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In using these future techniques now to build my own living company, I tried the following technique to push along my company's division of essence: I had each mini-company employee submit a weekly forward-movement Essence Report. The weekly report was turned in every Monday, without exception. The report was brief. It told me what each mini-company employee did on forward movement the past week and what he or she would do on forward movement the new week. No detail work. No excuses. Simply what was done on forward movement, nothing else.
Every Monday, without exception, I reviewed the weekly forward-movement reports. The weekly reports, in a sense, "cornered" people into doing forward movement.
The weekly Essence Report broke into two brief parts: 1) the forward movement accomplished the past week, and 2) the forward movement to be accomplished that week. When I received the next Essence Report, I would see if the person was successful with his week's projection.
The weekly Essence Report set a forward-movement goal for the week. The goal set in the weekly report forced focused concentration on forward movement each new week. When my company was under the old code, people handled only routine responsibilities without ever a thought beyond their routine -- without ever a thought of investing in their own growth and futures. Under the new code with the weekly forward-movement Essence Report, however, each new week they thought about how to advance themselves. They increasingly became creative and excited. I helped them grow into the creative people they always dreamed of and were meant to be.
I learned that the most effective format for the weekly Essence Report was to integrate that report with the monthly Essence Meeting. For example, in the monthly Essence Meeting, I would, in conjunction with each mini-company, establish the forward-movement actions to be accomplished the following month. Each mini-company employee then listed those actions 1...2...3...4... on a sheet of paper with space to the right of each action to write the past week's forward-movement progress and the new week's projected progress. See the sample on the next page, and compare its actions to the Essence Meeting on pages 167 and 168. The mini-company employee then photocopied four or five copies of that list of forward-movement actions for one full month of weekly Essence Reports. Each weekend the mini-company employee wrote either his progress (or exactly when he planned to make progress) in the first column next to each essence action. And he wrote what he planned to do the coming week in the second column next to each essence action.
This format kept the mini-company employee focused every week on pushing through the forward movement covered in the monthly Essence Meeting. By bringing this wealth-building essence to every employee, I helped unleash his or her buried creativity. My company experienced extraordinary creativity, which is the greatest power in business. I conducted a life-lifting business, and thoroughly enjoyed my work, loved ones, and friends. There was something sensational about becoming this new, 21st-century entrepreneur. I really could see the whole puzzle picture by snapping together the tracking reports, then doling out omnipotent life-enhancing advice as I guided others to ultimately making themselves rich and making their best dreams come true.
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