play.

So here's my challenge to you. Get a year planner for 2008 and schedule the time that you will take off during the year. Then decide where you will go and what you will do during that time. Make it exciting. Then think about what you will need to have in place and the things you will need to do to make your plans a reality. Don't worry that you don't have all the resources - financial or otherwise - in place at this time. You'll be amazed at how things can fall into place once you are clear about your goals.

You may also want to create a vision board that symbolises the places and people you will visit and the things you will do during your time off. Place your vision board in a prominent place to inspire you as you work.

Now you need to examine how you can improve your efficiency and productivity at work. Make a list of three to ten things you will implement over the next month and once you've successfully implemented those actions continue to add to the list. One excellent way to improve your efficiency and productivity is to make a list of everything that you do. From that list identify the things which you are 'qualified' to do, do well and that only you can do. Find a way to delegate or outsource everything else. This act alone will free up your time so that you can focus on what will increase your profit.

So book your time off before your work time and remember:

"Life is best enjoyed when time periods are evenly divided between labour, sleep, and recreation...all people should spend one-third of their time in recreation which is rebuilding, voluntary activity, never idleness."
Brigham Young