James Roswell Quinn

In Memoriam ... Dorothy M. Lesch

2007-02-17T15:21:00.000-08:00

Dorothy Martha Lesch

Born: March 24, 1927 -- Died: January 31, 2007

Wife of Irving Robert Lesch and Daughter to Christian and Selma Proehle. Mother of Christine Gail Lesch-Quinn and Lee Robert Lesch. Grandmother to 8 grandchildren.

The following tribute (by her daughter Christine) was originally sent by email to friends and family on Wednesday, 31 Jan 2007 at 11:35 PM

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My love to all of you,

My mother, Dorothy M. Lesch, gave up her battle with her physical self last night. Certainly, everyone who knew her is missing her, but there are beautiful parts to her passing that I want to share with you ...

Last Sunday, my Mom was admitted to the hospital's Critical Care Unit because of Pneumonia and conjunctive heart failure. Obviously, they were concerned because in addition to the current difficulties, a few years ago, after having a stroke, she lost her vision to Macular Degeneration (the wet kind), as well as suffering from diabetes and multiple other physical challenges.

Nevertheless, by Wednesday morning, they felt she had improved significantly enough to be moved out of the Critical Care Unit, and onto the fourth floor. We were beginning to feel relieved.

However, also on Wednesday morning, my father (Irving) was having such difficulty breathing that they admitted him for testing for possible pneumonia. After a bit of finagling by a social worker, they decided to put him into the other bed in Mom's room.

Then, at approximately 1:00 AM on Wednesday, Mom's heart rate began to slow. Because he was so close by at the time, my Dad was able to hold her hand while they were working on her. Her heart just kept getting slower and slower ... and he just kept telling her how much he loved her and what a great life they had together.

At 1:31 AM she left us, quietly and peacefully ... with my father still holding her hand.

Dorothy and Irving Lesch would have been married for 54 years on April 11, 2007.

Here is the amazing part of this beautiful story ...

My father was released from the hospital later that morning. It was the ONLY time he has stayed overnight in a hospital since they were married. He is back home tonight.

My Mom was a very strong, fun loving, independent woman. She taught me so much. They both have.

I will miss you Mama ... I love you, and I thank you for giving me life and for nurturing me.

There is a one day Visitation/Memorial on Friday, February 2nd, at ...
Brust Funerral Home
135 S. Main St.
Lombard, Il 60148
630-629-0094

If you would like to, Donations can be made in her name to:
Macular Degeneration Foundation Inc.
PO Box 531313
Henderson, NV. 89053
1-888-633-3937

Times like these always make me appreciate all of you, my wonderful family and friends.

Blessings upon Blessings,
Christine Quinn

The "GET OVER YOURSELF" Seminar

2006-10-11T03:17:00.000-07:00

Greetings everyone!

I am coming to Portland, Oregon and Orlando, Florida for my 3-Day "GET OVER YOURSELF" Seminar. These weekends promise to be a major turning point in the life of everyone attending!

We will focus on "how-to" balance your relationships, your career, your physical health and your spiritual self. Just as automobiles with four perfectly balanced tires will ride nicer, get better gas mileage and have less maintenance issues ... when our lives are balance, we glide thru each day with less stress, attracting more abundance and have fewer physical issues.

Balancing the tires on a car is not particularly difficult if you have the right tools, and know how to use them. Balancing your life is just as simple when you have the right tools, and know how to use them.

Since 1973, over 200,000 people have proven these tools and concepts to be effective in Creating ... Physical, Relationship, Career and Spiritual ... Desired Results. Pesented in the U.S.A., Canada, New Zealand and Israel.

Based upon the concepts and techniques of "THE ORIGINAL" Personal Growth Seminar ... Jim and Jan Quinn's LifeStream Seminar ... Facilitated by their son, James Roswell Quinn ... Over 3,000 seminars ... Accept No Substitutes ... Be There !!!

Join us and get YOUR life in balance.
The "GET OVER YOURSELF" Seminar
Portland, Oregon ... November 10 -- 12, 2006
Orlando, Florida ... December 8 -- 10, 2006

Times:
Friday: 7:00 PM -- 11:00.
Saturday: 9:00 AM -- 9:00 PM.
Sunday: 9:00 AM -- 4:00 PM.

Tuition: $399.00 ... Bring a partner for only $99.00 !!!

For More Informatio, or to Register, Contact:
Jody Gonzalez in Portland
Toni Weel in Orlando

The Dahau Survivor and the Keynote Speaker

2006-01-26T17:17:00.000-08:00

Most people do not easily forgive when they have been hurt. Resentment makes it difficult. Hatred makes it almost impossible. We feel justified in thinking things such as, “If I forgive you for what you did, it implies that what you did was not so bad. But, since what you did was wrong and hurtful, I will not forgive you.”

To resist forgiving is to rationalize the withholding of your love, abilities, and gifts. When you fail to forgive, you may or may not hurt the other person … but you definitely damage yourself.

Behold the magnificent apple tree, which never says … “I only give my apples to the deserving.” Regardless of the reason, we know that an apple tree which stops bearing fruit is dying. Similarly, a human who stops giving love is also dying. We die emotionally at first, but eventually the rest of the body follows.

Negative reactions triggered by your resentment are Fear-Based. It does not matter if your reasons are important or petty, real or perceived; to do so means you have made a decision to allow others to run your life … because of fear. The fact you can rationalize the behavior only proves you would not otherwise have acted in such a manner. In other words, when you react to your fears, the negative circumstance is in control … not you.

Hate begets hate. Hating the haters is not the answer, for you have already chosen to emulate them in your own way. Comic-pianist, Tom Lehrer, said it best when he jokingly proclaimed, “I know there are people in this world who do not love their fellow human beings, and I hate people like that.”

Forgiveness does not mean you condone the hurtful actions of another person. It does mean that you have decided that those actions are not going to control you. Choosing to forgive when the conditions are hurtful, especially when you are tempted to react with hate, is true self-control.

When you forgive, you are 'giving forth' love. Obviously, the person you are resenting benefits when you forgive, simply because you are not striving to hurt them back. More significantly, however, you benefit when you forgive. Clearly the person who hurt you did not create the forgiveness … you created it. As such, to forgive another is to stay in charge of your self.

Victims react BECAUSE of problems. Visionaries forgive IN SPITE of them. Mother Teresa created peace and love in Calcutta. You and I have created turmoil at birthday parties. The question is; can we do better?

A True Story

In 1982, I attended a lecture in Evanston, Illinois. The events of that evening had a profound impact on my view of the power of forgiveness.

The speaker was famous for his forgiveness messages, so most of the people in attendance were already supportive of this topic. It promised to be an inspirational evening for people who were, at least conceptually, quite open to his ideas. This was not a hostile crowd.

An impromptu survey of several people revealed I was one of the few in the audience who had not read any of the speaker’s books. To remedy this situation, I went to the lobby and bought one. Perhaps, I thought, I might even be able to get it autographed.

The speaker came out to a rousing ovation, and spoke on the power of love and forgiveness for more than an hour. He had us in tears one moment, then laughing a few minutes later. He spoke beautifully and effortlessly. Everyone was having a marvelous time.

Firmly he stated messages such as, “You have to forgive your enemies. You have to forgive family members who've hurt you. Forgiveness is the key to peace and happiness.” People were practically cheering. So far, so good.

“You have to forgive strangers who've stepped on your toes, or even accosted you,” he continued to even more applause. “And you must forgive yourself for the people you've hurt.” We loved that one.

The speaker was on a roll and we responded with continued applause and cheering until he said something rarely heard in a public address. He said, “In fact, the Jews will never be free until they forgive Hitler.”

Our celebration of good feelings hit a wall, and there was an abrupt silence. You could hear a collective gasp of disbelief at what had just been spoken, followed by an “explosion” of vehemence, the likes of which I have never witnessed.

Almost as he said, “In fact, the Jews will never be free until they forgive Hitler”, a tiny woman in the third or fourth row stood up and started screaming at him. Her tirade was a mixture of profanity, insults, and tears. It was quite difficult to decipher, but what I could understand sent a chill down my spine.

It became apparent that she was a survivor of the Dachau concentration camp. It was clear her hatred for Nazis would not tolerate any attempt to diminish her resentment and loathing.

She lived in nearby Skokie. Many survivors of concentration camps settled in this community after World War II. There were probably several other Holocaust survivors in the audience, and many of their children. This was not the place to say, “In fact, the Jews will never be free until they forgive Hitler”.

For several minutes, she spat her hatred at the speaker, and then literally collapsed from exhaustion into the arms of the people sitting next to her. For a moment it appeared she had actually died. Fortunately she had not, but she was totally spent.

I had been watching the speaker during her attack. Never had I seen a man so naked before. He just stood there and took it. You could see the depth of compassion on his face. I watched him struggle to find something, anything, to say to her.

I wager that he wanted to come down off the stage and embrace her and tell her he was sorry for what he said. But, he knew the truth. Her hatred of Nazis was killing her.

He knew this woman really needed to forgive for her own sake. However, any response on his part, “Hating the Nazis is killing you”, or “Forgiveness is divine”, would sound like empty platitudes, and he knew it. He really had nowhere to go.

Then, I heard someone crying. This was the only sound in the theatre of stunned observers, and it began to attract attention.

A young man was standing and weeping. For a few moments I wondered about what he might do. Finally, he spoke through his tears … with a thick German accent. If I live to be a thousand, I hope I never forget what he said that evening.

He began softly and with compassion. “Ma’am. Nobody has a right to hate more than you do. I can't imagine the horrors you've lived through. I can't imagine how anyone could treat another human in the ways you and others were treated. What makes it worse for me, however, is you are literally speaking of my parents and grandparents. It shames me as a German. Nobody has a right to hate more than you do.”

“But,” and he pointed at the speaker and continued quite firmly, “you must listen to this man. I have been having the Holocaust shoved down my throat since I was a child. I have been made to feel guilty and responsible. It has made me angry because I was not alive when those atrocities occurred.”

“I am not alone,” he continued. “Thousands, perhaps millions of other young Germans are fed up with being judged for acts that were committed by others. If it keeps up, they will react. You did not deserve to be treated the way you were treated, and we have not deserved to be made to feel guilty for it. Keep on hating … Hitler would approve.”

With that, he made his way through the crowd toward the woman. When he reached her, they embraced. The speaker visibly sighed with relief.

I watched as people reached in to hug the people, who were hugging the people, who were hugging the two of them. I would have given anything to be a part of that hug, but I was too far away. However, the speaker was being ignored. So I went up on stage, and had him autograph my copy of his book. I really did.

Finally, he got everyone to take their seats and spoke some beautiful words, bringing closure to what we had all witnessed. However, I knew it was the words of this young man I would always remember …

“Keep on hating ... Hitler would approve.”

Joe Ranft ... In Memoriam

2005-08-19T20:20:00.000-07:00

Here's to you Joe Ranft.

My friend Joe Ranft died in a car accident on California's Highway 1 on August 16, 2005. Joe was a major player in the Feature Animation industry. He provided stories, storyboards, voices, artwork and more ... for some of the most beloved Feature Animations of all time (see below for a complete list of his credits).

For all his amazing achievements, I will always remember him as the voices of Heimlich (A Bug's Life) and Wheezy the Penguin (Toy Story 2).

Those people who know me have heard me speak of Joe often. He was the man who , a decade ago, hired me to teach my leadership workshop to Walt Disney Feature Animation. Much more recently, he was striving to have me present it to Pixar.

Joe was only 45. He was born on March 13, 1960 in Pasadena, California. Joe is survived by his wife (Su), two children (Jordan -- 13 and Sophia -- 9), his mother (Ruth) and father (James), his two brothers (James and Jerome) and a sister (Ruth Ann Scott).

While the national media have virtually ignored his passing ... by August 19, searches for Joe Ranft were ranked THIRD by Technorati (a website that tracks search activity of over 15,000,000 BLOGS).

Goodbye Joe. You will be remembered. You will be missed. Your work is eternal.

"... and in the end, the love you take, is equal to the love you make."
(Lennon & McCartney)

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Joe Ranft -- CREDITS

2006
The 78th Annual Academy Awards -- In Memoriam
Cars -- Co-Director
Cars -- Screenplay
Cars -- Story
Cars -- Voice (Red/Peterbuilt)
Cars -- In memory of
Cars -- Dedicatee

2005
Tim Burton's Corpse Bride -- Executive Producer
Tim Burtons' Corpse Bride -- Dedicatee

2004
The Incredibles -- Additional Voices

2003
Finding Nemo -- Voice (Jacques)
Fish Extreme Skate Adventure -- Voice

2002
Mike's New Car -- Special Thanks
Beauty and the Beast: Disney's Animation Magic -- Himself

2001
Monsters, Inc. -- Additional Voice
Monsters, Inc. -- Additional Story Material
Monkeybone -- Voice (Streetsquash Rabbit)

2000
Buzz Lightyear of Star Command: The Adventure Begins -- Voice (Wheezy)

1999
Fantasia/2000 -- Story
Toy Story 2 -- Story Supervisor
Toy Story 2 -- Additional Story Material
Toy Story 2 -- Voice (Wheezy the Penguin)
The Brave Little Toaster to the Rescue -- Character Designer: Other Characters

1998
A Bug's Life -- Story
A Bug's Life -- Voice (Heimlich)
The Brave Little Toaster Goes to Mars -- Creator of Additional Original Characters

1997
The Brave Little Toaster to the Rescue -- Character Design

1996
James and the Giant Peach -- Storyboard Supervisor

1995
Toy Story -- Story
Toy Story -- Story Supervisor
Toy Story -- Voice (Lenny the Binoculars)

1994
The Lion King -- Story

1993
Tim Burton's The Nightmare Before Christmas -- Storyboard Supervisor

1991
Beauty and the Beast -- Story
Drop Dead Fred -- Title Designer

1990
The Rescuers Down Under -- Story

1988
Oliver & Company -- Story
Who Framed Roger Rabbit -- Storysketch

1987
The Brave Little Toaster -- Story
The Brave Little Toaster -- Directing Animator
The Brave Little Toaster -- Voice (Elmo St. Peters)

1982
Luau -- I.Q.

Ashley Smith Praised as a Love-Based Leader

2005-03-26T22:47:00.000-08:00

PRESS RELEASE
March 26, 2005
CONTACT: Nan Hanna-Paquin, Publicist 315-483-0116

(Chicago, Illinois) After sifting through the horrors of the recent Atlanta killings, one cannot help but be inspired by the amazing story of Ashley Smith. First, Brian Nichols overpowered and shot a female deputy. He murdered a judge, a court reporter, a male deputy, and a customs officer. Three trained and armed officials were unable to control Nichols. Incredibly, Ashley Smith was able to successfully influence him and thus save her own life because of one thing … her Love-Based leadership.

“Ashley Smith touched hearts of millions with her courage and compassion,” says author James Roswell Quinn. “She proved that people can accomplish miracles when they move from love instead of fear.”

Love-Based leadership is a term coined by James Roswell Quinn, public speaker and author of the compelling book, CONTROLLING OTHERS FOR LOVE AND PROFIT … “Controlling others is not the solution, it is the problem.” Quinn is uniquely qualified to explain why Ashley Smith was successful in reaching an “unreachable” person. He is the veteran of over 1,200 seminars and keynote addresses on Love-Based leadership … in the United States, Canada, and New Zealand. His concepts have helped tens of thousands of people deal with situations ranging from minor irritations to unimaginable tragedies.

How? Quinn shows you how to use Love-Based leadership to reach people who are frustrating, ignoring, overwhelming, or intimidating you. Love-Based leadership is basically leadership by self-control. Basically, whenever something is going wrong, first identify your automatic non-think Fear-Based reaction (Fight, Flight, Freeze, or Facade) and then do the opposite. It works every time.

“CONTROLLING OTHERS FOR LOVE AND PROFIT is an extraordinary manual for creating results by overcoming negative Fear-Based behaviors. The concepts and techniques are effective across cultural boundaries and personal backgrounds.”
John Nemanic – Chairman & Co-Founder: Hostopia.com
Former CEO & Co-Founder: Tucows.com
Former CEO & Co-Founder: Internet Direct

# # #

To book James as a guest, or to request a Soft-Cover review copy of his book, please send your mailing information and email address to Nan Hanna-Paquin … Hannapaq@aol.com

Author: James Roswell Quinn
ISBN: 0-9754417-0-1
Soft Cover: $19.95 US

Bag End, the Party Tree, and me ...

2005-03-11T19:07:00.000-08:00

This is the last remaining film site constructed for the Lord Of The Rings. Located near the town of Matamata, New Zealand. It is definately worth the two hour drive from Auckland International Airport. I'd advise getting there early in the day, or phone ahead for reservations. Afterwards, it is so much fun to watch Lord Of The Rings and be able to say, "I was standing on that spot!" Tours to other locations are available, but to see more than just a few interesting sites requires lots of time ... and experienced guides. New Zealand ROCKS!

Buckminster Fuller

2005-02-22T18:02:00.000-08:00

From the book, “Controlling Others For Love And Profit” by James Roswell Quinn. The following Foreword from the book is written by Lloyd Steven Sieden, author of “Buckminster Fuller’s Universe … His Life And Times”
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Businessman, statesman, inventor, futurist, architect of the geodesic dome, and the man who coined the phrase “Spaceship Earth” … R. Buckminster Fuller has one of the longest listings in the history of Who’s Who in America.
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Now is the time, we are the people. This has been proclaimed by many societies throughout recorded history, but never has it been truer than at this critical moment in the evolution of humankind. We stand at a juncture when, as my mentor Buckminster Fuller wrote in 1983, "The cosmic question has been asked. Are humans … worthwhile?”

We find ourselves in the last stages of a great cosmic final examination. Bucky said our exam can be boiled down to one simple question, "Am I choosing love or fear?" He recognized this choice of love over fear is actually quite logical today, but was not rational for our ancestors even a few decades ago.

“Limits are what we fear.” … R. Buckminster Fuller

In the 1930's, Fuller was the first person to take a thorough accounting of all Earth's resources. He determined that we were continually doing "more with less." Fuller surmised that our "more with lessing" would eventually create a world in which there was enough for everyone, and he sought to determine when that would take place.

His calculations led him to predict that that shift would occur in 1976. It has now been proven that, in 1976, humankind became so efficient that we could feed everyone on Earth. That statistic also applies to all other resources including non-physical ones such as love.

“Humanity is taking its final examination. We have come to an extraordinary moment when it doesn’t have to be you or me anymore. There is enough for all.” … R. Buckminster Fuller

There is enough of everything, but most of us continue to react from the mindset of pre-1976 when we had to fight for "our share" and to make sure that our family and friends had what they needed. We did this out of fear, which was valid prior to the 1976 transition. Now, more than ever, we need to recognize that there is enough for everyone and begin to contribute and share wholeheartedly. In other words, we need to act out of love rather than out of fear.

The question then becomes, how does one individual accomplish this? How can we each manifest what makes the most difference, and give our individual gifts in the most effective manner possible?

This seems like a difficult challenge until we consider all that was accomplished by the great women and men who lived in an era where there really was not enough to go around. Those brave individuals gave of themselves in ways we can only describe as heroic, even though their peers often perceived them as unstable.

These wise ancestors often used a strategy we too can employ. They looked to see where they could make the most difference with the least effort, thereby allowing them to do much more with very little. Bucky Fuller compared this behavior to that of a ship’s trimtab.

“A large ship goes by, and then comes the rudder. On the edge of the rudder is a miniature rudder called a trimtab. Moving the trimtab builds a low pressure which turns the rudder that steers the gigantic ship with almost no effort. One individual can be a trimtab, making a major difference.” … R. Buckminster Fuller

James Roswell Quinn has been a trimtab with much of his life. Rather than devoting the majority of his time to one-on-one consultation, he shares his talents and insights with groups of people. I have personally utilized many of the techniques he teaches. James has a great deal to offer at this critical juncture in the evolution of humankind.

The trimtab principle is available to each of us as well. We may not be the people who stand in front of a room or write a book, but we have a responsibility to uncover our unique talents and gifts and share them with the World in an effective manner.

Within our ‘World that works for everyone’ that has emerged since 1976, we are all vital to the process of making a global shift by becoming accountable for leading from a position of love in all aspects of our lives. We need more people who reflect this perspective of love, rather than the fear that has dominated our society since the dawn of recorded history. We need "average individuals," as many leaders have described themselves, to step forward into their true calling.

Quinn has been on the leading edge of supporting this emerging reality and the transformation that it offers to every crewmember aboard Spaceship Earth. He has gained a wealth of information from the facilitation of several thousand seminars and workshops.

“Controlling Others For Love And Profit” is a great tool-box for those seeking to make a positive difference in the world. Many have embarked on the journey toward becoming, what James Roswell Quinn describes as, a Love-Based leader. It may not always be smooth sailing, but I can assure you it is the only way our children and their children will survive and prosper.

I invite you to choose the path of love and become a trimtab on behalf of all humankind. Each of us can make a difference. We can contribute our gifts to one another and, in the process, receive the rewards of being gifted with the talents of others.

Bucky’s tombstone reads, “Call Me Trimtab”

Making the decision to choose love does not require sacrifice. The path of love is a path of joy. It promotes a sense of wellbeing for all who choose it. Choosing love brings forth the best in each of us, and calls us to greater challenges and possibilities. Choosing love opens doorways that we did not know existed and allows for the magic called synergy to blossom in our lives and the lives of those we touch.

In choosing love as a way to live and lead, each of us helps to lay the foundation for a new civilization in which we will manifest the often imagined heaven on Earth. That possibility is here now. It lies within each of us. Turn the pages of this book gently, and you will surely find clues to your personal journey on this path.

Lloyd Steven Sieden

“Whether humanity is to continue and comprehensively prosper on Spaceship Earth depends entirely on the integrity of the human individuals and not on the political and economic systems.” … R. Buckminster Fuller

Controlling Others For Love And Profit

2005-01-14T05:33:00.000-08:00

Controlling others is not the solution ... it is the problem

It’s been said that 80% of the results in business are created by only 20% of the people. While personal success in the 21st Century rests in the ability to become part of that top 20%, managerial success will depend on the ability to inspire, attract, and/or maintain these leaders.

Leadership “Self-Help” books, articles, blogs, keynotes, and workshops abound. Most of these management tools, sales techniques, and relationship strategies, are successful in at least some situations and with certain people. However, the vast majority miss the point:

All attempts to influence or control others are focused on the wrong person. Leadership Excellence is the “Art of Self-Control.”

Most people would probably agree that self-control is the answer. The problem lies in the individual definition of self-control ...

Self-control means toughness for some: “I don’t get mad, I get even.”

For others, it is all about leaving a way out in case something goes wrong: “I don’t have to take this, I’m out of here.”

For many, self-control is the ability to refrain from hurting people, even when hurt or angry themselves: “If you can’t say something nice, don’t say anything at all.”

And for some people, it means to do whatever it takes to keep from upsetting others: “Don’t rock the boat.”

Statements such as these may seem like self-control to many people. In reality, they are all attempts to control others. People justifying these behaviors are either trying to get someone else to do something (such as keeping their commitments), or to prevent them from doing something (such as getting upset).

Unfortunately, whether one is striving to be helpful or self-serving, the only way to ensure success with these tactics is to establish some kind of ‘Position-Power’ over others. Position-Power may be blatant, as when backed up with orders, threats, demands, hysterics, or ultimatums. However, this manipulation can also be demonstrated in more subtle ways, such as by shutting down, backing away, or making outright lies.

Position-Power is the rationalized control of others due to fear.

This can be a fear OF others: “You might hurt me.” However, it can also be an altruistic fear FOR others: “You might hurt yourself.” The bottom line is, whether you are striving to protect yourself or someone else, management by Position-Power itself is nothing more than a Fear-Based knee-jerk reaction designed to control others.

“Position-Power” is a “Fear-Based Reaction”

These terms are synonymous and interchangeable, and both are becoming operatively obsolete. Regardless of the intent, managers using Position-Power to control others are facing increasing resistance. Modern persons in democratic societies do not function under the strict inflexible hierarchy as our ancestors did. In fact, we resent those who control us (or attempt to control us), even when we are told it is for “our own good”. Just ask any teenager.

In the short term, Position-Power can give a business the illusion of effectiveness. However, this Fear-Based environment is now becoming unacceptable for employees with high levels of self-worth. They have found, and will continue to find, better places to work. Those who remain usually see the levels of fear increase in direct proportion to decreased corporate results.

The cycle will continue until excellence and passion are stifled. In a world where innovation and creativity are needed for long-term business success, companies operating within this paradigm cannot flourish. Resentment and resistance ultimately lead to sabotage, diminished results, and even destruction. The good news is there is an alternative to management by Position-Power.

People are beginning to realize they are merely creating new problems whenever they justify Fear-Based reactions to challenging or threatening circumstances. Position-Power is losing ground to effective, innovative, and forward thinking leaders.

It is becoming increasingly apparent that positive results will come through leaders … not from them.

The Distributor

In 1989, I consulted with a Canadian distributor of a high-end line of stuffed animals. Unfortunately, since most of its sales came from the just the one product line, the suppliers of their other four product lines were threatening to change distributors.

Beginning to worry about his company’s future, the president started to react by demanding increased sales from the other four product lines. This Position-Power failed completely.

After discussions with the sales staff, I discovered two things. 1) They made a good living selling just the stuffed animals, as they were relatively easy to sell. 2) Fear of rejection kept them from trying to sell products that had already been refused by existing customers.

The first step was to hold a “Problem-Solving by Consensus” session with the managers and sales people. I broke everyone into small teams and presented the boss’s dilemma, “How can we sell more of the four “other” product lines?”

Each team was to come up with a possible solution. The only ground rule was each team member had to agree the team’s idea was workable … even if they personally thought there was a better answer. There was to be no voting.

One by one, each team came to consensus and presented me with their idea. As I read the surprisingly similar suggestions, the answer was obvious.

My recommendation to the President went as follows: “New hires have traditionally been trained to sell the stuffed animals first. The consensus of your employees is that from now on, all new hires should ONLY be allowed to sell the other four product lines. When they reach a certain sales volume with those products, only then they will be allowed to sell the line of stuffed animals.” The president agreed to implement the policy.

A year later I was invited back to do a follow-up seminar. This is always a good sign. I asked about the results of the policy change on sales. The president smiled and told me, “Sales of the four smaller product lines are up 50%, and the stuffed animals sales are up 20% as well. We are looking to add a few more product lines.”

I asked what he believed had happened. He explained that because his managers had to focus on the other four product lines while training new hires, everything changed. Not surprisingly, when the new hires became proficient at selling the other four products, they had little trouble selling the popular stuffed animals. That certainly helped sales a little. However, the sales turn-around was really caused by something else.

The minute the managers changed their focus to training new hires to sell everything but the stuffed animals, virtually all sales-people began selling more of those other product lines as well. It seemed that the same people who resisted changing when the boss demanded it, voluntarily changed right along with the implementation of the new training policy. At the time it seemed like an interesting “Quinn-cidence.”

However, since then, I have discovered that every time management fails to change an undesired behavior of its employees, it turns out that there is a company policy which causes, and often even rewards, this behavior. Consensus is the most effective way of finding the policy. Then, once management changes this policy, the employee’s undesired behaviors change automatically. It works every time.

The president became a more effective leader when he began to realize his people did things for their reasons and not his. Instead of trying to use Position-Power to change his sales force, he changed himself by allowing for a policy to be set by consensus. The results speak for themselves.

Stop fighting against what you do not want, and fight to create what you do want. There is a difference.

The truth is, the reactions of anyone other than yourself, are merely measures of your own effectiveness … or lack thereof. When you become aware of your own negative Fear-Based reactions, it becomes easier to see how you are attempting to control others with actual or implied Position-Power. Instead of focusing on what others are doing wrong, take responsibility for changing yourself. Your leadership will be greatly enhanced.

We are in the midst of a leadership evolution. Leadership based on Position-Power is history. The evolution in leadership will influence our intimate, family, business, community, national, and global affairs. Now is the time to create personal and professional results WITH your life, not just IN your life.

The world has enough victims. We need leaders.

We're All In This Together

2004-12-21T14:06:00.000-08:00

Self-Improvement Seminar For Nations
James Roswell Quinn

Professional Self-Improvement Seminars began with Dale Carnegie in the 1930’s. The 1960’s saw the development of Personal Growth Seminars such as ‘est’. In 2002, Dr Phil brought the concepts and techniques of self-improvement to mainstream TV audiences. Now, let’s explore what it might look like if nations got into the act.

Facilitator: Welcome to "We’re All In This Together" the self-improvement seminar for nations. Some of you have existed as nations for hundreds of years, while others are relatively new. Regardless, none of you would be here today if there was not something you wanted to improve. First, let’s get to know each other. Please stand and tell us about yourself. Why are you here? What do you need to change to improve your results? What is your commitment to your own growth? Who wants to start? There, in the front row… New Zealand.

New Zealand: Hi everyone, I’m New Zealand.

Facilitator: Hello. So, why are you here?

New Zealand: I’m frustrated. It seems that no matter what I do, none of the other nations ever seem to notice me.

Facilitator: You realize the problem here is much bigger than ‘other nations not noticing you.’ How do you feel about yourself?

New Zealand: OK, I guess. But, I just never feel like I’m good enough.

Facilitator: In my experience, most nations are their own worst enemy.

New Zealand: That’s for sure. I’d never be friends with a country that treated me the way I treat me.

Facilitator: So it sounds like your real issue is self-worth. Would it be a satisfying experience for you if you could end this weekend feeling better about yourself?

New Zealand: Absolutely. I’d give anything for that.

Facilitator: Ok, New Zealand. Are you committed to that?

New Zealand: Yes. Sure.

Facilitator: Let me who else could use more ‘self-worth." I see hands by Dominican Republic, Mexico, South Africa, Thailand and hey … is that? Yes! Good for you, Russia. Everyone, let’s give New Zealand a round of applause. OK, who is next? There, in the back row, Switzerland.

Switzerland: Hi.

Facilitator: Hello Switzerland. So, why are you here?

Switzerland: I don’t know. I really don’t know. Perhaps I need to quit being so analytical?

Facilitator: Is that something you really want to change?

Switzerland: Sure. Just like anyone, I’d like to be spontaneous and have more fun.

Facilitator: OK. For the rest of the weekend I want you to focus on being spontaneous. OK?

Switzerland: OK. I’ll try.

Facilitator: Oops. As Yoda said, "There is no try, only DO."

Switzerland: Right. I’ll be spontaneous.

Facilitator: Great. Let me see the hands of the nations that need to be more spontaneous? I see Japan, Germany, Cuba, and Tibet … and there appear to be several nations who can’t decide. Trust me, if you’re asking yourself the question, "Do I need to be more spontaneous?" … You probably need to be. OK, who is next?"

France: I’ll go.

Facilitator: Terrific. So what brings you here?

France: Easy. I hate being judged. The USA over there has, how you say, a "control" issue and won’t listen to anybody. I tell them not to attack Iraq and suddenly I’m the bad guy. Is this fair?

Facilitator: Whoa, slow down. Such negativity. What are you doing to yourself?

France: Nothing. I’d prefer to have a little wine and make love. Maybe make some money. But no. The USA wants all the money and thinks critics are automatically their enemies.

Facilitator: OK. Stop. I think your problems are a lot bigger than the USA. What do you want?

France: Peace. I want to enjoy life without worrying about other nations.

Facilitator: The first step is to stop being so critical. Don’t you see that if you don’t stop judging others, you will never get them to stop judging you?

France: Possibly. But the USA has to stop trying to lead by force all the time.

Facilitator: OK. I’ll bite. How would you like them to act?

France: With love, of course.

Facilitator: So, you would like for the USA to exert more of a love-based approach to its leadership?

France: That would be magnifique.

Facilitator: Then you need to show them how. Demonstrate Love-Based leadership. Let’s start with acceptance. Repeat after me. "Criticism in any form is destructive."

France: You have got to be kidding.

Facilitator: Do you want peace?

France: Oui.

Facilitator: So, take a step and repeat after me. "Criticism in any form is destructive."

France: Criticism in any form is destructive.

Facilitator: Pretty good. Everybody give France a big hand. It’s a start France. Keep it up for the weekend and let’s see where it goes. OK?

France: Oui.

Facilitator: USA … your turn.

USA: This is ridiculous. I don’t need to be here.

France: See. There he goes already.

Facilitator: Um, France … we’re working on acceptance, OK?

France: Oui.

Facilitator: USA, Let’s try again. So, what’s going on?

USA: Great. Swell. This is perfect. I get attacked no matter what I do. After 9/11, everyone supported me against al-Quaeda. Then, when I go after Iraq, everyone has amnesia. To hell with you all. I don’t get mad. I get even!

Facilitator: Fascinating. Tell me. What are you feeling right now?

USA: Resentment. Anger. I am really mad.

Facilitator: Oh, sounds like you do not really mean it when you say, "I don’t get mad. I get even". I think what you really mean is, "When I get mad, I get even." So, what’s that anger doing to you?

USA: Nothing.

Facilitator: Nothing? You look like you are going to pop a vein.

USA: OK, so I’m a little stressed. What do you expect?

Facilitator: I don’t expect anything. I just want to know what that anger is doing to you.

USA: I guess it’s not helping me all that much.

Facilitator: I didn’t ask what it’s NOT doing, I asked what it IS doing.

USA: Well, OK. It’s … it’s hurting me. But I don’t know what else to do.

Facilitator: Fair enough. Let’s look a little deeper. What is your anger doing to your relationships?

USA: My relationships are fine.

Facilitator: Oh really? Wasn’t France your first relationship?

USA: Yep. But look at her. I bailed her out in WWI and WWII, and what’s the thanks I get… backstabbing.

Facilitator: So. Let me see now. France makes you mad?

USA: Tons.

Facilitator: And Iraq makes you mad?

USA: Sure

Facilitator: Who else?

USA: North Korea, Afghanistan, Iran … a bunch of them.

Facilitator: So, everyone else is wrong?

USA: Don’t say it like that. I’m not paranoid. They really are out to get me.

Facilitator: Even the nations that simply don’t want you to go to war?

USA: Yes.

Facilitator: I think you need to look a little deeper. Do you really think you’ll be happy when every other nation changes the way it’s treating you?

USA: Where are you going with this?

Facilitator: The foundation of this seminar is that there are only two ways you can improve your results in the international community. 1) Other nations change how they treat you, or 2) You change how you treat other nations. There is not a third alternative. So let me ask you the question again. Do you really think you’ll be happy when every other nation changes the way it’s treating you?

USA: No. I guess not. They all do things I think they should change.

Facilitator: Can I be honest with you?

USA: Sure. Why not?

Facilitator: When someone else makes you mad, who is in control of your anger?

USA: I am. Yes. I am in charge of my own feelings, right?

Facilitator: Not exactly. Follow me here. If they don’t do something wrong, you’re not mad. Right?

USA: Right

Facilitator: You only get mad when they do something wrong?

USA: Yep.

Facilitator: Well, if someone else’s behavior is causing your behavior… who is really in charge?

USA: I am. Well, nope. Wait a minute … OK. I get it, they are.

Facilitator: Very good. Bottom line. You are not in charge of yourself, but you want to control everyone else.

USA: Sounds pathetic when you say it like that.

Facilitator: Interesting response.

USA: So what should I do? Open my borders? Chant? Send flowers to terrorists?

Facilitator: I don’t know what your answer is. But do you need anger to institute better immigration policies?

USA: No … OK OK, I get it… so what should I do.

Facilitator: Perhaps the answer is not in what you do to protect yourself, but in how you do it. Perhaps you need to the same things you are doing, but at least do them with some compassion for the problems of other nations. Personally, I’ve always thought you were at your strongest when you came from kindness. Let me ask you … do you want to be in charge of yourself?

USA: Absolutely

Facilitator: Then you need to stop reacting and start rebuilding the trust in your relationships.

USA: Yeah, I guess so. That would help.

Facilitator: Then let’s start with your resentment with France. Repeat after me … ready?

USA: Might as well. OK.

Facilitator: Look directly at France and say, "I honor you and I accept you, even though I don’t understand you."

USA: Oh come on! After what she has done? No way.

Facilitator: USA, just try it. Now tell her, "I honor you and I accept you, even though I don’t understand you."

USA: I honor you and I accept you, even though I don’t understand you.

Facilitator: There you go. That wasn’t too bad was it? Now you and France give each other a hug. It’s a start. Everyone, give the USA and France a big hand. Now, everyone get a partner. I want you all to try this with at least three other nations. Notice how you feel when you say it. Notice how you feel when you hear it. No other dialog please. You don’t have to hug, just say the sentence, "I honor you and I accept you, even though I don’t understand you." Ready, begin…Everyone stop. You all did very good. We’re going to take a short break. During the break I want you to discuss the following concept …"When something goes wrong, you only have two choices. To react from fear or to lead from excellence."Discuss this concept with each other during the break, and we will discuss it when we get back. See you all in about 20 minutes.

Success ... You Are What You Think About

2004-11-20T07:17:00.000-08:00

Defensive people are simply Fear-Based reactors in both their personal and professional lives. Conversely, creative leaders demonstrate and inspire the leadership excellence that is required for true success in the 21st century.

Success is no longer limited to the concept of income or power. Indeed, we have all met miserable “successful” persons. These rich and powerful people usually lack at least one of the following …

1) Joy.
2) An intimate life-partner.
3) The love & respect of old friends and/or their children.
4) A basic spirituality or higher purpose than just self.

James Allen’s wonderful book, “As A Man Thinketh” is dedicated to the concept that “you are what you think about.” In other words, what you think about most of the time is what you will become. When something goes wrong, do you become defensive or creative? Are you negative or positive? Do you come from fear or from love?

What do you think about most of the time? Are you becoming what you think about? What are you feeding your mind? .

It is quite easy to see if you are reacting from fear. In fact, there are only four Fear-Based reactions …. Fight, Flight, Freeze, and Facade. Attack, run, isolate or lie to protect yourself from the problem. All of these reactions can be appropriate responses to negative situations, but if they are occurring with any frequency you run the risk of “becoming” these reactions instead of “having” them.

The good news is there are only four ways to Lead from Excellence … Empathy, Enthusiasm, Evaluation and Ethics. Treat others with respect, come from joy, keep your commitments, and tell the truth.

The secret is to quit basing your behaviors on negative circumstances. Things will always go wrong. When they do, the only relevant thing is for you to notice how you are reacting (Fight, Flight, Freeze, or Facade), then do the opposite (Empathy, Enthusiasm, Evaluation, and Ethics). But, it’s an all or nothing strategy. You are either doing all four of the E’s of Excellence, or you are doing one, perhaps two, of the Fear-Based reactions.

Bottom line, you are either reacting from fear BECAUSE of how others are treating you, or you are leading with love IN SPITE OF how others are treating you. You will become what you think about. Success is in your own mind. It always has been. It always will be.

One final thought. The successful leaders of the 21st century will have one common characteristic. They will never take themselves too seriously. As such, I’d like to close with a joke my father used in his seminars, “I don’t know that it is true that you are what you think about … or I would have been a girl by the time I was 18.”