Make the Rest of Your Life the Best of Your Life

Senior Couple Putting On In Line Skates In Park

Refire!

Most of us are looking forward to retirement. When that day finally arrives, what’s next?

Do you know someone who has recently retired and is struggling with lack of purpose?

How do you make the rest of your life meaningful and impactful?

Bestselling author Ken Blanchard of The One Minute Manager and psychologist Dr. Morton Shaevitz don’t believe in chance meetings. When they met on a flight from San Diego to New York, the two discussed the issues of aging.  Instead of the “best years are behind us” approach they decided to write a book about making life in your later years more meaningful than ever.

 

“Retiring suggests shutting down. Refiring means engaging in life.” -@DrMHShaevitz

I recently had the opportunity to talk with Dr. Morton Shaevitz about the new book Refire! Don’t Retire: Make the Rest of Your Life the Best of Your Life.

Reframing Retirement

Many people think “retirement” is the happy destination. Your new bookRefire! Don’t Retire gives different advice.  What does it mean to refire?

Refiring is a process where the primary focus is not on career advancement, financial gain, or specific types of achievements, but rather, healthy living, warm and significant relationships, continued learning and cognitive growth, vitality and meaningful involvement, and the development of a personal sense of spirituality. Retiring suggests shutting down. Refiring means engaging in life.

 

Refire Emotionally

  1. You start with “refiring emotionally.” Why is that first?

There isn’t any particular reason this was first, but being socially isolated has been shown to contribute to emotional and physical decline. So that makes it a good jumping off point. Identifying those people who are meaningful in our lives, building stronger connections, reaching out to new people, opening up, and getting close can also sometimes help to establish a good foundational support system for your refiring process.

 

Fact: Being socially isolated contributes to emotional and physical decline.

How to Envision Your Limitless Potential

Hand held medal against a stormy sky

Tune in to the Power of Blind Ambition

Many of us start a new year with a list of resolutions and aspirations.  Those goals can quickly disappear as we replace goals with excuses.  A regular diet of motivation helps me redouble my efforts, so I regularly look for inspiring people, books, speeches, and songs.

That’s why I was pleased to have the opportunity to speak with Patricia Walsh.  Talk about overcoming obstacles, pursuing dreams, and not letting an excuse derail goals.

At age five, she was blind from a brain tumor.  Later, fighting depression and hopelessness, she made a decision to reclaim her quality of life.  Now, she has written an inspiring book, Blind Ambition: How to Envision Your Limitless Potential and Achieve the Success You Want .  She has a successful career as an entrepreneur, a software engineer, and a professional speaker.  And I almost forgot to mention she is a champion athlete.

Don’t listen to the voice telling you to give up on your goals.  Don’t settle for mediocrity.  Don’t limit your potential.

Instead, tune in to the power of Blind Ambition.

 

“You can never go wrong by lifting someone up.” -Patricia Walsh

 

Shatter Expectations

I’ve interviewed another female Ironman, Chrissie Wellington.  Reading her book was the closest I’ve come to understanding what it takes to compete.  It’s a grueling challenge.  And you’re blind and you did it.  What motivated you to shatter expectations?

I stumbled into shattering: I think my friends and family assume that I set out with a determination to turn the world on its ear from the get go.  Truly the spirit of the initial events was more of a, “What could possibly go wrong?” to which the response was. “Everything could go wrong,” to which I then responded, “Even if everything does go wrong, this won’t kill me.”

My initial motivation was to reclaim my quality of life.  When this all began, I had a smoking habit, was the life of the party, and as a result was overweight and feeling lost in my own skin.  As my dad started struggling with his own health, I realized that my habits and patterns not only emulated his, in many ways they were worse than his.  I started running as an attempt to reclaim my health.  The result after months of trial and error and continuous improvement was not only a betterment of my physical health, but it had become a lifeline for what had been a shattered sense of self.

In completing my first marathon, I proved to myself that I was not and never have been damaged goods.  My sense of ability was through the roof.  When proposed the opportunity to take on ever increasing challenges I jumped at the chances.  After years of marathoning, a friend dared me to do an ironman.  When I took on ironman it was out of a curiosity and a wonder for my own capabilities.  I was in way over my head.  I had never swum or biked.  The amount of help and coaching I needed just to finish was daunting.

Walsh9780071833820It was after completing my first ironman, Lake Placid 2010, when I became the first blind female to have completed an ironman with a female guide, that I saw the opportunity to reclaim expectations.

There is a thriving prejudice of reduced expectations of persons with disability.  I feel it every day.  People are surprised when I am able to order for myself at a restaurant.  People approach my friends and congratulate them on their generosity for taking the blind kid out for an adventure. People do not see me as an accomplished adult.  The challenge for me every day is to fight the impulse to become a defensive person.  When faced with these reduced expectations, my want is to rattle off my resume.  My want is even to make that person feel lower, but what good would come of that?  I know better.  If I were to ever really have that honest reaction, everyone would walk away feeling awful.  I acknowledge my role has to be that of a gentle educator.  After my initial success in ironman, I had the opportunity to race with a hero of mine.  It was then that I saw the gleam of light that I could be a competitive athlete by any standard.

I believed that if I put in the time and effort to be among the top finishers for my age group, then I could offer up an example of appropriate expectations of the blind.  That is to say blind and disabled people are not lesser than, they are equal to, and in some cases even greater than those without disability.  Truly it isn’t about the comparison, it is about the assumption.  The efforts of persons with disability should be taken on their own merit, absent of the expectation of diminished value.

 

“Excuses are a mask for fear and self-doubt.” -Patricia Walsh

 

Finishing my second ironman in 11:40 was groundbreaking for me.  In 10 months I had reduced my own time by three hours.  I had set an example of an athlete with disability who two years into the sport could be ranked among the top 10 finishers for her age group.  I was then recruited to compete at a different distance for the US National team.  My secret hope is to come back to ironman after Paralympics, as I left wanting more.  I know I could be among the top finishers in following my own fuel-fire-blaze hierarchy with the emotionally intrinsic goal of continuing to chip away at the reduced expectations.

 

Limitations and Excuses

Achieving Peak Performance by Conquering the 7 Summits of Sales

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Climbing to the Top

  • What’s the best formula for setting goals?
  • How do I prepare and truly commit to achieving them?
  • What about perseverance?
  • How do I overcome resistance?

Someone wisely once told me that to achieve something great, “Find the person who has already climbed the mountain.”  In this case, I found someone who literally has climbed mountains.  Susan Ershler has successfully climbed the elite Seven Summits and is a sought-after international speaker who has served in leadership positions for Fortune 500 companies for more than twenty years.  She is also the author of  CONQUERING THE SEVEN SUMMITS OF SALES: From Everest To Every Business, Achieving Peak Performance

 

How to Set Goals

You have a new formula for setting goals.  It’s not the SMART model, it’s the CLIMB model.  Would you share that with us?

It all begins with a well-defined vision and a set of clearly defined goals. The CLIMB system we developed on our journey to becoming top performers will provide you with a structured approach to goal setting that is both disciplined and focused.

C – Concise:  Your goals must be specific, quantifiable, actionable, and support your vision.

L – Levelheaded:  Your vision and goals must be realistic and attainable based on your current skills and level of professional development.

I – Integrated:  Your goals must be related, relevant, and integrated with your vision.

M – Measurable:  You must hold yourself accountable by using objective metrics to track your progress against goals. You must “measure the mountain.”

B – Big:  Being realistic doesn’t mean thinking small. Be bold and ambitious in projecting your future. Think Big!

 

“By failing to prepare, you are preparing to fail.” -Ben Franklin

Everest Base Camp Sue

The Importance of Preparation

Let’s talk about preparation.  Obviously preparing for a climb elevates it to a life or death activity.  How have you used what you learned in climbing about preparation in other areas like sales or goals?
No BIG mountain is scaled in a single climb. No quota or BIG business objective is achieved in a single day. You must step away from the business and create a detailed roadmap that delineates every step of your journey and includes metrics to measure success along the way.

If we don’t have a plan in writing, we have a tendency to react to disruptive things, for example like constant email. We need to make sure we focus on the important activities that will lead us to success, reviewing our plan on a daily basis.

 

The Power of Commitment

Commitment.  Many talk a good game.  You may believe them, but then they quit before they even get going.  How do you help people truly commit?

Achieving peak performance, both personally and professionally, can dramatically change our lives. So once we have a vision we must commit to achieving it.  Peak performers say, “I will” not “I will try.”  For example, if you want to climb a mountain or run a marathon, sign up, pay the fee and then work backwards.  In climbing, I had to visualize myself on the summit of Everest – that was my vision in advance for years.  In business, I viewed myself as a vice president in the Fortune 500 world for years before I achieved that title.  Big visions can take years to achieve, but say, “I will do it” and never give up.

 

“Peak performers say I will, not I will try.”

Procrastinate on Purpose

Learn How to Be A Multiplier

If you’ve tried all of the tips, tricks, tools, apps, checklists, planners and technology gimmicks to improve your productivity, you may wonder why it is that you still haven’t mastered your time.

 

“Creating the next level of results requires the next level of thinking.” –Rory Vaden

 

My friend Rory Vaden, cofounder of international company Southwestern Consulting, NYT bestselling author of Take the Stairs: 7 Steps to Achieving True Success, says that:

  • Everything you know about time management is wrong.
  • The most productive people in the world do things differently.
  • We need to understand the emotional aspects of time management.
  • We need to learn how to multiply our time.
  • We need to learn how to procrastinate on purpose.

9780399170621His new book, Procrastinate on Purpose: 5 Permissions to Multiply Your Time has just been released. A few weeks ago, I sat down with Rory to talk about his extensive research into time management.

If you want to be more productive, more effective, more impactful – and who doesn’t – Rory’s research will propel you along.

3 Types of Procrastination

Learn about the 3 different types of procrastination:

5 Critical Moments to Evaluate Your Strategy

businessman with hat in front of two roads

“To see things in a new way, we must rise above the fray.” -Rich Horwath

 

Not too long ago, I featured Rich Horwath, the author of Elevate: The Three Disciplines of Advanced Strategic Thinking here to discuss the common mistakes of strategic planning.  Rich has helped thousands of managers with the strategic process.

After the interview, I decided to follow up with him to ask when leaders need to abandon or re-evaluate a strategic plan.  I have seen executives stick with a plan and others modify or abandon a plan.  Most leaders don’t want to open up the plan over and over because it shows indecisiveness, a lack of confidence or it creates confusion.  That said, there are times when a major review or rewrite is important.  So, I asked Rich:

When is revisiting the plan the right thing to do?

The ability to modify strategy at the right time can literally save or destroy a business. Here is a checklist of five moments when it is critical to evaluate your strategy.

 

1. Goals are achieved or changed.

 

Goals are what you are trying to achieve, and strategy is how you’re going to get there.

It makes sense then, if the destination changes, so too should the path to get there.  As you accomplish goals and establish new ones, changes in resource allocation are often required to keep moving forward.  In some cases, goals are modified during the course of the year to reflect changes in the market, competitive landscape, or customer profile. It’s important to reflect on the strategy as these changes occur to see if it also needs to be modified.

 

“Goals are what you are trying to achieve, and strategy is how you’re going to get there.” -Rich Horwath

 

2. Customer needs evolve.

 

The endgame of business strategy is to serve customers’ needs in a more profitable way than the competition.  But, as the makers of the Polaroid camera, hard- cover encyclopedias, and pagers will tell you, customer needs evolve.

The leaders skilled in strategic thinking are able to continually generate new insights into the emerging needs of key customers.  They can then shape their group’s current or future offerings to best meet those evolving needs.

 

“The endgame of business strategy is to serve customers’ needs in a more profitable way than the competition.” -Rich Horwath

 

3. Innovation changes the market.

 

Innovation can be described as creating new value for customers.

The new value may be technological in nature, but it can also be generated in many other ways including service, experience, marketing, process, etc.  It may be earth shattering, or it may be minor in nature.  The key is to keep a tight pulse on your market, customers, and competitors to understand when innovation, or new value, is being delivered and by whom.  Once that’s confirmed, assess your goals and strategies to determine if they need to be adjusted based on this new level of value in the market.

 

4. Competitors change the perception of value.