Why are there some people more successful than others? SELF-DISCIPLINE

Better your self-esteem

The following article is written by Julian Leicester, a London trained subconscious specialist with Hypno-Station. He is Malaysia’s most renowned clinical hypnotherapist, media personality, columnist, event host and book author. 

Your major goal is to improve self-esteem now and permanently. One way to accomplish this is by positive reprogramming of your subconscious.

One day, a young lady came by my office. I shall call her Cik Hafidah for the sake of confidentiality. She was a shy and quiet person and spoke in a pleasant and intellectual manner.

    As we chatted, I found out that she was a lawyer. Cik Hafidah had a “serious” problem. She said that she did not have the self-esteem and confidence to be a good lawyer like her more successful peers. “I am just not lucky and can’t be like them.” She felt she did not have that self worth within.

Self-esteem is one of the fundamental influences on nearly everything you do. When it is low, almost all areas of your life are made more difficult. Because a loss of self-esteem does not suddenly occur as a symptom, and it is often not head-on.

You may be extremely critical of yourself or be afraid to attempt anything new. You may even excuse any success you achieved by saying, “I was just lucky” or “It was a mistake,” or “Anybody could do that.”

This kind of self-depreciation or self-sabotage is not an accident as it does not materialise out of nowhere. It reflects a condition that is rooted in the past and one of the major causes of poor self-esteem is past negative programming that is the product of judgemental parents, teachers, friends, employers, etc.

All people are judgmental to some degree. There are those who serve up a categorical classification at every turn, one who decides what you do is good or bad, right or wrong. They use a one-dimensional generalisation. I call them the global labeler.

Of course, the list of labels vary from person to person, and sometimes the labels that are most condemning to you are those that seem to be most successfully buried and forgotten. But they are there, somewhere in your subconscious, contributing to the way you perceive yourself, influencing the degree to which you can exhibit self-esteem. You inherit the thinking style of your judgmental party. You acquire a critical inner voice that produces an internal fear.

Finally, your self-esteem may suffer from the way you perceive your physical self. This perception may cause you to miscalculate your overall potential. Instead of acknowledging our physical limitations and then mentally counteracting whatever may seem negative, you see your whole being as negative.

Your major goal is to improve self-esteem now and permanently. One way to accomplish this is by positive reprogramming of your subconscious. This is done through the use of hypnotic induction to gently assist you to rid yourself of past negative programming, improve your self-projection, increase your confidence and self-acceptance and change your perspective on your relationship to a given problem.

“See in your mind a whiteboard with the uncomfortable negative labels that have been given to you in the past. And now take an eraser and erase those labels from the board, just erase each one, wipe it away, it has no meaning for you…You are kind to yourself, capable, talented, and you no longer have time for negative thoughts or feelings, you fill your mind with positive ideas, productive goals, and you look at life as an adventure.”

Corporate culture is the way to go

A consciously developed customer-centered culture is a business advantage that will serve you for years — and inoculate you against competitive inroads. Consider for a minute Southwest Airlines and the lengthy list of would-be category killers that have tried to imitate it: United Airlines’ United Shuttle, Continental Airlines’ Continental Lite, Delta’s Delta Express and US Airways’ Metro-Jet.

 What did these companies lack: Money? Name recognition? Hardly. They lacked Southwest’s relentless focus on culture, which none of its pop-up competitors was willing to slow down to emulate.  And all are now bust.

This is why someone leading a business today — preparing a bright future for your organization and perhaps for the world — needs to focus not just on nuts and bolts, techniques and standards, but on culture.

Without a consciously created culture, your leadership won’t last beyond the moment you leave the building.  Any vacation — or even lunch break — you take is an invitation for disaster:  The inevitable complaint I hear from consulting clients and at my engagements as a speaker is this: “Employees act differently when there aren’t any managers around.”  But with a great company culture, employees will be motivated, regardless of management’s presence or absence.

Culture matters because:

 ●The number of interactions at a business between customers and staff is nearly infinite, and only a strong, clear pro-customer culture gives you a fighting chance of getting the preponderance of these interactions right.

●The current technological revolution amplifies the problems of not having the correct culture:  Employees not acting in their customers’ best interest will end up having their actions broadcast over Twitter within minutes.

●Business realities are continually changing, and only a strong culture is going to help you respond to, capitalize on and drive forward these changes in order to serve customers and show your business in the best light.

 Here’s how you can start leading through culture:

●Articulate your central philosophy, in just a few words if possible — a few meaningful words. That’s right: A company’s culture can begin with words, but those words need to represent a decision — something you actually stand for, a decision then expressed in the clearest, and ideally fewest, words. Find a central operating principle.  Think of the Ritz-Carlton’s “We are Ladies and Gentlemen serving Ladies and Gentlemen,” or Mayo Clinic’s  “The needs of the patient come first.”

 ●Elaborate on your central philosophy with a brief list of core values — a list short enough that every employee can understand, memorize and internalize, yet long enough to be meaningful. Your core values should cover how customers, employees and vendors should be treated at all times.

 ●Include the wider world: Your people want a sense of purpose that goes beyond an ability to exercise stock options at a favorable moment. More inspirational: a version of the “triple bottom line,” such as Southwest’s “Performance – People – Planet” commitment and annual report card.

[The Washington Post]

Stop Blabbing About Innovation And Start Actually Doing It

These days, every established company is at risk of having its industry--and its own business--disrupted by a startup. Cognizant of this, companies devote a lot of time to talking about how important it is to innovate. But here’s the truth: most companies can’t innovate because everyone is paid to maintain the status quo.

This is the single biggest reason companies fail to do anything new or exciting. You and everyone else are maxed out making sure your company is doing what it’s supposed to do; innovation is what the weekends are for.

Despite the real risk involved, this actually makes sense. Companies are set up to do one thing very well. That’s the business they’re in. All of the roles in the company are defined and structured to create the best environment for doing that one thing as efficiently as possible. The number of people employed by the company fluctuates with the workload. More work, more people. Too many people and too little work means layoffs or mismanagement. Success is doing the same thing you’ve always done, just a little bit better, achieving just a few more sales or shaving a hair off of costs. Change is discouraged by time constraints and the stifling number of approvals needed. Failure is punishable by pink slip. Every day is the same.

Yet, today, your entire industry can change in the space of a headline. If your business can’t innovate, it won’t survive when the startup in the garage across town that doesn’t have to answer to your shareholders does all the things legal has been telling you that you can’t do, all the things that you don’t have time for. It’s never been more urgent to stop talking about innovation and actually start doing things differently. And, with digital, the opportunities have never been greater. Instead of innovating on your weekends, overcome the structural impediments and time constraints to real change by approaching innovation from two directions: outside-in and inside-out.

“Outside-in,” when not based on acquisition, often comes in the form of a skunkworks project. It’s colloquially defined as a startup funded by the parent company, but kept separate from the dysfunction and sluggishness of the whole, in order to incubate great technological advancements. I’ve referenced this tactic before, as the first step big businesses should take to evolve their organizational structures. Google, JetBlue, NBCUniversal, and News Corp. have all used the strategy.

Here’s the recipe:

Set the right goals. A skunkworks project should be tasked with developing a new, specific tech product or service.

Give the team freedom to create. Bureaucracy, office politics, and the aforementioned requirement to keep the ship sailing straight ahead all slow down and inhibit big advancements. To succeed, the skunkworks team must be kept free from these deterrents.

Appoint separate senior management. Management by committee is not an option. The quickest route to failure is slow decision making. The skunkworks team should report directly to a senior-level executive who is authorized to green-light initiatives that are separate from the company’s main purpose and to implement these new solutions.

Choose a separate location. The team should not be housed in the corporate headquarters. Ideally, it should live nearby, but in some cases, it needs to be in a completely different location to be able to access the right talent. When Johnson & Johnson decided to build a unit oriented to design, creativity, and technology, the division planted a flag in an old industrial building in a trendy neighborhood in New York. Its corporate headquarters are in suburban New Jersey.

Mix up the staff. The staff should be a healthy hybrid of high-performing internal employees and newbies, so that some participants are familiar with the company’s core business while others have an open mind and fresh ideas.

Give it time. Really well-developed products often take a year from the time people start working on them until launch. You can get things done in six to nine months, but it’s unusual, especially if the team refines it with iterative improvements.

Bring it back into the fold. Once the project is complete, skunkworks team members should move back in with the parent company. They either become a distinct department or are dispersed throughout the company, in order to effectively run and manage the particular product.

On the other hand, “inside-out” innovation is all about incentivizing existing staff members to be revolutionary within their own jobs. The most important ingredients are largely cultural:

Freedom to fail. Traditionally, companies are averse to risk, so if you fail at something, it hurts your career. But to innovate, you need to be able to try new things without risking your livelihood. As Thomas Edison said, “I have not failed. I've just found ten thousand ways that won't work.”

Free time. Performance evaluations for managers should include assessment of the volume and quality of new ideas they brought to the table. If the company’s priority is solely productivity, no one will have time to think about creating something new, let alone bring it to life.

Training. An office that encourages and facilitates education openly admits there’s room to grow and inspires people take that leap.

The risk involved in these changes is less than the risk of not making them. Innovation is outside the comfort zones of most businesses--but so is Chapter 11.

[Aaron Shapiro is CEO of Huge, a global digital agency based in Brooklyn, and author of  Users Not Customers.]

Business Etiquette: 5 Rules That Matter Now

The 'elevator rule': Don't discuss the meeting till you're out of the elevator ... and the building.

The word "etiquette" gets a bad rap. For one thing, it sounds stodgy and pretentious. And rules that are socially or morally prescribed seem intrusive to our sense of individuality and freedom.

But the concept of etiquette is still essential, especially now—and particularly in business. New communication platforms, like Facebook and Linked In, have blurred the lines of appropriateness and we're all left wondering how to navigate unchartered social territory.

At Crane & Co., we have been advising people on etiquette for two centuries. We have even published books on the subject—covering social occasions, wedding etiquette and more.

Boil it down and etiquette is really all about making people feel good. It's not about rules or telling people what to do, or not to do, it's about ensuring some basic social comforts.

So here are a few business etiquette rules that matter now—whatever you want to call them.

1. Send a Thank You Note

I work at a paper company that manufactures stationery and I'm shocked at how infrequently people send thank you notes after interviewing with me. If you're not sending a follow-up thank you note to Crane, you're not sending it anywhere.

But the art of the thank you note should never die. If you have a job interview, or if you're visiting clients or meeting new business partners—especially if you want the job, or the contract or deal—take the time to write a note. You'll differentiate yourself by doing so and it will reflect well on your company too.

2. Know the Names

It's just as important to know your peers or employees as it is to develop relationships with clients, vendors or management. Reach out to people in your company, regardless of their roles, and acknowledge what they do.

My great-grandfather ran a large manufacturing plant. He would take his daughter (my grandmother) through the plant; she recalled that he knew everyone's name—his deputy, his workers, and the man who took out the trash.

We spend too much of our time these days looking up – impressing senior management. But it's worth stepping back and acknowledging and getting to know all of the integral people who work hard to make your business run.

3. Observe the 'Elevator Rule'

When meeting with clients or potential business partners off-site, don't discuss your impressions of the meeting with your colleagues until the elevator has reached the bottom floor and you're walking out of the building. That's true even if you're the only ones in the elevator.

Call it superstitious or call it polite—but either way, don't risk damaging your reputation by rehashing the conversation as soon as you walk away.

4. Focus on the Face, Not the Screen

It's hard not to be distracted these days. We have a plethora of devices to keep us occupied; emails and phone calls come through at all hours; and we all think we have to multitask to feel efficient and productive.

But that's not true: When you're in a meeting or listening to someone speak, turn off the phone. Don't check your email. Pay attention and be present.

When I worked in news, everyone was attached to a BlackBerry, constantly checking the influx of alerts. But my executive producer rarely used hers—and for this reason, she stood out. She was present and was never distracted in editorial meetings or discussions with the staff. And it didn't make her any less of a success.

5. Don't Judge

We all have our vices—and we all have room for improvement. One of the most important parts of modern-day etiquette is not to criticize others.

You may disagree with how another person handles a specific situation, but rise above and recognize that everyone is trying their best. It's not your duty to judge others based on what you feel is right. You are only responsible for yourself.

We live in a world where both people and businesses are concerned about brand awareness. Individuals want to stand out and be liked and accepted by their peers--both socially and professionally.

The digital landscape has made it even more difficult to know whether or not you're crossing a line, but I think it's simple. Etiquette is positive. It's a way of being—not a set of rules or dos and don'ts.

So before you create that hashtag, post on someone's Facebook page or text someone mid-meeting, remember the fundamentals: Will this make someone feel good?

And remember the elemental act of putting pen to paper and writing a note. You'll make a lasting impression that a shout-out on Twitter or a Facebook wall mention can't even touch.

Eliza Browning is the vice president of Crane Digital, where she oversees the company's online business and digital strategy. Before joining Crane & Co., Eliza worked in digital media for news organizations including CNN, ABC News and the AP.

The 212 degrees Leadership

There's a law of science that could change the way you think about leadership:

At 211 degrees...water is hot.
At 212 degrees...it boils.
With boiling water, comes steam.
And steam can power a locomotive.
And, it's that one extra degree that...
Makes all the difference.

212° Leadership shows how that one extra degree of leadership can make the difference not only in your own success...but also in the success of those you lead...and in that of your organization.

I've always been fascinated with the qualities and characteristics of great leaders. History has identified many qualities and characteristics of great leaders, and, of course, no person embodies them all. But the great leaders I've known, or read about have one simple thing in common: They have developed their leadership styles around their personalities and their values, and in the end, their actions are consistent with what they truly believe.

212° Leaders have made the leap from good to great. They are able to not only rally the troops to committed, purposeful action, but also to create an environment where quality and innovation are the norm, rather than the exception.


Example is Most Important

Leaders lead by example, whether they intend to or not.

What example did you set today? When you lead by example, you engage your people to follow your vision...not by words, but by action. While you are measuring your employees' performance, they are measuring how well you follow through on both your words and your deeds.

Think leading by example is only for top management? Think again. Whatever your position in your organization, the way you do your job...and the attitude with which you do it...determines the impact that you have.

I recently read a story by Mark Brown in the Chicago Sun-Times that really drives this point home. Mark wrote about a Chicago-area mailman, Mike Martinez, who passed away at the age of 50, but left a lasting impression by the example he set:

"Mike was a heckuva nice guy who knew everyone on his route by name and always greeted them with a smile, a wave and some friendly chitchat.

"He was the kind of mailman who would warn them if they'd forgotten to move their cars on street-sweeping day, search the post office on his weekend day off for their missing package or stop by their homes after work for a beer or a barbecue."

The article goes on to describe other people that Mike touched as he delivered the mail, including Tom Lutz, who had suffered a stroke. Mike would call Tom and ask him to help deliver the mail to his neighbors as part of his rehab.

"He would encourage me to try a little harder each day, as my bad leg would get better little by little," said Tom.

"Martinez was such an unforgettable character, in fact, that some of those customers built a memorial garden in his honor.

"I've never seen anything quite like 'Mike's Corner,' certainly not for a mailman. The garden consists of an exquisitely landscaped corner parkway plot with a small stone monument topped by an old-fashioned flag mailbox and a plaque designed to look like a letter. The letter to Mike T. Martinez Jr. carries a return address of 'Rest in Peace 1959-2010.'

"You don't need to have a big-shot job to leave your mark in this world. All is takes is a warm smile, an upbeat attitude and a kind heart."

There's no doubt about it. Mike left some big shoes to fill along his route...but that challenge to achieve the same connection with those he served is part of his legacy.

"'It really makes you step up your game,' said mail carrier Tamme Price as she worked his old route."

That's the power of a living example. It can make those around you "step up their game,"...sometimes long after you are gone.

Jeff Gitomer, author of the Little Book of Leadership said it best, "Your people are a direct reflection of you. They watch you. They follow you. They measure you. They listen to you. If you want them to be dedicated to you, you have to be dedicated to them."

Through your words, actions and deeds, you set the foundation for building an environment of trust and respect.

Trust is the key to both managing people and building a high performance company. It is the foundation on which relationships are built. According to Tom Peters, "Technique and technology are important. But adding trust is the issue of the decade." Peters suggests that managers must take a "high-tech and high-trust" approach, putting the issue of trust at the top of the agenda and treating it like a "hard issue, not a soft issue." If employees feel you don't trust them to do their jobs correctly and well, they'll be reluctant to do much without your approval. On the other hand, when they feel trusted that you believe they'll do the right things well, they'll naturally want to do things to the best of their ability and be deserving of your trust.

In On Becoming a Leader, Warren Bennis outlines the four ingredients for leaders to generate and sustain trust:

1. Constancy. Whatever surprises leaders themselves may face, they don't create any for the group. Leaders stay the course.

2. Congruity. Leaders walk their talk. In true leaders, there is no gap between the theories they espouse and the life they practice.

3. Reliability. Leaders are there when it counts; they are ready to support their co-workers in the moments that matter.

4. Integrity. Leaders honor their commitments and promises.

While corporate scandals, terrorist threats, office politics, and broken relationships have created low trust on almost every front, I contend that the ability to establish, grow, extend, and restore trust is not only vital to our personal and interpersonal well-being, it is the key leadership competency of the new global economy.

I am also convinced in every situation, nothing is as fast as the speed of trust.

Want to be a world class company?

"The only way to build a good company is one satisfied customer at a time. However, to build a great company, we must add one raving fan at a time. The difference is this...a satisfied customer will come back, but a raving fan not only comes back, but becomes part of your sales team. There's a big difference!" [John Murphy from his book, "The How of Wow!"]


The truth is world class service organizations know and apply certain practices that most companies do not. This is what differentiates them from the pack. This is what keeps them moving forward on the leading edge of innovation and change, forcing others to catch up. They do things that exceed customer expectations. They solve problems before customers even know there is a problem. They fill latent needs before customers know they have a need. They offer value propositions that seem impossible, yet they deliver on their word. They understand that the customer is not always right, that the customer often does not know what they want until they see it. As Lee Iacocca put it many years ago, no one ever came to Chrysler and asked for a mini-van to be designed.


Super positive experiences with most businesses may be rare indeed, but they are a way of life for the companies that have it right. Customer service is not a department. It is an attitude. It is a culture. It is a collective way of seeing the world. "Wowing" customers is not the exception. It is the rule. Exceeding expectations is not a surprise. It is planned and executed with diligence, ease and grace.


Take Disney, for example. Imagine you are standing in line waiting for a ride in one of the parks. You notice a sign that indicates you will be in line for 35 minutes. Is this a guess? Is this like listening to an airline attendant telling you the plane you are waiting for is scheduled to leave on time in ten minutes when there is no plane at the gate? Disney not only knows how long you will wait, but they pad it by a few minutes so you "think you made good time" when you get on the ride in 33 minutes. Instead of being disappointed or simply satisfied, you feel good.

An inspiring video on team work

In The Wisdom of Wolves author Twyman Towery shares the milieu of the wolf pack where teamwork, loyalty and communication are the norm rather than the exception. Whether it�s their traits of curiosity, perseverance, loyalty or play, wolves exist for the survival of the pack - a lesson humans can apply in business, family or personal relationships. The Wisdom of Wolves shows us that not only has the teamwork of the wolves among themselves been critical to their success, but the teamwork between humans and wolves has helped boost the life environment for both species. The Wisdom of the Wolves provides food for thought: The strength of the pack is the wolf and the strength of the wolf is the pack.

The TEN COMMANDMENTS for a Sales Person

1. Organise the issues.  Many times you must pinpoint the problem.  Dazzling a prospect with figures may be fine but boil the results down to a comprehensive statement.
2. Don't belittle others.  Never knock the competition to a prospect.  Instead, explain the advantages that you offer.
3. Dramatise.  Years of experience have proven that you must sell by personal contact using the world-famous technique-selling through your eyes.  You can't depend on your gift of gab.
4. Keep records.  Memory has been defined as "the thing we forget with."  So, don't rely on yours.
5. Create a genuine desire.  There is no use telling prospect how good you product is and stopping there.  Show them how you can save them time, money and effort.  They are more interested in their welfare than in your product or service.  Sell benefits!
6. Back your words with deeds.  If you promise delivery by a certain date, or your special attention to some details, keep your word.  Your reputation for honesty is part of your stock in trade.
7. Be enthusiastic.  Enthusiasm is contagious.  Show your prospects you believe in your service and what it can do for them.
8. Be concise.  No one likes other people to think their time is not valuable, even if they haven't a thing to do.  As a salesperson, your job is to sell.  Every prospect knows that and expects it.
9. Be sincere.  Take a real interest in your prospect's problems and, if possible, help them.
10. Don't argue.  Sales are seldom made without first establishing goodwill, and goodwill is never the product of an argument.

Price too high? Just remember this.

It is unwise to pay too much, but it is unwise to pay too little, too.  When you pay too much, you lose a little money, that's all.  When you pay too little, you sometimes lose everything because the thing you bought was incapable of doing the thing it was brought to do.  The common law of business balance prohibits paying a little and getting a lot.  It cannot be done.  If you deal with the lowest bidder, it is well to add something for the risk you run, and if you do that, you will have enough to pay for something better.

[John Rushkin]

The confession of a telemarketer

It's a job that people love to hate.

Including herself, confesses Angel (not her real name), a telemarketer.

The 25-year-old, who requests to remain anonymous, describes telemarketing sales as the worst job that she has ever had.

Yet she is still doing it because it is an easy job, says Angel, who has held jobs in the retail and food and beverage industries.

"I am paid to call people and sell them products in the comfort of an air-conditioned room," she says.

"My only job hazard is the mental stress that I get from rude people who scream at me from the other end of the line.

"Hence, it is a good thing that I am just making phone calls to them and not meeting them in the streets or in their offices."

Angel says she would discourage people from going into telesales if they have no plans to carve a career out of it.

She has been in the job for four months and has not moved up the sales ladder much, unlike some of her colleagues who started breaking sales records just one to two months into the job, she reveals.

She declines to disclose the product that she sells, but would only say that she works for a giant telecommunications company.

Every day, Angel starts work at 10am and ends at 6pm. She gets the numbers to call from The Green Book's website.

Angel does not have a formal script to follow when making her calls.

She is merely told to greet the customer before telling them where she is from and what she sells.

The most common reply she gets is "not interested", followed by a rather abrupt dead tone on the line as the other person hangs up.

"When people hang up the phone without giving me a chance to pitch my product, we are told to put them back onto the calling list and call them back another day," she reveals.

Another common response that Angel gets is hearing the receiver shout the competitor firm's name at the other end of the line.

"I cannot understand why they would do that, and I find it quite funny too."

Once, she called a housewife, and the moment she heard where Angel was from, she screamed at the top of her voice "I don't want! I don't want! I don't want!" and hung up the phone.

The men are usually friendlier, she reveals.

"Some of them take their time to chat with me and throw in a few personal questions during my sales pitch," says Angel.

"They ask if I have a boyfriend, and of course, I say "no" if I want to carry on the conversation.

"These men usually buy the product from me and insist that I personally deliver it to them.

"My job does not require me to do delivery as we get couriers to do so."

Angel adds: "I won't tell the customers that couriers will be sent until the sales contract has been signed."

Then, there are the sceptical ones who throw 101 questions back at Angel as they cannot believe in getting such a good deal over the phone.

"These people insist that there are hidden charges," says Angel.

She adds: "It can be very tiring to be constantly talking on the phone for seven hours a day.

"When you are not on the phone and your lips are not moving, it can just mean that you are slacking. I can see my boss frowning at me whenever he notices that I am not on the phone.

"It is challenging to pick up the phone to do cold calls and have to sound friendly when you are in a bad mood."

Angel makes close to 50 calls daily and earns a fixed salary of $1,500 a month. She says she does not get much incentive for closing more deals.

But her more experienced colleagues can earn up to $5,000 a month.

She adds: "You need to be prepared to work very hard to earn that amount of money. I go home right on the dot, but my colleagues stay back to work till 9 or 10pm."

Secrets of the trade:

1- The more calls you make, the better you are.

2- When you are tired, pick up the phone to call your friend instead.

But maintain a straight face so that your boss will not be able to tell that you are making a personal call.

3- Drink lots of water.

When you drink more water, you will tend to make more trips to the toilet. Take those as the little breaks that you give yourself through the day.

More on lateral thinking

You are driving down the road in your car on a wild, stormy night, when you pass by a bus stop and you see three people waiting for the bus:

 1. An old lady who looks as if she is about to die.
 2. An old friend who once saved your life.

 3. The perfect partner you have been dreaming about.

Which one would you choose to offer a ride to, knowing that there could only be one passenger in your car?

Think before you continue reading.

This is a moral/ethical dilemma that was once actually used as part of a job application.. You could pick up the old lady, because she is going to die, and thus you should save her first. Or you could take the old friend because he once saved your life, and this would be the perfect chance to pay him

 back. However, you may never be able to find your perfect mate again.

  YOU WON'T BELIEVE THIS.....................

 
The candidate who was hired (out of 200 applicants) had no trouble coming up with his answer. He simply answered:  'I would give the car keys to m y old friend and let him take the lady to the hospital. I would stay behind and wait for the bus with the partner of my dreams.'

Sometimes, we gain more if we are able to give up our stubborn thought limitations.

Never forget to 'Think Outside of the Box.'