One Key Component to Obtaining Success

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Yes, it's important to have a compass. High achievers, Law of Attraction Review  however, set their compass and then essentially put it away. They stay focused on the present. They are passionate about what an excellent day feels like and they chase that feeling day in and day out not the outcome of the feeling.In a highstakes performance, the real genius is someone like Yogi Berra. On his way to 10 World Series rings and a place in the Hall of Fame, Yogi was thinking about nothing.Neither should you. Whether you are giving a presentation to the board, making a sales pitch, negotiating a merger, or just interacting with a customer, you are "on stage." In those moments, brain science reveals that humans perform better when they rely on their training, experience, and instincts, not their head.

In other words, stop evaluating your performance and making it a conscious mental exercise. Think less; act more. That's how Robert Redford got so good even when he was still perfecting his craft, learning to be better, he put his thinking and evaluation aside when he went on stage. You should too.Richard Branson, Bill Gates, Michael Dell they first believed in themselves, utterly, and let their belief be their guide. Sure they experienced numerous obstacles and setbacks and failures. Confidence allowed them to keep getting up and looking for ways to move forward.Most importantly, leaders like Branson and Gates, prioritized believing in the people around them. Confidence is also not arrogance, and unless your employees think that they're better human beings in general than everyone else, let them believe that they're good enough to do exceptional things.

Having a long or frequent memory for mistakes and a short or infrequent memory for successes is a guaranteed way to develop fear of failure. High achievers dwell on what they do well and spend very little time evaluating themselves and their performances.Learn from your mistakes Of course. The road to success is full of adversity from which we can gain significant insight. The key, however, is to set aside specific, deliberate times for evaluation. Process setbacks, errors, and your performance in general only at times when you have planned to.The alternative is to get caught up in second guessing, doubt, and worry whenever things look a bit gray. You excel during the tough moments by having a positive blueprint to look at and to have a positive blueprint you have to spend a lot of time looking at the image of success.

Classic breathing and relaxation tend to undermine performances, eliminating the possibility of setting records. Think of stress as the highlevel performer's PowerBar. By relaxing you slow down the heart and keep muchneeded blood, oxygen, neurotransmitters, and adrenaline from stimulating your senses and cerebral cortex.The socalled detriment of stress is the psychological interpretation you place on critical situations, not the stress itself. If you want to perform at your best, change the lens through which you view stress, don't reduce it in fact, increase the stress more often.I often tell executives to stop multitasking. Multitasking is merely doing a bunch of things halfheartedly all at once. Isn't the idea to perform at your utmost If you truly want to find out what your potential is, you've got to pour everything you've got into one thing at a time. If you hold back, you'll never know.

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