How Well Are You Managing Change?

I was hired by two organizations within the past two weeks
to lead a workshop on this topic for management and
employees, because change impacts everyone at ALL levels
within an organization. Change has an impact on you
whether you work for someone else, work for yourself, or
don't work at all. The truth of the matter is that change
is constantly happening all around us!

As we discussed in the workshops "Riding the Waves of
Change," change is becoming the new business model for most
organizations. So, being flexible and able to adapt to
change in a way that works for you and not against you is
key -- both personally and professionally.

So, how well are you managing the change in your personal
and professional life? If you feel like you're managing
the effects of change pretty well, congratulations -- give
yourself a big pat on the back!

If, on the other hand, you cringe when you hear "there's
another change coming soon" or you feel as though you just
can't take one more organizational restructuring, there are
some things that you can do. For those of you who have
gone through the workshop, you know that there is so much
more to explore on this topic, but here are a few basic
tips to help you manage change.

Top 3 Tips for Managing Change:

Tip #1

Expect change! Let's face it -- change is a part of life.
The more we expect change, the less we resist it. And, the
more we expect change, the easier it is to accept change as
a part of life. So, when we shift to a mindset that
"change IS the new business model," then change generally
creates less angst for us (and we are better able to handle
the stress that may come with change).

Tip #2

Learn to "ride the waves" of change: Think for a moment
about the last time you saw someone riding waves on a
surfboard, jet ski, speedboat, etc. What did you notice?
That person probably had agility and balance. They likely
anticipated the waves, and then navigated them
appropriately. They probably didn't "fight" the waves, but
rather eased into them. These same principles can be used
in your personal and professional life to help you manage
change.

Tip #3

Make the conscious choices and take the actions that
support you: Although we can't "control" change, we can
control our response to the changes around us. We can take
actions that support our best interests in managing change
in a healthy way. Even in the most challenging situations,
we do have choices about the actions we take in response to
the situations.

Here are some questions to consider as you reflect on these
tips:

-- Where in my life is my resistance to change holding me
back?

-- What is one thing I can start doing differently today to
manage change in a more healthy way for me?

-- What will I say "yes" to in order to better manage the
change in my life?

-- What will I say "no" to in order to better manage the
change in my life?

It IS possible to "ride the waves of change" so you can
lead the life you want!

----------------------------------------------------
Are you a business leader struggling to get the results you
need from your team? Despite the many challenges facing
organizations today, it IS possible to take your team to
the next level and get the results that you and your
organization desire! Want to learn how? Visit us:
http://www.goalsinsight.com

Behavioral Interviews - 3 Steps to Great Answers

Some of the most challenging interview questions are found
in behavioral interviews. These interviews are designed to
test your abilities in three ways:

1. Determining how well you work under pressure

2. Finding out how well you work with others

3. Establishing whether you can resolve conflicts

Behavioral interviews can be disastrous if you don't know
how to prepare for them. And you really do need to be
prepared.

Sample Interview Questions

For many employers it is critical that their staff be able
to think clearly, act quickly and stay calm in a
fast-moving, ever changing work environment. Employers
want to know how much stress you can take before you crack.
An employee with low tolerance for stress may increase the
workload for others while destroying team spirit among
colleagues-a one-two punch that employers definitely want
to avoid.

To test your stress-coping skills you may get a question
like:

"Tell me about the most stressful situation you've
encountered in your current position."

Additionally, employers want to hire people who are
cooperative, easy to work with and willing to respect
leadership. An organization that runs like a team is a
more productive, efficient workplace. Increased employee
synergy also leads to low employee turnover.

To find out how well you work with others you might be
asked:

"Tell me about a time when you strongly disagreed with your
team?" "Tell me about a time when you thought your boss was
wrong? How did you handle it?"

Finally, employers want staff members who can resolve
conflicts to gain win-win results for all parties. When
employees cannot resolve difficulties with internal or
external customers, the result is stifled operational
growth and depleted sales. The company's bottom-line
objectives are at stake, so employers really want to be
sure they've made the right hiring choice.

To discover your conflict-resolution skills you might be
asked:

"Tell me about a time when you had difficulty resolving a
customer conflict?"

Once you understand the motivation behind such questions,
you can begin mapping out a strategy for interview
preparation. How to Prepare for a Behavioral Interview

There are three steps to preparing for a behavioral
interview:

1. Notice that behavioral questions ask you about specific
events, so take inventory of the stressful or difficult
situations you've encountered at work. Think back to times
when you didn't agree with your boss, or when your peers
drove you crazy, or when customers made unrealistic demands.

2. If the workplace doesn't provide much to choose from,
expand your thought process to include other circumstances
where you work or must cooperate with others, like
community activities, neighborhood associations, or church
functions. For instance, planning a school fundraiser,
participating on a neighborhood committee or participating
on a professional association board. Any of these
situations are ripe with opportunities for conflict and
cooperation, where something must be accomplished for the
betterment of the group.

3. Once you've thought of several situations, plan how you
will present them in a positive light. For situations you
didn't handle well (like your boss yelled at you and you
ran off crying) present them in terms of what you learned,
like this:

"Yes, I learned an important lesson about following
directions and asking questions for clarification when. . .
"

For situations that did turn out well, present them based
on what was accomplished, like this:

"Yes, I had to deal with a really angry customer just last
week. But when I calmly asked a few questions I was able
to get to the heart of her issue. I was able to fix the
problem, and she was happy with us again."

With the right interview preparation, you can turn
nightmare behavioral questions into opportunities to sell
yourself. You'll be seen as an employee who is able to
stay calm under pressure, work well with others to promote
corporate goals, and retain key customers, contributing to
revenue growth. In other words, the type of person all
employers would want to hire.

----------------------------------------------------
Deborah Walker, Interview Coach, offers an individualized
approach to interview strategies. Her background as former
executive recruiter and veteran career management coach
provides an insider's perspective on the toughest interview
challenges. Visit Deb on the web at
http://www.alphaadvantage.com/

Keys To Success In New Jobs

Every new job, be it a promotion, a transfer, or a move to
a new organization brings with it a new set of challenges
and opportunities. The one constant every new position
brings is change – change in your Universe of People;
change in the skills required to do the job; change in
relationships with former peers, bosses, subordinates;
change in accountabilities; and change in how the
assumptions and behaviors you have developed will work in
this new situation.

Here are five Keys that successful leaders have told us are
essential to success in new jobs. Use them to create your
own success.

Key One – How you establish your relationship with your
boss is critical – don't leave it to chance, or
circumstances, or to your boss. Be proactive, and do not
assume you and your boss are on the same wavelength –
chances are you are not – and chances are neither of you
are aware of that!
Solution: Write down the top three to five measurable
things that you believe will create success in your
position - then ask your boss to do the same – then compare
notes. Hint: agreement on two out of five when you first
compare notes is fairly typical!

Key Two – Never assume the people that are working with
you, for you or above you see things the same way you do –
because they don't. Every single person brings a set of
skills, attitudes and behaviors different from every other
person, and they will see everything through their lens,
and it is different from yours. Perhaps not a lot
different, but even little differences can result in big
misunderstandings.
Solution: Changing the way people see things is very
difficult. Creating a commonly understood set of results
creates a sense of unity and purpose and direction and
alignment of effort that overcomes perception differences.
Goals create understanding and direction and expectations.

Key Three – Your expectations are different from the
expectations of your boss, your staff, and the people that
provide advice, counsel and support.
Solution: Express your expectations and be ready to modify
and negotiate them – clear expectations between you and
your "Universe At Work" are critical to success. The best
way to express expectations is as goals that are consistent
with and aligned with your organization's goals. No more
than three to five at a time! And if your organization does
not have goals to align with, then set them up in your area
of responsibility with visibility to your boss, peers and
the people who report to you.

Key Four - You expect people to behave in certain ways,
based on your attitudes, behaviors and values. They expect
you to behave in certain ways – based on their attitudes,
behaviors and values. You will all be frustrated to find
that the behavior you get is not what you expected.
Solution: Deal with results; every time you see a behavior
that is not consistent with your own, reserve judgment and
ask if it meets the needs and the goals of your
organization. Remember, solutions can come in lots of
different wrappers, if you let them.

Key Five – The only behavior you can control is your own –
if you think you can control the behavior of others you're
either kidding yourself or spending so much time looking
over their shoulders that you cannot do your job! Since you
can only control your own behavior, you can only influence
the behavior of others through how you act. People tend to
return what they observe they are getting.
Solution: Realize that you will be treated the way you are
perceived as treating others – in 95% of the cases. There
is an old saying " How you act shouts so loudly I cannot
hear what you are saying." Take advantage of the tools that
are available that can give you a better understanding of
yourself as the first step toward more effective
interactions with others.

A Bonus Key: When you start your new position, ask around
and find out what problems need to be fixed. If you ask,
you will be amazed how quickly you will find an opportunity
to fix a problem of long standing while developing the
trust and credibility that you need to succeed. And
remember, the highest form of personal security comes
through your accomplishments.

People relationship issues are the most challenging issues
you will face in your career. They are also the issues that
can provide the highest leverage and the most opportunity
to succeed. Work on building personal excellence in the
people part of your work – it has universal application for
you!

----------------------------------------------------
Andy Cox is President of Cox Consulting Group LLC. He
founded his firm in 1995 after extensive experience in
leadership positions in Fortune 500 corporations. His focus
is on helping clients select, develop, retain and enhance
the performance of leaders and emerging leaders. He can be
reached at http://www.coxconsultgroup.com . Visit his blog
at http://multiplysuccess.blogspot.com

The Secret of Making Your Customers Like You

If you want to create successful business relationships,
you need to find a fast way to help people feel that they
can trust you. The more they trust you, the more
comfortable they will be about working with you.

When you have that atmosphere between two or more
individuals, you can say you have 'rapport'. The
dictionary defines this as a 'sympathetic relationship or
understanding'.

One of the benefits of rapport is that it allows you to
communicate much more quickly at an unconscious level. This
happens because when people feel comfortable, there are
less doubts and questions from the conscious mind.

To have rapport, you need to create a situation where your
audience (whether it's one person or a large group) will
see you as being like them in some way and so will find it
easier to develop an atmosphere of trust.

It is easier for them to trust you if they feel you are
like them in some way. This also means there is more chance
they will like you. Clearly if they like you and trust you,
they are more likely to do business with you.

Here are some ways in which you can create rapport quickly:

• Match their sensory modality: Take note of the words that
someone is using which indicate their preferred sensory
modality and use similar words and phrases in conversation
with them.

• Match their physiology: Discreetly reflecting back
someone's posture, hand gestures and movements in your own
behavior will cause them say to themselves unconsciously
that 'this person is like me'.

• Matching their voice: If the person is slow and
deliberate, they will feel comfortable if you are the same
way. You should also try, when you speak, to use the
keywords that they use a lot – such as "Alright",
"Actually", "You know what I mean".

• Matching how they deal with information: Some people are
detail oriented and some prefer it brief. If you don't
match the other person's way of dealing with information,
you will find it difficult to build rapport – the
detail-oriented person will be yearning for more
information or the big-picture person will be yawning.

• Matching common experiences: Suppose you are a long way
from home and meet a total stranger who turns out to be
from your hometown. Before long, it's likely you will find
yourself in a very lively conversation. You can make use of
this in your communication by finding some commonality with
your audience to increase the chance of achieving rapport.

However, this will only work if you are yourself and true
to your nature. If you pretend to be something you are
not, you are going to build mistrust. Whenever you are not
getting the results you need with customers, it is likely
that you need to increase your rapport.

How can you show your customers and prospects that you have
something in common with them so that you can build better
rapport?

----------------------------------------------------
Robert Greenshields is a marketing success coach who helps
entrepreneurs and independent professionals develop the
success mindset and marketing strategies for a better
lifestyle. For more info visit
http://www.mindpowermarketing.com

Catalogue & Home Shopping: The Online Revolution Rolls On.

Psst… You may not be aware, but there's been a very welcome
shopping revolution.

In the space of fifteen years, retailing has blown away the
centuries old notion that shopping should be confined to
the hours of 9 to 5, six days a week. If you were lucky,
there were some retailers who offered late night shopping
until 8 or 9 on a Thursday (and I do mean lucky!).

Incredibly, some smaller retailers closed half day on a
Wednesday and at least one major department store (John
Lewis) closed all day Monday because their staff worked
Saturdays.

As for Sunday, you didn't even think about it.

In the space of fifteen years, the retailing landscape has
changed beyond recognition. Today, only the sleepiest of
village shops would dream of closing half day Wednesday and
most retailers now have extended opening hours, with Sunday
trading almost standard amongst the supermarkets.

Take a trip into town on a Sunday and you'd be hard pushed
to find any differences in the number of shops open for
business to those open of a weekday or Saturday.

Clearly retailing has come a very long way in the last
fifteen years, but if you think traditional bricks and
mortar trading has changed, take a look at Catalogue and
Home Shopping.

Put simply: The Internet has revolutionised retailing.

The discerning shopper can now choose when they want to
shop, and is certainly not constrained by strictly observed
opening hours. 24 hour shopping means exactly that. The
internet never sleeps and it is now possible to buy
(virtually) anything online and have it delivered to your
door (if you so desire).

It's not too dramatic to say that Home shopping has come of
age in the 21st century, with massive wins to be had for
those of us who lead very busy lifestyles and work long
hours. The crazy rush and congestion that occurred every
Saturday on every high street in the land, has thankfully,
if only partially, been alleviated by the two pronged
attack of extended trading hours and days, and the online
transition and development of Catalogue and Home Shopping.

21st century shopping has become an increasingly
sophisticated experience with customers demanding a better
quality of service than ever before. Having more choice and
more retailers to choose from, means that Catalogue and
Home Shopping businesses have to stay on their toes and
ahead of the game, in their bid to convert browsing
customers (from the comfort of their armchair) into buying
customers.

The slow and painful decline in Catalogue and Home Shopping
has forced many such retailers to really focus on what they
offer and almost without exception there is a dawning
realisation that the internet presents an opportunity to
spectacularly reverse this trend.

With the right vision and creative approach Catalogue and
Home Shopping retailers have the opportunity to reinvent
themselves online while retaining their core strengths.
Addressing fashion trends, niche markets and busy 24 hour
lifestyles is the key to online success, and like never
before, fortune really does favour the brave.

In short, you and I can expect more choice, better service
and even more convenience from those retailers who decide
to join the online shopping revolution.

As always, Happy shopping.

----------------------------------------------------
Sam Benton urges you to be among the first to take
advantage of some of the best offers, the best brands, from
the most respected and innovative names in Catalogue and
Home Shopping. For up to 20% off first orders and our
pre-sale notification promise, Click here ==>
http://www.the-catalogue-site.co.uk

Three Key Survival Skills for New Business Owners

The first year of a new business is the toughest. It's the
make-it-or-break-it year. The challenges a new business
owner faces on a daily basis require three key survival
skills: self-reliance, self-direction, and resilience. No
matter how brilliant the business idea, without these three
skills entrepreneurs risk failure.

Self-Reliance

It's a fact of life that every small business owner wears
many hats to fill all functions: operations, sales,
marketing, finance, human resources-even janitor and chief
coffee-maker when needed. Unlike life in corporate
America, where each employee has a specialized area of
expertise, a new business owner must excel in all of the
disciplines required to keep a small business running
smoothly. The revenue drain of hiring employees can spell
disaster for struggling new businesses.

Self-reliance means more than wearing many hats. It also
means depending on self for motivation, discipline and
decision making and accountability. The true entrepreneur
doesn't need a cheering squad to keep going. The
self-reliant business owner is highly skilled at "picking
himself up by the boot straps." Without that all-important
sense of self-reliance, critical decisions will be delayed
and opportunities will be missed.

If you find yourself lacking self-reliance, do a total
skills inventory to identify the gap that is holding your
business back from prospering to your expectations. Rate
yourself on a scale of one to four on each skill needed to
run your business. Identifying which skills you are
deficient in is the first step toward getting help to solve
the problem.

Self-Direction

One of the toughest challenges for new business owners is
strategic planning: the ability to plan for multiple
contingencies to reduce risk of failure. The self-directed
entrepreneur analyzes market conditions to anticipate
setbacks and defines alternative revenue sources to avoid
costly earnings slumps.

Equally important, the self-directed business owner should
be efficient in executing daily, weekly and monthly
activities crucial to maintaining a continual sales
pipeline and revenue stream. A successful entrepreneur
needs no supervisor to keep him on track.

Unfortunately, not many people excel at both strategic
planning and day-to-day tactical efforts. If you are an
entrepreneur who gravitates to "the big picture," daily and
weekly task lists will help keep you on track toward your
revenue goals. Invest in tools to minimize your busy work
so that important data like customer contact information
can be easily accessed, yet maintained with minimal effort.

On the flip side, highly detail-oriented business owners
without a strategic plan suffer from lack of direction.
Make time at least quarterly to consider questions like:
"What could I do long-term to improve the efficiency of my
operations?" or "What could I be doing differently to
attract the kind of customers I prefer?"

Resiliency

While it is often true that persistence pays off,
resiliency is a more essential skill to new business
owners. Resiliency is the ability to change direction when
needed. It is the 'bounce back" effect that is truly
necessary to avoid business failure.

In business, change is constant:

* Economic conditions can reduce consumer spending

* Shifts in consumer tastes make your product out-of-date

* Improvements in technology make your inventory obsolete

Any or all of these things can mean increased competition
and loss of market share for your business. You have to be
prepared to deal with them--before they happen.

Those who lack resiliency fall victim to self doubt that
all too often means the end of a promising new business.
To increase resiliency, practice the old-fashioned skill of
"getting back on the horse." When things don't work out as
planned, do not stop to anguish over the situation.
Immediately consider the best alternative actions to take.
Take action as soon as possible. Even a less-than-perfect
action plan will get you moving in a positive direction and
avoid the stall of self doubt and despair.

A new business owner who builds up his or her
self-reliance, self-direction and resiliency will greatly
increase the odds of surviving that first year in business.
And after the first year, your survival skills will ensure
that you are well on your way to many more years of success.

----------------------------------------------------
Deborah Walker is a Small Business Coach specializing in
revenue growth strategies. Her career-long experience as
small business owner provides insight to the do's and don't
of starting and growing a new business.
Visit Deborah at her site
http://www.RevenueQueen.com

Hire The Right People - 10 Recommendations On Using Assessments

Assessments are powerful tools to use in hiring the right
people. They can also improve communications, reduce
turnover and improve retention of top people. Assessments
represent an opportunity to do all these things while
returning the highest ROI of any single people directed
investment you can make!

The following recommendations can help you better utilize
these very valuable tools in a variety of ways.

Recommendation #1: Use assessments to provide information
in the areas that are most likely to result in success or
failure. Assessments add to the elements of experience,
technical skills, accomplishments and education by adding
another dimension to the decision making process. They can
identify Behaviors, Values and Personal Skills that are the
real drivers of success in every organization. Assessments
can provide as much as 33% of the information used in the
hiring process – a critical 33%, since experience has shown
that most people succeed or fail in positions because of
their Behavior Fit, Value/Culture Fit and Personal Skills
Fit.

Recommendation #2: Choose assessments that are designed for
business use, so that your managers and leaders can use and
trust the reports. If your managers don't feel the
information is specific, directed to their interests, and
delivers value to them in their relationship with the
person assessed, you will lose most of the leverage the
assessment could have. Choose based on the question "How
can our managers use this information?" Use assessments to
help make business decisions.

Recommendation #3: Use assessments after candidates have
passed the technical skills, education, experience and
accomplishment phases of the interview process. Do not use
assessments as early knockout tests, unless there are
specific criteria that are absolutely essential to the
success in the job, and that can be measured by very
specific assessment tools.

Recommendation #4: Choose an assessment that provides the
ability to benchmark the position using stakeholders input
as a key part of the front end process. The term
"benchmarking" means a process to help define the critical
elements of the job that need to be met in order for an
applicant to be considered.. Make sure you select to the
job requirements and not to the experiences of the
candidate pool – don't let the candidate pool dictate the
position requirements.

Recommendation #5: Choose an assessment that can be handled
administratively with little added burden to your people.
Nothing will ensure the failure of a process more than the
perception that it adds work out of proportion to its
value. Ensure that the means for completing questionnaires
and communicating results is as seamless as possible, and
is not handled as an exception item in the process.

Recommendation # 6: Choose an assessment that has multiple
uses for your organization. Many of the assessments
available have little value beyond providing some
information about elements of a person's "personality
profile". Look for assessments that can help in
establishing development plans, benchmark positions, create
constructive talking points for performance reviews, create
the climate for proactive development discussions, as well
as help get a better understanding of who the candidate
really is. Do the assessments result in the kind of
information that can be applied in many ways? Are they
designed to make it easy for you to develop, among other
things, profiles of people who have been successful – and
unsuccessful, in their jobs?

Recommendation #7: Choose assessments that have fast
turnaround and interpretation by a qualified professional.
If you have a person or persons trained and skilled in
interpretation, great. If not, make sure the assessments
you use gain you 24 x 7 access to professionals qualified
in interpretation, and who have a business orientation.
There are a lot of assessments available on the Internet
that provide quick turnaround of superficial information
that looks good when first seen, but that doesn't stand up
to the hard light of day when it comes to using the
information in the decision making process.

Recommendation #8: Determine the value the assessment adds
to your organization first, then its cost. If the process
does not add value to your selection and development
decisions and plans, any price is too high. I can guarantee
you that the $20 Internet assessments fall way short of
giving you the level of information you need. Look at
value first, then at price. In the overall scheme of
selection and development, assessments can be the best,
most cost effective people selection investment you can
make.

Recommendation #9: Choose assessments that provide well
documented validity studies. Many organizations become
concerned about the use of assessments because of what they
see as the potential for misuse. In my experience,
inconsistent use of any selection tool can cause problems.
Validity studies provide assurance that the conclusions
reached by the assessments are valid and well researched
and free of biases.

Recommendation #10: Try before you buy. Have people in your
organization take the assessment or assessments you are
considering, then review the results with one question in
your mind – " How much added value will this information
have in helping me be more successful in making future
selection and development decisions?" You must experience
the process to understand what it can do for your
organization.

It's estimated that no more than thirty percent of the
organizations that could benefit from the use of
assessments are currently using them.

If you're in that thirty percent, use these 10
Recommendations to audit value. I can almost guarantee the
assessments you are using have greater application than
they are currently getting.

If you aren't in the thirty percent, use the 10
Recommendations to see how assessments can help your
organization hire the right people in the right jobs. I can
guarantee you will increase your success in selection
through the use of effective assessments. Start today

----------------------------------------------------
Andy Cox founded Cox Consulting Group in 1995 after
extensive experience in leadership positions in Fortune 500
corporations. His focus is on helping clients select,
develop, retain and enhance the performance of leaders and
emerging leaders Click on http://www.coxconsultgroup.com
for more information on the selection of the right people
for the right jobs.

Anyone Can be a Successful Network Marketer if You Apply Yourself and Have the Desire

Network marketing, for all the hype and promises, is in
fact a very sound business that can be readily exemplified
by anyone who chooses to make it a commitment in their
life. Network marketing has led to more success than any
other business out there, and it is there for anyone who
wants to grab control of their own financial future and run
with the best.

Making network marketing a successful venture will never
happen overnight. It requires discipline, strong desire,
and a daily routine that brings you one step closer to
realizing your goals. Once you have settled on a particular
marketing plan with a particular business, your first order
of business is going to revolve around organization. Your
work space requires organization and your life requires
organization.

Set up a real office space. Even if you are living in a one
bedroom apartment and sharing it with a spouse and small
child, a dog, and a cat, you need real office space. Take a
corner of your bedroom or the living room and make it your
work sanctuary, where people who share your space know that
they may not mess about and cause chaos in that space.

Your work space will require a computer, phone system with
answering machine, a filing system, and a headset for
talking to clients while you are typing, looking for that
one piece of paper that should be filed in your system and
shooing the cat off your desk. This space is vital. Not
only does it allow you to stay organized in your work life,
but it also will help to keep you mentally focused on what
you are accomplishing. Your work space should tell you that
you are in your space to create a better future and nothing
is allowed to come into it to take away that future.

You are also going to need to overhaul your life and find
organization that applies to the way you spend your time
and energy. Building a successful network marketing
business is important enough to be scheduled in your day
planner. Create the time you need to work, create the time
you need to advertise, get training calls done, call back
potential prospects, working with team members, and of
course to learn something new about creating your network
marketing business. This takes discipline, dedication, and
an honest commitment to what you write down in your day
planner. You're also going to need to schedule time for
personal development and growth, as you are going to go
through a process of becoming a leader while you are
building your business. This also takes dedication and
commitment.

It's not always easy to stay positive. Staying positive
when it doesn't seem like much is happening seems like
lunacy, but a positive attitude will definitely push
through a bad day much more productively than a negative
attitude.

Applying simple business practices with a strong
development team behind you makes all the difference in the
world. Long gone are the days of attempting to create
success while standing blindfolded in the middle of the
desert.

----------------------------------------------------
Teresa Bell
BTM Marketing
http://www.wealthymarketerteam.info